Issuu

J COFFEY TRUST, NOT VOLUME, HOW IS BUILDING ITS DATA CENTRES SEPTEMBER 2026/ ISSUE 152

WWW.BUSENQ.COM

BUILDING THE FOUNDATIONS FOR AN

AI-FIRST ENTERPRISE IBM & PEPSICO CREATING A CONNECTED GLOBAL PLATFORM FROM A FRAGMENTED TECHNOLOGY LANDSCAPE.

The Ibiza Edit

We explore an island continuing to redefine its international Identity beyond its legendary nightlife

COMPANY

INDUSTRY

Get reliable network coverage and security protection, fast. A modern network must be able to respond easily, quickly and flexibly to the growing needs of today’s digital business. Must provide visibility & control of applications, users and devices on and off the network and Intelligently direct traffic across the WAN. Be scalable and automate the process to provide new innovative services. Support IoT devices and utilize state-of-the-art technologies such as real-time analytics, ML and AI. And all these must be provided with maximum security and minimum cost. This is the power that brings the integration of two cloud managed platforms, Cisco Meraki and Cisco Umbrella. This integration is binding together the best of breed in cloud-managed networking and Security.

cisco.com

cisco

CiscoSecure

Business Enquirer Magazine

EXECUTIVE TEAM

FINANCE

EDITORIAL

Jamie Waite CEO, EMG | Enquirer Media Group jamie.waite@busenq.com

Claire Dunn Global Credit Controller claire.dunn@busenq.com

Zaakira Ebrahim Lead Journalist zaakira.ebrahim@busenq.com

MEDIA

Bethany Waite Credit Controller bethany.waite@busenq.com

Maizie Walsh Journalist maizie.walsh@busenq.com

Sophie Greenwood Finance Manager sophie.greenwood@busenq.com

PRODUCTION

Gary Smith Senior Project Director gary.smith@busenq.com Leroy Thompson Project Director leroy.thompson@busenq.com Adel Mhiri Project Director adel.m@busenq.com

Natoya Rimmer Global Head of Accounts natoya.rimmer@busenq.com

DATA ANALYSIS

Paris Cressy Branding & Marketing Executive paris.cressy@busenq.com

Dan Reeves Head of Data dan.reeves@busenq.com

Thomas Hardy Project Director thomas.hardy@busenq.com

Kumar Nil-Khan Senior Data Strategy kumar.nilkhan@busenq.com

Marcus Laing Project Director marcus.laing@busenq.com

Simon Ferrening Production Manager Commercial Performance Analysis

Paul Roberts Project Director paul.roberts@busenq.com

SOCIAL MEDIA TEAM

Nasa Raheem Project Director nasa.raheem@busenq.com Ben Beattie Project Director ben.beattie@busenq.com

Anita Terrell Social Media Manager anita.terrell@busenq.com Lee Dixon Social Media Manager lee.dixon@busenq.com

Remo Savino Production Assistant remo.savino@busenq.com

DESIGN Jamie Bolton Head of Design jamie.bolton@busenq.com Didie Nturo Head of Video & Content Creation didie.nturo@busenq.com

WEBSITE Matt Hardwick Online Website Manager matt.hardwick@busenq.com

PHOTOGRAPHY Didie Nturo Lead Photographer didie.nturo@busenq.com

LEGAL Chloe Bird Birketts LLP Norwich

Susan Tumelty HR Partnered Company info@hrdept.co.uk

HOW TO FIND US WWW.BUSENQ.COM

INFO@BUSENQ.COM

A WORD FROM OUR TEAM Welcome to the September Edition of Business Enquirer Magazine – Issue 152

As businesses enter the final stretch of 2026, the ability to prepare for what comes next is becoming just as important as responding to what is happening now. This edition of Business Enquirer explores the leaders, organisations and industries positioning themselves for the future, from artificial intelligence and global trade to energy, infrastructure and the evolving world of luxury. Our cover feature examines the relationship between IBM and PepsiCo in Building the Foundations for an AI-First Enterprise. Rather than focusing solely on the rapid deployment of artificial intelligence, the story looks at the work required to make AI genuinely effective at enterprise scale. Through years of transformation, IBM and PepsiCo have worked to create the connected technology, harmonised processes and reliable data foundations needed for AI to move beyond isolated experimentation and become a meaningful part of everyday business operations. Leadership is another central theme throughout this edition. Our latest Top 10 recognises some of the world’s most influential Policy Leaders, highlighting the individuals whose decisions continue to shape economies, industries and international markets. We also explore Leading Across Borders in 2026, examining the skills and perspectives required to manage increasingly international organisations at a time of economic, technological and geopolitical uncertainty. That global perspective continues with our look at Global Trade and Geopolitics to Watch in 2026, alongside an examination of Commodities and Energy Insights and the forces influencing some of the world’s most strategically important markets. Meanwhile, AI in Market Forecasting to Watch in 2026 considers how advances in artificial intelligence are changing the way organisations analyse information, anticipate trends and make increasingly complex commercial decisions. Our company features demonstrate how established businesses are adapting to new opportunities. J Coffey explores the philosophy behind its growing data centres and energy business, where a focus on trust, specialist capability and long term relationships is taking precedence over volume. We also look at Europump and the changing future of the fuel station, examining how traditional roadside infrastructure could evolve as mobility, energy and consumer expectations continue to shift. This month’s beLifestyle section is dedicated to Ibiza, an island continuing to redefine its international identity beyond its legendary nightlife. We showcase five of Ibiza’s most stylish dining destinations, visit Zuma Ibiza and Hacienda Na Xamena, and explore The New Face of Luxury Ibiza as the island attracts a new generation of sophisticated travellers. We also speak with Ollie Holmes about the human side of social media, while examining how Ibiza is contributing to a wider resurgence in Spanish tourism and redefining what Mediterranean luxury looks like for a modern audience. Across this edition, the common thread is preparation. Whether building the technological foundations for AI, navigating geopolitical change, investing in new infrastructure or responding to changing consumer expectations, the organisations best positioned for the future are those prepared to think beyond the immediate and build with the long term in mind. Enjoy the read. If you have a business story you wish to share, please contact our Head of Production via production@busenq.com

@BUSINESS ENQUIRER

The editor and publishers do not guarantee the accuracy of statements made by contributers or advertisers, or accept responsibilty for any statement they express in this publication. The opinion of the contributors may not necessarily be the opinion of the editor or publishers. All content including the presentation therof in this magazine is the property of BE Media and protected by internation al copyright laws. You may not copy, reproduce, distribute, transmit, modify, create derivitave works, or in any other way exploit any part of copyrighted material without prior written permission from BE Media ©BE Media

028 THIS MONTH’S

TOP 10 INFLUENTIAL POLICY LEADERS

008 BUSINESS PARTNER UPDATES INTERNATIONAL HOTEL GROUP AIR INDIA AND IHG HOTELS & RESORTS ANNOUNCE LANDMARK LOYALTY PARTNERSHIP IYC NORMA JEAN RAISES OVER $400K FOR OCEANA

012 NEWS

016 NEWS

020 NEWS

024 NEWS

044 J COFFEY

054 EUROPUMP

LEADING ACROSS BORDERS IN 2026 GLOBAL TRADE AND GEOPOLITICS TO WATCH IN 2026

TRUST, NOT VOLUME HOW J COFFEY IS BUILDING ITS DATA CENTRES AND ENERGY BUSINESS

032 COVER FEATURE

BUILDING THE FOUNDATIONS FOR AN AI-FIRST ENTERPRISE IBM & PEPSICO

AI IN MARKET FORECASTING TO WATCHIN 2026 COMMODITIES AND ENERGY INSIGHTS TO WATCH IN 2026

THE GAS STATION OF THE FUTURE MIGHT ALREADY BE HERE

CONTENTS

062

The Ibiza Edit 5 of Ibiza’s Most Stylish Dining Destinations Zuma Ibiza Bringing Contemporary Japanese Dining to the Balearics A Dream Made Real: Inside Hacienda Na Xamena, Ibiza’s Original Retreat From the World The New Face of Luxury Ibiza Keeping It Reel: Ollie Holmes on the Human Side of Social Spain’s Enduring Appeal: How Ibiza Is Helping Shape a New Era of Tourism

PARTNER UPDATES

AIR INDIA AND IHG HOTELS & RESORTS ANNOUNCE LANDMARK LOYALTY PARTNERSHIP The partnership connects Air India Maharaja Club and IHG One Rewards, giving members new ways to earn and exchange loyalty rewards

ir India, India’s leading global airline, and IHG Hotels & Resorts, one of the world’s leading hospitality companies, today announced a new partnership, enabling Air India’s Maharaja Club members to earn reward points during stays at IHG Hotels & Resorts, while giving IHG One Rewards members the flexibility to exchange their points for Maharaja Points. The partnership brings together IHG’s global portfolio of more than 7,100 hotels in over 100 countries with Air India’s network across India and five continents to offer members greater value, choice and flexibility across their travel journey. Earn Maharaja Points through stays at IHG Hotels & Resorts worldwide Through the partnership, Air India’s Maharaja Club members can earn Maharaja Points when staying at IHG Hotels & Resorts worldwide. Members will earn 2 Maharaja Points for every US$1 spent at most IHG Hotels and Resorts, while stays at Candlewood Suites, Staybridge Suites, IHG Residences and IHG Army Hotels will earn 1 Maharaja Point for every US$1 spent. 8

Business Enquirer Magazine

Members will also have the flexibility to convert their IHG One Rewards Points into Maharaja Points, with 1,000 IHG One Rewards Points exchangeable for 200 Maharaja Points. The minimum exchange threshold is 1,000 IHG One Rewards Points, giving members flexibility in how they use their loyalty rewards towards future travel. The partnership builds on IHG One Rewards’ focus on offering greater flexibility to its growing membership base, while further expanding Maharaja Club’s partner ecosystem and opportunities for members to earn Maharaja Points beyond their airline spend. Sudeep Jain, Managing Director, South West Asia, IHG Hotels & Resorts, said: “India continues to be one of IHG’s most important growth markets, and we are focused on expanding our presence while building deeper and more meaningful engagement with our guests. Our partnership with Air India brings together two leading travel brands and creates greater value for members across their journeys. By connecting IHG One Rewards with Maharaja Club, we are giving our members more choice and flexibility in how they use their rewards, while strengthening the reach and relevance of IHG One Rewards in India. This partnership further supports our ambition to grow our loyalty base and drive preference for our hotels as we continue to expand our portfolio across the country.”

IHG NEWS

Award-winning IHG One Rewards is one of the world’s largest hotel loyalty programmes with a growing base of over 160 million members, globally. Sunil Suresh, Head of Marketing, Loyalty and E-commerce, Air India, said: “Maharaja Club is evolving alongside Air India’s transformation, with a strong emphasis on creating richer experiences for our members beyond the flight itself. By partnering with IHG Hotels & Resorts, we are extending the programme’s reach into another important part of the travel journey and making it easier for members to benefit from their loyalty across a broader range of travel experiences. As we continue to grow the Maharaja Club ecosystem, our vision is to make Maharaja Points an increasingly relevant part of our members’ travel and lifestyle journeys, with more opportunities to earn and redeem them across categories, markets and moments that matter most to our customers.” Special launch offer for members To mark the launch of the partnership, Maharaja Club members will be eligible to earn 3x Maharaja Points on qualifying stays between 15 September and 31 December

Air India and IHG Hotels & Resorts Announce Landmark Loyalty Partnership.

2026, with no blackout dates applicable during the period. Members are required to register for the promotion to benefit from the offer. The partnership also reflects IHG’s continued commitment to India and its long-term growth strategy in the market, strengthening its loyalty proposition and creating more opportunities to engage travellers across their travel journeys. IHG currently has 53 hotels operating across seven brands in India, including Six Senses, InterContinental Hotels and Resorts, Vignette Collection, Crowne Plaza, voco Hotels, Holiday Inn Resort and Holiday Inn Express, and a strong pipeline of 110 hotels due to open in the next 3-5 years. Air India recently marked the milestone of having added more than 100 brands to Maharaja Club’s partnership network between FY2023 and FY2026, as it evolves into a modern, globally relevant, lifestyleled loyalty programme. Over FY2026, Maharaja Club members completed more than 4.2 million transactions across partner brands spanning travel, hospitality, lifestyle and everyday spend categories.

www.iyc.com Business Enquirer Magazine

PARTNER UPDATES

NORMA JEAN RAISES OVER $400K FOR OCEANA

ORMA JEAN delivered one of the standout moments of Oceana’s 2026 SeaChange Summer Party, where she was featured as a live auction experience offering a five-night luxury charter in either St. Barths or New England.

Hosted at a private estate overlooking the Pacific Ocean in Laguna Beach, the annual fundraiser brought together leading philanthropists, ocean advocates, and supporters committed to protecting the world’s oceans. As bidding opened, enthusiasm for the experience quickly exceeded expectations. In an exceptional display of generosity, the Owner responded to the overwhelming demand by opening two additional five-night charters, transforming a single donated experience into three. Combined with a further personal contribution, the 10

Business Enquirer Magazine

evening generated more than $400,000 for Oceana’s global conservation efforts. The result speaks not only to the importance of Oceana’s mission but also to the exceptional reputation of NORMA JEAN’s charter program. The yacht’s proven appeal, outstanding crew, and ability to deliver unforgettable experiences resonated strongly with guests, making her one of the evening’s most sought-after auction offerings. More than a fundraising success, the event demonstrated how luxury travel and philanthropy can come together to create meaningful impact. For NORMA JEAN, it was a proud moment that showcased the strength of her charter program while helping support the protection of the oceans that make these extraordinary journeys possible.

www.iyc.com

IYC NEWS

Business Enquirer Magazine

LEADING ACROSS BORDERS IN 2026

eadership has never been entirely constrained by geography, but the increasingly connected nature of modern business has fundamentally changed what it means to lead internationally. Organisations are entering new markets, managing workforces spread across continents and building partnerships that cross cultural, regulatory and economic boundaries.

