Business Focus Magazine - Issue No.124 by Ceo Media Group

BARNES AEROSPACE

Positioning itself to ride the wave for sector boom.

PRO-VAC

Steep growth and acquisitions successful for both parties.

RK WHOLESALE

Exclusive interview with CEO Rob Sutton, on being world-recognised manufacturer and distributor of housewares and domestic appliances.

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

CHRIS CHURCHILL c.churchill@ceomediagroup.com

DAVID GARNER d.garner@ceomediagroup.com

TIMOTHY GARWOOD t.garwood@ceomediagroup.com

WILLIAM GAYNE w.gayne@ceomediagroup.com

DAVID HAYVIS d.hayvis@ceomediagroup.com

JOHN HOLLIMAN j.holliman@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

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

FOCUS ON TRANSITION

The summer is here and there is no denying that everything looks a little bit brighter. So, this month our lead features are taking an optimistic outlook. We are looking at the ongoing work to carry out the transition to electric vehicles across the UK and Europe, in the context of a wider range of other large projects dedicated to building a greener future.

We have talked with companies such as EV-charging providers K-Lataus and Plugit Finland, and how the transition is changing industry right down to seat providers such as Proseat. We have features of firms such as waste-handling firm Axil and infrastructure construction firm Pro-Vac, and we are looking at projects such as the Global Centre of Rail Excellence, a pivotal step in the move towards a net-zero rail system.

Nothing gets you in the mood for the summer like a nice cold beer, so it is handy that we have been talking with the Bristol Beer Factory. But even here, the story is not just about the beer, but about a local business being built and operated in a way that will help build and support local communities.

The same is true of Playa Hotels, if you are looking for somewhere to spend your holidays. Our profile of Playa also shows how the leisure resort gives back to and supports its local community.

While we talk about building communities and the infrastructure that supports them, this issue also contains

a wealth of features on construction firms such as Bell Group, ToughBuilt Industries, and Kifah Precast. These companies are literally building the future.

So, as we see more of the sun and the weather gets warmer, and we all start thinking about what beach we want to be on over the next few weeks, the future looks bright in more ways than one.

ON THE COVER RK Wholesale Ltd

Go to page 158

EVENT

International Manufacturing Congress

Riyadh, Saudi Arabia

9th - 11th September 2024

A gathering for visionaries & pioneers from across manufacturing industries to address pressing challenges. NEWS

Electric Vehicle Transition

Learning from Europe

Pro-Vac

The Art of Acquisition Community

K-lataus

Meeting Drivers Where They Are

Plugit

The Green Way Forward

King Shaka International Airport The Airport City

CONSTRUCTION

Balsan Where Design Meets Comfort

Bell Group Ringing in the Changes

Kifah Precast Bright Forecasts

TG Lynes Driven by Quality, Defined by Service

Touax Modular Building Solutions A Complete Modular Solution

ToughBuilt Built to Last

ENERGY & UTILITIES

Axil Sustainable Waste Management

Bristol Beer Brew with a View

HOSPITALITY & LEISURE

HOSPITALITY

Playa

We put fervour in our work to make it happen!

• Renewable energy solutions & supply of generators

• Civil engineering

• Machine tools

• Technical, technological & strategic advice

• New communication & information technologies

WHEN: 9TH-11TH SEPTEMBER,2024

WHERE: RIYADH, SAUDI ARABIA

The International Manufacturing Congress will gather visionaries and pioneers from across manufacturing industries to address pressing challenges, accelerate technology adoption, and usher in a new era of transformative manufacturing processes.

The three-day event in Saudi Arabia provides an opportunity for industry leaders to fast-track collaborative efforts to revolutionise the way businesses manufacture, improve and distribute their products, and identify the most promising innovation and growth opportunities.

Hosted in Riyadh, and aligned with Saudi Vision 2030, the International Manufacturing Congress will support the Kingdom’s commitment to economic growth and diversification as the country becomes a global hub for industry and an advanced manufacturing powerhouse.

www.internationalmanufacturingcongress.com

THE BUSINESS SHOW

LOS ANGELES

AS BRITAIN’S AMBITIONS TO BECOME MORE SUSTAINABLE HAVE GROWN, IT IS A GOOD TIME TO LOOK TO THE CONTINENT AND SEE HOW WE CAN LEARN FROM THEIR EXAMPLE.

LEARNING FROM EUROPE

Britain has just undergone a General Election, and a new party has come into power after 14 years. However anyone feels about it, it is a big change that will have repercussions in every area of the country, the economy and industry. Already one of the biggest changes that has been announced is the shifting of the deadline to remove internal combustion engine-powered vehicles from sale. Originally set for 2040, the deadline had previously been moved to 2030, then put back to 2035. The Labour Government has now announced the deadline will be returned to 2030.

In practical terms, many in the industry argue this shift does not make much material difference, but the same figures also argue that psychologically the shift is a huge motivator. One of the big challenges facing the transition is whether the UK can roll out its vehicle charging infrastructure in time to reach rising demand, so it is appropriate that in this issue of Business Focus Magazine, we have interviewed Tommi

ELECTRIC VEHICLE TRANSITION

Saarela, CEO of Nordic charging infrastructure firm, Plugit. A midsize company of 200 people based in Finland and expanding into the EV mobility space across other Nordic countries.

BUILT AROUND PEOPLE

The first thing that becomes apparent when talking with Saarela, is that any such infrastructure expansion must be people-orientated.

"We are developing a customer-centric service platform for green corridors to meet the EU legislation's requirement to reduce greenhouse gas emissions by 39% by 2030,” Saarela tells us. “The aim is to create a professional ecosystem to meet Finland's national emissions target before 2030."

Plugit’s story also demonstrates the importance of investing in research and development, with their rollout being based on home-grown technology Plugit has been developing since 2015.

"We wanted to design and implement the best possible power charger and the charging solution around it. This is how Plugit HUBE was born," Saarela tells us.

The importance of developing and adapting to new technology in a way that makes sense with the lives we lead today is also clear in our profile of car seat manufacturer Proseat.

“Our advantage is that our products are applicable to any type of car. Drivers need to sit

in a comfortable environment whether they drive an electric or a combustion engine car,” says Sven Kunath, Proseat’s President and CEO.

The transition to electric vehicles is big business in Finland, and as well as Plugit, this issue also features a profile on K-Lataus, the Finnish electric vehicle charging network owned by K-Auto, the auto-dealership arm of massive Finnish retailer the Kesko company.

K-Lataus's advantage in the field is that it has access to its parent company’s network of hardware stores, as well as car and grocery retail outlets. Once again, the key to this infrastructure is to put people at the centre of its design. These retail outlets are places where people are already parking their cars, so they are the perfect place to charge.

“Our idea is that, especially in supermarkets and hypermarkets, we have huge parking areas where people stop for 30, 40 or 50 minutes at a time, and that is a pretty good length of time to charge your EV,” explains Iiro Määttänen, Director of the K-Lataus network.

In 2021 K-Lataus’s network consisted of 99 charging locations. By 2022 it had 200 such locations, growing to 285 locations last year.

“Our basic strategy is to charge your EV when you are parked anyway,” Määttänen says.

While the driver-centric nature of this infrastructure is a clear message that the UK can learn from, it is also important to pay attention to just how quickly the sector is evolving in its race to meet global emissions targets.

“This area of business is rapidly developing. Things are moving fast, and customer demand is growing,” Määttänen says. “The number of EVs on the road has been growing really fast over the last few years. We can offer a charging service for the customers that need it, but we can’t yet say that the network is ready.”

While the transition is accelerating, and the industry grows, these big changes will have a knock-on effect, as Kunath points out, "Once major issues, such as the high cost of electric vehicles, insufficient infrastructure and limited driving range, are resolved, life will be very different. At the moment, the approach of leading OEMs, such as Toyota and BMW, is making sure their production lines are hybrid, i.e. are capable of assembling any type of car whether electric or with a combustion engine. They want to stay flexible, at least for the foreseeable future."

That knock-on effect will even be felt beyond the automotive sector. US subsurface infrastructure firm Pro-Vac, with its high-pressure excavation techniques using water and vacuum technology, and an exhaustive list of ancillary service offerings, is just one of the companies set to see extensive growth as these infrastructure projects expand.

“Our growth plan will be aggressive and focused on continuing to expand into new areas of the US, while also expanding our business offerings to maintain our position as a complete package for our customer base,” says Pro-Vac CEO Graham Gill.

THE HOME FRONT

As well as looking at the electrical vehicle infrastructure market in Europe, it is also worth looking further afield within the UK itself. The EV transition is not happening in isolation, and the motor industry is far from the only one working towards a net-zero future.

It is not even the only transport industry working towards it.

“We are going to establish a net-zero railway that will operate from renewable energy that is generated on-site while building as much of the network as we can from recycled materials,” says Simon Jones, CEO of the Global Centre for Rail Excellence in Wales.

As with the EV transition, this is a huge infrastructure operation.

“It’s like peeling an onion. You deal with one set of challenges and another set reveals themselves,” Jones tells us. “That’s the nature of large, modern infrastructure projects.”

Similar levels of ambition can be seen in the waste handling sector, as we found when we talked to Edward Pigg, Managing Director of Axil.

"97% of the waste we collect is recycled. Recyclable materials can be sold, reducing costs by putting waste back

into circulation through reuse or recycling," Pigg tells us. He adds, "This approach not only supports our customers' environmental goals but also strengthens our partnership with them, reinforcing our commitment to shared success."

Axil also demonstrates something else important, however. All the industries pursuing a net zero goal will have to work together, and that will not always be comfortable.

“The most challenging stage of a partnership is the very beginning, when we are implementing the contract, because that's the time when both parties are getting used to each other,” says Pigg.

In the end, however, businesses need sustainable relationships, as well as sustainable technology. As Pigg says, “Once we overcome that initial period, everything normalises, and our service aligns perfectly with the customer's needs."

PRO-VAC IS A COMPANY ON A STEEP GROWTH CURVE, GIVING IT A UNIQUE INSIGHT INTO WHAT MAKES THE ACQUISITION OF ANOTHER COMPANY SUCCESSFUL FOR BOTH PARTIES.

THE ART OF ACQUISITION

PROJECT MANAGED BY: ROBERT NAPIER-SMITH

Pro-Vac is an infrastructure service company specialising in high-pressure excavation using water and vacuum technology, alongside an exhaustive list of ancillary service offerings for municipalities, contractors in infrastructure, and energy providers.

We want to become a one-stop-shop for infrastructure construction projects and businesses,” explains Graham Gill, Pro-Vac’s CEO.

What really sets Pro-Vac apart is its diversity and service offerings.

“Our competition each specialises in an individual business line, where we have specialised in all of them, offering a multitool company that can perform various service offerings to the same customer without them having to source three or four different vendors,” Gill says. “Our team and what we have built here is far greater than what our competition has. In each of the business lines we offer, we are going to be a superior service compared to our competitor.”

AN INVALUABLE PARTNER

Creating an offering as broad as Pro-Vac can provide while also offering the specialised knowledge it does is no mean feat, but it has made the company a valuable partner, particularly during the pandemic.

with our customers,” Gill says. “Working in infrastructure meant that our work was vital, so we didn’t completely shut down, but there were two months of uncertainty on how we would generate revenue to keep our business going and employees fed. But as a group, we rallied around and partnered with the contractors and government entities to get people back into the workforce safely.”

This was important because Pro-Vac’s work does not just include roads and bridges, but sewers and stormwater systems, the kinds of infrastructure the people do not think about on a day-to-day basis – until they stop working.

“It was critical for us to get back out there,” Gill tells us. “Not only were we able to do that, but we exceeded our revenue targets for 2020 and 2021, during the height of lockdown. That is something we are all proud of.”

A TIME FOR GROWTH

[Opposite Page]

Graham Gill, CEO, Pro-Vac.

“During Covid, we had to redirect our focus and really enhance our partnerships

The work that Pro-Vac carried out during the pandemic has proven to be a strong foundation for an exciting period of growth for the company.

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GUTTMAN ENERGY

DRIVING SUCCESS TOGETHER

At Guttman Energy, we believe that behind every successful business is a network of equally strong partnerships. That’s why we are proud to highlight our relationship with Pro-Vac, a leader in the Industrial Stormwater, Sewer Maintenance and Hydro-Excavation market.

Our collaboration with Pro-Vac is built on a foundation of shared principles: innovation, accountability, and a commitment to excellence. Pro-Vac trusts Guttman Energy Fleet Solutions to keep their operations running smoothly and efficiently. We’ve ensured that Pro-Vac technicians can focus on what they do best—delivering high-quality service and products to their customers. We do this by surrounding Pro-Vac with a comprehensive array of benefits anchored by the best customer service in the business.

As we celebrate this partnership, Guttman Energy extends our heartfelt thanks to Pro-Vac for their trust and collaboration. Your success is our success, and we’re honored to be part of your journey.

To Pro-Vac and all our valued customers, here’s to the continued effort of shared growth and achievement. Together, we drive forward, fueled by intelligence.

Joe Combine - Fleet Solutions Account Representative +1 724.489.5188 / jcombine@guttmanenergy.com www.guttmanenergy.com

“Recently we have been growing and acquiring businesses, and we have built a process and procedures that allow us to do that with minimal impact to either our business or the businesses we acquire and integrate,” says Gill.

It is a change in direction for Pro-Vac, a company that has traditionally achieved its growth organically. In the last few years, that has shifted to a 60/40 split in favour of growth by acquisition. It is a different approach, that requires careful management of the culture of both businesses.

“We get better at this each time we do it,” Gill says. “One of the keys is to be as transparent as possible from the get-go. We lay out our overall vision for ourselves and the company we are acquiring with a clear plan moving forward. We integrate them into our system and processes.”

For this process to be successful, it is not only Pro-Vac sharing its vision. The process is an exchange of knowledge between both parties.

“We go in and listen to these companies about the ways they operate day to day,” Gill

tells us. “There are things we pick up that make us better as an organisation, but there are also areas we have extensive knowledge in that we can use to help these teams improve. There is always going to be some hesitancy to take on new ways of doing things, but communication and transparency from the outset means that when the deal closes there are no surprises.”

“WE GET BETTER AT THIS EACH TIME WE DO IT. ONE OF THE KEYS IS TO BE AS TRANSPARENT AS POSSIBLE FROM THE GET-GO.”

According to Gill, that consistency between what is presented to a company being acquired at the deal table and what happens when the ink dries makes all the difference.

“If you are acting in a way that is different to what you sold to the businesses you’re acquiring, that is where you can get into trouble,” Gill points out. “We pick teams that we feel will fit into our culture and growth strategy. We are smart in our strategy, acquiring businesses while being transparent and clear about what our goals are so that everyone is on the same page.”

It is an attitude that Pro-Vac brings to its people internally as well, with a longstanding policy of promoting talent from within the organisation. Gill himself is a great example of that policy.

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KAISER PREMIER, a US company based in Fort Morgan, CO, is the North American entity of the KAISER AG Group, a 111 year old family-owned company and a leading manufacturer of sewer cleaning equipment, hydro excavators, and mobile walking excavators.

KAISER PREMIER’s mission is to provide productive, reliable equipment backed by a responsive, knowledgeable, dedicated support team built on a culture that fosters innovation and customer satisfaction.

KAISER PREMIER: THE CHOICE

FOR

HYDRO

EXCAVATORS & RECYCLERS

KAISER PREMIER, based in Colorado, stands as a leader in the hydro excavation and recycler technology sectors. The company’s product portfolio boasts an array of advanced equipment, including the midsize Urban X and full-size CV Series truck-mounted hydro excavators, the AquaStar and EcoCycler combination recyclers, and the TerraVac trailermounted vacuum excavators.

Part of the prestigious KAISER AG family of companies, KAISER PREMIER benefits from a legacy of innovation and quality. KAISER AG, headquartered in Liechtenstein, operates seven factories – six in Europe and one in the United States. With over 111 years of experience, KAISER AG has established itself as a global supplier of industrial and municipal vacuum trucks, combination recyclers, and specialty products like the Mobile Walking Excavator. Their commitment to quality and technological advancement ensures their equipment meets the rigorous demands of modern industrial applications, promoting both efficiency and environmental sustainability.

KAISER PREMIER PRODUCTS

Hydro Excavators: CV Series and Urban X

Designed to perform in the harshest conditions, the CV Series hydrovac features the powerful Robuschi DV145 blower, a 27” Hg, 6,250 CFM positive displacement blower. The CV Series includes the Top Gun boom, providing 342-degree rotation and a 26-foot reach or 20-foot depth without extensions, streamlining setup, teardown, and cleaning processes. The unit also offers a large water capacity of 1,800 to 2,200 gallons, depending on the model. Material offloading from the CV Series is simplified with the wide-mouth rear door design.

The Urban X vacuum excavator is engineered for optimal weight distribution while maximizing debris and water capacities within bridge law guidelines. This unit is fully customizable to meet customer requirements, offering an onboard air compressor for dry digging and options for cold weather protection. Standard features include the Robuschi DV105 blower, the ability to create positive pressure in the tank for efficient liquid offloading, and a automated cyclone clean-out system. The 20-foot extendable boom provides excellent reach and mobility for a midsize unit.

RECYCLERS: AQUASTAR AND ECOCYCLER

KAISER PREMIER’s AquaStar and EcoCycler units are equipped with the patented KAISER single filter recycling technology, capable of processing water with contaminants up to 500 microns. These units feature the Kaiser KDU single-piston jetting pump, delivering between 85 to 132 GPM of water at pressures up to 2,900 PSI, making them suitable for various pipe diameters. The combination of a rear-mounted jetting hose and suction boom allows for optimal positioning at manholes, enabling efficient cleaning with just one operator. The boom hose reaches 36-feet deep without the need for extension tubes, saving valuable setup and teardown time. Additionally, the skillfully engineered recyclers reduce fuel consumption and noise levels by over 30% while operating at full capacity.

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“I started out as a labourer on equipment out in the field and worked my way up through various roles to become CEO,” he tells us. “I have been CEO for six years, but it took a solid eight or nine years to get here.”

As an organisation, ProVac continues to invest back into its employees with further education, not just for universities, but also colleges and trade schools, to provide them with that path to growth.

“OUR GROWTH PLAN WILL BE AGGRESSIVE AND FOCUSED ON CONTINUING TO EXPAND INTO NEW AREAS OF THE US.”

“That is part of the culture we have here. When you start off as the lowest level field employee, you can go on to become a supervisor and have more opportunities beyond that,” Gill explains. “That is our growth strategy, and that is why I am so aggressive in pushing it. It is a huge recruiting tool when people come in and see the growth trajectory people have had.”

Looking at where that trajectory might take Pro-Vac, Gill believes the sky is the limit.

“We have had a clear path for the last couple of years to really expand, and the plan will be to further continue that growth through strategic acquisitions with organic growth on top of that,” he says. “Our growth plan

will be aggressive and focused on continuing to expand into new areas of the US, while also expanding our business offerings to maintain our position as a complete package for our customer base. We will continue to focus on our team, building and improving every day.”

K-LATAUS IS BUILDING A CHARGING NETWORK THAT MEETS THE NEEDS OF EV MOTORISTS AND HELPS LAY THE INFRASTRUCTURE FOR FINLAND’S EV TRANSFORMATION.

MEETING DRIVERS WHERE THEY ARE

PROJECT MANAGED BY: DECLAN JONES

K-Lataus is the electric vehicle charging network owned by K-Auto, the car-trade arm of Kesko company – a massive Finnish retailer working across three main business areas: grocery trade, hardware and technical trade stores and car trade. The company has been leveraging that to build a recharging network located primarily in Kesko’s own grocery and hardware stores.

Our idea is that, especially in supermarkets and hypermarkets, we have huge parking areas where people stop for 30, 40 or 50 minutes at a time, and that is a pretty good length of time to charge your EV,” explains Iiro Määttänen, Director of the K-Lataus network.

The network has seen millions invested in its expansion over the last couple of years. By 2021 K-Lataus offered 99 charging locations. By 2022 that had more than doubled to 200 charging locations, and last year the company had 285 charging locations. And the network continues to grow.

“Our basic strategy is to charge your EV when you are parked anyway,” Määttänen says.

This alone is a differentiator that points to an important new direction for the roll-out of electric vehicle infrastructure. However, it is not the only field that K-Lataus is competing in.

“Compared to some of our competitors, especially in Europe, we offer high power and DC charging from the outset,” Määttänen tells us. “We offer a level of charging that can serve EVs, not just hybrids.”

Today, K-Lataus’s network has been developed across 300 locations, offering 1,700 charging points to the nation of Finland, offering a maximum of 400kW for electric vehicles with its biggest site consisting of 18 charging points. Using charging technology for example from Kempower, the K-Lataus network can offer extremely high reliability and dynamic power distribution to improve charging availability. The charger design is driven with the experience of the user in mind, boasting features such as cable management and user-friendly charging displays.

“We are offering a lot of power and a lot of parking places for EV drivers next to high-traffic A roads,” says Määttänen.

Iiro Määttänen, Director of the K-Lataus network.

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PLUGIT - THE GREEN WAY FORWARD

THE NORDICS COUNT AMONGST THE MOST ADVANCED REGIONS IN TERMS OF TRANSPORT ELECTRIFICATION, WITH FAST-DEVELOPING CHARGING INFRASTRUCTURE – SOMETHING THAT FINNISH COMPANY PLUGIT CAN RELIABLY PROVIDE.

Founded in 2012, Plugit has become one of the largest EV charging infrastructure companies operating in the Nordic market. “We are a mid-size company employing 200 people, developing fast in Finland and expanding to the EV mobility space in the other Nordic countries,” says Tommi Saarela, the company founder and CEO, adding that Plugit covers several business lines including project development; however, the commercial EV segment is the fastest growing.

