Business Focus Magazine - Issue No.118

Issue No.118

CHIESI GROUP

SPECIAL FEATURE:

Progressive increase in levels of sustainability.

FRAPORT AG

Digitalising airport services for smoother flows and greater benefits.

MANUFACTURING INDUSTRY

ARVATO

ULTIMATE FULFILMENT Exclusive interview with CEO of Arvato North America, Mitat Aydindag, on conquering the modern logistics world, with transparency, speed & the highest quality standards.

Axioma Metering | Smart Meters for a Smart Life | Bond Interiors | Everything In-House Dallara USA | A Winning Formula | Rianta Packaging Systems | Packed with Care & Precision

FEATURE YOUR BUSINESS With a global readership of over 340,000, Business Focus Magazine is the perfect platform to place your business in front of our Senior Executive level audience. www.businessfocusmagazine.com

PROJECT MANAGERS

CAMERON BEAZER c.beazer@ceomediagroup.com SHELLY BENOY s.benoy@ceomediagroup.com ANDREW BOURKE a.bourke@ceomediagroup.com DEAN BROWN d.brown@ceomediagroup.com SPIKE CHALKLEY s.chalkley@ceomediagroup.com CHRIS CHURCHILL c.churchill@ceomediagroup.com DAVID GARNER d.garner@ceomediagroup.com TIMOTHY GARWOOD t.garwood@ceomediagroup.com DAVID HAYVIS d.hayvis@ceomediagroup.com JOHN HOLLIMAN j.holliman@ceomediagroup.com VIKTOR HUNTINGTON v.huntington@ceomediagroup.com AMANDA JONES a.jones@ceomediagroup.com DECLAN JONES d.jones@ceomediagroup.com JOSH MALIN j.malin@ceomediagroup.com ROBERT NAPIER SMITH r.smith@ceomediagroup.com LIAM PYWELL l.pywell@ceomediagroup.com JAKE REEMAN j.reeman@ceomediagroup.com HAYDEN TURNER h.turner@ceomediagroup.com RASH UDDIN r.uddin@ceomediagroup.com STEPHANIE VIOLARI s.violari@ceomediagroup.com

DESIGN

SCOTT ANDREWS design@ceomediagroup.com

ACCOUNTS

MIKE ASHER accounts@ceomediagroup.com

PRODUCTION

KAMILA KAJTOCH production@ceomediagroup.com

EDITORIAL

CHRIS FARNELL cfarnell@ceomediagroup.com

SALES & MARKETING DIRECTOR

TREVOR GRETSINGER t.gretsinger@ceomediagroup.com

SUBSCRIPTIONS, PRESS RELEASES AND GENERAL ENQUIRIES: info@ceomediagroup.com

The content of this magazine is copyright of CEO Media Group.

Redistribution or reproduction of any content is prohibited. © Copyright 2024 CEO Media Group.

EDITOR’S NOTE

FOCUS ON MANUFACTURING

In this issue of Business Focus Magazine, we are asking the big question, “What makes a great product?” To help answer that question, we have got a little help, in the form of the wealth of manufacturing businesses we have profiled this issue. Some of these manufacturers are selling wildly different products, such as Axioma Metering’s water metering devices, KNF Flodos’s pumps, and NavVis’s unique mobile system for mapping indoor spaces. Some of them are essential products that you can not live without but barely notice, such as Richard Burbidge’s stair fittings, or Philtronics’s cabling. And some are manufacturers that have approached the same problem from slightly different angles, such as Burn Manufacturing and Ener-G Africa’s different offerings to the cook stove sector.

A

nd of course, in researching that question, it is only natural for us to ask “What makes Business Focus Magazine a great product?

Is it our up-to-theminute coverage of the communications industry, with our profiles on companies like K2 Data Centres and Plymouth Science Park?

Is it our finger on the pulse of the transport and logistics network, with our in-depth looks at Patrick Terminals and Port of Antwerp-Bruges? Our coverage in this sector also includes profiles of aviation firms like Fraport AG and Sky Airline, so this is a strong contender.

Perhaps it is the way we are keeping up with the latest developments in the global energy transition, with our profiles of green energy companies such as battery manufacturer, Monbat, and energy storage solutions provider Pacific Green.

Or maybe it is the way that we can mix business with pleasure, because we also have features on the luxury holiday getaways provided by HotelREZ Hotels & Resorts and Rainbow Hotels.

Of course, in the end, we know what the real answer is. It is the way we combine all these things in one magazine.

ON THE COVER Arvato Go to page 16

Issue No.118

CHIESI GROUP

SPECIAL FEATURE:

Progressive increase in levels of sustainability.

FRAPORT AG

Digitalising airport services for smoother flows and greater benefits.

MANUFACTURING INDUSTRY

ARVATO

ULTIMATE FULFILMENT Exclusive interview with CEO of Arvato North America, Mitat Aydindag, on conquering the modern logistics world, with transparency, speed & the highest quality standards.

Axioma Metering | Smart Meters for a Smart Life | Bond Interiors | Everything In-House Dallara USA | A Winning Formula | Rianta Packaging Systems | Packed with Care & Precision

EDITOR’S NOTE | 3

16

IN THIS ISSUE

8

13

16

28 34

38

46

EVENT

Tech Show London ExCeL, London, UK 6th & 7th March 2024 From AI breakthroughs to revolutionary cloud solutions, Tech Show London is your gateway to the trends and technologies that are defining our world.

NEWS

Manufacturing Industry What’s the Secret to a Great Product?

LEADING FEATURE

Arvato The Ultimate Fulfilment

AUTOMATION & ROBOTICS

56

Fourier Intelligence Fourier Transformation

Hai Robotics Next-Generation Warehouse Automation

62

AUTOMOTIVE

66

Dallara USA Winning Formula

AVIATION, AEROSPACE & DEFENCE

72

Fraport AG Digitalised Airport Experience

K2 Data Centres Building Bigger Data

Plymouth Science Park Innovation’s Home

CONSTRUCTION

Archea Associati Creating Beauty Bond Interiors Everything In-House

82

Dorra Group Balancing Tradition and Progress

92

4 | CONTENTS

COMMUNICATIONS & TECHNOLOGY

76

86

46

Sky Airline Great Value, Great Flying

98

ENERGY & UTILITIES

Monbat Group Efficiency Meets Endurance Pacific Green Technologies Investing in Energy

FINANCE & CONSULTANCY

Razorleaf Corporation Integrating at Every Level

BUSINESSFOCUSMAGAZINE.COM

ISSUE NO. 118

104 116

124

128

HEALTHCARE & PHARMACEUTICAL

104

Chiesi Group Evolving the Value Chain

Suanfarma Committed to Health and Innovation

HOSPITALITY & LEISURE

HotelREZ The Right Partners Deliver Success

MANUFACTURING

Axioma Metering Smart Meters for a Smart Life

134

BURN Manufacturing Burning Bright

140

Ener-G-Africa Sustainable Impact

146

KNF Group The Perfect Flow Control

152

NavVis Scanning the Future

156

Philtronics Ltd Teaching on the Job

184

162

124

168

172

178

184 190

Richard Burbidge L’Esprit de L’Escalier

MINING

Theta Gold Mines Golden Hope

OIL & GAS

Cnergyico Pk Ltd Pakistan’s New Energy Chapter

PACKAGING & PRINT

Rianta Packaging Systems Packed with Care and Precision

SHIPPING, PORT & MARINE Patrick Terminals Gateways to Prosperity

Port of Antwerp-Bruges A Greener Port

CONTENTS | 5

We put fervour in our work to make it happen!

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EVENT OF THE MONTH

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TH

MANUFACTURING INDUSTRY

WE TAKE A LOOK AT PERHAPS THE MOST IMPORTANT QUESTION ANY BUSINESS HAS TO ANSWER.

WHAT’S THE SECRET TO A GREAT PRODUCT? When a business works it is like a kind of magic trick. So many different elements have to work simultaneously. The upstream supply chain, the downstream supply chain, recruitment, marketing, financing, and regulatory compliance – if any given one of these elements falls down, the entire venture can fall apart. But while any one of these moving parts can cause your business to fail, they are all dependent on one element, without which you do not have business in the first place.

T

he product. But despite being the question that countless entrepreneurs have pondered for as long as people have traded, the answer remains elusive. Still, by looking at a range of successful products and what makes them stand out, there are common themes that emerge.

NEWS | 13

MANUFACTURING INDUSTRY

KEEP IT SIMPLE STUPID

Every product begins with an idea - a need that no other product is meeting, a solution that no other product provides, or a new approach that nobody until now has considered. But if you look at the true breakout products, one thing that always seems to stand out is their simplicity.

“Anyone could have thought of that!” is the common refrain, usually shortly after somebody finally did.

One example of that kind of simple idea is the NavVis system featured in this issue.

“The original idea for what we were trying to achieve was very simple,” points out Felix Reinshagen, CEO of NavVis. “There is a very sophisticated industry that brings meteorological data and positioning information on everything that is happening outdoors. We wanted to recreate this for the inner space. The aim was to build a new breed of scanning technologies that would provide a digital 3D scan of buildings at much higher speed and low cost.”

Yes, the technology involved might seem complicated, but the idea was simple. Take the latest breakthroughs in highquality, dynamic scanning

14 | NEWS

systems and combine them with cloud capabilities. It took a task that had traditionally been met by hardware-based solutions and introduced a cloud-based, software-lead technology.

“The combination of the scanning hardware that collects data in the field and the industry leading data processing software is unique,” Reinshagen says. “The two things together mean the full product; laser scanned data that can be processed anywhere with an internet connection, making it easy to use and saving a considerable amount of time.”

It is not enough to start simple, however. The challenge is keeping it simple, resisting the urge to put on too many bells and whistles, or to overcomplicate the simple solution that was your selling point in the first place.

This is what gave Axioma Metering’s products the leading edge, as we learn from our interview with its CEO, Ignas Vosylius.

“First, we didn’t try to squeeze the extra euro from the customer and overengineer the product,” he says. “We went in the other direction, offering a reliable, optimally designed meter that does exactly what it is supposed to do. No more, no less.”

Simplicity is not just about preserving your unique selling point, but it can also be about accessibility, as we learned talking to Josh Burbidge, Managing Director of stairway parts manufacturer Richard Burbidge.

“There has also been a deskilling within this marketplace. We are creating systems that allow tradesmen to install some of our products with a clamp system we launched to market last year,” Burbridge says.

Simplifying the product is a design choice that allows Richard Burbidge to remain competitive as the skill pool evolves. But evolution is the key. Because while simplicity is important, so is a constant process of refinement and improvement.

BUSINESSFOCUSMAGAZINE.COM

MANUFACTURING INDUSTRY

ALWAYS BE IMPROVING

This issue we take another look at BURN Manufacturing, a firm that makes clean stoves known as “Jikokoas”. These are simple products, but they have won a host of international awards, including the Bloomberg Energy Award, and the Swissecs Award last year, as well as being awarded best carbon project developer in the world this year. This is precisely because that simple design is being continuously redeveloped and built upon.

“Our products are being continuously improved. We have built a strong brand and customer loyalty,” Peter Scott, CEO of BURN Manufacturing, has told us. “We are also able to produce it at a lower cost than our Chinese counterparts, while achieving the highest quality, and selling at the lowest price, with great customer service.”

That last part is crucial.

However simple a product is, however, good the idea behind it, it must have the customer at its heart. That same truth is evident in our profile of another cook stove

BUSINESSFOCUSMAGAZINE.COM

company profiled in this issue, Ener-G Africa. These stoves exemplify the simplicity, innovation, and improvement we have already discussed, as Andrew Moolman, CEO of Ener-G Africa, explains, the company is “Driven by innovation, in line with our company slogan ‘sustainability through innovation’, we have just launched a new stove with further improved efficiency.”

But Moolman also brings up the importance of the human factor, pointing out, “The purpose has been not only to enhance existing skills, but also to cultivate expertise in the new evolving areas, such as clean energy solutions. These clean energy stoves, predominantly used by women, improve livelihoods by reducing the time spent cooking, the risks associated with collecting firewood and smoke-related illnesses. Bridging the gap between our ambitious goal and the required expertise has been an ongoing challenge but the commitment to continuous learning and skill development has been pivotal.”

THE HUMAN FACTOR

Of course, the best way to truly understand your customers’ perspective is to build and nurture a long-term relationship with them. This has been the approach of liquid pump

manufacturer KNF, according to Michael Davies, its Chief Marketing Officer who we have interviewed this issue.

“We try to build up long-term partnerships with customers to get a good understanding of their application, and then design a special pump that meets those needs perfectly - in terms of the lifetime, the chemical resistance, the flow rate, the vacuum and all the technical specifications,” Davies says.

It sounds easy enough, but Davies is the first to point out the amount of work it requires.

“A lot of our clients take five years to develop their product.

So, we are working with the customer for five years before we make any turnover, meaning a lot of investment on our side,” Davies says. “But then with a bit of luck, the customer will be building their medical diagnostic device or their inkjet printer, equipped with our pumps, for the next 20 years.”

And perhaps, in that, we are starting to get close to the real secret of a great product. Philtronics Ltd is a manufacturing company, but one that has been designed from the start as a turnkey solution provider, thanks to its founder’s vision.

“My background is purchasing - I’m a gamekeeper turned poacher,” Simon Pritchard, CEO of Philtronics tells us in this issue. “I knew that the market was looking for a full turnkey solution.”

He adds, “We always knew that the further along the supply chain we could deliver material for the customers, the more cost-effective it becomes.”

Ultimately, more and more often, we are seeing that the secret to a great product is to provide a great service.

NEWS | 15

ARVATO

TRANSPARENCY, SPEED, AND THE HIGHEST QUALITY STANDARDS THOSE ARE THE ATTRIBUTES THAT HAVE HELPED ARVATO, A GLOBAL SERVICE PROVIDER IN THE FIELD OF SUPPLY CHAIN MANAGEMENT AND E-COMMERCE, TO CONQUER THE MODERN LOGISTICS WORLD.

THE ULTIMATE FULFILMENT PROJECT MANAGED BY: DEAN BROWN

Supply chain management is changing rapidly, and companies require ever-improving services and a more customer-centric approach. Arvato provides just that. The company is developing innovative strategies and models for its clients that focus on an entrepreneurial approach to thinking and acting, in order to future-proof their operations around the globe.

A

rvato is a division of Germany-headquartered company Bertelsmann, that contains among others the trade book publisher Penguin Random House and the music company BMG. Arvato employs 17,000 people about 100 locations in 17 countries. In North America, Arvato’s warehouse network includes a total of 10 locations in Ontario, California, Las Vegas, Nevada, Pleasant Prairie, Wisconsin, Louisville, Kentucky and Memphis, Tennessee where comprehensive logistics services are provided to numerous clients in the consumer, tech, and healthcare industries.

The core of Arvato’s success lies in the combination of deep industry expertise and the right technologies that have enabled the company to develop innovative supply chain management and e-commerce solutions for its clients, supporting their growth objective.

16 | LEADING FEATURE

Mitat Aydindag, President of Arvato North America, says: “We focus on B2B and B2C fulfilment, operating mainly in industries that are close to consumers, such as tech, fashion, lifestyle, and beauty, to which we have recently added the healthcare sector, i.e., ‘med tech’ products that we supply to hospitals, clinics, and physicians.

While in the US the tech vertical is our strongest business, on a global level the ratio of tech and consumer products is more balanced, followed by healthcare as a third pillar.”

COMPREHENSIVE CLIENT SUPPORT

Aydindag was appointed to his current role six years ago and under his management, the company has experienced exceptional growth, doubling its revenues as well as the

Mitat Aydindag, President, Arvato North America.

BUSINESSFOCUSMAGAZINE.COM

ARVATO

Shuttle Systems are frequently used automations to handle smaller goods quick and easy.

BUSINESSFOCUSMAGAZINE.COM

LEADING FEATURE | 17

WAREHOUSE SOLUTIONS NATIONAL ACCOUNTS FLEET MANAGEMENT AUTOMATION ELECTRIFICATION ROBOTICS

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888.EQDEPOT l EQDepot.com 2023 Equipment Depot, Inc. All Rights Reserved.

©

EQUIPMENT DEPOT In today’s highly competitive business environment, keeping up with the latest technology and trends to manage your warehouse operations can be demanding. As America’s largest independently operated material handling and rental source, we are a full-service, one-stop solutions company dedicated to solving a wide range of industry challenges.

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LEADING FEATURE | 19

ARVATO

fulfilment space in the American market. Himself an experience global business leader with extensive exposure in Asia and Europe in the supply chain, logistics and services industry, he seems to be the right person in the right place to manage teams and clients from around the globe at a time of major changes in the supply chain sector.

The secret behind such steep business growth? “I believe if you do the simple things right,

20 | LEADING FEATURE

you will succeed. Focus on the basics – quality, inventory accuracy, the right products at the right locations - coupled with excellent service levels will make everything fall in line. We were also lucky to attract the right talent from the US market and other parts of the globe. We have lots of expertise all over the world and my experience of more than 20 years in the organisation was very beneficial to find the right people within our network.”

“WE HAVE RECENTLY INVESTED HEAVILY IN AUTOMATION AND ROBOTICS AS A KEY FEATURE FOR MARKET SUCCESS, PAVING THE WAY FOR THE DEPLOYMENT OF AI IN THE FUTURE.” BUSINESSFOCUSMAGAZINE.COM

ARVATO

Arvato uses state-of-the-art automation like depalletizing robots to load and unload goods.

Inside the heart of our distribution center in Gennep, Netherlands.

He further explains that Arvato is not a typical service provider when it comes to fulfilment but covers the entire value chain.

“We can support our clients with order management at the front end, with fulfilment, transport management solutions, customer care and after-sales solutions.

The whole process is fully transparent.”

“Sustaining the level of service is something that we very much focus on. Given our recent fast growth, scalability is

BUSINESSFOCUSMAGAZINE.COM

a topic, especially scaling with the best practices. We have created a lot of small pockets of excellence and now the task is to spread these best practices and excellence across the entire organization. This is one of my biggest focuses at the moment.”

IN LINE WITH MARKET EVOLUTION

He further points out that organic growth is expected to slow down in the coming years and to come mainly from

LEADING FEATURE | 21

The Colliers difference.

What makes us different?

Our enterprising culture empowers our people, so our great clients, like Arvato, get better outcomes, faster.

How do we deliver?

Listen carefully. Bring advice and a bias for action. Remove red tape.

Why do clients choose us?

Innovation is a priority.

The status quo needs a shake up.

Our culture will make a difference.

Frederick Regnery Principal & Vice Chair +1 847 698 8238 frederick.regnery@colliers.com

Jack Rosenberg Executive Vice President +1 847 698 8208 jack.rosenberg@colliers.com

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BUSINESSFOCUSMAGAZINE.COM

Proud Partner to Arvato RCF GROUP RCF Group is proud to collaborate with furniture manufacturers and representatives Haworth, AIS, and BLG to bring spaces to life and enhance the workplace experience for clients like Arvato.

Having completed new spaces for Arvato in California, Kentucky, Massachusetts, Nevada, Tennessee, and Wisconsin, our team is honored to be a trusted partner for Arvato and looks forward to continuing our growing relationship.

Proud to continue supporting the growth and impact of space on employees for Arvato!

We create spaces that bring out the best in your team and the people they serve through future-forward solutions.

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We are a team of real-time problem solvers across multiple industries, passionately focused on doing what’s right and best for our clients.

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RCF Group is a nationally certified MBE with over 300+ partnerships with manufacturers spanning over seven markets throughout the USA. We pride ourselves on our noncommissioned, single point of contact expertise, uninterrupted project flow, and installation methods that continue to deliver success.

For more information, email Rick.Elliott@thercfgroup.com or check out our website at www.thercfgroup.com

LEADING FEATURE | 23

ARVATO

new clients and new line of business from existing clients.

“Our existing clients are facing significant pressure as a result of changed consumer behaviour in the aftermath of the pandemic.

People are much more cautious about their spending and seem to prefer entertainment and travel to products. So, demand has fallen, and inventory levels are still pretty high which companies need to move.”

As a result of these market changes, companies are looking for a much more resilient supply chain; a supply chain that is more adaptable, flexible, more responsive, and even far-sighted, able to anticipate further challenges. And Arvato is well placed to meet these expectations, having recently implemented several major projects.

“Before the pandemic, we decided Arvato would be a cloud-first company. And that was not just a marketing phrase,” says Aydindag.

“Unlike some others, we didn’t stop investments during the pandemic. One of the results was that we moved our entire ERP landscape to the cloud.

We have also recently invested heavily in automation and robotics. Best example is our latest cooperation with Boston Dynamics. As part of this new partnership, we start to implement Stretch robots in our Louisville facility, which takes the degree of automation to the next level.”

“In this respect, we are lucky to be part of a strong organization.

Bertelsmann Group has a strong appetite for investment in the highly promising US market. Arvato North America now accounts for 20% of the overall Arvato business and there is a willingness to further invest in expansion if the right opportunity arises.”

24 | LEADING FEATURE

“WE KEEP PUSHING TO MAKE ALL OF OUR SITES GREENER, TO FURTHER INCREASE OUR FOCUS ON ENVIRONMENTAL IMPROVEMENTS, & NOT ONLY BECAUSE OUR CLIENTS, MOST OF WHICH ARE BLUE-CHIP COMPANIES, REQUIRE IT, BUT BECAUSE IT IS THE RIGHT THING TO DO.” BUSINESSFOCUSMAGAZINE.COM

One of our four hubs that make the Louisville campus in Kentucky, USA.

ARVATO

GREEN & DIVERSIFIED BUSINESS

In January, the company celebrated the opening of its new healthcare logistics centre in Memphis, Tennessee.

With 320,000 square feet of space, it is the first Arvato AutoStore location in the U.S. The facility has created several hundred new jobs. The new customer at the location is one of the world’s leading medical technology companies, for which Arvato has taken over all fulfillment and distribution in the US. Arvato is also increasing its focus on sustainability, committing to be carbon-neutral by 2030.

As of 2023, all ten warehouses now purchase renewable electricity for 100% of their annual consumption, and the Ontario, California location has more than 1,000 solar panels on the roof.

Central command post.

BUSINESSFOCUSMAGAZINE.COM

LEADING FEATURE | 25

ARVATO

Strength in diversity.

This will reduce annual greenhouse gas emissions by around 4,000 metric tons of CO2. An impressive achievement, given that the supply of power from renewable sources is still very limited in the US and making the switch is not easy as Aydindag points out.

“We keep pushing to make all of our sites greener, to further increase our focus on environmental improvements, and not only because our clients, most of which are blue-

26 | LEADING FEATURE

chip companies, require it, but because it is the right thing to do. We are also committed to further increasing the focus on our people, with various initiatives being introduced from the shop floor to the top floor.

We want to be an employer that people are happy to work for.”

These plans, as described by Aydindag, fall fully in line with Arvato’s ambition to be the most client-oriented international supply-chain company with the strongest focus on people and technology.

“WE ARE ALSO COMMITTED TO FURTHER INCREASING THE FOCUS ON OUR PEOPLE, WITH VARIOUS INITIATIVES BEING INTRODUCED FROM THE SHOP FLOOR TO THE TOP FLOOR.” BUSINESSFOCUSMAGAZINE.COM

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FOURIER INTELLIGENCE

28 | AUTOMATION & ROBOTICS

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FOURIER INTELLIGENCE

FOURIER INTELLIGENCE IS BRINGING ROBOTICS INTO THE REHABILITATION SECTOR.

FOURIER TRANSFORMATION PROJECT MANAGED BY: SPIKE CHALKLEY

We are undergoing a boom period in the automation industry – robotics and AI-driven solutions are finding their way into every conceivable sector. But that does not mean that process happens painlessly or, ironically, automatically.

F

ourier Intelligence, for instance, is bringing machine-led solutions to the physical rehabilitation sector. Entering this sector has meant engaging with a whole range of engineering, design, and patient-engagement challenges, but behind all of those has been a single, industry-wide challenge that Fourier Intelligence has sought to engage with from the outset.

“It is important to understand the pain points and problem statements of our industry,” says Zen Koh, Global CEO of Fourier Intelligence. “Our industry is new, there are many innovative solutions being commercialised from universities and clinics and that is good. However, it is also not ideal because these spinoffs are not big companies. They offer piecemeal, fragmented solutions.”

A HOLISTIC PLATFORM Zen Koh, Global CEO, Fourier Intelligence.

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Koh compares the state of the sector to purchasing a home computer by buying a hard disk, CPU, keyboard and monitor

separately, then writing your own operating system. There are certainly specialists and hobbyists who would do this, but most of us would rather buy a pre-installed laptop and get to work.

But when Fourier Intelligence entered the market, the equivalent of that latter solution did not exist yet.

“It is a very challenging case for clinicians,” Koh tells us.

Fourier Intelligence’s vision was to create a platform to integrate these various cuttingedge solutions into a single clinical pathway for robotic and automated rehabilitation tools - the equivalent of a platform like Android or iPhone that other developers can plug into.

The company has developed a truly collaborative model that can integrate AI, robotics, and virtual reality on an opensource open-platform system it calls “the RehabHub™”, which it is developing into an ecosystem that other companies can work with and develop technologies for.

AUTOMATION & ROBOTICS | 29

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FOURIER INTELLIGENCE

“This ecosystem encourages collaboration, bridging the gaps between technologies and allowing for the provision of human-centric care,” Koh points out. “It means we are meeting this challenge not in a piecemeal fashion, but by working together as an industry.”

Ultimately, Fourier Intelligence is not only a product-based company, but the provider of a potentially industry-wide holistic solution.

BUILDING THE TEAM

This journey began in 2015, with a crew of engineers, researchers and clinicians who came together to look at how robotics could solve clinical challenges in the field of neurorehabilitation.

At first glance, rehabilitation might seem like an odd place to introduce robotics. Physical rehabilitation has always been incredibly human-centred and driven, as Koh is the first to acknowledge.

“Rehabilitation is all about function and getting patients involved, and it is based on personal needs and physical touch during therapies,” Koh shares. “But the sheer backlog of clinicians workload means that research has shown patients spend 80% of their time waiting to receive an appointment.”

Fourier sought to bring down waiting times and ensure patients spent more of their time receiving the therapies they needed.

“We decided that robotics and automation technologies can assist clinicians in doing their job better,” Koh says. “We develop innovative and clinically relevant solutions, using robotics and AI, developed for extremities, movement, and balance. We have now been recognised as a leading provider of rehabilitative solutions.”

Fourier Intelligence’s team of engineers, researchers and clinicians has achieved this not only through mutual collaboration within the team but also through partnerships with a global network of researchers, businesses and learning establishments to chart a new frontier of innovative medical technologies.

These strategic partners include a joint laboratory with the University of Melbourne, Shirley Ryan AbilityLab, the KITE University Health Network, and the Singapore National Healthcare Group. Through this network, Fourier Intelligence is able to collaborate on the testing of new technologies through clinical trials, and the introduction of new advanced features.

GUIDING THE WAY

In 2015 Fourier Intelligence started out with a strong vision, but realising that vision was another matter entirely.

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FOURIER INTELLIGENCE

Understandably, new solutions in the medical sector have a high bar to clear, and Fourier’s goal was not just to provide a new solution, but a new platform for solutions.

“When we started, I had already been in the sector for more than 20 years. I have always been working on this technology, but when I started Fourier, we were the new kids on the block,” Koh recalls. “We had to gain traction and recognition in a highly competitive medical device sector.”

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Creating an ecosystem of the kind that Fourier Intelligence envisioned required influence, leadership, and trust, so the company had to build a solid foundation of trust and credibility before it moved forward.

“We had to walk the talk, deliver reliable products, sell to respected institutions and showcase our solutions,” Koh says. “We developed fusion between technologies and built trust in the industry. That allowed us to gain market leadership and achieve our vision.”

That trust also proved vital in gaining the investment and funding necessary to take Fourier Intelligence to where it needed to be. The company found funding through a combination of government grants, subsidies, and major investors.

“Our vision won over the confidence and trust of major investors,” Koh says. “They were convinced that we would be the ones to consolidate the market.

That allowed us to promote and revitalise the entire industry.”

