ISSUE 162 2025 DECEMBER
PLUS
ERSY V O R T N O C T A C G BI S PATENT
ILE BOBCAT FINT AGAINST COMPLA ATERPILLAR C
CUS O F T N E M GE IES MANA
R E H G I H G IF NDIN S D R A D N A ST FACILIT
K I NG A T N I N T IO U L T O N V E E M R N A O T V IR SA N K E O T O L L I U E B CM M T HE F O E R A C
MAEDA
JASO
SPIERINGS
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CONTENTS DECEMBER 2025 12_CAT VS BOBCAT The legal complaints that could re-shape the compact market in the US and Europe.
16_AIMING FOR THE TOP CMME talks to M24 Group’s founder about his ambitions to redefine service expectations in the heavy equipment market.
20_INTELLIGENT FM Duncan Waddell on the future of FM.
20
26_THE MAKING OF MEFMA Retrospective and perspectives: Jamal Lootah talks to CMME.
10
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EDITORIAL DECEMBER 2025
GROUP MANAGING DIRECTOR RAZ ISLAM raz.islam@cpitrademedia.com +971 4 375 5471 DIRECTOR OF FINANCE & BUSINESS OPERATIONS SHIYAS KAREEM shiyas.kareem@cpitrademedia.com +971 4 375 5474 EDITORIAL HEAD OF CONTENT STEPHEN WHITE stephen.white@cpitrademedia.com +971 58 584 5818
ARE YOU READY TO GET CONNECTED IN KSA? As 2025 draws to a close, we are preparing for another transformational year in the region’s construction and industrial sectors, the CMME team is turning their attention to one of the most important events on the upcoming calendar: Heavy Equipment Connect Forum & Expo 2026 (HEC), taking place this February at Dhahran Expo in Dammam. Hosted in conjunction with KSA’s National Industrial Development Center (NIDC), HEC builds on the momentum of the Heavy Equipment & Truck (HEAT) Show, we held in Dammam. During a week full of launches and handovers, we saw that Saudi Arabia is not only ready for a dedicated heavymachinery exhibition, but is hungry for a platform capable of connecting the country’s industrial ambitions with the global equipment ecosystem. That event was a fantastic opportunity for us to meet fleet owners, contractors, engineers, and government teams. Exhibitors told us they forged partnerships they hadn’t expected; visitors told us they gained access to suppliers and technology that had previously felt out of reach. Most importantly, the show reinforced what we have all sensed for some time: Saudi Arabia’s construction, logistics and industrial sectors are moving at a pace that demands stronger, more specialised, more future-focused events. HEC is the answer to that call! With more than 30,000sqm of combined indoor and outdoor exhibition space, over 100 exhibitors, and a conference programme featuring 50-plus regional and international speakers, HEC builds directly on the foundations laid last year, but scales them dramatically.
Where the Heavy Equipment & Truck Show proved demand, February’s big event in the home of saudi’s oil and gas industry, accelerates ambition. Where last year we showcased machinery and capability, HEC will bring deeper insight, more global brands, and more opportunities for strategic collaboration. What excites me most is that HEC is designed not just as an exhibition, but as a crossroads for Saudi Arabia’s industrial future. Its seven themed verticals span construction, logistics, mining, manufacturing, oil & gas, infrastructure and localisation, mirroring the Vision 2030 priorities that are reshaping procurement, operations, and supply chains across the Kingdom. For CMME’s contractor, fleet manager, equipment buyer, OEM, rental firm and government readers, HEC offers a rare chance to see the region’s most advanced heavy machinery in action, understand new technologies before they hit the wider market, and engage directly with decision-makers who are driving the next chapter of Saudi Arabia’s industrial growth. We are proud to have been part of this journey from the beginning, and even prouder to help usher in a new era for the heavy-equipment industry in the Kingdom. This will be my last CMME, but I cannot wait to see how the next chapter of the region’s machinery story unfolds.
ADVERTISING SALES MANAGER BRIAN FERNANDES brian.fernandes@cpitrademedia.com +971 4 375 5479 STUDIO ART DIRECTOR SIMON COBON simon.cobon@cpitrademedia.com DESIGNER PERCIVAL MANALAYSAY percival.manalaysay@cpitrademedia.com MARKETING MARKETING & EVENTS EXECUTIVE LAKSHMY MANOJ lakshmy.manoj@cpitrademedia.com SOCIAL MEDIA EXECUTIVE FRANZIL DIAS franzil.dias@cpitrademedia.com CIRCULATION & PRODUCTION DIRECTOR OF MARKETING & MEDIA OPERATIONS PHINSON MATHEW GEORGE phinson.george@cpitrademedia.com PRODUCTION & IT SPECIALIST JARRIS PEDROSO jarris.pedroso@cpitrademedia.com DIGITAL SENIOR DIGITAL MANAGER ABDUL BAEIS abdul.baeis@cpitrademedia.com WEB DEVELOPER UMAIR KHAN umair.khan@cpitrademedia.com FOUNDER DOMINIC DE SOUSA (1959-2015) PUBLISHED BY
The publisher of this magazine has made every effort to ensure the content is accurate on the date of publication. The opinions and views expressed in the articles do not necessarily reflect the publisher and editor. The published material, adverts, editorials and all other content are published in good faith. No part of this publication or any part of the contents thereof may be reproduced, stored or transmitted in any form without the permission of the publisher in writing. Publication licensed by Dubai Development Authority to CPI Trade Publishing FZ LLC. Printed by Masar Printing Press.
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JCB 432ZX WHEEL LOADING SHOVEL
DON’T BE FOOLED BY PRICE, POWER LIES IN PERFORMANCE
WHY JCB
4
ONLINE DECEMBER 2025
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BEYOND Developments unveils Kanyon, a $408.6mn residential project
Eyeing new growth opportunities CONSTRUCTION
EMSTEEL supplies steel and building materials for construction of Zayed National Museum
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Elematic acquires Vollert’s precast concrete technology business
Why traditional approaches to fire safety are failing
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ASICO Development launches BIM program for all upcoming projects
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FEATURED NEWS
UPCOMING EVENTS
PROPERTY
Meraas launches final phase of Nad Al Sheba Gardens To cater to the growing number of families who have made Nad Al Sheba Gardens their home, a new school has been established at the northwest corner of the development
JANUARY
Construction Golf Day Dubai 21 January 2026 JA The Resort Golf Course, United Arab Emirates
INDUSTRY
WCA warns European policies could triple cement prices The WCA’s latest analysis was presented, indicating that the cement sector will require US $200bn in investment by 2050 to fully decarbonise
FEBRUARY
Heavy Equipment Connect Forum & Expo 2026 2-4 February 2026 Dhahran Expo, Dammam, Saudi Arabia
INDUSTRY
HKA unveils Eighth Annual CRUX Insight Report The firm found the most common causes of claims and disputes has generally seen a decline in their impact, particularly in the last five years
FEBRUARY
Big Project Awards 11 February 2026 Dubai, United Arab Emirates
CONSTRUCTION
DAMAC Properties tops out US $272mn Cavalli Tower The developer stated that Cavalli Tower is now on track for handover by the end of next year
FEBRUARY
Truck&Fleet Awards 12 February 2026 Dubai, United Arab Emirates
SUSTAINABILITY
SUSTAINABILITYOver 40 countries use WorldGBC’s NDC Scorecard to evaluate climate action plans The NDC Scorecard was piloted in Brazil, Colombia, Egypt, Nigeria and the Philippines, and refined through consultation with over 40 international organisations
MARCH
Future of Architecture Summit & Awards 31 March 2026 Dubai, United Arab Emirates
S W NE 6
CONCRETE PUMPS
DAVIDE CIPOLLA RESIGNS FROM CIFA
JECTS, O R P W E N OFFICES, W E N , S E HIN AROUND K O NEW MAC O L E IVES – W T A MONTH I T S I I N H I T W E NE W WHAT’S N T A N O I G THE RE SANY 2025 INCOME IS UP BY 13% YOY SANY’s global expansion and sustainable development strategy are making significant progress worldwide. In the African market, the Zambia Chowa Mine solar energy project, built by SANY Silicon Energy,
Wolffkran tower cranes take on Sheikh Saleh AlRajhi Mosque in Riyadh
successfully
Two Wolffkran tower cranes are playing a central role in the construction of the Sheikh Saleh Al-Rajhi Mosque, a major new religious and community landmark rising along the busy King Abdullah Road in central Riyadh. The contractor, Rowad al Riyadh, selected the cranes to meet the project’s demanding lifting requirements and the complex constraints of the site, which sits next to a metro station and one of the capital’s most trafficked corridors. To support the construction works across the roughly 10,000 m² site, Rowad al Riyadh has deployed a WOLFF 6015.8 Clear with a hook height of 51 metres, a 60-metre jib and 8-tonne lifting capacity, alongside a WOLFF 7532.12 Cross with a 41.6-metre hook height, 70-metre jib and 12-tonne capacity. Both cranes have been operating on site since March 2025. The project’s complex architecture — including large prefabricated
an advanced
façade elements and distinctive roof structures — requires exceptionally preciseion. With no room for error, planners needed maximum reach from both cranes to cover the site while preventing interference with surrounding infrastructure. The location, high temperatures, dust and unpredictable afternoon storms, also were challlenges to the operation. “Many of the lifting operations are performed in the early morning or late afternoon hours for safety reasons,” said Tariq Al-Sawaie, Managing Director, Wolffkran Ltd, Saudi Arabia. Both cranes are equipped with anticollision systems and WOLFF Link, enabling automatic slowdown and stop functions when obstacles are detected, along with live monitoring and real-time alerts. Wolffkran’s team also conducted detailed reach studies during the planning phase.
connected to the grid on November 1. This project integrates existing resources in the mine area and utilizes microgrid energy system, meeting the energy needs of mine vehicles and construction machinery efficiently. This initiative provides stable power support for mine operations and creates a “green mine” demonstration base in Zambia.