Technology has made international communication easier than at any point in history, yet connectivity alone does not guarantee effective collaboration. Against a backdrop of economic uncertainty, changing regulation and evolving customer expectations, global leadership in 2026 will depend increasingly on an ability to bring people together around a shared purpose. The leaders who stand out will therefore be those capable of combining strategic thinking with cultural intelligence, digital confidence and adaptability. International expansion can no longer be viewed simply as a process of entering new markets. Sustainable growth requires a deeper understanding of the people, expectations and working cultures within them. 12

Business Enquirer Magazine

Leading beyond geography The traditional model of international business, in which decisions were largely made at headquarters and communicated to regional operations, is continuing to evolve. Organisations have become more distributed, with employees, partners, suppliers and customers operating across multiple countries and time zones. A single project might now bring together teams from Europe, Asia, Africa and North America, collaborating towards the same objective without ever occupying the same physical space. Digital platforms make these relationships possible, but successful global leadership requires significantly more than providing the technology through which people communicate. Every market brings its own cultural expectations, business conventions and ways of working. A leadership style or commercial strategy that performs successfully in one country may translate poorly into another. Recognising these differences, while maintaining a consistent

LEADERSHIP NEWS

Business Enquirer Magazine

organisational purpose, is becoming one of the defining capabilities of international leadership. Cultural intelligence is consequently moving higher up the executive agenda. It goes beyond understanding traditions or communication styles and requires curiosity, openness and the willingness to adjust established approaches. Leaders who genuinely embrace cultural diversity can create stronger organisations by bringing together different experiences and perspectives, improving problem solving and developing a more nuanced understanding of customers. For internationally focused businesses, diversity is increasingly more than a social objective. Managed effectively, it can become a significant commercial advantage. Building trust in a connected world Despite the sophistication of today's communication technology, trust remains at the heart of successful leadership. Remote and hybrid working have transformed professional relationships, with colleagues sometimes working alongside one another for years without meeting face to face. This places greater responsibility on leaders to create meaningful connections across distributed teams. Employees need to feel involved, recognised and valued regardless of where they are based, while communication must be sufficiently clear to bridge differences in language, culture and interpretation. Successful international organisations are also moving away from creating rigid divisions between central headquarters and regional teams. Local expertise can provide invaluable insight into customer behaviour, regulatory conditions and cultural expectations that cannot always be identified through data alone. Giving regional leaders a meaningful role in decision making allows organisations to combine global scale with local relevance. 14

Business Enquirer Magazine

Balancing consistency with flexibility will therefore become an increasingly valuable leadership skill. Organisations still require common standards, values and brand identities, but regional teams also need sufficient autonomy to respond effectively to the markets they understand best. Technology will continue to support this evolution. Artificial intelligence, analytics and automation can provide leaders with deeper visibility into operations, workforce patterns and customer behaviour, enabling better informed decisions across international businesses. Yet technology remains an enabler rather than a substitute for leadership. Employees continue to respond to qualities that algorithms cannot easily replicate: empathy, judgement, trust and authentic human relationships. Adaptability in an uncertain world Global organisations are operating against an increasingly complicated backdrop. Economic volatility, regulatory change, supply chain disruption and rapidly shifting consumer expectations can all affect businesses across multiple markets simultaneously. Effective leaders will need to respond quickly without creating instability within their organisations. Resilience does not mean ignoring uncertainty; it means preparing for different outcomes, encouraging innovation and creating cultures in which employees feel empowered to contribute solutions when circumstances change. Workforce expectations are changing at the same time. Younger generations increasingly expect employers to demonstrate purpose, inclusion and responsibility alongside commercial ambition, expanding the definition of successful corporate leadership beyond financial performance alone. Sustainability, ethical decision making and responsible growth are consequently becoming integral to international strategy. Organisations that consider their broader impact on employees, communities

LEADERSHIP NEWS

LEADING ACROSS BORDERS W/ DAN VETRAS and the environment can strengthen relationships with customers, investors and partners while creating a more sustainable platform for long-term growth. Developing the next generation Preparing future executives for this environment will become equally important. International experience, mentoring, cross-cultural development and exposure to different markets can all help emerging leaders understand the realities of managing increasingly connected organisations. Leadership teams incorporating a broader range of backgrounds and experiences may also be better equipped to recognise changing global dynamics and identify opportunities that more homogeneous teams might overlook. Ultimately, the leaders shaping the future of international business will not be defined by where they are based. Their success will depend on their ability to unite people with different experiences, perspectives and cultures behind a common objective.

A global vision for 2026 Leading across borders is no longer a capability required only by the world's largest multinational corporations. Digital connectivity, international supply chains and globally distributed workforces mean businesses of almost every size are becoming more exposed to international markets. The strongest leaders will understand that global success is built ultimately on relationships. They will combine commercial ambition with cultural understanding, embrace technological progress without losing human connection and create organisations in which people feel empowered to contribute regardless of their location. In 2026, leadership will increasingly be measured not simply by results, but by the ability to inspire collaboration across cultures and borders. The organisations that succeed will be those led by people capable of seeing beyond geography and recognising that their greatest international advantage remains the people responsible for turning a global vision into reality. Business Enquirer Magazine

AI IN MARKET FORECASTING TO WATCH IN 2026 P redicting what comes next has always been one of business’s most valuable — and most difficult — capabilities. Organisations have traditionally relied on historical performance, market research, consumer surveys and expert analysis to anticipate changes in demand and guide strategic decisions. Artificial intelligence is now beginning to reshape that process, bringing unprecedented speed and analytical capability to market forecasting.

In 2026, AI-powered forecasting is set to become an increasingly important tool for organisations attempting to navigate uncertainty. Rather than simply examining what has already happened, advanced systems can analyse enormous quantities of information to identify emerging patterns, evaluate potential scenarios and provide earlier indications of where markets may be heading. As consumer behaviour becomes more dynamic and businesses encounter increasingly complex sources of data, the ability to interpret information rapidly represents a significant competitive advantage. The organisations that 16

Business Enquirer Magazine

integrate artificial intelligence successfully will have an opportunity not simply to react to market developments faster, but potentially to recognise them before competitors do. Moving beyond traditional forecasting For decades, forecasting has depended heavily on historical data and established research methodologies. These remain valuable, but the pace of modern markets is increasingly challenging models built primarily around looking backwards. Consumer preferences can shift rapidly in response to economic conditions, technology, cultural trends, social media or unexpected global events. Traditional research may take considerable time to collect and interpret, leaving businesses responding to behaviour that has already begun to change. Artificial intelligence provides a different approach. Modern systems can analyse information from multiple sources simultaneously, identifying relationships between customer behaviour, transactions, online activity, wider market

INNOVATION NEWS

movements and economic indicators. By continually processing new information, organisations can begin moving from periodic analysis towards a more dynamic model of decision making. The question consequently changes from simply understanding what happened previously to considering what may happen next. Forecasting becomes an evolving process combining predictive modelling, real-time information and continuous learning. The power of predictive intelligence Predictive intelligence sits at the centre of this transformation. Algorithms capable of recognising patterns within large datasets are giving organisations new ways to assess future demand, manage risk and identify opportunities. The applications extend across almost every industry. Retailers can analyse

buying patterns to anticipate demand and improve inventory management, while financial institutions can evaluate market behaviour and emerging risks. Manufacturers can use forecasting to understand future requirements and strengthen supply chain planning, while technology businesses can monitor innovation patterns and changing customer expectations. One of AI’s greatest strengths is its ability to identify relationships that may not immediately be apparent to human analysts. A minor change in online conversation, purchasing behaviour or customer sentiment might appear insignificant in isolation, yet when combined with other signals it can reveal the beginnings of a wider market trend. For executives, the opportunity is not to remove human judgement from decision making but to strengthen it. AI can process information at a scale and speed Business Enquirer Magazine

that people cannot realistically match, while experienced leaders provide context, commercial understanding and the ability to interpret why particular changes may be taking place. REAL-TIME INSIGHT Speed is one of the most important advantages AI brings to forecasting. In rapidly changing industries, businesses can no longer depend exclusively on quarterly reports or annual reviews to understand current market conditions. AI-powered tools can continuously monitor relevant information, allowing organisations to identify developing patterns and adjust strategies more quickly. This becomes particularly valuable during periods of uncertainty, when economic pressures, regulatory changes or global events can influence consumer and business behaviour with little warning. Early visibility does not eliminate uncertainty, but it can give decision makers more time to respond. Organisations capable of recognising changing conditions before competitors may be better positioned to manage risks, redirect resources or capture new opportunities. Forecasting is also likely to become increasingly granular. Rather than relying primarily on broad assumptions about entire markets, businesses will be able to develop increasingly detailed insights around particular customer groups, geographies, products and commercial objectives. The human side of ai For all its analytical sophistication, artificial intelligence cannot explain every market movement. Customer decisions are influenced by cultural, social and emotional factors that are difficult to capture through data alone. An algorithm might identify an unexpected change in consumer 18

Business Enquirer Magazine

behaviour, for example, but understanding the motivations behind that movement often requires human insight. The future of forecasting will therefore be shaped less by competition between people and technology than by increasingly sophisticated collaboration between the two. Leaders able to ask appropriate questions, challenge assumptions and interpret results within a wider commercial context will gain considerably more value from AI than organisations that simply accept algorithmic outputs at face value. Trust will also become fundamental. AIgenerated forecasts are only as reliable as the information, assumptions and systems underpinning them. As adoption increases, businesses will need to pay closer attention to data quality, privacy, algorithmic bias and transparency while ensuring that powerful analytical capabilities are deployed responsibly. Reshaping business strategy The impact of AI forecasting extends beyond improving the accuracy of predictions. It has the potential to change the way businesses think about strategy itself. Traditional long-term planning often involved selecting a likely scenario and adjusting strategy as new information became available. AI can help organisations evaluate multiple possibilities simultaneously, stresstesting assumptions and considering how different circumstances could affect performance. This supports a more agile approach to strategic planning, allowing executives to make informed decisions without waiting for absolute certainty. Opportunities can be evaluated more rapidly, risks explored from different perspectives and strategies adjusted as markets evolve. Across sectors including healthcare, finance, manufacturing, retail and technology, this capability is becoming

INNOVATION NEWS

HOW TO USE AI TO ANALYZE & TRADE STOCKS IN 2026 particularly valuable as innovation cycles accelerate and disruption becomes more difficult to predict. Building the right foundations Technology alone, however, will not determine which organisations benefit most from intelligent forecasting. Successful implementation also requires people who can interpret AI-generated insight and connect it effectively with commercial strategy. Strong data foundations are equally important. Poor quality or fragmented information can undermine sophisticated forecasting tools, making data governance and management increasingly central to AI adoption. The businesses that gain the greatest advantage are therefore likely to be those treating AI forecasting as a longterm organisational capability rather than another standalone technology investment. It needs to sit within a wider culture of curiosity, innovation and evidence-led decision making.

Forecasting with greater confidence Artificial intelligence is transforming forecasting from a largely retrospective analytical discipline into an increasingly dynamic strategic capability. In 2026, organisations that successfully combine advanced technology with human expertise will be better equipped to understand customers, anticipate market movements and respond to uncertainty. The objective will never be to predict every outcome perfectly. Markets are too complex, and human behaviour too unpredictable, for absolute certainty. Instead, intelligent forecasting offers organisations the opportunity to become more prepared, more adaptable and more confident when circumstances change. As the technology continues to evolve, its greatest value may ultimately lie not in telling businesses exactly what the future will look like, but in giving them the insight required to respond intelligently to whatever comes next. Business Enquirer Magazine

GLOBAL TRADE AND GEOPOLITICS TO WATCH IN 2026 T he global economy is entering another period of significant transformation. Shifting alliances, changing trade relationships, technological competition and evolving national priorities are reshaping the environment in which international businesses operate.

Globalisation continues to connect economies, organisations and consumers, but the rules governing international commerce have become considerably more complicated. In 2026, commercial decisions will increasingly intersect with geopolitical developments, influencing everything from supply chains and investment strategies to technology adoption and market expansion. For business leaders, understanding this wider environment is becoming a strategic necessity. Commercial performance remains essential, but success in international markets will also depend on the ability to anticipate disruption, understand geopolitical risk and create organisations capable of adapting when established assumptions change. 20

Business Enquirer Magazine

MARKETS NEWS A changing global trade landscape For much of the modern era, international supply chains were designed primarily around efficiency and cost. Businesses expanded across borders to access larger markets, specialist expertise and lower production costs, creating complex networks connecting manufacturers, suppliers and customers around the world. Recent disruptions have highlighted the vulnerabilities within these systems. Political tensions, logistical challenges, regulatory change and interruptions to production have encouraged organisations to reconsider how their global operations are structured. Rather than abandoning international trade, many companies are moving towards a more balanced model in which resilience carries greater strategic weight. Diversification, visibility and flexibility are increasingly being considered alongside cost efficiency when decisions are made about suppliers and production locations. This is encouraging companies to build relationships across multiple regions rather than becoming excessively dependent on individual suppliers or markets. Digital tools are also providing greater visibility across international operations, allowing executives to identify vulnerabilities earlier and make more informed decisions about where future risks may emerge. In this environment, the ability to adapt quickly may prove more valuable than attempting to construct a supply chain optimised exclusively for today’s conditions. Geopolitics moves into the boardroom Political developments have always influenced business, but the relationship between geopolitics and corporate strategy has become increasingly difficult to separate. Government policy, international

relationships and regional tensions can influence access to resources, technology, investment and markets. For multinational organisations in particular, geopolitical awareness is becoming an increasingly important part of strategic leadership. Executives must now consider not simply where growth opportunities exist but how political developments could affect their long-term viability. Trade policy, regulation, diplomatic relationships and national industrial strategies can all change the commercial environment, sometimes rapidly. This means traditional economic indicators tell only part of the story. Understanding political trends and international relationships is becoming increasingly important alongside conventional analysis of financial performance and consumer demand. The strongest global organisations will therefore be those capable of combining commercial ambition with a sophisticated understanding of the environments in which they operate. The rise of strategic supply chains Supply chains have become one of the clearest examples of this shift. Highly concentrated production networks can deliver significant efficiencies, but they can also expose organisations to substantial disruption when circumstances change. As a result, manufacturers and global businesses are increasingly investigating regional production, alternative suppliers and closer strategic partnerships. The objective is not necessarily to duplicate every element of the supply chain, but to develop enough flexibility to continue operating when one part of the network comes under pressure. This transformation is also creating opportunities for markets seeking to attract manufacturing and logistics investment. Locations offering Business Enquirer Magazine

infrastructure, skills, political stability and access to customers may gain from businesses seeking greater geographical diversity within their operations. Technology is accelerating the transition. Artificial intelligence, automation and analytics can give companies better visibility across suppliers, inventory, transport and demand, helping them anticipate potential problems before they become operational crises. The next generation of supply chains will therefore be judged not simply by how efficiently products move around the world, but by how intelligently networks respond when conditions change. Technology and economic competition Technology has also become an increasingly important dimension of international economic competition. Governments and businesses are investing heavily in artificial intelligence, advanced manufacturing, digital infrastructure and other strategic technologies capable of influencing future productivity. Technological capability is consequently becoming closely associated with national competitiveness. Access to infrastructure, innovation, specialist skills and data can shape the attractiveness of individual markets and influence where businesses decide to invest. For companies, this provides significant opportunities but introduces new complexities. Emerging technology can improve productivity, unlock markets and transform business models, yet organisations must also contend with different regulatory regimes, standards and data requirements across jurisdictions. Understanding the relationship between technology, policy and international trade will therefore become increasingly important during 2026, particularly for organisations operating across multiple markets. 22