But from the beginning, Fourier Intelligence has always relied on the talent of its people, and renewing and maintaining that talent pool is key to Fourier’s work.

“We need to attract the best talent to support our development and growth,” Koh says. “This team of professionals shares our passion and to maintain that we implement an aggressive recruitment strategy while creating a culture where talent can be put to good use.

People can grow with us.”

Companies exist to be profitable, but Koh does not think profit alone should be Fourier’s guiding star.

“Being only commercially driven may not always be the right thing to do,” he considers.

“You have to balance the commercial needs of the business with the human touch. A company can only be successful if they have a good team. They are our greatest asset. As CEO, I cannot be everywhere, so I need a team that internalises our culture and represents the company.”

For Koh, that culture is intrinsically tied to his own background as an engineer.

“I always want to be at the forefront of technology, offering the most innovative solutions and on the lookout for

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FOURIER INTELLIGENCE

technology that we can integrate into our field,” Koh says. “We get our hands dirty and understand these technologies and how they can be integrated into the healthcare sector. We harness cutting-edge technology but never forget the reason is to enhance patient outcomes.”

Koh expects those patient outcomes to increase dramatically over the next five years, with what he calls “Rehabilitation 4.0” entering the mainstream.

“As an engineer, we tend to get crazy about the latest technology,” Koh says. “But we need to stay focused. Our core identity is in healthcare.

We have witnessed remarkable advancement in recent years, thanks to collaborative efforts between medical experts and engineers. We want to continue that and make rehabilitation robotics and technology mainstream. Not a good-to-have, but a must-have for institutions.”

BUSINESSFOCUSMAGAZINE.COM

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HAI ROBOTICS

HAI ROBOTICS, A GLOBAL PIONEER IN ACR SYSTEMS, DELIVERS INTELLIGENT AND EFFICIENT WAREHOUSE AUTOMATION SOLUTIONS THROUGH ROBOTICS AND AI, TRANSFORMING THE SECTOR.

NEXT-GENERATION WAREHOUSE AUTOMATION PROJECT MANAGED BY: STEPHANIE VIOLARI

As the wave of digitisation and automation sweeps across industries, the logistics industry is under pressure to transform.

For this reason, more and more logistics companies are trying to find a way to break through the development of enterprise through automation, intelligence, and unmanned operations. Warehouse automation is an integral part of optimising supply chains as it reduces the time, effort, and errors caused by manual tasks.

T

his is the area where Hai Robotics emerged as a pioneer, with a goal to power every warehouse and factory with logistics robots, focusing on maximising space utilisation, reducing error rates, and improving overall warehousing efficiency.

Founded in 2016 with headquarters in Shenzhen, China, HAI Robotics has subsidiaries in Hong Kong, SAR, Japan, Singapore, the U.S., and the Netherlands, serving customers from more than 30 countries and regions. The company today employs over 1,000 people, of whom over 50% are engineers.

With an annual output of 10,000 robots made in its 18,000 m2 factory in Dongguan, China, the company has by now completed over 1,000 global projects worldwide, combining international experience with local expertise to offer tailored, top-quality solutions.

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During its short existence Hai Robotics has already collected numerous innovation awards and registered over 600 global patents for core intellectual properties involving positioning, robot control and warehouse management.

THE RIGHT SOLUTION

The company’s HaiPick solution was the world’s first Autonomous Case-handling Mobile Robot (ACR) system. Unlike other existing autonomous mobile robot solutions, it intelligently identifies the desired totes and cartons, rather than the entire rack, and autonomously brings them to the workstation.

“HaiPick has increased warehouse operation efficiency by three to four times and storage density by 80% to 400% for clients who include DHL Supply Chain, BEST Supply Chain, Philips, and many others. These robotic warehouse solutions

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HAI ROBOTICS

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have been implemented in various industries, including fashion, third-party logistics, retail, electronics, healthcare, and e-commerce,” says the company.

“WITH OUR NEW SOLUTION, THE HORIZONTAL SPACE BETWEEN TOTES CAN BE CUT BY 60%, ENSURING NO SPACE GAP AT THE BACK AND HENCE OPTIMIZING EXISTING WAREHOUSE STORAGE SPACE.” In October last year, Hai Robotics introduced HaiPick System 3, the latest version of the company’s flagship autonomous case-handling robots. The company says that the new system enables storage density up to 50 totes per square meter and can increase worker efficiency up to six times.

The new system introduces fast deployment and efficient ACR-AMR collaboration. While ACRs handle totes from the top to the bottom of the racks, AMRs can handle rack-bottom totes between racks and workstation swiftly. In addition, the HaiPick System 3 can facilitate rack expansion by up to five-deep configuration. With the telescopic Grapple Hook ACR, it can reach a maximum picking height of up to 10m.

“With our new solution, the horizontal space between totes can be cut by 60%, ensuring no space gap at the back and hence optimizing existing warehouse storage space,” says Hai Robotics. “Businesses are also offered tailored solutions to scale up or down, allowing them to maintain a competitive

36 | AUTOMATION & ROBOTICS

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HAI ROBOTICS

edge without compromising on financial agility, while still achieving cost efficiency.”

NEW FACTORY

In 2023 Hai Robotics reached another milestone by significantly increasing its production facility with the opening of its new intelligent manufacturing base in Wuxi—a renowned high-tech manufacturing hub in East China.

The intelligent manufacturing base will produce Hai’s signature HaiPick autonomous case-handling robots (ACR) & autonomous mobile robot (AMR)-led solutions, among others.

The factory is Hai’s second largest intelligent manufacturing base, nearly 10,000 square meters in area, thus facilitating an annual capacity of up to 10,000 robots. It will help support Hai’s growing business domestically and globally, as well as enhance the global footprint of operations and facilities across regions.

“The opening of Hai’s latest manufacturing base in Wuxi is not only a testament to our growing intelligent manufacturing capabilities, but also solidifies our continued commitment towards superior quality, customer service and production standards,” said Bing Fang, cofounder of Hai Robotics.

Fred Sun, Hai Robotics’ Wuxi Factory Leader added: “From an on-site testing field to automated assembly lines implementing the latest technology and algorithms, this new facility allows us to effectively adapt to a rapidly evolving warehouse automation landscape without compromising on time, cost or material waste.

Reflecting on the outlook, Bing Fang said: “As we continue to expand our overseas efforts, the Wuxi factory will play a key role in moving our mission forward in China and beyond: gathering

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together collaborative, global talent in order to push forward the progress of human civilization using robotics technology.”

EXPANDING WITH PARTNERSHIPS

To this end, Hai Robotics continues to develop its global partner network to meet the growing demand for intelligent automation solutions.

Just recently, the company announced a new partnership with CIRRO Fulfilment, a global e-commerce fulfilment company, to integrate robotics technology into its German fulfilment centre.

This advanced fulfilment centre covers an area of 6,500m² with a storage volume of 3,348m³. It features 45 A42L robots for order picking and eight A42T robots for shelving and automated stocking. The picking robots can handle payloads of up to 240kg and operate at a top speed of 1.5 meters per second.

The robots can swiftly transport items to skilled workers for picking and packing in one go, ensuring fast and accurate order processing and dispatch. This innovative approach reduces handling time and enhances operational capabilities, resulting in faster delivery and increased customer satisfaction.

The overall shopping experience is seamless and expedited.

“We are thrilled about our collaboration with CIRRO Fulfilment. The application of our fully integrated solution, blending ACRs and AMRs, represents a milestone in the use of versatile robotics technologies in e-commerce fulfilment operations for the EMEA region,” said Sean Wang, Sales Director at Hai Robotics EMEA. Fully reaching Hai’s vision of “Powering every warehouse and factory with logistics robots” is still something for the future, but the company is well on the way to making it happen.

AUTOMATION & ROBOTICS | 37

DALLARA USA

IN THE USA DALLARA IS DOMINATING THE MOTOR RACING SECTOR. SO WHERE CAN IT GO NEXT?

WINNING FORMULA PROJECT MANAGED BY: SPIKE CHALKLEY

Dallara is a company whose story is tied to racing history. The company’s founder, Giampaolo Dallara, had a CV that included names like Ferrari, Maserati, Lamborghini, and De Tomaso before he started his own engineering firm in 1972.

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DALLARA USA

H

e was an aeronautical engineer fascinated by racing and competition, and after a brilliant career in several industries, and becoming technical director of the Lamborghini Miura, he decided he wanted to compete himself,” recounts Stefano dePonti, CEO of Dallara USA. “He wanted to design and build and manufacture and eventually race his own cars.”

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Giampaolo Dallara’s company went on to become a worldwide leader, supplying race cars across every Formula from F1 onwards, all over the world.

It is a sector that requires the highest quality of design and engineering expertise, operating at peak performance under the most extreme pressures, and so it is no surprise that Dallara’s skillset has been sought after in other industries.

“Because we have this shared set of competencies, we have created two additional business units, to our racing business, one in automotive and the other in aerospace and defence,” dePonti says. “Our design expertise in composite fibre, simulations, and manufacturing can be applied across these sectors.”

AUTOMOTIVE | 39

BELOTTI S.P.A.

DALLARA USA

Since 1979 Belotti S.p.A. designs and manufactures 3 and 5-axis cnc centers for milling and trimming operations on composites, plastics and light alloys materials. The wide range of solutions, highly customizable, can be integrated with 3D printing extruders, waterjet technologies and ultrasonic cutting systems to meet the high standards required by different industries (i.e. automotive, motorsport, aerospace, marine, railway, energy & building, furniture, checking fixtures, patterns & molds, and thermoformed).

Founded in Italy, Belotti is located in Suisio-BG (HQs & plant 1) and Modena (Innovation Hub & plant 2), relying on three branches - Belotti America, Belotti Deutschland, Belotti China - and on a network of authorized service centers for qualified and prompt after-sales services worldwide.

Following its strong international vocation, the company has increased its business in foreign markets, which is now more than 50% of the total sales value and spread in all continents.

The experience consolidated over the years, the constant research of cutting-edge solutions, the guaranteed performance in terms of production efficiency, quality and accuracy of machining and reliability over time, have allowed the company to grow and consolidate its position, counting prestigious companies among its customers (such as Dallara and Dallara USA).

The strong drive towards innovation led Belotti to develop a new, hybrid technology called BEAD that integrates Large Scale Additive Manufacturing with the milling process in a single machining center.

BEAD exploits the best of both worlds combining the speed and creative potential of 3D printing with the precision and reliability of a cnc center in a single system. Through the integration of a CEAD extruder for additive manufacturing in a Belotti 5-axis cnc machining center, BEAD allows the production of parts that are sufficiently oversized to be finished to the required tolerances with times and raw materials consumption lower than traditional methods. BEAD can be possible in different configurations with variable build volumes, extrusion outputs and printing orientations, and finds application in many industrial sectors, allowing for the production of models and production tools (molds, plugs and autoclave toolings) through the use of different materials, from commodity to high performance fiber reinforced polymers.

Robotic automated solutions complete the portfolio, including robotic lines and cells designed in accordance with the customer’s needs to optimize the production processes. Belotti Robotic Automation division offers turnkey solutions covering all robotics applications, from a simple loading/unloading cell to the most complex assembly plants, serving as a unique partner through the whole process of design, production, installation and maintenance of the solution, guaranteeing competence and promptness of intervention both on the cnc machining centers as well as on the whole automation system. www.belotti.com

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Deponti has overseen Dallara’s move into the United States market since 2010, where the company supplied chassis and vehicles to the NTT INDYCAR SERIES in 2012, has become the sole chassis supplier for the Indy NXT Series, and has designed and manufactured the LMP2 car which became the Cadillac DPi that raced in the IMSA Series.

“We now cover INDYCAR, INDY NXT, NASCAR Cup Series and autonomous vehicles” Deponti reports.

Dallara is able to compete across these different fields because it works to stay on top of the latest technology and innovations not only in racing but throughout the fields of safety, driveability, sustainability and even styling.

“Not only do we stay at the cutting edge of these fields, but we create it ourselves through our research centre,” says dePonti. “Our business plan is to deliver the best and most cost-effective product in our field.”

CYCLES OF INVESTMENT

To stay on that leading edge, Dallara has always had to invest heavily, putting profits back into the business for research and development.

AUTOMOTIVE | 41

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“The competition is not just at the racetrack but in the products, we produce and sell to customers,” dePonti says.

“It is in trying to be the best company in our field, and that means bringing in the best people and looking after them.

That means training, motivation, and leadership. Personnel is the best asset a company can have.”

To ensure Dallara has access to the best talent, the company invests heavily in education, establishing close links with local universities and even helping to create a master’s degree for future recruits. It is a model the company has exported to their USA division.

“Racing is a very attractive sector for the younger generation that wants to become the next engineers to serve the industry,” dePonti points out. “Racing has great appeal for these students, and we try to match that expectation while showing them how to do it right. We take them step by step through the skills they need, investing in education and showing them the tools, the company has available.”

RACING AHEAD

Dallara USA has found a system that works, and while the company is constantly working to refine and improve, dePonti knows better than to mess with a winning formula.

“THE COMPETITION IS NOT JUST AT THE RACETRACK BUT IN THE PRODUCTS WE PRODUCE AND SELL TO CUSTOMERS.” 42 | AUTOMOTIVE

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DALLARA USA

“Generally speaking, we just need to stay where we’re at, improving and learning,” he tells us. “If you are an engineering company you learn every day, by trial and sometimes error.

Mr Dallara himself said from the beginning, ‘Learn from your mistakes.’ So, we are staying on top of what we have been doing.

We are innovative, keeping an eye on new technologies and adapting to the market’s requirements whether in racing, automotive or defence and aerospace.”

Dallara USA seeks to do all this while connecting its contributions to educational and academic work to everyday engineering applications. It is also seeking out new markets, and competition, even venturing into the final frontier.

“Is outer space the future?” dePonti asks. “Maybe. We are seeing the creation of business models for a space economy and space tourism. There will be activity outside of planet Earth and we intend to be ready with the technologies, expectations, motivation, and vision to be active in that sector with our people.”

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DALLARA USA

This is not just idle speculation on dePonti’s part. While he is unable to name names just yet, he can confide that Dallara is already active in this sector.

Which is perfect for Dallara, as in the racing space the company has possibly already achieved all the growth that it can.

“In the US a company like ours already dominates all the racing markets we could possibly have,” dePonti says.

“Our engineering services and

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DALLARA USA

our design, manufacturing and distribution are present in all the major racing environments.

There is no more room in these sectors to improve or grow because we have already got them all.”

But as any racer knows, it is not enough to get ahead, you have to maintain your lead.

“We need to be good at maintaining what we’ve got,” dePonti tells us. “Whenever it is time to renew a contract, we want the clients to keep coming back to us. They stay with Dallara because we do a

good job backed by excellent customer service. That is very important in this business.

But to grow we need to get out there and find other opportunities.”

Whatever sectors Dallara moves into next, it will take with it the attitudes and know-how that have allowed it to dominate the motor racing sector.

“We say, ‘Ready or not, the race starts’,” dePonti says. “We apply that motto wherever we go, so companies know they can always trust us to deliver on time.”

“WHENEVER IT IS TIME TO RENEW A CONTRACT, WE WANT THE CLIENTS TO KEEP COMING BACK TO US. THEY STAY WITH DALLARA BECAUSE WE DO A GOOD JOB BACKED

BY EXCELLENT CUSTOMER SERVICE.” BUSINESSFOCUSMAGAZINE.COM

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FRAPORT AG

WITH NEARLY A CENTURY OF EXPERIENCE, FRAPORT AG REMAINS AT THE FOREFRONT OF INNOVATIONS, LOOKING AT DIGITALISING AIRPORT SERVICES FOR SMOOTHER FLOWS AND GREATER BENEFITS FOR ALL STAKEHOLDERS.

DIGITALISED AIRPORT EXPERIENCE PROJECT MANAGED BY: JOHN HOLLIMAN

As one of the leading players in the global airport business, Fraport AG, Germany’s biggest airport operator based at Frankfurt Airport, offers a wide range of operational and management solutions based on over 95 years of aviation expertise. Fraport’s portfolio of companies spans four continents with activities at 30 airports worldwide.

I

n its mission statement, the company places the focus on its customers and is committed to ensuring a “good trip” for all passengers and travellers. This applies to all Fraport’s business activities and services at Germany’s largest aviation hub in Frankfurt and at the Group’s airports worldwide.

In line with this focus, Fraport has fully embraced current trends and is leading the way in deploying the latest technologies to promote passenger comfort, to optimise its service and also to increase its competitiveness.

Claus Grunow, VP Corporate Strategy & Digitalisation, affirms that a lot has been

46 | AVIATION, AEROSPACE & DEFENCE

done towards this end, and the period of the pandemic provided an opportunity to stop and look ahead, carefully shaping the vision for future development, and also carefully planning current and future investment.

“The market demands more individualised services. This is quite a challenge, as it is contrary to what airports all over the world have done until now and is coming at a time of numerous strategic challenges – political instability in various regions, high inflation, an acute labour shortage and an ever-increasing focus on sustainability. One that touches upon all of these is digitalisation.”

Claus Grunow, VP Corporate Strategy & Digitalisation, Fraport AG.

FRAPORT AG

compleet

FRAPORT AG

SIMPLIFY YOUR WORKFORCE OPERATIONS IN A DYNAMIC WORLD The world is ever changing. So are personnel requirements. With compleet, your company will be ready to adapt and meet today’s challenges. The compleet suite consists of three fully integrated components: compleet vendor, compleet workforce and compleet recruiting. Over 1.500 companies rely on compleet when it comes to their day-to-day workforce management processes.

The compleet software unites internal and external personnel, supplier management and recruiting in one. We connect new ways of working: helping you and your company unleash the full potential of your workforce. Eliminate manual effort - thanks to automations, compleet takes over recurring operational tasks for you.

Sophie Genty, CEO at compleet: “Over the next 10 years, in Germany alone, an average of 2.000 workers will retire every day. In addition, there will be an increase in staff turnover due to changing expectations of work. This all is noticeable in your day-to-day work.

All our decisions at compleet are driven by the desire to help you counteract this risk with our software. With our highly integrative portfolio, we can help you increase your reach and relevance among applicants as well as maintaining your flexible and resilient workforce.”

THE DIGITAL FACTORY

To this end, a few years ago Fraport set up an initiative that has proven to be very successful - the “Digital Factory”, a virtual organizational unit that works as an internal solution partner to support Fraport business units with a specific task or problem. The strategic objective is to further increase the level of digital maturity within the Fraport Group and to drive forward digital transformation.

The core of the suite is compleet workforce: which enables real time management of employees in any number of projects simultaneously. Whether your workforce consists of your own employees, temporary workers, freelancers: live data on contracts, necessary qualifications and projects is available to you, anywhere, anytime.

With compleet workforce, capacity planning enables you to carefully plan your resources and remain flexible at the same time.

The employee app helps maintain employee satisfaction, as staff always have full access to all data relevant to them. Does your business have special requirements on qualifications? The compleet qualification management system is leading the way. It is part of our powerful capacity and shift planning.

The digital connection to your personnel suppliers via compleet vendor is unique. Within seconds, you can send your personnel requests to all your suppliers simultaneously. As a result, qualified offers are received within minutes. With the electronic signature: new personnel can be deployed on very short notice.

The automations in compleet vendor will automatically assist on matters of compliance. Giving you more time to focus on your business.

With compleet recruiting you can boost your workforce even more.

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Interested to find out more about compleet?

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One aim of the Digital Factory is to identify market innovations early on and facilitate the implementation of compelling digital solutions for Fraport, that should, amongst other benefits, promote service individualisation, as Grunow has mentioned. “A good example of the Digital Factory’s outcomes is FRA SmartWay, a tool that enables passengers to pre-book a free slot for security control, alleviating the hassle of wasting time and enabling better time management.”

At the moment, the shortest time the tool allows is one hour ahead of departure but the team is working on a product that would shorten the time to just 30 minutes. “FRA SmartWay is already available at Frankfurt Airport and we are in talks with other airports

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FRAPORT AG

in the Group,” says Grunow.

“This is a wonderful example of an individualized approach applied to a completely streamlined process, catering for passengers’ personal needs.”

“We are currently deploying a TurnaroundControl solution with Assaia at one of our Fraport airports in Ljubjana. The goal of the project is to optimise turnaround performance and gain valuable insights for future deployments at other Fraport airports.”

“Projects like this are not only about testing new technologies, but above all about collaborative value creation.

Another example for that is the “Training and Personnel Planning Tool” from compleet for our de-icing company N*ICE Aircraft Services & Support GmbH. The developed solution fulfilled all expectations. In the future, it could also be used for the management of temporary employees in other Fraport subsidiaries.”

FASTER AND MORE EFFICIENT

Other successes include the “Automatic Licence-Plate Detection at CargoCity South” project, launched in spring 2021, which was one of the first Digital Factory projects, enabling automatic entry via two gates to Frankfurt Airport’s CargoCity South by means of an innovative camera system that checks visitor licence plates and compares them against stored data. The solution has since been implemented at other entry gates.

The Digital Factory project team has also developed a solution for automatically identifying cargo units being towed on the apron. Camerabased monitoring of the

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FRAPORT AG

apron’s parking areas and AIbased analysis have resulted in far fewer empty, and inspection runs, reduced risk of delays and, in turn, substantial savings.

The last example will please any passenger – just recently, Frankfurt became the first European airport to offer full-coverage biometric touchpoints to all airline passengers, enabling streamlined, frictionless passage throughout the airport – another milestone in the expansion of Fraport’s digital passenger processes. Once registered, passengers pass through the facial recognitionequipped checkpoints without showing any physical documents.

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“A GOOD EXAMPLE OF THE DIGITAL FACTORY’S OUTCOMES IS FRA SMARTWAY, A TOOL THAT ENABLES PASSENGERS TO PRE-BOOK A FREE SLOT FOR SECURITY CONTROL, ALLEVIATING THE HASSLE OF WASTING TIME AND ENABLING BETTER TIME MANAGEMENT.” AVIATION, AEROSPACE & DEFENCE | 51

WEPLAN & WORKAXLE IMPLEMENTING DYNAMIC WORKFORCE PLANNING FOR PASSENGER SERVICES AT FRANKFURT AIRPORT Despite increasing operational complexity and business dynamics, many workforce planning teams at airports are equipped with tools that do not allow the airport to evolve and become a better employer, while many are still trying to combat the staff exodus that still plagues parts of the industry.

The problem lies in the lack of economically viable solutions, particularly for smaller staff groups. As a result, many airports continue to rely on error-prone manual planning and rule verification processes. This leaves them unable to effectively address the day-to-day dynamics of operational changes and challenges. Additionally, employees are looking for greater visibility and control over their schedules, as well as clarity on when and where they’ll be working next.

WePlan and WorkAxle set out to deliver a commercially viable solution that brings 15 years of industry best practices and cutting-edge rostering and app technology to Fraport and other 21st century airports.

What we offer: - Automatic creation and updating of optimal shifts based on changing flight plan data, process times, SLAs, and travel times - Automatic creation of duty rosters based on employee absences, rules and requests - Digital submission of employee requests and publishing of duty rosters to employees, e.g. via the APP - Shift updates and tasks pushed to employees via APP - Post-ops analytics to ensure continuous improvement in planning accuracy www.weplan.info

Delivering real-time visibility for proven cost reduction, improved safety, sustainability and passenger experience. www.assaia.com | info@assaia.com

52 | AVIATION, AEROSPACE & DEFENCE

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FRAPORT AG

ACCELERATING INNOVATIVE SOLUTIONS

Grunow points out that one of the benefits of the Digital Factory is considerably shorter times and significantly reduced cost of solution design and implementation. “At Fraport, digitalisation is more than just technology, but primarily a process and mindset change.

The Digital Factory was set up as a process framework to drive innovation and digital transformation across Fraport Group airports fast and effectively.”

“It has enabled us to build strong connections with the start-up ecosystem and harness the power of open innovation.

This has aided Fraport in maintaining a high speed of solution implementation and sustainable transformation.

Colleagues from other business units can get involved in the projects as temporary virtual team members in order to ensure the transfer of experience and methods within the organization and Group.”

“We often bring in new players from completely different industries to come up with solutions we can easily adopt. This speeds up the process, saves a lot of money and brings in perfect collaboration partners from different sectors. It’s a great example of how digitalisation does not only benefit the customers but also brings internal benefits for the organisation.”

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AVIATION, AEROSPACE & DEFENCE | 53

FRAPORT AG

DRIVING MINDSET CHANGE

He emphasizes that changing the mindset is a key challenge.

“Many believe that the way things have been done for decades is good enough for the future and refuse to see the benefits, including the financial ones, that novel technologies can bring. But I personally believe that it’s the only way to succeed in the future.”

54 | AVIATION, AEROSPACE & DEFENCE

“AT FRAPORT, DIGITALISATION IS MORE THAN JUST TECHNOLOGY, BUT PRIMARILY A PROCESS AND MINDSET CHANGE.”

He reflects that fundamental changes within a year or two can hardly be expected. The development will more likely happen in small steps as incremental improvements are made, to address the most pressing issues, such as a lack of people that will lead to a higher degree of automation and robotisation.

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FRAPORT AG

“Aviation has been a very traditional business and for a good reason, given the paramount importance of safety. However, I believe that digitalization can do a lot for the industry. Just look at the baggage screening technology that several start-

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ups have come up recently, using artificial intelligence for automatic threat detection at X-ray and CT systems.

There are big things to come as a result of digitalisation that would enhance not only passengers’ comfort, but also their safety.”

AVIATION, AEROSPACE & DEFENCE | 55

SKY AIRLINE

SKY AIRLINE, THE ONLY GLOBAL CARRIER TO EXCLUSIVELY OPERATE NEW ENGINE OPTION (NEO) AIRCRAFT, IS SET TO CONTINUE ITS UNPRECEDENTED EXPANSION.

GREAT VALUE, GREAT FLYING PROJECT MANAGED BY: HAYDEN TURNER

56 | AVIATION, AEROSPACE & DEFENCE

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SKY AIRLINE

SKY is a Chilean low-cost airline with more than 22 years of history. The company today operates 12 international and 28 domestic destinations from Santiago (Chile) and Lima (Peru) and plans to continue its expansion of both fleet and territories.

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I

n 2022, the carrier was recognized as the best lowcost airline in South America by the international consulting firm Skytrax. Moreover, for the third consecutive year in 2023, the company received the recognition from CH-Aviation as the airline with the newest fleet in the Americas and the fourth worldwide - the average age of SKY’s fleet is around three years, which means one of the youngest fleets globally.

SKY is the only airline in the world with a 100% Airbus A320 and A321 NEO fleet, having reduced CO2 emissions

per seat by 60% since 2010.

Employing the all-NEO fleet allows the airline to be more efficient and sustainable, as these planes allow a 20% saving in fuel.

Julio Solar, Deputy Director of Strategic Planning and Alliances at Sky Airline, explained that the company was launched in 2001 as a charter company flying to Cuba and some domestic destinations, becoming a scheduled commercial airline in 2002. In 2015, Sky turned into a low-cost carrier (LCC), as this business model began to develop in Latin America.

AVIATION, AEROSPACE & DEFENCE | 57

EFFECTIVE BUSINESS MODEL

Since then, SKY has really taken off. Solar further explained that the company also differentiates by enhanced services and passenger comfort. “We don’t operate the ultra-low-cost carrier (ULLC) model. Our product resembles a legacy product, but our cost structure is that of an LCC which allows us to compete very well with the legacy carriers in the region.

This is our key advantage.”

The company has also invested massively in its assets.

In 2021, Sky Airline reached a milestone culminating the process of fleet renewal by having a 100% NEO fleet. Now an order for ten more machines has been placed. “We have already received the first Airbus 331, which has given us an advantage of time against our competitor, who is expecting the new machines only in two years’ time. Next year, we will receive eight more aircraft,” said Solar.

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“IN 2024, WE HOPE TO BECOME TWICE THE SIZE WE WERE IN 2020.”

Jose Ignacio Dougnac, the company CEO, affirmed that the company is planning to grow the number of passengers by 2.5 over the next three years, with the business growing at the same rate. “In 2024, we hope to become twice the size we were in 2020.”

