Business Focus Magazine - Issue No.136

& Futureproof

PROJECT MANAGERS

EMILY BARKER

e.barker@ceomediagroup.com

CAMERON BEAZER c.beazer@ceomediagroup.com

JACK BIBBY j.bibby@ceomediagroup.com

ANDREW BOURKE a.bourke@ceomediagroup.com

DEAN BROWN d.brown@ceomediagroup.com

JENNA CUNNINGHAM j.cunningham@ceomediagroup.com

JEREMY DAVIES j.davies@ceomediagroup.com

JAMES ELVIN j.elvin@ceomediagroup.com

DAVID GARNER d.garner@ceomediagroup.com

DAVID HAYVIS d.hayvis@ceomediagroup.com

JOHN HOLLIMAN j.holliman@ceomediagroup.com

LOUISE HOLLYWOOD l.hollywood@ceomediagroup.com

DECLAN JONES d.jones@ceomediagroup.com

JOSH MALIN j.malin@ceomediagroup.com

STEVEN MUSTOE s.mustoe@ceomediagroup.com

ROBERT NAPIER SMITH r.smith@ceomediagroup.com

LIAM PYWELL l.pywell@ceomediagroup.com

JAKE REEMAN j.reeman@ceomediagroup.com

ESTA SEXTON e.sexton@ceomediagroup.com

HAYDEN TURNER h.turner@ceomediagroup.com

TYLER WARNER t.warner@ceomediagroup.com

DESIGN

SCOTT ANDREWS design@ceomediagroup.com

ACCOUNTS

TESS CARR accounts@ceomediagroup.com

PRODUCTION

KAMILA KAJTOCH production@ceomediagroup.com

EDITORIAL

ALEXANDER McDONALD a.mcdonald@ceomediagroup.com

SALES & MARKETING DIRECTOR

TREVOR GRETSINGER t.gretsinger@ceomediagroup.com

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

FOCUS ON LEARNING

For many young people in the UK and around the world, August is a month of contradictions. While they might be enjoying the last few weeks of a summer break from education, they are also awaiting exam results, new lives at universities, or first forays into the world of work. It is a time of nerves and excitement; both an end of something, and a bright new beginning.

As school leavers explore a new chapter of change and possibility, one guarantee is that leaving school does not mean the end of learning. Though we might sometimes associate the practice with chalkboards and 2B pencils, learning is far greater than that. Learning does not culminate in grades or certificates – it is a constant, vital life process, sometimes as subconscious as breathing.

In business, a willingness to learn is a willingness to evolve. Companies that install learning cultures and embrace continuous improvement are continuously ranked among the world’s most successful. Simultaneously, these organisations communicate a key message to their employees –that personal development is a worthy and valuable pursuit.

This month’s issue of Business Focus Magazine celebrates learning, and the companies that embrace it – both organisationally, in the shape of continuous improvement, as well as in their approaches to employee training and development.

Our cover feature this month focuses on Bizerba, and specifically, the company’s surging Labels & Consumables Business Unit. Led by Tom Van Elsacker, who has risen through the ranks at Bizerba himself, the division is utilising an internal academy for long-term staff development as it looks to achieve steady, sustainable growth.

Over in the drink industry, German spirits company Schwarze & Schlichte is listening to its customers and using these learnings to adapt its offering. Moving away from more traditional products, the company is beginning to break into new markets with the help of its popular premium vodka and modern canned cocktails.

Elsewhere, modular home builder Baufritz has adapted to life in the UK, providing personalised training and progression opportunities to encourage local people to join its workforce. While finally, Canada’s Air Transat is combining human intelligence with machine learning as it looks to become a more efficient and competitive airline.

ON THE COVER Bizerba

Go to page 16

Bizerba (Labels & Consumables)

Family-Led & Futureproof

Offering Value & Opportunity in Africa

Akena Verandas Transparent Business Practices

Baufritz UK Modular Marvels

Divco Custom Homes Resort-Style Living That Feels Like Home

Edwards Smith Construction Delivering on Every Detail

FBi Buildings Best in the Field

Joseph Di Staulo Homes Grand Designs

Joseph Douglas Homes A Boutique Home Provider

ENERGY & UTILITIES

Monsson Trading Innovative Paths to Sustainability

ENGINEERING

Scitech An Innovative Alternative

The Muff Liquor Company Over the Moonshine

Schwarze & Schlichte Sipping Success HEALTHCARE & PHARMACEUTICAL BioAscent

Sandoz

TGI Fridays UK

Restoring That Fridays Feeling

Wilson Vale Nationwide Expertise

MANUFACTURING

Barloworld (Consumer Industries)

Grain Expectations

Brennan Industries People-First Fittings

Palziv Material Advancement

Wolf Group OÜ

Where Partners Are Part of a Pack

METALS & MACHINERY

7 Steel Nordic Steel Customers’ Lucky Number Seven

MINING

Ivanhoe Mines

Unearthing Prosperity

SHIPPING, PORT & MARINE

Port St. Maarten

Charting a Course for the Future

BUILDING BETTER INTO EVERYTHING WE DO

At CEMEX we believe in building, and building a better future for everyone. A future we can be proud to leave to our children, and our grandchildren.

A future where the needs of the built environment are balanced with a firm set of commitments to the natural environment. We strive to build better into everything we do, through better thinking, better solutions, better service and ultimately a better future for everyone. That is why our company vision is to be the best. Building a better future. www.cemex.com

LONDON CLIMATE TECHNOLOGY SHOW 2025

TOMORROW

WHERE: EXCEL LONDON, UNITED KINGDOM WHEN: 1ST - 2ND OCTOBER 2025

Discover the Future of Climate action and the road to netzero at the 4th Edition of the Climate Technology Show!

The Climate Technology Show 2025 offers a unique exhibition dedicated to advancing climate solutions, showcasing the latest innovations and cutting-edge technologies driving the global transition to a sustainable, lowcarbon future.

This global event will unite over 100+ exhibitors from across the world, offering a comprehensive platform for industry leaders, technology pioneers, policymakers, and

investors to drive the next wave of climate action. With an expansive exhibition floor, the event highlights key technologies, solutions, and strategies reshaping industries and accelerating progress towards a greener tomorrow.

For more information visit: www.climatetechshow.com

contact_salesEMEA@paloaltonetworks.com +966 800844 5418

www.paloaltonetworks.com

Prince Mohammed Ibn Salman Road, Ar Rabi, Spring Towers, 3rd floor, Riyadh, Saudi Arabia

RECRUITMENT CHALLENGES HAVE BECOME LEARNING OPPORTUNITIES AS LEADING BUSINESSES ADOPT INNOVATIVE APPROACHES TO INTERNAL DEVELOPMENT.

A Different Class

Every business, no matter the industry, needs skills – and the people who provide them – to function effectively. Traditionally, companies requiring certain skills have looked to recruitment as the answer, but a shortage of suitable candidates has seen some businesses adapt their approach – with remarkable results.

A2024 employer skills survey found that as many as one in three vacancies across the UK’s construction, manufacturing and engineering sectors were proving difficult to fill. However, upon closer inspection, these figures do not tell the whole story.

Between 2023–2024, the British Chamber of Commerce reported that the percentage of organisations short on skills had dropped from 73% to 62% – a substantial decrease over a single year. Though this positive trend has been complemented by Government action, such as the launch of Skills England, a far more significant factor has been the practical, problem-solving –and often proactive – efforts of the nation’s businesses.

SKILLS & TRAINING

PRIORITISING INTERNAL METHODS

Leicestershire contract caterer Wilson Vale is an example of a UK company that prioritises internal methods of talent development. Specifically, an internal programme known as Craft Works provides comprehensive, structured support for any Wilson Vale employee who wishes to take part.

“Our training is very bespoke in terms of the standard we are looking for,” Managing Director Melissa Wallbank told us during our interview with the business. “We offer barista courses, service courses, all the way through to senior management courses. We try to develop our staff internally as much as possible, but we will always look to do that in a bespoke way for each individual.”

A focus on individuals is a hallmark of the modern approach to internal development, though many organisations have been well ahead of the curve on this front. Lengthy staff tenures are perhaps the best signifier of a business that values and develops its people on an individual basis. Melissa Wallbank, for instance, has worked for Wilson Vale for over two decades, rising from an Accounts Assistant to her current position as Managing Director.

Melissa Wallbank’s journey is reminiscent of many similar tales from the world of business – the majority of which are united by a common theme: companies committed to the long-term development of individuals. At diverse German manufacturer Bizerba, Tom van Elsacker is one such individual to have benefitted from his employer’s patient and personal approach.

“Take me as an example of what can be achieved,” Tom said in our interview with Bizerba, where he is now Global Managing Director of the company’s Labels and Consumables Business Unit. “I started 10 years ago as a business developer for labels in the Benelux. Look what opportunities this great company gave me!"

“We invest in our people,” he stated, explaining Bizerba’s approach. “We have an internal academy that provides education, training, and development, so we can support our great employees as they grow through the organisation. In this way, we will work together to move the company forward at a steady, sustainable rate.”

SPECIALIST, TAILORED, AND COMPANY-SPECIFIC

Internal training bodies, like Bizerba’s academy, have become an increasingly useful tool in the business world’s quest for skills. Unlike a reliance on traditional recruitment, these in-house institutions can help a business turn vacancies

“I STARTED 10 YEARS AGO AS A BUSINESS DEVELOPER FOR LABELS IN THE BENELUX. LOOK WHAT OPPORTUNITIES THIS GREAT COMPANY GAVE ME!"

with CAE, until they are ready to fly a plane,” Air Transat COO Marc-Philippe Lumpé reported. “It gives us a lot of independence from market fluctuations.”

As Marc-Phillipe notes, changing approaches to internal development are benefitting both employees and businesses. As the former gains skills, the latter enjoys better control and security in a volatile, fast-moving world. An unavoidable topic when discussing the changing world of business is technology. Innovations like AI have proved

“IN COLLABORATION WITH OUR TEAM, AI IS SPEEDING UP OUR PROCESSES, INCREASING OUR DELIVERY CAPACITY, AND MAKING US MORE EFFECTIVE AND CONSISTENT.”

technology, many companies are developing their employees to be able to work in harmony with it. Marc-Philippe Lumpé from Air Transat explained more:

“We are in the process of deploying technology and artificial intelligence to support operations agents. We believe AI will be extremely helpful in improving efficiency. It enables us to tie together information from various sources – something that would be difficult and timeconsuming for a person to do manually.”

This hybrid approach, which aims to leverage the capabilities of both people and technology to address skill requirements, has also been adopted by pharmaceutical design and qualification consultancy Scitech. The company recently launched a pioneering AI Accelerator programme for its staff, and utilises a full, in-house AI development team.

Grant. “In collaboration with our team, AI is speeding up our processes, increasing our delivery capacity, and making us more effective and consistent.”

PEOPLE ENABLED BY TECHNOLOGY

Scientific sectors like engineering, pharmaceuticals, and life sciences are often early adopters of progressive, future-ready approaches, and it would be hard to argue that the most proactive paths to internal development should not feature both people and machines. Having struck an ideal balance between the two at drug discovery firm BioAscent, Director of Biosciences Stuart McElroy summarised the company’s own approach: “In the words of our CCO, this is ‘entirely a people business’ – people enabled by technology.”

Stuart’s words suggest that, even in the most technologically advanced industries, people will

BioAscent, the organisation has built collaborations with the likes of the University of Glasgow, bringing in Masters placement students and creating pathways for the next generation of the company’s workforce.

Though there will always be a place for external hiring, it is clear that the most sustainable way to build a durable, high-performing workforce comes from within. With a robust learning culture, and employees willing to grow, organisations across the globe are discovering that the capabilities they require do not need to be bought, but cultivated.

Just ask Brennan Industries’ David M. Carr:

“The team member running our US plant is just 28 years old,” the CEO told us. “He came to us straight from college, passed through our management training programme, spent some time learning on the job, and now he’s leading the facility.”

BIZERBA (LABELS & CONSUMABLES)

| LEADING FEATURE

Tom Van Elsacker, Global Managing Director (Labels & Consumables Business Unit), Bizerba.

IN A CONVERSATION WITH THE DIVISION’S GLOBAL MANAGING DIRECTOR TOM VAN ELSACKER, WE DISCUSS THE RISE OF BIZERBA’S FAST-GROWING LABELS & CONSUMABLES BUSINESS UNIT.

Family-Led & Futureproof

PROJECT MANAGED BY: JEREMY DAVIES

At Bizerba, there has been one constant throughout the company’s 160-year history – the Kraut Family. Owners and operators of the business since it was launched in 1866, five generations of the family have overseen Bizerba’s progress, and most crucially, facilitated its evolution.

It’s no understatement to say that the world has changed beyond recognition in the century and a half since Bizerba was founded. And yet, through bold action and a willingness to adapt, the company has constantly reinvented itself to meet the changing demands of a fast-moving world.

Today, equipped with the wisdom of experience, Bizerba is a tailored solutions provider offering a diverse range of products for food processing, weighing, slicing, labelling, packaging, and inspection. These solutions are utilised across a spectrum of industries – from Food to Logistics, Manufacturing to Retail.

To help simplify and streamline the company’s work, Bizerba recently divided its operations among three core business units: Retail, Industry, and Labels & Consumables. The latter division is headed up by Global Managing Director (Labels & Consumables Business Unit) Tom Van Elsacker,

who, together with his team, has assisted in making Labels & Consumables a significant part of Bizerba’s modern offering.

“Our Labels & Consumables unit was a small part of the Bizerba business and only started in 1983,” Tom explains. “In 2018, we earned more than €100 million, and now, less than a decade later, our Business Unit is achieving revenues over €165 million.”

A CLEAR STRATEGY

Leading a dedicated team –part of the 4,500 employees that make up the wider Bizerba workforce – Tom has developed a clear strategy to maximise the success of the Labels & Consumables unit. In keeping with Bizerba’s history, the division is flexible and innovative in finding solutions for its customers.

“We cover many sectors, but we do have a lot of clients in the food industry,” Tom comments. “We are very customer-oriented and have got to know these

Mark Andy is a global leader in the manufacture of narrow- and mid-web inline printing presses for single-pass production. Our strength lies in the comprehensive portfolio of flexo and hybrid digital/flexo printing presses - all developed and manufactured in-house. This end-to-end, single-source solution is unique in today’s global market.

By offering both technologies, Mark Andy enables printing companies to diversify their production capabilities based on their specific needs and those of their customers. Changes in market demand has seen traditional printing methods become less cost-effective for many jobs. We recognized these trends early and have continually expanded our range of hybrid presses to meet market demand and we remain the only manufacturer to build hybrid solutions entirely in-housefrom the first component to the final product.

Today’s market shows a continuing split between conventional and digital printing, with hybrid technology emerging as an attractive option in this fastevolving industry. Factors like shorter run lengths, increased versioning, demand for new designs, rapid turnaround times, and high-quality standards are driving technology choices.

So, we are fully committed to our strategy of delivering innovative flexo and hybrid/digital presses tailored to meet printers’ specific production needs.

A key innovation is our Digital Series HD HighSpeed 1200 - groundbreaking hybrid label press based on UV inkjet technology. Currently the fastest narrowweb hybrid label press in the world, it offers double the production speed of our flagship Digital Series HD model. Fully developed in-house, this integrated solution combines both hardware and software from a single provider and is supported by the Mark Andy 360 expert team. It’s designed to meet both current and future market demands.

In addition to top class hardware, our customers expect advanced production software that increases efficiency and sustainability. Responding to these needs, Mark Andy introduced the ProWORX workflow software suite, tailored specifically for our hybrid presses and a variety of job types they handle.

A key milestone in the company’s development is the modernization and expansion of the Mark Andy European Technology Center. Over the past decade, this facility has become a source of inspiration for printers and converters around the world. It now offers an enhanced space to showcase our latest innovations in both flexographic and hybrid press technology, along with solutions from our trusted partners.

Mark Andy’s motto, ‘Your Growth is Our Growth’ is more than just a marketing phrase - it reflects our core philosophy. By supporting customer growth with high-quality presses, advanced technology and comprehensive solutions tailored to evolving needs and industry trends, Mark Andy drives its own success.

We remain committed to continuous innovation, offering the quality, flexibility and service excellence needed to meet customers’ demands. Our long-term strategy focuses on delivering support throughout the entire lifecycle of all Mark Andy presses - from installation and training to ongoing optimization and maintenance.

Our customers understand that the future of the label industry depends not only on adapting to change but on anticipating it. Those leading in innovation today will be the ones shaping the industry of tomorrow - and Mark Andy is committed to help them get there, fueling continued global growth in press sales and customer success.

www.markandy.com

clients very well – we know how they work, we know their processes, and we understand their needs.”

Bizerba’s Labels & Consumables unit counts major retailers and supermarket chains among its clients. In the corporate world in which these large companies operate, an agile, family-led partner like Bizerba stands out from the crowd – as does the company’s open and transparent customer service.

“As we’re not the biggest organisation of our kind out there, we think differently. Always working with the customer at heart, we provide not just labels, but solutions,” Tom reveals. “We believe in being very open with our customers; it’s the only way to build lasting, positive relationships.”

One of Bizerba’s most valued relationships is with Swiss company artimelt, which supplies the Labels & Consumables division with several hot melt adhesives. These products are used in Bizerba’s own lamination process and is a tailor-made solution that satisfies the specialist needs of Bizerba clients.

“Building strong relationships with our partners and suppliers is crucial for us,” Tom remarks. “Though, of course, we aim to keep costs down, our suppliers are not selected on price alone; we are searching for broader co-operation where both parties bring value to each other. With the help of partners like artimelt, we can be innovative and flexible, adjusting our materials to deliver specific products that our customers really need.”

“IN 2018, WE EARNED MORE THAN €100 MILLION, AND NOW, LESS THAN A DECADE LATER , OUR BUSINESS UNIT IS ACHIEVING REVENUES OVER €165 MILLION.”

EFFECTIVE COMMUNICATION

Naturally, like in any good relationship, clear and effective communication lies at the heart of Bizerba’s strongest partnerships. Efficient communication has proved equally beneficial internally – particularly when it comes to managing Bizerba’s vast global footprint and ensuring consistent quality throughout the entire organisation.

“Communication is key,” Tom affirms. “We try and divide responsibilities for different teams and functions, so that we’ve always got someone managing and communicating with our people locally.

“While we generally make use of video calls for quick communication around the world, I also visit sites in person. For example, I was recently in North America to meet our NA & CA production teams, our engineering team, and our sales teams. During the visit, we discussed our areas of success, areas for improvement, and how we can build on these in the future. We are doing the same in Europe, and then we will eventually bring all that information together and share it across the group.”

1,000,000 cuts without blade contamination – proven quality that sticks.

Tailored for extreme conditions –our linerless adhesive solution ensures flawless label performance. For example, in applications for frozen and fresh produce. Developed in close collaboration with BIZERBA, this innovation reflects what sets us apart: deep application know-how, highest adhesive quality, and a partnership built on trust and results.

MIGRATION OPTIMIZED INKS FOR FOOD PACKAGING

Whether shrink sleeve, self adhesive label, in-mould label or tube laminate – as a pioneer in the production of migration optimized inks and varnishes, we guarantee for the highest safety standards and drive this forward.

www.siegwerk.com

CONSULTING INCLUDED

In the development of migration optimized ink systems we work closely with printers and manufacturers in the food and health industry. We offer solutions for most demanding requirements such as GIO-compliant packaging printing.

THE RESULT: MAXIMUM PACKAGING SECURITY.

Siegwerk Druckfarben AG & Co. KGaA www.siegwerk.com · rethinkpackaging@siegwerk.com

Siegwerk Switzerland AG · Neuenburgstrasse 48 · 3282 Bargen · www.siegwerk.com · info@siegwerk.com

BECOMES A COMPETITIVE ADVANTAGE

Our long-standing collaboration with BIZERBA is a prime example of innovation through partnership at eye level. Together, we pursue a clear goal: developing tailored solutions that create real value. That BIZERBA publicly named us a key partner is both an honor and a strong confirmation of our approach.

A standout result of this collaboration is a linerless labeling solution specifically tailored to BIZERBA’s requirements for food applications. It enables over one million cuts without adhesive build-up on the blades, ensures maintenance-free machine operation, and fully meets the highest food safety standards. The labels adhere reliably at room temperature and in freezing conditions – even on hard-tolabel, deeply frozen surfaces.

As a specialized provider, we develop these kinds of custom adhesive solutions not only for BIZERBA, but for all our clients with demanding application needs. Our partners value not only the quality of our products but also our technical knowhow, flexibility, and reliable logistics performance.

We greatly appreciate the focused and trust-based collaboration with BIZERBA. Projects like this demonstrate just how powerful adhesive technology can be when developed with shared goals in mind. The work with BIZERBA exemplifies what drives us: anticipating challenges and turning complex requirements into practical, economically viable adhesive solutions.

by Melanie Ott, CEO artimelt AG www.artimelt.com

In many of its locations, Bizerba utilises local suppliers. This not only reduces shipping costs and boosts quality, but also has major sustainability benefits. A key priority, the business has long viewed sustainability as far more than a popular trend, but a meaningful attitude – a way of life. At the head of Bizerba’s recent environmental efforts is the development of pioneering linerless labels, which help to reduce waste.

“Many of our clients are looking to become more sustainable, so we are listening to their requests and producing more sustainable items like compostable labels, linerless solutions (e.g. Standard Linerless and CleanCut labels), labels that are removable during the washing or recycling process, and many more.” Tom reports. “New laws and policies, like the EU’s Packaging and

Packaging Waste Regulations (PPWR), require packaging to feature a ‘harmonized label indicating its material composition’ so we are working with customers to accommodate these demands too.”

LONG-TERM APPROACH

For Bizerba, sustainability is not just about the environment, but about the lasting internal health of the business. This is especially true, Tom says, when it comes to the internal culture of an organisation and the

happiness of those who make up its workforce.

“In my opinion, generating a positive company culture is a vital part of building a successful and sustainable business,” Tom states. “I don’t like hierarchy. When I visit one of our sites, I will go into Production, have a coffee, and talk to our employees before I go to the office. This approach enables me to build trust, foster a positive environment, and help position our company for sustainable and future-ready success.”

Bizerba’s long-term approach to business helps to stabilise the company during lean periods, while allowing it to capitalise on opportunities for growth when the market allows. After remaining resilient in recent years in the face of various challenges, the organisation is now ready to enter an active phase of growth.

“We have a sharp focus, clear strategy, and feel well-prepared for the future,” Tom declares. “We are dedicated to our existing customers and continue enhancing our production facilities with the latest technology.

“Perhaps most importantly, we will invest in our people. We have an internal academy at Bizerba that provides education, training, and development, so we can support our great employees as they grow through the organisation. In this way, we will work together to move the company forward at a steady, sustainable rate.

“Take me as an example of what can be achieved,” he concludes. “I started 10 years ago as a business developer for labels in the Benelux. Look what opportunities this great company gave me!”

“WE HAVE A SHARP FOCUS, CLEAR STRATEGY, AND FEEL WELL-PREPARED FOR THE FUTURE.”

MAHLE SOUTH AFRICA OFFERS VALUE AND OPPORTUNITY IN AFRICA

Offering Value & Opportunity in Africa

PROJECT MANAGED BY:

DAVID HAYVIS

MAHLE is a leading international development partner and supplier to the automotive industry with customers in both passenger car and commercial vehicle sectors. Founded in 1920, the technology group is working on the climate-neutral mobility of tomorrow, with a focus on the strategic areas of electrification and thermal management as well as further technologies to reduce carbon emissions, such as fuel cells or highly efficient, clean combustion engines that also run on renewable fuels, such as hydrogen. Today, one in every two vehicles globally is equipped with MAHLE components.

In 2024, MAHLE employed just under 68,000 people at 135 production locations and 11 technology centres located in 28 countries while generating €11,7 billion in sales across the globe.

MAHLE South Africa is a specialist component manufacturer of air conditioning and engine cooling products for passenger and commercial vehicles and is the South African subsidiary of MAHLE in Stuttgart Germany and has been a part of MAHLE since 2013, with plants in Durban and Gqeberha (Port Elizabeth).

MAHLE’S ROLE IN SOUTH AFRICA

World class production locations in South Africa provide support for MAHLE’s customers and

their production plants and as such, are full-service providers for the local Original Equipment Manufacturers (OEM).

The Durban plant produces components for Heating, Ventilation and Air Conditioning (HVAC) and Engine Cooling Modules, tubes and turbulators, exporting 120 million aluminium tubes annually to all regions of the world.

The plant in Gqeberha is a HVAC assembly plant and produces components for HVAC/Engine cooling modules (OES only) and air cleaners.

MAHLE South Africa plays a significant role in the automotive industry of South Africa and in so doing supports various initiatives such as the Durban Automotive Cluster, The National Association of

We deliver a superior and personalised freight and logistics service.

LTG has the knowledge and capacity to handle diverse shipping needs offering an end-to-end logistics service, from seamless freight forwarding, customs clearance to comprehensive warehousing solutions.

Trust LTG to keep your supply chain efficient, adaptable and ahead of the curve.

LTG LOGISTICS TRANSPORT GLOBALLY (PTY) LTD

LTG Logistics Transport Globally (Pty) Ltd is a leading international freight management and supply chain company, offering its clients a personalized service with dedicated hubs for all their global logistics and freight requirements. It has been in operation since 2006, with its head office based in Rosslyn, northwest of Pretoria, South Africa and with the Pomona office close to the OR Tambo International Airport, Johannesburg.

The company has a passion for service delivery and its strength lies in its people, partnerships and state-of-the-art facilities, as well as its vast experience in the freight management and supply chain industry. It offers a win-win methodology by aiming to reduce costs and improve productivity.

LTG’s strength lies within the following market segments: Automotive, Agriculture, Engineering, Mining, Aviation, Special Commodities and the General industry.

Apart from offering warehousing and distribution, the company also offers value added services such as sub- and or final assembly processes, packing, re-packing and inspection. LTG places strong emphasis on customer service, cost competitiveness and risk management. This combination has resulted in the company becoming a preferred supplier to BMW SA and international 1st Tier suppliers. With above characteristics in place, supported by their ISO 9001:2015 & ISO 14001:2015 certification and WCA (World Cargo Alliance) membership, LTG is a “must have” on any company’s supplier list!

A service experience that is both professional and personal! www.ltgfreight.co.za / info@ltgfreight.co.za

We provide quality third party containment for local OEM and tier level suppliers within the automotive industry, including sorting, reworking and inspection services.

Our experienced and dedicated team are able to provide same day services & on-site/lineside service in most locations throughout South Africa.

7 Anil Road, La Lucia Umhlanga, Durban, 4051 0027 83 281 1959 • earl@fogindsol.co.za www.fogindsol.co.za

MAHLE

Automotive Component & Allied Manufacturers (NAACAM) and the African Association of Automotive Manufacturers (AAAM) on both a national and local level.

From an employment development perspective, MAHLE South Africa also supports the Governments Department of Trade, Industry and Competition (DTIC) with qualified information where required.

CORPORATE SOCIAL RESPONSIBILITY

Creating an awareness of and highlighting the opportunities that exist in the world of Science, Technology, Engineering and Mathematics (STEM) for the youth is a priority for MAHLE South Africa.

