EME Outlook - Issue 48

MEDICOINDUSTRIEN HOLLIS Providing services for the European real estate market ABHI Committed to unlocking technology to advance modern healthcarewww.emeoutlookmag.com Issue 48

BRITISH ASSOCIATIONPORTS

Ports across the UK are riding uncertain waters in the maritime logistics sector. We take a deep dive into an industry at the nexus of trade and development A specialist in edible oils, Olenex is broadening its one-stop shop concept and reaching out to new markets. General Manager, Marco Herpers, reveals all

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.

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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.

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.

www.outlooktravelmag.com travel

ISSUE 08 We go Behind the Lens with culinary storyteller, Karolina Wiercigroch GUIDETRAVEL LandescapismMediterraneanCYPRUSintheofAphrodite FEATURE watersChartingREVOLUTIONSUSTAINABLEYACHTING’ScleanerfortheAdriatic VALLARTAPUERTO From quaint fishing village to bustling resort getaway TRAVELGUIDE

Phoebe Harper Head of Editorial, Outlook Publishing

“In the past five years, ports have been much more at the forefront of policy, from Brexit and new border processes to free ports or the environment,” says BPA’s Director of Policy and External Affairs, Mark Simmonds.

Transport is the keystone for the free movement of services, goods, and individuals. As a major maritime player, the British Isles host Europe’s second largest ports sector. In today’s climate of fraught geopolitical tensions and heightened environmental expectations, the role of these historic centres of trade and transport has evolved dramatically. As the UK’s political landscape faces turbulence and uncertainty, the duties and requirements of these vital trade links comes into question amidst an onslaught of challenges.

Enjoy the return of events as we profile MEICA 2022, the Dubai showcase targeting major players of the oil and gas industry, and discover a range of corporate stories including edible oil production specialists Olenex, and leading construction consultants, Hollis. We hope that you enjoy your read.

At the forefront of representing the sector’s best interests, the British Ports Association (BPA) is the industry body bridging the gap between Government and its members.

Elsewhere, we put the pedal to the metal on female empowerment in motorsport by shining a light on the W Series, as the racing event that seeks to accelerate gender equality in the field.

“Government increasingly looks to ports as a solution for a lot of problems, which can be challenging for us... We’ve had to step up and do a lot more for the industry and make sure that we’re being as effective as we can be in protecting and advancing its interests as much as possible.”

From maritime giants to the everyday urban commuter, our Topical Focus casts an eye on Maeving – the electric motorcycle maker revolutionising road transport with its new model, the Maeving RM1.

EDITORIAL Head of Editorial: Phoebe Harper phoebe.harper@outlookpublishing.com Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Jack Salter jack.salter@outlookpublishing.com Junior Editor: Ed Budds ed.budds@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com Production Assistant: Talia Smits talia.smits@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Matt Loudwell matt.loudwell@outlookpublishing.com Social Media Manager: Fox Tucker fox.tucker@outlookpublishing.com BUSINESS Chief Executive Officer: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Sales Director: Nick Norris nick.norris@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 Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com BUSINESS DEVELOPMENT DIRECTOR Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTORS Marvin Iseghehi marvin.iseghehi@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com SALES MANAGERS Sales & Partnerships Manager: Donovan Smith donovan.smith@outlookpublishing.com PROJECT MANAGERS Alfie Wilson alfie.wilson@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com Deane Anderton deane.anderton@outlookpublishing.com Nicholas Kernan nicholas.kernan@outlookpublishing.com Liam Pye liam.pye@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com EME Outlook 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom. Sales: +45 (0) 1603 363 631 Editorial: +45 (0) 1603 363 655 SUBSCRIPTIONS Tel: +45 (0) 1603 363 phoebe.harper@outlookpublishing.com655 www.emeoutlookmag.com Like us on Facebook: facebook.com/emeoutlook Follow us on Twitter: @eme_outlook

Set in Motion EME Outlook issue 48 | 3 WELCOME FROM THE EDITOR

In Expert Eye, we seek the industry expertise of Chris Mason, CEO at FISITA, as the automotive and mobility industry continues to confront the evershifting workplace in the ‘new normal’, and get his advice on how to keep pace with the competition.

REGULARS 6 AroundNEWSEurope and the Middle East in seven stories 8 EXPERT EYE Evolution, not revolution: the mobility workplace is changing BUSINESS INSIGHTS 1 0 Events A Force to be Reckoned With Exploring digital possibilities at Salesforce World Tour London 1 2 Sport Women in Pole Position Records tumble at Silverstone for the ground-breaking female racing series 86 THE FINAL WORD What is your greatest motivator at work? TOPICAL FOCUS 2 0 Transport Charge On The Maeving RM1: a lean and green urban machine INDUSTRY SPOTLIGHTS 26 British Ports Association Examining(BPA) the growing burden of modern port operations 4 0 Medicoindustrien A technological leader keeping Europe in good health 48 Association of British HealthTech Industries Committed(ABHI) to unlocking technology to advance modern healthcare EVENT FOCUS OIL & GAS 8 2 MEICA 2022 Optimising plant performance and cybersecurity for the oil and gas industry 8 82 1020 CONTENTS 12 4 | EME Outlook issue 48

The one-stop shop for edible oils and fats 7 0 Bateel International The Nutritional Powerhouse From ancient fruit to gourmet delicacy CONSTRUCTION 76 Hollis Consultants in Excellence Providing services for the European real estate market 26 5876 EME Outlook issue 48 | 5 EME OUTLOOK ISSUE 48

FINANCE FOOD & AUTOMOTIVEDRINK CZECH POLICE COP NEW SUPERCAR 6 | EME Outlook issue 48 Around Europe and the Middle East in seven stories…  NEWS

Police in the Czech Republic have unveiled the latest addition to their fleet of patrol vehicles, a Ferrari capable of speeds up to 202mph. Police confiscated the supercar from criminals and the €12,000 cost of converting it for police use was about the same price as buying a new Skoda hatchback, the current standard police vehicle in use. Among other things, the Ferrari 458 Italia will be used for cracking down on illegal road races and chasing stolen cars. Featuring fluorescent yellow and blue stripes, the rapid roadster will be used by the special surveillance department and driven by specially trained officers.

AMAZON HAS ANNOUNCED it will raise the price of its Prime service for UK customers due to higher operatingStartingcosts.inSeptember, monthly subscribers will be asked to cough up an extra £1 a month, rising to a total of £8.99, whilst annual membership will rise from £79 to £95. Amazon said the price rise, which is its first in the UK since 2014, was mainly due to inflation, which is currently soaring at a 40-year high. Other platforms such as Netflix have also recently increased subscription prices, despite data suggesting people are beginning to cut back on streaming services.

INFLATION ACROSS THE NATION

A NEW INITIATIVE to restrict the use of disposable coffee cups is to be introduced in the Republic of Ireland, with a charge being put in place in the coming months. The scheme aims to incentivise the use of recycled and reusable alternatives to single-use disposable packaging, such as takeaway coffee cups. It will additionally pave the way for using CCTV to detect and deter illegal dumping and littering. Some Irish cafés have already removed disposable cups entirely and have cited considerable progress achieved already.

LATTE LEVY FOR IRELAND

EXPERTS FEAR A winter of rationing and certain recession as Russia’s energy giant Gazprom further tightens its hold on gas supplies to Europe. The expected drops in the Nord Stream 1 pipeline, which are due to come in place later this month, are of particular concern for Germany, as supply will fall to just 20 percent Gazpromcapacity.hascommented that the reduction is the result of halting operations on a Siemens Energy gas turbine in need of repair, whilst Germany is certain that there is no technical need for such a reduction. Nord Stream 1 is Russia’s single largest gas link to Europe. ENERGY & UTILITIES

SUSTAINABILITY

Europeansourcedworld’strees.cellplant-derivedfromaworkbetweenregion.sourcedcomponentsdevelopwillelectricwood-basedNORTHVOLTVOLKSWAGEN-BACKEDISdevelopingbatteriesforvehicles(EVs).NorthvoltpartnerwithStoraEnsotobatteriesthatincorporateproducedusingwood,fromforestsintheNordicAjointdevelopmentagreementthetwofirmswillseethemtogetherontheproductionofbatterycontainingananodemadelignin-basedhardcarbon,apolymerfoundinthewallsofdry-landplantsandTheaimistodevelopthefirstindustrialisedbatteryentirelyfromsustainablerawmaterials. WOOD-N’T IT BE NICE EME Outlook issue 48 | 7

SUNAK TO ECONOMISE ENERGY OIL & GAS GROWING FEARS OVER PUTIN’S GAS LIMITATIONS

AEROSPACE THE UK’S ‘UBER of private jet bookings’, Mirai Flights, has signed a major contract with three charter brokers in the Middle East region, soon to commence operations. The tech start-up service for instant booking of charter flights will enter the Middle East with these three new deals, as it seeks to capitalise on the robust and substantial demand for luxury travel from the ultra-rich demographic of prospective clients. Adding Middle Eastern brokers to the service is a crucial step in achieving the company’s main aim to automate the business aviation booking process.

CHARTERING A NEW COURSE

AS THE UK continues to search for new Tory leadership, hopeful candidate Rishi Sunak has made a bold move to win favour. The former chancellor has vowed to cut the five percent VAT rate applied to household energy bills. Labelled ‘the winter plan’, VAT through the scheme would be scrapped for one year starting this October, if the price cap on bills surpasses £3,000 for an averageSunakhousehold.claimsthat his motive is to help families with rising living costs, while others critique the announce ment as a desperate tactical shift to recover his position in the opinion polls of Conservative party members.

8 | EME Outlook issue 48

As pandemic restrictions ease around Europe, automakers, suppliers and start-ups are exploring how they can make the transition into stable and sustainable business operations within a changing professional and societal environment. With this change, they must also address the new challenges and opportunities within the workplace, including how automotive and mobility engineers will be motivated and the possible impacts this shift will have on the long-term change in human behaviour.

I n response to the COVID-19 stayat-home governmental policies and recommendations in 2020, many businesses around the world were forced to quickly develop and adapt strategies to accommodate remote working and virtual engineering capabilities. Established working practices which had evolved over decades were challenged and changed as reactive measures sustained business operations. As time progressed, many of these nearterm measures evolved into clear, long-term efficiencies. New methods and pathways were created and embedded within the workplace, and for those in automotive engineering, this meant everything from research and design to product development and testing.

Automotive world leadership is adapting and preparing not only for the near-term, but also for a future in which sustaining efficiency in a rapidly changing operational and cultural environment will impact every organisation in this arena – automakers, suppliers and start-ups. Much like the shift of the automotive industry into a mobilityand technology-driven ecosystem, the workplace must quickly adapt into a more fluid and progressive process that benefits all. FISITA itself has evolved to align with the rapid evolution of the industry, most recently through its ‘Workplace Evolution’ report that explores the impact of digitalisation on the future of work and leadership.

The impact of technology Despite ground-breaking innovation across the industry such as intelligent safety systems and electrification, software for virtual meetings, company-wide and team collaboration tools, webinar platforms and virtual conferencing architectures have driven development in recent years. For example, many European automakers and suppliers are in constant communication with countries such as China and the US,

Chris Mason, CEO at FISITA explores the continued transition of the automotive and mobility industry

Written by: Chris Mason, CEO, FISITA

notEvolution,revolution

We need to reflect not only on how we get back to ‘normal’, but also understand how we can deal with the ‘new’ normal. To find out the answers, we here at FISITA started asking ourselves: “Is enough of today, good enough for the future?”

For organisations to remain relevant, the way forward is for businesses to reinvent how they organise and work. Business, society, and people must come together in harmony to find solutions in the ‘new normal’. The way businesses operate will

EME Outlook issue 48 | 9 EXPERT EYE OPENING UP THE AUTOMOTIVEUAE

years, pressure has been increasing across the international engineering community to adapt to changes in employment, recruitment and retention, team working, continuous learning, personal development, relationships and sustainable professional motivation. As such, it is vital that an international community is established to ensure progress for every level of the business. Answering the call, FISITA’s community, which consists of OEMs, suppliers, start-ups, academia and governing bodies, has created the infrastructure for seamless and valuable knowledge sharing across peer groups within the industry.

to collaborate, discuss and share knowledge on emerging innovation for new vehicles. Without this seemingly simple technology, many businesses would have struggled to make any progress, slipping to the back of the highly-competitive global market. Today, FISITA’s European members, such as Faurecia, Qualcomm and Bosch, are all taking steps to realise this vision, sharing their knowledge and understanding of the changing landscape.Thenovelty lay not in these tools, but in the realisation of how much work could be done quickly, efficiently and productively via reliable and sophisticated online and remote working arrangements. As remote working has evolved, unanticipated upsides have emerged for the industry, and these will continue to be a driving force. Our own organisation identified this shift early on, transforming the way we interact with our members through a digitally connected international community. Enabling industry influencers and technical specialists to continue to debate, discuss and share is critical to any business’ success and something the mobility technology community in particular thrives on. Conferences were also switched from physical to online events, adjusting traditional conference revenue streams, but also reducing delegate and speaker travel costs and time away from their core business. Webinar demand increased rapidly, and anecdotal evidence suggests online meetings democratised participation, encouraging and increasing engagement. Work was completed more efficiently, and business continuity maintained. FISITA itself used this shift to transform the organisation to better connect its members across the world, which saw a boost in online events and working groups, driving discussion and collaboration across Europe – and beyond. have to alter; today’s rigid structures must change. The focus should be on purpose, agility and enabling teams to discover solutions at ground level. It is also essential to keep pace with technology, and to attribute importance to compliance and data security with the right infrastructure systems in Leadershipplace.culture needs a major rethink too, and rigid hierarchies will need to be replaced with flatter, role-based, or communitybased structures. Greater levels of transparency on business decisions enable staff to add value to an organisation. Sustainability matters – so in that respect business should support associates to take up socially relevant causes by offering flexible working models.

Businesses faced upheaval, management time was diverted into crisis mode, and companies incurred costs – especially in needing to ship the tools to enable staff to work from home. Staff, too, found the transition difficult, with the lack of personal human interaction a commonly cited challenge, as employees realised the value of face-to-face work. However, companies and staff have adapted to the new way of working, communicating and, ultimately, getting the job done.

Clearly, there have been downsides.

The ‘new normal’ Even as restrictions ease, the COVID-19 pandemic continues to challenge European businesses beyond expectations. These challenges have added complexity to a vertical arrangement where innovation, technology deployment and product development are accelerating, and traditional relationships are rapidly evolving between automakers and suppliers.Inrecent

ABOUT EXPERTTHE Chris asjoinedMasonFISITACEOin2014 and is a Fellow of the Institute of the Motor Industry. Overseeing the extensive modernisation of FISITA, he has led its transformation into a leading platform for global knowledge exchange and collaboration across the wider automotive and mobility systems industry. Chris has repositioned the organisation as the FISITA International Connected Community, enabling a new era of digital member engagement.

Writer:workEdBudds A FORCE TO BE RECKONED WITH 10 | EME Outlook issue 48

Officially the largest Salesforce event in Europe, this momentous occasion brings together thousands of partners, customers, technology innovators and thought leaders to share ideas, discuss industry trends and perhaps most vitally, to network.

A key mantra repeated across today is ‘Knowledge is power, but shared knowledge influences’. The sharers of this world are the ones that inspire, motivate and provoke change for the better. World Tour London offers all attendees the chance to experience the UK’s largest cloud ecosystem under one roof, along with the chance to network with thousands of the sharpest minds in business.

People from across the globe have flocked in colossal numbers to both celebrate and investigate further the benefits and developments of the Salesforce platform. Several inspiring minds and master innovators are in town to share tips and tricks on how to implement better customer engagement and retention tactics within a business throughout the day. This jam-packed show of innovation, connection, and learning is aimed at inspiring and preparing users and visitors for what lies ahead across all industries. In the Keynote sessions, we are treated to demonstrations and insight into Salesforce optimisation by some of the UK and Ireland’s leading Trailblazers, surprise guests, exciting innovation announcements, and live product demos. Trailblazers are using the new Customer 360 feature to strengthen their relationships, overcome challenges and accelerate growth as users look to the future.

The main hall of the event is a bustling hive of activity and furious networking. The unadulterated enthusiasm for the Salesforce product is palpable in the room, with animated conversation sparking up everywhere you turn. There is then a flurry of activity as vast supplies of breakfast pastries and coffee emerges from all sides, cueing the stampede to the buffet tables to refuel and re-caffeinate in between conversation.Theorganisers have created a real festival style atmosphere, with an abundance of stalls and pop-up features to explore. There are stands offering every form of development tips and masterclasses on how to achieve excellence with new Salesforce features, aimed at empowering all users to create engaging experiences online using modern development tools.