What is behind such steep growth? “Our strategy is to be convenient,” said Dougnac. “We want to be a very good alternative to full-service carriers and at the same time a very efficient company. We operate an LCC model, but with a special focus on customers and their comfort.”

To this end, the company has introduced a digital transformation programme that has allowed SKY to make the

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SKY AIRLINE

overall travel experience fast, easy, and personalized. As a result, digital self-service projects have been implemented at Nuevo Pudahuel Airport in Santiago and activated automatic check-in on SKY’s domestic flights in Chile and Peru.

TOWARDS NEW TERRITORIES

Dougnac acknowledged that SKY is growing both its domestic and international traffic. “In 2019, we were around 7% of international market share. This year, the figure has increased to between 14% and 15%. Similarly, our share of domestic travel has also increased.”

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SKY AIRLINE

“As a milestone that reflects our goal to expand our horizons and improve connectivity in the region, we reached the United States for the first time, with the Lima - Miami route, in June 2022. We also launched multiple international routes from both Santiago and Lima and new domestic routes in both countries.”

He noted that SKY was the first airline to recover air traffic to pre-pandemic levels in Chile and Peru, with 7.1 million passengers carried in 2022, reflecting a 35% growth over 2019 levels. And more growth is in the pipeline, as defined in SKY’s Strategic Plan to 2030, which aims to expand growth in Latin America in a reliable, safe, and sustainable manner.

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In 2023, SKY entered Uruguay with four new international routes, linking Montevideo with Santiago de Chile, Lima, Salvador de Bahía and Florianópolis. The expansions will provide affordable options and extend its network to over 40 destinations across the Americas.

“WHAT HAS KEPT THE COMPANY GROWING MUCH FASTER THAN THE INDUSTRY OVERALL IS ITS ABILITY TO BRING TO THE REGION A VERY CONVENIENT PRICE IN A VERY GOOD PRODUCT.”

Commenting on this recent expansion, Julio Solar said that SKY’s network development takes a holistic view of the industry and addresses two key concepts of the company’s strategic map: to be Latin America’s preferred airline and make the sky accessible to all.

SKY today has the highest load factors in the industry, which shows a preference for its product.

THE FRIENDLY SKY

“What has kept the company growing much faster than the industry overall is its ability to bring to the region a very convenient price in a very good product. Our fleet has reclining seats, high onboard technology, and comfortable

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SKY AIRLINE

space. We are very efficient in terms of operations, we also have a broad network, and very good digital capabilities, “ said Dougnac, adding that to further boost SKY’s preference ratings, they will be launching a loyalty programme in 2024.

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SKY is also planning to further improve its environmental footprint. In 2025, the airline will add the A321XLR, allowing SKY to open new routes across the region. These aircraft will change the industry’s ability to operate medium-range

flights in a more efficient and environmentally friendly manner.

“This milestone will enable us to connect to more distant destinations, directly and non-stop, while continuing to significantly reduce the level of our emissions,” affirmed Dougnac. “What we have built to date allows us to look to the future with optimism and evolve towards a new SKY, even more aware of its impacts and its responsibility in creating value for the environment. We continue to work with a vision of sustainability aligned with our purpose: Making the sky available to everyone.”

AVIATION, AEROSPACE & DEFENCE | 61

K2 DATA CENTRES

K2 DATA CENTRES

SINCE WE LAST LOOKED AT K2 DATA CENTRES THE COMPANY’S PROFITS HAVE GROWN AS IT HAS CONTINUED TO EXPAND ITS PRESENCE IN IRELAND.

BUILDING BIGGER DATA PROJECT MANAGED BY: ANDREW BOURKE

K2 Data Centres is one of the biggest data centres working in Ireland. The company was founded in 2017, in response to growing demand for online retail, digitalisation, and Internet of Things functionality. All of these new business frontiers demand robust, large-scale data infrastructure to support them.

K

2 was established by the Kuok Group, a Singaporebased company dating back to 1949, when it was active in the rice and sugar trade. Over the years it has grown across Asia and beyond with a presence in the property, hospitality, logistics, media, and commodities sectors, as well as digital infrastructure.

In K2, Kuok has established itself as an international developer, owner, and operator of hyper-scale digital infrastructure assets. In Ireland, K2 has established a network of data centre facilities valued at nearly €300 million. Using Ireland as a starting point, its vision is to expand into Asia as an international digital infrastructure provider.

2023 was a landmark year for the K2 Data Centres project. For the first time since the company

was established in Ireland, it has announced a profit, marking the beginning of a bold new era for the company.

A SPECIALIST FOR TODAY’S DATA NEEDS

This profit is borne out of K2 Data Centres’ position as a specialist provider of critical digital infrastructure to leading technology companies.

The firm has laid the foundations for internet, cloud services and asyet undeveloped digital solutions.

K2’s track record demonstrates world-leading levels of service as a technically focused, long-term partner to its customers. They do this while offering peace of mind to partners investing in significant physical network, storage, and computing resources capable of serving millions of users of online and digital tools.

COMMUNICATIONS & TECHNOLOGY | 63

K2 DATA CENTRES

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64 | COMMUNICATIONS & TECHNOLOGY

As Dr Fred Ho, K2’s Chief Technical Officer, told us in 2022, “We are serving hyperscale customers who may not be able to act as quickly as we do because they cannot move forward without a lot of approvals on internal issues, but we are a privately-owned company.

We can make decisions quickly. When we receive the signal from our user we can act on it immediately.”

The ability to respond quickly has only increased in importance since we last spoke with Ho, and demand for data centres continues to build.

Power needs have grown in tandem with the demand for data, and K2 has responded to that as well, introducing liquidcooled solutions and looking at ways to increase data centre density.

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K2 DATA CENTRES

Following this vision, K2 Data Centres recently announced after-tax profits of over €2.9 million from a turnover of over €12.5 million for the year 2022, according to recently released accounts. This is in contrast to a recorded loss of €1.6 million in 2021.

The spike in profits is driven by significant expansion across K2 Data Centre’s presence in the Irish market. The company enters 2024 with three data centres established in Ireland, two of them at the Ballycoolin Campus in Dublin, and with planning permission for a larger fourth facility at Citywest, Co. Dublin.

This means that alongside assets worth a combined €297.9 million at the end of 2022, and even including its previous losses, the company has already accumulated a total profit of €335,000. That figure does not include the €2.3 million the company has invested in staffing costs, including staff levels averaging 31 people over the course of the financial year.

But all of this is only a foundation for bigger things to come.

How K2 Data Centres differentiates itself is by offering not just modular construction, but modular infrastructure. The data centre’s “Lego bricks”, which it terms “Power Pods”, are prefabricated structures with the complete infrastructure already installed. It is nearly a total plug-and-play solution that saves time in construction and commissioning.

Where a traditional modular construction solution must still be built and have its power generation capabilities also built and wired in, K2’s modular infrastructure makes each Power Pod a standalone solution which can be assembled and commissioned alongside continuing construction work.

“We can run the infrastructure project outside the building, completely in island mode, and fully test it while waiting for the power shell and construction project to be completed,” Ho told us in 2022.

It gives K2 Data Centres the ability to construct a hyperscale project within one year and have it fully operational.

This is what has allowed K2’s impressive expansion since it arrived in Ireland in 2020.

The directors of the firm, commenting on K2’s performance in 2022, have said that “The results for the period were in line with expected performance, in light of the start-up phase of the business”.

They reportedly expect that business activity will develop further as the company continues to provide services in Ireland and expand its market footprint.

It speaks to a promising future for K2 Data Centres. As the need for data infrastructure grows, K2 is perfectly positioned to not just grow to meet that need, but thanks to its Power Pod model, to grow alongside that need, providing capacity as and when it is needed.

STEP BY STEP

The key to K2 Data Centre’s model is modules. Modular construction is a popular solution in the data centre sector – in the face of skyrocketing demand, it is the best way to build quickly while controlling costs.

Equipment is packed in a box, brought on-site and the data centre is put together like Lego.

But while there are undoubted efficiencies to constructing the facility this way, a large portion of the process still has to take place on-site. It is a labour-intensive process to carry that out while commissioning and connecting the data infrastructure so that it can be used by clients.

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PLYMOUTH SCIENCE PARK

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PLYMOUTH SCIENCE PARK

IN THE HEART OF THE PLYMOUTH COUNTRYSIDE, PLYMOUTH SCIENCE PARK HAS BUILT A PLATFORM FOR INNOVATION ACROSS A RANGE OF INDUSTRIES.

INNOVATION’S HOME PROJECT MANAGED BY: DAVID HAYVIS

The story of Plymouth Science Park begins in 1996, when the Diving Diseases Research Centre (DDRC) expanded from its old home, a converted boat shed at the Fort Bovisland diving school, to become the first tenant at a new, purposebuilt facility adjacent to the city’s hospital.

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B

y 1998, the Plymouth Science Park Innovation and Technology Transfer Centre (ITTC) had opened as a multi-occupancy building with 22,000 square feet of lettable space divided into 34 units ranging from 150 square feet to 1,300 square feet.

Now, 25 years later, Plymouth Science Park offers the ideal combination of first-class facilities, cutting-edge support services and a collaborative approach. The facility is home to a constantly expanding combination of businesses across the sectors that include Advanced Engineering, Business Services, Digital, Environmental, Marine, Health, and Wellbeing sectors. It is home to forwardthinking, ambitious organisations and businesses that are well-positioned to take advantage of Plymouth Science Park’s unique environment.

“Plymouth Science Park provides a friendly and professional working environment in Plymouth surrounded by open green fields. The Park team is always on hand to support you as you

grow,” Louise Pasterfield has said as the Director of Strategy, Marketing and Communications at the Plymouth Science Park tenant, Sponge.

AN ALLIANCE IN SCIENCE

Since its foundation, Plymouth Science Park has adhered to a single, well-defined set of values. First and foremost, among those values is Innovation, and Plymouth Science Park seeks out the companies that come up with those innovations and looks for ways to help them grow. But this is not just about creating a platform for businesses to build on. It is about building a community; bringing people and businesses together to create new opportunities.

Plymouth Science Park considers itself a partner to its tenants, and even an extension of their community’s teams.

Plymouth Science Park’s staff are professional, credible, and flexible, focussing on delivering bespoke solutions to meet the needs of their clients.

By doing this, Plymouth Science Park aims to become known as the location of choice for innovative, worldclass businesses in the South West. The park has undergone and completed five phases of

COMMUNICATIONS & TECHNOLOGY | 67

2

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In order to offer a full AM solution Laser Lines also fully supports the Xact range of affordable metals 3D printers, offering systems that can produce parts in stainless and tool steels, super alloys, copper, titanium and aluminium.

Polymer post processing, turning 3D printed parts into production items, is covered by the DyeManson range of cleaning, surfacing and part dyeing solutions.

PARTNERSHIP Laser Lines is once again proud to be in collaboration with forward thinking organisations such as the Plymouth Science Park with the supply, installation and support of two Stratasys systems. With a build envelope size of 1000mm x 600mm x 600mm the Stratasys F770 will give the organisation the ability

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to print large parts in both ABS and UV stable ASA thermoplastic. Producing mechanically strong, robust, and accurate parts the F770 will be able to meet demanding applications such as jigs, fixtures and assembly aids.

The J55 brings the prospect of Pantone validated full colour, full texture, ultrarealistic parts and models early and often within the design cycle. The new J55 is very much focussed on industrial or product designers, brand managers and multi discipline design studios having incredible 3D printing capability right at the heart of the studio or office-based environment. The unique rotating build platform means the J55 has a very small footprint in relation to its build size, being almost silent and odourless again enhances its appeal to being situated right in the middle of the studio.

The Stratasys J55 with its ability to print in rigid, flexible, clear and high temperature materials, makes for an incredibly versatile solution, meeting the high demands of the product design, medical, dental and industrial design markets.

Laser Lines has over 30 years’ experience supplying and supporting 3D Printers and additive manufacturing systems. During this period our support and expertise have helped numerous companies reduce manufacturing costs, accelerate time to market, reduce development cost and control confidentiality. Our customers consistently report a very quick return on their investment as the free availability of 3D printed parts helps them to develop products and solve manufacturing problems faster and at lower cost. Laser Lines has gained a unique level of experience and is ideally placed to offer advice and help companies understand how additive manufacturing may help to improve their performance. www.3dprinting.co.uk

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PLYMOUTH SCIENCE PARK

development, each one creating incredible opportunities not just for existing businesses in the park but also for Plymouth itself and the wider region as a whole.

The park will continue to grow, with ambitious plans for its future development that will expand the highquality, versatile facilities it has available.

CUTTING EDGE DESIGN

Among the latest of those developments is a big investment the Science Park has made in next-generation engineering design software.

Plymouth Science Park has bought Measurement Solutions’ nTop software to augment the park’s digital design and manufacturing capabilities,

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allowing its users to develop topological designs with ease which can then be expanded with additive manufacturing.

The licence for nTop will cover the next three years, aiding Plymouth Science Park in its ongoing ambition to offer the latest industry technologies for companies across the South West and beyond.

The new software will give Plymouth Science Park tenants the ability to design organic extrusions and inclusions within existing Computer Aided Design, alongside from-scratch designs. The software hosts a unique toolset that empowers generative design, topology optimisation, and automation capabilities, alongside an unbreakable geometry engine.

“THIS WILL EXPAND OUR OFFER TO MANUFACTURING AND ENGINEERING COMPANIES, GIVING THEM ACCESS TO STATE-OFTHE-ART TECHNOLOGY, AND SUPPORT THE FUTURE OF PRODUCT DEVELOPMENT.” “We are excited to build upon the possibilities of manufacturable design here at the Park, with the addition of the nTop software,” said Jacques Wood, Senior Digital

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PLYMOUTH SCIENCE PARK

Applications Engineer at Plymouth Science Park.

“This will expand our offer to manufacturing and engineering companies, giving them access to state-of-the-art technology, and support the future of product development.”

The software has been benchmarked with the support of trusted UK-calibre metrology systems and services provider, Measurement Solutions.

Plymouth Science Park has worked closely with the firm to expand on-site resources at the park with case-specific equipment and industry knowledge.

Joe Winston, nTop Account Manager at Measurement Solutions, said, “It’s great to see forward-thinking companies adopting software like nTop to leverage their additive

70 | COMMUNICATIONS & TECHNOLOGY

manufacturing hardware. I’m really looking forward to seeing Plymouth Science Park pushing additive manufacturing design to the next level in the months and years to come.”

But this is only part of a £507,000 funding package from the Heart of the South West LEP that will support a new digital engineering test facility, DREAM.

WHAT DREAMS ARE MADE OF

DREAM, or “The Digital Reverse Engineering and Metallurgy Project” is designed to complement Plymouth Science Park’s Advanced Digital Manufacturing Innovation Centre. With funding from the Heart of the South West Local Enterprise Partnership (LEP), as part of an £8 million Digital Investment Programme, DREAM

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PLYMOUTH SCIENCE PARK

will give businesses a digital engineering test facility for reverse engineering, design, manufacturing and validation of additive manufactured prototypes and products.

“We are thrilled to have secured this substantial funding, a testament to the Park’s commitment to innovation,” said Ian McFadzen, CEO at Plymouth Science Park. “DREAM will support modern production methods and pioneering technologies, helping to expand our offer to additive manufacturing and engineering companies in the South West and beyond.”

This is yet another example of Plymouth Science Park adapting to meet the needs of its tenants.

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Companies at the park had outlined a need for local digital engineering test beds that could underpin new, digitally powered production methods. DREAM is a response to that. It will give those businesses access to state-ofthe-art reverse engineering, design, inspection, and validation technologies, and in turn that will support the creation of regional jobs, developing skill sets, and improving productivity throughout the region’s manufacturing base. It will also strengthen supply chain resilience.

“We are proud to support Plymouth Science Park’s visionary DREAM project,” said Karl Tucker, Chair of the Heart of the South West LEP. “The test

facility aligns with our mission to drive regional innovation and is a testament to our region’s potential in shaping the future of engineering.”

With equipment procurement for the facility underway since last October, the project should be ready to jump into action in spring this year.

“WE ARE THRILLED TO HAVE SECURED THIS SUBSTANTIAL FUNDING, A TESTAMENT TO THE PARK’S COMMITMENT TO INNOVATION.” COMMUNICATIONS & TECHNOLOGY | 71

ARCHEA ASSOCIATI

ARCHEA ASSOCIATI, THE RENOWNED ARCHITECTURAL STUDIO BASED IN FLORENCE, BOASTS A GLOBAL IMPRINT EMBODYING A SYNERGY OF NATURE AND HUMAN ART, ENTWINING THE PAST AND THE FUTURE.

CREATING BEAUTY PROJECT MANAGED BY: DECLAN JONES

Founded in Florence in 1988 by Laura Andreini, Marco Casamonti and Giovanni Polazzi, and joined in 2001

by Silvia Fabi, Archea has grown into a recognised architectural and design studio with more than 220 architects working across the globe. Today, Archea has four studios in Italy as well as ateliers in Beijing, Dubai, Sao Paolo, Tirana, and Paris, and has realised award-winning works of architecture, design, interior design, and graphic design all over the world.

Laura Andreini, Senior Executive Partner, Archea Associati.

A

rchea is not a business - the Group’s core focus is to make the world a nice place. The founders are still active in the company and alongside their main activities in experimental architecture and projects of varying extents – from objects to buildings and urban planning – they are also involved in research and teaching architectural design at various Italian universities.

Laura Andreini, herself an Associate Professor of Architecture and Urban Composition at the University of Florence, points out that Archea Associati’s interests and research activities extend from the landscape to the city, from building to design and, while focusing on architecture, its projects range from graphics to publishing, from exhibitions to applied research.

However, today we are open to working anywhere in the world,” says Andreini.

Archea’s philosophy is based on a combination of contemporary arts and nature, a union between tradition and innovation. “Often, the landscape is the protagonist.

We take into consideration the location, its features, colours, contemporary use.

Being based in Florence, history and the Renaissance are another significant influence on our projects.”

“Our projects reflect our philosophy of controlling the environment, bringing into harmony the elements of nature, landscape and the building. We strive to recreate a new balance between the natural and artificial elements, combining the two into a harmonious symbiosis.”

THE PERFECT SYMBIOSIS

THE ANTINORI WINERY

Although over half of the studio’s architects are based in the Florence headquarters, most of Archea’s projects are realised outside Italy. “Florence is the heart of our business, a place where we started 35 years ago when we founded the company while still at university.

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One of the most striking examples of this approach is the Antinori Winery in Tuscany.

The winery was designed for gravity flow vinification and to guarantee ideal climatic conditions for wine production and ageing by using completely natural elements.

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ARCHEA ASSOCIATI

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CONSTRUCTION | 73

ARCHEA ASSOCIATI

TR A M AO SEE, HEAR, TOUCH: A PENDANT LUMINAIRE FOR ALL THE SENSES

SUSTAINABLE DUE TO A HIGH PROPORTION OF REC YCL ABLE MATERIALS AND THE D I S A S S E M B LY IN TO I T S IN D I V I D UA L PA R T S .

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Designed to have a low environmental impact and maximum energy savings, the winery is practically invisible to the eye – its façade appears as two elegant horizontal cuts in the Tuscan landscape, inspired by the cuts of Lucio Fontana, the Italian 20th century master; its most spectacular feature is the impressive spiral staircase that connects the building’s three levels.

The winery was built entirely with locally sourced materials, respectful of the surrounding environment and the Tuscan landscape, and represents an important milestone in the history of 26 generations of the Antinori family. In 2022, Antinori nel Chianti Classico winery was awarded first place in the World’s Best Vineyards.

Andreini explains that materials are an important factor in Archea’s work, with

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ARCHEA ASSOCIATI

the material sometimes being the very concept of the project.

“Materials are of course an important part of sustainability.

Whether in the mountains or by the sea, the characteristics of the location are crucial, and the green building of the Antinori Winery in Tuscany is a good example of our use of natural materials as well as our sustainability-focused approach.”

GLOBAL IMPRINT

The sheer scope and variety of projects Archea has completed speaks for itself. Just a few months ago, an outstanding example of Archea’s philosophy was completed: Viola Park – the Training Centre of ACF Fiorentina that spans some 25 hectares, making it one of the largest sports centres in Europe with 10 sports fields.

The huge campus outside Florence is state-of-the art, where the senior, youth, men, and women’s teams will all work side by side. Again, the centre presents the harmonious integration of a building in the south of Florence into the surrounding countryside.

The skills to combine the old and the new is well represented in the studio’s major project in Albania, the National Stadium in Tirana, built on the grounds of the former stadium. Here, the architects used some of the ‘historical’ parts of the old stadium, designing a multipleuse, modern structure that for example houses, in addition to the stadium, a hotel and shopping areas.

“The project clearly reflects economic sustainability, catering for different uses, with a wider impact. It was not only about designing a stadium but about requalification of the surrounding area. While the building is a landmark, it is well

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integrated in the environment, in order to serve Tirana’s inhabitants for a multitude of purposes,” says Andreini.

A project of a different kind, yet similarly breath-taking, was completed in Vietnam, where Archea’s architects designed the memorable 810-meter-long Kiss Bridge in Vietnam, unique with its bevelled cut in order to increase space for sunlight to pass through, and its circular cylindrical shape. Inspired by the paintings and artworks of the Renaissance period, the elegance and creativity in the design make Kiss Bridge an exclusive architectural work.

CONNECTION OF TIMES

Andreini reflects that while history is an important element in Archea’s work, the architects are looking to the future.

“Artificial intelligence is an imminent topic to consider,

but novel technologies have always been part of our work.

We are now sponsoring two PhD students at the University of Genoa researching ways of applying AI in architecture and how we can use it to our advantage. The work of architects may be very different in ten years’ time...”

Still, the foundations of Archea’s approach will remain unchanged. “When we first started as university students, surrounded and inspired by the Renaissance architecture of Florence, our goal was to create beauty. We still believe that beauty creates richness, everywhere and for everyone. Our projects reflect the connection of the past and present as well as of the future.

This is the nature of our work, which was defined right at the beginning, and which will continue.”

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BOND INTERIORS

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BOND INTERIORS

BOND INTERIORS IS ABLE TO OFFER FULL TURNKEY FIT-OUT SOLUTIONS THANKS TO A TALENT POOL THAT IS DIVERSE IN EVERY SENSE OF THE WORD.

EVERYTHING IN-HOUSE PROJECT MANAGED BY: ANDREW BOURKE

Bond Interiors is a family-run and owned fit-out company that has been offering full turnkey solutions to the MENA region since 1986. As the company has grown and developed it has found a leading edge in the market by providing a rich portfolio of inhouse trades.

Steve Kiernan, CEO, Bond Interiors.

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lot of our competitors will have their own joinery services, some will offer metalwork as well, but we have glass, we have signage, we have everything in-house.

No other company can offer the range we can,” says Steve Kiernan, Bond Interiors’ CEO. It is an offering that has been born out of necessity, but that necessity has led Bond Interiors to be one the most reliable and well-resourced construction partners in the industry.

“On occasions where our supply chain has let us down, we have started an inhouse business to fill that gap,” Kiernan tells us. “So, for instance, in 2008 and 2009 we were doing a lot of work in the retail construction sector and signage companies let us down.

So, we started our own signage division. Not long after that a hotel construction job asked if we could supply their signage and we picked up the whole package and soon our signage division expanded into an entity on its own.”

As well as its in-house signage division, Bond Interiors has seen its glass division grow

from strength to strength, and its metalwork division continues to expand. In each case, the division has been established to serve a particular sector of Bond’s client base, but quickly finds new markets elsewhere.

Where other fit-out companies accentuate their specialisations, Bond Interiors has made a virtue of its versatility.

“We do not specialise, so our diversity and agility give us an advantage,” Kiernan emphasises. “Where a lot of companies concentrate on one area, we do everything from high-end villas and apartments to airport work and high-end retail. We work in healthcare, hospitality, and office fit-out.

Just this year we have also started working in the modular construction sector as well.”

MOVING WITH THE TIMES

This agility and diversity have proved to be essential given just how volatile the market has been over the last few years.

Dubai’s construction market has been challenging in the post-Covid period, and Bond Interiors’ success depends on the in-house skillset it maintains.

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SANIPEX GROUP

DESIGN-LED BATHROOMS AND OUTDOOR LIVING FROM A GLOBAL PROVIDER Sanipex Group offers an extensive range of high-quality, design-led products for bathrooms, kitchens and outdoor living, including tiles and slabs, developed with 25 years of experience, making it the first choice for industry professionals and homeowners alike.

Drawing on a wealth of expert knowledge within its specialist project support teams located across Europe, the Middle East and Africa and with a full portfolio of quality, design-led products to offer, the group works with clients through every stage of each project; from the design concept stages to ensure product compatibility and compliance, through to project delivery, site visits and robust after-sales support.

Chosen for some of the most celebrated iconic buildings worldwide, and with an unrivalled supply chain and all-encompassing product offering from over 100 brands, Sanipex Group holds an impressive global projects portfolio for both large scale and small bespoke designs. The specification teams supply aspirational bathrooms, commercial and touchless washroom products, kitchen products, beautiful tiles and slabs and luxurious outdoor living solutions to a variety of sectors, from hospitality and residential to commercial, institutional and healthcare.

This is all made possible by an unrivalled supply chain capability, with all global channels serviced from world-class logistics centres based in Dubai, Milan and Leeds. With easy access to sea and air freight facilities, stock can be efficiently mobilised and distributed to clients around the globe, either directly or via a network of trusted distribution partners.

In addition, a high-tech warehouse management system optimises stock levels and accurately tracks the movement of shipped products to maximise efficiency and ensure reliable and timely delivery of what customers want, when they want it.

For more details, visit www.sanipexgroup.com

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BOND INTERIORS

“Our advantage is that we can move to a different region or a different market sector to keep revenue coming in during challenging periods,” Kiernan points out. “As a family business, we are not driven by profit alone. We sell ourselves based on the quality and on-time delivery we provide. Our goal is not to expand our profit margin but to keep the Bond family and its talent pool together. We have never sacrificed our people to make some extra profit.”

The fact that Bond Interiors is so fiercely protective of its own people is just one of the factors that has led to word-ofmouth becoming such a strong recruiting tool for the company.

That positive and secure working environment, combined with the sheer ambition of the projects it is positioned to take on in the Middle East, make the company an appealing prospect for potential recruits. The big challenge, Kiernan shares, is not necessarily finding people

with the right skills, but the right attitude to fit into Bond’s melting pot culture.

“In the Middle East, we have some of the biggest construction projects in the world. But you have to understand the nature of living here,” Kiernan insists. “Everyone is an ex-pat. Your workforce is predominantly Indian when it comes to manual work, with a huge Filipino workforce. You also have Egyptians, Lebanese,

and Palestinians working here. It is something you cannot teach.

You have to learn for yourself, making mistakes and trying to understand the different cultures here.”

The challenge, Kiernan tells us, is getting those cultures to work together. This is where bringing in people familiar with the region is helpful. To work well, it is important to understand the differences in attitude and culture across the workforce.

“WE DO NOT SPECIALISE, SO OUR DIVERSITY AND AGILITY GIVE US AN ADVANTAGE” BUSINESSFOCUSMAGAZINE.COM

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BOND INTERIORS

“We have three kinds of time,” Kiernan explains. “In English time 10 am means 10 am. In Indian time 10 am means some time today. In Arabic time 10 am means possibly 10 am the next day. With our English staff, people are used to being ruled by that clock and if other people are not there can be offence and annoyance, but it is just a cultural difference. You need

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to teach those nuances while bringing in people with new ideas and new skill sets.”

Bond Interiors’ existing skillset is already impressive.

The firm is the biggest fitout contractor in the region, employing 2,500 direct workers across a location that is home to some of the most exciting construction projects taking place right now.

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BOND INTERIORS

“Everyone recognises that the Kingdom of Saudi Arabia is going to be a big part of our revenue for the next ten years,” Kiernan says. “We are currently looking at modular construction, just finishing our first modular project for one of the big giga projects in Saudi. We will be looking at more work in that sector. I like the idea of doing that work on our doorstep. We are constructing a hotel two, three, four and five modules at a time, then stitching them together on the island where the hotel will be located.