“We are developing a customer-centric service platform for green corridors to meet the EU legislation’s requirement to reduce greenhouse gas emissions by 39% by 2030. The aim is to create a professional ecosystem to meet Finland’s national emissions target before 2030.”

He explains that in 2015 the company started to develop its technology.

“We wanted to design and implement the best possible power charger and the charging solution around it. This is how Plugit Hube was born,” he says. “As a result of our active development work, Plugit Hube is now more than a charging device, it is a complete charging system for electric vehicles.”

ONE-STOP-SHOP FOR NET ZERO

Today, the green transition is mainly visible in lightweight commercial vehicles such as taxis and service vans. The public charging network for heavy-duty and road transportation electric vehicles is still at a very early stage. Plugit has taken the initiative to build an HPC station network for commercial transportation and the industries it serves in the Nordic countries.

Saarela affirms that Plugit is a physically integrated, efficient business. “We deliver and operate nationwide charging infrastructure projects for businesses and public sector organisations, proving a complete turnkey solution, including design, hardware provision, operations, maintenance and end-to-end software. So we are basically a one-stop shop, we don’t only provide, we also run those systems as well.”

Plugit also offers a fully-funded Charging-as-a-Service (“CaaS”) product, where it funds the upfront capex and owns the EV charging infrastructure that it installs, in return for fixed availability-based lease payments from customers.

Progress is now being made towards meeting the country’s emission targets and Plugit’s business figures speak for themselves: the company has installed over 15,000 remotely controlled charging points and in 2022 achieved 200% year-on-year growth. And that is only the beginning, in the fast-developing Nordics market, fully geared up to have 100% electrified transport by 2030.

“In the timeframe we have been given, zero-emission transport can only be achieved with renewable electricity. The companies’ ESG strategies define the emission targets well, and we are making concrete plans to achieve them,” says Saarela.

BLAZING THE TRAIL

The company is supporting its customers in the green transition by building a PRO DC network of large charging stations. These have been developed for taxis, delivery vans, trucks and other commercial vehicles, and constitute the visible part of an evolving service platform that aims to reduce environmental and climate impacts in a documented, high-quality, and safe way.

Thirty stations distributing renewable electricity are already planned. The first high-capacity charging station for freight traffic opened in Tampere’s Viinikka in autumn 2023. The PRO DC station is equipped with Plugit’s Hube, the dynamic charging and energy management system, and has an output of 360kW per gun. It is also equipped with 500 kW energy storage and solar panels. The system is balanced with the electric grid.

Another important milestone was achieved at the turn of 2024, when the country’s largest high-capacity charging station for taxi traffic opened at Helsinki-Vantaa airport. The company is confident that over the coming years, several similar charging stations for commercial electric vehicles will be built in Finland.

Plugit started to build charging infrastructure for Finnish commercial transportation such as heavy-duty & logistics in 2019, and in 2023 expanded to Sweden. “There is a big drive towards electrified transport in the Nordics and progress is rapid. And not only in commercial transportation. Companies from the steel industry, forestry, harbours and other sectors that have been using hybrid vehicles are now electrifying, committed to achieving net zero by 2030,” says Saarela.

Within its portfolio expansion, the company has recently launched a mobile DC Charger, the PRO MOBILE. It is based on Plugit HUBE technology and is powered by Northvolt Sweden’s batteries. The first one is used in Stockholm’s first zero-emission construction site “Persikan” by PEAB Ltd.

Another new innovation is Plugit PRO Bridge, designed for electric snowmobiles that keep the entire rental fleet constantly charged and ready to be used. The complete drive-through charging station can be installed quickly and easily without the need for solid concrete foundations.

SMOOTH MOBILITY FOR PROFESSIONAL TRANSPORT

Plugit is fully committed to net zero goals. Working in close collaboration with DIF Capital Partners, a leading global independent infrastructure investment manager that acquired a majority stake in Plugit in 2021, the company is making sure its operations are aligned with the Paris Agreement and science-based net zero targets.

“We are in a good position and business is healthy and well-funded, with a very capable and highly experienced team. Most of the business is still done in the domestic market but we see great opportunities in selected GEOs near Finland. There is a growing number of companies ready to invest in electrifying their heavy-duty fleets and the related infrastructure, and we have several large projects coming up.”

He says that last September the company defined its five-year strategy, aiming at doubling revenue by 2028, and rolling out more charging stations with major clients. Will the company be able to handle the increased volumes of work? “We have 10 years execution capacity. This year we are executing about 700 projects, and we can handle the workload well with our experienced team,” affirms Saarela.

As the power of charging stations continues to grow, a combination of public and private charging points will ensure smooth mobility for professional transport within the energy transition. Plugit will be an active player in this development. “We would like to be the preferred partner for creating the industry’s infrastructure, “ affirms Saarela in concluding.

www.plugit.fi

WIDENING THE NET

The firm has already achieved a lot, but there is still so much more to do if a full transition to electric vehicles is going to be possible.

K-LATAUS

K-Lataus wants to spread its network even wider to serve locations that are further afield in places such as Lapland. However, the development of the network is not just about how many cars and locations it can serve, it is also about how it treats the customers across different markets.

“One of the ways we are developing the network is focusing on our service and how we treat company car drivers,” Määttänen tells us. “We are asking what we can do

for leasing companies and how we can make the service better on that side.”

A LEAN GREEN TEAM

It is a huge operation, but while K-Lataus is part of the large Kesko Group, K-Lataus itself is a relatively small team.

“We have quite a lean organisation. We are a small team backed up by the huge support from the locations we operate in,” Määttänen points out.

That team is supported by K-Lataus’s business partners and other departments within K Autos, and from there it has gone on to build in the essential skills and capabilities it needs as it goes.

“We have built the key elements into our own team,” Määttänen says. “We look to recruit professionals who are willing to develop themselves. We want people who have a passion for developing new solutions for the different strands of EV drivers.”

GOING TO THE CUSTOMERS

With that team assembled, the K-Lataus network is led by a single guiding principle – it goes where the customers already are. This not only makes it easy for customers to use, but also helps reduce the network’s environmental footprint by installing its chargers in existing car parks rather than building on greenfield sites.

“We are building the chargers into the places that the customers are coming to anyway and already have parking places,” says Määttänen. “We’re not building from scratch on greenfield, and that is important for the retail companies going into the charging business.”

As a joint project with Kesko’s grocery store business, K-Lataus has access to the charging venues that customers need.

“That’s the key thing,” Määttänen emphasises. “We offer the charging venues in the locations that make the transformation possible from gasoline to EVs. We want K-Auto to be one of the biggest EV

importers in Finland, and we are helping to build the public charging networks that are needed for the EV change.”

Määttänen is optimistic about how much help K-Lataus can offer to drive that transformation, with the network offering good coverage for the Finnish map while demand continues to grow.

“High customer-flow locations need more charging capacity, more cables, and more charging places for EV drivers. So, we are expanding those,” he says. “The next step in our expansion planning is to look at growing those high-flow locations.”

But as well as continuing to grow the network’s reach and capacity, Määttänen is also looking at the company’s internal operations on the grocery store side of the business.

“We want to go further into offering electric solutions as part of our Group sustainability program, and we are offering internal solutions there,” he says.

THE NORDICS COUNT AMONGST THE MOST ADVANCED REGIONS IN TERMS OF TRANSPORT ELECTRIFICATION, WITH FASTDEVELOPING CHARGING INFRASTRUCTURE – SOMETHING THAT FINNISH COMPANY PLUGIT CAN RELIABLY PROVIDE.

THE GREEN WAY FORWARD

PROJECT MANAGED BY: DECLAN JONES

We are developing a customer-centric service platform for green corridors to meet the EU legislation’s requirement to reduce greenhouse gas emissions by 39% by 2030. The aim is to create a professional ecosystem to meet Finland’s national emissions target before 2030.”

He explains that in 2015 the company started to develop its technology. “We wanted to design and implement the best possible power charger and the charging solution around it. This is how Plugit Hube was born,” he says. “As a result of our active development work, Plugit Hube is now more than a

charging device, it is a complete charging system for electric vehicles.”

ONE-STOP-SHOP FOR NET ZERO

Saarela affirms that Plugit is a physically integrated, efficient business. “We deliver

Tommi Saarela, CEO, Plugit Finland.

PLUGIT FINLAND

and operate nationwide charging infrastructure projects for businesses and public sector organisations, proving a complete turnkey solution, including design, hardware provision, operations, maintenance and end-to-end software. So we are basically a one-stop shop, we don’t only provide, we also run those systems as well.”

Plugit also offers a fullyfunded Charging-as-a-Service (“CaaS”) product, where it funds the upfront capex and owns the EV charging infrastructure that it installs, in return for fixed availability-based lease payments from customers.

Progress is now being made towards meeting the country’s emission targets and Plugit’s business figures speak for themselves: the company has installed over 15,000 remotely controlled charging points and in 2022 achieved 200% year-onyear growth. And that is only the beginning, in the fast-developing Nordics market, fully geared up to have 100% electrified transport by 2030.

“IN THE TIMEFRAME WE HAVE BEEN GIVEN, ZEROEMISSION TRANSPORT CAN ONLY BE ACHIEVED WITH RENEWABLE ELECTRICITY.”

BLAZING THE TRAIL

evolving service platform that aims to reduce environmental and climate impacts in a documented, high-quality, and safe way.

PLUGIT

Another important milestone was achieved at the turn of 2024, when the country’s largest highcapacity charging station for taxi traffic opened at HelsinkiVantaa airport. The company is confident that over the coming years, several similar charging stations for commercial electric vehicles will be built in Finland.

Stockholm’s first zero-emission construction site “Persikan” by PEAB Ltd.

Another new innovation is Plugit PRO Bridge, designed for electric snowmobiles that keep the entire rental fleet constantly charged and ready to be used.

The complete drive-through charging station can be installed quickly and easily without the need for solid concrete foundations.

SMOOTH MOBILITY FOR PROFESSIONAL TRANSPORT

“We are in a good position and business is healthy and wellfunded, with a very capable and highly experienced team. Most of the business is still done in

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the domestic market but we see great opportunities in selected GEOs near Finland. There is a growing number of companies ready to invest in electrifying their heavy-duty fleets and the related infrastructure, and we have several large projects coming up.”

He says that last September the company defined its fiveyear strategy, aiming at doubling revenue by 2028, and rolling out more charging stations with major clients. Will the company be able to handle the increased volumes of work? “We have 10 years execution capacity. This year we are executing about 700 projects, and we can handle the workload well with our experienced team,” affirms Saarela.

PROSEAT, THE SPECIALIST IN DEVELOPING AND MANUFACTURING BEST-IN-CLASS SOLUTIONS FOR AUTOMOTIVE COMPONENTS, IS UNDERGOING A PROFOUND BUSINESS RESTRUCTURING TO GRASP NEW OPPORTUNITIES.

IN THE DRIVING SEAT

PROJECT MANAGED BY: WILLIAM GAYNE

Proseat is a recognised partner to the automotive industry, producing up to 300,000 parts per day for leading auto makers. Established in 2004, the company is headquartered in Germany and operates six production facilities across five European countries, supported by two customer service centres. Since 2022, Proseat has been fully owned by Sekisui, a leading Japanese specialist in lightweight materials development.

The company’s product range is divided into three business lines – foam parts (polyurethane formulations applied in car seats); trim parts (headrests, armrests and side bolsters); and lightweight parts of particle and PU foam, with an increasing focus on battery electric vehicles (BEV).

RESTRUCTURED FOR A NEW COURSE

The company is now undergoing a process of business transformation under the leadership of its current CEO and President Sven Kunath, who assumed his role in January 2023. “I was brought in to turn the company around, restructure

the business and give it a new direction. Preliminary results indicate that from 2025 towards the company will be back in the black.”

He acknowledges that the restructuring affects all aspects of the business including suppliers and customers, and aims at making the business resilient, ready to accommodate the needs of the automotive industry of the future.

“Achieving a culture change, a change in people’s mindset, is one of the biggest challenges.”

“The last few years have been a very hard time for many companies, and we are still seeing a lot of M&As as well as business closures in the automotive landscape. The OEMs managed

Sven Kunath, CEO & President, Proseat.

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Our products find application across a broad spectrum of industries, including automotive, home appliances, ventilation, extraction systems, building and furniture. We offer flexible and customisable solutions, catering to diverse needs and requirements. Our collaborative efforts with our partners result in the development of new material composites made from industrial residues. By partnering with us, you will acquire cost-effective strategies and develop eco-friendly products that will not only enhance your product line, but also align with the growing demand for sustainable practices.

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Filc d.o.o. is a customer focused producer of needlepunch nonwoven textiles and laminated materials, which has been a part of the Freudenberg Group since 2020. As a global manufacturer and innovative pioneer in the nonwovens sector, we are able to offer high-performance, technical textiles for numerous scenarios and a wide range of industrial applications. Within the automotive industry, our focus is on working closely with our customers to provide innovative, sustainable solutions for seating applications, acoustic insulation, decorative materials, and structural components that meet their technical requirements and help them reach their business goals.

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to survive the challenges well by transferring price increases to the final customer, but the supply chain did not always have that luxury,” he notes.

Recent market developments have made each company look closely at its supplier base and Proseat is no exception. “When reducing CO2, the supply chain is a critical element. So, the whole automotive industry is looking at consolidating the supplier base, moving it closer to its manufacturing facilities. But of course, for some highly manual tasks such as sewing operation we still use suppliers further afield to stay cost competitive.”

THE RIGHT EXPERTISE

Proseat is one of Europe’s largest independent manufacturers and suppliers of polyurethane foam technologies and seating, as well as interior components designed to enhance passenger comfort, functionality and safety. The company works with the world’s largest OEMs and Tier1 suppliers, including Volkswagen, BMW Group, Renault, Daimler, Stellantis, Ford and more. Two third of 2024 sales is for VW Group.

Proseat’s engineers and materials experts support customers from the original idea and concept through to serial production and beyond. Its interior solutions include ergonomic and functional headrests and armrests, highquality side bolsters and lightweight parts that are lowemission and highly recyclable. Cutting-edge technology is used to convert various materials into products that add comfort to car interiors.

The company is now also focusing on the EV battery business, a segment with substantial growth potential –as reported by the International Energy Agency, increasing EV

sales continue driving up global battery demand, reaching more than 750 GWh in 2023, up 40% relative to 2022.

“We have gone into product development with premium German OEMs in this area. There are many requirements for EV battery packs but with our capabilities and our expertise we are very well equipped for this business,” says Kunath, adding that despite the current slowdown in EV development as the gap between expectations and reality widens, the future still looks promising.

GREENER AUTOMOTIVE

“Once major issues, such as the high cost of electric vehicles, insufficient infrastructure and limited driving range, are resolved, life will be very different. At the moment, the approach of leading OEMs, such as Toyota and BMW, is making sure their production lines are hybrid, i.e. are capable of assembling any type of car whether electric or with a combustion engine. They want to stay flexible, at least for the foreseeable future.”

Flexibility is also one of Proseat’s strengths. “Our advantage is that our products are applicable to any type of car. Drivers need to sit in a comfortable environment whether they drive an electric or a combustion engine car.”

To tackle the sustainability challenge, PUR industry is actively refining its approach to CO2 impact and sustainability in raw material production, prioritizing a mass balancing concept that integrates recycling and

PROSEAT

bio-based sources. Through a revised production concept, the goal is to substantially increase recycling content and achieve significant improvements in cradle-to-gate CO2 reductions.

Kunath confirms Proseat’s commitment to embracing this emerging industry standard as part of the EuroMolders community. This initiative aligns with Proseat’s strategy to maximize the utilization of green energies and recycled raw materials, representing a pivotal advancement towards a more sustainable product portfolio.

The company has increased its focus on the development of environmentally friendly products and CO2 reduction, although the fact that its products reduce the weight and increase the

longevity of automotive parts is environmentally friendly in its own right.

NEW OPPORTUNITIES

While Europe continues to be Proseat’s largest market, the company is now looking further

afield to support its major customers. “Once the business restructuring is completed and solid foundations are in place, we will consider expanding our geographical reach, specifically in the EV battery segment,” says Kunath.

“For example, some German premium OEMs would ask us to cover their needs not only in Europe but also in their overseas markets, and we have also recorded interest from new customers. The decision on whether we will approach these markets on our own or in the form of a strategic partnership, such as an M&A or a joint venture, still remains to be taken.”

He further reflects that, generally speaking, currently there is enough capacity in the market for most products in Europe’s automotive industry, which still has not reached preCovid levels, but the capacity is not necessarily at the right

place. To this end, the company is closely looking at rebalancing production across its sites and optimise its capacity

Sven Kunath shows a clear determination to progress towards his vision. “While I have set a new direction for the business, I am now leveraging everybody else to keep helping me steer the progress. The key objective is to increase profitability. Then you can start planning down the road. We do see new opportunities and that’s where we would like to spend our next investment. I could envisage the company growing by at least 30% over the next five years. But the baseline needs to be fixed first.”

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BARNES AEROSPACE

Ian Reason, Senior Vice President of Barnes and President of Barnes Aerospace.

AS THE AEROSPACE SECTOR IS SET TO BOOM,

BARNES AEROSPACE IS POSITIONING ITSELF TO RIDE THE WAVE.

GROWING WITH AEROSPACE

PROJECT MANAGED BY: ROBERT NAPIER-SMITH

Barnes Aerospace is a $1 billion global aerospace business. Part of Barnes, they focus on the manufacture and repair of aerospace propulsion components across their whole lifecycle, from parts for new engines, to spare parts for the aftermarket and turbine engine components repair and overhaul. The company has 1.5 million square feet of facilities, including its manufacturing and aftermarket business, across 15 sites in North America, Europe and Asia employing approximately 2,800 people.

We have a dedicated and niche focus on the aero engine market with OEM and aftermarket capabilities, which is a unique offering at our scale,” says Ian Reason, President of Barnes Aerospace. “It allows us to offer our customers life-of-program solutions, adding value all the way across the lifecycle.”

That breadth of service means that at a time when there has been market and platform diversification across all the major OEMs, Barnes Aerospace is positioned to support any combination of new aircraft entering service. But as the market is expanding, so must the company.

“Just more than a year ago we set up a clear strategy to scale Barnes Aerospace,” Reason tells us. “We made a conscious decision to scale the business, and to do that it was important to have a strategy in place.”

GROWTH FROM THE CORE

The first step in that growth strategy was the largest acquisition in the firm’s history.

Barnes Aerospace acquired MB Aerospace in a $740 million deal that doubled the size of the business. MB Aerospace would go on to be fully integrated into its new parent company, and very quickly become a single business.

“It expanded our footprint, leading us to become a truly global business and increasing diversification across our customers, markets and platforms,” Reason says.

While that might seem like a radical first step, Reason makes it clear that this was a careful and managed process.

“The important thing is that we are scaling from our core market,” Reason tells us. “We are an engine componentfocused business and that is what we intend to scale ourselves. What we are doing is creating synergies as well as scale. We are growing our capabilities in our core market, giving our customers enhanced value and improved solutions.”

The global supply chain has changed dramatically since the advent of the Covid pandemic, and through this expansion Barnes Aerospace is able to act as a strategic supplier, going broader and deeper than its competitors.

INVESTING IN AUTOMATION & PEOPLE

Another part of that growth strategy is to leverage technology to do more with less, particularly through investment in automation technologies to free up human workers to do the jobs that only humans can.

“We are automating as many processes as we can, particularly repeatable processes. We are working to take away manual jobs to free up our labour to perform more value-adding tasks as we grow the business,” Reason explains.

One example of this kind of automation is the EDM, or electric discharge machine that Barnes Aerospace has introduced to fully automate part of its manufacturing processes, which includes automatic part loading and the manufacture of the required electrodes.

“I WOULD SAY WE ARE IN A WAR FOR TALENT, & IT IS A WAR I BELIEVE WE’RE WINNING.”

“We are investing in helping our employees with labourintensive tasks that are not only unexciting but also help to address health and safety issues such as repetitive strain injury,” Reason says. “It is about taking variability out of manual processes and freeing up labour that is becoming harder to get and retain in the current market.”

Reason is also excited about the possibilities of AI and machine learning. He tells us Barnes Aerospace is currently trialling two AI applications related to H&S risk assessments and high-volume parts inspections.

But while even at these early stages the possibilities of AI are exciting, Reason is under no illusions about the importance of Barnes Aerospace’s human capital.

“There is no doubt that the most important assets we have are our people and things have changed significantly in that area,” Reason says. “We have put a real focus on making Barnes Aerospace a great place to work so that people want to join us and want to stay. We have invested and focused on our total rewards package so that it is competitive with local markets. We want to be seen to be better than the alternative, but also to be a great place to work where employees feel valued and want to continue their careers. I would say we are in a war for talent, and it is a war I believe we are winning.”

Reason tells us that Barnes Aerospace has been engaged in significant training processes and investments to fill the workforce gaps caused by the pandemic.

“We had a lot of newer employees, some without an aerospace or manufacturing background, so we had to make a higher investment in training to bring our labour force up to the standards we need,” Reason says.

RECOVERY AND BEYOND

As well as the challenges on the human resources side of the sector, there are also continuing challenges from a supply chain point of view, with the disruptions that took place during the lockdown continuing to have a ripple effect.

“Some disruptions affect us directly, others affect our customers. If a customer cannot complete an engine build because they are waiting on parts, they will slow down the rest of the supply chain,” Reason says. “We are seeing an impact from our customers because of their supply chain challenges, and we can be part of that problem

if we do not have the supply chain we need. So, we look for alternate supply sources where we can, introducing flexibility for production floors to pivot our workforce when necessary to work on the jobs we do have material for.”