Business Enquirer Magazine

Emerging markets, emerging opportunities Despite greater uncertainty, international markets continue to offer substantial opportunities for growth. Expanding middle classes, rising digital adoption and investment in infrastructure are creating possibilities across a wide range of emerging economies. However, successful expansion requires more than identifying attractive economic forecasts. Local regulation, consumer behaviour, culture and established relationships all influence whether an international strategy succeeds. Businesses that approach new markets with a willingness to adapt rather than simply replicate strategies developed elsewhere are likely to be better positioned for sustainable growth. Local partnerships and expertise can be particularly valuable, providing insights that are difficult to acquire from a distance. The next chapter of global growth is unlikely to be dominated by one market or region. Opportunities will emerge across different economies, requiring organisations to remain flexible in how they allocate capital and build partnerships. Building economic resilience Economic uncertainty will remain another important consideration. Inflation, interest rates, currency movements and shifting consumer confidence can create significantly different conditions across international markets. Businesses cannot control these forces, but they can improve how effectively they respond. Strong financial planning, operational flexibility and scenario modelling can give companies greater capacity to absorb disruption without abandoning longer-term strategic objectives. Resilience is therefore becoming less about recovering after a crisis and more

MARKETS NEWS

GLOBAL POLITICAL PRESSURES ARE RESHAPING MARKETS IN 2026

about designing organisations capable of functioning through prolonged periods of change. A new era of global leadership This environment places new demands on executives. Leaders need to think internationally while remaining attentive to local realities, balancing growth ambitions with risk management and understanding how political, economic and technological developments interact. Strong relationships will become increasingly important. Collaboration between businesses, suppliers, governments and communities can help organisations navigate complexity, access expertise and identify opportunities that may not be visible in isolation. The companies that succeed will not necessarily be those with the largest international footprint. Scale provides advantages, but adaptability, information

and sound judgement are becoming equally important. Navigating the new global economy Global trade will remain one of the defining forces of the world economy in 2026, but the way organisations participate in it continues to evolve. Geopolitical awareness, resilient supply chains, technological capability and strategic flexibility are becoming central considerations for internationally focused businesses. At the same time, changing markets and emerging partnerships continue to create significant opportunities for organisations willing to adapt. Future success will therefore be determined by more than simply operating across borders. It will depend on understanding how those borders are changing and building organisations capable of navigating them intelligently, responsibly and with a clear view of the risks and opportunities ahead. Business Enquirer Magazine

COMMODITIES AND ENERGY INSIGHTS TO WATCH IN 2026 G lobal industry is undergoing a fundamental transformation. Energy transition, resource security, changing demand patterns and technological innovation are reshaping commodities and energy markets, creating an environment in which traditional assumptions about supply, consumption and investment are being reassessed.

Throughout 2026, organisations across industrial sectors will continue navigating the sometimes competing priorities of resilience, sustainability, affordability and efficiency. Energy remains fundamental to almost every part of economic activity, while commodities underpin industries ranging from infrastructure and manufacturing to technology, transport and consumer goods. Understanding how these markets are evolving will therefore be important far beyond the traditional energy and resources sectors. The businesses best positioned for the years ahead will be those capable of adapting to changing market conditions, investing intelligently in technology and recognising the growing strategic importance of secure and responsible access to resources. 24

Business Enquirer Magazine

INDUSTRIES NEWS The Changing Energy Landscape Energy has always been fundamental to economic development, but the systems through which it is generated, distributed and consumed are undergoing significant change. The transition towards lower-carbon sources continues to influence corporate investment, government policy and industrial strategy. Organisations are under increasing pressure to improve efficiency and reduce emissions while maintaining the reliable and affordable energy supplies required to remain commercially competitive. Renewable generation, electrification and emerging energy technologies are consequently playing a greater role within the global energy mix. However, the transition is considerably more complex than simply replacing one source of energy with another. Governments and businesses must build systems capable of meeting rising demand while maintaining stability across increasingly diverse generation networks. This is particularly important for energy-intensive industries including manufacturing, transport, infrastructure and technology. Reliable supply remains fundamental to their competitiveness, meaning the future energy system must combine progress on sustainability with the practical requirements of economic growth. Achieving that balance will require collaboration between industry, policymakers, utilities and technology providers. Companies that understand these changes early will be better placed to manage risks while taking advantage of investment opportunities created by the transition. Commodities And The New Resource Economy Commodities remain the foundation upon which much of the global economy is built. Raw materials are essential to infrastructure, manufacturing and consumer products,

but their strategic importance is increasing as new technologies create demand for different resources. Materials used in batteries, renewable energy systems, electric vehicles and digital infrastructure have become particularly important. As demand increases, businesses and governments are paying closer attention to security of supply, longterm availability and the geographical concentration of critical resources. This shift is creating new opportunities throughout mining, processing, manufacturing and technology, while simultaneously increasing scrutiny of how commodities are sourced. Investors, customers and corporate partners increasingly expect organisations to demonstrate greater transparency across their supply chains. Environmental impact, working practices and responsible sourcing are consequently becoming important considerations when businesses evaluate suppliers and investment opportunities. Future commodity markets will therefore be shaped by more than the availability and price of resources. The ability to secure materials responsibly and build resilient supply relationships will become increasingly important to long-term competitiveness. Energy Security Takes Centre Stage Recent disruptions have also placed renewed emphasis on energy security. Reliable access to power is essential not simply to individual businesses but to wider economic stability, giving governments and organisations a strong incentive to reduce their exposure to supply shocks. Energy security increasingly involves building flexible systems rather than depending excessively on individual sources or suppliers. Businesses are examining how diversification, energy efficiency and alternative technologies can strengthen operational resilience. For energy-intensive organisations, Business Enquirer Magazine

these decisions can have a direct effect on competitiveness. Better energy management can help control costs, reduce exposure to market volatility and strengthen long-term operational planning. Technology is becoming increasingly valuable in this area. Advanced monitoring systems can provide greater visibility over consumption, while analytics can help organisations identify inefficiencies and predict future requirements. As energy markets evolve, the definition of value is consequently widening. Price remains critical, but security, predictability and resilience are becoming equally important considerations. Technology Drives Industrial Transformation Digital technology is transforming the way industrial businesses manage energy, resources and production. Artificial intelligence, automation and advanced analytics are giving organisations new tools through which to optimise operations, anticipate demand and improve productivity. Within energy systems, digital platforms are supporting increasingly complicated networks by monitoring performance and helping integrate multiple generation sources. Across manufacturing and other industrial sectors, connected systems can provide real-time information that allows businesses to respond more quickly when operating conditions change. The combination of digital innovation and sophisticated resource management is likely to become one of the defining characteristics of future industry. Companies capable of using data effectively can reduce waste, improve maintenance and potentially identify operational problems before they develop into costly disruptions. Technology alone, however, is not sufficient. Successful adoption requires skilled employees, effective 26

Business Enquirer Magazine

implementation and partnerships capable of translating technical potential into genuine commercial value. Sustainability As Business Strategy Sustainability is undergoing a similar transition. Once treated largely as a corporate responsibility initiative, it has become increasingly connected with investment, operational efficiency and long-term business strategy. Organisations across energy and commodities face particular scrutiny because their activities can carry significant environmental impacts. Investors, customers and regulators are increasingly interested in how businesses manage emissions, natural resources and supply chain responsibilities. Many companies are responding through cleaner technologies, greater resource efficiency and more sustainable sourcing practices. The strongest approaches are those capable of aligning environmental objectives with commercial benefits. Reducing waste and improving energy efficiency, for example, can lower environmental impact while simultaneously controlling operating costs. Strengthening supply chains can improve resilience while also supporting higher standards of transparency and responsible sourcing. During 2026, sustainability will therefore continue to influence investment decisions, partnerships and customer expectations. Businesses that incorporate it into mainstream strategy rather than treating it as an additional obligation may be better positioned to create lasting value. The Future Of Industrial Growth Industrial growth is becoming increasingly connected with innovation and adaptability. Traditional sectors are changing as new technologies, customer expectations and economic priorities alter the competitive environment.

INDUSTRIES NEWS

THE FUTURE OF GLOBAL ENERGY: INSIGHTS FROM THE 2026 STATISTICAL REVIEW Companies historically focused almost exclusively on production and efficiency must now consider wider questions around resilience, environmental performance and long-term resource availability. Operational excellence remains critical, but it must increasingly be combined with the ability to adapt. Leadership will play an important role in determining which organisations manage this transition successfully. Executives need to balance immediate operational requirements with investment in capabilities that may become increasingly important over the coming decade. Those able to identify emerging resource requirements, understand changing markets and respond before competitors may gain a significant advantage. Preparing For The Next Energy Era The relationship between industry, commodities and energy is entering a new phase. Global demand for resources continues to grow, yet the

way organisations approach production, consumption and sustainability is changing rapidly. Energy transition, resource security and technological advancement will create challenges, but they will also open substantial opportunities for investment, innovation and new business models. Organisations that strengthen supply chains, improve efficiency and embrace responsible practices will be better positioned to navigate this increasingly complex environment. Ultimately, the next era of industrial growth will not be defined simply by which companies have access to the greatest volume of resources. It will be shaped by how intelligently those resources are managed. As markets evolve, the strongest organisations will be those capable of balancing growth with resilience, efficiency with sustainability and technological innovation with responsible long-term decision making. Business Enquirer Magazine

TOP 10

TOP 10 INFLUENTIAL POLICY LEADERS A

s governments and institutions navigate economic uncertainty, technological disruption, climate pressures and shifting geopolitical alliances, effective policymaking has never carried greater weight. From national leaders shaping domestic priorities to influential figures guiding monetary, energy and international policy, these ten individuals are helping define the decisions that will influence economies, industries and societies around the world.

Business Enquirer Magazine

TOP 10 INFLUENTIAL POLICY LEADERS

ANDY BURNHAM

URSULA VON DER LEYEN

MARK CARNEY

Andy Burnham is the Prime Minister of the United Kingdom, having taken office in July 2026 after becoming Labour Party leader. Previously Mayor of Greater Manchester, Burnham has made regional growth, devolution and strengthening local economies central to his political agenda.

Ursula von der Leyen is President of the European Commission, a position she has held since 2019. She leads the EU’s executive branch, focusing on areas including economic growth, security, technology and Europe’s role on the global stage.

Mark Carney is the Prime Minister of Canada and the country’s 24th prime minister, having taken office in March 2025. A former Governor of the Bank of Canada and Bank of England, Carney has made economic growth, national security and strengthening Canada’s economy central to his government’s agenda.

NARENDRA MODI

XI JINPING

Narendra Modi is the Prime Minister of India and has served in the role since 2014. He began his third consecutive term in June 2024, with his government focusing on economic development, infrastructure, technology and national growth.

Xi Jinping is President of the People’s Republic of China and General Secretary of the Communist Party of China. He has served as China’s president since 2013 and also chairs the country’s Central Military Commission.

Business Enquirer Magazine

TOP 10

KAJA KALLAS

TERESA RIBERA

CHRISTINE LAGARDE

Kaja Kallas is the EU High Representative for Foreign Affairs and Security Policy and Vice-President of the European Commission. Appointed in December 2024, she leads EU foreign and security policy, chairs the Foreign Affairs Council and represents the EU on international issues.

Teresa Ribera is Executive Vice-President of the European Commission for a Clean, Just and Competitive Transition and Commissioner for Competition. She focuses on clean energy, climate policy, competitiveness and supporting Europe’s transition towards a sustainable and resilient economy.

Christine Lagarde is President of the European Central Bank, a position she has held since November 2019. She leads the ECB’s monetary policy for the euro area and plays a key role in maintaining price and financial stability across the eurozone.

MIATTA FAHNBULLEH Miatta Fahnbulleh is the UK Secretary of State for Energy Security and Net Zero, having been appointed to the role in July 2026. She is responsible for UK energy security, protecting consumers and supporting the country’s transition to net zero.

KRISTALINA GEORGIEVA Kristalina Georgieva is Managing Director of the International Monetary Fund, a position she has held since October 2019. She leads the IMF in supporting global economic stability, financial resilience and sustainable growth.

Business Enquirer Magazine

TOP 10 INFLUENTIAL POLICY LEADERS

Business Business Enquirer Enquirer Magazine Magazine

BUILDING THE FOUNDATIONS FOR AN AI-FIRST ENTERPRISE F

or many organisations, the rapid rise of artificial intelligence has created an urgent question: how quickly can it be deployed? For IBM’s Omar Syed, Lead Client Partner, SAP Leader UK&I at IBM Consulting, the more important question comes first: is the business genuinely ready for it?

PROJECT DIRECTED BY: JAMIE WAITE INTERVIEW CONDUCTED BY: ANNE MARIE HAGERTY

In conversation with Business Enquirer journalist Anne Marie Hagerty, Syed explored how IBM’s long-standing relationship with PepsiCo has demonstrated that enterprise AI does not begin with algorithms, agents or automation. Instead, it starts with the less glamorous but far more important foundations of clean data, harmonised processes and a technology environment capable of supporting intelligence at scale. Through years of transformation, IBM and PepsiCo have worked to turn a complex, fragmented technology estate into a connected global platform, creating the conditions for AI to move beyond isolated pilots and become an increasingly integrated part of everyday business operations.

Buisness Enquirer Magazine

That journey entered a defining phase in 2019, when PepsiCo embarked on an ambitious programme to modernise systems and processes that had developed market by market and function by function over decades. “Like most enduring partnerships, it began with a problem that needed solving,” Syed explains. “PepsiCo were looking to modernise their fragmented processes and technology estate that had grown market by market, function by function over decades.” IBM brought extensive SAP capabilities alongside deep consumer-products expertise, but Syed believes another characteristic proved equally important: a willingness to take responsibility for outcomes rather than simply deliver individual components. The scale of the challenge was considerable. PepsiCo was seeking to create a globally designed operating model spanning major markets and functions, from planning through to financial reporting.