CIFA has announced a major leadership transition, confirming the resignation of long-serving Chief Executive Officer Davide Cipolla and the appointment of Paolo Gandola as his successor. The change marks the beginning of what the company describes as “a new phase” in its governance and long-term strategy. Cipolla, who joined CIFA in 1992 and has led the group for the past fifteen years, will leave the CEO role as he approaches retirement. He will, however, continue to support the Zoomlion Group for a period, taking responsibility for strategic initiatives in Italy. CIFA’s Board acknowledged Cipolla’s decisive role in guiding the company through a period of substantial industrial development, modernisation, and international expansion. Under his leadership, the company strengthened its expertise, enhanced processes, and upgraded production facilities, helping solidify the CIFA brand’s global reputation and deepen relationships across key markets. Paolo Gandola, formerly Chief Financial Officer and a long-time member of the organisation since 2008, has been appointed the new CEO of CIFA and Deputy General Manager of Zoomlion’s Concrete Machinery Business Unit. His mandate is to continue driving the group’s industrial and commercial evolution, building on the foundations laid during Cipolla’s tenure. CIFA thanked Cipolla for more than three decades of service and his contribution to the group’s transformation, while extending its best wishes to Gandola as he steps into the leadership role.
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Dubai, UAE Dubai Industrial City, Saih Shuaib-3 P.O. Box 71240 Tel: +971 4 584 7551 Tel: 800-LIFTING : 052-LIFTING 5438464
Abu Dhabi, UAE Mafraq Industrial Area P.O. Box 34983 Tel: +971 2 550 4988 Tel: 800-LIFTING : 052-LIFTING 5438464
Kingdom of Saudi Arabia Al Marwa Street, Al Mashael, Riyadh 14325, Saudi Arabia Tel:+ 966 55 3066684 Tel: 800 123 LIFT 5438
8
NEWS ROUND-UP DECEMBER 2025
POWERED ACCESS
HAULOTTE NAMES ANDRÉ WIEMEYER AS NEW GM
XCMG and Sinopec to build first 14,000t circular rail crane
XCMG and Sinopec Heavy Lifting & Transportation Co., Ltd. (SHLTC) have agreed to jointly develop the world’s first 14,000ton circular rail crane, signalling a major step forward in China’s independent ultra-large lifting equipment technologies. The signing marks a decade of collaboration between the two companies, who first formed their strategic alliance in 2015. Since then, XCMG and SHLTC have continuously pushed the boundaries of
ultra-heavy lifting technology, achieving multiple industry breakthroughs and establishing new performance benchmarks for the global construction and engineering sectors. Yang Dongsheng, Chairman of XCMG, described the partnership as “a model of powerful alliances and collaborative innovation within the industrial chain.” He added that the project sets a new paradigm for synergistic development across R&D, manufacturing,
and application, strengthening China’s position in advanced engineering technologies. At the heart of the new crane are two key innovations: Electric direct-drive technology, delivering over 30% energy savings and a 25% boost in operational efficiency; and a multi-functional “one machine, multiple functions” design, enabling flexible operation across large and small radii— ideal for complex applications. The crane will enable faster construction cycles, earlier commissioning, and improved ROI for major industrial projects. “XCMG will continue to drive the in-depth localization of ultra-large engineering equipment and extend mature, reliable ‘China solutions’ to more engineering sectors,” said Yang. “By providing global clients with more efficient, safer, and energy-saving construction solutions, XCMG remains committed to contributing solid ‘XCMG power’ to the industry.”
Haulotte Group has appointed André Wiemeyer as General Manager of Haulotte Hubarbeitsbühnen GmbH, strengthening its leadership across the DACH region and Central Europe. Effective immediately, Wiemeyer will oversee operations in Germany, Austria, Switzerland, the Czech Republic, and Slovakia, with a mandate to elevate service performance, customer satisfaction, and market growth. Wiemeyer brings more than 25 years of experience in industrial and lifting equipment sectors, with a career spanning leadership roles at brands such as LOTZ Hydraulik + Pneumatik, Kaltenbach, Tadano Faun, and Herrenknecht. Across these positions, he built a reputation for operational excellence, customer-focused service strategies, and delivering sustainable organisational growth.
RENTAL MARKET SET TO REACH $230BN B Y 2034 A new Allied Mar ke
t Research repo rt forecasts that the global construction-eq ui pm ent rental market will clim b to $230.3 billi on by 2034, fuell by rising infrastr ed ucture spending and a global sh toward usage-ba ift sed equipment models. The mar is expected to gr ke t ow at a CAGR of 7.6%, making rental one of th e fastest-expand ing segments in the machinery sector. In marke ts such as Saudi Arabia — where project volume is high but timelines are tig htly managed — rental continues to de liver operationa l agility and bette r financial predictability.
9
Anti-dumping case filed against Chinese Members of the VDMA Materials Handling and Intralogistics Association have filed a formal complaint with the European Commission against the import of mobile cranes from China into the European Union, alleging unfair competition practices and calling for the immediate initiation of an anti-dumping investigation. The complaint, representing around 99% of the EU mobile crane industry, has been jointly submitted by Liebherr, Manitowoc, Sennebogen, and Tadano — four of Europe’s largest and most established mobile crane manufacturers. According to the VDMA, the action is necessary to protect Europe’s strategic independence in critical infrastructure, energy, and defense. The complaint targets the import of self-propelled mobile cranes with lifting capacities of
at least 30 tonnes, which play a vital role in the construction and maintenance of power networks, transportation infrastructure, and renewable energy projects. “It is clearly unfair to compete with products whose prices don’t even come close to covering the raw material, energy, and production costs of a European mobile crane manufacturer,” said Christoph Kleiner, Managing Director Sales,
MINING AND QUARRYING
METSO UNVEILS LIFE CYCLE SERVICES MODEL labour and shutdown services, and even integrated flowsheetlevel operations. “Our customers constantly aim to improve efficiency and profitability, although their needs vary greatly,” said Miika Tirkkonen, Senior Vice President, Integrated Metso has launched a new
Service Solutions at Metso. “The
Life Cycle Services (LCS)
framework spans from basic parts
framework, designed to deliver
supply to full equipment lifecycle
measurable performance,
management, depending on the
efficiency, and reliability across
customer’s scope. It’s about long-
every stage of a customer’s
term, continuous improvement
operation: from pit to port.
and helping customers meet their
The scalable LCS model
operational and strategic goals.”
marks a decisive step toward
Metso said the framework goes
outcome-based partnerships and
beyond traditional transactional
performance-driven business
service contracts. Each partnership
models. It is built to support
level offers increasing degrees
varying customer requirements,
of shared accountability,
from basic parts supply to full
operational integration, and
equipment lifecycle management,
long-term value creation.
Liebherr-Werk Ehingen GmbH. “Chinese manufacturers benefit from a multitude of subsidy mechanisms that give them a massively unfair advantage when exporting to the EU.” The companies argue that these subsidised imports from China are undercutting European prices, posing a direct threat to the viability of Europe’s crane manufacturing sector and the thousands of jobs it supports.
“We have asked the European Commission to take action against the significant harm to European industry caused by the dumping practices of Chinese manufacturers,” said Aaron Ravenscroft, President and CEO, The Manitowoc Company, Inc. “We urge the Commission to restore fair competition across the EU.” Noriaki Yashiro, CEO of Tadano Europe Holdings GmbH, added: “The anti-competitive pricing strategies of Chinese manufacturers necessitate an anti-dumping investigation. Erich Sennebogen warned that: “The combination of unused production capacity, existing inventories, and substantial government support means that significant damage to the vulnerable European industry will continue unless anti-dumping measures are imposed.”