With strategies in place for Barnes’s staffing, supply chain, and future growth, the company is firmly on course to achieve its growth targets.

“Our vision is for Barnes Aerospace to be a $5 billion business in its core market, a goal he seeks to achieve through investing in both organic and inorganic growth. We are making significant investments in adding more capabilities and greater capacity to support the ramp-up taking place across the aerospace industry. We will continue looking to invest as the market grows, keeping an eye out for the next mergers and acquisitions opportunity to fit our core strategy.”

“OUR VISION IS FOR BARNES AEROSPACE TO BE A $5 BILLION BUSINESS IN ITS CORE MARKET, A GOAL HE SEEKS TO ACHIEVE THROUGH INVESTING IN BOTH ORGANIC & INORGANIC GROWTH.”

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LOCATED IN A RUGGED MOUNTAIN VALLEY AT THE FOOTHILLS OF THE SAWTOOTH MOUNTAINS IN IDAHO, FRIEDMAN MEMORIAL AIRPORT IS ONE OF A KIND, EQUIPPED, UNLIKE MOST, TO REMAIN OPEN EVEN IN A BLIZZARD.

GATEWAY TO SUN VALLEY

PROJECT MANAGED BY: DECLAN JONES

Friedman Memorial Airport, sometimes called Sun Valley Airport, is a city-owned public-use airport in the north-west United States, located some 2 kilometres from the central business district of Hailey in Idaho.

The airport is built on land donated to the city of Hailey by Leon and Lucile Friedman in 1931 and named in memory of their father, a local merchant and rancher who arrived in Hailey in the 1880s and served as mayor from 1909 to 1913.

“We are a single-runway airport, about 15 miles south of the resort communities of Ketchum and Sun Valley, and home to one of the top-rated ski resorts in the country, surrounded by some of the best hiking, climbing, fishing, hunting, and outdoor recreation in the world,” says Tim Burke, Deputy Director of Airport Operations and Maintenance. The airport is serviced by Alaska, United, and Delta Airlines and during its busy seasons has non-stop service to 6 hubs. Being a resortcommunity airport, its traffic is seasonal. “Both winter and summer are our busy times while spring and fall are considered ‘off-seasons’,” says Burke.

As the airport is surrounded by high mountain peaks on three sides, air traffic flow and procedures are more unique and dynamic than at other airports, he further explains. “This means that much of our traffic arrives from the south and departs towards the south. With a single runway and parallel taxiway going to and from both the fixed-base operator (FBO) and terminal, at different ends of the airport, air traffic and ground traffic need to be perfectly coordinated to avoid gridlock.”

SAFE, RELIABLE, EFFICIENT

Tim Burke, himself a keen outdoor enthusiast, assumed his role in 2020 – a challenging time for the aviation industry, decimated by the pandemic. However, he explains that Friedman survived unscathed. “Our isolated location proved to be a certain advantage. While the rest of the industry was shutting down, we had an increased number of people who were coming here to seek refuge.”

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MB Airport Maintenance Products is the leader in airport runway maintenance equipment. MB partners with airport operations teams across the U.S. to provide the most efficient and effective runway and ramp clearing. MB snow and ice removal equipment includes plows, blowers, brooms, multitasking machines and deicing equipment, all built at MB’s manufacturing facility in Chilton, Wisc. MB also sells airport sweepers manufactured in Germany by its sister company, Schmidt. Airports also look to MB for its pavement marking equipment for airside line striping.

MB’s aftersales services are second to none in the industry. Equipment is delivered with training for equipment operators, as well as technical service for airport mechanics. A centrally located warehouse means fast delivery of wear and replacement parts. A full technical field service staff located throughout the country near major airport hubs means MB representatives can quickly be onsite to support airport mechanics if equipment is down.

Airports are not simply choosing an equipment provider when they choose MB – MB is a partner through and through. MB is an extension of airport operations teams – responsible for keeping runways clear and safe. Airports trust and depend on MB to provide innovative equipment and solutions, and MB is committed to delivering.

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He further points out that, moreover, during those challenging days, the airport managed to completely transform its reputation.

“Because of the high terrain surrounding the airport, we used to have really high weather minimums which led to a significant number of diversions, cancellations, and delays for aircraft operators. Our reputation, especially in the winter months, was of being a real headache for travellers,” he recalls.

That is now history. The recent implementation of GPS/WAASbased approach technology has

brought those aircraft approach minimums – for air carriers and capable GA aircraft – down to nearly precision-approach standards. “This has increased the airport’s winter reliability to almost 90%. Now there are very few circumstances in which our airlines are unable to land.”

The benefits of this new technology were immediate. When the winter of 2022/23 brought over 175 inches of snow to the airport over the course of 61 different snowstorms, the airport operations team never closed the airport, says Burke. “The runway was kept ploughed, broomed, and blown. Given the amount of snow and the very cramped layout of the airport, this was a pretty impressive feat of coordination between ATC, Airport Ops, our tenants, and the aircraft operators.”

This admirable performance contributed to the airport being awarded the Balchen/ Post Award for excellence in snow removal in the small commercial airport category by the Northeast Chapter of AAAE.

“The airport board and the community are incredibly proud of the hard work involved in this,

symbolising the commitment, dedication, and tireless efforts of our exceptional Airport Operations team and our seasonal staff, which ensures that our airport remains one of the safest, most reliable and most effectively managed commercial service airports in the nation.”

PARTNER TO THE COMMUNITY

Friedman Airport is the secondlargest economic impact driver in Idaho behind Boise Airport. “Our local economy here is largely propped up by the tourism industry. People come to the Wood River Valley because they are attracted to the multitude of possible outdoor recreational activities.”

“This airport serves as a gateway for people to come to experience what the area has to offer. We take great pride knowing that our hard work to keep this airport open, especially in winter,

is also keeping local hotels, restaurants, and businesses open.”

Burke reflects that meeting the local community’s interests is high on the agenda. “We are in a rural, small, intimate

community and we need to keep a balance between first and foremost running a safe airport, compliant with all the Federal Aviation Regulations, and operating in line with the vision of the community.”

“It’s important to recognize that airports can negatively impact communities, generating noise and greenhouse gas emissions. We have taken a really proactive approach to this by doing a greenhouse gas inventory study and we are very involved in educating pilots about our voluntary noise abatement procedures. The airport has been overhauling its HVAC systems, airfield lighting, and acquiring the latest, best, and most efficient snow-removal equipment to reduce our impact on the environment.”

Solid relationships with vendors significantly help the airport to achieve its goals in this respect. “Airports couldn’t stay afloat without reliable vendors. We are really proud of the products and services our vendors provide to enable us to run a safe, compliant, and efficient airport. When we have the flexibility to do so, we

do make purchase decisions based on the reliability and reputation of a vendor’s aftersales service.”

RIGHT TEAM, RIGHT PLACE

Asked about the most pressing challenge, Burke is very clear: “Space for development. We are 100% out of room! We are set to develop approximately 10-acres of newly acquired land for much-needed aircraft parking, GA hangar space, and a second FBO.”

“Some of our priorities now are improving our ageing and inefficient passenger terminal, as well as upgrading our fleet of vehicles, facilities, and infrastructure to be more efficient, while finding creative ways of reducing our carbon footprint. We also are in the process of getting a new air traffic control tower, which is going to increase safety and efficiency.”

No small feat, given that the airport has only a small team of 15 permanent staff that often has to multi-task, and the management is well aware of its human resources value. “It’s really important to remember that a company is nothing –absolutely nothing – without its people. The real backbone of our airport is our tenants, our custodial staff, our parking lot team, and the ARFF/Ops team. “

“They’re the ones jumpstarting a customer’s car at 11.30pm or working crazy hours to keep the runway open. They are the ones cleaning bathrooms after rush hour and are the ones directly responsible for the positive customer experience. We are absolutely proud of the team we have here at our small airport!” Burke affirms, in concluding.

AS WE LOOK AT ACSA’S STRATEGY FOR GROWTH, WE SEE IT IS LEADING TO A FAR MORE HOLISTIC SOLUTION.

THE AIRPORT CITY

PROJECT MANAGED BY: DECLAN JONES

Airports Company South Africa

Limited is a majority state-owned South African airport management company that has been operating for over 30 years, operating nine of South Africa’s airports.

Our ACSA values are passion, results, integrity, diversity and excellence,” says Nkosinathi Myataza, ACSA Regional General Manager. “We are not an isolated company, but part of a range of intermodal transport solutions while contributing to economic activities across the country. We look at transport from the point of view of solutions to better humanity with good governance and sustainable inputs and outputs. We are not just in the business of aviation for the sake of aviation.”

King Shaka International Airport was the first greenfield project undertaken by ACSA using an Engineer, Procure and Construct

(EPC) model, where over testing, commissioning and Operational Readiness and Transfer Programmes, management and operations were systematically transferred from Contractors to ACSA. As it was greenfield built, the airport has introduced energy efficiencies as well as water and waste infrastructure to minimise the airport’s impact on the surrounding environment and communities. Environmental compliance and management remain top of the airport’s agenda.

“It was in a space that is very environmentally sensitive, near sugar cane fields and wetlands,” Myataza tells us. “There has

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been a detailed record of decisions, undertakings and what can be done and not done. King Shaka has responded well to that.”

Among the highlights of the move and construction of the new airport have been the stringent monitoring regimes put in place for the airport to keep track of water and air quality, water usage, emissions, and the effect on local wildlife. The airport’s flight paths were found to intersect with migrating swallows at the time, and so the airport has taken precautions to avoid collisions with aircraft. A Bird Radar specific to this risk and this airport was constructed and installed.

Great attention is being paid as to how this airport facility fits into the air transport networks and other transport modes in the region around the province of KwaZulu-Natal. This then would feed into the thinking around the National Airports Development Framework and National transportation strategy.

“Within ACSA’s strategy of regional integration, King Shaka International Airport is at the forefront of integration within the network of local and provincial airports in the region,” Myataza says. “We play a crucial role in enhancing this network so as to get more people flying, and to facilitate trade through air cargo.” People who had no access to air transport, and goods with no access to broader markets must be taken aboard.

A NEW ERA OF FLIGHT

Like anyone in the aviation sector, the ACSA airports experienced various challenges during the Covid-19 pandemic lockdown.

Nkosinathi Myataza, Regional General Manager, ACSA.

“On the first year ACSA Group lost 2.1 billion rand. On the second year, ACSA Group lost 1.3 billion,” Myataza recalls.

But since the lockdown was lifted the air travel sector has recovered rapidly, and King Shaka International Airport has already reached 78% of its preCovid traffic levels. Myataza intends to continue building on that progress, such as putting passenger mobilisation initiatives into place to encourage first-time flyers.

“It’s a relatively new airport, so we are investing in the infrastructure to improve access and encourage flying,” Myataza tells us. “We have had issues with power capacity. Airports have always had back-up generators and Uninterruptable Power Supply Systems to ensure that we do not endanger aircrafts even in the case of a

normal power failure. But now we have renewed that capacity, and we are investing in being self-sufficient for power generation.”

To achieve this, Airports Company South Africa is installing solar power plants across its network and intends building its own gas-to-power trigeneration plants for its three main airports.

But an airport’s success is not just about what goes on within the airport grounds. It is also about the place that airport represents, and the reasons people have to go to and from it.

“Our Airlift Strategy, under Durban Direct encompasses local and regional tourism bodies, economic development agencies, trade and industry,

airports,” Myataza explains.

“We attend conferences and other such platforms like AviaDev Africa, World Routes Conference and Air Service World Congress, on the continent and globally, where we sell not just the airport but the destination, and the region.”

It is an effort to bring in tourism, these entities are building on Durban’s reputation for warm beaches, the wildlife, and the mountain ranges what Myataza called “the beach, the berg and the bush.” At the same time, he wants to draw attention to the airports recovery of air traffic is continuously building both passenger and increasing cargo trade exchange. The unique features of the airport precinct, which include the airport’s strategic location within a special economic zone, and situated 30km from the Port of Durban, intermodal interchange into the region and into the continent is important more especially in the light of the intercontinental African Continental Free Trade Area (AfCFTA) agreement.

LESSONS OF COVID

These are only part of the extensive ACSA plans that have been laid out for King Shaka International Airport’s future, but all those plans are guided by the lessons the business took from the Covid pandemic.

“What we have learned from Covid has been channelled into some good initiatives, not just to sustain and build what we have, but to go into new areas we have not been in before,” Myataza says. “ACSA have developed a route development and network strategy that leverages the growth of the municipal airports in the region, increasing the flying public.”

There is a great deal that King Shaka International Airport can offer for both commercial and general aviation, especially for the chartered flights sector as the airport is in the process of finalising a new apron, with a plan to construct in the near future a Fixed Base Operator facility.

“We are also looking at our ground handling and fuel strategy,” Myataza remarks. “We have seen that internationally many airports are managing their own ground handling. We think that could help us in revenue generation while giving us direct control over how baggage and air freight is handled and managed. We want to build in economic empowerment for new entrants into the field including fuel through-putters within our airports.”

But for all the facilities and technologies King Shaka International Airport is deploying, Myataza is insistent that people are at the centre of the airport’s strategy.

“We are building a peoplecentred culture and strategy,” he says. “We lost quite a few skilled people over Covid, and we are trying to bring those skills back.

We are focusing on training and development, creating offers to attract qualified staff who we can put through intensive programs to absorb them into the organisation.”

ACSA invests in skills development programmes for ACSA employees and an employees’ children bursary scheme, while also funding young talent development programmes that include a training programme for trainee engineers and placing interns from various fields across the organisation.

“We also offer bursaries externally to students that focus on the aviation business related studies,” Myataza tells us. “We are focused on transforming our society and be part of building an ethical, competent, capable and capacitated state, through its’ people.”

But all of these ideas contribute to a bigger concept for the ACSA business. One of these being the vast development and opportunities that the Aerotropolis and Airport Cities will bring.

“The environmentally friendly, technologically advanced, economic hub around us is at the core of creating a smart city centred around King Shaka,” he says. “It is a mixed-use development where people can live, work, and socialise.

At the same time, we are focusing on digitalisation. Looking ahead, ACSA is positioning itself as a global airport technology and innovation leader. With a comprehensive roadmap and forward-thinking approach, ACSA aims to set new benchmarks in airport technology, cybersecurity, and the customer experience, paving the way for further advancements in the aviation industry.

WITH A LEGACY OF ALMOST THREE CENTURIES, THE FRENCH FLOOR

COVERING MANUFACTURER BALSAN IS INCREASING ITS INTERNATIONAL APPEAL, HAVING WOVEN TOGETHER BOTH TOP QUALITY AND SUSTAINABILITY.

WHERE DESIGN MEETS COMFORT

PROJECT MANAGED BY: WILLIAM GAYNE

Balsan’s roots go all the way back to France under the reign of Louis XV, to the Manufacture Royale that produced carded sheets and uniforms. Over the centuries, the family’s passion for the world of textiles has firmly carried the business, now a well-established brand, into the 21st century.

The company today employs 220 employees at its two manufacturing sites in France, making highquality colourful textile flooring for offices, hospitality (hotels, restaurants, cinemas and similar) as well as homes, of which about half is exported. Since 2006, Balsan has been part of Belgotex International, a Belgian group operating in four continents.

“The family spirit and ethos still drive the company, which has achieved its success due to close customer relationships, innovation and cuttingedge technology, as well as sustainable and environmentally friendly operations,” says company CEO Christophe Pouille.

He further points out that Balsan is a French market leader that markets its collections of broadlooms and tiles in over 75 countries. “The know-how of our employees, combined with the cutting-edge technology of our green factory, has made Balsan

one of the top 3 producers of contract textile floors in Europe.”

What is behind this impressive position in a highly competitive market? “The key elements explaining our success include combining tufting and dyeing with the key words ‘Colour Your Dreams’, as well as going for personalisation, letting customers design their own floor. Another advantage is the ‘Made in France’ production, from the style development to the final product,” Pouille explains.

“The focus on excellence and premium quality demonstrated by our nearly three centuries of existence, and the fast response enabled by our rapid decision-making process, are other factors that differentiate Balsan from the rest.”

Christophe Pouille, CEO, Balsan.

Color Scale Collection, Design Genius, Planks format.

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Solution-Dyed Nylon Carpet tiles Collections from Balsan

The well-known and established Color Scale Collection from Balsan is manufactured with Solution-Dyed Nylon based on EqoCycle 75% recycled content. Recently the Dolce Vita Collection has joined the range of carpet collections with EqoCycle. The brand new Experience Center and latest offices received a new Balsan flooring, entirely produced with EqoYarn, in order to lower the carbon footprint of the flooring. Other collections based on SDN yarns from B.I.G. Yarns are Avenue, District and Idylle.

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B.I.G. YARNS is a leading manufacturer of polyamide (PA), polypropylene (PP) and polyester (PET) yarns for commercial, automotive and residential carpet applications. Customer focus, innovation and sustainability are the main drivers for collaborative product development and long-term relationships.

The carpet yarns provide high performance, consistent color quality, and excellent tuftability. The remarkable color contrasts enable a wide variety of design options. Most diversified yarns range from bulk continuous filament (BCF) to ennobled yarns, one-color to multi-color, between 650 and 15000 dTex, applicable for any flooring construction.

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SYNERGY OF QUALITY AND SUSTAINABILITY

The company offers one of the broadest ranges of tufting technology available in Europe and Pouille explains that with the acquisition of the computer yarn placement (CYP) technology, Balsan is the only company in Europe that can offer several collections tufted with recycled, solution-dyed yarn, in either wall-to-wall or modular formats.

He affirms that sustainability is a major topic for Balsan, and a commitment to protecting the environment has been ingrained in the business for decades. “Sustainability is a great opportunity for us, as it allows either to differentiate, or to bring carpets back into people’s choice options.”

“Our carpets are made of polyamide (nylon), a very durable and robust material that can be 100% recycled. Generally, we are moving to a circular economy. We pursue

an eco-design concept – right from the product design phase, environmental issues are taken into consideration, anticipating post-product-life processing. Eco-design is incorporated into the heart of our product lines. “

Balsan operates its own water treatment plant and over the last five years the company has reduced its water consumption by 52%. Renewable energy is now in focus –Balsan’s Neuvy site is powered by 100% green energy and for

every MWh consumed, 1 euro is used by EDF Entreprises to finance renewable-energy research projects, or to build new renewable energy power stations in France.

In 2013, the company achieved its goal of sending zero waste to landfill and this achievement has been maintained ever since. What is more, 80% of the packaging used to send out rolls of Balsan carpet is made from recycled material and 100% of these packaging products are recyclable.

“TEXTILE FLOORING IS CONFIRMING ITS LEGITIMACY IN THE OFFICE SECTOR, AS IT DOES IN THE HOSPITALITY SEGMENT OR IN COMMUNAL AREAS. “

Elite LVT Collection, New acoustic LLT 19db.

THE COMEBACK OF TEXTILE FLOORING

Pouille says that Balsan has been experiencing doubledigit growth since the end of the pandemic as customers re-discover the advantages of fabric flooring. “We notice that people are increasingly paying attention to acoustic performance, air quality (VOC emissions), comfort in walking (or falling in older age), in addition to sustainability.”

“All those elements play a key role in the quality of life in workplaces and homes. Textile flooring is confirming its legitimacy in the office sector, as it does in the hospitality segment or in communal areas. Private consumers are now taking a new look at textile flooring, and we are happy to note a comeback of the category, thanks to the ‘premiumisation’ of the offer.”

Committed to innovation, the company last year enhanced its portfolio with a second commercial brand – Carus – with a view to proposing “good-better-best” collections according to tastes and budget, says Pouille, adding that the textile offering is complemented by luxury vinyl tiles, natural fibres and new ranges of carpets finished as rugs. “These other categories will also contribute to fuelling our growth.”

“However, this growth, coupled with the integration of many new top-end technologies, requires new talents and finding the right people is a permanent challenge, “ he admits, stressing that as part of Belgotex International Group, Balsan has many job opportunities for a full career in France but also in other production centres or distribution companies of the parent company, such as Associated Weavers, Lano and Belgotex in South Africa and Brazil.

Take a walk tiles, Recycled yarn.

www.kolonindustries.com

KOLON INDUSTRIES

Since starting in 1957, Kolon Industries has been a top company in the chemical industry in South Korea. We have grown alongside our customers, transforming lifestyles through innovative products in history. As a leader in the industrial field, we focus on four major business divisions; Industrial Materials, Chemicals, Film/electronic Materials, and Fashion. We are growing stronger as a ‘Global Leading Company’ with our well-balanced portfolio.

“We pursue richer life and development of the humankind”

With this mission to contribute to a more abundant lifestyle and development of the humankind beyond customers’ satisfaction, we are doing our best to fulfill the social role of companies.

In 1985, we were the first in Korea to produce Polyester spunbond, setting up the country’s first spunbond nonwoven production line. Since then, we have established a strong presence in the nonwoven market, particularly after we set up two high-tech production lines for primary backing for tufted carpets in 2011 and 2017. With our extensive experience and expertise in advanced nonwoven technology, we offer the best primary backing that meets the needs of each customer.

In 2020, Kolon Industries launched ‘Finon Eco,’ a product made from recycled PET bottle materials in response to the growing trend for sustainability in the market. This eco-friendly version of our original spunbond product ‘Finon’ reduces the carbon footprint by 43% by using post-consumer recycled PET from plastic bottles, while maintaining the same level of performance.

www.kolonindustries.com

Jetprinted Bespoke Collection.

“WE HAVE RECENTLY EXPANDED OUR TEAM WITH NEW TALENTS IN THE UK AND GERMANY AS WELL AS IN OUR EXPORT DEPARTMENT AND WILL CONTINUE TO INVEST IN FURTHER TEAM EXPANSION.”