We are looking at Saudi, but also Dubai. We do a lot of work in airports, and that will be key going forward, as will luxury villas and apartments. There has been a massive increase in construction in that market over the last 12 to 18 months. The economy is doing well.”

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DORRA GROUP

DORRA HAS BEEN SHAPING THE MENA REGION SKYLINE FOR 80 YEARS. WE LOOK AT HOW IT HAS TRANSFORMED THE URBAN LANDSCAPE.

BALANCING TRADITION & PROGRESS PROJECT MANAGED BY: JOHN HOLLIMAN

Founded in 1943, by the late Eng. Mohamed Dorra, a highly respected statesman, constituent leader and businessman, his passion and affection for the Egyptian people led to the establishment of what is today, one of Egypt’s foremost and respected Construction and Development companies, with strategic investments throughout the region and the influence to follow, being distinguished as one of Egypt’s eldest family run construction business. Dorra Group has welcomed Malak, his great-granddaughter, marking the beginning of the fourth generation.

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ince Egypt’s first democratic president, Dorra has resolutely operated, consistently supporting our country and its leaders; from President Mohamed Naguib to President Abdelfattah El Sisi.

Despite being nationalized in 1961; our commitment to Arab nations eventually extended beyond borders, much to the comparable success witnessed back home in Egypt, DORRA Group proved again to be a formidable force in their middle eastern campaign.

“In our pursuit to transcend national borders, the company strategically embraced a collaborative approach, forming

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joint ventures with renowned international construction entities such as the British firm John Laing International and Costain, American firm Harpers and Howards, Japanese firm Dia-Nippon and the Spanish firm Cimy,” Malak Dorra reveals.

Dorra’s impact on operations and business activities in Egypt positively influenced a major shift in the way Egypt envisioned future cities, pioneering the concept and development of residential compounds in Sheikh Zayed City. Later this became the foundation of success for many property developers, transforming the real estate development landscape nationwide.

Today, Sheikh Zayed City stands as a vibrant home to 95,854 Egyptians, boasting over 60 gated communities and hosting a diverse array of businesses, medical facilities, sporting clubs and educational institutions, embodying a remarkable journey of growth and progress.

Renowned for maintaining long-lasting relationships with their clients, for instance, Dorra was contracted for one of Egypt’s top developers in 2011 and has since been a key partner in their growth and success with over 25 developments to date alongside them.

“We have built cyclic relationships with our clients.

Our work speaks for itself,” Dorra says.

“Our construction arm is comprised of nine specialised construction entities, from foundational work all the way through to finishing,” Dorra says.

“We can provide developers with a turnkey solution, setting us apart from the rest.”

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DORRA GROUP

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DORRA GROUP

THE NEXT STEP

Egystone Contracting was established in 1988, offering services in the field of natural stones. From its onset Egystone specializes in offering its clients with a wide selection of natural stones, state of the art processing, and highly experienced and skilled workers in installation and finishing.

Egystone’s continuous strive for excellence has proudly maintained its reputation as a leading Egyptian company in its field.

Email: contact@egystone-eg.com

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A Sustainability and Innovation committee was established in 2023. Malak Dorra hopes to usher Dorra into the era of sustainability and innovation within the construction industry.

Committed to pioneering environmentally conscious practices and embracing cuttingedge technologies, Dorra Group aims to redefine the future of construction in Egypt, ensuring a sustainable and innovative legacy for years to come.

“The committee is currently assessing the environmental impact of our construction projects, working to minimise carbon footprints, exploring and implementing sustainable materials, reducing waste, and implementing eco-friendly construction practices as much as possible,” Dorra says. “We are actively researching and exploring the integration of advanced materials, such as self-healing concrete and ultrahigh-performance concrete (UHPC), along with the strategic allocation of robotics and automation on construction sites. Our goal is to enhance construction efficiency, durability, and safety through the adoption of cutting-edge technologies.”

Dorra herself envisions a transformative shift in the way her company operates by embracing the opportunities presented by the new digital era. Her focus is on leveraging digital twins and wearable technology to facilitate improved collaboration, streamline data management, and enhance project coordination among various stakeholders.

“This forward-thinking approach aligns with our commitment to staying at the forefront of technological advancements in the construction industry,” she says.

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DORRA GROUP

A FAMILY FIRM

Dorra’s profound appreciation for stories and history is deeply rooted in its own narrative as a family business. The familial aspect plays a pivotal role in fostering loyalty and longevity among its workforce, with individuals boasting impressive tenures of 25 to 40 years.

The familial bond extends beyond the workplace, with occurrences of marriages and later generations joining the company. The family element, woven into every facet of the business and team, creates an exceptional work environment.

Malak Dorra emphasizes the collaborative spirit that propels the company forward, highlighting the absence of a rigid chain of command. From the leadership team to the family board, an open and supportive environment prevails.

“I was warmly welcomed into the company with open arms, and my peers graciously took the time to teach me on the job. This collaborative and supportive environment has been invaluable in my learning journey, allowing me to quickly integrate into the team and contribute effectively to our shared goals.”

The company’s commitment to its people goes beyond basics. The employer offers a range of benefits from the standard medical care to large corporate events, Mother’s Day celebrations, and the sponsorship of Pilgrimage trips.

“We are currently working on expanding our internship programs from a program offered to undergraduates to a technically developed program that would provide internal training in place of service providers to our new hires,” Dorra says. “This program will be developed within Dorra Academy, as our Dorra Next Gen

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initiative. We hope to extend our 80 years of knowledge and expertise, towards initiatives that shape the builders, the architects, and the visionaries of tomorrow.”

A TALE OF CITIES

Rather than viewing the business merely as brick and mortar, the perspective at Dorra Group transcends rigid structures. According to Malak, the company sees itself as a transformative force impacting people’s lives and leaving an indelible mark on each project undertaken. Highlighting the fact that individuals significantly spend 90% of their time either in or by a building. These structures are more than static entities: beyond their four walls, they encapsulate narratives rich with history and the personal experiences of individuals.

Dorra projects hold a myriad of stories, this includes Aga Khan’s Mausoleum, built by Dorra Group in 1957 for Sir Sultan Mohamed Shah, Aga Khan III “Before passing, he asked his wife to build a mausoleum for him to rest, in his beloved Egypt,” Dorra recalls. “Since the mausoleum was built, his wife would lay a red rose on its

footsteps to symbolise the love she had for her husband, and she entrusted this tradition to the groundkeepers. 60 years later, a fresh red rose lays on its doorstep every day.”

While the Aga Khan Mausoleum is a beautiful structure, Al Nahda tower, for instance, is akin to any normal building.

However, this building symbolises the collective childhoods of the Egyptian populace, home to the production and printing of the national Egyptian curriculum, Selah El Telmeez, and the Mickey Mouse comic series.

“Our journey is not one merely in the past. As part of Egypt’s horizontal development, headed by President Abdelfattah El Sisi, Dorra was awarded The Gate Tower LD05 for City Edge Developments,” Dorra tells us. “The gate is a landmark and testament to Egypt’s growth. The tower tells the story of the Gate into Egypt’s future. A building that has now been added to the carousel of landmarks found on one Egyptian pound.”

Dorra stands testament to the delicate balance between tradition and progress.

Developing Ideas, building realities.

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MONBAT GROUP

AS ONE OF THE LEADING EUROPEAN BATTERY PRODUCERS, BULGARIA-BASED MONBAT GROUP CONTINUES TO BE A SOURCE OF POWER AND ENERGY FOR A RANGE OF INDUSTRIES, REFLECTING THE LATEST TECHNICAL DEVELOPMENTS IN ITS OFFERING.

EFFICIENCY MEETS ENDURANCE PROJECT MANAGED BY: DAVID HAYVIS

With a presence in over 70 countries and more than 20 different applications and industries, Monbat is the fourth largest lead-acid battery manufacturer in Europe and the leader in the Balkans, as well as being a major recycler of lead-containing materials.

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he history of Monbat goes back to 1959, when the production of leadacid batteries started in a stateowned company in Montana, Bulgaria, later privatised in 1998. In 1999, a restructured Monbat company was born that has since become the largest battery producer in Eastern Europe with production and recycling plants in five different countries.

CLEAR BENEFITS

Monbat Group operates in two main business segments – the production of lead-acid batteries and the recycling of lead-containing materials.

The lead-acid business is a vertically integrated business model with production and recycling facilities in Bulgaria and recycling plants in Romania, Serbia, and Italy. This structure insulates the group from raw

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material price volatility and enables it to achieve higher operating margins compared to its peers.

Monbat’s batteries offer clear benefits. For example, the company’s AGM and EFB range is designed to help reduce fuel consumption and has a 3040% increase in cold cranking power compared to a standard battery. It is also absolutely maintenance-free, leakage-, spill- and vibration-proof. The batteries have a higher, more reliable specification because the batteries are made of a purer lead and the plates are more compact.

In addition to its core business, the company owns a lithium-ion business, EAS Batteries, based in Germany. This technology can address many niche high-power applications and meet the very high requirements for reliability and safety demanded by many

MONBAT GROUP

H&V: ENERGY STORAGE SOLUTIONS FOR A CLEANER WORLD The world is transitioning toward a future powered by clean energy – and Hollingsworth & Vose is leading the way.

Founded more than 200 years ago, H&V today is a global leader in not only filtration, but in the kinds of energy storage solutions that are helping the world shift away from fossil fuels. The family-owned company, headquartered in East Walpole, Massachusetts, operates manufacturing sites and research and development facilities in the Americas, Europe, China and India.

H&V’s energy storage solutions include separators, separator enhancements, paste additives and pasting papers that meet the highest standards for battery assembly and performance. It offers a wide range of configurations to ensure the perfect separator for almost any battery. Among H&V’s energy storage solutions: • EnergyGlass™ Technology – A patented technology used in H&V’s All-Glass AGM separators, the leading separators for VRLA AGM batteries found in electric vehicles, hybrids and vehicles with start-stop technology.

• AGM EnergyGuard® – A high-strength synthetic composite separator for VRLA AGM batteries used in aerospace and defense, commercial trucks, data centers, light passenger vehicles, motorcycles, telecommunications and other applications.

• PowerFill ™ – A cutting-edge enhancer for AGM separators for VRLA batteries used in data centers, industrial trucks, aerospace and other systems that require uninterrupted power supplies.

• Pasting Paper – Advanced AGM pasting paper products that enhance the performance of batteries used in light passenger vehicles, motorcycles, commercial trucks, data centers and telecommunication networks.

Alongside cleaner energy from solar, wind and hydro, energy storage systems, like those powered by H&V’s solutions, are helping to create a cleaner world.

Find out more at Hollingsworth-vose.com

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MONBAT GROUP

applications in areas such as aerospace, defence, marine and public transportation.

“Lead-acid batteries are more environmentally friendly and fully support the circular economy as they are almost 100% recyclable. It would be logical to assume at this point in time that a synthesis of the two is the way forward – hybrid systems combining both,” said Monbat CEO Viktor Spiriev.

BIPOLAR BATTERIES

Monbat is one of the few lead battery producers to hold a licence for the development of bipolar industrial batteries and is actively working on bringing them into serial production. This

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technology has the potential to compete successfully with lithium-ion solutions in terms of product effectiveness, plus improved cost structure, as less lead is used, and therefore a reduced environmental footprint.

In June, the company announced a new partnership with US-based Advanced Battery Concepts (ABC) on a product development programme for the design of a commercial bipolar battery. This will be based on ABC’s patented GreenSeal® technology and designed for mass-scale production at a future Monbat manufacturing 1 Gigawatt facility to be built in Bulgaria, an investment worth about € 16 million.

“MONBAT IS DETERMINED TO BECOME THE FIRST MASS-SCALE PRODUCER OF BIPOLAR LEAD-ACID BATTERIES IN THE WORLD.” Bipolar batteries will offer significant advantages in the industrial battery sector improving performance, durability, and cost of production/acquisition and at the same time reducing lead and weight while remaining fully recyclable.

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MONBAT GROUP

“Monbat is determined to become the first mass-scale producer of bipolar lead-acid batteries in the world,” affirmed Spiriev. “GreenSeal® technology will offer vital benefits for industrial battery clients. The demand for more efficient BESS and more stringent environmental requirements in terms of circularity and lower greenhouse gas emissions is about to find optimal solutions in the joint product being developed by ABC and Monbat.”

“ABC GreenSeal® batteries use less lead which provides a triple advantage. It is aligned with these vital benefits by reducing cost and transport and reducing raw materials content for the same energy, thereby reducing the need for additional mining, metallurgy, and refining processes.”

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“WE HOPE THAT THE PARTNERSHIP BETWEEN US WILL IMPROVE THE REGULATORY ENVIRONMENT AND THE MARKET, CREATING AN IMPULSE FOR THE RAPID DEPLOYMENT OF THE MOST EFFICIENT COMBINATION IN SUSTAINABLE ENERGY IN ALL MARKET SEGMENTS.”

BATTERY ENERGY STORAGE SYSTEMS

Monbat is also set to establish a strong presence in the battery energy storage system (BESS) segment, as shown by the company joining the APSTE — the Association for Production, Storage and Trading of Electricity – in January 2023. APSTE was founded by Bulgarian and international companies in 2019 and advocates the introduction and development of appropriate policies and a regulatory framework in Bulgaria to support the transition to a sustainable, low-carbon and secure energy system.

“We hope that the partnership between us will improve the regulatory environment and the market, creating an impulse for the rapid deployment of the most efficient combination in sustainable energy in all market segments,” said Spiriev.

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MONBAT GROUP

Monbat has already announced plans to commercialise off- and on-grid BESS (incl. modular systems), equipped with lead-carbon and lithium-ion batteries for household and industrial applications, with capacities ranging from 5 kW to 500 kW. In June, the programme entered the testing stage for BESS prototypes for industrial purposes. Simultaneously, the preparation to introduce the BESS market for households, micro- and small businesses has reached its final phase.

A WHITE PAPER

Monbat will offer systems equipped with the best-selling 12HVR190C battery strings.

Simultaneously, solutions equipped with li-ion modules will be part of the range too, as these demonstrate stable parameters in industrial BESS.

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True to the established productas-a-know-how business model, Monbat will delegate a special project team for the design of each industrial BESS and will itself take responsibility for the commissioning.

To this end, the company published in November 2023 a White Paper on batteries in contemporary energy storage systems, outlining the main opportunities for applying these in different scopes of energy consumption – from households to large industrial enterprises.

The main purpose of the paper is to serve as a basic guide for different stakeholder groups who are planning to install renewables for self-consumption or electricity trading.

“In Monbat, we believe that it is necessary to conduct outreach and promote BESS applications proactively and accessibly. This White Paper is an attempt at an

impartial and in-depth view of the scope of issues and opportunities opening up to all renewables operators which, according to our forecasts, will increasingly be making use of the benefits and opportunities to generate and store energy autonomously and, if allowed to by the grid and by legislation, also to sell that energy to the distribution grid,” concluded Spiriev.

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PACIFIC GREEN TECHNOLOGIES

PACIFIC GREEN HAS THE EXPERTISE TO TAKE THE MOST AMBITIOUS ENERGY PROJECTS AND TURN THEM INTO APPEALING INVESTMENTS.

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PACIFIC GREEN TECHNOLOGIES

Pacific Green is a global leader in gridscale battery development with a multi gigawatt-hour (GWh) global pipeline of battery energy storage in development over the next 48 months - reaching across Europe, Australia and North America. By developing and maximising return from renewable energy, energy storage systems and emission controls, Pacific Green is helping to address the world’s demand for cleaner and more sustainable energy.

PROJECT MANAGED BY: HAYDEN TURNER BUSINESSFOCUSMAGAZINE.COM

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he area we have seen the most growth is battery energy storage, where we have built up market leading technology and expertise,” explains Joel Alexander, Managing Director of Pacific Green Australia. “We specialise in delivering grid-scale battery energy storage solutions from greenfield to operation.”

The first of these phases is the development phase.

Here, Pacific Green obtains

all of the necessary approvals from the relevant authorities & government departments, secures connection agreement with the grid and agrees trading protocols of the energy park through an offtake agreement.

Pacific Green has industry leading supply chain efficiencies essential for competitive costs and unrivalled lead times for any grid-scale energy storage project. “We manage the complete supply chain process,

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PACIFIC GREEN TECHNOLOGIES

EHV CONSULTING AND DESIGN

M: +61 414 090 143 T: +61 3 9395 6713 E: info@ehvdesign.com.au www.ehvdesign.com.au

EHV provides design and engineering solutions for T&D and Renewables in the following areas: • Design & Engineering of the Primary Balance Of Plant (BoP) for Wind & Solar Farms & Battery Energy Storage Systems • Substation HV Primary Plant Design & Engineering • HV Cable Systems Design and CYMCAP verification • Solar & BESS DC Cable Systems Design and CYMCAP verification • HV Primary Equipment Specifications • Substation Civil Design (Benching & Drainage) • Substation Structural Design (Footings & Supports) • Protection & Control • Load Flows, Protection Settings and Setting Files • Grid Connection Studies • Grid Connection Risk Assessments • Lighting design in Relux (indoor, switchyard and roads) • Earth grid design and earthing details specification • Lightning coverage design and protection • CAD design in both Microstation and Autocad 2D and 3D

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PACIFIC GREEN TECHNOLOGIES

whether it is through Europe or Asia, or locally from the country we are developing the project for,” Alexander says. “From there, we manage the design and construction of the project.”

Once the development phase is complete, Pacific Green will partner with its investors to secure capital, either through debt or final investment, and from there the construction of the project can begin. But this is only the beginning of a long relationship between Pacific Green & their projects.

“We are not just a developer that prepares and sells on the asset to the investor,” Alexander points out. “Our innovative skillset, coupled with our expertise ensures we manage the delivery from start to finish to the highest performance and safety standards.“ Pacific Green is able to do this because high-voltage electrical infrastructure is a big part of the company’s DNA. The construction of a new energy park is a two-year program, and during that process Pacific

Green will interface with all the relevant parties to ensure it is carried out efficiently, on time and to budget.

When the asset is energised and becomes a revenuegenerating entity that can trade into the grid, Pacific Green takes on a new role to become the asset manager, monitoring that facility’s performance and ensuring routine maintenance is completed. This is what Alexander means by “cradle to grave”, they are uniquely placed to facilitate and oversee an entire lifetime of their projects.

The company is always on the lookout for more projects to acquire, seeking to connect with developers who have taken an existing project as far as they can and need somebody to come in and take over its construction or operation.

“Our mission as a company is to lead the transition to net zero emissions. I cannot overstate that enough,” Alexander says.

“That is why we get out of bed in the morning. We fundamentally believe that the world should be a cleaner environment, now and for generations to come.”

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PACIFIC GREEN TECHNOLOGIES

For Alexander, this means solving the intermittent supply issues of renewables , bringing resilience to the market while making sure ordinary households are not paying extra for their electricity.

“Our batteries operate when there is excess electricity available during the day, when there is low demand,” Alexander tells us. “We charge the batteries up when the sun goes down and when demand on the grid increases, we start to discharge our batteries to allow grid operators to reduce reliance on fossil fuels, manage grid fluctuations and keep prices stable.”

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Pacific Green requires a diverse set of skills from across the world to deliver these projects.

“We have deep engineering and technical capabilities as well as financial and construction capabilities, and we bring that to the table on behalf of the investor,” Alexander says.

POWERED BY EXPERTISE

Pacific Green is a global company, with offices in UK, China, Canada, USA, Saudi Arabia, Italy and Australia. This means it can leverage its IP across continents to get the best outcome for each country.

But to get the best results,

Pacific Green needs to draw upon the best talent available in the industry at a time when the market for talent is highly competitive.

“There is no doubt the energy industry is booming at the moment across the world. It’s fantastic that more than 140 countries have net zero targets and project pipelines to achieve these targets,” Alexander points out. “To meet that demand we leverage our existing networks.

We have been in the industry for quite some time and those connections help us to attract and retain talent. Most of our core team are from the energy and infrastructure sector, but we also need a diverse set of skillsets.”

To acquire that skillset Pacific Green looks across industries.

The company draws from the commercial construction industry, where it seeks out recruits with good project management discipline. With the energy sector booming as it has, it has become an appealing prospect for talent looking to move between industries.

“We look for talent in adjacent industries and bring them over to run project management on our portfolio,” Alexander

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PACIFIC GREEN TECHNOLOGIES

explains. “They have a highperforming attitude to a new industry that we benefit from, and they benefit from the development pathway that we can offer.”

CONTROLLING RISK

That talent pool is essential because Pacific Green carries out very complex projects with significant financial value, meaning that due diligence and risk management are essential.

“Our projects require multimillion dollar investment to construct, so our challenge is to de-risk that project for investors.

The investor base wants to see a specific set of criteria completed before committing to the project. So, we need to acquire project rights and turn that into an investment-grade rated project.”

Some projects are more complex than others, but across the board Pacific Green needs an extremely high level of focus.

As Alexander points out, Pacific Green is working in a low-volume business, focusing on a small portfolio of high-value projects.

As well as managing investor expectations, Pacific Green also has to manage relationships with the community that lives alongside its projects.

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Pacific Green is committed to open and transparent engagement with communities in which we operate. “We partner with our communities to develop wider social value creation beyond our core business” Alexander says.

“We are dedicated to creating a cleaner environment for our communities and we ensure we also give back to the community. This includes creating meaningful long term community programs that the community can be proud of.”

As Alexander regards the next 30 to 50 years for Pacific Green, the company’s future is assured. It has evolved from a low-emission technology business in the marine sector

to emission control for the commercial industrial sector, and from there it has moved into battery storage.

“We will keep evolving ahead of the market,” Alexander says.

The company has recently launched the largest battery park in the UK in Kent, while currently developing one of the largest energy parks in Australia.

“Grid-scale batteries are playing a crucial role in the world’s net-zero transition by stabilising energy supply and energy costs ensuring energy generated from renewable sources can be captured and used when it is needed. We are really at the forefront of the technology,” Alexander says.

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RAZORLEAF CORPORATION

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RAZORLEAF CORPORATION

RAZORLEAF’S INTEGRATION PLATFORM IS TRANSFORMING A CROSS-SECTION OF INDUSTRIES.

INTEGRATING AT EVERY LEVEL PROJECT MANAGED BY: DEAN BROWN

The Razorleaf Corporation was founded in the year 2000 by Eric Doubell, and from the very start, the company was built on a foundation of strong values.

Eric Doubell, CEO, Razorleaf.

Nordine Marouf, Managing Director, Razorleaf EuroWest.

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T

hey were simple, inspiring values,” recalls Nordine Marouf, Managing Director of Razorleaf EuroWest.

“Treat people right. Take care of customers. Do the right thing.

Eric’s goal was to create a lasting organisation that would be a great place to work. He wanted to offer work-life balance to employees and be a place where people would want to stay.”

It is a philosophy encoded in Razorleaf’s six core values“Do the right thing”, “Be flexible but disciplined”, “Be exceptional but humble”, “Help others”, “Take a long view” and “Be self-motivated and self-aware”.

“We keep an open mind, always looking to learn more and stay motivated,” Marouf says.

With these values, Razorleaf has grown and established itself as a global vendoragnostic systems integration firm that specialises in digital transformation for forwardthinking manufacturers around the world.

But from the very beginning, it was not just Razorleaf’s values that gave them an edge.

“Razorleaf was founded as a virtual company because our

CEO recognised the flexibility it could provide to employees after working in offices for years,” says Juliann Grant Vice President of Global Marketing for Razorleaf. “By 2020 we really knew how that worked, so when Covid hit it was still business as usual for us. We saw no big change.”

Of course, it is a culture that has become far more mainstream in recent years.

“A work-at-home environment is more popular now than ever, but it takes a special kind of person to be productive in our line of work as consultants,” says Grant. “The ‘Help others’ part of our philosophy is about helping each other as well as our customers. The collaborative nature of our team is just a unique environment to work in.”

This company’s wellestablished remote working culture is one of the reasons why the company’s employees tend to stay with the firm.

“Many founding members are still in the company, reflecting Eric Doubell’s core values,” Marouf says. “As the company began to grow globally, our priority was finding the right teams to fit our values. It was a priority to spread the culture of the company across the globe.”

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RAZORLEAF CORPORATION

AT THE RAZOR’S EDGE

Razorleaf Corporation’s appeal as an employer is obvious, with the values-led, people-centric environment the company has created. But it has also established itself as a valuable partner to its clients.

“What sets us apart from the competition is that we have a wide geographical footprint supported by a broad domain expertise that includes everything from PLM implementation and integration to manufacturing execution system solutions,” Marouf tells us. “We have dedicated geoteams and an integrated engineering entity in Pune, India serving the entire group.”

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As with the company’s staff, Razorleaf maintains long-term relationships with its vendors, with some working with the company for periods of 20 years or more.

“We have access to a global team of specialists,” Marouf emphasises. “If I need a specialist in the US, I can leverage the team we have there or our teams in the UK, the Netherlands, and India.”

The company serves a range of industries, with a speciality in the aerospace and defence sectors, while also serving the automotive, industrial equipment, energy, construction, and life science sectors.

“We are large enough to be relevant and small enough to be agile,” Marouf says. “We offer clients more agility and industry-specific relevance.”

“WE ARE LARGE ENOUGH TO BE RELEVANT AND SMALL ENOUGH TO BE AGILE. WE OFFER CLIENTS MORE AGILITY AND INDUSTRY-SPECIFIC RELEVANCE.” BUSINESSFOCUSMAGAZINE.COM

RAZORLEAF CORPORATION

Juliann Grant, Vice President of Global Marketing, Razorleaf.

A NEW PLATFORM

Razorleaf has always adapted its strategy to be at the heart of its customers’ demands.

As a global organisation, it provides deep engineering expertise to manufacturing organisations, bringing new products to market quickly and cost-effectively. The latest of those products is the CLOVER Integration Platform.

“We have the CLOVER Platform to support global needs,” Marouf says. “Often there are gaps in our clients’ data flows, and the CLOVER Platform is a way to potentially fill those gaps.”

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The platform is designed aid green business transformation by facilitating a better exchange between systems.

It helps clients build smarter, connected products that can meet the challenge of eco-friendly carbon-free solutions. CLOVER is more than just another integration and communication platform; it solves its clients’ most complex product operational challenges. The family of products enables product information to be exchanged across an organization, its partners, and suppliers.

Organisations can use it to

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reduce development costs, streamline processes, and accelerate innovation.

“Data often contains a lot of relationships that are difficult to keep intact when that data is being moved around and displayed in different formats,” explains Grant. “Our platform provides ways for people to share that data outside of PLM and engineering. We have a way of passing data around different systems while maintaining its integrity.”

CLOVER is all the more important in an environment where businesses are realising just how valuable their data is.

“Clients are trying to do more and more with their data as they recognize the value of this Intellectual Property,” says Marouf. “CLOVER helps connect and coordinate multiple data sources to help companies build out a digital thread to ensure they have an accurate, consistent, and current picture of their data.”

“WE WANT TO PURSUE GEOGRAPHICAL EXPANSION. AS WE RECENTLY LAUNCHED OUR ENTITY IN FRANCE AS A BASE FOR EUROWEST, WE ARE EXPANDING RAPIDLY IN THE MIDDLE EAST TO ADDRESS A DEMANDING MARKET IN TERMS OF BIM AND PLM TECHNOLOGY.”

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This is only one of Razorleaf’s focuses. The Company has also launched an a “incubator business,” where Razorleaf can try out new business models.

Among its latest achievements is the new manufacturing and execution business which Razorleaf will be taking out of the incubator and putting into the mainstream company in 2024.

“It is something we can maintain and build a team around,” Grant tells us. “It lets us test technologies out and be prepared. That model has worked out well for us.”

With these tools in its armoury, Razorleaf Corporation has big plans for the future.

“We want to pursue geographical expansion,” Marouf says. “As we recently launched our entity in France as a base for EuroWest, we are expanding rapidly in the Middle East to address a demanding market in terms of BIM and PLM technology. The future of the manufacturing, energy, construction, and life science sectors is exciting here.”

But Razorleaf is not expanding for the sake of it.