IBM & PEPSICO AI & TECHNOLOGY

Business Enquirer Magazine

“The discipline of adopting industry-standard processes rather than customising everything is what kept a programme of this scale on time and on budget”

OUR INTERVIEW WITH OMAR SYED, LEAD CLIENT PARTNER, SAP LEADER UK&I AT IBM 34

Buisness Enquirer Magazine

IBM & PEPSICO AI & TECHNOLOGY In the UK alone, Syed says 13 legacy systems were retired, with a similar number removed in Poland during the programme’s first wave of go-lives. Crucially, the transformation was not simply imposed on the organisation. PepsiCo assembled around 300 subject-matter experts and 34 global process leaders to help co-design the solution, ensuring that the business itself played a central role in shaping the platform. That collaboration also created something that would become significantly more valuable several years later: a trusted and harmonised data foundation. Syed points to a long-held IBM philosophy articulated by CEO Arvind Krishna: AI can only deliver meaningful enterprise value when it sits on top of reliable, connected data. Rather than beginning with a blank sheet of paper, IBM brought a preconfigured food and beverage solution based on SAP best practices and consumer-industry standards. This provided the programme with a functioning starting point while helping IBM and PepsiCo adopt what Syed describes as a “why not standard?” mentality. Instead of customising technology around every historic way of working, the organisations challenged themselves to adopt recognised industry-standard processes wherever possible. That discipline, Syed says, became crucial to delivering a transformation of such scale. Building for what came next When the programme began in 2019, artificial intelligence had not yet become the dominant boardroom conversation it is today. The immediate priority was operational excellence: consolidating systems, standardising processes and creating a common operating platform across PepsiCo’s major markets.

The standardisation of data models, processes and financial structures was therefore not simply good ERP practice. It was preparation for a future in which intelligent systems would increasingly depend on that information. “We knew the AI layer was coming at some point,” Syed says. “And we built the foundation to receive it.” He recalls a phrase used in an earlier Business Enquirer interview that captures the philosophy particularly well: When generative AI and enterprise AI subsequently accelerated, PepsiCo did not have to begin the laborious process of rebuilding its information architecture from scratch. The foundations were already in place. That distinction, Syed argues, is what allows businesses to progress beyond experimentation. “PepsiCo didn’t have to retrofit all of their data estate,” he says. “It was ready. They were able to move beyond just AI pilots because the data underneath them was actually connected.” Business Enquirer Magazine

From operations to intelligence

One global language

Syed describes the IBM and PepsiCo relationship as having evolved through three broad chapters.

Asked what achievement makes him most proud, Syed points not towards a particular piece of technology but towards the foundation created beneath it.

The first centred on business operations, with IBM supporting processes and developing detailed institutional knowledge of PepsiCo’s systems. The second was transformation: reimagining the way the enterprise operated across areas including finance and supply chain. Now comes the third chapter: intelligence. The clean data foundation established through the previous transformation is increasingly being converted into AIenabled capabilities. It is an evolution that also demonstrates why Syed believes successful technology partnerships depend upon something that cannot be written into a software specification: trust. One example came when the original global deployment was estimated to take around a decade. PepsiCo challenged IBM and SAP to find a way of achieving it in five years. For Syed, that was indicative of a relationship that had moved beyond a conventional customer-vendor dynamic. IBM, PepsiCo and SAP returned to the deployment strategy and collaboratively found a new path forward. Then came an even more dramatic challenge. Not long after the programme began, COVID-19 fundamentally changed the operating environment. Teams were forced into remote delivery, supply chains experienced extraordinary disruption and employees across different time zones had to continue managing a major live transformation under unprecedented circumstances. The programme continued. More importantly, Syed says the relationship emerged stronger. 36

Buisness Enquirer Magazine

For a global consumer business such as PepsiCo, future growth increasingly depends on the ability to launch products faster, manage inventory more effectively, react quickly to changing demand and operate consistently across multiple markets. The platform developed through the transformation supports all four. Markets can increasingly operate using common data structures, process definitions and key performance indicators, creating what Syed effectively describes as a shared language across the enterprise. It is this consistency that opens the door to AI applications in areas including demand forecasting, procurement and supply-chain planning. There is also a human dimension. Once employees trust the underlying data and begin to see intelligent technology improving their work rather than threatening it, Syed believes adoption changes fundamentally. Instead of organisations constantly pushing new tools towards employees, demand begins to come from the workforce itself. The transformation therefore invested heavily in PepsiCo subject-matter experts and super users from the outset, developing people who could become long-term custodians of the platform rather than temporary contributors to a technology project. “That’s how you sustain a transformation rather than just deliver it,” Syed says. From AI that advises to AI that acts With the technological backbone established, the next phase promises to be considerably more intelligent.

IBM & PEPSICO AI & TECHNOLOGY Syed sees several major changes emerging over the next five to ten years, beginning with the transition from AI-generated insight to AI-generated action. Today, intelligent systems predominantly tell people what they should consider doing. Increasingly, agentic AI will be capable of carrying out activities itself within predetermined controls. For PepsiCo, Syed suggests this could eventually encompass activities such as rebalancing inventory, triggering replenishment or adjusting trade promotions with retailers. Human decision-makers would remain central, but their role would increasingly focus on establishing objectives, controls and guardrails rather than manually pulling every operational lever. A second shift will come through personalisation. Consumer-goods companies have traditionally marketed towards demographic or behavioural segments containing thousands or millions of people. AI could increasingly make it possible to engage consumers on an almost individual basis. Meanwhile, supply chains are likely to become progressively more selfoptimising, continuously sensing changes in demand, simulating potential scenarios and replanning accordingly. Yet Syed believes there is another dimension that receives considerably less attention. People. “Those changes need people to work differently,” he says. “Not just use new tools, but adopt new behaviours, new decision-making instincts and new ways of collaborating with AI agents.” IBM consequently treats workforce strategy as a formal workstream within major transformation programmes, mapping how individual business roles could change and identifying the behaviours employees will need in an AIenabled environment.

“The best work I’ve seen in my career has happened when nobody in the room cared who got the credit.” For Syed, the organisations that manage this successfully will not merely implement technology on schedule. They will continue creating value from it long after implementation. The new constraint As artificial intelligence becomes more powerful, Syed expects one of the biggest obstacles to adoption to shift. If intelligent systems begin making increasingly significant operational decisions, companies will need confidence in how those decisions are reached. Are the models fair? Are they secure? Can their actions be governed? Can the organisation understand and control what they are doing? For a business serving hundreds of millions of consumers, those questions become particularly significant It is here that Syed sees IBM’s role evolving alongside the technology itself: combining enterprise platforms with governance frameworks and decades of experience operating mission-critical systems. “Our job fundamentally is to help clients go faster safely,” he says. The principles demonstrated through PepsiCo could consequently extend well beyond the consumer-goods industry. Business Enquirer Magazine

PepsiCo: Turning Transformation into Intelligent Operations For a global business operating across multiple markets, supply chains and consumer categories, consistency can become a competitive advantage. PepsiCo’s transformation with IBM has focused on creating exactly that: a more connected operating model capable of supporting faster decisions, smarter planning and increasingly intelligent operations. The programme entered a defining phase in 2019, when PepsiCo began modernising a technology estate that had developed market by market and function by function over decades. Working with IBM and SAP, the company set out to simplify that environment, standardise processes and create a more consistent data foundation across the business. In the UK alone, 13 legacy systems were retired, with a similar number removed in Poland during the programme’s early stages. PepsiCo also brought together around 300 subject-matter experts and 34 global process leaders to help shape the solution, ensuring the transformation was developed with the business rather than imposed upon it. That involvement has been critical to creating a platform that is not only more efficient, but increasingly capable of supporting AI at scale. For PepsiCo, the value of that consistency can be seen across areas such as demand forecasting, procurement and supply-chain planning. A more harmonised environment enables different markets to work from common data structures, process definitions and performance measures, making it easier to respond to changing demand and manage operations across a complex global organisation. “When you have that consistency, AI stops becoming a pilot and becomes an operating capability.” The impact is particularly significant within the supply chain.

As AI capabilities continue to mature, PepsiCo could increasingly move from using intelligent systems to provide recommendations towards allowing them to support or carry out operational actions within defined controls. That could include rebalancing inventory, triggering replenishment or helping adjust trade promotions in response to changing market conditions. The longer-term opportunity is a supply chain that becomes progressively more responsive and self-optimising, continuously sensing demand, modelling different scenarios and adapting plans as circumstances change. Yet the transformation is not simply about systems. PepsiCo’s decision to involve subject-matter experts and super users from the outset has also helped create long-term knowledge and ownership within the organisation. As AI becomes more embedded in everyday operations, that human element will become increasingly important. Employees need to understand and trust the information behind intelligent systems, while also adapting how they make decisions and work alongside new technologies. “Once people trust the data and they see AI making their work better rather than threatening it, adoption becomes a pull rather than a push.” That combination of technology, data and workforce readiness could also support PepsiCo in areas beyond traditional operations. The same foundations have the potential to contribute to sustainability priorities including water, packaging, emissions and regenerative agriculture, where large volumes of operational data can help identify efficiencies and improve decision-making. For PepsiCo, the significance of the transformation is therefore not simply that it has modernised legacy technology. It has created a more consistent global foundation from which the business can operate, adapt and increasingly apply AI where it delivers practical value. As enterprise AI moves from experimentation towards everyday operations, PepsiCo’s experience shows that the competitive advantage may not come from adopting the newest technology first, but from having the right foundations in place to use it effectively.

Businesses separating from parent companies, organisations rebuilding their digital infrastructure and companies in highly regulated industries increasingly face similar challenges around global supply chains, information consistency and AI readiness. Syed’s prescription is deceptively straightforward: establish a clean data foundation, harmonise processes and only then layer artificial intelligence on top with appropriate governance. High ambition, low ego Technology occupies much of Syed’s professional world, but his approach to leadership is distinctly human. “My leadership philosophy is quite simple,” he says. “It’s high ambition, low ego.” For Syed, effective leadership begins with clarity. In a programme involving hundreds of people across multiple countries, employees should never have to guess what success looks like. The leader’s responsibility is therefore to remain relentlessly clear about the destination while allowing teams flexibility over the route they take to reach it. His second principle is psychological safety around experimentation. “If people are punished for intelligent failures, you’re going to get compliance and not innovation.” The rapid shift to remote working during the pandemic demonstrated this particularly clearly. Teams had to rethink complex global delivery almost overnight, something Syed believes could only happen because people felt able to experiment and adapt. His third principle becomes most important when circumstances deteriorate. “Leadership is most visible when things aren’t going well,” he says. When programmes are under pressure, clients are frustrated or teams are 40

Buisness Enquirer Magazine

“Credibility isn’t built when things are going well. It’s built on how you respond when they aren’t.” exhausted, Syed believes leaders have to be visible, calm and transparent. It is a philosophy shaped partly by watching another leader respond to a troubled transformation earlier in his career. The programme was behind schedule, client confidence was declining and the delivery team was under significant pressure Rather than attempting to deflect responsibility, the leader stood in front of the client, acknowledged the situation and rebuilt the recovery plan openly. The experience left Syed with a lesson he has carried throughout his career. Learning in public Working across countries and cultures has provided another important lesson. Technology itself may increasingly be standardised, but implementing it remains, in Syed’s words, “a deeply human experience”. Behaviours, expectations and working practices differ significantly between markets, making it important for global organisations to listen before prescribing solutions. The arrival of AI has demanded another form of adaptability from leaders themselves. Syed describes having to “learn in public”: remaining curious about technologies that did not exist when he

IBM & PEPSICO AI & TECHNOLOGY began his career and being willing to ask questions that might occasionally sound basic. Rather than viewing that as a weakness, he considers it one of the most important behaviours modern leaders can demonstrate. For those beginning their careers, his advice follows three themes: understand the business rather than focusing solely on technology, build a reputation around delivery, and remain curious beyond the point of comfort. “There are many strategy decks out there,” he says, “but people who successfully execute are much rarer.” Disrupting before being disrupted The same philosophy of continual reinvention can be applied to IBM itself. At more than a century old, IBM has survived numerous generations of technological change. Syed argues that longevity has depended on the company’s willingness to disrupt its own business before someone else does. Alongside contemporary investments in hybrid cloud and AI, he points towards longer-horizon areas including quantum computing, materials science and AI safety.

“Leaders who last are the ones who are still learning in public without embarrassment at every stage of their career.””

Many of those investments may take years to reach their full commercial potential, but maintaining that long-term innovation pipeline is part of what has allowed IBM to repeatedly reinvent itself. The other crucial source of insight is proximity to clients. IBM’s early warning system, Syed says, is not simply a trends report. It is the thousands of engagements taking place with enterprises around the world. When teams are operating supply chains, supporting finance functions and deploying technology inside major businesses, shifts in the market can often be felt through the work itself before they become visible elsewhere. IBM has also sought to demonstrate its technologies Business Enquirer Magazine

OUR INTERVIEW WITH OMAR SYED, LEAD CLIENT PARTNER, SAP LEADER UK&I AT IBM 42

Buisness Enquirer Magazine

IBM & PEPSICO AI & TECHNOLOGY internally, an approach Syed refers to as becoming “client zero”. He says IBM has generated $4.5 billion in run-rate savings over the previous three years and deployed more than 150 generative AI agents into production at scale within 18 months. “These are not marketing claims,” he says. “These are proof points that show that what we can tell our clients, we’ve done to ourselves as well.” Becoming invisible Looking ahead, Syed’s ambition for the IBM and PepsiCo partnership is somewhat paradoxical. He wants it to become less visible. Far from suggesting that the relationship should diminish, he believes the most successful technology eventually disappears into the everyday operation of an organisation. The ultimate goal is for the platform underpinning PepsiCo to become an almost invisible nervous system, continuously sensing, deciding and learning without the organisation having to consciously think about the technology beneath it. Agentic AI represents one opportunity, with intelligent systems potentially

operating across supply chain, procurement and consumer engagement under robust governance. Sustainability represents another. Syed sees scope for the same data foundation to support areas including water, packaging, emissions and regenerative agriculture, challenges that increasingly become questions of optimisation at enormous scale. Looking further into the future, hybrid cloud and quantum-accelerated computing could eventually help address highly complex problems in logistics, formulation and packaging materials. Yet Syed ultimately believes the significance of the PepsiCo story extends beyond either company. It provides a potential blueprint for how a global enterprise can harmonise its data, create an AIready foundation and deploy intelligent technology at scale without sacrificing agility. As businesses everywhere race towards an AI-enabled future, the lesson from PepsiCo’s experience is that the organisations most capable of exploiting tomorrow’s technologies may be those concentrating hardest on getting the fundamentals right today.

www.ibm.com/consulting

Business Enquirer Magazine

TRUST, NOT VOLUME

HOW J COFFEY IS BUILDING ITS DATA CENTRES AND ENERGY BUSINESS Business Enquirer speaks with Eva Robson, Business Development Director at J Coffey, about the relationships behind the company’s work across the UK and Europe and what sustainable growth looks like at scale.

ur growth has never been driven by chasing volume," says Eva Robson, Business Development Director at J Coffey. "It's been driven by building trust and then delivering on that trust." That principle runs through every stage of the company's expansion — from its roots as a UK civil engineering contractor to its current position at the centre of Europe's data centre and energy boom.