MAHLE South Arica has hosted the Young Women in STEM conference which is where learners have firsthand interaction with leaders in the field of STEM. One of the objectives of the conference is to expose delegates to the many of examples of young woman who have been successful in STEM careers.

Another successful initiative is the Science2Go programme that is sponsored by MAHLE. Sciene2Go’s mission is to provide quality teacher professional development opportunities for Mathematics and Science education in under-resourced and rural schools in South Africa.

MAHLE South Africa also participates in YES or the Youth Employment Service where jobs are created to provide quality work experience for the unemployed youth. These activities are well suited to MAHLE South Africa’s investment in developing the youth, transferring valuable skills and developing careers that transition into earning future incomes.

RECOGNITION

In 2024, MAHLE SA received two awards from the Durban Automotive Cluster (DAC) for recognition of their continuous improvement and problemsolving excellence, as well as

MAHLE’s commitment to skills development through nurturing talent and fostering growth within the automotive industry.

OPPORTUNITIES

The South African government white paper and the Automotive Masterplan provide an excellent outlook for the future. The Internal Combustion Engine (ICE) technology will be continued, but there will be a transformation towards New Energy Vehicles (NEV), including Battery Electric Vehicles (BEV), Hybrids, Fuel Cell Vehicles (FCV), all of which are incentivized by the South African Government giving added security to future business plans.

MAHLE

In addition, the African Continental Free Trade Area (AfCFTA) opens further opportunities with better access to North Africa Automotive Cluster.

SUSTAINABILITY

For the first time, MAHLE reached the “A list” of the independent organization Carbon Disclosure Project. Thanks to the consistent reduction of carbon dioxide emissions in production, the upstream supply chain and the utilization phase of its products, the group is among the best companies in the automotive industry.

With the figure of 47% having already been reached, MAHLE is well on track to achieve its goal of a 49% reduction in Scope 1 and 2 CO2 emissions by 2030.

MAHLE South Africa has continued to focus on energy efficiency through a number of energy reduction projects guided by the Continuous Improvement Element within ISO 14001.

OUTLOOK

MAHLE South Africa aims to improve local production to global excellence standards and in so doing become part of the transformation to E-Mobility ensuring that the company is able to introduce E-Mobility products when they are locally needed in South Africa and Africa as a whole. Hybrid Vehicles are a way forward in Africa and as such, it is strategically sensible to continue growth in this sector with some products already available in the MAHLE Group.

PREPARING FOR THE FUTURE

At the end of 2024, MAHLE initiated a new group organization, merging business units to strengthen the futureoriented areas of electrification and thermal management in industrial and structural terms. The streamlined group structure makes the internal cooperation faster and more efficient, laying the foundation for the establishment of a high-performance, future-proof production network while strengthening the regions. The development of holistic solutions connected with mobility and the vehicle life cycle, means that new opportunities and the extension of the product portfolio has been created for South Africa in the thermal and fluid products division.

KEY ASSET IN GROWING THE FUTURE

MAHLE South Africa continues to innovate and will be extending the product portfolio to offer more system solutions as opposed to single products. An example are Air Intakes and Air Cleaner systems for passenger car and truck applications, which are new products that are coming online.

MAHLE plants have enough free installed capacity to meet the demands as the requirements for Hybrid solution grow in Africa, a continent that has the potential to grow in the automotive sector and where automotive component manufacturers are well positioned to add value to that proposition.

OVER THE LAST FEW YEARS AIR TRANSAT HAS STARTED TO TRANSFORM FROM A TOUR OPERATOR LED AIRLINE TO A MORE COMPETITIVE AIRLINE, & IT IS STILL CONTINUING TO EVOLVE.

Flight Paths

PROJECT MANAGED BY: HAYDEN TURNER

Air Transat is a company that has undergone a transformation. Only a few years ago it was providing package holidays, with Marc-Philippe Lumpé, Air Transat’s Chief Operations Officer, comparing it to the UK’s Thomas Cook, but over the last two years the firm has transitioned into becoming a more regular airline, with a focus on leisure and VFR (Visiting Friends and Family) traffic.

We are at 43 aircraft, mostly long-range A321s and A330s, serving markets in Europe and Central and South America, including the Caribbean,” Lumpé tells us. “I would say that our main differentiator is that we

A330 taxiing to gate 67 at YUL.

Photo credit:

©Maureen Boullanger

AEROREPAIR

AeroRepair specializes in the repair and overhaul of wheels, brakes, and batteries for a wide range of aircraft, including Airbus, Boeing, Bombardier, Cessna, Embraer, and Gulfstream, ensuring fast, reliable turnaround times that minimize aircraft downtime and keep fleets mission-ready.

Complementing AeroRepair’s technical services, Aircrafters is a leading distributor of aircraft wheels, brakes, and materials, offering over 2,000 certified assemblies and 10,000 ready-to-ship parts. As a Master Distributor of Collins parts, Aircrafters delivers unmatched inventory depth and industry expertise. The company’s Advanced Exchange Program (AEP) allows operators to receive immediate part replacements, supporting critical timelines and operational efficiency. In addition, Aircrafters provides around-the-clock support for Aircraft on Ground (AOG) situations, ensuring customers have 24/7 access to essential components.

Together, AeroRepair and Aircrafters deliver a fully integrated solution for airlines, MROs, and operators, combining expert repair services with rapid parts availability. Their commitment to quality, compliance with industry standards, and dedicated technical teams ensure customers receive dependable solutions tailored to their operational needs. This synergistic partnership sets a high standard in the aviation support industry, delivering value through speed, reliability, and excellence.

With Aero 3 Inc. company locations in Atlanta, Boston, Dallas, Indianapolis, Philadelphia, Phoenix, Calgary, Montreal, and Manchester, UK, the brand maintains a robust and expanding global footprint.

www.aero3inc.com

AIR TRANSAT

offer a unique product in our premium economy delivery. Our offering is way above what you would normally have in premium economy class.”

Air Transat’s premium economy class is finely optimised for cost conscious but quality orientated travellers.

“What sets us apart is the professional and qualitative service offered by our crews as well as a broad offer of routes at competitive prices. We have seven destinations in France, for example. We provide a great alternative for passengers who often have to go through Paris to reach the rest of the country.”

CHANGING COURSE

It is a strong offering, and one that has yielded an excellent response from air passengers. However, no transformation of the scale Air Transat has achieved is possible without encountering obstacles.

“The transition from the tour operator model to the airline model has been a challenge,” says Lumpé. “There are things you have to do differently as a network carrier.”

Marc-Philippe Lumpé, Chief Operations Officer, Air Transat.

Photo credit: © Bénédicte Brocard

AIR TRANSAT

Lumpé joined Air Transat three years ago, when the company was focusing on modernising its work processes and building its capabilities as a network carrier. It was an ambitious task.

“You need robust connections, procedures and technology in place, so you can optimise the network quickly if adjustments are required (irregular operations or changes based on customer demand).”

Lumpé tells us. “We did a lot of work around digitalisation and technology to get the company where it is today.”

A330 in Air Transat’s hangar in Montreal.

Components installation on P&W engine prior to final installation on aircraft.

Photo credit:

© Maureen Boullanger

Photo credit:

© Maureen Boullanger

Lumpé explains that the transformation of Air Transat was a project involving well over 100 initiatives, 80% of which have now been implemented. The remainder of those projects are still under implementation because of the level of complexity involved.

“The main challenge we faced was to transform the business to build the foundation required to support our growth,” Lumpé explains. “We aim to grow our fleet over the next few years, which means getting all the necessary supporting capabilities in place while remaining cost competitive.”

Technology is an element of that transformation which Lumpé is particularly passionate about. As we talk, he enthuses about how quickly technology in the sector is evolving.

“We are in the process of deploying technology and artificial intelligence to support operations agents,” he tells us.

“We believe AI will be extremely helpful in improving efficiency.

It enables us to tie together information from various sources—something that would be difficult and time-consuming for a person to do to manually.”

Lumpé points to the predictive maintenance systems Air Transat is already deploying using artificial intelligence to identify and prevent equipment failures that would normally cause delays when aircraft are grounded.

“We are deploying an AIbased system that will minimise those incidents,” Lumpé says. “The systems have to learn. Optimising that will be a step change in this arena.”

Flight delays may necessitate changes of aircraft, new crew, and a wide range of other elements that need to be considered.

“It is difficult for a human being to find an optimal solution, but a combination of artificial intelligence and humans creates an efficient and powerful new approach to problem solving,” Lumpé tells us. “The potential use cases for AI are endless. Also, on the commercial side, there are various applications currently arriving on the market.

The exciting part is we have been talking about this for a couple of years, but now we can deploy real-world solutions.”

One of our duty managers at our Integrated Operations Center.

Aircraft maintenance engineering (AME) confirming task completion on his iPad.

Photo credit:

© Maureen Boullanger

Photo credit: © Housseinn

THE FLIGHT CREW

In that combination of machine learning and human intelligence, the human ingredient remains essential, and Air Transat invests significantly in that side of the equation.

“We have implemented our own pilot training program – the Ascension Academy,”

Lumpé says. “It allows us to hire people from the street and train them all the way in partnership with CAE until they are ready to fly a plane. This gives us a lot of independence from market fluctuations.”

This is alongside a range of recruitment methods from other channels, but Air Transat does not just invest

in recruitment, but also in retaining and investing in those employees.

“There are a couple of things you need,” Lumpé tells us. “Competitive salary and a strong culture. Everyone will tell you this, but we have a unique culture which strongly motivates our people to stay here. The symbol of our company is a star, and if you look online, you will see there are people out there tattooing this logo on themselves. That tells you something about the strength of our culture and how dedicated people are.”

Air Transat’s culture is based on respect, performance, and on creating a sense of belonging.

“This is something that we have really succeeded in living through our everyday dealings,” Lumpé explains. “It contributes to the very low turnover we have compared to other companies in our sector.”

That culture is also reflected in the relationships Air Transat is building with other businesses. When we speak with Lumpé, he is excited to tell us about a commercial joint venture Air Transat is into with the Canadian airline, Porter Airlines.

“They are a big airline, with a target size of between 70 and 100 regional aircraft,” says Lumpé. “They can fly deep into the US, so they are not limited in range, but they can do things we don’t do, and we can do things they don’t do, so it lines up nicely.”

It is a partnership that will help set the direction for both airlines moving forward.

“We are continuing down the road of developing connecting traffic and through this, strengthening our network carrier model,” Lumpé says. “Our goal is to continue to own our leading position in leisure travel.

Air Transat welcomes the first cadets from Ascension Academy.

Arrival of an A330 at Montreal Pierre Elliott Trudeau International Airport.

Photo credit: ©

Maureen

Boullanger

Photo credit:

©

Maureen

Boullanger

AS PRINCESS JULIANA AIRPORT FLIES HIGH FROM ITS 80TH ANNIVERSARY, THE FACILITY IS REDEFINING EXECUTIVE AIR TRAVEL WITH ITS NEW PRIVATE JET FACILITIES.

An Executive Base

PROJECT MANAGED BY: DEAN BROWN

We have been following the progress of Princess Juiliana Airport since 2018, and there is always more to see. It is a vital airport hub serving Saba, St Eustatius, St Barthelemy, Anguilla, Dominica, Nevis, and Tortola, marking it out as the second busiest airport in the Northeast Caribbean.

The airport has established itself as one of the largest employers on the island of Sint Maarten, with a staff of 305 direct employees and a wider airport community of over 1,700 individuals.

Last year marked the airport’s 80th anniversary, and it was an anniversary that saw the business in a great position. The airport had projected figures of 1.5 million passengers and 54,000 aircraft movements. Alongside this growth trajectory, reconstruction efforts, which had been ongoing since September 2021, saw the completion of the airport’s new terminal hall.

It is a facility well equipped to provide an excellent experience to all kinds of travellers, but one area where the airport’s offering is particularly impressive is in its work around private aviation.

THE EXECUTIVE EXPERIENCE

Among the many unique facilities Princess Juliana International Airport has to offer is its dedicated private jet operations building. This facility

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is the perfect demonstration of why Princess Juliana International Airport continues to be a leader in the aviation sector. The airport’s Fixed Based Operator (FBO) building is the kind of upscale facility that is necessary to meet the needs of passengers who demand a special level of service.

Located to the west of the airport terminal, the Fixed Operator Building enjoys its own entrance from the Airport Boulevard. Its ideal location means that it can provide the kind of top quality service expected by the private and charter plane operators that regularly use the airport.

Princess Juliana Airport’s handlers pick up its private and charter passengers directly from the aircraft, leading to only a short walking distance from airside to landside.

The Fixed Base Operations building itself facilitates comfortable operations for its two handlers by being divided

into two distinct departments. On the west side of the building are TLC’s offices, and on the south-eastern side of the building are Arrindell Aviation Services’ offices.

The entrances and exits for private jet passengers can be found on the north and south side of the building, and

both handlers have specially designed lounges to serve their passengers, as well as other lounges for private aircraft crews. The building is also home to immigration and luggage handling facilities.

It is a facility that sets Princess Juliana International Airport apart, not just as an

airport in itself, but as a symbol of St Maarten’s appreciation of the importance of the private jet industry.

The island handles hundreds of private and corporate jets a year, peaking around the Christmas season.

Yet the level of service that Princess Juliana International Airport provides to its private and charter flight customers is set to improve even further with the signing of a long-term Fixed Base Operator concession agreement with ExecuJet, a Luxaviation Group.

“This is more than just a business agreement, it’s a shared commitment to excellence and innovation,” said Michael Cleaver, CEO of the airport. “We are confident that ExecuJet will not only elevate our FBO services, but also contribute positively to the tourism and business landscape of Sint Maarten. We look forward to what this new chapter brings.”

The deal will lead to the construction of a new facility for Fixed Base Operations. The building will have more passenger space, a VIP lounge, bathroom and pilot support amenities, and enhanced airside access for travellers transferring from yacht to aircraft.

The new facility will also see more staff deployed for rapid fuel and ground handling.

“This is a transformative step not only for ExecuJet, but for private aviation across the region,” commented Gary Forster, Managing Director of ExecuJet Caribbean. “Sint Maarten’s central location makes it a vital hub for visiting aircraft, technical stopovers and regional transit. This new facility will serve as the cornerstone of our Caribbean operations and a platform for further regional expansion.”

PRINCESS

PRINCESS JULIANA INT. AIRPORT

Patrick Hansen, CEO of Luxaviation Group added, “Having been part of the Caribbean aviation landscape for many years, we view this agreement as a cornerstone in our regional strategy. Sint Maarten is uniquely positioned to support the growing demand for high-end travel, and we are proud to collaborate with PJIAE to redefine the standard of FBO service in the Caribbean. This partnership reflects our long-term commitment to building world-class aviation experiences around the globe.”

EXCEEDING TARGETS

This kind of expansion in facilities offered is necessary given the strong results Princess Juliana International Airport reported last year. Over 2023 and 2024, the facility exceeded the passenger traffic targets set for the beginning of both years. These results demonstrate the significant recovery the airport has made from the impact of the pandemic.

Over 2023, Princess Juliana International Airport saw passenger traffic that nearly equalled its 2019 numbers,

closing in on its peak numbers with 81.2% of its 2016 numbers. As these passenger numbers get closer to pre-pandemic levels, it demonstrates a strong return of demand for travel to St Maarten. Much of that demand is coming from North America, which accounts for approximately 58% of all Princess Juliana International Airport’s traffic.

As Brian Mingo, Princess Juliana International Airport’s CEO last year, and Bob Post, CFO, said when the figures were announced, “Passenger traffic has rebounded remarkably, and we are nearly back to pre-pandemic levels. We are committed to providing a seamless and positive travel experience for all passengers. We are confident that the strong momentum we witnessed in 2023 will continue in 2024. We are also very pleased with the new check-in and departure halls, and our new arrivals hall is almost finished. The countdown has begun and in November 2024 we will celebrate the opening of the state-of-the art terminal and our 80th birthday with all stakeholders.”

INVESTMENT IN INNOVATION IS HELPING ORANGE ANTILLES-GUYANE TRANSFORM THE FRENCH CARIBBEAN THROUGH THE POWER OF CONNECTIVITY.

Bridging the Gaps

PROJECT MANAGED BY: DECLAN JONES

Connecting people across the globe, Orange is one of the world’s leading telecommunications groups. The organisation, which had revenues over €40 billion in 2025, has a total customer base of more than 294 million mobile and broadband users spread across 26 countries.

One of Orange’s key regions of operation is the Caribbean, where (then known as France Télécom) it provided the first telecom services for the islands. Today, the company has a significant presence across the AntillesGuyana region, including in Guadalupe, French Guyana, Martinique, Saint-Martin, Saint-Barth, and Saint-Pierre & Miquelon. In addition to its mobile, internet, and enterprise capabilities, the company has become known as a true integrated services provider, delivering rich connectivity for citizens, governments, and businesses.

“Today, Orange AntillesGuyane has around 1,200 employees in the French Caribbean, making us the largest telecoms company in the region,” explains Orange Antilles-Guyane CEO Samir Benzahra. “We also work with many partners across different islands, which helps to generate three times that number of jobs.”

STRONG AND RELIABLE CONNECTIVITY

The bedrock upon which Orange Antilles-Guyane has been built is the company’s ability to provide reliable, high-speed connectivity in a geographically challenging island region. Building one of the Caribbean’s most resilient networks has not been easy, but thanks to significant investment in its infrastructure, Orange has risen to the challenge.

“Over the last decade, we have invested almost €1 billion in our networks, data centres, and submarine cables,” Samir says. “Driven by our ambition to provide strong and reliable connectivity, we have looked to create something that can withstand hurricanes, earthquakes, and all manner of climate issues.”

The submarine cables Samir mentions have been instrumental in increasing the resiliency of Orange AntillesGuyane’s network. The company recently worked with SETAR to launch construction

Rooted in the French West Indies and French Guiana, FB TELECOM blends the flexibility of a fast-moving startup with the capabilities of a seasoned player From Research & Negotiation to Construction, Maintenance, Commissioning We support our partners, the major operators, in creating high-perfor mance networks

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of CELIA-CETC – a new highcapacity submarine cable that will connect Aruba, Martinique, Antigua, Puerto Rico, and the USA. The project, which will cover 3,600km and offer an initial estimated capacity of more than 44 Tbps, will likely go live in 2027.

“CELIA is brand-new technology that not only provides speed in connectivity, but also improved cybersecurity, which is vital in today’s world,” Samir states. “It also provides this region with alternative connections to locations like the USA and Europe in the event that another cable goes down.”

To complement its network infrastructure, Orange AntillesGuyane continues to invest heavily in 5G, and has recently launched the technology in Guadalupe and Martinique. Deployment is yet more evidence of the company’s dedication to its customers and their Orange experience.

“Whether our customer is in the bathroom, home office, or making calls on the road, we are trying to optimise their connectivity,” Samir affirms. “We are a major operator capable of delivering up to 8 Gbps to our customers and we want to make sure they receive the very best of that.”

MORE THAN TELECOMMUNICATIONS

Far more than just a telecommunications company, Orange Antilles-Guyane’s work is having a far-reaching positive impact. Of a potential 670,000 fibre connections in the region, Orange is deploying as many as 580,000. This investment in high-speed connectivity is helping to develop local economies and transform lives.

“Network usage changes rapidly,” Samir remarks. “The need for high capacity is mandatory for us, and could increase further in the future, so we need to be ready.

“Industries across the region, including the Health and Education sectors, make use of our systems for critical tasks and processes. They need fast and reliable connectivity to places like the USA and France because the necessary expertise are not always available in the Caribbean. Similarly, we are working on important projects for local governments in Guyana and Martinique.”

Alongside offering high quality services, Orange Antilles-Guyane is committed to being a responsible operator. This is particularly true when it comes to mitigating the company’s impact on the environment.

“When we invest, we always choose technologies or infrastructure that contribute towards our zero-carbon mission,” Samir points out. “We aim to be a green operator, so we try to work with local suppliers, create our own energy using solarisation, and make use of cutting-edge innovations that can save energy on our sites.”

AHEAD OF THE CURVE

Orange Antilles-Guyane’s belief in responsibility stretches beyond the walls of its facilities and into local communities. The company invests in a variety of social initiatives for people young and old, as well as encouraging digital inclusion by running programmes that promote women in technology.

“We serve a vast population of varying demographics and social compositions,” Samir comments. “Our role is to listen

to the market, listen to our customers, and provide the necessary innovation.

“Innovation, in particular, will be important going forward. We are part of a large group, and we need to capitalise on the resources that Orange provides – from expertise to technologies – to enable us to harness the latest advancements and deliver services that the people of this region need most.”

The modern telecommunications sector advances at a rapid pace, but Orange Antilles-Guyane works to remain ahead of the curve. As it tackles future challenges like cybersecurity, climate change, and evolving technologies, the company is determined to continue providing a

quality service for customers that positively impacts local economies.

“Everything moves so fast in this industry. Not long ago, we were still communicating with SMS, and now we take part in video calls with people across the world,” Samir observes. “In this dynamic environment, our mission is to be present, to assist, and to bring solutions that benefit a changing society.

“Our hard work is paying off,” he continues. “The regulation authority in France has ranked Orange as the top network for quality in the Caribbean region six years in a row. The aim now is to maintain our position as the regional leader in telecommunication services for citizens, businesses, and governments.”

KNOWN FOR ITS FORWARD-LOOKING, HUMAN-CENTRIC APPROACH, A.R.M. HOLDING IS A PRIVATE INVESTMENT FIRM GENERATING SOCIAL AND ECONOMIC VALUE ACROSS THE UAE.

From Vision to Vitality

PROJECT MANAGED BY: DAVID HAYVIS

Though it is listed as a private investment firm, A.R.M. Holding is far more than that. Based in the UAE, the organization creates value and drives positive change for people across the country. It is a company showcasing the ability of investment firms to generate tangible, long-term progress.

For A.R.M. Holding, the mission starts with people.

In taking a clear, personcentered approach to its work, the company has delivered a meaningful impact on people’s lives through projects in numerous industries, including real estate, hospitality, and health.

“We don’t just fund buildings,” says Chief Development Officer Alain Kallas. “We construct communities and developments designed to foster social interaction and connection. It’s not about architectural plans, but long-term value for residents and visitors – every project is rooted in real human needs.”

INCLUSIVE & FUTURE-READY

[Opposite Page]

Alain Kallas, Chief Development Officer, A.R.M. Holding.

While A.R.M. Holding was formally established in 2019, its roots go back decades through Dubai Real Estate Centre (DREC), which has been shaping communities since the 1980s. Building on this legacy, A.R.M. Holding continues to transform

and uplift communities, foster innovation, and pave the way for a more resilient future.”

“Our investments are designed to shape the UAE for decades to come,” Alain states. “They reflect a balance of cultural identity and global relevance, enabling growth that is both inclusive and futureready.”

Strategically, A.R.M. Holding operates across three brands: HUNA (premium residential and commercial real estate), Dubai Real Estate Centre (a legacy real estate brand focusing on building communities), and Hive Coliv (an expanding co-living brand that began with Dubai’s Jumeirah Village Circle).

“Across the portfolio, we are proud to have some beautiful architecture that stands out from the rest,” Alain points out. “There’s always an element of elegance in what we do. We focus heavily on art, including sculptures and cultural pieces, as well as communal green spaces and parks.”

Some of the best examples of A.R.M. Holding’s people-centric approach can be found under the HUNA brand. One notable project is The Fold – an awardnominated community of 28 contemporary villas in the heart of Jumeirah. It blends elegant architecture with intimate, sustainable, and modern living.

CONNECTED LIVING

More recently, A.R.M. Holding added a new project to its premium offering in the shape of H Residence. Centered around a community park, the residential space merges architecture, culture, and nature across a collection of 37 Jumeirah duplexes. Highlights include shaded balconies, a sky bridge with an infinity pool, and a secret garden.

“H Residence exemplifies our vision for connected living,” Alain explains. “The idea is that residents can make use of communal spaces near to their homes where they can come together and socialize, or just enjoy some time outside with a book. We have also installed a Residents’ Lounge, as well as a rooftop pool, and various integrated food and beverage outlets for residents and their visitors to enjoy.”

H Residence is evidence of how A.R.M. Holding is transforming local communities and improving people’s lives as a result. Having set the bar so high though with projects like H Residence, the company is now determined to remain innovative and purposeful in every one of its projects.

“We want to avoid the cookie cutter approach that you see in many other developments,” Alain notes. “Delivering something genuinely unique is not easy, so we do a lot of research to identify gaps in the market, tailoring our approach to every district.

“We start by asking ourselves ‘what is really needed?’ before exploring how we can deliver that requirement, whilst making it stand out architecturally. We always try to bring something new to the table – projects that will fuel the evolution of Dubai and the UAE.”

In order to bring its bold vision to life, A.R.M. Holding works closely with a wide range of partners. In May 2025, for example, the company announced that it would be teaming with BIG-Bjarke Ingels Group to reimagine Dubai’s historic Jebel Ali Racecourse.

“BIG is one of the world’s most respected, forward-thinking architecture firms,” Alain declares. “They are the kind of like-minded partner with whom we enjoy working. BIG understands our vision, but also brings relevance and fresh ideas to a project.”

PRESERVING A LEGACY

The new mega-development will be one of A.R.M. Holding’s largest and most ambitious projects to date. The masterplan will cover 5 square kilometers, centered around the historic Jebel Ali Racecourse, in the heart of Dubai. Surrounding this space will be a variety of mixed-use neighborhoods characterized by public plazas and shaded streets.

Focusing on accessibility and sustainability, all services and green space will be within a fiveminute walk for residents of the racecourse development. The project will also preserve the memory of the racetrack, with the themes of sport and equestrianism present throughout.

“Today, people want to be active and they want to

enjoy nature, so the Jebel Ali Racecourse project will reflect this,” Alain affirms. “The park at the center of the development will be 1.5 square kilometers in size –as large as London’s Hyde Park. Wellbeing, active living, and social connections are all key themes for the project, with a particular emphasis on quality outdoor spaces, which can sometimes be hard to come by in Dubai.

“While the development will be highly walkable, we’re also embracing smart, sustainable mobility solutions to support lowimpact, efficient transport. From e-mobility and shared services to dedicated cycling tracks and strong links to Dubai’s transit network, connectivity is central to the masterplan. Our investment in micro-mobility, including bike-

sharing and safe cycling routes that connect seamlessly to the original Jumeirah–Al Qudra bike path, ensures getting around is easy, enjoyable, and environmentally friendly.”

With construction set to begin in 2026, Jebel Ali Racecourse heads up A.R.M. Holding’s future plans. Just as the company will preserve the legacy of the racecourse while transforming the area into something new, so A.R.M. Holding hopes to embrace and encourage progress while staying true to its community-focused values.

“As we move forward, building on our legacy, we want to continue adding long-term value to people’s lives,” Alain says in summary. “Alongside the racecourse, we are already working on restoring the glory

of another Dubai landmark, the Beach Centre, as well as developing various hotels, luxury villas, residential communities, and food and beverage offerings across Dubai.”