The sheer scale of the event is breathtaking, with London’s ExCeL playing its part in bringing the day to We attend the Salesforce World Tour London event, as business leaders and innovators showcase the new era of digital

Additionally, Salesforce’s new augmented reality feature allows for a digital virtual mock-up of a product to be displayed in your workspace at home in order to effectively try before youZahrabuy.

Answering every question with detail and a thoughtful consideration, Cumberbatch comes across as wonderfully unassuming and down to earth, which is no mean feat for someone we are so accustomed to watching on the big screen as one of Earth’s mightiest superheroes. He even seems faintly embarrassed when asked about the recent unveiling of his name on the Hollywood Walk of Fame. Talking extensively about his passion for activism, as well as his charity work, Cumberbatch details how he helped to create an educational outreach initiative as part of his theatre work over the years in collaboration with the Barbican centre, London. Then moving on to eloquently tackle the subject of equality and equal pay in Hollywood, Cumberbatch explains how he tries to constantly use his now gigantic platform to give those who remain voiceless a chance to speak out and therefore enact change. Finishing with a discussion of his excellent Oscar-nominated role in Jane Campion’s fierce drama, The Power of the Dog, he then drops a teasing hint about an upcoming film in development with dynamic director Paul Greengrass. Cumberbatch is a delight and an uplifting crescendo to this hugely successful event.

Passing by the Trailblazer Theatre we observe a variety of talks taking place on the new software development tools of Salesforce, the power in scriptable control, code building software updates and lightning frameworks which use the modern language of the web. As we settle in for the first keynote session, there is a live band serenading us into the impressive underground arena. Saxophones and booming beats from the live house band ring out across the innovative circular stage design, which allows for equal viewing from all angles. UK tech giant Currys shows us how accelerating its digital transformation has helped to create the best possible customer experiences, using Salesforce, with the customer 360 feature. This allows the company to bring the convenience of the online shopping experience to store with a live feed chatbot feature, directing buyers to the sales team, made available when purchasing products at home. £1 in every £4 spent on technology in the UK is through Currys, which is why it must continue to evolve with the latest advances in data evaluation and customer personalisation. Employees on the sales team, with the help of Salesforce customer 360, can view a comprehensive summary of customers’ purchase history, discarded basket items, and search data, in order to provide a more personalised form of guidance.

SALESFORCE WORLD TOUR LONDON EVENTS EME Outlook issue 48 | 11

life. In the aftermath of the COVID-19 pandemic, it is still exhilarating to be back in rooms with this many people.

Bahrololoumi, CEO for Salesforce UK, details how every innovation anchors around the customer, and improves the experience of using the platform. She then discusses the way in which brand managers can personalise the experience for customers, as well as the focus on exploration of the new frontier that is the NFT (non-fungible token)Concludingmarket.the day’s bountiful offerings is the final keynote presentation in the form of an in-depth interview with Hollywood megastar and global activist Benedict Cumberbatch CBE.

WOMEN IN POLE POSITION

With ambitions to make 2022 the biggest W Series season to date, Catherine Bond Muir, CEO, reflects on the journey so far and the latest milestones achieved at this year’s Silverstone event Jack Salter

Writer:

We speak to the CEO of W Series, Catherine Bond Muir, who charts the rapid rise of the championship and reacts to the recent Silverstone success.

I t has been over 45 years since a female driver raced in a Formula 1 Grand Prix. To rethink racing and fast-track change, W Series was launched in October 2018 to provide equal opportunities for women and eliminate the financial barriers that have historically prevented them from progressing to the upper echelons of motorsport.WSeriesdrivers are selected purely on their ability and the cars are mechanically identical, which means that races and championships are won by the most talented drivers, rather than those with the wealthiest backers. The more high-profile, successful female role models that W Series can create, the more it will inspire young girls to get into the sport. A prime example is Jamie Chadwick, who won the inaugural season in 2019 and retained her title in 2021. As such, W Series can be an important cultural catalyst for female empowerment. It wants to build the world’s most popular and inclusive female sporting series, and in the process create a platform to accelerate gender equality across the world.

W Series is racing alongside Formula 1 at eight Grand Prix weekends in 2022, with the fourth race of the season at Silverstone in July viewed by record-breaking audiences.

EME Outlook (EO): How successful has W Series been since it launched in 2018? What have been some of the key achievements to date?

14 | EME Outlook issue 48 W SERIES SPORT

Catherine Bond Muir, CEO (CBM): It has exceeded all expectations. I think getting the whole series broadcast live on Channel 4 in 2019 was a real coup, and certainly in the UK it put a marker down as to what was possible for W Series.

EME Outlook issue 48 | 15 W SERIES SPORT

As for the following year, I think the main achievement was surviving the COVID-19 pandemic and doing an e-sports series. It showed what a fantastic team there is at W Series as they pivoted to do things that no one had ever done

Thebefore.greatthing we did in 2020 was to partner with Formula 1, and coming into 2022, getting a million viewers in the UK over the Silverstone weekend was an extraordinary feat for us. Every year we seem to be breaking records, but from my point of view, we’ve always got to remain humble and there’s always more to do.

EO: With big ambitions to make 2022 the biggest W Series season so far, has interest continued to increase in the sport this year?

CBM: I think if you know about motor sport, especially in Europe, you know about W Series. I don’t think that’s the case in the US yet, but lots of people haven’t even heard of Formula 1 there, so that’s going to take a longer period of Buttime.of course, we want it to be about sports fans and then just the general public, once we have a profile where people are reading about us and there are stories about us in a variety of different media across the world. We’ve just got to build an audience, it’s a commercial imperative that we do that and keep growing.

– CATHERINE BOND MUIR, CEO, W SERIES

CBM: It feels like a celebration of what we are. W Series is British-based, most of the Formula 1 teams are Brit ish-based, and they love it because it doesn’t involve a huge amount of travelling.Wehad six British drivers at Silverstone this year and two British drivers on the podium, so it’s just

EO: As a British-based business with larger audiences in the UK than any other country, how important is W Series’ home race at Silverstone?

“GETTING A MILLION VIEWERS IN THE UK OVER THE SILVERSTONE WEEKEND WAS ANFEATEXTRAORDINARYFORUS”

16 | EME Outlook issue 48 W SERIES SPORT

CBM: The structure of W Series is unique. We own all of the cars, and they are identical in performance to ensure that we find the fastest drivers. Of equal, if not more importance, is that we are a free-to-enter championship. It’s not about finding who the richest drivers are or who the drivers with the wealthiest parents are. I think people have enjoyed and warmed to W Series so much because it gives equal opportunities to all women.

EO: In what ways has W Series managed to capture the imagination of the media and fans, particularly women and girls?

CBM: I wear two hats, as I’m CEO of W Series, but I’m also a board director at Motorsport UK. I chair the Equal ity, Diversion and Inclusion (EDI) Committee at Motorsport UK and one of my subcommittees is Women in Motorsport, so Motorsport UK worked together with us to celebrate women in motorsport.Mostimportantly, the focus wasn’t

EO: In collaboration with Silverstone and Motorsport UK, how did W Series also recognise and showcase the success of women in all areas of motorsport as part of Women in Motorsport Day?

CBM: The significance of the Silver stone milestone is that if we can do it in one territory, there is no reason why we can’t replicate that in many other major commercial territories around the world, the US being one of the mostFormulaobvious.1has used the Drive To Survive series on Netflix very effectively to build audiences in the US and further increase its TV exposure, so I think it would be great at some point in the future if W Series can have its own equivalent documentary series. That is what I hope we will be able to do in the next couple of years.

EO: This year’s race at Silverstone attracted a peak UK TV audience of more than one million viewers, and the highest-ever race audience in W Series history. What is the significance of this milestone?

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wonderful to hear the cheers and the roars of the crowd at Silverstone. But not only that, it is still extraordinary for me, given how far we’ve come, that there were full stands for the W Series race. It’s very easy when Formula 1 isn’t on track for all the fans to go off and look at all the amusements, fan zones and to do other things, but they came and they filled the stands when we were racing, so it was a joy to see. People generally are incredibly supportive of women, they understand what we’re trying to achieve which is to redress the gender imbalance in motorsport, and we have fantastically exciting racing, but it still takes my breath away when we do have packed stands watching us.

Motorsport is unique to the extent that it encompasses all the STEM subjects, you can be mechanic, you can be an engineer, you can be a data analyst, and so on. 90 percent of the people in our London office are women, and they are either in management positions, accountants, lawyers, marketers, etc. What I would like to be able to do is continue to tell all schoolgirls to do what they love and what they’re very good at in life, be the best that they can be, and I’m sure motorsport would welcome them with open arms.

CBM: To grow our fan base, especially internationally. If we do that, W Series will become increasingly attractive property for sponsors and partners to get involved with. Even though we’re really successful in the UK now, we really want to build our US audience and presence. We’ve got three races there this year, we’ve got an American driver, and I think we really need to start marketing ourselves to become a more wellknown brand in the US. With more money, we can keep building all aspects of W Series. We can afford to support younger girls who are in series below W Series, we could potentially do scholarships, we could be encouraging more girls to get into motorsport because it’s not just about the pinnacle of W Series. We will be supporting young girls all the way through in their progress to get into W Series.

on the famous people, i.e., the drivers. The focus was on the ecosystem of women who work in motorsport, especially stewards and marshals. We had an event specifically to celebrate female stewards and marshals. They do the most incredible job. They are an army of volunteers and what is really fantastic is the number of women involved. I think it’s really important to spotlight the number of women involved in motorsport, but for me and with my Motorsport UK hat on, what we are all about is the future health of motorsport.

Therefore, we have to demonstrate to all young girls that motorsport is open and welcome to them.

EO: How do you see the future of W Series developing in the coming years? What are some of your key priorities, goals and targets?

EME Outlook issue 48 | 19

“Will Stirrup (co-founder) and myself met at university, and after five years in commercial training and marketing careers, we figured that we had the knowledge and experience to start up our business with a focus on helping combat this issue.

Writer:fororigin,aboutSebastianMaevinginwithforefrontmotorcycletheindustryMaevingONCHARGEistakingthebystormwithmodelRM1,anelectricridingattheoftransportbuilttheurbancommutermind.Wespeaktoco-founderInglis-Jones,thecompany’smodelandmissionthefutureMarcusKääpäSebastianInglis-Jones 20 | EME Outlook issue 48 TOPICAL FOCUS TRANSPORT

“The idea behind Maeving and the RM1 model was inspired by our time in China; what we saw there was the future of urban commuter transport and we wanted to bring this to the UK. In China, everyone has small lightweight electric motorcycles, but crucially, these have removable

There is a new pioneer in British vehicleFoundedengineering.in2017and based in Coventry, London (UK), Maeving is an electric motorcycle maker that aims to revolutionise urban transport and redefine the way we think about the urban commute. With green transport at the forefront of everybody’s minds, Maeving has taken a great leap forward in the electric vehicle (EV) sphere, represented by the brand’s hallmark model, the Maeving RM1 (RM1), a motorcycle that manages to combine the best of a biker’s wants with the pressing urban and environ mental needs of the present day. “We decided early on that we wanted to start a green business that helped combat climate change,” begins Sebastian InglisJones, co-founder of the company.

homage to a retro-style outlook of the two-wheeled machine. But the most important aspect of the model is that it makes use of these removable battery packs for practical charging. This form of battery charging removes the common concern of waiting for an EV to charge at a station. For commuters, the removable battery can be charged during working hours or at home while they sleep overnight (taking around 3.5 hours to fully charge), making it a very simple yet effective solution to the negatives of battery charging and a practical commuting vehicle.“Before 2017, none of that was happening in the UK,” Inglis-Jones continues. “When we started the batteries that you can take and charge at home or in the office like you would a phone or laptop, which completely overcomes the issue of waiting and charging infrastructure.”

The RM1 is multi-faceted in its design, running on clean energy as well as being a widely affordable option in the market of electric motorcycles, all the while paying

EME Outlook issue 48 | 21

When it comes to affordability, the RM1 is a pleasantly modest investment for its kind. Where many electric motorcycles can cost in excess of £10,000 (with some breaching £20,000), the RM1 retail price sits at the highly competitive mark of around £5,000 (£6,000 for its dual battery option). The bike can also be purchased on finance for as little as £107 per month which makes it one of the cheapest methods of transport around. Then there are the surprisingly low running costs.

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MAEVING RM1 –A GLANCE Zero emissions - 45mph top speed Dual battery range: 80 miles Removable battery - charge from any plug socket - 93kg kerb weight - Automatic gearbox Two-year warranty - Ride with a CBT license - Anti-theft tracker

SMART RIDING Maeving’s RM1 has been built with the urban commuter in mind, redefining travel. The retro-style electric motorcycle is perfect for city streets and can reach a maximum of 45 miles per hour (mph) on straights, a realistic speed range for bustling urban travel.

“We see ourselves as having continued this technology by making the most energy-dense of its kind.

TOPICAL FOCUS TRANSPORT

“We dwelt on how to bring this vehicle transformation over to the UK and decided that the Chinese bikes were not quite the right standard for the UK and EU markets. We wanted to produce something that combined the practical elements of these motorcycles with higher quality and a great aesthetic, to answer the demand for European customers as well as legislative processes. So, we took the concept of a removable battery and introduced a motorcycle with the exceptional engineering expertise from one of the UK’s oldest motorcycle manufacturers, Triumph, and a design that we wanted to see in the EV sphere. I believe that we have fulfilled the brief.”

AT

business, 22 million electric bikes with removable batteries were sold in China, and only 297 of this kind were sold across the whole of the UK - the market didn’t really exist here.

“On the road, the RM1 costs less than £60 a year for 15 miles worth of driving every day – a commuting option that is hard to beat. We wanted to make it a practical and affordable option for many people, and the removable battery is a game changer in this space,” Inglis-Jones elaborates.

The RM1 has a rear housing controller, and then a frontal one which has the proprietary battery. This opens on a hinge to the side so that it is easily accessible, slotting in smoothly after having been charged. The second optional battery can be stored in the “fuel tank” that doubles up as a

“If a vehicle has a GPS tracker, it has a 93 percent chance of recovery if stolen or otherwise moved,” Inglis-Jones adds. “It is simple and important technology such as this that makes all the difference.”

“The RM1 cuts out range anxiety, and at the same time provides a speed level realistic for a rider’s experience in urban areas, increasing overall bike range significantly.”

20-litre storage space for items like a raincoat or shopping.

“This storage option was another key aspect of the bike’s design, and it was great to be able to deliver that right in front of the rider instead of beneath the seat. When the storage compartment is used to house the second battery, it automatically connects to the bike governed by a computer control unit and works in conjunction with the first in order to deliver the smoothest and most economical riding experience.”

“WE WANTED TO PRODUCE SOMETHING THAT COMBINED THE PRACTICAL ELEMENTS OF MOTORCYCLESTHESE WITH HIGHER QUALITY AND A GREAT AESTHETIC” – SEBASTIAN CO-FOUNDER,INGLIS-JONES,MAEVING

For Inglis-Jones, the electric transformation for two-wheeled vehicles is not fully recognised, and Maeving seeks to change that perception.IntheUK, 34 percent of sales are bikes of 125 cubic capacity (cc) or below, with most people being concentrated in cities across the country, making a lower power city bike a much more desirable option en masse than a top-end

PEAK PERFORMANCE

Maeving’s RM1 does not skimp on other useful features. On top of providing the rider with a USB charging port for their phone, the motorcycle comes with a GPS tracker for added security in urban areas.

Clean energy and practicality are two pillars at the centre of the Maeving brand, with the third being performance, one of the most important aspects of the RM1. “We didn’t want the RM1 to reduce the rider experience,” Inglis-Jones says. “With most electric engine motors, you have a very high torque - high acceleration – and we wanted to keep this aspect. But usually, electric bikes introduce really big heavy battery packs and end up weighing around 250kg compared to a combustion engine motorcycle at around 160kg. These batteries are also the most expensive parts of the bikes; they cost huge amounts and don’t deliver when it comes to range simply because of size and weight. These options cost up to three times as much as their petrol counterparts, with a limited range of 60 to 80 miles, meaning charging concerns are very real.