Business Enquirer Magazine

J COFFEY CONSTRUCTION PROJECT DIRECTED BY: THOMAS HARDY ARTICLE WRITTEN BY: ZAAKIRAH EBRAHIM

Business Enquirer Magazine

A Foundation Built on Repeat Business As Business Development Director, Robson's role is to build and maintain strategic client relationships while shaping the long-term growth of J Coffey's Data Centres & Energy division — working closely with clients, consultants and supply chain partners to anticipate where markets are heading. Founded by James Coffey in 1991, J Coffey Group has grown into a £185 million 46

Business Enquirer Magazine

turnover business operating across five specialist divisions: J Coffey Construction, J Coffey Infrastructure, J Coffey Data Centres & Energy, J Coffey Fire & Builderswork, and BethMar, all supported by J Coffey Plant, delivering projects throughout the UK and Europe. That growth, Robson says, has been built on repeat business, technical excellence and trusted relationships — recognised recently through a Best Specialist Contractor win at the Construction News Life Sciences Awards and a high

J COFFEY CONSTRUCTION

OUR INTERVIEW WITH EVA ROBSON, BUSINESS DEVELOPMENT DIRECTOR AT J COFFEY GROUP

commendation in the Concrete Society Awards for the UCL Student Centre project. "My role is less about selling projects," she says, "and more about creating long-term partnerships that allow us to grow sustainably alongside our clients." Following Clients Into Ireland and Europe J Coffey's move into Ireland in 2015 was, in Robson's words, entirely client-led. "We didn't expand into Europe for the sake of

expansion, we followed trusted clients and delivered where they needed us." Mace were expanding their presence in Ireland through the development of Meta's Data Centre Campus and brought J Coffey in as part of a trusted supply chain — a project Robson describes as a defining moment for the business. Delivered across multiple phases, the Meta project saw J Coffey take on extensive civil engineering, utility and structural concrete packages: hundreds of kilometres of ducting, major earthworks, Business Enquirer Magazine

Business Enquirer Magazine

J COFFEY CONSTRUCTION utility infrastructure, hard landscaping, and large structural concrete programmes. Across six phases over three years, the work was worth more than €200 million and gave the company extensive experience constructing hyperscale facilities. From there, J Coffey expanded into Denmark, delivering a hyperscale data centre near Copenhagen for Exyte. Today J Coffey’s footprint extends further into mainland Europe, with live projects in the Netherlands and Germany alongside continued growth across the UK. In House Expertise Robson is clear that J Coffey's move into hyperscale facilities did not require reinventing the business. "The data centre market didn't change who we were," she says. "It amplified capabilities we'd already spent decades developing." Before taking on hyperscale work, the company had already built significant expertise in complex civil engineering, utilities and structural alterations, along with smaller data centre packages — giving them strong technical foundations in programme certainty, quality assurance, Contractor’s Design Portion (CDP), and sequencing methodologies. What distinguishes J Coffey within the sector today, Robson says, is a selfdelivery model underpinned by an engineering-led culture. "We're engineers," she says simply. The company provides project management, pre-construction services, civil engineering, structural works, its own plant and workforce, temporary works design and BIM coordination under one roof, with site teams led by engineers who understand both design intent and buildability, enabling faster decisions and greater programme certainty. That extends to close collaboration with MEP contractors, reflecting the reality that power, cooling and operational resilience now drive modern data centre construction.

Reducing Interfaces, Increasing Certainty "Integration creates certainty, and certainty is incredibly valuable on a data centre project," Robson explains. With more interfaces on a project comes greater potential for delays and coordination issues, a risk J Coffey addresses through in-house BIM capability that supports design coordination and clash detection early in the process. The company regularly supports clients through Early Contractor Involvement (ECI) and Pre-Construction Services Agreements (PCSA), refining designs for buildability before construction begins. On the recently completed Park Royal data centre, Robson says this integrated BIM approach significantly reduced risk and improved programme certainty. The Shift Towards Power-Enabled Infrastructure “Power availability is now one of the defining challenges facing data centre growth,” Robson says, “and it’s reshaping what clients expect from their construction partners. The conversation, she explains, is no longer just about building data centres. It is about delivering the power-enabled infrastructure needed to support them. Substations, energy centres, battery storage and associated civil works are now critical parts of many projects. Clients want to understand not only how power will reach a site, but also how resilience and future expansion will be achieved. Clients are also seeking larger, more integrated packages with fewer interfaces and greater accountability, a shift that plays to J Coffey's combined data centre and energy capability. On their Park Royal project, for example, the company delivered both the data centre construction and the substation build, including basements, substructure works, steel frames, precast stair cores, and building envelope works. The growing complexity of power-integrated data Business Enquirer Magazine

Tarmac construction materials - partners to deliver the best... Our partnership with J Coffey is built on collaboration, trust, and a shared commitment to delivering successful projects. From the outset, the team creates an open and transparent working environment where challenges are addressed proactively, communication is clear, and everyone remains focused on achieving the best possible outcomes. What makes J Coffey stand out is their genuinely collaborative approach. They treat suppliers and partners as an extension of their own team, fostering strong relationships built on mutual respect, aligned goals, and a commitment to continuous improvement. This way of working enables us to deliver value through flexibility, responsiveness, and a shared focus on project success. J Coffey consistently demonstrates a strong understanding of project requirements and site

challenges, working closely with stakeholders to develop practical, effective solutions. Whether planning, adapting to changing requirements, or managing complex site conditions, their team brings professionalism, integrity, and a solutions-focused mindset to every project. We greatly value our relationship with J Coffey and the trust they place in us. Their commitment to partnership, collaboration, and long-term success makes them an outstanding organisation to work alongside, and we look forward to continuing to achieve great outcomes together. Together we will continue to help reinvent the way our world is built. www.tarmac.com

Delivering the best J Coffey and Tarmac Construction collaboration that targets sustainable outcomes, safe practice and effective design.

Buisness Enquirer Magazine

J COFFEY CONSTRUCTION

centres is driving greater emphasis on early contractor involvement. "The best problems are the ones you solve before construction begins," Robson says, describing how early engagement lets the company challenge assumptions, improve buildability and identify risks before they affect cost or programme. This gives clients greater certainty and contractors a clearer understanding of project objectives.

of UK data centre capacity. And third, the Nordic region, where renewable energy availability and supportive infrastructure are attracting major investment — a market J Coffey has already proven it can operate in through its Denmark delivery. Alongside data centres themselves, Robson points to substantial growth in substations and battery energy storage systems, sectors in which J Coffey has a proven delivery track record.

Where the Opportunities Lie

Making Sustainability Measurable

Robson sees the strongest Data Centre & Energy opportunities across three areas. First, she points to the UK Government’s AI Growth Zones, identified as strategic locations for AI and data centre investment as the UK looks to prioritise grid access, accelerate utility investment and streamline planning approvals for large-scale digital infrastructure. Within this emerging landscape, Robson specifically highlights the North East and Scotland as areas of opportunity. Second, London, which continues to account for more than 80%

"Sustainability has to work operationally, not just look good in a report," Robson says, noting that clients increasingly want measurable outcomes rather than high-level commitments. J Coffey has focused on practical innovations that cut carbon, waste and fuel use without compromising productivity or programme, including a significant increase in the use of lowercarbon, GGBS-based concrete mixes, which delivered a saving of more than 709 tonnes of CO2e between January and July 2025 alone. Business Enquirer Magazine

OUR INTERVIEW WITH EVA ROBSON, BUSINESS DEVELOPMENT DIRECTOR AT J COFFEY GROUP

Business Enquirer Magazine

J COFFEY CONSTRUCTION Through a partnership with Tarmac, the company has deployed CEVO digital concrete technology on projects including The Oxford Science Park. Small wireless sensors are placed on the reinforcement steel before the concrete is poured, continuously monitoring temperature and curing behaviour once embedded. That data feeds AI-driven maturity models that predict strength development in real time, replacing the traditional wait for cubetesting results. The result, Robson says, is far greater confidence in decision-making, with formwork and temporary supports including being able to strip formwork and remove temporary props sooner, in some cases up to 40% faster than traditional methods. It also gives the company confidence to use higher-GGBS, lowercarbon mixes while maintaining assurance around performance and programme. The company is also cutting emissions on site: last year, 56% of its fuel consumption was HVO, and 80% of its plant fleet was electric or hybrid. J Coffey has delivered 157 hours of sustainability training to its teams, and on one London data centre project incorporated a living wall to support biodiversity and local planning objectives. For data centre clients specifically, Robson notes that sustainability is increasingly tied to energy resilience, an area where J Coffey’s combined Data Centres & Energy capability, spanning substations, energy centres and battery storage, positions it well. Consistency Across Borders Entering new European markets brings challenges around local labour regulations, supply chains and compliance requirements — the biggest hurdle, in Robson’s view. J Coffey has built this capability organically through repeat work and experienced teams, including Irish colleagues who have worked with the company for more than a decade and can operate across multiple EU jurisdictions

with fewer barriers to entry. ”The advantage of following existing clients,” Robson says, “is established relationships, proven systems and trusted delivery practices.” Relationships as the Business Model For Robson, long-term client relationships aren’t just a nice-to-have, they’re the foundation of the business. “Projects start with contracts,” she says, “but careers and businesses are built on relationships.” Partnerships with clients, built over many years, have enabled J Coffey to deliver some of their largest and most complex projects. As a family business, the company takes a long-term view, prioritising trusted partnerships over any single project — and Robson notes that many of their opportunities in Ireland and Europe originated simply because clients already knew and trusted how J Coffey works. Looking Ahead Robson describes the next phase of growth, for the Data Centre and Energy Division, as sitting “at the intersection of digital infrastructure, power and trusted partnerships”. The ambition, she says, is “sustainable, controlled growth that maintains the culture and quality clients associate with the business, with continued investment in innovation, sustainability and modern methods of construction. Power infrastructure, substations and battery storage are expected to become increasingly central to the company’s work while they maintain their delivery of data centres, as AI continues to drive demand”. “Most importantly,” Robson says, “we’ll continue growing through trusted relationships.”

www.jcoffey.com

Business Enquirer Magazine

THE GAS STATION OF THE FUTURE MIGHT ALREADY BE HERE Europump’s Dennis Ocal on why the world’s energy transition needs to stop waiting — and start converting

he debate around the global energy transition often feels like a war of absolutes. Electrify everything. Hydrogen is the future. Fossil fuels must go. But step into a conversation with Dennis Ocal, CEO of Europump — the Milan-headquartered energy infrastructure company with over three decades in the fueling industry — and a far more pragmatic picture emerges. "The policy narrative in Europe is heavily focused on electrification and hydrogen," Ocal says, leaning into the kind of bluntness that only comes from 30 years of watching grand promises meet hard infrastructure realities. "But the electrical grids are not ready. The charging stations are not ready. And hundreds of millions of internal combustion engines are already on the road — today." 54

Buisness Enquirer Magazine

PROJECT DIRECTED BY: ADEL MHIRI ARTICLE WRITTEN BY: ZAAKIRA IBRAHIM

Dennis Ocal, CEO of Europump

EUROPUMP OIL & GAS

Business Enquirer Magazine

Measure with confidence.

Discover the Micro Motion™ G-Series Coriolis Flow and Density Meters. Designed for OEMs, machine builders, and process equipment manufacturers, the G-Series combines industry-leading measurement performance with the flexibility to address a wide range of applications. With broad sizing options, advanced diagnostics, and reliable operation, it simplifies integration, optimizes process efficiency, and supports long-term equipment performance. Deliver accurate, dependable measurement from a single trusted platform. To learn more, go to Emerson.com/MicroMotion

Buisness Enquirer Magazine

EUROPUMP OIL & GAS Emerson: Engineering Smarter Industry Emerson is a global technology and software company delivering advanced automation solutions for many of the world’s most essential industries. With a broad portfolio spanning intelligent devices, control systems, industrial software and engineering expertise, the company helps manufacturers improve operational performance, increase reliability and respond more effectively to changing market demands.

integrating industrial data, artificial intelligence, softwaredefined control and cybersecurity, the company is helping customers modernise existing infrastructure while preparing for increasingly autonomous operations. This approach enables businesses to improve productivity, protect personnel, reduce downtime and strengthen operational resilience without losing the value of established systems.

Supporting process, hybrid and discrete industries, Emerson works across sectors including energy, chemicals, life sciences, power, water, food and beverage, mining and advanced manufacturing. Its technologies connect equipment, processes and enterprise-level data, giving organisations greater visibility and control across complex operations. Platforms such as DeltaV and Ovation combine process management, analytics and automation capabilities to support faster decision-making, consistent production and more efficient use of resources.

Sustainability is also embedded within Emerson’s work. Its solutions help organisations monitor energy consumption, reduce emissions, minimise waste and advance the development of lower-carbon technologies. Backed by a global presence and deep industry knowledge, Emerson serves as a long-term technology partner to organisations navigating digital transformation and industrial change.

Innovation remains central to Emerson’s strategy. By

Through the combination of automation, software and engineering, Emerson continues to help industry operate more safely, intelligently and sustainably, while creating measurable value across plants, facilities and wider industrial networks over time.

www.emerson.com/en/corporate The Chicken and the Egg It is a classic infrastructure dilemma: manufacturers won't commit until consumers demand it, and consumers won't demand what doesn't yet exist. Ocal calls it the "chicken and the egg" — and argues that in the rush to leap toward tomorrow, policymakers are ignoring a perfectly serviceable bridge that's already been built. That bridge is LPG. Liquefied Petroleum Gas — often dismissed as old technology — is, in Ocal's view, one of the most underutilised tools in the global clean energy toolkit. In Italy alone, there are over 4500 LPG filling points already operational, part of a distribution network built by the Europump group's Spark System Auto Gas division. Converting a traditional internal combustion engine to run on LPG or CNG takes a conversion kit and a fraction of the cost of buying a new electric vehicle. The numbers are difficult to argue with. While gasoline prices in Europe have surpassed €2 per litre, LPG currently sits at around 80 cents per litre — and cuts carbon dioxide emissions by up to 20%.