IGS Foundation breaks ground on VOXA Pantheon Development and IGS Foundation Contracting have broken ground on VOXA, a US $217.84mn premium mixed-use development in Jumeirah Village Triangle (JVT). VOXA is a dynamic destination where work, life, and leisure will coexist in balance, introducing a new era of smart, connected, and experience driven living in Dubai, said the firm. The groundbreaking ceremony was attended by Kalpesh Kinariwala, Founder, Pantheon Development, senior management, and key project partners, including Al Khawaja Engineering Consultants (KWEC) as well as the appointed contractor, IGS Foundation Contracting. The event marks a significant milestone
in the company’s continued growth and diversification. Kalpesh Kinariwala, Founder, Pantheon Development said, “VOXA is more than just a development; it is a statement of intent, as we enter the mixed-use space in Dubai, our vision is to deliver inspiring environments where work, wellness, and community coexist in perfect harmony. This project exemplifies excellence, sustainability, and design innovation, continuing our legacy of affordable luxury.”
10
KIT SPOTTING DECEMBER 2025
BG39 LOCKS DOWN THE DANUBE
W
ith an order volume of 4 47 million euros ($520 million) and a total construction period of eight years, one of Germany’s most significant inland waterway infrastructure projects is taking shape in the southern part of Erlangen, Bavaria: the replacement of the Kriegenbrunn Lock. Commissioned by the Federal Waterways and Shipping Administration (WSV), the new lock is scheduled for completion by 2032 and will secure navigation on the Main-Danube Canal for generations to come. BAUER Spezialtiefbau GmbH, together with its joint venture partners Züblin Spezialtiefbau GmbH and Ed. Züblin
AG, is responsible for constructing the retaining structure, among other tasks, an impressive project not only because of its massive scale, but also due to its technical complexity. The centerpiece of the project is the main excavation pit with an impressive length of 330m and a width and depth of nearly 30m each. To secure the excavation pit, the specialist foundation engineers are constructing a secant pile wall. Using the Kelly drilling method, fully cased piles are installed with a diameter of up to 2m and a length of up to 37m. Sheet pile walls, ground anchors and roughly 8,000t of steel pipe braces with diameters of up to 1.40m are also executed as struts for the main
excavation pit. “These dimensions are extraordinary even for specialist foundation engineering,” explains Bauer Project Manager Andreas Hertenberger. “Each pile needs to be installed with the utmost precision – this is the only way we can ensure the stability of the entire excavation pit.” Among other equipment, several Bauer drilling rigs are being used for the work, including the BG 55, BG 45, and BG 39. By the end of October, more than 85% of the piles for the retaining structure were already constructed. At the same time, excavation work has already begun on the main excavation pit, paving the way for the start of lock construction. “Close coordination
between all trades involved is essential,” adds Bauer Site Manager Agnes Demharter. “The only way to successfully complete a project of this magnitude is with exact planning, digital assistance and a strong team on site.” The replacement of the Kriegenbrunn Lock is more than technical feat – it’s a milestone for the future of waterway infrastructure in Germany. “Here, we are building the foundation to ensure safe and sustainable ship traffic for decades to come,” emphasizes Hertenberger. What makes us particularly proud,” Demharter adds, “is that every single member of our team contributes their expertise and dedication to turning this once-in-a-century project into reality.”
12
ANALYSIS DECEMBER 2025
A ‘BIG’ CAT FIGHT
BOBCAT VS CATERPILLAR: THE PATENT BATTLE THAT COULD RESHAPE THE COMPACT EQUIPMENT MARKET
A
major legal confrontation has erupted at the very heart of the compact equipment industry, as Bobcat launches a sweeping series of patent infringement actions against Caterpillar across the United States and Europe. In a coordinated legal move spanning multiple jurisdictions, Bobcat has accused its rival of infringing 14 patents that the company claims sit at the core of modern compact machinery performance, covering manoeuvrability, hydraulic efficiency, power management, control responsiveness and operational precision. The scale, reach and potential consequences of the filings make them one of the most aggressive patent offensives the sector has seen in recent years. If the courts rule in Bobcat’s favour, Caterpillar could face injunctions, recalls, import bans, financial penalties and restrictions across several key product
lines. In a market where engineering leadership and product availability directly shape OEM strategy, the stakes are extraordinarily high. Bobcat confirmed that it has lodged formal complaints with the U.S. District Court for the Eastern District of Texas, the U.S. International Trade Commission (ITC), several German district courts and the Unified Patent Court (UPC). The simultaneous filings represent a deliberate decision to escalate the dispute on multiple fronts, targeting Caterpillar’s ability to manufacture, import and sell compact machinery in two of the world’s largest and most influential equipment markets. In a statement shared with CMME, Bobcat spokesperson Lukas Jungbauer said the actions were necessary to protect the company’s intellectual property and long-term leadership in compact equipment innovation. “Bobcat Company is taking these legal actions to protect our patented technologies, defend fair competition, and safeguard the innovation and
craftsmanship that have defined our company for more than 65 years,” Jungbauer said. “The 14 Bobcat patents at issue enable functions like manoeuvrability, power, performance and efficiency. They’re foundational to our machines’ strength, versatility and precision, as well as the future of Bobcat innovation, driving advancement across our product lineup and making each machine worthy of carrying the Bobcat brand.” The message is clear: Bobcat believes that these technologies are not merely incremental features, but building blocks that support the entire modern compact equipment ecosystem. The Texas Case The most detailed allegations appear in the complaint filed in the Eastern District of Texas; a venue known for its experience in high-stakes intellectual property disputes. Bobcat asserts that Caterpillar has infringed numerous patents related to tracked utility vehicles, lift-arm zone control systems, hydraulic drive and
13 power prioritisation technologies, and advanced engine control strategies. The complaint places significant emphasis on Bobcat’s historical status as the originator of the compact loader, tracing its lineage back to the Keller brothers’ pioneering work in the 1950s. It argues that Caterpillar entered the skid-steer loader market decades later and suggests that Bobcat’s innovations set the template for the entire compact segment. Bobcat further claims that Caterpillar has repeatedly reverse-engineered competitor machines — including Bobcat models — using teardown procedures, instrumented performance testing and CAD-based reconstruction of components. According to the filing, these activities ultimately influenced the design of Caterpillar machines in ways that infringe Bobcat’s patents. The lawsuit seeks a permanent injunction against the continued use of the disputed technologies, as well as findings of willful infringement, which, if upheld, could dramatically increase the financial penalties. Bobcat is also seeking compensatory and enhanced damages, plus ongoing royalties on any future use of the contested technologies. A Potential Import Ban Bobcat’s decision to pursue the case through the U.S. International Trade Commission signals the strategic importance of the dispute. Unlike traditional courts, the ITC has the authority to issue exclusion orders, effectively banning the importation of any infringing equipment into the United States. Bobcat’s ITC filing targets a wide range of Caterpillar compact models, including skid-steer loaders, compact track loaders, excavators, wheel loaders and dozers. The complaint argues that these machines incorporate technologies that improve precision, automate or reduce operator input, protect equipment from damage and enhance efficiency, all of which Bobcat claims as protected innovations. If the ITC grants a limited exclusion order, Caterpillar could face immediate constraints on its U.S. supply chain and product flow, with the potential to affect rental markets, dealer inventories and customer availability. Bobcat is also seeking permanent ceaseand-desist orders and bond requirements during the presidential review period, which could further tighten restrictions. For a company of Caterpillar’s scale (and particularly for its rapidly growing compact equipment division) such an outcome would represent a major operational and financial disruption.
CAT BATTLE
WHAT THE INDUSTRY SHOULD WATCH FOR The potential industrywide implications are substantial. If Bobcat succeeds: Caterpillar could face restricted access to the U.S. and EU markets Import bans, recalls or injunctions could limit product availability and shift customer demand.