EME Outlook issue 48 | 23

“One of the other things that you notice when you are in Shanghai for example, is when the lights turn green and the streets are full of quietly moving traffic; the reduction of noise pollution is another benefit of electric engines. Quieter streets and cleaner city air are both better for people’s health and the planet, and the positive impact of electric engines on climate change is front and centre for us.”

Recently, Maeving commissioned an independent study to assess the company’s impact of introducing the RM1 to the vehicle market. The study found that moving from a traditional petrol-powered motorcycle to the RM1 led to a 71 percent decrease in CO2 emissions, while moving from a traditional petrol car decreased by a whopping 84

TECHNOLOGY“BATTERY AND DENSITY IS ONLY GOING TO IMPROVE, AND WE ARE ALWAYS LOOKING AHEAD TO THE FUTURE AND THE NEEDS OF PEOPLE, CITIES AND THE –PLANET”SEBASTIAN CO-FOUNDER,INGLIS-JONES,MAEVING

“This was the impetus behind starting the company and it remains central to our thoughts,” Inglis-Jones tells us. “If we are going to drive transformation in this metric, we need to produce low power city bikes with removable batteries, high quality engineering, substantial range, and security.”

CITY HEALTH

Tackling the issues around urban pollution is a key part of Maeving’s overall mission. In 2011, China essentially outlawed the use of petrol motorcycles.“OneofChina’s reasons for pushing the transition to EVs was to clean up the harmful gasses and particulates in the air,” Inglis-Jones explains. “The electric motorbikes that they introduced helped to reduce fumes across cities and also had a lower maximum speed, allowing for greater distance and less energy usage.

“Interestingly,percent.thisstudy also showed that per mile, the RM1 was producing even less CO2 than somebody using the London Underground,” he reveals. “That’s a 22 percent reduction in CO2 emissions per mile taking into account use of our national grid, which is made up of a mixture of energy sources spanning renewables and alternatives

24 | EME Outlook issue 48 TOPICAL FOCUS TRANSPORT

high-performance electric motorcycle for the individual with deeper pockets.

Maeving’s RM1 is a welcome addition to the electric motorcycle market, appealing to many with its practicality, green energy, high quality, affordability and smart systems.

EME Outlook issue 48 | 25

It’s safe to say that the future of the urban commute is here, embodied by Maeving’s company slogan: Charge on. MAEVING www.maeving.com

While EV fast charge points can charge a battery in around 30 minutes, the fast charge option is known to decrease the lifespan of a battery. Whereas an RM1 battery takes around 3.5 hours to charge, it does not impact the overall lifespan of the battery and, due to its portability, this can be done while at work, at home, or over the course of a night without waiting at a designated spot or using up more urban space.

Another environmental benefit the RM1 provides urban areas is linked to its removable dual battery, which completely eliminates the need for charging stations and in turn saves environmental space in built-up areas. One large challenge of EV introduction is the need for infrastructure to go alongside them, and Maeving’s RM1 avoids this issue with its portable batteries.

to traditional sources such as gas and coal. Yet, an RM1 using electricity generated by renewable power results in a complete reduction of emissions across the board.”

“Battery technology and density are only going to improve, and we are always looking ahead to the future and the needs of people, cities and the planet,” Inglis-Jones concludes.

THE FUTURE OF THE URBAN SPACE

comprising container and roll-on roll-off (RoRo) traffic, and bulk trade, most of which includes oil, liquid products and dry cargo such as aggregates. Proving itself as a critical economic driver, the UK Government has a market-led policy, allowing a variety of ownership and business models to flourish. Nevertheless, a complicated relationship between the Government and the industry persists, as the expectations and burdens placed on the nation’s ports escalate in the wake of topical global issues, from sanctions to environmental concerns. Despite the entrepreneurial nature of the industry, investing in infrastructure, equipment and its workforce with

The British Isles are steeped in a long and rich maritime history. The UK’s ports sector is the second largest in Europe boasting 125 cargo-handling ports and terminals, with operations including ferry and cruise terminals, container ports, oil terminals and all-purpose facilities. With roughly 95 percent of all import and export trade entering the country through its ports, the importance of these logistical gateways cannot be underplayed. In addition to the 500 million tonnes of freight handled on an annual basis, UK ports are also responsible for transporting 60 million passengers a year. The two main markets for ports are unitised, across the UK are sailing uncertain waters in the maritime logistics sector. We take a deep dive into an industry at the nexus of trade and development

INDUSTRY SPOTLIGHT 26 | EME Outlook issue 48

SPOTLIGHT ON UK PORTS LOGISTICSAND

Writer: Phoebe Harper | Project Manager: Deane Anderton

Ports

INTRODUCTION

no cost to the Government, it is the responsibility of the latter to ensure that the regulatory frameworks are in place to allow the UK’s ports to thrive, heightening both their competitiveness and connectivity.Now,therole and relevance of ports has become an ever-shifting phenomenon. Increasingly, ports are expected to surpass their fundamental role of transporting cargo and loading volumes on and off ships. In the age of the great energy transition, ports fulfil a vital duty in functioning as the base for offshore wind projects. Adjacent to this, all ports are facing the call for decarbonisation, with transport operations being rethought and reinvented to address the fight against climate change with reduced carbon emissions. With timelines to meet various targets extremely tight, the time to act is now. Alongside the challenging nature of the energy dilemma, UK ports continue to grapple with global supply chain issues, as container ports around the world deal with significant backlogs in containers. Although challenges abound, the resilience of the UK’s ports will persist as the industry continues to chart promising waters into the future, working hand in hand with the country’s socio-economic development.

EME Outlook issue 48 | 27 BRITISH PORTS ASSOCIATION

The Port also fulfils a major role on the UK’s energy landscape, as the base for the RWE offshore wind operations and the maintenance facility servicing the Robin Rigg windfarm.

Currently the Port predominantly handles imports of bulk and unitised cargoes including wood pulp, cement, logs, wood chip, aggregate and bulk liquids. It also has the capability to handle containers and project cargo, through the six working berths of the Prince of Wales Dock.

A VISIONARY OPERATION

As a vital means of support for Cumbrian businesses with a widereaching impact on the local and regional economy, the Port of Workington is embarking on a major Master Plan designed to enhance its competitiveness and reinforce its position as a key multi-modal hub.

Located on Cumbria’s western coast and the northern bank of the River Derwent, the Port of Workington has a long history as a critical municipal port. Owned by the Cumbria County Council, the port and its principal cargo handling facility, the Prince of Wales Dock, represents the logistical gateway to Cumbria and the town of Workington which will handle up to 500,000 tonnes of cargo this year.

Centred on several key tenets, the strategy outlined in this vision will effectively expand the Port’s customer base and will further develop its skills and abilities to support green industries and logistics. With industry and the community walking hand in hand, the achievement of this Master Plan will have a major impact on the area, positively benefitting the region through the creation of skilled job opportunities and the increase of manufacturing-related imports and exports, all of which will pass through the reliable gateway of the Port.

First Port of Call for the People of Cumbria

Opportunity beckons for the Port of Workington, as the logistics gateway moves forward with its Master Plan

We will continue to strive for improvement to make the Port of Workington the safest and most sustainable port possible... We continue to provide a first-class service to our customers whilst strengthening our competitive position in the region and beyond”

- Port of Workington Master Plan

A PORT FOR THE FUTURE

The Port of Workington is an intermodal hub for Cumbria

Elsewhere, surplus land will be allocated to support the decarbonisation of port operations through the generation of renewable energy, alongside diversifying cargo and user opportunities and improving the capability and maintenance of the port’s existing marine services.

• Project and Construction Cargo Various investment programmes have the potential to be linked to the Port directly via the Cumbrian Coast line. The Port of Workington provides a direct quay to rail intermodal facilities which would be very beneficial for this type of operation.

• Offshore Wind – Situated adjacent to The Crown Estate Irish Sea leasing areas, the Port has the potential to provide both installation, manufacture, operations and maintenance facilities for the offshore wind industry.

PORT OF WORKINGTON Harbour Office, Prince of Wales Dock, Workington, Cumbria, CA14 2JH, England Tel. www.portofworkington.co.ukgateway@portofworkington.co.uk,0044-1900-602301,

• Biomass or Energy from Waste Power Station - The Port is strongly positioned to support new energy development which has a reliance on significant freight movements.

EME Outlook issue 48 | 29

Bolstered with concrete data after undertaking invaluable market and demand forecasts, the Port of Workington has identified clear opportunity for tonnage growth in cargo volumes and revenues between 2020 to 2045. This ranges from 0.8 percent CAGR for low case cargo, to 2 percent CAGR for high case.

IDENTIFYING OPPORTUNITY

• Industrial Growth - Benefitting from improved access land at Oldside, the site is well positioned to support new industrial and logistics activity that would utilise the Port’s intermodal connectivity. The site of the Port itself enables a high degree of agility in adapting to new opportunities near to its boundaries. Towards the north of the site, Oldside is the nexus of this opportunity for future development in port-related activities. Through the Workington Town Deal, Oldside has been made available as land which can be used for activities that support clean and green energy and logistics.

Other key opportunities include developing an enhanced rail intermodal offering, through an increase in rail infrastructure on available land. Road is also another major area for improvement, as the Port seeks to enhance access to and perception of the site by improving its road transportation capacity through the replacement of the Siddick Bridge. The structure was replaced in 2021, with the new bridge providing increased capacity and connectivity. The Port benefits from good strategic road links to the A595, A66 and A596 and proposals to further enhance connectivity with the A66 in Workington are in development.

Aside from meeting the demand for the forecasted freight increase, several other opportunities represent major pillars of the Master Plan for the Port of Workington in becoming a staple of the northern economy:

The outlook is bright for the Port of Workington. Regardless of new ventures, the Port will continue to maintain the excellent relationships that it has built – and will continue to build – with its clients. With this exciting framework in place, new opportunities will be identified and explored to their fullest potential. Driving the decarbonisation of the UK’s maritime industry through a renewed emphasis on the development of clean, green industries, the Port of Workington will continue to thrive with a positive effect on the local economy, attracting skilled labour and standing as a major asset for local business. Through this dynamic hub and its continued development as an enhanced intermodal gateway, Western Cumbria will remain ready and open for business.

Svitzer is a global market leader providing towage and sustainable marine solutions to customers in 30+ countries. Headquartered in Copenhagen, the company is a fullyowned subsidiary of A.P. Moller-Maersk. Svitzer recently merged its two UK units into one and now has its sights set on further developing its UK operations, with an emphasis on sustainability and driving decarbonisation efforts. We find out more with Chief Operating Officer at Svitzer Europe, Kasper Karlsen.

Kasper Karlsen, COO (KK): Svitzer has provided safety and support at sea since 1833. We are a fully owned subsidiary of A.P. Moller–Maersk and operate as a standalone towage and marine solutions partner in 32 countries across the globe. As a world-leading towage operator, our 4,000 employees and our fleet of 440 vessels stand ready to meet our customers’ needs for safe and efficient marine solution services at all times. In the UK, we currently operate more than 70 tugs and have around 650 employees.

EME Outlook issue 48 | 31 EME

The two separate UK clusters have served us well in the past, to establish well-functioning local teams and build a solid market position. However, to navigate the increasing market complexity and thrive as a business going forward, we need more unified operations.

EcoTow is just one of our initiatives aimed at becoming carbon neutral by 2040. Svitzer will also begin to explore methanol as a fuel for towage and, in the long-term, take the required steps to retrofit and renew our fleet in order to operate on carbon-free fuel solutions.

Another important step in this direction is the new and innovative TRAnsverse Tug, which can generate higher steering forces than most designs of similar dimensions at less power consumption and in a smaller, nimbler package with a reduced environmental footprint. This new tug is planned to come into operation in Q3 2023.

Learn more at svitzer.com

EO: What role does environmental sustainability and decarbonisation play for Svitzer?

Outlook (EO): Firstly, could you briefly introduce us to Svitzer and the company’s operations?

Having one larger UK entity will help us to streamline and simplify operations while increasing operational agility. It is also a step in the direction of empowering our local organisation more and enabling faster decision-making. This is what’s needed to continuously improve our service delivery and reliability, thereby maintaining a high level of customer satisfaction.

KK: At Svitzer, we want to play our part in combatting climate change. We hope that by leading the way within towage, we will be able to generate the cleaner, greener future that our children, our industry, ports around the globe and our oceans deserve. We recently unveiled our decarbonisation strategy, which will see Svitzer become fully carbon neutral by 2040. The strategy contains three main focus areas: behavioural change related to how we run our equipment, the equipment itself and the fuel used. While being carbon neutral in 2040 is a goal that requires efforts on a global scale, Svitzer in the UK is a real frontrunner. With the EcoTow product, our entire fleets in London, Felixstowe, and Southampton have switched to low carbon biofuels, which helps us reduce emissions by up to 90 percent. This success is now being replicated more widely across ports in the UK and in our global operations.

KK: The recent merger of our UK North and UK South clusters is an important step for us in future-proofing our business in the UK. Over recent years, we have seen significantly increased complexity in the market caused by the global COVID-19 pandemic and the war in Ukraine, but in the UK specifically, there has also been increased competition and continuously developing customer demands because of Brexit. This situation creates more interdependencies and the need for alignment and sharing of best practices across UK ports.

EO: What is the significance of the merger between Svitzer’s North and South UK clusters?

EO: Could you expand on Svitzer’s vision and ambitions for the UK market?

KK: The UK is one of our most important markets globally. Historically, the UK has strong seafarer traditions and today, it plays an important role in global trade, exchanging a wide range of goods with countries around the world. Svitzer’s services are a crucial part of this value chain, and the UK market has a high priority for us. When talking about our visions and ambitions in the UK, I can’t avoid talking about our people. As a market leader, both in the UK and globally, we want to lead when it comes to having the most skilled and engaged workforce. It is our ambition to continue improving our service levels and adapt to the developing demands of our customers. This requires a reliable and fit-for-purpose fleet, but even more importantly, it requires highly skilled crews and onshore support staff to deliver our services with consistently high levels of quality. Our people are without a doubt our most important asset. At Svitzer, we wish to attract and retain the most talented people in the industry and diversity remains high on our agenda. It is our fundamental belief that a diverse workforce provides better decision-making as well as a healthier work environment. This has caused us to launch several new initiatives in the UK; one is an apprenticeship programme, which aims to integrate more young people into our crews, where they gradually undergo the necessary education to potentially become masters on one of our tugs. Another initiative is a newly launched campaign to attract more female seafarers.

British AssociationPorts(BPA)

Representing the interests of over 100 port members, the British Ports Association is tackling a challenging decade head-on. Director of Policy and External Affairs, Mark Simmonds, tells us more Mark Simmonds Director of Policy & External Affairs

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

EME Outlook (EO): Can you talk us through the origins of the British Ports Association, how it came about and its initial vision? Mark Simmonds, Director of Policy & External Affairs (MS): We were created in 1992 out of the old British Ports Federation after some reforms in the ports industry. We are a trade association for ports, primarily harbour authorities but also terminals and port facilities. We are inclusive, so if you are an authority or operating a port and marine terminal, you’re welcome in our network – there are no barriers to entry other than that. Our role is to speak for the industry and represent it to various governments and regulators – the UK Government, innumerable regulators and international bodies. We’re here to champion the industry and stand up for it. We also lobby on its behalf, informing and educating Government and politicians about the strengths and the role of our industry.

32 | EME Outlook issue 48 INDUSTRY SPOTLIGHT

MS: I’ve been with BPA for six years, and within that period we have grown quite significantly. When I joined, there were just three members of staff at BPA, and we have doubled that now. We’re still very small and lean, but I think that reflects the changing policy picture for the industry. This is a sector that has traditionally been lightly regulated - certainly for the

last 30 years or so, the Government has been very hands off and happy to let the industry get on with things and deliver the infrastructure and services necessary to keep the country supplied.

EO: What do you find most exciting about working with ports across the UK?

MS: Decarbonisation is a huge driver of innovation at the moment and an exciting area of policy – it’s where the biggest burden in regulation comes from and where the most amount of innovation is going to need to take place. This is so we can continue to do what we do, but in a more environmentally friendly way - whether that means protecting and enhancing habitats, lowering air pollutant emissions, or helping ships to lower their greenhouse gas emissions. These

EME Outlook issue 48 | 33 BRITISH PORTS ASSOCIATION

However, in the past five years, ports have been much more at the forefront of policy, from Brexit and new border processes to free ports or the environment – whether that’s air quality or marine ecosystems and so on. Government increasingly looks to ports as a solution for a lot of problems, which can be challenging for us at times. The amount of work that we’ve had to do and the challenges that have been coming down the tracks towards the industry have grown massively, even just within the past five years. We’ve had to step up and do a lot more for the industry and make sure that we’re being as effective as we can be in protecting and advancing its interests as much as possible.

