Business Enquirer Magazine | Issue 141 | September 2025
2-3 October, 2025
Barcelona
Strategic Conference
Over four days, the Strategic Conference will convene some of the world’s most influential voices to delve into critical topics and solutions connecting energy action to global progress and prosperity.
Technical Conference
The Technical Conferences bring together the brightest minds and technical experts from across the energy value chain – the changemakers at the forefront of engineering, technology, and industry innovation.
EXECUTIVE TEAM
Jamie Waite
CEO, EMG | Enquirer Media Group jamie.waite@busenq.com
Natoya Rimmer Global Head of Accounts natoya.rimmer@busenq.com
DATA ANALYSIS
Dan Reeves Head of Data dan.reeves@busenq.com
Kumar Nil-Khan Senior Data Strategy kumar.nilkhan@busenq.com
Simon Ferrening Production Manager Commercial Performance Analysis
SOCIAL MEDIA TEAM
Anita Terrell Social Media Manager anita.terrell@busenq.com
Lee Dixon Social Media Manager lee.dixon@busenq.com
HR
Susan Tumelty HR Partnered Company info@hrdept.co.uk
EDITORIAL
Laura Green Editor in Chief laura.green@busenq.com
Catherine Lafferty Business Editor catherine.lafferty@busenq.com
PRODUCTION
Remo Savino Production Assistant remo.savino@busenq.com
Jamie Bolton Head of Design jamie.bolton@busenq.com
Didie Nturo Head of Video & Content Creation didie.nturo@busenq.com
Matt Hardwick Online Website Manager matt.hardwick@busenq.com
Didie Nturo Lead Photographer didie.nturo@busenq.com DESIGN WEBSITE PHOTOGRAPHY
LEGAL
Chloe Bird Birketts LLP Norwich
A WORD FROM OUR TEAM
Welcome to the January 2025 Edition of Business Enquirer – Issue 133!
Welcome to the September Edition of Business Enquirer Magazine – Issue 141 As summer fades and we step into autumn, industries worldwide continue to push the boundaries of innovation, resilience, and purposeful leadership. This issue brings together stories of companies and individuals who are not only shaping their sectors today but laying the foundations for a stronger, more sustainable tomorrow.
We begin with Milrem Robotics, an Estonian defence company redefining modern warfare through robotics and autonomy. With battle-proven platforms and operations spanning six countries, Milrem is leading the charge in unmanned ground systems. Guided by the expertise of Paul Clayton, Director of Industrial Partnerships and a seasoned British Army veteran, the company is demonstrating how robotics can reduce risk, enhance capability, and transform operations on the battlefield.
Turning to Saudi Arabia, we feature Riyadh Cement, a company reinforcing the Kingdom’s future as Vision 2030 drives rapid urban transformation. Under the leadership of CEO Shoeil Al-Ayed and Business Excellence Director Dr Mohammed Fouad, Riyadh Cement is more than a supplier of construction materials, it is a cornerstone of industrial strength, operational resilience, and sustainability. With record revenues and cutting-edge production agility, the company embodies both economic progress and environmental responsibility. From industry to impact, we spotlight Koa Impact Ghana, where procurement has been reimagined as a force for good. At the helm is Supply Chain and Procurement Director Jennifer Otsiwaba Monny, whose philosophy turns supply chains into lifelines for farming communities. By creating new markets for cocoa by-products and investing in education, jobs, and sustainability, Koa is showing how purpose-led procurement can transform lives while building a resilient, traceable, and ethical supply chain.
Together, these stories reflect the essence of this edition: strength, vision, and purpose driving change across borders and industries. Enjoy the read.
If you have a business story you wish to share in 2025, please contact our Head of Production via production@busenq.com
2025: REINVENTING POWER, PURPOSE AND PERFORMANCE NEWS 028
032 THIS MONTH’S SUSTAINABILITY LEADERS IN 2025
INTERNATIONAL HOTEL GROUP BUSINESS PARTNER UPDATES
008 THE PERFECT BLEND: HOLIDAY INN EXPRESS AND COSTA COFFEE KICK OFF COLLEGE FOOTBALL SEASON WITH FREE COFFEE
IYC
PLAN AHEAD: ITALIAN-BUILT YACHTS READY FOR THE CARIBBEAN AND BAHAMAS
Q&A WITH CIO MO JAMOUS Q&A 036
054
RIYADH CEMENT
STRENGTH IN CEMENT, STRENGTH IN VISION
068 MANTEL
PEDALLING INTO THE FUTURE OF CYCLING RETAIL
080 VULCAN INTERNATIONAL A NEW ERA IN MINING, COMMUNITY DEVELOPMENT, AND SUSTAINABLE GROWTH
094 KOA SWITZERLAND AND GHANA
PROCUREMENT WITH PURPOSE IN THE HEART OF WEST AFRICA
September’s New Season of Luxury Travel, Taste, and Timeless Design
The New Luxury How Surprising Materials Are Redefining Furniture Design
The Season Turns to Gold
The Top 5 Luxury Autumn Escapes
Barbara Muckermann
Reimagining Legacy at Kempinski
THE PERFECT BLEND: HOLIDAY INN EXPRESS AND COSTA COFFEE KICK OFF COLLEGE FOOTBALL SEASON WITH FREE COFFEE
According to a New Survey, Over 60% of College Football Fans Are Up and at ‘Em Before 8 A.M. on Game Day – and for Many, Coffee Is One of the First Plays of the Day
In a bold move to elevate every stay with an exceptional coffee experience, Holiday Inn Express by IHG and The Coca-Cola Company’s Costa Coffee, have announced an exclusive partnership that will bring Costa’s freshly ground and brewed coffee to every Holiday Inn Express hotel across the United States.
To celebrate the launch of this new partnership, Holiday Inn Express and Costa Coffee are teaming up to offer free coffee to college football fans – no hotel reservation required. With the upcoming season bringing early mornings, long drives and packed tailgates, a quality cup of coffee is a must. That’s why on Saturday, August 30, during Week 1, fans can visit participating hotels* within 10 miles of Division I Football Bowl Subdivision (FBS) schools to grab a complimentary cup.
According to a new national survey of 2,000 college football fans commissioned by Holiday Inn Express, and conducted by Talker Research, coffee is a game day essential:
• More than half include breakfast or coffee in their pre-game rituals when traveling for game day
• 81% of fans say coffee or caffeine is a key part of their game day morning routine
• 70% of coffee drinkers consume at least two cups while en route to the game
“For years, Holiday Inn Express has helped guests start their day right with a fresh, hot, complimentary breakfast – one of our signature offerings at over 3,000 locations worldwide. Now, breakfast is getting even better as Costa Coffee becomes part of the Holiday Inn Express experience,” said Justin Alexander, VP of Global Brand Management for Holiday Inn Express, Staybridge Suites & Candlewood Suites.
“For college football fans, the morning can define the whole game day, and with thousands of locations across the country, we’re here to welcome those getting ready to embark on pre-game traditions, cheer on their teams, and maybe even roast a rival or two!”
Holiday Inn Express by IHG and The Coca-Cola Company’s Costa Coffee announce an exclusive partnership
Disclaimers:
Coffee is complimentary for all Holiday Inn Express guests as part of their stay.
Costa Coffee is now available across the U.S. not only at Holiday Inn Express, but also at avid hotels, Atwell Suites, Garner Hotels, and Candlewood Suites.
With over 1,800 IHG locations now brewing, visit www.ihg.com to book your stay.
The survey also revealed that a majority of college football fans spend at least one night away during game day weekends, making hotel choice a key part of the overall experience. When selecting a place to stay, top priorities include:
• Proximity to the stadium (48%)
• Free breakfast (46%)
• A high-quality coffee experience (43%)
With Costa Coffee now brewing at more than 1,300 Holiday Inn Express locations, this collaboration underscores both brands’ commitment to delivering an exceptional guest experience – starting with that first cup. This partnership responds to travelers’ increasing expectations for freshness, flavor and customization. In fact, findings from a recent survey conducted by Suzy and commissioned by Costa Coffee reveal:
• Nearly half of respondents believe freshly brewed, freshly ground coffee tastes significantly better than traditional drip
• 61% agree that the quality and freshness of hotel coffee reflects how much a hotel values its guests
“For many hotel guests, a cup of coffee is the ritual that sets the tone for their entire stay. That’s why we’re thrilled to partner with Holiday Inn Express to bring Costa’s smooth, rich coffee to travelers across the country,” said Amy Daugherty, Costa Coffee, U.S. Head of Marketing. “With a shared commitment to quality and warm hospitality, we are proud to offer a solution that’s efficient, flexible, and thoughtfully crafted for today’s travelers. This is about more than coffee; this is about creating meaningful moments of joy for guests and creating unforgettable game day experiences for fans across the country.”
Free coffee day kicks off a season of refreshing surprises from Holiday Inn Express and Costa Coffee – designed to keep fans fueled all game day long. Learn more at holidayinnexpress.com and follow along on Instagram @holidayinnexpress and Facebook @HolidayInnExpress to catch the latest!
www.ihgplc.com
PLAN AHEAD: ITALIAN-BUILT YACHTS READY FOR THE CARIBBEAN AND BAHAMAS
For American clients looking for a luxury yachting vacation close to home, or Europeans looking for winter sun, these yachts are ideal. And, with demand at an all-time high and prime vacation weeks booking faster than ever, early booking is essential to secure your preferred platform and itinerary.
Here we showcase some of the standout Italian-built yachts in our US fleet for those looking for a charter in the Bahamas or Caribbean this winter:
Italian yacht design has long been celebrated worldwide for its craftsmanship, elegant lines, and perfect balance of indoor and outdoor living. Long admired in the Mediterranean, these iconic builds are crossing the pond with an excellent selection joining IYC’s US fleet this winter. Perfectly positioned for warm-weather winter cruising for vacations in the Caribbean and the Bahamas.
Italian-Built Yachts In Demand
From the shipyards of Benetti, Ferretti, Mangusta, and Baglietto, Italian yachts are renowned for sleek exterior design, vast deck space, and thoughtful lifestyle details that enhance the time spent onboard.
Every detail is thoughtfully considered, from access to the water and entertaining and dining experiences to spaces for relaxation and rejuvenation. These yachts have earned their reputation as the most sought-after in Europe and are now bringing that same pedigree of design and lifestyle to the Caribbean and Bahamas, ready for this year’s winter season.
With holiday charters already in high demand, particularly around Thanksgiving, Christmas, and New Year’s, these Italianbuilt yachts get booked up fast. Clients looking for a combination of performance, style, and comfort make these their first choice, so early booking of these most requested IYC yachts is essential to secure your preferred yacht and winter season itinerary.
Effortless Bahamas Cruising
The Bahamas is one of the most popular winter yachting destinations, and for good reason. The archipelago’s shallow, crystal clear waters and endless islands to explore present the perfect playground for yacht charters.
There are plenty of Italian-built yacht options in the IYC US fleet to choose from when cruising the Bahamas. For couples, smaller groups, and multi-generational families, yachts like the 121’1” (37m) Benetti ALLORA offer spacious luxury with family-optimized cabins to cruise the islands. ALLORA’s brand-new selection of watersports and toys for her size makes it the ideal platform for guests of all ages to enjoy the secluded anchorages of the Bahamas.
While the 92’ (28m) Ferretti DATE NIGHT
is an excellent choice for more intimate escapes, providing sleek comfort and sporty elegance, and compact enough to get into the more isolated anchorages. DATE NIGHT features a knowledgeable charter captain with insider knowledge of the Bahamas, adding unique surprises to the itinerary. The yacht’s spacious sundeck and loungers are ideal for lounging and relaxing in paradise.
Also available for charter in the Bahamas is the 87’10” (27m) SQUALO, providing a dynamic charter experience without compromising on luxury. While sporty and compact, the Sanlorenzo SL86 offers remarkable space, accommodating eight guests in four cabins, with convertible options available if needed. Thanks to its shallow draft, SQUALO can easily access a wide range of anchorages and secluded spots, perfect for soaking up the Bahamian lifestyle.
Caribbean Lifestyle
For extended itineraries that span St Barths, the BVI’s, and the Grenadines, larger Italian yachts provide more versatility. Many Italianbuilt yachts feature large social decks, expansive indoor-outdoor living spaces, and perfectly designed interiors, making them an excellent option for entertaining, longdistance cruising, and sharing experiences with larger groups.
Among these, the 121’5” (37m) Benetti KOJU is a standout, offering excellent social areas and alfresco living tailored for Caribbean adventures. KOJU’s Hamptons-style beach club is perfect for all groups to enjoy the tropical backdrop, and the swimming pool, along with an endless list of toys, makes cooling off easy.
Meanwhile, the award-winning 164’8” (50m) Mangusta MAVERICK is designed to combine glamour and adventure, offering luxurious comfort and the performance credentials to explore multiple destinations. Standout features include two heated pools, multiple alfresco dining spaces, a beach setup including a wood-fire pizza oven, and interior cabins with floor-toceiling windows.
Flagship Italian Icons
For those looking to charter on the ultimate scale, IYCs’ US fleet includes Italian icons that truly make a statement. These flagship yachts are ideal for multifamily groups and large parties looking for a Caribbean or Bahamas itinerary.
The islands are your oyster with the Benetti 180’5” (55m) NEXT CHAPTER, boasting a 7000-mile nautical range. In addition to its space credentials and Benetti hallmark amenities, NEXT CHAPTER features a split-level primary suite with an observation lounge, an airconditioned gym, sportfishing gear with a towed tender, and a comprehensive inventory of additional toys to enjoy.
Another pedigree available to charter is the newly delivered and award-winning Baglietto 171’8” (52m) AKULA, providing a combination of performance, style, and comfort. Perfect for up to 12 guests, AKULA is ideal for entertaining and relaxing, thanks to its panoramic sky lounge, multi-level beach club, pool, gym, and impressively spacious sundeck. And for those who need to stay connected throughout their vacation, AKULA also offers a well-equipped private bridge-deck office.
Book Early For Winter 2025/2026
With IYCs’ US fleet ready for Caribbean and Bahamas adventures, demand is already surging. To secure your preferred yacht and dates, early booking is essential. Contact our expert consultants today to discuss yachts available and to plan the best itinerary for your winter yacht charter vacation.
www.iyc.com
LESSONS FROM START-UP LEADERS
As the business world strides further into the second half of the decade, the momentum behind innovation shows no sign of slowing. Amid economic shifts, societal demands and technological leaps, the start-up ecosystem continues to serve as a proving ground for bold ideas and fresh approaches to leadership. At the heart of this energy lies a new generation of founders and visionaries, individuals who are not only building businesses but redefining the very notion of what leadership looks like.
Start-up leaders in 2025 are not cut from traditional cloth. They are adaptive, often mission-driven, and culturally fluent. Many are less concerned with legacy titles and more focused on impact, sustainability and agility. In a world where market conditions shift rapidly and societal expectations evolve daily, these entrepreneurs are offering invaluable lessons for established businesses and aspiring founders alike.
Resilience as a Leadership Foundation
Perhaps the most striking trait among this emerging cohort is resilience. For many start-up leaders, the path has never been linear. With backgrounds that span continents, industries and personal challenges, they bring a depth of
perspective to their ventures that cannot be taught in business school. Resilience is not only about withstanding hardship but about maintaining clarity and confidence in uncertain times.
These leaders embrace uncertainty as part of the process rather than an obstacle. They understand that risk is inevitable and failure, in many cases, can be a strategic advantage. Rather than burying their mistakes, they talk openly about them, building cultures where experimentation is encouraged and setbacks are seen as part of the growth journey.
Culture as a Competitive Edge
Culture is not something these founders retrofit once they scale. Instead, it is embedded into the DNA of their startups from day one. Rather than relying on superficial perks, they are crafting workplaces defined by psychological safety, authenticity and shared values. They prioritise well-being, inclusion and purpose, recognising that these elements are not just good for people but also for performance.
What sets many of these leaders apart is their willingness to lead with vulnerability. They communicate with transparency, listen more than they speak and are not
afraid to show their humanity. In doing so, they build trust, loyalty and creativity within their teams. In an age where talent is mobile and values-driven, this kind of leadership is proving to be a powerful differentiator.
Purpose Beyond Profit
Profit remains a necessary component of business, but for many of the startup leaders to watch in 2025, it is not the sole focus. These entrepreneurs are grounded in a strong sense of purpose. Their ventures are often born out of lived experiences or a desire to address pressing social or environmental challenges. From sustainable consumer brands to ethical fintech platforms, the companies they are building often carry missions that reach beyond shareholder returns.