PROGRESSING IN PARTNERSHIPS

Unique Territoires rugs.

Being part of a family-owned company with a long-term vision also means that investment in business development is continuous, regardless of market fluctuations. “Over the last three years, top-end tufting machines have been

acquired and new projects are in the pipeline. Our integrated R&D, supported by external specialists, is always on the lookout for new technological opportunities,” says Pouille.

“Investment is also made in securing proximity to customers by recruiting sales people to offer Balsan’s range in new markets such as the Middle and

Far East, as well as in increasing local customer service and fielddesigners’ presence to provide better support for bespoke made-to-order products. We have recently expanded our team with new talents in the UK and Germany as well as in our Export Department and will continue to invest in further team expansion.”

“OUR SUPPLIERS ARE OUR REAL PARTNERS, WORKING HAND-IN-HAND WITH US ON PRODUCT DEVELOPMENTS IN TERMS OF TEXTURE, COLOUR TRENDS, SUSTAINABLE POSSIBILITIES.”

Arthon site.

Needless to say, suppliers are an integral part of Balsan’s growth, past and future. “Our suppliers are our real partners, working hand-in-hand with us on product developments in terms of texture, colour trends, sustainable possibilities,” Pouille affirms.

“Their production excellence, consistent reliability in terms of lead times and responsiveness are key to our success,” he Pouille. “In this respect, we express our gratitude to our suppliers such as Kolon, the Korean chemical and

textile manufacturer, for their continuous support, and B.I.G. Yarns, which is now entering the world of recycled yarns with its new sustainable yarn offer. “ Looking ahead, he says: “Many of our partners are now convinced that heavy commercial textile flooring made of solution-dyed and recycled yarn are what they need, and they are including us in their new programmes. For this reason, we are optimistic about the future, as the previously unfriendly environment is changing.”

CYP Colortec+

BELL GROUP HAS GROWN FROM A SMALL FAMILY-OWNED FIRM TO A HUGE PRESENCE ACROSS SEVERAL SECTORS, AND IT IS LEVERAGING THAT POSITION TO DO GOOD.

RINGING IN THE CHANGES

PROJECT MANAGED BY: DAVID GARNER

Bell Group is one of the largest service and maintenance contractors in the country, the result of over 35 years of uninterrupted growth at an average rate of 12% a year. Today, Bell Group provides services to more than 350,000 properties across the UK, every year.

It has accomplished this by presenting a high level of agility and, most importantly, the ability to learn fast. This is what allows Bell Group to facilitate solutions to each of its clients’ needs, leading to successful outcomes for more than 1,000 clients, with 92% client retention from year to year. Bell Group serves those customers through 37 branches which employ 2,500 local staff from one end of the UK to the other. This team have worked to create positive and longlasting customer experiences that set Bell apart from its competitors. This is backed up by a strong social conscience and the Group philosophy; “Believe, Be Better, Be Bell”.

A HIGHER STANDARD

What that philosophy means is that Bell Group holds itself to a higher standard, in terms of

ethics, quality of workmanship, and the collaborative approach that Bell Group takes. This is evident in everything Bell Group does and shapes the group’s organisational structure, delivery models, how it puts together self-delivery proposals and its approach to resourcing. Bell Group leverages the hands-on experience it accumulated and built upon in homes across the country to provide its customers with the right solutions. This focus on finding the simplest single solutions and its knowledge of its customers’ needs means it can retain the customer-centric approach that sets Bell Group apart.

Bell Group’s professionalism and the rapid growth that it has fuelled are self-evident. But beyond that, Bell Group has been led by a deep-rooted determination to “Do the right thing”. This is a determination that the company has pursued through its foundation and its community endeavours.

Bell Group also prides itself on its approach to its workforce and looking after the company’s key strength, its people. This means strict adherence to safety records, so those people get home safely, but also ensuring

Craig Bell, CEO, Bell Group.

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Over the past decade, WMF has developed a unique software platform that revolutionises waste management for its clients – Waste Monitoring. This innovative tool provides detailed reporting and analysis of waste generation patterns, allowing businesses to gain detailed insights into their waste management processes. By leveraging advanced data analytics, WMF’s software helps clients tailor waste solutions, enhances sustainability efforts, and reduces costs. This comprehensive approach ensures that clients receive the most efficient, cost-effective, and environmentally responsible waste disposal services available.

In July, this year, WMF will launch the next iteration of their Waste Monitoring Platform to clients like The Bell Group. This industry-leading software, owned and developed by WMF, streamlines and optimises waste disposal for businesses nationwide. The platform addresses the complex challenges of waste management, making it easier for businesses to adopt sustainable practices. WMF is so much more than the innovative software that forms the backbone of their business, some of other benefits of partnering with WMF include;

DETAILED AND ACCURATE WASTE ANALYSIS

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REAL-TIME MONITORING AND REPORTING

The customer dashboard allows businesses to monitor their waste management processes in real-time. Detailed reports help track waste reduction progress and sustainability impact. The latest platform upgrades include integration with the SmartWaste system and the UK Government’s end-of-life carbon data, enabling detailed CO2e reporting.

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Businesses can tailor their waste management plans to suit specific needs, whether it’s construction waste, general waste, recycling, hazardous materials, or specialized industrial waste.

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WMF helps businesses reduce operational costs by optimising waste management processes. Their comprehensive costing system ensures clients get the best prices for waste disposal services.

COMMITMENT TO SUSTAINABILITY

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mobility within the company so that everyone on the team has the opportunity to reach their full potential. It is a strategy that works, as seen in the fact that Bell Group’s Board includes Directors who started out as employees or even apprentices within the company.

To accomplish this Bell Group has spent time developing training programs that help its employees achieve their goals, instilling them with a sense of pride in their work. It also continues to seek out business opportunities for building employee and community skills. In fact, Bell Group is one of the largest employers of apprentices in the entire construction industry.

AN ANATOMY OF A BUSINESS GROUP

This work does not take place just within one company, but across a family of companies. At the heart of that family is Bell itself, which has been a familyowned and operated company since it was established in 1988.

Through Bell, the Group as a whole has expanded to become one of the biggest property services contractors in the UK, from a geographic coverage perspective and in terms of the size of its directly employed workforce. The firm’s largest markets include social housing, defence, work for local authorities, healthcare, education, retail, and leisure, and commercial and industrial.

Bell offers a total spectrum of property services which includes planning and project works in painting, roofing, flooring, and passive and active fire protection. Bell provides kitchen and bathroom replacements, multi-disciplinary fabric upgrades, retrofit and energy services, and response and void maintenance contracts.

Bell offers all of these services delivered by directly employed teams made up of real experts.

The same is true of its sister company within the Group, CB Contracts, which leads in the flooring, hygienic finish, and painting contractor sectors. CB Contracts specialises in delivering large-scale flooring and painting projects for the construction sector, working with names such as Farrans and Graham Construction.

CB Contracts was founded as a small painting and decorating firm in 1984, and like the Bell Group as a whole, it has seen impressive and longlasting growth in its journey to achieving the presence it now enjoys in the commercial sector.

This evolution is the result of careful, intelligent observation of CB Contracts’ own working practices to develop processes with strict adherence to quality control and a company-wide commitment to “getting it right first time, every time.” That means a commitment to understanding the needs of the

customer, a commitment that is at the heart of CB Contracts’, and Bell Group’s ethos.

Technical and management processes are constantly reviewed and improved, seeking ways to provide the best possible service before any work is commenced, again in the process of completing a contract, and even after completion.

CB Contracts has experience with a huge range of construction projects that it has built over the last 40 years, and one of the lessons it has taken from that experience is that in the field finishing trades can often end up working against one another, especially when there is a tight deadline in play.

CB Contracts’ response to that problem was to combine painting, hygienic finishing, and flooring beneath the one umbrella contractor, working together to bring down the level of waste and avoid unproductive overlaps. This not only prevents conflicts between contractors, but it also gives CB Contracts an edge in terms of efficiency and pricing, tendering for all three finishes separately or offering a combined package.

As well as CB Contracts, Bell Group also includes the residential painting business Paint My Home, which offers colour consultancy and highquality decorating services to residential homes.

As with its sister companies, at Paint My Home people are at the core of all the company’s activities, based on handpicked teams chosen on the quality of their workmanship and their customer service. As with Bell Group’s industrial and government work, Paint My Home works closely with its customers, as well as expert interior designers, estate

agents and landlords, bringing the Bell Group philosophy to a brand-new field and expanding its offer.

GIVING BACK

While the company has grown, it has also looked for ways to use its position to give back to the communities it is a part of. This is why, in 2020, Bell Group established the George and Annette Bell Foundation. The

organisation is built to leave a long-lasting legacy that will create and sustain communities and inspire people to live healthier and happier lifestyles.

The Foundation is an integral part of Bell Group’s mission to be a force for good, delivering local and nationwide projects while generating fundraising activities and offering the hand of friendship to those who most need it.

PIONEERING SUSTAINABLE CONSTRUCTION IN SAUDI ARABIA

BRIGHT FORECASTS

PROJECT MANAGED BY: DAVID HAYVIS

Kifah Precast Company (KPC) has rapidly emerged as a leader in the Saudi Arabian precast construction industry, known for its commitment to quality, innovation, and sustainability. In a recent interview, CEO Ehab Abu Salim shed light on the company’s ambitious vision and its role in transforming the construction landscape.

Kifah Precast is a leader in innovation, adopting cutting-edge technologies and developing sustainable precast solutions in our own R&D Lab to make construction more efficient and environmentally friendly. “We are now signing joint ventures with the leading International Firms and Organizations to bring sustainable technologies to Saudi Arabia, driving a more sustainable future for precast construction,” says Ehab Abu Salim.

A DECADE OF GROWTH AND EXPANSION

Since its establishment in 2009, KPC has achieved significant milestones, including securing approvals from major firms and authorities in the Kingdom. After establishing a strong presence in the Eastern Province, the company expanded its operations in 2020, opening a new facility in the Western Province to support the ambitious Red Sea Project. This strategic move solidified KPC’s position as a tier-one business and a key player in the national market.

COMMITMENT TO QUALITY AND INNOVATION

KPC’s success is attributed to its unwavering focus on quality and innovation. The company boasts a diverse portfolio of precast products and has earned a reputation for excellence in the industry. “Our commitment to quality has propelled us to the forefront of the precast sector,” states Ehab Abu Salim. “We are constantly striving to improve and innovate, seeking new ways to enhance the efficiency, sustainability, and performance of our products.”

A VISION FOR THE FUTURE

Looking ahead, Ehab Abu Salim envisions a thriving precast industry in Saudi Arabia, driven by innovation, collaboration, and a commitment to sustainability. “The potential for precast construction in our country is immense,” he asserts. “By working together as an industry, we can educate the market, raise awareness, and drive widespread adoption of this transformative technology.”

KPC’s journey is a testament to the power of vision, innovation, and a

Pipeshield is part of Tekmar Group

steadfast commitment to quality and sustainability. As the company continues to push boundaries and set new standards, it is poised to shape the future of construction in Saudi Arabia and beyond.

ADDRESSING CHALLENGES & PROMOTING SOLUTIONS

A key challenge KPC has identified is the lack of awareness about precast technology among potential clients, including contractors, consultants, and end-users. “Many are still unfamiliar with the most important benefits of precast technology,” Ehab Abu Salim observes. “Even engineers working on traditional construction projects often lack a full understanding of the advantages this technology offers.”

To address this, KPC is committed to educating the market about precast solutions, highlighting their versatility, sustainability, and potential to revolutionize the construction sector. “It’s not just our responsibility,” Ehab Abu Salim

emphasizes. “We all need to educate our clients and partners about the benefits of precast to expand the market for everyone.”

EDUCATING THE MARKET & EMPOWERING LOCAL TALENT

“In many traditional construction projects, designers may not be fully aware of the potential advantages of precast solutions,” Ehab Abu Salim observes. Aligned with KSA Vision 2030, Kifah Precast is dedicated not only to developing the technologies for precast but also educating the latest construction techniques to the whole construction industry, particularly within the precast industry. “Educating the industry isn’t solely Kifah Precast’s responsibility, it’s a collective effort. “Informing all stakeholders

– from clients and end-users to partners and competitors – is essential for the advancement of the precast industry.”

“We believe in nurturing homegrown expertise,” Ehab Abu Salim emphasizes. “We actively recruit and train Saudi engineers, technicians, and laborers, equipping them with the right skills to excel in the precast sector.” Our highly qualified professional team is committed to educating the next generation of construction leaders. This investment in talent is key to driving our company’s growth and contributing to the transformation of the industry.

UNLEASHING CREATIVITY & MEETING GROWING DEMAND

One of the major advantages of precast technology, according to Ehab Abu Salim, is the creativity. Unlike traditional construction methods, precast offers a customizable solution that can be fully or partially integrated

into projects. “Some clients are concerned about altering their building’s exterior. Rest assured, our precast solutions are specifically designed for interior use and will not impact the building’s exterior,” explains Ehab Abu Salim. “We have successfully installed precast internal partitions in many projects without affecting the exterior in many projects. This gives clients the freedom to customize their building using advanced construction techniques while preserving the building’s original appearance. This flexibility opens up a world of possibilities for customers and even for end-users.”

Ehab Abu Salim envisions a future where precast construction plays a dominant role in the Saudi market. “Once awareness grows, the demand for precast will skyrocket,” he predicts. “It will create enough work to keep all factories in the country busy. But to meet this demand, we need to work together with our peers

and competitors to raise the collective knowledge of precast construction.”

Precast construction offers many advantages. It allows for more creativity in design, speeds up construction time, and can be used to update older buildings without changing their appearance. Ehab Abu Salim believes that once more people understand the benefits of precast, demand will increase drastically and create enough work for everyone in the industry. “Securing significant investment opens doors to accelerate our growth and expand our technological capabilities,” Ehab Abu Salim explains. “Our ultimate goal is to generate substantial cash flow, enabling us to adopt even more technologies that will reshape the construction industry, particularly the precast sector.”

EMPOWERING LOCAL TALENT & FOSTERING COLLABORATION

KPC is also committed to empowering local talent and reducing reliance on foreign expertise. “We need to transfer this knowledge from expats to local construction leaders,” Ehab Abu Salim states. “We have a wealth of capable Saudi engineers and technicians ready to embrace this technology.”

Moreover, we are proud to have the highest Saudization rate in the precast sector, not only in engineering but across all departments which demonstrates our confidence in the capabilities of our local workforce.

CONCLUSION

Finally, KPC’s success story shows that with the right vision, innovation, and dedication to quality and sustainability, it’s possible to change an entire industry. They are a role model for other companies looking to make a positive impact in their field.

TG LYNES, ONE OF THE UK’S LEADING SUPPLIERS OF HEATING, PLUMBING AND AIR MOVEMENT MATERIALS, HAS BUILT UP AN EXCEPTIONAL REPUTATION FOR THE QUALITY AND RELIABILITY OF ITS SERVICE, LASTING OVER A CENTURY.

PROJECT MANAGED BY: TREVOR GRETSINGER DRIVEN

Based in Enfield, north London, TG Lynes celebrated its 110th anniversary two years ago, an important milestone and testament to its long-lasting dedication to serving the trade for both domestic and commercial applications, while focusing on quality and integrity.

The foundations of the company were laid by Thomas George Lynes, a carpenter and engineer who launched the business in King’s Cross in 1885. Under his son’s management the business became a builders’ merchant and ironmonger and continued to grow rapidly. In the 1930’s the company was incorporated as T.G. Lynes & Sons Ltd. Managing Director Andrew Ingram explains that nine years ago, the company was acquired by Grafton Group, which

significantly strengthened the company’s position. “We enjoy strong support from our parent company for the endeavours that we want to develop with regard to sustainability and site enhancement, while continuing to operate as a self-accounting business.”

EFFICIENT ONE-STOP-SHOP

The company stocks industryleading brands and supplies thousands of products including valves, steel and copper tubes and fittings, press systems,

Lawton Tubes is proudly partnering with TG Lynes to supply 100% sustainable copper tubes. As a fourth-generation family business with over a century of experience, we lead the industry in quality copper tubes, pipes, and fittings, and have become a trusted household name.

We’re launching our press-fittings range in August, which are compatible with BS EN 1057 copper tube, it has a Lawton black pressing indicator, M-profile, WRAS approved, includes a leak before press O-ring, and as our customers are our top priority, we include a 30-year warranty.

Our motto is #ProperInCopper, and our customers choose us for unmatched reliability, 100% sustainability, and a legacy of excellence.

E: sales@lawtontubes.co.uk

T: +44 (0)247 646 6203 www.lawtontubes.co.uk

composite and plastic plumbing, drainage solutions and support systems and tooling.

TG Lynes premises in Enfield include a modern 60,000 sq. ft. warehouse facility and a 2,000 sq. ft. trade counter. This footprint allows the business to hold extensive levels of stock, giving customers the assurance that key products will be available for collection whenever required, and allowing them to get on with their work quickly and efficiently.

Andrew Ingram explains that TG Lynes operates in a very fastpaced and dynamic industry that requires experience, a fast response and flexibility. And this is what TG Lynes can offer. “We have a lot of experience within the business – some of our colleagues have been with us over 30 years, which is phenomenal. We also have immediate stock availability and the ability to supply products where and when our customers want them,” he says.

“SUSTAINABILITY IS NOT JUST A BUZZ WORD FOR TG LYNES – IT HAS

“Our warehouse operation lies at the core of the business, but all our departments work together, relying on each other, operating successfully as one unit. The trade counter allows customers to arrive and get everything that they need, including from our Plant Hire Dept. In that regard, we can also operate as a one-stopshop, enabling our customers to order their fittings as well as the tooling to fit them. This not only saves time and money, but also helps reduce the impact on

the environment with all items either being delivered through one single vehicle journey or collected together,” he explains.

He points out that the plan is to grow the tool hire service, which today accounts for about 5% of the business. “We are also able to offer a full recalibration and service proposition for some of the tooling, further enhancing our one-stop-shop capability, and making our customers’ lives easier.”

LEADING THE SUSTAINABLE WAY

TG Lynes services cover the south-east corner of London and the home counties on a next-day delivery basis, extending to Norfolk, the Midlands and all the way down to Southampton. Working closely with suppliers is an integral part of that operation, says Andrew Ingram. “We have very close, almost symbiotic

working relationships with our suppliers. Our suppliers are clearly fundamentally important to us, making sure we have the right products at the right time, thus helping the continued success of TG Lynes.”

He further affirms that in addition to fast response, sustainability is a main focus for the company, and the business is proud to be driving forward one of the most progressive and forward-thinking sustainability programmes in the heating and ventilation industry.

Just recently, TG Lynes became one of the first businesses to operate a 7.5 tonne electric truck on the streets of London, making the company lead the way in the sustainable transport charge. Fully electric 7.5 tonne trucks are just entering mass production and there are only a few currently operating within

Andrew Ingram, MD, TG Lynes

London. Out of TG Lynes 22 commercial vehicles, three are now electric, says Ingram, operating in London on a daily basis.

The introduction of the battery-electric truck is the latest step on the road to net zero for TG Lynes. Last year the business introduced lowcarbon Hydrotreated Vegetable Oil (HVO) vehicles to its 18 & 7.5 tonne fleet, making them 90% more carbon-efficient as they carry out daily deliveries to sites across London, the Southeast, East Anglia, and the Midlands.

The business has also installed a 10,000 litre HVO tank at its base for easy onsite refuelling, along with a new electric dropside van, and invested in a 110kW solar system on the roof of its headquarters, providing more than 50% of the energy required for operations. Furthermore, all imported electricity comes from 100% certified renewable sources.

“So, while we strive to operate as efficiently as possible, everything is geared around reducing emissions directly and indirectly,” says Ingram.

EXPANDED BUSINESS

He affirms that as the business is expanding, environmentally friendly operation will remain a priority. “We are taking decisive

action to ensure we are doing everything we can to lower our impact on the environment. Sustainability is not just a buzz word for TG Lynes – it has authenticity. And we do not rest on our laurels. We continue to review our policies at intervals to make sure we can make further gains, such as in recycling.”

In concluding, Ingram acknowledges that investment in enhancing the physical elements of the Enfield site also continue. “A few years ago, we installed a new mezzanine floor which is now fully utilised, and we have also started to utilise vertical expansion with high-level storage options. The next stage is another warehouse extension project which should begin early next year. This will bring us another 7,000 sq. ft. This is exciting, as having more space simply allows us to expand our portfolio and further improve the service to our customers.”

“SUSTAINABILITY IS NOT JUST A BUZZ WORD FOR TG LYNES – IT HAS AUTHENTICITY.”

TOUAX’S MODULAR BUILDING ARM PROVIDES A COMPETITIVE, HIGH-QUALITY SERVICE ITS CUSTOMERS CAN RELY ON.

A COMPLETE MODULAR SOLUTION

PROJECT MANAGED BY: DEAN BROWN

As part of the Touax group of transportation companies, Touax Modular Building Solutions develops tailor-made, innovative and rapidly manufactured buildings to meet the needs of a range of clients across the African continent. The firm is equipped to construct a range of buildings from worksite modular units to storage sheds, to advanced technological buildings to telecom shelters and mobile telecom units. Touax’s manufacturing plant has been designed to adapt to its clients’ needs by offering quickly implemented, quality solutions at a competitive price. Drawing on its long experience, Touax is now expanding in Europe.

We are an old company that has been working in the transportation sector for 170 years. We have been listed on the stock exchange in 1906, but we are still quite a small, family-owned company,” says Thierry S. de La Brelie, Managing Director of Touax Group.