Competitive dynamics in the compact segment may shift Bobcat may gain leverage in technology licensing, supply chain positioning or market perception. Dealers and renters could experience
Bobcat has also taken its fight into Europe, filing actions through the Unified Patent Court as well as German district courts, historically the most influential venues for patent enforcement on the continent. At the UPC, Bobcat alleges infringement of patents related to drive-control systems and hydraulic or electrical conduit couplers. The actions name Caterpillar as well as Zeppelin group entities involved in distribution, signalling Bobcat’s intention to pursue both manufacturer and marketchannel accountability. In Germany, three additional complaints centre on patents covering off-board control systems, backhoe and carrier
short-term disruption Any restrictions on Caterpillar supply would ripple through rental fleets and dealer inventories. Other OEMs may reassess their technology roadmaps With more aggressive patent enforcement
Bobcat has approached the U.S. ITC to request a limited exclusion order that would block Caterpillar from importing infringing skidsteer loaders, compact track loaders, excavators, wheel loaders, dozers and related components into the United States.
on the horizon, R&D strategies could be affected across the sector. Customers may see increased scrutiny of machine technologies OEMs may adjust or redesign systems to avoid future patent risks.
control interfaces, and lift-arm operational safety zones. These filings seek injunctions, equipment recalls, removal from distribution networks and the destruction of any infringing units — remedies that underscore the seriousness of the alleged violations. Together, the European actions extend the dispute into markets where Caterpillar has strong regional sales and where compact loaders and excavators remain essential to infrastructure and urban development. The compact equipment market has always been fiercely competitive, but it is now one of the fastest-evolving categories in the global machinery landscape. Electrification, advanced hydraulics, digital controls, improved operator interfaces and semi-autonomous functions are redefining what customers expect from skid-steers, compact track loaders and smaller excavators. This makes the technologies at issue especially significant. The patents referenced by Bobcat relate to machine responsiveness, hydraulic efficiency, liftarm safety, power optimisation and control systems: all areas where OEMs compete intensely for differentiation. Bobcat’s filings frame the company as the originator of the compact loader and argue that its legacy of innovation continues to shape the segment. By contrast, the complaints imply that Caterpillar’s gains in compact equipment performance have, in part, come from technologies developed elsewhere. Caterpillar has not yet issued a public response. The company now faces the decision of whether to contest the allegations vigorously, negotiate possible licensing arrangements, redesign the disputed systems, or pursue a combination of these strategies.
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16
FEATURE DECEMBER 2025
M24 Group’s new Sharjah facility brings sales, service, operations and spare parts under one roof for faster response across the UAE.
“We are trying to bring some innovative ideas into the equipment sector”
17
“WE WANT TO BE NUMBER ONE IN THE UAE”
CMME TALKS TO M24 GROUP’S FOUNDER ABOUT HIS AMBITIONS TO REDEFINE SERVICE EXPECTATIONS IN THE HEAVY EQUIPMENT MARKET
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ith decades of experience in the UAE’s machinery aftermarket, Thilakan P.K. has witnessed every breakdown, delay, supply shortage and customer frustration the sector has to offer. Today, as CEO and Managing Director of the M24 Group, he is channeling that frontline experience into a business built around one mission: eliminating equipment downtime. After speaking at the Access & Handling Confex and inaugurating M24 Group’s new Sharjah showroom, Thilakan P.K. sat down with CMME to discuss his vision for the UAE, his strategy for expansion and why he believes M24 Group is ready to challenge the industry’s biggest names. Before founding M24 Group, Thilakan P.K. spent years inside the machinery aftermarket, experiencing his first-hand where customers struggled and where the wider industry failed to deliver. What he saw repeatedly was downtime: delayed parts, long response times, and machines sitting idle while contractors lost hours or even days. For Thilakan P.K., that issue became the
foundation of everything M24 Group stands for. “Myself, Thilakan P.K., I’m the Chairman and Managing Director of M24 Group of Companies,” he begins as he introduces both himself and his company. “We are basically serving the needs of heavy equipment, construction equipment and power rental companies. We deal with generators, forklifts, material handling equipment and spare parts, and we serve the entire UAE with all customers’ needs.” His tone carries the confidence of someone who has built a company not from boardroom theory but from years spent solving real problems. “We focused on customers like a onestop solution for all customer needs,” he says. “Mainly we want to eliminate the customers’ downtime. We want to serve them with a major focus on the best quality service provider.” According to Thilakan P.K., too many rental and equipment companies operate reactively. M24 Group was created to be proactive; to prevent downtime rather than merely respond to it. Sharjah as a strategic centre The opening of M24 Group’s new showroom in Sharjah Industrial Area 2 marks what Thilakan P.K. describes as a turning point. Sharjah has long been a centre of gravity
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FEATURE DECEMBER 2025
for heavy equipment operations, spare parts trading and fleet maintenance. For M24 Group, placing a showroom here was not optional. It was essential. “Sharjah is a centre for the heavy construction equipment industry,” he explains as he notes the showroom’s proximity to a list of neighbours, including Al Bahar and Caterpillar. M24 Group clearly wants to be in the centre of the industry. “Most of our competitors are located in this same area. So, we want our presence in the same area. We want to reduce the cut-off time for customers, eliminate lead time and reduce downtime.” The showroom brings together sales, service, operations and parts in one cohesive hub. It is, Thilakan P.K. says, designed around the movement patterns of the UAE’s contractors. “From Sharjah, we can easily access Hamriyah, Fujairah, other ports and even Jebel Ali. UAE is positioned as a logistics hub in the world. So, we focused our investment here because we can connect the entire world from the UAE.” Thilakan P.K.’s strategic logic is clear: if a breakdown happens anywhere in the northern or central Emirates, M24 Group will be close enough to respond instantly. Ready for disruption During our conversation, Thilakan P.K. repeatedly highlighted the intense pressure the construction equipment market is currently under. Demand is high. Supply is constrained. Lead times for new machines and parts are longer than ever. To him, this environment rewards companies that can move quickly, invest boldly and maintain
“We want to eliminate customer downtime,” says CEO and Managing Director Thilakan P.K., outlining M24 Group’s philosophy of speed, service and reliability.
a relentless focus on uptime. “If we just focus on the construction equipment area, there are a lot of limitations right now,” he says. “The demand is high, but supply is slow. That’s why we want to invest in focused areas, and we want to develop more and more.” He believes the UAE rewards companies with ambition, resilience and customer discipline. “This country gives you opportunities,” he says. “Any business, if you are ready to work and you are dedicated, this country helps you. It is better, better, better in the world.” It’s a sentiment he returns to more than once, a genuine belief in the UAE’s environment for business growth.
Marketing, AI and a Borderless Approach One of the most striking elements of Thilakan P.K.’s strategy is how aggressively he is investing in marketing and digital positioning, something uncommon in the heavy equipment sector. M24 Group is building marketing teams not just for the UAE but for the MENA region and Africa, supported by AI tools that help the company identify customer needs faster. “Our new strategy is to work with new AI platforms,” he says. “We are focusing on media marketing and reaching our customers through maximum social media platforms.” He explains that the company now has “a dedicated team for each region,” with front-facing staff supported by back-end specialists who ensure customers receive prompt attention. The aim is to operate with the speed and precision of a tech company while providing the reliability of a rental and equipment firm. “We prioritise our customers’ needs,” he says. “Our team is working 24×7. Whatever commitments we are giving, we want to fulfil on time.” A Fleet Set to Expand At the Access & Handling Confex, Thilakan P.K. revealed some of M24 Group’s most ambitious plans for the coming years, including a major expansion of its rental fleet and the introduction of new equipment categories. “We are planning to increase more than 100 fleets in 2026,” he says. “It’s a growing business, so we are ready to invest in innovative products like spiders and other construction equipment. Whatever
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technology we can bring into rentals or sell to customers, we will bring it.” Beyond fleet growth, Thilakan P.K. is equally focused on safety technologies. “For forklifts, we have some safety-related items already, like blue-light strategy and other safety things we’re working on,” he explains. “For generators, we’re bringing new products like fuel calculators and fuel cutoff equipment. We are trying to bring some innovative ideas into the equipment sector.” Thilakan P.K. sees product innovation not as an added bonus, but as a necessary response to rising contractor expectations and the UAE’s expanding regulatory environment. People Are the Foundation Throughout the interview, Thilakan P.K. repeatedly returned to the importance of people, training them, developing them, and giving them the flexibility to succeed anywhere in the business. “First we have to educate our people,” he
At the opening of M24 Group’s new Sharjah showroom, Thilakan P.K. told CMME that the company is expanding its nationwide service footprint.
says. “We give them proper training. Our accounts guy, for instance, can contribute to the service side of the business, and our service people understand our finance strategy. We align them like that.” He calls this a “cross-functional mindset,” and believes it is what allows M24 Group to respond with agility. “We provide training, and encourage improvement,” he says. “Our team needs to be aligned.” It is a philosophy that clearly influences every part of the company’s culture. The Next-Level Ambition When asked where he sees M24 Group in five years, Thilakan P.K. answers with absolute clarity. “The company should grow to the next level,” he says. “I started M24 Group with a lot of dreams. I am excited because I started something remarkable. I think there is a bright future for M24 Group, and it can be the number one company in the UAE market.”