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

are the three broad priorities, and within them a lot of innovation is needed to meet all the various targets that we have.

MS: To put it very broadly, dealing with trade. There are new trade barriers for certain markets, with Europe being the obvious one. There’s still a spectre of new barriers and globally, as some parts of the world start to turn inwards, the whole idea of globalisation and free trade is in retreat in some places. That’s going to be a concern for the industry, since we recognise the huge benefits that free trade can bring to ordinary people. Attached to that, you also have the volatility which is affecting supply chains. Over the past few decades, the UK logistics market has become very good at just-in-time logistics – it’s a phrase that has entered the national lexicon that you might not have expected a few years ago but everyone knows about it now. However, the COVID-19 pandemic has disrupted that and it’s making people rethink their supply chains and re-evaluate the tension between moving things cheaply and just-in-time, compared to having the resilience that involves adding extra cost.

Alongside mitigating climate change, there’s also the need to adapt to it. We know that certain impacts of climate change are inevitable now, with rising sea levels being the most obvious. The oceans are going to rise dramatically and we have to adapt to it. Some ports are going to have to move entirely, and others will have to undertake significant amounts of work to ensure they are as resilient as possible to the impacts, like heatwaves and extreme weather. There is a lot of thought currently being put into that and it’s going to be a huge challenge for us.

34 | EME Outlook issue 48 INDUSTRY SPOTLIGHT INTERVIEW

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

Outlook

MS: We’re working on a decarbonisation programme. Considering we’re a very small team with limited resources, we are looking at how we can help our members so that the industry is extremely competitive. Through this, we share information on areas that they don’t currently compete in and address common challenges around reducing our customers’ emissions, since ships and lorries represent the highest level of emissions in a port. It’s a programme that we hope to have launched by the end of this year.

We also face skills challenges as the traditional pipeline for the workforce behind our industry changes. The way people work is transforming, and this is an industry where training takes a significant amount of time and can be very expensive.

The cargo that ports handle is also changing. Oil and gas represents 40 percent of what UK ports handle and that number has been declining for a long time. In the same way that many UK ports used to trade a lot in coal, oil will also start to drop away. New things will replace it, like biomass, as we burn different things to generate power, so that will have an impact on different ports and their volumes.

Finally, lots of ports do various things outside of transporting passengers and cargo – they’ll be involved in supporting offshore wind energy developments, or supporting tourism, or other elements that aren’t counted in tonnage but are still important contributors to the blue economy. There is an increasing amount of things that aren’t directly related to lifting stuff off a ship with a crane but are still hugely important.

MS: The challenges are multiplying so we may have to grow if the industry sees value in that. Since we are entirely funded by our members, we will only be funded accordingly if they feel that stronger representation is needed or that we need to do more. Aside from this, there is also the fact that ports policy in the UK has devolved, while shipping, trade, and environmental policy, etc. has not. We’re increasingly having to talk to different governments, and we are starting to see the divergence in some EME issue

EO: Does the British Ports Association have any projects in the pipeline you wish to highlight?

48 | 35 BRITISH PORTS ASSOCIATION INTERVIEW

We have noticed an increased tendency for ministers to try to use ports as levers to achieve their aims and ambitions – as seen with P&O Ferries recently, when they wanted ports to step in and ensure that people are being paid the right wages.

areas regarding how ports are treated and regulated in the UK. So, we will need to take a serious look at this and resource it accordingly.

Traditionally, that’s not something that we have ever been involved in and it’s also happening in other areas like air quality and sanctions. For instance, we’re being asked to ensure that ships aren’t owned by sanctioned individuals or connected to Russia. We’re being expected to take on more of a burden, so we’re going to have to discuss with Government what ports are really for and what we do.

36 | EME Outlook issue 48

Tel: 020 7260 www.britishports.org.ukinfo@britishports.org.uk1780 EO: Finally, are you optimistic about the future of the port logistics sector? MS: Absolutely, the sector is growing. It directly employs approximately 125,000 people and represents nearly £11 billion in contributions to GVA. Port sector jobs are highly productive and are better paid than the average across the UK. The sector’s growth is in multiple areas, like containers and trailers, and as the economy and marine industries, particularly offshore wind, continue to grow, the ports will need to grow with them to accommodate and service their needs. Ports have always been good, solid investments in the UK, and I think they will remain so for a long time. EME Outlook issue 48 | 37 BRITISH PORTS ASSOCIATION

MicroscopeMajorincidentscausedbyexplosivematerialsatstoragefacilitiesarerelativelyuncommonintheUK,thoughcatastrophicincidentselsewhere–Tianjinin2015,Beirutin2020,andmorerecentlythetragiceventinChittagong–sadlyinevitablyattractsubstantialattention.However,lessstartlingincidents,togetherwithnearmissevents,deservegreaterpublicityinacongestedsupplychainworld,astheyeachmayhavethepotentialtobejustasdamaging.Whetherlocatedinportareasorinland,warehousesareafundamentalcomponentoftheglobalsupplychain;beitshortorlong-termcargostorage,modalinterchange,ortofacilitateaddedvalueactivitiessuchasre-workorco-packing.Arguably,warehouseshavebecomeincreasinglyimportantnodes,asjustintimesupplychainmodelsarebeingadjustedwithamoreconservativeapproachtolonger-terminventorystorage.Someoperatorswillhavebeenforcedtodemonstrateagilityoverthelasttwoyears,perhapsembarkingonneworincreasedwarehousecapacityrequirementstomeetevolvingbusinessneeds.Thoseexploringdynamicwarehousingoptionshowever,shouldnotbecomplacentanddevelopanunderstandingoftheassociatedrisks.AspartofitsseriesofTTbriefguidancedocumentstheinsurerhasidentifiedkeyrisks,providingsuccinctvisuallyledguidancetomitigateidentifiedrisksinestablishingorchoosingawarehouseaswellasitsoperation.Targetedattheoperationalworkforce,thesedocumentsseektoprovidepithymessagingtosupporttoolboxtalksandgoodoperationalpractices.TheseTTBriefsareavailablefordownloadat

Safety in Warehouses Under the

Andrew Peers, Senior Underwriter at TT Club, the international transport and logistics insurer of over 40 percent of the world’s top 100 ports, highlights the need for a clear focus on the care of goods in the supply chain and, in particular the way they are handled in storage facilities. He draws attention to the wealth of advice on the subject that is now available, not only around the handling of dangerous goods but also security and climate risks.

Andrew joined TT Club in February 2019 and is the Senior Underwriter for the UK, Ireland, Benelux and Nordics team having worked in the transportation insurance sector since the late 1980s. His career started with broking and claims handling before moving into underwriting in the marine team at Eagle Star Re, which was subsequently purchased by GE Frankona before being transferred into RSA.

www.ttclub.com/warehouserisks Initial practical considerations for establishing a warehouse will inevitably relate to location, proximity to transport networks, size, availability of labour and rental prices and/or land costs. The first and

While there are more obvious physical measures such as perimeter fences, CCTV and barriers, effective security measures also include procedural aspects such as ensuring due diligence when hiring personnel, issuing security badges, issuing company uniform and information security.

most important decision will be whether to own or lease the property. There will likely be considerable differences in responsibilities - and therefore liabilities to maintain and repair the warehouseresting on this decision. When entering any contract, it is critical to understand your obligations fully to mitigate risk.

transit, somewhere between the point of origin and the intended destination, typically in a port area. In a world where significant volumes of dangerous goods are transported internationally – generally understood to be in the region of 10 percent of all packaged goods, with an estimated additional 5 percent reflecting the murky criminal underbelly of misdeclared cargo – the reality is that the interchange between different modes of transport necessarily involves periods of storage’

Clearly, it is important for ports, terminals and logistics operators to be on top of local or national regulations in respect of all operational aspects. Since such actors are also necessarily dependent on complete and accurate Dangerous Goods declarations, thorough risk assessments need to take the presence of such goods ‘front and centre’, including ensuring that all neighbouring stakeholders (such as operators, emergency responders, enforcement agencies etc) are appropriately equipped and trained for any eventuality. And, naturally, in such communities there are reciprocal responsibilities – each potentially presenting risk as well as vulnerability.

TT would also like to alert those involved in warehousing and storage to the recently published ‘Warehousing Whitepaper: Storage and handling of Dangerous goods in preparation for, or after, sea-transport’ issued by four industry organisations: ICHCA International, IVODGA, National Cargo Bureau and World Shipping Council. This whitepaper valuably seeks to bridge any gaps between international regulations and local practices and sets out detailed good practice guidance for all those involved in handling and storage of dangerous goods that are at rest in

There is no one-size-fits-all solution to warehouse security and much will depend on the cargoes being stored and the frequency of cargo movements. Industry statistics illustrate an uncomfortable number of bodily injuries sustained in the warehouse environment.

www.ttclub.com

If you would like to know more about the risks discussed in this article, you can contact Andrew at andrew.peers@thomasmiller.com.

Finally, warehouse fires are amongst the more significant claims in terms of both cost and operational impact. The primary causes of warehouse fires include electrical failures or malfunction, hot works, maintenance related issues and poor enforcement of no smoking policies. Many incidents can be avoided entirely by periodic risk assessment, effective maintenance and training, enforcement of policy and good housekeeping. Due diligence relating to the cargo being stored and understanding the potential risks they present is vital.

A consideration of growing importance is that of climate change, risk of exposure to weather related losses and likelihood of flooding. For instance, roof and drainage systems being capable to withstand the ever more severe downpours experienced in the UK. A less obvious consideration might be the activities of other storage units or facilities adjacent to the intended operation. Are there contamination risks or risks associated with incompatible cargoes to take into account?

There are many moving components in play and the advent of automation introduces complex safety challenges. Creating a safe environment can not only reduce the risk of injury to the workforce but also increase efficiencies and reduce incidence of cargo Controldamage.of personnel as well as visitors and contractors is a fundamental step to sustaining safety. Understanding who is on site, when and why, restricting access to areas where they do not need to be, and ensuring adequate induction training is provided, will all assist in mitigating risk. Segregating people and handling equipment effectively is another important challenge in operational zones.

The general consensus behind Denmark’s prowess on the global MedTech stage is the nation’s ability

Despite its size, Denmark is well-established as one of the most progressive European countries in the MedTech field. A host of reputed companies are concentrated within this technological nexus, choosing to base their operations in what is generally considered a strategic and enabling business environment. Some of these major players include Philips Healthcare, Coloplast, Invacare and Agilent, to name just a few. As a result, From remote patient monitoring to robotic surgery, we explore the culture of collaboration that makes Denmark a MedTech authority

Denmark stands as one of Europe’s largest exporters of MedTech products per capita. According to Denmark’s Ministry of Foreign Affairs, the nation hosts approximately 1,000 companies in the MedTech field, encompassing medical diagnostics, medical disposables and assistive technologies.

Writer: Phoebe Harper | Project Manager: Krisha Canlas

INDUSTRY SPOTLIGHT 40 | EME Outlook issue 48

DENMARK MEDTECH SPOTLIGHT

EME Outlook issue 48 | 41 MEDICOINDUSTRIEN

The industry relies on a highly skilled talent pool derived from healthcare technology graduates from world-class academic bodies. Denmark’s MedTech sector at present currently has a national workforce of roughly 15,000 people, but must confront the ever-growing demand for highly qualified technological staff as the engine that will fuel the industry’s future.

Returning to the significance of the industry’s intrinsic relationships with educational institutions, this is critical moving forward in harnessing the next generation of talent, as the MedTech field faces ongoing labour shortages.

As reported by Pharma Boardroom, Denmark must uphold its position at the forefront of cutting edge MedTech trends, including remote patient monitoring, robotic surgery, and an industry move toward value-based pricing.

to collaborate – interacting with other countries, educational institutions and leveraging international trade agreements to strengthen its position. Above all, the interaction at a domestic level between public and private sectors is instrumental in fostering industry-wide innovation.

As the basis of all future economics for the industry, the question of value is moving away from price, towards matters of education for healthcare personnel, the impact of a new device on existing treatments, and the ability to innovate on treatments through the application of new technology.

GETTING YOU MOVING AGAIN 3 months partially integrated 1 year fully integrated 2.5 years fully integrated

TWO DECADES OF INNOVATION

Hydrogels for life IN

EME Outlook (EO): Could you expand on your introduction to hydrogels?

EO: What have been your biggest achievements during the past two decades at Contura?

IS: Getting FDA approval for Bulkamid and launching it in the US stands out as a highlight. We’re also incredibly proud to get the CE mark for Arthrosamid as this is a revolutionary breakthrough in osteoarthritis treatment.

IS: We’re a close-knit, ambitious and dedicated team who believe in hydrogel technology. At the start, we were just a few employees, but today we’re a team of 50 and more committed than ever before to improving life and well-being for patients.

EO: Finally, how would you describe Contura?

EO: Where do you see the next big breakthroughs for Contura?

From its state-of-the-art manufacturing facility in Denmark, Contura develops and manufactures innovative and patented hydrogel technology for soft tissue augmentation, orthopaedics and animal health. We find out more in an interview with Managing Director and Chief Scientific Officer, Ieva Ankorina-Stark.

IS: The hydrogel is an exciting material for many other applications because it provides a matrix for cells to grow in harmony with the surrounding tissue. We work with the medical and scientific community to seek out new areas where our unique technology can make a difference. For example, we are currently working to see if hydrogels can be used with stem cell technology to support the stem cells in the gel.

HYDROGELS

Ieva Ankorina-Stark, Managing Director/Chief Scientific Officer (IS): When I joined Contura in 2000, the company worked with hydrogels for aesthetics. I was intrigued and could see the potential that hydrogels offered in other therapeutic areas. Back then they were the only alternative to permanent fillers, which were often the cause of irritation and fibrosis. The fact that the hydrogel integrated with the tissues was new uncharted territory.

for knee osteoarthritis

Osteoarthritis is a degenerative joint disease that is by far the most common form of arthritis and the single most common cause of disability in adults aged over 50 years. There has been little successful innovation in treatment over the past 20 years, and apart from invasive and expensive surgery, there are few treatment options with long-term benefits.

Bulkamid is a next-generation hydrogel that is injected into the urethral wall in a minimally invasive procedure to restore the natural closing pressure of the urethra. It has been clinically proven to maintain efficacy for many years and provide longlasting relief of stress incontinence symptoms.

Arthramid Vet® Long-term arthritis management in horses

MinimallyBulkamid®invasive

“For patients under 70 who are deemed too young for knee replacement surgery, Arthrosamid® represents a game-changing option where a single treatment injection provides long-lasting pain relief and mobility without the need for surgery.”- Rakesh Tailor, CEO, Contura.

Contura technology

Sydmarken 23, 2860 Søborg, Denmark | +45 8110 0900 | www.contura.com Arthrosamid®: Finalist in the Best Medical Technology Category at the Prix Galien UK 2022 Awards

In April 2021, Arthrosamid was approved for use in Europe receiving its CE mark for the symptomatic treatment of patients with knee arthritis. This injectable polyacrylamide hydrogel (iPAAG) becomes embedded in the synovial membrane, providing increased cushioning and other therapeutic benefits to patients with knee osteoarthritis.

KEY AArthrosamid®PRODUCTSnewclassoftreatment

Bulkamid received CE mark approval in 2003 and is the market leader for stress urinary incontinence treatment in Europe. In 2020, it was approved by the FDA and a year later acquired by Axonics.

Arthramid Vet is a biocompatible polyacrylamide hydrogel for intra-articular injection in horses. When injected into the joint, Arthramid Vet adheres to the synovial lining and increases the elasticity and tensile strength of the joint capsule. Arthramid Vet has demonstrated an 82.5% successful resolution of joint lameness up to 24 months in horses. Aquamid ® Facial aesthetics with proven safety and efficacy

treatment for stress urinary incontinence

BIOCOMPATIBLE HYDROGEL THAT INTEGRATES WITH CELLS

Aquamid is a non-absorbable highly viscoelastic hydrogel for soft tissue augmentation. It has been successfully used for patients with facial lipoatrophy and has excellent safety and efficacy data over a period of more than 10 years. Aquamid received the CE mark for facial augmentation in 2001.