In true A.R.M. Holding spirit, the driving force behind the company’s future will be its people. Human experience and interaction are an ever-present thread that unites the company and its work.

“Success starts from within,” Alain says with conviction. “We’ve built a powerhouse of a team that lives and breathes our values. Each person brings a unique strength, and together, we truly understand the people and communities we serve. This isn’t just about business, it’s about shaping a better future, together.”

THE AKENA GROUP HAS A PROUD REPUTATION IN FRANCE FOR ITS PRODUCTS, BUT NOW IT IS READY TO BRING THAT REPUTATION TO THE REST OF EUROPE, INCLUDING THE UK.

Transparent Business Practices

PROJECT MANAGED BY:

STEVEN MUSTOE

The first thing that Dany Rabiller, CEO of Akena Verandas tells us is that this year, Akena is celebrating its 45 year anniversary. The company has achieved a lot in those 45 years.

“For a long time, we specialised only in what we call verandas in France, and you call conservatories in the UK,” Rabiller recalls. “For the last five years, we have begun to open into other sectors of the outdoor business. We are offering carports, pergolas, and pool enclosures.”

At 45 years, Akena Veranda now boasts a 250 million euro turnover, a staff of more than 1,000 employees, and a reputation built on a personalised and completely bespoke offering to its customers.

“We design, produce and install our own products, which come in a huge range of possibilities in any given sector,” Rabiller tells us. “We have developed extensive networks

across the b2c and b2b markets, and what underlines that is that we control the product from the earliest part of the design process to the final installation of the product.”

That way of working, and the strong reputation, networks and relationships that come with it, have brought Akena Veranda a long way. But as we are talking to Rabiller it is clear that he intends to take the company further than that.

“The biggest challenge we face today is to go beyond the borders of our domestic market in France,” Rabiller explains. “There is still progress we can make in this market, but after 45 years the opportunities for growth are more limited. So today we are working on enhancing the Akena Group’s international image. We have already started.”

REACHING ACROSS EUROPE

Akena Italy opened three years ago, and the company has also established a trading partner in Belgium. In Spain, Akena is opening a new branch of the business, establishing a team within the country. Akena is even looking to establish a presence in the UK market.

“The next step will be the UK market, where we are looking forward to finding strong partners to develop our business alongside,” Rabiller tells us.

The British market is particularly interesting to Akena because Rabiller foresees that it will have just as much need as many other countries for solar protection as the effects of global warming are felt more keenly, making it an exciting potential market.

“Geographically, it is not far from our home in the north of France. It is just across the English Channel,” Rabiller observes. “While we are building and exporting, we are able to bring our solution to this market. From our point of view, the British housing market seems to be quite dynamic, so it has interesting potential as a market for our solutions.”

At the same time, the British market is one that already has a wide audience for conservatories. However, Rabiller believes that Akena has the potential to not only enter this market but also change it forever.

“Currently the British conservatory market is dominated by UPVC products. We would like to switch to aluminium,” Rabiller tells us.

The advantages of aluminium for constructing conservatories are as clear as the glass in Akena’s products, and Rabiller is quick to point them out.

“You can recycle aluminium forever, so it is a good consumable for the building industry,” he says first. “In 50 years, your aluminium can be recycled and used again in other aluminium products, which compared to UPVC is a big advantage.”

Beyond the sustainability advantages of aluminium, it also has an edge over UPVC from a construction point of view for other reasons.

“People today tend to look for lighter materials. In that sense, UPVC’s characteristics are less well suited. Lighter but stronger materials also mean you can build larger conservatories, with more space inside,” Rabiller says. “It is more aesthetic, more malleable, more flexible, and it also allows us to integrate a lot of customisable options. We can offer other solutions regarding solar protection for instance. We can add a protective screen on the side of the conservatory to protect it from the sun and the wind. We can install roller shutters and mosquito screens. It allows so many more options.”

“IT IS THE BIGGEST RANGE OF PRODUCTS IN EUROPE TODAY, FROM POOL ENCLOSURES TO CONSERVATORIES.”

OPTIONS FOR EVERY CUSTOMER

This range of products is what has allowed Akena Verandas to establish itself as such a household (conservatory-hold?) name in France. That selection of options and the customisability that comes with it also make it an appealing prospect as the business enters markets across Europe.

“It is the biggest range of products in Europe today, from pool enclosures to conservatories,” Rabiller tells us. At the moment, we are looking for professional partners that we can work with as we bring that range into the British market.”

As Akena enters these markets, the company is going to need people who are able to work in, and sell to those markets, people with the skill set that has helped Akena build its name at home.

“We use the same techniques for recruitment in the international business as we do for the domestic market,” Rabiller says. “We will recruit talent wherever it comes from. We will train them and teach them the knowledge they need to succeed in our business. But more than that, we will show them how to use our tools. We have specialised software designed especially for our products by the company. It needs to be, because everything we sell is customised on request. All of our tools, everything is made according to the needs of the project. So, we train our people with the capabilities to use those tools.”

These are skills that Akena is going to take across the continent as the company expands. As we talk with Rabiller, it is clear he is excited to show the rest of the world what France’s premier conservatory provider has to offer.

“We intend to become the European leader in our business sector,” Rabiller tells us. “In countries where there is currently no developed conservatory market, such as in Spain, we will help to create one. In countries like the UK, where a market already exists, we look forward to entering them and demonstrating what we have to offer.”

STYLE MEETS SUSTAINABILITY AT BAUFRITZ UK, A CUSTOM, TURNKEY HOMEBUILDER

PROVIDING BRITISH CUSTOMERS WITH THE VERY BEST IN GERMAN MODULAR CONSTRUCTION.

MODULAR MARVELS

PROJECT MANAGED BY: DECLAN JONES

You only need to look at a Baufritz home to know what differentiates the business from its competitors – aesthetics, though, are just the beginning. Bespoke, sustainable, and precision-crafted, the company’s projects are a physical manifestation of all the possibilities offered by modular construction.

More than a century old, Baufritz was founded in Germany and boasts a long history as a manufacturer of prefabricated buildings. Working predominantly with timber – the most common local building material in South Germany – the company has long focused on creating premium quality, sustainable homes.

Building on a strong reputation in its home country, Baufritz expanded to the UK in 2006. While manufacturing remains in Germany, Baufritz UK operates all its design, project management, construction, and customer service from Cambridge, England.

“Initially, Baufritz’s sales were mainly to customers in Southern Germany, as well as neighbouring countries like Austria and Switzerland,” explains Baufritz UK Owner and CEO Oliver Rehm. “Over the years, that sales area expanded into Luxembourg, Belgium, the Netherlands, and finally, the UK.

“The UK is now our best foreign market,” he continues. “We cover England, Wales and Scotland, and more recently, the Channel Islands. These are areas that don’t necessarily have the timber and prefab building tradition that

[Opposite Page] Oliver Rehm, Owner and CEO, Baufritz UK.

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we have in Germany. We provide a different way of thinking, creating sustainable modular homes that people can truly enjoy.”

HIGH QUALITY, LONG-LASTING HOMES

Understandably, with present concerns over climate change, Baufritz’s strong environmental credentials are making the company a popular choice. Known for creating high quality, long-lasting homes, with low environmental impact, the business and its solutions are a natural fit for many modern customers.

“Our environmental credentials are very important, but they happen almost unconsciously,” Oliver reveals. “We have to be very wise with the amount of material we use because it is expensive, while timber processing doesn’t require much energy. Timber is a local material to us, and one that is highly renewable – you can use it to build houses and furniture, and it can be re-used and recycled.

“Similarly, we don’t just create new homes, but also use our modular techniques to perform renovations and refurbishments, including re-cladding and roofing improvements. If we want to tackle climate change, we need to address our existing stock of houses as well building new. Refurbs are quick jobs that can make a huge difference to the environment.”

FROM DESIGN TO DELIVERY

While sustainability is a major selling point for Baufritz, so is the company’s custom, turnkey approach. Not only are the company’s projects tailored to the individual needs of its clients, but Baufritz manages the entire process from design to delivery.

“Our modular buildings don’t come from a catalogue,” Oliver states. “All our properties are individually designed, with unlimited variations, which makes us a popular proposition in countries like the UK where there are many older existing buildings.

“On the turnkey side, we are a one-stop-shop capable of overseeing the entire project, right through to handover. All this can be assured with a fixed-price contract that fits the customer’s budget, giving them far more security than the traditional building route. It’s an approach that creates a sense of belonging for our customers – they really buy into the brand and trust that we will be a supportive partner.”

Of course, as a pioneer in a new market, Baufritz has encountered challenges since moving to the UK, including initial planning difficulties brought about by authorities unacquainted with modular, timber homes. However, it was not long before Baufritz gained momentum in Britain – a nation with an often-overlooked history of timber construction dating back to the Medieval Period.

“Initially, we believed housing associations and property developers might be interested in our work as it could be an ideal solution for the housing shortage, but unfortunately, many of these organisations have entrenched ideas and differing agendas,” Oliver says. “Instead, we have come across some really ambitious customers who appreciate the pioneering nature of our work.

“Many clients have had experience with German cars or appliances and know they can rely on that kind of engineering for their home. They understand that what they’re buying is a good investment because of its quality and sustainability credentials.”

In the UK market, Baufritzcrafted homes catch the eye due to their design and composition. The versatile nature of the company’s production process means all homes can be adapted to suit any context or urban environment.

“For one of our first UK projects, we clad a property with Cornish slate from an old barn,” Oliver remarks. “We have done similar with Bath stone cladding in Bath and Cotswold stone in the Cotswolds – it’s all possible.”

DEEP TECHNICAL UNDERSTANDING

Supporting Baufritz’s work across Europe is the company’s Allgäu facility in Southern Germany. The factory is home

to a workforce of around 500 craftspeople and is capable of producing up to 200 buildings per year.

“Our people are very skilled and have a deep technical understanding of our work,” Oliver reports. “As well as the assembly team, the group includes a wide variety of professionals, including carpenters, cabinet markets, plumbers, and electricians.

“We are proud to train our team in-house with the help of personalised programmes.

Many of our employees have been introduced to us through the factory tours, internships, funded university degrees, and apprenticeships that we offer. These initiatives, along with our good reputation, help us attract local people. They know there is the opportunity for progression and development here, and many stay with us for a long time.”

After almost two decades in the UK, during which time it has proved the strength of its concept, Baufritz is well-positioned to further enhance its reputation as one of Europe’s leading builders of custom, timber-based, modular homes. The company is now starting to help change the established mindset of many in the construction industry –an endeavour that could have lasting positive implications for citizens in the UK and beyond.

“Modular and prefab homes have been available for a long time, but they’ve only gained small market share against traditional construction methods in the likes of Germany and the UK,” Oliver points out. “There is more to be done to make modular construction more accessible. I often hear homeowners who have taken the traditional construction route say they wished they had gone with prefab because of the reliable quality, speed of delivery, and broad choice available.

“As Baufritz grows, we will look to increase our scale with the help of digital processes and technologies, which can be very useful in production,” Oliver adds. “Our projects will continue to contribute to a cleaner, more sustainable world, whilst simplifying the building process for our customers. Having a house built shouldn’t be a horror show; it should be fun, and that’s why we approach our work differently.”

OFFERING STRESS-FREE SERVICE FROM DESIGN TO DELIVERY, DIVCO CUSTOM HOMES IS A LUXURY, RESIDENTIAL DESIGN-BUILD FIRM CRAFTING

DREAMS INTO REALITY.

Resort-Style Living That Feels Like Home

PROJECT MANAGED BY: DECLAN JONES

From beaches of white sand to the otherworldly Everglades, Southwest Florida is home to some of nature’s most remarkable landscapes. It makes the region a bucket list place to live in one of the fast-growing states in the USA.

In some of Southwest Florida’s most desirable locations, such as Naples, Marco Island, Miromar Lakes, and Bonita Springs, residents are enjoying homes as awe-inspiring as their surroundings. Many of these creations are the handiwork of one of the area’s leading custom home builders – Divco Custom Homes.

Located in Naples, and in operation for over 40 years, Divco Custom Homes is a turnkey design-build firm focusing solely on luxury, custom, residential properties. The company has built over 1,500 homes in Southwest Florida throughout its history and specialises in flawlessly bringing its clients’ grandest visions to life.

FROM CONCEPT TO COMPLETION

Working from concept to completion, Divco acts as the general contractor, architectural designer, interior designer, and builder of each project. This integrated design-build process is not only convenient

for clients, but also acts to reduce costs and expedite delivery.

“At Divco, we start by developing a custom design for each client, without charging them, because we want to ascertain whether the project is feasible for their budget,” says Dave Chernin, Divco’s Executive Director of Design and Business Development. “Once we have a design, we can provide 3D renderings for clients to review and approve, before we send that off to our subcontractors to get a fixed price. If that price matches client expectations, we draft and complete a construction agreement.

“In the meantime,” Dave continues, “clients will meet our interior designer, as well as being appointed a liaison who can guide them through the construction process. Our Head of Construction, Ron Glace, oversees our superintendents in the field to make sure everything meets our requirements, and soon enough, the work is complete and we can hand over the keys.”

CORPORATE OFFICE:

3630 Bonita Beach Rd.

Bonita Springs, FL 34134

001 (239) 230-1266

csr@accuratepavers.net

Consistently smooth, Divco’s design-build process is largely a result of the company’s commitment to forging strong relationships, both internally and externally. For Dave, Divco’s people-focused approach filters down from Owner & CEO Stephen Kauffman.

“Stephen is very involved in the day-to-day workings of the business, and we’ve had relationships with some of our subcontractors for over 25 years,” Dave reports. “Uniquely, in 40 years of operation, Steve has never been in litigation, which is very rare in this industry and something that brings us great pride.

“DIVCO HAS BEEN PERFORMING AT A HIGH LEVEL FOR 40 YEARS NOW.”

“It’s our relationship-driven approach that has facilitated this achievement,” Dave adds. “Relationships are very important to us. Many of our clients have embarked upon multiple custom projects with us and we view them more like family and friends than customers.”

SOMETHING MIRACULOUS

Working alongside Dave, Divco boasts a team of highly skilled professionals with diverse capabilities. To complement its workforce, the company makes use of the latest technology and has recently embraced the benefits of 3D architectural visualization. Overseen by Senior Designer and Visualization Specialist Santiago Cajiao, the technology offers clients the ability to virtually walk their prospective home before a shovel hits the ground.

“It’s a really captivating, hyperrealistic way to showcase a design,” Dave declares. “When you design a home, you start with initial plans on paper, but as soon as you transfer it to 3D, something miraculous happens.

“With the help of visualization technology, prospective clients can even visit our website and take a 3D walking tour of a flagship design model I have created called The Poseidon. It really is the best tool for generating excitement.”

Though Dave has designed mixed-use projects, resorts, churches, and office buildings in his career, he particularly enjoys the more personal and creative practice of designing homes. However, despite Dave’s substantial expertise, he is quick to credit every Divco design as a collaboration.

“Divco homes have a quick turnaround, so you can do several projects a year, but each one is a pretty intimate experience,” Dave explains.

DIVCO CUSTOM HOMES

“We work very closely with our clients, and they are an active part of the design process. When they walk around the property after completion, clients are reminded of all the decisions they made in creating this place they now get to call home.”

A NATURAL SOLUTIONS PROVIDER

Among Divco’s ambitious recent projects are a modern development in Pine Ridge and three-storey properties in Miromar Lakes and Fort Myers. In all cases, Dave is pleased to see clients embracing the full and expansive power of Divco’s capabilities.

“Recent projects we’ve worked on have been a lot of fun,” Dave remarks. “Our Enzo model, for example, has many distinctive design features,

including a pool on the second floor with a cascading infinity edge.

“Around 15 years ago, we found that a lot of people were set on Spanish Revival architecture, but that’s all changed. Our clients are comfortable exploring designs outside their comfort zone and embracing the kind of modern architecture that Divco excels in.”

Divco’s reliable, integrated approach to business has been greatly beneficial to the company in overcoming challenges of late. The fact that uncertainty over interest rates and various geopolitical concerns have only had a minor impact on the business is evidence of its resilience, but also its innate ability to solve problems.

As a custom home builder, Divco is a natural solutions provider, capable of navigating both client demands and external forces with equal dexterity. It is, for this reason, that the company will remain committed to its successful core concept whatever the future holds.

“Divco has been performing at a high level for 40 years now,” Dave concludes. “The company is a proven success, so we just need to keep doing what we’re doing.”

EDWARDS SMITH CONSTRUCTION

IDAHO’S EDWARDS SMITH CONSTRUCTION IS A CUSTOM BUILDER THAT LEAVES NOTHING TO CHANCE IN ITS PURSUIT OF RESIDENTIAL AND COMMERCIAL PERFECTION.

Delivering on Every Detail

PROJECT MANAGED BY: DECLAN JONES

Experts in custom residential and commercial building, Edwards Smith Construction is a luxury contractor that believes in the value of a truly tailored service. Launched in 1994, the company takes its name from Owners Jim Edwards and Andy Smith. United in their quest to seamlessly deliver on some of Idaho’s most ambitious construction projects, Edwards founded the business, while Smith joined in 1997, before becoming a partner in 2008.

When it comes to custom residential and commercial building and remodelling, Edwards and Smith boast more than 75 years of combined experience. This industry knowledge and proven track record has helped Edwards Smith Construction to establish itself as a premium construction firm throughout the Gem State.

Primarily focused on Idaho’s northern region, Edwards Smith has performed projects in some of the state’s most popular communities, including at Coeur d’Alene, Hayden Lake, Black Rock, and Gozzer Ranch. Importantly as a true exponent of quality over quantity, the organisation strictly limits the number of projects it performs each year, ensuring that each endeavour receives the time, attention, and care that clients would expect from a luxury construction firm.

At Clearwater Summit Group, Inc. we specialize in crafting vibrant outdoor environments through comprehensive residential and commercial design, construction, and maintenance services.

From serene flagstone patios and winding pathways to dramatic water features, lush plantings, and carefully placed boulders and moss, we bring natural beauty to every project.

Working alongside trusted partners like Edward Smith Construction, we’ve completed everything from modern backyards to large-scale commercial landscapes. Our dedication to thoughtful design, skilled craftmanship, and sustainable practices ensures that every space we create is functional, beautiful, and built to endure.

Dream, Create, Inspire

Together with Edward Smith

Clearwater Summit Group, Inc. 19208 East Broadway Avenue, Spokane Valley, WA 99016, USA

+1-509-482-2722

info@clearwatersummitgroup.com www.clearwatersummitgroup.com

BORDER SHEET METAL & HEATING

COMFORT THAT LASTS BEYOND THE BUILD

At Border Sheet Metal & Heating, we’re proud to support both builders and homeowners across North Idaho. Whether it’s a new home going up or an older system needing attention, our team brings decades of experience to every project — and we stay committed long after the job is done.

We work alongside contractors and developers to install heating and cooling systems that meet code, stay on schedule and are built for long-term comfort. From duct layout to final installation, we handle furnaces, heat pumps, air conditioners, mini splits and water heaters with precision and care.

But our service doesn’t end once the home is finished. Homeowners trust us for ongoing maintenance and repairs to keep their systems running efficiently year after year. It’s this combination of skilled installation and lasting support that makes us a go-to HVAC partner for new builds and established homes alike.

We’re known for being easy to work with, clear in our communication and responsive when it matters most. Whether you’re managing a new build or just need a tune-up before winter hits, we’re here to help make sure comfort is never a question.

Call or visit bordersheetmetal.com to see how Border can support your next project — and keep that comfort going season after season.

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EDWARDS SMITH CONSTRUCTION

TEAM-LED APPROACH

Edwards Smith’s commitment to quality is also reflected in the company’s workforce. The firm is determined to work only with the most talented and dedicated available employees and subcontractors. Even then, Edwards Smith believes that these individuals should share in the company’s philosophy and core values.

By carefully selecting its employees, Edwards Smith ensures that each project is supported by a team that truly represents the business onsite. Many of the company’s employees and subcontractors have worked with Edwards Smith for multiple decades, making them well-versed in the organisation’s team-led approach to its work. Jim and Andy have fostered this

collaborative culture within the company, reinforcing the idea that a project’s success relies on team harmony and co-operation between all team members – from owners to architects, builders to subcontractors.

The value that Edwards Smith places on team harmony is not surprising considering the company’s unique outlook on construction. Rather than viewing its homes and properties as ‘products’, Edwards Smith believes custom building is a service, with the clients it serves at the heart of the process.

Edwards Smith clients benefit from a service provider capable of handling and resolving the complexities of any custom project. Guiding customers through the entire

construction process, the company counsels its clients, providing them with all options available, along with the pros, cons, and cost for each. This method helps clients filter through the myriad choices on offer for elements including home technology, finishes, and systems.

Understanding what matters most to clients is one half of the custom construction process –acting upon those requirements is the other half. For Edwards Smith, this means utilising the latest evolving technologies and cutting-edge construction techniques to deliver the best results.

“THE ORGANISATION STRICTLY LIMITS THE NUMBER OF PROJECTS IT PERFORMS EACH YEAR, ENSURING THAT EACH ENDEAVOUR RECEIVES THE TIME, ATTENTION, AND CARE THAT CLIENTS WOULD EXPECT FROM A LUXURY CONSTRUCTION FIRM.”

A SCIENTIFIC APPROACH TO COMFORT

As the first Phius Certified Builder in North Idaho, Edwards Smith specialises in passive house construction. While it is not the only option available to clients, it is an area of interest for Edwards Smith and the benefits can be numerous.

Passive construction takes a scientific approach to comfort. Known for their detailed design and high energy efficiency, passive houses offer a wide range of advantages. By prioritising energy consumption for heating and cooling, they provide a comfortable indoor environment with little reliance on systems like furnaces and air conditioners. Passive structures are also highly resilient to the extremes of nature, while delivering better air quality and a smaller impact on the planet.

Proof of Edwards Smith’s passive house expertise can be found across Idaho, with examples including a property in Fernan Lake Village that has since been certified by the Passive House Institute. Combining spectacular lake views with an innovative mix of rustic and contemporary elements, the property features rammed earth walls, Germanmade insulating windows, and resin-based wood panelling.

More recently, Edwards Smith has worked on a number of non-passive projects at Gozzer Ranch Golf & Lake Club.

Nicknamed “The Screaming Eagle” by architect Bing Hu of H&S International, Gozzer Ranch Residence #3 showcases Edwards Smith’s ability to deliver properties that inspire a sense of awe. With soaring ceilings and views across Lake Coeur d’Alene, the home is an example of clean, contemporary, residential luxury.

EDWARDS SMITH CONSTRUCTION

FUNCTIONALITY & STYLE

Edwards Smith has also performed several remodelling projects alongside its new builds. In Coeur d’Alene, Idaho, the organisation revamped a home close to the Spokane River, breathing new life into the former vacation property. Key improvements took place in the kitchen and garden, with an

effort to transform the home into a property more befitting of its dramatic natural surroundings. However, it’s not just residential projects that receive the Edwards Smith treatment. The company has assembled a stunning portfolio of premium commercial properties, including a luxury clubhouse at The Golf Club at Black Rock. Known as

The View, the 12,000 square-foot clubhouse is a fitting addition to the world-renowned destination and features premium amenities like a 30-person pool and nearby spa. The facility, which like many Edwards Smith projects includes views of Lake Coeur d’Alene, is evidence of the company’s ability to blend functionality and style.

Whether working on a custom home, grand estate, or commercial venture, Edwards Smith is always client-focused, ensuring that each completed project reflects the person, or people, who commissioned it. From timber and stone to futuristic modern design, the organisation is passionate about delivering on every detail.

WITH DECADES OF EXPERIENCE BUILDING FOR THE AGRICULTURAL SECTOR BEHIND IT, FBi BUIDINGS’ FUTURE LIES IN ITS ABILITY TO MOVE TO NEW PASTURES.

Best in the Field

PROJECT MANAGED BY: DECLAN JONES

FBi Buildings is a third generation, family-owned construction company that has been in business since 1958, serving nine states across the American Midwest. In its 65 years of construction, FBi Buildings’ team of nearly 300 people has constructed over 20,000 buildings. But when we speak to Angie Dobson, Director of Marketing at FBi Buildings, she explains that there is far more to the company than that.

We honestly believe that we go beyond buildings,” Dobson tells us. “Our company is defined by our internal values. We make sure that when customers reach out to us, they are able to hand a project over to us from start to finish, from planning to permitting, and if they need help with site layout. We can find clients a place to build, and walk them through that whole process. Throughout the construction of

a new building, we make sure everything is running smoothly. We pride ourselves on providing an extra layer of communication to ensure clients’ goals are being met.”

FROM THE FARM TO THE SUBURBS

Being able to deliver to the level that FBi Buildings promises is not a mean feat, and it means having the capability and adaptability to meet a wide range of challenges.

For four decades, MWI Components has been a trusted manufacturer and distributor in the post-f rame building industry Founded in Spencer, Iowa, MWI began with a simple mission: to provide high-quality, American Made components that help builders deliver exceptional structures What started as a small, family-owned business, has grown into an industry-leading and highly respected company while proudly staying true to its small business values

At MWI, we believe that success is earned through reliable service, honest relationships, and products that perform Our product line is designed to meet the evolving needs of agricultural, commercial, and residential builders We distribute everything f rom cupolas, weathervanes, soff it and trim, and ventilation systems, like our industry-trusted Uni-Vent II , to Inf inity Shield , Horse Stalls, and custom Dutch and Arcadian Doors With a focus on quality materials and relationships built through the years, we are proud to offer a wide range of products for our clients

Over the years, we’ve earned a reputation for fast lead times, top-tier customer service, and a commitment to craftsmanship that sets us apart With a nationwide distribution network and long-standing partnerships, including with industry leaders like FBI Buildings, we continue to help our customers build smarter, stronger, and better-looking post-f rame structures

As we celebrate 40 years of serving the industry, MWI Components remains focused on innovation, reliability, and doing business the right way because that’s how we started, and that’s how we’ll continue

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CannonBall is the leading supplier of components for the agricultural, commercial and metal building industries. The original producer of round track and trolley door systems, CannonBall also features a full range of building products.

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Built on Integrity. Relationship Driven. Proven for 40 Years.

“One of our biggest challenges comes out of all the work we have done with agricultural buildings. That includes commercial facilities, horse barns, suburban buildings, and what we call ‘barndominiums’,” Dobson explains. “Agriculture was one of our top market sectors, corn and grain prices were good, and farmers were putting up lots of buildings. But then that slowed down over the last few years, forcing us to re-focus to be able to get serve all the market segments we are in.”

This has meant operating to a different set of standards. While FBi Buildings has never compromised on quality, there is a difference between constructing a building for horses and constructing a building that will be used by someone’s family.

“It will effectively be a part of your house,” says Dobson. “So that means taking a different approach in how you handle those customers.”

It also means providing customers with a different offering, new forms of customisation, and a different set of considerations.

“People want custom features and for the final build to match their home. So, we walk them through every stage, explaining what is possible and giving them all the options they can incorporate,” Dobson tells us. “A lot of what sets us apart from our competitors is that we will go and meet clients, in person and on site, and walk through their site and figure out how to use this space so that it works for their property.”