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Thierry S. de La Brelie, MD of Touax Group.

As a transportation company, Touax is long established as a global player in the leasing of sustainable transportation solutions. The Group has 1.2 billion euros of assets under its management, managed by a team of 250 permanent employees across three main markets. The first of those markets is rail freight, which is 75 billion euros and manages 700,000 wagons in Europe and 320,000 in India. The second is freight barges, which are worth 30 billion euros, handling 6,000 barges in Europe and 25,000 in the Americas. Finally, there are freight containers, worth $124 billion, handling 54 million containers worldwide and transporting 53% of freight by value.

Across all of these markets, Touax’s position is underpinned by a strengthened CSR commitment. Touax has created a dedicated CSR committee chaired by a member of the supervisory board and joined the UN Global Compact initiative to align with its ten universally accepted principles on human rights, labour, the environment, and anti-corruption. The Group has received an Ecovadis 2023 Gold Medal for its second-ever financial rating, putting it in the top 5% of companies across all business sectors, as it received 70 out of 100 as part of the EthiFinance 2023 campaign, a six-point improvement on its 2022 performance. The firm is implementing a Green Finance Framework linked to the EU taxonomy to support its green financing, so that 75% of the firm’s financing is sustainable in nature.

“We are quite green, by nature,” La Brelie tells us. “The areas we focus on, river barges, freight railcars, containers, and modular buildings, all

come down to low carbon transport, intermodal and low carbon construction. We have been awarded a gold medal by Ecovadis, and our modular building factory is ISO 140001 certified. We try to work with infrastructure and low-impact clients because there is a way to go on that road. In Europe we are the second name for intermodal railway freight, and the first for river barges and containers.”

BUILDING A SUSTAINABLE FUTURE

Touax Modular Building Solutions creates buildings, primarily for the African market, through modular manufacturing methods. Touax-manufactured buildings have seen use in the education sector, for care centres, hospitals, housing, including student housing, and the industrial sector. It has developed innovative solutions that can provide a bespoke response to real estate infrastructure needs in Africa and Europe. From the simplest to the most complex construction challenges, Touax’s approach enables customised, aesthetically pleasing, and scalable buildings that stand up to the most demanding safety, environmental and construction standards.

With 20,000 square metres of plant area at its disposal, Touax is able to work at scale. The firm has worked with big names in the mining sector to provide infrastructure for their projects. It has built the base camp for workers on a hydropower dam construction project, including all the necessary buildings.

“People do not just want a building. They want a full solution,” La Brelie says. “That is what we provide - a full solution. That includes solar panels, water treatment, everything. A truly turnkey solution.”

Those solutions are underpinned by high standards. Whether it is working in Europe or Africa, Touax works according to European standards, alongside international groups that expect international standards.

“They ask for higher standards, and that is what we provide,” La Brelie tells us.

A MODULAR HISTORY

Touax’s history dates back to 1853, but the story of its modular construction business begins with its launch in 1973. In 1982, another firm, SACMI was created, which was acquired by Touax in 2012, leading to the creation of Touax Modular Building Solutions.

Both companies were founded on the principles of modular construction.

“With traditional construction, you do the construction on site, while with modular building we manufacture the building in a factory,” La Brelie explains. “It is

much more efficient to do it that way because it is an industrial process.”

As well as being more efficient, modular construction is 50% faster, and 20% cheaper. It also offers energy savings of 67% and a 90% increase in recyclable and reusable materials alongside a 40% reduction in emissions during construction.

“At each and every stage there is quality control,” La

Brelie shares. “We control everything so that when it is finished, it is finished, and to the level of quality our clients demand.”

“Using traditional methods you need to use water to make cement and take the time to let it dry,” La Brelie points out. “Using the modular way of building we do not use any water. We have no water consumption whatsoever.”

A WORLD CLASS OPERATION

The differentiators of modular construction are clear, but even within the modular construction industry, Touax stands out. But that does not mean there is no competition.

“There is a lot of competition in Africa, primarily from smaller competitors who do not follow our norms or standards,” La Brelie says. “They do very low-quality buildings at a very, very cheap price. If we stay in the pure modular building units market, we cannot do anything, because this market is all about pricing, so we have to be very low in price without compromising our quality. With good quality at low prices, we tend to have very small margins. That is why we expanded our turnkey solutions offering where our smaller competitors do not provide the necessary levels of quality.”

The firm is already present in over 20 African countries while continuing to expand in Europe, on its way to becoming the benchmark name in modular construction. To further that goal, Touax has 50 years of experience to draw upon. Including 40 years in Morocco where it has established itself as the leader in modular and industrialised construction, creating a vast reservoir of knowledge and expertise.

That knowledge is being put to work in the Touax factory, which uses Lean Six Sigma methods so that its customers can benefit from exceptional industrial performance by offering modular buildings with the best quality and price ratio on the market.

“Our motto is to be on time, and in full,” La Brelie says. “I do not do anything extraordinary. I believe it should be normal if my customer asks for a guarantee for a given day, that we provide

it on that day. We can do that thanks to the Lean Six-Sigma methods.”

As well as ISO 14001 certification, Touax has also achieved ISO 9001 quality certification, and ISO 45001 certification for occupational health and safety.

Of course, this is all made possible by the team that Touax has behind it.

“We have a very good team, very focused, and they love the company,” La Brelie says. “It is like a family. They know what they are working for. We have unions but we do not have an adversarial workers against managers culture. We all work together for a better life for everybody with a very good company culture. We care

about customer satisfaction, but we also care about employee satisfaction.”

JOURNEY TO INDUSTRY LEADERSHIP

Touax knows how to get where it needs to be. After all, to be a modular manufacturing business with international reach, a company needs the capability to move whole buildings by water or sea to where they are needed.

The company has laid out a clear strategy to achieve the prominent market position it is aiming for. The foundation of that strategy is the value proposition it offers its customers, a turnkey solution alternative to traditional construction methods within budget and on time. But overall,

that strategy can be summarised in two words - volume and margin.

Volume means investing in research and development to create a stronger quality building ecosystem, digital marketing for greater visibility, and a customer focus for higher sales performance. That customer focus includes customer voice analysis, partnership development in Morocco, Côte d’Ivoire, Guinea Conakry and Mali, and new developments in the Netherlands, Germany, and Poland.

Margin means product improvements that drive greater customer satisfaction and increasing productivity in its manufacturing and operations to create a more affordable product. It also means developing a sourcing and logistics strategy that integrates the supply chain for customer satisfaction.

It is a vision La Brelie wants to share with the company at every level.

“The workers understand that we work for the satisfaction of our customers. We create more volume and more margin,” he explains.

These values have led to the development of a process that Touax brings to all of its modular construction projects.

The first stage of that process is design, a process that Touax undertakes alongside the customer to create a tailor-made solution following an analysis of their needs and budget with a team of architects and specialist engineers.

“We have an in-house design team who will discuss with the customers what they want,” La Brelie says. “That is what we have an internal design office for.”

Once the design is complete, it is taken to Touax’s factory in Morocco which has a large production capacity, and the flexibility and reactivity necessary to adapt to changing needs on the fly. That flexibility is also possible thanks to the stock of modules and materials it has at its disposal, alongside a wide range of materials and finishes.

Then the next stage is transportation.

“We do the manufacturing piece by piece,” La Brelie explains. “Everything goes into 40-foothigh cube containers that can be combined up to ten modules at a time to create the equivalent of a 150-square-meter building once it has been transported to the site for assembly.”

One of the key aspects of the modular construction model is that assembly is straightforward.

However, Touax still maintains a hands-on approach to assembly where possible.

“If we are close to the site we send our own people for final assembly,” La Brelie tells us. “If the site is far away, we send supervisors to oversee assembly and hire people locally.”

Finally, the keys are handed over, on time and in full.

“It is actually more common that there are delays from the customers’ side,” La Brelie confides.

FEEDING THE ENGINE

The tools and the talent are in place, but to keep the engine running Touax needs to find customers with projects big enough to feed that engine.

“Every year we work on two or three big projects, the kind of projects like the campus of the University of Morocco, at 16,000 square metres, or the 28 high schools we have built on Côte d’Ivoire covering 3,500 square metres on 35,000 square metres of land. We are working with a basecamp for a big mining project in Guinea that will become the biggest mine in the world, and at a dam in Senegal. The challenge for us is to be able to have one of these big contracts every year, planned in advance.”

These big projects are mixed in with a plethora of smaller modular building projects, creating a broad base of jobs for the company.

“There is a good future in the modular building arena,” Le Brelie says. “It is taking market share from the traditional construction sector because it is quicker and less expensive and there is a lot of innovation going on with lower carbon emissions. We will continue to be customer-focused, achieving our guarantees and providing the time and quality the customer needs.”

BUILT TO LAST

PROJECT MANAGED BY: CAMERON BEAZER

WITH INNOVATIVE DEVELOPMENT, TRIED AND TESTED QUALITY ASSURANCE, TOUGHBUILT’S TOOLS ARE ESTABLISHING THEMSELVES AS ESSENTIAL FOR THE CONSTRUCTION INDUSTRY.

ToughBuilt’s emphasis is on innovative products as an advanced product designer, manufacturer, and distributor. The company has a focus on tools and accessories for both the construction professional and the do-it-yourself enthusiast. Under the ToughBuilt brand name, it markets and distributes to construction and home improvement customers alike, serving a tool industry market worth billions of dollars.

To meet the needs of these markets, ToughBuilt relies on its in-house design team, to create products to meet the demands of a wide range of customers. For over ten years the company has experienced significant year-on-year sales growth built on those products.

Today ToughBuilt’s product line covers three major categories, alongside an additional selection of product ranges in various stages of development, including Soft Goods & Kneepads and Sawhorses & Work Products.

FASTER, STRONGER, SMARTER

ToughBuilt’s mission is to sell innovative products of a superior level of quality to the building and home improvement communities. This is made possible through a culture centred on enlightened creativity and enhanced performance. ToughBuilt creates products that improve the experience of its customers and build high brand loyalty.

ToughBuilt wants its customers to build faster, build stronger and work smarter, and its products are the route to doing that. The key is in how it creates those products. ToughBuilt has established a tried-and-true process that involves researching how the professionals work and then creating tools that save them time, hassle, and money. The golden rule is that if ToughBuilt cannot make a tool better, it will not make it.

The solutions ToughBuilt provides can seem obvious, often inspiring the response “I wish I’d thought of that.” The designs are informed by hours of watching construction professionals work while looking for places where work can be made easier, better, or faster. Yet at the same time, the construction sector is a field in which workmanship is everything, and these are tools built to last. New products are engineered, tested, and verified in the United States. Once the design is approved and ready to enter the production line, it is manufactured to the strictest quality standards, backed up by a Limited Lifetime Warranty.

Grow Better

WHEN THE GOING GETS TOUGH, THE TOUGH CHOOSE GREAT BEAR

A key to the impressive growth of ToughBuilt in the UK has been the strategic partnership with Great Bear Distribution. This alliance has enabled ToughBuilt to enhance it’s market presence and operational efficiency across the UK.

Great Bear Distribution, a leading UK ambient 3PL provider, has been instrumental in facilitating ToughBuilt’s expansion. Known for their sophisticated supply chain management, Great Bear has provided ToughBuilt with a robust logistics framework essential for their growing needs. With over twelve million sq. ft. of warehousing located strategically across the UK, Great Bear ensures that ToughBuilt’s products reach customers swiftly and reliably.

David Walton, General Manager, Great Bear Nottingham, highlights the seamless transition from ToughBuilt’s previous 3PL provider, marking the beginning of a thriving partnership.

“The short courtship to contract confirmation and commencement underscored our mutual commitment to success. The transition was smooth, addressing previous service level challenges efficiently,” said David

“This transition was not merely operational but strategic, helping kick-start ToughBuilt’s e-commerce operations, especially through primary retailers’ websites, enabling them to enhance their market reach.”

“Our relationship is evolving through a collaborative, flexible, and proactive approach, while maturing into a great partnership built on trust and a shared vision. We’ve aligned our operations to support ToughBuilt’s growth trajectory, ensuring their supply chain is both resilient and responsive.”

Great Bear’s dedication to understanding ToughBuilt’s unique requirements and delivering bespoke solutions has established solid foundations for a strong future proof long term partnership.

www.greatbear.co.uk

www.deepbluelogistics.co.uk

But while ToughBuilt differentiates on value, it is still able to compete on price. As a company of tradesmen, designers, engineers, and manufacturing experts, ToughBuilt takes pride in value engineering every one of its tools to offer unprecedented performance, but at an affordable price.

TOUGHBUILT CREATES PRODUCTS THAT IMPROVE THE EXPERIENCE OF ITS CUSTOMERS & BUILD HIGH BRAND LOYALTY.

Its products are inspired by the construction industry and designed to make its work easier and more affordable, but that is only the beginning. The company also provides an avenue of communication for its customers to inform and improve its output, welcoming constructive criticism and comments that will make the next line of ToughBuilt products even better.

BUILDING THE BUSINESS

As well as building tools, ToughBuilt is also building a path to future path to growth for the business. This year the company has successfully obtained a letter of credit from King Trade Capital. The new credit line will strengthen ToughBuilt’s purchasing power by at least $30 million a year, opening up exciting possibilities for the company’s future.

The credit line reinforces the firm’s commitments and strengthens relationships with its existing and new retail partners and factories, unlocking enhanced operational efficiencies, growth, and costeffectiveness.

“We believe our arrangement with King Trade Capital will fuel our agility in sourcing and meeting demand for our current and new customers. Our relationship will allow us to fulfil and optimize our direct import orders, as needed,” said Michael Panosian, ToughBuilt’s Co-Founder and CEO. “We intend for this alliance to demonstrate the Company’s growing financial maturity as we follow our path to cashflow positivity and continue to press toward greater shareholder value and profitability.”

AN INSPIRED NEW RANGE

The new credit line has opened up as ToughBuilt is accelerating its own growth through the expanded StackTech® Ecosystem. ToughBuilt has announced an additional 16 SKUs have become available for the StackTech® Mobile Storage Ecosystem.

Last year saw ToughBuilt enter the stacking tool storage and toolbox market, disrupting its competitors in the industry with the world’s first autolocking stacking storage solution with 14 unique features. It is a market category forecast to expand at a CAGR of 8.3% from 2022 to 2032. By 2032 the market share is expected to reach $6.8 billion.

The company is also continuing to expand its product range with another 16 new additions to its StackTech® mobile toolbox system, bringing its range to a total of 24 SKUs on offer through stores and online retail.

“In order to assist in our endeavour to achieve profitability and shareholder value, we did not just take new austerity measures to make cuts in overhead and headcount, adjust prices, lower shipping costs, and hone our processes; we have also launched numerous innovative product lines in different categories to generate additional revenue,” Panosian has stated. “I am especially proud of the performance of this expansive StackTech line of storage solutions, which creates impactful revenue, which we believe will accelerate our progress toward reaching our fiscal goals.”

The products have already created a stir on social media, attracting over 20 million impressions and drawing engagement from skilled labour media channels. In response to those high levels of digital word-of-mouth, retail has responded on a global scale. Since the range was launched last October, the StackTech range has transformed the market thanks to the multiple patented advantages, unrivalled functionality, and the solid durability it offers. In January, the range was further expanded to meet the unprecedented demand the system has inspired.

With even further growth projected for years to come, ToughBuilt is set to live up to its name.

UK-BASED AXIL PROVIDES EXPERT SOLUTIONS IN AN AREA THAT IS RAPIDLY BECOMING A PRIORITY FOR MANUFACTURERS –EFFECTIVE, COMPLIANT, AND SUSTAINABLE WASTE MANAGEMENT.

SUSTAINABLE WASTE MANAGEMENT

PROJECT MANAGED BY: TREVOR GRETSINGER

As the global focus on environmental protection increases, so does the need to effectively manage industrial waste in line with stringent regulations. Axil is dedicated to providing flexible, integrated waste management solutions that bring clear, tangible benefits to manufacturers.

Axil was founded in 2018 by Managing Director Edward Pigg and has achieved an outstanding 570% surge in sales volume in the last six years. Based in Corby and Cannock and operating across the UK, Axil started with just 34 people, but now employs over 200 team members.

Today, Axil delivers industry-leading total waste management solutions to a growing customer base of some of the most recognised

UK manufacturing brands and critical sectors including Beko, Lush, LEVC and BMW Group.

“Our growth has been organic, which is unusual in our sector,” says Pigg. “We set out with the clear goal of supporting customers in achieving sustainability and environmental excellence while reducing cost. Virtually all the waste we collect, except asbestos, is recycled, and we save transport costs for customers by introducing baling equipment to site.”

ROBERT HOPKINS ENVIRONMENTAL

Robert Hopkins Environmental is one of the longest serving Authorised Waste Management Service providers in the UK, with a reputation second to none in providing a swift, effective, and reliable service for collecting and disposing of hazardous and non-hazardous waste. Our company was established as a family business in 1920 and is still 100% owned and operated by the Hopkins family today. We have grown organically through expansion of our service offering, continuing to build on our reputation that our customers trust for the highest standards and most dependable service.

At Robert Hopkins Environmental we pride ourselves on being a one-stop solution for customers requiring waste management. To support this, we have continually invested in a modern fleet, state-of-the-art facilities, and expert industry professionals to deliver unparalleled service quality.

Our on-site laboratory, equipped with cutting-edge technology, enables us to provide accurate waste testing, ensuring the correct categorisation and safe disposal of waste materials. Additionally, our in-house Industrial Cleaning division affords companies a complete service, including transportation and disposal of liquid waste streams such as oil and water, acids, alkalis, aqueous waste, solvents, and fuels.

With a team of handpicked industry professionals, Robert Hopkins Environmental can provide practical, commercially viable solutions to handle specific waste management requirements quickly and effectively. We recognise the importance of investing in the future workforce. To this end, we have implemented a comprehensive Graduate Training Scheme, alongside a state-of-the-art in-house training facility, to nurture the growth and development of aspiring environmental professionals as well as the ability to support our experienced team members.

This commitment extends to our focus on TFS disposal and repackaging for R1 disposal status, demonstrating our dedication to sustainable practices and environmentally conscious waste management and we have routes for the following waste streams;

Oily Rags Contaminated Packaging

Oil Sludge Tank Bottoms

Grinding Sludges Filter Cakes

Press Sludges Solvent Sludge Flam solids Paints and Resins

Isocyanates

At Robert Hopkins Environmental we offer a wide array of services that cater to every hazardous waste requirement, including:

* Bulk waste tipping and transportation services via skips and hook lift containers

* A large transfer station equipped with dedicated bays for sorting, segregating, and processing various dry waste streams, such as contaminated packaging, grinding sludges, filter cakes, press sludges, and general waste.

We are constantly shaping the business for the future enabling us to grow our services, and our commitment as the Midlands Number One Waste Services provider. Contact us for more information on how our core values and commitment to our customers can contribute to your waste management goals.

www.roberthopkins.co.uk

PARTNERSHIP APPROACH

Pigg explains that the company focuses primarily on the manufacturing sector that tends to have consistent streams of waste. “Our competitive advantage is that we provide an integrated service- we manage all of our customers’ waste streams. As a one-stop-shop for waste management, there is no need for them to have complexities and sign contracts with multiple suppliers. This fullservice approach is the safest and most efficient way to keep their business waste compliant.”

“97% of the waste we collect is recycled. Recyclable materials can be sold, reducing costs by putting waste back into circulation through reuse or recycling,” Pigg explains.

“Our gain share model means we are dedicated to unlocking previously unidentified rebates that go back to the customer. This approach not only supports our customers’ environmental goals but also strengthens our partnership with them, reinforcing our commitment to shared success.”

“The most challenging stage of a partnership is the very beginning, when we are implementing the contract, because that’s the time when both parties are getting used to each other. As a supplier, we set high standards to ensure excellent service, and customers may find this a bit challenging at first. However, once we overcome that initial period, everything normalises, and our service aligns perfectly with the customer’s needs.”

BEST PEOPLE, BEST WORKPLACE

Axil’s rapid growth and industry leading reputation are rooted in its dedicated workforce. Pigg says: “I’m genuinely confident that what makes our business different is our people. We make absolutely sure that our people are happy – we pay well, we have introduced incentive schemes, we provide tailored training and development. We really try to look after our frontline people, because without them, I haven’t got a business.”

Indeed, the company is well recognised as a good employer that looks after its people. “We manage our people differently than our peers in the sector, making us a destination for good people. Our workplace is not just about tasks – it is a space for fun, exploration, innovation, and growth. We’re all about pursuing excellence while enjoying every moment.”

The investment made in Axil’s workforce has clearly paid off – the company has recently been recognised as one of The Sunday Times Best Places to Work in the UK 2024. “97% of our employees express pride in being part of the organisation, with everyone dedicated to providing exceptional service. This recognition mirrors our commitment to

creating a workplace where everyone feels appreciated and motivated. It is even more valued as my people don’t sit in the comfort of offices – 70% of my staff work in challenging conditions, in all weathers, outside, handling waste, yet they still love being part of the company.”

Pigg speaks highly of the young generation. “Some of our best staff with the most potential are our youngest, the ‘Zoomers’ we have employed straight from school or through apprenticeships. It’s been great to see how they’ve developed over the years, with promising careers in front of them.”

“On the flip side, our experienced colleagues bring invaluable expertise, creating a dynamic blend of youthful drive and mature experience, creating a spirit of great teamwork and collaboration,” he says, affirming that the company will remain committed to preserving its defining family culture, emphasising equality and camaraderie.

ON TRACK TOWARDS AMBITIOUS TARGETS

The collaborative culture extends to Axil’s suppliers. “We see our suppliers as true partners. It is important that when our customers have an issue, our suppliers can help us.”