This sense of purpose is not an afterthought. It shapes everything from product design to hiring decisions. It also informs how they engage with customers, investors and regulators. Stakeholder alignment around this purpose can be a source of clarity and strength, particularly during moments of uncertainty or pivot.
Importantly, purpose does not mean naivety. These leaders are commercially astute and understand the importance of scalability, funding and market fit. But they are proving that businesses can grow while also delivering impact. In doing so, they are helping redefine capitalism for a new era.
The Rise of Distributed Thinking
Remote work, global collaboration and the democratisation of technology have changed how start-ups operate. The founders emerging in 2025 are often digital natives, comfortable leading distributed teams across time zones and cultures. They are redefining what it means to be present, placing greater emphasis on output, trust and asynchronous communication.
Rather than seeing geography as a limitation, they view it as a source of opportunity. Talent can be anywhere, and so can customers. These leaders invest in tools and processes that foster connection without requiring constant physical proximity. They are also mindful of the need to create intentional moments of togetherness, both online and offline, to maintain cohesion and team spirit.
Their leadership style often reflects this global mindset. It is inclusive, empathetic and culturally aware. They are adept at navigating complexity and thrive in environments where agility is more valuable than hierarchy.
Learning in Public
Another defining trait of this new generation of start-up leaders is their openness to learning. Unlike more traditional models of leadership, which can prize certainty and authority, many of these entrepreneurs are committed to learning in public. They share their experiences on social platforms, openly discuss their challenges and seek feedback from peers, customers and even competitors.
This transparency helps demystify the entrepreneurial journey and builds communities of support around their ventures. It also reinforces a growth mindset internally. Employees are encouraged to ask questions, try new approaches and own their development.
These leaders are often voracious consumers of information but are just as likely to question conventional wisdom. They curate learning communities around them, whether through podcasts, newsletters, peer networks or advisory circles. In doing so, they ensure that their businesses remain intellectually alive and culturally curious.
Lessons for Established Enterprises
There is much that larger organisations
LEADERSHIP NEWS
can learn from the leadership styles emerging in the start-up space. While scale and complexity introduce different constraints, the underlying principles of adaptability, purpose and cultural fluency are increasingly relevant across industries.
For legacy companies, embracing startup thinking may mean reimagining their approach to leadership development. Rather than grooming future executives in static hierarchies, they might look to cultivate resilience, creativity and emotional intelligence. They might also reconsider how success is measured, placing greater weight on engagement, innovation and long-term value creation.
The start-up leaders of 2025 are showing that business can be both ambitious and humane. They are modelling a form of leadership that is responsive to the world as it is, not as it was. In doing so, they are not only building the companies of tomorrow but reshaping what it means to lead.
A Moment of Transition
The current moment represents a turning point. Technology is evolving at breakneck speed, social expectations are rising and the environmental stakes have never been higher. Against this backdrop, the lessons from start-up leaders carry particular urgency.
Their ability to think systemically, act decisively and lead inclusively is not confined to the start-up world. These qualities are becoming essential for anyone navigating the challenges of modern business. Whether you are an aspiring entrepreneur, a corporate executive or an investor, there is value in paying close attention to this new leadership playbook.
The future of business is being shaped not just by what these leaders build but by how they build it. And perhaps the greatest lesson of all is that leadership, at its best, is a practice of constant evolution.
REDEFINING CUSTOMER EXPERIENCE
The idea of customer experience has undergone a profound transformation in recent years. Once confined to the transactional moments between businesses and their buyers, customer experience now encompasses the entire emotional, digital and relational journey a person takes with a brand. As we move through 2025, it is becoming increasingly clear that customer experience is not simply a department or a metric. It is the heartbeat of business strategy, innovation and long-term growth.
This redefinition is not accidental. It has emerged from shifting expectations, new technologies and a global climate in which trust, empathy and relevance have
become more valuable than ever. Today’s customers are not just buying products. They are engaging with experiences that reflect their values, anticipate their needs and deliver seamless interactions across multiple platforms and touchpoints. Those businesses leading the charge are not simply improving customer service. They are reimagining what it means to serve customers in a world where attention is fragmented and loyalty is hard-earned.
Human at the Centre of Digital
For many organisations, the digital transformation journey began with automation and efficiency. It was about streamlining operations, reducing
friction and delivering speed. These remain important, but the real leaders in customer experience have gone a step further. They are putting humanity at the centre of their digital ecosystems. Whether through personalised interactions, empathetic design or ethical use of data, the goal is to create experiences that feel less like transactions and more like relationships.
This human-centric approach is particularly visible in industries once defined by bureaucracy or distance. Banking, healthcare and public services are being reshaped by platforms that prioritise clarity, simplicity and emotional intelligence. What was once cold and formal is now becoming intuitive and conversational. Customers are met where they are, in language they understand, and with tools that empower rather than confuse.
Importantly, this evolution is not about technology for its own sake. It is about using digital tools to enhance human connection. This requires a shift in mindset from viewing customers as users to understanding them as individuals with histories, preferences and aspirations. Brands that get this right do not just sell. They resonate.
Responsiveness Over Perfection
In the past, customer experience strategies often focused on consistency and control. The goal was to deliver uniformity, to remove variables and surprises. While reliability remains a pillar of trust, the dynamics of 2025 demand something more agile. Customers now expect responsiveness. They want to see that brands are listening, adapting and learning in real time.
This responsiveness plays out in many ways. It means evolving product offerings based on feedback. It means updating services to reflect new social expectations. It means being willing to admit when things go wrong and putting things right swiftly and sincerely. Customers do not expect perfection. They expect presence.
In this climate, the most admired businesses are those that move with their customers. They do not rely solely on historical data but pay attention to the moment. They use social listening, community engagement and real-time analytics to stay close to sentiment and intention. And they empower frontline staff to act with empathy and initiative rather than following rigid scripts.
Responsiveness also extends to values. Customers are increasingly attuned to the ethical dimensions of the brands they support. Environmental impact, social justice and transparency are not side conversations. They are central to the experience. Companies that respond authentically to these themes are building loyalty that goes deeper than price or convenience.
Invisible Design, Visible Impact
Another major trend shaping customer experience in 2025 is the rise of what might be called invisible design. The best customer experiences today are those that feel effortless. They require minimal explanation and no workaround. The technology disappears into the background, allowing the user to focus on the goal rather than the process.
This does not mean less sophistication. In fact, it demands more. Seamless experiences are the result of careful architecture, deep integration and a clear understanding of human behaviour. But from the customer’s perspective, the journey should feel simple, intuitive and even delightful.
The businesses that excel here are those that invest in service design as a strategic function. They map journeys, test assumptions and prototype with real people. They recognise that the cumulative effect of small interactions often matters more than grand gestures. And they measure success not just by conversion but by satisfaction, advocacy and ease.
In retail, hospitality and travel, this kind
INNOVATION NEWS
of design is redefining what premium means. It is no longer about opulence but about frictionless flow. In digital products, it is reflected in interfaces that anticipate needs without overwhelming choice. In customer support, it is about proactive service that prevents problems before they occur.
Leadership with a Listening Ear
What all of these shifts have in common is a new kind of leadership behind them. Redefining customer experience requires more than tactical changes. It demands a cultural commitment, starting from the top. The leaders to watch in this space are not just focused on marketing or operations. They are stewards of empathy, curiosity and change.
These leaders are building cross-functional teams that bring together insights from design, data science, behavioural psychology and communications. They break down silos and encourage cocreation. They champion diversity not just as a value but as a source of better perspective on the customer.
Listening is their most powerful tool. They listen to customers, of course, but also to employees, partners and critics. They create feedback loops that inform strategy and innovation. And they resist the temptation to fall in love with their own assumptions.
Customer experience is not static. It is shaped moment by moment. The leaders who understand this are guiding their organisations with agility, humility and boldness. They are not waiting for best practice. They are shaping it.
A Broader Definition of Value
Perhaps the most radical shift in customer experience thinking is the redefinition of value. Value is no longer confined to price or even convenience. It includes time saved, stress avoided, joy sparked and values affirmed. It is about how people feel before, during and after they engage with a brand.
This expanded view of value changes the metrics that matter. Net promoter scores and satisfaction surveys still have their place, but they are being complemented by sentiment analysis, behavioural signals and community engagement. Businesses are asking not just whether customers are happy but whether they feel seen, heard and supported.
It also challenges organisations to think long term. Experience is not a one-off event. It is cumulative and relational. Brands that create meaningful experiences are playing a different game. They are less concerned with transactions and more focused on trust. That trust becomes a foundation for repeat business, advocacy and resilience in challenging times.
In a world saturated with choice, attention is fleeting. But when a customer feels genuinely valued, they remember. They return. They share. The emotional dimension of experience is not a soft metric. It is the core of competitive advantage.
Looking Ahead
As 2025 unfolds, the companies that are redefining customer experience are not those following a script. They are those writing new ones. They are guided by a deep understanding of people, a commitment to relevance and a willingness to evolve.
The future of customer experience is not found in one channel, one campaign or one tool. It is found in the orchestration of every touchpoint, every tone and every decision that says to the customer, we see you. We understand you. We are here for you.
Those businesses that embrace this new reality are not only enhancing service. They are building relationships that will endure whatever comes next.
CONSUMER BEHAVIOUR SHIFTS
As the world continues to adjust to new rhythms shaped by digital acceleration, economic uncertainty and cultural transformation, consumer behaviour is evolving in complex and often unexpected ways. The changes that began in recent years have not settled into predictable patterns but have instead deepened and diversified. In 2025, businesses are no longer asking how to keep up with consumer demands but how to understand their shifting priorities at a deeper, more human level.
Today’s consumer is not just better informed but also more emotionally attuned and ethically aware. Purchases are not simply transactions. They are expressions of values, identities and intentions. This new landscape is not defined by trends alone but by signals of change that challenge traditional business models and demand a fresh approach to connection, creativity and commerce. Value is Being Redefined
One of the most significant shifts happening across markets is a fundamental redefinition of value. Consumers are thinking more critically about what something is truly worth. This goes beyond cost to include time, effort, environmental impact and emotional resonance. Price still matters, particularly in
an economically cautious climate, but it is weighed against a broader set of concerns. shift means that brands can no longer compete on price alone. Transparency, quality and purpose play a larger role in the value equation. People want to know where things come from, who made them and whether they align with personal and collective values. Businesses that offer clarity and consistency in these areas are building trust that extends far beyond the point of sale.
At the same time, consumers are placing increasing importance on utility. There is a noticeable move towards products and services that make life simpler, healthier or more meaningful. Function and purpose are being prioritised over novelty and accumulation. This change is shaping the way people spend not only their money but their attention and energy.
Emotions Are Driving Choices
While data has long been a focus for companies seeking to predict behaviour, it is emotion that is often the more powerful driver. In 2025, emotional intelligence is becoming just as critical for brands as artificial intelligence. Understanding what consumers feel and why they feel it
MARKETS
is now central to product development, marketing and service design.
The desire for emotional connection is particularly visible in how people engage with brands. They want to feel understood, respected and even inspired. This has led to a rise in storytelling that reflects real human experiences, cultures and challenges. It has also prompted brands to take more care in tone, language and visual identity, aiming to strike a balance between relatability and aspiration.
At the same time, emotional fatigue is influencing behaviour. People are tired of being sold to in aggressive or manipulative ways. They are tuning out inauthentic messages and tuning in to those that reflect empathy and awareness. This is leading to a quiet revolution in how brand loyalty is built, with a stronger emphasis on respect, relevance and resonance.
Sustainability Is No Longer Niche
Once a concern for a small group of environmentally conscious buyers, sustainability is now embedded into the mainstream. Consumers are no longer content with symbolic gestures. They are seeking real, measurable commitment to environmental and social responsibility. This is influencing not only product choices but also brand reputations and consumer trust.
Sustainable choices are being made in everyday categories, from food and fashion to technology and transport. Many consumers are reducing waste, embracing repair and resale models and favouring brands that prioritise circularity. Certifications and standards still matter, but so too does visible action and consistent messaging.
This shift is not without tension. Consumers may care about sustainability, but they also want convenience and affordability. The challenge for brands is to meet these multiple expectations without compromise. The most successful are those that integrate sustainability
into their business models in a way that enhances rather than detracts from the overall experience.
Community and Belonging Matter More
Another defining feature of consumer behaviour in 2025 is a renewed focus on community. After years of digital connectivity and social disconnection, people are seeking spaces where they feel they belong. This desire is influencing everything from product discovery to brand loyalty.
Consumers are drawn to businesses that build community around shared interests, values or causes. Whether through digital platforms, events or local engagement, the sense of being part of something meaningful is becoming a key factor in choice. This is not about size or scale. Intimacy and authenticity often matter more.
Social commerce, creator-driven experiences and niche networks are all rising in prominence because they deliver more than product. They offer conversation, participation and a sense of being seen. For businesses, this means rethinking their role not only as providers but as facilitators of connection and culture.
The Rise of the Conscious Consumer
Perhaps the most striking shift is the emergence of the conscious consumer. This is not a demographic or a lifestyle. It is a mindset that spans generations and geographies. Conscious consumers ask different questions. They care about how their choices affect others and the planet. They are informed, vocal and willing to switch brands when values are misaligned.
This shift is challenging businesses to think beyond quarterly targets. It calls for integrity in how products are made, how workers are treated and how brands engage with social issues. Silence or neutrality is no longer an option in many sectors. Consumers want to know
what businesses stand for, and they are watching closely for consistency between words and actions.
It also means that reputation is more fragile than ever. A single misstep can trigger backlash, while genuine action can build deep and lasting loyalty. Brands that thrive in this environment are those that show courage, humility and a willingness to evolve in response to public expectation.
The Fluidity of Identity and Taste
Consumer identities are becoming more fluid. Traditional categories like gender, age and income are less reliable predictors of behaviour. People are exploring new ways of expressing who they are and what matters to them, often crossing conventional boundaries in the process.
This fluidity extends to taste. The old assumptions about what certain audiences like or want are being replaced by a more open, diverse and dynamic landscape. From music and fashion to food and entertainment, consumers are curating experiences that reflect layered, hybrid identities.
For brands, this means abandoning onesize-fits-all approaches. Personalisation is expected, not as a marketing gimmick but as a reflection of respect and relevance. The most compelling experiences are those that invite the consumer in and give them space to shape the narrative.
Technology Is a Means, Not the Message
While technology continues to shape consumer experience, the novelty of digital tools has worn off. In 2025, consumers are less impressed by technological innovation for its own sake. What matters is how it improves their lives.
This is leading to more thoughtful integration of technology in service of ease, access and enrichment. Whether through intelligent personalisation, voice interaction or immersive content, the
goal is not to dazzle but to deliver value. Technology that feels intrusive or overly complex is quickly rejected.
Consumers are also increasingly aware of the trade-offs involved in digital engagement. They care about data privacy, screen time and digital wellbeing. This awareness is pushing brands to adopt more transparent and ethical approaches to technology use. The winners are those who use tech to enhance, not replace, the human experience.
As the pace of change continues, predicting consumer behaviour requires more than market analysis. It demands cultural insight, empathy and agility. The businesses that will thrive in 2025 are
those that treat consumer behaviour not as a puzzle to crack but as a dialogue to nurture.
The shifts we are seeing point to a more conscious, emotionally intelligent and socially aware consumer landscape. This is not a passing phase but a new context for doing business. It invites brands to listen more deeply, respond more meaningfully and create value that lasts.
In this environment, the greatest asset any business can have is not just a brilliant product or a clever campaign but a genuine understanding of the people it serves. Those that embrace this will not only succeed in 2025 but help shape what comes next.
AEROSPACE & DEFENCE 2025: REINVENTING POWER, PURPOSE AND PERFORMANCE
As the world enters a new chapter of economic, technological and geopolitical complexity, the aerospace and defence industry is undergoing a defining period of transformation. In 2025, this sector is not simply returning to pre-pandemic norms but rather charting a new course altogether. The combined pressures of innovation, sustainability and global security are reshaping its priorities, strategies and players.
This shift is not only strategic but also symbolic. Aerospace and defence have always been industries that reflect the larger challenges and aspirations of their time. They represent national ambition, global cooperation and technological frontiers. What we are witnessing today is the emergence of a more adaptive, more accountable and more interconnected industry, driven by a redefinition of its purpose and its role in society.
From Legacy to Agility
Traditionally, aerospace and defence have been known for their legacy systems, long development cycles and complex procurement structures. These characteristics are not disappearing overnight, but the mood across the industry is moving firmly in the direction of agility. New entrants, leaner manufacturing approaches and digital innovation are challenging long-held assumptions about how things are built and how quickly.