“Global expansion has been fast but planned. Eric takes a long look at the people before adding on different territories and regions,” Grant adds. We are going to be expanding further into the Nordic region, Germany, Greece and Italy.”

Razorleaf Corporation is also looking to expand more into the aerospace, automotive and even the AI sector.

“These are the industries that will be leading the manufacturing space going forward,” Marouf tells us.

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Achieve Digital Continuity Across the Global Enterprise The Razorleaf Team is Positioned Across the Globe With Razorleaf offices in the United Kingdom, the Netherlands, France and India, and the US, our team is ready to support your digital transformation project no matter where you are located.

Consulting

PLM and MES Services

Data Management

Platform Selection

Configuration

Integration

Digital Thread

Implementation

Migration

Digital Twin

Customization

Data validation

Model Based

Support and Help Desk

Data Architecture and Nomenclature

Technology Roadmap Organization Change Management

Recruitment and Placement Test Automation

Industry Expertise Aerospace & Defense (Cleared staff, ITAR compliant) Automotive Energy Industrial Equipment Life Sciences Shipbuilding

https://www.razorleaf.com

CHIESI GROUP

CHIESI GROUP HAS SET OUT ON A STRATEGIC PATH THAT WILL SEE A PROGRESSIVE INCREASE IN THE LEVEL OF SUSTAINABILITY ACROSS THE WHOLE CHIESI ECOSYSTEM OF PARTNERS AND SUPPLIERS.

EVOLVING THE VALUE CHAIN PROJECT MANAGED BY: JOHN HOLLIMAN Founded in 1935 in Parma, Italy, Chiesi is an international, researchfocused biopharmaceuticals group that develops and markets innovative therapeutic solutions in three specific areas – the largest being respiratory health (70% of the business), followed by rare diseases and specialty care. Today the group, which is still family-owned, employs over 6,500 people in 31 countries and supplies medicines to over 80 countries worldwide.

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ith a consolidated turnover of €2.7 billion Chiesi is among the top 50 pharmaceutical companies in the world, growing by 10-15% year-onyear. The Group’s research and development is based in Parma and cooperates with six other major research centres in France, the United States, Canada, China, the United Kingdom, and Sweden, to promote its preclinical, clinical, and regulatory programmes.

The Group has three production facilities in Italy, France, and Brazil.

CODE OF INTERDEPENDENCE

[Opposite Page] Guido D’Agostino, Head of Global Procurement, Chiesi Group.

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Guido D’Agostino, Head of Global Procurement at Chiesi Group, explains that Chiesi has undergone some fundamental changes over the last few years. In 2018, the owners took an important decision, with sustainability coming to the forefront. By changing its legal status to a Benefit Corporation, Chiesi’s commitment to creating shared value for society as a whole became legally binding and central to company-wide decision-making.

Driven by the wishes of the Chiesi family, the Group achieved B-Corp certification in 2019, joining a global community of businesses that meet high standards of social and environmental impact, becoming the largest pharmaceutical company to reach this level of excellence.

“The realisation of the intention to measure our impact on society and the environment, combining the need to generate value for the business with acting as a positive force for the community in which we live, changed the business as well as my role as the Head of Procurement,” says D’Agostino.

“We started to bring the principles of sustainability to all relationships with our partners, committed to managing our supply chain as responsibly as possible, accepting that if we really want to make our sustainable business model work, it must involve all participants in our network.”

To this end, the company introduced a code of conduct, known as the Code of Interdependence, aligned with the UN SDGs, as part of a

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CHIESI GROUP

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Soffieria Bertolini Pharmaceutical Glass Manufacturer Since 1935, partnership with our customers is the most effective way to innovation

Pharmaceutical glass tubing primary packaging

Glass tubing vials and ampoules manufacturing since 1935 with the following focus:

• To protect the active principle against any glass interaction.

High Quality product and service.

Collaboration with customers to improve processes and to contribute to the development of life-saving products such as in the case of the Curosurf® vial, which the Chiesi Group manufactures for early neonatology cases.

Sustainability and carbon foot print reduction. Our photovoltaic system is able to produce the 15% of our total energy consumption.

SOFFIERIA BERTOLINI S.p.A. Via Sestriere, 7, 10060 Candiolo (TO) Italy

SCOPE OF THE INTERNAL SILICONIZATION

• To make the internal glass wall not wettable (hydrophobic behaviour). In this way the full content of drug can be recovered by the final user guaranteeing the correct dosage. Overdosing is no more required.

Health of patients & safety of employees first.

Innovation with support of Turin University Chemistry Department The Polytechnic University of Turin Department of Applied Science and Technology - University of Pavia Department of Drug Sciences.

SILICONIZATION SPECIALIST Scientific support to develop Siliconized Primary Packaging

• To improve the efficiency of the freeze-drying process helping the correct cake formation.

• To reduce the glass leaches (especially Aluminum).

GLASS PARTICLES RISK REDUCTION

Innovative BLACK BRIGHT® inspection for the detection of glass particles.

Glass particles coming from the glass tubing represent a tremendous risk for the patients’ health. The recent FDA recalls inspired us to develop e new camera detection system capable to identify particles wih size lower than 0,2mm.

EASYNEST® is our new Packaging Solutions available to avoid glass to glass contact and to prevent scratches and glass particles.

HIGH HYDROLYTIC RESISTANCE

FORTIS® vial is the result of studies and process improvements that Soffieria Bertolini have developed with the purpose to offer improved performances for special drug products reducing the delamination risk. The most aggressive drugs have a new most durable package for a most stable protection over their shelf life.

T: +39 011 9622993 F: +39 011 9625516

E: info@soffieriabertolini.it www.soffieriabertolini.it

SUSTAINABILITY. OLISTIC synergy

Da Vinci depicts the concept of balance with the 'man, earth and cosmos' golden ratio, where Nature adopts the principles of beauty and elegance. Eurpack promotes a detailed analysis of the entire packaging life cycle: production, packaging and transport; through an increasingly sustainable vision to generate and strengthen shared and circular value.

EURPACK ITALIAN LEADER IN PACKAGING PRODUCTION SINCE 1912

Driving Environmental Sustainability in the Biopharmaceutical Industry Adopting single-use technologies, improving process efficiency, and fostering productive collaborations.

For further information, visit www.sartorius.com

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joint initiative with its strategic suppliers, which was published in 2020 and updated in 2022.

This document has changed the concept of the supply chain to that of an ecosystem, serving as a practical tool that Chiesi uses to evolve towards a more sustainable and inclusive concept of the company.

“WE STARTED TO BRING THE PRINCIPLES OF SUSTAINABILITY TO ALL RELATIONSHIPS WITH OUR PARTNERS, COMMITTED TO MANAGING OUR SUPPLY CHAIN AS RESPONSIBLY AS POSSIBLE.” ECOSYSTEM OF PARTNERS

The Code commits Chiesi to having commercial relations only with companies that share its commitment to sustainability and who follow the same high standards of impact by operating in a responsible manner.

“The co-creation of Chiesi’s Code of Interdependence represents the beginning of a strategic path that will see a progressive increase in the level of sustainability of the Chiesi ecosystem, and at the same time a progressive reduction of its CO2 impact; a necessary path to supporting the company’s target of carbon neutrality including Scope 3 in 2035,” says D’Agostino.

He explains that to further foster an ongoing dialogue with suppliers and partners,

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the company organised a Chiesi Partnership Day (named Vendor Day until last year) in November, to celebrate the best practices in the evolution of the company’s value chain.

The event was an occasion to share the strategic projects developed during the year

and also to present “Partner Awards” in two categories: “Best Partner for People and Planet” and “Best Partner in Innovation and Collaboration”.

“This was a very important event where we celebrated sustainability and partnership,” says D’Agostino. “A moment

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CHIESI GROUP

dedicated to Chiesi’s value chain and conceived to promote the concept of interdependence: all the elements that make up a given system are interconnected and depend on each other. A fundamental workflow related to a constant increase in the level of sustainability and to a reduction of the negative impacts of the entire value chain. In this process, a key role is played by our strategic partners.”

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TOWARDS A GREENER FUTURE

He reflects that introducing sustainability to the entire value chain means that the company has strict rules for partner selection. “We have redesigned the vendor selection process, introducing 40 spend categories with fixed and predefined weighting for sustainability. In some categories sustainability is more important than the price.

The message is quite clear – if you are not sustainable, you cannot work for us.”

“This is important, as Chiesi’s achievement of carbon neutrality by 2035 will also depend on its suppliers.

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We work hard to be our clients’ preferred analytical laboratory.

CHIMANsrl Our mission is to provide customized high-quality services to pharmaceutical companies.

Our priority is to support the client’s needs and the project’s requirements.

Our key asset is flexibility: we don’t only work to make the client’s vision our vision, we become partners in their projects.

ANALYTICAL

& BIOANALYTICAL SERVICES

Via Reggio Calabria 12, Loc. La Palazzina – 29010 Rottofreno (PC) ITALY Ph/Fax: 0039 (0)523 761157 – info@chiman.it – https://www.chiman.it/

CHIMAN Chiman is a Contract Research Organization focused on improving the world’s health. We do this by providing a portfolio of analytical and bioanalytical services that help clients transform scientific discoveries into new medicines.

Chiman has a strong commitment to quality in all aspects of our service. We aim to continuously improve our service and customer satisfaction by customer care first in everything we do. Our core values support our commitment to meeting quality standards and accreditation.

Chiman has more than 30 years of experience in drug development and analytical testing of drugs for inhalation. We have a strong commitment to environmental sustainability, and we are committed to becoming net zero within 2035.

Chiman Lab combines analytical leadership, ground-breaking technology, and scientific expertise in the field to provide leading-edge outcomes for customers and patients alike. We are a top choice provider amongst private labs across the country.

We serve pharmaceutical groups and perform a large range of services, including: • Analyses of drug for inhalation

• Conventional formulations

• Generics

• Early development studies

• Bioanalyses

• Stability testing and storage

• N- Nitrosamines determination

• Leachables / extractable studies

• Identification of impurities / degradation products • Analyses for batch release for market retail • Analyses for batch release for clinical studies www.chiman.it

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RECYCLABLE: easily disposable by the end consumer

LIGHTNING: capable of feeding an automatic filling line at industrial process speed.

MACHINABLE: it arrives already stacked to the packaging machine.

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RENOGROUP ADVANCED PACKAGING FOR THE PHARMACEUTICAL INDUSTRY Together with our customers, we create packaging solutions for pharma, which generate value for the user industry and people.

The average growth rate that Renogroup has recorded in recent years is due to a brave and winning project.

We have systematically reviewed all company activities to increase internal efficiency and service capacity, with major investments in facilities, machinery and personnel at all group sites.

At the same time, we are continuing our external growth strategy, towards that integrated international dimension that allows us to collaborate effectively and promptly on the territories, both with local companies and with globalized groups.

Renogroup operates with ESG criteria, with the utmost attention to the social and environmental repercussions of business operations.

CHIESI GROUP

We have launched a lot of projects towards full sustainability, inviting our strategic suppliers to participate. All these initiatives fall under a single hat that we call value-chain evolution. We are of course also part of the value chain and will evolve with the whole ecosystem.”

This is why we are a Benefit Company. In our by-laws we declare the commitments made with all stakeholders, starting with the territory and our collaborators. Now we are working to achieve the B-Corp certification: it will be the best testimony of the values that guide us and of their concreteness.

AM.ECO BY RENOGROUP, “THE TRAY” Am.eco was designed according to all the market needs. It is the stretched paper tray able to feed an automatic filling line at industrial process speeds (up to 300 tray x minute). Am.eco is a friendly tray for everyone. Of the goods it stabilizes and protects, of the packaging cycle that becomes very fast because its manageability and ease of use, of all the brands that pursues sustainability policies. www.renogroup.eu

TECHNICONSULT GROUP SERVICES FOR THE WHOLE LIFE-CYCLE OF YOUR PLANT. Techniconsult Group is one of the few Italian companies able to support its clients during the whole life cycle of a project: starting from the consultation stage, to design, to procurement assistance, to site management, to the construction, start-up, commissioning and qualification activities and plant maintenance. The passion of the Group, is the fundamental characteristic that helps to consolidate relationships of mutual trust with its clients, creating real long-term partnerships.

WHY CHOOSE TECHNICONSULT GROUP? With Techniconsult Group, you can develop your project safely and with complete peace of mind.

Experience: Over 35 years of experience in the Life Sciences industry, managing all the phases of a project, both greenfield and brownfield, for major pharmaceutical companies.

Know-how: Extensive knowledge in this field, focusing on Pharmaceuticals, Biotechnologies, and Bulk API. The group provides high-level services guided by best practice and rigorous quality standards.

Flexibility: The integrated approach allows considerable flexibility in dealing with different projects, being able to calibrate each service. The client always has the possibility of choosing between the independent and separate provision of one or more services or whether to include the required service within a turnkey solution.

Innovation: We make use of in-house complementary tools that guarantee more accurate results as they help define and anticipate critical situations, allowing us to analyse and implement customized solutions. www.tcfirenze.com/en/services/

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As most of Chiesi’s suppliers are based in Europe, the supply chain is relatively short, which again means a more environmentally friendly process. “We are very much European-based from the sourcing standpoint but of course we have a lot of

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distributors in all parts of the world,” says Guido, who leads not only the value chain into the whole group but also leads the sustainability actions of distributors and all regional affiliates at a global level.

Sustainability is also a core topic internally. In 2019 Chiesi outlined a €350 million investment into the first carbon-minimal pressurised Metered Dose Inhaler (pMDI) for asthma and COPD. The green propellant will reduce the carbon footprint of pMDI inhalers by 90% and will enter commercial production in 2027, a deal which D’Agostino personally helped to achieve.

“Sustainability is my absolute priority, it has changed my life, my way of working. I am lucky to work in a company where sustainability is a priority, as this makes a real difference.

About 80% of our spend is concentrated on 600 strategic suppliers but overall, we are managing close to 13,000 suppliers around the world. So, the impact is considerable,” he points out in concluding.

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CHIESI GROUP

“IN SOME CATEGORIES SUSTAINABILITY IS MORE IMPORTANT THAN THE PRICE. THE MESSAGE IS QUITE CLEAR – IF YOU ARE NOT SUSTAINABLE, YOU CANNOT WORK FOR US.”

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SUANFARMA

SPAIN-BASED SUANFARMA, A LEADING MANUFACTURER AND DISTRIBUTOR OF ACTIVE PHARMACEUTICAL INGREDIENTS, IS AT THE CORE OF A BETTER LIFE.

COMMITTED TO HEALTH & INNOVATION PROJECT MANAGED BY: VIKTOR HUNTINGTON

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SUANFARMA

In 2023, Suanfarma commemorates an important milestone – the 30th anniversary of successful operations and growth. Founded in 1993, the company has developed into a B2B life science partner committed to health and innovation by developing, manufacturing, and distributing high quality ingredients for the pharmaceutical industry in an innovative and sustainable way.

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he company was founded as a response to growing demand for active pharmaceutical ingredients (APIs), and has gradually expanded its reach,” says Daniel Rivero, Global Industrial Director of the Group.

Today, the company provides its services to more than 3,000 active customers in over 70 countries, using a network of 12 local offices placed strategically around the world.

Over recent years the company has achieved the highest growth in its history and its expansion has significantly extended Suanfarma’s industrial and development capacity, so that even more patients can benefits from its products and services.

Rivero points out that with its focus on active pharmaceutical ingredients, the company is truly ‘At the core of a better life’. “An API is a substance that triggers

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YOUR PARTNER FOR EQUIPMENT, PROJECTS AND DUE DILIGENCE

Technics Facility Management is an enginering, maintenance and due diligence services company with more than 20 years of experience on Pharmaceutical, Chemical and Food industry.

TECHNICS delivers a high technical knowlodge to develop projects, build equipment, due diligence processes and full maintenance services.

TECHNICS provide a complete service from the audit, construction to validation under the GXP’s, FDA and USP requeriments.

Any special requirement? Difficult Project? Doubt on your current processes?

Talk to us!!

Carrer del Pintor Sert 37, Polinyà 08213, Barcelona, Spain +34 93 156 53 27 / +34 692 66 46 83 / info@technicsfm.com

www.technicsfm.com

TECHNICS FACILITY MANAGEMENT Technics Facility Management it’s an entrepreneurship company based on high technical knowledge on pharmaceutical, food&beverage, chemical and cosmetics industry. Technics develop your project, build equipment, carry on audits and perform Due Diligence. Also has a maintenance service with high training and commitment technicians. We are a technical driven and continuous improvement company with focus on industry.

Technics has developed many projects such as heat exchangers, fermenters, ion-exchange columns, reactors and other installations. We produce equipment with all the existing welding technologies including orbital welding and using full range of materials according to our client requirements.

Moreover, we perform technical audits and Due Diligence worldwide. The Due Diligence that we execute has a high degree of detail in all the industry areas helping our clients to make the right choice saving cost and avoiding risk.

SUANFARMA

a physiological response in the body to a certain disease, i.e., any disruption of the body’s normal functioning,” he explains, adding that the active ingredients are the core part of medications and nutraceutical supplements that improve the lives of millions of people every day, enabling them to live healthy lives regardless of their personal or social circumstances.

Daniel Rivero, Global Industrial Director, Suanfarma.

Our projects have been carried out closed to the client requirements and standards. We coordinate all the activities with internal or external resources in order to have a unique responsible with the client. In addition, we usually propose improvements on these projects that creates value and effectiveness.

We are used to work in regulated and compliance environment.

At Technics we manage all kind of documents to ensure the validation processes of the equipment or installations.

Select a partner is always a difficult job but when you find the right one all seems to be easy, it’s the common feeling with all our clients. We are defined as a trusted, confident and specialist partner with honest budgeting and way of working.

Technics has a very flexible organization that adapts to the size of project and equipment with reduced operational cost that allow our clients to save time and money. Furthermore, we work with high recognized suppliers that bring us the ultimate technology and fit to the optimal specifications.

A lot of clients with high regulatory and technical requirements has chosen Technics as a partner in their projects and equipment. Technics has developed their activities with long term vision aiming high quality and best engineering practices.

Let’s start to work together with your future projects!!

Visit our new web page to see all the details: www.technicsfm.com

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VALUED PARTNER

“Suanfarma is a global partner in the ingredients business, with the capacity to produce and distribute high-quality products all over the world in an innovative and sustainable way, with a special presence in regulated markets.”

Within its Industrial division, Suanfarma provides services as a CDMO (Contract Development and Manufacturing Organisation), a one-stopshop for producing small complex molecule APIs using fermentation and chemical synthesis technologies that can be used alone, or in combination.

The CDMO division develops, scales, manufactures, and commercialises either innovative or generic APIs,

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SUANFARMA

covering clients’ projects across all stages. The ability to offer both fermentation and chemical synthesis is an important aspect that differentiates Suanfarma from others.

Rivero points out that the company´s vision is to enable its customers to reach their goals in terms of the number of people reached. “As such, we focus primarily on technology.

We are not only dedicated to the products that we produce ourselves, but also provide

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a distribution service, linking customers with manufacturers.

Within the distribution business, we offer more than 1,000 different APIs worldwide.”

And Suanfarma’s success is undisputable – every year, over 100 million people are treated with the company’s anti-infectives and over 200 thousand with their immunosuppressors. “We have not focused on any specific therapeutical application, but offer our knowledge,

technology, and experience to our customers who want to invest in high-added value products that fit into our capacities and capabilities,” explains Rivero. “Customers bring their ideas in innovation, we do the rest in terms of scaling, manufacturing and commercialising.”

“THE COMPANY WAS FOUNDED AS A RESPONSE TO GROWING DEMAND FOR ACTIVE PHARMACEUTICAL INGREDIENTS (APIS), AND HAS GRADUALLY EXPANDED ITS REACH.”

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E-WATTS TECHNOLOGIES The electrochemical technology developed and patented by e-Watts is based on the use of electrodes for the on-site generation of coagulants or oxidants that effectively remove high organic, refractory and/or toxic loads from wastewater or aqueous waste. e-Watts has developed two main techniques, Electrooxidation and Electrocoagulation, which effectively remove organic compounds like API’s, POP’s…, non-biodegradable COD, total nitrogen, metals, ...among many other pollutants.

Other applications of electrochemical treatments are, the improvement of the biodegradability of effluents, and the minimum or null production of sludge.

Structurally, electrochemical technology does not require civil works, has a minimal footprint, is modular and allows the construction of mobile and compact plants. e-Watts Technologies has now completed the construction of the world’s largest electrochemical wastewater treatment plant (250m3/h) for the removal of refractory COD, total nitrogen, and APIs, at the Suanfarma plant (Italy). Suanfarma is a leading company in the pharmaceutical sector and has an industrial water treatment plant with an effluent that had COD with low biodegradability and total nitrogen concentrations above the legal limits of the Italian legislation. e-Watts Technologies was selected, among other companies, for the design and commissioning of the expansion of the Suanfarma plant. www.ewatts-tech.com

Electrochemical Solutions for Environmental Remediation e-Watts® is a company specialising in Electrochemical Technology with “Environmentally, technically and economically feasible solutions to help strengthen the circular economy”.

Its main objectives are: Treatment, Minimisation and Recovery of industrial wastewaters

Tailored solutions to your goods handling and logistics needs.

Treatment, minimisation, and recovery of aqueous waste

Movitrento is a goods handling, logistics and cleaning services provider. We work in different economic sectors, such as chemical, pharmaceutical, and large-scale retail trade. We provide our clients with the support to co-design solutions tailored to their needs and allow them to focus on their core business.

Cogeneration of hydrogen energy, and improved biogas production in anaerobic digesters by electrochemistry e-WATTS TECHNOLOGIES SL Passeig de Gràcia, 91, 3-2, 08008 Barcelona, Spain +34 937 645 317 / +34 638 005 172 info@ewatts-tech.com

www.ewatts-tech.com

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T: +39 0464 439311 E: commerciale@movitrento.it www.movitrento.coop

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SUANFARMA

IMPRESSIVE ACHIEVEMENT

Daniel Rivero admits that recent business growth has been a challenge in its own right. “Consolidating the knowhow and expertise as well as making sure that each of our new companies can provide the latest technology has been a major task. The challenge has been to advance and invest in line with our customers’ growth, upgrading our sites to the highest standards of the industry, maintaining flexibility without incurring additional costs for our customers.”

“And that has been our greatest achievement – transforming our facilities from being specialists in proprietary products into a well-balanced company able to produce a larger number of products, including proprietary, novel APIs, novel manufacturing processes for older APIs, innovative products used for antitumoral therapies or for medical devices, effective management of controlled substances such as opioids, synthetic cannabinoid derivates…

“And all this based on our core pillars of customer relationships: honesty, transparency, high ethics, and a huge sense of professionalism approaching each project as its own. As our purpose is to reach as many people with our products as possible, we don’t measure achievements only in terms of financial results but in terms of the successes of our customers.”

“SUANFARMA IS A GLOBAL PARTNER IN THE PHARMACEUTICAL ACTIVE INGREDIENTS BUSINESS, WITH THE CAPACITY TO PRODUCE AND DISTRIBUTE HIGHQUALITY PRODUCTS ALL OVER THE WORLD IN AN INNOVATIVE AND SUSTAINABLE WAY, WITH A SPECIAL PRESENCE IN REGULATED MARKETS.”

GROWING IN PARTNERSHIPS

Suanfarma is committed to health and innovation, which is why it develops and produces accessible raw materials in accordance with the highest regulatory requirements of the EMA and the FDA. Moreover, the company is also devoted to environmentally responsible practices, embracing green

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SUANFARMA

chemistry and prioritising environmental protection. To this end, their robust R&D team works on the development of technologies to achieve maximum efficiency in its processes, to incorporate cutting-edge active ingredients into its portfolio.

Business partnerships are an important element of further growth. Suanfarma has recently announced a collaboration with Reyoung Pharmaceutical to expand the existing portfolio of anti-infective and antibacterial API products.

Another important collaboration agreement has been signed with Willow Bioscience for a cell line productivity optimisation development programme for manufacturing a large volume anti-infective APIs through precision fermentation.

“Going forward, we will be looking globally at more

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acquisitions, bringing in new companies that complement our services. Internally, we are now consolidating some customer projects to be ready for validation by the end of the year, and at the same time demonstrating that we can simplify the supply chain without any risk to them.”

Over the last few years, the company has invested a total of over €45 million in its new companies. The plan is to invest an additional €50 million in capacity expansion in the near future, so that Suanfarma is capable of sustaining its value proposition of being ready to produce novel molecules. “We are ready for novel products and novel methods, and we are also striving to enhance our sustainability efforts to demonstrate our commitment to the planet,” affirms Rivero in concluding.

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HOTELREZ

THE HOTEL REPRESENTATION COMPANY HOTELREZ HAS ENJOYED HUGE GROWTH SINCE ITS INCEPTION, INSISTING ON DELIVERING RESULTS THAT SURPASS THE EXPECTATIONS OF EACH AND EVERY HOTEL MEMBER.

THE RIGHT PARTNERS DELIVER SUCCESS PROJECT MANAGED BY: TREVOR GRETSINGER

HotelREZ is today one of the world’s largest tailored companies dedicated to driving revenue, marketing and connecting independent hoteliers with hotel users around the world.

As a SaaS-enabled service company, HotelREZ provides distribution, web services, booking engines, revenue and sales consultancy and marketing services and support to more than 2,800 independent hotels, apartments, and hotel groups in over 100 countries, including private label Global Distribution System (GDS) chain code solutions.

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T

he company’s portfolio consists of a mix of independent and unique hotels and groups, from sleek boutique city gems to countryhouse retreats full of charm and history. Customers include StayCity ApartHotels, Dorint Hotels & Resorts, Queensway/ Point A Group, Champneys, Exclusive Collection, Hastings, The Zetter Group, View Hotels Australia, Versace Dubai, and Resident Hotels.

HotelREZ also incorporates two hotel consortia: Best Loved Hotels, a collection of unique global individual properties, with a dedicated GDS programme and website, aimed at highend leisure travellers and agents; and World Rainbow Hotels, the world’s only GDS Enabled LGBTQ+ global hotel consortium, representing more than 1,200 hotels in over 230 destinations. HotelREZ also powers The Elegant Hotel Collection - a fullservice luxury soft brand providing a full stack technology core with international sales and marketing solutions to a curated global network of unique and inspiring luxury hotels.

FROM ZERO TO HERO

With the company now approaching its 20th anniversary, its founder and CEO Mark Lewis can be rightly proud of what has been achieved, growing from nothing to the 16th largest hotel company worldwide in just two decades. An experienced hospitality industry professional and entrepreneur, his story is a fine example of how an idea can be turned into a highly successful business. “I started HotelREZ on my laptop, having written a business plan on a beach in Thailand after leaving corporate life. It was a daunting period, competing with huge NASDAQ organisations,” he recalls.

Still, his idea seemed to work, and the first customers who trusted him and his vision of a product that would allow them to thrive in an increasingly competitive market, have remained with the company to this day. “We will always be particularly close to those founder members who had the vision to take a chance on us at the outset,” he says.

He reflects that it was an honest approach that helped the company grow, coupled with best-in-class technology and a personal touch. “We are what’s known in investment circles as a bootstrapped business,

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HOTELREZ

Mark Lewis, CEO, HotelREZ.

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privately-owned and funded, so not subject to NASDAQ cycles.

The important thing is that we have been quality-driven from the very beginning – we believe we are the best at what we do, and I think the evidence supports that narrative. Our aim is to drive incremental revenue for our customers, we are very entrepreneurial and fast-paced.

Needless to say, services are at the heart of the company, and we always try to go beyond clients’ expectations.”

The human factor has been the basis of the company’s sustained development, both internal and external. “We have very loyal staff, and we retain personal relationships with our members, but at scale. We want them to do well, and we have the best team delivering on that promise. However, what also differentiates us is our technology. The technology we use is best-in-class and, notably, the way it is used is critical to our clients’ success.”

SUSTAINABLE DRIVE

He reflects that although the last 20 years have not been without challenges, building a business that is resilient, a team that is incredibly loyal and a solid, and a growing customer base all represent a great outcome.