Such close relationships were a clear advantage during the pandemic, which was seen as an opportunity, rather than a hindrance, he continues. “We remained flexible and continued working during the pandemic. When a company needed to dispose of Covid testing waste, we provided a solution that became a multi-million-pound opportunity. From that moment we never looked back – we set up a logistics business in just five days flat, becoming the only waste management company to provide this service at that time.”

With this attitude and determination, it comes as no surprise that Axil expects no downturn in its growth.

“We have a track record of meeting manufacturers’ tough requirements, and we have the right people in place. Our ambition is to get us somewhere close to £50 million turnover over the next 12 months. Essentially doubling the business, and we are on track to meet that target.”

Find out more at: axil-is.com

BRISTOL BEER FACTORY MAKES GREAT DRINKS, BUT IT IS ALSO A VALUABLE CONTRIBUTOR TO THE COMMUNITY.

BREW WITH A VIEW

PROJECT MANAGED BY: DECLAN JONES

Bristol Beer Factory is the place where the history and cutting edge of the beer industry meet. The company itself celebrates its 20th anniversary this year, while the building it occupies has been brewing beer since 1836. It is from this building that Bristol Beer Factory has been a pioneer of the last couple of decades’ brewing trends; from Milk Stouts to American-style West Coast IPAs.

We have been right up there with the first breweries making these beer styles,” says Sam Burrows, Managing Director of Bristol Beer Factory.

As well as brewing, Bristol Beer Factory also serves its beer at the four pubs it operates across Bristol, each with its own identity. Employing a team of 26 people at the brewery and 75 across its pubs, Bristol Beer Factory has forged itself a strong position as an SME. But more than that, the brewer uses its position as a platform to support the community it is a part of.

BREWING FOR THE COMMUNITY

“The key parts of our business are our purpose and the community-driven aspect of the business,” Burrows. “We have a big program, Brewed to Give, that amounts to a 2% tax on total brewery sales. We invest that back into raising up our local communities. This year we invested £80,000 of our stock, space, equipment, and other resources into helping community projects make as much as possible from their fundraising. Last year we worked with 180 charities and community groups raising £200,000 in unrestricted funds, which is an

unbelievable amount of money going directly back into our communities.”

Support is not limited to space and stock. Brewed to Give also offers direct financial support to those where alcohol is not a natural partner, such as homeless or children’s charities. But Bristol Beer Factory is looking to build on Brewed to Give’s capacity to help the community by bringing in its business partners and suppliers to add their support. The firm’s hop supplier is already donating 2% of its contract to the scheme.

Beyond donations, Bristol Beer Factory has also collaborated with mental fitness charity TalkClub to develop the iconic 0.5% Alcohol-Free IPA, Clear Head.

“When you are making beer there’s a mashing in process,” Burrows explains. “As the malted barley is mixed with water in the mash tun, it is typically a temperature of 65 to 68 degrees. Instead, we use a hot mash technique which means we mash in at over 90 degrees. Then we use a maltotriose-negative yeast strain that limits fermentation, so it does not create as much alcohol and then we treat it like any other beer we produce. It is all about the initial brewhouse work and fermentation.”

CO2 CAPTURE SOLUTIONS FOR FOOD AND DRINK PROCESSES Earthly Labs

EARTHLY LABS

Earthly Labs’ small-scale carbon capture technology is designed to serve the needs of emission sources such as craft breweries, wineries, distilleries, commercial greenhouses and other small to medium sized industries. We offer a full solution including CO2 capture hardware, software, installation, engineering and real-time remote monitoring services – capturing the CO2, purifying, monitoring and recycling, to keep it out of the atmosphere. With each customer, we focus on converting molecule to value, reducing emissions, reducing costs, and creating new market opportunities in the circular CO2 economy. The first commercial application for our CiCi® CO2 capture technology was CO2 recovery and reuse for craft breweries, reducing CO2 emissions while reducing CO2 costs and supply chain volatility.

CiCi® CO2 emissions monitoring and reporting software controls gas processing, while providing real-time alerts so customers can let our units run 24x7 unmanned. The remote dashboard also allows the team to track via mobile phones or desktops, running reports offline and assessing CO2 capture volumes.

We have developed a customer onboarding and implementation process that tracks and monitors customer success – from kick-off meeting to delivery to installation and post-sale support. Our team members have deep understanding of the industries we serve so we can integrate our solution knowledgeably, train team members effectively, and install equipment confidently, with minimal disruption to your processes.

Available in three different models; Oak, Elm and Teak, according to capacity and site requirements. Contact an expert at earthlylabs@chartindustries. com or go to www.earthlylabs.com to find out which model is best for your operation.

The TalkClub charity had its first session at Bristol Beer Factory, and the brewery gives 5% of all ClearHead sales directly back to the organisation.

Talking with Burrows, it is clear this work is a core purpose of the company, not simply a marketing exercise.

“These are genuine stories. There is no greenwashing,” Burrows shares. “The people of Bristol, and our customers can see that this is not some PR ploy. This is us doing the right thing as a business to give back to our communities.”

A TIME TO INVEST

Of course, as well as helping with the challenges Bristol’s communities are facing, Bristol Beer Factory has also had its own challenges to overcome, particularly as a brewer whose primary market has always been the hospitality industry. Covid hit the company hard, but with that challenge came an opportunity to build back better.

“When 90% of our customer base shut, we did the opposite of the typical British mentality of cutting when things get tough,” Burrows says. “Instead, we invested in gaining market share, investing in people and equipment while evolving the brand of the whole business.”

Sam Burrows, Managing Director of Bristol Beer Factory.

Bristol Beer Factory sold its bottling line and invested in a canning line, while expanding its product offering through new products such as Clear Head, and its new lager, Infinity.

“We used that time to complete projects that otherwise would have taken two or three years to do alongside running a business in full swing,” says Burrows. “When we came out of lockdown it was with an updated portfolio, and we have never looked back since. Covid was one of the best things that happened to us as a business.”

These are not the only changes that Bristol Beer Factory has seen. The company has also overhauled the way it brings in talent. In the past, the company has recruited using traditional recruitment ads, but recently they have changed methods to increase the diversity of its staff.

“We really wanted to actively increase our diversity to bring it in line with that of Bristol as a city, and in doing that the challenge is where to recruit,” Burrows says. “We have adopted a guaranteed interview policy for people with protected characteristics and meet our minimum criteria. For applicants with protected characteristics who are not sure if they fit our criteria, we tell them to apply anyway and let us decide. These are simple changes to the language we use, but when people see we are taking it seriously it encourages them to apply.”

It has already yielded results. Since Bristol Beer Factory introduced this new language, Burrows has seen a 900% increase in diverse applications.

But Bristol Beer Factory is not stopping there – Burrows has big plans for the future. First, while the company’s current home has a long and proud brewing history, as the firm grows it needs something bigger.

“It is a challenging place to be in from a logistical point of view,” Burrows says. “We have a lot of residents around us, this area has been developed considerably. So, we are building a new brewery which we have been working on for three years.”

It has been a challenge to find the right location as industrial facilities have been turned over to residencies.

But Bristol Beer Factory has found a location in its current South Bristol postcode and is building a facility there that will be completed in September, to start brewing beer in October.

At the same time, as well as monitoring its impact on the local community, Bristol Beer Factory is also assessing its environmental impact.

“We have been making a lot of investments and acquiring new technology including CO2 recovery, vapour heat recovery, with the aim of reducing our carbon impact per litre of beer,” Burrows says.

As with the firm’s social initiatives, Burrows is keen to show that the firm’s work is about material results, not just public relations.

“I use the word greenwashing a lot because it is everywhere,” he explains. “If businesses are assigning themselves to projects and supporting them that is great, but we are raising up communities. The partners we are working with are real and we are transparent about the way we are supporting them.”

Burrows is equally transparent about Bristol Beer Factory’s future goals.

“My aspiration is to be not just the best brewery possible, but the best business possible, and we are on the right road to that,” he says.

A

FEW YEARS AGO MAYNE PHARMA WAS IN DIRE STRAITS, BUT FROM THERE THE COMPANY HAS SEEN A DRAMATIC TRANSFORMATION.

LEADING WOMEN’S HEALTH

PROJECT MANAGED BY: DAVID HAYVIS

Mayne Pharma has been around for over 18 years, but over the last couple of years it has been undergoing a transformation, capitalising on its dermatological and women’s health product ranges in the US market.

But that transformation is the result of a dramatic turnaround.

“The company was virtually bankrupt in 2022,” says Shawn O’Brien, CEO of Mayne Pharma.

“We sold a major business for $475 million to put money on the balance sheet and pay off our debts, then focused on selling women’s health products and generics.”

It was a strategy that helped change Mayne Pharma’s fortunes, leading the company to $185 million in profits in 2023, and $188 million in the first half of 2024. O’Brien puts this success down to the firm’s commercial operational excellence across two segments of the US market –women’s health and dermatology. But across both segments, it comes down to one thing.

“First and foremost, all my career I have been patientfocused,” O’Brien reveals. “My business approach is that if it works for the patient, it works for us. In women’s health, we have brought in products that appeal to the patient better than the competition. We have got four products in the women’s health segment, including the newest and best birth control pill and ring, the best hormonal therapy for menopausal symptoms, and the best lubricant for vaginal atrophy.”

THE BEST PLATFORM FOR THE BEST PRODUCTS

Having the best products is only half the battle, however. These best-in-class products are matched with a disciplined approach to how Mayne Pharma markets itself.

“Companies have gone bankrupt in the sector spending too much money on marketing,” says O’Brien. “The market is influenced by the patient, but if you spend too much on advertising directly to the consumer that can create its own problems.”

In the dermatology market, Mayne Pharma has developed a specialised, platformbased approach that offers six proprietary plans to dermatologist practitioners.

“A lot of dermatologists went into practice because they don’t want to be on call, but in the US the payers put them on call. So what we have done is create a new model, alongside patient support services firm InfinityRx,” O’Brien explains. “It uses a prescription discount card system so that when a physician goes to the portal they can find out within 30 seconds how much the out-of-pocket will cost the patient.”

Supporting that platform, Mayne Pharma has also established its own mailorder pharmacy across 50 states, allowing it to bypass wholesalers and get products to patients’ houses within a day or so of ordering.

A TURNAROUND TRANSFORMATION

By backing the right products, and putting into place the right infrastructure to get those products to customers, Mayne Pharma has put itself on a strong growth trajectory, but that position hasn’t come easily.

In 2016 Mayne Pharma made a major purchase of another business for approximately half a billion Australian dollars to buy a generics business based in the US. The firm raised $888 million,

but shortly after the purchase was completed the US generics market dropped, pricing fell, and the acquisition failed to perform.

“The company had to borrow money to make things work, building up $300 million in debt,” O’Brien says. “It got to the point where cashflow was insufficient to service the debt.”

To kickstart Mayne Pharma’s recovery, the company began investing in a manufacturing facility it had been operating in Greenville for the last ten years, getting it to a point where it could then sell the facility for 16.7 times profitability.

“That improved our balance sheet dramatically,” O’Brien.

“It was the only solution we had because our business in Australia was nowhere near as large.”

Having sold this asset, Mayne Pharma used the working capital it had generated to complete an exclusive product licensing transaction with TherapeuticsMD, or TXMD, bringing four of their assets under the Mayne Pharma umbrella to help grow the business alongside its own existing products.

“That gave us critical mass, because it is difficult to be successful as a single product company,” O’Brien shares. “Picking up those three brands gave us the platform and position to grow and roll up other assets in the women’s health market.”

A WOMEN’S HEALTH COMPANY

It is a market that Mayne Pharma has been passionate about serving.

“We want to be seen by patients and providers as the number one name in women’s health,” O’Brien says.

To succeed in that goal, Mayne Pharma has to make sure that it reflects the market it serves.

“You can’t be successful without great people, and I think our people should reflect the customers we serve,” O’Brien tells us. “We have a diversity strategy in the company. One of my first hires when I came on board was to bring in an African American woman to lead our People and Culture Department. She joined in January of 2023 and is leading our people.”

It was a decision O’Brien made based on his experience as a six-time CEO.

“I’ve learned there are only three things I can control,” he says.

“The products we bring to the market, the processes we have in place, and the people we have in place to serve the needs of the patients in a profitable manner.”

For O’Brien diversity is not about race or gender, but about bringing a range of experiences to the table.

“My primary objective is to get the right talent and make sure it reflects the customers we serve,” O’Brien shares.

It is not just about bringing people into the company. It is also about investing in and motivating those people to achieve the best results.

“I’ve grown up focused on making people do things that they didn’t think they could do,” O’Brien says. “My dad was a criminal lawyer and he always said that if you never lie you never have to remember anything. So I tell the truth respectfully, and develop people to achieve things they might have thought they could not do.”

Given the kind of turnaround Mayne Pharma has experienced, O’Brien certainly has form for inspiring surprising results.

“WE WANT TO BE SEEN BY PATIENTS & PROVIDERS AS THE NUMBER ONE NAME IN WOMEN’S HEALTH.”

AS THE LEADER IN ALL-INCLUSIVE HOLIDAYS, PLAYA HOTELS & RESORTS N.V. OPERATES THE BEST RESORTS IN THE BEST CARIBBEAN AND MEXICAN LOCATIONS.

ONE STEP CLOSER TO PARADISE

PROJECT MANAGED BY: TYLER WARNER

Playa Hotels and Resorts has established itself as the major contender in the all-inclusive resort space, with a portfolio of award-winning resorts in Mexico and the Caribbean. The company’s growth, from a few hotels to a globally recognized group with a collection of 24 resorts in Mexico, Jamaica, and the Dominican Republic, is impressive.

The company was established by Bruce Wardinski, who is today the Chairman and Chief Executive Officer of Playa Hotels & Resorts. He has been pivotal in defining Playa’s market position since founding the company in 2006, focusing on exceptional guest

experiences and sustainability. Under his leadership, Playa secured partnerships with Hyatt, Hilton, Wyndham Hotels & Resorts, Marriott International and IHG Hotels & Resorts. Since its initial public offering in 2017, Playa has grown to more than 15,000 employees and has won numerous industry awards.

Wardinski has over 30 years’ experience in the hospitality industry and has held significant roles in companies such as Barceló Crestline, Highland Hospitality, Marriott International, and Host Hotels & Resorts. He is also chairman of the ServiceSource Foundation, a non-profit organization dedicated to supporting people with disabilities. His contribution to the development of the leisure industry has been internationally recognised – in 2024 he received the Lifetime Achievement Award at the Caribbean Hotel & Resort Investment Summit (CHRIS) and Hotel Opportunities Latin America (HOLA).

PREMIER COLLECTION

Playa leverages several distinctive competitive advantages. Its premier resorts collection is in highly desirable, prime beachfront locations in popular holiday destinations including Cancún, Playa del Carmen, Puerto Vallarta, and Los Cabos in Mexico; Cap Cana, Punta Cana, and La Romana in the Dominican Republic; and Montego Bay in Jamaica. Guest may access the resorts from a number of North American and other international air travel gateways.

The resorts feature a range of price points, which the company believes diversifies the offering, helps foster loyalty among its guests and drives repeat business. Having multiple brand owners and developers is essential in its ability to secure management agreements and attractive acquisitions.

Playa has managed to successfully blend luxury, leisure, and cultural immersion. The company’s all-inclusive resorts are all distinctive in their own way; infused with the essence of their destination and

local culture, offering a unique holiday experience from start to finish. The company strives to sustain the best possible level of an all-inclusive holiday while remaining true to local cultures.

An example of the combination of these two aspects was last year’s extensive renovations at the newly renamed Wyndham Alltra Vallarta in Nuevo Vallarta, Mexico. The comprehensive refurbishment, amounting to a significant investment, draws inspiration from ancient Huichol

culture, with the overall result capturing the vivid spirit of Mexico as well as the Wyndham Alltra brand.

PLAYA CARES

However, this is not all about providing a luxury experience for visitors. Since its inception, Playa Hotels & Resorts has had an unwavering focus on helping local communities and employees, being a responsible, corporate citizen with regard to its sustainable

PLAYA HOTELS & RESORTS

environmental practices. “We are pivotal social leaders in our destinations, and we take tremendous responsibility for setting an example of a healthy and sustainable symbiotic relationship with all our communities and partners,” says the management.

“Our associates and communities form the centre of the company. We strive to foster a culture of inclusive growth and provide a respectful and professional workplace to empower all our people to express what is important to them and their communities. We take pride in our positive impact and investment we make in our local communities, including in times of disaster.”

Outside of the workplace, Playa partners with local organisations, volunteering and creating opportunities such as internship programmes and youth career initiatives. Examples of community support include sponsorship of a local school in Jamaica, wetlands restoration, constructing homes for employees, assisting local foodbanks, and supporting children in group homes and people with disabilities.

Playa Hotels & Resorts relies on the beautiful beaches and lush landscapes of its resort destinations and strives to lead the way in its communities in order to sustain these natural environments and help them flourish. The company’s environmental sustainability programme, Playa Green, aims to decrease water and energy consumption, reduce waste, and encourage Playa associates to build and protect the communities they share.

“Every hotel is unique in the challenges it faces, which is why we provide engaging training materials regarding environmental awareness and

also encourage associates to contribute in a way that is most meaningful to them,” says the company.

“Nine of our hotels are currently Green Globe certified, with eight more under way in the certification process. Additionally, we have a Green Leader or a designated member of property management responsible for sustainability performance.”

A SUCCESSFUL YEAR

In the wake of the global pandemic that decimated the hospitality industry, Playa is improving its financial

performance. The fundamental improvement in 2023 was led by its resorts in Jamaica, following the removal of Covid-19 related travel restrictions during the second quarter of 2022.

Management expects leisure demand to remain steady in 2024 and the company remains focused on offering a compelling value proposition to its guests and driving growth for its shareholders through prudent capital allocation and portfolio optimisation.

In his recent statement, Bruce Wardinski commented on the latest developments: “Fundamental momentum

exceeded our expectations across all of our geographic segments in the first quarter of 2024. All of our segments reported year-over-year increases in occupancy and resort revenue. Our operations teams continued to execute at a high level in the face of ongoing elevated cost pressures.”

“On the capital allocation and portfolio optimisation front, we have decided to accelerate renovation work in our Pacific

segment, and to position our resort in Los Cabos for a robust high season in 2026 and beyond.”

The longer-term strategy remains unchanged. Playa’s goal is to be a leading owner, operator, and developer of allinclusive beachfront resorts in its key markets, providing unique holiday experiences to its guests, and generating an attractive return and creating value for its shareholders.

PROTECTING VESSELS FROM SEVERE MARINE CONDITIONS IS THE MISSION OF JAPANESE COMPANY CHUGOKU MARINE PAINTS, A SPECIALIST IN ANTICORROSIVE AND ANTIFOULING COATINGS DEVELOPED SPECIFICALLY FOR THE SHIPPING INDUSTRY.

PROTECTED TO LAST

PROJECT MANAGED BY: CAMERON BEAZER

Ships are essential for global logistics and over the last few decades, the focus on ensuring they operate in the most sustainable and eco-friendly manner has intensified. It is not only the materials used for their manufacture and maintenance that are now in the spotlight, but also the length of time during which they can operate smoothly without the need for any intervention that has become more important than ever before.

For a long time before the International Convention on the Control of Harmful Antifouling Systems on Ships came into force in 2008, Chugoku Marine Paints (CMP) was actively developing innovative technologies to provide antifouling performance with a tin-free basis for a fuel saving from ships.

The company draws on a century of experience in the marine industry. Established in Hiroshima in 1917, CMP has 14 factories around the world, offering its services from more than 105 locations. The company offers paints for large vessels, pleasure boats and yachts, marine containers, fishing boats, and fish nets; protective paints for anti-corrosive protection; as well as paints for building materials and woodworking; functional paints; heavy-duty paints; paints for plastics and more.

In 1993, a fully-owned subsidiary Chugoku Paints B.V. was established in the Netherlands, serving the European and Turkish markets. “Our European headquarters employs 150 people, and we focus on providing protective coatings, specifically for ship repairs, which account for about 95% of our business. The remaining 5% are coatings for industrial use, such as steel structures and the like,” explains Masaya Hata, Managing Director of CMP Europe, adding that his customers are mainly shipowners and shipping lines.

He further explains that customers demand long-lasting performance from ship coatings, and this is what the company provides. CMP’s protective coatings usually last five years and this is also one of the company’s competitive advantages. “Customers are happy with our antifouling paints as they ensure that vessels perform at their best.”

ENERGY-SAVING AND LONG-LASTING

CMP is committed to meeting local regulation such as VOC (Volatile Organic Compounds) emission control and international regulation such as PSPC (Performance Standard for Protective Coatings, for dedicated seawater ballast tanks) regulation. Non-solvent/ water-based paints are also products which contribute to environmental protection.

Meeting the demands of the regulations, CMP offers a product portfolio including a range of premium antifouling solutions that will improve highefficiency hull performance when compared to existing antifouling coatings.

CMP’s SEAFLO NEO series, based on in-house developed and patented technology, was launched in 2010. It generates an ultra-low-friction hull surface, reducing the absolute CO2-emissions of the vessel as well as minimizing the CO2emissions throughout the service interval of a vessel via its antifouling properties, using an optimized biocide package.

SEAFLO NEO CF PREMIUM uses an innovative technology crosslinking zinc acrylate polymer with the active agents. This high-performance coating developed by CMP has been widely used for various types of ships as one of the premium products in worldwide operations.

“CUSTOMERS ARE HAPPY WITH OUR ANTIFOULING PAINTS AS THEY ENSURE THAT VESSELS PERFORM AT THEIR BEST.”