Start-ups and smaller technology firms are now playing a significant role, bringing fresh energy to everything from satellite deployment and materials science to AI-driven surveillance. Their partnerships with established primes are fostering a more dynamic innovation ecosystem. Meanwhile, governments and institutions are beginning to streamline acquisition frameworks in order to keep pace with emerging threats and opportunities.
The pressure to be faster and more flexible is being met with a strategic embrace of digital transformation. Cloud-based design
environments, virtual testing platforms and data-driven performance modelling are reducing development times and enabling smarter decision-making across project lifecycles. These capabilities are not just about cost-saving. They are about staying relevant in a world where threats evolve rapidly and expectations shift just as quickly.
Security in a Fragmented World
One of the driving forces behind the industry’s evolution is the changing nature of global security. Traditional state-tostate threats are still very present, but they now operate alongside cyber warfare, economic coercion and regional instability. The defence industry must navigate a landscape where conflict is as likely to take place in cyberspace as in airspace.
This complexity is pushing defence contractors to diversify their offerings and rethink how they contribute to national and collective security. Cyber resilience, space-based communications and critical infrastructure protection are no longer peripheral concerns. They are central to how governments assess capability and readiness.
At the same time, public scrutiny is increasing. Citizens and policymakers alike are asking tougher questions about the ethics, transparency and environmental impact of defence spending. This scrutiny is not a constraint but a catalyst. It is prompting companies to show leadership in areas such as responsible AI use, energy efficiency and sustainable sourcing. Those that can demonstrate alignment with broader public values will be better positioned to secure long-term trust and funding.
Space as the New Strategic Domain
Perhaps the most dynamic and symbolically powerful shift is the rapid growth of the space sector. Once the exclusive domain of government agencies and superpower rivalries, space is now a thriving arena for commercial innovation, private investment and strategic collaboration.
The increasing accessibility of satellite technology has unlocked new applications in Earth observation, navigation, communications and defence. From weather prediction to disaster response and secure broadband, the relevance of space-based systems to daily life is becoming undeniable. This is also raising the stakes. With more actors operating in orbit, issues of traffic management, sovereignty and security are becoming urgent priorities.
In 2025, space is no longer just about exploration. It is about infrastructure. Governments are investing in space resilience, not just in terms of national pride but in recognition of its strategic importance. The aerospace and defence companies that are thriving in this area are those that can demonstrate operational reliability, technical excellence and a commitment to international norms.
Collaboration between private and public sectors is key. So too is interoperability, as systems increasingly need to function seamlessly across national and technological boundaries. The industry’s role is shifting from hardware provider to strategic partner, offering solutions that blend space, cyber and terrestrial capabilities.
Sustainability Takes Flight
Environmental responsibility is no longer an abstract goal in aerospace. It is becoming a key differentiator and a core pillar of competitiveness. As climate change accelerates, the pressure on the sector to reduce emissions, adopt cleaner fuels and embrace circular manufacturing models is intensifying.
In commercial aviation, sustainability is at the centre of long-term planning. Airlines, manufacturers and regulators are exploring alternative propulsion systems, synthetic fuels and lightweight materials to reduce environmental impact. Electric and hydrogen-powered aircraft are moving from concept to early adoption, particularly in short-haul and regional markets.
Defence faces its own challenges in this regard. Military operations are inherently resource-intensive, but there is growing recognition that operational effectiveness and environmental stewardship can go hand in hand. From energy-efficient bases to lower-emission vehicles, innovation is being channelled into greener defence systems. This is not just about optics. It is about readiness in a world where supply chains and logistics are increasingly shaped by climate risk.
Sustainability is also reshaping how the industry thinks about supply chains. Ethical sourcing, local production and materials traceability are gaining prominence. The companies leading this change are not just reacting to regulation. They are aligning their practices with broader societal values and investor expectations.
The Talent Imperative
Amid these technological and strategic shifts, people remain the industry’s greatest asset. The competition for talent is fierce, particularly in areas such as software engineering, data science and systems integration. Aerospace and defence firms are under pressure to attract a new generation of workers who are not only technically skilled but also motivated by purpose and impact.
This has led to a rethinking of workplace culture, career progression and diversity. Younger professionals expect more flexible working conditions, greater inclusion and a clearer sense of how their work contributes to larger goals. The companies that can articulate a compelling mission, invest in learning and development, and foster a culture of innovation will be those that win the talent war.
Educational partnerships, apprenticeships and cross-sector mobility are being used to create broader and more resilient talent pipelines. Meanwhile, digital platforms are enabling more fluid collaboration between in-house teams and external experts, making it easier to bring the right skills to the right problems at the right time.
AEROSPACE & DEFENCE
The workforce of the future is not just technically capable. It is culturally agile, ethically aware and strategically curious. Building this workforce is not an HR issue. It is a leadership priority.
A Sector in the Spotlight
The aerospace and defence industry in 2025 stands at a critical juncture. Its traditional foundations of scale, secrecy and stability are being tested by a world that demands speed, openness and adaptability. The players who will define the next era are those who embrace this shift not as a threat but as an opportunity.
Whether through new propulsion systems, cross-domain defence strategies or spacebased infrastructure, the sector’s impact will extend far beyond its conventional boundaries. It will influence how nations protect their interests, how people move around the world, and how societies prepare for the challenges of tomorrow.
This is a moment for bold thinking and collaborative leadership. The demands on the industry are high, but so too is its capacity for reinvention. The aerospace and defence leaders to watch in 2025 are not those clinging to legacy, but those building systems, cultures and partnerships fit for a world in motion.
SUSTAINABILITY LEADERS IN 2025
In 2025, the global sustainability landscape is being shaped by visionary leaders across various sectors. From renewable energy pioneers to corporate trailblazers, these individuals are driving impactful change. Here are ten leaders making significant strides in sustainability this year.
These leaders exemplify the diverse approaches to sustainability, from corporate innovation to grassroots initiatives. Their work not only addresses environmental challenges but also promotes social equity and economic resilience. As we progress through 2025, their efforts continue to inspire and drive the global sustainability agenda forward.
DAMILOLA OGUNBIYI
Sustainable Energy for All
As the Chief Executive Officer of Sustainable Energy for All and the Special Representative of the Secretary-General for Sustainable Energy, Damilola Ogunbiyi is at the forefront of global energy access initiatives. Her leadership aims to provide sustainable energy solutions to underserved communities, aligning with the United Nations’ Sustainable Development Goals.
ALISON WARD
CottonConnect
Recognized as the 2025 Sustainability Leader of the Year at the edie Awards, Alison Ward is the Chief Executive Officer of CottonConnect. Her organization works to improve the environmental and social practices within cotton supply chains, promoting sustainable agriculture and fair labor practices.
TOP 10 SUSTAINABILITY LEADERS
VAISHALI NIGAM SINHA
ReNew Energy Global
Co-Founder and Chairperson for Sustainability at ReNew Energy Global, Vaishali Nigam Sinha is a prominent figure in India’s renewable energy sector. Her work focuses on advancing clean energy solutions and promoting workforce inclusion, with a commitment to ensuring 30% women in ReNew’s workforce by 2030.
CHRISTINA SHIM
IBM
As the Chief Sustainability Officer at IBM, Christina Shim leads the company’s efforts in integrating sustainability into its business operations. Her initiatives focus on reducing environmental impact through technology and innovation, positioning IBM as a leader in sustainable business practices.
CHRIS LEONG
Schneider Electric
Chief Sustainability Officer at Schneider Electric, Chris Leong is instrumental in driving the company’s commitment to sustainability. Under his leadership, Schneider Electric has focused on energy efficiency and digital transformation to support the global transition to a lowcarbon economy.
SIMARDEV GULATI
Everbloom
As the Chief Executive Officer of Everbloom, a textile technology startup, Simardev Gulati is addressing sustainability challenges in the fashion industry. Everbloom develops sustainable alternatives to traditional materials, aiming to reduce environmental impact while maintaining product quality.
CHARLIE JARDINE EO Charging
the Founder and President of EO Charging. He has been instrumental in advancing electric vehicle (EV) infrastructure, focusing on commercial fleet electrification. Under his leadership, EO Charging has grown from a startup in a pig shed to a global leader in EV charging solutions. The company has partnered with major organizations like Amazon, DHL, and Tesco to help them electrify their fleets and reduce their carbon footprints.
JUSTIN SCHWARTZ
Colorado Boulder
Chancellor of the University of Colorado Boulder, Justin Schwartz emphasizes environmental sustainability and holistic student success. His leadership focuses on integrating sustainability into the university’s operations and fostering a culture of environmental responsibility among students and staff.
REVATHI ADVAITHI
Flex
ERICA BRINKER
Chaberton Energy
Chief Commercial and Sustainability Officer at Chaberton Energy, Erica Brinker leads the company’s commercial operations and sustainability initiatives. Her work focuses on advancing renewable energy solutions and integrating sustainability into business strategies.
Chief Executive Officer of Flex, Revathi Advaithi is a recognized leader in manufacturing and sustainability. She has been named to Fortune’s Most Powerful Women list multiple times and is a member of the World Economic Forum’s Alliance of CEO Climate Leaders, advocating for sustainable economic growth.
SUSTAINABILITY LEADERS IN 2025
Q&A WITH MO JAMOUS, CIO
QAs CIO, what are the most significant challenges you face when modernizing financial institutions in today’s evolving landscape?
AAs every CIO of any financial institution embarks on any modernization journey, there are several challenges we have to contend with: some are technical and others are non-technical in nature, or what I consider to be part of the change management process of the journey.
Some of the technical questions we are having to answer are how do we bring in the old legacy systems, such as Mainframe systems, to co-exist along with the new modern architecture that is cloud native, microservices-oriented, AI-ready, and has an open architecture in nature. Building such a robust and nimble architecture moving forward is paramount. In addition to the architecture challenges we are having to solve, in order to unlock the maximum potential value of modernization, we still have to address the data fragmentation issue. In most organizations, you will find that data lives in silos and governance is fragmentedevery CIO has to figure out how to address that in order to unlock the full value of modernization and capture the true value of AI and Analytics, which require clean, connected, and governed data.
On the non-technical front, some of the challenges we are having to deal with are
how do we balance showing the true ROI of modernization and short-term value gains that senior management, board rooms, and lines of businesses expect to see immediately. Modernization efforts are often long-term journeys, but expectations are often quarterly or year-over-year at best. Another challenging aspect of those modernization efforts is the pace and speed at which technology is evolving and changing. So, having a 3-5 year modernization effort and a roadmap without constant evaluation and adjustment to take into consideration the latest technology changes and evolutions will become less likely moving forward. And as technology continues to evolve, so should our teams from a skillset and cultural perspective - upskilling business and technology teams is slow but necessary and a core part of any modernization journey.
The good news is that none of those challenges I mentioned are non-solvable. As technology executives we have always dealt with an ever evolving technology landscape (e.g. the AI transformation we’re undergoing now) and I have always bet on the ingenuity and resilience of our teams to always adapt and help us solve the problems at hand - the key part for us as CIO’s is to continue to appreciate the complexity that modernization efforts can bring and to plan accordingly and thoughtfully as we embark on our journeys ahead.
QHow do emerging technologies like AI, blockchain, and cloud computing factor into your strategy for transforming traditional financial systems?
AAs technology continues to evolve, and perhaps as we all have been witnessing over the last couple of years, it is has been changing faster than all of us have ever imagined - I have always maintained the position that it is very important that we continue to innovate with intent and that we are not building tech for tech’s sake. Those emerging technologies need to be part of the fabric of the business-led transformation initiatives wherever that makes sense.
Now, of course, without any doubt, all of those emerging technologies (AI, blockchain, and cloud computing) have a significant role to play in the financial services industry, and they allow us to create a new world of possibilities as we continue to modernize and transform traditional financial systems.
In the case of blockchain, and what could be done in terms of asset tokenization, smart contracts to automate compliance and trade finance, or even cross-border payments and settlements. Financial institutions will continue to evaluate and roll out some of those use cases as the blockchain technology continues to mature.
Likewise, cloud computing is a big part of our transformation journey and all of the benefits we can get from it, with improved scalability and elasticity of our systems, the higher resiliency and availability that we can get out of it, and the increased speed to market at which we can innovate with and deliver for our clients. Of course, getting all of those benefits while maintaining regulatory compliance is top of mind for me as a CIO.
When it comes to AI, it has become at the heart of our transformation because all that we could deliver with it in terms of increasing productivity, improving customer experiences at scale, removing
frictions from the onboarding journeys of clients, and overall business growth strategies we could deploy with it. As CIOs, it is very important that we start thinking of how to transform our organizations into AI-first organizations, which might require us to rewire certain aspects of our architecture and how our teams currently operate and build things.
So to answer the main question on how do those emerging technologies factor into my strategy for transforming the legacy systems - I view those emerging technologies as enablers for my strategy which is to modernize legacy systems, to help my organization capture the true value of the data we have, and to accelerate innovation in order to better serve our clients and drive business growth.
QIn your experience, what role do partnerships play in successfully navigating the complex task of digital transformation within the financial sector?
AThere are so many features and capabilities that go into building mature and robust digital channels in order to provide world-class customer experiences and help grow the business. And the reality is, regardless of how good your engineering and product organization is, there will always be opportunities to lean on some of the thirdparty products and possible partnerships that are out there to help you deliver faster, more cost-effectively, and with high quality. But the key for me as a CIO is to work with my business counterparts and together make deliberate decisions on which areas we want to invest in towards building, and which areas and functionalities we want to buy through external partnerships and third-party solutions. To do that properly, it is very important that as an organization we put in the rigor and due diligence to do a proper analysis of total cost of ownership as we make those decisions based on the latest technologies, the strategic roadmaps we have, and the speed to market demands we are under.
MO JAMOUS, CIO
QHow do you ensure that your partner ecosystem is aligned with your organisation’s longterm goals, particularly when it comes to adopting new technologies?
AThis starts with us having a clear understanding of what our strategic roadmap is and what our organizational long-term goals and priorities are. Once that is established, it is paramount that we are continuously evaluating our partner ecosystem to make sure their roadmap, direction, and strategic vision for their product are in sync with our ever-evolving strategy. This is not a one-time overview, but rather a continuous exercise that requires dialogue, high levels of engagement, and solid relationships with our partners to make sure we are constantly aligned on their core product values and offerings. Just like we continue to evolve our core products and solutions with the latest technologies, so will our partners. So, having that dialogue upfront about the regulatory requirements and expectations that we have to meet as a financial institution is very necessary in those partnerships.
QWhat are the risks of not embracing emerging technologies in the financial sector, and how do you mitigate these challenges through strategic innovation?
AThose emerging technologies are maturing every day, and they are proving to be enablers for creating tremendous amounts of value by boosting productivity, helping financial services organizations grow their businesses, and making organizations become operationally excellent. So by not embracing modern and emerging technologies, we would run into the risks of missing out on some of those benefits. Now that does not mean you have to embrace all of those technologies in every initiative you have - knowing which tool to use in which scenario that is in alignment with your strategic priorities and roadmaps is essential. Like I said earlier, building tech for tech’s sake is really a very
bad strategy, and the key here is to be very intentional in how and where we deploy those emerging technologies whenever it makes sense for our business and serves our customers' needs.
QLooking forward, how do you see the financial industry evolving with the continued integration of emerging technologies, and what role will your team play in this transformation?
AThe financial services industry, like any other heavily regulated industry, is always going to evolve with any emerging technology with caution, deliberation, and responsibility. But I do not doubt that the financial sector will adapt to adopt those emerging technologies as they continue to mature and become more mainstream in their usage, with the responsible guardrails they continue to build, and the demonstration of increased value they are continuing to create. In reality, whether directly or indirectly, our customers are demanding those levels of innovation as they are seeing the value they can create with the fintech apps they are using and expect the same level of sophistication, personalization, and intelligence from their banks. As far as what role my team will play in this transformation, I do not doubt that we will be at the heart of it, driving innovation, coming up with creative products and ideas, and collaborating internally and externally across the industry to further the conversation.
The truth is that those emerging technologies are much bigger than one CIO, one team, or one bank and will require us all in the financial sector and beyond to collaborate together and learning from each other in how to implement those emerging technologies ethically, safely, and responsibly. Especially in the field of Gen AI, where we are seeing an explosion of models, tools, and use cases, it is crucial that we make sure we have the right guardrails and controls in place in order to protect our clients and maintain the highest level of trust in the industry itself.
DSEI UK 2025: Charting the Future of Defence and Security
Defence and Security Equipment International (DSEI) has become one of the defining fixtures of the global defence calendar. When the event returns to ExCeL London from 9–12 September 2025, it will once again transform the capital into a hub where governments, armed forces, and industry leaders converge. Few gatherings can claim the scale or influence of DSEI, and this year’s edition promises to be among the most significant to date.