It is not a boast. It is a mission statement, one that he believes is achievable through relentless customer focus and continuous team development. “I’m going with my team, improving with them, giving inputs and pushing them,” he says. “Everyone gets boosted and we deliver on time.” As our interview wraps up inside the new Sharjah showroom, Thilakan P.K. offers one final message, a direct invitation to customers, partners and industry colleagues. “Please visit our new showroom in Sharjah,” he says. “We have spare parts for all kinds of construction equipment, marine spare parts, consumer items, equipment — all your equipment needs. Our team and I are ready to support you.” It’s a fitting closing line from a founder who built his business around service, speed and customer trust, and who now sets his sights firmly on leading the UAE’s equipment market.
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INTERVIEW DECEMBER 2025
DEATH OF THE SPREADSHEET
FM INTELLIGENCE’S DUNCAN WADDELL TALKS TO CMME ABOUT THE CHANGING FM AND ASSET MANAGEMENT LANDSCAPE
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s the Middle East moves through one of the most transformational periods in its built-environment history, few voices carry the weight and perspective of Duncan Waddell. A frequent visitor to the region since the late 1990s, and one of Australia’s most respected authorities on facilities, asset and property management, Waddell has spent four decades shaping global best practice. Today, as Chairman of ISO/TC 267 Facilities Management and Managing Director of FM Intelligence, he is uniquely positioned to assess how the GCC’s FM and asset management sectors are changing; more importantly, he is clear about what still needs to change. At the recent MEFMA Confex in Dubai, Waddell reflected on the evolution of the market, the growing professionalism of the sector, and the need for long-term thinking as the region enters an era defined by mega-projects, rising expectations and rapid technological disruption. As well as an ageing inventory of buildings. His reflections are grounded not only in global experience but also in the nearly three decades he has spent observing the Gulf’s development first-hand.
He describes himself as someone who is still energised by helping people understand what FM really is and why it matters. “I enjoy helping people understand more about what I’m passionate about,” he says, noting that “I’ve been doing it for 39 years as of this year, so 40 years next year.” That longevity fuels his desire to continue influencing the next generation of FM professionals. “If people get a little infected by that, well, I don’t mind.” We are talking within the marbled halls of the JW Marriot in Dubai Marina. The host venue for this year’s MEFMA Confex used to be called the Address: things move on quickly in the city. His memories of arriving in Dubai in the late 1990s paint a picture of a market that was still in its infancy. “When I came here, the marina didn’t exist. It was being dug out,” he recalls. “The only thing that was down here at the time was the three buildings up the top end… and the Hard Rock Cafe.” The FM sector was fragmented, with training delivered through private institutions rather than industry bodies. He began running courses through IIR, which at the time represented one of the few structured FM learning channels available. “I started doing it on a frequent basis,” he says, and before long he found himself helping to grow FM capability across the region.
21 FM Intelligence’s Duncan Waddell says the Middle East’s FM sector must move beyond shortterm construction cycles and embrace full lifecycle thinking to ensure longterm value.
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INTERVIEW DECEMBER 2025
The founding and subsequent importance of MEFMA, he believes, was a turning point, says the ISO’s FM advocate. “It’s incredible to me to see how that association has changed over that time,” he says. “It tells me the market has changed a hell of a lot.” But MEFMA’s most important achievement, he argues, has been its ability to unify a region that often prefers to work independently. “It’s great to see the way MEFMA has been embraced,” he says. “Quite often there can be: we’re not going to deal with them from Dubai; we do it the Saudi way; we’re from Bahrain or Kuwait. But these guys have broken down those barriers.” Much of his attention is focused on Saudi Arabia, where the scale and ambition of development is unprecedented. Waddell recognises the optimism behind the Kingdom’s rapid expansion, but he also offers a measured reality check. “They want to be a gem in a crown country,” he says. “If they want it to last, they’re going to have to do it right.” That means raising expectations around construction quality, skills and planning. “They’ve got unskilled labour doing pretty skilled
Saudi Arabia’s megaprojects offer unprecedented opportunities, but Waddell warns that only quality, purpose and skilled labour will ensure they endure.
stuff,” he warns. “If they want it to last, they’re going to have to demand the performance… employ skilled labour, or make sure they’re employing the best consultants in the world.” Above all, he stresses that every project must have purpose. “There has to be a purpose behind the investment,” he says, “and the purpose has got to be that the life cycle of the building is supported by its use. It’s got to have a use… 40, 60 years.” Without this thinking, even the most iconic projects risk becoming stranded assets.
Waddell is equally clear about the future of FM itself. One of the most significant global shifts, he says, is the blurring of boundaries between facilities management and asset management. “It’s becoming more cloudy,” he says. “Facilities management has always been place and process, but with people. Asset management tended to be more about the built form.” That distinction, he explains, has faded as organisations begin to understand the value of lifecycle thinking and user experience. “You can see by the development of the 55,000 series (ISO 55000 is a set of international standards that provide requirements and specifications for an integrated, effective system for managing assets) that there is now much greater consideration of the people engagement with the assets.” He also points out a truth that many developers overlook. “Eighty percent of a building’s life cycle is in the maintenance and operations,” he says. “Once the party’s over at the opening day, the facility manager is then responsible.” Asset managers, meanwhile, take on the responsibility of driving value out of the
“Eighty percent of a building’s lifecycle is in its operations. Once the opening day is over, FM determines everything”
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INTERVIEW DECEMBER 2025
property. Both functions depend heavily on the quality of design and construction; poor decisions at the development stage create decades of operational challenges. This is where he sees lingering issues in the region. “Otherwise you end up in a society which is very much a veneer,” he says. “Many of the buildings here have been built with unskilled labour… you’re going to get what you pay for.” The UAE’s growth has been remarkable, but it has also brought inconsistencies in build quality. Some buildings constructed just 10 or 20 years ago are already struggling with maintenance issues because the standards of the time were not aligned with international expectations. Yet Waddell has also witnessed the market maturing. “There’s now a realisation: we’re not going to get away with that for much longer,” he says. As Dubai’s demographic has shifted and more people settle long-term, expectations have risen sharply. Families demand higher standards; residents compare apartments with those in their home countries; and operators must now maintain buildings to levels befitting a global city. Training remains a critical component of this evolution. Waddell recalls early experiences training cleaning teams in Dubai. “The way to train them was from people who’d never done it, and probably the first pair of shoes they’d ever worn,” he says. To bridge the gap, he created visual benchmarks. “I made up three rooms. This is a five; that’s a three; that’s a one.” Education, he says, is essential in emerging markets. “It wasn’t their fault
Waddell argues that data, digital twins and predictive operations will define the next decade of FM in the region.
they didn’t know. You have to take the time to train people.” Looking ahead, he believes the FM sector will be transformed by data and digital capability. He is unequivocal: “The Spreadsheet’s dead.” To achieve predictive, efficient and intelligent FM, organisations must embrace digital twins, integrated data systems and sensor-driven insights. “They’re not going to put it in an Excel
spreadsheet; it just won’t work,” he says. “What will make a difference is the day when someone has a digital twin… and they can interrogate, analyse and come to grips with what they need to do.” However, he warns that many service providers are unprepared. “The industry is incredibly poor when it comes to self-investment,” he says. “They rely on the client to do it for them.” Without investment in training, technology and capability, he believes some FM providers risk being bypassed entirely. “Service providers need to lift their game,” he says. “Otherwise owners will bring it in-house.” For Waddell, the ultimate question is how organisations are preparing for the future. “How can you have a management structure that encourages predictability into the future?” he asks. “What jobs are going to exist in five or ten years’ time that exist today but are going to be replaced?” Preparing for that future requires clear thinking about data, roles, operations and user expectations. The Middle East has already proven that it can create extraordinary places. Waddell’s message is that the next chapter will be defined not by how quickly it builds, but by how intelligently it manages and sustains what it has built. The region’s future depends on its willingness to embrace lifecycle thinking, invest in capability and adopt the technologies that will define the buildings of tomorrow.
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INTERVIEW DECEMBER 2025
BUILDING AWARENESS, BUILDING THE FUTURE OF FM
JAMAL LOOTAH IS ONE OF THE FM SECTOR’S FOUNDING LEADERS. TWO DECADES ON HE TALKS TO CMME ABOUT DEFINING, DEFENDING AND DEVELOPING A DISCIPLINE THAT PROTECTS THE FUTURE OF OUR CITIES
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hen Jamal Lootah first began advocating for facilities management (FM) in the UAE nearly twenty years ago, few people grasped its true significance. To many, it was just another word for maintenance. But to Lootah, it was the foundation of longterm asset value and the strategic key to preserving the buildings and infrastructure transforming the Gulf’s skyline. “It takes a long time to convince people how important facility management is,” he recalls. “When we started in 2007, people thought it was just maintenance. I said, no.... maintenance is just to do the job and go. Facility management is how to maintain and plan for your assets to make money and protect them.”