"We are not asking governments to build something new," Ocal says. "We are asking them to use what already exists." Bio LPG: The Renewable Nobody Talks About The environmental case for LPG grows even stronger when Bio LPG enters the equation. Chemically identical to conventional LPG, Bio LPG is derived from renewable feedstocks — rapeseed, agricultural crops, organic waste — and can flow through existing LPG infrastructure without modification. This matters enormously in emerging markets. In Nigeria, LPG depots already supply cooking gas to millions of households. With minimal conversion, those same facilities could simultaneously become auto-gas stations — reducing deforestation from charcoal use, lowering urban carbon emissions, and building a local clean-mobility ecosystem without a single kilometre of new pipeline. Ocal is careful not to oversell it. "Awareness is a real challenge," he says. "In Tanzania, for example, many people simply do not know Business Enquirer Magazine

that you can run a car on LPG. You need safety training programmes, government incentives, and proper consumer education. The technology is ready. The infrastructure conversation needs to catch up." From Pump Manufacturer to Energy Consultant Europump has itself undergone a significant transformation. Founded over 30 years ago as a specialist pump manufacturer based in Milan, the company has evolved — through deliberate vertical integration — into what Ocal describes as an energy consulting and project company. Where it once supplied equipment, it now manages procurement and operations across upstream, midstream, and downstream sectors. "We are not just selling a pump," he says. "We are the partner who helps a country or a company understand its energy options and build for the next 20 years." This shift is reflected in the company's technological investments. Europump has moved toward Coriolis mass flow measurement — a technology that provides real-time temperature and density compensation, delivering accuracy within 0.2%. Compared to conventional

Buisness Enquirer Magazine

positive displacement meters used in most gasoline or diesel dispensers, it represents a meaningful leap in inventory management. Paired with magnetorestrictive level gauge probes integrated directly into tanks, operators can crosscalibrate dispenser outputs against tank levels in real time, receiving millimetreaccurate data through cloud-based dashboards. For mature markets, Ocal explains, the demand is for AI-driven analytics, cloud reporting, and automated wet stock control. For developing markets, the priorities are inverted: simplicity, durability, and equipment engineered to operate reliably for 10 to 20 years in remote locations where service technicians cannot easily travel. Managing both realities simultaneously — from a headquarters in Milan, with late-night calls to South American partners and weekend sessions supporting Southeast Asian clients — is a logistical feat that Ocal describes with the matter-of-fact composure of someone long accustomed to operating across time zones. Geopolitics as a Catalyst The 2022 invasion of Ukraine was a turning point — not just geopolitically, but commercially. For Europump, demand

EUROPUMP OIL & GAS

Business Enquirer Magazine

Buisness Enquirer Magazine

EUROPUMP OIL & GAS for LPG vaporizers surged as nations that had previously relied on centralised pipeline networks began urgently seeking decentralised energy alternatives. Ocal was watching closely. "Energy security became the primary investment driver almost overnight," he recalls. "Countries started asking: how do we make ourselves independent? How do we build a network that cannot be switched off by a pipeline blockage?" Ongoing instability in the Gulf — disrupting shipping lanes and driving oil price volatility — has deepened that urgency. The result, Ocal argues, is a oncein-a-generation opportunity to make the case for distributed LPG and CNG infrastructure as not merely an energy solution, but a national security one. Investors, too, are paying closer attention. When asked about the spectre of stranded assets — a legitimate concern in an era of rapid energy transition — Ocal offers a pointed contrast: a hydrogen dispenser today costs several hundred thousand euros and depends on infrastructure that remains largely theoretical outside a handful of pilot projects. An LPG tank, by comparison, can be integrated into an existing forecourt at a fraction of the cost, using established technology, serving established demand. "LPG is not a stranded asset risk," he says flatly. "The unproven, billion-euro infrastructure project is."

The Three-Tier Future None of this means Ocal is opposed to electrification or hydrogen. His vision for the future is not a retreat to the past — it is a more honest accounting of what is achievable, and when. "The best path forward is a multi-tiered structure," he says. "Electric vehicles, hydrogen, LPG, and CNG — coexisting, supported by government-led awareness campaigns, safety incentives, and realistic subsidies. You do not force an entire world to make a single transition simultaneously. You use every tool available." It is, in essence, an argument for energy pluralism in an era of energy ideology. And coming from a man who has spent three decades building the infrastructure that powers millions of vehicles across dozens of countries — quietly, practically, without fanfare — it carries a weight that no policy paper quite manages to replicate. The gas station of the future, Dennis Ocal suggests, might look very much like the one that already exists. It just needs to be seen more clearly. Europump is headquartered in Milan, Italy, and operates across markets in Europe, Africa, Latin America, and Southeast Asia.

www.europumpitalia.com

Business Enquirer Magazine

The Ibiza Edit 5 of Ibiza’s Most Stylish Dining Destinations Zuma Ibiza: Bringing Contemporary Japanese Dining to the Balearics A Dream Made Real: Inside Hacienda Na Xamena, Ibiza’s Original Retreat From the World The New Face of Luxury Ibiza Keeping It Reel: Ollie Holmes on the Human Side of Social Spain’s Enduring Appeal: How Ibiza Is Helping Shape a New Era of Tourism

Business Enquirer Magazine

Hacienda Na Xamena

Business Enquirer Magazine

5 of Ibiza’s Most Stylish Dining Destinations 64

Business Enquirer Magazine

Ibiza Special

CLAP HOUSE IBIZA CLAP HOUSE Ibiza is a sophisticated lifestyle destination in Talamanca, bringing together elevated dining, poolside leisure and wellness inw one expansive setting overlooking Ibiza Town and the Mediterranean. Set across 16,000 square metres, the venue offers a stylish day-to-evening experience designed around relaxation, entertainment and contemporary luxury. At the heart of CLAP HOUSE is its impressive 50-metre pool, surrounded by sun loungers, private cabanas and floating beds. The Pool Club creates a relaxed daytime atmosphere, with guests able to enjoy sushi, sashimi, seafood, premium wagyu and sharing dishes alongside cocktails and panoramic views. CLAP Dining brings the brand’s acclaimed Japanese cuisine to Ibiza, combining traditional influences with contemporary creativity. The menu includes signature sushi, robata-grilled dishes, seafood and premium ingredients, with an Omakase experience available for those seeking a more immersive dining journey. As afternoon turns to evening, Golden Hours bring aperitivo, signature cocktails and curated beats to the bar and lounge. With its combination of exceptional food, music, poolside glamour and wellness, CLAP HOUSE Ibiza offers a polished new expression of the island’s luxury lifestyle. Images @claphouseibiza

Business Enquirer Magazine

OKU IBIZA

OKU Ibiza is a five-star retreat on the west coast of Ibiza, nestled near Cala Gració and designed around a relaxed interpretation of modern bohemian luxury. Combining natural textures, contemporary design, wellness and exceptional dining, the hotel offers an understated alternative to the island’s more high-energy destinations. Dining is central to the OKU experience, with two distinct restaurants offering flavours that move effortlessly between Mediterranean and Asian influences. To Kima provides relaxed all-day dining, beginning with breakfast before moving into a refined lunch menu of fresh salads, grills, sharing dishes and light bites inspired by island life. For the evening, Teyo offers a more immersive Nikkei-inspired experience, combining flavours from Japan, Asia and South America. The menu showcases creative fusion cuisine alongside an extensive selection of drinks, creating an atmospheric setting for dinner. Away from the restaurants, the main adults-only pool provides a tranquil space for cocktails, sunset drinks and DJ-led evenings, while the juice bar serves fresh juices and smoothies throughout the day. With its combination of design, dining, wellness and laid-back island living, OKU Ibiza captures a more considered side of the White Isle. Images @okuibiza

Business Enquirer Magazine

Ibiza Special

BAM -BUDDHA IBIZA Bambuddha Ibiza is an iconic MediterrAsian restaurant and lifestyle destination, set within an atmospheric bamboo garden on the road between Ibiza and San Juan. Created as an immersive restaurant temple, Bambuddha combines dining, design, spirituality and nightlife to create an experience that goes far beyond a traditional meal. Guests enter through a lush bamboo garden filled with statues and atmospheric details before discovering intimate dining spaces, bars and outdoor sanctuaries. The restaurant’s distinctive interiors and carefully collected artefacts create an exotic setting that feels worlds away from the surrounding island. The cuisine follows the ancient Spice Route, bringing together modern interpretations inspired by Spain, Thailand and Japan. Bambuddha’s sharing-style approach encourages guests to explore a selection of dishes together, with food arriving as it is ready rather than following a conventional starter-and-main format. The experience continues into the evening with expertly crafted cocktails, resident DJs and atmospheric outdoor spaces. From romantic dinners to celebrations and VIP occasions, Bambuddha has established itself as one of Ibiza’s most distinctive dining destinations, offering an intriguing blend of food, culture, sensuality and entertainment. Images @bambuddhaibiza

Business Enquirer Magazine

COYA BEACH COYA Restaurant and Pisco Bar Ibiza brings the vibrant spirit of Peru to the Mediterranean, creating a sophisticated dining and lifestyle destination at BLESS Hotel Ibiza in Playa d’en Bossa. The experience moves effortlessly from relaxed daytime beach culture to atmospheric evening dining and sunset cocktails. During the day, COYA Beach offers a stylish setting beside the sea, with sun loungers, fresh seafood, light bites and Latin American-inspired flavours. It provides a relaxed place to spend long afternoons beneath the Ibiza sun while enjoying the energy of the coastline. As evening arrives, COYA Restaurant takes centre stage with contemporary Peruvian cuisine inspired by the country’s diverse culinary traditions. Cevichés, seafood and beautifully presented meat dishes showcase bold flavours and fresh ingredients, creating an elevated dining experience with a distinctly Latin American character. Above the restaurant, the Rooftop Pisco Bar provides panoramic Mediterranean views and a vibrant setting for sunset drinks. Pisco takes centre stage in the cocktail menu, with creative serves inspired by Peru’s coast, mountains and jungle, accompanied by music and Ibiza’s unmistakable evening atmosphere. Together, the restaurant, beach and rooftop create a complete COYA experience, blending exceptional cuisine, cocktails, music and Mediterranean glamour. Images @coyabeachibiza

Business Enquirer Magazine

Ibiza Special

ZUMA IBIZA Zuma Ibiza brings the internationally renowned restaurant concept to Marina Eivissa, occupying a spectacular open-air rooftop setting overlooking Ibiza Marina, the historic old town and the illuminated walls of Dalt Vila. Returning each summer since 2022, the restaurant combines contemporary Japanese dining with the glamour of Ibiza after dark. The menu follows Zuma’s signature interpretation of modern Japanese izakaya dining, with dishes designed to be shared. Sushi and sashimi sit alongside tempura, tartare and premium seafood, while the robata grill introduces richer flavours through carefully prepared meat, fish and vegetable dishes. Signature plates include marinated black cod, spicy beef tenderloin, cedar-roasted baby chicken and lobster with green chilli and garlic shiso butter. A selection of omakase experiences showcases the breadth of the kitchen, while Japanese wagyu, specialist beef cuts, caviar and elaborate dessert platters add another layer of indulgence. Handcrafted cocktails accompany the food, with the rooftop location providing an impressive backdrop as daylight fades across the marina. Music is equally important to the experience, with DJs and cocktails bringing a livelier atmosphere as the evening develops. Stylish, sophisticated and cosmopolitan, Zuma Ibiza combines world-class Japanese cuisine, marina views and late-night energy to create one of the island’s most polished summer dining destinations. Images @zumaibiza

Business Enquirer Magazine

Zuma Ibiza Bringing

Contemporary Japanese Dining to the Balearics beLifestyle speaks with the team behind Zuma Ibiza on the vision, culture and ambition driving the global Japanese dining brand’s presence on the island.

Business Enquirer Magazine

Zuma Ibiza

All images @zumaibiza

Business Enquirer Magazine

ew destinations occupy the space that Ibiza does in the global luxury travel imagination. Long associated with nightlife, the island has spent the past decade quietly building a reputation as one of Europe’s most compelling culinary destinations too. Among the brands leading that shift is Zuma, the contemporary Japanese dining concept that has become a fixture in cities from London to Hong Kong and Dubai. Its Ibiza outpost, perched above the marina with views stretching towards Dalt Vila, is now firmly established as one of the island’s most sought-after tables. Business Enquirer sat down with the team behind Zuma Ibiza to discuss how a global hospitality brand adapts to a market as distinctive, and as demanding, as Ibiza. A Vision Rooted in Place The starting point for Zuma Ibiza was never simply to transplant an existing template onto a new location. “Ibiza has retained its identity as one of the most recognised luxury destinations, drawing global visitors seeking exceptional dining, hospitality and cultural experiences,” the team explains. “The vision for Zuma Ibiza was to bring our contemporary Japanese dining spirit to the island in a manner that feels true to the Zuma brand and, crucially, authentic to the destination.” That balance between global consistency and local authenticity runs through the whole operation. Ibiza’s particular charm, the team notes, lies in its ability to combine high-end travel with an unhurried, welcoming atmosphere — and Zuma Ibiza was designed to mirror exactly that: elevated dining that still feels connected to the rhythm of the island, from its marina setting to its unmistakable colour and energy.

Business Enquirer Magazine

Zuma Ibiza

Business Enquirer Magazine

Zuma Ibiza One Brand, Many Personalities Maintaining a consistent identity across more than twenty locations worldwide, while allowing each site its own character, is one of the central challenges for any global hospitality brand. For Zuma, it is a deliberate design principle rather than an accident of expansion. “It has always been vital for us as a brand to maintain consistency, in line with what our guests might have experienced in Dubai, London or Hong Kong,” the team says, “whilst also designing a collection of personalities that make each of our restaurants a distinctive standalone destination.” In Ibiza specifically, that meant recognising a different pace of life — one built around dining, socialising and the natural surroundings — and designing the restaurant’s atmosphere accordingly. The result, as the team puts it, “feels unmistakeably Zuma, but also grounded in Ibiza.” Setting, Sound and Service Much of Zuma Ibiza’s appeal lies beyond the plate. The restaurant’s marina-facing position provides a dramatic backdrop, particularly as the evening progresses. “Our music evolves throughout the night, the energy builds, and the atmosphere becomes increasingly vibrant without ever compromising on sophistication,” the team explains. The challenge, they add, is orchestration: bringing food, bar, music, setting and hospitality together so that no single element dominates, giving guests “the freedom to simply enjoy the moment.”