BUILT ON INNOVATION

This adaptability allowed FBi Buildings to prosper even as the agricultural building market slowed down a little in the last couple of years, and it has remained a strong pillar of the business as the agricultural market has recovered.

It is a story that demonstrates the important role that innovation plays in FBi Buildings as a business.

“We pride ourselves on the level of innovation we nurture within the company,” says Dobson.

“We call it ‘FBi First’, which is an agenda pushed by our in-house, dedicated innovation team, who we call the Product Task Force. That team is responsible for paying attention to what the market is doing, what challenges customers are facing, & what ways, internally, we can come up with new solutions to those problems.”

One of the most iconic innovations FBi Buildings’ team has introduced is its QLYF Building System. The system was introduced in 2018, before it became the standard for FBi

Buildings construction. It is a system that eliminates the risk factor of working at heights, allowing crews to concentrate on quality while building elevated features such as gutters and overhangs.

It removes the need for harnesses, cables, and working at heights, driving improved crew retention while maximising the amount of crew experience on a building project.

“Netting is installed along the lower roof system and exterior, meaning workers don’t have to worry about scaling tall buildings or falling off. Instead, they can focus on quality construction. The building process is also easier on one’s body, resulting in lower turnover rates among tenured employees. Our nets have gone

through rigorous testing to ensure the safety of workers. This construction breakthrough eliminates the use of cables and harnesses.”

BUILDING UP TALENT

This is important not just because of what it means for the business or the buildings it creates. It is also important for the people that make up FBi Buildings.

“A big part of what sets us apart is our field crew,” Dobson says. “We currently have 200 field crew in our employment. Those are the guys responsible for building our buildings. We have set up a model that really helps that side of the business flow seamlessly.”

FBi Buildings’ structure involves over 40 crew foremen, with each foreman responsible

for between four and six people on their team, and five to six crew foremen reporting to a crew manager.

“These are the people who ensure their sites are running as efficiently as they can, but this system also allows us to identify individuals who are potential foremen,” explains Dobson.

“We created a program called ‘Foreman in Training’, for grooming individuals so that when it is time for promotions, they will have all the tools and trades necessary at their disposal. We are creating a leadership and development program so that people who get promoted within the company have all the resources to succeed at their job.” It is a program that is laying the way for the future of FBi Buildings.

JOSEPH DI STAULO HOMES

LEANING ON A HOMEBUILDING HERITAGE THAT STRETCHES BACK TO 1957, JOSEPH DI STAULO HOMES IS A FAMILY CONSTRUCTION COMPANY DELIVERING LUXURY LIVING ACROSS NEW JERSEY AND BEYOND.

Grand Designs

PROJECT MANAGED BY: DECLAN JONES

Since he was a teenager, Joseph Di Staulo Jr. has been transforming the landscape of New Jersey. Following in the footsteps of his father, who founded Joseph Di Staulo Homes in 1957, Di Staulo Jr. worked on construction sites from a young age and managed his first major residential project at just 17 years old. Today, as Owner of Joseph Di Staulo Homes, Di Staulo Jr. is creating some of New Jersey’s most desirable homes and progressing his father’s legacy.

Ireally see myself as continuing, and building upon, what my father started,” Joseph Di Staulo Jr. affirms. “I was fortunate to be mentored and trained by my father, and his spirit runs through the business.”

Known for delivering cost-effective quality, Joseph Di Staulo Homes prides itself on unique designs, with each new property reflecting the preferences of its client.

The result is homes of tailored luxury, many of which can be found in New Jersey’s Bergen County area – from Alpine to Saddle River.

“We don’t just blindly follow specifications, but adapt our plan depending on the project,” Joseph explains. “Details are important to us. Getting ahead of any potential issues – no matter how small – makes for a more efficient process and better end result.

“Equally, a flexible approach to our work allows for client input – from the placement of windows to the orientation of appliances. We are, ultimately, creating clients’ homes, so we tailor properties to their needs.”

STRUCTURAL AND MECHANICAL INTEGRITY

All Joseph Di Staulo Homes projects are team-led endeavours. Down-to-earth and collaborative, the company’s workforce has found success in its ability to operate as a cohesive unit in service of a greater goal.

“We believe in building good relations with our clients, as well as within our network of subcontractors and in-house employees,” Joseph states.

Providing

Ilieana Diaz, CRIS, AINS, TRA Client Advisor 551-345-9038 idiaz@acrisure.com ACRISURE.COM

“When we work on a project, we are not in competition with one another. It’s not a culture of individuals with people claiming credit – we are a team. It doesn’t matter how much input any single person has, as long as the result is something the client loves.”

Of course, individuals at the company still get to showcase their specialist skills and every team member has a critical role to play onsite. For instance, Joseph’s educational background and field experience have helped him become highly adept in ensuring the structural and mechanical integrity of each project, as well as overseeing storm water disposal systems to help prevent future flooding or water backup.

“Unlike aesthetic features, these integral aspects of a home are not things you can fix later on,” Joseph says, “You can’t lift an entire house and move it two feet to the left after it has been built. That’s why I get involved personally with architects and engineers, providing my input and, if necessary, helping to modify project designs.”

HANDS-ON APPROACH

Joseph Di Staulo Homes’ handson approach has become a hallmark of how the company operates. Right from the moment a client purchases land, or even before, the business becomes engaged in the project. From that point on, Joseph and his team collaborate with the architect and engineer – either through recommendation or through the client’s choice – for a seamless design implementation.

“We get involved right from the onset,” Joseph declares. “It gives us better control and decreases the likelihood of significant changes needing to be made once the plans have

been laid out. We sometimes even get experienced vendors or subcontractors involved at this early stage, if specialist expertise are needed. It’s a more efficient way of working for everyone involved.”

As a luxury homebuilder for multiple decades, Joseph Di Staulo Homes is well aware of the latest construction trends. Recent projects have seen the company create GrecoRoman style homes, with more modern, transitional interiors, as well as modern farmhouse concepts and California-style homes with floor-to-ceiling glass installations.

The breadth of Joseph Di Staulo Homes’ capabilities has made it a popular choice for residential clients in search

of on-budget elegance with custom features. More often than not, it is at the intersection between a client’s desires and the company’s construction know-how where the most successful projects take shape.

“We’re soon going to be working on an unconventional California-style project that uses poured concrete rather than wood framing – the latter of which is more common in New Jersey,” Joseph comments.

“This is a pretty unique project for this area, but it presents challenges in that this type of home is usually built in a different climate. However, by working closely with the client, and remaining transparent throughout, we are confident of achieving the desired results.”

FRESH IDEAS

In order to stay ahead of the curve in the fast-moving residential construction market, Joseph regularly calls on his team to offer alternative perspectives. Junior Construction Manager Mariah Viman, as well as Joseph Di Staulo III – who continues the family tradition with a key role in the business – assist in providing fresh ideas that keep the company moving forward.

“Mariah and my son perform a lot of research that helps us stay ahead in the industry,” Joseph points out. “Their work is influential in the design of our

Clad in full-thickness natural stone veneer and James Hardie plank siding, this home is topped with an elegant Grand Manor roof. Set on a one-acre lot, the property retains a 19th-century stone wall, thoughtfully preserved to honor its historic character, and ensure long-term structural integrity. Located in Bergen County, New Jersey – completed in 2017.

projects, while I make sure that the structure will be practical and functional in its context, especially when it comes to weather conditions and the materials in use.”

This synthesis between different generations of Joseph Di Staulo Homes is an encouraging sign for the company’s future. The burgeoning talent and proficiency of the firm’s younger employees fills Joseph with confidence, leaving him safe in the knowledge that the family business is in good hands –both now, and in the years to come.

“I’m heading towards a more transitional role within the company,” Joseph reports. “I’ll still be around, but in more of a supportive capacity.

“My son has been part of the business for 13 years now, while our Junior Construction Manager, Mariah, is a Barnard

College of Columbia University graduate with a strong architectural background. In the future, I want them to be able to manage all aspects of a project.”

Capable of delivering a whole range of projects, from full home construction to renovations and restorations, Joseph Di Staulo Homes is now preparing to expand beyond New Jersey. Namely, in the years ahead, the company sees the potential for new luxury projects in lucrative locations across South Jersey, Connecticut, and New York State.

“We’ve been looking at Long Island and The Hamptons as possible destinations, as well as Greenwich, Connecticut,” Joseph reveals. “My son has a real estate licence in New Jersey, but he’s working on achieving the same in New York because that’s a great market for high-end construction.”

A BoutiqueHome Provider

PROJECT MANAGED BY: DECLAN JONES

FOR DECADES THIS HOME BUILDER HAS FOCUSED ON A BOUTIQUE OFFERING AND SPECIALISED SKILLS, BUT UNDER NEW OWNERSHIP IT WILL BUILD ON THAT SOLID FOUNDATION IN SOME EXCITING WAYS.

Joseph Douglas is a small, boutique homebuilder, constructing homes from their own plans or from floorplans or ideas provided by the customer. The company started life 28 years ago as a small builder of family homes, constructing only a few houses a year. Over time, this approach grew the company until it was constructing between 50 and 60 houses per year. Then came the crash of 2008.

When that hit, we went down to building only two homes a year, cutting our staff from 20 workers to just a couple of people,” remembers Mike Bauman, Sales Manager at Joseph Douglas Homes. “We decided that to keep the doors open, we would get into the remodelling side of the business, building that up until it was 90% of our income.”

It was a move that served the company well, but when the housing market began to

recover, Joseph Douglas was faced with a choice.

“At that point, we sat down, talked, and decided we didn’t want to be a home-building factory again,” Bauman tells us. “We rarely saw our customers, had to maintain a sales staff of six or seven people, it was crazy. So, we decided to focus more on the high-end customers, with custom homes, and highend remodelling projects. We wanted to keep the company small again.”

A NEW DIRECTION

Soon, the company would pivot again when it was acquired by two brothers, Luke and Andrew Kolbeck, now the firm’s Chief Operations Officer and Chief Marketing Officer, respectively. Their purchase of the company was finalised in April this year.

“We were attracted by the 27 year history of the organisation, the name recognition, and the integrity that name stands for,” Andrew Kolbeck tells us. “We wanted to be part of the legacy that both Mike and the company founder, Deron Butler, developed over the last 27 years. That was why we chose to purchase the organisation rather than build a construction company from scratch.”

Bauman agrees that Joseph Douglas’s longevity is one of its great advantages.

“I have been here for 25 years, Deron started the company, and Dave, our chief architect has been here 27 years,” Bauman says. “We have a ton of longevity, and now we have some great new young owners bringing lots of good ideas.”

As well as a history and name that was widely recognised by customers, Joseph Douglas also came with a network of powerful relationships.

“The company has a really valuable core group of subcontractors,” Kolbeck points out. “They have been with us for more than 20 years, and that does not happen overnight. Those subcontractors are not only talented, but they also stand by what they provide. That allows us to give clients a really top experience.”

That network is, in many ways, a by-product of Joseph Douglas’s history.

“We have been in this business for a long time,” Bauman says. “We know what

JOSEPH DOUGLAS HOMES

we are doing. We know the area. We are involved with all the relevant business associations, and we are very knowledgeable about the industry. If there’s a capability we don’t have, we know who to call.”

Already, the Kolbeck brothers have had a big impact on where the company is going next.

“Now we are building the company back up again with the production of new homes,” Bauman tells us. “We are working at the ten to twelve homes a year, with plans to double that through slow growth over the next couple of years.”

Bauman also tells us there are plans for Joseph Douglas to branch out into condo projects, with one already in the pipeline. He forecasts steady, controlled growth for the company, pointing to its A+ rating with the Better Business Bureau.

As well as its proud history, Joseph Douglas also boasts state-of-the-art 3D capabilities that set it apart from the competition and point to a bright future.

“It is a really valuable tool to let folks see their home before we put a shovel in the ground,” says Kolbeck. “When we price a home

and make our estimates, we provide a really detailed proposal covering all the ins and outs of the home. It’s a really transparent customer experience.”

But while it is a company that incorporates new technologies and has growth on the cards, Joseph Douglas aims to retain what keeps it special.

JOSEPH DOUGLAS HOMES

“What sets us apart from our competition is that we are a smaller company offering a personalised service,” Bauman says. “Everyone has an input into every project that comes through this office.”

A CYCLICAL BUSINESS

Because Joseph Douglas Homes has been through so many changes, the company is well positioned to adapt to an environment that is always shifting.

“We are in a cyclical business,” Kolbeck points out. “We have remodelling capabilities most home builders don’t have, which helps us from a business standpoint when home construction is slow. It also gives us another layer of expertise and a product choice for clients who may not be ready for a new home but want to add to their existing one, or remodel their kitchen or bathroom.”

But while nobody can question Joseph Douglas’s skills at building a home, as the old saying goes, rule number one is “location, location, location”.

“Finding the lots for our clients can be a challenge,” Kolbeck says. “We have a team of realtors and brokers. We sell new home constructions but also help our clients find the lot to put it on.”

The teams that make up Joseph Douglas are also one of the key assets that attracted Andrew and Luke Kolbeck as buyers.

“We took over the company with a core staff that has been with the company for many years. That was part of the reason we chose to make this investment and continue the Joseph Douglas brand,” Kolbeck says. “It speaks to an ingrained company culture that we will continue to promote. The growth we have sparked since we came to the company two years ago has really driven

JOSEPH DOUGLAS HOMES

excitement and notice across the industry. It has led to people who want to be part of the organisation reaching out to us.”

Part of the reason that people are so excited to join the company is the opportunities and flexibility it provides.

“You wear a lot of different hats and really help drive the organisation rather than just being siloed into a single role,” says Kolbeck. “Everyone takes

on a leadership role at some point, which is very exciting.”

Looking to the future, it is clear Kolbeck has a lot to be excited about. Moving forward, he wants Joseph Douglas to not only build homes, but communities.

“We will always want to provide that boutique customer experience,” he tells us. “We don’t want to grow too big. But we also looking at building boutique neighbourhoods.”

LEADERSHIP CHANGES AND ONGOING EXPANSION HAVE CONTRIBUTED TO AN EXCITING START TO 2025 FOR TORSION CARE, ONE OF THE UK’S FASTEST-GROWING BUILDERS OF CARE FACILITIES.

Environments that Enrich Lives

PROJECT MANAGED BY: JAMES ELVIN

It might only be August, but 2025 is already shaping up to be a year to remember for Torsion Care. Part of the Torsion Group, Torsion Care is an expert in the construction of modern care homes, assisted living properties, and extra care facilities. It’s a constantly changing market, but a market in which Torsion Care has become a leader.

Backed by its parent company, which oversees various construction and development divisions, Torsion Care offers a complete turnkey service for care operators. From finding land and obtaining planning permission to full construction and commission, the company has been proud to play a key role in the delivery of numerous care facilities across the UK.

A partner in the truest sense of the word, Torsion Care works closely with operators and investors on every project. Better still, a bespoke ‘building block’ approach provides efficiency in proven operational buildings, while incorporating bespoke operator requirements. The organisation has also become known for its fixed costs and confirmed handover dates.

Torsion Care enjoyed a highly active year in 2024, completing the acquisition of six new schemes and successfully delivering four care homes and

two retirement living projects. The company was rewarded for its work in early 2025 when it was named as a finalist for Property Developer of the Year at the Health Investor Awards. It was an eventful way to start the year for Torsion Care, and the company hasn’t slowed down since.

CHANGE IN LEADERSHIP

In March 2025, Torsion Care announced a change in leadership, with former Managing Director Martin Hutson taking up a new position in the group as CEO of Torsion Care & Torsion Projects. Hutson earned plaudits for the significant growth of Torsion Care during his tenure – a period that saw the company establish itself as a market leader in the care sector.

Ian Ward was the man chosen to replace Hutson as MD of Torsion Care on the back of his contributions since joining the business in 2021. Tasked with overseeing day-to-day

Dudleys are pleased to be able to support Torsion Care as part of our wide portfolio of projects, spanning a broad range of sectors.

Dudleys are pleased to be able to support Torsion Care as part of our wide portfolio of projects, spanning a broad range of sectors.

Dudleys are pleased to be able to support Torsion Care as part of our wide portfolio of projects, spanning a broad range of sectors.

Dudleys are pleased to be able to support Torsion Care as part of our wide portfolio of projects, spanning a broad range of sectors.

Our aim is to provide a practical engineering approach as structural and civil engineering consultants, providing a great service for clients and contractors alike.

Our aim is to provide a practical engineering approach as structural and civil engineering consultants, providing a great service for clients and contractors alike.

Our aim is to provide a practical engineering approach as structural and civil engineering consultants, providing a great service for clients and contractors alike.

Our aim is to provide a practical engineering approach as structural and civil engineering consultants, providing a great service for clients and contractors alike.

Dudleys’ continued growth is built around a great team, who are a pleasure to work with, whilst creating lasting relationships with clients, many who return time and time again with new projects.

Dudleys’ continued growth is built around a great team, who are a pleasure to work with, whilst creating lasting relationships with clients, many who return time and time again with new projects.

Dudleys’ continued growth is built around a great team, who are a pleasure to work with, whilst creating lasting relationships with clients, many who return time and time again with new projects.

Dudleys’ continued growth is built around a great team, who are a pleasure to work with, whilst creating lasting relationships with clients, many who return time and time again with new projects.

DUDLEYS CONSULTING ENGINEERS

Dudleys Consulting Engineers is delighted to count Torsion Care Group as a highly valued client. Torsion’s mission to deliver modern care homes and retirement living facilities of the future with a highly sustainable delivery model is impressive, and it is a pleasure to be involved in many of their projects.

Our involvement with Torsion Care and Torsion Projects stretches back to 2019, and has now resulted in more than ten completed schemes, with four currently on site, and many more in the pipeline as Planning Consents are achieved, and land deals reached. Our work with Torsion ranges from initial site enquiries and advice, through to a full construction details, supporting Torsion’s vision of continued growth, across the UK.

Dudleys is proud to be one of the UK’s long established, privately owned consultancies providing structural and civil engineering advice across the UK.

With a team of 26 highly skilled engineers we operate in all key real estate sectors including commercial, retail, sport, residential, healthcare, education, airports, heavy industrial, specialised structures and energy/refuelling.

Being small doesn’t affect our ability to deliver. As an award-winning business Dudleys is retained as lead consultant for some of Yorkshire’s most iconic developments.

These include Leeds Bradford Airports’ £100m expansion programme – probably the regions most celebrated transport project this year. Our team has advised LBA since 2004 across the entire estate, from terminal structures and car parks through to security, masts and tunnels. We provide consistent, deeply experienced knowledge of LBA’s estate and infrastructure with a pragmatic engineering approach to maintain and upgrade facilities.

On the back of our success with LBA, Dudleys is now advising Heathrow Airport and London Luton Airport, ‘flying’ the flag for Yorkshire’s consultancy expertise.

Another client that heralds a more historical preservation purpose is in safeguarding the building legacy of the Keighley Worth Valley Railway (KWVR) – an important part of the UK’s industrial heritage made famous by the 1970’s film of Edith Nesbit’s ‘The Railway Children’. Working with the KWVR Preservation Society, Dudleys provides structural inspections, design and advises on maintenance required to preserve buildings across the estate in good order for the next generation.

The sporting prowess of Yorkshire is, for some, perhaps just as important as its infrastructure. Dudleys is once again supporting this global reputation as lead consultant on the entire estates for Leeds United, Yorkshire County Cricket Club, and Scarborough Cricket Club, providing structural engineering services and checking the integrity of all buildings in the grounds to ensure the public are kept safe.

Dudleys is also charged with supporting the estates of another highly celebrated Yorkshire attraction, Bettys & Taylors of Harrogate. This includes lead consultancy for alterations and upkeep of the Yorkshire Tea factory and Bettys shops in Harrogate, York, and Ilkley.

Other clients include Leeds City Council, Arla Foods, Caddick Group, HBC, CEG and Unilever UK to name but a few.

As a team we are committed to enhancing the built and natural environment while delivering exceptional value to clients, employees, and communities. Our practice is led by a very experienced team of Chartered Structural and Civil Engineers, all of whom strive for innovative and efficient engineering solutions. The core values of our business are summarised in three points;

• Presentation is Key

• We work as a Team

• More to life than work

These values are recognised in the feedback we receive from our Team, and through the Silver Award we hold with Investors In People.

As a company we recognise the need to strive for continuous improvement, recognised in our ISO 9001 certification which we have held since 2017, and more recently achieving BIM Accreditation (ISO 19650) since 2022, recognising the changing demands of the industry and keeping abreast of the latest developments. Our design capabilities embrace the latest in 2D and 3D software to ensure that we deliver a scheme to meet the specific requirements of the brief, without overengineering.

Our Managing Director, Andy Walker regularly advises on panels and judging best practice awards. Director, Peter Dixon is also a Fellow of the Institute of Structural Engineers (the highest industry honour) and regularly engages with Leeds Beckett University alumni events supporting the Government funded Help to Grow initiative.

Supporting our team is our highest priority and we remain committed to their career and personal development with mentoring programmes in place. We support them with professional development, through an ICE accredited training scheme, internal mentoring, involvement with the ICE professional review, the IStructE professional review, the IStructE Yorkshire chartered member exam preparation course, and the CIHT Yorkshire branch.

One of Dudleys unique features is the flexibility in how we operate to deliver projects with no fixed team structure. This fluid organisational arrangement allows our team to truly follow our core value - ‘we work as a team’ - providing flexibility for teams to readily adapt to suit the wide scale of project deliverables. This had proven to deliver considerably enhanced job satisfaction for colleagues with constant development and learning opportunities.

Corporate Social Responsibility is also high on our agenda with our team regularly engaging with local primary and secondary schools through organised Stem sessions, talks to classes, support with high school career fairs and acting as governors. 2025 has also seen the introduction of a ‘Charity Day’ encouraging staff to engage in supporting a local charity in a practical way – we look forward to learning more about the activities that our team get involved with through the year.

We also have a support programme for apprentices with a structured employment programme that has proved to be a fantastic experience for the business and our next generation of skilled engineers.

With offices in Yorkshire and the North West, Dudley’s continues to expand its geographical reach, serving clients throughout the UK through a highly skilled team at the forefront of engineering practice.

Specialist Mechanical & Electrical Contractor to the Care Sector

At EMCE, we’ve been providing high-quality, cost-effective M&E solutions for over 35 years, and are proud to be supporting Torsion Care in their roll out of future care homes throughout the UK.

info@emceltd.co.uk 01723 583005

operations and implementing the necessary strategies for growth, Ward was congratulated on his promotion by Hutson:

“I am thrilled to announce the well-deserved promotion of Ian Ward to Managing Director of Torsion Care,” Martin Hutson said in March. “Ian has been an invaluable member of our team, demonstrating outstanding leadership and commitment to our vision. His expertise in care and retirement living developments, coupled with his deep understanding of operational oversight, make him the perfect leader to drive the business forward in this next chapter.”

“FROM FINDING LAND AND OBTAINING PLANNING PERMISSION TO FULL CONSTRUCTION AND COMMISSION, THE COMPANY HAS BEEN PROUD TO PLAY A KEY ROLE IN THE DELIVERY OF NUMEROUS CARE FACILITIES ACROSS THE UK.”

SOUTHERN EXPANSION

Ian Ward’s appointment as Managing Director of Torsion Care arrives at a time when the company is actively looking to grow. The organisation, which has a strong track-record in the Midlands and the North, recently announced the expansion of its business into the South of England.

Torsion Care’s southern expansion will further strengthen the company’s position as a leading developer of high-quality care home and retirement living schemes across the UK. The organisation is now seeking new sites and

partnerships for its venture – projects that will serve the ever-increasing demand for care facilities in the South of England.

To understand Torsion Care’s capabilities as a developer and builder of modern care homes and retirement living communities, one need not look any further than some of the company’s most recent projects.

In January 2025, Torsion Care began work on a new care home in Otley, West Yorkshire. Set to house 66 beds across three stories, the purpose-built facility will provide modern, quality care to residents upon completion in 2026.

Funded by investment firm Elevation, and operated by Tanglewood Services, the care home will be a bespoke, cost-effective solution, built

in collaboration with operator requirements. Like many Torsion Care projects, the care home in Otley will prioritise sustainability and operational efficiency. Targeting EPC A certification, the development will make use of air source heat pumps (ASHP) and photovoltaic panels (PV) to reduce carbon emissions and increase energy efficiency.

TORSION CARE’S SOUTHERN EXPANSION WILL FURTHER STRENGTHEN THE COMPANY’S POSITION AS A LEADING DEVELOPER OF HIGHQUALITY CARE HOME AND RETIREMENT LIVING SCHEMES ACROSS THE UK.

SIZEABLE FUTURE PIPELINE

A little further south, in the West Midlands, Torsion Care has recently completed its first care home in the region. Located in Bromsgrove, the 72-bed facility delivers residential and dementia care in a safe, comfortable, and nurturing environment. Not long after completion in March 2025, the home welcomed its first residents.

“Bromsgrove Care Home represents our ongoing commitment to delivering highquality care environments that enrich lives,” Ian Ward said, back in March. “Every element of this development has been designed with residents’ wellbeing in mind, ensuring a space that promotes dignity, independence, and comfort. We are incredibly proud of this achievement and look forward to seeing the positive impact on the local community.”

Since the company was launched in 2019, Torsion Care has delivered over 420 care bedrooms across several schemes and more than 260 retirement living apartments. The organisation is also pleased to have secured a sizeable future pipeline with a total gross development value exceeding £360 million.

Adding to the company’s 2025 successes, Torsion Group was recently announced as one of The Sunday Times’ Best Places to Work. The award not only celebrated the group’s strong culture, but solidified its position as one of the top construction firms to work for in the UK.

As each new project arrives, Torsion Care is creating indemand care and retirement spaces, as well as valuable job opportunities in local communities. This two-inone proposition means the company’s growth is something the whole nation can celebrate.

TORSION GROUP WAS RECENTLY ANNOUNCED AS ONE OF THE SUNDAY TIMES’ BEST PLACES TO WORK.

With more projects on the horizon, including three care homes in the North of England, there is a lot more to come from Torsion Care – one of the industry’s most collaborative, innovative, and sustainable firms.

UNIMAC STARTED OUT AS A SMALL INDEPENDENT CONTRACTOR, BUT HAS GROWN TO ACHIEVE THE CAPACITY FOR SOME OF THE MOST PRESTIGIOUS PROJECTS IN ITS FIELD.

Asphalt & More

PROJECT MANAGED BY: LOUISE HOLLYWOOD

There are plenty of contractors out there, but UNIMAC is more than that. UNIMAC considers itself a partner to its clients. As a specialised Class One heavy civil contracting company, UNIMAC is capable of independently designing and self-executing a diverse range of projects from airport infrastructure to intercity highways and professional, world-class racetracks. The company’s team of more than 1,000 employees are completely focused on the design, construction and maintenance of roads and infrastructure.

UNIMAC began life as the United Maintenance and Contracting Company in 1979, a firm established with very limited resources that it deployed to take on small to modestsized projects. The company prioritised reinvesting the profits from those projects back into the business, setting it on a growth trajectory to become the world-class operation it has become today. UNIMAC now owns and operates over 700 plants, items of equipment and vehicles. Its portfolio has expanded to include infrastructure construction for airports and air bases, the

design and execution of major highways projects, and full scope line developments.