A Global Platform
DSEI is remarkable for its reach. More than 1,600 exhibitors, 45,000 visitors, and delegations from over 90 countries
are expected to attend. In four days, connections are made and partnerships formed that would otherwise take months of negotiation. It is this ability to condense global collaboration into a single, focused event that sets DSEI apart.
Preparing the Future Force
The theme for 2025, “Preparing the Future Force,” reflects the pressing need for militaries worldwide to adapt at pace. Announced by Admiral Sir Tony Radakin, the UK’s Chief of the Defence Staff, it sets the tone for an event focused on readiness, resilience, and innovation.
9-12 Sept 2025
Three strands define the theme:
• Securing Advantage: building resilient supply chains, accelerating acquisition, and harnessing disruptive innovation.
• Driving Advantage: embracing digital transformation, including artificial intelligence, quantum computing, autonomy, and cyber resilience.
• Maintaining Advantage: focusing on people—through advanced training, hybrid human-machine collaboration, and new ways to attract and retain talent.
These priorities are not theoretical. They are grounded in NATO strategy, Ministry of Defence guidance, and industry input, ensuring that DSEI addresses the real demands of modern defence.
Zones That Tell the Story
DSEI’s exhibition is organised into dedicated zones, each offering a clear view of a specific domain:
• Aerospace - from unmanned aerial systems to advanced avionics.
• Land - vehicles, weapons, and tactical innovations.
• Naval - leveraging ExCeL’s dockside setting for in-water demonstrations.
• Space - reflecting the growing importance of orbit in security and defence.
• Tech - showcasing AI, cyber, and the digital backbone of modern capability.
• Medical - frontline healthcare, resilience, and life-saving innovations.
Alongside these are international pavilions, enabling nations to showcase their industries and strategies, and offering attendees a truly global perspective.
Investing in People: The NextGen Programme
One of the most forward-looking elements of the exhibition is the NextGen programme, which runs on the final day. It is designed to connect students, earlycareer professionals, and career advisors with government, industry, and the armed forces.
Maj Gen Peter Rowell MBE has described the initiative as “vitally important for the development of the defence enterprise… showcasing technology that will be shaping careers.”
By spotlighting career pathways and fostering diversity, NextGen ensures that the defence and security sector is not only equipped with advanced technologies but also with the talent required to deliver them.
Why London, Why Now
The choice of ExCeL London is both practical and symbolic. With excellent transport links, including the Elizabeth Line and international connections, the venue is designed to host events of this scale. More importantly, London serves as an accessible, neutral meeting point for allies and partners across the globe.
At a time of shifting alliances and contested domains, the timing of DSEI could not be more relevant.
More Than an Exhibition
To call DSEI an exhibition is to undersell its significance. For industry, it provides a rare opportunity to showcase innovation and connect with decision-makers. For policymakers, it offers a chance to assess technology and capability first hand. For the next generation, it is a window into a career landscape defined by innovation, collaboration, and service.
Above all, DSEI is where the future force is not simply discussed but actively shaped.
DSEI UK 2025 will not only display the latest technologies but also deliver clarity in an uncertain time. Whether the focus is AI, space operations, supply chain resilience, or talent development, the conversations in London this September will ripple across procurement strategies, operational doctrine, and industrial innovation for years to come.
That is why DSEI remains one of the most important events in the defence and security calendar—and why the eyes of the world will once again turn to London this autumn.
THE FUTURE IS UNMANNED
MILREM ROBOTICS LEADS THE WAY
MILREM ROBOTICS
PROJECT DIRECTED BY:
MARK CAWSTON
ONE SHOT, ONE KILL
World-leading remote weapon system with proven and reliable wireless control
High probability kill for less number of rounds
Superior accuracy, achieves longer range engagements
Integrates seamlessly with centralised systems or functions as a standalone unit
Requires minimal training, easy to use
Few defence firms have moved as decisively into robotics and autonomy as Milrem Robotics, a company that is proving its ideas on live battlefields while scaling globally. With operations now spanning six countries, a maturing product portfolio, and a growing reputation for delivering battle-proven autonomy, the Estonian-based company has emerged as a genuine frontrunner in the global race to integrate robotics and unmanned systems into land warfare.
Milrem Robotics is advancing its strategy by strengthening industrial partnerships that bring together innovation and operational know-how. Supporting this initiative is Director of Industrial Partnerships Paul Clayton. A retired British Army colonel, Clayton brings to his role more than three decades of operational experience across Bosnia, Northern Ireland, Iraq, Afghanistan and South Sudan. He has commanded at battle group and Taskforce level, including time leading UK forces in Estonia, and has seen first-hand the challenges of armoured manoeuvre, multinational operations and high-intensity conflict. That background, he explains, allows him to evaluate Milrem’s platforms through the eyes of a user: “It lets me put our products into context, where unmanned systems can genuinely make a difference, where they can reduce risk to life, and where they can deliver more capability for less cost.”
His perspective is steeped in the realities of modern combat. Having worked with Warrior and Challenger tanks as an armoured battlegroup commander, and having experienced NATO integration in Eastern Europe, Clayton understands where manned–unmanned teaming could transform operations. He believes that robotic systems will increasingly take on the most dangerous roles, absorbing risk and allowing commanders greater flexibility in how they fight.
Milrem’s product portfolio reflects this philosophy. At its core is THeMIS, a 1.5-tonne tracked unmanned ground vehicle already in service with multiple customers. Compact, versatile, cost-
effective and low to the ground, THeMIS can be configured for logistics, fire support, engineering, counter-drone and casualty evacuation. It has proven itself in operational environments, demonstrating that unmanned systems are no longer a theoretical future but a practical present.
The company is now scaling up into heavier systems. HAVOC, an 8x8 unveiled at IDEX in Abu Dhabi earlier this year, weighs around 20 tonnes, including five tonnes of payload. Designed for rapid mobility, HAVOC can operate alongside armoured fleets such as Boxer, carrying a range of mission modules from heavy weapons to engineering kits. VECTOR, its tracked counterpart, is optimised for challenging terrain and high-risk assault roles, such as breaching obstacles or seizing objectives under fire. Between them, HAVOC and VECTOR provide armies with a blend of mobility and survivability, filling gaps left by the retirement of infantry fighting vehicles and complementing main battle tanks.
Clayton is forthright about their relevance: “With Challenger 3 as a heavy tracked tank and Boxer as a wheeled personnel carrier, the British Army is losing some
of the infantry fighting capability that once existed with Warrior. VECTOR, with a 30mm cannon, can operate as a wingman to Challenger, protecting it against anti-tank teams, while HAVOC provides mechanised support in depth. These vehicles offer the blend of tracked and wheeled options that modern armies need.”
Supporting these platforms are enabling technologies that transform them from vehicles into autonomous systems. MIFIK, Milrem’s autonomy package, provides navigation, obstacle avoidance, convoy operations and AI-enhanced mobility. ARCOS, its command-and-control suite, enables commanders to direct fleets of Milrem’s unmanned systems and integrate them into broader battlefield networks. Together, these systems will allow uncrewed assets to function as part of a larger force, networked with aerial and ground assets in real time.
Milrem’s success is built not only on technology but on partnerships, an area that falls directly under Clayton’s remit. As Director of Industrial Partnerships, his focus is on building the ecosystems that make Milrem’s platforms viable. The company provides the base vehicles and autonomy, but has established collaborations with renowed weapons manufacturers, radar specialists and technology innovators for payloads and mission modules. Strategic partnerships with firms such as Thales, Hanwha Aerospace, EOS and EM&E Group allow Milrem to combine its engineering expertise with specialised subsystems, while local partnerships in markets such as the Middle East and Asia provide entry points into competitive regions. “We’re agnostic when it comes to payloads,” Clayton says. “Our goal is to keep our vehicles versatile, plug-and-play. Customers often want to bring in their own national partners, and we provide the flexibility to make that happen.”
This model is proving effective. In the Middle East, co-owner EDGE Group has opened doors across MENA and South America. In Ukraine, Milrem has integrated
DEFENSE MILREM ROBOTICS
systems developed by local innovators, such as counter-FPV drone solutions, directly onto its vehicles. By combining global reach with local adaptation, Milrem delivers systems that are technologically advanced but also politically and operationally relevant.
Combat validation in Ukraine has been particularly important. Milrem’s THeMIS vehicles are already deployed for route clearance, logistics and casualty evacuation, and the company is expanding its fleet to become the largest non-Ukrainian provider of UGVs in the conflict. The lessons are immediate and practical: how to design user interfaces that soldiers can operate under stress; how to harden control systems against electronic attack; how to ensure survivability against precision strikes.
“Ukraine is teaching us every day,” Clayton notes. “It’s showing us how to build systems that work not just in trials but in combat.”
This feedback loop is central to Milrem’s innovation cycle. Instead of 18-month redesign processes, the company is working with Ukrainian partners to implement changes in weeks, mirroring the agility of startups coding in trenches to counter drone threats. That urgency is being fed back into the design of heavier platforms like HAVOC and VECTOR, ensuring that even as they are developed for NATO armies, they reflect battlefield realities.
Industrial growth has underpinned this agility. Milrem’s new facility in Tallinn has increased production capacity fivefold through lean processes and modular assembly. This allows the company to scale to meet demand while focusing R&D resources on next-generation systems. Expansion into Finland strengthens its presence in the Nordic region and supports localisation strategies, aligning Milrem with the industrial and defence priorities of different nations. With offices in six countries, the company now combines global reach with local adaptability.
Adapting to each market requires flexibility. Many nations want local production, industrial partnerships and procurement models tailored to their processes. Milrem addresses this with advisory services that cover training, doctrine integration and experimentation, delivered by a team of around 20 experts, many of them exmilitary. This allows the company to act not only as a supplier but as a systems integrator, helping customers bring unmanned capability into service in a way that fits their culture and force structure.
The UK is a particularly promising market. Clayton’s insight into British doctrine enables Milrem to align with the Chief of the General Staff’s call to double lethality by 2027 and triple it by 2030, and to deliver the 20-40-40 force structure of heavy crewed systems, reusable unmanned
systems and consumable unmanned systems. “Our platforms fit squarely into that vision,” Clayton says. “They allow the Army to increase lethality while reducing risk to life. At DSEI, we’ll be unveiling a new product developed with UK partners that shows exactly how we can integrate with national defence priorities.”
The broader implication is that unmanned systems are not an adjunct to existing structures but part of a revolution in military affairs. Clayton argues that robotics and autonomy are transforming warfare as profoundly as the introduction of firearms or modern communications once did. He foresees company-sized groupings of unmanned vehicles conducting autonomous missions such as flank protection, air defence or logistics support, while human commanders focus on
planning and execution. “We’re entering a new way of operating,” he says. “Autonomy will change how armies manoeuvre and defend.”
This vision is backed by momentum. At DSEI, Milrem will showcase vehicles not only on its own stand but on those of partners eager to demonstrate their payloads integrated with Milrem platforms. From minefield breaching kits to counterdrone systems, the demand from industry to be part of the unmanned future is evident.
Milrem Robotics has grown from startup to scale-up in just over a decade, becoming one of the most experienced UGV providers in the world. It is expanding industrial capacity, forging partnerships, and aligning with the defence priorities of
nations across Europe, the Middle East and beyond. Above all, it is demonstrating that autonomy is not a speculative promise but a present reality, reshaping how armies fight and how soldiers survive.
For Clayton, the excitement lies not only in the technology but in the people and partnerships driving it forward. “There’s a mindset across the company to evolve rapidly, integrate feedback and stay at the forefront,” he says. “It feels like being part of something transformational.”
As Milrem Robotics looks to the future, it is positioning itself not just as a supplier of vehicles, but as a systems integrator, an innovation partner and a trusted guide through the robotics revolution now sweeping modern warfare.
www.milremrobotics.com
STRENGTH IN CEMENT, STRENGTH IN VISION:
RIYADH CEMENT AND THE FUTURE OF SAUDI INDUSTRY
RIYADH CEMENT
PROJECT DIRECTED BY: ADEL MHIRI
As Saudi Arabia’s skyline rises rapidly in the wake of Vision 2030, one company is quietly, yet powerfully, reinforcing the nation’s foundations.
Riyadh Cement, under the leadership of CEO Shoeil Al-Ayed, is doing far more than producing a construction staple. It is building the materials, strategies and sustainability models that will help define the Kingdom’s future.
Founded to meet the demands of a growing capital, Riyadh Cement has evolved into a cornerstone of industrial resilience, market leadership and environmental consciousness. Speaking with Business Enquirer, Al-Ayed and Business Excellence Director Dr Mohammed Fouad offered deep insight into how the company is navigating complexity with clarity, and growth with responsibility.
While much of the global cement industry struggled with volatility following the pandemic, Riyadh Cement reported strong and consistent gains. In 2024, the company reached annual revenues of SAR 789.4 million, representing a 22.7 percent increase year-on-year. Dr Fouad attributes this to a combination of strategic resilience and booming local demand, particularly in and around Riyadh.
He explained that the capital has become a hotspot for major developments, fuelling construction activity and requiring suppliers like Riyadh Cement to evolve quickly. This growth, while promising, has required a laser-sharp focus on operational excellence, plant efficiency and supply chain agility.
At the heart of the operation are three production lines, each with its own function and philosophy. Lines One and Two were originally designed to produce 5,000 tonnes per day of grey cement. Through efficiency upgrades, both now exceed 6,000 tonnes. Notably, Line One is equipped to switch between grey and white cement production, depending on forecasted demand, making it a uniquely agile production unit in the Kingdom.
Line Three is smaller in capacity but no less strategic. It produces 1,000 tonnes of specialised white cement daily, a highspec product essential for architectural finishes and premium construction work. This line serves a niche but vital role in delivering quality to projects requiring precision. Together, these three lines enable the company to scale where needed, adapt to market fluctuations and innovate across product types.
Although the majority of its product is sold domestically, Riyadh Cement is actively looking beyond its borders. “We currently export only five percent of our white cement, primarily to GCC countries,” said Al-Ayed. “But we are targeting East Africa, which could increase exports to between 15 and 20 percent over the coming years.”
This expansion is not simply commercial, it aligns with the company’s broader vision of sustainability and regional integration. One of its most significant investments to date is the Organic Rankine Cycle (ORC) facility, a first of its kind in Saudi Arabia. In partnership with Turboden, the project will generate 13,000 kilowatts of electricity from waste heat, significantly reducing both carbon emissions and operational
Eng. Shoeil Jarallah Al Ayed Board Member & CEO
costs. The SAR 150 million investment is expected to be operational before the end of the year.
Beyond energy generation, Riyadh Cement has implemented a far-reaching sustainability framework that reflects the principles of Vision 2030. As Dr Fouad explained, the strategy spans environmental, social and governance (ESG) dimensions. On the environmental front, the company is committed to circular economy principles, partnering with other industries to repurpose byproducts and reduce national waste volumes.
Energy efficiency has been tackled with both technology and infrastructure upgrades. Traditional airlifts have been replaced with bucket elevators, cutting energy consumption significantly. Additionally, the company is optimising its clinker-to-cement ratio, reducing dependency on carbon-intensive components.
On the social side, Riyadh Cement has invested heavily in national talent. Over the past three years, more than 250 Saudi engineers and technicians have been hired and trained through its graduate development and localisation programmes. This commitment to human capital is not simply an HR initiative, it is a long-term strategy to build in-house capability and reduce dependence on external expertise.
Operationally, the company's Riyadh base provides a powerful geographic advantage. With most Vision 2030 mega projects located in or around the capital, Riyadh Cement enjoys proximity that allows faster delivery, lower logistics costs and closer coordination with clients and contractors. This has made the company a preferred supplier for large-scale developments and a trusted partner in ensuring quality and consistency.
Nonetheless, challenges remain. Chief among them are raw material security and the complexities of energy transition.
Sustainable Profitability for the Cement Industry
In today’s cement industry, striking a balance between profitability and environmental responsibility is crucial. Magotteaux stands at the forefront of this transformation, offering advanced technologies that enable producers to cut costs while reducing their environmental impact.
With over a century of innovation, Magotteaux has pioneered high-chromium alloys, composite materials, and patented solutions such as Expand, its longer-lasting vertical roller mill (VRM) components. These innovations extend wear part lifetimes, minimising unplanned downtime, maintenance costs, and capital expenditure. The result? Increased productivity and a lower Total Cost of Ownership (TCO).
Optimised grinding media and mill liners design from Magotteaux reduce specific energy consumption (kWh/ ton), while smart tools like MagoSense enable real-time mill monitoring. These systems enable operators to finetune parameters, reduce energy consumption, and increase throughput.