From Maintenance to Management Changing mindsets was the first challenge. Lootah, who would go on to become founder and president of the Middle East Facility Management Association (MEFMA), spent years explaining why FM was an investment, not an expense. “When we talked about facility management, people said maintenance,” he smiles. “But facility management is much more. Once people heard the money argument — that it protects and extends asset value — things started to change. Not like before, but it’s improving.” Established in 2009, MEFMA became the region’s first dedicated platform for FM professionals; promoting training, policy frameworks and best practice across the Middle East. “It’s not easy to raise awareness,” he admits. “We’re talking about a region that needs policies, procedures and rules. MEFMA has completed almost 15 or 16 years now doing that work: through training, courses and events. We enjoy
it because we work with people who believe in facility management.” Regional Vision, Regional Standards Lootah was determined from the start that MEFMA should be a regional institution, not a national one. “Anything that happens in Dubai spreads to the whole Middle East,” he says. “That’s why we called it the Middle East Facility Management Association from the start. What happens here will happen across the region.” He notes that MEFMA’s work now stretches from the Gulf to North Africa: “For example, we’re conducting courses in Egypt related to facility management. Anywhere you see cranes and construction, you will see facility management, that’s why we are lucky.” Just as crucially, MEFMA sought to develop regional standards, rather than simply importing European frameworks. “Of course there are standards like ISO,” says
27 The Power of Collaboration For Lootah, MEFMA’s success comes from bridging public and private sectors. “MEFMA is the voice of the people who believe in facility management,” he says. “We are the centre point between the government, the private sector and the end users. We conduct courses, events and awareness to show how important facility management is.” Government support has been instrumental, he adds: “When we need help from the government, they are the first to support us fully for any event or conference. We are lucky to live in a country that supports development and the private sector.” He also notes that the regional’s FM sector often sets standards that exceed those in Europe. “These are private-sector companies that maybe came out of government, but they have standards that are sometimes way beyond Europe. We are proud to say it.”
Lootah, “but we said from the beginning: let’s start developing standards for here, practices for here. We need that. Look at how many beautiful towers we have in Dubai, how do we maintain and protect Burj Khalifa? That’s facility management.” He points out that older towers, too, require renewed focus. “Many towers now need more care and training for the people who maintain them. The difference between old Dubai and new Dubai is huge. Now we are moving to Dubai South, near the new airport; we must be ready, with people who can maintain these mega projects.” Technology, Training and Tenacity Lootah’s optimism is tempered by realism. Technology, he says, has dramatically accelerated the pace of change but not everyone keeps up. “Time goes very fast,” he says. “Technology is taking us from here to here within one day. Before, it took months to get the information you need, now you can get it in a second. But who is ready to use it?” For him, readiness comes down to training and investment. “Technology is there, but who is willing to understand and spend money for courses? You can learn how to use technology, but how much do you utilise it? In the end, companies must invest in their people. Without professionals who understand technology, it will be difficult.” AI and the Data-Driven Future Lootah views artificial intelligence (AI) and data analytics as opportunities, not threats. “AI is an opportunity, of course,” he insists. “It depends on how smart you are in using it to help your business. Are you ready to invest money now to get the benefit after five or ten years?” He stresses that the human element remains central: “At the end of the day, it’s a combination between the end user, the developers, the government; all the stakeholders. Each one needs something different, and FM must understand how to exceed their expectations. This is not easy.” Asked what the industry must prepare for next, Lootah is direct: “It’s data. The data you have in your company will help you improve. How much information you have; that’s the secret. You must know what’s happening in the market, what technology exists, and you must train and invest in your people. Some stop investing in their people, but that’s a mistake. The market is open for everyone, but you have to be in front. Sometimes it’s difficult and risky, but you have to be there.”
As FM companies diversify, focus and strategy become more critical than ever. “You cannot do everything at one time,” says Lootah. “Are you a soft-service company? Hard-service? Infrastructure? Government or private? The strategic department in any FM company will help its growth. Based on your three- or fiveyear plan, you build yourself where you want to go.” Having recently moved from Imdaad to Cleanco Group, where he now serves as Group CEO, Lootah sees the benefits and challenges of multi-service organisations. “The combination of services in a company helps it grow — environment, facility management, infrastructure — but it’s difficult to manage. You need strong management and loyal staff to be with you.”
“Construction has an end; facility management does not,” says Lootah. “You must keep maintaining, learning and investing — that’s how we protect the future of our cities.”
No End in Sight As the conversation draws to a close, Lootah smiles when asked what keeps him motivated after so many years. “Construction might take ten years, but there’s an end,” he says. “With facility management, there is no end. You have to maintain your asset to get more and more from it.” He pauses before adding: “We are lucky and we are enjoying what we’re doing. We believe in facility management because it is the future for any construction.”
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R E W O P RAW EED TO N U O Y G N I EVERY TH
KNOW
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TOP 10: VING EARTHMO TO AVOID MISTAKES lls itfa mon site p Avoid com n o me, m ey that cost ti and wear.
30_NEW RELEASES The latest releases from the world of construction machinery.
34_USED MARKET RB’s latest results reveal truth of used market demand.
38_PEOPLE COME FIRST Yanmar says putting its people first is a win for the business.
40_MINING FOR TALENT Sandvik: Talent shortage is the sector’s greatest opportunity.
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NEW RELEASES DECEMBER 2025
BOBCAT’S MOST POWERFUL MINI-TRACK LOADER YET WHY GET IT? THE MT120 IS BUILT FOR DEMANDING TASKS SUCH AS LOADING TRUCKS, HANDLING MATERIALS AND COMPLETING PRECISION LANDSCAPING WORK. Bobcat has expanded its compact equipment line-up with the launch of the MT120, the manufacturer’s most powerful mini-track loader to date. The new model made its debut at Paysalia 2025, the major landscaping trade show in Lyon, France, bringing significant upgrades in lifting capacity, reach and performance for landscaping, construction and ground maintenance professionals. Powered by a 1.2-litre non-DPF engine, the MT120 delivers high breakout forces and a maximum tipping load of 1,573 kg. Despite the performance boost, Bobcat has kept the footprint ultra-compact: at just 91 cm wide, the machine can manoeuvre through gated gardens, narrow residential plots and restrictive urban jobsites with ease. With a lift height of 2.24 m and 56 cm
of reach, the MT120 is built for demanding tasks such as loading trucks, handling materials and completing precision landscaping work. An integrated operator platform provides improved visibility and smooth, intuitive controls. “Between 2010 and 2020, the median lot size for a new home has decreased by almost 18%, and we are supporting workers to adapt to these smaller spaces,” said Federico Fernandez-Ayala Novo, Senior Product Manager for GME at Bobcat. “Our mini track loader can go where other machines can’t.” The MT120 has been engineered with maintenance-free components, including a DPF-free engine, direct-drive system and maintenance-free rollers and bushings — helping operators reduce downtime and achieve a lower total cost of ownership. Its low ground pressure makes it particularly well-suited for delicate surfaces such as established turf, landscaped gardens or finished concrete. The loader is also compatible with more than 20 categories of attachments, supporting applications such as levelling,
site preparation, sod installation, tree and branch removal, fencing, irrigation, material handling and snow removal. “The simple controls also help new or seasonal workers quickly become proficient operators,” added Fernandez-Ayala Novo. Since introducing its first mini-track loader in 2002, Bobcat has continually expanded and refined the concept to meet evolving landscaper needs. The MT120 joins the popular MT100 and complements a wider compact loader range that includes skid-steer loaders, compact track loaders, small articulated loaders and compact wheel loaders.
SPECIFICATIONS
MT120 Machine Type: Mini track loader Engine: 1.2l Maximum Tipping Load: 1,573kg Lift Height: 2.24m Reach at Max Height: 56cm
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NEW HOLLAND UNVEILS C314X ELECTRIC MINI TRACK LOADER WHY GET IT? C314X PROTOTYPE COMBINES THE AGILITY AND VERSATILITY OF NEW HOLLAND’S MINI TRACK LOADERS WITH THE BENEFITS OF AN ELECTRIC DRIVE SYSTEM New Holland is extending its light equipment portfolio with the unveiling of the C314X Electric Mini Track Loader, a prototype machine offering zero emissions and low noise performance for material handling in sensitive environments. Designed for landscaping, agriculture, and residential construction, the fully electric C314X is powered by a 23.5 kWh lithium-ion battery driving three electric motors — two for propulsion and one for hydraulics. The model delivers performance comparable to its diesel equivalent while offering a significantly lower total cost of ownership thanks to reduced maintenance, no fuel costs, and zero energy consumption when idle. With a rated operating capacity of 460 kg and a hinge-pin height of 2.2 m, the compact stand-on loader is available in two undercarriage widths — 1,026 mm (wide track) and just 890 mm (narrow track) — making it ideal for working through garden gates, doorways, and tight job sites.