This growth has not just been about building capacity for greater projects, but also about expanding UNIMAC’s in-house operations and departments. That includes crushed aggregate production facilities to complement UNIMAC’s contracting divisions and its own asphalt production facilities and laboratories. Alongside this, UNIMAC has expanded to include a quality management department, a transportation department, and a project studies and design department.

Motorsport

The RECYFIX HICAP T slot-drain system provides safe, durable, and efficient drainage — designed specifically for these demanding conditions.

A prime example: the Jeddah Corniche Circuit, successfully realized in partnership with UNIMAC.

FACE CONTRACTING

For over five decades, FACE has stood as a beacon of excellence in Mechanical, Electrical, and Plumbing (MEP) engineering and contracting. Since our founding in 1972, we have remained steadfast in our commitment to placing our clients at the heart of everything we do. Our name embodies our unwavering dedication; facing every challenge with innovative solutions tailored to meet the unique needs of those we serve.

Our journey has been defined by a relentless pursuit of perfection, where expertise, precision, and passion converge to deliver outstanding results. Every project we undertake reflects our deep-rooted commitment to excellence, ensuring quality and care remain at the forefront.

With an extensive geographic reach, we proudly serve clients across Saudi Arabia, Qatar, Lebanon, and Ghana, delivering the same unwavering dedication and expertise that define FACE.

Telephone: +966 112 698 029

Email: face@facecontracting.com

Website: facecontracting.com

Across all of these sectors of the business, UNIMAC trades on a reputation for reliability, trustworthiness, and above all, strong partnerships with its clients.

UNIMAC’s mission is to build a team assembled from the best minds in the industry that can execute projects with consistent levels of quality. It is a firm that ensures it is continuously up to date on developments on a global scale, striving for betterment and advancement in every aspect of its production, designs and equipment. This is how UNIMAC will pursue its vision of building the projects of tomorrow, now.

Working from its values of trust, reliability and solid work ethic, UNIMAC is attaining global benchmarks in project delivery, with employees who uphold the company’s values for its clients, customers and other stakeholders in the community: Accountability, Honesty, Excellence and Integrity.

PAVING THE WAY

UNIMAC has an extensive range of capabilities, but its crown jewel is its asphalting capabilities. The company has developed over 50 different mix designs in support of its clients, and each mix has been designed to meet the requirements of

specific projects and provide bespoke solutions. This is how the firm ensures each client receives asphalt tailored to the needs of its project for resistance, durability, and grip. UNIMAC’s asphalting can be found on the taxiways and runways of airfields, in the car parks of commercial areas, and on the driveways and footpaths

of residential areas. You can see it in diverse environments such as industrial heavy-duty areas, on highways, roads or pavements.

And of course, the arena where UNIMAC can really show off what it can do is in its work for motorsports. Its asphalting can be found on FIA Homologated Permanent

Tracks, FIA Homologated Street Circuits, and CIK-FIA Homologated Karting Tracks.

GOING OFF-ROAD

But even then, asphalting is only part of the extensive offering UNIMAC brings to the table. It has the full spectrum of Mechanical, Electrical and Plumbing (MEP) capabilities, which are essential to any infrastructure project. UNIMAC designs, procures and executes the entire scope of MEP operations its clients require across the public and private sectors. The contractor’s MEP division spans engineering, procurement, construction and commissioning of electrical, mechanical, plumbing and firefighting capabilities.

The company also specialises in substructure works, including MSE (Mechanically Stabilised Earth) and concrete walls. By focusing on attention to detail and quality craftsmanship, UNIMAC’s experienced professionals are dedicated to providing exceptional results for all of its clients’ substructure needs. Those clients might be looking for the durability and strength of concrete or the versatility and efficiency of MSE, but either way, UNIMAC can provide the expertise and resources to complete the project with precision and efficiency.

As its capabilities have grown, UNIMAC has also entered the landscaping sector, expanding to coordinate project delivery and even supplying greenery. The company boasts its own nursery, which prepares an optimal blend of fertilisers and soil to make sure that shrubs and trees receive the maximum nutrients to encourage healthy growth.

With expert botanists, UNIMAC is able to take into account the necessary planting depths and distances between plants to guarantee the verdure its clients need and want for their projects.

In turn, that work is supported by UNIMAC’s existing capabilities around irrigation tanks and networks. Once again, the firm’s reserves of expertise allow it to provide tailored solutions for a diverse range of developments, designing and building high quality irrigation networks with the necessary durability

and corrosion resistance for future-proofed maintenance requirements.

SPEEDING AHEAD

It is this combination of complementary skillsets and expertise, combined with a reputation for quality and reliability, that sees UNIMAC take the biggest and most prestigious contracts in its sector. Just last year, UNIMAC was awarded a major contract by the Qiddiya Investment Company (QIC) to develop the racetrack and associated infrastructure at Qiddiya’s Speed Park.

The project is valued at an estimated $480 million, and includes constructing the track and building infrastructure components such as electrical networks, storm drainage systems, water and sewer networks, landscape works, and all related underground and above-ground structures.

The new track is planned to meet the rigorous standards set by the Federation Internationale de l’Automobile (FIA) and Fédération Internationale de Motocyclisme (FIM) for homologation. As well as building the track, UNIMAC must ensure that it works in compliance with safety regulations, drainage requirements, and race electronics. The new racetrack is designated as an FIA Grade 1/ FIM Grade A facility and will be situated at the heart of Qiddiya Entertainment City. It is an installation that will be able to host events as prestigious as the Formula 1 Grand Prix and MotoGP races.

It is a project worthy of showcasing everything UNIMAC is capable of.

PART OF THE MONSSON GROUP, MONSSON TRADING IS A LEADING ENERGY TRADING COMPANY FUELLING EUROPE’S CLEAN ENERGY TRANSITION.

Innovative Paths to Sustainability

PROJECT MANAGED BY: DAVID HAYVIS

Romania’s Monsson Group – a pioneer in the renewable energy space – divides its operations across three businesses: Monsson, Monsson Operation, and Monsson Trading. Founded in 2009, the latter is a leading energy trading company with a clear vision: to drive Europe’s clean energy transition.

Monsson Trading is built upon four key specialisms: Origination, Power Trading, Energy Supply, and Advanced Energy Management. With these pillars as its central focus, the organisation H as become an innovative and knowledgeable sustainable solution provider for energy producers and consumers in Southeast Europe.

“The main difference between Monsson Trading and our competitors is our focus on renewable energy projects,” says Managing Director Andrei Muntmark.

“Through the years, we have built up longterm partnerships, which have been key to our growth. Equally as important has been our ability to retain key personnel, who alongside technology, help us to stay very adaptable and innovative.”

FLEXIBILITY & RELIABILITY

As Andrei suggests, Monsson Trading has achieved a lot in its fairly short history. Among the company’s most recent achievements have been the development of proprietary energy management software and the establishment of Romania’s first Virtual Power Plant (VPP).

“We are very integrated as a business,” Andrei declares. “Our VPP, for example, can integrate different power producers into one entity, making for more flexibility and reliability in the distribution of renewable energy.

“Alongside the VPP, we have a 24/7 intraday desk, as well as a dispatch centre. It is all designed to help us adapt quickly in a dynamic market.”

In line with recent trends, Monsson Trading has been required to support its clients with battery storage in recent years. The company has risen to the challenge, delivering

integrated battery storage solutions for wind and solar hybrid renewable power.

“We started on battery storage solutions midway through 2024,” Andrei reveals. “It’s a learning curve, but we are a very innovative company, confident in our ability to solve problems for our clients.

“Renewable hybrid energy with battery storage is quite a new advancement. Alongside it, we have been able to develop a lot of forecasting and mathematical models, combined with AI, to optimise our clients’ renewable energy sales.”

EMPHASIS ON PEOPLE

In order to serve its client base effectively, Monsson Trading relies upon a skilled and professional workforce. To help encourage retention, the company reminds its team of Monsson Trading’s place within the Monsson Group, and all the benefits this can offer.

“There’s over 20 years of experience within Monsson’s group of businesses, so it’s an ideal place to build a longterm career in the industry,” Andrei notes. “We’ve recently increased our emphasis on the people side of things, which has included initiatives like loyalty bonuses and a variety of internal and external training.”

Training is an area in which Monsson has a vast degree of experience, and most notably, the group is home to the RenewAcad School of Skills Training Centre. RenewAcad is a nationally and internationally certified training centre in the field of renewable energy sources, which makes it a valuable resource for Monsson employees and the industry at large.

“RenewAcad has trained over 18,500 people,” Andrei reports. “These are not just trainees from Romania, but from across the entirety of Southeast Europe.

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“THE MAIN DIFFERENCE BETWEEN MONSSON TRADING AND OUR COMPETITORS IS OUR FOCUS ON RENEWABLE ENERGY PROJECTS.”

“It’s a valuable resource for those who want to learn new skills, as well as those who have experience in nonrenewable industries, like coal, but now want to convert to working in renewables. This is a competitive industry, and many companies could benefit from skilled workers, so we are proud that our training academy can help out from a social perspective, as well as a sustainability standpoint.”

AN EXCITING TIME

The Monsson Group’s approach to collaboration and knowledge sharing is reflected in how it prioritises relationship building, both internally and externally. It is, Andrei comments, only through strong and lasting cooperation with individuals and organisations that Monsson Trading has been able to succeed.

“THE EXPERTISE THAT YOU GAIN FROM A 10-YEAR VETERAN OF YOUR BUSINESS IS INVALUABLE,” HE ASSERTS. IT’S HARD TO QUANTIFY THE IMMENSE VALUE OF THAT KIND OF RELATIONSHIP.”

“The expertise that you gain from a 10-year veteran of your business is invaluable,” he asserts. “It’s hard to quantify the immense value of that kind of relationship.”

“From an external perspective, we are very fortunate to have clients, suppliers, and partners that we know we can rely upon. It’s a fast-moving, ever-changing industry – from evolving legal regulations to market volatility

– so having long-term partners that can help and support you is critical.”

In 2024, through various PPA structures, Monsson Trading managed a renewable energy portfolio of 400 MW. Supported by its partners, and backed by the Monsson Group, the organisation is now looking to expand that portfolio, while continuing to make a widespread positive impact on people’s lives.

“IT’S AN EXCITING TIME FOR THE COMPANY. WE’VE GOT LOTS OF NEW PROJECTS COMING ONLINE, INCLUDING A LOT OF INVESTMENT INTO BATTERY STORAGE IN THE LIKES OF GERMANY AND SWEDEN.”

“It’s an exciting time for the company,” Andrei remarks. “We’ve got lots of new projects coming online, including a lot of investment into battery storage in the likes of Germany and Sweden. We might not be inventing things, but we are very progressive on the development side of the company, especially from a technical point of view, and that helps us win new business.

“Ultimately,” Andrei summarises, “we are a company that contributes to social and sustainable development, which is why, alongside our day-to-day work, we are actively engaging in initiatives across health, culture, education, and sport. Recently, this has included €1,650,000 for medical equipment and modernisation at County Hospital Constanta, €150,000 for culture and education, and €10,000 for local sports events.”

“WE ARE A COMPANY THAT CONTRIBUTES TO SOCIAL AND SUSTAINABLE DEVELOPMENT, WHICH IS WHY, ALONGSIDE OUR DAY-TODAY WORK, WE ARE ACTIVELY ENGAGING IN INITIATIVES ACROSS HEALTH, CULTURE, EDUCATION, AND SPORT.”

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HIGHLY TECHNICAL AND CUSTOMER-FOCUSED, SCITECH IS A LIFE SCIENCE DESIGN, CONSTRUCTION AND QUALIFICATION COMPANY PREPARING TO BROADEN ITS HORIZONS.

PROJECT MANAGED BY: EMILY BARKER

An Innovative Alternative

When Scitech was formed in 2002, the company’s founders had a clear vision of its purpose: to be a nimble, customer-focused alternative to the corporate giants dominating the pharmaceutical sector and life sciences space. Over two decades later, and with the company thriving, the ethos still drives Scitech’s work.

When we launched Scitech, we did it with the desire to be hands-on,” explains Co-Founder and Managing Director, Dave Grant. “We had experienced the corporate side of this industry, where you can be very distant from the customer, and we wanted to move away from that. We were determined to take on interesting, meaningful projects, where we could make a real difference for our clients and actively add value.”

Today, Scitech continues to live out its mission, adding genuine value for its clients as a specialist designer, contractor and consultant across the life science and pharmaceutical industries, as well as other related sectors. Highly technical – as the company’s name might suggest – Scitech is proud of its personalised approach to every project.

“Clients have a lot of choice in our industry. Many of our competitors are much larger organisations, and the fact we are a small business of around 130 people, but still able to do all aspects of a project, is an advantage for us. It means we can work closely with our customers and afford each project a level of care and attention that it might not get elsewhere.”

UNIQUELY POSITIONED

A key part of Scitech’s offering is the company’s reputation as a ‘one-stop shop’ solution provider with all relevant capabilities housed under the company banner. This turnkey approach is a rare proposition for an organisation the size of Scitech, making it a compelling differentiator.

Dave Grant, Co-Founder & Managing Director, Scitech.

“We’ve really developed a niche in our ability to deliver personalised solutions in highly technical areas, such as radiopharmaceuticals and oncology,” Dave says. “The real differentiator, though, is the way we go about it.

“We are uniquely positioned for the industry in that we can do everything in-house, but remain small enough to stay agile,” Dave states. “It’s part of an entrepreneurial approach that we have at Scitech – we are always searching for new and better ways to solve customers’ problems. At the same time, we draw on skills from the entire

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organisation, which makes us a dynamic and team-oriented solution provider.

“We are lucky to have specialists within the business who can talk to customers on a peerto-peer level,” Dave continues.

“They can put themselves in the shoes of our clients, gain a deep understanding of issues, and form a more complete solution as a result.”

“WE ARE UNIQUELY POSITIONED FOR THE INDUSTRY IN THAT WE CAN DO EVERYTHING INHOUSE, BUT REMAIN SMALL ENOUGH TO STAY AGILE.”

Alongside the company’s Consultancy and Design & Build offerings, Scitech is a respected provider of Commissioning, Qualification and Validation (CQV) services. The company has built a large team of qualification and validation consultants and the CQV division currently makes up around 30% of Scitech’s overall income.

“It’s another element of our one-stop shop proposition,” Dave declares. “The regulatory angle means we can perform our traditional design and construction work, but also help customers bring their products into licensed readiness for manufacture.”

EMPOWERING INNOVATION

Scitech is committed to empowering innovation and is proud to have worked with innovators in many highly regulated sectors, from major, established players such as GSK and AstraZeneca through to smaller innovators developing personalised medicines and other novel technologies.

In recent years, the company has taken a more active role in promoting itself to potential clients, becoming a regular feature at conferences and community events, as well as supporting STEM education in local schools. Internally, Scitech’s positive trajectory has been encouraged by a carefully assembled workforce of like-minded people.

“We have become adept at attracting the right people and developing them,” Dave remarks. “We currently offer numerous training and mentoring schemes, including a graduate development programme.”

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In 2024, Scitech started significant investment into AI technology to help support the work of its specialist team. The company combined this adoption with an AI accelerator programme for all staff, and now boasts a full in-house AI development team.

“WE HAVE BECOME ADEPT AT ATTRACTING THE RIGHT PEOPLE & DEVELOPING THEM.”

“We can create our own AI tools to help us deliver high quality solutions more efficiently,” Dave reports. “In collaboration with our team, AI is speeding up our processes, increasing our delivery capacity for our customers, and making us more effective and consistent at the same time.”

GLOBAL ASPIRATIONS

Though Scitech is unafraid to embrace technology, the organisation remains a ‘handson’ business built in the image of its founders. Even in his role as Managing Director, Dave is still deeply involved with the day-to-day running of the company.

Cleanroom walk on ceiling for blue chip pharmaceutical manufacturer.

“I’m still working on projects myself,” Dave affirms. “It’s what makes me tick. I like to get out there and get handson. However,” he adds, “it’s by working together that we will get stronger.

“We used to be quite insular as a business, but we’ve now started building some strong, mutually beneficial industry relationships. These collaborations are an indicator of the way Scitech is evolving in an increasingly competitive market. We realise that we need to embrace all possible measures to gain an

advantage for our customers –whether that’s through people, technologies, relationships, diversification or by adopting a more global perspective.”

Scitech’s bold future vision will involve global expansion to help the largely Eurocentric company to de-risk geographically. Operating from the strong foundation it has established over the past few years, Scitech is already broadening its horizons, and according to Dave, the company could be about to take a significant leap forward.

“With our increasing global footprint, and collaboration with some fantastic, like-minded businesses, we’re finding great opportunities to diversify and grow our offering. It’s helping us to change the mindset of the business; just because something is a long way away, or looks difficult, we shouldn’t disregard it.

“Going forward, we now assess every project for its business value, and provided it’s the right thing to do – no matter if it’s in a distant country or an unfamiliar sector – we’ll find the best way to do it.”

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Laura Bonner, founder and CEO, The Muff Liquor Company.

FROM HER GRANDDAD’S MOONSHINE TO AN INTERNATIONAL PRODUCT WITH MOVIE AND ROCK STAR LEVEL INVESTORS, THE MUFF LIQUOR COMPANY HAS QUITE THE STORY.

Over the Moonshine

PROJECT MANAGED BY:

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The short version of The Muff Liquor Company’s origin story is that the company was founded in 2018 to sell potato-based gin and vodka, as well as smoked peated whiskey. Last July, the company opened a new brand home and distillery in the Irish village of Muff, County Donegal. It now has products in 39 states of the US and counting, as well as a team of just over ten people.

And I still have my hair, which is amazing!” says Laura Bonner, The Muff Liquor Company’s founder and CEO.

But for the full story of how The Muff Liquor Company came to be, we need to go back to Bonner’s grandfather, a potato farmer, and the one who introduced Bonner to poitín, an illicit potato-based spirit you have heard called “Moonshine” elsewhere.

“I didn’t know it was illegal. He’d soak it in brandy balls and share it out among us all,” Bonner recalls. “I brought one of his bottles down to the distillery once and found it was 87% proof. How we’re not blind is a miracle!”

A DREAM IN THE MAKING

Bonner’s career started along a different path. She was from a family of entrepreneurs and was

heading to law school. But from very early on, she had other ideas.

“I wrote an email to my two older brothers and sister saying that I wanted to drop out of law school to come home, make vodka and call my business The Muff Liquor Company,” Bonner says. “My middle brother rang me, and I won’t repeat what he said, but he asked what I knew about running an alcohol business. So I stayed in university, got my law degree, and lasted nine months in a law firm.”

Quickly deciding law wasn’t the sector for her, Bonner moved into real estate, starting on ten grand a year. After six years, she became the Director of the UK for an Australian company, and she was Tom Russell’s account manager for eight years, but she still wasn’t happy.

The Award-Winning Studio Behind Muff’s Bold Branding

“I talked about The Muff Liquor Company all the time,” she tells us. “I kept telling everyone.”

She adds, “We are aware of the double entendre in the name. That was intentional.”

Fortunately, someone was listening.

“The guy who’d become my business partner, Tom Russell, said ‘You have been an account manager for ten years. Whatever you’re selling, we’re buying.’”

“WE SELL PREMIUM SPIRITS, WE FOCUS ON LOCAL AND ARTISANAL PRODUCTS, AND WE SET OURSELVES APART WITH THE PRODUCT, THE KNOWLEDGE OF OUR STAFF, AND OUR CUSTOMER SERVICE.”

That was enough for Bonner. She broke up with her boyfriend, sold her apartment and moved back in with her dad. “Living the dream!” as Bonner puts it.

That might sound sarcastic, but the truth is that when you look at The Muff Liquor Company today a lot of what it has achieved is pretty dreamlike. With The Muff Liquor Company’s new brand home opening, the company now boasts shops, distillery tours, and an amazing bar. They have won a long list of accolades and awards, including, a couple of months ago, “Best Blended Irish Whiskey in the World”.

As well as those awards, The Muff Liquor Company has attracted some big-name investors.

“From the beginning, Ed Sheeran and Russell Crowe were on my vision board,” Bonner says. “I decided I was going to have these guys as investors, and five years later, I did.”

That said, while Bonner’s pleased to have got those investors, they are not the biggest part of her strategy.

“As I like to remind everyone, the biggest celebrity is the liquid in the bottle,” she tells us. “We sell premium spirits, we focus on local and artisanal products, and we set ourselves apart with the product, the knowledge of our staff, and our customer service.”

THE DREAM MEETS REALITY

Of course, making a dream come true and actually living the dream are two very different things, and it was not long before Bonner was facing some harsh and unexpected realities of the business.

“Everyone is fed up talking about Covid, but it was a horrendous experience for us,” Bonner says. “We launched on the third of February when the market was saturated. Ireland is a small country, and everyone’s loyal to certain areas and certain brands. So we said ‘Let’s pack our bags and head to Asia while everyone else is trying to get into the US.”

It was a strategy that went well, with The Muff Liquor Company establishing a presence in markets such as Japan and

“AS I LIKE TO REMIND EVERYONE, THE BIGGEST CELEBRITY IS THE LIQUID IN THE BOTTLE.”

Shanghai. Before long the firm had an extensive network of contacts, but then Covid hit and overnight international supply chains disappeared.

“I arrived home realising I had no support in Ireland, no route to market, and imports and exports had halted because nobody knew how the virus was transmitted.”

Every day Bonner was getting calls asking what the plan was, and bankruptcy seemed like a very real risk. So Bonner cut herself off, did a meditation weekend, and came back with a concept for cocktail boxes that quickly became the firm’s top selling product.

Now, Bonner is looking into possibly returning to The Muff Liquor Company’s original market.

“Asia was a solid market for us in 2018, but I have not heard from the people we were dealing with since, so it would be starting from scratch.”

But it is a market that holds a special meaning for Bonner.

“We did our first market research and our first taste studies over there,” she remembers. “We have gold on our bottles. We waited until 2018 to launch because eight is a sign of wealth.”

Since those early days, The Muff Liquor Company has also navigated the repercussions of Brexit and a host of other challenges.

“I’d never owned a business before, so as far as I’m concerned this is all part and parcel of what it’s like,” Bonner says. “What matters is how you handle the situation, and how you handle your team.”

THE DREAM TEAM

Assembling that team is something Bonner has done very carefully. “I’ll be honest. When I interview people, I don’t need another me,” she says. “I look to see what someone else can bring to the table.”

However, ultimately, her decision rests on a simple test.

“Could I go travelling with someone for three days?” she asks. “I picture sitting next to them on planes and through dinners. That is what I decide on. Most people have skills and the alcohol industry is quite small. So it comes down to personalities and mindset.”

That mindset, Bonner tells us, has to be a positive one.

“I remind people this is just a job, health and family come first,” she says. “I just need a team player. Our team is small and I like it that way. So we want people who can just get on with it, with a positive attitude. And I couldn’t have got a better team for that to be honest.”

Bonner has a clear vision of where she wants to take that team, as she is keen to share with us.

“By January 2026, I aim to have our products in all 50 states. I believe we will be the first Irish company to have four different products available across America,” she says.

Of course, that will mean dealing with unpredictable tariffs, new supply chains, and who knows what other challenges. However, talking to Bonner, it is clear that through the good and the bad of running The Muff Liquor Company, she simply loves it.

“I’ve always loved it, but this is the first year I’ve really enjoyed the business. It’s organised chaos!” she says. “The team all know what they are doing, everything has all fallen into place, and I’m really enjoying it.”

FAMILY-OWNED

SPIRITS AND LIQUEUR

COMPANY

SCHWARZE & SCHLICHTE IS PREPARING TO BREAK OUT ACROSS EUROPE WITH THE HELP OF GERMANY’S LEADING PREMIUM VODKA.

Sipping Success

PROJECT MANAGED BY: JACK BIBBY

When you think of premium vodka brands, you might name the likes of Smirnoff and Absolut, but in Germany, Three Sixty Vodka reigns supreme. Thanks to an exclusive diamond-filtration-process, Three Sixty is smooth, refined, and muchloved by discerning customers across the nation.

Dirk Hasenbein, Managing Director, Schwarze & Schlichte.

The company behind Three Sixty Vodka is Schwarze & Schlichte – a 13th Generation distiller and importer of premium spirits and liqueurs. Based in Oelde, near Dusseldorf, the business has gained a reputation for quality.

“As a company that is more than 350 years old, we are highly experienced in the world of spirits,” says Managing Director Dirk Hasenbein. “We are among the top 10 spirits producers in Germany, and over the course of the last five years, we have experienced double-digit growth.

“Our long history at Schwarze & Schlichte has made us a trusted partner to our clients, with a huge range of products, including vodka, rum, gin, and tequila. Building on this foundation, we utilise a skilled sales force, strong branding, and regular investment to drive the business forward.”

NEW MARKETS

At present, Schwarze & Schlichte manages just over 50 drinks brands. Alongside its own national brands like Three Sixty Vodka and Knut Hansen Gin, the

company acts as a distributor for third-party products, including Molinari and Torres Brandy. The company also offers one nonalcoholic range – a selection of mixers known as Soda Libre, with flavours ranging from raspberry to basil.

“While we have a wide variety of products, our focus brands are Three Sixty and Knut Hansen, as well as an aperitif called Déjà-Vu and Shatler’s canned cocktails,” Dirk reveals. “Knut Hansen is an award-winning premium craft gin from Hamburg and Three Sixty is even bigger in Germany than major vodka competitors like Smirnoff, Absolut, and Stoli.”

On the back of Three Sixty’s success in its home country, Schwarze & Schlichte have been searching for new markets for its popular vodka. In early 2025, the company achieved its goal, partnering with Disaronno UK to launch the product in the United Kingdom – one of the world’s largest vodka markets.

“When we purchased the Three Sixty brand, it was fairly new and averaging a production of around 88,000 bottles a year,” Dirk states. “We have taken that

brand and transformed it into the biggest premium vodka in Germany, turning out 11 million bottles annually.

“Now we are a bigger brand, we can tackle some potentially lucrative international markets.

After the US, the UK is the second-biggest vodka market in the world, so it was an obvious choice for us. At the same time, we found the ideal partner in Disaronno UK, which was looking to add a vodka to its portfolio.”

A VERY GOOD FIT

As well as sharing a vision with Schwarze & Schlichte, Disaronno UK has a large team and strong existing UK presence, which will serve to benefit the German company. Similarly, Disaronno UK’s portfolio includes established products like Tia Maria, which can be combined with Three Sixty in cocktails like an Espresso Martini.

“Our collaboration with Disaronno UK is a very good fit for both partners,” Dirk asserts. “We are already present in Austria, Switzerland, and the Netherlands, but we are now considering even more European markets, such as Spain, Italy, and Portugal. In the longer-term, I believe there will be potential for export to South America, but Europe is the first step on our global journey.”

With deep roots in the artisanal traditions of a Westphalian grain distiller, Schwarze & Schlichte has always embraced its industry heritage. Simultaneously, the company is aware that it must adapt to evolve in a dynamic and competitive market. Balancing these sometimesopposing priorities has been a key challenge for the business.