Tangible achievements also include launching the world’s only GDS-enabled LGBTQ+ consortium, World Rainbow Hotels, as well as acquiring an established British brand – ‘Best Loved Hotels.’ Mark affirms that the company is looking for other acquisition opportunities that will add value to its hotel offering and business growth.

“Whilst growth is welcome, it is important to remain true to our values of personalised relationships and services, delivering best-in-class technology. We are currently

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HOTELREZ

also supporting Elegant Hotel Collection in its launch within the luxury market. They are taking a community-centric approach to experience-led luxury buying behaviour, which is somewhat refreshing.”

HotelREZ is also working with its customers to significantly reduce their environmental impact through green best-practices, social and environmental governance in their maintenance, services, logistics, products, and supply chain. Sustainability has also been a hot topic internally for some time –-ten years ago the company was already an active contributor to The Nature Conservancy ‘Plant a billion trees’ initiative and continues to be very much aware of the pressing need to mitigate climate change.

To that extent it has always been ahead of the curve for the need to take responsibility of individual carbon footprints and climate impact.

OUTPERFORMING THE MARKET

“There are other market trends that we are looking into more -– blockchain, machine learning and AI, for example. The market is clearly evolving; 51% of traffic is mobile and 65% of same-day arrivals are via smartphone.

Our distribution strategy has seen around a 35% swing to hoteliers’ direct traffic, six times the collection of vital data and around a 25% increase in direct revenue. This reduces members’ cost of sale and improves their margins. We are looking at how AI and machine learning can be integrated to improve overall quality and drive business to hotels.”

In 2023, the company recorded yet again significant year-on-year growth, with revenues increasing by 77% and reservations by 65%. “We are focused on driving more direct

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business through acquisition, engagement and conversion strategies. Obviously, we intend to continue outperforming the market in terms of growth, both in the number of hotels joining us and of course in the level of transactions and incremental income generated for member hotels. It has been interesting to see that when hoteliers reconsider their distribution partner and include us in an RFP, we will generally win it. So, we encourage hoteliers to shop around and ensure they select

the right partner that fits their growth strategy,” says Mark, outlining the company’s plans for the future.

“We are focused on a list of KPIs, particularly around the WebServices area which we will be rolling out to our hotels in the first half of 2024. This will drive more direct business to them at an attractive cost of sale. In terms of growing HotelREZ, we are always looking at potential acquisitions or investments that will add value to our offering and market strength.”

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AXIOMA METERING

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AXIOMA METERING

ADVANCED MONITORING DEVICES DESIGNED AND MANUFACTURED BY LITHUANIAN COMPANY AXIOMA METERING HAVE BEEN DEVELOPED WITH A CLEAR OBJECTIVE – TO HELP SAVE NATURAL RESOURCES, A TASK MORE PRESSING TODAY THAN EVER.

SMART METERS FOR A SMART LIFE PROJECT MANAGED BY: SPIKE CHALKLEY

Axioma Metering (Axioma) is a major European manufacturer of smart heat and water devices, energy management devices and systems, offering a range of monitoring products for different mediums and reflecting various operational methods: heat meter computers, ultrasonic heating and cooling energy meters, ultrasonic heat and water meters and ultrasonic flow sensors. These devices can be configured and tailored to meet the client’s need.

C

ompany CEO Ignas Vosylius explains that what was established as a start-up in the 1990s by a bunch of university students has become a fast-growing company of 450 people supplying its smart products to global markets. A remarkable achievement for a previously unknown and relatively small player from Kaunas, Lithuania.

“Axioma Metering in its current form, as an independent business, has just celebrated its 6th anniversary, but the company draws on the experience and track record of its predecessor founded over three decades ago, making use of its proven technical knowhow in the area of ultrasound and IoT technologies,” he says.

RELIABLE AND ECO-FOCUSED Ignas Vosylius , CEO, Axioma Metering.

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He further points out that while smart metering is not new, Axioma has a strong differentiator

– bringing its products to the mass market. “We didn’t want to focus on a niche product but on a meter that could be deployed on a large scale. To this end, we designed a lean, effective and highly automated manufacturing process which enables us to make a product that ticks all the boxes and addresses the main issues of getting critical data from infrastructures in a very cost-effective way. “ And what makes it different from other meters on the market? “First, we didn’t try to squeeze the extra euro from the customer and overengineer the product. We went in the other direction, offering a reliable, optimally designed meter that does exactly what it is supposed to do. No more, no less. And second, importantly, the product was designed with network connectivity in mind, using standard communication technologies. That means that users can migrate to different network operators without any limitations... This was a true game changer.”

Axioma’s meters are also extremely reliable and power efficient. “Our water meter is powered by two simple AA batteries and ensures that water flow is measured every half

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ELECTRONICS MANUFACTURING SERVICES With 22+ years of experience, ESEMDA offers full range of serial electronics production services: everything from the initial idea to the serial production based on client’s individual needs and technical requirements.

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Box Build assembly Functional testing and programming New product design Review of the design for manufacturability After-sales and warranty services

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second, the data is reported every hour and sent three times a day to the server. It is guaranteed to work with this precision for 16 years. To design a compact product that would offer these characteristics was quite a technological challenge, but a mass-scale deployment would not otherwise be possible.”

TRIPLE CAPACITY

Axioma’s smart water and heat meters are designed for monitoring consumption in industrial, commercial, and residential buildings, and demand is, understandably, continuously increasing. “When we introduced our latest family of products in 2018, our annual production volume was roughly 65,000 meters. Last year, this was over one million.

And the potential is huge. In a typical western city, some 25-30% of water distributed is lost in the network due to leaks or mishandling within

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+370 614 46087

www.esemda.com

the infrastructure. This loss is invisible to the utilities without smart metering solutions.”

This is where Axioma comes into play – its clients who start using Axioma’s solutions minimise that waste down to single digits within a couple of years. “We can say that last year our performance was not only measured by the millions of euros generated in revenue, but also by the millions of households who could manage their consumptions better, thus making a significant environmental impact.”

“WE DON’T OUTSOURCE A SINGLE OPERATION, CONTINUOUSLY IMPROVING THE PROCESSES AND THE EQUIPMENT OURSELVES.” BUSINESSFOCUSMAGAZINE.COM

AXIOMA METERING

The potential has been well reflected in Axioma’s expansion plans from the very beginning, says Vosylius. “In 2018 we built a new factory that was twice as big as we needed at that time, anticipating growth. We also bought the adjacent plot to allow for further expansion.

That has now happened – we have just commissioned our very new second factory, an investment worth €20 million which will ultimately allow for a 4-million-unit capacity.”

Ignas Vosylius, who joined Axioma in 2018, himself played a major part in this expansion, steering the company into a new chapter of its development, with a mission to introduce new products and new technologies, targeting mass product deployment.

Comprehensive design-to-production process control is also something that plays to Axioma’s advantage and that he made sure was well covered within the new company structure.

“The product needs to be perfectly designed and perfectly made to meet different networks requirements, and to work without a power connection. We cannot afford any human error; therefore, our production is automated to the highest possible level, and the cooperation between design and production is essential. We don’t outsource a single operation, continuously improving the processes and the equipment ourselves.”

FOR GLOBAL MARKETS

Today, Axioma’s meters can be found in markets all around the world. A significant part of the output exported is sold in Europe, with the rest shipped to utilities in the Middle East, Latin and North America, with south-east Asia and India slowly catching up, says Vosylius.

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AXIOMA METERING

Axioma’s biggest European market is Italy, where the company has won a major market share over the last few years, starting from zero. And more is to come, given the Italian government’s commitment to investing a further €1.5 billion to fast-forward the digital transformation.

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Vosylius reflects that Axioma is following the trends in different markets, and it is not always the digital transformation.

“In Europe, climate change is the key change driver, but different regions have different priorities. In the Middle East, it is the nature of water sourcing and the need to use

ultrasonic technologies that are unaffected by sand particles; India, on the other hand is developing its infrastructures from scratch in many places and naturally demands the latest technologies that would last a long time. We are monitoring all these market drivers and are ready to meet upcoming demand.”

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AXIOMA METERING

WE ARE MONITORING ALL THESE MARKET DRIVERS AND ARE READY TO MEET UPCOMING DEMAND.”

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Summarizing the company’s latest development and its outlook for the future, he affirms that steady growth has been and will be the key task.

“We are not chasing a P&L bottom line, our shareholders are patient and keen on reinvesting the profits into

further expansion, seeing the market potential, and believing that we can outperform most of our competitors. So, we will continue to invest and push for growth, not just for the business’s sake but to make a positive impact on the environment, in line with our mission.”

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BURN MANUFACTURING

SINCE WE LAST SPOKE WITH BURN MANUFACTURING, THE COMPANY HAS CONTINUED TO GROW BEYOND ITS MOST OPTIMISTIC FORECASTS.

BURNING BRIGHT PROJECT MANAGED BY: DECLAN JONES

Peter Scott, BURN Manufacturing’s CEO, has dedicated his life to fighting deforestation. Since he was fighting the loss of forests in the Congo at the age of twenty, Scott has always been seeking out new ways to reduce forest clearing – especially across Africa.

I

n 1997, Scott found a new way to fight the good fight. He launched BURN Manufacturing, a company that designs, manufactures, and distributes the best clean cooking stoves in the world – whether they be wood, charcoal, electric or LPG. BURN very quickly established itself as a unique contender in the industry. When we spoke with Scott last year the company was already the largest vertically integrated biomass cookstove company in the world. It distributed 250,000 units a month to Africa and the world at large. The company’s operations are entirely in-house, with BURN’s manufacturing taking place locally in the company’s home country of Kenya.

A KENYAN OPERATION

Kenya is where BURN has situated its headquarters, its manufacturing facilities, and its designers, where rival brands will often outsource key parts

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of their design or manufacturing processes to China or elsewhere. BURN is not only the only cook stove supplier making its own products in Africa, but it is also the only cook stove supplier making its own products.

“We are Africa’s only modern manufacturer of clean cookstoves,” Scott told us last year. “Our products are being continuously improved.

We have built a strong brand and customer loyalty. We are also able to produce it at a lower cost than our Chinese counterparts, while achieving the highest quality, and selling at the lowest price, with great customer service.”

These clean stones, known as “Jikokoas”, are designed and manufactured in Kenya, but have won international awards, including the Bloomberg Energy Award, and the Swissecs Award last year, as well as being awarded best carbon project developer in the world this year.

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BURN MANUFACTURING

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We offer world class integrated logistics solutions for sea, air and land in East and Central Africa where we maintain a strong presence and the world at large. We are committed to handling, preserving and moving your freight with utmost speed, safety, accuracy and efficiency ensuring the highest service quality.

We are one of the fastest-growing transportation and logistics companies in the country, a great supply chain partner, a top freight brokerage firm, and a great place to work!

Road Transport to Eastern and Southern Africa

Scope of Services: • Customs Clearance (Sea & Air) • Warehousing (Free and Customs Bonded)

Air Freight

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Project Cargo

• Freight Management(Air & Sea) • Collateral Management

GULDEX INVESTMENTS & LOGISTICS Lunga Lunga Square, Unit 27, Lunga Lunga Road, Industrial Area Nairobi, Kenya

• Project Cargo (Break Bulk) +254 723 982504 info@guldexlog.com www.guldexlog.com

Nairobi - +254 720 592 535 Mombasa - +254 202 038 303

enquiries@ufanisi.co.ke www.ufanisi.co.ke

Manufacturers & Suppliers of Engineering materials throughout East Africa.

Engineering Steels Stainless Steels Copper Base Alloys THE METAL EXPERTS Tool Steels Wear Resistant Steels Mild Steels Nylons Cast Iron CNC Cutting Facilities

Kens Metal Industries Ltd is a leader in the distribution and transformation of special steels for the East Arican market since 1982.

We offer a wide range of Ferrous, Non- Ferrous and Engineering metals to meet the needs of various market sectors, such as Cement, Mining, General Engineering, Dairy & Food Processing, Agriculture, Energy firms and many more.

We are proud to be associated with Burn Manufacturing USA LLC.

T: +254 20 7903903 E: sales.ind@kensmetal.co.ke

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www.kensmetal.co.ke

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BURN MANUFACTURING

In just over a decade, BURN Manufacturing has reached the point where it can produce a stove every 13 seconds, selling six million stoves so far.

It might seem counterintuitive to build stoves, particularly wood-burning stoves, as a tool against deforestation, but BURN Manufacturing’s Jikokoas are more fuel efficient than naked fires. This means even wood stoves burn less than would normally be used by

other designs and send less smoke into the atmosphere.

The benefits are not only environmental (if you need less wood, you cut down fewer trees) it also makes the process of cooking safer, as the cooks are breathing in less smoke fumes.

All of this comes down to Scott’s guiding light.

“BURN exists to serve a mission, saving forests and saving lives,” Scott told us in our last interview.

Peter Scott , CEO, BURN Manufacturing.

A HEALTHIER WAY OF COOKING

The challenge BURN Manufacturing exists to overcome is not just deforestation, but a breathtaking lack of clean cooking access the world over.

Scott has pointed out that between 3 and 4 billion people will use a device that is harmful to their health to cook food.

Narrowing our focus just to sub-Saharan Africa, we can see that approximately half a million people die from exposure to uncovered cookstoves a year.

And yet it is an issue relatively few have sought to address.

The wood stove that BURN Manufacturing provides boasts 53% efficiency, compared to approximately 12% efficiency for an open fire. As well as fewer emissions and less waste, the Jikokoa is also better at the one job a stove exists for. Where open fires lose most of their heat to the air, BURN’s Jikokoas redirect that heat back into the food, ensuring it is cooked all the way through.

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BURN MANUFACTURING

And the demand for bettercooked food is always there.

When we last spoke to Scott, he was forecasting that BURN Manufacturing would double its sales over the next year, selling half a million units a month, with a million units a month as the target for the end of 2023.

A GROWTH TRAJECTORY

These ambitious figures were plausible because BURN Manufacturing has been going through a phase of rapid expansion, and Scott has taken steps to ensure that this expansion is steady and planned. Between 2022 and 2025, BURN Manufacturing planned to grow production from 45,000 units a month to 120,000 units a month. Scott’s

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BURN MANUFACTURING

plans were not just limited to sheer volume, however. He also laid out plans to expand the company’s offering of electric, hybrid, and liquid fuel cookstoves.

BURN Manufacturing’s geographic footprint was also set to grow, with Scott telling us he planned to invest in the export markets for Tanzania, the DRC, Nigeria, and Ghana.

Looking at BURN Manufacturing today, it is clear that the company is performing even beyond Scott’s ambitious expectations. The company’s revenue has grown by 60%, from £50 million to £80 million in the space of one year.

Instead of Scott’s projected 120,000 units a month, BURN Manufacturing has gone on to produce 400,000 units a month last year – selling 4 million

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stoves in 2023 alone. That is two-thirds as many as BURN had sold in the previous ten years before that.

As ever, BURN Manufacturing is looking to move even further than this. It has seen potential in the luxury products market, with the potential to introduce induction cooker products. But ever weary of the price point its customers are operating at, BURN Manufacturing is also looking at introducing a new financing model for customers called “Pay as you cook.”

At the end of the day, it all comes back to Scott’s original mission of fighting deforestation. The more desirable and accessible BURN Manufacturing’s products are, the more successful it will be in reducing the deforestation, emissions, and the health consequences of open fires.

The real question is what will BURN Manufacturing be doing if we come back to check on them next year?

That is impossible to say. But they are sure to be cooking up something special.

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ENER-G-AFRICA

CAPE TOWN HEADQUARTERED ENER-G-AFRICA IS PIONEERING SUSTAINABLE AND INVENTIVE ENERGY SOLUTIONS ACROSS SUB-SAHARAN AFRICA, ENHANCING LIVES ON THE CONTINENT.

SUSTAINABLE IMPACT PROJECT MANAGED BY: LIAM PYWELL

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ENER-G-AFRICA

Ener-G-Africa (EGA) is a champion of sustainability in Africa, addressing the obstacles posed by climate change through locally developed sustainable energy solutions and clean energy products, spanning the entire continent.

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E

GA’s co-founder and CEO, Andre Moolman, explains that the company was founded in Malawi in 2017, with a clear objective – to establish itself as a key player in the development of quality sustainable energy solutions for lower income communities.

“Since our foundation, we have been a catalyst for positive change in twelve African countries.

With a team of experts from various

disciplines, we are committed to tackling the challenges of climate change and improving the lives of people on the continent.”

DRIVEN BY INNOVATION

In 2018, the company started to distribute advanced biomass stoves, and commissioned its first factory in Cape Town a year later. The portfolio was gradually expanded to include solar panels, an energy-efficient

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WHERE RELIABILITY AND SPEED COUNTS Fully fledged freight & transport company.

Driven to deliver your set targets.

Driven to meet all your expectations.

CUSTOMS CLEARANCE ROAD TRANSPORT OCEAN FREIGHT AIR FREIGHT

Greatlakes Freight & Transport is an independently owned Freight Forwarding company with its headquarters in Dar es Salaam, Tanzania. We also have two subsidiary offices located in the port cities of Mombasa, Kenya & Beira, Mozambique.

To supplement our main ports getaway offices, we also have satellite offices in all the neighboring landlocked countries (Rwanda, Burundi, Uganda, Malawi, Zambia, Democratic Republic of Congo, South Sudan and Zimbabwe). It is one of East, Central and Southern Africa’s leading providers of forwarding and logistics services.

Building on our solid foundation and years of experience, we have continued to enhance our competitive advantage through superior services at the best possible rates. Since our inception, the company has experienced phenomenal growth, emerged as a leader in the freight forwarding business and is one of the largest amongst similar firms in the region. We own more than 600 trucks regionally and work with dedicated subcontractors who own more than 300 trucks (all affixed with GPRS trackers for live updates). As an ISO certified Organization (ISO 9001:2015 & ISO 45001:2018), we pride our selves as a highly efficient organization without compromising on flexibility.

Tanzania

Bandari Road, Gate No.3 next to NHIF P.O. Box 38383 Dar es Salaam, Tanzania +255 773 883 993 info@greatlakesfreight.com

Kenya

P. O. BOX 83440 – 80100 Plot no. 29437/109, Bonje Kwale County Mombasa, Kenya +254 732 883 993 gm-kenya@greatlakesfreight.com

Mozambique

Rua Milha 3, VAZ P.O Box 112 Beira, Mozambique +258 828 883 993 ghaid@greatlakesfreight.com

www.greatlakesfreight.com

ENER-G-AFRICA

cookware range and several other product groups, with the TLC Rocket Stove components becoming the company’s main product line.

In 2020, the company implemented a 500% surge in its stove manufacturing capacity, along with a significant doubling of solar product sales. To meet increased demand, further investment was announced in a new stove manufacturing facility and a solar panel assembly plant in Cape Town, the second of its kind in sub-Saharan Africa and managed by women only, and the expansion does not stop there.

“What we have achieved so far is the result of our deep understanding of the African aspect,” says Moolman. “We are developing locally relevant solutions for Africa that have been designed with a view to improving people’s lives. That is a key point.”

The company’s growth over the seven years of its existence is remarkable. “There have been so many achievements on our journey,” reflects Moolman.

“The first big one was being able to set up a mass manufacturing facility in Malawi. We did this during the pandemic when the world was isolated, but we carried on with the products for the African market. The second highlight was starting the solar panel plant, employing women from disadvantaged communities.”

Andre Moolman, co-founder & CEO, Ener-G-Africa.

ADDRESSING THE CHALLENGE

“We are also proud of creating an in-house capability to develop advanced biomass cook stoves that are highly environmentally friendly. Driven by innovation, in line with our company slogan ‘sustainability through innovation’, we have just launched a new stove with further improved efficiency.”

“SINCE OUR FOUNDATION, WE HAVE BEEN A CATALYST FOR POSITIVE CHANGE IN TWELVE AFRICAN COUNTRIES. Speaking about the human factor, he reflects that for all the innovation initiatives in EGA’s sustainable energy model, the skills have been easily obtainable in the jurisdictions where the company operates, but EGA has invested in interesting projects that employ specialists, consultants, and trainers from advanced markets.

“The purpose has been not only to enhance existing skills, but also to cultivate expertise in the new evolving areas, such as clean energy

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solutions. These clean energy stoves, predominantly used by women, improve livelihoods by reducing the time spent cooking, the risks associated with collecting firewood and smoke-related illnesses.

Bridging the gap between our ambitious goal and the required expertise has been an ongoing challenge but the commitment to continuous learning and skill development has been pivotal.”

Asked about the market environment and the general feeling towards sustainability, he points out that Africa has no other option. “600 million people on this continent have no access to energy and there’s no way that governments can envision an infrastructure to support the development. Our 20, 50 or 100-watt solar panels offer an affordable solution in a market that is obviously starting to understand the consequences of global warming.”

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ENER-G-AFRICA

UNIQUE OF ITS KIND

Challenges are inherent in such a fast business development, but these have been handled well. “Many times, we venture into uncharted territory, introducing new concepts, that often involve taking risks.

However, we embrace these challenges by utilizing our financial resources to fund projects and innovations, striking a balance between innovation and financial prudence. This is a continuous journey that demands sound financial management.”

This is something that Andre Moolman, with decades of experience in managing programmes and leading major business units in Malawi and South Africa, provides.

In October, the company announced a further R135 million investment to establish a new production line for energyefficient cook stoves in Paarl and to expand its existing solar panel factory in Cape Town from 15MW to an impressive 500MW capacity.

“This 500MW facility will become the largest solar panel assembly plant in Africa, contributing to job creation and value addition through advanced manufacturing. Besides helping to alleviate the impact of load shedding with domestic sales, Ener-G-Africa will also export to other African countries,” Moolman explains.

The ground for the stove factory has been broken and operations should start in April. “Our cooking stoves have undergone successful trials within local communities, and incentives are available for households interested in purchasing them through a carbon-financed cooking stove programme.”

READY TO EXPLOIT THE POTENTIAL

Offering products that reflect both sustainability and the need to help poor communities is a strong differentiator and Moolman affirms that that is also the company’s mission. “We want to be known as a company that makes an impact,” he says.

And EGA’s impact has already been remarkable – the company has generated new employment opportunities for both skilled

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and unskilled individuals and, on a wider scale, makes affordable energy solutions of high quality, accessible across the whole region.”

While EGA’s production facilities are based in South Africa and Malawi, the products are distributed in several other countries. “Our main markets are Mozambique, Zimbabwe, Malawi and Angola, and we are planning to open up in Tanzania, Zambia and in Ghana in 2024.

There is huge potential for growth. Our model is to set up distribution networks that will boost local economies through partnerships with local shops, agents, and employees, who then receive commission-based sales incentives,” says Moolman.

“Our vision is to have five major advanced biomass stoves facilities before 2030. We don’t only want to export finished products to other countries, we want to add value. So, we will be sending parts from the South African plants to be assembled locally. By 2026, we want to have five assembly plants in the sub-Saharan region. This may sound ambitious, but I have a very good team of managers in all these jurisdictions, and we believe the objective is realistic.”

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KNF FLODOS

SWITZERLAND-HEADQUARTERED KNF GROUP, A SPECIALIST IN THE DEVELOPMENT, DESIGN, PRODUCTION AND DISTRIBUTION OF DIAPHRAGM PUMPS AND SYSTEMS FOR HANDLING GASES AND LIQUIDS, IS THE UNDISPUTED LEADER IN ITS SECTOR.

THE PERFECT FLOW CONTROL PROJECT MANAGED BY: DECLAN JONES

Founded in Freiburg in 1946, KNF began developing, manufacturing, and selling diaphragm pumps in 1962. The company continues to be an independent family business and has enjoyed steady growth while also broadening its experience and global reach. With 24 locations worldwide today, KNF aims to be close to its customers and continues to expand its multi-industry expertise and wide range of applications.

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T

he Group consists of three production centres – one in Germany, specialised in large gas pumps, and two in Switzerland, of which the first makes small gas pumps and the other, today the largest of the three ‘KNF Flodos’, specialises in fluid pumps.

Michael Davies, Chief Marketing Officer for KNF Flodos, the production centre specialised in fluid pumps, reflects that being a familyowned company makes a big difference not only in terms of a positive working atmosphere but also in terms of having a longterm view, without the pressure of having to focus on short-term results and performance.

“KNF today employs about 900 people and ever since I joined the company 24 years ago, the business has continued to grow. Despite temporary challenges, there is faith in positive development, and a willingness to continue investing in R&D with patience.”

As a qualified engineer, Davies can combine his technical and marketing skills to place the right products exactly where they are needed, fully understanding the technical details of the pumps and how these can be perfectly matched to meet clients’ needs.

“Our portfolio is very diverse, and our pumps are used in demanding applications such as medical equipment, inkjet printing, 3D printing and fuel cells. So, you can find our pumps in blood analysers or dosing equipment for example, or in barcoding machines. The ability of our pumps to handle solvents and other demanding liquids further expands the range of applications.”

SMOOTH FLOW PUMPS

The company is a global leader in the small diaphragm pump market and with significant amounts invested in R&D is making sure of staying ahead of its competitors. Davies explains that in some applications, flow or pressure pump pulsation may pose fluid dynamic challenges.

To address this issue the new KNF FP series of Smooth Flow Pumps was designed to provide a much more laminar flow

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KNF FLODOS

Michael Davies, Chief Marketing Officer, KNF Flodos.

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Assemblies, precision parts and hybrid components made of plastic and metal.

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INTEGRA SITEK AG

KNF FLODOS

YOUR SUPPLIER FOR PRECISION AND INNOVATION IN PLASTIC AND METAL. Integra Sitek AG is a renowned expert in plastic injection moulded parts, metal-turned parts and innovative hybrid components and assemblies. With a comprehensive range of services from conception to industrialisation, the experienced team impresses customers in various industries. The company relies on certified and reproducible processes to ensure the highest quality standards, particularly in sensitive areas such as medical technology and in the electronics industry and apparatus construction.

Toolmaking is a central part of the production process. Innovative tool solutions are developed in close collaboration with customers. The engineering department uses the expertise of experienced designers and works closely with external experts.

23 modern injection moulding machines with a clamping force of 15 to 250 tons, equipped with efficient handling systems, increase production capacity and enable reproducible and precise processes. Working in two shifts, the experienced team guarantees consistent quality for orders of all sizes. The central processing of raw materials further increases efficiency.

In the area of turning, Integra Sitek AG impresses with precise machining techniques for workpieces with a diameter of 1 to 42 mm on a total of 24 automatic lathes.

The company processes all bar steel materials, including stainless steel, titanium, aluminium, brass alloys, and plastics such as PEEK or POM. The assembly department masters the precise assembly with up to 50 individual parts. Experienced professionals integrate components seamlessly and use various joining techniques such as ultrasonic welding, glueing, and screwing. All products are subjected to strict checks in accordance with test instructions after each use.

With important certifications, including ISO 9001:2015, ISO 14001:2015, ISO 45001:2018 and ISO 13485:2016, Integra Sitek AG reinforces its commitment to the highest standards in quality, environmental protection, safety, and international standards. www.integra-sitek.ch

delivery. The range is constantly being innovated and remains unsurpassed.

The smooth flow pumps have many additional advantages to the classic diaphragm pump design. Linear flow control, low vibration, no cavitation / air bubbles, higher efficiency, and of course low pulsation make these a great alternative to other technologies such as gear pumps and centrifugal pumps.

In November 2023, KNF expanded the Smooth Flow Series with the FP 7 and FP 25 Liquid Pumps.

The very low pulsation level of these two products means that we can enter into new markets and applications which we couldn’t fulfil yet such as flow cytometry, particle measurement, ink delivery directly to the print head.

PLASTIGUM AG Plastigum AG is a privately owned, independent solution provider specializing in developing and producing high-quality and sophisticated solutions in elastomers for various industries such as the chemical and pharmaceutical industry, medical technology, semiconductors, mechanical engineering, or transportation.