SPECIFICATIONS
C314X (PROTOTYPE) Battery Type: Lithium-ion Battery Capacity: 23.5kWh ROC: 460 kg Hinge-Pin Height: 2.2 m
CATERPILLAR INTRODUCES HEAVY-DUTY UNDERCARRIAGE FOR CAT 325 EXCAVATOR WHY IS IT IMPORTANT? THE HD PACKAGE INCLUDES LARGER FINAL DRIVES AND MOTORS, A STRONGER SWING BEARING, AND THE ABILITY TO FIT EITHER REACH OR VAB FRONT Caterpillar has unveiled a new heavyduty (HD) undercarriage configuration for its Cat® 325 Excavator, designed to deliver greater stability, balance, and durability in demanding operating environments such as site preparation, land clearing, and forestry. The long HD undercarriage, featuring an oversized 203-mm (8-in) track pitch, provides exceptional traction and groundholding performance on uneven terrain. It is paired with a dedicated 7.5-tonne (16,540lb) counterweight that enhances control and machine balance, even when equipped with heavier attachments including blades, Variable Angle Booms (VAB), heavyduty sticks, thumbs, or quick couplers. Adrian Grigorita, Vice President of Product Management for Medium Hydraulic Excavators at Caterpillar, said
the new configuration was developed to better meet real-world customer demands: “We are excited to launch the new 325 configuration. Designed with our customers in mind, it supports heavier work tool combinations while delivering enhanced stability. The extended undercarriage and dedicated counterweight contribute to a solid, balanced platform, while increased drawbar pull and swing torque help improve performance on challenging terrain and slopes.” The HD package also includes larger final drives and motors, a stronger swing bearing, and the ability to fit either Reach or VAB fronts —w ith or without a blade. From the factory, the machine is equipped with a thumb-ready stick and quick coupler circuit, minimizing the need for aftermarket modifications. The Cat 325’s technology suite includes Cat Grade with 2D, Grade Assist, Lift Assist, and Payload, providing operators with tools to boost accuracy and efficiency. Together with electrohydraulic efficiency and Smart Mode operation.
BRIEFING
FULLY HD CATS Compact yet powerful, the new Cat 325 with HD undercarriage delivers the stability of a larger machine while maintaining the agility needed for tight-space operation; an ideal solution for contractors tackling heavy-duty lifting and grading applications.
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TOP TEN DECEMBER 2025
01
SKIPPING SOIL ANALYSIS Different soil types require different techniques and tools—test before you dig.
02
IGNORING SLOPE SAFETY Work perpendicular to slopes and avoid sidedigging when conditions are unstable.
: N E T P TO G N I V O M E AR TH D I O V A O T S E K A T COS T MI S T A H T S L L A SI T E P I T F
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03
IMPROPER MACHINE SELECTION Use the wrong equipment and you’ll reduce efficiency and risk machine damage.
04
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05 06
NEGLECTING MAINTENANCE MID-PROJECT Daily checks are critical during heavy use—don’t wait for failure.
OVERLOADING DUMP TRUCKS Stick to capacity limits to avoid damage and maintain safe transport.
FAILING TO COMPACT IN LAYERS Compact every lift to ensure stability—especially for road or foundation prep.
H NOT BENC G CUT TIN hes to c Create ben ty and fe sa improve sloped visibility on terrain.
09 08
POOR COMMUNICATION Always have a spotter or system in place when multiple machines operate together.
07 10
NOT USING GPS OR MACHINE CONTROL Automated guidance saves time and improves accuracy.
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FEATURE DECEMBER 2025
The latest Ritchie Bros. Market Trends Report shows Europe’s used machinery sector regaining balance, with compact equipment and excavators leading a shift toward efficiency and fleet renewal.
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REBUILDING MOMENTUM
RITCHIE BROS. Q3 2025 REPORT REVEALS A SHIFT TOWARD STABILITY, EFFICIENCY AND SMARTER FLEETS
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fter a turbulent few years, Europe’s used equipment market is finding its rhythm again. According to Ritchie Bros.’ latest quarterly report, the third quarter of 2025 shows a region not just recovering, but redefining what resilience means for the global machinery trade. Europe’s heavy equipment and agricultural machinery sectors are entering a new phase of stability, according to the Ritchie Bros. Used Equipment Market Trends Report (European Edition, Q3 2025). The report, based on aggregated data from Ritchie Bros. auction transactions and Mascus listings, highlights a period of measured growth following mid-year slowdowns, and signals a broader structural shift in how equipment is bought, sold, and managed. By late 2025, the used market has transitioned “beyond recovery into a phase of reconfiguration,” the report notes. Construction equipment is leading this transformation, compact machinery remains a standout performer, and agricultural equipment continues to consolidate amid challenging margins. Buyers, meanwhile, are becoming more pragmatic and data-driven, prioritising younger, cleaner, and more efficient machines, even at higher upfront prices. Sellers, on the other hand, are benefiting from improved liquidity, strong resale values, and revived cross-border demand, an encouraging sign of market health across the continent. “The used machinery market is stabilising, but not stagnating,” says a Ritchie Bros. analyst. “We’re witnessing a recalibration, where buyers are selective, sellers are strategic, and transactions are increasingly digital.” Construction Leads the Comeback In the construction sector, Ritchie Bros. and Mascus data converge on one clear narrative: demand is back, and it’s focused on quality.
Articulated dump trucks (ADTs) posted one of the most dramatic rebounds of the quarter. While listings dropped by 8% compared to Q3 2024, buyer enquiries rose by 11%, signalling robust demand outpacing supply. Auction data confirmed the upswing, with sales volumes up 79% and median prices climbing to €42,712, a 5% year-on-year increase. Volvo maintained its dominant position across both listings and auction sales, with the A40G model leading transactions at a median price exceeding €143,000. The United Kingdom, Belgium, and the Netherlands were the most active buying markets, collectively accounting for over half of all European ADT sales. This trend reflects renewed infrastructure and quarrying activity in Western Europe and underscores a wider fleet-modernisation push. Younger, fuel-efficient haulers are increasingly favoured for their reliability, telematics integration, and lower operating costs; key priorities for largescale contractors and rental houses alike. Crawler excavators remain the backbone of Europe’s used equipment market, maintaining both steady pricing and high turnover. Auction sales rose 35% year-on-year, with the median price inching up by 1% to €31,078. The segment’s stability reflects disciplined purchasing patterns with fewer speculative buys, and more targeted acquisitions. Hitachi, Caterpillar, and Komatsu led auction volumes, while Volvo’s EC140EL stood out as the most popular model, selling 11 units at a median of €71,510. Demand was strongest in the United Kingdom, Spain, and Belgium, markets where infrastructure and civil-engineering investments remain resilient. A consistent median machine age of seven years suggests that buyers are seeking a balance between affordability and reliability—an indicator of maturity in the secondary market. The report identifies mini excavators as the most dynamic segment in Europe, continuing a multiyear trend driven by urbanisation, utility projects, and rental fleet renewal.
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While listings dipped by 2%, buyer demand soared 27%, and auction sales climbed 10% year-on-year. The median price rose modestly to €11,836, and usage hours dropped sharply, showing that newer, lower-hour machines are commanding stronger interest. Yanmar led auction volumes, followed by JPC and Kubota, while the JPC HT12 emerged as the most popular model with nearly 200 units sold at a median price of just €2,506. Germany, Italy, and Spain continue to be the most active buyer markets. Ritchie Bros. attributes the sustained performance of mini excavators to domestic demand nearly 60% of sales occur within the same country - reflecting how compact, versatile equipment remains essential to small contractors, landscapers, and municipal works departments. Wheel Loaders Maintain Steady Climb Wheel loaders, a barometer for industrial and aggregates activity, recorded a 29% surge in demand and a 5% increase in prices over the previous year. Auction data shows Caterpillar, Volvo, and JCB as the top sellers, while lesser-known brands such as Blanche and Machpro are gaining traction among cost-conscious buyers. The most popular model in Q3 was the Blanche TW36, with 12 units sold for a median of €5,519.
years of age and 5,370 hours of use. New Holland, Claas, and Deutz-Fahr dominated auction volumes, while John Deere remained the most searched brand on Mascus. However, tightening farm margins, higher input costs, and reduced subsidies are prompting operators to extend ownership cycles rather than expand fleets. Activity in Spain, Germany, and France remains relatively steady, suggesting a regional pivot toward equipment retention and refurbishment rather than outright renewal.
