EME Outlook - issue 43

PACE ARCHITECTURE, ENGINEERING + PLANNING | MADA GYPSUM

w w w. e m e o u t l o o k m a g . c o m

Issue 43

CITY & COUNTY HEALTHCARE GROUP

Championing improved healthcare through digital transformation

SVEA SOLAR

Facilitating solar energy across Europe

ZAMPERLA S.p.A THE AMUSEMENT GROUP Supplying theme parks around the globe for decades, Zamperla S.p.A is the company blessed with the task of manufacturing happiness

Mikhail Potapov, CEO at Corum Group, discusses Ukraine’s mining sector and the constant pursuit of improvement

travel magazine I

n a changing world, where the travel industry must adapt to challenging global situations, our mission at Outlook Travel remains the same. We will continue to showcase some of the world’s most inspiring destinations, offering real insight and comprehensive travel guides for when global mobility resumes.

ISSUE 05

The major component of the publication takes the form of our Outlook Travel Guides, providing executives, avid travellers and our existing 575,000 international subscribers with the ultimate rundown of all the major economic drivers and thriving hubs across the world, with exclusive input from tourism industry associations and stakeholders – the people who know these places the best.

YOUR TRAVEL GUIDES TO

SEYCHELLES The Indian Ocean’s natural playground

PHILIPPINES Archipelago escapism in the Pacific

TRAVEL BUSINESS

You can join the vast numbers of tourism sector players enjoying the exposure we provide across our digital and print platforms with a range of options, from advertising through to free-of-charge editorials, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and increase exposure.

CANOPY STARS A passionate advocate for the symbiosis of tourism and sustainability, UK-based travel photographer Diana Jarvis goes Behind the Lens

THAILAND TRAVEL GUIDE

THAILAND

MALAYSIA TRAVEL GUIDE

This Southeast Asian country is a perennial favourite, thanks to an intoxicating combination of beautiful beaches, world-renowned cuisine and incredible temple complexes

M A L AYS I A

Writer: Dani Redd | Project Manager: Jordan Levey

K

nown as the ‘Land of Smiles’, Thailand is a friendly country that welcomed 38.27 million tourists to its shores last year.

There are plenty of reasons why this Southeast Asian destination is so popular.

For a start, there’s the beaches. In the south, Thailand’s two coastlines stretch for miles, populated by swathes of icing-sugar soft sand, the bays speckled with dramatic limestone formations. Thailand is also home to 1,430 islands, ranging from full moon party spots like Koh Pha Ngan to the more off the beaten track Similan Islands, a national marine park popular with scuba divers.

Then, there’s the food. Thailand’s noodles, stir fries and curries are beloved around the

world, characterised by the fragrant taste of lemongrass, kaffir lime leaves and tulsi. Every town is bursting at the seams with floating markets, street food stalls and high-end restaurants where you can try delicious local dishes.

Thailand’s rich spiritual heritage also attracts tourists. Golden temples and larger-than-life Buddha statues can be found across the country. Visitors can experience colourful religious festivals in the northeast of the country or explore the underground cave shrines in Kanchanaburi and Phetchaburi.

Despite Thailand’s popularity, it’s easy to find a quiet corner to relax, be it on a deserted island or an eco-retreat in the craggy mountains north of Chiang Mai.

Malaysia is a melting pot with a unique culture, a world-renowned food scene and a spectacular landscape of islands, ancient rainforest and mountains Writer: Dani Redd Project Manager: Joe Palliser

NAMIBIA TRAVEL GUIDE

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here are many reasons why Malaysia is a tourist favourite.

For a start, there’s the landscape. Imagine 878 islands, ringed with white sand beaches leading down to translucent waters. Vibrant coral reefs lie just offshore, home to a profusion of marine life. Inland are ancient rainforests, the shaded canopy seemingly impenetrable.

Take a guided walk to learn about this habitat’s astonishing biodiversity.

You might even catch sight of a tapir, or a silver-leafed monkey swimming through the jungle canopy.

Outdoor enthusiasts will also relish tackling some of region’s towering granite mountains or exploring the intricate networks of limestone caves.

Then, there’s the culture. Malaysia

is a melting point of Malay, Indian, Chinese and aboriginal groups (Orang Asli). There’s a packed calendar of religious festivals, including Wesak, or Buddha’s birthday, celebrated with processions of flowers and candles.

Cities such as Melaka and Georgetown boast fascinating heritage districts where you can experience this fascinating fusion for yourself. Make sure you take time out to try Malaysia’s delicious cuisine, which reflects its multicultural population.

Of course, Malaysia has a modern side too. It can be found in the SEYCHELLES malls, skyscrapers and fine dining TRAVEL restaurants in larger cities, such as the GUIDE capital Kuala Lumpur.

S E YC H E L L E S Most people visit this archipelago in the Indian Ocean for the beaches, but it has much more to offer than that Writer: Dani Redd | Project Manager: Jordan Levey

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escribing the Seychelles, it’s easy to veer into cliché. These picture-perfect islands are blessed with white sand beaches lapped by translucent water, fringed with palm trees and interesting rock formations. The dramatic sunsets, laidback atmosphere and a wide range of luxury accommodation make them a popular spot for honeymooners.

The Seychelles consists of 115 islands and some small islets, located

NAMIBIA Namibia is a country of rugged, otherworldly landscapes; a desert realm with a complex history and culturally diverse inhabitants Writer: Dani Redd | Project Manager: Joe Palliser

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amibia is known for its sparse, otherworldly landscapes. It gets its name from the Namib, the world’s oldest desert; a sparse, windswept region extending 1,900 kilometres down Africa’s Atlantic coast. The desert is characterised by its red dunes, which plunge down towards the ocean at Sandwich Harbour and Skeleton Coast. It’s also known for its white clay and salt pans, such as Deadvlei, where there are hundreds of ossified trees.

Another scenic spot in the desert is Moon Landscape, named after its eerie, pockmarked topography.

But sightseeing in Namibia isn’t just about deserts.

Inland you’ll find the green-gold grasslands of the Kalahari, and rugged mountains such as the Brandberg, Spitzkoppe and Damaraland.

Tourists flock to Namibia to experience its remote corners. Hot air ballooning, sand boarding and offroad quad bike excursions are all popular activities.

When it comes to safaris, Namibia offers some unrivalled experiences – head to Etosha National Park to see big cats, elephants and black rhinos.

Namibia has a fascinating history. It was inhabited as early as 25,000 BC, with tribes such as Ovambo and Herero gradually migrating into the country. In the “Scramble for Africa” Namibia became a German colony, known as German South West Africa, in 1884. After over a century of bloody battles, Namibia finally gained independence in 1990. These days it’s a country rich in historical attractions and cultural diversity; a country with plenty of stories to tell.

www.outlooktravelmag.com

in the Indian Ocean at a crossroads between Asia and Africa. Most of the action is concentrated around the three major islands: Mahé, La Digue and Praslin. Mahé is the largest and most populous; home to the capital, Victoria, and transport hub to the rest of the islands. La Digue is renowned for having some of the best beaches in the archipelago. Praslin, meanwhile, is home to the idyllic Vallée de Mai nature reserve.

But there’s more to the Seychelles

than just the beaches. Trek through the granite mountains and lush rainforests of the Morne Seychellois National Park. Try some of the island’s traditional Creole dishes at a local restaurant. Or if you’re a nature lover, head to Bird Island to observe its population of fairy terns and common noddies, as well as the giant Aldabra tortoises endemic to the archipelago. You’ll be bowled over by what the Seychelles has to offer.

WELCOME

Exponential Growth

EDITORIAL Senior Editor: Sean Galea-Pace sean.galea-pace@outlookpublishing.com Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Phoebe Harper phoebe.harper@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com

With a mission of being built to last, Zamperla S.p.A places innovation at the fore of its strategy.

Senior Designer: Devon Collins devon.collins@outlookpublishing.com

In our cover feature with Antonio Zamperla, CEO

Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com

of the company, we take a dive into what sets the

Production Assistant: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Dan Nash dan.nash@outlookpublishing.com BUSINESS Chief Executive Officer: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com SALES MANAGERS Sales & Partnerships Manager: Donovan Smith donovan.smith@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS Matthew Taylor matthew.taylor@outlookpublishing.com Nicholas Kernan nicholas.kernan@outlookpublishing.com Sam Love sam.love@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Eleanor Bennett eleanor.bennett@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT EME Outlook 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 654 SUBSCRIPTIONS Tel: +44 (0) 1603 363 654 sean.galea-pace@outlookpublishing.com www.emeoutlookmag.com

theme park manufacturer apart from competitors and reflect on its past.

“Zamperla has come a long way since my grandfather,” he tells us. “We have envisioned new ideas, expanded around the globe and have offices across the continents – we have grown from local to international, and yet we operate with the values of a local company because we think, act and breathe the same as our customers.”

Elsewhere in the magazine, we speak with Ahmed Soliman, Director of Operations at Pace Architecture, Engineering + Planning, to find out more about design-led excellence at the organisation. “We benchmark our work against the highest of industry standards and have established a widely recognised reputation as an early adopter and an active leader in the region for the implementation and promotion of new design technologies,” Soliman explains.

And we also hear from Amanda Hamilton, Chief Information Officer at City & County Healthcare Group, to learn about improved healthcare through digital transformation. “It all starts with digital data capture,” she stresses. “You cannot expect to modernise healthcare if you are not capturing relevant data at the coal face and in the care delivery cycle, but data is only as good as the quality (and often timeliness) of its capture.”

Be sure to check out our interviews with the likes of Mada Gypsum, Corum Group, Dunlop Aircraft Tyres, SVEA Solar and more, all of which contain insights that you just won’t get anywhere else!

And before I sign off, it is with sadness that I announce this to be my final edition as Senior Editor of Outlook Publishing. It has been a pleasure to interview industry leaders across the globe and tell their stories over the past year, but I leave behind a first-class production department driven to continuing to deliver exceptional features across our portfolio of publications.

Enjoy the issue!

Like us on Facebook: facebook.com/emeoutlook Follow us on Twitter: @eme_outlook

Sean Galea-Pace Senior Editor, Outlook Publishing EME Outlook issue 43 | 3

CONTENTS

14

12

8 REGULARS

6 NEWS

INDUSTRY SPOTLIGHT

Around Europe and the Middle East in seven stories

18 The Automotive Association Middle East & North Africa (AMENA)

8 EXPERT EYE Building resilience into supply chain in a challenging and transformative world

BUSINESS INSIGHTS

18

10 SPORT Kia Oval A review of international cricket at the Kia Oval

12 SPORT 2021 British Grand Prix

4 | EME Outlook issue 43

EVENT FOCUS

168 Oil and Gas Automation & Digitalization Conference Bringing the entire oil and gas industry together through digital transformation practices

170 MEICA

Unpacking the events of the 2021 British Grand Prix

The second annual Middle East Instrumentation Control and Automation Conference and Showcase

TOPICAL FOCUS

172 ROTIC

14 SUPPLY CHAIN Navigating the supply chain ‘pingdemic’

The fourth annual Middle East Rotating Machinery Technology and Innovation Conference and Showcase

Inside the challenges of the pingdemic

10

The association greasing the wheels of the automotive sector across the Middle East and North Africa

174 THE FINAL WORD If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

EME OUTLOOK MAGAZINE

F E AT U R E S

28 SHOWCASING LEADING COMPANIES

ENERGY & UTILITIES

Tell us your story and we’ll tell the world

120 HoSt Bioenergy Biowaste to Bioenergy

MANUFACTURING

Transforming waste into energy and valuable end-products

30 Zamperla S.p.A Amusement Built to Last Manufacturing quality amusement rides for international customers

56 56 Inflite Engineering Overcoming Disruption A leading supplier to the aviation industry

62 Ontic Unwavering Commitment to Safety The experts in keeping aircraft flying safely for longer

30 40 Mada Gypsum Winning the Race in KSA The leading manufacturer of drywall products in the Kingdom of Saudi Arabia

48 Dunlop Aircraft Tyres Evolutionary Aircraft Tyres

Facilitating solar energy across Europe

MINING

140 Corum Group A Legacy of Innovation An historic mainstay within Ukrainian mining and manufacturing

140

CONSTRUCTION

82 Pace Architecture Engineering + Planning Keeping Pace with Transformation The multidisciplinary consultancy firm delivering a quality-focused approach to design and project delivery

96 Bog’Art Group Building Romania Green construction across Romania

The leader in aircraft tyres

HEALTHCARE

106 City & County Healthcare Group Taking Healthcare Digital Championing improved healthcare through digital transformation

48

130 SVEA Solar Tomorrow’s Energy Company

106

148 Boart Longyear Bouncing Back Better Overcoming disruption to become a leading provider of drilling services, products and exploration technology in mining

AEROSPACE

162 ROMAERO Transformative Aviation Romania’s largest state-owned aerospace and defence company

162 EME Outlook issue 43 | 5

NEWS Around Europe & the Middle East in seven stories…

TECHNOLOGY

WhatsApp fined €225 million

S U S TA I N A B I L I T Y

UN TO BAN LEADED PETROL OVE R the past few weeks, the United Nations Environment Programme (UNEP) officially announced an end to the production of leaded petrol. This progressive achievement follows the last refinery in the world, based in Algeria, ceasing the use of the toxic additive.

Leaded petrol is known to cause multiple issues to both the environment and people. This includes ecosystem degradation, urban air pollution and the consequential severe health issues for people from long-term exposure.

Because of this, leaded fuels have been gradually phased out in many

TRANSPORT

Finland dwells on partial e-scooter ban FO L LOWING the rising number of e-scooter related accidents and injuries, doctors in the Finnish capital of Helsinki are calling for a ban on the common rental mode of transport.

The involvement of e-scooters in alcohol-related accidents, those that range from broken ankles to cracked ribs and even severe head injuries, 6 | EME Outlook issue 43

areas of Europe and around the globe.

On August 30, 2021, key stakeholders from the United Nations (UN), UNEP, and other major organisations convened and shared the news that petrol had officially become lead-free.

This progressive announcement is expected to reduce negative impacts to the environment and prevent over one-million premature deaths a year, ranging from heart disease to cancer, while representing the necessary global action towards the issues stemming from climate change.

have resulted in a higher level of admissions to hospitals that could be prevented.

Finland’s e-scooters are operated by the three companies Tier, Voi and Lime, each of which have ensured a speed limit of 15 kilometres per hour seven days a week.

Moving forward, e-scooters in Helsinki may also be temporarily banned at weekends with the three operators looking at ways to make the form of transport temporarily

W H ATSA P P Ireland has been fined €225 million by the country’s Data Protection Commission (DPC) after failing to provide the required data protection information to its users.

This is the largest fine issued in the history of the DPC, and the second largest issued to a company under EU data protection laws.

According to the DPC, there were multiple factors towards the fine which linked to whether WhatsApp conformed to EU transparency data rules in 2018, including information provided to data subjects about the processing of information between WhatsApp and other Facebook companies. The Irish regulator imposed a reprimand as well as the request for WhatsApp to comply with the order by taking a range of remedial actions to bring the company’s policies in line with strict EU regulations.

Despite this, WhatsApp has stated that the fine was “entirely disproportionate” and plans to appeal.

unavailable in the next few weeks.

In order to combat the issue of alcohol-related injuries, Tier, Voi and Lime are also to move e-scooters away from nightlife areas, with Helsinki doctors further demanding an e-scooter ban during night-times on weekends.

This consideration aligns with similar actions taken from e-scooter function and use across the Nordics, such as recent regulations implemented in Oslo, Norway.

ECONOMY

Saudi Arabia reveals carbon credits plan SAUDI Arabia plans to fight climate change through a recently revealed carbon credits plan. The Kingdom’s Public Investment Fund (PIF), in collaboration with the Saudi Tadawul Group, announced the formation of the Riyadh Voluntary Exchange Platform that is aimed to offset carbon credits in the Middle East as well as North Africa.

This voluntary exchange platform will act as a primary initiative for

S U S TA I N A B I L I T Y

companies and organisations that are targeting to reduce their emissions through trading carbon equivalent credit certificates. According to the Saudi Press Agency (SPA), the initiative is part of plans to promote the reduction of climate change effects and help towards the Paris Agreement goals.

The plan has been introduced alongside other green initiatives such as Saudi Arabia’s announcement that it will work with regional neighbours to plant a total of 50 billion trees across the Middle East as part of a major strategy to combat climate change.

TRANSPORT

11,000 EV charging stations to be installed in Brussels BY 2035, 11,000 electric vehicle (EV) charging stations are aimed to be installed in the Belgian city of Brussels.

Following the recent target set by the European Commission targeting banning the sale of petrol and diesel cars by 2035, Brussels prepares to join many in the transition towards EV facilitation and usage.

Currently an internal combustion engine car is cheaper than the newer 100 percent electrical models,

averaging 20 to 30 percent less in cost overall in the market, yet there are several advantages to EV cars.

These include a tax advantage, purchase bonuses, less maintenance, and a longer service life.

In order to aid this transition and make it both simple and successful, Brussels is reliant on the deployment of such electrical charging stations. France, Germany and the Netherlands are presently among those best equipped in Europe with regards to infrastructure, and Belgium is aiming to raise itself to be a leader in the electrical charging infrastructure space.

Amazon to offer staff £50 for working on time R E TA I L giant Amazon is offering its UK-based permanent employees a £50 weekly reward at multiple locations. This bonus is being granted to staff who have a 100 percent attendance rate and is aimed to entice workers in order to help cope with the summer and Christmas demands the company is and will be facing.

The reward for a complete attendance rate excludes time off taken due to sickness related to disability or COVID-19. Amazon warehouses in Durham and Gateshead and two of the multiple locations are included in the attendance reward.

TECHNOLOGY

Twitter launches ‘safety mode’ to prevent negative engagement S O C I A L media giant Twitter is to launch a ‘safety mode’ feature that will enable members to block accounts for up to a week for the use of harmful language or uninvited replies.

In the past, the social media platform has taken several steps to prevent and address harassment on the site. This new feature will be an automated response that will start as soon as a user turns on the safety mode, at which point Twitter’s systems will check tweet content and assess negative engagement between the authoring accounts and those that reply.

EME Outlook issue 43 | 7

EXPERT EYE

SUPPLY CHAIN RESILIENCE ARE YOU RISK READY? Sue Williams, supply chain specialist and Managing Director of Hexagon Consultants, gives her expert view on how to build resilience into your supply chain in our challenging, changing world Written by: Sue Williams, supply chain specialist and Managing Director of Hexagon Consultants

T

he past year has highlighted the importance of organisational resilience – the ability to respond and recover in the face of challenge.

As a supply chain specialist, this is familiar territory to me. Through my 25 years’ experience of delivering performance improvement at organisations such as Dyson, BAE Systems, Jaguar Land Rover and, most recently, leading the supply chain assurance and planning teams for the Vaccine Taskforce, I have become acutely aware that resilience is essential for a healthy supply chain.

We may be emerging from the COVID-19 crisis, but markets remain uncertain. Supply chains in particular face considerable volatility, with demand behaviour changing, increased competition and costs, and shorter, more complex product lifecycles. Trends such as elastic logistics, new technologies, reshoring and circular supply chains are driving changes to operating models.

Against this backdrop, how can organisations go about improving the resilience of their supply chain?

logistics or IT, focus on it from end to end. Is your full supply chain capability aligned to your organisation’s strategic objectives? How are the links in the chain interdependent?

A supply chain consists of multiple interdependent elements, from sub-tiers and tier 1 suppliers, through manufacturing, and on to distributors, retailers and finally customers. This creates a house of cards effect: a problem with a sub-tier supplier on the other side of the world can be enough to bring the whole thing tumbling down and stop your production flow.

Given this complex context, it is essential to take a positive, proactive approach to building a resilient supply chain.

Chain reactions As a starting point, rather than focusing on discrete aspects of your supply chain such as procurement, 8 | EME Outlook issue 43

Although issues will arise that are out of your control, there is

much you can do to protect yourself against them. The most resilient organisations acknowledge that risks are an inherent part of their supply chain, accept they can’t protect against everything, and take a pragmatic, practical approach to addressing vulnerabilities. What are the risks? How likely are they to create a problem? What is their potential impact? Do they need to be resolved immediately, or over time? Are there risks that can’t be fixed but need tracking?

Supply chain mapping The most effective way to answer these questions is through supply chain mapping. This involves creating a map of the key elements in your supply chain, identifying vulnerabilities and addressing them as appropriate.

Focusing on different categories of risk can be a helpful starting point.

SUPPLY CHAIN

As this shows, some risks have external drivers, while others have internal drivers (triggers that are specific to your supply chain).

Whether external or internal, it is important to accept that you cannot always predict or prevent these risks. The supply chain picture is extraordinarily dynamic; whether it’s trade disputes or financial instability of a supplier, the issues you face today are likely to be different to those creating complexity in six months’ time. Establish a constant review cycle that enables you to recognise risks early and assess their potential impact on your business.

Supply chain mapping can seem daunting if your business is large and complex. I advise organisations to do a top-level review of immediate vulnerabilities before drilling down into specific risks in more granular detail. For example, you might identify IT as a major vulnerability, recognise that your expensive ERP/MRP system is underused, and then carry out a detailed internal review of people capability, processes, equipment and facilities to assess the risk this creates.

What would be the repercussions if the system collapsed? What can you do to mitigate the risk? Do you have the infrastructure in place to adapt

quickly if the IT risk becomes an issue?

As already highlighted, your supply chain is only as resilient as its suppliers. Ask them to provide evidence of their own resilience planning and, if a supplier is particularly integral to your operations, carry out desktop assurance and map their supply chain as well as your own.

Knowledge is power My key message? Supply chain resilience is an essential part of business continuity planning and needs to become business as usual.

As well as identifying risks, your supply chain mapping exercise can identify productivity, efficiencies, improvements in service levels and opportunities to optimise inventory.

Don’t ignore it!

Think about how you can combine supply chain mapping with business improvement plans.

It doesn’t need to be a complicated, expensive exercise and will help you to identify opportunities, as well as vulnerabilities. Could you streamline processes? Could your supply chain design be tweaked to better meet the needs of your business? Could you improve the offshoring/onshoring supply balance?

None of us know the specific challenges that lie ahead for supply chains in the EME market. However, by increasing your understanding of your own supply chain and starting to mitigate the risks, you will be ready to respond and recover. When it comes to supply chain resilience, knowledge is power.

ABOUT THE EXPERT Sue Williams, Managing Director, Hexagon Consultants Limited Sue Williams is co-founder and Managing Director of Hexagon Consultants, an established consultancy made up of experienced industry leaders and operators.

Hexagon works across a range of sectors, with a focus on telecoms, media and utilities, manufacturing, retail, and e-commerce and business services. An accomplished supply chain specialist, Sue leads the implementation of supply chain solutions, identifying key drivers for change through structured data analysis and delivering long-term performance improvement that drives businesses forward. Most recently, Sue has led the Supply Chain Assurance and Planning and Scheduling teams for the Vaccine Taskforce, including supply chain mapping and risk assessment.

EME Outlook issue 43 | 9

KIA OVAL

INDIA’S VICTORY OVER ENGLAND AT HISTORIC GROUND O

f the many well-known cricketing venues across the globe, the Kia Oval stands amongst them as a unique international cricket ground based in Kennington, London, and has been the home of Surrey Country Cricket Club since 1845. The Kia Oval grounds have hosted many famous final days spanning its impressive 141 years of Test cricket, and every international star to have played the

10 | EME Outlook issue 43

From an England advantage to a dramatic India win, we take a look at the cricketing highlights during the recent series at the Kia Oval Writer: Marcus Kääpä

game has represented their nation under the famous and iconic nearby gasholder structures that neighbour the grounds.

Each year, the Kia Oval hosts an England Test match as well as a

white-ball international, and with matches having recently ended we can look back on the highlights that made this year’s event.

Kia Oval – England vs India Recently, the Kia Oval welcomed two giants of Test cricket – England and India. Some of the world’s greatest players battled it out at the historic venue; the location of the first ever Test match in England, in a series that

PHOTO BY TMX468 - OWN WORK, CC BY-SA 4.0

SPORT saw the likes of Joe Root, Ben Stokes and Stuart Broad take on Virat Kohli, Ajinkya Rahane and Ravi Ashwin, to the victory of India.

Joe Root, captain of the England team, stated in the aftermath that they “were not ruthless enough”, following a dramatic defeat by the visiting team.

England had a promising start during their second innings but were out for 210 in the fourth Test and lost the match by 157 runs.

The climactic India performance saw the team win despite being 127-7 at one stage on day one, finally conceding a first-innings deficit of 99, then establishing a lead of 213 with just four wickets in hand on the fourth day. England had spoken of the possibility of undertaking their highest successful chase in Test cricket, yet even on a pitch that was advantageous for batting, a draw would have been deemed creditable.

England were overwhelmed when Virat Kohli, India’s captain, sensed victory while being backed by increasingly ecstatic support from the sold-out crowd. England, and their captain Joe Root, had well and truly lost the initiative after winning the toss and deciding to bat first on a flattish Oval pitch.

On the other side it proved to be India’s time to shine. The visiting team led the series even though they omitted notable off-spinner Ravichandran Ashwin throughout. At 131-2, England needed just one more good session to wing the momentum back in their favour as they lost six wickets for 62 runs. Of India’s performance Jasprit Bumrah was a centrepiece.

Bumrah’s reverse-swing with the old ball at pace exposed Ollie Pope’s defensive push, followed by another; an inswinging yorker that Jonny Bairstow could not contend with.

Pope’s wicket represented Bumrah’s 100th in this, his 24th international

“‘We knew our bowlers can be lethal with reverse swing. It was an unbelievable spell. It was a huge effort in the last innings of the Test match. As soon as it started reversing Jasprit just said, ‘give me the ball’, and he changed the game’”

match, and as a result makes him the fastest India seamer to reach such an achievement.

Joe Root followed up saying that: “We should have got something out of this Test match, but it was a brilliant spell of bowling by Bumrah that really turned the game. You’ve got to be realistic about things and understand that it was world-class bowling.”

India’s Virat Kohli stated regarding Bumrah: “We knew our bowlers can be lethal with reverse swing. It was an unbelievable spell. It was a huge effort in the last innings of the Test match.

As soon as it started reversing Jasprit just said, ‘give me the ball’, and he changed the game.”

Even though England managed to make a few runs early on they came up short when it came to innings of the fourth contest in the series.

Bumrah’s spell of bowling, among other feats from India, spelt the downfall of England in the series.

Looking further ahead, 2022 is set to be an exciting summer with action at the Kia Oval including both India and South Africa set to make an appearance.

Cricket dates back centuries From its origins in Medieval England, it is easy to conjure to mind the image of cricket being played amongst sheep grazing in rural pastures, and in fact the reality may not have been far from this.

The sport differs from its bat-and-ball counterparts (tennis, golf, squash and hockey to name a few) by its inclusion of a solid target structure, the wicket, that is thought to refer to the wicket gate through which sheep were herded.

At a later date, cricket made its way abroad with the expansion of the British Empire, where it became the national sport of many countries internationally.

Today, India is one among many of those famed for their cricketing prowess, alongside England, each of which deem the sport as an ingrained part of national heritage.

EME Outlook issue 43 | 11

2021 BRITISH GRAND PRIX

HAMILTON

VICTORIOUS

ON HOME SOIL AGAIN

After a truly spectacular 2021 British Grand Prix that lived up to the billing, we reflect on Lewis Hamilton’s record eighth win in the race Writer: Sean Galea-Pace

C

aptivating, gripping and unscripted sporting drama.

That was the only way to describe July’s British Grand Prix.

Mercedes’ Lewis Hamilton pulled victory from the jaws of defeat to get the better of Charles Leclerc just two laps from the finish line.

However, Hamilton’s win was steeped in controversy following an opening lap collision with Red Bull’s Max Verstappen. After a 15-minute delay, Hamilton was given a 10-second time penalty for his part in the crash, yet, his world championship rival was unable to continue after his car ended up colliding with a barrier.

After the race resumed, Leclerc took control of the race but struggled

with power unit issues which ultimately allowed Hamilton to catch up. With 10 laps remaining, teammate Valtteri Bottas followed team orders to let Hamilton through which paved the way for the British racer to pass Leclerc with two laps remaining.

With 140,000 fans gathered at Silverstone, the excitement was building across the weekend for the return of UK Formula One (F1) racing for the first time in two years. The day before saw the first ever Sprint race in F1 history as Max Verstappen snatched pole position after Hamilton had claimed position one in Friday qualifying.

www.mercedesamgf1.com/marsF1/

SPORT

INTRODUCING THE F1 SPRINT The British Grand Prix was the first of three races in 2021 that trialled a new format, with qualifying moving to Friday evening ahead of a F1 Sprint, which is another short qualifying race, on Saturday afternoon ahead of the race itself.

Ultimately, the new format was seen as a success and Friday qualifying meant entertaining TV to begin the weekend action, while Saturday’s Sprint removed tyre strategy and provided the opportunity to compete for positions.

While the anticipation reached fever pitch in the stands, it transcended onto the grid as Hamilton and Verstappen were neck and neck throughout the first few corners of the opening lap. Then, there was pandemonium. At the Copse corner, Hamilton collided with Verstappen and sent the Dutchman flying into the tyre wall at high speed. Subsequently, the red flags were raised, and the race was paused – fortunately, Verstappen emerged without serious injury but did later travel to hospital.

Following the collision, an investigation to determine what happened began. Christian Horner, Principal of Red Bull Racing, made it clear he felt Hamilton was at fault for the crash. “Lewis is a seven-time world champion, he shouldn’t be making manoeuvres like that. It’s unacceptable.

“I hope Lewis is very happy with himself. He stuck a wheel up the inside in a corner – you just don’t do that. You don’t stick a wheel up the inside at Copse, in that corner, in those circumstances.

“He was nowhere near ahead, it was contact, left front to right rear, and the

www.mercedesamgf1.com/marsF1/

speed they’re travelling, it’s one of the fastest corners in the championship.”

Despite Horner’s protests, Hamilton was given a 10-second time penalty which he would later serve in a pit stop. On the 32nd lap, Hamilton moved into P3 as he overtook Lando Norris in style. After 35 of the 52 laps, Hamilton had just teammate Bottas and Leclerc to pass. On the 40th lap, Hamilton was just one second behind Bottas when Mercedes decided to invert the drivers in a bid to catch Leclerc.

Now in second place, all that remained was to take Leclerc. With nine laps left to race, Hamilton sat six seconds behind the Ferrari. As the laps ticked by, Hamilton became

increasingly prominent in Leclerc’s wing mirror. With six laps left, Hamilton asked his team: “Can I catch him?” This led to the memorable moment of: “Yes you can, mate!” from Hamilton’s senior race engineer Peter Bonnington.

And catch him, he did! On the 51st lap, Hamilton took the lead up the inside of Copse corner, the same stretch where Hamilton and Verstappen had collided in the first lap, as Leclerc backed out and ran wide to allow the Englishman through and send the home crowd wild. In the end, Hamilton was made to work hard but emerged victorious to win the British Grand Prix for a record eighth time. A legend of the sport.

BRITISH GRAND PRIX - 2021 DATE: Sunday 18th July, 2021 VENUE: Silverstone, UK DISTANCE: 52 laps (190 miles) ATTENDANCE: 140,000 WINNER: Lewis Hamilton, Mercedes SECOND: Charles Leclerc, Ferrari THIRD: Valtteri Bottas, Mercedes www.mercedesamgf1.com/marsF1/

FASTEST LAP: Sergio Perez, Red Bull

EME Outlook issue 43 | 13

TOPICAL FOCUS

NAVIGATING THE SUPPLY CHAIN ‘PINGDEMIC’

Fraser Ironside, Director Business Consulting at Kinaxis, reflects on the challenges of the COVID-19 pandemic and the disruption caused by the ping of the NHS Covid app Writer: Fraser Ironside, Director Business Consulting at Kinaxis

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t its height, the “pingdemic” caused significant disruption to UK supply chains as hundreds of thousands of employees self-isolated after being pinged by the NHS Covid app. Although its effects have been reduced by changes to policy and public health guidelines, it severely disrupted retail, food preparation and distribution and continues to be a problem in hospitality.