According to industry analysis, there is an increased demand from shipowners and charterers for highperformance antifouling coatings to maintain a clean hull during operations and to avoid underwater cleaning. Vessels with all types of operating patterns today require a premium coating, and the demand is further

accentuated by the initiatives for carbon reduction and increased vessel efficiency.

“In recent years, customers have been requesting silicone antifouling which is becoming popular in the current marine market. To meet the demand, we have launched CMP BIOCLEAN PLUS, a foul-release coating of a new generation. Thanks to its newly designed “PLUS

• Enables ultra-low friction antifoulings and compliance with IMO CII requirements

• Superior static performance

• Excellent in-service colour retention

For more information: info@janssenpmp.com

We travel the roads, compass in hand, and never avoid the path of most resistance. Time-critical transport and all the challenges it brings are like gold to us.

We have put in the miles and excel in the final kilometres where time is on our side.

With far-reaching creativity, improvisation skills and a solution-oriented approach, your shipment will reach its destination no matter what. On time and under the right conditions: flexibility is our strength.

CHUGOKU MARINE PAINTS

Technology”, the product resists and releases slime, improves vessel’s performance and contributes to fuel savings,” says Hata. Efforts to make ships environmentally compliant through a reduction in greenhouse gas emissions represent a business opportunity for CMP. “We use safe and ecofriendly ingredients in our paint as much as possible, have reduced the quantity of solvents and metal oxides. Of course, a biocide-free product range is the objective for the near future,” says Hata, affirming that sustainability is a priority for the

whole company, which is now preparing its first Sustainability Report, to be released next year.

NEW CHALLENGES, NEW OPPORTUNITIES

The increased focus on environmental protection brings new challenges. Hata explains that the vast majority of marine anti-fouling products include biocides and similarly to its competitors, the company is now facing a major challenge driven by the EU’s Biocidal Products Regulation (BPR, Regulation) that bars the application of marine paints that contain biocides.

Developing biocide-free products that offer the same performance is a major task, he admits. “Our R&D facility in Japan is working hard to come up with an alternative, as our European customers have been requesting more eco-friendly products in recent years. We have to follow the demand for high-performing antifouling coatings with less biocide or biocide-free solutions.”

Still, by making vessels operate longer, the company is already contributing significantly to a greener marine sector. As shipowners now face increasing pressures to reduce CO2 emissions, demand for CMP’s

products in Europe is increasing, says Hata, pointing out that one of the ways to operate in line with the new environmental regulations is to limit vessel speeds.

“Reducing the operational speed of ships multiplies the positive effects of an energy

efficiency index, as it results in burning less fuel and therefore emitting less CO2 and other greenhouse gases. As it takes more time to deliver cargoes, shipowners increase a number of ships to maintain the same level of service. This leads to

increased demand for our paints. We are very busy right now,” he says.

As the ship-repair sector is expecting strong demand, spurred on by the response to GHG emission controls and other ship-related environmental regulations, CMP is set to continue to provide high-performing and innovative coatings that will contribute to improving the fuel efficiency of ships, leading to lower fuel consumption and CO2 emissions in the long term. This will help the company to progress on its journey to becoming a leading coating provider for the maritime industry worldwide.

LATTIMER, A SPECIALIST MANUFACTURER OF BESPOKE PRECISION-ENGINEERED PARTS FOR THE GLASS CONTAINER FORMING INDUSTRY, CONTINUES TO LEAD THE SECTOR, COMMITTED TO EXCEEDING CUSTOMER EXPECTATIONS.

CRYSTAL CLEAR PERFECTION

PROJECT MANAGED BY: TREVOR GRETSINGER

Headquartered in Southport in the UK, the Lattimer Group covers four operating companies in the UK, US and Germany which manufacture around 15,000 different components for container glass manufacturing plants located around the globe.

The precision-machinist has been at the forefront of setting standards in glass engineering for over four decades, and its continued commitment to producing new products in partnership with customers has ensured that the company has remained the market leader in the supply of IS variable equipment for the glass container forming industry.

Carl Stead, Finance Director at Lattimer Group, describes the environment in which the company operates: “Ours is a very niche sector of engineering parts for the global glass container industry; 80% to 90% of those containers will be alcoholrelated, but can include anything from food jars and medicine jars to perfume bottles.”

“In glass container making factories located around the world, molten glass is processed on IS machines that churn out

thousands of containers every hour. This machinery collectively has thousands of moving parts, and whilst we don’t make the machines themselves, we make thousands of those moving parts.”

PRECISE, LONG-LASTING, RELIABLE

A typical container plant furnace will melt around 300 tonnes of glass per day and produce in the region of 50,000 bottles or jars per hour, depending on the size of the containers. The glass in the furnace cannot be allowed to cool or set, and so production has to be a continuous process – 24 hours per day, 365 days of the year.

“Molten glass is quite abrasive so even though our parts are made of iron, aluminium or stainless steel, they still wear out and need replacing constantly. They may wear out by only a tiny fraction but as those thousands

Where the Customer Comes First

Efficient, Safe, On Time & Great Value

We are a Transport & Logistics group of companies, we operate across 40 depots and offices within the UK and retain key partnerships around the globe. We offer national and international services, including pallet network deliveries, temperature-controlled, groupage, European road haulage, air freight, sea freight, customs clearances, pick and pack operations and warehousing.

Carl Stead, Finance Director, Lattimer Group .

of parts are all connected together, and many of those are made by different companies, precision is key. That is why our manufacturing is classed as precision engineering - the parts must fit in exactly like a jigsaw puzzle,” explains Stead.

“Given the nature of the production, customers’ requirements are very specific – they are looking for parts that are exact, precise and fit with minimal issues, that last as long as possible, and that can be replaced very quickly, in minutes rather than hours. Another aspect that is important to customers is timeliness of delivery - as any downtime is very expensive, a high degree of certainty is needed that the part will arrive at the required time.”

BESPOKE PRODUCTION

Lattimer meets all of those requirements, which, combined with its decades-long expertise, makes the company a soughtafter partner for glass makers

around the globe – almost 90% of Lattimer’s output is exported to over 70 countries, says Stead. He further points out that Lattimer does not engage in mass production. “Typically, the batch size of one particular part would only be 12 or so, as it will only fit in one particular type of machine in a particular factory. In a typical year, we would make around 3,000 or 4,000 different parts. We rarely produce for stock; the parts are normally made to order. As such, our production is very bespoke and very specific. Often parts need to have their design

changed to fit modified factory set-up or new environmental conditions, so variety is a constant in our operations.”

For this type of production solid, long-term relationships with raw materials suppliers are key, and Stead affirms that most of Lattimer’s suppliers are located close to the company’s factories to minimise lead times.

“Given our small batches, close relationships with our suppliers are vital to make sure that they can accommodate our requirements within their bulk material orders for larger customers.”

“MOLTEN GLASS IS QUITE ABRASIVE SO EVEN THOUGH OUR PARTS ARE MADE OF IRON, ALUMINIUM OR STAINLESS STEEL, THEY STILL WEAR OUT & NEED REPLACING CONSTANTLY.”

LATTIMER GROUP

SOLIDIFIED PRESENCE

Over the last few years, Lattimer has significantly expanded its footing. In 2022, the company acquired Hunprenco, the world’s leading manufacturer of plungers and coolers for the glass container manufacturing industry and last year, Hartmann and Bender, a German manufacturer of IS variable equipment, joined the group, extending Lattimer’s presence to Germany.

“Hunprenco specialises in a particular range of parts that we don’t produce elsewhere so the acquisition expanded our product offering. With Hartmann and Bender, we acquired our competitor, boosting our position in mainland Europe and easing trade with our European

customers post-Brexit. The acquisitions have enhanced our portfolio – no other company in the world can offer the same breadth of parts that we engineer.”

Lattimer is committed to continued investment and already boasts an on-site training academy and access to the latest CNC machine technology and facilities.

“We bought three new CNC machines over the last eight months, and also invested in our first cobot. We are also going to replicate the state-of-the-art automated pallet system used in our German facility and have just ordered a similar system in the US.”

CONSOLIDATED BUSINESS

Stead reflects that demand for glass containers is steadily increasing, by around 3-4% each year on a global scale, and not only as a result of the push for sustainable materials.

“Glass container manufacturing is a relatively robust sector

regardless of recessions or fluctuations – everywhere around the world people still need to drink. Also, as countries develop economically, people naturally drink more alcohol, so the amount of glass containers within those countries increases as well.”

In the light of these developments, Lattimer seems to be in the right place at the right time. Carl Stead agrees:

“Today Lattimer Group is a £30 million business, employing 220 people across three separate countries. With our recent acquisitions, we have doubled

the size of the business over the last two years.”

He concludes that the plan for the near future is to consolidate the new businesses, making use of their synergies, and focusing on the right integration of the product range in all factories.”

Although our four production facilities are independently run, we encourage constant communication between them to see where each particular part can be made most efficiently. Consolidation of all businesses so that we all work better together is what we are focused on right now.”

BAYERNOIL IS AN OIL AND GAS COMPANY UNDERTAKING PROJECTS OF AMBITIOUS SCALE, REQUIRING THE BEST FROM ITS PARTNERS.

RECORD BREAKING AMBITION

PROJECT MANAGED BY: DAVID HAYVIS

This May, in Amsterdam, the Petrochemical and Refining Congress of Europe provided a platform for leaders from across the industry to meet and collaborate. The event included oil companies, EPC contractors, refineries, and petrochemical plants, as well as chemical companies, licensors, service providers and equipment manufacturers. Together, these experts were working to define the strategies and explore the technological advancements that would drive downstream transformation across the sector.

This year the Congress’s central focus has been decarbonisation and defossilisation, reflecting on the complex challenges of balancing energy security, affordability, and sustainability. The second day of the congress closed with a panel on the innovative technologies that could unlock the full potential of recycling. It featured speakers from leading firms in the industry such as BlueAlp, Repsol, PETRONAS Chemicals Group Berhad, BDI-BioEnergy International and Bayernoil Raffineriegesellschaft.

Bayernoil Raffineriegesellschaft is an oil and gas company that provides refinery services to the oil and gas industry. Its product range includes crude oil products, diesel, gasoline, fuel oil, bitumen, liquefied fuels, and heating oil.

Bayernoil operates from its headquarters in Neustadt, Germany, where its team of 781 employees has created a crude oil throughput of 10.3 million tons per year which it processes through two locations in Bavaria.

While the company itself was founded in 1998, it has refineries in Ingolstadt, Vohburg and Neustadt that have been around for 50 years. These refineries include the ERN (Erdölraffinerie Neustadt GmbH & Co), which was founded in 1964, the ERIAG (Erdölraffinerie Ingolstadt AG) in 1965, and the BP Raffinerie Bayern in Vohburg in 1967. In 1989, ERIAG and BP Raffinerie Bayern merged to form RVI (Raffineriegesellschaft Vohburg/Ingolstadt mbH).

Over the years the company has established itself as a business that can take on projects of a massive scale.

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Als langjährige Partnerfirma der Bayernoil Raffinerien in Neustadt und Vohburg a.d.D. führen wir in unseren Leistungssparten Industriebau und Gerüstbau insbesondere folgende Baudienstleistungen durch: • Neu- und Ing.-Bauten • Bauwerkserhaltung • WHG-Flächen • Infrastrukturmaßnahmen • erdverlegter Rohrleitungsbau • Gerüstbau • ferner Winter- und Sicherheitsdienste

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DOING THE HEAVY LIFTING

Bayernoil is a company positioned to take on projects of a record-breaking scale. For a recent example, you would only need to look back as far as 2020, when Bayernoil had to transport two massive reactors from Kelheim to Neustadt a. d. Donau in only four stages. It was a pioneering project that set new benchmarks for what is possible in the industry.

Working closely with heavy load handling company Schmidbauer, Bayernoil set itself the task of shifting four 880-ton loads on 336 tires, a weight greater than any German road had ever handled before.

An operation like that draws a crowd – literally. The entire route was lined with onlookers, from disinterested spectators to curious competitors, with a throng of spectators that defied the adverse weather conditions to watch.

The reactors themselves were 660 and 600 tons each, and needed to be transported from the port of Kelheim to Neustadt a. d. Donau. Each reactor had a volume of 400 cubic metres, to increase the throughput of heavy gas oils to 300 tons per hour as part of Bayernoil’s mild hydrocracker plant, aiding in the production of sulphur-free diesel fuel.

Even picking up and putting down the reactors required world-class capacity. Only 51 machines with the right design exist in the world that could take the job on. Bayernoil’s partner, Schmidbauer, used a Tadano CC 8800-1 crawler crane for the lifting work, undertaking the transshipment and handling

at the port of Kelheim, as well as the assembly of the reactors at the refinery itself. Working within tight timelines and with heavy loads Schmidbauer and Bayernoil were able to complete the whole operation in only a few days.

Once the reactors were at their destination, two selfpropelled modular transporters (SPMTs), each with two sets of 22 axles and 176 tires, carried them to their final position. Even the individual columns were 37 meters long, 8.2 meters high and 6.6 meters wide.

“Such huge dimensions can quickly become a problem, because neither the roads in Germany nor the rest of the infrastructure are designed for these dimensions,” Stefan Schmidbauer, Managing Director of the Schmidbauer Group and project manager of the operation said at the time. “Especially bridge crossings, but also railway crossings are special problems that we have to pay special attention to.”

The project was a testament to Bayernoil’s ambition, and what is possible through the relationships it has with its business partners.

“The fact that we managed to do all this and complete the high-performance transport so smoothly and quickly thrills the whole team,” Schmidbauer said at the time. “We are very proud and hope to set an even bigger record soon. A big thank you to everyone who helped with this extraordinary project!”

NEVER CAUGHT NAPPING

As well as undertaking projects of incredible scale, Bayernoil also operates at the cutting edge of technology. As far back as 2012, Bayernoil became the third refiner in Europe to apply the CATnap process. This is a method of chemically treating hydrotreating and hydrocracking catalysts so that they can be safely handled in air, opening up the potential to eliminate inert entry for catalyst removal from reactors. The method was groundbreaking because it avoided a dangerous operation and minimised the cost of nitrogen for unloading.

The CATnap process reduced catalyst reactivity, eliminated

dust problems, reduced the shutdown time window, and minimised potential volatile hydrocarbon issues. This was the maiden catalyst replacement for this unit, so it was an operation with many uncertainties about how it would respond during shutdown and unloading. However, the operation was a complete success and accomplished every one of its objectives, taking one day less than it would with a conventional procedure. By acting as the pioneer for this new method, Bayernoil helped to open the door for the entire industry.

Whether it is taking on projects of ambitious scale, or with the latest technologies, Bayernoil has established itself as a responsible regional energy business. Today it is engaged in major renewables projects alongside its wide variety of crude oil products. It has also worked with firms such as Fraunhofer UMSICHT to develop green crude oil converted from thermochemically converted sewage waste.

It is a company with ambition, and with an impressive track record already behind it, it will be interesting to see what it does next.

WITH ROOTS GOING BACK TO 1864, HILLIER, A RENOWNED LEADER IN HORTICULTURE, CONTINUES TO BE DRIVEN BY ITS MISSION ‘INSPIRING GREEN LIVING SPACES – FOR NOW AND THE FUTURE’.

A GREEN INSPIRATION

PROJECT MANAGED BY: CAMERON BEAZER

Established 160 years ago as a small flower shop in Winchester, Hillier remains a family business to this day, with the fifth generation actively involved in growing and selling the very best quality plants for gardening enthusiasts and major landscaping projects alike.

Each year Hillier grows around one million plants at its nurseries, plus around 750,000 British-grown trees at its field and container tree nurseries in Hampshire. As the largest semi-mature tree grower

in the UK, the company has supplied trees for major projects including the Millennium Dome, the new Scottish Parliament building in Edinburgh, and the regeneration of the Olympic Parklands in 2012.

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DE REE UK

DE REE FLOWER BULBS, OVER 100 YEARS OF PASSION & EXPERIENCE SINCE 1919

Royal De Ree Holland B.V. packs cultivated flower bulbs, tubers and perennials and exports all over the world. Royal De Ree Holland is one of the main Dutch companies in the flower bulb retail sales industry.

LET DE REE UK GROW YOUR BUSINESS

De Ree UK is a wholly owned subsidiary of Royal De Ree Holland B.V., We seek to introduce innovation at every opportunity and are committed to provide quality with style.

• Benefit from guaranteed ‘True to Type’ varieties.

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Hillier is also proud to hold the world record for medals at the RHS Chelsea Flower Show – 74 consecutive medals as of 2019 – and continues to invest in research and development while growing the business out to more locations.

TRANSFORMED TO EXPAND

Managing Director Chris Francis acknowledges that the last decade has been a period of significant transformation and continuous growth. “When I joined Hillier ten years ago, the company was breaking even on bottom-line profit, running a slightly disorganised group of 12 garden centres. Over the last ten years, we have tripled the turnover, redeveloped a number of the original sites, added ten more garden centres and an ecommerce channel, while profoundly restructuring the business.”

Although he himself drove the changes, he insists that the overall business improvement must be credited to the whole team. “I put together a team of people who are the best at what

they do, and then challenge them to deliver the targets we set. We have outstanding individuals as heads of departments, and between us all we have changed the company quite dramatically.”

“Creating a structure with the right people makes it very rewarding when you see people flourish and deliver great results, pulling together in an environment that allows them to thrive. We are now a very different, very profitable business. We have put solid foundations in place to allow us to take the right steps to move forward and continue to grow the business.”

The restructuring included the way in which the Hillier container plant nursery operates. While in the past, they were supplying to independent garden centres across the UK, now their output goes solely to Hillier Garden Centre locations. “Supplying only ourselves has given us a unique point of difference,” says Francis.

Chris Francis, Managing Director, Hillier.

“We are generally regarded as a higher-end brand within the industry, so having our own range of absolutely top-quality plants helps us to achieve that position. This is an important point in a sector where differentiation can be difficult to achieve.”

He further highlights the importance of Hillier remaining a family business. “Everybody knows the family and the family is actively involved throughout the business. The family culture is very strong, even though we have tripled the size of the company. That family ethos, which extends to our customers, continues to make sure our business is really grounded.”

“WE ARE GENERALLY REGARDED AS A HIGHER-END BRAND WITHIN THE INDUSTRY, SO HAVING OUR OWN RANGE OF ABSOLUTELY TOP-QUALITY PLANTS HELPS US TO ACHIEVE THAT POSITION.

THE GREEN CONCEPT

Although most of Hillier’s turnover is generated by the garden centres, the nurseries as well as the amenity division that supplies local authorities and large landscape projects are just as important.

Francis recalls that just before the pandemic, Hillier took the opportunity to acquire five garden centres.

Despite initial concerns, they successfully survived the challenging times, as people in lockdown re-discovered the joy of gardening.

After the pandemic, more acquisitions followed. Only 18 months ago Hillier completed its most recent acquisition of Rosebourne, a group of boutique destination garden centres across three sites, which expanded the number of Hillier Garden Centres to 22.

Investment is also being made in redeveloping the existing facilities. Recently the company unveiled its newly redeveloped Hillier Garden Centre Newbury, showcasing new products, plants, tools, and gifts. Newbury is also one of

the first Hillier Garden Centres to be home to the newly introduced Hillier Rosebourne Food Hall, which is planned to be rolled out across the entire group.

Francis reflects that today garden centres sit somewhere between leisure and retail. “A lot of people will come to a garden centre for a day out, take time to walk around and have a cup of coffee or lunch. They will ultimately head home with something from their visit. Unlike in the past, when a garden centre visit was planned with a clear purpose, today’s customers tend to buy whatever is looking great in front of them. Plants have to look at their best and have to be in flower.”

The family owned manufacturer of charcoal, gas and electric outdoor grills, smokers and grill accessories is a subsidiary of W.C.Bradley Co and is based in Columbus, Georgia, USA. Char-Broil has been making barbecues for over 75 years, since 1948. Char-Broil® is the leader in infrared grilling technology, known as TRU-InfraredTM and well known for Gas2Coal grills with hybrid technology. Recent innovations include the EVOLVE gas and electric barbecues offering a fully connected grilling experience

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LA NATURA

LAGOM

Francis admits that Hillier growth is helped by their specific customer base which tends to be a more mature, reasonably affluent group of individuals. “They’ll be cautious, but they will spend on their garden as it is important to them. They are also more demanding customers, wanting quality and good value. This means that we have to work very hard to satisfy their needs.”

POISED FOR SUSTAINABLE GROWTH

Hillier runs an apprenticeship scheme as well as a management training programme to enhance

the customer experience.

“Customer service and customer experience are absolutely vital in a garden centre. It is through our people that we differentiate ourselves in an increasingly competitive retail world. We are renowned for our plant advice, which is one of our unique selling points. Our people work very hard, and we are investing in new technologies to make their lives on the floor easier,” says Francis.

Sustainability & environmental initiatives were a priority for Hillier long before they became more widely important, he further affirms. “We try to

source as much as possible locally. We were also the first commercial nursery to move all production to a kerbside recyclable pot. We have been working hard on improving our environmental credentials, running an integrated crop management system in our nurseries, where biological control is the first point of defence, with chemicals being used only as a last resort. Five

years ago, Hillier also moved to peat-free production, ahead of most of the industry.”

In concluding, he reflects that while the company is in consolidation mode at the moment, further expansion is always on the agenda. “We are an acquisitive business. If the right opportunity comes along, such as the recent Rosebourne case, we will be ready to grasp that opportunity.”

“CUSTOMER EXPERIENCE AND CUSTOMER SERVICE ARE ABSOLUTELY VITAL IN A GARDEN CENTRE.”