Contura’s technology is based on patented hydrogels, comprising 97.5% water and 2.5% cross-linked polyacrylamide. Once injected, the homogenous, biocompatible, viscoelastic hydrogel maintains its volume by continually exchanging water with the surrounding host tissues. The hydrogel remains permeable to salts and organic molecules, allowing cells to integrate through the gel after injection. As the hydrogels are non-particulate and don’t contain a carrier gel, they are non-absorbable, non-migratory and highly durable. They act through the volume of the hydrogel rather than relying on a response from the host tissue to generate a desired effect through chronic inflammation. Thus, Contura’s Hydrogel avoids many of the inherent issues of particulate-based gels, such as particle migration or hardening.

EME Outlook issue 48 | 43

One in three women are affected by stress urinary incontinence at some point in their life. Leaks occur because the muscles surrounding the opening of the bladder have been weakened. For the sufferer, this can lead to anxiety and have a negative impact on many aspects of daily life.

INTERVIEW

Peter Huntley, General Manager, Medicoindustrien

Taking into account all of these different aspects, we created 25 different expert groups, which is quite a significant amount for an association of our size. We have approximately 230 member companies, and these groups and the courses that we offer are developed for our members. We hold about 70 different courses on an annual basis covering an expansive selection of subjects, such as new regulatory politics, or new law enforcement for example.

Interview: Medicoindustrien

EME Outlook (EO): When was the association founded and what was its original vision?

Overseeing a high-tech industry in rapid development, we speak with Medicoindustrien, as the association championing innovation and streamlining regulatory processes for the advancement of MedTech in Denmark

EO: How has Medicoindustrien progressed in terms of its key objectives since inception? PH: The MedTech industry in Denmark is huge, and Life Sciences is actually the single largest industry in the country. Within this, MedTech represents about 40 percent of the Life Sciences turnover. It has evolved dramatically – you could say that the demand on the industry has risen just as dramatically regarding regulatory issues – in particular the need for evidence and compliance in all respects. In that respect, we have been growing in a similar way. We have practically doubled in the 10 years since I joined theInassociation.thistime,we have seen how political agendas are huge on our business – sustainability, digitalisation, and the control of chemical constituents within the products. Value-based procurement has also been another major factor for us, addressing the question of what the value proposition of a product is when it’s not just the price alone, and what kind of value is it introducing into the healthcare sector.

INDUSTRY SPOTLIGHT 44 | EME Outlook issue 48

Peter Huntley, General Manager (PH): We are not that old an association. Medicoindustrien is about 20 years old, and it was created from a merger between the producers and the suppliers of MedTech equipment. These producers and suppliers formed an alliance, called Medicoindustrien. Over the years, we have had a unique cohesion within the association, in that it’s irrelevant whether you are actually producing or just selling. We aim to facilitate a regulatory pathway, a trajectory for innovation, and market access. These are the common agendas for all MedTech companies, whether they are start-ups, producers, or suppliers.

INTRODUCTION PHARMA OR MEDTECH... Gaps in Don’tpipeline?theIncreasedcomplexity?Notenoughtime?Notenoughressources?worry! Wheather you need a full development team or any combination of skills, our experts effectively creates medical devices, to fill in the gap. technolution-tn.com/peopleat:usknowtoGet

PH: A major achievement is how new technology has led to the more effective, and more secure treatment of patients. Over the years we have experienced a dramatic number of treatments that have been converted from a full in-house overnight stay at a hospital with anaesthetics and open operations to minimum invasive surgery, where you are in and out of the hospital on the same day. You might need a local sedative, but you are not completely unconscious. This dramatic shift towards minimum invasive surgical operations has dramatically improved healthcare economics. We are constantly seeing how technology changes the things we can do today that never would have been possible 10 years ago.

“WE AIM TO FACILITATE A REGULATORY PATHWAY, A TRAJECTORY FOR INNOVATION, AND MARKET ACCESS. THESE ARE THE COMMON AGENDAS FOR ALL MEDTECH COMPANIES, WHETHER THEY ARE START-UPS, PRODUCERS, OR SUPPLIERS” – PETER HUNTLEY, GENERAL MANAGER, MEDICOINDUSTRIEN 46 | EME Outlook issue 48 INDUSTRY SPOTLIGHT

EO: What Are there any major trends transforming the development of medical devices?

EO: What recent breakthroughs have been made in the Danish healthcare sector?

We are currently working on how we can deal with the scarcity of labour. That’s a major problem and it’s relevant for most European countries at the moment, but it is an issue in Denmark in particularhow do we recruit enough technical staff to support an ever-growing industry. That is a major constraint on the growth that we are experiencing at the moment.

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

PH: There are two major trends that we must adapt to. First is the increased focus on sustainability and the other is the increasing belief that digitalisation and digitised solutions can take us further with less effort. These two agendas are incredibly important for us to address and to see how we can comply to those demands.

INTERVIEW

EO: What are the key challenges facing the PH:industry?

The biggest challenge is how you settle politically on a cost-effective regulatory system that serves the purpose of introducing safe products quickly, without being an administrative burden to companies. Administrative burdens are evergrowing due to the huge political attention on controlling inferior products on the market. This is understandable, but these systems must not be so ambitious that they shut down innovation. The European ability to be innovative is diminishing compared to previously when we were superior to the US market for instance. It’s gradually changing so that introducing your product into the US and developing it there, might be slightly more efficient than doing the same thing through the European system. That’s a major downside for the European industry.

EO: Does Medicoindustrien have any projects in the PH:pipeline?

PH: I think that we will grow modestly over the next five years, and we need to take up all the new resources to be able to deal with the upcoming political issues. We must realise that the EU Commission and the European common market are really increasing the number of initiatives to strengthen the industry and put more control over it, which requires our attention.

INTERVIEW

“Making seconds count in surgical care” is our purpose at Ferrosan Medical Devices. We are on a mission to develop and manufacture innovative medical devices that enable surgeons, nurses and clinicians to perform surgery as effectively and easily as possible. When we achieve our purpose, surgical patients experience fewer complications, faster recovery times and shorter hospitalization.

Ferrosan Medical Devices develops and manufactures medical devices sold via partners in more than 100 countries. We offer a range of Innovative medical devices to health care professionals, focusing on biomaterial devices to control bleeding in surgery and electromechanical devices for diagnostic biopsy sampling. With decades of experience, we have all the capabilities needed to develop and commercialize medical devices for hemostasis: From market research, to concept and design, to clinical assessment, to registration and to production and delivery. Our long-term strategy involves increasing the use of our current products, including ensuring compatibility with new technologies, as well as developing the next generation of hemostatic devices. This happens in close collaboration with our innovation and sales partner Ethicon, Inc., a Johnson & Johnson company.

PH: I’m definitely very optimistic. The reason is that we have a basic competitive edge in this country, in our ability to work across sectors – public, private, society and the political sector. We have always had a very informal and effective, efficient way of collaborating. That is the largest strength that I could point to for Denmark – we have this extreme trust and belief that we can work together, and we don’t have to operate in a political context all the time. We can confront each other; address how we can collaborate and move on. For that reason, I can

Rasmus Hother le Fevre, CEO

EME Outlook issue 48 | 47 Bøge Allé 5, 2970

2021 was an extraordinary year at Ferrosan Medical Devices with strong growth, satisfactory financial results as well as record high investments in product innovation and production capacity. Competent and engaged employees remain critically important to the success of Ferrosan Medical Devices. We want to attract and retain talent by being an innovative company where people thrive and grow together. We are excited to have welcomed 100 new colleagues in 2021. Our emphasis on recruitment and building the right capabilities continues.

Ferrosan Medical www.ferrosanmedicaldevices.comDevices only be optimistic. If you look at the growth of our sector here in Denmark compared to other European countries, we are at the top end. This ability to collaborate is a key prerequisite for success. We have a major collaboration with MedTech Europe, and we also collaborate with the other major Nordic Associations. Domestically, we work closely with the Pharma and Biotech industries and that is very important so that you don’t suboptimise your approach. We are always in contact with each other with a good labour division. I am very grateful that others want to work with us in the way they do. Hørsholm Hørsholm

Tel: +45 4918 www.medicoindustrien.dk4700 MEDICOINDUSTRIEN

“I look back on my first year at Ferrosan Medical Devices with great appreciation, pride and optimism. In 2021, we saw continued growing market demand for our products, resulting in record high revenues and satisfactory financial results. Our innovation pipeline progressed well reaching important milestones and we moved sustainability to the centre of our corporate strategy. I am pleased with our accomplishments and thrilled about the road ahead of us.”

EO: Finally, are you optimistic about the future of the health care sector in Denmark?

Medicoindustrien headquarters,

Every single person, at some point in their lives, will encounter a HealthTech product. The spectrum is vast - ranging from something as simple as a wound dressing, to highly advanced robot-assisted surgery. HealthTech is crucial in the treatment of a number of chronic and lifethreatening conditions including cardiovascular A vital element of modern healthcare delivery, we shine a light on the role of HealthTech in providing products and services to help people live better lives

SPOTLIGHT ON HEALTHTECHBRITISH

disease, cancer, and diabetes, not to mention its critical role in diagnostics services to enable early detection.IntheUK, the sector is one defined by dynamism and innovation. As reported by TechNation, in 2020 alone, the UK was ranked third in the world for investment raised in HealthTech, behind only the

Writer: Phoebe Harper | Project Manager: Deane Anderton

INDUSTRY SPOTLIGHT 48 | EME Outlook issue 48

EME Outlook issue 48 | 49 ASSOCIATION OF BRITISH HEALTHTECH INDUSTRIES (ABHI)

US and China. Indeed, HealthTech represents the UK’s largest employer within the Life Sciences field, accounting for approximately 131,800 employees, according to figures taken from the Government database. The industry is primarily composed of small to medium-sized companies, with 97 percent of all UK HealthTech companies reporting less than 250 members of staff. The majority of these companies find their customer in the dominating force of the UK’s healthcare sector – the NHS – the single-payer healthcare provider that boasts one of the top five largest workforces in the world. In spite of this, a

shortage of medical staff is one of the greatest challenges facing the NHS, hence the vital need for technological advancements to both lessen workloads and streamline the efficiency of the current system. With the sector’s relevance and vital importance rising to the fore during the COVID-19 pandemic, all HealthTech players are pioneering the recovery of the healthcare system. Adjacent to this, all bodies are tasked with advancing the two major agendas of sustainability and digitalisation for a tech-driven future to remain in good health.

Whilst technology allows the world to become more connected, these regulatory frameworks can often seem at odds with one another, particularly in the UK following Brexit. However, a drive in the international HealthTech community towards a harmonisation of approaches has seen good quality regulatory work demonstrably translational across different territories and regions.

CONSULTINGREGULATORYREINVENTING

Alastair is well versed in both these advances in science and the development of international standards for these key regulatory science disciplines. With a background in biomedical materials science, he also sits on a variety of standard committees as well as the panel of the newly formed working group for the development of a clinical evaluation standard.

For nearly a decade SciMed Consultancy Ltd has taken a different approach to HealthTech regulatory affairs consulting. SciMed’s MD, Alastair Selby, believes that the interface between robust regulatory practice and solid scientific foundations should always be dynamic, permeable and reliable. This ethos has led to his establishment as the pre-eminent thought leader in medical device and in vitro (IVD) diagnostic “regulatory sciences.”

“THE RIGHT REGULATORY SOLUTION FOR YOU IS ALWAYS THERE, IT’S OUR JOB TO HELP YOU FIND IT.” – ALASTAIR SELBY, MANAGING DIRECTOR, SCIMED

The safety, efficacy and reliability of the HealthTech utilised by international healthcare systems is critical to our everyday lives. This has never been more apparent as we adjust to the post-pandemic world. Reflecting on the key role HealthTech played in 2020 and beyond, the benefits and need for accessible medical technology is clear. However, in order to ensure such innovation is not only available to patients, but also that it performs as intended, we rely on regulatory frameworks to ensure safe medical interventions are available wherever they are needed.

“It’s critical that in order to support our clients, be they from the latest university spinout, or the largest contact lens manufacturer in the world, we at SciMed are able to understand their products. This understanding then lets us implement bespoke regulatory strategies that not only get the products through their first submission, but also ensures the longevity of these processes throughout the entire Thislifecycle.”considered approach has garnered Alastair and SciMed with an enviable reputation, in particular within the notoriously challenging clinical evaluation and SaMD niches. Alongside a number of awards, and his work in international standard development, Alastair is also a member of the UK Government’s All-Party Parliamentary Group on

“We’ve seen a plethora of updates to standardised medical device and IVD regulatory practices in recent years. Clinical Evaluation, Risk Management, Post-market Surveillance and Biological Evaluation in particular are adapting quickly to increasing international innovation. Be that the increased use of software as medical devices (SaMD), or the adoption of Nobel Prize-winning nanotechnologies into the most innovative implants.”

Principle Regulatory Science Services

EME Outlook issue 48 | 51

SciMed still works with the majority of Alastair’s early colleagues today in one capacity or another, and he attributes his successes to the collaborative environment SciMed works within, albeit with long-established colleagues or newer introductions.

“They say consulting years are like dog years, one year as a consultant is the same as seven in another environment! But I never forgot the lessons I learned early on, in particular how my unique scientific background could be successfully leveraged alongside more traditional industrial experience.”

Alastair’s background is slightly unconventional for a regulatory affairs consultant. Transitioning from academia to industry was not without its challenges in his early career but starting out as part of a burgeoning medical device division within a multi-national Health Science consultancy proved to be an excellent proving ground.

“Being approached by the MHRA to perform the clinical evaluations for the emergency ventilators rolled-out across the NHS was something both myself and the SciMed team continue to be immensely proud of today.”

SciMed take the same approach with their clients, fostering beneficial long-term relationships. SciMed have supported some of their oldest clients for over eight years, and some of their most successful relationships are based on a meaningful mutual trust that has been built over a period of time that experienced a significantly changing regulatory landscape.

“I worked with a great team of people before I set up SciMed, and I learned some critical lessons from people with all kinds of different experience from the industry. I worked with other consultants who had started their careers in the machine shop, or as product designers, and collaborating with them was a unique education.”

Check out our complete range of compliance solutions. access to medicines and medical devices and was approached to work as part of the UKs Ventilator Challenge Consortium.

“Our approach has always been to listen and understand the challenges our clients face and cooperate with them to build the most appropriate solutions. Regulatory work should never be considered a box-ticking exercise, and when processes are implemented with consideration and with in-build scope for future improvement, we have seen the most successful of outcomes.”

IF YOU ARE FACING REGULATORY CHALLENGES YOU CAN SCHEDULE A COMPLIMENTARY CHAT WITH ALASTAIR www.scimedconsult.com/meet EVALUATIONCLINICALPERFORMANCEEVALUATIONEVALUATIONBIOLOGICAL SURVEILLANCEPOST-MARKET ONGOINGMAINTENANCECLINICAL SciMed Consultancy Ltd @scimedconsult @scimedconsult SciMed Consultancy Ltd

Championing HealthTech for life, ABHI is the trade association unifying the industry in the UK. We delve into the organisation and its forecast for a dynamic sector with Associate Director of Communications, Jonathan Evans Jonathan Evans Associate CommunicationsDirector, Association of British HealthTech Industries (ABHI)

EME Outlook (EO): Can you expand on the inception and initial vision of ABHI? Jonathan Evans, Associate Director, Communications (JE): ABHI is almost 35 years old. It was established from the need for the industry to coordinate a single, coherent voice. A huge driver behind its inception was the development of the European and British standards and the increasing need to demonstrate compliance. In 1993, the Medical Devices Directive built on this with the actual regulation that formalised the requirements of manufacturers. ABHI played a really active role in that development, and to this day, the association’s credentials in the regulatory space remain a defining strength of ours. Although so much has happened over the years, we remain true to our core principles of supporting companies and providing a single coherent voice to government.

JE: Regulation is still writ large throughout everything that we do. Fundamentally, our core role remains as that of a trade association, acting as the single voice to government, the health service, regulators, and other important stakeholders. We strongly represent our membership community, but we also play a wider role on behalf of the industry in terms of promoting its benefits, and fostering its growth. We also ensure its reputation as a trusted partner to the NHS and other health systems is well recognised. Whilst our fundamentals remain true, you only have to look at the past five years and all the challenges they have bought – Brexit, COVID-19, supply chain issues, etc. to see how nimble we have to be in addressing all the things that are happening around us. On top of this, we are also accelerating our work on diagnostics and the digital health agenda, as well as the critical topic of sustainability. We have had to respond to these issues, providing support and guidance to our membership along the way.