14 | EME Outlook issue 43

The disruption it generated was held partially responsible for an unexpected downturn in retail activity during July and led to some criticism of the government by business leaders concerned about the ability of key sectors such as logistics to continue operating effectively, leading to empty shelves.

Although the pingdemic arose from the unique circumstances of the coronavirus, it was only the

latest in a continuum of disruptions to afflict UK supply chains. At times, these disruptions pile up close to one another to cause severe business aggravation. The pingdemic, for example, exacerbated HGV driver shortages that have existed in the UK since Brexit and the early days of the pandemic when many EU citizens with portable skills left the UK. Globally, we can see this in the way the pandemic has led to microchip

TECHNOLOGY shortages which have in turn reduced production of a wide array of goods including gaming consoles and vehicles. Even shipping containers are in short supply or in the wrong ports, which has significant effect on the ability of carriers to maintain transoceanic trade flows.

The fiasco of the container vessel blocking the Suez Canal earlier this year only added to the sense that businesses are engaged in constant crisis-management and firefighting rather than strategic planning.

Without the capabilities to increase their agility and build resilience into supply chains, many businesses bounce from one crisis to the next.

Yet as, is increasingly clear, crises are not the proverbial Black Swan events we like to imagine. Hurricanes, earthquakes, tsunamis and typhoons regularly afflict different parts of the world. Europe has experienced significant flooding, and wildfires frequently cause devastation across the globe. All these events are likely to become more common as a result of climate change. Political unrest regularly interrupts physical transport infrastructure, while trade friction, sanctions and sudden shifts in government policy add to the uncertainties of bear markets and crashes. Even in relatively placid times, a single interest rate decision by a central bank can have immediate consequences to which businesses must adapt.

All too often, businesses cannot respond swiftly and effectively because they lack the necessary supply chain transparency. Too much time is spent trying to work out what the latest disruption means on the ground, along with the priorities for communication. While every business wants to forecast demand as accurately as possible, successive disruptions have shown how extremely difficult this is.

The emphasis on forecasting can become a distraction from what is

more important – designing the supply chain for greater agility and resilience. When crises erupt, organisations need a sense-andrespond capability so they can react rapidly and adjust operations as necessary to produce the best possible outcome. This gives businesses the confidence to face the future without having the nearimpossible 99 percent accurate forecast.

Alongside this level of agility, organisations need to boost resilience by removing the potential single point of failure from supply chains, to dual or multiplesource suppliers or dispersed manufacturing or packing locations.

Relying on a single distribution centre has, for example, become more obviously risk-laden since March 2020. Resilience is also not limited to geographical or physical

diversity, it often requires more logistics partners to provide back up and alternatives when one route is blocked, a plant goes down or government embargoes suddenly bar companies from certain activities.

This may seem to add complexity and make the supply chain harder to manage and optimise in a disruption.

Yet if a business with an extended supply chain has the technology to create and test meaningful resolution scenarios, it has viable alternatives at its fingertips, enabling it to surmount all kinds of eventualities, however complicated. The full range of cost impacts, service impacts and outcomes will be visible across a range of choices. Tough decisions are necessary in crises and those who make them benefit from seeing how the consequences play out.

Organisations can quickly work out how to maximise revenue, margin and cashflow, the last of which takes on takes on greater significance during a crisis such as the pandemic, when many businesses feared for their own survival. Businesses should be able to see immediately how much margin they will make if they follow a particular course of action. Making the right decision when these variables are fluctuating is obviously more likely if leaders have access to scenarios founded on the right data from along their entire supply chain.

It’s not the case that organisations should dispense with forecasting, which remains a necessity. What a succession of largely unforeseen events, crashes and disruption has taught us, is that businesses need to plan agility and resilience into their supply chains, because forecasting alone will not see them through.

Starting from a position of resilience and having the ability to adapt quickly through data-driven scenarios will give them the best chance of optimising their responses so they emerge stronger and just as profitable from any disruption.

EME Outlook issue 43 | 15

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A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO at Macrocomm, discusses delivering a smarter tomorrow, today

Ooi Lean Hin, Managing Director at MTT Shipping, discusses his company’s competitive advantage in the dynamic Asia market

Mikhail Potapov, CEO at Corum Group, discusses Ukraine’s mining sector and the constant pursuit of improvement

MISHA LOBBAN-CLARKE, Executive Director of the Barbados Chamber of Commerce & Industry, discusses the current state of industry across the island

at Macrocomm, discusses delivering a smarter tomorrow, today A leader in Smart Solutions in Southern Africa, Sivi Moodley, CEO

company’s competitive advantage in the dynamic Asia market Ooi Lean Hin, Managing Director at MTT Shipping, discusses his

mining sector and the constant pursuit of improvement Mikhail Potapov, CEO at Corum Group, discusses Ukraine’s

Commerce & Industry, discusses the current state of industry across the island MISHA LOBBAN-CLARKE, Executive Director of the Barbados Chamber of

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Issue 04

INDUSTRY SPOTLIGHTS Welcome to our series of spotlights.

These reports dive into specific segments of economies across the region, featuring exclusive insight from associations and organisations in the know.

The Automotive Association of Middle East & North Africa (AMENA)

INDUSTRY SPOTLIGHT

MENA AUTOMOTIVE SPOTLIGHT Dissecting the automotive industry across the Middle East and Northern Africa, as it seeks to recover from the pitfalls of the COVID-19 pandemic and is fuelled by investment and innovation Writer: Phoebe Harper | Project Manager: Matt Cole-Wilkin

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growing industry composed of a network of manufacturers, importers, suppliers, professionals and consumers; MENA’s auto industry is in a state of flux. At present, the sector is defined by the tailwinds of a movement towards Autonomous, Connected, Electric and Shared Mobility vehicles (ACES), as the market continues to redefine itself in times of transition.

Accompanying the drive for innovation, simultaneously, the sector is faced with navigating the aftermath of the pandemic which has triggered sector-wide disruption. As an industry defined by the traditional concept of the ‘handshake deal’, as with all consumer-facing industries that cannot rapidly respond to an online transition, automotive vendors continue to weather a significant slump in sales, fed by a weakened demand for transport corresponding with restrictions on global mobility.

According to Arab News, in Saudi Arabia

18 | EME Outlook issue 43

– previously recognised as the world’s fastest growing motor industry between 2010-2015 – new car sales fell by 60 percent during 2020 with a severe impact on the aftermarket as average spend per vehicle dropped by 25 percent. Indeed, across the MENA automotive market in general, third quarter sales across 2020 fell by 29.6 percent – despite every country recording a double-digit decline, Egypt alone reported positive growth. The general trend in market decline has been identified as a direct result of COVID-19’s impact on the economy.

Within the region, the oil-rich country of the UAE has become notable for importing high-end sports vehicles, with an outlook to establish itself as a manufacturing hub for luxury sports cars over the coming decades. This falls within the greater aims of the Gulf Cooperation Council (GCC) region towards economic diversification. As such, this is a market poised for significant growth with Saudi Arabia and

AUTOMOTIVE ASSOCIATION MIDDLE EAST & NORTH AFRICA

evidenced by success in the US auto markets. This is reflective of the innovative transformations that have been born from the pandemic.

In the face of such dynamic changes and shifts in consumer behaviour, the need is born for a unifying voice to consolidate and advocate for the many various players and stakeholders within the automotive sector.

MENA AUTOMOTIVE INDUSTRY – KEY STATISTICS • Toyota is the leading automotive brand across Saudi Arabia and UAE. • Two million commercial and passenger vehicles sold across MENA region in 2019.

• Value of Saudi Arabia’s automotive aftermarket investment - $17 million.

• Annual vehicle sales in the UAE – 235,000.

INTRODUCTION

the UAE representing the major drivers. The growth potential here is significant particularly with the advent of electric vehicles (EVs).

Indeed, Saudi Arabia is a promisingly dynamic region within the sector, particularly with the recent addition of female consumers directly increasing the number of passenger vehicle sales and transforming the industry since Crown Prince Mohammed bin Salman lifted the ban on women drivers in 2018.

Turning to North Africa, Morocco’s auto industry has flourished to become the kingdom’s top exporter, representing over 24.4 percent of the country’s major exports. This is another area tipped for growth, as fertile ground for foreign automakers to open manufacturing plants. Looking to Egypt, the industry is still in recovery mode and is the recipient of significant government-led funding and support in an effort to revive the sector. Indicative of the intention to boost the country’s domestic production capacity, Mercedes-Benz announced plans to the Egyptian market with the construction of a new vehicle assembly plant following a statement in 2019.

Gradually, a burgeoning inclination towards digitalisation has begun to emerge, with MENA retailers exploring the potential of virtual showrooms and even the possibility of online car sales, as

EME Outlook issue 43 | 19

Audi has recently announced the bold move towards full electric models from 2026 onwards – can you tell us more about that and how you think this will affect the future of mobility?

latest. It really is a massive turning point and we are very excited to see what comes next.

Audi is ready to make a decisive and powerful move into the electric age which is why we are transitioning our product range to electric in all of our core segments more systematically than any other established carmaker. As a brand, we have made a bold commitment that all new Audi models introduced from 2026 onwards to the global market will be all-electric.

At Audi, we believe in success through technology and innovation which is why this push from our headquarters in Ingolstadt is so important. We are continuously improving and innovating and with each electric model that carries the Audi badge, we aim to take another crucial step towards redefining mobility and building a sustainable future for future generations like we have done in the past.

The impact of this move will be tremendous and marks the shift to a new era in the automotive industry as we know it and we aim to lead this charge. We hope that other manufacturers will follow suit as we aim to achieve net-zero emissions by 2050 at the

What do you think puts Audi at the front of the pack when it comes to electric mobility?

The introduction of the e-tron GT marks a significant milestone for Audi and we are thrilled that the Middle East is among the first territories to make it available for our discerning customer base. This

vehicle is a 21st century reinterpretation of the classic Gran Tourismo and brings the best in sportiness and power to the electric segment, cementing the e-tron’s position as a definite leader in premium electric mobility, as shown in other markets globally over the past few years.

What do you think sets the Audi e-tron GT apart from other electric vehicles on the market?

The Audi e-tron GT is the most powerful production vehicle Audi has ever created – and its electric! This vehicle is not your average EV model; it’s a supercar in its own right and that really sets it apart from the rest. With this model, we are making the bold statement that luxury and sustainability do go hand in hand, and you don’t ever have to compromise on style, elegance or driving enjoyment when you go electric with the e-tron GT.

Can you tell us more about the technical features of the e-tron GT? Yes, of course. The four-door coupe reinterprets the traditional Gran Turismo concept – its design is expressive, and its technology is truly revolutionary. Two powerful electric motors – one on the front axle, the other on the rear axle combined with the famous quattro permanent allwheel drive, create a driving experience unlike any other.

The e-tron GT delivers 530hp while the RS version delivers 646hp in boost mode. The RS e-tron GT can sprint from 0 to 100 km/h in 3.3 seconds and reach a top speed of 250 km/h. Now that is power!

Its chassis includes features such as adaptive three-chamber air suspension and an electronic differential lock on the rear axle. Matrix LED headlights with Audi laser light come as standard while a number

of options are available, including up to 21-inch wheels and all-wheel steering.

Of course a sporty driving experience is incomplete without the emotional sound of an engine – so it is definitely an added bonus that this car also sounds exactly like a GT should. The specially developed e-tron sport sound creates a fitting acoustic backdrop for this technological masterpiece. Combined with its stunning GT proportions and emotional design, this car is definitely a showstopper in every way.

How do you see the future for the Audi brand in the electric sphere regionally?

More than 80 percent of the models in Audi’s range are currently available with an all-electric or electrified drive system including plug-in hybrid drives (PHEV) and mild hybrid systems (MHEV). Because of this I see Audi continuing to be a leader

and above all an innovator in this space and this will naturally filter through to emerging markets like our own where we see an incredible appetite for innovation and growth.

One hot topic for us is infrastructure, which of course is an important pre-requisite for electrification. On a regional level, we are currently working on our own initiatives when it comes to development of high performance charging stations in addition to working closely with our market partners around infrastructure preparedness for the future in their respective markets.

Carsten Bender, Managing Director, Audi Middle East

EME Outlook issue 43 | 21

Ideas start the future.

The Incredible, fully-electric e-tron GT from Audi has arrived, ready to electrify the Middle East.

In the flurry of electric car launches taking place in the region, the e-tron GT is the one which stands out. Not only is it fully electric, but it’s also a bona-fide supercar by all measures, and its highly anticipated arrival in the region has not disappointed.

“With the launch of the e-tron GT, Audi has continued to blaze the trail into the emotional, extremely exciting future of electric mobility. It’s a Gran Tourismo, in the true sense of the word. We are making the bold statement that luxury and sustainability do go hand in hand, and you don’t ever have to compromise on style, elegance or driving enjoyment when you go electric with the e-tron GT.” says Elmir Arnautovic, head of communications for Audi in the Middle East.

A new era of Gran Turismo: Powerful and Luxurious.

The striking, emotive design of the e-tron GT speaks loudly – The four-door coupé reinterprets the classic idea of the gran turismo: Its design is exciting and its technology underpinnings just as exhilarating.

Two powerful electric motors provide dynamic driving performance and confident electric all-wheel drive. Beautiful lines, expressive design and impeccable curves define this incredible model – one that is dynamic and fascinating but oozes luxury and opulence.

Not only that, but the e-tron GT is also the most powerful production model that Audi has produced yet! With 646 hp and 0-100 km/h time of 3.3s from standstill, (in boost mode within its RS guise), it means the e-tron GT easily outperforms its more

established combustion engine siblings while still aiming to fulfill the sustainable standards of the future.

It’s all in the detail.

Passion for detail, maximum precision, and top quality are all hallmarks of the Audi brand. The new Audi e-tron GT reflects all the passion with which Audi develops and builds cars. For the production of this electrically powered Gran Turismo the company uses customized new technologies in its factory process – however, the finishing touches are done by hand. As one would expect from a premium, bespoke product such as this one.

And since the dynamic work of art must also sound good, Audi has composed a unique sound for the e-tron GT- one that is powerful and progressive, emanating from speakers integrated within the vehicle’s architecture, and changing as its driving behavior changes. Another automotive first – just as expected from the brand with the four rings.

Efficiently sporty.

This supercar has a range of 488 km and 472 km for the RS version and takes only 22.5 min to charge from 5% to 80% using any currently available high power charger meaning you can get over 100 km of range with just 5 minutes of charging.

Already ahead of its time, the e-tron GT can accommodate all currently available charging infrastructure, and is future ready too, with its battery design able to accept up to 270kW charging inputs, ready for the inevitable and ever-changing infrastructure developments within our cities.

The Audi e-tron is the world’s best-selling premium electric car With the launch of the e-tron GT, Audi is continuing its transformation into a leader of sustainable premium mobility. In 2020, the brand with the four rings was by far the largest manufacturer of electric vehicles among Germany’s three premium brands.

The extremely successful Audi e-tron models recorded year-over-year growth of 79.5 percent last year, with 47,324 units delivered to customers.

More than 80 percent of the models in Audi’s range are currently available with an all-electric or electrified drive system, and the carmaker’s electric vehicle offensive continues to pick up steam, with Audi increasing the number of all-electric models in its range from three to seven this year.

Looking ahead, the company has vowed to introduce only electric models from 2026 onwards cementing its commitment to sustainable mobility and a future focused on electrification.

In the Middle East, Audi is also investing in several initiatives focusing on the development of high performance charging infrastructure in order to contribute to EV readiness in the region.

The e-tron GT is currently available for purchase in Dubai, Abu Dhabi and Qatar with models becoming available across more markets in the region within the next 12 months.

Visit audi-me.com for more information or inquire with your local dealer.

EME Outlook issue 43 | 23

INDUSTRY SPOTLIGHT

Interview: The Automotive Association of Middle East & North Africa (AMENA)

INTERVIEW

Spanning the crucial divide between manufacturers, dealers, partners and professionals, AMENA have been the organisation to unify the automotive industry across the MENA region since 2018. Founder and Chairman Alan Whaley explores raising industry standards and driving innovation through thought leadership and knowledge sharing

Alan Whaley Founder and Chairman, AMENA

EME Outlook (EO): Can you talk us through the origins of AMENA; how it came about, and its initial vision?

Alan Whaley (AW), founder and Chairman: After working in the automotive industry in the MENA regions for over 10 years, I realised there was no professional body for the original equipment manufacturers (OEMs), dealers/importers, Third Party suppliers and the people who work in the industry. This is unlike other parts of the world whereby either by country or continent, there is an organisation that helps and serves the industry.

I then canvassed opinion with various leaders and organisations for the need for such a body to exist and the response was overwhelming - hence AMENA was born.

24 | EME Outlook issue 43

The purpose of AMENA is to enable prosperity and success for manufacturers, dealers, partners, and professionals in the automotive industry in the region. The association delivers on this promise through insights and intelligence, collaboration, professional development, knowledge sharing, networking opportunities, and advocacy.

EO: Since inception, how has AMENA developed and progressed in terms of its key objectives and the messages it tries to get across?

AW: We have been involved in various projects and pressing issues that are facing the automotive industry, things like ‘Women in Automotive’ and that was our first event, we continue to support this cause with our partners across the region.

We are also involved in future mobility and how the industry is embracing itself for the new norm, the industry is going through its biggest infliction points since its inception over 150 years ago and the transformations are exclusively across the chain and the industry.

We also hosted the Innovation Zone 2020 for Automechanika Dubai (the largest international automotive aftermarket trade show in the Middle East).

AUTOMOTIVE ASSOCIATION MIDDLE EAST & NORTH AFRICA

EME Outlook issue 43 | 25

INDUSTRY SPOTLIGHT

AMENA – KEY EVENTS Women In Automotive As AMENA’s first event, the Women in Automotive Forum - first held in 2018 – continues to address the gender imbalance experienced in the automotive sector. The event showcases female luminaries and male allies in panel discussions and innovative spotlights in support of driving further gender diversity and female empowerment across the industry.

INTERVIEW

Innovation Zone 2020 As the Official Association Partner for Automechanika Dubai, AMENA hosted the Innovative Zone 2020 on behalf of the largest international automotive trade show in the Middle East. Both Whaley himself and MENA’s Paint and Bodyshop Expert, Graham Threlfall, delivered poignant seminars and keynotes covering pertinent industry topics, from drivers of disruption in the automotive aftermarket, to navigating transformations in the value chain.

EO: What do you find most exciting about working within MENA’s automotive market?

AW: We actively enable prosperity and success for manufacturers, dealers, partners, and professionals in the automotive industry across the region.

We deliver on this promise through insights and intelligence, collaboration, professional development, knowledge sharing, networking opportunities, and advocacy.

EO: On the flip side, what are its biggest challenges?

AW: Changing the old school thinking behind everything being normal and eventually will return to normal. It is the avoidance or resistant approach to change that we know will cost organisations and individuals dearly if they don’t adapt or respond to the ‘new normal’ in the wake of the COVID-19 pandemic.

26 | EME Outlook issue 43

EO: What trends are currently transforming the automotive industry, particularly across the Middle East? How are you responding to them?

AW: Customer expectations are changing rapidly both in terms of the way they buy and the way they give their loyalty, both of which involves re-engineering customer journey and touch points and digital transformation.

Some organisations are adapting well and are fairly advanced in their journey. Some unfortunately are way behind and just haven’t made the move yet. There are many but of course the main ones are ACES, but most importantly, customer behaviour and expectations.

EO: Have you got any projects in the pipeline that you wish to highlight?

AW: In our relentless efforts to serve the automotive industry, I am delighted to announce that we have created the first of its kind Automotive Academy to develop and equip the leaders of the automotive industry not only to survive but to lead and thrive during these VUCA (Volatile, Uncertain, Complex, Ambiguous) times.

AMENA Academy is partnering with Hult Ashridge Executive Education, an internationally recognised business school that has developed and inspired leaders across the globe for more than 50 years.

Their programmes are led by business leaders, not just academics, who understand the reality of business, not just the theory.

We would be delighted to get your readers’ valuable feedback as this will help shape the future of the automotive industry and how well we prepare our leaders, the link below is a short survey that will take three minutes. https://hultbusinessschool.eu.qualtrics.com/jfe/ form/SV_2ftImzlkQbMizL8

AUTOMOTIVE ASSOCIATION MIDDLE EAST & NORTH AFRICA

DID YOU KNOW? AMENA produce and launch the Autofocus Podcast – the first automotive industry podcast in the MENA region to feature discussions with executives, thought leaders, change makers and disruptors within the sector, and is hosted

by AMENA Chairman, Alan Whaley.

Listeners can expect to enjoy practical advice, industry-changing ideas and best practices covering innovative topics such as women in automotive, the science of innovation, and the future of mobility.

Listen to Autofocus now on Apple Podcasts, Soundcloud, or Spotify.

We have also started doing some documentaries to share best practices and highlight some success stories in the MENA region. These can be found on our website (https://www.amenaauto.org/2021/07/ al-masaood-automobiles/)

EO: How do you see the industry developing over the next five years?

AW: The automotive industry is going through its most significant transformation since its inception over 150 years ago. Learning from some of the most remarkable lessons history have taught us, a crisis is always followed by chaos. Chaos is the ultimate double-edged sword. Some companies lose their competitive edge, and others gain unfair advantages and dominate their arenas.

There are many trends but of course the main ones are ACES but most importantly, customer behaviour and expectations.

In our Auto Focus Podcast, we have interviewed some of the most interesting thought leaders in the region and they have all shared their views.

INTERVIEW

“I am delighted to announce that we have created the first of its kind Automotive Academy to develop and equip the leaders of the automotive industry”

Tel: +971 4 241 4726 office@amenaauto.org www.amenaauto.org EME Outlook issue 43 | 27

Tell us your story and we’ll tell the world.

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AMUSEMENT BUILT TO LAST

Issue 43

CITY & COUNTY HEALTHCARE GROUP

Supplying theme parks around the globe for decades, Zamperla spa stands as a manufacturing company blessed with the task of manufacturing happiness.

We speak with Antonio Zamperla, CEO of the company, to learn more

Championing improved healthcare through digital transformation

Writer: Marcus Kääpä Project Manager: Matthew Taylor

A

ntonio Zamperla S.p.A has always been the home of amusement.

Since its establishment in 1966 to the present day, Zamperla prides itself on manufacturing, producing, installing and maintaining its various amusement park rides in venues across the globe, and exists as a company synonymous with creative design as well as cutting edge technology.

With a focus on fun and thrills, Zamperla’s ability to innovate and entertain lies within its unique ability to bring an amusement venue to life – from early design concepts to finished products.

SVEA SOLAR

Facilitating solar energy across Europe

ZAMPERLA S.p.A THE AMUSEMENT GROUP Supplying theme parks around the globe for decades, Zamperla S.p.A is the company blessed with the task of manufacturing happiness

2 | EME Outlook issue 43

EME Outlook issue 43 | 3

Mikhail Potapov, CEO at Corum Group, discusses Ukraine’s mining sector and the constant pursuit of improvement

www.emeoutlookmag.com/work-with-us

Marketi ng Oppo rtunity

ZAMPERLA S.P.A

30 | EME Outlook issue 43

MANUFACTURING

AMUSEMENT BUILT TO LAST

Supplying theme parks around the globe for decades, Zamperla S.p.A stands as a manufacturing company blessed with the task of manufacturing happiness.

We speak with Antonio Zamperla, CEO of the company, to learn more Writer: Marcus Kääpä Project Manager: Matthew Taylor

A

ntonio Zamperla S.p.A (Zamperla) has always been the home of amusement.

Since its establishment in 1966 to the present day, Zamperla prides itself on manufacturing, producing, installing and maintaining its various amusement park rides in venues across the globe, and exists as a company synonymous with creative design as well as cutting edge technology.

With a focus on fun and thrills, Zamperla’s ability to innovate and entertain lies within its unique ability to bring an amusement venue to life – from early design concepts to finished products.

EME Outlook issue 43 | 31

ZAMPERLA S.P.A

Vesta Automation Srl is an Italian company specialized in the manufacturing of standard and custom pneumatic cylinders &valves.

It provides pneumatic solutions in over 60 markets worldwide, with 100+ official distributors and +35 million components manufactured since its foundation(1984).

“The company is turning 55 years old this year,” Antonio Zamperla, CEO of the company, says proudly.

“My grandfather Antonio founded Zamperla under his name – one that I share – and the position of leadership was passed to my father and then onto me.

“We are in the business of amusement; we manufacture and produce rides for clients and venues.

AT A GLANCE: ZAMPERLA PRODUCTS AND SERVICES • Family Rides • Major Rides • Kiddie Rides • Aqua Rides • Thrill Rides • Tower Rides • Used Rides • Roller Coasters

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“WE ARE IN THE BUSINESS OF AMUSEMENT” - ANTONIO ZAMPERLA, CEO, ZAMPERLA S.p.A But at the same time, we also manage amusement parks. In this way we are involved throughout the entire process, from manufacture to the installation, maintenance and decommissioning of rides. In this way we are a full-service company.”

On top of being business to business (B2B) based on its manufacturing side, Zamperla also works from business to customer (B2C) side to answer the demand of the market.

“I like to say that our company is ‘B2B2C’,” Antonio muses. “Working closely with and focusing on our customers we are able to receive feedback on our business and offerings, and because of this are able to push the boundaries and are driven to produce at least two new rides every single year. This collaboration with our customers provides us with insights into future demands and allow us to plan and market new ideas and new novelties.

The company is highly-valued for the quality of its products and the wide customization, that allows Vesta to design special solutions for a range of different industries. In particular: throughout the Amusement sector from the Railways to the Automotive, Pharma, Chemical & Welding.

Vesta started to work with Zamperla in 2016, designing special pneumatic actuators for applications in their famous rides; the partnership has been strenghtened during 2020, when Zamperla chose Vesta Automation as local partner to supply special components for a ride in the well-known Disneyland Paris.

Vesta Automation is not the unique firm of the Vesta Group that collaborates with Zamperla: Tecoma srl, a system-integrator & Vesta sister-company provides mechanical and pneumatic components and advanced automation services to the famous entertainment company.

Established in Padova in the 80’s, Tecoma srl is specialized in the collaborative robotics, handling & vacuum systems and development of special automated industrial machines.

www.vesta.it

+ Actuators & valves with

special mechanical functions

+ Components for different fluids, from oxygen to oil

+ Special Materials for Chemical

Resistance & Heavy Duty

+ Custom Solutions for different industries:

www.vesta.it gruppovesta Vesta Automation S.r.l., Rovigo - ITALY

+39 0425 474838 info@vesta.it

ZAMPERLA S.P.A

AIRON AIRON collaborates with customer’s technicians in the choice of the most suitable materials for the production of pneumatic components which also are compatible with the geographical location of the amusement park.

AIRON studies and manufactures its products to obtain the best performance while maintaining a high level of reliability.

Cylinders with strokes longer than 7 meters, with low friction coefficient, designed to facilitate periodic maintenance interventions, using certified materials and treatments which can be provided – on request with structural calculation reports.

“WE OPERATE WITH THE VALUES OF A LOCAL COMPANY BECAUSE WE THINK, ACT AND BREATHE THE SAME AS OUR CUSTOMERS” - ANTONIO ZAMPERLA, CEO, ZAMPERLA S.p.A “Zamperla has come a long way since my grandfather. We have envisioned new ideas, expanded around the globe and have offices across the continents – we have grown from local to international, and yet we operate with the values of a local company because we think, act and breathe the same as our customers.”

This familiar and enduring relationship that Zamperla has with its customers makes up part of the company’s charm for the many global customers that work alongside them, and coupled with its expert Italian craftsmanship, top notch engineering and innovative creativity, it is no wonder why Zamperla holds an international reputation amusement ride manufacturer and supplier of choice.

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CONEY ISLAND A famous area of Brooklyn that draws thousands of visitors each year, Coney Island is renowned for being a relaxation and entertainment resort during the summer including its beach, street performers, circus, parades and even a well-known hot dog eating contest. But one of its greatest attractions without question is its amusement park; one which Zamperla has a great involvement.

“We won the bid to build up and manage an amusement park for Coney Island back in 2010,” Antonio tells us proudly. “We had just 100 days to get this complete and fully operational, this includes shipping the rides, installing them and building up the entire infrastructure of the company and the park itself.

“It was a complex operation involving the hiring and management of many people, multiple different

www.airon-pneumatic.com

LANARO S.R.L. LANARO S.R.L. is a five generations carpentry specialized principally in steel manufacturing.

Our production covers various sectors of industry, in particular architectural field, industrial and transport equipment, machinery design and construction, alternative energies, retractable roofing, amusement parks.

The cooperation with Zamperla started almost 40 years ago and has grown together with technological and mechanical evolution of both companies. Our activities are performed in 3 different workshops, all based in the same industrial district in Breganze (Italy).

In 2019 we inaugurated LANARO MIDDLE EAST, a second department settled in Dubai (UAE).”

www.lanarosrl.it

MANUFACTURING

PNEUMATIC COMPONENTS

www.airon-pneumatic.com AIRON S.R.L. VIA MARCINELLE, 8 45100 BORSEA (ROVIGO) ITALY TEL. +39 0425 471 575 FAX +39 0425 404 037 INFO@AIRON-PNEUMATIC.COM

With a vast experience gained over the years in many international sites, Lanaro stands as a reliable contractor for the whole project’s phases, offering original solutions and support in design, production and site installation.

LANARO S.R.L. | Via Dei Fabbri, 4 - 36042 BREGANZE (VI) ITALY Tel. +39 0445 873196 | E-mail: info@lanarosrl.it | www.lanarosrl.it

Reg. Imp. C.F. e P. Iva 02169050248 – R.E.A. VI 211984

EME Outlook issue 43 | 35

ZAMPERLA S.P.A

EME OUTLOOK: HOW DO YOU VALUE YOUR EMPLOYEES AND RECOGNISE THEIR IMPORTANCE? Antonio Zamperla, CEO: “The Zamperla staff are family at this point. Within the company we have generations of employees and their family members involved with the business, just as I am the third generation of the family that started it.

“When it comes to the core of the company we are not just talking about quality and happiness, but we are also talking about Italian heritage and values; these are some of the most important aspects of the business, and every employee knows this. We care about our staff and always seek to maintain a positive can-do attitude, when it comes to either projects or employee training. And with our staff based around the world we find that this family approach to operation helps keep the localised feel within the company.

“We have over 45 engineers that oversee every aspect of a project’s safety as well as technical elements, and 60 employees based in the sales division of the company. We are all familiar with one another and we all know each other by name, and at an executive level, we see it as our duty to make sure that each of our employees ends a day going home with a smile on their face. We are in the business of amusement after all!”

“WE ARE ONE OF THE BIGGEST SUPPLIERS OF AMUSEMENT RIDES FOR DISNEY PARKS AND UNIVERSAL PARKS & RESORTS IN THEIR LOCATIONS ALL OVER THE WORLD” - ANTONIO ZAMPERLA, CEO, ZAMPERLA S.p.A teams that worked across various fields, as well as the obvious logistical requirements that followed a task of that scale. It was a challenge, but thanks to the bid we were able to show New York City what we were capable of, and the opportunity opened the doors to even further expansion thereafter.”

Coney Island remains to this day a source of work, pride and joy to Zamperla. In 2022, the company will be installing a flume ride – a project having been postponed from 2020 due to COVID-19 – and so next year will see Zamperla adding a new lens to the amusement district of the area.

WORKING WITH GIANTS Zamperla works with some of the largest and most well-known amusement parks and companies across the globe. And with the promising notion of expansion before it, the company is heavily investing in one of the staple attractions at 36 | EME Outlook issue 43

amusement parks – roller coasters.