Beyond efficiency, Magotteaux’s supports sustainability. The MagoClass, our 4G dynamic air separator enhances cement strength by optimising particle size distribution. This enables reduced clinker content in the final product, lowering CO2 emissions from clinker production.
Magotteaux doesn’t just deliver products; it partners with cement producers through a three-step model: investigate, plan, and execute. This includes audits, tailored solutions, and continuous monitoring to ensure measurable gains over time. Combined with scrap buy-back programs and a firm commitment to circular economy principles, Magotteaux aligns technical excellence with environmental impact reduction.
As the cement industry transitions toward greener, more innovative production, Magotteaux provides the tools and expertise to thrive profitably and sustainably.
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Single Reheat the Rankine Cycle
The SRC adopts single reheat cycyl
Main Steam Pressure1 6~2 0MPa(a
Reheated Steam Pressure0.4~0.6MPa(a 3% increase in cycle efficienc
Cooler Exhaust Gas
Closed Loop System
The residual air discharge to the chimney at 90-100℃ is returned to the grate cooler
Single Reheat the Rankine Cycle
Revolutionising Cement Efficiency
The
4th
The power generation increases6~7kWh/t.cl
Smarter. Cleaner. More Powerful.
Lower-resistance and High-efficency HRSG Boiler
Adopts finned tubes
Enhance heat transfe
Reduce boiler heat exchanger surface 30 % reduction in resistance
20% reduction in boiler weigh y
The SRC adopts single reheat cycyle
Main Steam Pressure1 6~2 0MPa(a)
Reheated Steam Pressure0.4~0.6MPa(a) 3% increase in cycle efficiency
Generation of WHR Power
Single Reheat the Rankine Cycle
The SRC adopts single reheat cycyle
Main Steam Pressure1.6~2.0MPa(a)
Cooler Exhaust Gas
Closed Loop System
Sinoma EC introduces the 4th Generation Waste Heat Recovery (WHR) Power Generation System — an industry-defining innovation for the cement sector.
Reheated Steam Pressure0 4~0 6MPa(a) 3% increase in cycle efficiency
The residual air discharge to the chimney at 90-100℃ is returned to the grate cooler
The power generation increases6~7kWh/t.cl
“WELCOME TO THE FUTURE OF WASTE
The 4th Generation of Wast In Cement Industry
Lower-resistance and High-efficency HRSG Boiler
Adopts finned tubes
Enhance heat transfer
Reduce boiler heat exchanger surface
30 % reduction in resistance
HEAT RECOVERY”
Designed with precision engineering and advanced automation, this breakthrough system transforms residual heat into reliable power, significantly reducing coal use, emissions, and operational costs.
Sinoma Energy Conservation’s Drive for Efficiency in Cement Production
The cement industry, often described as the backbone of modern construction, is also one of the most energy-intensive sectors. Its heavy reliance on fossil fuels and energy-demanding production processes makes it a significant contributor to global carbon emissions. Against this backdrop, Sinoma Energy Conservation Ltd. has emerged as a leading force in rethinking how cement is produced, delivering innovative technologies that improve efficiency, reduce emissions, and pave the way for a more sustainable industrial future.
Sinoma helps cement producers improve efficiency and reduce emissions by various means. At the heart of its approach lies the integration of waste heat recovery (WHR) systems. By capturing and recycling the waste heat generated during cement production, traditionally lost to the environment, WHR systems convert that energy into electricity. This reduces reliance on coal or petroleum coke, improving overall energy utilisation while cutting emissions at scale. Alongside WHR, Sinoma is advancing the application of bio-energy and alternative fuels, encouraging cement producers to shift from fossil fuels to renewable energy sources such as biomass. The company also envisions “Zero External Power Purchase Facilities,” where cement plants generate their own electricity through WHR, solar power, and wind turbines.
The impact of these solutions is measurable.
At Jiangshan South Cement Co., Ltd., Sinoma installed its fourth-generation WHR technology. This project is expected to save more than 71 million kWh of electricity annually, equivalent to cutting 22,000 tonnes of standard coal and reducing CO2 emissions by approximately 41,000 tonnes each year. At Malaysia’s CIMA Bahau Cement Plant, Sinoma’s WHR systems generate
up to 106 million kWh of electricity annually, translating into a CO2 reduction of more than 61,000 tonnes per year. Beyond environmental benefits, these projects also deliver substantial financial savings, reducing operational costs by lowering dependence on external electricity supplies. A critical innovation underpinning these achievements is Sinoma’s waste-air closed-cycle technology and low-resistance, high-efficiency pre-heater boiler, both of which improve heat capture and exchange efficiency. Together, these measures reduce the overall power consumption of cement kiln systems, offering a competitive edge for producers navigating rising energy costs and tightening environmental regulations.
Sinoma’s expertise extends beyond supplying equipment. As an EPC (Engineering, Procurement, and Construction) contractor, the company offers comprehensive solutions that integrate seamlessly into diverse industrial settings. Each WHR system is customised according to the characteristics of the cement plant, optimising the placement and type of waste heat boilers based on the temperature and source of waste heat. In bio-energy, Sinoma has pioneered biomass gasification coupled with cement kilns. Here, biomass and hot flue gas from the bypass air-release system produce gas that is introduced into the decomposing furnace. The benefits are twofold: nitrogen oxide levels are reduced in the kiln system, and the share of biomass as an alternative fuel rises significantly.
Deploying WHR systems, however, is not without challenges. Cement production waste gas often contains large amounts of dust, which can impair boiler performance and shorten equipment lifespan. Sinoma has responded by developing a suite of anti-fouling and dust-
removal technologies. High-efficiency dust collectors filter gas before it enters the boilers, while optimised boiler designs, advanced heatexchange materials, and wear-resistant surfaces ensure long-term durability. These innovations are central to maintaining system reliability and maximising efficiency, allowing cement producers to embrace decarbonisation without sacrificing operational performance.
The company’s strategy aligns closely with both China’s Belt and Road Initiative and the country’s wider decarbonisation agenda. By exporting its engineering and equipment expertise, Sinoma has delivered projects across Asia, Africa, and beyond, helping countries along the Belt and Road reduce fossil fuel dependence while improving cement production efficiency. This approach not only strengthens international cooperation but also accelerates the global transition towards cleaner industry.
Cement demand is growing rapidly in developing markets, raising questions about how to balance economic growth with environmental responsibility. Sinoma’s answer lies in the scalability of its technologies. Its WHR and bio-energy solutions can be tailored to cement plants ranging from 1,000 to more than 10,000 tonnes per day. Payback periods are typically just three to five years, a compelling prospect for operators seeking both environmental and economic returns. Moreover, the integration of solar and wind energy enhances the resilience of these systems. For example, a newly designed plant with a clinker production of 5,000 tonnes per day could operate with a power demand of around 19.5 MW. Sinoma’s WHR system could generate 7 MW, while solar and wind installations could add another 15–20 MW. Any remaining gap could be covered through biomass power,
creating a largely self-sufficient, low-carbon energy system. This flexible model enables fossil fuel substitution rates of 10–40%, depending on local availability of agricultural residues, municipal waste, or other renewable resources. Such adaptability is vital in supporting the global push towards carbon neutrality.
Looking forward, Sinoma is committed to increasing its investment in research and development to refine and expand its technologies. Future focus areas include improving the efficiency of WHR, raising the share of alternative fuels in cement kilns, and promoting entirely new processes with lowcarbon or even zero-carbon potential. Through its global project experience and technical advantages, the company aims to popularise low-carbon technologies worldwide and drive the cement industry towards a sustainable development path.
Cement will remain a vital material for global infrastructure, but its carbon footprint cannot be ignored. Sinoma Energy Conservation Ltd. is demonstrating that with the right technologies, waste heat recovery, bio-energy, and renewable integration, the industry can move decisively towards efficiency and sustainability. By aligning engineering expertise with national and global priorities, and by delivering measurable environmental and financial gains for its clients, Sinoma is positioning itself not only as a technology provider but also as a catalyst for transformation. In a sector often criticised for its environmental impact, Sinoma’s work proves that progress and sustainability can go hand in hand.
“Securing sustainable substitutes for clinker is a critical priority,” said AlAyed. “Likewise, energy efficiency is not just about technology, it’s also about regulatory alignment and government support.”
To that end, the company is engaged in an energy transition programme with the Ministry of Energy to move away from crude oil and heavy fuel oil, in favour of natural gas and electricity from the national grid. This shift, while financially significant, is being subsidised by the government and represents a major step forward in decarbonising the company’s operations.
Digital transformation also features prominently in the company’s long-term strategy. “It’s one of the five pillars of our corporate agenda,” Al-Ayed said. Predictive maintenance, AI-driven optimisation, robotic laboratories and integrated ERP systems are already being deployed across the business. “We are embedding digital intelligence not just in equipment, but across maintenance, supply chain and customer service.”
In 2023, Riyadh Cement successfully passed its SIRI (Smart Industry Readiness
Index) assessment and is now pushing toward a fully integrated Industry 4.0 operational model. Innovations such as AI-enabled systems, carbon capture technologies and intelligent logistics platforms are on the horizon, representing a new frontier in smart industrial performance.
In an industry often criticised for its environmental impact, Riyadh Cement is actively rewriting the narrative. Its approach is holistic, addressing emissions, resource use, social inclusion and digital modernisation in one sweeping vision.
“We believe sustainability is not just a responsibility, it is a business imperative,” said Al-Ayed. “Whether it is through advanced technology, research and development, environmental innovation or talent development, our goal is to become the most resilient and responsible cement company in the region.”
As Saudi Arabia surges toward a future defined by smart cities, green infrastructure and industrial reinvention, companies like Riyadh Cement will be the ones turning blueprints into reality. Quietly, consistently and with a long-term vision, they are helping build not just structures, but the Kingdom’s future.
www.riyadhcement.com.sa
MANTEL
PEDALLING INTO THE FUTURE OF CYCLING RETAIL
In a retail landscape increasingly defined by speed, convenience and the dominance of digital platforms, Mantel stands out as a rare example of a company that has managed to combine the intimacy of a family-run business with the operational strength of a major market player. Founded in 1938 as a modest local store, the Dutch cycling retailer has grown into one of Europe’s most recognisable names in its field, without ever losing the values that made it successful in the first place. Those values – trust, reliability, and a long-term relationship with customers, remain at the heart of its approach today.
For Chief Financial Officer and Executive Board Member Martijn Willems, those principles form the foundation of every strategic decision. His role extends far beyond finance, encompassing leadership of the company’s supply chain, technology and R&D teamsHuman Resources. Innovation is stimulated in all levels of the organisation and business development has the full focus of the CFO,. This broad remit places him at the centre of Mantel’s evolution, ensuring that the company’s
customer promise is supported by strong operational capabilities, an integrated logistics network and a technological backbone capable of delivering the right product, to the right person, at exactly the right time.
The company’s origins as a familyrun bike shop remain more than a point of heritage; they are embedded in the way Mantel interacts with its customers. Cycling is not a one-off purchase – it is a journey. A city bike, an e-bike or a high-performance racing model is an investment that requires the right guidance at the moment of purchase and a relationship that lasts for years afterwards. From spare parts to accessories, from repairs to upgrades, Mantel sees itself as a partner rather than a mere vendor. That depth of service, Willems believes, is something that many online-only platforms simply cannot replicate, and even fewer can combine with competitive pricing. Mantel backs its quality promise with a lowest price guarantee, ensuring that customers do not have to choose between expertise and value.
While some retailers have committed fully to either online sales or physical retail, Mantel has built its strategy on what Willems calls “unified commerce” – a
seamless experience that blends digital convenience with tangible, in-person engagement. The company operates across three integrated channels: an online platform offering a vast multibrand catalogue, expansive superstores where customers can test-ride bikes in-store alongside expert advisors, and local service points dedicated to maintenance, repairs and technical support. This approach reflects the reality of modern buying habits. Customers often begin their journey online, narrowing down their options from home, before visiting a store to confirm their choice and experience the product in person. Others do the reverse, discovering Mantel in-store before turning to its online platform for accessories and repeat purchases.
This hybrid approach is supported by a finely tuned logistics operation. From its 18,000-square-metre facility, Mantel manages fulfilment for both B2C and B2B customers, with automated systems forecasting demand and maintaining optimal stock levels. The operation is designed to minimise lead times – in many cases, a bike purchased today can
be ridden tomorrow. Assembly is carried out in-house by trained technicians, ensuring that every bike leaves in perfect condition. Willems takes pride in what the team calls the “blue nursery” – the assembly floor where young warehouse employees can build their skills and progress into roles as bike engineers in Mantel’s stores or service points. This integration of fulfilment, assembly and after-sales service means customers receive not just a product, but a complete, ready-to-ride solution.
For Mantel, the physical superstores are more than just points of sale. They are places to create what Willems calls the “wow experience” – an atmosphere where customers feel valued, engaged and inspired. Staff are not salespeople
With 225 years of experience, we are more than just a delivery company: we are the logistics backbone of the Benelux. As the largest postal company in the Netherlands, we connect millions of people and businesses every day. We are a leader in e-commerce logistics with smart, AIdriven operations, circular solutions, and more than 1,000 parcel lockers. In 2024, we processed 3 million parcels on Cyber Monday alone. Already, 28% of our last-mile deliveries are emission-free.
And our services go beyond parcels and letters. Through our @home network, we offer a complete delivery service for items such as bicycles, furniture, and TVs. And thanks to our strong presence in the retail sector, we are always close by. We are proud to be a Platinum EcoVadis member and to work with 32,000 colleagues, including a significant number of people with a distance to the labour market. Together, we combine innovation, sustainability, and social impact to shape the future of logistics.
www.postnl.nl/business
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The sustainable partnership between Bunzl and Mantel
Bunzl and Mantel have enjoyed a successful partnership for over ten years.
Bunzl, a worldwide leading company of packaging materials, operates locally within a 25-kilometer radius of Mantel’s distribution center, ensuring fast delivery, efficiency, and a strong connection between both companies. From customized packaging to box-making machines, Bunzl delivers everything you’d expect in a modern logistics operation.
The cooperation grows bigger every day. Bunzl provides valuable expertise, combining sustainability and operational excellence to support Mantel’s growth in the (near) future.
Bunzl is delighted to announce that the partnership recently has been extended, and they plan to initiate many more solutions for the upcoming packaging challenges.
in the traditional sense; they are cycling specialists whose expertise covers not just the bikes themselves, but the broader trends, innovations and accessories that enhance the riding experience. This depth of knowledge is crucial in differentiating Mantel from both small, single-location shops with limited stock and generalist e-commerce platforms that lack context and specialist guidance. The combination of expertise, choice and service fosters loyalty, with customers returning for everything from a first child’s bike to an advanced e-bike years later.
Technology underpins this unified model. Mantel has developed its own integrated systems for workshop planning, stock management, procurement, fulfilment and customer transactions, connecting online and offline operations in real time. This allows the company to maintain accuracy in orders, track every stage of the customer journey, and ensure that service standards remain consistently high. The in-house nature of this web-based technology gives Mantel control over its data driven processes and the flexibility to adapt quickly to market needs – an advantage over retailers reliant on off-theshelf solutions.
Long-term customer relationships are not just a commercial goal; they are part of Mantel’s identity. Willems points to the way cycling weaves into the rhythms of life: a customer may start with a racing bike, later invest in a cargo bike for family life, then return for a child’s first bike or an upgrade to a more advanced model. Word of mouth, amplified by visible branding on bikes and accessories, plays a significant role in attracting new customers. The company is also investing more heavily in CRM and community-building, aiming to deliver increasingly personalised communication and offers. The vision is to ensure that every customer receives information and opportunities tailored to their preferences and cycling habits, deepening engagement beyond the point of sale.
Looking ahead, Willems outlines several priorities for Mantel’s future growth. One is expanding its private-label offering, giving customers high-quality alternatives that strengthen the company’s independence from suppliers. Another is extending its physical presence beyond the
Netherlands, where it already holds a dominant position, into markets such as Belgium, Germany and, in the near term, Poland – countries where cycling culture is strong and growing. Physical stores in these regions would complement the company’s established online presence, allowing more customers to experience Mantel’s concept firsthand.
There are also plans to leverage Mantel’s logistics expertise as a service for other retailers. The efficiency, speed and accuracy of its fulfilment operations have created opportunities to offer supply chain solutions to third parties, creating an additional revenue stream while capitalising on existing infrastructure. This diversification aligns with the company’s philosophy of scalability without losing sight of the customer-focused values that have driven its success for nearly ninety years.