Plastigum’s competitive edge is our ability to quickly address the specific needs of our customers and create outstanding solutions that exactly target the best technical design. We understand that each project is unique and strive to provide innovative solutions that meet your expectations and support you to create reliable products for your customers. Our dedicated team of experts collaborates with you closely to develop customized rubber compounds that meet the highest standards for each application and a wide range of requirements. Our own mixing units turn all thinkable formulations into customized compounds. Combined with our in-house tool shop and our rubber press capabilities these are the cornerstones of our philosophy and lead to top notch results, customer satisfaction and surprisingly short development and production times. All from a single source. If you are looking for a reliable partner for your individual solutions in rubber, Plastigum AG is your right choice. Rubber made in Switzerland – since 1957.

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Again, these latest additions, designed to meet the most demanding applications, are fully customizable to meet the specific needs of various applications. “Our new smooth flow pumps are unique, no one else can offer products with the same benefits. That is giving us a great advantage on a global scale,” says Davies.

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KNF FLODOS

THE QUALITY YOU CAN COUNT ON

He further explains that being ‘customised’ is KNF’s standard and 90% of the company’s turnover is project-based.

“We try to build up long-term partnerships with customers to get a good understanding of their application, and then custom design a special pump that meets those needs perfectly – in terms of the lifetime, the chemical resistance, the flow rate, the vacuum and all the technical specifications.”

Such a customer-focused approach of course has its challenges. “A lot of our clients take five years to develop their product. So, we’re working with the customer for five years before we make any turnover, meaning a lot of investment on our side. But then with a bit of luck, the customer will be building their medical diagnostic device or their inkjet printer, equipped with our pumps, for the next 20 years.”

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About 95% of KNF Flodos’ output is sold in export markets, aiming to achieve an even split of 30% each between Europe, North America, and Asia; Davies admits however that the biggest single market for the liquid pumps is China.

“Of course, there is copying going on, but it has its limits.

Our product portfolio is very broad, and while someone may copy one or two of the simpler products, they can’t offer the range. Also, our products are designed to be long-lasting and highly chemical-resistant. That is technically too difficult to copy.

Last but not least, expensive equipment for advanced markets cannot be compromised by a cheap pump that may fail.

We guarantee perfect quality. All these factors make us successful around the world, and even in price sensitive market our ‘total cost of ownership’ value proposition is very attractive.”

IN LINE WITH TRENDS

The company is innovating not only its range but also its internal processes. “Digitisation is a big topic, and we have digitised the whole company structure, including R&D processes, so that customers get access to their drawings very quickly. And then we’re moving very strongly into digitised products. This means for example digitally controlled motors with interfaces to the customer’s system.”

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KNF FLODOS

Davies further points out that sustainability, another hot topic, is ingrained not only in the company’s operation but in the very product. “The whole of our business philosophy is completely sustainable, internally and externally. Our pumps are built to fit the customer’s needs, including the required working life. They don’t need to be serviced, maintained, or replaced, there is no waste. They may come at a higher cost, but they can last 10 years as opposed to six months of a cheap product. Anything that decreases the total cost of ownership is good for the environment.”

Reflecting on recent market developments, he acknowledges that while the company has enjoyed exceptional year-on-year growth since the pandemic, the pace has slowed down considerably due to market overstocking. “However, as we

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are not a listed company, we can afford to be patient and to continue investing. Not only in R&D but also in automation.

Automation is the only way forward.”

He says that the company is also looking to further expand its focus into the upcoming

sectors such as fuel cells and hydrogen. “Geographically, new opportunities are emerging everywhere. We can see a strong trend for these new technologies and KNF will remain at the forefront, striving to design pumps that perfectly meet the new demand.”

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NAVVIS

GERMANY-BASED HIGH-TECH NAVVIS IS DEVELOPING INDOOR SCANNING TECHNOLOGY FOR REALITY CAPTURE AND INDUSTRIAL FACILITIES DIGITISATION, IN ORDER TO DRIVE EFFICIENCIES AND PROVIDE A SUBSTANTIAL COMPETITIVE EDGE.

SCANNING THE FUTURE PROJECT MANAGED BY: SHELLY BENOY

The company that today employs over 300 people from more than 60 countries in four offices around the world, was founded in 2013 with just four individuals. One of them was the company CEO Felix Reinshagen, an industryleading expert in indoor navigation and 3D visualization, who got involved in software development while still at school. While completing his PhD at Stanford University he met his future business partners and the idea of a company that would provide advanced indoor digitisation, navigation and location-based services was born.

T

he original idea for what we were trying to achieve was very simple. There is a very sophisticated industry that brings meteorological data and positioning information on everything that is happening outdoors. We wanted to recreate this for the inner space. The aim was to build a new breed of scanning technologies that would provide a digital 3D scan of buildings at much higher speed and low cost.”

Looking back, he reflects that the first milestone was the introduction of a high-quality, dynamic scanning system to the market. “The second step was something that’s very new for the traditionally desktop-based industry, namely doing all this in the cloud. So, moving from a hardware-lead

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measurement technology to truly software-lead and cloudbased technology has been the second big step change that we accomplished for the industry.”

“The combination of the scanning hardware that collects data in the field and the industryleading data processing software is unique. The two things together mean the full product; laser scanned data can be processed anywhere with an internet connection, making it easy to use and saving a considerable amount of time.”

BUILDING BETTER REALITY

The company’s SLAM-based, wearable mobile mapping solutions are designed to capture accurate data, visualize it effectively, and integrate it into existing workflows.

Felix Reinshagen, CEO, NavVis.

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NAVVIS

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NAVVIS

SLAM laser scanning offers a powerful solution for buildings, public structures as well as transportation applications, enabling the generation of detailed 2D and 3D models of infrastructure such as streets, bridges, and buildings such as train stations and airports.

The company’s latest innovation, NavVis VLX 3, was introduced in May 2023 and is a game-changer, says the company. It is powered by a unique precision SLAM technology that sets it apart in terms of achieving dependable and highly accurate survey results.

“With these innovative new features and improvements, users are better able to generate high-quality point clouds of buildings, construction sites, roads, bridges, tunnels, and

more. Seamlessly integrated with NavVis IVION, our platform for spatial data, customers have the foundation of a digital twin for smart collaboration and decision-making to help build the world we want to live in.”

In addition to surveying, NavVis’s solutions have been increasingly applied in the automotive and general manufacturing industries, enabling ‘the factories of the future’, where an up-to-date digital twin of the facility can accelerate production planning and operations. “A digital twin is a very easy way to improve planning in factories as well as shop floor efficiency, and overall reduce production unit costs. It can also massively accelerate the implementation of new features and even entire new lines of products,” says Reinshagen.

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We focus on quality, sustainability, longevity and focus on customer needs.

We attach particular importance to in-house development and tailor-made designs. The wishes and satisfaction of our customers are our priority.

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+49 (0)7543 965 49 69 info@tomcase.de www.tomcase.de

DIGITAL EXISTENCE

Over the years, NavVis has developed a global customer base that features major multinational companies. For example, the BMW Group relies on the support of the NavVis Digital Factory Solution to digitize its plants worldwide, making them fit for the automotive production factories of the future.

In line with increased demand for its solutions, NavVis has expanded its geographical presence. While the centre of research remains in Munich, NavVis has set up offices in the UK, in the United States (New York and Los Angeles), in China and is working closely with a partner in Japan.

This diverse focus is reflected internally as well. “We employ a very international team, not only to match our international client base, but also because we want to attract the very best talent.

We are really on the absolute frontier of what is possible from a technology perspective – we employ the very latest and greatest in artificial intelligence and machine learning to make the best out of that data, and with the best of experts, we are really in a premier position to do so,” says Reinshagen.

Reflecting on the latest market developments, he points out that the industry in general needs further simplification, and a further reduction of barriers to entry, both in terms of usability as well as in terms of initial investment cost. This is something NavVis is absolutely dedicated to doing.

“Everything that physically surrounds us will eventually get a digital existence. Every piece of building technology, every piece of furniture will be digital and digitally available, and this will create a whole new breed of services. These will all require a regular update. That is the

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NAVVIS

difference between a digital twin and the static representation of a building we had in the past. We’re providing our customers with the technology that allows them to keep the digital representations updated and synchronized with reality.”

A MESSAGE TO THE MARKET

While the ‘fully digitised world’ is still a good few years away, Reinshagen affirms that in the next few years, this level of digitisation will become the standard in B2B and commercial industrial applications, as that is where the really expensive, highcapex buildings are located.

“Automotive, oil and gas, process industry in general, that is where this kind of digitisation will happen first, followed by perhaps public structures such as shopping malls and transport hubs like airports and railway stations,” he reflects, admitting that there is still an amount of scepticism in traditional industries, when it comes to some of the fundamental technologies like SLAM-based kinetic scanning.

“Doing everything in the cloud and leveraging artificial intelligence, moving from a hardware-driven, instrumentbased measurement and scanning to something that’s software-driven, AI-driven, requires an open mind. I would like to encourage people to accept that idea because that’s exactly where their productivity gains and their competitive edge will come from.”

“I believe that it is absolutely necessary to embrace the new technology and become more digital, as this will help users make better operational decisions, boost productivity, streamline business processes, and improve profitability. This is an important message to send to the market.”

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PHILTRONICS LTD

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PHILTRONICS LTD

PHILTRONICS LTD IS DRAWING FROM AND INVESTING IN WALES’S INVALUABLE TALENT POOL, BUT ITS APPROACH TO TRAINING IS NOT JUST ACADEMIC.

TEACHING ON THE JOB PROJECT MANAGED BY: AMANDA JONES

Situated in the valleys between Swansea and Cardiff, near the Welsh town of Aberdare, the electronics industry is thriving. Though Aberdare may not be immediately associated with the electronics industry, it has been home to some of the biggest names in the business, such as Hitachi, Lucas Aerospace, and Sony, resulting in a highly skilled local labour pool. Today, the contract manufacturer Philtronics Ltd is carrying the torch and driving the industry’s future.

H

istorically, there’s been an abundance of skills in this area,” says Simon Pritchard, CEO of Philtronics Ltd. The company was established in October 2003 and is now in its 20th year of trading.

Calling the company a contract manufacturer is underselling just what Philtronics has achieved.

“I didn’t start Philtronics as a PCB assembly company or cable harness manufacturer,” explains Pritchard. “My background is purchasing - I’m a gamekeeper turned poacher. I knew that the market was looking for a full turnkey solution.”

Pritchard is the first to acknowledge that it is not the first PCB assembly company to claim it offers a turnkey solution, but Philtronics is that rare. This company has been designed as a turnkey provider from the ground up.

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“We always knew that the further along the supply chain we could deliver material for the customers, the more costeffective it becomes,” Pritchard says. “The more cost-effective it becomes, the greater the value added.”

The company works with the medical, health, sports, and wellbeing sectors, but perhaps unsurprisingly, the most active market Philtronics is engaged in is the semiconductor market.

MANUFACTURING COMES HOME

As a complete turnkey provider, Philtronics is well-positioned to take advantage of a dramatic change in the UK manufacturing sector.

“For the last 30 years, we have seen a huge push for outsourcing and offshoring as people look for the cheapest

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prices,” Pritchard tells us. “I knew, as a buyer, that there was this wrong perception that these costs would be a sustainable, cheap alternative.

The total acquisition cost does not fit those parameters. So, when it turned on its head, and people began talking about reshoring, we were in a prime position to anticipate what the customer would be looking for.”

Philtronics has been ready and waiting for this change with a fully vertically integrated business structure.

Since 1922, Watlow has grown in product capability, market experience and global reach. The company holds more than 1,000 patents and employs more than 4,200 team members working in 13 manufacturing centers and seven advanced technology and development centers in North America, South America, Europe and Asia. Watlow covers 95 countries through sales and distribution offices around the world.

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Simon Pritchard, CEO, Philtronics Limited.

• A compact footprint, precise control and EtherCAT® communications for fastacting response and standard connectivity with Eurotherm® controllers. www.watlow.com

“Where we are unique, aside from making it all in-house in South Wales, is that we have a Class Seven clean room onsite,” Pritchard says. “That has let us branch into sectors around advanced manufacturing. It improves the proposition that we can offer buyers.”

The clean room is vital because, as Pritchard is the first to point out, the sector is one where it takes work for a manufacturer to differentiate itself.

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PHILTRONICS LTD

“Contract manufacture and design is standard, so for us, it was about looking for the next step,” says Pritchard. “We installed the clean room to serve semiconductor clients who are paying a premium for manufacturing in the clean room environment, taking lower-level clean room assembly away so they could focus on their IP.”

A WEALTH OF TALENT

The move of manufacturing away from the UK has also had an impact on the communities in the Welsh valleys as well.

“Historically, you would have seen people on this estate on a conveyor belt of training with companies coming to these areas because of the people,” Pritchard says. “When those companies left, they left a hole here, with an established workforce left behind.”

That workforce has proven to be an invaluable resource for Philtronics. With those companies no longer in the region, Philtronics has been able to tap into those demographics ready to work, maximising their strengths and supporting the local area.

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PHILTRONICS LTD

In 20 years, the company has grown from a small core team of four or five employees to a team of up to 100 employees.

“We are not a large corporation with the luxury of a million pounds’ worth of resources, so we adapt to what is available around us, and what has always been abundant here is people’s desire to work,” Pritchard says.

“The people around here define resilience; they want jobs and careers.”

While there is a concentration of people willing and able to work in this region, Pritchard has seen the challenges of a skills shortage up close and personal.

“In every sector, skills and a perceived lack of skills are a topical conversation,” says Pritchard. “In the early days, it was about looking for people to give skills to. We rarely found an agency or CV that came across our desk that was an ideal fit for us. So, we had to find different ways to approach the problem.”

Philtronics has invested heavily in training and upskilling its people, including apprenticeship schemes through local colleges.

As Pritchard shares, the people it has invested in have paid that investment back 20-fold over the years.

But while relationships with colleges are valuable, Pritchard warns against prioritising academia too much.

“People talk about needing more engineers, but the business is an ecosystem. We need buyers, admin staff, and accountants.

Every role needs upskilling, but it cannot be viewed as exclusively about academia,” Pritchard says.

“Most of our staff left school at 15 or 16; many had a bad experience of the school environment and came into a factory because they saw it as the only option.”

Philtronics has taken a long look at its business and where it needs to grow, and it has seen that the best way to upskill its

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people is not necessarily by recreating a school environment many of its staff have sought to avoid.

“We make sure people understand that a factory job is not the end of the road, and it doesn’t mean going back into a school environment to get on those pathways to progression,” Pritchard says. “My production manager at 16 left school, came here as an operative, and now she’s production manager.”

At the end of January, Philtronics launched the Philtronics Academy, a training facility that actively pushes against the one-size-fitsall approach to training. It is only a part of an exciting next stage for the company’s development.

Last year, Philtronics’ turnover was £15 million. Over the next two to three years, it is expected to reach a turnover of £20 million.

“Every five years, we have a robust conversation about where we feel the customers want us to be and where the next turning point for us is,” Pritchard says.

“If you ask any OEM what they learned during the pandemic - the importance of strategic business relationships is always at the top of the agenda. We want to be part of our customers’ strategy and understand where they want us to be.”

In attaining this, Philtronics Ltd is assisted by its sister company, Philtronics Solutions, the business’s development arm.

“We get clients approaching us with anything from a concept to a developed prototype, and we can roadmap that and scale it while adding value along that pathway.”

It is exciting work, but for Pritchard, it raises a question.

“Why do we have so much innovation in this country, but manufacturing is perceived as not cost-effective?” he asks.

“Whatever you have, we can build it cost-effectively in Wales, in the UK. We need the support to recognise that.”

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RICHARD BURBIDGE

RICHARD BURBIDGE IS A COMPANY THAT SELLS TIMBER PRODUCTS FOR STAIRCASES, AND IT IS TRANSFORMING ITS IT SYSTEM TO PREPARE FOR THE BUSINESS’S NEXT STEP UP.

L’ESPRIT DE L’ESCALIER PROJECT MANAGED BY: CHRIS CHURCHILL

Richard Burbidge is a brand in the family owned Archwood Group, part of a stable of brands that manufacture and distribute wooden products to the home improvement sector.

Richard Burbidge focuses on timber home improvements, particularly around staircase components, but also mouldings for doors and windows, picture rails, decking accessories and more. Predominantly, these products are sold through the British DIY retail and staircase manufacturing sectors.

R

ichard Burbidge, alongside other brands in the Archwood Group, is a value-based business,” explains Josh Burbidge, Managing Director of Richard Burbidge. “That means we run the business according to five core values.”

Those values are “Reputation”; a commitment to promoting the company’s market-leading brands through product and service innovation.

“Responsibility”; leading the market in terms of sustainability by consistently reducing the firm’s carbon footprint. “Stability”; generating a fair return from sales of the company’s products while reinvesting a third of its posttax profits into enhancing its products and services.

“Transformation”; the ongoing search for new IT solutions and machinery to improve the firm’s

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capabilities and output quality.

The final but important tenet of Richard Burbidge’s values is “Evolution”; a drive to develop the company’s culture towards becoming an even more collaborative team with a positive, proactive and problemsolving attitude.

MAKING THE RIGHT STEPS

To build that team, Richard Burbidge recruits locally through its two offices in Livingston and Chirk in North Wales.

“We use a combination of three different recruiting methods,” Burbidge tells us.

“We use word-of-mouth, engage with our contacts locally and pick up a number of people through local advertising, and use specialist recruitment agencies.”

Josh Burbidge, Managing Director, Richard Burbidge.

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RICHARD BURBIDGE

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BRIDGEPORT FOREST PRODUCTS and Falcon Lumber LTD are suppliers for export of all North American Hardwoods and Softwoods in both high-grade clear lumber and structural and shop timber.

We sell all over the world from Europe to Vietnam, China and New Zealand and are happy to support Richard Burbidge LTD with the supply of high-quality timber materials. We can supply FSC and PEFC material where applicable.

For further information please feel free to contact Alan Messett at Bridgeport Forest products at the contact details provided.

Bridgeport Forest Products LTD 7 Knights Close, Warsash, Southampton, Hampshire, SO31 9DA United Kingdom

+44 7969 292 875 amessett@bridgeportforest.com www.bridgeportforest.com www.falconlumber.com

VTI

Producer of glulam for furniture producers, stair manufacturers and DIY ⚫

FSC and PEFC Available

⚫

Quick deliveries – on time

⚫

Production in Latvia and Denmark

Søren Winterberg Product Manager T: +45 96 95 03 11 E: sw@vti.dk www.vti.dk

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The company also engages with local school outreach programs, supporting schemes such as interview training sessions for school leavers to grow awareness of the brand.

Meanwhile, staff within the company are supported with regular appraisals that look at their performance and even happiness in their roles while rewarding high-performing individuals and providing training programs suited to the requirements of the business.

But Richard Burbidge does not just take care of its employees’ professional wellbeing.

“We have faced challenges in terms of our people’s mental wellbeing and to help with that we have introduced a training course with qualified mental wellbeing first aiders,” Burbidge says. “We have a number of those first aiders in the business to help people through any challenges they might face.”

That support has been particularly valuable in the light of the recent cost-of-living crisis, where as well as supporting staff through salary increases and a one-off payment, the company has also worked with local water and energy suppliers, as well as the Citizens’ Advice Bureau, to help people manage their finances better.

“AS A MANUFACTURER, ENERGY IS A LARGE INPUT COST. WE INSTALLED A SOLAR PANEL ARRAY OF 2,600 SOLAR PANELS AT THE END OF 2022 TO REDUCE OUR ENERGY COSTS AND INCREASE THE AMOUNT OF ENERGY PRODUCED ON-SITE.” BUSINESSFOCUSMAGAZINE.COM

RICHARD BURBIDGE

THE NEXT STEP

Richard Burbidge has invested in and taken care of itself and its people through numerous challenges, including the Covid-19 crisis and the recent rise in energy prices – a particularly tough challenge for a manufacturing company.

“As a manufacturer, energy is a large input cost,” Burbidge says. “We installed a solar panel array of 2,600 solar panels at the end of 2022 to reduce our energy costs and increase the amount of energy produced on-site – about 40% of the energy we require.

Alongside that, we have

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worked out a way of investing in our extraction facility, which makes up 75% of our energy usage, and found ways to bring down the energy required to run that facility.”

Richard Burbidge has also looked to make changes to the customer base it serves.

“We have also been diversifying our customer base.

Historically we have been focused on a small number of large customers, which is concerning from a risk profile point of view.”

At the same time, the customers themselves are changing.

“There has also been a deskilling within this marketplace. We are creating systems that allow tradesmen to install some of our products called Re-Newel cladding that transforms traditional turned newel into a clean and modern square newel,” Burbidge says.

But the biggest change Richard Burbidge has made recently has been an unprecedented overhaul of its IT systems.

“We ran an old legacy system from 1982, which made it difficult to interact with our customers,” Burbidge recalls.

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RICHARD BURBIDGE

Richard Burbidge’s customers range from multinationals to small one-off unit work, and its systems need to work as smoothly for both.

“The complexity associated with communicating with B&Q is very different from communicating with someone who writes their order on a handwritten note,” Burbidge points out. “We needed detailed scoping and touchpoints, and the transition was quite an onerous project.”

That all changed on the 4th of December when Richard Burbidge went live with a brand-new IT system, Sage X3.

Updating a business’s entire IT infrastructure by 40 years in less than two years is no small feat. Even choosing the new system was a challenge.

“In 2021 we did a beauty parade of suppliers and engaged an external party to help us choose which product was appropriate,” Burbidge recalls. “It was tabled to the board in early 2022. We started to look at the Sage 200 system, but with detailed scoping, we discovered that it was not

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an appropriate solution for the scale and complexity we needed. So, we moved to the Sage X3 system.”

The process took 12-18 months to implement, with support from Richard Burbidge’s partners, Datel.

“It involved an enormous amount of work from our internal team to scope out how our processes and systems work in conjunction with each other,” Burbidge says. “We had to ensure the system delivered the appropriate documentation and products to our customers, with room to enhance them in the future.”

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RICHARD BURBIDGE

At the same time, Richard Burbidge had to bring its employees along on the journey, ensuring the system was adopted appropriately so that its benefits were maximised. When we speak with Burbidge, the process is still ongoing.

“We’re not there yet but the system works for us,” Burbidge says. “I feel that the project has been managed well internally and externally by our third-party partner. I see it as a successful implementation.”

The new system handles stock management, invoicing, customer and supplier accounts, and all business documentation.

It is a holistic system that is bringing Richard Burbidge into the 21 st century.

“We are now focused on delivering the benefits of this new IT system,” Burbidge says. “Looking at the longer term we want to consolidate our market position in the wood-based manufacturing sector in the UK. We will increase the number of products we push through our factory. We can also see significant opportunities for generating our own electricity as a cost-saving measure compared to other manufacturers.”

With its new IT system in place, Burbidge is preparing the business for its next phase, laying the foundations to grow the sale of branded products.

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THETA GOLD MINES

SINCE WE LAST SPOKE WITH THETA GOLD MINES, THEIR PROJECT HAS MADE INCREDIBLE PROGRESS.

GOLDEN HOPE PROJECT MANAGED BY: DECLAN JONES

The gold mining industry of South Africa’s Eastern Goldfields dates back nearly 130 years, but in recent years it has undergone a reawakening. Last year we talked to Theta Gold Mines Limited, owners of 74% of the famous East Transvaal Goldfield, about their efforts to relaunch the historical mining centre.

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THETA GOLD MINES

W

hen we last visited Theta Gold Mines, the company were ramping up exploration, already hosting 3 million ounces of gold. This year, that figure has grown to 6 million ounces.

“It has been a pretty positive year,” says Bill Guy, Chairman of Theta Gold Mines. “We are on the cusp now. We have finished our documentation for processing ore in

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Frankfort. The guys are mining successfully. We have trained 30 staff. The project has been through a lot of operational readiness processes and met the requirements of all the necessary regulations.”

TO THE HIGHEST STANDARDS

As well as being a great achievement in itself, this work has also demonstrated the company’s ability to deliver and process ore. It is a matter

not just of logistics and mining capability, but of being able to navigate and meet the standards of one of the most robust mining regimes in the world.

“It is a very detailed process in South Africa,” Guy points out.

“We had 916 interested and affected parties to consult. We got 915 of those across the line, with just one objection, and we are dealing with that at the moment.”

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THETA GOLD MINES

Guy is confident of Theta Gold Mines’ ability to get through that process, and once it is complete the MR83 mine will be fully permitted, giving the company access to at least 80% of the ore foreseen in the life-of-mine plan.

“We have delivered on mining and the bulk sampling, so our next task is to deliver that ore to the Barberton gold plant,” Guy says. “We have got 6 million ounces under management, 620 kilometres to explore, and 43 historical mine sites. We know most of these mines are virtually continuous.”

Because the secret of the MR83 site is that the historical cut grade 21g/tons. There are three sites within it boasting a grade of 21 grams or more, each of which has a historically different name. However, if you start looking at ore gradients of six grams or more, those three sites quickly merge to become one epic gold mine.

“We are looking forward to exploring that,” Guy says.

AN ESTABLISHED SECTOR

To get this far, Theta Gold Mines has had leverage of a portfolio of different skills, ranging from engineering expertise to legal know-how.

“People have funny views on South Africa, and the country has its issues, but it is one of the oldest and most sophisticated mining jurisdictions in the world,” Guy argues. “It is not in the top ten gold-producing nations anymore, but it still sits at eleven or twelve on the list.

It has very detailed mining law which requires a lot of legal and technical expertise to be compliant. It is a long process, but we have come through most of that process now, and the law is very strong.”

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THETA GOLD MINES

Indeed, in many ways, the gold that Theta Gold Mines is producing today has been 130 years in the making.

“That the ground is there today still intact, is a big achievement by everyone in the company before me,” Guy says.

“We have gathered so much historical data from the 60s 70s and 80s, and we have pulled it all together. We are looking at a streaming deal for US$70 million, and once we solidify that the market will view us in a very different light. Some of the best fund managers in the world are looking at this project.”

GREEN GOLD

Above and beyond Theta Gold Mines’ regulatory responsibilities, the company has also invested heavily in ensuring its mining projects have the smallest possible negative environmental impact. Here the mining projects are led not just by regulatory requirements, but by a wealth of scientific data.

“In terms of ESG, Africa, South Africa and Europe are all very advanced,” Guy says.

“What we are doing with our ESG programmes is a function of 30 environmental studies.

We have seen that the river system is under pressure, there are challenges around invasive species and agricultural pressure.”

To preserve the environment, Theta Gold Mines has built a forum that includes figures from local industry, agriculture and mining dedicated to reverting the region’s water basin, getting more water into its rivers.

“In the long-term, we deliver more water than we take,” Guy tells us. “That river system is responsible for the winter water for the farmers, and the Olifants dam that supports farmers and flows into the Kruger National Park.”

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For Guy, this is not just an addon, it is an integral part of the company’s planning operations.

“Funding to address those challenges with science and cooperation is built into our feasibility studies, with 55 million rand allocated for that process,” he says. “We are demonstrating that this is not just about tick box exercises. It is about working with NGOs to deliver a real result for South Africa.”

Theta Gold Mines has come a long way even in the year since we last talked with them, but even now the company is still only on the cusp of its biggest achievements.

“We have to execute and build the plant and deliver the project,” Guy explains. “There is a lot of exploration still to do here. We think that this will be

one of our better mines as we develop it into the future.”

The firm’s current goal is to deliver on its first four mines, then its first six, but with 620 square kilometres in total, the possibilities from there are endless.

“We are next to the Bushveld Complex, which has some of the best geology in the world,” Guy says. “It is home to 75% of the world’s platinum. What we know now is that gold has been delivered from there into this carbonated basin. We are seeing massive 14-gram reef systems - the first 12 to 14 years of the life of mine will not even exhaust those first three reef systems.”

As Theta continues to grow its operations, we cannot wait to see where they are a year from now.

Bill Guy, Chairman of Theta Gold Mines, visiting Frankfort Mine.

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CNERGYICO PK LTD

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CNERGYICO PK LTD

THE GLOBAL ENERGY MARKET IS UNDERGOING A TRANSFORMATION, AND IN PAKISTAN, A SIGNIFICANT PART OF THAT TRANSFORMATION IS HAPPENING AT CNERGYICO.