“We believe that roller coasters are an aspect of business where we still have a lot of growth room, whether they are themed rides or simply high-octane entertainment,” Antonio elaborates. “They are one of the most popular attractions at any park and are definitely worth investing in moving forward. At Zamperla we pride ourselves on providing our customers top notch manufacturing, installation and maintenance, and we are one of the only companies able to cover the entire market, from children’s rides to special projects.

“We are one of the biggest suppliers of amusement rides for Disney Parks and Universal Parks & Resorts in their locations all over the world. Over the course of the last 25 years, we have delivered more than 30 rides to Disney locations, and this is impressive considering that a Disney amusement ride usually lasts for over 40 years.”

MANUFACTURING

Our goal is to give maximum flexibility, based on our experience, to achieve the best result, beyond customer expectations.

Founded in 2017, The Industry is focused in the railway sector by manufacturing interior components and spare parts, but also produces specifics for amusement park attractions and medium-small carpentry parts.

Our company deals mainly with: • Bonded components such as: sandwich panels consisting of plastics or composite material with aluminum or steel materials … with any surface finish; • Welded components such as: aluminum windows frame, brackets of any dimensions and a wide kind of substructures;

In order to expand our bonding area, we made major upgrades and investments into a new 600mq production site, allowing us to create a new 300 mq clean room with surrounding areas such as the Warehouse, Adhesive Storage, Supply System (as In-put flow), Quality Control, Packaging and Shipping Area (as Out-put flow).

This area, built according to “DIN 6701” guidelines, is involved in the production of adhesive joints with high level of classification. By equipping it with new self-made molding system that focus on the use of Vacuum Technology, we were able to exceed the limit of the shape and dimensions (e.g. max size 2500x4000mm, depending on the Customer’s requests) of the components to be pressed, thanks to the advantage of flexibility that this technology allows.

Francesco Brusegan | Sales Manager | francescobrusegan@theindustrysrl.it Cesare Modarelli | Chief Executive Officer | cesaremodarelli@theindustrysrl.it Riccardo Crivellaro | Technical Department | ufficiotecnico@theindustrysrl.it

AT A GLANCE: Z+ The Z+ brand is a new business division of the company, born with the aim of creating new experiences through the use of the latest hi-tech developments applied to rides.

It is the beginning of Zamperla remade with a new and differentiated identity. Already existing as one of the most innovative and forward-thinking companies in the industry, the Z+ brand shows just how serious Zamperla is in developing amazing new experiences for its customers, including virtual reality (VR) activities: VR BOX The VR BOX is the first six-dimensional, suspended simulator that incorporates VR content. VR BOX has the capacity for eight riders in two rows of four suspended seats who will enjoy a genuine coaster experience. In fact, the VR headsets display real videos of roller coasters shot by 360° cameras. This sensation is enhanced by real audio recorded on site and wind machines within the product.

EME Outlook issue 43 | 37

ZAMPERLA S.P.A

Zamperla was involved with the first European-based Disney Park that was established in 1988, having provided eight out of the 12 rides available on the opening day.

“Those rides that were installed back in 1988 are still operating today,” Antonio tells us. “So, you can see that providing 30 rides to the parks over the past 25 years has been a large success as well as last for decades for the enjoyment of many end users to come.

“And that is our mission – amusement built to last.”

EXTERNAL COLLABORATION Of course, Zamperla’s positive relationship with its customers, creatively innovative engineering and its overall operational efficiency is due 38 | EME Outlook issue 43

EME OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER HISTORY AND EXPERIENCE WORKING WITH ZAMPERLA? Antonio Zamperla, CEO: “I have always been inside the Zamperla business – I must have started when I was seven or eight years old. I would go with my father, uncles and relatives to visit customers, so since I was a child, I have had experience in this industry.

“By the time I was 12 or 13, I was working for the company in a variety of roles during the summer, and my responsibilities grew year on year until I went to university. As an adult I was able to understand the nuts and bolts of the business from every angle, from data entry and manufacturing assemblies to going out into the field and assembling the rides themselves.

“One of the greatest responsibilities I was given was training in the form of managing an amusement park from 2007 to 2010. From there I became General Manager, then Chief Operations Officer, and even Chief Innovation Officer, climbing the ladder to the role I have today as CEO. And now I know the company inside out.”

MANUFACTURING

“THE AMUSEMENT RIDE COMPANY SINCE 1966” - ANTONIO ZAMPERLA, CEO, ZAMPERLA S.p.A

to a mixture of elements, and a great part of this is the company’s partners — businesses that have helped shape Zamperla to this day.

One such partner is AIRON s.r.l., an Italian-based firm that specialises in high quality pneumatic machinery components for industrial automation. AIRON has produced a range of products across the manufacturing market and supplies Zamperla with important components for multiple products.

“These external businesses are the key to Zamperla’s past, present and future success,” Antonio explains.

“Partners are the backbone of the company – we cannot make it work without them. In this industry there are many technical issues that need to be solved which differ to other

areas of manufacturing, for example car manufacturing which, although still complex, is more repeatable and part of a large industry where a larger pool of experts makes issues easily solvable.

“Because we are in a niche market, we need to work with reliable partners who can take these issues from start to finish while retaining the end product’s purpose; enduring machinery that will make people smile, because an amusement park needs to produce a number of smiles per hour.”

Zamperla’s partners understand this need and it’s their vast array of abilities that enable the company to achieve what it sets out to do, continentally or internationally.

“We are constantly thinking about how we can revolutionise everyday aspects of amusement parks,” Antonio tells us. “If you think about queuing for a ride for example, an amusement park queue is no different to an airport queue; people are bored and are waiting for a ride. Airports are not only places where customers take trips, but they are more like shopping centres now with a lot of commercial opportunities.

“We want to change the way these mundane aspects, such as queuing, are experienced for the betterment of overall end-user experiences. It is this sort of dedication to the amusement park visitor that we aim to develop moving ahead into the decade, and we believe that it will lead to greater entertainment and more happiness.”

THE FUTURE OF FUN Expansion sits on the horizon for Zamperla and the amusement industry. Amid the promise of growth, the company plans to continue looking into further opportunities in various locations while retaining the core elements and Zamperla values.

Tel: +39 0444 998400 zamperla@zamperla.it www.zamperla.com

EME Outlook issue 43 | 39

MADA GYPSUM COMPANY

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MANUFACTURING

WINNING THE RACE IN KSA Greg Smith, President of Mada Gypsum Company, discusses his firm’s competitive advantage within Saudi Arabia Writer: Sean Galea-Pace | Project Manager: Sam Love

L

eading from the front is challenging.

However, doing so provides significant rewards, particularly in manufacturing.

Mada Gypsum Company (MGC) has the widest production range of any building material manufacturer in the Kingdom of Saudi Arabia (KSA) with a production capacity of 42 million metre-squared (m2) of plasterboard, 168,000 tonnes of plasters, 2.9 million m2 of laminated gypsum ceiling tiles, and 7,200 tonnes of metal profile. MGC has significant production capacity of Gypsum Renders, French Molding, French Adhesive and Jointing Compound.

As such, President of the firm, Greg Smith, believes his firm’s competitive

advantage is clear to see. “Without a doubt it is simply MGC’s leadership in developing and growing the industry in KSA,” he stresses. “We were the first large scale producer of drywall in KSA. MGC has from the outset focused on supplying and selling drywall systems and we are the only one of the seven local producers that have fully tested and third party certified all the systems we sell.”

Smith has been involved in the industry throughout his entire career from working as a tradesman in Australia to training installers on the KLCC towers in Malaysia. He subsequently moved into technical sales with Lafarge/Boral and ran the technical sales across 10 countries in Asia.

EME Outlook issue 43 | 41

MADA GYPSUM COMPANY

Mada Gypsum Head office, Yanbu

MADA GYPSUM COMPANY AT THE CORE MISSION: Educate and develop the market for dry lining systems and solutions while developing the DIY market and converting the old brick wall tradition into a new state-of-the-art dry lining.

VISION: MGC aims to become the largest manufacturer of gypsum plasterboard and related products in the GCC and MENA region within a five-year period leveraging its position as a cost leader and a preferred choice for system solutions.

42 | EME Outlook issue 43

“After working in Asia, I moved to India to set up a Greenfield drywall metal manufacturing business working with some of the country’s leading developers such as Oberoi group, the Panschil group and Lodha on their projects,” explains Smith. “We were instrumental in leading the way to introduce drywall into the hotel and hospital segments and secured the Mumbai airport project. Taking up a role with the leading gypsum manufacturer in the Middle East was a simple decision.”

Established in 2005, Mada Gypsum Company was formed in Yanbu in KSA. MGC takes a system-oriented approach by providing high-quality products, services and internationally certified systems. The company has established itself as an influential name

in the GCC region and has a significant presence in Levant, Egypt, Africa and the Indian subcontinent. In order to achieve such considerable dominance in the market, Smith believes that MGC has assembled the best and most knowledgeable manufacturing team, while having the most technically capable sales team too.

“Our ability to supply the complete range of drywall products, produced and certified according to international standards complemented with the best people allows MGC to be renowned as one of the market leaders amongst the multinationals present in the region,” Smith tells us. “Combined with our fast moving and innovative approach, this gives us a real point of differentiation and this in turn leads

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Adhesives, Glues & Sealants, Doors, Flooring and Insulation.

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MADA GYPSUM COMPANY

MADA GYPSUM COMPANY: KEY PROJECTS MGC worked alongside Nesma & Partners and Dar Al-Handasah Consultants while securing the full dry lining and ceilings package on two hospitals with a total project value of $3 billion. MGC supported the design team with structural calculations, regular site visits and follow up reports to ensure compliance with the MGC designs.

“Strict design requirements including increased impact resistance to circulation spaces was promoted by MGC and Nesma & Partners to the client,” explains Smith. “MGC has also supported multiple projects with a waste removal and recycling operation to support LEED credits.”

OTHER INFLUENTIAL PROJECTS Sail Tower Project – Jeddah: A prestigious, five-star hotel project on the cornice in Jeddah. Worked closely alongside Al Saad General Contracting and A.M. AL-ISSA Consulting Engineers.

• MGC has supplied for the complete tower of lightweight partitions and ceiling systems.

• Bahrain International Airport: MGC Worked alongside TAV and ADPI, A joint venture between TAV and Arabtec Contractors. MGC has secured shaft wall, partitions and ceilings packages for the refurbishment of Bahrain International Airport. Specialised design carried out by MGC to accommodate design features and movement joints.

Riyadh Metro Project: MGC Worked alongside BACS, RAMCC, Al Saad, Zamil, Depa and Hatco.

• Mada Gypsum Company (MGC) secured the full dry lining and ceilings package.

• MGC supported the design team with structural calculations, regular site visits and follow up reports to ensure compliance with the MGC designs.

Jabal Omar Development Project: The most prestigious project in Makkah, a key leisure project worked alongside with Hill International and Baytur & Azmeel JV. Mada PLUS system installed in almost all the hotel towers.

Expec Dhahran Aramco Project: One of the high on specification project handed closely with RTCC (Al Rashid Trading & Contracting Company) and Saudi Aramco. Complete drywall system being catered by MGC. • Princes Nora Bint Abdurrahman University for Women & Umm Al-Qura University Expansion: an Ministry project MGC worked alongside of Saudi Bin Laden, Saudi Oger and Al Saif Engineering. This project required extremely acoustic specifications and MGC supplied all the design requirements. MGC have supplied to many projects under these packages.

Saudi German Hospital Project: MGC worked closely with IHCC for the complete drywall package and have successfully completed three hospital projects.

44 | EME Outlook issue 43

Riyadh Metro Project to MGC supplying the best and most complete range of drywall products in KSA, allowing us to compete directly with the multinational players.”

SUSTAINABILITY DRIVE Mada Gypsum Company places significant value on its sustainability drive. In fact, through the company’s filtration system, water wastage is zero.

“We value environmental protection and ensuring the health of our planet for future generations,” discusses Smith. “Sustainability is very high on our agenda, our factory outputs either air, solid or liquid waste are monitored and controlled by our industrial governance which in MGC’s case is the Royal Commission.

We sell our recyclable waste, recycle our own waste and we even use recycled water. This is from utilising desalination plants in our processes

MANUFACTURING

Bahrain International Airport

instead of using fresh fully purified water. In addition, we use original filtration systems for our air outputs as recommended by the top machine manufacturers in Europe.”

As the COVID-19 pandemic caused disruption across the world,

Jabal Omar Development Project

operations halted almost overnight.

However, Smith stresses that the most important thing was prioritising the health and safety of the workforce.

“We had to firstly make sure that employees had access to reliable information about the virus through

trusted, official sources,” discusses Smith. “Secondly, companies all over the world have had to adapt to changed circumstances and consumer behaviours and find opportunities in times of crisis.

“This required lots of innovation, creativity and the development of new business models. We looked to increase our cost efficiency, such as obvious ones like business travel reduction and moving to online meetings, we also looked at internal projects that could be paused or stopped.”

EME Outlook issue 43 | 45

MADA GYPSUM COMPANY DIGITALLY DISRUPTING MANUFACTURING The manufacturing industry is at the forefront of change and has transformed significantly in the sector over the past few years. In order to stay ahead, companies such as MGC must be proactive in the market and seek to leverage innovations that adds value.

“The technology is continuously changing due to the world needing alternative sources rather than using natural resources,” says Smith.

“Examples are the use of recycled gypsum and by-products (waste from other industries) to be used as raw gypsum replacement. Also, the world of technology is focusing on making products, simpler, lighter, and more efficient while reducing the loads on the planet. We are always

Supply chain operations

MAIN ACTIVITIES Main activities of Mada Gypsum Company’s supply chain operation: • Implementation of safety measures • Qualification of new potential vendors and service providers • Secure minimum two or three vendors where applicable • Secure ideal stock level of materials through a proper MRP execution • SKU management • Cost reduction • Improvement of commercial terms (cost and payment terms) • Contracts with major vendors and service providers • Proper warehouse management • FIFO implementation • Efficient logistics services

46 | EME Outlook issue 43

MGC employs state-of-the-art Gyptech manufacturing equipment and is a world leader in plasterboard products searching for new alternatives, some are feasible, and some are not due the economy of scale not yet being fully matured in these new alternatives.

We continue to monitor these new developments and have them under continual study.”

PEOPLE-CENTRIC Talent management is an essential component to all successful companies. Ultimately, people are the heartbeat of all companies, and it is

Smith’s belief that the company’s staff are the key drivers to success.

“I believe the biggest motivation to people is that we hired these people to tell us what needs to be done and give them the freedom to think and execute their thoughts rather than only asking them to execute our thoughts,” discusses Smith. “Like Steve Jobs once said, ‘It doesn’t make sense to hire smart people and then tell them what to do: we hire smart people so they can tell us

MANUFACTURING

GOVERNMENT WORK Mada Gypsum Company and its work with government entities: “As part of MGC’s focus on leading the highest standards of testing and certification we also look to share our expertise throughout the community for the benefit of all. We do this by holding workshops in the major cities and are very proud of our partnership and the engagement of the government entities in these workshops.

We invite international expert speakers along with appropriate government entities so that we can share, discuss and inform the latest international best practices and allow benchmarking with the Saudi regulations, ensuring that we are contributing to the continued success of the country.”

- Greg Smith, President, Mada Gypsum Company

what to do.’ I believe that this is the ultimate provision of empowerment and motivation. At MGC, we practice a friendly working environment, in addition to having good award systems in place.

“The most important success factor in any business is the people! Having the right people in the right places is very critical. At MGC, our approach in talent acquisition is through utilising our community service, by having summer or cooperative trainees we can assess their fit to the position prior to the recruiting along with the other process of recruiting. In addition, empowering employees is exactly why we have an open-door policy where anyone can take up their discussion to the management when it’s needed whether it’s the

Metal Profile Line operation director for instance or even the president. Finally, here at MGC every month a lunch is organised for all employees as a way of giving back to our team and showing our appreciation.”

FUTURE PLANS Looking ahead, Smith’s priority for the coming years is to position itself as the partner of choice for its clients while organising itself to match the requirements of its clients.

“In respect of our retail/distribution customers we have a dedicated, highly knowledgeable team of experienced and long serving employees working closely with our partners to help them win business. In the case of the project marketplace, we have a substantial technical and design team who not only help in the initial design but are also active at site working closely with contracting design teams to ensure we deliver specification and aid with value engineering. Our geographically based project engineers work with clients to ensure that our agreed solutions are delivered on site

which ensures that our contractor partners deliver their clients’ required specification in the most efficient way.

“Our goal is to add value to our clients’ operations, whether that is helping our distribution partners grow their business or our design and technical teams working in partnership with our contractor clients to design solutions that achieve demanding build specification and deliver efficiency on site. Our expansion is focused on further enhancing our teams of specialist enabling us to work even closer with our clients. All of the above is underpinned with substantial IT investment to give us the tools required to support our immediate requirements and substantial future growth plans.”

MADA GYPSUM COMPANY Tel: +966 14 3253253 info@madagypsum.com www.madagypsum.com

EME Outlook issue 43 | 47

DUNLOP AIRCRAFT TYRES

Evolutionary AIRCRAFT TYRES Gordon Roper, CEO at Dunlop Aircraft Tyres, discusses the digital transformation in manufacturing and his company’s position as the only 100 percent focused aircraft tyre maker Writer: Sean Galea-Pace | Project Manager: Matthew Taylor

M

anufacturing thrives on the edge of continuous digital evolution.

The industry is always one of the frontrunners when it comes to leveraging the latest technology into operations. However, when it comes to aircraft tyres, no one does it like Dunlop Aircraft Tyres.

Indeed, the firm is actually the only tyre manufacturer in the world that focuses 100 percent on aircraft tyres. All of Dunlop’s employees are aligned on this singular passion. “Our goal is to be the first-choice supplier of aircraft tyres,” explains Gordon Roper, CEO at Dunlop Aircraft Tyres.

48 | EME Outlook issue 43

MANUFACTURING

EME Outlook issue 43 | 49

DUNLOP AIRCRAFT TYRES

DUNLOP AIRCRAFT TYRES: LOCATIONS As a global business providing tyres to customers in every country of the world, the company operates from three main bases: • Birmingham, England, which is Dunlop’s global headquarters and the centre for new tyre manufacturing, design and research and development. Dunlop also operate a retreading and European aftermarket services business from this location.

• Jinjiang, Fujian Province, China, is Dunlop’s retread and aftermarket services business supporting Asia Pacific.

• Mocksville, North Carolina, USA is Dunlop’s retread and aftermarket services business supporting the Americas.

“We will achieve this by providing aircraft operators with the best service, the best landings per tread and the lowest cost of ownership.

We will design, develop, produce and retread our tyres to the highest standards of quality whilst complying to all safety and regulatory requirements.”

Gordon is a highly capable CEO with experience in the aerospace, automotive, industrial and consumer goods segments. Operating at board level, with a proven track record of delivering strategies that enhance overall business performance and profitability. Having always been intrigued by how things worked as a young child, this empowered Gordon to complete a degree in 50 | EME Outlook issue 43

Manufacturing Engineering at Brunel University.

“I was always fascinated with how things worked, and I loved taking devices apart, everything from toasters, tape recorders and washing machines – I found it all interesting,” explains Gordon. “This sparked my interest in engineering and I was also into maths and science, so engineering was a great fit.”

Gordon secured sponsorship with Dowty Aerospace for his Engineering degree course and chose a thin sandwich option that allowed him to gain industry experience to complement his academic learning.

“The most memorable part of this industrial experience was working in a business in Pennsylvania, USA

Özka Lastik Driving Turkey’s tyre manufacturing Özka Tyre, being a part of the success story of Dunlop Aircraft Tyres since 2011 as its cord fabric supplier, is indeed Turkey’s largest producer of agricultural and industrial tyres. By increasing its radial tyre production capacity by 55% with the addition of its third factory, it has started to produce 200 metric tons of tires per day. Özka, which is established in 1991, is the part of Kanık Group of Companies, which also includes IRC Automotive, a producer of air springs, and Ilka Plastik, a producer of polyester bags, plastic carry bags, polyethylene films and stretch hood. It has experienced a 440% growth in the export of its tires in 2017 and now it exports a significant part of its capacity to more than 80 countries, including U.K for 7 years. Özka Tyre produces more than 700 SKUs of bias and radial tyres and it has a wide range of products in tractor front, tractor rear, harvester, garden-field, trailer, industrial & EM, light truck and military tyre groups.

The company also offers a five year warranty against manufacturing defects for its all tyres most of which are used for the vehicles working on difficult conditions. It defines its tyres as strong, reliable and durable apropriate with international standards (TSE, ETRTO, ECE), and internalises Total Quality Managements and Practises; ISO 9001, ISO14001, ISO 45001 AND ISO 27001. The company which employs more than 1200 people, considers human resources as the basis of sustainable growth, and the Customer satisfaction as the fundamental principle.

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DUNLOP AIRCRAFT TYRES producing Aircraft Engine Rings, which at the time was part of a Kaizen business process re-engineering collaboration event working with Pratt & Whitney,” recalls Gordon.

“This introduction to Kaizen opened my eyes to the transformative power of lean manufacturing and from that moment on I was hooked on the world of manufacturing.” Gordon went on to graduate with a first-class honours degree.

COVID-19 APPROACH As the COVID-19 pandemic swept the globe, aviation was one of the industries that were hardest hit. With 95 percent of Dunlop’s business related to the aftermarket and with flights grounded worldwide, one of the company’s biggest challenges was maintaining a positive cash flow.

“This led us to take on emergency funding and downsize our business because it was quite clear that we wouldn’t see an instant recovery,”

52 | EME Outlook issue 43

explains Gordon. “Regrettably we had to go through a restructuring process which resulted in some job losses last year. It was an incredibly challenging time for all involved but we had to take those difficult decisions to ensure the business survived that tough period. Now, we’re starting to see the green shoots of a market recovery as increasing vaccination rates and an

DUNLOP AIRCRAFT TYRES: VALUES • FOCUS • IMPROVE • RESPONSIBLE • SAFETY • TEAM PLAYER

easing of travel restrictions is causing air travel demand to rise and we are starting to recruit again to increase our capacity for the future.”

Today, Dunlop splits the markets it serves into multiple areas. While Gordon acknowledges the challenges of operating in the sector today, he believes that demand will bounce back.

“The defence market is relatively buoyant, and we have influence in the freight space, providing tyres into most of the freight operators throughout the world,” discusses Gordon.

“Pure air freight has had massive demand placed on it given the fact that the belly hold capacity in the commercial aircraft has been taken out of the market effectively and there have been lots of delays with sea freight and the need to move PPE in the initial parts of lockdown and subsequently vaccinations around the world. Ultimately, people still want to travel for leisure, personal and business reasons. There

MANUFACTURING

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is pent up demand and I believe that by 2023 passenger volumes would have fully recovered and once again we will experience the continued year on year global growth for air travel.”

The company supplies tyres to commercial passenger operators, military operators and pure air freight providers. With over 300 approvals, Dunlop’s products service a range of fixed and rotary wing aircraft from Augusta Westland helicopters right up the enormous Antonov AN124 transporter.

“We supply tyres on passenger aircraft from small regional planes such as the Bombardier Q400, through narrow bodied aircraft such as the B737 as well as tyres for airfreight operators who still use B747 and MD11s,” says Gordon. “Whilst on the worlds military platforms we supply tyres for use on fast jets such as the Lockheed Martin F-35B as well as military transporters such as the Boeing C-17 and the Airbus A400M.”

INNOVATION AT THE FORE Being proactive is central to the company’s goals of remaining a leader in the field. However, innovation can mean a variety of things from product design, materials and business processes, but all are vital for achieving long-term and sustainable competitive performance.

“Innovation does not just happen, you have to work hard at it,” explains Gordon. “We do this by truly understanding what will make us the first-choice supplier of aircraft tyres for our customers. We take inspiration from other industries and look at how new ideas and technologies can be adopted into our business. By its very nature, being innovative means being bold enough to do things that others have not done before and therefore you have to be proactive.”

Gordon admits that while it isn’t possible to completely reinvent the wheel, there are still changes that can be made to the overall process which

will increase efficiency. “It’s more evolution rather than revolution,” affirms Gordon. “That is being driven by utilising the data processing power that exists to support the design team in a way that you couldn’t have done before. There has been a lot of movement around nanomaterials which offer potential to improve our product performance and we’re engaged on new materials and how those materials can improve the performance of the overall tyre.”

With a vision of becoming the first-choice supplier of aircraft tyres, implementing positive change into operations is important. However, there is no point changing operations for the sake of it, as Gordon is well aware. “Aviation is a well-regulated industry and any change has to be done in a controlled way while ensuring safety. Additionally, there needs to be approval for any change request. This means that you don’t want to change for a two percent EME Outlook issue 43 | 53

DUNLOP AIRCRAFT TYRES manufacturing processes going forward and we will be one of the first customers to take this on. This is something that is really very exciting for us.”

CUSTOMER-CENTRIC OPERATIONS

“CUSTOMERS ARE AT THE HEART OF EVERYTHING WE DO, AND THEY ALWAYS HAVE BEEN” - GORDON ROPER, CEO, DUNLOP AIRCRAFT TYRES benefit, it needs to be something that is more meaningful to justify the cost of change which is significant in this industry for an existing product on an existing aircraft.”

As digital transformation and the influence of new technology continues to grow its influence on companies, manufacturers understand the importance of being first to adopt and embrace the latest innovations in order to maintain a competitive advantage over competitors. An aircraft tyre is difficult to automate due to the different types of materials used and the way in which it is handled.

However, through VIOLET (Vision Intelligence Operational Learning Excellence Technology), Dunlop is leveraging a combination of cameras, sensors and artificial intelligence to control and monitor how its operators build tyres.

54 | EME Outlook issue 43

“VIOLET watches how the operators are building the products and through artificial intelligence compares the sequence of the movements to a standard operating procedure. It will raise an alert if an operation step occurs out of sequence and will maintain a digital twin of the production process. The system guarantees quality, safety and traceability and despite the manual nature of our production processes we will be able to demonstrate that all of our products are being built in the right way,” discusses Gordon. “This is a revolutionary technology which can be applied to lots of different

Today, being able to respond quickly to customer demands is an important component to realising success.

This means that operating with an agile and fluid approach has never been so important. “Customers are at the heart of everything we do, and they always have been,” stresses Gordon. “Having this as part of our culture allows us to react and adapt our service to ensure it meets the demands of those we serve. We conduct surveys and feedback sessions with customers to understand how we are doing and look for further areas of improvement.

In our most recent survey conducted in the last three months, I am pleased to say that over 90 percent of our customers would happily recommend us to others.”

PEOPLE FIRST People are at the heart of all successful organisations and remain a key cog in the machine at Dunlop.

As far as Gordon is concerned, he believes anyone can buy machines and materials to make tyres, but the difference is the people and supplier partners who are chosen to work with.

MANUFACTURING “We are fortunate to have a team of like-minded individuals who work with a common set of shared values.”

Indeed, Gordon believes in intentbased leadership and encourages his team members to take ownership of their goals and objectives. “This allows our team members to tell us how they intend to move the business forward to its target of being the first-choice supplier of aircraft tyres instead of managers telling people what to do,” explains

Gordon. “We endeavour to empower all team members and attempt to push decision making to where the information is and help people to transition from them telling us what they see to what they are intending to do.”

With the future in mind, Gordon is excited about what the next few years could hold but admits there is still plenty to do. “We want to continue to recruit and expand our manufacturing and product development teams, whilst further developing our existing employees in intent-based leadership and fundamental 5S and continuous improvement and problem-solving

Dunlop Aircraft Tyres strives to ensure it operates with an agile and fluid approach to operations.

skills,” explains Gordon. “We want to provide exceptional customer service despite the challenges provided by COVID-19 as well as continuing to expand our product portfolio with the successful introduction of new tyres on Boeing, Lockheed Martin and Airbus Defence platforms to name a few. Finally, we want to modernise our production operations through the implementation of VIOLET and our new tread extrusion and rubber calendar processing lines.”

Over the past two years, Dunlop has invested a significant amount upgrading its testing facility to support its product development plans. Gordon believes that these advancements have helped shorten

design time scales considerably while providing the company with optimised finished designs.

“We have also invested in our computational modelling and analysis team and processes, tripling the size of the team in the last 12 months and we have been working with external providers to establish revolutionary processes for modelling the dynamic performance of aircraft tyres,” explains Gordon. “Our plan is to leverage these improvements as we introduce a range of new products over the next 36 months that will enable the continued year on year double digit growth of the business.

“We are in the process of installing a new tread extrusion line. This line will operate with a lower head count improving productivity, it will consume less electricity which is better for the planet and will produce a higher quality extruded tread for the tyre. It also enables us to work with next generation tread materials that will significantly improve the service tread life of our future generation range of tyres.”

No one does it like Dunlop Aircraft Tyres.

Tel: +44 (0)121 384 8800 www.dunlopaircrafttyres.co.uk

EME Outlook issue 43 | 55

INFLITE ENGINEERING

56 | EME Outlook issue 43

MANUFACTURING

OVERCOMING DISRUPTION Executives from Inflite Engineering discuss what sets the company apart from its competitors and how the firm is operating in a post-COVID-19 world Writer: Sean Galea-Pace | Project Manager: Matthew Taylor

A

viation has experienced a tumultuous 18 months.

The industry has stared disruption square in the face amidst COVID-19 which meant unprecedented disruption and interruption to a sector that was relatively buoyant prior to March 2020. However, fast forward to September 2021 and positivity is slowly returning to the space.

“We’re on the cusp of recovery,

though many risks remain,” explains Martin Reynolds, Group Finance Director at Inflite Engineering. “It is fair to say that the industry has been badly impacted and aviation manufacturing grounded to a halt almost overnight – it will likely take a number of years to get up to full capacity again.”

Reynolds works at Inflite Engineering, a part of the wider Inflite Group which includes

manufacturing and maintenance in Bishops Stortford, Stansted, Chelmsford, Southend, Farnborough and its Jet Centre and FBO at Stansted.

Founded in 1983, Inflite has become of the most important major suppliers to the aerospace industry and centres on four core divisions which each offer knowledge and expertise that are second to none in their respective sectors.

EME Outlook issue 43 | 57

INFLITE ENGINEERING Reynolds has been with the organisation since November 2014.

Having led a career primarily in aerospace and defence, Reynolds has previously worked at BAE Systems and Raytheon. “As anyone can tell you that’s worked in aviation, it’s a very interesting sector to work in and support,” he explains. “For me, it was a find. I never knew the company was here on my doorstep all this time.”

He sits alongside William Stephens, CEO at Inflite Engineering. With a family background steeped in aviation and engineering heritage, there was no doubt over which direction

INFLITE ENGINEERING: COMPETITIVE ADVANTAGE “Our competitive advantage is simple – it’s the range we can undertake in-house. Not only are we a machining facility, we also have the fabrication and the treatment. What we can offer that many others can’t is a full turnkey solution and the ability to manufacture everything in-house.

What further separates us from a lot of SMEs is the range of capabilities within those sectors.

We’re not just a company that can do a little bit of everything; we’ve got two facilities dedicated to fabrication, we’ve got a large machine shop with over 40 CNC machines and a dedicated treatment facility.

“Our unique selling point is our range of in-house capabilities that ensure we and our customers are not reliant upon an extended supply chain.”

- William Stephens, CEO, Inflite Engineering

58 | EME Outlook issue 43

Stephens’ career path would take.

“Inflite is a family business and always has been,” he tells us. “It was my dad that began the business, and it was his dad that originally established a company called Victoria Welding based in Stratford. Throughout school, I always knew where I wanted to end up and I prepared myself to come into the business.”

And from there, Stephens served in a number of different roles.

Having begun on the shop floor, he worked in assembly, manual milling, production control, commercial and procurement, before moving into a management role and eventually the CEO position. “This business has been my life and is all I’ve ever wanted to do. My passion is to further grow and develop the business to become a key supplier of precision components,” he affirms.