It’s interesting in terms of how both the association and the industry have progressed. Just a few years ago, PPE, testing equipment and ventilators were

EO: How have the association’s objectives evolved over the years?

52 | EME Outlook issue 48 INDUSTRY SPOTLIGHT INTERVIEW

It’s an industry that saves and enhances people’s lives every day. It’s cutting edge and led by science and innovation, but it’s also fundamental to wellfunctioning healthcare systems. From wound dressings to hip implants, MRI machines to surgical robots, every one of us in our lives will engage with a HealthTech product or service. It’s hard not to be excited about working in an industry that has that impact.

It’s hard not to be excited about working in an industry that has that impact”

- Jonathan Evans, Associate Director, Communications, ABHI members but for those needing interventions, like cataracts, orthopaedic implants and life-saving diagnostic services – there are now so many people waiting for such services because of COVID-19.

abstract items, but now they are part of common language. There is generally a much greater understanding now of the critical role that the industry plays. That’s a really important message that we’ve been able to convey, and the way the HealthTech sector really stood up in response to COVID-19 was exceptional.

Regulation is also changing – we’ve left the European Union, and as part of that we are developing our own sovereign regulatory system in the UK. Regulatory change brings complexity and there are questions around capacity issues within the system to be able to manage that. The landscape is very challenging and costly for companies, particularly since the HealthTech industry primarily consists of small and medium enterprises (SMEs), who are the typical drivers of innovation, and where cost can really hurt if it rises. This regulatory landscape is arguably our biggest challenge, since if you can’t regulate your products, you have no business. Getting this right is clearly important, but it will play a key role in ensuring the UK is an attractive place to do business. The broader cost to do business has skyrocketed in the past couple of years too, with inflation, the cost of raw materials, shipping, maintaining access to talent – there are so many elements at play. But whilst there are a lot of challenges, there are also opportunities, and HealthTech will play a key role in getting health systems back on track.

EO: Conversely, what are its greatest challenges?

EME Outlook issue 48 | 53 ASSOCIATION OF BRITISH HEALTHTECH INDUSTRIES (ABHI) INTERVIEW

JE: Practically speaking, the fall-off in elective procedures that we’ve seen in the last couple of years has been really damaging - not just for our From MRI machines to surgical robots, every one of us in our lives will engage with a HealthTech product or service.

EO: What excites you most about working in this JE:industry?

54 | EME Outlook issue 48 INDUSTRY SPOTLIGHT INTERVIEW

EO: What trends are transforming the development of HealthTech across the UK?

JE: The first is diagnostics and a shift within the sector towards early detection and prevention. The pandemic saw the real need for us to develop robust testing capabilities – not just for major shocks like COVID-19, but also for early detection more broadly. This is pretty fundamental – if you spot something early, it significantly increases the chances of a positive outcome for the patient. This also has a huge knock-on effect in terms of savings in time, money and capacity in the healthcare system. Equally, the use of data-driven healthcare is becoming more commonplace. In June, the government launched a plan for digital health and social care which will see improvements to the NHS app for example. We’ve heard a lot about digital healthcare for a long time, and I think it’s fair to say that the healthcare system is a bit of a laggard in this respect, compared to other sectors like banking, or retail. But naturally, we’re very protective over health data, so there’s a reason why we might be behind. There is huge opportunity here though; if you look at how digital tools can help pathologists for example to scan thousands of images for signs of cancer, this can allow clinicians to free up their time and pinpoint earlier detection and treatment. We’ll see a lot more digital diagnostics in the future. In terms of the development of technology, the sustainability agenda is going to be huge. The NHS has the bold ambition to reach net zero by 2045. Since this is the primary customer for all our members, that’s going to create a huge role for them to play in their own sustainability journeys. For example, companies are now looking to incorporate circularity into their products and are rethinking how they source and develop those products. Many products within healthcare need to be singleuse, however, but you can still look at recycling or offsetting within the supply chain. This is increasingly being built into procurement decision-making, but it is also important to recognise how technology can

gives small UK companies a helping hand in entering the US, using certain states as a springboard to enter new jurisdictions. We started with Texas, and now we’re in California, Tennessee, and Florida, amongst others. That programme has grown quickly and organically, and we have 40 companies within the 2022 cohort. The US has a very receptive business environment, but the scale and cost of entry can be a challenge for small companies, so this enables them to take the risk out of their market entry by leveraging our connections to support their strategy. We’re looking to replicate that model in other areas throughout the world based on that framework, and we’re excited to see how it will play out.

EO: What are some key projects that ABHI is involved in? JE: On the topic of sustainability, we have just brought on board a full-time staff member to manage our sustainability work. We have also just launched a sustainability framework for action, which was funded by members of our Board of Directors, and is a strong indication of their commitment to this. This essentially gives all of our members a roadmap of what needs to be achieved by which date and how they can apply this to their own businesses. This has already been very wellreceived since it gives clear, practical guidance.

Another project that we have is called Mentoring HealthTech. Within our membership, we have lots of SMEs but also some larger multinationals that are household names. Through this programme, those larger companies can provide support to our smaller members in an entirely non-competitive fashion. By partnering with larger members, smaller companies can benefit from their experience to help them grow and learn from each other. We are also heavily involved in international work. The sector is already a big driver of growth as a significant employer in the UK, with over 130,000 people in HealthTech, and a lot of these businesses export. So, we have a fundamental role to play in supporting the sector to enter new markets and jurisdictions.Wehostanumber of UK Pavilions at key trade shows across the globe, including events like Arab Health in Dubai, and MEDICA in Germany, and our US

Tel: +44 (0)20 7960 4360

EO: Finally, how do you see the future of HealthTech developing across the UK?

JE: For the next three to five years, it will mainly be a case of supporting the health service to get back on track and to negate the impact of COVID-19. There are so many patients who are still waiting for a new hip, or certain checks and scans, and that’s all against a backdrop of an overstretched workforce within the NHS. The HealthTech industry stands ready to support the health service with these challenges, and HealthTech will not only be important for supporting procedures, but in supporting clinicians to free up their time, and therefore enhance patient outcomes.

So many exciting things are ahead, but right now there is an important role in getting our healthcare system back on track. be utilised to deliver healthcare in a more sustainable way. Remote monitoring, for example, can mean less trips into hospital and therefore less vehicles on the road.

Acceleratorenquiries@abhi.org.ukabhi.org.ukProgramme

EME Outlook issue 48 | 55 ASSOCIATION OF BRITISH HEALTHTECH INDUSTRIES (ABHI) INTERVIEW

Elsewhere, I think we will see a real advancement in innovative surgical innovations following some exciting developments in minimally invasive and robotic assisted surgery. We are also seeing an interesting convergence between traditional devices, diagnostics, and IT. Before, devices, diagnostics and digital health were all fairly siloed segments, but increasingly they are coming together. Therefore HealthTech has become the best descriptor to cover all those elements.

With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Europe and the Middle East.

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

Ports across the UK are riding uncertain waters in the maritime logistics sector. We take a deep dive into an industry at the nexus of trade and development A specialist in edible oils, Olenex is broadening its one-stop shop concept and reaching out to new markets. General Manager, Marco Herpers reveals all MEDICOINDUSTRIEN HOLLIS Providing services for the European real estate market ABHI unlocking technology to advance modern healthcarewww.emeoutlookmag.com

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A specialist in edible oils, Olenex is broadening its one-stop shop concept and reaching out to new markets. General Manager, Marco Herpers, gives us the details Writer: Jack Salter | Project Manager: Liam Pye INCR EDIBLE EDIBLE OILS, FOOD 58 | EME Outlook issue 48 OLENEX FOOD & DRINK

Vegetable oils are used for food preparation, especially in frying applications; fats are used for baking pastries and cookies, whilst a combination of the two is used for spreadable products such as margarine and hazelnut or chocolate spreads.Olenex provides its customers with a comprehensive portfolio of edible oils and fats, from commodities to functional fats.

Edible oils and fats have long been part of the human diet. Extracted from various seeds, beans, nuts or fruits, they remain a crucial ingredient in food products across the world today.

EME Outlook issue 48 | 59

Clariant’s product Tonsil® efficiently minimises the level of 3-MCPD and its esters in the oil. At the same time, it gently removes pigments, gums and other substances that can unfavourably affect the appearance, taste, odour and shelf life of edible oils.

ONE-STOP SHOP

Tonsil® bleaching earths contain selectively mined, thermal- or acidactivated bentonite clays and consist of fine powders that, when added in small amounts to the oil, can adsorb the majority of its impurities.

Clariant How Clariant’s Tonsil® bleaching earths helped Olenex to minimise harmful substances in edible oil By tailoring its Tonsil® bleaching earths to customers’ purification process, Clariant keeps contaminants in edible oil in check. During the purification process of oil used for refining, contaminants such as 3-MCPD and its esters can be formed in the oil. Resulting from the reaction of fat molecules with chlorine, 3-MCPD is a potential carcinogen whose daily intake, according to health authorities, should not exceed certain thresholds. This translates into strict regulations that oil producers must comply with.

60 | EME Outlook issue 48 OLENEX FOOD & DRINK

Clariant’s close cooperation with Olenex has brought remarkable benefits for both companies. Clariant’s ability to reproduce its customers’ purification process on a laboratory scale, combined with the expertise in adsorbents and deep knowledge about edible oil refining processes, allowed them to answer the unmet need of Olenex with a perfect solution. The recently developed adsorbent has an enhanced ability to remove 3-MCPD GE, controlling FFA (Free fatty acid) as a critical parameter in a refined oil. clariant.com

Olenex’s tropical oils (palm/ palm kernel, coconut), liquid oils (sunflower/high oleic sunflower, soybean, rapeseed), and functional solutions are the main resource for thousands of products, for customers in many different segments and applications.Fromfrying and baking to dairy, confectionery and much more, Olenex’s extensive portfolio supplies PURPOSE OF THE JV WAS TO COMBINE OF BOTH COMPANIES, AND BUILD A ONE-STOP SHOP FOR CUSTOMERS IN EUROPE” HERPERS, GENERAL MANAGER, OLENEX

– MARCO

“We supply ingredients used to produce final consumer products which we all buy in stores, supermarkets and restaurants,” opens General Manager, Marco Herpers.

Olenex was founded as a joint venture (JV) in 2012 by parent companies ADM and Wilmar International (Wilmar), the latter of which Marco Herpers first joined in 2005.“Wilmar had the desire to further expand in Europe,” he tells us. “The purpose of the JV was to combine the strengths of both companies, and build a one-stop shop for customers in Europe to supply tropical as well as liquid oils and fats and a combination of the two. “We had a vision for the future and developed our strategy moving forwards, acquiring four of our own Olenex refineries from our parent companies in 2016,” Marco Herpers continues.

“THE

THE STRENGTHS

Periodical meetings, frequent visits and daily contacts flourished the partnership between Wilmar and Koole.

Olenex Sàrl was founded as a Joint Venture in 2012 by parent companies Archer Daniels Midland (ADM) and Wilmar International. The Refinery in Rotterdam was part of the new formed entity and was re-named to Olenex Edible Oils B.V., as we still know it.

Over the last decade, the activities of Olenex Edible Oils expanded rapidly. The Refinery receives regular upgrades, Koole recently overhauled the dedicated loading facility. Koole Terminals’ shareholders and Management Board are very much obliged taking part in Olenex’ continuous journey. Olenex and Koole Terminals form a partnership based on trust, safety, mutual understanding, strong focus on sustainability and a long history. Together into the future. koole.com customers in all sectors of the industry, and is the true one-stop shop that the company was originally created to Nevertheless,be. there is plenty of room for expansion available to Olenex courtesy of its R&D and product development labs.

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“Access to these large research centres from ADM and Wilmar provides us with even more possibilities for innovation, and ensures we stay on top of new trends in and out of Europe,” states Marco Herpers.Likewise, Olenex is able to source from its parent companies’ integrated global supply chains in both tropical and liquid oil products. Despite having the support of such an extensive supply chain for the past decade, however, Olenex remains a lean organisation with the ability to help customers in a personal manner.

“Our customers’ requirements are unique and we have the ability to provide tailored service and products to fit those needs,” he emphasises.

Koole Terminals

Olenex and Koole share a common history for almost 20 years.

In 2006, Wilmar Edible Oils acquired the shares of Kuok Oils & Grains Pte Ltd (KOG) and became contract partner of Koole. The cooperation was intensified. The Refinery capacity gradually expanded; Crude Coconut Oil was added to the portfolio. The teams of both companies (management, commercial, operational, HSEQ, customer services and customs) guaranteed safe and efficient operations.

In 2004, Kuok Oils and Grains KOG decided to build a Palm Oil Refinery with a 300KT refining capacity per annum in the Port of Rotterdam. KOG acquired 5 acres of grassroots land at Vondelingenplaat-Rotterdam, next to Koole Tankstorage Pernis B.V. Koole and KOG combined forces and initiated an ambitious and bold plan for development, commissioning and operating of the Palm Oil Refinery and related operational and supply-chain Theactivities.Koole family and KOG’s management signed contracts resulting in a long-term partnership, whereby Koole became responsible for the handling and storage of the crude Edible Oils, moving the product to KOG’s Refinery as well as for receipt, storage and loading of refined products. Koole therefore made available and expanded their terminal infrastructure and built a dedicated, fully equipped truck and container loading rack.

“That mindset is core for every single employee, from operators to finance and quality to sales, and our partners are also committed to this approach. Every customer is unique and needs an optimised solution for their product, and that is what #TeamOlenex does best – from large to small, we help our customers find that sweet spot.” Today, Olenex owns a specialty oils and fats facility and palm refinery in Hamburg, as well as tropical oil processing plants in Brake (Germany) and Rotterdam.

OLENEX – AT A GLANCE Mission – To create value for customers by offering collaborative oils and fats solutions that anticipate their needs. Vision – To be a trusted partner for customers, leading the market through reliable supply, innovative services, and a broad, complementary portfolio of products.

world-

Europe

customers.

4,100,000

Koole Terminals is a leading and independent storage, processing, and logistics company, enabling business growth through integrated and innovative service offerings for large-volume products. Driving the energy transition forward for a sustainable future by supporting its class With 11 strategically located terminals in and a total volume of cbm, Koole reflects the diversity of its

customers’ needs. 11 CAPACITYTOTALINTERMINALSEUROPESTORAGE 4,100,000 CBM DRIVING FORWARDSTORAGE.

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READY TO EXPAND Earlier this year, Olenex also started construction of a new building in the Netherlands, which will feature a Product Development laboratory (PD lab), packaging capabilities, and a customer experience centre. The site is expected to be completed in 2023.

With refined oils and fats also marketed from ADM’s plants in the Czech Republic, Germany, the Netherlands, Poland and the UK, Olenex’s operations are strategically located throughout Europe.

Located in the city of Zaandam, also known as “Specialty Fats Valley”, and conveniently close to Amsterdam Airport, it will enable Olenex to tailor its portfolio of products and services even“Withbetter.our new PD lab, we will increase our ability to create and evolve oil and fat solutions for a growing landscape of markets,” Marco Herpers outlines. “It will also allow us to anticipate future challenges and be better equipped to find new solutions and products, not only in light of market developments but also increasingly demanding legislation.”

“We are unique in our set up since we have access to the extended footprint of our parent companies yet we maintain a small and personal approach - a concept that our customers appreciate.”

Olenex’s customer experience centre, meanwhile, will be about showing customers and other partners what Olenex is about.

“Customers will not only learn about the company and #TeamOlenex, but also about products and ingredients and how we work with our customers to make food the best it can be.”

The new location in Zaandam, as well as the ongoing construction of a specialty fats plant in Brake, represent an important milestone in the execution of Olenex’s fiveyear strategic roadmap, which was launched in 2020. To improve product flow and optimise stable supply, storage is also crucial. With that in mind, Olenex is constructing four additional high volume storage tanks in Brake. The tanks are now being commissioned and will make Olenex less dependent on third-party storage, provide greater control over storage flows, improve competitiveness, and most importantly, service customers better.“Itis the third significant step in our five-year strategic plan. Combined, our Brake facilities will become Europe’s largest edible oil production location –something we are especially proud of,” Marco Herpers acclaims.

WELL-OILED SUSTAINABLEAND

As one of Olenex’s main strategic principles, partnerships drive the company and are right at the core of itsWhethersuccess. a supplier, contractor, team member or customer, partnerships with these stakeholders are intrinsic to Olenex’s DNA; after all, the company itself was originally founded through a JV partnership in 2012.