PAKISTAN’S NEW ENERGY CHAPTER PROJECT MANAGED BY: DEAN BROWN

Two decades ago, Cnergyico started off as a small oil refining company, founded by one Parvez Abbasi, and his son, Amir Abbassciy, the company’s CEO today. The business was established with the goal of meeting the growing energy needs of the nation of Pakistan while reducing its reliance on fuel imports.

S

tarting from a modest facility with a capacity of only 18,000 barrels of crude oil a day, the company grew, ramping up its production capabilities, doubling that production capacity and by 2015 commissioning the largest oil refinery in Pakistan, in addition to its existing plant.

This new facility, with a capacity of 120,000 barrels a day, positioned Cnergyico at the vanguard of the Pakistani oil industry, marking it as one of the country’s leading energy companies. Even two years ago, the company had achieved a nameplate capacity of up to 156,000 barrels of crude oil per day, which it distributes through a network of more than 450 retail stations that have been based strategically across all of Pakistan’s major cities, towns, and highways.

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As Pakistan’s only truly vertically integrated oil refining company, Cnergyico is in a unique position within the Pakistani energy sector. While it has the capacity to process roughly 37% of the country’s entire oil refining output, more than any other plant in Pakistan, it is also well-placed geographically. By positioning its oil refining complex in a coastal area, Cnergyico gains the ability to deploy single point mooring “SPM”, the firm company in Pakistan with the ability to do so.

This means Cnergyico can procure crude oil directly from suppliers to feed its refineries, with the capacity to handle even the largest oil vessels or “VLCCS” (Very Large Crude Carriers).

All of this marks Cnergyico as a fulcrum of Pakistan’s fuel market, selling refined fuel

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CNERGYICO PK LTD

directly to commuters through a widespread retail network, as well as acting as a supplier for businesses and even other energy firms.

This is because Cnergyico is unique, in that can procure crude oil, refine it into saleable petroleum products, and then deliver those products through the firm’s own assets. The lean, efficient and cost-effective solutions Cnergyico’s vertical integration allows mean it can capture economies of scale, market synergies and attractive profit margins.

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“AS PAKISTAN’S ONLY TRULY VERTICALLY INTEGRATED OIL REFINING COMPANY, CNERGYICO IS IN A UNIQUE POSITION WITHIN THE PAKISTANI ENERGY SECTOR.”

GREENER PETROLEUM

With that crucial position, Cnergyico is uniquely empowered to guide and influence key changes in the market as a whole. When we last looked at Cnergyico, the automobile market was seeing a boom in electronic vehicle sales, and that trend was set to continue for the coming years and decades, including in emerging markets such as Pakistan. To compete, traditional vehicles needed to become more fuel-efficient.

At the same time, the Liquid Natural Gas market was undergoing a tremendous growth period. All of this was displacing furnace oil and diesel in many territories.

Cnergyico saw these trends as a big step in the right direction, but also recognised that there was an important role for crude oil and petroleum products to play for the foreseeable future, even as their growth continued to slow down.

Responding to this environment, Cnergyico has taken a pragmatic approach, developing a transformational plan and rebranding to signify what a massive change is ahead for the industry.

The company has been working to improve not just the quality of its products, but the impact those products have on the environment, and has been upgrading and modernising its oil refining complex through the installation of 19 new state-of-the-art plants and equipment. This project, named Upgrade-I, marked a significant enhancement to Cnergyico’s oil refining capabilities, transforming it into a modern, deep conversion refinery.

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CNERGYICO PK LTD

The upgrade has allowed for a major reduction in the sulphur content of Cnergyico’s diesel products, while growing the petroleum firm’s capacity to 200,000 barrels of refined oil products a day. All of this takes Cnergyico closer to its goal of reducing Pakistan’s dependence on imported fuel, even at a time of rapidly growing energy demand and a global energy transition.

In a market with rising income levels, particularly in emerging markets, consumption will only continue to grow, and that growing demand will have a knock-on effect on petrochemical demand. To meet these challenges, Cnergyico has laid the groundwork for still greater petrochemical production, allowing it to capitalise on the trend while still leaving room to diversify into avenues beyond the fuel and petrochemical production space.

As Cnergyico grows and adapts to the changing market, it will also reinvest in the communities it operates alongside through an extensive CSR offering. This offering has been a key part of the company’s operations since its foundation over 20 years ago. Cnergyico has offered solar-powered RO plants to villages near its refining complex in Balochistan that have provided clean drinking water to thousands of people, while other communities have benefited from other investment and employment opportunities across skilled and unskilled jobs.

Cnergyico is also giving back to the environment as the backer behind some of Pakistan’s largest afforestation campaigns, with the goal of

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cutting down carbon emissions.

These programs, combined with the company’s strict observation of environmental rules and regulations, are already having a real-world impact. The SPM and offshore pipeline that Cnergyico told us about two years ago has now become the home of a growing coral reef. This underwater

structure is the home to an extremely diverse selection of marine life, a truly exceptional phenomenon even beyond the maritime petroleum industry.

Meanwhile, Cnergyico itself has continued to grow and diversify just like that coral leaf, leaving us to wonder what we will find if we come back in another couple of years.

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CNERGYICO PK LTD

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RIANTA PACKAGING SYSTEMS

RIANTA PACKAGING SYSTEMS, AN EXPERT IN THE CUTTING, STACKING, AND PACKAGING OF BAKED GOODS, HAS USED THE RIGHT – SIMPLE AND PROVEN - RECIPE FOR SUCCESS: THE UTMOST CUSTOMER CARE AND PROVIDING THE RIGHT MACHINE FOR THE RIGHT JOB.

PACKED WITH CARE & PRECISION PROJECT MANAGED BY: LIAM PYWELL

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RIANTA PACKAGING SYSTEMS

Rianta, operating under its current name only since 2019, has already achieved remarkable progress.

As a member of the Germanyheadquartered Optima Group, one of the world’s leading specialists in filling and packaging technology, the company offers a wide range of products – from stand-alone machines to fully automated line solutions, providing artisan bakeries as well as food corporations with solutions that fully meet each and everyone’s needs and production methods.

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Managing Director Davor Kovacevic explained that the packaging machines specifically designed for the bakery industry range from small solutions to complete turnkey lines, customised or standardised.

He noted that while Rianta is relatively young, Optima’s history goes back a century, and Rianta’s own predecessor, a business bought by Optima Group in 2018, had a proven track record in the packaging sector since the 1960s. “We have decades of experience in the food packaging sector.

While Rianta’s core market is Europe, our packaging machines have been deployed in bakeries around the world, working for customers on five continents.”

STATE-OF-THE-ART

Rianta’s machines have been setting standards in hygiene, reliability, and flexibility. “Our portfolio is as broad and varied as is our clientele,” acknowledged Kovacevic. “Small models with manual loading are suitable for packaging special pastries. For large batches, we offer fully automatic packaging lines.”

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RIANTA PACKAGING SYSTEMS

From semi- or fully automated cutting, stacking, packaging, and sealing of baked goods to precise placement in trays or on pallets: industrial machine solutions from Rianta combine high performance with flexibility, enabling the increased speed of mass production and yet a dynamic response to consumer demands. For artisan bakeries, the company offers machine solutions that pack, and seal baked goods from a single

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piece, in foil or paper bags, in a cost-effective manner.

Bags can be either clipped, resulting in a shapely frill, or sealed to achieve a long product shelf life. A combination of both types of closure is also possible. The portfolio is rounded out by transport equipment, checkweighers and case packers. The configuration desired by the customer can be incorporated into a single machine frame, offering clear benefits.

“OUR MACHINES ARE STATE-OF-THE-ART, CHARACTERISED

BY RELIABILITY, ROBUSTNESS, EASE OF OPERATION AND HIGH SERVICE COMFORT.”

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RIANTA PACKAGING SYSTEMS

Kovacevic explains that Rianta machines are unique in a number of ways. “Using the approach of the large Optima Group, we have redesigned our complete portfolio of packaging machines. As a result, our machines are state-of-the-art, characterised by reliability, robustness, ease of operation and high service comfort.”

PRESTIGIOUS AWARD

These advantages are not only appreciated by customers but are also recognised by the expert community. At IBA, the International Bakery Exhibition, the world’s leading trade fair for the baking and confectionery industry that takes place every three years at the Munich Exhibition Centre, one of Rianta’s machines, the RS60 packaging system, has been honoured with the International Innovation Award for its innovative design and functionality.

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The machine presents a pioneering, fully automatic and modular solution that has been specially developed for cutting, stacking, and packaging bakery products. The jury praised the machine for reflecting the hygienic design specifications of the European Hygienic Engineering & Design Group (EHEDG) and the food industry, while retaining proven processes and functional aspects.

The modular design enables very good visual inspection and the fastest possible maintenance as well as easy replacement of individual modules. The machine is easily accessible from anywhere and the use of the latest control and servo technology enables quick format changes via the HMI. Davor Kovacevic commented: “Receiving the IBA Award confirms the feedback and demand from our customers for state-of-the-art solutions

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RIANTA PACKAGING SYSTEMS

in the bakery industry. For us, being the first manufacturer of packaging machines to be honoured with this award is an important milestone and reinforces our innovative corporate strategy.”

SUSTAINABLE PARTNERSHIPS

It goes without saying that sustainability is Rianta’s prime focus, and the company strives to make the whole process more sustainable, from the beginning to shipment. Rianta’s machines can use any kind of packaging material, and the company is working together with its customers on introducing fully recyclable plastic packaging that enables the consumer to clearly see the packed product.

“Close collaboration with customers is also one of our competitive advantages. We strive to find the best solution for each and every client, as the packaging is only one part

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of the process. The other part is increasing the shelf life of the product in a natural manner without additional ingredients in the product.”

“So, the packaging serves two purposes – to protect the product and secure its shelf life.

Ultimately, we are working with our customer on reducing food waste, a growing requirement in the market, and an integral part of the sustainability concept.

The close cooperation with customers is what sets us apart; interestingly, we don’t see any of our competitors partnering so closely with their clients on sustainability and food waste reduction.”

NUMBER ONE SOLUTION PROVIDER

Davor Kovacevic assumed the role of Rianta’s CEO only last year when the business employed just 24 people. Now, the number has risen to 60 and is set to increase

further. “We have experienced steep growth over the last few months, specifically after the success at IBA. Demand has just exploded.”

“In a way, to have become an innovation leader in such a short space of time has come as a surprise as there are many, and larger, companies that have been in the market for much longer.

Working closely with customers has been one of the things that have moved us to this position.”

He is determined to make sure that Rianta exploits the opportunities.

“My personal vision is for Rianta to become the number one packaging machines solution provider in the bakery industry. We want to be real partners to our customers and provide them with any kind of solution they may need for their specific packaging needs.”

“CLOSE COLLABORATION WITH CUSTOMERS IS ALSO ONE OF OUR COMPETITIVE ADVANTAGES.” BUSINESSFOCUSMAGAZINE.COM

Semi & fully automatic packaging and closing machines for the bread & food industries.

Modular and flexible machine solutions

Reliably cut, stack & pack baked goods

Trust Rianta to cut, stack and package your products. In the bakery industry, our machines have been setting standards in hygiene, reliability and flexibility for over sixty years.

We develop semi- to fully-automatic packaging and closing machines for your requirements - modular, scalable and with a short time-to-market. Investment security is another aspect, because changing shopping and eating habits influence demand. To ensure that you are always one step ahead in the market, we are constantly pushing the limits of what is possible with machines.

So that your concept rises like a good dough

Customized machine solutions for craft and industry The right recipe: Rianta Packaging Systems is an expert and global partner for cutting, stacking and packaging your baked goods. From stand-alone machines to fully automatic line solutions, the bakery trade and baking industry can find the right machines from us. What can we successfully bag for you?

Rianta packaging systems GmbH Semi and fully automatic packaging and closing machines for the bread and food industries.

Steinbeisweg 20 (Visitor address: Im Breitloh 12–16) 74523 Schwäbisch Hall Germany

+49 791 93008-0 info@rianta-packaging.com www.rianta-packaging.com

PATRICK TERMINALS

PATRICK TERMINALS

PATRICK TERMINALS, AUSTRALIA’S LARGEST AND MOST INNOVATIVE CONTAINER TERMINAL OPERATOR, IS STRIVING TO DEPLOY CUTTING-EDGE TECHNOLOGIES TO FURTHER ENHANCE CONTAINER HANDLING CAPABILITIES.

GATEWAYS TO PROSPERITY PROJECT MANAGED BY: TIMOTHY GARWOOD

Founded in May 1919 by Captain James R. Patrick, Patrick Terminals began business as the Patrick Steamship Company Ltd shipping freight out of Sydney, servicing the east coast of Australia. By 1925 Patrick was operating as both shipping line and stevedore company, gradually expanding interstate.

T

oday, Patrick Terminals is Australia’s leading container terminal operator, handling over three million TEU per annum, and operating some of Australia’s most technologically advanced container terminals at four strategically located ports, servicing the largest markets across Australia - Sydney, Brisbane, Melbourne and Fremantle.

“We seek to deliver superior services by investing in people, technology and infrastructure to deliver capacity and efficiency for both importers and exporters in Australia”, says CEO Michael Jovicic. “For example, we own and operate the largest container handling cranes in Australia and can service the largest vessels currently calling at Australian ports.”

THE RIGHT TALENT

Most importantly, however, Patrick Terminals’ hard-earned reputation for innovation and Michael Jovicic, CEO, Patrick Terminals.

performance has been the result of a team of high-calibre people. “Employing a highly experienced and capable team that is fully empowered has been one of our advantages.”

“Patrick Terminals has a longstanding executive team who are focused on setting clear objectives, driving business outcomes, and positioning the business for future success. This has driven a clear organisational focus which has helped attract and retain exceptional talent who flourish in a relatively flat organisational structure where individuals are encouraged and empowered to proactively drive their respective areas of the business,” says Jovicic.

He further notes that the company actively works to build a culture of inclusion and diversity in an industry that has historically had a long history of being male dominated. In 2015, the organisation launched the WILpower program, which is a two-year structured program

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providing on the job learning in key operational roles and key areas of operations for female staff.

“Since the introduction of the programme, the number of women in operational leadership roles has increased significantly. In 2014, there were just three women employed in frontline operational roles, today over 30% of operational management roles are held by female staff across the Patrick business and this continues to grow.”

“WE SEEK TO DELIVER INVESTING IN THE FUTURE SUPERIOR SERVICES BY INVESTING IN PEOPLE, TECHNOLOGY AND INFRASTRUCTURE TO DELIVER CAPACITY AND EFFICIENCY FOR BOTH IMPORTERS AND EXPORTERS IN AUSTRALIA.”

Jovicic explains that over the past 10 years, Patrick Terminals has invested close to $1 billion in enhancing both quayside and landside operations, to drive efficiency and capacity across terminals, solidifying its position as the leading container terminal operator in Australia. Novel technologies have been part of that investment: as an example, Patrick Terminals – Brisbane AutoStrad was the first terminal in the world to operate with

Patrick Terminals – Sydney AutoStrad.

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PATRICK TERMINALS

FREMANTLE

MELBOURNE

SYDNEY

BRISBANE

AUSTRALIA’S LEADING TERMINAL OPERATOR

Operating at Four Strategically Located Ports across Australia

EFFICIENCY, EXPERTISE AND EXPERIENCE. POWERING AUSTRALIA’S IMPORTS AND EXPORTS. Patrick operates some of Australia’s most technologically advanced container terminals at four strategically located ports around the Australian coast.

BRISBANE

SYDNEY FREMANTLE

www.patrick.com.au

MELBOURNE

Patrick Terminals – Fremantle Australian designed AutoStrad robotic container handling technology.

Alongside investment in the quayside, the focus has also been on driving efficiency and innovation in optimising the landside, leading the industry in working collaboratively with landside operators to explore ways to enhance efficiencies,

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systems and processes that deliver stronger outcomes across the supply chain.

A good example is an automated on-dock rail terminal that the company has been constructing over the past four years at its Sydney AutoStrad Terminal, the largest container terminal by capacity operating at Port Botany, to help facilitate

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PATRICK TERMINALS

Patrick Terminals – Brisbane AutoStrad

the modal shift to freight movements on rail. This worldleading automated rail terminal has been a collaborative project jointly funded by NSW Ports and Patrick Terminals, with the purpose of delivering on-dock rail incorporating three automated rail-mounted gantries (ARMG) and four 600m rail sidings.

“The strategic move towards rail not only enhances operational efficiency and supports the modal shift to rail, but also serves as an important step towards supporting a reduction in COs emissions by moving trucks off the road.

The project has delivered a significant increase in rail capacity from 200k to more than 500k TEU,” says Jovicic.

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Recent investment also includes the Patrick PortRail project completed in 2023, as part of the $125 million Port of Melbourne Transformation Project that represents a step change in cargo movement. Also in 2023, a $50 million investment

has delivered upgrades at Patrick Terminals - Fremantle which has improved terminal interfaces with the North Quay Rail Terminal.

Again, these enhancements aim to facilitate efficient landside interfaces and encourage increases in the rail mode share.

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PATRICK TERMINALS

Patrick Terminals – Melbourne.

“On the vessel side, we are embracing hybrid technology, having commenced investment in ten Kalmar hybrid straddles for the Patrick Melbourne terminal,” adds Jovicic. “Expected to be commissioned in 2024, these straddles align with Patrick Terminals’ commitment to reducing its carbon footprint and promoting sustainability, with potential fuel consumption reductions of up to 40%.”

STAYING AT THE FOREFRONT

The focus on innovative solutions have helped to move the company to its prime position and this will remain unchanged as the world moves into the digital era.

To this end, Patrick Terminals has teamed up with OneStop to launch OptiBook, a cutting-edge

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container management solution integrated with the OneStop Vehicle Booking System.

This game-changing technology is poised to deliver a multitude of benefits to Patrick Terminals’ clients, says Jovicic. “OneStop has created a container booking system that promises to optimise landside container management, and we are delighted to join forces with them to introduce this innovation to the market.”

“OptiBook will provide improved container visibility, real-time booking options based on container availability, ultimately reducing dwell time, and enhancing the flow of trucks through our terminals. This is a win-win for transport operators, truck drivers, and our terminal team.”

The CEO affirms that going forward, Patrick will continue to invest in market-leading innovation and infrastructure as Australia’s leading terminal operator, with a view to delivering exceptional customer service.

“Supply chains are evolving rapidly, and our challenge is to evolve with these changes.

Our focus will be on terminal productivity to ensure we are optimising our performance for both our shipping line and transport operators.

Patrick will continue to evolve to meet the demands of the industry by investing in our people, infrastructure, and innovation, with a heightened focus on the decarbonisation of our operations.”

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PORT OF ANTWERP-BRUGES

WHEN THE PORTS OF ANTWERP AND ZEEBRUGGE COMBINED, THEY CREATED SOMETHING MORE THAN THE SUM OF ITS PARTS.

A GREENER PORT PROJECT MANAGED BY: SPIKE CHALKLEY

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PORT OF ANTWERP-BRUGES

In 2021 two cities, Antwerp, and Bruges, announced the launch of a merger process that would bring their respective ports together. With the signing of a shareholders’ agreement of the unified port authority, the ports of Antwerp and Zeebrugge became the Port of Antwerp-Bruges to form one of the biggest main ports in Europe.

W

e are quite a special port,” says Rob Smeets, COO of the Port of Antwerp-Bruges. “We are instrumental in the import of natural gases, and we are the continent’s biggest carport, with lots of cars both imported and exported through Zeebrugge.”

That is combined with Antwerp’s port being the second largest chemical port in the world, with the infrastructure to connect easily via pipelines to Antwerp, and from there reach the rest of Europe.

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ALWAYS THERE

Navitec is the roadside assistance in the ARA area for afloat ship repairs and safety services. It’s our mission to assist you in maintaining operability of seagoing vessels.

We manage any technical challenge and are geared up to swiftly carry out economical repairs.We are renowned for our 24/7 flexibility and quick response times. Customers value our proactive and solutionoriented approach combined with technical skill and experience.

We truly are ALWAYS THERE for you.

+32 3 542 31 31 • info@navitec.be • www.navitec.be

Transforming society together Sweco’s engineers offer sustainable solutions for environment, energy and water that suit your needs. Invest in the energy transition and lower carbon emissions with us.

WWW.SWECOBELGIUM.BE

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LEADING EXPERTISE IN TUG CLASSIFICATION

VHB Marine & Construction Ship repair | Shipbuilding Construction

Our unmatched expertise has led to developing industry-leading rules and services to support compliance, performance and environmental protection for tugs, dredgers and salvage vessels, now adopted by IMO as the international gold standard for the tug sector.

Contact our Belgium & Luxembourg Customer Support team: B&L_CSC@bureauveritas.com

Shaping a better maritime world.

VHB Marine & Construction BV was founded in 1995 and is located in the port of Antwerp. Work can be carried out on location or in our construction halls with overhead cranes. Our halls are suitable for smaller shipbuilding and constructions. All our employees are VCA certified.

© Copyright Damen

• Ship Repair & Ship Building

• Pipe fitting

• General Construction

• Welding

• Mechanical Works

• Insulation

VHB Marine & Construction Bvba Spitsenstraat 28A 2030 Antwerpen – België

+32 3 227 27 92 vhbmarine.carine@skynet.be www.vhb-marine.be

SWECO SHAPING TOMORROW’S PORT The Port of Antwerp-Bruges has the ambition to become the first global port to reconcile climate, people, and economy with one another, and to achieve climate neutrality by 2050. As Europe’s leading engineering and architecture consultancy, Sweco contributes to this goal by providing expertise and innovation in areas such as renewable energy, carbon capture and storage, and efficient use of resources.

Sweco’s projects with a strong link to the Port of Antwerp-Bruges are very impactful: • The feasibility study for 70 km of hydrogen pipelines in the Flemish ports, which will enable the transport and distribution of green hydrogen and support the decarbonisation of the industrial cluster. The Port of Antwerp-Bruges will play a pioneering role as a European hydrogen hub.

• Sweco designs the pipe distribution network for the cooling water plant of the Waterkracht project. Together with our project partners, we are helping to upgrade treated wastewater into cooling water for the companies in the port of Antwerp.

• We’re leading the engineering studies for the new Antwerp Coordination Center (ACC), a visionary project that will transform the port of Antwerp into a model of nautical chain integration. The ACC will centralise, integrate and optimise the various actors on a shared workplace with future-proof digital applications, a sustainable infrastructure and social facilities.

• Sweco’s civil engineering teams study the renewal of the Europa Terminal to welcome the largest and most modern container ships. We optimised the temporary structures, including the complex approach protection with folding anchors. www.swecobelgium.be

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PORT OF ANTWERP-BRUGES

Rob Smeets, COO, Port of Antwerp-Bruges.

The twin port boasts a unique location as well. It is a seafacing port, allowing it to serve ferries across the North Sea, as well as abundant container ship traffic. Yet Antwerp is also home to the biggest container firms precisely because it is so far land-inward, reducing the number of track kilometres those containers have to travel to their destinations.

“We also serve a lot of break bulk, so we have the perfect mix of all kinds of products,” Smeets says. “The combination of these elements makes the port unique, even aside from being one of the biggest ports in this part of this world.”

With that product mix across both ports and its inward land connections, the Port of Antwerp-Bruges is a vital stepping stone in global transport infrastructure. And Smeets’s vision is for it to be even more than that.

“We are investing heavily in the future of the port, particularly through new technologies and new energy solutions,” Smeets says. “We are preparing the port for the near future, and the far future.”

TOWING THE INDUSTRY FORWARD

As Smeets is keen to point out, “We are a port who say what we are doing and do what we are saying.” The port’s ambitions in the green energy sector are already being realised through the ship’s own tugboat fleet.

“Our own tug company has invested heavily in new tugboats with new energy sources, allowing us to compete better, compare their performance and judge what the best future solution is, not just for ourselves, but also to set an example,” Smeets insists.

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“WE ARE INVESTING HEAVILY IN THE FUTURE OF THE PORT, PARTICULARLY THROUGH NEW TECHNOLOGIES AND NEW ENERGY SOLUTIONS. WE ARE PREPARING THE PORT FOR THE NEAR FUTURE, AND THE FAR FUTURE.”

This is no small change. For decades, the tugboats of these ports have only used one type of tugboat before recently switching to new, more energyefficient models.

“We anticipated the necessity of reducing energy consumption, driven by hydrogen or electricity or methanol, based on different propulsion systems,” Smeets tells us. “It was an effort to change the way a company works when it has been floating for decades in the same way, but it was worth it.”

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PORT OF ANTWERP-BRUGES

SUSTAINABLE AND DIGITAL

It has led to an entirely new wing of the business.

“We started a whole new department dedicated to the energy transition,” Smeets tells us. “We have laid out a program with strategic targets.

We are hiring people in energytransition-related sectors and starting a discussion with communities on how we can enter this new era.”

This is only one of several transformations the port has instigated since it became a joint entity.

“We have done a lot, not only for the energy transition but also for the digital transition, with project and program teams working with stakeholders to develop new ways of working,” Smeets says.

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PORT OF ANTWERP-BRUGES

The port facility combines customs data, internal data, and shipping lines data to ensure containers are handled safely and securely. The process circumvents fraught, sensitive pick-up procedures with a closed-circuit system that allows for easy tracking and processing.

“Then of course, when the ships are coming and going, we have to plan their movements,” Smeets points out. “We need to optimise the planning of the port from the terminals outward so that we find the optimal use for our resources to serve ships and their cargo.”

Port security is another area that has seen a dramatic overhaul. Where the port has traditionally been secured landside with a fleet of motor vehicles, it has now brought in two inspection boats to inspect vessels on the water side.

The port facility combines customs data, internal data, and shipping lines data to ensure containers are handled safely and securely. The process circumvents fraught, sensitive pick-up procedures with a closed-circuit system that allows for easy tracking and processing.

“Then of course, when the ships are coming and going, we have to plan their movements,” Smeets points out. “We need to optimise the planning of the port from the terminals outward so that we find the optimal use for our resources to serve ships and their cargo.”

Port security is another area that has seen a dramatic overhaul. Where the port has traditionally been secured landside with a fleet of motor vehicles, it has now brought in two inspection boats to inspect vessels on the water side.

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“WE STARTED A WHOLE INTRODUCING INNOVATION NEW DEPARTMENT DEDICATED TO THE ENERGY TRANSITION. WE HAVE LAID OUT A PROGRAM WITH STRATEGIC TARGETS. WE ARE HIRING PEOPLE IN ENERGYTRANSITION-RELATED SECTORS AND STARTING A DISCUSSION WITH COMMUNITIES ON HOW WE CAN ENTER THIS NEW ERA.”

This dedication to transforming and innovating throughout the ports sector has proven a powerful draw on the recruitment side as well. This is fortunate, as a pipeline of new talent is essential to Smeets’s vision for the Port of AntwerpBruges.

“We need to have multiple technical profiles to facilitate the energy and digital transition,” Smeets says. “We had a big job market last year with 300 visitors and recruited approximately 25 to 30 people just on the day. We show people our company and what we are doing.”

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PORT OF ANTWERP-BRUGES

As the only tugboat company in the world that is investing in new energy sources, the Port of Antwerp-Bruges occupies a unique niche in the ports industry.

“We invest heavily in the brand, and our investment and involvement in all kinds of new technologies,” Smeets says.

“It is unique, so that attracts a broad spectrum of people. We have always tried to introduce innovations ourselves, and people want to be a part of that.”

But that vision for the future is not just a recruitment slogan.

It is a blueprint for a greener future. Talking with Smeets, he is excited to share plants for importing hydrogen, methanol, and other new sources of energy, bringing them, and transporting them on to Antwerp and beyond.

“We will be feeding a greener chemical industry, collecting carbon dioxide and bringing it to other countries overseas, where they can produce green hydrogen for the Middle East and close the loop,” Smeets says. “We want to have a central role in the green future. We want to connect ports digitally to improve processes and create efficiencies that will help ports and the maritime sector become more sustainable.”

The Port of Antwerp-Bruges has already shown itself to be an innovative company that invests in its ports, but it is also a front-runner in the energy and digital transition. Smeets is right to say, “We are a port who say what we are doing and do what we are saying.”

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