GOING GREENER COVID-19’s impact not only caused operations to halt overnight and propel people and businesses into chaos, it meant that sustainability initiatives were suspended too.

“Sustainability is a huge topic in the industry at the moment, but it seems a lot of green initiatives were put on hold by the OEMs as a cost saving exercise,” adds Stephens. “However, the industry is currently in an exciting but challenging moment. It is highly competitive in Europe and the competition remains fierce. There’s a lot to look forward to and a lot of change ahead over the next 10-15 years with regard to green aircraft.”

Many organisations are embracing a greener approach as the world becomes more environmentally friendly. For Inflite Engineering, sustainability is taken seriously but acknowledges the aviation industry isn’t as far ahead as it should be.

“It’s certainly an important focus area but a little bit behind,” explains Stephens. “What we can do, we certainly do. We’re compliant with all

Unify Group The team at Unify Group have worked very proudly alongside Inflite for the past 26 years, starting with mobiles only and progressing to a wider range of products and services as new technology has come to the forefront.

Over time business evolves, as does the world we live in and we have been able to take a flexible approach working together with the Directors, trusting in each other’s knowledge and experience to find the best outcome.

Wishing everyone in the Inflite “family” every success for the future.

Thank you from all of us!

www.unifygrp.uk

regulations and stay current with our chemical and waste disposal. We’ve invested lots of money to ensure we’re recycling our machine tool coolant and are around 80 percent down on the usage and procurement of coolant. This means that less is lost among the metal chippings made by the manufacturing process. We’re also looking at installing solar panels in order to bring down our energy usage. This is not just an environment benefit but a cost benefit to the company.”

SETTING THE STANDARD Inflite Engineering undertakes a significant amount of work that others in the sector cannot do. Stephens believes this acts as a real competitive advantage for his firm.

“The challenge that interest us is taking the concept and working with OEMs to solve the engineering solutions,” explains Stephens. “Inflite Engineering undertakes a lot of

MANUFACTURING

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EME Outlook issue 43 | 59

INFLITE ENGINEERING

work that other people don’t want because they can’t do it. We’re very good at taking a complicated part and figuring out the engineering and how to manufacture it and make it repeatable. We’re someone who will take on a risky part but nurse it in-house to find the engineering solution and find a way to make it work.

“We don’t design an end product.

This will mean the innovation will be focused on the process of manufacture.”

Inflite Engineering is selective over the partners it chooses to work within its supply chain. The reason for this, according to Stephens, is the importance of quality. “You’re only as good as your supply chain,” he affirms. “We monitor this closely and always make sure that our suppliers are well-chosen and controlled. We try to keep our circle small and tight, so we only really go out into the open marketplace if we’re finding particular problem parts. It’s about how reactive and accommodating we are.

Customer relations are important and it’s certainly a target area for us.”

Despite dealing with primarily a UK only supplier base, Stephens explains that you can never fully avoid the impact of COVID-19. “This is because a lot of material mills are in America, China and India so getting

materials are always going to be a risk,” he says. “However, on the whole we’ve been fortunate. We always try and deal with local companies where we can make our own collections and stay local for fuel efficiency and more economical to deal with UK suppliers.

It’s all about de-risking the supply chain.”

The organisation is at the point of implementing a new ERP system and undergoing an IT server restructure as it seeks to accelerate its digital transformation. “We see this as a crucial part of achieving efficiency,” says Reynolds. “We’re seeing a considerable emphasis on an IT restructure, in addition to investing in new machines to stay up-to-date with the competition. The current technology that we’re looking at is primarily IT and infrastructure based as we try and get the most out of the equipment that we have. That technology is hopefully going to help

MANUFACTURING

us make a better, stronger business long-term.”

Talent management is another critical component for all successful businesses. In order to ensure longterm success in the market, recruiting and retaining quality staff is essential.

But Stephens concedes that it is challenging, particularly in today’s world. “It’s not easy at the moment and in manufacturing, it’s even more difficult,” he stresses. “There are very few places where you can cherry pick from in the area. This has meant that we focus on apprenticeships and finding people who are interested in coming into this line of work. We have a highly skilled workforce with lots of experience primed for teaching younger guys how to do it. It’s so important that we give people the training they need to learn new skills and progress their career.”

LOOKING AHEAD POSITIVELY Moving forward, the market remains uncertain as it is unclear

how COVID-19 will continue to impact operations moving into 2022. Reynolds believes this makes predicting the future challenging.

“We are beginning to experience some sort of recovery but there remains a question over how long it will continue to disrupt the supply chain,” explains Reynolds. “As a result, what are the knock-on impacts of that? Inflation is a risk, but will that translate into wage inflation and higher prices for customers which will put pressure on us in the market?

These are things we need to manage as best as we can. As a business, we are looking at expansion and seeking growth but this must be undertaken as and when economic conditions support this. We’re looking at doing different things for existing customers and looking at new customers outside of aviation and defence. The key for us is to survive in our current form and to grow from there.”

In the past, Stephens believes that Inflite Engineering hasn’t promoted

itself enough to make others aware of its presence. However, he is keen to ensure this mentality shifts.

“We’ve always relied on our current customers and the people that know us but it’s now time to get ourselves out there and let people know what we can offer and the solutions we can provide,” he explains. “It’s a competitive marketplace especially now on the defence side with civil manufacturing being at an all-time low. The priority is to sell ourselves and reach new customers while keeping our head above the water and improving internally. We want to come out of 2021 looking positively ahead to 2022.”

INFLITE ENGINEERING Tel: +44 1279 681681 sales@inflite.co.uk www.inflite-engineering.co.uk

EME Outlook issue 43 | 61

ONTIC

UNWAVERING COMMITMENT TO SAFETY Adam Pickford, Sales Director at Ontic, discusses his company’s operations as we take a deep dive into what makes the business tick Writer: Sean Galea-Pace | Project Manager: Matthew Taylor

62 | EME Outlook issue 43

MANUFACTURING

S

afety. You can’t put a price on it.

It is a mantra that Ontic prides itself on.

Such as its commitment to safety, Ontic has been trusted by the world’s aerospace leaders for more than 45 years. The company is a major manufacturer of original equipment manufacturers (OEM) pedigree parts and provider of MRO services for established aircraft in the commercial, military and business aviation, and rotorcraft markets.

“The breadth of competence and capabilities across different technologies and platforms make us unique,” comments Adam Pickford,

Sales Director at Ontic. “But it’s the pride we take in our unwavering commitment to safety, flawless quality, continuous innovation, and outstanding customer experience that is beyond compare.”

The company’s highly trained staff are experts in overcoming the engineering complexity that comes with established aircraft

parts. “Together we embrace the challenge,” asserts Pickford. “We can turn challenging product lines into profit and ensure customers have the availability, service level, and support they need. Leading aviation OEM’s license or divesting hundreds of product lines to us, freeing them to focus on their future.

“We’re not just here to give aircraft a new lease of life, we’re creating a safer, more sustainable future for the aviation and defence industry. By being more than the sum of our parts, we make a positive difference in our communities and keep the world turning.”

EME Outlook issue 43 | 63

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ONTIC Following a tumultuous time for the airline industry in 2020, it is safe to say the space is in recovery mode.

However, Pickford is optimistic and while acknowledging the challenges of COVID-19, he believes that the sector is ready to bounce back strongly.

“I am confident that we are now seeing signs of recovery across the civil airline industry,” he says. “The North American and Asian domestic market has been growing in strength month on month and mainland Europe is now beginning to operate with airlines using some of its larger fleets to cope with the recent summer demand. I believe that this will be accelerated towards the end of 2021 and through 2022 as the long-haul market opens up and travel starts to become business as usual.

“It’s also very exciting that there are a number of new airlines forming taking advantage of lower lease rates and operating costs ensuring that the some of the legacy aircraft that have been parked recently, due to the pandemic, will be operating and generating flying hours that will inevitably need support from Ontic and our range of products.”

Throughout the pandemic, Ontic’s military business has proven successful, and its diverse product mix has allowed the company to continue to grow despite the downturn in the civil market further enhancing the firm’s position as the civil industry recovers.

“The introduction of unmanned flight will have a huge impact in the way that worldwide military’s resource for combat and alternative propulsion technologies that are starting to be produced, such as supersonic, hydrogen fuels and the electrification of aircraft shows a huge amount of investment in the industry that will shift the way that people think about travel to become greener and more sustainable,” explains Pickford. “This can only 66 | EME Outlook issue 43

EME OUTLOOK: COULD YOU PROVIDE US WITH SOME INSIGHT INTO YOUR CAREER TO DATE AND EXPLAIN HOW YOU BECAME INTERESTED IN THE MANUFACTURING INDUSTRY? Adam Pickford, Sales Director: “I started my career as a graduate working in supply chain in the nuclear industry supporting the UK’s power stations with electricity generation. Whilst this isn’t strictly manufacturing the principles follow a similar process taking a raw material to produce a finished product and using methods taken from the manufacturing industry to maintain and improve efficiencies with safety as a priority.

“Having spent five years in the nuclear industry and looking for a new challenge I decided to enter the aerospace manufacturing environment.

Not only do I have a keen interest in aviation I was also able to transfer the skills previously developed. It was at this stage I decided to move from supply chain into more customer facing commercial roles eventually leading to the role of Head of Commercial for a leading aerospace manufacturer in the UK. “Again, looking for the next challenge I joined an aircraft leasing business to help grow its presence as a civil aircraft operator leasing aircraft to civilian airlines on long term wet leases and short-term ad-hoc leases to support our customers with AOG relief. This was a fantastic opportunity to venture in to a very competitive, fast paced environment that provided the opportunity to understand the needs of civilian airlines and how important the role of ensuring the aircraft is available for operation though maintenance and spares availability.

“Lastly, this led me to accepting the role of Sales Director for Ontic Manufacturing and Engineering to form a new team to deliver organic growth from our range of products to support our customers’ needs through manufacturing, maintenance and repairs for predominantly legacy aircraft and giving our customers options to extend the life of their aircraft.

“Having now spent over 10 years in the aerospace industry I have no plans on leaving aerospace and strongly believe that it can offer a varied and exciting opportunity for everyone in a vast and expansive environment.”

T

hroughout Oakenhurst’s history we have prided ourselves in the relationships born and developed with Original Equipment Manufacturers (OEMs). As an approved Maintenance Repair Organisation (MRO), these relationships are recognised as an integral part of maintaining our reliable professional services.

In July 2018 Oakenhurst signed a repair agreement to work in partnership with Ontic Engineering & Manufacturing to support numerous legacy and newly manufactured LRUs (Line replacement units).

The partnership has since grown through both LRU support levels and the relationship of the support teams, ensuring that the client base receives the most efficient service possible. Such has been the well-established relationship with Ontic Engineering, a dedicated workshop for their product lines was developed and built to maintain the ever-increasing demand in LRUs. 2020 and 2021 have seen the most challenging years in our company’s history with the Coronavirus pandemic sweeping across all global industries but seen in a devastating fashion on the whole commercial aviation sector. Oakenhurst have proudly and professionally maintained its support levels throughout the pandemic offering 24/7 assistance and support to the sectors client base.

Despite any downturn in workload caused by the pandemic, Oakenhursts diverse capabilities have ensured our clients are kept ready to operate and can better adapt to demand with the everchanging air corridor routes. Our capabilities include maintenance of essential equipment such as Avionic, Instrumentation, Interiors, Communications, Navigational, Flight-Power, NiCad Batteries and emergency, to mention but a few.

During 2020 and 2021 Oakenhurst have used the downturn in demand to refurbish existing technical workshops and office areas whilst also developing new workshops, expanding our capabilities aimed to meet an impending demand.

Holding CAA, FAA, TCCA, EASA 145, and ISO 9001 approval, Oakenhurst are able to provide a global support network with 24/7 AOG (Aircraft on Ground) services. For any capability repairs that Oakenhurst cannot offer in-house, we can review the product enquiry for internal capability consideration. We also have a dedicated commercial support team that provide full management of our client’s products, including outsourcing to approved third party repair vendors that meet all regulated quality assurance requirements.

A word from Managing Director Charlie Parker: ‘’As the Managing Director of Oakenhurst Aircraft Services I have taken a personal interest in the agreement and development of our relationship with Ontic Engineering & Manufacturing. The key to the success of this agreement has been the quality of the staff working for both companies and the relationships they have forged together, not just between each other but also with the customers. With the success of the current projects, I can only see our relationship continuing to go from strength to strength.’’

For further information as to how Oakenhurst manage these projects and how we can help you, please contact us directly at repairs@oakenhurst.com

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ONTIC

have a positive impact on the aviation industry, that will attract young and emerging talent to sustain it for the future.

“From an aftermarket perspective it is forever changing as we are continually adding new product lines, new customers that buy in to platforms for the first time and aircraft transitioning from production to aftermarket through to sunset which opens markets, regions and opportunity.”

A CLEAR COMPETITIVE ADVANTAGE Ontic believes it is creating a unique, thriving culture with values at the core, expanding the breadth and difficulty of operations, developing innovative ways of working, and growing its expertise and propriety knowledge to differentiate itself.

According to Pickford, it is this ambition to be truly different that drives Ontic.

“We work hard to make our 70 | EME Outlook issue 43

customers and OEM partners our biggest advocates which means building strong, long-term relationships through outstanding customer experience and operational excellence, delivering quality in everything, and always adding value,” he discusses. “We also need every colleague to feel they belong and that their work is meaningful, that they’re empowered to reach their potential and recognised for their contribution.

We need to ensure that we attract and keep the most talented people to push us forward and make Ontic a great employer.”

Ontic’s business model is to acquire the technology to manufacture and repair legacy products, however, in order to prevent obsolescence and sustain aging products, the company is introducing modern technology and practices such as contactless CMM for small complex parts, 3D scanning, and 3D printing for test equipment.

“We’re embracing in-house processes by investing in a paint spray

booth to prevent foreign object debris and scratching of product to building a process room where a supply chain no longer exists to ensure sustainability,” explains Pickford.

“We’re also adopting paperless manufacturing documents by taking decades old manufacturing drawings, build specifications, route cards etc and incorporating these into handheld portable devices to maintain traceability and accountability.

Therefore, we understand where everything has come from and who has performed each task in the production line.”

INSIDE ONTIC’S KEY PROJECTS

Ontic Fuels Business Upon the purchase of the Fuels Business from GE Aviation in 2011, organic growth has been a focus for the Ontic technical sales team.

Working mainly in the aftermarket, the sales team are continually looking for opportunities for retrofits, spares sales and repair services.

S

ince 1977, Winslow Adaptics has built a global reputation as the go-to company for designing and manufacturing interconnect solutions. With more than 40 years of experience under our belts, we understand what it means to adapt. We have helped hundreds of top-tier OEM and SME customers modify their electronic systems to accept new technology without the need for extensive redesign – helping them to remain productive and profitable.

Our commitment to delivering high standards of quality, expertise and customer care has remained constant as our company has evolved.

We believe in a solution for everybody. Our team of talented electronic and mechanical engineers work in partnership with customers right through the development cycle – from the initial design consultation stage to feasibility studies, preproduction and component manufacture and assembly – so that we can provide a finished product that is best suited to their requirements.

Supporting the lifecycle of a piece of electronic equipment doesn’t always just involve mitigating obsolescence, a supply chain affected by allocation, or a global event can create operational havoc, production line stop is an uncomfortable place to be.

During times of reduced supply, the threat of counterfeiters taking advantage poses a significant risk in the supply chain. A trusted aftermarket supplier network is key to managing those risks to ensure authenticity and continued quality assurance.

For both electronic and mechanical shortages, Winslow Adaptics has the design and production

E sales@winslowadaptics.com

capabilities to seamlessly incorporate form, fit, and function alternatives. Choosing this approach to insert new technology promotes sustainability of the original design and keeps requalification time and costs to a minimum.

Winslow Adaptics’ engineers are skilled at reacting fast, providing robust and proven solutions.

ONTIC is a valued customer of Winslow Adaptics with whom we have collaborated on various projects, one of which was for a civil aircraft manufacturer.

With a 10-year production phase required for new aircraft and ongoing support for an existing fleet , an OSRAM Alphanumeric Programmable Display™ with Built-in CMOS Control Functions became obsolete. This device formed part of a complex design and required the recreation of the entire module alongside a DO254 design assurance plan led by Winslow engineers. Several stakeholders, both internal & external, collaborated to successfully complete this challenge on time and within budget.

The hidden costs associated with solving an unexpected critical supply shortage can be extensive and who pays that bill? And speed is of the essence to ensure production lines remain operative and the customer gets the delivery ON TIME! Our friendly and experienced team have become a crucial part of our customers trusted supplier network. Talk to Winslow Adaptics engineers today about how they can help you step off the supply chain rollercoaster and get your production back on track.

|

www.winslowadaptics.com

ONTIC With legacy components on most commercially operated aircraft, the technical sales team cover all products in the Ontic portfolio, with key opportunities focusing on the larger A320 CEO & B777 fleets.

On both platforms, Ontic are the sole supplier of the Fuel Quantity Indicating System (FQIS).

With in-depth product knowledge and regular contact with the airlines, Ontic’s sales team work closely with airline technical engineering and purchasing departments. This relationship helps the team identify and successfully win opportunities that would otherwise go undetected.

Keeping in close contact with the airlines also allows the sales team to update them with product enhancements and reliability improvements which typically can include both hardware and software upgrades. Fleet upgrades to the Ontic components are key targets for organic growth and provide airline

operators with genuine opportunities to reduce costs through enhancing product reliability, with both A320 and B777 providing opportunities for full or partial fleet retrofits. These have included retrofits to the latest production standard B777 Fuel Quantity Processor Unit and A320 Fuel Quantity Indicating Computer, and B777 Fuel tank Probes, with the airlines benefiting from enhanced system functionality, lowered cost of ownership and improved component reliability whilst at the same time addressing any obsolescence with older standard components.

DOPPLER RADAR VELOCITY SENSOR CASE STUDY Ontic acquired the license for the Doppler Radar Velocity Sensor from Thales in 2019 which is fitted to Tornado, Lynx, Bell 412, Sea King and AS332 aircraft. The Doppler Radar is a specialised radar that uses the Doppler effect to produce velocity

Kingfield Electronics Kingfield Electronics specialises in providing full-turnkey outsourced manufacturing solutions to organisations operating in a variety of high-reliability market sectors including commercial and military aerospace. Bringing together engineering, procurement, manufacturing, test, and system integration capabilities, we can manage the entire lifecycle of a product line from cradle to grave.

Our relationship with Ontic has progressively developed over many years to a point where we have now become an integral part of their supply chain providing them with very specific and focussed electronics manufacturing resources. This directly supports their in-house capabilities and provides a near seamless extension to their own core skillset.

We provide complex printed circuit board assembly and test capabilities to support some of the legacy electronics assembly requirements that are inherent in many of the Ontic product lines.

Supporting legacy electronics assembly requirements of this nature requires an additional set of capabilities both in terms of manufacturing engineering and re-engineering, and in the procurement and supply chain management activities. Material obsolescence is a key requirement given that there is a need to support electronics assemblies some of which are in excess of 30-years old.

Additionally, we also have the ability to re-engineer the manufacturing process to take full advantage of newer technology assembly practices and techniques.

The decision to outsource these specific requirements is a critical consideration within the initial product onboarding process. The ability to utilise a flexible and specialised external resource provides Ontic with the optimum balance between the utilisation of both internal and external resources.

www.kingfield-electronics.co.uk

72 | EME Outlook issue 43

Delivering fully turnkey electronic manufacturing solutions since 1985

Kingfield Electronics provides extensive Contract Electronics Manufacturing solutions to companies operating in a wide variety of high technology, high reliability, and high expectation market sectors.

We not only offer total product manufacturing solutions, but also offer a wide range of supporting services from prototyping and engineering support to product servicing and total life cycle management.

www.kingfield-electronics.co.uk

ONTIC

Princeps Princeps specialise in the sourcing of safe traceable, obsolete and hard to find electronic, electrical and e-mech components for customers in the aerospace, defence, medical, transport and many other advanced industries. Princeps is both a problem solver and a solution provider, understanding the essential need for stringent counterfeit mitigation, on-time delivery, obsolesce management and problem-solving supply chain issues.

Offering a simple, single point of access to a worldwide network containing thousands of manufacturer approved sources, Princeps deliver safe solutions for every EEE component requirement and their commitment to the quality, cost and delivery of their product is interminable, most recently with a recertification to AS9120 and AS6081 standards.

Their Princeps PRIME+ service provides fully traceable components sourced only from the original component manufacturer (OCM) or their authorised supply chain, delivered with full OCM traceability and guaranteed under Princeps AS9120 system.

data about objects and distance by bouncing a microwave signal off a desired target and analysing how the object’s motion has altered the frequency of the returned signal.

This variation gives direct and highly accurate measurements of the radial component of a target’s velocity relative to radar. The primary customer for this is Leonardo Helicopters, BAE Systems and Thales with an expected service life required until at least 2030.

The Doppler was acquired by Ontic as the technology was considered as a non-core business which posed a significant risk to the end customers.

The deal process was completed within one month with a transition process of nine months which 74 | EME Outlook issue 43

exceeded all initial expectations.

The Doppler has several complex assemblies with a legacy supply chain that needed to be re-engaged to ensure long term support could be achieved. Previously, the end customers had received product withdrawal notices, however Ontic was able to deliver four completed Doppler assemblies within the first year.

Ontic is now fully engaged with the end customers and working to supply further Doppler assemblies to contribute to the delivery of long term sustained support. This is testament to Ontic’s commitment to consistently deliver proactive solutions for the sustainment of highly complex legacy units.

Princeps ASSURE+ allows customers to consider mitigated untraceable components. By applying a detailed risk assessment and the AS6081, standard counterfeit risks are minimised with a bespoke test and inspection plan which sets out how distributors operating in the open market must mitigate the risks of counterfeit and fraudulent components.

Owing to an unyielding determination to provide their industry with an authentic product and exceptional service, Princeps has worked with some of the most esteemed names in the industry, and ONTIC are the leaders in legacy aircraft support and a company aligned with Princeps’ own drive for industry excellence.

www.princeps.co.uk

ONTIC

Hartley Precision Engineering Hartley Precision Engineering is proud to be a strategic partner to Ontic, as well as supporting other OEM’s & sectors.

Established in the UK in 1970 we now specialize in CNC machining (5 Axis, Mill/Turn, Grinding) assembly, lapping & super-finishing as well as our in house metrology laboratory incorporating pressure test, balancing, eccobonding & shrink fitting.

All this with 50 years’ experience in manufacturing medium to complex components & assemblies in a variety of materials (exotic, stainless, plastics & composites).

Supplying Customers with the highest quality product with a passion & drive for future solutions.

Hartley Precision Engineering Co Ltd

“IT’S THE PRIDE WE TAKE IN OUR UNWAVERING COMMITMENT TO SAFETY, FLAWLESS QUALITY, CONTINUOUS INNOVATION, AND OUTSTANDING CUSTOMER EXPERIENCE THAT IS BEYOND COMPARE” – ADAM PICKFORD, SALES DIRECTOR, ONTIC FUTURE PROJECTS However, Ontic certainly aren’t finished there. Having always been committed to inorganic revenue growth through acquisitions and licensing from global OEMs, in recent years, the investment in the infrastructure supporting this element of the business has increased significantly.

With the dedicated focus of Gareth Blackbird, former Ontic CFO and now Chief Commercial Officer, the global business development team has been increased drawing in experience from the wider business and external companies working in the same environment as Ontic. Further to 76 | EME Outlook issue 43

this an in-house analysis team has been established to ensure that each project or business opportunity can be processed both in the strictest confidence and as expediently as possible, all together meaning Ontic has the unrivalled ability to support OEM divestment in the most efficient and effective way.

“Our ongoing access to funding has enabled Ontic, through the use of the expanded team, to increase the opportunities pipeline to more than 40 at any one time and be making significant progress through the offer stage and due diligence aspects of between 10-15 opportunities at any one time,” explains Pickford. “This

both enables quick decisions and accurate valuations while maintaining the high deal standards demanded from the Ontic business objectives.

“In delivering the long-term strategic plan for Ontic we have, and we continue to invest in the people, the processes, and plant to enable growth. Recently over $2 million has been invested across our global sites in a new MES to embrace industry 4.0 technology and focus the business on delivering repeatable conformance across manufacturing processes and repair stages on both our civil and military portfolio.”

Further significant investment has been made into preparing Ontic’s

MANUFACTURING

50

Engineering Excellence in: -

1970 – 2020

Years of Excellence

Aerospace Oil and Gas Motorsport Nuclear Rail

Hartley Precision Engineering Co Ltd Tel +44 (0) 151-548-0777 enquiries@hartleyprecision.co.uk www.hartleyprecision.co.uk

A E Smith Engineering Ltd

Manufacturing components for precisely where it counts.....

Est 1970 - The home of precision engineering Excellence in the manufacture of precision components for the aerospace (military and civil) and associated industries.

To deliver a service to the industry that meets the requirements of all our customers Providing a quality product – “On time - First time - Every time”

A E Smith Engineering | 4 Mackenzie Way | Swindon Villlage | Cheltenham | GL51 9TX Tel +44 (0)1242 234668 | robert@aesmitheng.co.uk | www.aesmitheng.co.uk

EME Outlook issue 43 | 77

ONTIC functional processes for accelerated growth, working with international businesses such as Oliver Wyman, it has addressed key areas of the business; S&OP, supply chain and customer engagement to ensure Ontic not only know what is needed to grow but have the resources and processes in place ready for it. Investment and expansion is very much the name of the game, according to Pickford.

“All of the financial investment would not be effective without equal amounts of time and external support provided to the sites to review the requirements and implement the improvements,” he says. “The business has even taken the significant step of creating a global senior leadership role, that of Director of Customer Engagement, and promoting UK site director Matthew Pritchard into the role, ensuring a consistent approach to delivering our values and objectives while focusing the organisation on

78 | EME Outlook issue 43

customer engagement.”

All of these significant improvements have been headed up

by Gareth Hall, CEO, in order to ready the business to meet its strategic targets.

SUPPLY CHAIN DRIVE Establishing a robust supply chain is essential to all manufacturers.

Without key, strategic partnerships, maintaining a successful business is made extremely challenging.

As a result of the nature of Ontic’s legacy model, Pickford believes partnering with suppliers is pivotal.

“It’s vital because of the sustainment of the supply of the legacy parts and processes, as we do not have the purchasing leverage due to the fluctuating volumes of our demand,” he explains.

However, it’s important not to form partnerships for the sake of it and Pickford stresses the importance of being aligned on mutual values.

Rediweld Technical Moulding As a leading UK provider of moulding services, Rediweld Technical Moulding (RTM) offer a unique range of activities: Design Concepts – 3D design with SolidWorks, metal to plastic conversion New Product Introduction (NPI) – Prototyping, tooling management, first article inspection report Moulding Services – wide range of materials and processes for thermoplastic, thermoset & rubber moulding Machining & Finishing – for tight tolerances, milling, turning, drilling and shot blasting Assembly – dedicated assembly and secondary operations, bonding and EMI/ RFI shielding Quality – QA/QC with accreditation to AS9100D/ISO9001:2015, Cyber Essentials, Coordinate Measuring Machine (CMM), Renishaw Equator, Tensile Test Parts Delivery – Supply Chain Management, Full Material Traceability Rediweld is proud to work closely with Ontic for several years and is always keen to add value to our relationship .

www.rediweldmoulding.co.uk

MANUFACTURING

A single UK source for your technical moulding requirements Thermoplastic | Thermoset | Rubber

“Rediweld is proud to be working in partnership with Ontic for many years, working together to drive quality & success”

ONTIC_V.9_EDIT_indd.indd 1

WWW.REDIWELDMOULDING.CO.UK

WWW.REDIWELDMOULDING.CO.UK

Rediweld Technical Moulding

Design Planning & Innovation .

Injection Moulding .

Assembly .

Project Management

Compression Moulding .

Delivery .

Machining & Finishing

Quality & Testing

30/06/2021 09:27:40

www.portafix.co.uk

Portafix are your supply chain solution for all your fasteners, fixings and consumable needs, offering complete client flexibility

ISO 9001:2015 and AS9120:B

16/17 Stephenson Close, East Portway Industrial Estate, Andover, Hampshire, England SP10 3RU Tel (+44) 1264 336601 Fax (+44) 1264 336602 Email : sales@portafix.co.uk

EME Outlook issue 43 | 79

ONTIC

80 | EME Outlook issue 43

MANUFACTURING “WE’RE NOT JUST HERE TO GIVE AIRCRAFT A NEW LEASE OF LIFE, WE’RE CREATING A SAFER, MORE SUSTAINABLE FUTURE FOR THE AVIATION AND DEFENCE INDUSTRY” – ADAM PICKFORD, SALES DIRECTOR, ONTIC

“We look to partner with suppliers who are as flexible and adaptable as us, with the technical capability to help resolve the sustainment issues we see in the day-to-day challenge of continuing to support the Legacy aerospace sector,” he says. “We also look to partner with a number of global distributors who specialise in holding the necessary stock, in the right location, to ensure we are capable of supporting our customers to reduce lead times and maintaining their aircraft availability.”

Good companies value its employees as staff are central to achieving long-term growth and achievement. For Pickford and Ontic itself, it is very much a people first strategy. “Acquiring and retaining the most talented people to push us forward is essential to our success,” he discusses. “We need every colleague to feel they belong, and their work is meaningful, that they’re empowered to reach their potential and recognised for their contribution.

We give our colleagues the freedom to think, experiment, challenge, grow, and explore the infinite possibilities that are open to us. We embrace the challenges together, as one inclusive community, where every contribution counts and every voice is heard - a home for true collaboration, built on mutual trust and respect.”

Looking ahead, Pickford has a clear idea of what the future could look like at Ontic.

“Our first priority is to ensure our employees across the globe are able to continue work in a safe environment and to also foster collaboration as we work in new and different ways,” he stresses. “COVID19 has taught us, our customers and our suppliers that being flexible, responsive and willing to take calculated risks is critical to our

future success. We are focused on improving our customers experience and continuing to pursue sustainable growth opportunities.”

Tel: +65 6483 1819 www.ontic.com

EME Outlook issue 43 | 81

PACE ARCHITECTURE, ENGINEERING + PLANNING

82 | EME Outlook issue 43

CONSTRUCTION

Keeping Pace with

Transformation Pace Architecture, Engineering and Planning have been shaping the skylines of the Middle East for the past 50 years. Director of Operations Ahmed Soliman, explores design-led excellence Writer: Phoebe Harper | Project Manager: Ryan Gray

F

ew construction companies can lay claim to world records – but for leading Middle Eastern architectural consultancy firm Pace Architecture, Engineering and Planning (Pace), this is part of the enterprises’ esteemed legacy.

Within its home nation of Kuwait, the company lays claim to the world’s largest robotic car park and the record for the largest government-owned official

building with the Jahra and Farwaniya courts complexes, soon to be overtaken

by Pace’s ongoing construction for the Kuwait Palace of Justice.

Alongside the headquarters in Kuwait City, the company’s presence spans additional offices in Manama, Riyadh and Tunis. The firm primarily serves the construction industry across the Middle East, Asia, Eastern Europe, and Africa.

Over 50 years of operation, Pace has EME Outlook issue 43 | 83

The IKK Group of Companies is a major business institution, serving most of the Arab World in the industrial, construction and trading fields, as well as in specialized maintenance and services. Today, the IKK Group of Companies is a pioneer in waterproofing, weatherproofing, building material supplies, UPVC and CPVC and high-density polyethylene pipes and fittings and several other products for the construction industry.

The Group is also represented in the sanitary products, steel production, kitchen manufacturing, telecommunications, food, decoration, re-insurance, and in the real estate business.