In a marketplace crowded with competitors, from independent local shops to global e-commerce giants, Mantel’s model is a reminder that sustainable growth comes not from chasing scale at the expense of service, but from finding the right balance between reach and relationships. The company’s history gives it credibility; its operations give it speed and precision; and its people give it soul. For Willems, that combination is not just a competitive advantage – it is the reason customers choose Mantel, and the reason they keep coming back.
www.mantel.com
VULCAN INTERNATIONAL: A NEW ERA IN MINING, COMMUNITY DEVELOPMENT, AND SUSTAINABLE GROWTH
Vulcan International’s transformation from a regional player to one of the world’s foremost coal companies is a compelling story of ambition, innovation, and strategic vision. Since acquiring the Moatize Coal Mine in Mozambique in 2022, Vulcan has rapidly ascended to become the globe’s largest integrated pit-to-port coking coal supplier. Under the leadership of Dr Mukesh Kumar, CEO, the company has revolutionised its operations, expanding its production capacity while embedding sustainability and community development at the core of its business model.
Dr Kumar’s career in mining has been defined by a progressive, forwardthinking approach, with an unwavering commitment to both operational excellence and social responsibility. "Our mission is not just to extract resources," Dr Kumar asserts, "it is to create long-term value for our stakeholders, including the communities we operate in." Vulcan’s commitment to growth is built on a foundation of innovation and
forward-looking investment, ensuring that Mozambique, often overlooked by global corporations, has become a pivotal location for both economic development and sustainable resource management.
The acquisition of the Moatize Coal Mine, one of the world’s largest coal reserves, marked a turning point for Vulcan International. With an estimated 2.4 billion tonnes of coking coal, the mine presented a wealth of untapped potential. Yet, the challenge for Vulcan was clear, optimise existing infrastructure and increase production capacity.
"When we acquired the mine, it was underutilised, operating at less than half its potential," Dr Kumar explains. “The infrastructure was in place, but we needed to drive efficiencies, implement modern technologies, and tackle bottlenecks that had limited production.”
In just three years, Vulcan has successfully raised its mine output from 22 million tonnes in 2022 to an expected 45 million tonnes by the end of 2025, resulting in production of export grade Coking and Thermal Coal to around 17
VULCAN INTERNATIONAL PROJECT DIRECTED BY: ADEL MHIRI ARTICLE WRITTEN BY: LAURA WATLING
TATA UMPESL adds value for mining industry
Emerging mining machinery solutions
provider TATA UMPESL continues to add value to the global mining industry by maintaining earthmoving equipment for a lower cost than other agents in the market.
The focus of this approach, the company explains, is to provide project owners and managers the opportunity to “solely concentrate on their operations and leave the headache of complete maintenance of these big machines to us”.
Value-added Services
In the global opencast mining sector, heavy mining equipment is the backbone of the production process. As such, the uptime of equipment is the primary focus of any mine operator.
TATA UMPESL says its service “assures high availability and reliability of the equipment”, leading to a “considerable difference in overall performance”, allowing it to “reduce the cost per ton of product” and comprises:
A service agreement, to ensure that equipment is being serviced according to standard procedures set by the manufacturer, so that the lifespan and reliability of the is ensured.
The attention of factory-trained experienced engineers and technicians that apply specialised skills to troubleshoot and maintain heavy machinery equipment comprising state of the art engineering products.
Mining and Construction Equipment Division
The Mining and Construction Equipment (M&CE) division is an ideal product support partner specialising in:
Turnkey erection and commissioning of ultra-large class mining machines.
Operations and maintenance contracts.
Rental contracts.
Annual service contracts & rehabilitation programmes.
Voltas’ six-decade-old M&CE equipment division has been a major player in the heavy and earthmoving machinery industry in India and has been credited with the launching in the Indian mining industry of many global brands of heavy and earthmoving machinery equipment.
Africa Focus
The company’s plans to “vigorously expand across Africa” follow on Voltas’ M&CE division having entered a strategic partnership with Tata Africa in 2010, through which it offers service solutions for mining machines operating in Mozambique at the Moatize coal mine of Vale Mozambique, now known as Vulcan International. Tata was among the few initial companies that signed contracts with Vale for providing maintenance support for its mining equipment fleet. Current contracts have been entered into with Vulcan International, Jindal Mines and Komatsu.
TATA UMPESL’ agile and proactive approach are based on the following values:
Service being the backbone for the sustenance of future growth in Africa.
Service support for the machinery and equipment’s life cycle being of utmost significance.
Services offered delivering considerable cost savings to large mining companies which seek to optimise production by rationalising cost.
With its solid experience in heavy machine maintenance, safety and quality policies, as well as familiarity with multicultural and multidisciplinary environments, the company is providing solutions globally to the equipment repair and maintenance needs of heavy industrial applications.
Services are provided on a 24/7 basis, and see Tata leverage its global presence and marketing capabilities to deliver value to its customers in the following five key business lines:
Metals
Distribution
Leather and leather products
Minerals, and
Agri-trading.
Comprehensive maintenance
Trouble shooting
Failure analysis
Component repair & rebuild
Bucket repair
Parts planning & Support
Training & development
Machine Assembly, Erection testing and Commissioning
Tata Brand name
Established set up
Proven track record
Technical competency
Customeracceptance
Principal support
Ability to take new challenges
Dedicated & hardworking team
WATCH OUR INTERVIEW WITH VULCAN INERNATIONAL CEO DR MUKESH KUMAR
million tons. Key to this dramatic growth has been a concerted focus on improving logistical operations. By reducing railway turnaround times from 130 hours to just 60, Vulcan unlocked significant potential, enabling the company to scale production while simultaneously cutting operational costs. “Logistics was one of the biggest challenges we faced,” Dr Kumar acknowledges. "By enhancing efficiency across the board, we could increase throughput without compromising quality or safety."
Vulcan’s commitment to quality has never wavered, even as it scales production to meet growing global demand. “We
adhere to a zero-tolerance policy when it comes to quality,” Dr Kumar asserts. This focus on premium-grade coking coal has ensured that Vulcan’s product meets the exacting demands of modern steelmakers who operate large blast furnaces, a market segment that has seen an uptick in demand as the steel industry moves towards more sustainable practices. Vulcan’s coking coal is prized for its low sulfur and ash content, making it ideal for steel producers who are focused on decarbonisation and reducing emissions.
The company’s forward-thinking approach to quality is evident in its significant
VULCAN INTERNATIONAL
investments in technology. Through continuous innovation, Vulcan has refined its product to meet the evolving needs of its clients. Dr Kumar notes that major steelmakers, including POSCO, Tata, and ArcelorMittal, have come to rely on Vulcan’s coal, recognising the tangible benefits it brings to the quality and efficiency of their production processes. "Our customers are willing to pay a premium for our coking coal because they see the value it brings," Dr Kumar says. "It strengthens their coke, enhances blast furnace performance, and supports their sustainability goals."
Beyond its operations, Vulcan’s success is deeply intertwined with the development
of Mozambique and its people. “As we grow, so does the country,” Dr Kumar emphasises. Vulcan employs over 19.000, with a further 30,000 engaged in the supply chain, making the company one of Mozambique’s largest employers. "Our responsibility extends beyond profit," he says. "We are committed to fostering inclusive growth, creating opportunities for local communities, and contributing to the economic development of the country." In line with this philosophy, Vulcan has committed to ensuring that local communities share in the wealth created by its operations. The company’s social responsibility initiatives are vast, with a focus on education, healthcare, and local
Industrial Engineering Solutions
With a strong foundation and a forward-thinking approach, Duys continues to deliver excellence across Mozambique.
Founded in 2001, our journey began by providing maintenance services to BHP Billiton Mozal, establishing itself as a trusted partner in the industry. In 2018, the company entered a new chapter when it was acquired by two Mozambican industrial investment firms, Escopil Indústria & Valoriza.
Under new ownership, a bold vision emerged, driving Duys to diversify its portfolio. Today, we proudly serve a wide range of industries, including mining, oil and gas, and port infrastructure.
1.Oil & Gas
• Upstream, Midstream, Downstream
• Fabrication, installation and maintenance of auxiliary equipment
• New structural steel fabrication & assembly
• Pipping & Mechanical Construction
• Wet Parking Frames Off-shore
• Energy and Heat Equipment
2. Aluminium Smelters
• Pot Shell fabrications, maintenance and repairs
• Superstructure maintenance and repairs
• Cathode Bar machining and assembly
• Anode Stem fabrication and maintenance
• Heavy steel structural projects
• Metal Laddles Fabrication
• Bath Laddles Fabrication
• Plant Maintenance and Upgrades
3. Material Handling & Ports
• Port Equipment fabrication, installation and maintenance
• Turn-key solutions with minimal impact on shutdowns
• Installation and maintenance of stacker reclaimers
• Fabrication, installation and maintenance of ship loaders
4. Mining
• Maintenance and repairs of steel structures
• Fabrication and maintenance of Dredge equipment
• Fabrication and maintenance of Barges
• Fabrication and maintenance of Conveyor Belts/Systems
• Fabrication and maintenance of Pump Skids
As part of the Escopil Group, Escopil Indústria is a benchmark in industrial engineering, committed to innovation, sustainability, and national development.
We have a strong presence in the mining industry, serving clients such as Vulcan, and we actively support the entire value chain – from CAPEX projects to maintenance. Our operations extend across Vulcan, and we are actively involved in: ✔ Metalworking & Electromechanical Engineering ✔ Hydraulic & Instrumentation Systems ✔ EPC Turnkey Projects ✔ CAPEX Projects & Industrial Maintenance
Mining, Aluminium & Cement Industry Support
Mozambique’s
XCELLENCE & REALIBILITY
ENGINEERING MOZAMBIQUE’S FUTURE
Founded in 2019, Esitech, LDA is a 100% Mozambican-ownedindustrialand technologycompanythatdelivershighimpactengineeringsolutionstothe heavyindustrysector.Headquarteredin Tete,Mozambique,Esitechservesasa trustedpartnertoleadingmining operations,utilities,andindustrial manufacturersacrosstheregion
knowledge, international compliance, and commitment to sustainable growth. The firm is already a key player in Mozambique’s mining and energy sectors and is poised for broader
expansion across the African continent.
Whether designing robust electrical systems, deploying automation technologies, or modernizing existing infrastructure, Esitech delivers efficiency, safety, and reliability at every stage of the industrial process.
We would like to express our sincere gratitude to Dr Mukesh Kumar CEO at Vulcan International, Vulcan Mozambique for, their invaluable support and partnership. Their trust in Esitech not only strengthens our mission but also inspires us to keep innovating and delivering world-class solutions for Mozambique and beyond.
Driven by innovation and grounded in local expertise, Esitech is shaping the future of industry in Africa.
www.esitechcorp.com
infrastructure. Vulcan has built schools, supported hospitals, and provided muchneeded medical resources. Through these initiatives, Vulcan has positioned itself as a responsible corporate citizen, working hand-in-hand with the local population to foster long-term socio-economic development.
At the heart of Vulcan’s corporate strategy is its commitment to environmental responsibility. Operating in a semiarid region, Vulcan faces significant challenges in managing dust and emissions. However, the company has implemented a sophisticated monitoring system that includes automated dust control technologies, water cannons, and advanced filtration systems to mitigate environmental impact. "We don’t see environmental protection as a box to tick," Dr Kumar says. "It is ingrained in our operations. We are committed to minimising our footprint and
VULCAN INTERNATIONAL
making a positive impact on the environment."
Vulcan’s environmental programs go beyond regulatory compliance. The company has committed to a circular economy approach, using coal waste to generate power and reduce reliance on imported diesel.
"Our waste-to-energy project is a prime example of how we are innovating to reduce environmental impact,"
Dr Kumar explains. "By converting coal waste into power, we not only reduce our carbon footprint, but we also provide clean, reliable energy to the local communities. This is sustainable growth in action."
Vulcan has also invested in green energy, with plans to build a 60 MW solar power plant that will provide electricity to surrounding communities. "Solar energy is abundant in this region, and
Pioneering Industrial Innovation in Mozambique and Beyond
SCAFFOLDING ENGINEERING SERVICES
MLS Scaffolding stands between the two biggest leading companies in the scaffolding, is also the largest 100% Mozambicanowned scaffolding company and the only scaffolding company certified in ISOS NM 450001:2018 & 9001:2015, holding 45% market share of the national market.
Founded in 2018, MLS Scaffolding is the only 100% Mozambicanowned scaffolding company whose operations comply with international standards such as Quality Management Systems and Occupational Health & Safety Management Systems, European Norms & SANS. With more than 180 employees, MLS has been operating for over 5 years in critical industries such as mining, oil & gas, and food & beverages, establishing itself as a trusted partner for leading companies across Mozambique.
Our services include:
• Erection and inspection of scaffolding
• Rental and sales of certified scaffolding systems
• Scaffolding for commissioning and industrial maintenance
• Rope Access & Rigging
• Specialized training in scaffolding erection, supervision, and HSEQ
• Scaffold Design & Calculation of Load Bearing Capacity;
• Professional Engineering Sign-Off of Scaffold Design;
MLS has over 2000 tons of scaffolding equipment, distributed all over different projects, including Vulcan, where we have more than over 400 tons of scaffold equipment
With over 80 key-projects successfully completed nationwide, our portfolio includes partnerships with AbInBev, Vale Moçambique, ENH Kogas, MGC, Bureau Veritas, GIMTL, Galp Mozambique, HIGEST, Aurex, PetroBeira, TechnipFMC at Coral-Sul FLNG offshore platform, consistently delivering solutions that meet the toughest international standards.
MLS is also engaged in Civil-Works, in which we have collaborated with companies such as Mota-Engil, Mozago, SS Cosntruções, Lda, WBHO, Teixeira Duarte Group
we are investing in it to benefit the local population," Dr Kumar adds. "We are committed to helping Mozambique reduce its reliance on fossil fuels and provide cleaner energy to support economic development."
Vulcan’s focus on sustainability is not just about reducing emissions but also about ensuring that its growth benefits the country and its people. "Our philosophy is simple," says Dr Kumar. "We want to leave a legacy of responsible mining, where the environment is protected, the community thrives, and the economy grows. That’s how we measure success."
Looking to the future, Dr Kumar’s vision for Vulcan is clear. By 2030, Vulcan aims to be a leader in responsible mining and sustainable development, setting the standard for how mining companies can operate profitably while contributing to society. "We are investing in advanced technologies, focusing on renewable energy, and striving to create a cleaner, greener future," he says. "Our vision is to show the world that mining can be both profitable and sustainable, and that the industry can play a pivotal role in the global shift towards sustainability."
As Vulcan International continues to scale and innovate, it is clear that the company’s growth is driven not just by operational efficiency but by its deeprooted commitment to the well-being of its people and the environment. Vulcan is proving that it is possible to create a thriving, sustainable mining operation that serves both corporate interests and the greater good. With Dr Kumar’s leadership, Vulcan is setting a powerful example of what responsible, forwardthinking mining can achieve—not just for Mozambique, but for the world.
www.vulcaninternational.com
Clean, Reliable, Unstoppable: The Future of Fire Suppression
Wireline Africa Limitada is revolutionizing fire suppression with its patented T-Rotor technology, the driving force behind the high-performance Aqua Mist System. By creating ultra-fine water droplets that instantly absorb heat and displace oxygen, the system delivers rapid, highly effective suppression—while using only a fraction of the water required by traditional methods.
Proven in the toughest environments, Wireline Africa Limitada’s vehicle suppression systems recently passed rigorous international testing in Switzerland with outstanding results. This achievement confirms their reliability in demanding mobile applications, making them the ultimate choice for heavy equipment, transport fleets, and off-road vehicles.
From compact standalone units to advanced electrical in-cabinet systems and full-scale facility protection, Wireline Africa Limitada provides a complete portfolio of solutions powered by the same breakthrough technology. With precision mist distribution and an unwavering focus on innovation, the company is setting a new global standard in clean, efficient, and dependable fire protection.
Wireline Premier Downhole Geophysics reduces exploration costs and enhances geologic certainty in the extraction of minerals and unconventional hydrocarbon resources. With more than 70 years of global experience in downhole geophysical surveys, the company delivers highquality data in a fraction of the time required for traditional core sample analysis.