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packedZaandamBulkofOlenexsizes,supplyMANAGER,–OF”ESPECIALLYSOMETHINGLOCATIONOILLARGESTBECOMEFACILITIESOUR“COMBINED,BRAKEWILLEUROPE’SEDIBLEPRODUCTION–WEAREPROUDMARCOHERPERS,GENERALOLENEXThepackaginglinewillbereadytoproductsinboxesofvariousfrom10kgto25kg.Additionally,customerswillhaveachoicedeliveryindrumsorIntermediateContainers(IBCs).“Theinitialproductionvolumeinwillincreaseouroveralloutput,whichisreallygood, but the location also has the ability to expand considerably, making us ready for the future,” says Marco Herpers.

WITHRodenkircherTOSAFETYTHETOPStraße10, 26935 Rodenkirchen T: 04732 184770 | info@bassenberg.com As a leading system integrator, DWG gladly supports Olenex in realizing it’s growth ambitions in the food industry. Meet us at www.dwg.nl The benefit of DWG Making growth run smoothly EME Outlook issue 48 | 67 OLENEX FOOD & DRINK

“The last couple of years have shown an increased focus on sustainability. Crude materials have to be responsibly sourced.

EME OUTLOOK: WHAT EXCITES YOU ABOUT THE EUROPEAN FOOD AND BEVERAGE INDUSTRY?

“Ourcustomers.industry

68 | EME Outlook issue 48

“We all rely on one another to achieve the best possible result. Therefore, only reliable partners can keep the engine running so we can move forward and achieve our goals – responsibly,” acknowledges Marco Herpers.Olenex takes responsibility for driving industry-wide transformation and sustainability. This is based on a three-pillar approach, the first of which is its No Deforestation, No Peat, No Exploitation (NDPE) Policy to advance an environmentally and socially responsible palm oil industry.

“It makes our industry not only interesting, but also very challenging and fulfilling. All the trends, such as the growing alternative protein markets, ensure we are in strict alignment with legislation requirements. Quality and food safety is our top priority, and we leave no stone unturned to optimise products for our

relies on many different factors, which makes it very volatile. Every week we see new developments in the market that require us to be on-the-job and flexible. In short, there is never a dull day at Olenex!”

MARCO HERPERS, GENERAL MANAGER: “My heart is in the food industry, and it’s such a great experience to be working with food products.

To build the second pillar, in 2016, Olenex launched its first smallholders’ sustainability programme in Latin America. Now onto its fifth programme, Olenex is impacting more than 5,000 smallholders on their sustainability journey.

Though the COVID-19 pandemic has had a devastating impact around the world, one positive effect for Olenex was the introduction of remote work. It got the company thinking about a hybrid model, and as soon as the circumstances allowed, full-time employees were free to choose to

EME Outlook issue 48 | 69 OLENEX FOOD & DRINK

Olenex’s social responsibility does not stop at the supply chain, though.

“We take this very seriously, and accommodate people to be guaranteed of their safety. Whether it’s safety gear, plant access regulations, or as simple as proper office materials, we are very risk averse.”Thecompany is also continuously looking at its emissions, and enhancing the use of green energy and wastewater management.

The third and final pillar is certification. Olenex is a dedicated member of the Roundtable on Sustainable Palm Oil (RSPO) with refineries all RSPO certified. As well as actively participating in RSPO standing committees and working groups, Olenex is committed to fulfilling any RSPO demand requested byItcustomers.isOlenex’s ultimate goal to rely on sustainable supply chains that provide opportunities for rural communities, while improving their livelihoods. The company’s holistic approach to sustainability is fully integrated into the business model, aligning processes and standards with universally accepted social and environmental standards.

HYBRID MODEL

“A few years ago, we anticipated that we would be able to consider and engage with new opportunities, which may require us to expand more. We will be ready for that extra demand and prepare ourselves for the next decade and beyond.”

“Overall, the pandemic made us jumpstart the hybrid model and move in fast-forward mode, allowing us to optimise our organisation and dramatically increase our efficiency. Considering our planned expansion, we view it as a win-win situation and continue to improve and optimise our path.”Emerging from the pandemic, Olenex’s full focus going forwards is on the second half of its five-year strategic plan.

OLENEX Tel: (+41) 21 702 80 00 Contact us: workcontact/https://olenex.com/about-us/fromhomeonceortwice a week.“What we have seen is that the team has picked it up really well, having a better work-life balance and reducing the time required to commute.”Thehybrid model is an extension of the Olenex ecosystem, one in which employees are motivated to be the best they can be and provided with training, education, goals and challenges.“Ittooksubstantial support from our IT team to make the hybrid model possible and provide the right equipment for home office use. It required a steep learning curve to prepare the IT infrastructure, and install the right hardware and software to reliably maintain our work processes,” reflects Marco Herpers.

“It’s also about what we call the three Ps: People, Planet, and Products. For us, the first and foremost priority is safety. We want our people to be safe, work safe, and go home safely when they have finished,” Marco Herpers informs us.

“The new facility we are currently building in Germany has given us the opportunity to rebuild our wastewater plant. In doing so, we will be introducing new processes that will help to improve the quality of our wastewater and reduce the amount of natural gas needed in our refineries,” reveals Marco

maininterconnected,responsibility“SustainabilityHerpers.andsocialarequiteandthereforepillarsinourorganisation and everyday work. It is our responsibility to people, the planet, and everything in between.”

THE POWERHOUSENUTRITIONAL Henrik Andersen, COO of Bateel International, delves into the success and future of Bateel and the growing demand for gourmet dates as a healthy and luxurious indulgence Writer: Jack Salter | Project Manager: Liam Pye

Bateel introduced Café Bateel to the portfolio in 2007 and has been recognised for Mediterranean-inspiredhigh-qualityfood.

EME Outlook issue 48 | 71 BATEEL INTERNATIONAL FOOD & DRINK

The demand for dates as a superfood has increased internationally due to their nutritional components. Rooted in Arabian culture, Bateel has been leading the way since 1932 as the world’s first gourmet date grower, producer, and seller. Today, it is an award-winning pioneer in the organic gourmet dates sector embedding its values of quality, innovation, integrity, and authenticity in every morsel. Bateel is positioned as the authority to lead the conversation on how this nutritious fruit should also be recognised as a contributor to a healthy, balanced lifestyle.

Dates are synonymous with the Middle East, and whilst their sweetness and rich flavour make this fruit a natural gem, it also offers impressive health benefits.

REGIONAL EXPANSION As Bateel expands to more than 100 units and 1,300 staff across various Bateel boutiques and Café Bateel restaurants, it is growing its international acclaim.

The success and future of Bateel are intertwined in its ability to emotionally connect people and cultures, sharing its narrative, which has elevated a revered ancient fruit to a gourmet delicacy. Bateel has created an innovative luxury and lifestyle retail experience that has launched an entirely new market for gourmet date products.Likethe word ‘bateel’ itself, which refers to the young offshoot of a date palm that can be used to grow a new tree, Bateel continues to forge new culinary frontiers. Its mission is to delight and educate the world through discovery. With constant innovation and attentive execution, focused on the needs of the customer, Bateel strives to share its healthy and luxury date-based products with the world.

Eclor Eclorwww.groupe-eclor.comisknownforproducing a wide range of premium sparkling juices made with the finest ingredients and packed in a premium champagnestyle bottle. A leader in the French cider and juice market for more than a Century, Eclor expertly crafts beverages distributed internationally. Partnering with other global brands, Eclor specialises in customised blends. Refreshing and delicious non-alcoholic sparkling drinks are exclusively curated for Bateel, using the finest apples and pomegranates infused with Bateel’s organic dates.

Today, Bateel continues to grow the business and has a strong pipeline of new projects ready to launch in 2023, both in the UAE and KSA. Notably, Bateel recently opened the largest Café Bateel and Bateel boutique at Dubai Hills Mall, both of which are performing exceptionally well.

In December 2022, Bateel is launching a 2,500 sq. ft. Bateel flagship boutique, as well as an exclusive fine dining restaurant, Ewan by Bateel, at the prestigious 1364 development in the Diplomatic Quarters in Riyadh, Saudi Arabia. This first-of-its-kind innovation from Bateel will showcase product quality and luxury hospitality and will give guests the ultimate Bateel experience at a premium landmark as it continues its expansion in the region and beyond.

“WE HAVE ELEVATED A REVERED ANCIENT FRUIT TO A GOURMET DELICACY” – HENRIK ANDERSEN, COO, BATEEL 72 | EME Outlook issue 48 BATEEL INTERNATIONAL FOOD & DRINK

Furthermore, Bateel is launching the Bateel Bakery later this year, targeting community malls and commercial cen tres. These outlets will house new pro duction technologies, such as bake-off convection ovens that can be centrally programmed to ensure pastries are baked consistently throughout Bateel’s network of restaurants.

Great locations, excellent services and consistent execution of customercentric brand values have built a successful network of Café Bateel restaurants in the region with a solid and loyal customer base.

“Increased consumer confidence, combined with the accumulation of disposable income, has meant we are going out more and spending more at restaurants and retail shops, which has aided a faster upturn. In our own restaurant business, our growth has been enhanced by the local customer base our brand has built over the years. The trust in our brand has retained existing customers and attracted many new ones. Today, customers are looking for quality products and experiences and are sophisticated in their decision-making. This results in a challenging yet exciting field for new and established F&B players in the market.

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“Expo 2020 in Dubai has also expedited economic growth by generating an influx of foreign visitors to the country; this in turn boosted both the retail and hospitality sectors. The calibre of champions in the industry is second-to-none and it’s a great time to be a part of this landscape.”

INVESTING IN GROWTH Bateel’s journey of transformation and creation has delighted discerning consumers of fine food around the world. It is now an iconic brand that is constantly delivering new and more effective ways to showcase, educate and market its offerings. Heavy investment in production and supply chain capacity is supporting Bateel’s growth strategy today, which will see the company double its revenues over the next five years. The expansion of the Bateel boutiques and Café Bateel restaurants in the region and international markets through franchising is a successful business model that has already seen 20 units opened in the last 18 months. Bateel’s date business is also a constant generator of growth and is operated on a fully verticallyintegrated supply chain. Bateel owns its date farms in Saudi Arabia where it farms, harvests, cleans, and grades its organic dates. The value-add

EME OUTLOOK: WHAT MAKES THE FOOD AND BEVERAGE INDUSTRY IN THE UAE SO EXCITING?

Eclor is the beverage branch of the Coop AGRIAL, one of the leading French agricultural and food-processing cooperative groups. With 12 000 member farmers in North-Western France and 12 000 employees, Agrial has been expanding its food-processing activities into Europe and the United States. www.groupe-eclor.com

Henrik Andersen, COO: “The UAE’s food and beverage industry currently boasts a lot of exciting opportunities. The Michelin Guide Dubai 2022 has recently been unveiled for the first time, making it the latest addition to the 35 culinary destinations in the world. The rise of vertical farming, among other technologies, has also been pushing the agenda towards food security in the UAE, with Dubai and Abu Dhabi increasing domestic agricultural production.

Henrik Andersen, COO: “After graduating from the Copenhagen Business School, I secured a position at an international organisation that took me abroad. The learning and growth at one of Denmark’s largest conglomerates were immense. After a few years of working in various capacities within the company and armed with the necessary global knowledge, I moved to their food manufacturing facility in Los Angeles. This is where my international career kicked off, and I continued my professional journey across Europe, the Middle East, and South-East Asia. I have always been fascinated by how fast-growing and excitingly competitive the industry is. Food connects people and cultures emotionally, and as the industry thrives, constant innovation and attentive execution are required to understand and meet customers’ needs and maintain brand agility which, to me, is an exciting Fivechallenge.years ago, I joined Bateel as COO. A brand I’ve always admired since I came to the Middle East, Bateel’s success has been based on the core values of quality, innovation, integrity and authenticity – values I also advocate myself, and as such I’ve embedded a strong emotive connection to the brand.

Additionally, Bateel is continuously investing in strategicallydigitalisationcoveringkey areas such as app-based standard operating procedures, production planning, supply chain processes and cloud-based recipe creations where nutritional values and calorie counts are automatically calculated when building new recipes. Bateel’s investment in its e-commerce

processing is implemented at Bateel’s factory in Dubai where the distribution process to its retail stores and franchise partners worldwide is executed. Coupled with consumers becoming increasingly focused on healthy eating, and dates being classified as a superfood, Bateel is poised for the rapidly growing demand in international markets such as Europe, SouthEast Asia, and North America, with a specific focus on self-consumption.

EME HOW DID YOU BECOME INTERESTED IN THE FOOD AND BEVERAGE INDUSTRY?

OUTLOOK:

74 | EME Outlook issue 48 BATEEL FOOD & DRINK

Every date is a healthy sweet treat, and as such, Bateel continues to market its selection of dates for self-consumption, in addition to the success of luxury gifting. Bateel presents over 20 premium, organic varieties, including Ajwa, Khidri, Kholas, Medjool, Segai, Sokari and Wanan packed with essential nutrients and high levels of dietary fibre. With a special focus on

BATEEL INTERNATIONAL Tel: +971 4 430 www.bateel.cominfo@bateel.com7539

SUSTAINABILITY INITIATIVES

Upholding its core values, Bateel has put sustainability at the forefront with the support of its vertically integrated supply chain. The dates are organic and sustainably farmed and there is regular assessment of its value chain, identifying areas for further sustainability initiatives, such as the reduction of plastic usage. Some initiatives have already been implemented related to packaging and now most of the Café Bateel delivery orders are packed in non-plastic containers, with Bateel introducing more sustainable methods in its retail stores.

self-consumption, the company celebrated its partnership with Saudiraised athlete Nelly Attar, who scaled the world’s second-highest mountain, K2 in Pakistan, with Bateel provid ing date-based energy bars, special Rhutab dates, various selections of nuts, and a dietary plan defined by the brand’s culinary team for her mission. platform also continues and is an area where it experiences exponential growth.Lastly, another key growth area for Bateel is Jomara, the company’s fast-moving consumer goods (FMCG) brand, which is part of the Bateel brand portfolio. Jomara is the number one FMCG date brand in the UAE market, whose high-quality organic dates are supplied to leading supermarkets across the country. Having participated in international food exhibitions over the last 16 months, Jomara quality products truly stand out compared to what is available in the market today. This has led to an overwhelming interest for Jomara dates in international markets, already generating significant orders from markets across North America, Europe and Australasia, creating a great foundation for further market growth.

HEALTHY SELF-CONSUMPTION

EME Outlook issue 48 | 75

INCONSULTANTSbe

are finding that clients are increasingly working with us to look at a crossEuropean portfolio of environmental, social, and governance (ESG) strategies, which is something that is very new, but of growing importance,” continues Brown.

“The market is currently very attractive to aggressive, opportunistic investors with liquidity; they are looking to capitalise on assets that are being dropped as institutional funds look to rebalance their portfolios,” he explains. One of the aspects that makes working across a range of European countries so exciting and interesting is that every market has its own character, drivers, trends and nuances.”AlexBrown, Managing Director of Hollis, believes that the real estate market is one of the most exciting areas to be involved in, because it is constantly evolving and has so many facets to it. These range from environmental targets that have to

EXCELLENCE Hollis has grown impressively into a multi-faceted real estate consultancy firm with business spanning all of Europe. Managing Director, Alex Brown, breaks down the company’s proven recipe for Writer:successEdBudds|

Project Manager: Nick Kernanmet, to corporate social responsibility (CSR) commitments and the need to understand the relationship that the built environment and public spaces can have on social issues such as mental health, as well as simply maximising the lifespan of portfolios and keeping the transactional market moving.“Anumber of the real estate sectors in the European market have definitely picked up in recent months, most notably the industrial, logistics and office markets in key cities. We

76 | EME Outlook issue 48 HOLLIS CONSTRUCTION

EME Outlook issue 48 | 77

“In recent years we have also looked at how we can be market leaders in evolving service lines and have built one of the largest ESG consultancy teams in Europe, as well as building the tools needed to deliver virtual technical due diligence. We have added our own asset and development management division and provide some of our largest clients with a management consultancy service that involves them taking some of our experts on secondment,” adds Brown. As wholly independent advisors, Hollis works with owners and occupiers and is fortunate to collaborate with almost all the major institutional funds, with many of them

Recently celebrating its 30th anniversary, what started out as a few specialist dilapidations surveyors working out of a small office in Battersea, London, has grown impressively into a multi-faceted real estate consultancy firm with roughly 500 employees, and over 20 offices in eight countries across the UK and Europe.AsHollis has evolved over the years, so has its service offering, alongside the broad range of clients the company works with. Hollis’ portfolio of services typically covers traditional building surveying, project management and engineering. However, the company has also always looked to build market leading specialist service teams, most notably in dilapidations, dispute resolution, development monitoring and technical due diligence.