FOR 35 YEARS RKW HAS GROWN TO BECOME A WORLDRECOGNISED MANUFACTURER AND DISTRIBUTOR OF HOUSEWARES AND SMALL DOMESTIC APPLIANCES.

THEY’VE GOT THE GOODS

PROJECT MANAGED BY: TREVOR GRETSINGER

Since it was founded in 1989, RKW the trading division of family-owned Sutton Venture Group has risen to become one of Europe’s leading manufacturers and distributors of small domestic appliances and houseware products. The heart of its operations is a 750,000-square-foot distribution centre in the British Midlands, where it stocks over 4,000 products ready for next-day delivery.

RKW’s operations have spread across the UK, to Hong Kong and Mainland China. But wherever you find RKW, you will find them designing, developing, and distributing top-brand products that offer exceptional quality and unbeatable value.

“What makes us stand out is the investment we have put into the business over the last 35 years, the incredibly talented team we have built and the road map of product innovation we have planned for our portfolio of Great British brands,” says Rob Sutton, CEO and Managing Director of RKW.

Sutton is an engineer by background who started out repairing small domestic appliances. However, his career heated up in the late 80s. 35 years ago, Sutton travelled out to China to help set up manufacturing for the first electric kettle in the country, with a company that employed 30 people.

“Wind the clock forward and that company now manufactures 15 million kettles a year with a turnover in excess of £5 billion,” Sutton tells us. “From 30 people it has now grown to employ 30,000 people. We have great long-standing relationships with key factories out in the Far East because of our ability to drive brands forward and partner with companies that share our ethos.”

Today RKW is spread across three main divisions with a brand lineup of over 60 brands. The first of these divisions addresses RKW’s own range of product brands, a portfolio of 15 brands that includes household names such as Tower, Swan, Goblin, Redring, Wade, Royal Victoria and Burco.

“We have some really great brands with a really great heritage,” Sutton points out.

Added to that selection are the brands RKW has licensed from elsewhere, including BLACK+DECKER from the USA,

Rob Sutton, CEO and MD of RKW.

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and a recent collaboration with flagship brand Tower and the UK’s largest food media brand, Good Food.

“FROM 30 PEOPLE IT HAS NOW GROWN TO EMPLOY 30,000 PEOPLE. WE HAVE GREAT LONG-STANDING RELATIONSHIPS WITH KEY FACTORIES OUT IN THE FAR EAST BECAUSE OF OUR ABILITY TO DRIVE BRANDS FORWARD AND PARTNER WITH COMPANIES THAT SHARE OUR ETHOS.”

“Good Food is Britain’s No1 food media brand and we are proud that Tower has been chosen to produce a range of premium housewares including cookware, food prep and storage. Using Good Food’s wealth of cooking experience, the two teams have partnered to develop products that are tried and tested and specially designed to be used with the vast Good Food recipe library” Sutton shares with us. “They have helped us to produce products that are truly best in class ready for their goodfood. com audience of over 37 million users.”

The third channel of RKW’s business is its distribution arm, collaborating closely with world-leading brands such as Smeg, Russell Hobbs, Lavazza and Numatic.

As a business, RKW has 15 specialist divisions and the widest distribution network in the UK with over 3000 retail partners including Asda, Tesco, Sainsbury’s, Morrisons,

Argos, B&M, Currys, Very and Amazon. That distribution reach is set to grow thanks to a new distribution partnership with Italian company, Artsana.

“Artsana is best known for their baby products and has been represented in the UK with their own office and showrooms for the last 25 years,” Sutton says. “Its Chicco product range very much fits with the products and brands in our stable. Like us, they focus on top-quality products offering exceptional value for money. With our brand deal with Hubble Baby Monitors, we have quickly established RKW as a key player in the Nursery sector and our customers can now buy the Chicco range of products, further strengthening our position.”

“WE HAVE SOME REALLY GREAT BRANDS WITH A REALLY GREAT HERITAGE.”

THE APPLIANCE OF SKILLS

RKW is a company that continues to expand, and even now Sutton says the company has plans to increase its turnover over the next three to five years. The challenge is achieving this while seeking out new talent for every area of the business.

“We have a university graduate scheme, and are very fortunate to be based in Stoke-on-Trent, near very high-

quality universities,” Sutton says. “We can leverage that through our graduate schemes for many areas of the business including IT, marketing, finance and logistics and train those graduates into the way we work and invest in our staff.”

As well as offering those graduates the vital first steps in their careers, RKW also provides them with a path forward.

“We have a policy of giving employees the opportunity to elevate their positions,” Sutton shares. “We promote within the company, and we have a lot of employees who have been here

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FROM HUMBLE BEGINNINGS TO GLOBAL SUCCESS:

A PARTNERSHIP OF OVER 30 YEARS FOR RKW AND DJH

In the landscape of successful businesses, RKW’s story is a testament to hard work and strategic vision. As RKW’s trusted business partners of over 30 years, DJH are proud to have been a part of their remarkable journey from the very beginning.

Back in 1989, Su and Rob Sutton embarked on their entrepreneurial adventure with just £200 and a rented van. They delivered kitchen electrical seconds and excess stock to retailers across the UK. Today, RKW stands as a global consumer goods giant.

WHERE IT ALL BEGAN

Like many dedicated accountants, DJH are committed to the long haul, and are delighted to have supported Su and Rob Sutton from the very start. DJH assisted in setting up the company, financing their cash flow, and devising their initial strategy. Little did they know where this family firm would end up decades later.

Applying sharp insights, RKW quickly paved their road to success, making key acquisitions to expand their product lines and distribution network.

Over the years, DJH has provided comprehensive support, from growth strategy, tax planning, and R&D to capital allowances, property acquisitions, funding, audits, personal pensions, and tax services.

A DEEP-ROOTED PARTNERSHIP

Paul Hulme, Executive Director at DJH, has worked closely with RKW since 1989. Reflecting on their journey, he noted, “Su and Rob always had big plans. Achieving their goals required hard work and calculated risks, but their commitment to their team and partners has been fundamental to their success. We count ourselves extremely lucky to have been on this incredible journey with them from the start.”

Despite their exponential growth, RKW’s roots are firmly planted in Staffordshire. The region where Su and Rob grew up, is home to their 750,000 sq. ft. distribution centre in Stone, which ensures next-day delivery nationwide for retail partners such as Argos, Asda, Morrisons, Sainsbury’s, Tesco, B&M, Home Bargains, Amazon, and Very.

FUELLING FUTURE GROWTH

RKW remains an owner-managed business, and the recent funding secured by the DJH Commercial Funding team for SVG, will be channelled into RKW’s trading division, creating up to 100 new jobs across their Staffordshire sites. This investment allows RKW to capitalise on increased global demand, accelerate new product developments, and strengthen their distribution infrastructure. The strong partnership between DJH and RKW has allowed them to understand and challenge their strategy, as they embark on their next phase of growth.

LOOKING AHEAD

RKW’s story is a testament to visionary leadership and strategic partnership. DJH are proud to have been part of their journey and look forward to continuing to provide expert advisory services.

DJH knows that businesses come in all shapes and sizes. From startups to established enterprises, they enjoy the diversity and challenges of advising businesses of all sizes. They are committed to providing expert advisory services and ensure that every client receives tailored solutions to drive their growth and success.

If you’re looking for expert advice, get in touch with DJH today to achieve great things together.

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ERP UK - Environmental Compliance Experts

ERP UK are environmental compliance experts with two decades of experience in making sure that businesses are compliant with WEEE, batteries and packaging legislation. We build trust with companies to manage their compliance.

Legislation for Waste Electrical and Electronic Equipment (WEEE), batteries, packaging is in force worldwide.

To meet all the requirements, you need innovative solutions and a partner with an international outlook, experience, and know-how. ERP UK’s straightforward solutions make environmental compliance and Extended Producer Responsibility is simple. We help over 700 large, medium, and small businesses navigate the complexities of their recycling obligations.

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Learn more by visiting our website:

ERP would like to thank RKW for its continued business and as a large established Compliance Operator across multiple streams, has become an expert in this field (for Producers), especially as we approach the various Government Regulatory Consultations and the pending changes in EPR soon. ERP provides support on product Take-Back, Data Service and PPT with RKW and others alike, here in the UK and across Europe.

Contact details:

Tel: +44 7966 696 818

E-mail: d.harding@erp-recycling.org

Website: www.erp-recycling.org/uk/

for over 30 years starting on the warehouse floor and becoming company directors. We are a family business, and we make sure those family traditions are kept close to our heart.”

That team would prove more important than ever during the Covid pandemic, which Sutton calls the biggest challenge RKW has faced during its 35 years in business.

“At the beginning of the pandemic we experienced very high demand for our products because people were stuck at home with disposable income to spend,” Sutton says. “Then we were bombarded by a storm of turbulence in our logistics operations mainly caused by

the UK government’s disastrous procurement of PPE from China.”

While 50,000 containers of PPE, some of it not even compliant with appropriate standards, flooded British ports, the containers that held RKW’s products were stuck.

“Our seasonal products that should have arrived in June, such as barbecues and air conditioners, arrived in November and December,” Sutton recalls. “It created a real challenge, to say the least.”

RKW was able to navigate through that challenge by leveraging support from its suppliers and 12 months later the firm had returned to trading normally. It has put RKW back in a strong market position. Sutton is optimistic about the company’s

next steps, and the opportunity to bring its household names to houses all around the world.

“We are very excited about the future,” he says. “We are ready to implement our business transformation program; a threeyear investment of over £10 million into our IT infrastructure to support the growth of the business internationally. Our brands are predominantly UKdriven but have the scope to become world-leading global brands. We have 12 awardwinning, Great British brands, steeped in heritage, some of them over 250 years old. They are perceived as high quality, reliable and internationally respected. We now want to leverage these values to sell them not just in the UK but globally. We are putting the infrastructure in place in Europe, the USA, and the Far East to really leverage that opportunity.”

“OUR BRANDS ARE PREDOMINANTLY UK-DRIVEN BUT HAVE THE SCOPE TO BECOME WORLD-LEADING GLOBAL BRANDS.”

AS A FAMILY FIRM WITH DECADES OF EXPERIENCE, BLUE FLEET GROUP IS MAKING A BIG IMPACT ON THE SHIPPING SECTOR.

WILD BLUE YONDER

PROJECT MANAGED BY: JOHN HOLLIMAN

Cherif Khoury has clear memories of when Blue Fleet Group was founded, which is impressive when you consider the fact that he was six years old at the time. “Blue Fleet Group was founded in 1996 by my father, Roy Khoury,” Khoury recalls. “I was six and already had a very clear idea of what I wanted to do. I wanted to join him.”

To achieve that ambition, Cherif Khoury went on to do a degree in Maritime Business and Maritime Law at Plymouth UK, as well as completing a Master’s in Shipping, Trade and Finance at CASS Business School London, eventually joining Blue Fleet Group in 2012. At the time the company was overseen by a team of six owners who had nurtured Blue Fleet Group across both the managed and chartering side of the business. He immediately saw big opportunities for growth in Blue Fleet Group’s chartered division.

“We know so many people in chartering, we realised the only challenge was to open a crewing and technical department,” Khoury tells us. “Blue has the control of over 30 vessels on an exclusive basis, with dead weights ranging from 10,000 to 58.000 tons. In 2023, the company carried close to 4.5 million tons of cargo on international routes.”

All its ships are fitted with the best available technology, enabling Blue Fleet Group to build stronger relationships with traders and charters. The company works with rice traders shipping close to a million tons per year from China into the Mediterranean.

“They trust us to find ships from our pool of ships or the market in general as and when they are needed,” Khoury says. “That has been an excellent cooperation.”

The firm has also done a lot of trade alongside agricultural merchant Louis Dreyfus over the last two years, particularly in Ukraine.

“Two and half years ago we were a team of six people, the team has grown since then to 18 people,” Khoury tells us. “We have grown pretty fast.”

LED BY EXPERIENCE

From the beginning Blue Fleet Group’s business model has been informed by Khoury’s father’s lifelong career in the shipping sector.

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“He has been in the business since he was 20, he’s now 71,” Khoury tells us. “He has 51 years of experience in the business. I am lucky to be sitting next to him in the same office, learning every day from him. He has always been spoken of highly by people in the sector.”

One of the key lessons that Khoury has taken from watching his father work is the importance of building strong relationships in every facet of the company’s operations.

“Our best-selling point is the great relationships we have with traders and charters and owners,” Khoury says. “Some of these owners have been working with my father for as much as 25 or 30 years.”

These long-term relationships are also reflected within the company. Blue Fleet Group’s Lebanese office has three people who have been part of the company for the last ten years, with another two who joined five or six years ago. These long relationships are the norm.

“Our General Manager has been with us from the start,” Khoury says. “She has been here for 26 years, and we have four other people who have also been with us for over 15 years. Our team is the result of two decades of team building.”

THE NEXT GENERATION OF SHIPPING

But while Khoury has learned a lot from the way his father does things, he is also applying that knowledge to the next generation.

“That second generation is starting to come through now, and I need to take care of that and keep these relationships alive,” Khoury says. “I am working with the sons and daughters of the people my dad was working with. We are passing on that knowledge of the market.”

As well as bringing in the new generation of the industry, Blue Fleet has also had to adapt as it has moved into owning its own fleet.

Two and a half years ago, Blue Fleet acquired four supramaxes and two handy size bulkers. Since then, the handies were sold, along with three supramaxes, and two younger supramaxes were bought (both scrubber fitted), and a third one is on the way.

“We buy ships, trade them, and we are open to selling them if there is a good opportunity. Then we keep the money, buy another, younger ship or one that has other specificities,” Khoury says.

But while the ships that make up the Blue Fleet may change, there is one element that remains consistent across such ships.

“They are always after Arsenal Players!” Khoury points out.

Blue Fleet has now established a holding company “Blue Fleet Holding S.A.” which will own all the ships belonging to the Group.

“When we made the decision to become ship owners, we knew it wouldn’t be easy,” Khoury says. “It is so much more than simply getting the freight onto the ship and sailing her. It has been a long ride with a lot to learn.”

It has meant fostering collaboration between numerous different departments, each with their own field’s technical knowledge and their own resources to manage.

“One of the biggest challenges has been to make sure every department can draw information from the others as needed,” says Khoury.

Blue Fleet Group’s General Manager and CFO is based in Greece. Khoury is based in Lebanon, and he is the first to speak about the importance of in-person meetings.

“It means something different to meet in person rather than over Teams,” he says. “I have

been considering a move to Greece in the next two or three years, but as chartering manager of the company, this has been my biggest challenge. The information can flow much more easily in person than when you are sitting in front of a camera trying to make yourself understood.”

At the same time, like any company engaged in global shipping, international conflicts present an ongoing challenge. The war in Yemen has been a hazard for any ships travelling through the Red Sea to Pakistan the Red Sea to Pakistan, India, the Persian Gulf or the Far East, with questions raised about whether it is better to risk the passage or go around the Cape. However, while the passage remains hazardous, Khoury notes that Lebanese-owned ships that are not from the UK or US, or trading with Israel, tend not to face any opposition.

Looking forward, Blue Fleet Group has big plans. Roy Khoury set his son the target of acquiring a fleet of ten ships for the Group by the time he is 40 –six years from now.

“This is the target,” Khoury says.

But as well as growing its fleet, Blue Fleet Group is also looking to diversify.

“We have discussed moving into the tankers sector. Typically, we have worked with dry bulk carriers, but we are talking to tanker owners we know and feel it looks like a good sector to diversify our portfolio into. Historically, when the dry bulk sector is not doing well, the tankers sector does, and vice versa.”

IN SOUTH WALES, GCRE IS CREATING A WORLD-CLASS INNOVATION FACILITY THAT WILL ENSURE A PROSPEROUS FUTURE FOR THE RAIL SECTOR, LOCAL COMMUNITIES, AND EUROPE.

ON TRACK

PROJECT MANAGED BY: DECLAN JONES

GCRE started life as a local economic development project, aiming to revitalise an area of Wales that had been hit hard by 40 years of deindustrialisation. Its goals included improving public transport, and supporting railways path to net zero while making infrastructure more innovative, affordable and sustainable to build and operate.

We are going to establish a net-zero railway that will operate from renewable energy that is generated on-site while building as much of the network as we can from recycled materials,” says Simon Jones, CEO of GCRE.

While the railway network is the lever GCRE is using, the goal is to give a boost to the entire region and its local communities.

“We want to help renew an amazing place and an amazing community. We have a responsibility to future generations to build a sustainable future, economically and in terms of the local area, supporting the rich biodiversity that is here,” Jones tells us.

TO THE TEST

Once GCRE has been developed, the team say that it will be unique in Europe for the range and breadth of infrastructure and technology testing it will offer for rail and the wider mobility sector.

“We are going to help make transport better. We are going to be offering high-speed rolling stock testing on an electrified, 7km looped track. The UK does not have one of those at the moment,” Jones says. “People who want to carry out activities that require those facilities currently have to take their rolling stock to mainland Europe, and those facilities are over-subscribed

with extensive waiting lists.”

GCRE’s innovation facility is not simply replicating what is on offer in Europe, however. It will also offer facilities for dedicated infrastructure testing, with a second, 7km electrified track loop specifically for high-tonnage loads.

“Our facility will be able to offer customers guaranteed tonnage and axle passes to support testing of their technologies,” says Jones. “Nowhere else in Europe can offer clients this range of services. Currently, infrastructure testing that requires high tonnage needs to be done on main railway lines or has to be taken to Colorado in the US.”

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GCRE will also offer clients vital system integration testing, which will become even more important as railway infrastructure projects become more sophisticated and need to bring together ever more complex systems from multiple manufacturers.

“GCRE will offer a place to bring those systems together before they go into service,” Jones says. “We will also be able to offer clients the opportunity to showcase their products in a real-world railway environment, but without the constraints and restrictions of timetables and everything else that comes with an operational railway.”

PEELING THE ONION

A facility that is capable of all this is no mean feat. Even at the planning stage, there are multiple challenges to overcome.

“It is like peeling an onion. You deal with one set of challenges and another set reveals themselves,” Jones tells us. “That is the nature of large, modern infrastructure projects. We knew those other layers would be there, it is just a question of moving through them.”

Currently, GCRE is in the process of securing private funding to get the project underway. When it was originally begun in 2017, the railway landscape looked very different, HS2 was going ahead, Crossrail was under construction and interest rates were at record lows, as was inflation.

“We had a number of major infrastructure projects in development and macroeconomic factors were more conducive to securing private investment,” Jones says. “Wind the clock forward and a lot has changed. The investment landscape is much more challenging than it was when we started the project. Nevertheless, the fundamental reason for bringing this project forward has not disappeared. Rail

badly needs a high-quality facility for rail research, testing and innovation and that need is quite evidently still there.”

Over the last seven years, a huge amount has been achieved by the GCRE team, including finding a 700-hectare site (the same size as Gibraltar) big enough for the planned facility, as well as obtaining planning consent. GCRE has seen some huge successes along the way.

“We have received the support of both the Wales and UK governments,” Jones points out. “It is one of a small number of projects in the last few years where both governments were completely aligned on delivering a major piece of infrastructure. That was a great moment for us.”

Part of what has made that possible is the widespread global customer interest the project has secured.

“Nearly 200 organisations in the UK, across Europe, and the world, have not only said it’s a really good idea, but that they will use it,” Jones says.

GCRE has signed memoranda of understanding with organisations from the UK, Europe and beyond.

“We are keen to work with organisations that want to help shape the services that we offer,” Jones says. “We want to hear from potential customers as soon as possible to build them into our conversations about our commercial approach.”

There is still a long way to go, but Jones is very optimistic.

“We have identified the challenges and ticked them off, and there are still more to come,” he says. “We have got to build this facility and get into operation. But we have a brilliant team that is more than capable of overcoming these challenges.”

BUILDING THE TEAM

Building that team has been a key pillar of the success GCRE has seen so far. GCRE has built relationships with organisations such as Innovate UK, who have one of their team on secondment with GCRE, as well as with the Birmingham Centre of Rail Excellence, and the universities of Cardiff and Swansea. But as well as building a team that can overcome the challenges GCRE has ahead of it, part of GCRE’s mission is to invest in the communities around it.

“We have an obligation to provide renewed hope for future generations around our site and in doing so help to develop the skills of the local population,” says Jones. “For businesses to want to establish bases here we need to offer a skilled workforce. There is both a business case and a moral imperative to train the next generation of railway research engineers and do that in South Wales.”

GCRE has just commissioned one of the big four consultancy

businesses to refresh the original economic impact analysis carried out for the project. This has identified that the GCRE testing facility has the potential to create 1,100 jobs over the next decade.

AN ECONOMIC STRENGTH

It could not come at a better time. Near the proposed site for the testing facility, Tata Steel has just announced 2,800 redundances over the next year and beyond. It will be a massive blow to the local community.

“The jobs at GCRE will not be created from day one,” Jones cautions. “We are not a silver bullet for the problems the Tata closure creates, but we are a part of the long-term answer to rebuilding local prosperity in the community and the wider region.”

But while GCRE is working to create the next generation of skilled labour, it also values the team it has and its commitment to its goals.

“People want to work for us because they support our mission. It captures people’s imaginations,” Jones says.

That mission will not only yield benefits for the Welsh communities around the testing facility, but it is also a chance to launch a flagship for a national industry.

“Every country in the world is looking at the future of their economy and asking where their unique strengths are,” Jones observes. “GCRE offers the UK a way to develop its unique strengths and to become a global leader in rail innovation. That will be possible because we will have a facility nobody else in Europe, and arguably the world will have. The UK can develop an industrial strength in rail innovation that is unique, just as we have with aerospace and financial services. The UK can lead the world in this sector as an economic strength for the future.”

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