Our advanced tools, manufactured and calibrated by expert geophysicists and geological engineers, are lightweight, precise, and fieldready—engineered for efficiency without compromising accuracy. From the deepest formations to the narrowest apertures, Wireline Premier provides the insights you need to make faster, smarter, and more cost-effective resource extraction decisions.
info@wire-line.com
Smarter Exploration, Powered by Wireline
KOA SWITZERLAND AND GHANA: PROCUREMENT WITH PURPOSE IN THE HEART OF WEST AFRICA
KOA IMPACT GHANA
KOA IMPACT GHANA PROJECT DIRECTED BY: THOMAS HARDY
In the vibrant markets of Ghana, negotiation is as much a cultural art form as it is a practical skill. For Dr. Jennifer Otsiwaba Monny, Supply Chain and Procurement Director at Koa Switzerland and Ghana, it was a skill learned early, watching her mother bargain with dexterity and precision among stalls overflowing with goods in the vibrant markets of Ghana. At the time, she did not know it would shape her career, but those early lessons in weighing quality against value now shape her leadership at a company redefining how procurement can drive social and environmental impact.
Jennifer joined Koa in December 2019, bringing with her a philosophy that procurement should be more than a transactional back-office function. For her, it is a strategic driver of purpose, a way to connect suppliers, empower farming communities, and enable the smooth functioning of every department that relies on her team’s work. “This role gives me a deep sense of purpose,” she reflects, “because it’s not just about sourcing materials, it’s about making sure our supply chain creates value at every stage.”
Koa is one of the few companies in West Africa working directly with smallholder cocoa farmers to source cocoa pulp and juice, a by-product once discarded during cocoa processing. By creating a market for this overlooked resource, the company has opened up a new stream of income for its network of around 5,000 farmers, while reducing waste and ensuring that its supply chain is fully traceable and free from child labour. The model is strengthened through partnerships with sustainability-focused suppliers such as Maia Global, whose recyclable bulk packaging meets strict
hygiene requirements and reduces Koa’s overall carbon footprint. They also work closely with local partners like Everpack Ghana Limited, who supply them with food-grade personal protective materials for their factory and farm operations. Jennifer highlights, “sourcing locally not only reduces import dependence and emissions but also strengthens Ghana’s own manufacturing sector. That’s procurement with purpose; every partnership should create value inside and outside the business.
Lastly, they have put in place structured supplier performance monitoring and evaluation tools. These ensure ongoing compliance with our environmental and social standards, reinforce strong partnerships with like-minded suppliers, and encourage the “kaizen way of life.”
The company’s approach goes well beyond purchasing. By meeting farmers halfway to collect raw materials, Koa reduces their workload and increases participation among them. Training in good agricultural practices, infrastructural development in farming communities, and the creation of local jobs keep more value and impact at the source. Social interventions under their CSR initiative called Koa Life extend this impact to the next generation through mentorship programmes and the supply of school materials to the children of farmers, with the aim of reducing child labour and broadening prospects for their future.
Balancing cost efficiency with quality is a familiar challenge in procurement, but at Koa, the equation is approached differently. As Procurement Lead, Jennifer has shifted Koa’s focus from chasing the lowest price to creating long-term value. “For me, cost efficiency isn’t about cutting
corners,” she explains. “It’s about making sourcing decisions that stand the test of time - financially, operationally, and environmentally.” To achieve this, she introduced a Total Cost of Ownership (TCO) approach, assessing durability, environmental impact, logistics, and operational fit alongside cost. She has also prioritised building long-term supplier relationships. “When we work closely with partners over time, we build transparency, create room for innovation, and share growth,” Jennifer notes. “That’s what turns procurement from transactional into strategic.”
In one notable example, the company’s rental pooling model with Maia Global allows for bulk purchasing of recyclable packaging with staggered payments, reducing both costs and reliance on single-use materials.
Innovation in procurement also extends to
Our Planet Your Profit
Maia Global is an integrated provider of re-usable bulk liquid solutions, including aseptic and non aseptic linerbags.
We deliver sustainable solutions to be the most effective, innovative and environmentally friendly partner in the industry
how and where the company processes its materials. Their solar-powered Community Mobile Processing Unit (CMPU) has transformed operations by bringing processing closer to remote farming communities, reducing transport times and spoilage while driving Koa’s reach deeper into rural areas. The procurement of this decentralised facility required a blend of locally sourced components and specialised international equipment, ensuring connectivity in the field for real-time processing and quality checks. By training local in-house technicians to install and maintain the unit, Koa ensured its sustainability without dependence on overseas support.
Other forward-looking projects include biochar production, which turns cocoa husks into carbon-rich soil enhancers that sequester carbon and improve crop yields, as well as their dynamic agroforestry programme, which helps farmers diversify
Focus Industries
Dairy, fruit and juice concentrates, sauces, Edible and Olive oils, tomato paste and purees.
Maia Global
Maia Global is a fully integrated solutions provider who supplies liners and re-usable packaging solutions for bulk products. We supply aseptic and non-aseptic liner bags from 1 liter up to 1500 liter ( for IBC, drums, Bag in Box, etc) . Our focus industries are: Dairy, fruit and juice concentrates, sauces, Olive oil and edible oils, tomato paste and purees.
Our re-usable packaging solutions, flexible and collapsible IBC’s, are ideal for transporting your products into the B2B industry. All our packaging solutions are designed to deliver cost effective, functional and environmentally conscious logistics solutions.
Our unique in depth understanding of the linerbags, packaging, logistics and food production industry will support you to use the right packaging solutions for any application.
As we offer the complete packaging solution we are the ONE STOP SHOP!
info@maia-global.com www.maia-global.com
KOA IMPACT GHANA PROCUREMENT
beyond cocoa. Mangoes, ginger, pigeon pea, and other crops are introduced alongside cocoa to create year-round income streams, with procurement teams sourcing seedlings, agricultural inputs, and providing training services to support the transition. As Jennifer puts it, “Procurement here isn’t just about buying, it’s about enabling innovation and making sure our farmers are future-ready.”
Responsible sourcing is not a marketing phrase at Koa; it is embedded into their operating model. All farmers are digitally registered, with payments recorded on blockchain for transparency and verification. This provides proof of payment to farmers and reassures partners that Koa’s claims of ethical practice are backed by data. Suppliers must meet strict standards on child labour, safe working conditions, and environmental protection, with periodic site visits conducted by Koa to ensure compliance. A grievance mechanism allows Koa’s farmers to raise concerns, reinforcing accountability.
Technology is playing an increasingly
important role in building efficiency and visibility. While Koa is still a mediumsized business and not all systems are fully integrated, the company has made significant strides. Digital purchase order tracking, procurement dashboards, and automated RFQs have improved speed and transparency, while integration with production schedules ensures sourcing matches operational needs. Mobile money payments for farmers provide fast, reliable transactions that reinforce trust. Plans are underway to create a fully integrated ERP system that will link procurement directly with traceability and sustainability databases, offering real-time oversight from farm to export.
Waste reduction sits at the heart of Koa’s mission. By collecting cocoa pulp and juice previously left to spoil, the company has turned waste into an asset for both farmers and food producers. Closedloop water systems, composting, and recyclable packaging further minimise the environmental impact of operations. Bulk purchasing and reusable materials cut costs while reducing emissions. Their environmental CSR initiative, Koa Green, extends waste awareness to employees, farmers, and communities, with initiatives ranging from reducing single-use plastics at the factory to promoting waste reduction and encouraging recycling.
In all, this holistic sustainability-driven approach is only possible through close collaboration between procurement and other departments. Jennifer rejects the outdated notion of procurement as a support service. “Procurement used to be seen as a back-office function,” she says. “Here, it’s a strategic enabler. We work closely with operations, marketing, quality, and technical teams to make sure every decision aligns with our sustainability goals.” From the global sourcing of food-grade operational materials and equipment to scheduling of equitable production cycles that give opportunity for all farmers to supply us with their raw materials, procurement is part of the conversation from the start, ensuring decisions are both efficient and purposeful.
Looking ahead, Jennifer’s ambitions are bold and deeply personal. Over the next five years, she aims to deepen her expertise as a procurement leader by driving innovation, strengthening global supplier networks, and building systems that set benchmarks for ethical and sustainable supply chains.
She continues, “For Koa, that ambition translates into expanding supplier engagement, strengthening partnerships with farmers, and possibly extending our networks into other agricultural value chains.” Digital integration will be scaled up to provide complete real-time visibility across the supply chain, from the smallest farming community to international export. Ultimately, she says, “I want procurement here to be a storytelling engine, every
decision telling a story of equity, resilience, and shared value.”
The story Koa is telling is already a compelling one. It is about transforming waste into opportunity, embedding ethical practice into every transaction, and building a model where business growth is inseparable from community benefit. Under Jennifer’s leadership, procurement at Koa Switzerland and Ghana is proving that supply chains can be more than efficient - they can be transformative. “It’s not just about getting goods in and out,” Dr. Monny concludes. “It’s about building a model where business growth and community benefit go hand in hand. That’s what procurement with purpose looks like.”
www.koa-impact.com
KOA IMPACT GHANA
Everpack – A Leader in Quality Tissues and Food Packaging Products
Everpack is a Ghana-based manufacturer specialized in paper tissue and food packaging products. We serve the retail, manufacturing, and hospitality sectors with a commitment to consistent quality, hygiene, and reliability. Our solutions are designed for practical, high-volume environments where performance matters.
We are a dedicated team of professionals focused on delivering packaging solutions that meet the everyday demands of modern businesses. Our product range includes hygienic tissue, foodsafe wraps, and disposable packaging items, all designed to uphold cleanliness, functionality, and presentation. Everpack operates from advanced production facilities that integrate modern technology with strict quality control processes. We prioritize high-grade materials and efficient systems to ensure that our products meet both international standards and the practical needs of our customers.
Every item we produce reflects our attention to detail and our commitment to excellence.
What makes Everpack stand out is our collaborative approach. We take time to understand our clients’ operations, challenges, and expectations. This allows us to deliver packaging solutions that support productivity, uphold hygiene standards, and strengthen brand image. As the packaging industry evolves, so does Everpack. We continue to invest in innovation, sustainability, and customer partnerships to remain at the forefront of the sector.
Everpack is more than a packaging supplier. We are a trusted partner, committed to delivering longterm value, dependable products, and exceptional service.
September’s New Season of Luxury Travel, Taste, and Timeless Design
The New Luxury How Surprising Materials Are
Redefining Furniture Design
The Season Turns to Gold
The Top 5 Luxury Autumn Escapes
Barbara Muckermann
Reimagining Legacy at Kempinski
The Season Turns to Gold
The Top 5 Luxury Autumn Escapes
September’s New Season of Luxury
September has always held a certain allure. It marks the moment when the languid pace of summer gives way to fresh energy, a time for refinement, for change, for reawakening. Across the worlds of fashion, design, travel, and culture, it is the month that sets the tone for the season ahead. In 2025, that shift feels especially poignant. Luxury is moving into a new era, one where the emphasis is on authenticity, sustainability, and longevity, expressed through objects and experiences that are as meaningful as they are beautiful.
Fashion is, as ever, at the forefront of this seasonal renaissance. The September shows in New York, London, Milan, and Paris remain the ultimate stage for creative reinvention, dictating what the world will wear in the months ahead. Yet the mood emerging this year feels distinct. Instead of the maximalism of recent seasons, designers are embracing a
quieter, more reflective form of opulence. Cashmere coats tailored with sculptural precision, silk dresses in saturated jewel tones, and suiting softened by fluid drape speak to a refined kind of indulgence. Archive silhouettes are being revived and reinterpreted, while a new generation of designers is pushing boundaries with ecoconscious fabrics and artisanal techniques that honour craft traditions. The result is clothing that carries both presence and permanence. Luxury fashion is becoming less about logos and spectacle, and more about pieces that invite an emotional connection, garments to be cherished rather than consumed.
That same sensibility is filtering into interiors and design. The home, once a backdrop, has taken centre stage in luxury living. This autumn, the mood is serene and textural, defined by sculptural furniture and unexpected materials that marry sustainability with sophistication. Cork, hemp, and recycled textiles are no longer curiosities but are being integrated into the mainstream of high design.
In Milan earlier this year, exhibitions spotlighted tables crafted from denim
Travel, Taste, and Timeless Design
remnants, lighting installations woven from plant fibres, and sofas made of mycelium, all of which carried the gravitas and poise one would expect of collectible design. September marks the moment these concepts move from the gallery floor to the home. Spaces are being conceived not just as showcases of taste but as sanctuaries of calm, designed to withstand time both materially and emotionally.
Travel, too, is entering its most elegant season. With summer crowds dispersed, September offers the luxury of space and stillness. In Europe, the Mediterranean softens into a gentler warmth, making destinations such as Sicily, Santorini, and the Côte d’Azur irresistibly alluring, their beaches tranquil, their cliffside restaurants easier to reserve, their vineyards alive with the rhythm of harvest. In Provence and Tuscany, the grape harvest brings a festive intimacy to the countryside, with private dinners in
candlelit cellars and exclusive tastings in family-owned estates offering a glimpse into centuries-old traditions. Further afield, Japan in early autumn reveals its own kind of magic, from the first blush of foliage in Hokkaido to the cultural rituals of Kyoto’s temples. Increasingly, luxury travellers are seeking journeys that combine exclusivity with authenticity: curated itineraries that offer both privacy and connection, whether through hidden islands accessible only by yacht, or through bespoke experiences that immerse guests in local culture with extraordinary access.
Dining is another arena where September unfolds in layers. It is a month defined by abundance, when orchards and forests yield the ingredients that chefs covet most. Menus shift towards depth and warmth: wild mushrooms, black figs, early truffles, game, and orchard fruits appear in compositions that balance comfort with surprise. Across Europe and North
America, chefs are exploring a more nuanced version of the farm-to-table ethos, one that has evolved into a true partnership between the restaurant and the land. Michelin-starred kitchens are collaborating with farmers and foragers to create seasonal tasting menus that are as sustainable as they are indulgent, paired with wines from the very vineyards where the produce was grown. The result is dining that feels rooted in place, imbued with narrative, and heightened by the romance of the season.
Watches and jewellery, too, seem to resonate with this return to refinement. September has become a key launch moment for maisons to unveil their most anticipated designs. This year, watchmakers are embracing slimmer silhouettes and unexpected complications, producing timepieces that reflect both technical mastery and understated elegance. Dials shimmer with enamel finishes applied by hand,
September’s New Season of Luxury
cases glisten with subtle gem-set accents, and movements are designed as much for beauty as for precision. Jewellery houses are turning towards colour, with vibrant sapphires, emeralds, and tourmalines brought into contemporary settings that feel fresh and wearable while maintaining their sense of heirloom significance. Luxury here is defined not by excess but by the promise of longevity, objects to be treasured and passed on.
September is equally significant in the cultural calendar. From New York to Paris, the return of opera, ballet, and theatre seasons fills cities with renewed energy. Major galleries unveil their autumn exhibitions, often the most ambitious of the year. Venice, still glowing from its film festival, offers the final flourish of cinematic glamour against the lagoon’s fading summer
September’s New Season of Luxury
light. What unites these experiences is intimacy. The most coveted invitations are not for the spectacles themselves, but for the private moments that surround them, the artist’s studio visit, the rehearsal attended by only a handful, the dinner staged among paintings after the gallery doors close. In this sense, cultural luxury lies not just in access, but in connection.
What is most striking about this season is how consistently the definition of luxury is evolving. The new codes are quieter and more personal. Luxury is no longer something to display, but something to live. It is found in the texture of a handmade coat, the flavour of a wine enjoyed at its source, the silhouette of a chair crafted from unexpected materials, or the view from a rooftop garden known only to a few. In September 2025, the art of living well is being redefined by subtlety,
sustainability, and soul.
This redefinition reflects a broader cultural mood. After years of acceleration, of louder, faster, brighter, there is a longing for depth. Luxury now resides in the details, in the stories objects and experiences carry, in their ability to outlast trends. The true indulgence lies not in excess, but in resonance: choosing what feels meaningful, what lingers, what endures.
And that is why September is such a fitting moment for this shift. It is the month of return, of beginnings, of setting intentions for the months to come. The season ahead promises not just new collections, destinations, and designs, but a new way of understanding them. Luxury today is quieter, more intimate, more enduring, and in that, perhaps more powerful than ever before.
The LuxuryNew
LuxuryNew
How Surprising Materials Are Redefining Furniture Design
Luxury has always evolved in step with the times. Once defined by rarity and opulence, it has come to embrace craftsmanship, storytelling, and increasingly, sustainability. In today’s design world, sustainability is no longer a quiet consideration, it has become a driving force, reshaping not only the materials used but the very philosophy behind how furniture is conceived, produced, and lived with.
Across Milan, New York, Los Angeles, and Rotterdam, designers are pushing the boundaries of what furniture can be. They are turning to materials once considered disposable, textile offcuts, sneaker soles, even seaweed, and elevating them into sculptural objects that feel every bit as refined and desirable as their traditional counterparts. Chairs sculpted from denim scraps, dining tables finished with rubber fragments, and sofas made from mushroom mycelium no longer read as
curiosities. They now stand as emblems of a new design language: one where responsibility and indulgence coexist seamlessly.