Composed of various company entities and joint ventures, the IKK Group operates through more than 200 divisions, branches and outlets; it is spread in 10 countries, covering all major cities in the Gulf & MENA Regions, employing around 14,000 employees.

14,000

Employees & Workers

Manufacturing Factories

60

Diversified factories and production lines for construction material (Metal structures, Plastic Pipes, Glass, and other) in the Middle East and Arabian Gulf region.

10

Services

Branches & Facilities Countries

Various

The IKK Group include several services specific companies which vary from specialized construction services and supporting services to telecom related services.

Trading

Various Lines

The trading companies operating under the IKK group of companies umbrella cover the market needs in many construction material requirements (tools and essential renovation needs) in addition to food supplies and other items.

Media Designs

Media and design is an essential for all business lines in IKK Group of Companies, with specialized and professional companies and entities within the group.

Contracting Construction

The Kabbani Construction Group and its subcompanies cover a wide range of general and specialized contracting services and operate in all the Gulf and Middle East region, working with major contracting firms.

Kingdom of Saudi Arabia

+966 12 627 8000

info@ikkgroup.com

PACE ARCHITECTURE, ENGINEERING + PLANNING amassed an impressive portfolio of projects as a multidisciplinary consultancy firm championing a visionary approach to design and project delivery with quality at the core.

“We benchmark our work against the highest of industry standards and have established a widely recognised reputation as an early adopter and an active leader in the region for the implementation and promotion of new design technologies,” opens Ahmed Soliman, Pace’s Director of Operations.

“Our diverse and talented team of over 850 industry experts provide a full suite of specialised and integrated architectural, engineering and planning services to a wide range of public and private sector clients, with seamless cooperation that guarantees exceptional project delivery - from start to finish,” he continues.

Soliman himself was drawn to the design and engineering aspects of retail and real estate development projects during his previous tenure at Exxon Mobil Corporation (XOM).

“During the last three years of my XOM service, I was fortunate to work on the design, localisation and roll-out of a newly flagship convenience store

86 | EME Outlook issue 43

EME OUTLOOK: COULD YOU TELL US MORE ABOUT PACE’S WORK ON THE KUWAIT NEW PALACE OF JUSTICE? Ahmed Soliman, Director of Operations: “Our New Palace of Justice project in Kuwait City, upon completion will be the largest judicial building across the Middle East. Since our appointment, Pace has offered our full multidisciplinary range of design, project management and construction services to reach the milestone of 60 percent completion in record time.

“The building will be situated on a plot area of 33,384.50 square-metres (sqm). It will feature a solid plaza and two floating cantilevered towers, or wings that will soar 26 floors above ground (and a basement of three floors) to represent a massive abstract of the ‘Scale of Justice’. The facility boasts a total area of about 400,000 sqm, including the area on which the existing Palace of Justice building is located. The project will house more than 141 courtrooms and around 284,000 sqm of administrative space, with direct views on the Arabian Gulf waters. Other components include a grand judicial library, cafeterias, grand theatre, and lecture halls.

A special building dedicated for car parking will also be constructed, which will include about 3,129 automatic and traditional parking spaces.

“Pace has ‘Fast-Tracked’ construction to complete almost 90 percent of structural works to date. As well as being fully developed and delivered

by Pace, the project has already garnered global recognition within the global architectural community and press including a shortlist nomination at the World Architecture Festival’s future project category. The Palace continues to tread a firm path on its way to becoming an architectural landmark for the country by creating a monolith structure that is characterised by modernity, opulence and innovation.”

CONSTRUCTION

Palace of Justice, Kuwait City

EME Outlook issue 43 | 87

PACE ARCHITECTURE, ENGINEERING + PLANNING “PACE IS COMMITTED TO CONSTANT EVOLUTION AND CONTINUOUS DEVELOPMENT AT EVERY TURN” – AHMED SOLIMAN, DIRECTOR OF OPERATIONS, PACE brand for XOM called ‘On the Run’, which was deployed throughout Egypt and other parts of Africa including Kenya, Gabon and Tunisia,” he explains.

This was amplified further in Soliman’s subsequent role at the Kuwait Gulf Oil Company as Specialist Project Manager, overseeing the design and construction of LEED Certified Head Office buildings.

“Ultimately, I moved to Pace to expand my experience of the design and delivery of complex projects in the realm of built environment and infrastructure.”

A COMPETITIVE HERITAGE Although backed by a prestigious history, Pace champions a forwardlooking perspective centred on continual improvement.

“With over 50 years of industry experience, Pace has, and continues to, make a significant contribution to the development of the architectural and urban landscapes within the entire region, earning a global reputation for pushing the boundaries of design and architecture in our pursuit of quality and excellence.”

PACE – KEY PROJECTS The Abdali Economic Zone: • Pace completed the design for complete master planning and detailed infrastructure for the project.

• The project area is five million square metres and comprises four development blocks including 13 diverse land use areas.

• The Abdali Economic Zone will be the first economic zone in Kuwait where infrastructure as a service is implemented in the design.

• District cooling, street lighting powered using IP network doubling as Wi-Fi hubs, solid waste vacuum collection and processing systems are all integrated in the design as investment opportunities rather than government capital cost.

• The project has been approved by Kuwait Municipal Council and is in the pipeline for tendering to investors.

Public Authority for Housing Welfare (PAHW) investment opportunities projects: • J3 is a mixed-use mall and investment residential development.

• S2 is an industrial and logistics park on one million square metres land.

• J2 is a mixed-use office park.

• All projects were won through a collaboration between Pace and three investors. Pace won all three projects and was awarded post competition design and supervision services with EPC contractors.

• These projects put Pace in a unique position and experience for publicprivate partnership (PPP) type projects which spring boarded Pace as the go-to consultant for any investor seeking PPP projects.

88 | EME Outlook issue 43

TK Elevator Engineering that keeps the world moving Present in Kuwait since 1976 and formally established in 2013, TK Elevator installs, maintains, and modernizes elevators and escalators in Kuwait.

We have a strong presence in various segments, such as residential, retail and infrastructure.

Over the past decade, TK Elevator has had a strong engagement with PACE Architects in several iconic projects, such as the New Maternity Hospital, Jahra Court, Kuwait National Museum, and several projects in the Hessah Al Mubarak District, just to name a few.

TK Elevator worked closely with PACE Architects to ensure the best suited vertical transportation systems for each specific project, using smart designs and the latest technology, such AGILE destination dispatch system, INSIGHT monitoring system and even TWIN elevator systems in which 2 elevators move independently in the same shaft.

TK Elevator has an extensive maintenance portfolio across Kuwait, serviced by teams of trained and well-equipped technicians following our global standards in preventive maintenance.

About TK Elevator With customers in over 100 countries served by 50,000 employees, including 24,000 service technicians, and over 1,000 locations around the world, we operate an extensive network that guarantees timely support for our customers.

Over the past decades, TK Elevator has established itself as one of the world’s leading elevator companies.

The product portfolio covers commodity elevators for residential and commercial buildings to cuttingedge, highly customized solutions for state-of-the-art architecture and skyscrapers. Our all-encompassing portfolio also consists of escalators and moving walks, passenger boarding bridges, as well as stair lifts and platform lifts.

www.tkelevator.com.kw

PACE ARCHITECTURE, ENGINEERING + PLANNING

The Imperial Group The Imperial Group Company is specialized in the Design, Supply, Installation, Testing, Commissioning, and after sale maintenance of solid waste handling equipment. Our main goal is to seek the latest technology in this field, trying to introduce what so ever new and of best quality to Kuwait Market.

We solely represent the following international firms which covers most – if not all – types of waste handling and recycling equipment: 1. Hardall International -UK One of the leading manufacturers of Refuse & Linen Chute Systems, and under chute compactors.

2. M.B.T. - Austria Specialized in the manufacture of all kinds of roll on-off bulk waste compactors, baler press machines, and recycling equipment.

3. Santes - Turkey Manufactures waste incineration plants and flue gas treatment systems for complete destruction of infectious hospital waste, medical, and municipal waste.

4. Motrec - Canada Supplies tow trucks for various types of waste bins.

Abdali Economic Zone “We have always remained ahead of the curve by continuous selfassessment and an active approach to development – in pursuit of evergreater efficiency and optimisation of resources,” Soliman states.

The company’s environmental commitments stand as a solid reflection of this outlook.

“Pace has a fully-fledged HSE management system that incorporates environmental protection within the design ethos of Pace activities,” Soliman tells us. Complimentary to this, Pace’s status as ISO certified to ISO 450001 indicates a core requirement for environmental protection.

As with all reputable players in 90 | EME Outlook issue 43

the global construction sector, the company comes equipped with the in-house expertise to deliver and conform to LEED (Leadership in Energy and Environmental Design) standards.

Indeed, five LEED AP professionals form a core part of Pace’s design staff within both architecture and mechanical, electrical and plumbing (MEP) disciplines.

Investment-led innovation is at the cornerstone of this ongoing pursuit of excellence, with Pace continually incorporating and excelling within the latest design and construction technologies. Alongside LEED, this primarily extends to Business Information Modelling (BIM) and Project Information Management (PIM).

OUR CLIENTS: • Ministry of Health • Ministry of Defence • Ministry of Public Works • KOC • KNPC • KGOC • Tamdeen Real Estate Company • Al Tijaria Real Estate Company • Aqarat Real Estate Company • Wafra Real Estate Company SOME OF OUR EXECUTED PROJECTS: • Arraya Centre • KIPCO Tower • Symphony Complex • State Audit Bureau H/Q • KNPC New H/Q • KGOC New H/Q • Arabella Food Court • Wafra Seef Food Court • New Dar Al-Shifa Hospital • Palm Jumeirah - UAE

The Imperial Group For General Trading & Contracting Co. (W.L.L)

Specialised in Solid Waste Management Systems The Imperial Group For General Trading & Contracting Co. (W.L.L)

REFUSE-CHUTE-SYSTEM

UNIVERSITY PROJECT

REFREGIRATED COMPACTOR FOR ORGANIC WASTE

ROLL PACKER COMPACTORS

P.O.Box 24742 Safat 13108 Kuwait | Tel: (+965) 22496532-22496533 Fax: (+965) 22496534 | Email: imperial@imperialgroup.org

KNPC PROJECT

MOD PROJECT

PACE ARCHITECTURE, ENGINEERING + PLANNING

NOURI INDUSTRIAL ESTABLISHMENT CO. Founded in 1958, by Mr. Abdulkhaliq Al-Nouri, as a Civil Contracting company, and between 1958 and 1976 successfully executed several major civil projects in the Government Sector. Since 1970, we have gradually extended our business to supplying capital equipment to the Oil & Petrochemical Industries and providing operational and maintenance equipment for the Power, Defense, Aviation, Interior and Telecommunication Ministries.

At present, we are one of Kuwait’s leading trading firms with operations in various business sectors; HVAC, Electrical & Telecom, Environmental, Mechanical, Laboratory & Chemical and Industrial Control and Automation.

“PACE HAS EARNT A GLOBAL REPUTATION FOR PUSHING THE BOUNDARIES OF DESIGN AND ARCHITECTURE IN OUR PURSUIT OF QUALITY AND EXCELLENCE” - AHMED SOLIMAN, DIRECTOR OF OPERATIONS, PACE “Through critical design thinking across all disciplines and by adopting the latest in design and construction technologies, Pace is able to address multiple design challenges and manage projects, clients and partners more effectively, with timely delivery and minimum waste or errors,” Soliman comments.

By the end of this year, Pace will conclude investment both in terms of digital infrastructure and staff, to attain BIM Level Two compliance.

Adjacent to this, Pace continue 92 | EME Outlook issue 43

to advance the digital ecosystem in which they thrive. This hails the future of the construction industry by streamlining collaboration and eliminating the risk of prediction by forecasting and visualising cost and constructability through advanced software.

The company’s investment in digital delivery is the natural progression in this area, advancing beyond simple project level BIM. “Digital delivery workflows afford Pace the ability to deliver projects anywhere through collaboration with geographically distributed teams and partners without the exchange of a single paper. This covers from contracting to post occupancy assessment,” Soliman explains.

The adoption of the digital delivery framework will also fulfil a critical role in addressing the current industry challenge of disrupted access to both staff talent and clients, during the ongoing COVID-19 pandemic.

We as a group are representing top quality manufacturers from around the world; SPX Marley, Alfa Laval, NIBCO, TACO, SPP Pumps, LAKOS, PETRA, NUAIRE, AAF International, Krantz, Frese, Flamco, Hisense VRF, Weksler, Superior Boilers, GE, CMP, Raychem, Cembre, Seal for Life, John Zinc, Baker Hughes, Sundyne, KochGlitsch, HACH, SETA, Allen Bradley, Rockwell Automation and many more.

We have a huge reference list for supply of our products to many prestigious projects in Kuwait, especially the supply of HVAC equipment’s in almost all the PAN ARAB projects, to name the few Avenues Mall, Assima Mall, Kuwait Motor Town, The Scientific Center etc…

NIEC is proud to say that our efforts to convince clients on value based products with long term gains is being accepted and has placed us in a unique position in the market , more importantly in the hearts our valued customers.

We are “Committed to Quality” www.nie-kwt.com

At NIEC it’s all about Experience, Quality, Dedication & Trust

Established in 1958, we are major suppliers of Engineering goods and services to Oil, Gas, Petrochemical, Power & Water/Waste Water, Telecom, HVAC Industries.

We represent SPX Marley Cooling Towers, Alfa Laval Heat Exchangers, NIBCO Valves, TACO Pumps, SPP Pumps, LAKOS Sand Separators, PETRA A/C Units, NUAIRE Fans, AAF International, Krantz, Frese Valves, Flamco Pressurization Units, Hisense VRF, Weksler Pressure Gauges, Superior Boilers, GE, Raychem, Cembre and many more brands which are supplying to commercial, Oil and Gas sector.

Nouri Industrial Establishment Co. For Gen. Trad. & Cont. S.P.C

Ardiya Industrial Area, Block 2, Building No:86, Ardiya P.O. Box 2829, Safat 13029, Kuwait.

T +965 22097275 /6 /7 | F +965 22090581 /82 | E contact@nie-kwt.com www.nie-kwt.com

PACE ARCHITECTURE, ENGINEERING + PLANNING

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CONSTRUCTION

We deal with all kind of structural and architectural metal fabrication including: • stainless steel • mild steel • galvanized steel We are an International Metal Fire Rated Door and Stainless Steel Door Manufacturer, Tested and Certified by BS 476: Part 22.standard

www.almashaansteel.com

A CHALLENGING LANDSCAPE On the topic of challenges, Soliman highlights the shifting and dynamic context of the industry in the geographical regions that Pace serves.

“The construction industry in the ME region where we do business (Kuwait, Bahrain and KSA) is currently in a state-of-flux.

“Kuwait is a proving to be a market with shrinking funds from the government and major developers, which is challenged by a great desired and need to diversify its economy as per the Government’s ‘New Kuwait’ Vision 2035,” he outlines.

This government initiative aims at ameliorating Kuwait’s attractiveness to investors through transforming the country into a hub of finance and trade. Developed infrastructure is a key pillar behind this strategy, highlighting the integral role that the construction industry is expected to

play in the future of the country.

In the context of the COVID19 era, this ambitious framework can lead to complications and confusion for lawmakers in striking a balance in legislation and economic restructuring amidst the overall project landscape.

Looking beyond Kuwait, Soliman identifies Bahrain as a somewhat “swinging market”, defined by peaks and troughs in business activity due to opportunities largely being generated from outside of the country.

“To get business in Bahrain, one needs to be close to KSA and UAE developers,” Soliman comments.

“KSA is a booming market but stuck in the same all too familiar cycle of studies and design at inflated fees and salaries, only to come to the construction stages with cold feet when the feasibilities break the dreams on the rock of reality.”

In spite of such market conditions,

Saudi Arabia remains a promising area of development that Pace intend to approach with suitable caution.

“We are keen to capture opportunities in KSA but with a cautious eye to the inevitable dip until the market drivers get more experience in sustained development,” he surmises.

With this savvy and agile market approach, Pace and their quality model of consultancy services, from procurement to design, are the company to fulfil the architectural vision of the Middle East.

Tel: +965 2266 9600 communications@pace-me.com www.pace-me.com

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BOG’ART GROUP

BUILDING ROMANIA We speak to Bogdan Doicescu, Director of Business Development at Bog’Art Group, about the construction sector within Romania and the company’s latest construction projects and real estate developments Writer: Marcus Kääpä | Project Manager: Ryan Gray

Sun Plaza

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The construction and real estate market is a high performing segment, in Romania, but it has its challenges.

There is a lot of opportunity for development, and we have been able to answer the growth of the market with long-term dedication to creating exceptional buildings that endure the test of time.”

The words of Bogdan Doicescu, Director of Business Development at Bog’Art Group (Bog’Art), provide us with an insight into the Romanian construction and real estate sector today; one in which the Bog’Art has risen to the upper echelons after 30 years of continuous activity and hundreds of major projects successfully completed.

“Bog’Art is one of the most reputable companies in this sector, as we are unique in providing integrated building services” Doicescu informs us. “We have grown from a family business to the level of a large corporate in Romania, in terms of business lines, manpower, and organisational procedures.

“It’s a great market in which to

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We deliver performance.

IGNA INSTAL SRL can integrate and execute using mainly its own workforce, together with reliable partners, installation works for residential, commercial, office, hotel and industrial applications, already having in its portfolio all these types of projects.

Together with our partners, we are guided by the highest standards of excellence through performance, professionalism, and quality MEP projects works, providing a living example for the construction market. We wish to become the main supplier in the execution of projects for civil and industrial construction facilities and we want to ensure job satisfaction to our employees, rewards and the opportunity to grow continuously.

Our company is developed as an installation company, the organization’s infrastructure being compatible with the growing needs of customers and business partners, in terms of execution of installation projects and the provision of related services. Given the skills and knowledge of our staff, but also the market relations in the field of construction, we are proud to say that the activity of our organization is in full development. Our common goal is continuous development, supported by the performance of a well-cohesive team.

IGNA INSTAL SRL has reached now a team of 120 employees, structured on departments with a well-defined organizational chart, comprising the FINANCIAL-ECONOMIC, COMMERCIAL, EXECUTION departments, the last one comprising the Bidding department, the Design department, the Procurement, MEP PROJECTS, Quality and Safety Control.

Our expertise covers a complete range of installation services, as follows: SANITARY INSTALLATIONS • Water supply, including technical spaces • Indoor (domestic, rainwater) and outdoor sewerage • Fire fighting systems, including technical spaces HVAC INSTALLATIONS • Ventilation systems • Smoke / pressurization installations • Air conditioning systems • Heating systems ELECTRICAL INSTALLATIONS • Low voltage electrical installations VERY LOW VOLTAGE INSTALLATIONS • Fire detection and warning systems • Security installations (burglary, access control, CCTV) • Voice data installations • Sound systems BMS Building Management System (BMS) is a computer-based control system installed in buildings that controls and monitors the mechanical and electrical equipment of the building such as ventilation, lighting, power systems, fire systems and security systems.

Headquarters: 19A Dogarilor Street, District 2, Bucharest Work point: 43B Ghencea Blv, Ghencea Business Center, 4th Floor, District 6, Bucharest

0040 372 960 645 0040 371 605 744 (FAX) office@ignainstal.ro

BOG’ART GROUP

Expo Business Park be a local player with high capacity but also great flexibility, because there are barriers to entry that foreign companies looking for big construction contracts may stumble upon, while at the same time we are able to provide nimble responsiveness for private real estate investors looking for building solutions.”

Bog’Art is an integrated building company based in Bucharest and is one of the largest general contractors in Romania. The company is a family business established in 1991 and has become a market leader in civil construction. The firm is most reputable for landmark projects requiring complex and innovative technical solutions. Bog’Art’s hands-on management and highly qualified staff promote a clientoriented culture that aims to optimise processes. The company achieves the quality performance and timely completion of its projects through its full range of building services.

“We offer the entire value chain from start to finish of a building’s lifecycle,” Doicescu explains. “We 100 | EME Outlook issue 43

“WE OFFER A CRADLE-TO-GRAVE SERVICE THAT OVERSEES THE ENTIRE LIFECYCLE OF THE CONSTRUCTION PROJECTS AND RESULTING BUILDINGS” - BOGDAN DOICESCU, DIRECTOR OF BUSINESS DEVELOPMENT, BOG’ART GROUP have a real estate business that acquires and secures land and permits, secures bank financing or strategic equity partnerships, a design company that deals with concepts and building specifications, and steel production and aluminium façade systems providing important material inputs in the construction process.

On top of this, we have a rigorous and unified project management system that oversees other important aspects of operation such as the timeline of construction and stakeholder relationships, and a building management company that ensures a building is well-maintained after execution.

“In terms of preparing the projects, we can do everything in-house, and then we have multiple external partners that help us with the overall

process. In short, Bog’Art provides its clients integrated building services throughout the lifecycle of the project.”

In order to successfully deliver a turn-key project, Bog’Art’s group of companies are equipped and organised to the scale of a large corporation yet carry the personal touch of a family business. The fully integrated building services provided by the company are client-oriented, with a strong focus on applied ingenuity and responsiveness to each specific project’s needs.

Bog’Art has evolved throughout several business cycles for 30 years, achieving continuous growth and adaptability by working successfully with international property investors in Romania.

O

ne of the most reliable partners we have is undoubtedly Bog’Art. Our journey together started back in the ‘90s, when our General Manager, Mr. Dorel Gutu, first started to work with Bog’Art, and since then, many projects have been successfully completed and delivered to our clients.

Trust and respect – two words that can perfectly describe our relationship built over the years.

In the years of activity we are proud of our top projects, which attest the fact that we are guided by the highest quality standards.

We can integrate and execute using mainly our own workforce, together with reliable partners, installation works for residential, commercial, office, hotel and industrial applications, already having in our portfolio all these types of projects.

KUWAIT EMBASSY in Romania, 3,000 sqm, execution of HVAC, Sanitary, Electrical and BMS installations GW SQUARE (ongoing project) - Class A office building, 44,000 sqm, execution of ventilation installations For more projects information, please visit our website at https://en.ignainstal.ro/portofoliu We want to congratulate the whole Bog’Art team for the fulminating journey it has had during these 30 years and also for winning the Romania’s Best Constructor award for 8 consecutive years. We are grateful to be part of this success and we want to thank Bog’Art for all our collaboration over the years!

Over time we have consolidated the relationships with our partners and collaborators. We deliver high-performance and high-quality solutions on time, regardless of the project type. We don’t compromise on quality.

To name a few projects delivered to our clients along with our reliable partner, Bog’Art: U CENTER (ongoing project) - Class A office building (developed by Forte Partners), 45,000 sqm, execution of HVAC, Sanitary and Electrical installations THE BRIDGE - Phases 2 and Phase 3 - Class A office buildings (developed by Forte Partners), 67,000 sqm, execution of electrical installations CAMPUS C - Class A office building, 59,000 sqm, execution of HVAC installations

https://en.ignainstal.ro/

BOG’ART GROUP The long-standing local relationships, accumulated know-how, and devoted professionals in its team reflect the company’s expectations of higher building standards across

the industry; a notion that Bog’Art works towards with every project undertaken.

“We are most well-known for building landmark office buildings,

EME OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER PAST AND HOW THIS HAS SHAPED YOUR PRESENT ROLE? Bogdan Doicescu, Director of Business Development: “I have been involved in the industry for longer than I can remember; I spent my childhood around freshly poured concrete, and I have pretty much gained lifelong experience alongside my family in this business.

“My father founded the company, and I followed the business management approach. My undergraduate college experience studying Financial Economics and Business Management at Columbia University allowed me to see the various and different realms of the real estate business and following this I then obtained a Master’s degree in Real Estate Development at New York University (NYU).

“I ended up transitioning back to Europe by working briefly for Canary Wharf Group in London, and this experience really helped me understand the alignment between real estate and construction sector as well as longstanding impact of a project. Now I am in charge of the leadership and strategic development of the Bog’Art group of companies in my role as CEO of the holding management.

“At the same time, I am head of the real estate business which has grown substantially since I became involved. In my current position, I oversee the development of Bog’Art’s strategic mission of creating a fully integrated building company in Romania, with a streamlined approach from the first steps on empty land to effectively managing a building years after completion.”

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and at the same time we are welldiversified to build warehouses, shopping centres, institutional facilities and even our own residential projects; an area which we are looking to grow significantly,” Doicescu explains. “These projects give us a consistently balanced portfolio of project types and we are constantly looking to build just about anything of significant size or complexity that fit our company profile.

ART CITY Consisting of 140 premium units with a built area of 19,500 squaremetres (sqm), Art City stands as one of Bog’Art’s current construction projects that truly represents the company’s aim, achievement and ability to create progressive and impactful buildings with complete coordination from start to finish.

The buildings are currently under construction and are over half-sold, with the delivery of the building scheduled for delivery by mid-2022.”

“Art City is an in-house project for the group, from the first drawn lines on the land to the last details of the building finishes and amenities,” Doicescu elaborates. “To get this underway we applied for and acquired land from a large oil and gas company and redeveloped the area while investing in green technologies and sustainability-centric elements of design and master planning to reshape an entire area in Bucharest.

“Now we are completely transforming a new neighbourhood, and that’s why we have rebranded it ‘Art City’; it will have a major impact on the surrounding area that was formally overlooked to become more of a design district. We partnered with an art school and collaborated with the art community, and we have a new concept of promoting design and cultural values, in effect bringing life to the area.”

Art City showcases Bog’Art’s ability to deliver a project from a state of

CONSTRUCTION

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CSR In accordance with the Romanian Green Building Council standards, Bog’Art’s sustainable projects incorporate design and implementation standards that are both environmentally responsible and efficient.

As a general contractor, the group is able to ensure that projects meet the sustainability requirements of BREEAM and LEED certifications.

The methods and technologies implemented include, but are not limited to:

• Durable materials that extended the building’s life cycles.

• Low carbon technologies and construction materials to avoid ozone depletion.

• The usage of recycled materials and construction waste whenever feasible.

• Water-saving plumbing fixtures and the re-usage of water supply.

• Energy-efficient roofs and water collection systems.

• Optimisation of job sites in order to reduce energy and waste.

• High-performing mechanical systems for heating, ventilating and cooling that save energy and minimise operational costs.

• Evaluation of existing infrastructure and renovation of existing structures to minimise land usage.

• Energy efficient lighting tools such as LED fixtures, time and motion sensors.

• Energy-efficient design that optimises orientation of the building.

• Building Management Systems to monitor and thus control energy usage.

• Façades that minimise solar load and heat loss in order to reduce the operation of mechanical systems.

• Use of alternative sources of energy such as solar, geothermal or co-generators that back existing power supplies.

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BOG’ART GROUP empty land to the conception, design and a high standard of execution that exists as the core of the company’s service.

“It is something that we as a group are very proud of,” Doicescu reflects. “It is one of the biggest single investments in the real estate sector, a business we are expanding significantly. We have also secured further land to expand the project with a plan set for the future. This could lead us to install over 1,000 extra units in the next five years.”

BUILDING THE COUNTRY Bog’Art aims to contribute to the growing infrastructure needs of Romania, which includes working alongside and receiving investments from the government in order to see major projects. Brașov Airport is one such project, and one of several airports that the company has worked on and currently completing.

Baneasa Airport is another example

regarding a historic landmark, with restorative and delicate projects that Bog’Art undertakes with the utmost dedication and care.

“There is architectural significance to the building; it has a large dome structure and it’s a very complex design that requires delicate restoration work,” Doicescu informs us. “We not only need to ensure quality but also details in our work, as it’s a lasting monument that will represent how we build. Although highly complex, we’ll be very proud of this project when finished and it will still function to the benefit of the country.”

that the group aims to achieve for the entire life cycle of the buildings it creates through its designs and practices: efficiency, utility, durability and comfort.

Bog’Art ensures that these four principles are met through multiple means. These span the usage of recycled materials, and minimising construction waste generation and toxic emissions, to the optimised management of water and energy consumption for the betterment of the environment.

“We involve the most sustainable technologies in each of our projects,”

GREEN CONSTRUCTION With naturally progressive values at heart, Bog’Art’s approach to sustainable construction is based on the best building practices that emphasise long-term affordability with minimum environmental impact.

These are the four guiding principles

EME OUTLOOK: HOW DO YOU RECOGNISE THE IMPORTANCE OF YOUR EMPLOYEES AT BOG’ART? Bogdan Doicescu, Director of Business Development: “Having the right employees is crucial to any successful company, and ours are one of our biggest assets.

“We have a high performing corporate culture backed up by over 30 years of building experience and project management. Our hiring process involves bringing people in from universities and investing in the education of new staff. This includes mentorship by senior members of the company, and I believe that it’s because of this thorough training, dedication towards our employees, and trust in them; that is, we have such a high retention rate.

“We have invested in technology such as BIM (building information modelling) and other software that allows all of our employees to access and add to the status of projects across our entire operation. This keeps everyone on the same page when it comes to construction developments and allows everybody the same 360 insight into the group’s progress in different areas, as well as maximising communication between each of members of a team with many operations unfolding simultaneously.”

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Globalworth Campus Doicescu affirms. “This is incredibly important as green buildings are in high demand as well as being a necessity. On top of this we aim to source local materials to reduce the carbon emissions caused from deliveries, and more advanced technologies such as smart shading panels, efficient lighting systems, geo-thermal heating pumps, electric charging stations to name a few.”

CONSTRUCTION Mora Residence

City Gate

Timpuri Noi Square

For Bog’Art, a building designed in a sustainable way decreases the environmental impact over the entire lifecycle. It also has a positive impact from a financial point of view, as green methods are one of the most effective ways to reduce costs in the long-term.

Bog’Art’s focus on sustainability goes beyond design and certifications, taking into consideration the needs and benefits of its buildings’ tenants.

Through applying these values, our company helps to create healthier and more productive environment for building occupiers.

“One of our main priorities is to make each businesses segment streamline its relationship with one another,” Doicescu tells us. “This is in order to extract value from the interdependence of the complex processes involved in getting a building off the ground efficiently and ensuring it lasts forever, by considering all relevant inputs throughout the construction process.”

THE FUTURE OF BOG’ART In the next few years, Bog’Art is looking to expand and diversify its businesses. Led by green construction and high-quality development, the company plans to make its mark on

Globalworth Campus the industry for the long term.

“We’re looking at more work on the construction side, but also to grow the auxiliary businesses such as our steel production and façade systems factories, building management company and our own real estate investments,” Doicescu says. “We want to grow these businesses in order to secure the entire value chain, with our unique position of providing integrated building services in Romania.”

BOG’ART GROUP Tel: 0213104552 office@bogart.ro www.bogart.ro

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CITY & COUNTY HEALTHCARE GROUP

TAKING HEALTHCARE DIGITAL Amanda Hamilton, Chief Information Officer of leading UK health and social care provider City & County Healthcare Group, talks digitisation and data integration in the future of healthcare Writer: Phoebe Harper Project Manager: Vivek Valmiki Amanda Hamilton, CIO, City & County Healthcare Group Health tech has such a broad horizon and the potential is unconstrained. The opportunity to use digital platforms, AI, and Big Data is massive and still growing,” opens Amanda Hamilton, Chief Information Officer of City & County Healthcare Group (City & County).

As the UK’s largest care provider, City & County comprise over 200 locations spread across the nation, offering distinct services in Home Care, Complex Care, Extra Care, Learning Disability, Live in Care and Supported Living.

“We provide support for over 25,000 customers and work with many of the local governments and NHS commissioners within the UK,” Hamilton tells us.

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Heading up the company’s information division, Hamilton’s interest in tech and computing has shaped her interests from childhood as a self-described “proper nerd”, all the way to her nomination in 2020 as CIO of the Year in the Women in IT Awards.

Indeed, it was the “new frontier” allure of technology in the 1980s that first piqued Hamilton’s interest, a sentiment that remains relevant for her today thanks to the relatively unexplored potential of digital transformation in healthcare.