“NOW WE ARE A BIGGER BRAND, WE CAN TACKLE SOME POTENTIALLY LUCRATIVE INTERNATIONAL MARKETS.”

“Previously, we managed a lot of brands under our banner that were losing customer interest,” Dirk reports. “Many of these were traditional products, like white grain spirit, which, alongside several other traditional German spirits, has been trending negatively with consumers. Back then, our turnover was also decreasing year on year, so we had to act, or else face the slow death of the company.”

TRANSFORMATIVE RESULTS

Schwarze & Schlichte decided to act, acquiring young brands, like Three Sixty and Knut Hansen, and building them up carefully. These brands, together with cult favourites like Hula Hoop eggnog liqueur and the exotic Déjà-Vu, soon became the future of the business.

“After consulting our shareholders, we decided to focus on these younger brands, rather than a wide array of older, traditional products,” Dirk affirms. “The shareholders committed to significant spending to help build these brands, and we also increased our team to support our new products’ growth. This included developing an on-trade team from scratch because on-trade is such a vital factor in the spirits world. You build a spirit brand in on-trade, and you can then harvest the results in off-trade.”

In Schwarze & Schlichte’s case, the results have been transformative, leading the company to the national and international growth it is experiencing today. Going forward, the company’s vision, Dirk says, is simple:

“We must grow,” he declares. “Both in the domestic market and internationally. To do so, we will remain dedicated to our focus brands and their vast potential, while also considering the addition of one or two more exciting brands that fit within our portfolio.

“Internationally, we have major ambitions. We are seeing early success in the likes of Austria and Switzerland, and we are very happy to be partnered with Disaronno in the UK.

“We will continue to expand into Europe, before turning our attention to the rest of the world,” Dirk concludes. “We are very excited for what’s to come.”

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Next-Level Science

PROJECT MANAGED BY: ANDREW BOURKE

In 2012, the future of Scotland’s Newhouse pharmaceutical research facility was unclear. Highly advanced, the former Organon and MSD site near Glasgow had enjoyed major investment through the years and boasted significant potential – all of which would be lost without intervention.

Just a year later, the Newhouse site had been given a new lease of life. Acquired by BioCity Scotland, it had become BioCity Glasgow and the underutilised location – headlined by a $20 million robotic compound management system and storage facility –was reborn. All BioCity Glasgow needed now were companies bold enough to seize this new opportunity.

Enter BioAscent. Founded in 2013, the company was created to help revive Newhouse and capitalise on all the possibilities of BioCity Glasgow. Utilising the capabilities that surrounded it, the company initially offered compound management and logistics services, but quickly established itself on the international stage. It was the beginning of a rapid rise to prominence that has seen BioAscent become a leader in integrated drug discovery services.

“BioAscent is essentially a highend scientific services business,” explains Director of Biosciences Stuart McElroy. “We are a contract research organisation with all the skills and infrastructure in place for discovering and developing new drug molecules.

“Our market is largely biotech companies, so we have a mixture of chemistry, biology and various automated logistical services for moving around chemical compounds used in the pursuit of discovering new drugs.”

LIKE A ROCKET

A milestone moment for BioAscent occurred in 2018 when, after initial grant funding came to an end, the company received investment from Maven Capital Partners. Overnight, the company rose from a small team of seven to a larger workforce of 35 employees. It provided BioAscent with another transformational opportunity – all the company had to do was take it.

Stuart McElroy, Director of Biosciences, BioAscent.

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“We suddenly had an expanded team, but not enough work for them,” Stuart recalls. “It meant we had to get out there and draw some interest for our services. From there,” he adds, “the business went off like a rocket.

“It’s a tough industry, with major low-cost players in India and China, but we had a cohesive team, many of whom had worked together for years, with a great track record, backed by top technology. From the start, we had clients interested in us as a credible, Western, high-quality contract research organisation.”

BioAscent has enjoyed profitability since 2018, and further funding in equipment, training, and people has helped the company to expand its horizons and progress at speed. While the company’s large compound management facilities remain a differentiator, BioAscent is aware that it needs to strategically target its investment to stay ahead of its competitors.

“You need to enable people with the right technologies, but this industry is vast, so we are careful to follow the market and stay informed on what our customers require,” Stuart reports. “At the same time, we are drawn towards certain drug

target classes – for example, we have lots of experience with GPCRs, which are targeted by around 30% of all marketed drugs, including the latest obesity treatments.

“When it comes to investment, we follow trends, use our own experience, and ultimately try to stay ahead of the curve. In the longer term, we aim to be even more proactive, strategically building our capabilities around what we expect the future of the industry to look like.”

INTELLECTUAL CAPITAL

In 2024, BioAscent experienced 30% growth in its Biosciences Department – most of which was driven by technological investment. However, though technology will always be a focal point for science-led businesses, BioAscent would not be able to function without its team of expert scientists.

“We treat our scientists as fully integrated members of our projects, into which they provide vital intellectual capital,” Stuart notes. “First and foremost, we are drug discoverers developing new drug molecules and we are

lucky to be exposed to such a wide range of experienced professionals in the field. In the words of our Chief Commercial Officer, this is ‘entirely a people business’ – people enabled by technology.”

To secure the future of the business, BioAscent has recently looked to create a sustainable pipeline of talent.

Graduates and apprentices sit at the heart of the company’s recruitment plans, and the business is starting to benefit from collaborations with the University of Glasgow and other institutions.

BMG LABTECH

BMG LABTECH, founded in 1990 in Offenburg, Germany, is a globally recognized manufacturer of innovative microplate reader instrumentation. BMG LABTECH offers a range of dedicated and multi-mode microplate readers for life sciences applications, drug discovery, and high-throughput screening. The company has a global presence with offices in the US, UK, Australia, Japan, and France, and a sales network in over 60 countries. BMG LABTECH maintains close contact with customers and collaborates with key clients to stay at the forefront of the industry.

The company’s philosophy emphasizes the highest standards of reliability and functionality, with rigorous testing processes ensuring “Made-in-Germany” dependability. BMG LABTECH’s instruments are entirely conceived, developed, assembled, and tested at their headquarters in Ortenberg, Germany. BMG LABTECH’s commitment to innovation is reflected in its continuous development of unique technologies, maintaining its position as a technology leader.

BMG LABTECH’s instruments are highly regarded in the scientific community, with over 14,000 scientific citations in peer-reviewed journals. Their products have been instrumental in various scientific breakthroughs, including a new prion seeding assay that reduced testing time for diseases like Bovine Spongiform Encephalopathy and Creutzfeldt–Jakob disease.

With 35 years of experience, BMG LABTECH continues to strive for perfection, driven by a passion for scientific advancement and dedication to equipping scientists worldwide with the best instruments for their research. Their dedication to excellence and passion for supporting scientific research make BMG LABTECH a trusted name in the biotechnology and pharmaceutical sectors.

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“From bringing in Masters placement students to funding PhDs, we are creating pathways for the next generation of scientists,” Stuart states. “The people that come in are extremely bright and driven, with a great understanding of how the world is changing. A lot of these individuals stay with us, benefitting from mentoring and management from our existing team. It’s a long-term approach that is wholly people-driven.”

DYNAMIC SPIRIT

Today, backed by its team –which is now made up of almost 100 employees – BioAscent provides services including de novo assay development, target analysis, bespoke screening strategics, medicinal and synthetic chemistry, and compound management. This diverse offering is a key part of BioAscent’s ongoing appeal –both to clients and staff.

“In many science-led companies, the work is quite process-driven, but that has never really interested me as a scientist,” Stuart comments. “There is a uniqueness to what we do at BioAscent. We have no particular focus on a certain disease or specialism – you’re always working on something new. This dynamic spirit drives the business forward.”

Following its own irrepressible ascent, BioAscent heads deeper into its second decade on a mission to maintain such a positive trajectory. Aiming to continue its rate of growth, the organisation is willing to embrace change –welcoming the kind of futureready progress that its work brings about.

“Whether our future is here at Newhouse or in a bespoke facility, we are committed to maintaining a coherent identity, with the ultimate goal being to significantly expand over the next five years,” Stuart remarks. “To do so, we will need to keep abreast of, and potentially embed, disruptive new technologies like AI –always, though, operating in a meaningful way that serves the needs of our clients.”

BOOSTED

BY THE NEW-FOUND INDEPENDENCE OF ITS PARENT COMPANY, SANDOZ CANADA IS ON A MISSION TO BECOME THE NATION’S LEADING SUPPLIER OF GENERIC PHARMACEUTICALS AND BIOSIMILARS.

Firing Up The Launch Machine

PROJECT MANAGED BY: ROBERT NAPIER SMITH

Since spinning off from Novartis and becoming a standalone business in 2023, Sandoz has thrived. The pharmaceutical company’s well-established reputation has helped – the Sandoz brand goes back to 1886 – but so have Sandoz’s newly acquired speed and agility.

Headquartered in Switzerland, the Sandoz Group boasts a presence in more than 100 countries worldwide. In 2024, the company delivered over 900 million patient treatments, contributing to an estimated USD $400 billion in global social impact. One of the best equipped and most developed of these national divisions is Sandoz Canada.

Like the larger Sandoz brand, Sandoz Canada has built a rich history of its own. Formerly known as Sabex, an injectable and ophthalmic products company, the organisation was purchased by Novartis and combined with another Quebec firm, RhoxalPharma, shortly before becoming Sandoz Canada in 2005.

Boasting one of the nation’s highest growth rates among similar manufacturers, Sandoz Canada is now recognised as the second-largest generic pharmaceutical and biosimilars company in Canada. It has also become the third-largest division of Sandoz Global.

“We’re a launch machine,” says Sandoz Canada’s President & General Manager, Michel Robidoux. “We launch dozens of products on both the smallmolecule side and largemolecule side. This aligns with the global pipeline, which includes 28 biosimilar molecules and 450 generic molecules, including a generic version of semaglutide (Ozempic®) – a $2 billion drug in Canada – targeted for release in 2026.

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Michel Robidoux, President & General Manager, Sandoz Canada.

Our analytical services

• Expert chemical & microbiological analysis (CL2).

• Fully GMP compliant, with a Drug Establishment License (DEL) from Health Canada.

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Our identity & strengths

• A deep commitment to quality at every level.

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“We also see ourselves as a trusted advisor,” he continues.

“We’re reliable, reputable, and our customers count on us to bring these new generic and biosimilar innovations to market.”

Customer-centricity is a key focus for Sandoz Canada. Across its three routes to market, the business is continually searching for ways to optimise client experience.

“We’re strong in both the high-volume retail space for our generics, and the physician and prescription space for our biosimilars,” Michel explains.

“Our three main customer segments are Pharmacies & Wholesalers, Hospitals, and Physicians. Being there for all three groups is what it takes to be a strong biosimilar and generic company in Canada.”

SANDOZ CANADA

Sandoz Group’s recent independence has already proved beneficial for the Canadian division when it comes to serving its customers. As a standalone, Sandoz is quicker and more flexible than it used to be – a significant advantage in the pharmaceutical space.

“Accessibility and affordability are hugely desirable qualities for a generic pharmaceutical company,” Michel states. “Whenever a small or large molecule drug is coming to the end of its patent life, that is where we come into play. It means we need fast development and an accelerated launch into supply.”

Globally, Sandoz delivered USD $19 billion in savings to healthcare systems in the US and Europe in 2024 alone, underscoring the value of generics and biosimilars in reducing healthcare costs.

Further improving the efficiency of Sandoz Canada is the structure of the company’s supply chain. Largely a combination of local and European manufacturing, the supply chain is well-balanced and has proved resilient in the face of US tariffs.

“We have almost nothing coming from the US,” Michel reports. “Our lifesaving injectables for hospitals are produced here in Quebec, and most of our high-commodity pills are packaged locally in Canada.”

This local-first approach supports Sandoz’s global net-zero emissions by 2050 commitment and its zero waste to landfill by 2030 target.

“The majority of our products,” Michel adds, “including biosimilars, are manufactured in Europe, where Sandoz has a major presence. We are lucky to have some highly efficient manufacturing sites in countries like Slovenia, Turkey, and Germany.”

In support of its production, Sandoz Canada pays careful attention to supply and demand in Canada. Using various methodologies and techniques, the company is always one step ahead of customer demand.

“Canada is a multisource generic environment, so it only takes one supplier with a backorder to have a domino effect on all of us,” Michel remarks. “As a result, we not only need to manage our own supply, but we need to track our competitors’ supply too, keeping us aware of disruption.”

Sandoz Canada was the first company of its kind to identify, with the help of experts, the nation’s top 100 most important drugs. Thanks to intelligent supply chain management, the organisation now supplies more than 40% of those items, contributing to a healthier country for all.

“Sandoz Canada is very involved in industry associations, and a lot of our employees are part of subcommittees that help to shape the market,” Michel comments. “Most recently, we have been encouraging

the Canadian Government to introduce new measures in managing drug shortages.”

As a true Canadian success story, Sandoz Canada has all its core functions based in the country: from sales to marketing, quality to IP. Behind each of these functions is the company’s driving force – its people.

“We do an extraordinary thing here. Every day, we have an impact,” says Michel. “We are lucky to have an incredibly engaged and diverse team here that cares about the business, our customers, and the patients that need our products. This commitment was recognized in 2025 when Sandoz Canada was certified as a Great Place to Work.

“Away from our day-to-day tasks, we are very active in the community, where we take part in various projects, such as waste collection and volunteering with various organizations. We are proud of the company’s nurturing environment and culture of service, which aligns with our main mission – to deliver highquality medicines to patients.”

In June 2025, Sandoz Canada moved out of its original Boucherville facility and into a new, state-of-the-art Head Office in Saint-Hubert, Longueuil. It marks the end of an era, and the beginning of a new phase in the company’s development.

“The patent landscape here is very dynamic, but when loss of exclusivity occurs in Canada first, we want to make sure we have that product ready and developed.

“Though we are number two in Canada at present, we aspire to be the undisputed leader in our industry,” Michel concludes. “Until then, we enjoy the competition and embrace the challenge – it’s something that makes us better every day.”

WE TAKE A LOOK AT THE ACHIEVEMENTS OF AKHONA QENGQE, THE FIRST BLACK WOMAN TO ACHIEVE THE ROLE OF GENERAL MANAGER AT KFC AFRICA.

A Fresh Approach to Leadership

PROJECT MANAGED BY: JOHN HOLLIMAN

Akhona Qengqe did well in school, earning exceptional grades in maths and accounting. Seeing her potential, her father recommended she become an accountant. But while Qengqe followed her father’s wishes, she was already not sure this was the right path for her. Despite her reservations, Qengqe signed up for a BCom in Chartered Accounting at the University of Cape Town.

Ihad no interest in accounting.

I think I’d just been lucky throughout my high school career, that I just seem to do well in accounting and maths,” she has said in interviews.

She quickly decided this was not the path for her, and made the decision to switch her course of study without telling her parents. As Qengqe has said, “It just didn’t seem as glamorous as I had imagined my life would turn out.”

Instead, she switched to a BCom in Economics, Politics, and Philosophy, a course that involved reading, writing and talking, areas that much better suited her personality and strengths. She graduated and landed a job as a business

analyst in Shell Petroleum’s retail strategy department.

“When I got in, even though I was a graduate, I decided that I would do whatever the organisation wanted out of me, because I wanted to learn as much as I could,” Qengqe has said of her first job.

As someone new to the sector, Qengqe was initially unclear on what being a “strategy analyst” actually entailed, but she quickly used her position to learn from the Executive Committee, taking minutes in meetings and following up on people’s assigned tasks. She also analysed and drew insights from sales data, using that to generate solutions and learning about the heart of the business.

Nulaid is an integrated egg business with own breeding farms, hatcheries, rearing farms, laying farms and packstations.

In Gauteng, we grade and pasteurize the best quality eggs for KFC and we deliver daily to their DC. The brand for these pasteurized eggs is called Safe Eggs. It assists KFC with their food safety requirements and the extended shelf life assist with their planning.

Nulaid is very proud to be the preferred egg supplier to KFC and we look forward building further relationships and to be part of their growing business.

www.nulaid.co.za | coenie.nel@quantumfoods.co.za

NULAID EGGS

Nulaid is an integrated egg business in South Africa with our own breeding farms, hatcheries, rearing farms and laying farms. We supply customers across all market segments with quality commercial table eggs, Free range eggs, pasteurized shell eggs and pasteurized liquid egg products.

Nulaid also operates four egg grading plants and two liquid egg processing plants where we produce pasteurized whole egg, pasteurized albumen and pasteurized yolk.

The eggs for these packstations and egg processing plants are produced on our own farms as well as contracted farms.

Our egg grading plants are situated in Cape Town, Port Elizabeth, Durban, and Muldersdrift. From these pack stations we supply all sizes of eggs, from pullets to jumbos. We deliver in various pack sizes as per our customer requirements across all market segments and in all the provinces. We are proud of our customer service and our products are always of the highest quality and freshness.

Our graded product range consists of all sizes of eggs from medium to jumbo and we currently grade eggs into the following pack sizes: 2x6 eggs, 18 eggs, 24 eggs, 30 eggs, 48 eggs and 60 eggs.

One of our main strengths is that our pack stations are audited yearly by SAFSIS and we make sure that we comply with the criteria of these audits. Passing these audits mean that our customers are assured of the best products, and that the eggs are graded and packed in the correct manner.

The two liquid plants are situated near Cape Town and Johannesburg from where we distribute directly to our industrial customers that use the liquid egg in further processing. In these plants quality and food safety audits are undertaken as well to ensure safe and quality products are produced.

Nulaid has received an award for “Icon Brand” status in 2013 and 2014 and has been awarded the best egg brand for the last 14 years in South Africa, as per research done by Ask Africa.

To find out more about Nulaid you can visit our website at www.nulaid.co.za or contact our call centre at 0861NULAID.

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Feeding growt h in Africa.

DELIVERING FOR KFC

What she learned at Shell would serve her well when she joined Yum! Brands in 2015, as Director for Franchise Development of KFCA Africa. KFC Africa is a big operation. Since 2009, KFC Africa has served over 250 million meals, and aims to bring that number up to 500 million by 2030. KFC Africa is both the biggest and fastest-growing QSR brand on the continent, with a chain of over 1,400 restaurants in sub-Saharan Africa, primarily in South Africa. It is a vast operation with lots of moving parts, and growth is a key priority for the company.

“This year we are opening 100 new restaurants across our 22 markets,” Qengqe told Glamour magazine. “Each new KFC restaurant not only provides about 35 direct jobs but also gives us opportunities to develop other businesses and expand supply chains, which has a positive impact on the communities where we operate.”

Within two years of joining the company Qengqe was promoted to lead the brand’s Equity, Inclusion and Belonging agenda. By 2020, she was KFC Africa’s Chief People Officer.

“The transformation I went through was really incredible. It just set me up for the role I do today. I learnt that HR was more than just creating policies and making employees feel valued. HR was one of the biggest parts of fuelling the business,” Qengqe recalled.

She was later appointed to the group’s chief development officer, before being made KFC’s General Manager for Africa in April 2023 – simultaneously the first woman and the first Black person in the role. In her time at KFC, her contributions are already widely acknowledged.

BRINGING WOMEN INTO LEADERSHIP

As Sabir Samir, Global CEO of KFC put it, “Akhona has spent the better part of her eight years at KFC as an intrinsic part of the KFC leadership team in Africa.”

Qengqe has worked closely with her team to ensure KFC Africa’s sustainability, while also promoting and building on the company’s female talent.

“She has been instrumental in the team achieving diverse talent, with the Africa L12+ leader population now transformed at 50% women,” Samir has said.

It is a task that Qengqe is clearly passionate about, and is very aware of how important her role is in bringing about the change she would like to see.

As Qengqe herself has pointed out, “We’ve never really had a general manager who looks like the majority of our customers. Now, for the first time, not only do I look like the majority of our customers, but I also look like the majority of our workforce.”

Qengqe feels a strong sense of responsibility about the role KFC Africa plays in the lives of its surrounding communities and their people, especially when it comes to the inclusion of women in growing the economy.

“I’m proud that well over half of our team members are women,”

Qengqe has said. “We take gender equality seriously at KFC, and this means understanding the issues women face, and being ready to respond to those with the utmost care and speed.”

Qengqe believes this means giving women opportunities to lead, bringing them into key decision-making roles so that their perspectives and voices can inform the company’s strategy in a meaningful and impactful way.

As she recently celebrated her second anniversary in the role of General Manager, Qengqe still feels like she is just getting started.

“There are still so many opportunities to unlock, and I look forward to what the future brings,” she has said.

THE RIGHT ENVIRONMENT

Ultimately, increasing the diversity in the leadership of the company means more perspectives, which drives better decision making. As Qengqe puts it, “That starts with encouraging open communication in which members of the team can share bold and unconventional ideas and challenge the status quo without fear of judgment.”

Qengqe believes this is of particular importance in Africa, with the rich mix of cultures across the continent. KFC’s menu is not the same in every African country, and that bespoke approach needs to be replicated in other aspects of the business. Qengqe wants to ensure that her leadership team are co-creators of the company’s vision, mission and strategic goals, not just its processes and practices.

“This builds buy-in and galvanises the team behind a common agenda, meaning we make progress much more quickly,” Qengqe has shared. “Having said that, it’s also vital to encourage the leadership team to continually challenge our assumptions about the business, the market and the competition and to remain adaptable to respond to any changes in our environment very quickly.”

In all of this, Qengqe aims to lead by example, demonstrating the kind of strategic thinking she demands from her team in her own role. She champions innovation and gives her team members the autonomy to explore new ideas and take ownership of strategic initiatives, paving the way for the next leaders of the company

FOLLOWING THE BIGGEST BRAND REFRESH IN THE RESTAURANT CHAIN’S HISTORY, TGI FRIDAYS UK IS EMBARKING UPON THE ULTIMATE COMEBACK.

Restoring that Fridays Feeling

PROJECT MANAGED BY: EMILY BARKER

Excitement, anticipation, celebration – nothing feels like Friday. Well, almost nothing. Since 1965, TGI Fridays has been delivering all the fun and freedom of ‘that Friday feeling’ every single day of the week.

After launching in the UK in 1986, TGI Fridays took the nation by storm, becoming one of Britain’s best-loved restaurant brands. However, in 2024, challenging market conditions saw the US-themed chain fall into administration before being acquired by private equity firms Breal Capital and Calveton UK.

Following in the footsteps of many great Americana icons, in July 2025, TGI Fridays UK made its comeback. It is a return that will cater both to former guests, as well as the changing preferences of new, younger consumers.

“TGI Fridays is a brand that forms part of people’s memories, but we want it to be more than that,” says CEO Julie McEwan. “We want to be a brand that people connect with today and revisit more often. Our strategic realignment has seen us listening to consumers and learning from data so that we can ringfence the 48% of

families that still visit, while growing our guest base into new demographics.”

A PLACE TO HAVE FUN

One core demographic that informed the TGI Fridays UK relaunch was Gen Z. Born between the mid-1990s and early-2010s, the cohort’s consumer habits differ from previous generations, which has encouraged the restaurant chain to revisit its roots and focus on one of its strengths.

“Gen Z consumers don’t want to just go out and have a drink – they want experiences,” Julie explains. “Luckily for us, I don’t know a hospitality brand in the UK as experiential as TGI Fridays.

“Consumer research from our key demographics suggested that people want us to carry on doing what we do best and give guests a great time. They know TGI Fridays is a place to have fun, but they want to see it presented in a more relevant way.”

TGI

Guided by the voice of consumers, TGI Fridays UK has laid out a clear vision for its future built around three key elements: Craft, Liberation, and Joy. With these familiar values at the heart of its work, the company is adapting to new ways of working, while staying true to its DNA.

“Consumers want speed and ease of service, so we’ve adopted a hybrid model that allows guests, if they prefer, to order from their phones with a QR code,” Julie reveals. “At the same time, we are keeping the fun and theatre that makes TGI Fridays great by having team members make candy floss at your table and installing branded photo booths, alongside retro favourites like balloons and the birthday song. It’s a combination of genuine hospitality married with generosity.”

Hospitality and generosity are two words that epitomise the new TGI Fridays UK experience. For example, guests receive popcorn at their table upon arrival, as well as being treated to complimentary iced tea.

“In a few months’ time, maybe the popcorn changes to corn chips and salsa, or nachos –we are open to change, and what matters right now is more volume and more smiles,” Julie comments. “Ultimately, we have two sets of guests: those coming out to celebrate, who don’t mind about the cost, and midweek guests looking for a more value-based experience. Our new strategy caters for both.”

AMBITIOUS MENU OVERHAUL

Alongside widespread tweaks to its service, TGI Fridays UK has made substantial changes to the most important part of any restaurant – its menu. In what is the company’s most ambitious menu overhaul to date, 50% of all dishes have been refreshed, with 70% of the brand’s grill menu updated.

“Our new grill-centric menu is about bold flavours, Americana classics, and better value,” Julie states. “It will help modernise our customer experience, while staying true to our roots.”

Generous dishes for affordable prices headline the new TGI Fridays UK menu, which features Appetiser Bundles (3 for £18), Steak & Fries (£20), and Family Feast Trays (sharing platter and burger & fries for four people for £20pp). Visitors can also tuck into American classics like Beef Dip Sandwiches and Key Lime Pie, as well as innovative takes on popular favourites, including Kansas Style Beef Short Rib, Blackened Salmon, and a Ham Hock Feast for Two.

“We’ve always been ahead of the curve with our menus,” Julie asserts. “Our last menu launch, for instance, featured smash burgers before they became so popular in the UK. The goal now is to be more agile and start doing what the UK market wants more quickly.”

FEEL-GOOD FACTOR

As Julie’s passion for the brand helps to drive the TGI Fridays UK comeback on a national scale, across the company’s 49 locations, dedicated teams are making sure that the plan is put into action. Excitement and buyin throughout the workforce have been encouraged by the organisation’s willingness to engage with its employees,

allowing them to shape the future of the brand and its restaurants.

“When I started as CEO at TGI Fridays UK, we had good training, but there wasn’t enough direct communication with our teams,” Julie notes. “Just as consumer preferences have changed, so have employee preferences. After listening to the requests of our workforce, we have introduced new uniforms – which employees voted for themselves – as well as initiatives like pre-shift huddles, upselling activities, and bingo cards. We want to make every shift enjoyable!”

In an effort to improve communication across the business, Julie has introduced direct lines of contact between onsite employees and senior leadership. By giving all team members – and customers – a voice, TGI Fridays UK has become an organisation that is constantly learning and improving. It’s a

mindset and an approach that bodes well for the brand’s UK future.

“We want to return to prominence in the UK,” Julie affirms. “We want to own celebrations. Whether it’s a birthday or an evening out with family and friends, we want TGI Fridays to be the obvious first choice.

“Once we start to see progress on the first phase of our brand realignment, we’re going to focus on a tech stack overhaul to integrate systems and guest data, as well as apply a restaurant segmentation strategy. In the longer term, we want to increase our footprint, which could include airports or even drive-throughs.”