This shift is not just about aesthetics or novelty. By 2030, the circular home and living market is projected to reach €45 billion, with sustainably produced furniture leading much of that growth. Yet the true significance lies in the cultural shift underway. For today’s discerning buyers, it is not enough for an object to be beautiful. It must also align with personal values, tell a story, and offer a sense of permanence in a world where disposability has long been the norm.
At Milan Design Week earlier this year, the global stage for innovation, sustainability was no longer a secondary theme but the heart of the conversation. Visitors were greeted with collections that challenged preconceptions of luxury, replacing
The New Luxury
conventional materials with ones imbued with both history and responsibility.
Particle, a US-based studio with roots in New York and Los Angeles, drew particular attention with its Bauhaus-inspired collection “Parts of a Whole.” Dining tables and sculptural seating were constructed from repurposed textiles, denim waste, and rubber salvaged from discarded sneakers. Founded by architects who honed their skills on experimental projects at Nike, Particle thrives on the creative tension between industrial waste and refined design. Their work demonstrates that luxury does not need to be made from virgin materials; it can emerge from ingenuity, restraint, and transformation.
The same philosophy runs through the work of Milanese designer Davide Balda, who has built his career on reimagining textile waste. His project “Telare la Materia,” produced in partnership with Benetton, turns unsold garments into
architectural and design resources. Clay infused with discarded textiles becomes tiles and plasters, while age-old feltmaking techniques are adapted to create flexible, resilient fabrics suitable for furnishings. Balda identifies as an “archeodesigner,” a term that captures his role as both innovator and archivist, someone who sees value in forgotten or discarded materials and brings them into a contemporary context. For him, sustainability is not simply a creative experiment but a moral framework. His pieces ask us to reflect on what it means to create something enduring in a throwaway world, and to consider design as a tool not only for beauty but for systemic change.
Further north, in Rotterdam, the design firm The New Raw has made waves with its bold use of recycled plastic sourced from local Dutch waste streams. Their collection of outdoor furniture,
3D-printed on demand, is not only striking in form but also emblematic of a new way of thinking. These pieces embody a philosophy that luxury lies not just in materials or craftsmanship, but in permanence, objects that last, both physically and emotionally. The New Raw is part of a generation of studios that treat sustainability not as an aesthetic constraint, but as a springboard for creativity and distinction.
The exploration of unexpected materials has extended to the plant kingdom as well. Polish studio Husarska introduced a dining set fashioned from hemp combined with plant-based adhesives. Beyond its visual appeal, hemp is a powerful ally in the fight against climate change, capable of sequestering up to five times more carbon dioxide per hectare than temperate forests. Its transformation into furniture signals a future where renewable crops are not only functional but also fashionable, offering an alternative to wood that feels both responsible and luxurious.
Meanwhile, Rockwell Group in New York has turned its attention to cork, an unassuming material with extraordinary potential. Their installation “Casa Cork” transformed an entire exhibition space into an immersive celebration of the material, with interiors, furniture, and lighting crafted almost entirely from cork. Lightweight, renewable, and naturally regenerative, cork is harvested without felling trees and replenishes every nine years. The project highlighted the vast possibilities of a material that has too often been overlooked, particularly in an age when billions of cork stoppers are discarded each year. By reframing cork as a material of beauty and sophistication, Rockwell Group demonstrated that even the most modest resources can be reimagined as the foundations of modern luxury.
Elsewhere, exhibitions like “Enhance,” curated by the Italian design platform DesignWanted, are pushing boundaries further by spotlighting materials often dismissed as unworthy of high design.
Seashells, storm-felled wood, and unrecycled glass were all given a second life, reinterpreted into furniture and objects that were not only visually compelling but aligned with global sustainability goals. These works captured the imagination, proving that beauty and responsibility need not be mutually exclusive. They also highlighted a growing awareness that luxury today is defined not just by exclusivity but by integrity and innovation.
What unites all these explorations is a new vision for what luxury can mean. The emphasis is no longer solely on rare woods, polished marbles, or precious metals. Instead, the focus is shifting towards materials that carry with them a story of renewal, creativity, and conscience. In many ways, this evolution makes luxury even more powerful. A table crafted from denim scraps or a chair built from recycled plastic is not only an object of use or ornament, but a conversation piece, an emblem of values and an investment in the future.
Of course, many of these solutions remain in their infancy. Large-scale adoption by global brands is still limited, and some of these innovations are currently produced only on a local or experimental scale. Yet the direction of travel is clear. The conversation is moving from the margins to the centre, and the appetite for sustainable luxury is growing rapidly.
Ultimately, the most exciting aspect of this movement is not only the materials themselves, but the mindset they represent. Luxury is being reframed for the 21st century, shedding its reputation for excess and embracing a new ethos of responsibility. The homes of the future will not simply be adorned with beautiful objects, they will be curated with pieces that embody resilience, respect for the planet, and a deep appreciation for creativity. This is the new luxury: surprising, sophisticated, and rooted in a vision of beauty that lasts.
THE SEASON TURNS TO GOLD
THE TOP 5 LUXURY AUTUMN ESCAPES
Where to stay this season for golden landscapes, exquisite dining, and timeless indulgence
Autumn is when travel takes on a deeper, more reflective quality. The glare of summer softens, the air sharpens with freshness, and landscapes transform into living tapestries of gold, crimson, and amber. It is a season that invites pause, cocooning, and the rediscovery of rituals.
For the luxury traveller, autumn offers not only a change of scenery but a change of rhythm, a time to indulge in slower journeys, richer flavours, and experiences that leave a lingering imprint long after the leaves have fallen.
Here are five destinations that embody the essence of autumnal luxury, each offering a distinctive blend of place, culture, and indulgence.
Aman Kyoto, Japan
There is perhaps no destination more synonymous with autumn’s poetry than Kyoto. Within this city of temples and gardens, Aman Kyoto feels like a secret unearthed. Set in a hidden garden estate, the resort dissolves into its natural surroundings with serene, minimalist pavilions that frame nature rather than compete with it. In autumn, the grounds erupt in a blaze of fiery maples and ochres, transforming pathways into corridors of colour. Guests can begin their mornings with meditation in the forest, followed by soaks in private onsen baths fed by natural hot springs. Dining is elevated into an art form: multi-course kaiseki meals celebrate seasonal delicacies like matsutake mushrooms, persimmons, and chestnuts. Beyond the gates, private tours of Zen temples and traditional tea ceremonies deepen the sense of connection with the place. For those seeking luxury defined by silence and subtlety, Aman Kyoto offers an immersion into autumn at its most contemplative.
www.aman.com/resorts/aman-kyoto
The Chedi Andermatt, Switzerland
The Swiss Alps in autumn reveal a rare kind of magic. As the crowds of summer hikers disperse and the ski season remains months away, the mountains belong to those who crave solitude and grandeur. The Chedi Andermatt captures this mood with elegance: a blend of alpine chalet warmth and Asian-inspired minimalism. Its soaring timber interiors and flickering fireplaces create a sense of sanctuary, while panoramic windows frame slopes alive with autumnal colour. Days unfold at an unhurried pace. Guests can take to the mountain trails for hikes through golden larch forests, or board the Glacier Express for one of the world’s most scenic train journeys across snow-dusted peaks and valleys brushed with orange. Back at the hotel, indulgence awaits in a spa that feels more like a temple, with hydrotherapy pools and therapies designed for mountain recovery. The wine cellar boasts over 4,000 labels, while the famed cheese tower invites lingering tastings accompanied by crisp Alpine whites. The Chedi is not just a hotel, but a complete autumn experience, invigorating by day, cocooning by night.
www.thechediandermatt.com
Château LafauriePeyraguey, Bordeaux, France
Few places embody the romance of autumn like Bordeaux at harvest time. The air carries the scent of ripening grapes, and the rolling vineyards shimmer in tones of copper and gold. At Château Lafaurie-Peyraguey, the season unfolds with particular magic. This 13th-century estate, now a Relais & Châteaux property, has been reimagined into a temple of wine, art, and design under the creative direction of Lalique. The château’s interiors sparkle with crystal accents while retaining their sense of history. Guests are invited to walk the vineyards at harvest, participate in intimate tastings, and dine at the Michelin-starred restaurant where seasonal produce is paired with the château’s celebrated Sauternes. Each experience feels deeply tied to place, whether it is savouring foie gras with the golden wines of the estate, or simply watching the harvest unfold from a suite overlooking the vines. For lovers of wine, gastronomy, and heritage, autumn here is not just a season but a sensory celebration.
www.lafauriepeyragueylalique.com
Blackberry Mountain, Tennessee, USA
In the heart of the Great Smoky Mountains, autumn is a performance of nature on a grand scale. Hills ripple in scarlets, ambers, and russets, morning mists rise from the valleys, and the air is laced with the scent of pine and earth. Blackberry Mountain, the sister property to the famed Blackberry Farm, offers a retreat where wellness and wilderness converge. Guests stay in chic stone cottages or treehouses that blend seamlessly into the landscape, waking to views that seem lifted from a painting. Days might include sunrise yoga on a mountain ridge, guided hikes to hidden waterfalls, or horseback rides through forests ablaze with colour. The resort’s culinary programme elevates Appalachian traditions with seasonal harvests, from wood-roasted root vegetables to wild mushrooms and heritage grains. Evenings unfold by firepits under vast, starlit skies, with bourbon tastings and storytelling adding to the sense of place. Blackberry Mountain redefines rustic luxury, reminding guests that the truest indulgence is often found in simplicity, connection, and the rhythm of the natural world.
www.blackberrymountain.com
Ashford Castle, Ireland
Few settings are as steeped in romance as Ashford Castle in autumn. Set within 350 acres of parkland on the shores of Lough Corrib, this 800-year-old fortress has been transformed into one of the world’s most celebrated hotels. The castle’s turrets and stone walls take on an almost cinematic quality as they rise against landscapes ablaze with copper and gold. Guests are transported into a world where history and luxury intertwine seamlessly. Days are spent exploring the grounds on horseback, partaking in falconry, or simply wandering along lakeside trails as crisp leaves crunch underfoot. Inside, the atmosphere is one of timeless indulgence: wood-panelled halls, roaring fireplaces, and suites adorned with antique furnishings. Dining is a highlight, with seasonal menus showcasing local game and produce, paired with Irish whiskies or wines from the castle’s extensive cellar. At Ashford, autumn is not just a backdrop but a narrative, a reminder that luxury at its most authentic lies in experiences rooted in place, tradition, and timeless beauty.
www.ashfordcastle.com
Barbara Muckermann: Reimagining Legacy at Kempinski
Muckermann: Reimagining
Barbara Muckermann
An exclusive with the CEO guiding Europe’s most historic luxury hotel brand into the future.
For a company steeped in more than a century of European grandeur, progress can be as delicate as it is essential. Yet Kempinski Hotels, the continent’s oldest luxury hotel group, is embracing transformation with a renewed sense of clarity and confidence under the leadership of Barbara Muckermann, the first woman in its 128-year history to hold the title of Chief Executive Officer.
“It took them more than 125 years to hire a woman,” she says, half smiling, half sighing. “But here we are.” Muckermann brings with her not only decades of experience in luxury hospitality, but a different kind of perspective, one rooted in the cruise industry, where she honed her expertise in sales, marketing, and product innovation. It’s that outsiderinsider balance that she believes is now energising Kempinski’s evolution.
When Muckermann took the reins, she found herself not just at the helm of a global brand, but at the junction of tradition and transformation. “The responsibility of being a custodian of a brand like Kempinski is immense,” she reflects. “This isn’t just a hotel group, it’s a living piece of European cultural history. If something has lasted this long, through wars, global recessions, and shifting cultural tides, it’s because it offers something deeply meaningful. My role is to ensure it continues to do so, just in ways that feel relevant in 2025.”
Her first step was to rediscover the DNA of the brand itself. Muckermann commissioned a team of archivists to explore Kempinski’s roots, sending them deep into Berlin and beyond to uncover the legacy of innovation that originally defined the group. What they unearthed was revelatory: Kempinski wasn’t just preserving tradition, it had built much of it. From introducing aperitifs and pairing oysters with wine by the glass, to pioneering dinner-and-show evenings and developing the world’s first purpose-
Barbara Muckermann
built weekend resort in 1932, Kempinski was always a step ahead of its time.
“It was a hospitality brand that made pleasure a priority before it was fashionable to do so,” she explains. “That spirit of hedonism, of elevating the everyday, is something I’m determined to protect.”
This year’s focus is , Past Forward, which encapsulates that vision. It’s not about reinvention for its own sake but about reflecting timeless values through a modern lens. Muckermann and her team have been reworking the guest journey, stripping out friction points, reconsidering the check-in experience, and leaning into a version of luxury that feels more intuitive than performative.
“You shouldn’t have to feel like you're performing a ritual to enter your room,” she says. “People value time more than ever. What we’re doing now is finding ways to respect that while still offering the warmth and theatre of exceptional service.”
That balance, between precision and personality, has become something of a personal mission for Muckermann. Under her guidance, Kempinski is reaffirming its commitment to individual, destinationdriven hotel identities. While many global chains favour consistency and replication, Kempinski leans into nuance. No two of its hotels are the same, nor should they be. “Our guests don’t want to stay in a room that could be anywhere,” she insists. “They want to be immersed in a place. They want to feel the difference, from the design, to the flavours, to the way the staff speak to them.”
Luxury, for Muckermann, is increasingly contextual. “It’s about the things you don’t strictly need but make your life better,” she says. “For a business traveller, that could be a seamless digital concierge and a chauffeur on standby. For a family on holiday, it’s a well-designed space where every member has their own moment of joy, a kids’ club that entertains, a spa that restores, a terrace that invites stillness.”
While the shape of luxury may change depending on who walks through the door, one principle remains fixed: authenticity. And perhaps nothing embodies that more than Muckermann’s desire to remove sustainability from the branding lexicon entirely.
“I hope that before the end of my career, we stop talking about sustainability,” she says flatly. “Not because it’s not important, but because it should already be embedded into everything we do. It should be as routine as offering a great cup of coffee at breakfast.”
That isn’t to say Kempinski isn’t acting, far from it. Muckermann speaks enthusiastically about one pilot project currently underway: smart waste bins that analyse leftovers from breakfast buffets in real-time. “They tell the chef what’s being wasted, too much falafel, not enough frittata and the kitchen adjusts the next day’s prep accordingly,” she explains.
Still, she’s clear: technology is there to enhance the experience, not replace it. “What we need to do is use data to give our staff more time to connect with the guest,” she explains. “The future of hospitality isn’t about digitising warmth, it’s about clearing the path for it. The smile, the gesture, the moment of kindness at reception, these are what guests remember. Not how fast the Wi-Fi was.”
Despite her optimism, Muckermann is also a realist when it comes to the wider industry. She’s wary of the rampant proliferation of brands in luxury hospitality, many of which feel more like corporate stopgaps than coherent concepts. “We’re launching too many brands,” she says. “It’s confusing to the customer. If even I, who am paid to understand this sector, can’t keep up with them, how can we expect the average traveller to?”
For her, the true power of a brand lies in its clarity, in standing for something distinct. “The best brands don’t need to be sold,” she says. “People are drawn to them because they resonate on a personal
level. They evoke emotion, trust, and expectation.”
That long-term view is part of what makes her tenure at Kempinski so compelling. She isn’t simply trying to keep up with trends, she’s distilling them. And in doing so, she’s building a future that values clarity over clutter, experience over gimmick, and meaning over marketing.
The horizon is vast. Consolidation is coming, particularly in fragmented markets like Italy, where 90% of hotels remain independent. There are still inefficiencies to be resolved, value gaps to be closed, and global standards to be refined. But Muckermann is undeterred.
“These last five years have been among the most interesting for hospitality,” she says. “We’ve seen the collapse and the resurgence of global travel, we’ve seen the emergence of new traveller expectations, and through it all, we’ve seen a renewed desire for genuine, human connection.”
That, ultimately, may be the most important legacy she leaves behind: a return to soul, in an industry too often distracted by spectacle. At Kempinski, luxury is not just about linen thread counts or Michelin-starred dining, it’s about how a guest feels when they arrive, and even more so, how they feel when they leave.
“People will forget what they paid,” Muckermann says, “but they won’t forget how we made them feel.”
And in the hands of a CEO who understands both the head and the heart of hospitality, Kempinski’s next 125 years look set to be every bit as enduring as its past.