“The arrival of 5G and commoditised telehealth in the near future makes it an even more exciting space and gives me that same feeling as when I was a kid building my own computers- anything is possible,” she reflects.

HEALTHCARE

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Helping your business succeed through technology and unrivalled support

totalbusiness.co.uk | 0191 490 0822

CITY & COUNTY HEALTHCARE GROUP This, combined with the altruistic potential of leveraging technology to improve the lives of others, led Hamilton to her ongoing tenure at City & County today.

“I decided to move into health and social care where I genuinely felt technology could do good things for vulnerable people,” she comments.

A GROWING SERVICE Our discussion takes place as City & County continue on a growth journey that is evidenced by the company’s significant expansion over the past

five years. So much so, that the group has effectively tripled in size during this period.

“City & County now delivers approximately 350,000 hours of care a week into local communities and this translates into over 2.5 million care visits a month.”

Technologically speaking, at the very crux of enabling this expansion, is digital transformation. Yet in such an interpersonal sector as healthcare, people are the true backbone of operations.

“YOU CANNOT EXPECT TO MODERNISE HEALTHCARE IF YOU ARE NOT CAPTURING RELEVANT DATA AT THE COALFACE AND IN THE CARE DELIVERY CYCLE” - AMANDA HAMILTON, CIO, CITY & COUNTY HEALTHCARE GROUP

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CITY & COUNTY HEALTHCARE GROUP – OVERVIEW OF SERVICES • Elderly care • Care support for younger adults • Complex care and live-in services • Support for disabled children • Reablement • Respite care • Extra care

le ce ucts

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otal Business Group is a well-renowned Northeast-based supplier of multi-functional office solutions and IT systems. The firm consults, installs, and supports leading-edge managed print services and IT systems for companies of all sizes across the UK.

which allowed for Secure, GDPR complaint scanning and printing across the companies Wide Area Network, from PC, laptops or mobile devices. TBG were asked to replicate this service across the whole of the UK.

Through the support of major manufacturers, Total Business Group has developed a great reputation for delivering and installing solutions and services nationwide on time and on budget. Its success is based on three core principles: being experts in operations, providing great value for money | 0191 totalbusiness.co.uk and being upfront, honest and transparent in all negotiations. These old-fashioned principles in a modern high-tech world haven’t let the firm down in almost 30 years of trading.

In support of CCH, the firm have offered an adaptable and responsive service to accommodate their rapidly changing needs, working hand in hand with CCH’s internal IT Teams, configuring equipment, collecting and moving device locations, deploying to new locations following the award of new contracts or acquisitions, 490 0822 no request is too large or small, and all dealt with in an efficient manner to remove the ‘burden of print’ from the IT teams’ remit. All emergency calls logged via the TBG Helpdesk are ticketed immediately and responded to within the agreed SLA’s. Installations and strategic relocations are handled by appointment, usually to coincide with the CCH IT Team being onsite too. This continual partnership during the last nine years, coupled with Toshiba’s award-winning products and the firm’s excellent, personalised service meant Total Business Group is now supporting almost 200 City & County Healthcare Group offices across the UK.

ping your business succeed through technology and unrivalled support

The company’s partnership with City & County Healthcare Group began in 2012, upon the acquisition of the South Tyneside-based headquarters of Comfort Call and its multiple offices across the north of England. Comfort Call had been a longstanding client of TBG and then became a flagship addition to the CCH family. Whilst City & County had its own IT team, they were let down regularly by their current array of copier dealers, and soon the fast, efficient service provided by TBG with Toshiba was deemed the way forward. Along with this superior service and support, City & County benefitted greatly from the Toshiba device quality, reliability, efficiency and its standard cutting-edge e-Bridge firmware technology

T 0191 490 0822

Great People Great Service | totalbusiness.co.uk Great Products

CITY & COUNTY HEALTHCARE GROUP “At the heart of all of this growth and care delivery is a dedicated team of 20,000 truly wonderful people. This includes our amazing care workers, the local support teams, and our corporate central support functions.

“Regardless of where they are located or what department they are in, all of our teams are passionate about care and focused on improving the lives of our customers,” Hamilton comments.

A particular source of pride for Hamilton is the company’s diversified workforce as a primarily female-led business.

“75-80 percent of our workforce

are female and so is 50 percent of our Senior Leadership team,” she tells us. With IT in particular widely acknowledged as a male-dominated realm, Hamilton recognises the laudable transformation in this area that the company has enacted.

“Specifically, my IT team has had an increase in female representation over the last four and a half years from no permanent female IT team members when I arrived, to over 49 percent representation today.

“I am passionate about women in technology and think balanced viewpoints are key to innovation and progress.”

THE MODEL BRANCH PLATFORM The embodiment of digital transformation at City & County is the company’s programme - ‘The Model Branch.’

The Model Branch has been developed over the past three years and offers a set of digital tools designed to streamline care management administration processes, whilst improving the working lives of City & County’s teams.

The platform gives care workers the means to capture key care information on every single visit, which is then transported in real time to central support and management teams. The Model Branch is set to be integrated at a local government level to effect improved care across communities.

“A big ambition of ours is to deliver predictive analysis over the care data we capture and a great example of that is using data learning models to predict support needs. If we have a customer who has shown repeat lead indicators for a specific condition or disease, we should be able to use our real-time data to help predict the oncoming illness and provide preventative care where possible,” adds Hamilton.

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or more than a decade, Onecom has worked in partnership with City & County Healthcare Group, providing technology that empowers its teams to provide quality care for vulnerable people in their homes.

The key word here is people – never forgetting that a unique individual is the reason for every visit. As the UK’s largest provider of community-based social and home care services, with 30,000 service users looked after by around 13,000 care workers, it is critical that the Group can provide a personalised service.

At the core of this commitment is City & County’s Model Branch technology, a suite of applications issued to every carer which contains digital care plans for every person they will look after. This includes vital health data such as medication regimes, information about their family, topics they like to talk about, and even how many sugars they like in their tea.

Having access to this information at their fingertips means staff save time that would otherwise be spent reading paper notes and can focus on meaningful interactions.

City & County Healthcare Group needed a technology partner that could be relied upon to provide reliable, secure devices and connectivity to its workforce across the UK. This had to be achieved against a background of growth that has led to an almost ten-fold rise in mobilised staff numbers which have increased from 1,300 to 12,000 in the last four years.

reliability and the compliance requirements of the healthcare sector around patient confidentiality and data security.

Onecom’s solution combines versatile Samsung smartphones – most recently the ruggedised Samsung Galaxy XCover4S and XCover5 models – connected to the Vodafone network. Each device is pre-installed with the SOTI Mobile Device Management platform, enabling remote management of the devices to set up user profiles, ensure appropriate use and keep software up to date.

Amanda Hamilton, Chief Information Officer at City & County Healthcare Group, said: “The quality of care we provide, and our ability to drive better outcomes for the people we care for, are integral parts of the ethos of our business. We needed a provider who could guarantee quality devices on a reliable network and ensure that our carers have connectivity to the critical information they need to deliver quality care.

“Onecom stood out very early on as a partner able to provide us with what others – even very large providers – were not, with direct access to channel pricing, immediate response to kit delivery and provisioning, and device management. It’s not just a supplier relationship – it’s a genuine partnership that is key to the service that we provide.”

Change doesn’t have to be daunting. Whatever your starting point, Onecom exists to support your digital transformation.

Call us on 03330 151 160 or email hello@onecom.co.uk.

The Group ruled out a Bring Your Own Device (BYOD) approach early on, because of the need for

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CITY & COUNTY HEALTHCARE GROUP

CAE Technology Services CAE Technology Services is an IT infrastructure solutions provider that strives to build real, long term relationships with customers by delivering outcomes that add maximum value and exceed expectations.

We believe in customer intimacy from relationships and knowledge built over time, combined with exceptional, personalised service to enable the successful adoption of relevant technology. We differentiate ourselves by offering a uniquely flexible and agile approach to our customers across Europe and the Middle East (and beyond), with an innovative service led, customer focused business model to support their success.

IT STARTS WITH DATA Digital transformation has an integral role to play in allowing the company to expand its national footprint, as seen by the last five years.

“The digital transformation of our care and management processes allows us to scale our operations quickly and safely, maintaining quality of care as a focus and giving us operational grip across a geographically disperse organisation,” Hamilton explains.

For Hamilton, the digital transformation that she envisions and champions within the UK’s healthcare sector begins with the basics.

“It all starts with digital data capture.

“You cannot expect to modernise healthcare if you are not capturing relevant data at the coalface and in the care delivery cycle, but data is only as good as the quality (and often timeliness) of its capture,” she tells us.

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A lack of data standards and fragmented systems can complicate this process, hence the need for a simple platform that can be integrated to care systems on a national, and indeed global, level.

“The COVID-19 pandemic has highlighted how important this kind of data interoperability and the digital transformation of healthcare is for the future of patient outcomes and healthcare crisis management.

“The work we have been doing at City & County is certainly aimed at establishing that capability for data capture in the community and turning that information into valuable care insights for our teams and our customers.”

With a robust technological backing, City & County are able to streamline the integration of business acquisitions into their operating processes whilst retaining quality as a core focus.

Our role as a trusted advisor allows us to anticipate and guide our customers through the evolving steps towards their future goals. We offer access to specialist staff who can respond to specific needs faster and more efficiently, provide ongoing advice, support and encouragement, and work closely together through the most complex digital transformations.

Beginning by gaining a clear and full understanding of customer requirements and objectives, we are then able to combine our market knowledge with insight into specific business needs to recommend and implement the most relevant, tailored solutions. We demonstrate value through data analysis, with geographic awareness, multiple touch points across both businesses, and advocacy on both sides, resulting in a successful partnership and profitable experience for all involved.

This unique relationship-focused strategy is motivated by a passion for our customers and what we can achieve together, striving for continuous improvement and innovation, inspired by technology.

This is Technology on Point.

thisiscae.com/solutions

Transforming people’s experiences, and lives, through technology

thisiscae.com/solutions

CITY & COUNTY HEALTHCARE GROUP

“I AM PASSIONATE ABOUT WOMEN IN TECHNOLOGY AND THINK BALANCED VIEW POINTS ARE KEY TO INNOVATION AND PROGRESS” - AMANDA HAMILTON, CIO, CITY & COUNTY HEALTHCARE GROUP

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HEALTHCARE

“The digital platform effectively acts as a standardisation engine that allows us to approach the integration of the acquired business very efficiently,” she comments.

As a highly acquisitive business, City & County has recently expanded their reach, introducing new skills and capabilities to the company’s healthcare family with the purchase of MiHomeCare group, the live-in care business Noble Care and the complex care server Complete Care-Amegreen.

“Moving towards interoperable platforms that allow seamless integration of data will be a huge enabler for integrated care and improved health outcomes.

“Digitising analogue data and processes will unlock modern applications for the management of community and personal health while AI and Big Data can improve decision making and research,” she outlines.

FUTURE HEALTHCARE In the years ahead, expansion remains firmly at the top of City & County’s agenda, particularly within increasing

the reach of the Model Branch programme.

“This year we have set a very aggressive target to convert all of our sites to the new platform by June of 2022, giving us the largest single implementation of digital social care planning in the UK with over 25,000 customers receiving care on our digital platform.

“This type of transformation can be a big challenge for the operational and support teams, and it will be a real achievement if we can complete the programme in that time frame. Our average conversion of sites is about c.35 per year and this new target is over double that number this year,” Hamilton informs us.

The physical acquisition of businesses is also set to continue, complimenting City & County’s existing portfolio. In order to do so, further recruitment is essential.

“Another key priority for our business is a focus on improving our recruitment processes and increasing the capabilities of our learning and development teams.

“We will be focused on process improvements this year as well as deploying new digital platforms for learning management and application tracking and employee management.”

Hamilton concludes by returning to the all-important people who are at the very heart of City & County – both those who keep the company running, and the patients that they take such pride in caring for.

“We are a people business and mobilising care workers and getting talent into the business in a sustainable way is such an important part of our business plan,” she surmises.

Symbolising the marriage of technology and health in bettering the lives of others, City & County will continue to deliver the future of healthcare across the UK.

Tel: 0207 1860518 enquiries@candchealthcare.co.uk www.candchealthcare.co.uk

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HOST BIOENERGY

BIOWASTE TO

BIOENERG Jelle Klein Teeselink, Managing Director at HoSt Bioenergy, discusses how the company transforms waste into energy and other valuable end-products Writer: Sean Galea-Pace | Project Manager: Nicholas Kernan

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ENERGY & UTILITIES

T

ransforming waste into energy is invaluable.

Doing so while offering hightech systems with efficient and clean conversion technology is even better.

Enter HoSt Bioenergy.

The firm is a global industry-leader in the technology space that produces both sustainable energy and valuable end-products from residual streams which strive to help create a zerowaste society. As such, HoSt stands out as a leader in technological innovation that contributes to the success of a circular economy and the development and acceleration of the wider energy transition.

EME Outlook issue 43 | 121

HOST BIOENERGY The organisation was founded in 1991 by Herman Klein Teeselink as a result of a joint venture between Holec Projects and Stork — two well-established suppliers of energy systems and innovative energy technologies. The business has always operated independently under family ownership, and with the second generation of management now in place and with over 200 employees across offices in seven countries, the future of the business is secure for the coming decades.

Over the last three decades, HoSt developed a full-technology suite built around renewable energy: anaerobic digestion, upgrading of biogas to biomethane, CO2 capture and liquefaction and bio-LNG, and renewable heat and electricity through thermal conversion of wood waste, RDF and waste which makes HoSt the most complete player on

HOST BIOENERGY: AT A GLANCE HoSt is a one-stop-shop technology provider where, besides a commercial business of selling renewable energy technology, the company also has its own portfolio of renewable energy facilities. This allows HoSt to offer energy as a service, and at the same time function as R&D test facilities, for example both its biogas upgrading technology and a variety of carbon capture technologies are developed and tested at its own plants. HoSt has a large in-house R&D capacity and strong links with technical universities and research institutes which led to development of several patented technologies.

the market in terms of deepness of technology scope.

As a company, HoSt is a one-stopshop in terms of technology portfolio scope where, alongside the building of bioenergy facilities, it also offers 24/7 service and maintenance and renewably energy as a service for heat, electricity, and gas where it has a portfolio of 10 own renewable energy plants that supply renewable energy by the end of 2021. To date, HoSt has built over 300 bioenergy installations in more than 30 countries across four continents of which the oldest facilities are now running more than two decades and are still operational.

Innovation and entrepreneurship are deeply rooted within the company with all technologies being the result of in-house development, included several patented technologies and a strong R&D pipeline for the coming years. HoSt has been able to streamline standardise its product lines thereby becoming industry leader in terms of efficiency, ROI, and sustainability, lowest emissions and innovations.

The current market environment is a huge opportunity for HoSt. “Our technologies with modularised setup are economically viable and easy to deploy worldwide where we see a lot of underlying momentum in the market,” explains Klein Teeselink. “This is driven by an increased awareness of the required acceleration of the energy transition and new taxation on the usage of fossil energy. We see a lot of renewables getting cheaper due to maturing technology, wide acceptance that the energy transition should be accelerated, and fossil fuels becoming more expensive due to carbon taxing with renewables being cost competitive in many cases.”

The Netherlands for example has a substantial agricultural sector with significant untapped feedstock which makes the country suitable

Powerspex 25 years ago Host and Powerspex originated from Stork boilers in Hengelo. Host as a specialised company in waste flows to energy and Powerspex specialised in process automation. Almost from the beginning of the founding a partnership originated that has endured to this very day.

With offices in Hengelo and Veenendaal and over 120 employees Powerspex executes turnkey process automation projects and total solutions all over the world. From feasibility studies to engineering, panel building, assembly, commissioning, Atex and after-care.

In the founding years focussing mainly on energy, Powerspex can now be found in many markets like sustainable energy, oil & gas, marine, chemical and water.

Besides its core business Powerspex has developed a simulation platform, called PsxCad, that has the potential to revolutionize engineering. Build up into three layers: a physical layer, a software layer and a human machine interfacing layer, the platform is a dynamic model covering all aspects of designing and simulating processes.

Where the platform started as a simulation tool for training and testing, it is now being used for engineering purposes as well. Showcasing this is the Westland case where PsxCad is being used for engineering the integration of 7 separate heat districts and several geothermal energy installations into one heat district.

With 20 years of development and major power plants, waste to energy plants and several heat districts as references. PsxCad is ready to be launched as the first dynamic engineering tool.

www.powerspex.nl

122 | EME Outlook issue 43

Future-proof digital twin through PsxCad simulation Achieve process reliability and optimisation through insight into existing processes, reduce downtime and extend the life cycle of your system!

powerspex.nl Powerspex Hengelo Aquamarijnstraat 5 7554 NM HENGELO Powerspex.nl info@powerspex.nl

Powerspex Veenendaal Wildeman 2 3905 TL Veenendaal Powerspex.nl info@powerspex.nl

HOST BIOENERGY “THE ENVIRONMENT FOR TALENT IS EXCITING AS PEOPLE GET THE OPPORTUNITY TO WORK AT THE FOREFRONT OF THE RENEWABLE ENERGY TRANSITION IN A HIGHLY ENTREPRENEURIAL ORGANISATION” - JELLE KLEIN TEESELINK, MANAGING DIRECTOR, HOST BIOENERGY

AD Plant in Marrum, Netherlands for renewable gas production from manure. “Anaerobic digestion of manure prevents methane emission from manure, because it no longer remains in the stable and is pumped to the digester as soon as possible.

This combined with production of renewable gas is a pure win-win,” says Klein Teeselink. “Despite the Netherlands being an important market and our HQ sitting within the country, the larger part of our revenue is generated in countries outside the Netherlands with a strong focus on the US, UK, France, and Germany.”

HARNESSING A SUSTAINABLE FUTURE As the world continues to embrace a greener approach to operations across a plethora of industries, there is a growing interest in biofuels as 124 | EME Outlook issue 43

Herman Klein Teeselink and Jelle Klein Teeselink at HoSt HQ

the industrial environment of greenhouses, industrial processes and factories all begin to embrace greener alternatives. As such, Klein Teeselink is convinced that all personal vehicles will eventually transition to electricity, however, for long distance transport in both road and water, bio-CNG and bioLNG will play an influential role, one of the key in-house technologies of HoSt. “The beauty of this solution is that both the technology to produce the bio-fuel and the vehicles are already there and are cost competitive (often even cheaper compared to fossil fuels) as people are already driving on CNG for decades - although in limited volumes,” explains Klein Teeselink. “It’s a quick way to decarbonise transport while solving the waste problem by transforming methane emitting waste into renewable bio-fuels.

ENERGY & UTILITIES

Biomethane Plant Brigt Biomethane, Netherlands

Biogas Plant, NoyalChâtillon, France AD Plant with biomethane output - Alphen, Netherlands Fire Tube Biomass Boiler Plant

EME Outlook issue 43 | 125

HOST BIOENERGY “We try to advocate this solution by constantly quantifying the benefits, but also through research studies, working alongside the wider industry including utilities, universities and government bodies, but most importantly by leading by example through our own production facilities as by the end of this year we will have seven fully-owned bioenergy production facilities, and counting.”

HoSt has recently established the cleanest bioenergy plant in the Netherlands through thermal conversion technology delivering renewable heat and electricity from waste wood.

The company has spent the last 10 years reinventing the technology of thermal conversion to produce renewable heat and electricity from residual wood and waste streams.

“The R&D effort resulted in not only the cleanest bioenergy plant on the market in terms of emissions and efficiency, but also, enabled through our unique modularised and standardised

design, in terms of building speed, compactness all at a significantly lower cost compared to other plants,” explains Klein Teeselink. “Both the design, the thermal conversion process and the flue gas cleaning technology are proprietary technology and fully in-house developed. Compared to natural gas solutions, nitrogen emissions are around 95 percent lower. We have now successfully made operational two facilities that produce renewable heat and electricity for greenhouses in the Netherlands with this type of design and technology.”

TECHNOLOGY DRIVE Klein Teeselink is full of optimism about the future of the renewables market generally given the global necessity of transitioning away from fossil towards renewable energy. He believes that geographically, HoSt is experiencing strong momentum in the US but also in France, the UK and Germany.

FERRUM leads the way with flue gas cleaning and dedusting.

Plants for flue gas cleaning and dust removal are becoming increasingly complex and must constantly meet higher environmental requirements.

FERRUM is perfectly suited to solve issues like these.

We know how to bring the most complicated projects to a successful conclusion. We do this turnkey ; from design, (pre-) engineering, supply, assembly, commissioning to after sales. Always together with our customers, for whom we are active in the steel-, cement-, glass- and chemical industry and in the energy sector.

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KEY PROJECTS

Jotem Waterbehandeling

HoSt Bioenergy is currently undertaking approximately 80 projects in construction across four continents, with every project marking an important milestone as a step closer to a sustainable energy mix and a zero-waste society.

For many years, Jotem provides HoSt with de-aerators, “all in one” demi water skids and sample boards. Our intelligent “all-in-one” water treatment skids relieve HoSt optimally, so that they can focus on their core business.

• The company’s proprietary developed a bioenergy plant with thermal energy conversion technology in Andijk, the Netherlands producing both renewable heat and electricity for a greenhouse, with lowest emissions available in the market. A similar facility of this has just successfully been commissioned in Bemmel, Netherlands. Both facilities are produced with renewable heat and electricity as a service.

• Constructing Australia’s first biomethane plant at wastewater treatment plant in Sydney.

• HoSt’s own biomethane plant Wabico where HoSt produces biomethane for 10,000 homes from regional residual streams together with our its own developed carbon capture system which captures and liquefies the CO2 from the plant which is used in a greenhouse for crop growth.

• Growing footprint in the United States with several projects now in final phase of construction including virtual pipeline technology (used when there is no gas injection point nearby).

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Depending on the required O2 and conductivity level, Jotem supplies 1 or 2-stage de-aerators and RO systems. Eventually followed by ElectroDeIonization (EDI) or mixed bed units.

Jotem Water treatment is a wellknown specialist for well, source, surface, sea and waste water treatment, worldwide.

For over 55 years, we provide the right water quality for each process, followed by long term service and maintenance.

www.jotem.nl

ENERGY & UTILITIES

Smart in flue gas cleaning and dust removal FERRUM and partner LUEHR FILTER guarantee clean air and offer the know-how gathered from 80 years of practical experience and have successfully completed plants for air pollution control for different applications. We guarantee compliance with required emission limit values, including those for particles, heavy metals, acid pollutant gases such as HF, HCl, SOx and dioxins/furans, in combination with reliable continuous operation at low maintenance and low operating costs.

HIGH QUALITY BOILER FEED WATER TREATMENT, IN ACCORDANCE WITH INTERNATIONAL GUIDELINES.

WWW.JOTEM.NL INFO@JOTEM.NL +31(0)85 1050777

EME Outlook issue 43 | 127

HOST BIOENERGY “In terms of technology, we get most excited about our projects where we combine several parts of our technology portfolio, so for instance building a biogas facility with CO2 capture and liquefaction to potentially liquefying the biomethane, and on the thermal conversion side deploying our unique plant design all over the world together with our own carbon capture solution.”

Many companies are embracing technology into operations to allow for increased efficiency. This is especially true in sustainability as technology plays an influential role in solving the energy transition as the waste problem.

“Organic waste emits methane which is 20 times more potent for the environment than CO2,” says Klein Teeselink. “Deploying technology to turning those residual waste streams into energy and valuable end-products is therefore solving two problems at the same time and essential to achieve a net zero state in the future.”

INFLUENTIAL RELATIONSHIPS Developing key, strategic relationships with partners is an important Cogeneration Plant Andijk, NL

component of achieving long-term success. For HoSt, these partnerships are at the core.

“A strong and stable relationship with suppliers is fundamental for success,” he assures us. “We build our facilities so that they last for decades and don’t degrade on quality. In order to achieve this, we place very high requirements on our suppliers. We also see the supplier relationship as broader than just supplier–customer relationship.

“Our commercial partner network functions as an extension of ourselves in the local markets. We therefore see them as a core part of our organisation. They make sure that we are known in the market, but also play an important role in educating countries on the advantages of our technological solutions and enabling countries to move towards zero waste societies. We mostly look for partners with the same philosophy on quality and innovation while at the same time having a true passion for the renewable energy.”

Innovation is deeply rooted within the culture of HoSt as all technologies are fully developed in-house.

According to Klein Teeselink, besides

an in-house R&D team HoSt has several R&D facilities in the field of anaerobic digestion and thermal conversion.

“A good example is our fullyowned anaerobic digestion facility in Waalwijk, the Netherlands that produces biomethane, liquefied food-grade CO2 and bio-fertiliser,” explains Klein Teeselink. “Here, new innovations and technologies are tested before commercialised.

Two examples are our membrane upgrading technology to filter biogas to produce biomethane and our CO2 liquefaction technology to liquefy captured CO2 that can then be used in greenhouses or the food industry.”

TALENT MANAGEMENT At HoSt, people are the heartbeat of the organisation. This means that retaining talent is vital and as a result of robust growth and high ambitions, it is hoped that business will be doubled in the years ahead. In order to accelerate recruitment, HoSt works closely with universities on R&D projects and also for the intake of trainees and interns.

“The environment for talent is exciting as people get the opportunity

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to work at the forefront of the renewable energy transition in a highly entrepreneurial organisation,” discusses Klein Teeselink. “In order to innovate on a continuous basis collaboration and knowledge sharing at a company-wide level are both key to enable as part of your culture in order to succeed.”

Harnessing a positive workplace culture that encourages, engages and empowers staff while ensuring they want to work for HoSt is important.

As such, the company hosts business parties, encourages getting coffee for colleagues, provides an on-boarding gift, a card with a personal note from the team manager as well as a present and dinner at Christmas, birthday celebrations and many other initiatives to show how much each staff member is valued.

“Communication is vital, particularly when an organisation grows quickly,” explains Klein Teeselink. “Additionally, we just started with a global quarterly

management update session on the organisation, strategy, R&D, sales and results and additionally monthly Q&A sessions where the organisation is able to address questions to the management. Questions are of course not limited to these sessions, we feel it is important that colleagues feel heard at all times”.

HoSt has a clear vision for the future. The firm foresees more of a holistic approach with waste to energy plants combined with CO2 carbon capture systems producing valuable CO2 alongside production of valuable end products such as bio-fertiliser. “The great thing is that all these technologies are readily available and provide attractive return on investment for investors and customers thereby providing a very economical win-win while contributing to a better planet,” discusses Klein Teeselink.

Moving forward, HoSt has a mission to play more of an influential role into

developing a zero-waste society and driving the energy transition. “We have all the technologies in-house and aim to deploy them all over the world,” says Klein Teeselink. “We target to double in size every three years through organic growth and expansion of our product portfolio.

Key priorities for growth in the coming years are the scaling-up our position in the US, further roll-out of our latest technological innovations around CO2 capture, bio-LNG and thermal conversion and expansion of our own to operate portfolio in Europe and the US, and beyond where the opportunities arise.”

Tel: +31 (0)53 – 460 90 80 info@host-bioenergy.com www.host-bioenergy.com

EME Outlook issue 43 | 129

SVEA SOLAR

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ENERGY & UTILITIES

TOMORROW’S ENERGY S COMPANY Leading the green energy transition from Sweden, we speak to Erik Martinson, co-founder and CEO of SVEA Solar, about the company’s efforts towards facilitating a solar future across Europe Writer: Marcus Kääpä Project Manager: Nicholas Kernan

olar is booming.

Everyone is aware of the issues surrounding climate change, and in light of this, there exists a widespread drive to equip and utilise increasingly sustainable methods across businesses and domestic living.

At the forefront of the European green energy solutions space stands SVEA Solar. Operating out of Sweden with locations spanning Spain, Germany, Belgium, and the Netherlands, the company is made up of four primary businesses: solar, energy, chargers, and batteries. SVEA Solar provides the most advanced solutions to its customers, from individual house-owners and business buildings to entire solar parks, and industrial-scale usage within sectors such as agriculture.

EME Outlook issue 43 | 131

SVEA SOLAR

Huawei Technologies Sweden AB Home battery enables offgrid and sustainable living Energy storage will play an important role in the energy transition.

Bouke van der Weerdt, Solutions Manager at Huawei, talks about the LUNA2000 smart string Energy Storage System (ESS).

WHY SVEA SOLAR? THE LARGEST ENTITY IN THE SOLAR SPACE Going solar can seem complicated, but with over 10,000 completed installations, SVEA Solar’s experts will guide its customers every step of the way.

ENERGY CUSTOMISED Each SVEA Solar system is custom designed to best fit customers’ home energy needs.

95 PERCENT CUSTOMER SATISFACTION SVEA Solar is proud of its high customer satisfaction. Together, the company and its customers are creating a planet powered by the sun.

25-YEAR POWER WARRANTY For customer safety, SVEA Solar ensures a full installation of solar panels and products with long warranty periods.

FLEXIBLE FINANCING To make it easy for each and every customer, the company offers several payment solutions, including monthly fees, direct payment or loan options.

132 | EME Outlook issue 43

One Huawei DC module supports up to three battery modules. Each battery module contains an energy optimizer that regulates the charging and discharging process inside the module, preventing unwanted balancing currents from arising, ensuring that overcharging, deep discharge or overheating cannot occur.

“Our primary focus is on the field of solar, and this area is where we can optimise the energy usage for our customers,” says Erik Martinson, co-founder and CEO of SVEA Solar. “This allows them to choose a customised watt to use their energy at the same time as assuring the stabilisation of their grids. We are offering complete solar solutions that not only includes the supplying of the product, but also the installation, financing and maintenance to fully support our customers and answer their energy needs.

“What we’re really aiming to do is to ensure that as many people as possible across Europe are smart in the way they produce and use energy.

And it’s not only about providing green energy; our aim is also to work within a broader ecosystem so that our customers never have to sacrifice everyday aspects of their lives while keeping themselves aligned with environmental welfare.”

At present, the industry is an exciting one; a rapidly developing space in which SVEA Solar stands as a contributor towards combatting climate change.

When having one 5kW inverter, with the opportunity to install a quantity of PV panels with a peak capacity of 10kW. The system is over dimensioned. You would normally have a large cap loss. We call that clipping losses. By connecting a battery to the inverter, the inverter can simultaneously supply 5kW to the grid and store 5kW in the battery. The total output capacity of the inverter is then twice as original AC-rated power.

This ESS system can be connected to a backup box that automatically supplies certain groups with power in the event of a power failure. A backup box is not the same as a UPS. It is not a no-break supply and therefore it gets dark in the house for a few seconds before the backup box starts functioning.

For a single phase connection, e.g. a tiny house, a home battery such as the Luna2000 makes it possible to be completely off-grid.

For more information visit

e.huawei.com/se

Building a Fully Connected, Intelligent World

Smarter Energy for a Better Life With Huawei‘s FusionSolar Residential Smart PV Solution - Up to 30% more solar energy generated with optimizers - 24h green energy with Smart String Energy Storage System (ESS)

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SVEA SOLAR “A lot of people are calling the industry the “solar coaster” because of its fast-paced nature regarding new technologies, knowledge, and the fast-growing environment,” Martinson muses. “It is arguable and believable that in the future, solar will account for 70 to 75 percent of all energy across the globe.”

According to Martinson, the demand for electric transport will completely phase out the traditional reliance on fossil fuel-based transportation, and this current period represents an exciting time of change spearheaded by progressive sustainable development that will lead to a greener future.

SOLAR GROWTH SVEA Solar doesn’t just provide battery storage or solar panels for the individual household, it connects customers through an electricity

SVEA SOLAR AT THE CORE “We believe in a vibrant culture where our people can grow and thrive with us” - SVEA Solar

A global leader in smart energy solutions, SolarEdge is a NASDAQtraded company that has installed more than 2 million solar PV systems in over 133 countries. SolarEdge relentlessly innovates to deliver robust, efficient and best-in-class smart energy products for a wide range of industries and applications.