After a challenging year, there is now a palpable feel-good factor around TGI Fridays UK, and why not? As the company’s new branding rightly proclaims, everybody loves a comeback story.

“WE WANT TO RETURN TO PROMINENCE IN THE UK. WE WANT TO OWN CELEBRATIONS.”

WITH EXPERT CHEFS AT EVERY LEVEL OF THE COMPANY, WILSON VALE IS SETTING THE BENCHMARK FOR THE CONTRACT CATERING SECTOR.

Nationwide Expertise

PROJECT MANAGED BY: CAMERON BEAZER

Driven by culinary craft and great food, Wilson Vale is a B CORP contract caterer working with office restaurants, conference venue catering and independent school dining. Wilson Vale operates by nurturing skill and creativity in its catering teams, giving them the support and trust they need to provide exceptional food.

We pride ourselves on offering a quality, bespoke service to all of our clients,” says Melissa Wallbank, Managing Director. Wilson Vale has been operating since 2002, and the whole ethos of the company is a restaurant standard, chef-led fresh approach to food. Food and people are at the centre of everything they do.

Wilson Vale achieved B CORP certification just this year, acknowledging the company’s dedicated approach to sustainability and the environment.

“We have always had a commitment to the environment and our wider social impact,” Wallbank tells us. “Our founders, Andrew Wilson and Carolyne Vale, have personally been very focused on building sustainability into the foundations of the company. B CORP is a testament to that. It is the start of a process of continued development, and a review of all our processes and procedures so that we can continue to improve.”

KEEPING IT FRESH

The company works out of 85 sites positioned across the UK, from Edinburgh to the southeast.

Wherever Wilson Vale is located around the country, it is known for its focus on fresh produce, innovation, and chefs who are granted the independence to get really creative with their work.

“We don’t typically recruit business managers,” Wallbank points out. “Our managers are chef managers, and we give them the freedom to make their own menus. We don’t rely on a prescriptive central recipe bank. Everything is handled on-site by individual chefs, which lends itself to vibrancy and innovation, keeping it fresh and interesting for our clients.”

If you base your business model on fresh produce, while operating across a national footprint, the logistics behind that produce have to be well thought out.

“We use a mixture of national and local suppliers across the country,” Wallbank tells us.

“We partner with specific local suppliers who offer local produce when it’s fresh and in season, supported by the reliability of a national supply chain as well.”

Wilson Vale’s supply chain is built on that mixture of locally and nationally supplied fresh produce, supplemented with only minimal frozen produce.

Melissa Wallbank, Managing Director, Wilson Vale.

www.oceanking.co.uk sales@oceanking.co.uk 01509 268 882

“Typically, our food is made fresh on site by the chefs,” Wallbank emphasises. “Cakes, salad bars, sandwiches, we prepare it all ourselves.”

THE INGREDIENTS OF A WINNING TEAM

Like many businesses in the hospitality sector, Wilson Vale worked hard to tackle the challenges created by the Covid-19 pandemic.

“The sector faced uncertain times until the government announced the furlough scheme,” Wallbank recalls. “It was a level of uncertainty that nobody had been used to. We had to support clients and our teams through that time, while trying to adapt to a changing and evolving landscape and changing and evolving regulations.”

To make food and provide a service while adhering to those evolving regulations, communication between Wilson Vale’s management and its employees was crucial.

“We are a small, central team and a lot of our people have been with us for a number of years,” Wallbank says. “That allows us to be nimble and adapt quickly to complex situations. We had a small core team that could provide a robust response.”

Beyond the central support team, Wilson Vale works tirelessly in nurturing relationships throughout the entire business, including longstanding supplier and client relationships, as well as employee engagement across its many catering teams.

Part of the reason that Wilson Vale is able to build strong employee relationships is that it offers an appealing workplace for chefs, with the perfect mix of support and independence.

“We have got a really good creative bunch of people, so when they get together it can be quite an electric atmosphere,” Wallbank

explains. “We attract a lot of chefs who have worked in other areas of hospitality, such as hotels and restaurants, with challenging hours, and they are refreshed to find they can have a career working with food of exceptional quality, but with the more favourable hours you generally see in contract catering.”

Those more sociable hours are combined with independence to make their own choices around purchasing and menu setting. It is a recipe for attracting the high skill set Wilson Vale has built its reputation on.

“They get support from our Area Management Team, who are also chefs within Wilson Vale,” Wallbank says.

Having chefs at every level of the company has tangible benefits for every member of staff.

“Because our Operations Team are also all chefs, they are able to visit the sites, work with chef managers and share ideas,” enthuses Wallbank. “We have got a really good creative bunch of people, so when they get together it can be quite an electric atmosphere. They are bouncing ideas off each other, they are all real foodies and it’s infectious to be around.”

A PATH FOR DEVELOPMENT

That creative atmosphere is also a place where Wilson Vale can offer its people a wealth of opportunities.

“We can offer training opportunities, development opportunities, and we try to develop our staff internally as much as possible,” Wallbank says.

Wallbank herself is an example of just what that development journey can look like. She joined Wilson Vale 21 years ago. Her career began in Wilson Vale’s finance team, and from there she progressed to become the Managing Director of Wilson Vale.

To enable stories within the company like Wallbank’s, Wilson Vale has an internal training programme called Craft Works, with bespoke courses that any employee is welcome to join.

“It is very bespoke in terms of the standard we are looking for,” Wallbank tells us. “We offer barista courses, service courses, a range of courses that teach the standards we are looking for, all the way through up to our senior management courses. We dedicate resources and time to training and working with people. But we will always look to do that in a bespoke way for each individual.”

It means that Wilson Vale’s staff are offered a clear path to the future, something they have in common with the business as a whole.

“We will continue to offer the exceptional levels of service, innovation and quality that our clients are used to, while looking at ways to grow the business sustainably,” Wallbank says. “But we will only do that in a way that allows us to care for our existing clients. Each of our area managers will not look after more than ten clients. Those are low numbers for the industry, but we keep to them so that we can maintain our high levels of service.”

STRATEGIC ACQUISITION HAS SEEN BARLOWORLD DIVERSIFY TO BECOME THE LARGEST CORN STARCH & GLUCOSE MANUFACTURER ON THE AFRICAN CONTINENT.

Grain Expectations

PROJECT MANAGED BY: JEREMY DAVIES

Over the course of its long history, South African firm Barloworld has proved its staying power. Adapting through the years, the company has built strong relationships and established itself in 16 countries around the world.

Today, Barloworld is a major industrial processing, distribution, and services company with two core divisions: Industrial Equipment & Services and Consumer Industries. As an official dealer for CAT machinery, Barloworld’s

Industrial Equipment & Services unit has long sat at the heart of the business. However, the newer Consumer Industries division is helping the business to evolve, as Barloworld always has done, strengthening the company and enhancing its long-term potential.

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Focusing on food and ingredient solutions, Barloworld’s Consumer Industries division was founded in 2020 when the company acquired Tongaat Hulett Starch – Africa’s largest producer of starch and glucose. On purchasing the business, Barloworld rebranded Tongaat Hulett to Ingrain, positioning the company as the central pillar of its Consumer Industries work.

“Through Ingrain, Barloworld sources maize locally and converts that into a range of starches and sweeteners across four different plants in South Africa,” explains CEO of Barloworld’s Consumer Industries division Chris Wierenga. “We principally supply the beverages sector (alcoholic and non-alcoholic), as well as the food and industrial sectors. Additionally, the byproducts of our manufacturing process go on to be used in animal feed and edible oils.”

CULTURE OF IMPROVEMENT

With many of the company’s customers reliant on daily delivery of its products, Barloworld is ideally positioned to service significant demand throughout Southern Africa. To solidify its position in the market, Barloworld has invested over ZAR 800 million into its four Consumer Industries plants, replacing equipment and improving efficiencies.

“We’ve also been investing in sustainability,” Chris reports. “This has taken the shape of solar panel installation and the introduction of an effluent treatment plant.”

Sustainability is one of Barloworld’s core values, along with Commitment, Integrity, Teamwork, and Excellence. Dedication to the latter has allowed the company to foster a culture of improvement as it continually searches for ways to become better.

“Some years ago now, we deployed a form of Lean Transformation across the company known as Barloworld Business System,” Chris explains. “Fundamentally, this has become our guiding force. It has three main focuses: the deployment of strategy, the enhancement of value chains, and daily improvement.

“Regarding the latter, we are currently trying to better understand customer demand, converting that into improved production planning,” he adds.

“We have also integrated telemetry at some of our customer sites to help manage inventory and improve efficiencies within the supply chain.”

A LONG-TERM APPROACH

Technology like telemetry is encouraging daily improvement at Barloworld, but so are people.

The company has gained a reputation for developing its team internally, investing in their growth. More holistically, the organisation has placed an emphasis on the wellbeing of its people.

“Since the acquisition, we have made a concerted effort to uplift people within the organisation, addressing issues

like pay parity, retirement funds, and medical aid,” Chris points out. “It’s a long-term approach to the business, and it’s had a positive effect on our output so far.”

Geographically, Southern Africa has become an increasingly challenging environment in which to operate for manufacturing companies, with infrastructure difficulties causing widespread issues. To maintain consistent output and performance, Barloworld has proactively invested in its supply chain to mitigate any impact on its work.

“The introduction of central warehousing and improved logistics is helping us bring products from our plants closer to our smaller customers,” Chris remarks. “Thinking

BARLOWORLD

outside the box, we are trying to find alternative routes for our exports, including the use of railways, as well as working to gain support from local municipalities.

“Eventually,” Chris continues, “we will examine the impact we have on the maize supply chain and how we can responsibly use our buying power and influence to support and improve that network.”

PLATFORM FOR GROWTH

Despite the challenges in its path, Barloworld’s young Consumer Industries unit has succeeded in its first half-decade of business. For Chris, the unit’s success is the result of numerous factors, none more important than the experience Barloworld has gained over its 120-year history.

“Being part of Barloworld has made the Consumer Industries launch fairly easy,” Chris explains. “We had access to an established network of relationships, and as the former Group Executive for Strategy and M&A, I was wellaware of how the company works. Perhaps most crucially, starting up the new unit was nothing new for Barloworld – this is a business that has made investments before and expanded its horizons many times.”

As Barloworld’s Consumer Industries unit approaches its five-year anniversary, excitement about its potential continues to grow. The widespread, meaningful impact of Ingrain and its products is undeniable –now Chris and his team hope to capitalise on its promise.

“Our Consumer Industries work is very different to what we do on the mining and construction side of the business,” Chris says. “As a consumer, starch and glucose are in your fridges, cupboards, on your desk – everywhere. These are products that have a daily impact on people’s lives, so we are proud to be a part of that.

“So far,” Chris concludes, “we’ve performed reasonably well, but we’ve still got a way to go. In the short term, we will be looking to stabilise the business, improving efficiencies so that we can reach our desired level of return. After that, we will explore product and plant expansion to meet growing demand, as well as the possibility of using excess capacity for certain export markets.

“There are certainly opportunities out there, and we will continue to grow our participation with our northern neighbours. Ingrain is Barloworld’s platform for growth into the consumer industries segment and success could lead to a whole world of adjacent opportunities.”

POWERED BY ITS DYNAMIC COMPANY CULTURE, FITTINGS MANUFACTURER BRENNAN INDUSTRIES CONTINUES TO EXPAND ITS GLOBAL PRESENCE.

People-First Fittings

PROJECT MANAGED BY: JEREMY DAVIES

Taking its name from Founder Mike Brennan, Brennan Industries began life as a small manufacturer in 1953. Since then, the business has been passed down through the family, each member putting their own stamp on the organisation, without losing sight of its customer focus.

Today, Brennan is led by Mike Brennan’s grandson David M. Carr, who acts as company CEO. Guided by the same four pillars that have long provided Brennan with its stability and drive –Quality, Availability, Support, and Innovation – the company is recognised as a global leader in the production of hydraulic fittings, adapters, and accessories.

CLOSE TO THE CUSTOMER

Brennan has expanded significantly over the years, evolving from a single-site US business into an international organisation with 15 distribution centres and four manufacturing facilities. Serving a wide range of sectors, from agriculture to aerospace, the company offers close to 200,000 product styles and sizes.

“Over the course of more than 70 years in business, we have transformed from a

small regional business into a major global company,” David summarises. “I’ve always wanted Brennan to be a global brand, and we are proud to have been one of the first US businesses to have taken up production in China back in the 1980s. Since then, we have added sites across the world, including in Canada, the UK, Mexico, Brazil and China.”

Brennan’s substantial global network provides the business with proximity to its customer base, which can be found in all parts of the world. Consequently, the company has become known for its fast delivery and superior customer experience.

“If you place an order, you’ll get it the next day, accurately,” David declares. “We have a broad offering, and our fill rates are higher than anyone else in the industry. We really pride ourselves on convenience and ease of doing business.”

David M. Carr, CEO, Brennan Industries.

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In line with the company’s focus on customer convenience, Brennan is actively working to futureproof its operation and remain relevant in a changing market. For instance, the organisation is currently undergoing an upgrade to its website that will modernise client experience without sacrificing Brennan’s personal approach.

“Our website is going to change dramatically,” David affirms. “We are going to vastly

improve the platform, giving the order process more of a streamlined ‘Amazon’ feel to it, but if you have technical questions, you’ll still be able to chat with an expert directly.

“It’s important to understand how consumers are changing and what they will want from a business like ours in 10 or 20 years’ time. Many customers now make purchases through smartphones, so we need to evolve to accommodate their needs.”

“WE HAVE A BROAD OFFERING, AND OUR FILL RATES ARE HIGHER THAN ANYONE ELSE IN THE INDUSTRY. WE REALLY PRIDE OURSELVES ON CONVENIENCE & EASE OF DOING BUSINESS.”

ENTHUSIASM AND ENERGY

Embracing change has become a hallmark of Brennan in modern times. The company is highly adaptable and nimble enough to make decisions far more quickly than the majority of its competitors. In the US, for example, Brennan was unafraid to transition from a more balanced industrial manufacturer to a company whose production share skews heavily towards aerospace components for the likes of Boeing, SpaceX, Bombardier, Lockheed Martin, and Sikorsky.

Equally boldly, the forwardthinking organisation has consciously assembled one of the industry’s youngest teams – a factor that differentiates Brennan from many of its more traditional rivals.

BRENNAN

“If you came into our headquarters, you’d think we were an IT company,” David says, commenting on Brennan’s dynamic workforce. “We have actively tried to create an environment where there’s a lot of enthusiasm and energy.

“For example,” he continues, “the team member running our US plant is just 28 years old. He came to us straight from college, passed through our management training programme, spent some time learning on the job, and now he’s leading the facility.

“Most of our management team is made up of people in their twenties and thirties. Visitors are not just surprised by how young they are, but by their enthusiasm, how well they listen, and how much they care.”

For David, the culture at Brennan has been instrumental in the company’s success. One of the greatest challenges the business now faces is ensuring that the same spirit and ethos is present at all Brennan locations across the world. As such, culture has become a key consideration during Brennan’s acquisition and expansion process.

“When we made our recent acquisition in Brazil, we did so because we knew the depth of product the company had, but more importantly, their culture was very similar to ours,” David reports. “If the culture hadn’t been right, we probably wouldn’t have gone ahead with the deal.

“Thanks to our Vice President of Human Resources, the culture across our global footprint is very consistent. Whenever we take part in charitable initiatives, we do it together, globally, but with an understanding for local causes that are important to each market.”

“WE HAVE ALREADY HAD CONVERSATIONS WITH POTENTIAL CLIENTS IN AUSTRALIA AND ITALY. THERE IS HUGE POTENTIAL FOR US TO GROW THE BUSINESS.”

COLLECTIVE EFFORT

As a company with a strong culture of service, it’s no surprise that Brennan is active in its local communities around the world. The organisation encourages volunteering of all kinds and organises charitable work for its management team to take part in together.

“Our next volunteering project will be with Hope Lodge,” David states. “Hope Lodge is connected with the American Cancer Society and the project provides people

facing cancer with somewhere to stay when their treatment is far from home. Our team will go down to the lodge and make dinner for the cancer patients, as well as potentially reading stories, playing chess or backgammon, and performing various other activities.”

In-house, the togetherness of Brennan’s team has been illustrated by a simple, but powerful activity. After hearing about the idea from his son, David recently encouraged all locations to introduce a jigsaw puzzle into their break rooms with the idea being that employees can add a piece or two when they pass by, slowly working together to complete the jigsaw.

“In each break room, the puzzle we’ve chosen is representative of the city where the site is based,”

David notes. “It’s a stress reliever that also builds a sense of collective effort. Seeing so many employees engage with the activity has been wonderful, and when the puzzles are complete, we will seal them up and put them on display as a reminder of our community spirit.”

Aided by its team’s togetherness, Brennan is now looking to forge new relationships, as well as improving service for its existing partners. At the heart of the company’s vision for the future is expansion – both in terms of its brand and its product offering.

“We have already had conversations with potential clients in Australia and Italy,” David reveals. “There is huge potential for us to grow the business.”

IN

AN ILLUMINATING INTERVIEW WITH PALZIV CEO TAL CNAANI,

WE DISCUSS

THE BOLD TRANSFORMATION TAKING PLACE AT THE AMBITIOUS FOAM MATERIALS COMPANY.

Material Advancement

PROJECT MANAGED BY: TREVOR GRETSINGER

Over the course of his diverse career, Tal Cnaani has gained experience in a range of environments. Beginning in the finance sector, Tal went on to earn an MBA at the University of Chicago, leading to a role in retail. Following a move back to Israel from the US, Tal then worked for the largest grocery store chain in the country before a period of seven years at Keter, a global player in the home and outdoor products segment. This journey has culminated in Tal’s most recent appointment, when, two and a half years ago, he became CEO of Palziv.

Ihave realised, over time, that I have been interested by transformation throughout my career,” Tal says. “What attracted me to Palziv was the huge potential of this company – a business with solid foundations, but the ability to evolve into something even greater.”

Founded in 1973, Palziv is a global leader in expanded foam materials. The company’s solutions are welcomed across numerous industries, from construction to the automotive sector, sports & leisure to defence.

market needs and respond with precision-engineered products. Our vertically integrated model, global reach, and innovationdriven culture truly set us apart.”

Encouraging innovation

[Opposite Page]

Tal Cnaani, CEO, Palziv.

“Our unique value lies in our ability to combine deep material science with advanced manufacturing and a flexible, customer-oriented mindset,” Tal states. “We don’t just sell materials - we codevelop solutions. Whether it’s underlayment for Home Depot, safety shockpads for sports fields, foldable beds for soldiers, or floating activities for the swimming pool, we understand

Palziv operates from four main production sites based in Israel, Romania, Mexico, and the United States. These are supported by forward warehouses in Canada and the UK, as well as a global workforce of around 650 employees. Committed to innovation and customer-driven product development, this workforce has helped Palziv become a trusted partner to global brands and retailers.

“We believe that great products start with great people, so we have cultivated a workplace that values curiosity, initiative, teamwork, and innovation,” Tal explains. “Encouraging innovation is particularly important - not just in labs, but in every department. We aim to give our team both the tools and the trust they need to lead change.”

ROSE PLASTIC

CUSTOMIZED FOAM INSERTS FROM PALZIV IN HIGH-QUALITY CASES FROM ROSE PLASTIC

Reliability, quality and shared goals are the foundations of the long-standing partnership between Palziv and rose plastic. For many years, Palziv has relied on the high-quality plastic cases from the internationally active packaging specialist to provide its customers with customized solutions featuring precisely fitting foam inserts. Particularly in demand are the case series RoseCase ProTec, RoseCase ErgoLine and RoseCase ProSecure.

With over 70 years of experience, rose plastic is one of the world’s leading manufacturers of rigid plastic packaging, focusing primarily on the markets cutting tools, engineering and DIY/hardware.

The headquarter of the family-owned enterprise is situated in southern Germany in Hergensweiler near Lindau. rose plastic has a broad international presence. With four production sites, several sales offices and around 800 employees worldwide, Rose Plastic serves customers around the globe.

For rose plastic, sustainability means not just a short-term trend but a longterm responsibility: as a manufacturer of plastic packaging, the company consistently focuses on environmentally friendly alternatives and many of its packaging products are meanwhile available also in recycled materials.

The long-standing collaboration with Palziv shows impressively the potential of partnership-based thinking: rose plastic provides with the cases a stable, sustainable base; Palziv adds with the foam the customized solution for each individual application.

The result is an impressive overall package consisting of two strong components, day after day.

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As a vertically-integrated organisation, Palziv controls every stage of its production process – from raw material formulation to product design, manufacturing, and distribution. This set-up enables the company to ensure consistent quality, as well as encouraging accelerated innovation and rapid response to customer needs.

“Building on this, one of our core beliefs is the importance of connecting our teams to everything we do - through regular communication and quarterly meetings where we share progress, challenges, and future direction,” Tal comments. “When employees understand the bigger picture and see how their individual contributions matter, it fosters a sense of purpose and shared ownership.”

AN EVOLUTIONARY SHIFT

After proving its agility and resilience during the Covid-19 pandemic and various other global pressures, Palziv recently decided to take the business to the next level. Namely, this will involve transitioning from a materials supplier to an innovative product company.

An evolutionary step forward, the transition will see Palziv expand the company’s expertise to integrate additional materials - such as textiles, plastics, and metals – into the company’s designs. It is the kind of ‘transformation’ that has excited Tal throughout his career.

“OUR UNIQUE VALUE LIES IN OUR ABILITY TO COMBINE DEEP MATERIAL SCIENCE WITH ADVANCED MANUFACTURING AND A FLEXIBLE, CUSTOMER-ORIENTED MINDSET.”

“Foam remains a meaningful and functional component in most of our solutions, but we are no longer limiting ourselves to foam alone,” Tal reports. “It makes for more robust, versatile, and high-performing solutions that are essential to meeting the evolving demands of our customers.

“To address our strategic transition from a materials supplier to a product-driven company, we have made targeted investments in both people and capabilities. Most importantly, we have recruited top talent in key areas, and combined that with advanced training programs focused on innovation, product development methodologies, and go-to-market strategies.”

Going forward, Palziv will focus upon three strategic models: Foam Materials (core foam products in XLPE, EPE, and EPP), Build-to-Print/Build-to-Spec (including custom, solutionsfocused divisions Foamotive, which produces parts for the automotive industry, and Palziv Solutions), and finally, Innovative Products (the company’s forwardfacing platform for branded, value-added applications and products).

“AS WE CELEBRATE OVER 50 YEARS OF EXCELLENCE, WE’RE MORE ENERGISED THAN EVER TO SHAPE THE FUTURE OF FUNCTIONAL FOAM.”

“Historically, we have been rooted in chemically crosslinked polyethylene (XLPE) technology, but we are now diversifying into additional foam technologies, including expanded polypropylene (EPP) and expanded polyethylene (EPE), with a new plant dedicated to these materials set to launch soon,” Tal reveals. “This multi-model approach allows us to deliver both scale and specialization.”

ACCELERATING THE TRANSITION

Led by a strong global management team, Palziv is now accelerating its transformation into a more value-added company. It’s an all-encompassing task that spans every area of the business – from traditional foam lines to newly designed strategic product platforms.

“Right now, we’re scaling up our branded product lines and launching innovations across three key categories,” Tal notes. “These are Building

& Infrastructure, Personal Protection & Defence Solutions, and Outdoor/Leisure products. Our new innovations are not only designed to meet existing market needs, but to help shape new standards in performance, safety, and user experience.”

Whether the customer is a business or consumer, Palziv is determined to continue adding value. At the same time, the company is deepening collaborations with strategic partners who share its vision and ambition. Tal summaries that vision best: “Our story is not just about products,” he says, “but about purpose.”

“At our core,” Tal continues, “we believe in creating materials that improve daily life - whether that’s making a child safer on a playground, an athlete more comfortable on the field, or a family more relaxed on a lake.

“We’re proud of our Israeli roots and our global impact. As we celebrate over 50 years of excellence, we’re more energised than ever to shape the future of functional foam.”

A LEADING PROVIDER OF CONSTRUCTION CHEMISTRY SOLUTIONS, WOLF GROUP OÜ DRAWS INSPIRATION FROM THE BOLD AND COLLABORATIVE NATURE OF ITS LUPINE NAMESAKE.

Where partners are part of a pack

PROJECT MANAGED BY: DECLAN JONES

There is nothing coincidental about Wolf Group’s name. A trusted manufacturer and distributor of construction chemistry products and systems, the organisation’s success is rooted in its strong culture – a culture alive with the spirit of the wolf.

We take inspiration from the wolf pack and the important role that each wolf plays in this system,” explains CEO Elari Tiimus. “It’s a very conscious approach that informs how we interact with each other and collaborate to achieve our goals.”

While the company’s goals are dynamic and varied, Wolf Group’s daily work is best summarised by its mission: ‘We save energy’. Backed by more than 50 years of experience, the organisation develops products and solutions that are sustainable, energy-efficient, and environmentally friendly.

“We save energy,” Elari affirms. “This is a mission we live by, and it is completely true. We save energy with our building materials, and we also save energy for our customers and end users with our service and support.”

LOYAL, LONG-TERM PARTNERS

Since the company was founded in 1974, Wolf Group has become a worldwide expert in the field of PU foams, sealants, adhesives, and coatings. Currently, the company provides over 5000 different construction chemistry

products to more than 70 countries across the globe, including Australia and the USA.

“Our success is not just in quality products, but in the strong relationships we build with customers,” Elari says. “We are loyal, long-term partners to our clients. We’ve found that many customers want more than good prices – they are looking for the close partnership that we can offer.

“Similarly, we are very flexible and can adapt to client requirements and market demands. We are a private company with a limited number of stakeholders, so we are free to make quick decisions. It makes us very agile.”

Wolf Group’s emphasis on collaboration and co-operation has allowed the company to build numerous lasting relationships over the years.

Some of the organisation’s European partners, for instance, have been supported by Wolf Group for multiple decades.

“I was recently in France visiting a family business now in its fifth generation of leadership,” Elari reports. “We started working with that customer back when the

Elari Tiimus, CEO, Wolf Group OÜ.

Onichem is a leading supplier of Organo-functional Silanes and their oligomers from China. We supply regular Silanes and provide custommanufactured Silanes & solutions in sealants, coatings, adhesives, composite materials and other industries.

Thinking of tomorrow, we focus on innovation. We have used our expertise in, and passion for, chemistry to solve challenges faced by our customers and by society. Onichem has developed a series of special products with excellent performance. For example, our low-VOC silanes and oligomers meet environmental protection missions at home and abroad.Onichem also emphasizes sustainable and high-efficiency manufacturing. Our novel catalysts support the continuous process of Si-H addition reaction at very mild temperatures.

In 2022, Onichem established the Joint Research Center for Organosilicon with the State Key Laboratory of Fine Chemicals of Dalian University of Technology. Both parties are respected as the best in their fields in China. We are further expanding our ability to develop new products, technologies and applications.

We have a range of REACH-registered products to guarantee the supply for our European customers. As the pioneer introducing Silane coupling agents into the international market about 30 years ago, Onichem has since built a strong reputation of reliable and consistent service with our customers worldwide.