Business Enquirer Magazine

Sourcing Locally, Thinking Globally Despite operating as part of a global brand with fixed culinary standards, Zuma Ibiza places real emphasis on regional sourcing. “Spain and the Balearics have access to some of the finest produce and seafood in the world,” the team notes, “so of course we look to build strong relationships with local suppliers and highlight outstanding seasonal ingredients wherever possible.” It is a balance the brand strikes at every location: authentic Japanese cuisine delivered through a lens shaped by the destination it inhabits. A More Discerning Guest Ibiza’s clientele — a mix of business leaders, entrepreneurs and seasoned luxury travellers — has grown more discerning over the past decade, according to the team. “Guests have access to more choice and luxury experiences than they did ten years ago,” they observe, and as a result, “the very concept of luxury has had to evolve.” Increasingly, what guests value most is authenticity, personalisation and attention to detail. “Excellent food and service are non-negotiable, but what really stands out is how a restaurant makes them feel.” It is this sense of character, distinct from anything “manufactured or repetitive,” that the team credits for Zuma Ibiza’s enduring appeal among international visitors.

Business Enquirer Magazine

Zuma Ibiza

Business Enquirer Magazine

Zuma Ibiza Consistency Under Pressure

Part of a Wider Story

Operating a seasonal restaurant in one of the world’s most competitive hospitality markets brings its own logistical demands. Preparation begins months before opening night, covering recruitment, training, design and operations. “Once the season is underway, we commit to our proven processes, discipline and teamwork,” the team says. “Pressure can build in a busy restaurant, but we strive to ensure guests can never sense that.” Every table, they add, is expected to receive the same level of attention regardless of how far into the season the restaurant is.

Zuma Ibiza’s ambitions extend beyond its own four walls. The team describes a close working relationship with the island’s wider hospitality and tourism community — hotels, restaurants, concierges and tourism bodies — all contributing to a culinary reputation that has “grown enormously over the past decade.” It is, they say, a reminder that Ibiza’s story is about far more than its nightlife.

That consistency, the team stresses, is built on people rather than process alone. “Our people are what turn our ideas into hospitality,” they say, describing significant investment in training and workplace culture — an approach they believe translates directly into the warmth guests feel at the table. Technology in Service of Hospitality Guest data and technology play a growing, if deliberately understated, role at Zuma Ibiza. “The strength of our technology lies in its subtlety, as it enhances our operations behind the scenes,” the team explains, describing how guest insights help the restaurant recognise returning visitors, remember preferences and anticipate special occasions — always, they emphasise, “in a way that feels genuine and never intrusive.” As they put it: “Technology can help us build a greater picture of our guests, but it can’t build relationships on its own. That’s where our people come in.”

Looking Ahead Asked about ambitions for the future, the team’s answer is centred on loyalty rather than growth for its own sake. “My ambition is to ensure Zuma Ibiza remains a restaurant that visitors look forward to returning to season after season,” they say. In a market defined by high standards and rising competition, that returning guest — the one who makes Zuma part of an annual Ibiza tradition — remains, in their words, “the greatest accolade we can receive.”

www.zumarestaurant.com/en/ibiza

Business Enquirer Magazine

A Dream Made Real

Business Enquirer Magazine

Hacienda Na Xamena, Ibiza

Inside Hacienda Na Xamena, Ibiza’s Original Retreat From the World

Business Enquirer Magazine

Business Enquirer speaks with Alvar Lipszyc, owner of Hacienda Na Xamena and son of the hotel’s founder, architect Daniel Lipszyc, about heritage, authenticity, and building luxury around emotion rather than excess

igh on a cliff on Ibiza’s wild northern coast, 180 metres above the Mediterranean and surrounded by 150 hectares of protected land, Hacienda Na Xamena has spent more than five decades standing apart from the island’s reputation for noise and spectacle. For Alvar Lipszyc, who now owns and runs the property his father built from nothing, that separation is not incidental — it is the entire point. “This is a property that is much more than a hotel,” Lipszyc told Business Enquirer. “It was a dream of my father’s, more than sixty years ago — a dream of an architect. There was no logic to it. He bought mountains and built his dream.”

Business Enquirer Magazine

Built Without Interference Belgian architect Daniel Lipszyc first visited Ibiza in the 1950s and began construction on the Na Xamena cliff in 1969, at a time when the site had no road, no water, and no electricity. Today, that isolation remains central to the hotel’s identity. “We have a property of 150 hectares, two kilometres from the coast, completely wild, in the middle of a protected zone — no construction for ten kilometres around,” Lipszyc explained. “That is exceptional, because we have no negative influence around us. No noise, no light pollution. It’s a retreat, and the future belongs to places like this.”

Hacienda Na Xamena, Ibiza

Business Enquirer Magazine

Lipszyc, himself a hotel architect who has worked on projects around the world — from Bali to Sri Lanka to Hong Kong — says his role today is not to manage daily operations, which he leaves to his family, but to safeguard and continue his father’s original vision. “I don’t manage the hotel day to day. I listen to the client, and I carry the dream forward — for the hotel, and for the future.” That philosophy, he believes, has only grown more relevant since the pandemic reshaped how people think about travel. “The form of holiday changed completely after Covid,” he said. “Before, being in the middle of the forest wasn’t seen as glamorous — people wanted the opposite. Now there is real value placed on that kind of space. A few days here can feel like a month of regeneration. That’s exactly why half of our guests return.” A Different Kind of Luxury Hacienda Na Xamena’s team is careful to distinguish its offering from the more conventional, high-visibility luxury found elsewhere on the island. “Most people don’t come here looking for posh luxury,” said Daniela Cohen Morales – Patiño, a member of the hotel’s team, in conversation with Business Enquirer. “They’re looking for something more relaxed, more calm — a real, quiet, transforming place. That’s the luxury we want to deliver.” That distinction, the hotel argues, is rooted in something increasingly rare on Ibiza: authenticity. Lipszyc recalls visiting the island as a boy in the 1950s, decades before mass tourism, when life still moved to the rhythm of the sun. “I remember that, and I’ve tried to bring it back — the

Business Enquirer Magazine

Hacienda Na Xamena, Ibiza

Business Enquirer Magazine

Hacienda Na Xamena, Ibiza rhythm of nature, not the artificial rhythm of the beach clubs,” he said. “The image people have of Ibiza — the noise, the parties — that’s not the real Ibiza. The real power of this place is inside, in the historic rhythm of island life. We sell exactly the opposite of that image, and it’s interesting, because that’s actually the deeper truth of the island.” Everything the Guest Needs, Nowhere Near the Crowds Despite sitting apart from Ibiza Town — roughly 25 minutes away — the hotel has built its entire guest experience around self-sufficiency and closeness to the natural surroundings. “It’s one of the pillars of our brand communication,” Cohen Morales – Patiño explained. “Even though we’re set apart, guests find everything they need here: round-the-clock room service, restaurant service, a butler, a full guest services team.” The property also curates access to the surrounding landscape, including guided hikes, horse riding, and brunches at its own Finca. “We create the full experience inside the hotel, and we can also recommend places just nearby — colourful little towns only ten minutes away. It’s a particular kind of adventure.”

an example of the property’s connection to its setting: “We had the best view in the world to see it, right from the hotel. People came just for that. We built special, tailored moments around it — because the place itself is exceptional, and our job is to bring that out.” He likens the approach to haute couture rather than standardized hospitality: personal, tailored, and built around what each guest is actually seeking. A Retreat for Business Leaders and Their Teams That emotional, tailored approach has increasingly attracted corporate clients, according to Cohen Morales – Patiño. “Most of our business clients are looking for places that can move their people — that can stimulate their employees,” she said, citing a recent corporate teambuilding retreat as an example. “Owners tell us they want their teams here because this is where they feel they can be more creative, more imaginative.” Rather than positioning itself around Ibiza’s party scene, the hotel markets itself to executives seeking genuine connection and a different kind of inspiration for their teams.

Designing for Emotion, Not for a Price Point Asked about recent investment in the guest experience, Lipszyc was clear that the hotel does not compete on price. “It’s not the place for the best price,” he said. “Each company, each guest, wants something different, and our job is to understand what that difference is — for a wedding, for a celebration, for anything. It’s about accelerating emotion.” The hotel hosts around 40 weddings a year and has built a dedicated cliff top amphitheatre for ceremonies and events, alongside distinctive spaces like rooftop “nests” for private, intimate gatherings. Lipszyc pointed to a recent solar eclipse as

Business Enquirer Magazine

Wellness as a Continuous Thread Wellness at Hacienda Na Xamena is framed less as a spa treatment and more as a state that begins on arrival and continues through departure. “We start by asking the client what they’re looking for, what they want to feel like when they leave,” Cohen Morales – Patiño explained. Programming includes sunrise yoga sessions at the hotel’s amphitheatre overlooking the Mediterranean, and a kitchen built around “Kilometro Cero” — zero-kilometre, hyper-local sourcing. The hotel has also revived traditional elements of rural Ibizan life on its estate, including an old mill for pressing olives, a bread oven, and — completed this year — a noria, the traditional water wheel used historically across the island to draw and circulate water. Guests can walk into the hills to experience these traditions directly. “You need to make an effort — walk 45 minutes into the mountains — to understand the old rhythm of life,” Lipszyc said. “It’s a slow life, but a truly slow life. That authenticity, that old Ibizan lifestyle, is the power of this house.” A new spa is currently in development as part of the hotel’s ongoing investment programme. Sustainability as a Long-Term Commitment Lipszyc described sustainability as central to the hotel’s future, including plans discussed with engineers from Barcelona for a multi-year transformation programme aimed at reducing the property’s environmental footprint. “It’s one of the most important things to me,” he said. “The investment is mine, and I keep budget aside for it, because it’s an investment in the future. But it also requires the client to participate — to understand that their own behaviour matters in protecting this environment.”

Business Enquirer Magazine

Hacienda Na Xamena, Ibiza

Business Enquirer Magazine

A Team That Stays In a seasonal industry known for high staff turnover, Hacienda Na Xamena points to long tenures as evidence of a genuine company culture. “I’ve been here since 2023, and I can see how much of a challenge it is elsewhere to find real seasonal professionals,” Cohen Morales – Patiño said. “But the culture here is different — it’s not just working for a brand. People genuinely care about you. We have colleagues who’ve been here 20, 25 years.” Staff who commit to the property, they added, are supported well beyond their job description, including help with local housing. “We want people who care about the job, who care about the island, and who care about the project — and in return, we try to make it easy for them to stay.” Supporting the Wider Island Economy The hotel sources the majority of its kitchen produce locally, working with both small and large Ibizan suppliers, and participates actively in cross-hotel collaboration on the island, including MICE events and sustainability initiatives. “We take care of each other, hotel to hotel,” Cohen Morales – Patiño said, pointing specifically to joint efforts to raise awareness of Ibiza’s protected Posidonia seagrass meadows. “Most people don’t know about the Posidonia, or about what’s being preserved around the island. That’s part of what we try to promote — between hotels, between owners.”

Business Enquirer Magazine

Hacienda Na Xamena, Ibiza Luxury Redefined Asked to look ahead, Lipszyc offered a reflection on luxury itself rather than a list of expansion plans. “Luxury is different for every person,” he said. “If you make caviar for you and me, it’s a luxury product. Go to Kazakhstan, and caviar is just butter — it’s not special there at all.” For Lipszyc, the pandemic reset what luxury actually means. “After Covid, we all went a year or two without being able to see friends, go to a restaurant, leave the house. After that, real luxury became simply being with family, with people — the things we’d lost. Luxury is an evolution, and it’s different for everyone.” His closing definition doubles as a mission statement for the property his father built from bare cliff side: “What you find here at Na Xamena is what you no longer have to think about — the time, the rhythm, the relationship between people. That’s what real luxury is.”

www.haciendanaxamena-ibiza.com

Business Enquirer Magazine

Keeping It Reel: Ollie Holmes on the Human Side of Social I n a digital landscape increasingly shaped by algorithms, automation and AI, Ollie Holmes is putting the focus back on something altogether more human. Through OH Social, the content creator draws on more than a decade of experience across social media, photography, videography and influencer marketing to tell stories built around genuine moments, emotion and connection.

Business Enquirer Magazine

With Ibiza becoming an increasingly important base for his work, Holmes is capturing the people, places and experiences that give the island its distinctive energy, while collaborating across hospitality, travel, lifestyle and luxury. Speaking to Business Enquirer, he discusses the value of authenticity, why the strongest branded content should feel like an experience rather than an advert, and his ambitions to build OH Social into a creatively led business with Ibiza at its heart.

Q&A Ollie Holmes

All images courtesy of Ollie Holmes

Ollie, can you tell us a little about your journey into content creation and what ultimately led you to establish OH Social? I've worked in the social media and content industry for more than 10 years, and during that time I've been fortunate enough to experience almost every side of the creative process. I've managed social media accounts, led influencer campaigns, directed shoots, and worked across both photography and videography. The one thing that has remained consistent throughout my career is my love for authentic, human-led storytelling. Even when I wasn't the person behind the camera, I was always drawn to content that felt natural and genuine. Those real moments, honest interactions, and meaningful connections have always resonated with me far more than highly polished or overly staged content. That philosophy eventually became the foundation of OH Social. I wanted to create a brand that focused on capturing people, places, and experiences in a way that feels true to life while still delivering creative, engaging content. I genuinely love people, and I think that naturally influences the way I shoot. Whether I'm creating content for a luxury villa in Ibiza, documenting a brand event, or capturing a behind-the-scenes moment, I'm always looking for the story and the connection behind it. I'm incredibly grateful for the opportunities I've had over the years, and OH Social has allowed me to bring together everything I'm passionate about: creativity, storytelling, travel, and building relationships through content that feels authentic.

Business Enquirer Magazine

“The content that resonates most with me is the content that feels human.” Authenticity is clearly central to the way you describe your work. In a social media landscape where audiences are exposed to huge amounts of branded content every day, what makes content feel genuinely authentic and engaging? I think people are becoming incredibly good at spotting content that feels forced. We're exposed to thousands of images and videos every day, so audiences can immediately tell the difference between a genuine moment and something that's been created purely to sell. For me, authenticity comes down to emotion and connection. It's about capturing moments that feel real rather than over-directing every shot. Some of my favourite pieces of content have come from the moments between the planned moments, a conversation, a laugh, a reaction, or simply somebody feeling completely comfortable in their environment.

Q&A Ollie Holmes

Business Enquirer Magazine

Q&A Ollie Holmes I also think authenticity comes from understanding the story you're trying to tell. Beautiful visuals are important, but they should always serve a purpose. Whether I'm working with a luxury property, a hospitality brand, or an individual, I'm always asking myself, "What would make somebody stop scrolling and actually feel something?" That's where engagement comes from. People don't connect with perfection; they connect with people. I think that's why I've always loved creating behind-the-scenes content so much. It removes the barrier between a brand and its audience and allows people to experience something more naturally. There's definitely still a place for highly produced content, especially in luxury spaces, but I believe the most successful brands today are the ones willing to show personality. The content that resonates most with me is the content that feels human, and that's the approach I try to bring to every project I work on.