In order to maximize power generation while lowering the cost of energy produced in the system, SolarEdge developed an intelligent inverter solution that changed the way solar power is harvested and managed. This, together with our proprietary Power Optimizers, enables SolarEdge systems to consistently produce more energy per solar panel.

Continuing to advance smart energy, SolarEdge addresses critical enterprise applications through its PV, storage, and UPS solutions.

You can learn more about our solutions for commercial smart energy solutions here.

For more information contact us at Daniel.Sjodin@solaredge.com

COMPANY VALUES: BRAVERY SVEA Solar always strives towards improvement; to become more powerful and more available. And since the company is positive about the future, SVEA Solar is not afraid to set high goals and fight its way to a better today, for everyone.

INNOVATION SVEA Solar is confident in everything it does and accomplishes. With unique expertise in and knowledge about solar energy’s potential, the company’s ideas gain its customers’ trust – because SVEA Solar knows its business better than anyone else.

EMPOWERING SVEA Solar are standing at the forefront of the energy field, bringing society new perceptions and creating a new norm for energy consumption. Shifting power starts with the people, and by believing in the strength of the people, SVEA Solar and its customers can make a global power shift together. www.solaredge.com

134 | EME Outlook issue 43

Energize Your Business & Reduce OPEX with a SolarEdge PV System

2.06 MW SolarEdge System More and more businesses are choosing SolarEdge PV systems to run their operations on clean solar energy. They include companies of all sizes and industries, ranging from Manufacturing and Agriculture to Hospitality and Education - one of the many reasons why SolarEdge is the world’s #1 PV inverter company.* Here’s what makes SolarEdge the optimal solar PV solution for your business: • • •

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For more information about how SolarEdge PV systems can bring renewed energy to your bottom line, contact sales@sveasolar.com. * In revenues

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SVEA SOLAR

EME OUTLOOK: WHY DID YOU CHOOSE TO WORK IN THE SOLAR SPACE? Erik Martinson, co-founder and CEO: “I’m an environmentalist and I have always liked electric cars and solar power, and I think that electrifying transportation and ensuring that we have renewable energy are the two main contributions towards fighting climate change.

“I also think that it is exciting to work in the field. When Bjorn Lind, co-founder of the company, and I came together we started looking into different fields to try and make a difference.

We considered transport and renewable energy, and having studied Industrial Engineering and Management at university, that consisted of financial, engineering and sustainabilityrelated focuses, the solar space fit very well with our education, the environment, and our desire to help people become greener.”

contract as to ensure that, in the process of helping its customers, it is also creating a community. In this way, every customer is interconnected to a grid that is shared, efficient and 100 percent renewable.

“We are exploding in our various markets, and we will be growing 100 percent this year,” Martinson informs us. “In light of this, we are expanding within Sweden.

“In preparation for this growth we are building the largest photovoltaic (PV) power plant that will be completed this year and will produce 18 megawatts (MW) of clean and renewable power in the south of the country. We are also currently a primary choice in the residential market and hold a quarter of the market share in the country, so we are looking to gain similar shares in alternative markets that we are entering over time.”

This is both a realistic and promising goal for SVEA Solar and stemming from this expectation the company is also investing heavily in its physical locations and IT infrastructure to best aid the all-important scaling of the business.

GoodWe Europe GmbH The GoodWe SDT G2 series is one of the best options for home and commercial solar systems.

Its technical strengths make it one of the most productive inverter models on the market.

With its DC and AC performance improved, its highest efficiency reaches 98.3%. The second generation of the GoodWe SDT series is more than 45-50% smaller (depending on model) and the compatibility with bifacial modules significantly improves the competence of this compact successor.

With its up to 50% DC Oversizing and up to 10% AC Overloading, the power density is extremely high.

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Esdec Esdec is a global leading supplier of solar mounting systems.

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Since 2004, we provide solar mounting systems for all types of roofs, both residential and commercial, to installers, distributors and EPC companies. In addition, we also deliver engineering support and expert advisory services.

Operating in more than 20 countries, our experts are dedicated to help customers transition to sustainable solar energy.

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ENERGY & UTILITIES

LEADING SUPPLIER OF SOLAR MOUNTING SYSTEMS

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EME Outlook issue 43 | 137

SVEA SOLAR

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ENERGY & UTILITIES AIM AND DEDICATION Having come from rather financially humble beginnings, SVEA Solar has developed to its present level of potential through answering the demand of an increasingly sustainable Europe, and through the hard-working nature of its teams, as Martinson explains.

“We started out with student funding, or what was called CSN funding; in a basic sense around €1,000 a month from studying that went into the financing of the company,” he tells us. “With this as our financial base we quickly and consistently worked on efficient spending and grew from there, building long term relationships with many suppliers and partners.

“For a couple of years now we have been working alongside Ikea in Sweden, Belgium, the Netherlands and Germany, and we are strengthening these relationships, and working very closely in order to scale up our business there.”

SVEA Solar has also been working with multiple other energy companies across Sweden, each of which is vital to this growth. On top of this, SVEA Solar recognises that its employees are a critical part to its past, current and future results.

“Hiring dedicated and hardworking employees as well as attracting talent have been key factors towards our success and development,” Martinson elaborates. “We have come from 200 to 500 employees, and by building a stable organisation we can ensure that continue to provide an excellent customer experience and brilliant solutions in the market.

“Our customers are the most important part of our business, and making and keeping them happy is at the centre of SVEA Solar; we could not achieve this without our talented people.”

In this relatively new decade, SVEA Solar has built a plan for the coming years. On top of internal company

“IT’S NOT ONLY ABOUT PROVIDING GREEN ENERGY; OUR AIM IS ALSO TO WORK WITHIN A BROADER ECOSYSTEM” - ERIK MARTINSON, CO-FOUNDER AND CEO, SVEA SOLAR investments and the PV plant based in Sweden coming this year, the company is adding to its capacity to meet the expected future demands of electrification, transport and industryrelated solar.

“Our key priorities are to grow, as growth is in our DNA,” Martinson informs us. “In order to make a positive impact on the climate we need this growth, and alongside this, ensuring our positive customer experience and bringing in the most talented people in the space are all paramount to the future of the company.”

The company’s mission remains

positively sustainability-driven, and looking to the upward path of promising growth, it is worth keeping an eye on SVEA Solar to see the business expand its offers and solutions across Europe towards the future of a greener decade and beyond.

Tel: +46 10 -171 26 40 info@sveasolar.com www.sveasolar.com

EME Outlook issue 43 | 139

CORUM GROUP

RH160 roadheader with anchorinng mechanization

140 | EME Outlook issue 43

MINING

A LEGACY OF

INNOVATION With a history of over 130 years, Corum Group takes pride in its people. CEO Mikhail Potapov examines supporting Ukraine’s mining sector and the constant pursuit of improvement Writer: Phoebe Harper | Project Manager: Thomas Arnold

If you trace our company history over the entire period, you will easily notice that the key feature of our development is the process of continuous changes and improvements.”

In a highly competitive and often challenging sector, such as mining and construction, few companies can lay claim to over a century of operation. Yet for Mikhail Potapov, CEO of leading equipment manufacturer and constructor of mine projects, Corum Group, a competitive heritage is part of the territory.

EME Outlook issue 43 | 141

CORUM GROUP “Corum Group is devoted to traditions and confidence in our future. We value and respect our history. Everything that was created by previous generations has formed a solid foundation for a new stage in our company history,” he adds.

Primarily serving the Ukrainian markets, for the past 130 years, Corum Group has refined its expertise within machine-building and mine construction, primarily supporting the mining industry with underground mining services, turn-key service support, mine construction, horizontal tunnelling and EPC contracting.

Corum Group’s signature products entail equipment for underground longwall coal and potassium mining, including powered roof supports, shearers, and armoured face conveyors with stage loaders.

The longwall complex (LC) system outlined above, combined with tunnelling equipment accounts for 80 percent of the company’s machinebuilding segment sales.

“In addition, we manufacture a wide range of ancillary infrastructure equipment that is suitable for most underground production facilities (not just coal mines). These are hoisting machines, main ventilation

“CORUM GROUP IS A TEAM WITH WHICH WE ARE CONSTANTLY MOVING FORWARD, STRIVING FOR EXCELLENCE AND BUILDING RELATIONSHIPS WITH CUSTOMERS AND PARTNERS BASED ON A WIN-WIN PRINCIPLE – WE CONSIDER OURSELVES PROGRESSORS” - MIKHAIL POTAPOV, CEO, CORUM GROUP 142 | EME Outlook issue 43

EME OUTLOOK: ARE THERE SIGNIFICANT ONGOING OR RECENT PROJECTS YOU WOULD LIKE TO SHOWCASE? Mikhail Potapov, CEO: “Perhaps the most administratively ambitious project in the last decade was the construction of two vertical shafts for the Nui Beo mine in Vietnam. During this project, we faced many challenges that we successfully overcame. Such as the huge distance that the equipment and personnel had to pass; the tropical climate, which forced the pumps to continuously drain water out of the shaft; of course, cultural differences and linguistic barriers left their mark, both at the stage of communication with the customer and during sinking itself, since we trained and hired local staff to cover 80 percent of positions.

“It was a very interesting experience and the company did an excellent job with this project. We completed the construction on the contractual deadline and received unique references. Now our new customers have no doubts about Corum’s ability to implement construction of any complexity.

“Secondly, our Smart Factory 5G at Corum Svet Shakhtyora, which is being implemented jointly with Vodafone Ukraine, DTEK and Ericsson.

During the project we are starting the deployment of a 5G Private Network, into which mobile devices, production equipment, various control devices and remote and automated control systems will be integrated.

“For the first time in Ukraine, remote control, diagnostics of equipment and buildings using drones and a 360-degree camera will be tested, and the process of online equipment presentation to customers will be improved. In addition to production processes optimising, the launch of such solutions will increase the level of industrial safety – many operations can be performed remotely, and timely monitoring will prevent possible emergencies.”

MINING

DFME “DAMEL” S.A.

MOTORS PROVEN IN DIFFICULT INDUSTRIAL ENVIRONMENTS

DFME “DAMEL” S.A. Al. J. Piłsudskiego 2 41-300 Dąbrowa Górnicza Poland

AS WE PRODUCE OUR STEELS WITH CARE, YOUR PRODUCTS CAN BE USED WITHOUT!

office@damel.com.pl

www.damel.pl

fans, transformer substations, mine transport, etc,” Potapov explains.

Complimentary to this division, mine construction services form Corum Group’s secondary business segment.

“Corum Minespecialbuild is a team of professionals with vast experience in vertical and inclined shafts construction, as well as horizontal tunnelling works.”

The company itself forms part of DTEK Energy, the operating company responsible for coal mining and power generation in the structure of the DTEK holding, which in turn exists within the vast Ukrainian investment company, SCM.

PEOPLE AT THE CORE Such longevity in the sector truly lends a competitive advantage when it comes to manufacturing expertise, fostering talent and processes that have been refined over the years.

“We manufacture all equipment

at our own production sites, which have a colossal experience from a historical point of view,” he comments.

Adjacent to these production sites, the company implement service and repair facilities alongside consignment warehouses in their clients’ regions for maximum support.

Although the company’s production plants were designed in Ukraine, alongside the Ukrainian mines where the majority of Corum Group’s new product designs are implemented, its footprint is expansive.

“We are not only limited to working in local markets. We also build relationships with clients in foreign markets where longwall mining is implemented – primarily CIS and EU countries where we have official distributors and equipment supply references,” Potapov tells us.

“Most recently, Turkey was added to this list in July 2021.”

Above all, Corum Group are an

enterprise that works with people, for people. This not only encompasses the company’s staff – a workforce of approximately 4,500 employees - but also Corum Group’s wide-reaching network of partners, clients, and those employed within the industries who truly benefit from the efficacy of its manufactured solutions.

“A focus on the customer is one of our values, as the basis for building honest, open and trusting relationships with clients.” Dedicated sales teams are trained in relationship building specifically for this purpose, ensuring clear and consistent communication between the company and its customers.

Turning to talk of partner relations, Potapov credits the instrumental role that the SCM enterprise play in driving operations for the group.

“Trusting relationships with SCM businesses undoubtedly help us in our work,” he comments.

“For example, Metinvest is the main EME Outlook issue 43 | 143

CORUM GROUP metal supplier for our production, DTEK is one of the largest consumers of our equipment, while First Ukrainian International Bank (FIUB) provides additional financing if necessary.”

Building a robust and stable infrastructure of relationships that enables Corum Group to ultimately deliver in fulfilling their obligations is paramount to the company’s success and is a notion of loyalty that is instilled amongst all employees.

“A broken promise hurts the most,” Potapov surmises. “That’s why we require strictly fulfilling all obligations to our customers.”

Expanding on the topic of Corum Group’s employee relations, it transpires that personnel motivation and training are essential factors in empowering such a dynamic and vast workforce.

“We always highlight the contribution of employees to the company’s achievements.”

New longwall complex

Representing the largest share of Corum Group’s workforce, workshop employees benefit from a mentoring system whereby the most efficient and experienced employees are assigned mentor status and are acknowledged as experts in their team whilst fulfilling the responsibility of transferring critical skills and knowledge to newcomers, with a wage to reflect this.

“Our second initiative in this area is an individual quality mark. If an employee has confirmed his high qualifications as a professional, all parts that he manufactures in future are marked with an individual sign,” Potapov tells us.

“Such parts are exempted from a number of further tests and immediately go to the next production stage. Of course, in this way we assign part of the responsibility for product quality to the employee, but this is also a great honour and recognition of employee’s

merits – the company shows that it fully trusts him.”

On a more humanistic level, Potapov himself highlights the intimately social aspect of the work Corum Group do.

“Miners risk their lives everyday producing various minerals. Our equipment helps them to do this with high efficiency and in a safe way. It is a great honour and responsibility to be a part of such an important process because our equipment not only assists production but ensures safer work for miners.”

MINING INNOVATION Despite the company’s esteemed legacy, Corum Group refuses to rest on its laurels, continually innovating in pursuit of greater quality, safety, and efficiency, on behalf of its prized customers. Indeed, it was this constant challenge of heightened ambition that first attracted Potapov to the industry, prior to joining Corum

MINING

“THIS IS WHAT SETS US APART FROM MANY COMPETITORS – A PROCESS OF CONTINUOUS IMPROVEMENT” - MIKHAIL POTAPOV, CEO, CORUM GROUP Group 10 years ago. During his tenure, first as CFO, then as CEO, he has witnessed the company’s adaptation.

“Each decade of our history has been accompanied by product changes and improvements, and product modernisation,” Potapov observes. “All these changes were made for clients and at their request.”

This product development can be observed through the company history: Corum Group’s Druzhkivka plant originated as a steel plant that

produced rails, while the Kharkiv plant was originally known as ‘Miner’s Light’, due to the facility’s production of underground lamps.

Nowadays, the company uses modern technical solutions not only in manufacturing, but in services also. One such innovative example includes the construction of the ‘Southern Ventilation Shaft No.2’ for the Zaporozhye Iron Ore Plant which is currently in active stage. “This is a unique project making use of soil freezing technology that is being implemented for the first time in the past few decades – similar systems have not been implemented in Ukraine since the 1990s,” he tells us.

As a turn-key supplier, the company revolves every division around this project realisation: mine-construction division performs sinking, plants supply hoisting equipment and tubing for reinforcement, service department

supervise equipment installation.

“With such attitude our company seeks to maximise the benefits of the Zaporozhye Iron Ore Plant and reduce construction costs. In return, we increase our own equipment crosssales, master a new promising casting product (tubing), which we will subsequently offer to the market. It is an optimal deal between two partners in a win-win spirit.” comments Mikhail.

The company’s investment strategy reflects this prioritisation of innovation, evidenced by the implementation of an ambitious development strategy for 2030, answering the need that all industries currently face to take a stance regarding environmental sustainability.

“This implies both the digitalisation of our current equipment fleet operation monitoring and the purchase of new machines and EME Outlook issue 43 | 145

CORUM GROUP production lines at each of the seven key production areas. For example, we will replace part of the welding machines fleet, and in some areas we will introduce fully automated robotic welding,” Potapov informs us.

Aside from this, the company continues to modernise operations with new equipment for their production plants.

“There are three production areas where the potential is significantly higher than the internal Corum Group needs for mining equipment production – casting, forge and power hydraulics.

“The modernised facilities will allow us to switch to the manufacture of finished products and their sale to customers directly from the workshop,” Potapov explains.

“In total, we plan to invest $32.5

146 | EME Outlook issue 43

million in the partial modernisation of production by 2025.”

Despite bringing to markets new products, demanded aside of thermal coal mining, the company has begun negotiations with distant countries where they have identified potential.

“Leading world markets, like North America and Australia, are abandoned by local mining equipment manufacturers, which rapidly closes this business direction under pressure of the green agenda. But in the next 30 years mines will still need equipment to keep them running. With our local partner,

Entech Holdings, we intend to offer the best price/quality ratio for mines production continuation, applying our creativity and individual approach.”

Creativity is the very cornerstone of this relentless pursuit for excellence, thereby strengthening the company’s position whilst influencing relationships with key clients.

“Our creativity manifests itself at every stage – negotiation, design, production and supply. This is the foundation of our continuous improvement culture.”

Drawing to a close, Potapov

“EVERY CLIENT’S REQUEST IS PROCESSED IN DETAIL AND THE PROPOSAL IS PREPARED IN A WAY TO BRING THE CLIENT MAXIMUM BENEFIT AND SOLVE PROBLEMS” - MIKHAIL POTAPOV, CEO, CORUM GROUP

MINING

Corum Group at Fair KATOWICE 2019 highlights the contribution of the company’s sale system to the success of projects and systematic profit gain for the company, returning to the allimportant people-centred company culture that is integral to Corum Group.

“We have laid an individual approach and a win-win culture at the heart of our relationships with key clients. In fact, this means that almost every client’s request is processed in detail and the proposal is prepared in a way to bring the client maximum benefit and solve problems – to increase production in difficult mining and geological conditions, to ensure unification with the existing equipment fleet, to increase its

efficiency or maintainability.”

As for customer relations, Corum is not only limited with salespeople in negotiations. Different staff from heads of manufacturing enterprises to product designers are trained in modern sales and relationship building practices. By so doing, the company communicates with client representatives – each person at his own level, in order to get a big picture of how customer sees Corum and its products, to take into account any desires of key clients and turn them into equipment renovation.

“The effectiveness of this approach is confirmed by the growth of our Net Promotion Score (NPS). For many years we kept it at 42 percent level,

but at the end of 2020 we reached 53 percent. And in 2022 we plan to raise it to 60 percent. All this is possible thanks to the ability to listen to customers and change ourselves in accordance with their wishes,” concludes Potapov.

With a renewed, concerted focus on sustainable development, Corum Group guarantee a secure future for their unique business model, showcasing a people-centric approach to continual improvement whilst serving the essential needs of the world’s mines.

Tel: +38 (044) 390-74-01 corum@corum.com https://corum.com/en

EME Outlook issue 43 | 147

BOART LONGYEAR

BOUNCING BACK BETTER Jeff Olsen, CEO at Boart Longyear Limited (ASX: BLY), discusses how his firm has overcome significant challenges to become a major player in drilling services Writer: Sean Galea-Pace | Project Manager: David Knott

B

oart Longyear is the world’s leading provider of drilling services, drilling equipment and performance tooling for the mining and exploration industries, and is making a name for itself in the drilling technology and geologic data sectors.

The company’s global drilling services division operates for a diverse mining customer base that spans a wide range of commodities, including copper, gold, nickel, zinc, uranium and other metals and minerals. The global products & Geologic Data Services (GDS) divisions design, manufactures and sells drilling equipment, performance tooling, down-hole instrumentation and parts and services to both mining and drilling firms.

Headquartered in Salt Lake City, Utah, Boart Longyear operates across six global manufacturing locations and provides the most advanced

148 | EME Outlook issue 43

MINING

EME Outlook issue 43 | 149

P

PARTNER WITH US Mudex joined with NorthStar Fluid Solutions and MayanStar Fluids in 2014 to form one of the largest privately owned non-oilfield drilling fluids company globally.

WWW.MUDEX.COM.AU

BOART LONGYEAR drilling technology on the market.

Boart Longyear also provides drilling services in over 20 countries.

Jeff Olsen is the CEO of Boart Longyear. By his own admission, he had an ‘unusual’ path into the industry. “My undergraduate degree is in international politics and then I went on to get an MBA in upstate New York,” explains Olsen. “In 1991, I moved to a chemical company called General Chemical and they had mostly chemical operations but some mining operations. Thereafter, I worked at Rio Tinto for 18 years across various locations in several different roles.”

Indeed, Olsen lived and worked in London for a number of years before relocating back to Salt Lake City where Rio Tinto had a large regional office before leaving for Boart Longyear in 2014. “The downturn of the mining industry began in 2012 so I joined in the middle of a downturn in the sector, thinking that it would only last a few years and we’d move onto bigger and better things which unfortunately didn’t prove to be the case,” explains Olsen. “As a result of the market not being very good, we had a number of transactions to help keep Boart Longyear’s position as a leader in the drilling industry, but

we were unsuccessful at solving the balance sheet problem.”

OVERCOMING CHALLENGES This issue, mixed with the emergence of COVID-19, prompted Boart Longyear to announce a large

recapitalisation, which is in process and is subject to a favorable shareholder vote in September. “Our first quarter earnings were very strong in 2021, which means we are on track for a breakout year. Additionally, our proposed recapitalisation will reduce

DEVELOPING PEOPLE Training is an important pillar to Boart Longyear’s strategy and the firm has established a system to ensure its people are equipped with the required safety knowledge. “Safety is our most important value,” stresses Olsen. “If you look at our safety statistics, they exceed our peers in the industry. That is why it is important that, in addition to compliance, our training is mostly focused on safety.

We have a number of mandatory safety programs for all of our employees, and we also have training that we do in collaboration with the University of Utah for leadership training.

“We have great people; we do good training. Wherever you are in the world, you are going to get the same safety training and recognise our sites as Boart Longyear sites. That has been a real push for us since 2014 and has paid huge dividends in our drilling efficiency.”

Jeff Olsen, CEO

152 | EME Outlook issue 43

on safety, employee welfare, air emissions and with sustainable and secure supply chains, as such Australia is globally recognised as a supplier of trusted produce and products.

MUDEX PREMIUM AND INNOVATIVE DRILLING FLUIDS RAW MATERIALS LOCALLY MADE

The key difference to Mudex’s facility products Mudex's main manufacturing is is quality of the raw ingredients used in based in Western Australia and products the manufacturing process. are produced to the highest possible Standard.

All our raw products are sourced from local manufacturers and imported we As in suppliers, Australia we rigorouslyour testbusinesses the quality raw operate in of anour ethical ingredients manufacturing at manner withprior strict to government policies our in-house and R&D facility. air on safety, chemist employee welfare,

MUDEX PREMIUM AND INNOVATIVE DRILLING MUDEX PREMIUM FLUIDS AND INNOVATIVE emissions and with sustainable and secure supply chains, as such Australia is globally recognised as a supplier of trusted produce and products.

DRILLING FLUIDS

LOCALLY MADE MUDEX DIFFERENCE LOCALLY MADE Mudex’s mainMATERIALS manufacturing facility is RAW ESG Focused Company Ethical Business Model

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Preferred supply agreements with many

RAW MATERIALS RAW MATERIALS MUDEX DIFFERENCE

global drilling companies.

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MUDEX DIFFERENCE MUDEX DIFFERENCE

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•

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global drilling companies.

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET" Mudex and its partners NorthStar and MayanStar are a privately owned and operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil construction industries.

Mudex partnership with NorthStar and MayanStar make for a global group of companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products. This ensures Mudex can efficiently supply drilling fluid solutions to our customers on a global scale, in addition to our Partners we have distributors in Asia Pacific, Africa, Europe and South America all with extensive stock holding.

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

While Mudex and is partners NorthStar and MayanStar are a global company we maintain a local identity in the areas they work. It has always been their ideology that they support the communities they work in and manufacture as much locally where possible, for example: NorthStar Fluids manufactures in the USA with most of the raw materials purchased locally in the USA, the equivalent occurs in Mexico with the MayanStar supply chains. Their long-term goal is to develop local decanting through to full functioning manufacturing facilities in key regions to provide economic stimulus and opportunities through Mudex and its partners NorthStar and MayanStar are a privately owned and employment of local labour. operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products With a clear strategy to provide a level of service unparalleled that continues to for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil keep Mudex as the leader in our industry they have always strived to be at the construction industries. forefront of technological advancements and having a strong local position that can provide fast, flexible, customised, and competitive product solutions to our Mudex partnership with NorthStar and MayanStar make for a global group of customers through multiple manufacturing divisions. companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products. This ensures Mudex The staff have vast chemical knowledge and experience in their fields. With a can efficiently supply drilling fluid solutions to our customers on a global scale, proven track record of successful developments Mudex has continued over the in addition to our Partners we have distributors in Asia Pacific, Africa, Europe past 10 years to innovate successful products into the drilling fluid market. With and South America all with extensive stock holding. in-house chemists, multiple laboratories and testing facilities at our global offices ensures that we have full control over our product development and While Mudex and is partners NorthStar and MayanStar are a global company testing. In addition to their own in-house research and development team they we maintain a local identity in the areas they work. It has always been their have partnered with technical specialists and companies in the industry toprivately find its partners NorthStar and MayanStar are a owned ideology Mudex that theyand support the communities they work in and manufacture as new ways of adapting technology to suit the wide-ranging challenges much locally possible, for example: NorthStar Fluids manufactures in the andwhere operated international drilling fluid company’s specialising in the encountered in the field.

USA withmanufacture most of the raw and materials purchased in the USA, the equivalent friendly drilling supply of highlocally quality and environmentally Mudex and its partners NorthStar and MayanStar are a privately owned and occurs in Mexico with thefor MayanStar supply chains.

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Mudex partnership with NorthStar and MayanStar make for a global group

“MUDEX LEAD’S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET” "MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

of companies with reach inservice Unitedunparalleled States of America, Canada, and Mexico, With a clear strategy to provide a level of that continues to Mudex partnership NorthStar and MayanStar make for a global quality group of as well aswith access to a wide and exclusive keep Mudex as the leader in our industry they have alwaysrange strived of to be at theproducts. This companies with reach in United States of America, Canada, and Mexico, as well Mudexadvancements can efficiently solutions to our customers forefront ensures of technological andsupply having adrilling strong fluid local position that as access to a wide and exclusive range of quality products. This ensures Mudex can provide flexible, customised, and competitive productwe solutions our on fast, a global scale, in addition to our Partners have to distributors in Asia can efficiently supply drilling fluid solutions to our customers on a global scale, customers throughAfrica, multiple manufacturing divisions.

Pacific, South America all with extensive in addition to our PartnersEurope we haveand distributors in Asia Pacific, Africa, Europe stock holding. and South America all with extensive stock holding.

The staff have vast chemical knowledge and experience in their fields. With a While Mudex and is partners NorthStar and MayanStar are a global proven track record of successful developments Mudex has continued over the While Mudex and is partners NorthStar and MayanStar global company company we maintain a local identity inare thea areas they work. It has always past 10 years to innovate successful products into the drilling fluid market. With we maintain a local identity in the areas work. It has always been their theirmultiple ideology that theythey support communities they work in and in-house been chemists, laboratories and testingthe facilities at our global ideology that they support the communities they work in and manufacture as manufacture as much locally where possible, for example: offices ensures that we have full control over our product development and NorthStar Fluids much locally where possible, for example: NorthStar Fluids manufactures in the thein-house USA with most and of the raw materials purchased locally in testing. Inmanufactures addition to theirin own research development team they USA with most of the raw materials purchased locally in the USA, the equivalent have partnered withthe technical specialists and companies the industry to find the USA, equivalent occurs in Mexicoinwith the MayanStar supply chains. occurs in Mexico with the MayanStar supply chains. Their long-term goal is to new ways of long-term adapting technology to suit the wide-ranging challenges Their goal is local decantingfacilities through develop local decanting through toto fulldevelop functioning manufacturing into full functioning encountered in the field. manufacturing key regions provide economic key regions to provide facilities economicinstimulus and to opportunities through stimulus and opportunities through employment of local labour. employment of local labour.

With a clear strategy to provide a level of serviceaunparalleled that continues to With a clear strategy to provide level of service unparalleled that keep Mudex as the leader in our industry always strived to be at the have always continues to keep Mudex asthey thehave leader in our industry they forefront of technological advancements and having a strong local position that strived to be at the forefront of technological advancements and can provide fast, flexible, customised, and competitive product solutions to our having a strong local position that can provide fast, flexible, customised, customers through multiple manufacturing divisions.

and competitive product solutions to our customers through multiple

divisions.

The staff manufacturing have vast chemical knowledge and experience in their fields. With a proven track record of successful developments Mudex has continued over the Thetostaff havesuccessful vast chemical and experience in their fields. With past 10 years innovate productsknowledge into the drilling fluid market. With in-house a chemists, laboratories and testing facilities at our globalhas continued proven multiple track record of successful developments Mudex offices ensures thatpast we have full control over oursuccessful product development and the drilling fluid over the 10 years to innovate products into testing. Inmarket. addition With to their own in-house research and development team they in-house chemists, multiple laboratories and testing facilities have partnered with technical specialists and companies in the industry to find at our global offices ensures that we have full control over our product new ways of adapting technology to suit the wide-ranging challenges development and testing. In addition to their own in-house research and encountered in the field. development team they have partnered with technical specialists and companies in the industry to find new ways of adapting technology to suit the wide-ranging challenges encountered in the field.

BOART LONGYEAR

CATTA SERIOUSNESS PROFESSIONALISM RAPIDITY The socio-economic, cultural, environmental reality in the emerging/developing countries being alike, to invest and operate in these countries and become successful is quite a challenge.

Very early we have understood that in order to face this challenge in our industry, we had to have the following trio creed: SERIOUSNESS – PROFESSIONALISM – RAPIDITY. The SERIOUSNESS is a fundamental element that has imposed on us a marketing that relies on the choice of serious partners, who share a common attitude of strict compliance in all circumstances with the laws and regulations that govern their activities and the commitments made. In our company, we do not compromise seriousness in our daily activities.

our debt by roughly $800 million, allowing us to invest in capital and further our efforts to provide tangible value to shareholders.” explains Olsen.

“I anticipate that we will remain the largest drilling company in the world, which will put us in a very strong place going forward.”

Although the mining industry has had its trials and tribulations, the sector is in a much healthier place.

Olsen has overseen Boart Longyear’s rise in tandem with the mining space and the firm is now poised to thrive in the industry. However, Olsen cannot forget the past and reflects on how his organisation has gotten to where it is today. “Mining is a secular industry and if you’re a supplier to the industry then you are in a hyper secular industry,” discusses Olsen.

“The secularity tends to define this 154 | EME Outlook issue 43

industry and our customers were all about deleveraging their own balance sheets at the time, and shareholders were clamouring for mining companies to return money to them and be more conservative.”

“One of the areas that they could save money on, in the short term, was on exploration activities and specifically drilling. The fundamentals in the mining industry are that if you don’t explore for new reserves then you don’t have anything to mine. That can only last for so long.”

Today, that has all changed.

Boart Longyear’s customers are largely delevered, showcase robust balance sheets and have the ability to invest in their businesses. “There was significant consolidation in the gold industry through the second half of 2019, which also puts them

The PROFESSIONALISM is another fundamental element, that focuses on the perfect understanding of the trade practices in our industry. The anticipation and pro-activity with a shared awareness by the all the team that, in a highly competitive context and a globalised world, the partner who chooses us must be rid of all worries or concerns for their supply chain and the clearing of material and equipment.