The Netherlands, Spain, and Poland led purchasing activity, demonstrating the strength of logistics and recycling sectors where wheel loaders are heavily deployed. Ritchie Bros. notes that replacement cycles remain healthy, indicating sustained investment even in a cautious macroeconomic climate. While construction and compact machinery remain upbeat, agriculture is showing signs of restraint. Tractor listings rose 4%, but the median sale price declined 5% to €35,123, with machines averaging 11
Middle Eastern contractors are increasingly sourcing low-hour, high-spec units from Europe as fleet demand surges under Vision 2030 and Net Zero infrastructure projects.
“We’re witnessing a recalibration, where buyers are selective, sellers are strategic, and transactions are increasingly digital”
Cross-Border Liquidity and Digital Acceleration The report emphasises that cross-border trade is increasingly defining Europe’s used machinery ecosystem. Across all categories, between 40% and 60% of units sold now move between countries, underscoring the interconnected nature of the European secondary market. This international mobility is being facilitated by digital auction platforms and data-driven trading tools, enabling buyers to compare pricing, usage, and residual values with greater transparency. Ritchie Bros.’ own ecosystem, which includes Mascus listings, IronPlanet, Marketplace-E, and RB Auction, has positioned itself as a bridge between traditional auction networks and modern online marketplaces.
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“Buyers and sellers are adapting fast,” says the report. “The combination of realtime data, multi-channel sales options, and trusted inspection systems is reshaping how equipment moves across borders.” The Ritchie Bros. conclusion is that Europe’s used machinery sector is no longer defined by post-pandemic recovery, but by reconfiguration and readiness. The growing appetite for low-hour, emissions-compliant models mirrors the direction seen in the Middle East and other developing markets, where fleet operators are increasingly aligning with international standards for sustainability and productivity. For global buyers, including those in the GCC, Europe’s used equipment market remains a reliable source of wellmaintained, high-spec machines with strong provenance and support histories. Middle East: Sourcing Shifts Toward Europe? While the report focuses on Europe, the implications for the Middle East are significant. Regional contractors and rental operators are increasingly turning to European suppliers to meet their fleet needs as new equipment lead times stretch and domestic demand surges. Across the GCC, infrastructure megaprojects and oil diversification programmes. particularly under Saudi Vision 2030 and UAE Net Zero 2050 initiatives, are driving record demand for heavy machinery. But with OEM production still constrained and regional inventories tight, Europe’s stabilising used equipment market is becoming a vital source of supply. Fleet Renewal and Rental Expansion In Saudi Arabia, the construction boom linked to giga-projects such as NEOM and The Line is fuelling one of the fastestgrowing rental markets globally. Companies
Digital auction platforms and cross-border trade are redefining how equipment changes hands, creating new opportunities for regional buyers seeking quality and transparency.
like Dayim Equipment Rental, Bin Quraya, and eXpertise are investing heavily in fleet renewal, focusing on low-hour, highefficiency models that offer reliability in extreme conditions. Europe’s used equipment stock, particularly Volvo, Caterpillar, Komatsu, and Hitachi units. matches those criteria, making the continent a preferred sourcing hub for Middle East buyers seeking cost-effective, high-quality assets. Another major driver is alignment with emission standards. As GCC nations introduce cleaner fuel mandates and sustainability benchmarks, demand is shifting toward newer Tier 4-compliant or Stage V engines, machines that often originate from the European resale market. This mirrors Europe’s own pivot toward energy-efficient and hybrid equipment, as seen in the Ritchie Bros. data showing
stronger prices for modern, low-hour units. Middle Eastern fleets, especially those serving government and oil sector contracts, are using this opportunity to modernise while maintaining cost control. The digital infrastructure underpinning Ritchie Bros.’ European success is also being replicated regionally. Online auctions and real-time bidding systems now allow Middle Eastern buyers to participate directly in global sales, reducing friction and improving transparency. CMME’s organisation of the Access and Handling Confex 2025 and Heavy Equipment Connect events has already shown a clear shift toward digital procurement and equipment-as-a-service models across the region further linking Middle Eastern buyers to international used equipment ecosystems. What’s to come? With compact and construction machinery leading the charge, and digital sales channels enhancing liquidity, Europe’s used equipment market appears wellpositioned for 2026. As the report succinctly concludes: “The European market has moved beyond recovery into a phase of reconfiguration… construction equipment leads this transition, compact machinery maintains strong momentum, and agriculture consolidates amid tighter conditions.” That transformation, one that is rooted in pragmatism, efficiency, and smarter fleet management, offers valuable lessons for machinery markets worldwide.
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LET PEOPLE BLOOM – AND INNOVATION WILL SPRING UP
ELSIE DE NYS, GLOBAL DIRECTOR OF BRAND AND CSR AT YANMAR CE, ON WHY DIFFERENCE – NOT SAMENESS – BUILDS STRONGER COMPANIES, CULTURES AND OUTCOMES
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n construction, engineering, and industrial sectors, innovation depends on diversity. But inclusive workplaces don’t just happen by default – they require focused action, cultural awareness, and consistent leadership. “Innovation comes from people seeing the world differently,” says Elsie De Nys, Global Director of Brand and CSR at Yanmar Compact Equipment (Yanmar CE). “You need a mix of experiences and
perspectives to solve complex challenges and keep pace with change.” Operating in 70 countries with a multilingual workforce, Yanmar CE draws on its Japanese heritage while advancing global progress including in Diversity and Inclusion (D&I). Elsie leads Yanmar CE’s Corporate Social Responsibility (CSR) efforts, structured around three ESG pillars: Environment, Social and Governance. At the heart of this is Hanasaka – a Japanese philosophy meaning ‘let the people bloom’. It’s
about creating environments where individuals feel empowered to realise their potential, and where difference is seen as a strength. “Inclusion breaks down when people feel pressure to conform,” says De Nys. “We want our teams confident in what makes them unique.” She offers a simple analogy: “Diversity is inviting people to the table. Inclusion is giving everyone a chance to speak. Equity is making sure each person feels safe and supported to raise their voice because not everyone starts from the same place.”
39 One small but powerful initiative is weekly ‘coffee chats’ – informal video calls between colleagues in different regions and roles. “It began with one colleague in Japan wanting to practise English,” says De Nys. “Now, it’s helping people connect across borders in a relaxed, human way. Brand and CSR, in sync What sets Yanmar CE apart is how brand and CSR work together, not as separate functions, but as one aligned approach. “When brand and CSR move in sync, our values show up in everything we do,” De Nys explains. “It builds stronger trust with employees, customers and stakeholders alike.” Running the two together turns social responsibility from a side activity into a core part of company identity, making the impact more meaningful and sustainable. This synergy helps the brand stand out in a crowded market by demonstrating a real commitment to purpose, not just profit. Group-wide commitment to sustainability Yanmar CE’s strong focus on D&I is part of a group-wide commitment led by Yanmar Holdings, Chief Sustainability Officer, Mariko Shirafuji: “The spirit of Hanasaka will guide us in making this future a reality,” she said in a recent message. “Across every business unit, teams are combining technologies and human insight to support prosperity for both nature and humanity.” Yanmar CE recognises that D&I develops differently around the world. In places like North America, inclusion is more established, and women often move into leadership roles more readily – though there is still significant ground to cover. In others, including Japan, change is happening more gradually. “You can’t copy and paste culture,” De Nys notes. “But you can equip every region to grow through mentoring, training, storytelling and shared platforms.” One example is Mentorise, a new global D&I mentoring programme connecting close to 30 mentor–mentee pairs across departments and regions, encouraging learning and visibility. The program is open to all employees across different departments and geographies. De Nys sees it as an example of Yanmar’s “Culture Hacks” – small, human actions that create meaningful change. “When individuals see leaders like them, it expands what feels possible,” she explains. “You don’t just imagine the future – you can see it.”
At the heart of Yanmar’s CSR effort is Hanasaka, a Japanese philosophy meaning ‘let the people bloom’. For the company, it is about creating environments where individuals feel empowered to realise their potential, says Elsie De Nys.
Building with You This inclusive mindset also extends to customers. A diverse internal culture helps Yanmar CE better understand and serve a global audience: “As a customer-centric business, we shape solutions around real needs and real voices; grounded in collaboration, empathy and understanding. And ultimately, our customers tell us how we’re doing: through trust, loyalty, and tools like Net Promoter Score.” While surveys and data show trends, De Nys believes inclusion is built through daily behaviours: “Who we listen to, who we promote, who feels safe to speak.”
A persistent gap, however, is the underrepresentation of women in technical and engineering roles. Too often, women are steered toward historically accepted paths like HR, comms or admin – while STEM (Science, Technology, Engineering, and Mathematics) roles remain out of reach. “We need them in every room,” De Nys urges. “Especially in engineering, where different perspectives can genuinely reshape the future.” Her message to industry leaders is clear: “Create space for people to grow. Make room for different voices at the table. And keep listening. Difference isn’t a risk – it’s where innovation begins.”
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