“In 2022, part of our strategy was to move away from structuring our business and teams by service lines, and instead shift the focus to being sector-led. The COVID-19 pandemic has heightened our awareness that every sector in real estate has different operational needs,” explains Brown.Even though Hollis is still dealing with the same bricks and mortar, the company recognises that each sector’s needs are driven by differing occupier trends and demands. These each have different commercial measurements for investors, and each requires differ ent asset life-cycle plans.

instructing across their Europeanwide portfolios. The Hollis roster of investor clients also includes private investors, family offices and sovereign wealth funds, whilst the company works with several public sector and local authority landowners. On the occupier side, Hollis typically works predominantly with businesses that occupy multiple locations or large floor plates.

“As a business we have always prided ourselves on doing things a little differently and remaining entirely independent. Whilst there are plenty of small and mid-sized specialist independent surveying firms, it has become harder and harder to find larger consultancies that are not part of a wider group that have other commercial interests in how an asset performs or is valued,” Brown tells us. Hollis envisions relationships where clients enjoy working with the company collaboratively, as well as knowing that they can rely on the quality of service. Real estate is a

“AS A BUSINESS WE HAVE ALWAYS PRIDED OURSELVES ON DOING THINGS A LITTLE DIFFERENTLY AND REMAINING ENTIRELY –INDEPENDENT”ALEXBROWN,MANAGING DIRECTOR, HOLLIS 78 | EME Outlook issue 48 HOLLIS CONSTRUCTION

Becoming sector-led has meant bringing in sector-specific specialists who really understand the needs and nuances associated with each sector, and who can bring together teams of service specialists for each job as they are“Thisrequired.sector-led approach has also enabled us to diversify the markets we work in with our clients. Industrial, logistics, office and retail have always been sectors that we have worked heavily in, but we have also been growing the amount of work we do with clients on their life sciences, healthcare, leisure and built to rent portfolios.”

CHANGING THE GAME

EME Outlook issue 48 | 79 HOLLIS CONSTRUCTION

Five years ago, Hollis took the decision to actively invest in innovation and digital transformation. This proved to be essential during the pandemic, but Hollis sees it as something that eventually had to happen regardless. The company opened an office specifically for a new digital transformation team and recruited a vastly experienced engineer to lead in building its own

people industry and people, be that clients or staff, are very much at the heart of Hollis’ business and strategy.

“One of the things that really makes us different to others is our one team approach. This has always been our process and even with 500 people, we still maintain the same ethos. For clients it means that we can pull together the best people for each job, irrespective of where they work,” he says.

The Hollis Amsterdam office feeds into the same profit and loss account as the Manchester office, so nobody gets precious over where instructions come from. It is simply about delivering the best service and outcome. To help with this, Hollis has invested heavily in innovation and recently launched its own H360 virtual surveying platform. Using scanning technologies and drones, Hollis is able to capture high-resolution imagery which can be looked at in the minutest of details by any of the team, anywhere in the world.

Commercial and Industrial Refurbishment Specialists 01438 579 710 | info@bowdenmoss.co.uk | www.bowdenmoss.co.uk

INNOVATION TRANSFORMATIONAND

“This year we also launched our own asset and development management division, HollisExos, to work with funds and private investors to buy and manage assets,” adds Brown.Thisis a first for a business such as Hollis, but it is designed to add extra benefit to many fund management clients and support their own asset management teams. This completely new business line aims to disrupt the asset management market.

The move to employee ownership ensures that there are plans in place for a sustainable future that will allow for continued opportunities, progression and succession. It enables everyone who has helped build and develop Hollis over a number of years to participate in future growth and success.

bespoke innovative technology solutions.“Theseteams work closely with our other service leads, tasked with finding creative solutions that meet genuine needs highlighted by those delivering our services to clients. We have some incredibly exciting projects that are close to being launched that will revolutionise the way buildings are inspected and operated,” says Brown enthusiastically.Inthe2021-22 financial year, the company saw a 51 percent uplift in virtual due diligence instructions, and this was only made possible thanks to the investment Hollis had already made in developing the technology.

“We have always placed great emphasis on looking after the wellbeing of our employees, creating a culture where all employees feel empowered in the direction the business takes, and being a business that creates opportunities and supports the progression of its team,” he adds.

INSTILLING ‘THE HOLLIS WAY’

“Our staff are our most important asset, and we work hard to make sure we instil the Hollis way in everyone who works for us. We have a unique way of working, evolved through many years of practical experience, and our employee-owned structure proves that we really do put our people first. Ours is a culture built on the idea that people do things better by doing them together,” acclaims Brown.

The team’s first appointment was to undertake the development

The biggest statement made by Hollis in the last year was completed in November 2021, when the company switched from a Limited Liability Partnership, to being employee owned.

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As part of the 30th anniversary activity, the Chairman of Hollis announced plans to double the size of the business to 1,000 people in the next four years. This will mean expanding in the countries Hollis already works in, but also looking at new markets in mainland Europe where the company can open new offices.

GROWTH AND SOCIAL DIVERSITY

management of a new logistics warehouse building on a former RAF and USAAF Airfield.

“Hollis has recently celebrated its 30th anniversary, and I am proud to have been here for all but two of those years,” concludes Brown proudly.

HOLLIS Tel: +44 20 7622 10,000www.hollisglobal.comenquiries@hollisglobal.com9555BlackInternsprogramme and has already reached 500 students via the social mobility scheme.

EME Outlook issue 48 | 81 HOLLIS CONSTRUCTION

“This year we are going to be focused on growth and continuing to develop the work we have been doing on innovation and ESG, so that we are seen as market leaders in both and setting the pace for others to keep up with,” illustrates Brown. Moving forward, there will also be more of a focus on Hollis’ own ESG strategy. On the environmental front this has meant committing to become a net zero-carbon business by 2030 and introducing a salary sacrifice EV leasingSocially,scheme.Hollis is pushing to increase diversity in the industry by launching a work placement programme and university mentoring scheme to reach out to more young people. The company has also signed up to the

The other major investment that Hollis has made recently is in ESG, establishing a specialist ESG consultancy service. Setting the service line up in early 2021, the team has already grown from two to 20 people with representatives in all the countries that Hollis conducts business in. The team has secured contracts with some of the largest industrial investors to develop cross portfolio ESG strategies for them. They include Legal & General, Tritax and SEGRO, among others, to put together strategies that will help them achieve net zero carbon results across their European portfolios.

EME Outlook (EO): Firstly, could you briefly introduce us to MEICA 2022? Romin Matthew, Director (RM): MEICA, now in its 3rd edition, is the Middle East’s premier conference and showcase dedicated to Instrumentation Control, Industrial Cybersecurity and Process Automation, supported and led by experts from Abu Dhabi National Oil Company (ADNOC), Saudi Arabian Oil Company (Saudi Aramco), Sadara Chemical Company, Rabigh Refining & Petrochemical Company (Petro Rabigh), Saudi Aramco Total Refining & Petrochemical Company (SATORP), Kuwait Oil Company, Petroleum Development Oman (PDO), Dubai Electricity & Water Authority (DEWA), Saudi Electricity Company, OQ and more, with this year’s focus being on “Optimizing Plant Performance and Adapting Cybersecurity Strategies.”

MEICA 2022 82 | EME Outlook issue 48

EO: What makes MEICA 2022 a must-see event for all members of the RM:industry? MEICA 2022 is a must-see as it is the only event in the Middle East that gathers globally renowned leaders and field experts in the areas of instrumentation control, industrial cybersecurity and process automation from regional oil and gas and energy companies, i.e. the United Romin Matthew, Director, Aldrich International  A taster of what’s to come at the third edition of the Middle East Instrumentation, Cybersecurity & Automation (MEICA) conference and showcase in Dubai

As organisers, we at Aldrich International always ensure that key decision makers are present as part of the conference and exhibition so that our participating exhibitors do not just meet, but rather exceed their expected ROI. We take pride in the fact that our participants show ongoing patronage. It is very important that each of our conferences and events create value for all our stakeholders, all while addressing the need of the hour. Through our platforms, exhibitors are also able to gain visibility on a global https://meicamiddleeast.comEMEOutlook

scale over the course of the three-day event. At the end of the day, our aim is to not just allow exhibitors to meet with leading industry experts, but also to understand the issues that their clients are facing and provide tailormade solutions to address them while being aligned with the competitive market.

Arab Emirates, Kingdom of Saudi Arabia, Sultanate of Oman, State of Kuwait, and Kingdom of Bahrain, to name a few. There is no other event in the Middle East which is gathering all the major key players and related technology companies.

RM: Every year, we make it a point to incorporate different elements and areas of focus into our conferences based on our market intelligence, trends included, and feedback from all our participants. At this third edition of MEICA, we have unique case studies being presented from End-User companies wherein they will share their expertise while addressing real-life issues faced in their respective plants/fields. This year we also have EY presenting a report on the industry, providing a snapshot of how the industry is progressing.

EO: What makes Dubai a strategic location to host the event?

EO: Finally, what impact do you hope the event will have on the industry?

One thing that you will already realise is that Dubai benchmarks its standards across all industries alongside the best in the world and that’s what makes it unique. This premier hub in the Middle East is a focal point that connects the world, which makes it the perfect choice to organise technology and engineeringbased conferences and events.

RM: MEICA 2022 will bring together the latest technologies, research, and case studies together as one platform, thereby aiding in establishing and upgrading industry-wide benchmarks that exceed global industry standards. This knowledge-sharing platform is designed to promote growth for members of the oil and gas industry, and to showcase the latest technologies. Members within the energy industry will also share their expertise and shine the spotlight on latest case studies that will aid in elevating the community at this very unique MEICA platform.

EO: What are the major topics and trends that this year’s event will RM:address?

Some of this year’s noteworthy topics that the conference intends to focus on will address instrumentation in the energy industry, women in cybersecurity, process automation, industrial cybersecurity, process analysers, digitalisation, case studies, new technologies and many more – all based on global industry trends and the gaps that we have identified.

RM: A global hub, Dubai sits on a strategic geographic crossroad, connecting the East and West, as well as the North and South. It is one of the fastest growing cities in the world in terms of innovation and technology adaption.Atopchoice for all conference stake-holders, be it hosts, participants or attendees, Dubai boasts first-class infrastructure, state-of-the-art venues and facilities, and great hospitality.

EO: How will exhibitors benefit from the RM:event?

issue 48 | 83 EVENT FOCUS MEICA 2022

EO: How is this year’s event different from previous years?

84Strategy|EMEOutlookissue 48 EVENTS

The conference will also include key service providers and engineers involved in equipment design, stand

Optimising Plant Performance and Adapting Cybersecurity

THE THIRD edition of Middle East Instrumentation, Cybersecurity & Au tomation Conference and Showcase (MEICA 2022), taking place in Dubai, United Arab Emirates from the 19th to the 21st of September, will gather technical experts from all over the world, exploring the latest technolo gies and solutions that will promote growth and address issues for various industries within the global energy sector. This year’s theme is ‘Optimiz ing Plant Performance & Adapting Cybersecurity Strategy’.

bersecurity being part of the main theme. The event will feature technol ogies from GCC and all over the world that will help oil and gas producers, power generators, the aviation industry etc. to enhance and improve process efficiency, safety and incul cate better cybersecurity practices.

ards, maintenance and reliability, cybersecurity and asset integrity practices that evolve around the instrumentation, cybersecurity and automation equipment prodigy of heavy industries in the GCC by pro viding an all-new perspective on the technology and engineering expertise necessary to power a sustainable outcome for the industry. MEICA 2022 will be a high-net-worth technical conference with the latest innovations available in the market to showcase the importance of the current needs of today and to adapt the best prac tices to benchmark the cost-effective methods that will enlighten the end users and operators. The conference will provide a platform for regional and international industry leaders to connect with each other, focusing on all aspects of production, manufac turing and processing entities in the wider Registerworld.your attendance: https://meicamiddleeast.com

Leading technical experts, participat ing in the conference as speakers and panellists, will examine instrumenta tion control, its design, calibration, etc. They will take a look at industrial cybersecurity, IoT in refineries, next gen. firewalls and network monitoring, etc., talk about process automation, drone technology, AI, AR/VR, remote monitoring, and so much more.

MEICA was the first instrumenta tion control and automation confer ence in the Middle East launched in 2019. Keeping in mind market needs, this unique platform has evolved and become more inclusive to changing trends with industrial cy MEICA – MIDDLE EAST INSTRUMENTATION CYBERSECURITY & AUTOMATION 19-21 September 2022 | Dubai, UAE | https://meicamiddleeast.com | register@aldrichme.com

e e a s t i n s t r u m e n t a t i o en e a s t i n s t r u m e n t a t i o n r s e c u r i t y & a u t o m a t i o rn s e u r i t y & a u t o m a t i o n c o n f e r e n c e a n d s h o w c a s ce o n f e r e n c e a n d s h o w c a s e 1 9 - 2 11 9 - 2 1 u . a . ue . a . e d u b a di u b a i Register Now register@aldrichme com +971 (0)4 208 0800 instrumentationmiddleeast com l a n t p e r f o r m a n c e & e r s e c u r i t y s t r a t e g y s e p st e p t 2 0 2 22 0 2 2 Event Organized By Aldrich International www aldrichme com Participating Pcompanies articipating companies Nozomi Networks, an OT & IoT Security leader, accelerates Digital Transformation with solutions that deliver Network & Asset Visibility, Threat Detection, and Critical Infrastructure Protection, while maximizing operational resilience Honeywell International Inc., an American conglomerate that provides Industrial Strength Cybersecurity, employs both Passive and Active measures, tailored to the needs of Manufacturing and Commercial Enterprises Dragos, Inc. codifies Cybersecurity Knowledge into an integrated Software Platform that provides Critical Visibility into ICS and OT Networks optimized for applications like Industrial Internet of Things (IIoT) for Energy & Manufacturing Industries Platinum PSponsor latinum Sponsor Associate ASponsor ssociate Sponsor Luncheon LSponsor uncheon Sponsor

Are you a CEO or Director with a company story to tell? Contact EME Outlook now! your greatest motivator work?

What is

Peter Huntley General MedicoindustrienManager, “It is how we are constantly seeing technology changing the way we do things today that never would have been possible 10 years ago.” is exciting. As a consumer, we take all these products for granted, but edible oils and fats are essential to diets across the world. It’s exciting to be a part of that!”

“What drives me every single day is #TeamOlenex, helping colleagues to get the best out of themselves and the company. In that process, it’s okay if something happens that could be better, as long as we learn from it and come back stronger. It is a thrill to be guiding a team with so much energy and the will to succeed. I also love to go to work and produce products that we all buy in the supermarket or anywhere else. We see them popping up everywhere we go, and to know that we are part of an invisible engine driving so many different industries a HealthTech product or service. It’s hard not to be excited about working in an industry that has that impact.”

round off

Marco Herpers General Manager, Olenex

same question THE FINAL WORD

issue,

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To each we ask our contributing business leaders for their views on the

Jonathan Evans Associate Communications,Director,ABHI “It’s an industry that saves and enhances people’s lives every day. It’s cutting edge and led by science and innovation, but it’s also fundamental to well-functioning healthcare systems. From wound dressings to hip implants, MRI machines to surgical robots, every one of us in our lives will engage with

at

Examining the growing burden of modern port www.emeoutlookmag.com/work-with-usoperations...Seepage2600Now, why not tell yours? Our bi-monthly magazine EME Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting European and Middle Eastern businesses across all industries. Reaching an audience of over 395,000 readers, your company can take advantage of exposure in EME Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business. To share in this unrivalled opportunity, contact one of our project managers today! British Ports Association has told its story. BRITISH ASSOCIATIONPORTS Ports across the UK are riding uncertain waters in the maritime logistics sector. We take a deep dive into an industry at the nexus of trade and development Aspecialistinedibleoils,Olenexisbroadeningitsone-stopshopconceptandreachingouttonewmarkets.GeneralManager,MarcoHerpers,revealsall MEDICOINDUSTRIEN HOLLIS ProvidingservicesfortheEuropeanrealestatemarket ABHI Committed to www.emeoutlookmag.comunlockingtechnologytoadvancemodernhealthcare Issue 48