Besides the functional Silanes, we are the first commercial producer of Glyoxal 40% in China and have been being the biggest exporter of it since 1995. We strive to be your long term and reliable supplier.

Contact us:

CEO: Mr. George Zhou +86 133 3228 8698 george@onichem.com

Europe: Mr. Mengxuan Zhou +31 641 073 766 mengxuan@onichem.com

Asia: Mr. Lucas Zhang +86 185 0428 5135 lucas@onichem.com

General enquiry: +86 411 6264 6091 enquiry@onichem.com

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Main products:

Regular Alkyl / Amino / Epoxy / Methacryloxy / Mercapto / Vinyl Silanes: please visit www.onichem.com

REACH REGISTERED SILANES:

Code

A301

A301B

A302

A302-1H

AE301

AE301-1H

AE311

Chemical Name

3-(trimethoxysilyl)propylamine

N-[3-(trimethoxysilyl)propyl]butylamine

3-Aminopropyltriethoxysilane

oligomer made from A302

N-(3-(trimethoxysilyl)propyl)ethylenediamine

oligomer made from AE301

N-[3-(dimethoxymethylsilyl)propyl]ethylenediamine

Dimethyl Dichlorosilane

siloxanes made from DMDCS

[3-(2,3-epoxypropoxy)propyl]trimethoxysilane

oligomer made from G301

[3-(2,3-epoxypropoxy)propyl]diethoxymethylsilane

3-(trimethoxysilyl)propyl isocyanate

3-trimethoxysilylpropyl methacrylate

trimethoxypropylsilane

3-Trimethoxysilylpropane-1-thiol

Tetrapropoxysilane

Vinylmethyldimethoxysilane

trimethoxyvinylsilane

VMO-1H

oligomer made from VMO

CAS #

13822-56-5

31024-56-3

919-30-2 exemption

1760-24-3

3069-29-2

75-78-5

exemption

2530-83-8

exemption

2897-60-1

15396-00-6

2530-85-0

1067-25-0

4420-74-0

682-01-9

16753-62-1

2768-02-7

exemption

Remarks: exemption means polymers made from its mononer(s) registrated.

SPECIAL SILANES OR OLIGOMERS

EINECS#

237-511-5

250-437-8

213-048-4

exemption

217-164-6

221-336-6

200-901-0 exemption 219-784-2 exemption

220-780-8

239-415-9

219-785-8

213-926-7

224-588-5

211-659-0

240-816-6

220-449-8 exemption

• To reduce the release of VOCs, our environment friendly Oligomers:

A301-1H (vs SIVO203)

A302-1 (vs VS142)

A302-1H (vs A1106)

AE301-1H (vs 1146)

G301-1H (vs MP200)

NPEO-1H (vs VPS9892)

NOEO-W (solvent-free NOEO emulsion)

VMO-1H (vs 6498)

• For prepolymers, to control hazardous goods released during application like NCO;

2A301, Bis-[3-(trimethoxysilyl)propyl]amine, 82985-35-1

A301B (vs 1189), N-(n-Butyl)-3-aminopropyltrimethoxysilane, 31024-56-3

IC301, 3-Isocyanatopropyltrimethoxysilane, 15396-00-6

S301, 3-Mercaptopropyltrimethoxysilane, 4420-74-0

current owner’s grandfather was in charge. Even though we might be based further away than some of our competitors, this client has stayed with us. It shows that relationship-building is just as important as anything else a company does.”

SCALING UP

As Elari suggests, Estonia’s geographical position in Europe has, on occasion, posed the company some challenges through the years. To remedy this, and to ease future growth, the company expanded its PU foam production in Spain in 2024.

“We’ve been manufacturing sealants in Spain for 50 years, but we recently made the decision to begin production of PU foam there too, making us

the first company in the Iberian Peninsula to do so,” Elari reveals. “Expanding production in Spain helps to de-risk our operation. By creating an ability to produce all our products in multiple countries, we have increased our security of supply should there be temporary setbacks in Estonia or Spain.

“It is also much easier to ship goods from Spain – a country with strong ocean links – and we currently supply, among others, the UK, USA, and Australia. By land, Spain gives us access to large nearby markets like France, the Netherlands, Germany, and Italy.”

Wolf Group’s Spanish expansion has been the largest investment in the company’s history, but the organisation remains ambitious. For instance, in May 2025, Wolf Group announced the launch of Wolf Group Central Europe. A significant milestone for the business, the new branch is based in Wroclaw, Poland, and will strengthen Wolf Group’s position in the region,

as well as providing access to emerging markets, such as Poland, Czechia and Slovakia.

“We always try to be close to the customer, so alongside production in Estonia, France, and Spain, we have introduced subsidiaries in 14 countries, with

Wolf Group Central Europe in Poland being the latest,” Elari remarks. “We’re scaling up, adding more value for potential clients by moving closer to them and becoming part of their local culture and business environment.”

“OUR SUCCESS IS NOT JUST IN QUALITY PRODUCTS, BUT IN THE STRONG RELATIONSHIPS WE BUILD WITH CUSTOMERS.”

Dale LD. AS delivers flexible, high-quality injection molding and extrusion services with a strong commitment to environmental responsibility, operating sustainably and taking full accountability for its carbon footprint.

Estonia, Hiiumaa vald, Leisu küla, Tale, 92052 www.dale.ee • dale@dale.ee • +37256938000

Modern technologies, precise solutions!

We are one of the largest European producers of complete packaging for silicones, acrylics, adhesives and sealants. Our production is based on advanced Swiss and German technology.

Kartpol Group produced packaging has gained the recognition of many respected brands from the construction & automotive industries. We are trusted by the biggest European brands. Wolf Group OU is our long-time partner.

CONSISTENT, MAINTAINABLE GROWTH

As a company that vows to ‘save energy’, Wolf Group’s future will largely be shaped by its commitment to sustainability. Already, 100% of the company’s electricity is generated from renewable sources, while more than 75% of Wolf Group products correspond to lowVOC certification requirements. However, Elari believes there is more work to be done.

“When you want to achieve something, it’s always good to define the target, but it’s also important to make sure that the goal is achievable,” he

comments. “Many of Europe’s environmental strategies in recent years have been unrealistic, so as a company we need to make sure we see our sustainability mission, as well as our wider company growth, as something that happens in a steady and lasting manner.

“Right now, we are pleased to offer many products that contribute to a greener world, including airtight insulation solutions, which are now being used in both hot and cold climates. It’s just one way we are working to save energy, and we will continue on this path going forward.”

Wolf Group is now targeting consistent, maintainable growth. A loyal customer base, wide portfolio of solutions, and increasing geographical footprint make up the strong foundation upon which it will look to build.

“I often use the movie Rocky as a point of reference for this company,” Elari states. “In the

movie, Rocky has an opponent with huge funds, a personal trainer, and all the advantages imaginable. Meanwhile, Rocky is training outside in the cold; he is an underdog. Wolf Group is like Rocky – no matter how we try, there will always be bigger, richer competitors, but by focusing on details, and doing the basics very well, we can defeat our rivals.”

“RIGHT NOW, WE ARE PLEASED TO OFFER MANY PRODUCTS THAT CONTRIBUTE TO A GREENER WORLD, INCLUDING AIRTIGHT INSULATION SOLUTIONS, WHICH ARE NOW BEING USED IN BOTH HOT AND COLD CLIMATES.”

WITH A NEW NAME AND NEW OWNERSHIP, 7 STEEL NORDIC IS LOOKING TO BUILD ON ITS REPUTATION AS A LEADING PRODUCER OF LOW-CARBON, CIRCULAR STEEL.

Steel Customers’ Lucky No. 7

PROJECT MANAGED BY: JACK BIBBY

In early 2025, when Sev.en Global Investments acquired Celsa Nordic, the Scandinavian steel company was reborn. Now, with a new name and reinvigorated purpose, 7 Steel Nordic is building on its reputation as one of the world’s most sustainable steel firms.

7Steel Nordic has roots dating back to 1946 when it was established as Norsk Jernverk. Over the 79 years since, the organisation has experienced numerous rebrands, while establishing a presence in more than 20 locations across Scandinavia.

Today, 7 Steel Nordic operates across three divisions: 7 Steel Nordic Manufacturing, 7 Steel Service, and 7 Steel Nordic Recycling. CEO Utku Öner explains more:

“Our Manufacturing unit features our main steel production plant, which is located close to the Arctic Circle in Mo i Rana,” Utku says. “Our second division, 7 Steel Service, has numerous sites and these receive material from our production plant before converting it into constructionready products. Finally, our 7 Steel Nordic Recycling unit is our newest division and is responsible for processing scrap material in advance of it being converted into reinforcement products.”

CELEBRATED SUSTAINABILITY

7 Steel Nordic’s presence on both the upstream and downstream ends of the steel supply chain puts the company in rarefied air within the industry. An ability to take its products “full circle” is a key contributor to the company’s celebrated sustainability credentials – though environmentallyconscious practices are evident throughout the entire value chain. These include the recycling of steel scrap, using it as 100% raw material and giving it a new lease of life as reinforcing steel.

“Our manufacturing and service facilities have direct access to a port, enabling us with easy shipping access and an abundance of hydropower generation,” Utku remarks. “Access to low-cost renewable hydropower energy gives us a massive competitive advantage. It’s how we have become the leading producer of reinforcing steel in the Nordic region.

Utku Öner, CEO, 7 Steel Nordic.

“We are proud to say that our carbon footprint on hot rolled materials currently sits at around 300 kg of CO2 per tonne, which is close to one tenth of an orebased blast furnace producer. We are also one of the lowestemission electric furnace steel producers in Europe.”

With many sites across Norway, Denmark, Sweden, and Finland, 7 Steel Nordic provides responsive, high-quality service. Additionally, efficient vessel transport ensures fast connections throughout the region, making the company feel like a ‘local’ supplier for almost any client.

“We are able to transport material from our production centre across the Nordics within two to three weeks,” Utku reports. “Then, from our service centres, we can deliver materials to customers within three to five days. It’s very unique because construction sites sourcing these same items from outside the Nordics might have to wait weeks or even months for delivery.”

VAST OFFERING

As well as expedited delivery, 7 Steel Nordic customers benefit from smart load and unload logistics solutions that result in environmental smart distribution. With weekly shipments to Nordic countries, the company can transport steel scrap one way via vessel, returning with hot rolled materials on the following leg.

The company’s vast offering also includes value-added solutions. For instance, 7 Steel Nordic can manufacture prefabricated structures for construction yards, as well as various non-steel accessories, making it a reinforcing steel “one-stop shop” for construction customers.

7 Steel Nordic’s diverse capabilities have seen the company become a key partner on a range of recent major projects, including Finland’s Espoo City Rail Project and the Fehmarnbelt tunnel. The latter, connecting Germany and Denmark, will be the world’s longest immersed tunnel upon completion in 2029.

“OUR MANUFACTURING DIVISION IN MO I RANA HAS MULTIPLE GENERATIONS OF THE SAME FAMILIES WORKING IN THE PLANT, SO WE HAVE REALLY BECOME AN EMBEDDED PART OF THE LOCAL CULTURE.”

Recognised as a highly resilient and consistent partner to its construction clients, 7 Steel Nordic has worked hard to earn its reputation, overcoming market challenges and ownership upheaval. This has not happened by chance, and maintaining high levels of performance during a time of change has been a key focal point for Utku and his team.

“Navigating situations beyond your control is always difficult, but we have managed this by staying open and transparent in our communication,” Utku asserts. “This has helped to clear

the minds of our employees so that they can focus on providing the best service possible. The message has been simple: if we work hard, produce efficiently, and keep our customers happy, we will always be successful.”

The response from 7 Steel Nordic employees has been very positive. Specifically, low staff turnover and continued buy-in from the company’s workforce

has reassured Utku that people trust in the organisation –regardless of its name or the state of the market.

“Our active presence in local communities has really helped in this sense,” the CEO points out.

“For instance, our Manufacturing division in Mo i Rana has multiple generations of the same families working in the plant, so we have really become an embedded

part of the local culture. Our team recognises that, although the business might have a new name, our core identity and the values we stand for remain the same.”

CONTINUING THE DECARBONISATION JOURNEY

It’s not just 7 Steel Nordic employees who have stuck by the business – the company’s

customers and partners have also remained loyal. Similar can be said for major institutions like Norway’s National Energy Company, which has stayed close and supportive.

It all means that 7 Steel Nordic enters the second half of 2025 as resilient as it has ever been, despite challenging market conditions surrounding the steel sector in Europe. Now, with renewed determination, the organisation is looking to shape the latest era of its history.

“We are currently discussing strategy with our new owners and working on a business plan that will take us through the next three to five years,” Utku reveals.

“It’s exciting because the owners respect our experience and want this strategy to be directed by us. Already, we have confirmed some key pillars going forward:

People, Operations, Product, Sustainability, and Growth. It is now our responsibility to put these into practice.”

One of the first priorities for 7 Steel Nordic will be to strengthen its position as a pioneer of lowcarbon efficiency – a key part of the company’s identity.

“If you look globally right now, many decarbonisation and sustainability initiatives are either being postponed or slowed down, but we really believe in continuing our decarbonisation journey,” Utku states. “We are lobbying for more investment in sustainability from European governments, while internally, we are exploring product development and new technologies that can improve efficiency, increase capacity, fuel growth, and protect the environment.”

“IF YOU LOOK GLOBALLY RIGHT NOW, MANY DECARBONISATION AND SUSTAINABILITY INITIATIVES ARE EITHER BEING POSTPONED OR SLOWED DOWN, BUT WE REALLY BELIEVE IN CONTINUING OUR DECARBONISATION JOURNEY,”

BOASTING A DIVERSE PORTFOLIO OF TIER ONE ASSETS, IVANHOE MINES IS A FORWARD-THINKING MINING COMPANY SUPPORTING THE TRANSITION TO CLEAN ENERGY.

Unearthing Prosperity

PROJECT MANAGED BY: TREVOR GRETSINGER

An instrumental factor in the rise of Ivanhoe Mines has been the company’s ability to recognise its role in a wider ecosystem. From its launch in 1998, the organisation has understood its function as a modern mining company, and its consequent responsibility to an industry, and world, much larger than itself.

Ahighly diversified mining company focused on mineral exploration, development, and production, Ivanhoe’s foundation is built upon three core projects in Southern Africa: Kamoa-Kakula Copper Complex, Platreef PGM Nickel Mine, and Kipushi Zinc Mine. To complement these operations, Ivanhoe is also taking part in exploration of the Democratic Republic of Congo’s (DRC) Western Foreland, as well as regional exploration projects in Angola, South Africa, Zambia, and –outside Africa – Kazakhstan.

In terms of its assets, Ivanhoe is proud to operate industryleading facilities across its portfolio. For instance, Kipushi is the world’s highest-grade zinc mine, Platreef is the world’s largest undeveloped precious metals project, and Kamoa-Kakula Copper Complex is the world’s fastestgrowing, highest-grade, and lowest-carbon emitting major copper mine.

DRA - PARTNERING FOR AFRICA’S MINING FUTURE

IN AFRICA’S HIGH-STAKES MINING ENVIRONMENT, EXECUTION CERTAINTY MATTERS. DRA GLOBAL BRINGS THAT CERTAINTY.

The African continent has been at the heart of transformative mining projects that drive economic growth and sustainable development. The Democratic Republic of Congo (DRC) is a testament to this potential, with its rich mineral resources and the collaborative efforts of visionary investors, local communities, and technical partners.

The Kamoa-Kakula Copper Complex in the DRC has been a beacon of what is possible in responsible African mining. This project exemplifies a rare combination of scale, grade, and a strong commitment to environmental, social, and governance (ESG) principles. It shows the power of collaboration and the positive impact that world-class mining projects can have on the continent.

African mining is not just about extracting resources, it is about building a sustainable future. The continent’s unique logistical, regulatory, and technical landscapes require innovative solutions that work for today and evolve for tomorrow. Projects like Kamoa-Kakula are redefining the standards of excellence in mining, demonstrating that Africa can lead in the global energy transition with its critical minerals such as copper, cobalt, lithium, and rare earth elements.

Localisation and socio-economic development are at the core of these efforts. Every project must deliver real benefits to host communities, fostering local hiring, understanding regional cultures, and adapting models to meet local needs. This approach ensures that global ideas and capabilities are implemented with a local touch, creating a positive and lasting impact.

The future of African mining is bright, driven by global demand shifts, rising stakeholder expectations, and a renewed focus on sustainability. As we look ahead, investments in digital innovation and ESGintegrated delivery models will keep African mining at the forefront of industry trends.

Since 2017, DRA Global has proudly partnered with Ivanhoe Mines on the Kamoa-Kakula project, providing engineering and project management services through multiple studies, execution phases and commissioning efforts of the underground mine, process plant, and non-process infrastructure. Ivanhoe’s operations are redefining what is possible in African mining projects, supporting a future for African mining that is bold, inclusive, and world-class.

At DRA, we see our role as more than just engineers or project managers. Our multi-disciplinary teams are experienced in navigating Africa’s unique logistical, regulatory, and technical environments, delivering solutions that work for today - and evolve for tomorrow.

Our partnership approach is grounded in trust, transparency and performance. We understand the importance of execution certainty in the capital-intensive mining sector, and we pride ourselves on delivering predictable outcomes, even in the most demanding environments. Our African footprint, supported by global technical hubs, gives clients access to world-class expertise with local responsiveness.

Together with our clients, we are unlocking the continent’s immense potential, paving the way for a prosperous and sustainable future.

www.draglobal.com

COMMITMENT TO SUSTAINABILITY

Kamoa-Kakula in DRC has become representative of Ivanhoe’s wider work. The mine commenced commercial production in July 2021 and recorded annual revenues of $3.11 billion in 2024. Success at the mine has continued into the new year, with Kamoa-Kakula achieving record monthly production levels of 50,176 tonnes of copper in April 2025.

Perhaps even more significantly, Kamoa-Kakula reflects Ivanhoe’s commitment to sustainability. The complex is powered by clean, renewable, hydro-generated electricity. According to independent consultants Skarn Associates of London, Kamoa-Kakula Copper Complex has some of the lowest greenhouse gas emission intensities per tonne of metal produced globally – and the lowest of any major copper mine.

In early 2025, Kamoa-Kakula’s green credentials improved further when the complex upped its imported hydroelectric power usage, enabling the start-up of a new on-site copper smelter. Hydroelectric power at the complex increased by 20 MW to 70 MW in mid-March, and has since grown again to around 100 MW.

Such extensive use of hydroelectric power is just one of many green approaches employed by Ivanhoe. These are, of course, led by the company’s work in extracting metals critical for the world’s transition to clean energy and low-carbon economies.

For Ivanhoe, mining is crucial to the world’s push towards cleaner, decarbonised societies. Copper, lithium, nickel, manganese and cobalt are just some of the metals needed to power clean innovations, meaning – despite

occasional misconceptions – mining is often a first step towards more sustainable living, but only, as Ivanhoe points out, if it is performed ‘responsibly, mindfully and with a greater purpose in mind’.

GREATER PURPOSE

Ivanhoe’s push for ‘greater purpose’ is evident not only in how it treats the planet, but also how it treats people. For every initiative aimed to benefit our environment – such as the solar plants installed at Platreef in 2024 – Ivanhoe is pioneering an equally influential peoplefocused enterprise.

Supported by a strong corporate culture and shared values, Ivanhoe’s inclusive workforce is built upon respect, compassion, dignity, and appreciation. The vast majority of the company’s team are local people, and in 2024, Ivanhoe was responsible for a total wage and benefit contribution of around $194 million. Once onboard, Ivanhoe employees receive a range of career development opportunities, such as the Kijapi Leadership Program, which was launched at Kamoa-Kakula in 2021.

Most importantly, due to the nature of the company’s work, Ivanhoe prioritises health and safety in everything it does. In working to eliminate harm, the organisation instils responsibility in each of its team members when it comes to managing personal safety and the safety of others.

A MEANINGFUL IMPACT

In 2024, Ivanhoe spent over $22.7 million on socio-economic development initiatives across its host communities. This investment reflects the company’s meaningful community impact, which creates mutual value and helps to transform the daily lives of local people.

The prosperity of local communities is of great importance to Ivanhoe, and the company works collaboratively with local partners to form positive, open relationships. Alongside job creation and economic value, the organisation’s investment in its regions of operation have resulted in improved infrastructure, business support, and the establishment of influential, long-term projects.

To date, Ivanhoe’s key community projects have included the Tujenge Cooperative, whose owneremployees have been supplying Kamoa-Kakula with bricks since 2018; Ndizi Salama, a KamoaKakula banana plantation that encourages female entrepreneurship; and Kushona Sewing, which provides sewing training and the necessary tools for attendees to start their own businesses.

Whether it’s improving local lives or extracting the minerals necessary for a cleaner tomorrow, Ivanhoe’s work is having a positive influence on people across Africa and beyond. Working with purpose, vision, and a belief in its social and environmental responsibility, Ivanhoe is defining what it means to be a modern mining company.

LEADING THE WAY ON SUSTAINABILITY AND COMMUNITY ENGAGEMENT, PORT ST. MAARTEN IS PROVING WHY IT IS THE CARIBBEAN’S NUMBER ONE PORT.

Charting a Course for the Future

PROJECT MANAGED BY: TREVOR GRETSINGER

The ‘Friendly Island’ of Sint Maarten/ Saint-Martin can be found in the northeastern Caribbean. As the shared nature of its name suggests, the island is divided between the French collectivity of Saint-Martin in the north, and the Dutch constituent country of Sint Maarten in the south.

Thanks to its white beaches, clear waters, and blue skies, Sint Maarten/Saint-Martin attracts huge numbers of visitors each year, many of whom pass through Port St. Maarten – the Friendly Island’s largest port.

Port St. Maarten can be found on Sint Maarten’s south coast, where it welcomes over 2 million passengers a year. Popular with some of the world’s largest cruise ships, the port also accommodates cargo ships and yachts.

Despite its idyllic setting and international reputation, Port St. Maarten has endured various challenges of late. Most prominently, the port has had to overcome a range of geographical and meteorological challenges –the most recent being Tropical Storm Ernesto.

MAKING IT THROUGH THE STORM

Storm Ernesto impacted Sint Maarten in August 2024, leading the country’s port to

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implement its hurricane plan on Monday 12 August. The plan involved suspension of vessel berthing operations and closure of the port’s office to protect facilities, crews, and staff.

Storm Ernesto passed approximately 65 miles west of Sint Maarten. Thanks to careful preparation, Port St. Maarten was able to make it through the storm with only cosmetic damage to its facilities, and soon resumed operations in time for the 2024/25 cruise season.

After overcoming Storm Ernesto, Port St. Maarten enjoyed a positive end to the year, and kicked off 2025 with a bang – quite literally – as it staged the 3rd Annual Crew Year’s Eve Fireworks Show.

Now an annual tradition, the Crew Year’s Eve Fireworks Show is hosted by St. Maarten Marine Trades Association, in association with Port St. Maarten Group and other local businesses. The event is a celebration, and show of gratitude, for all yachts that have visited Sint Maarten during the Holiday Season, as well as their hardworking crews and other members of the marine and hospitality industry – many of whom have to work through the Holidays.

However, Crew Year’s Eve fireworks have become a larger, community event, with the entire island welcome to enjoy the show. As host, it is just one example of how Port St. Maarten acts to support its unique island community, an endeavour for which the company received a prestigious award in 2025.

AWARD-WINNING ENGAGEMENT

In February 2025, Port St. Maarten was proud to be named the region’s Best Corporate Social Responsibility (CSR) Organisation for 2024

after winning the Community Corporate Challenge (CX3). Community engagement and fundraising were among the categories assessed during the judging period, and Port St. Maarten was praised for its spirit of collaboration and impact.

CX3 aims to encourage partnerships between businesses and non-profits. As well as being named Best CSR Organisation, Port St. Maarten also received an award for Most Funds Raised during the process.

As part of its CSR activities, Port St. Maarten has recently furthered its commitment to becoming a greener port. Specifically, the port is confident of achieving the maritime industry’s goals of zero emissions by 2030 and net-zero by 2050. Sustainability efforts at Port St. Maarten currently include port-wide electrification, the introduction of electric vehicles for port operations, exploration of waste-to-energy solutions, and early discussions on providing shore power to cruise ships.

Beyond sustainability, Port St. Maarten is looking to improve the overall destination experience for its visitors. Key initiatives encompass beautification projects, new attractions, and most importantly, improved guest connectivity – including the introduction of a waterside walkway that will enhance access and safety.

The latest data trends suggest that there is likely to be a steady increase in active cruise ships in the years ahead. Around 40 new ships are expected to be introduced by 2030, meaning Port St. Maarten can expect even more passenger traffic. Similarly, the port’s cargo operations are showing robust growth and the facility recently enjoyed a double-digit annual increase in cargo activity.

However, more than 85% of Sint Maarten’s revenues come from tourism, with cruise ships the largest contributor. Consequently, Port St. Maarten remains focused on the cruise ship space, and well-placed to capitalise on its growth.

Homeporting, for example, is a profitable avenue that Port St. Maarten is exploring, with two new homeport vessels introduced during the 2024/25 season. Virgin Voyages began regular transit calls at Port St. Maarten in 2024, and the port is now discussing future homeporting opportunities with Virgin Atlantic.

A SIGNIFICANT OPPORTUNITY

In 2025, Port St. Maarten is expecting over 1.5 million passengers. One contributor to this rise in visitors is Norwegian Cruise Line (NCL) after the liner agreed to increase calls to the Port in 2025. The deal arrives on the back of Port St. Maarten’s efforts to diversify its cruise offerings and enhance passenger experience. At the

same time, NCL sees Port St. Maarten as a key partner in testing and launching innovative cruise experiences.

Dubbed ‘a significant opportunity’ by Sint Maarten’s Minister of Tourism, Economic Affairs, Transport, and Telecommunications, Port St. Maarten’s relationship with NCL is an example of what may be achievable going forward when it comes to strengthening the island’s cruise tourism sector. Additionally, the deal will have a substantial economic impact, with each passenger expected to spend an average of US$161, while each crew member could account for US$171 per person. After a resilient response to the challenges of summer 2024, Port St. Maarten has bounced back and is set to enter the 2025/26 season stronger than ever. With a growing volume of cargo ships and cruise passengers set to pass through the port in the years ahead, Port St. Maarten continues to enhance its position as a premier destination in the Caribbean.

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8 - 9 October 2025

The 2025 Joburg Indaba, now in its 13th year, will take place on 8 & 9 October 2025 at the Inanda Club, Sandton, with the Gala Dinner taking place on the evening of 7 October.

Critical and constructive conversations are one of the stand-out features of the Joburg Indaba and we remain committed to serving the industry with robust discussions that get to the crux of the key issues. We once again bring together an outstanding panel of speakers, including CEOs and senior representatives from all major mining houses, local and international investors, government, parastatals, experts from legal and advisory firms and representatives from communities and organised labour.

Follow us on our website for the latest speakers and programme developments www.joburgindaba.com

Sponsors of the 2025 Joburg Indaba include:

THE INANDA CLUB, FORREST ROAD, INANDA, JOHANNESBURG CO-LEAD SPONSOR