The RAPIDITY is the last element of our creed since it would be useless to be SERIOUS and PROFESSIONAL if the SPEED in execution is not there to crown everything.

www.catta-sarl.com

SERIOUSNESS PROFESSIONALISM RAPIDITY Created in 1996, CATTA is a group of companies headquartered in Mali, with office in Abidjan, Ivory Coast. Our actitivities include consignment, international transport, handling, freight forwarding and customs clearance.

Some of the large projects completed while working with our partners: • Hydroelectric and thermal plants • Mining, Road Construction projects, Telecommunications projects • Industries (Cement Plants, Paint Factories etc...)

• The execution of express shipments, receipts, and deliveries of medication and vaccines, spare parts, raw materials and equipments of security for both national and international institutions and companies.

www.catta-sarl.com mohameddiane@gmail.com

CATTA MALI Sarl

CATTA COTE D’Ivoire Sarl

Sogoniko Commercial Derriere les Halles de Bamako B.P.E. 1044 – Bamako, Mali

Treichville face a la SOLIBRA Immeuble “LA BALANCE” Boulevard VGE au 2eme Etage

T: (00223) 20 23 94 68/20 22 11 66 M: (00223) 90 73 73 03

T: (00225) 21 24 94 99 M: (00223) 90 73 73 03

catta@orangemali.net

cattaivoire@gmail.com

BOART LONGYEAR

“WE REMAIN THE LARGEST DRILLING COMPANY OUT THERE AND THIS WILL PUT US IN A VERY STRONG PLACE GOING FORWARD” – JEFF OLSEN, CEO, BOART LONGYEAR

Grainger Canada Focus on what matters.

Let us handle the rest.

We are committed to providing you with the proactive solutions and supplies you need.

For over 130 years, we have been enhancing our solutions and services so you can continue to keep your people safe and your operations running smoothly.

Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry.

This process is driven by our desire to continuously provide reliable, bestin-class safety, facility maintenance, and industrial supplies so you feel supported and can focus on what matters to you.

on stronger financial footing,” explains Olsen. “As a business, Boart Longyear was poorly prepared for the downturn. Now, we are a much leaner business and are better focused on serving our customers and giving them what they need. We have a better understanding of where the market is and what the market requires. The last thing, which is a substantial difference between 2014 and now, is that we have been able to grow GDS, our technology division.”

GDS is focused on redefining the future of mineral exploration through innovative and emerging technologies delivered through industry-leading products and services. “GDS consists of tools that are used to gather appropriate information downhole about the hole itself and about the 156 | EME Outlook issue 43

drilling. These are tools that already existed in the mining industry, but we’ve introduced our own tools that are better in many ways. We’ve changed our strategy from 2014 from one of just being the preferred driller in the space to we want to help our customers build our ore body knowledge. We do that by drilling and making tools that are more efficient and we also do it by the use of technology. This is a big difference in our business going forward.”

PROACTIVE APPROACH With a history of being innovators in the drilling industry, the company recognises its place as a leader in drilling methods. “We don’t try to be everything to everyone, and we don’t try and address everything

GRAINGER.CA

Welcome to Grainger!

We are committed to providing you with the solutions and supplies you need. For over 130 years, we have been enhancing our solutions and products so you can continue to keep your people safe and your operations running smoothly. Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry.

This process is driven by our desire to continuously provide best-in-class safety, facility maintenance, and hundreds of thousands of industrial supplies that meet your extensive needs.

Visit grainger.ca or contact our Customer Service Centre: 1-888-602-0000; Monday-Friday 7am-5pm customerservice@grainger.ca

GRAINGER.CA

FOR THE ONES WHO GET IT DONE ®

BOART LONGYEAR

Petersen inc.

Petersen Incorporated is one of the foremost advanced manufacturing and machining facilities in the world. With modern equipment and capabilities, we have partnered with some of the largest and most recognisable companies around- and are proud to call Boart Longyear a partner.

We congratulate them on their continued success in the advancement of the drilling and mining industry.

Like Boart Longyear, we have many years’ experience in the mining industry, but are also diversified to serve a variety of industries including nuclear, entertainment, aerospace, petrochemical, and hydro to name a few. Petersen Inc. offers complete fabrication, advanced manufacturing, precision machining, design engineering and warehouse/ distribution/3PL services to a variety of customers.

“WE NOW HAVE A BALANCE SHEET AND A CAPITAL STRUCTURE THAT SUPPORTS GROWTH, AND WE HAVE AN INDUSTRY THAT IS POISED FOR SIGNIFICANT GROWTH SO WE’RE COMING TOGETHER AT THE RIGHT TIME” – JEFF OLSEN, CEO, BOART LONGYEAR in the industry but the things that we do well are where we want to be the leaders in,” says Olsen. “The fact that our newest drill rigs have been well received is great, as well as our GDS Group and we’ll see over the next few years just how important these technologies will become.

They provide huge cost benefits to our customers but also help stitch together all the different datasets of information they get about their own ore body in what we call a unified 158 | EME Outlook issue 43

ore body knowledge. When you get full-service information from Boart Longyear drilling, then you have a unified set of information about your ore body in much less time and at a significantly cheaper cost.”

To those on the outside looking in, mining is often regarded as an industry that is old school and doesn’t embrace new technology. While that might be an exaggeration, Olsen agrees that mining is not as quick as other industries to leverage the latest

For over 60 years, our team at Petersen Inc. is dedicated to creating the highest quality, on-time productswith complete customer satisfaction.

We have locations in Ogden, UT and Pocatello, ID which house 634,000 sq. ft. manufacturing/machining space and over a million sq. ft. in warehousing and distribution.

Are you looking for a safe, reliable, and financially secure partner with the capabilities and capacity to get your job done right? Give Petersen Inc. a call today.

www.peterseninc.com

THE MISSING PIECE OF A “WINNING COMBINATION” Petersen Inc. is a proud partner of Boart Longyear.

Part of the Petersen Inc. logo is the slogan “A Winning Combination.” Partnering with our customers and suppliers, together, we work toward a common goal to provide the highest quality, on-time products and services available.

For over 20 years now we have formed “a winning combination” with Boart Longyear and we strive to partner with YOU on your next project, no matter the industry or size/scale. What can we build for you?

FABRICATION PRECISION MACHINING WAREHOUSE/DISTRIBUSTION

LEARN MORE AT PETERSENINC.COM

th

Anniversary

BOART LONGYEAR

Ansell Mining consists of several complex processes that require a keen focus on safety. Whether working in extraction and exploration, crushing ore, or preparing and transporting product, Ansell is the ideal safety partner when identifying the hazards and risks associated with each task and equipping mining workers with innovative application-specific glove and body protection solutions from our extensive product portfolio.

innovations but does expect this to change in the near future as miners look to explore for reserves that will be deeper. “I think the influence of technology is growing rapidly,” he explains. “I believe it’s fair to say that the mining industry is slower adopters of new technology than others.

However, once you get a critical mass in adoption then it moves very quickly.

We are at that point now where to be competitive and to stay ahead, companies will have to innovate and are increasingly looking to new technology.”

Boart Longyear maintains several key, strategic partnerships and has combined the supply chains for its products and drilling services business together to form one global supply chain. “When we look for partners, it is about the ability to be compliant — it is non-negotiable,” says Olsen. “We work in some tough parts of the world and in our business compliance is key. This is consistent with the way that we approach safety.

Another core value is innovation.

We know that the way we drill and do business today in 2021 is not the same way we’ll do it in 2031, so it is 160 | EME Outlook issue 43

important that we are aware of the latest technologies that can drive us forward.”

Moving forward, Olsen is full of optimism about the future of Boart Longyear. “I’m very excited about the next few years,” he maintains.

“We will now have a balance sheet and a capital structure that supports growth, and we have an industry that is poised for significant growth, so it is all coming together at the right time.

The ability to invest in our business as the industry grows is important; however, we will always maintain a disciplined approach to our balance sheet. We have the ability to invest in that growth and that investment will ultimately drive value to our stakeholders. There’s a very bright future ahead.”

Phone: +1 801 972 6430 Fax: +1 801 977 3374 www.boartlongyear.com

Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep workers safe and productive throughout the day. In open-cast and underground mining, where hazard types are different due to the peculiarities of the materials and instruments used, Ansell begins its process of reducing, mitigating or removing risk with a proper risk assessment. Because the most appropriate PPE solutions to protect against hazards will vary based on each individual company’s unique set of needs, applications and processes, AnsellGUARDIAN®, our free consultative service, helps companies select and implement the right PPE solutions to improve safety, increase productivity and reduce costs.

The strategic relationships and feedback received from our key partners allow our partners to achieve hand and body safety excellence through Ansell’s continuous research, product development, and customer support.

At Ansell, we strive to provide integrated solutions for our partners, from risk assessment to innovative hand and body protection, with the purpose of protecting companies most valuable assets, it’s people.

www.ansell.com/industrial/mining

EQUIPPING MINING WORKERS WITH HAND AND BODY PROTECTION Choosing the right PPE to manage the challenges in extreme work conditions Open-cast and underground mining have different type of hazards as the instruments and materials used on the manual work have their own unique risks and consequences. Ansell is the ideal safety partner when identifying hazards and injury risk associated with each task and equipping mining workers with the right solution from our extensive portfolio of hand and body protection. Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep mining workers safe and productive throughout the day.

To learn more, visit our website: Ansell.com/industrial/mining Ansell, ® and ™ are trademarks owned by Ansell Limited or one of its affiliates. © 2021 All Rights Reserved.

ROMAERO

TRANSFORMATIVE

AVIA

Romania, a pioneer of aviation, boasts an impressive history in the industry. Here, we speak with Silviu Grecu, CEO of ROMAERO, to explore more about the organisation and its operations Writer: Sean Galea-Pace | Project Manager: Thomas Arnold

R Silviu Grecu, CEO 162 | EME Outlook issue 43

omania and aviation go hand in hand.

The country enjoys a rich history in aviation which goes back to the beginning of the 20th century.

Indeed, pioneers such as Henri Coanda, Aurel Vlaicu, Traian Vuia and George Valentin Bibescu all made vital contributions to early aviation history and subsequently built revolutionary aeroplanes while contributing to the global scene.

Fast forward to today and ROMAERO stands as the largest state-owned aerospace and defence company in Romania.

ROMAERO encompasses three different lines of business, each with its own specificities in terms of operations, customers, and development strategies. The firm has a large maintenance facility where it performs base maintenance for commercial operators on B737 and

AEROSPACE

ATION A320 family narrow-body aircraft while having the privilege of working for some of the most influential airlines in Europe.

“That history has created the right environment, culture, and infrastructure necessary for the sustainable development of the industry,” Silviu Grecu, CEO of the company, tells us. “It is well-known that after the change in the political climate, in 1990, the transition period

did not favour any industry growth.

Over the last couple of years though, we have seen a revitalisation as Romania starts gaining points in the global market share.

“If you ask me about excitement, let me just say that managing a company like ours doesn’t leave room for any dull moment. Dealing with the effects of the pandemic, on top of our dayto-day efforts in trying to implement a turnaround strategy, has proven to be

pretty challenging.”

In defence, ROMAERO is the national service centre for the Romanian Air Force transport fleet, while having a long-standing relationship with the MOD, providing maintenance and support for the C-130, C27J and AN26/30 aircraft.

In addition, within its industrial manufacturing division, ROMAERO manufactures various aerostructures with the capability to perform EME Outlook issue 43 | 163

ROMAERO

SC Contras Company Contras is on the market of composite and tooling from 2006.

It is small, but dynamic, customer oriented partner, specialist for tooling machinable products and tooling liquid products, composites, structural adhesives, technical casting and dielectrics with the range of products from Sika Industry. Those products are dedicated to different applications, like construction, foundries, automotive,aerospace, sport and leisure, electronics...

For information about products portfolio we invite you to visit Sika Industry website: www.industry.sika.com/en/home/ advanced-resins.html#advresapplication

ROMAERO: KEY PROJECTS “We are proud of our people at the end of every project but if I am to mention one, in particular, I would have to say the Clean Sky 2 programme we completed earlier this year.

“It is a research and development programme concerning the manufacture of the central fuselage for an experimental helicopter, under the coordination of Airbus Helicopters within the European Clean Sky 2 initiative. It was a challenging endeavour that not only proved the skills of our R&D team but also helped us add composite materials manufacturing to our set of capabilities.”

- Silviu Grecu, CEO, ROMAERO

164 | EME Outlook issue 43

complex operations and produce anything from detailed parts to major assemblies, including composite materials.

In his role, Grecu is renowned as a forward-thinking, resourceful manager who is experienced in building and leading successful teams, developing and implementing effective strategy and overseeing business operations. Having graduated as an aerospace engineer, he believes his family had a major influence on his career path.

“My father worked in the same field and although I didn’t choose to embrace the technical side of the profession, engineering helped me gain the curiosity to wonder and the skill to figure out how everything works,” he explains. “This has proved to be a very valuable asset in management. I’ve since been in aerospace for 10 years now working for the same company.”

ROMAERO’s CEO believes that one

of the company’s key competitive advantages is its location as a capital city of an EU and NATO member country, which means access to infrastructure, a large talent pool, and all the benefits for exporting EU manufactured goods and providing services under European Union Aviation Safety Agency (EASA) regulations.

“Romania remains one of the European countries with lower labour costs and although we perform highly specialised work, that means we can keep our rates lower than most of our competitors,” explains Grecu. “Secondly, one of our main differentiators is the variety of our capabilities. We are an all-inclusive supplier and a one-stop-shop for aerospace manufacturing.”

Having just celebrated its centenary, ROMAERO is an enterprise primed for the future. The company follows the market trends and is seeking to adjust its development strategy accordingly.

AEROSPACE

Range of proposed materials are tooling machinable products and tooling liquid, composites, structural adhesives, technical casting and dielectric. sc.contras.srl@gmail.com 0040356431992 www.rasini-adezivi.ro

A TRUSTED PARTNER OF

As such, Grecu explains that the firm is working on various distinct levels.

“On the manufacturing side, we are focusing on further developing the composite materials capabilities and alongside research projects take on

commercial contracts, such as UAV component manufacturing,” he tells us.

Following the lifting of the COVID19 pandemic flight restrictions, ROMAERO is resuming the civil

aircraft maintenance services and is making plans to expand these facilities. The company is preparing for significant investments in the facilities and human resource training in order to accommodate the requirements of its partners, the Romanian Air Force.

“In terms of aircraft services, we have a long-term project that is close to materialising, the establishment of a Black Hawk regional maintenance centre,” says Grecu. “As you can imagine, market repositioning is not an easy process and it implies a significant change in the organisational culture, but we try to get everyone on board for finding our best lane.”

The importance of developing a robust supply chain is essential to long-term success in the industry.

As a result, forming sustainable partnerships is key, particularly with influential collaborations that are mutually beneficial.

EME Outlook issue 43 | 165

ROMAERO “Our supply chain expands globally as is the nature of the business,” says the executive. “Over our years of activity in the field, we managed to secure some good partnerships that have supported us through challenging times and with whom we are happy to share our success. In aerospace, we are obliged to fit into certain parameters, that’s what is expected from us and what we expect from all our partners.”

Operating with a 100 percent Romanian employee base, supporting the local community is a vital priority to ROMAERO and to Grecu himself. He is clear about what sets his company apart from others in the field.

“Being located in Bucharest

166 | EME Outlook issue 43

represents for us an important advantage as we have the specific schooling infrastructure close and, as the capital city, Bucharest is the place you come from all over the country to study and build your career,” the CEO explains.

“With the new generation of employees, recruitment is not the challenge, but retention. Being regarded as a

learning hub, it’s easy to attract young professionals keen on developing their skills. How do you keep them from leaving to work abroad after they learn, that’s the strategy we’re focusing on.

The effects of the pandemic had a huge impact on our retention rates and as we are looking to recover from that, we are rethinking our personnel policy, adapting our culture, and the benefits we offer, to what the new generation of employees is looking for.”

Indeed, education is a key pillar of ROMAERO’s strategy. The company believes in an equal chance for all children to learn and become whatever they set their mind to. As such, ROMAERO has worked closely with NGOs for the development of projects.

AEROSPACE “We try to directly be involved in the life of the community by opening our doors for school trips where we give children of all ages a sneak peek behind the scenes and help them discover their love for aviation,” discusses Grecu. “The feedback has been encouraging so far but we’re going to have to wait for a couple more years to see if they will choose to join our team. We are aware of the times we live in and of the fact that our industry is part of the problem, so we are exploring all means to become greener. It’s a project that we are embracing, and we hope to be reporting significant results in recycling and reducing our energy consumption in the years ahead.”

place, we are conducting an extensive analysis and research operation, both internally and externally. We have started an operational restructuring process focusing on redesigning the processes, lowering costs, and setting up the basis to split and manage the three lines of business as profit centres.”

Moving forward, ROMAERO’s CEO believes that 2022 could be a sliding-doors moment for the company’s future. “My management plan is focused on creating strategy and implementing an extensive turnaround process,” he sums up. “We have expansion plans for some of our capabilities but before putting them in

Tel: +4(021) 599 4104 office@romaero.com www.romaero.com

EME Outlook issue 43 | 167

EVENTS

Chris@Petroleumtradenetwork.com

Oil and Gas Automation & Digitalization Conference September 22-24 | Virtual event | www.ogad-conference.com

Creating Opportunities for the Oil and Gas Network OIL AND Gas Automation and Digitalization 2021 (OGAD 2021) creates opportunities to boost profitability and strategies to maximise efficiencies in oil and gas production.

This conference brings together key players of the oil & gas industry, to probe and explore winning strategies and technologies, by means of digitalisation in dealing with the current and future challenges 168 | EME Outlook issue 43

of the upstream, midstream and downstream sector.

This event is a platform bringing the entire oil and gas sector together along with IoT, AI/ML and digital solution providers to discuss the latest developments and best practices for digital transformation in the industry.

Digitalisation including AI, IoT and blockchain has made a huge impact on helping operating companies improve operational efficiency,

eliminate unplanned downtime, improve safety, and reduce overall costs.

With an intense three-day agenda, the conference seeks to expand in-depth discussions, techniques and applied knowledge along with technological challenges of oil and gas digitalisation. You will gain insights from the best in the industry and make lifelong friends.

Moving forward with the success of the inaugural conference, the Oil and Gas Automation and Digitalization – 2021 will once again hold a promising meeting place for the industry, through its interactive sessions, highlighting the latest digital developments in oil and gas.

OIL AND GAS

AUTOMATION & DIGITALIZATION CONFERENCE 2021 22 - 24 September 2021

|

100% Virtual Event

Exploring The Future Of Digital Transformation

The Largest Virtual Oil and Gas Exhibition For DIGITAL TRANSFORMATION, IoT, AI & ML www.ogad-conference.com

Organized By

Petroleum Trade Network

EVENTS

MEICA October 5 - 7 | Dubai, UAE | https://www.instrumentationmiddleeast.com

Exploring Technology’s Potential TH E S E CON D annual Middle East Instrumentation Control and Automation Conference and Showcase (MEICA) will offer three days of experience and knowledge exchange. MEICA will host more than 50 exhibitors and is set to discuss over 40 subjects during the conference.

Taking place from the 5th – 7th October 2021, MEICA will welcome over 500 oil and gas leaders from across the world.

As the market continues to change at exponential rates, it has never been so important to bring industry leaders together to find solutions collaboratively, particuarly after the disruption caused by the COVID-19 pandemic. Indeed, while the virus 170 | EME Outlook issue 43

remains in circulation, the safety and well-being of all attendees and staff is paramount. As such, there will be a number of safety measures in place in order to provide attendees with assurance and confidence. Click here to find out more.

As digital transformation and the influence of new technology plays a growing role in the industry, it is vital to be agile and ready to respond to the latest trends quickly to ensure a competitive advantage. With a plethora of technologies at companies’ fingertips such as AI, machine learning and automation to name but a few, the event will provide an opportunity to hear from like-minded indviduals in the industry and isn’t to be missed!

What to expect • Discussing core issues within industry • Smart and highly energised sessions • Finding efficient and reliable equipments • Bringing latest practices and trends in the industry • High level networking opportunities • Oil and gas digital transformation mission Interested in attending?

Find out more here.

2nd Middle East Instrumentation Control and Automation Conference and Showcase 5 – 7 October 2021 Ritz Carlton, JBR - DUBAI

Optimizing Plant Performance & Adapting Security Strategy

2

21

WWW W.II N ST T RU U ME E NT TATIO O N M ID D D LEEA A ST T.CO OM

CONFERENCE COMMITTEE

Platinum Sponsor

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EVENTS

ROTIC October 12-14 | Dubai, UAE | www.roticmiddleeast.com

Welcoming Oil and Gas Leaders Worldwide ROT IC IS the fourth annual Middle East Rotating Machinery Technology and Innovation Conference and Showcase. Set to take place on 12th-14th October in Dubai, the event shows itself as an ideal location for the world of business and trade in the Middle East.

Offering three days of experience and knowledge exchange, Rotic will play host to over 50 exhibitors and see more than 60 subjects discussed. In total, it is expected more than 600 oil and gas leaders will attend. The event offers the opportunity to expand your network and meet new and existing clients to further your knowledge of the industry. While in attendance, you will be introduced to some of the 172 | EME Outlook issue 43

leading names in the oil and gas space and gain a better understanding of how to achieve success in the sector.

Rotic also provides the platform to promote your company and build brand credibility through its extensive marketing and branding opportunities. With a focus on key industry stakeholders, Rotic offers the opportunity to target key industry stakeholders, find potential customers and increase deal-making opportunities.

As an attendee, be part of the discussion or present a keynote to share insight and market intelligence.

Don’t miss an opportunity to stay ahead of the latest trends in the industry and remain at the fore of the latest industry developments.

What to expect • Discussing core issues within industry • Smart and highly energised sessions • Finding efficient and reliable equipments • Bringing latest practices and trends in the industry • High level networking opportunities • Oil and gas digital transformation mission

Register your attendance here.

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THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

Gordon Roper CEO, Dunlop Aircraft Tyres “My one piece of advice would be to always keep a positive spirit and remember no matter how hard things seem to get at times and how much of an uphill battle you seem to face, just remember to take a deep breath, get composure in that moment,dig in deep and stick at it.

“Keep saying to yourself ‘If it was easy, everyone would be doing it’ and nothing of significance is ever achieved without having to put in the hard work and grit.”

Bogdan Doicescu Director of Business Development, Bog’Art Group “Learn from the best and most experienced people you can who have been in the markets for a longer period of time. This will ensure that you have all of these tools and proprietary information that can’t be bought; information that is a result of many years of cumulative experience.”

Silviu Grecu CEO, ROMAERO “Aerospace is a highly regulated industry and is why entrepreneurship, management and even working in this field do not allow cutting corners. If I were to give a piece of advice, be serious, play by the rules, and understand the responsibility of being part of a chain held together by trust. Lastly, learn from the experience of your established partners. Working in 174 | EME Outlook issue 43

aerospace allows you to be in contact with some of the world’s largest companies and that is a priceless opportunity and lesson for any business and any manager.”

Ahmed Soliman Director of Operations, Pace Architecture, Engineering + Planning “I would advise young entrepreneurs entering the AEC business to focus on synergies and augmented services. Long gone are the times for multiple separate consultants and professionals doing similar and complementary services.

“Clients are now looking to combine project services under as many consultants as possible. Innovation in design is a key aspect to success, but the reality is innovation in delivery is the critical success factor. Great ideas on paper will remain on paper if two key questions are not addressed:

• What added value they give to the clients or the public?

• Can they be delivered optimally and with minimum or no impact to the environment?

“Focus on people skills. Ultimately, AI will eradicate the design profession, but project delivery will continue to require people interaction (legal framework, financial framework, construction, procurement, environmental compliance…etc).

“Finally, design for requirements but deliver expectations. Clients enter into contracts based on written requirements but accept work and pay for it when it meets expectations.

All too often they are not exactly the same.”

Are you a CEO or a Director with a company story to tell?

Contact EME Outlook now!

Manufacturing quality amusement rides for international customers...

ANTONIO ZAMPERLA S.P.A

MANUFACTURING

AMUSEMENT BUILT TO LAST

See page

30 36

Supplying theme parks around the globe for decades, Zamperla spa stands as a manufacturing company blessed with the task of manufacturing happiness.

We speak with Antonio Zamperla, CEO of the company, to learn more Writer: Marcus Kääpä Project Manager: Matthew Taylor

A

ntonio Zamperla S.p.A has ANTONIO ZAMPERLA S.P.A always been the home of amusement.

Since its establishment in 1966 to the present day, Zamperla prides itself on manufacturing, producing, installing and maintaining its various amusement park rides in venues across the globe, and exists as a company synonymous with creative design as well as cutting edge technology.

With a focus on fun and thrills, Zamperla’s ability to innovate and entertain lies within its unique ability to bring an amusement venue to life – from early design concepts to finished products.

Zamperla was involved with the first European-based Disney Park that was established in 1988, having provided eight out of the 12 rides available on the opening day.

“Those rides that were installed back in 1988 are still operating today,” Antonio tells us. “So, you can see that providing 30 rides to the parks over the past 25 years has been a large success as well as last for decades for the enjoyment of many end users to come.

“And that is our mission – amusement built to last.”

EXTERNAL COLLABORATION Of course, Zamperla’s positive relationship with its customers, creatively innovative engineering and its overall operational efficiency is due

2 | EME Outlook issue 43

EME OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER HISTORY AND EXPERIENCE WORKING WITH ZAMPERLA? Antonio Zamperla, CEO: “I have always been inside the Zamperla business – I must have started when I was seven or eight years old. I would go with my father, uncles and relatives to visit customers, so since I was a child, I have had experience in this industry.

“By the time I was 12 or 13 I was working for the company in a variety of roles during the summer, and my responsibilities grew year on year until I went to university. As an adult I was able to understand the nuts and bolts of the business from every angle, from data entry and manufacturing assemblies to going out into the field and assembling the rides themselves.

“One of the greatest responsibilities I was given was training in the form of managing an amusement park from 2007 to 2010. From there I became General Manager, then Chief Operations Officer, and even Chief Innovation Officer, climbing the ladder to the role I have today as CEO. And now I know the company inside out.”

EME Outlook issue 43 | 3

MANUFACTURING

“THE AMUSEMENT RIDE COMPANY SINCE 1966” - ANTONIO ZAMPERLA, CEO, ZAMPERLA SPA

to a mixture of elements, and a great part of this is the company’s partners — businesses that have helped shape Zamperla to this day.

One such partner is AIRON s.r.l., an Italian-based firm that specialises in high quality pneumatic machinery components for industrial automation. AIRON has produced a range of products across the manufacturing market and supplies Zamperla with important components for multiple products.

“These external businesses are the key to Zamperla’s past, present and future success,” Antonio explains.

“Partners are the backbone of the company – we cannot make it work without them. In this industry there are many technical issues that need to be solved which differ to other

areas of manufacturing, for example car manufacturing which, although still complex, is more repeatable and part of a large industry where a larger pool of experts makes issues easily solvable.

“Because we are in a niche market, we need to work with reliable partners who can take these issues from start to finish while retaining the end product’s purpose; enduring machinery that will make people smile, because an amusement park needs to produce a number of smiles per hour.”

Zamperla’s partners understand this need and it’s their vast array of abilities that enable the company to achieve what it sets out to do, continentally or internationally.

“We are constantly thinking about how we can revolutionise everyday aspects of amusement parks,” Antonio tells us. “If you think about queuing for a ride for example, an amusement park queue is no different to an airport queue; people are bored and are waiting for a ride. Airports are not only places where customers take trips, but they are more like shopping centres now with a lot of commercial opportunities.

“We want to change the way these mundane aspects, such as queuing, are experienced for the betterment of overall end-user experiences. It is this sort of dedication to the amusement park visitor that we aim to develop moving ahead into the decade, and we believe that it will lead to greater entertainment and more happiness.”

THE FUTURE OF FUN Expansion sits on the horizon for Zamperla and the amusement industry. Amid the promise of growth, the company plans to continue looking into further opportunities in various locations while retaining the core elements and Zamperla values.

Tel: +39 0444 998400 zamperla@zamperla.it www.zamperla.com

10 | EME Outlook issue 43

EME Outlook issue 43 | 11

6 | Africa Outlook issue 88

services. with several Airbus approvals for several products and engineering solutions, but also meant digital and collaborative design solutions along UK. This programme resulted in the development of interesting technical development of six work packages with Airbus France, Germany and A400 development project. The organisation was contracted for the 2007-2012 – Aerosud became a ‘Design and Build partner’ on the Airbus

Africa Outlook issue 88 | 7

integrated business system is very “Digital business processes and skills, and volumes to be produced.

A350 products driven by cost, critical welding robot process on A320 and has introduced a highly specialised the case of Aerosud, the company new technology into operations. In digital transformation and introducing around the world are embracing increase efficiency, manufacturers In order to streamline processes and focused primarily on exports. manufacturing turnover in five years, aimed at doubling the aerospace in South Africa, CAMASA’s vision is private industry and government a bi-lateral growth strategy between organisation that strives to promote Africa). Formed in 2016 as a non-profit Manufacturing Association of South of CAMASA (Commercial Aerospace Steyn is also Chairman of the Board Alongside his role at Aerosud, compatibility with all major OEMs.” country with language and cultural

and reporting is critically important.” integration and door-to-door tracking specifications,” says Steyn. “Logistics complete a product to the customer the smallest parts are important to of 80 percent of the spend – but even “We have 10 suppliers that consists often with single source suppliers. suppliers of raw materials and parts, supply chain of over 300 international regulations. This consists of a large regulatory requirements and sector is dominated by OEM and The aerospace manufacturing because everybody else is doing it!” to your company offering – never do it if it makes sense and adds productivity to implement 4IR strategies – but only “Of course, it’s definitely important processes like PLM. engineering data and business customer – to be able to integrate very often it is mandated by the operations and manufacturing – and expand into the supply chain, internal important,” says Steyn. “It has to

Looking to the future, Steyn is applications.” a digital business platform for SME offerings, such as MWORX which is to expand and accelerate such crisis has highlighted the need throughout the last two years. The number of digital product solutions diversify and develop by offering a has embarked on a strategy to adjustments,” he explains. “Aerosud lockdown and dramatic rate followed by the South African 19 began with logistics disruptions, “The global impact from COVIDconsiderable growth. business continuity but to also achieve across the board to not just ensure the adoption of new technology The pandemic only accelerated such as Aerosud was ‘unavoidable.’ admits that the impact on firms cargo significantly reduced, Steyn space. With flights grounded and air

by COVID-19 has been the aviation Perhaps the industry most impacted

www.aerosud.co.za info@aerosud.co.za Tel: +27 (0) 12 662 5000 AEROSUD

Antonio Zamperla S.p.A has told its story.

AIRCRAFT INTERIOR SYSTEMS RECOGNISED SUPPLIER OF AN INTERNATIONALLY

were extensively flight tested in South Africa. challenging, the project was completed successfully and two prototypes F1 fleet, using the Klimov RD-33 engine. Although technically very a solution for the life extension of the South African Air Force Mirage 1990-1995 – Aerosud was appointed the main contractor to develop Some of its major projects throughout the years include:

some of the largest aircraft manufacturers globally.

The organisation has become an internationally renowned supplier to innovative and competitive world of aerospace design and manufacturing. experience across a range of business functions and systems in the Over the years, Aerosud has gained numerous real-life skills and

A GLOBALLY RECOGNISED SUPPLIER

for SMEs.” digital offering and business solutions manufacturing. We plan to expand our automotive, medical and nuclear for “Aerosud aims to diversify into to avoid/mitigate the events of 2020. most likely with further diversification years with expanded offerings and hard to stay relevant in three to five the OEMs,” says Steyn. “We all work further investment by all suppliers to current business which will require “We’re working hard to maintain challenging year. having a positive mindset following a years and stresses the importance of optimistic about the next couple of

info@gib.co.za +27 11 483 1212 www.gib.co.za

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