“People come to Ibiza to experience something, not just to see something.”

You work across everything from behind-the-scenes storytelling to personal branding and lifestyle content. How do you approach understanding a client’s personality or brand identity before deciding how their story should be told? I want to understand the person or brand behind it. What they stand for, how they speak, what makes them different and, importantly, how they want people to feel when they experience their content. I’d normally spend some time with the client before a shoot, even just over a beer. It helps me understand how they naturally communicate rather than forcing a style onto them. From there, I can get a feel for their personality, values and what they want to put out into the world, then build the content around that. With that, I try to find the story that feels natural rather than manufactured. The best content usually comes from capturing something that already exists and presenting it in a way that feels interesting, considered and relevant to the audience. My role is to create the framework and visual language around that, while making sure the personality of the client remains at the centre of it. Ibiza has become an important part of your work, particularly across hospitality, nightlife, hotels and lifestyle brands. What is it about the island that makes it such an exciting environment for a content creator? Ibiza is an incredibly visual place, but for me it’s much more than that. There’s a natural energy and freedom to the island that makes people, brands and experiences feel more alive. You can go from a five-star hotel to a beach, a sunset, a restaurant or a club all within the same day, and each has its own story to tell. I also think people come to Ibiza to experience something, not just to see something. That makes it a really exciting

Business Enquirer Magazine

place for content because there’s always an opportunity to capture genuine moments, atmosphere and emotion rather than simply creating something that looks good. And forgetting the content for a second, anyone who knows me knows how much more myself I feel here. Ibiza really is a special place to me, and I think that personal connection naturally comes through in the work I create here. You recently created content around brands and venues such as Missoni and L’Officiel Ibiza. When working with premium or luxury names, how do you balance the need to showcase the product or experience with creating content that still feels natural rather than overly promotional? For me, it comes down to making the brand feel like part of the story rather than making the story entirely about the brand. Especially with luxury, the audience doesn’t necessarily want to be sold to; they want to be immersed in an experience. I focus on the details, atmosphere, people and little moments that give the brand its identity, rather than constantly pushing the product front and centre. If it feels like something you’d genuinely want to watch or experience yourself, the brand becomes part of that naturally. For me, that’s where premium content works best – when it feels aspirational without feeling like an advert. Social media trends and platforms are constantly evolving. Which developments in content creation, whether short-form video, new technology, AI or changing audience behaviour, do you think will have the biggest impact on brands over the next few years?

Business Enquirer Magazine

Oooft, I’m not sure what the next few years will look like. Things move so quickly in this industry. But what I am really enjoying seeing, especially here in Ibiza, is more brands investing in real, face-to-face experiences and events. It’s not always about pushing the product anymore. The brands creating genuine experiences, giving their communities something to be part of and a feeling to take away with them, are the ones that really stand out to me. I think that human connection will become even more valuable as technology and AI continue to develop. Looking ahead, what are your ambitions for OH Social, and would you like to see the business develop further within Ibiza and the wider international hospitality, travel and lifestyle markets? Absolutely. Ibiza is a really important part of OH Social, and I’d love to build on that. I see the island as a base for the business, but also as a gateway into the wider hospitality, travel and lifestyle world. The ambition isn’t necessarily to become a huge agency. I want OH Social to stay personal and creatively led, while working with people and brands that genuinely excite me. I’d like to build longterm relationships with a select group of brands, travel more, collaborate with interesting people and create work that feels genuinely considered rather than simply producing content for the sake of it. For me, success is having the freedom to work from Ibiza, travel wherever the work takes me, and continue creating content for brands I genuinely believe in.

www.instagram.com/________ohsocial

Q&A Ollie Holmes

Business Enquirer Magazine

Spain’s Enduring Appeal: How Ibiza Is Helping Shape a New Era of Tourism

pain has always understood that memorable tourism is about more than geography. Its enduring appeal is created through atmosphere, culture, gastronomy and, above all, hospitality. From Barcelona’s architectural landmarks and Madrid’s energetic boulevards to Andalucía’s historic cities and the pristine coastline of the Balearic Islands, Spain offers remarkable diversity within a single destination. At its heart is a hospitality sector that has continually evolved, investing in quality, sustainability and experiences that feel both international and authentically Spanish.

100

Buisness Enquirer Magazine

From world-leading hospitality and Mediterranean gastronomy to cultural discovery and responsible luxury, Spain continues to give international travellers compelling reasons to return.

Ibiza Special

Business Enquirer Magazine

101

102

Buisness Enquirer Magazine

Ibiza Special The strength of that proposition is reflected in the figures. Spain welcomed an estimated 97 million international tourists during 2025, representing growth of 3.5% compared with the previous year. International visitor spending approached €135 billion, rising by 6.8% and once again growing faster than arrival numbers. Spain’s Minister of Industry and Tourism, Jordi Hereu, described the results as evidence that the country is developing tourism in a more measured and sustainable way. “We are growing in the way and at the pace that we believe are desirable for the model of triple economic, social and environmental sustainability,” Hereu said. “A model of calm growth is taking shape, in which qualitative elements are becoming increasingly relevant compared with quantitative aspects. We are succeeding in laying the foundations for the sustainability of tourism in Spain in the coming years.”* That emphasis on quality rather than volume is significant. Spain is no longer measuring tourism success by visitor numbers alone. Increasing attention is being placed on the value generated for local economies, the quality of employment, the protection of communities and the preservation of the landscapes and traditions that make each destination distinctive. A resilient national industry The outlook for the summer of 2026 illustrates the sector’s continued strength. Turespaña forecasts that approximately 43 million international tourists will visit Spain between June and September, an increase of 6% on the previous summer. Those visitors are expected to spend close to €64 billion, 10% more than in 2025. During the first five months of 2026, international tourism spending had already reached €50.2 billion, increasing by 7.8%, while arrivals passed 36 million.

Tourism employment also reached a record level, with more than three million people working across the sector. Hereu has described Spain’s continued international appeal as excellent news for one of the country’s most important sources of growth and prosperity. Despite wider geopolitical and economic uncertainty, Spain’s tourism industry has demonstrated an ability to adapt without losing the warmth and character for which it is renowned. Hotels have modernised their properties, restaurants have elevated regional produce, and destinations are creating more sophisticated cultural, wellness and sporting experiences. Technology is improving how visitors plan and personalise their trips, while sustainability is increasingly being embedded into hotel operations, transport and destination management. The result is a tourism economy that reaches far beyond accommodation. It supports food producers, designers, event organisers, cultural institutions, transport operators and thousands of independent businesses. Ibiza beyond the dancefloor Few places demonstrate the evolution of Spanish tourism more clearly than Ibiza. Known globally for its nightlife, the island has built one of the most recognisable destination brands in the world. Its celebrated clubs and beach venues remain central to its international identity, generating significant opportunities across entertainment, events, food and beverage, luxury accommodation and private travel. Yet nightlife represents only one chapter of the Ibiza story. The island is also home to peaceful coves, UNESCO-recognised heritage, traditional villages, protected landscapes

Business Enquirer Magazine

103

and an increasingly accomplished gastronomic community. Boutique hotels, countryside retreats, fine-dining restaurants, wellness destinations and family-focused resorts have expanded Ibiza’s appeal to a much broader international audience. Visitors can experience the energy of a world-famous event one evening and wake the following morning to explore a quiet coastal trail, a local market or a restaurant celebrating produce from the island. This ability to offer both excitement and tranquillity has become one of Ibiza’s greatest commercial advantages. Vicente Marí Torres, President of the Consell d’Eivissa, has described Ibiza as a destination that “has everything”, highlighting its ability to provide holidays shaped around entertainment, family, heritage, gastronomy and sport. “Ibiza has to be known for more than leisure, because there is every kind of offer,” Marí said. “Tourists can come to have fun, but they can also enjoy a peaceful family holiday, experiencing the heritage, gastronomy or sport that we also prioritise in our strategy.”* He added: “Ibiza is a destination that has everything, and that is what makes us powerful and competitive in the global tourism market.”*

ensure that the island remains welcoming to different generations and visitor profiles. Hospitality as an economic ecosystem Spain’s hospitality sector has performed strongly because it continues to understand the importance of reinvention. International travellers increasingly expect more than a room, a restaurant reservation or a day beside the pool. They are looking for meaningful experiences, attentive service and a connection to the destination. Spain’s hospitality operators have responded with greater personalisation, stronger culinary concepts and properties that reflect their local surroundings. In Ibiza, this can mean a contemporary luxury hotel working with local farmers and fishermen, a beach venue introducing carefully curated Mediterranean menus, or a rural property restoring traditional architecture while offering modern wellness facilities. The island also benefits from a highly interconnected business environment. Hotels, restaurants, clubs, transport providers, yacht operators and creative agencies collectively support Ibiza’s premium visitor economy. Their ability to collaborate allows the island to deliver seamless experiences to an international market with high expectations.

This diversity is helping the island attract visitors across a wider section of the year. Ibiza’s hospitality businesses are increasingly presenting experiences that extend beyond the traditional peak season, including culinary travel, cycling, hiking, wellness retreats, conferences, private celebrations and cultural programmes.

This progress does not remove the need for balance. Protecting housing, natural resources and quality of life for residents remains essential to the island’s longterm success. The Consell has therefore placed greater emphasis on licensed accommodation, legal transport and responsible conduct.

Family tourism also remains an important part of the strategy. More than 10,000 accommodation places have been associated with Ibiza’s family-tourism certification initiative, reflecting efforts to

In a message to visitors ahead of the 2026 season, Marí said Ibiza “welcomes everyone with open arms”, while asking travellers to respect the island’s environment, laws and communities.

104

Buisness Enquirer Magazine

Ibiza Special

Ibiza is a destination that has everything, and that is what makes us powerful and competitive in the global tourism market.

Business Enquirer Magazine

105

106

Buisness Enquirer Magazine

Ibiza Special He described Ibiza as “a unique island” and encouraged visitors to help preserve “its beauty and singularity”.* Responsible tourism should not be viewed as a restriction on Ibiza’s appeal. It is an investment in protecting the qualities that have made the island so successful. A destination people feel Spain continues to attract travellers because it offers something that cannot be captured entirely through statistics. It creates an emotional connection. It can be found in the welcome of an independent hotel, the rhythm of a late dinner shared outdoors, the creativity of a chef reinterpreting regional ingredients or the sight of an Ibizan sunset bringing people together from around the world. The future of Spanish tourism will be shaped by how effectively the country protects these experiences while continuing to innovate. Current indicators suggest it is moving in a positive direction: visitor spending is increasing, employment is strong and destinations are developing more varied, year-round propositions. Ibiza stands confidently within this national success story. Its global profile remains exceptional, but its future is increasingly defined by the breadth and quality of what it offers. Spain may be one of the world’s most established destinations, yet it continues to give visitors new reasons to return. In Ibiza, those reasons are found not only in its famous nightlife, but in its people, hospitality, food, heritage and unmistakable Mediterranean spirit.

Business Enquirer Magazine

107

The New Face of Luxury Ibiza Why the White Isle Is Entering a New Era

biza has long held a legendary place in the Mediterranean. For decades, its name has been synonymous with worldfamous DJs, unforgettable nightlife, sun-drenched beaches and long summer nights. Yet beyond the clubs and beach parties, a different side of the White Isle has been steadily taking shape. Today, Ibiza is entering a new era of luxury. Sophisticated hotels, destination restaurants, wellness retreats, private villas and beautifully considered design are attracting a new generation of travellers who want more from the island than simply a memorable night out.

108

Business Enquirer Magazine

Ibiza Spccial

Business Enquirer Magazine

109

The result is an Ibiza that feels more refined without losing the character that made it famous. One of the biggest changes can be seen in the island’s hotel scene. Alongside established luxury properties, boutique hotels, restored fincas and exclusive retreats are offering a more intimate interpretation of Mediterranean hospitality. Natural stone, whitewashed walls, soft neutral interiors and expansive terraces create spaces that feel connected to the landscape, while private pools, exceptional service and panoramic sea views provide the comforts expected of modern luxury. For many visitors, luxury is increasingly about having space to switch off. Ibiza’s wellness offering reflects this change perfectly. Yoga retreats, sophisticated spas, holistic treatments, fitness experiences and meditation sessions have become an important part of the island’s appeal. The natural surroundings only add to the experience, with pine forests, quiet beaches and spectacular coastal views creating an atmosphere that encourages visitors to slow down. Food has also become central to Ibiza’s evolving luxury identity. The island’s dining scene now stretches far beyond traditional beach restaurants, with sophisticated venues placing increasing emphasis on quality ingredients, creative presentation and memorable surroundings. Fresh seafood, seasonal vegetables, local produce and Mediterranean flavours form the foundation of many menus, while elegant terraces overlooking the sea turn dinner into an experience in its own right. Away from the busiest areas, another side of Ibiza is becoming increasingly desirable: privacy. The island is home to secluded villas and traditional fincas surrounded by olive trees, pine forests and rolling countryside. For travellers

110

Business Enquirer Magazine

Ibiza Spccial

Business Enquirer Magazine

111

Ibiza Spccial seeking exclusivity, these properties offer the opportunity to experience Ibiza at a slower pace, with private pools, outdoor dining areas and uninterrupted views providing a more personal alternative to a conventional hotel stay. This emphasis on privacy has also influenced the way luxury is designed across the island. Contemporary Ibiza interiors increasingly combine modern comfort with traditional materials and local craftsmanship. Natural wood, stone, linen and earthy textures create understated spaces that feel luxurious without appearing excessive. Perhaps the most appealing aspect of this new Ibiza is that visitors do not have to choose between the island’s famous energy and its quieter side. A morning spent swimming in a secluded cove can be followed by a long Mediterranean lunch, an afternoon at a spa and an evening at one of the island’s celebrated restaurants. There is still plenty of glamour, of course. Ibiza’s nightlife remains an important part of its identity, but it now sits alongside a much broader luxury offering. The island has matured into a destination where exceptional experiences can be found at every pace, from the excitement of a summer evening to the tranquillity of a private retreat. For today’s luxury traveller, Ibiza is no longer simply somewhere to party. It is a place to discover exceptional food, reconnect with nature, embrace wellness, experience beautiful design and enjoy the freedom that comes with having time and space. The White Isle has not left its famous past behind. Instead, it has expanded its identity. Modern Ibiza is sophisticated yet relaxed, glamorous yet grounded, offering a more considered vision of Mediterranean luxury that feels perfectly suited to the way we want to travel now.

Business Enquirer Magazine

113

info@busenq.com www.busenq.com