EME Outlook - issue 59

Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, and Supply Chain Outlook are digital publications aimed at boardroom and hands-on decisionmakers, reaching an audience of more than 800,000 people around the world. With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe. Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business. Visit www.outlookpublishing.com/work-with-us for details on how your company can feature for free in one of our upcoming editions.

EDITORIAL

Head of Editorial: Jack Salter jack.salter@outlookpublishing.com

Senior Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com

Editor: Ed Budds ed.budds@outlookpublishing.com

Editor: Lily Sawyer lily.sawyer@outlookpublishing.com

Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com

Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com

PRODUCTION

Art Director: Stephen Giles steve.giles@outlookpublishing.com

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

Designer: Louisa Martin louisa.martin@outlookpublishing.com

Production Manager: Alex James alex.james@outlookpublishing.com

Digital Marketing Director: Fox Tucker fox.tucker@outlookpublishing.com

Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com

Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com

BUSINESS

Chief Executive Officer: Ben Weaver ben.weaver@outlookpublishing.com

Managing Director: James Mitchell james.mitchell@outlookpublishing.com

Chief Commercial Officer: Nick Norris nick.norris@outlookpublishing.com

HEADS OF PROJECTS

Josh Rayfield josh.hyland@outlookpublishing.com

Deane Anderton deane.anderton@outlookpublishing.com

Eddie Clinton eddie.clinton@outlookpublishing.com

Ryan Gray ryan.gray@outlookpublishing.com

BUSINESS DEVELOPMENT DIRECTOR

Thomas Arnold thomas.arnold@outlookpublishing.com

TRAINING & DEVELOPMENT DIRECTOR

Joshua Mann joshua.mann@outlookpublishing.com

SALES & PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com

PROJECT MANAGERS Alfie Wilson alfie.wilson@outlookpublishing.com

Cameron Lawrence cameron.lawrence@outlookpublishing.com

Kierron Rose kierron.rose@outlookpublishing.com

Kyle Livingstone kyle.livingstone@outlookpublishing.com Liam Pye liam.pye@outlookpublishing.com

Nicholas Kernan nicholas.kernan@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com

Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com

Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

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WHERE THERE’S A WELL, THERE’S A WAY

Welcome to our 59th edition of EME Outlook magazine.

The economic and sociopolitical importance of decommissioning continues to grow in the UK.

Though around nine percent of UK Continental Shelf platforms have been decommissioned to date, there remains plenty of work to do to manage the country’s petroleum legacy.

Indeed, several more assets in one of the world’s most tightly regulated and safety-conscious mature basins are set to move into the decommissioning phase in the coming years.

However, this requires different methodologies to those needed for drilling and therefore necessitates a dedicated well decommissioning specialist – enter this issue’s cover star, Well-Safe Solutions Ltd.

Phil Milton, CEO, discusses the company’s groundbreaking approach to this fast-growing segment of the global energy sector.

“We’re still in the early stages of well decommissioning, and it’s exciting to address some of the challenges that are out there,” Milton states.

By comparison, the Euro-Mediterranean quarry industry historically served by EPC Groupe is a mature and well-established market in France, where the worldleading explosives company built its first ever plant in Saint-Martin-de-Crau over 130 years ago.

Luis Calvo, Area Manager for Europe and the Mediterranean, tells us how EPC Groupe works with stakeholders in the region to provide the best technical and operational solutions.

“We play a key role in the mining chain, and we enact this responsibility with passion in order to continue contributing positively to our industry,” Calvo affirms.

The key business areas that Avoira offers leading expertise in, meanwhile, include radio, IT, communications, devices, audio-visual, and more.

Serving a plethora of customers across many public and private industry verticals, we learn about the numerous projects in the communications powerhouse’s burgeoning portfolio.

“We have so many exciting customer projects, from working with hospitals and schools to transform their telephone solutions, through to equipping hundreds of meeting rooms with video conferencing equipment,” enthuses Head of Marketing, Scott Mordue.

This issue also spotlights NAZ Industries LLC as a beacon of success in trailer manufacturing, PEVCA Malta as a hub for collaboration, innovation, and growth in the financial services sector, Perla Harghitei and Apemin Tușnad as Romania’s most modern and dynamic natural mineral water companies, and more.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing

SHOWCASING LEADING COMPANIES

Tell

your story and we’ll tell the world

Dedicated to Decommissioning

48 EPC Groupe

Pushing the Boundaries of Excellence

Mining success and innovation in the Euro-Mediterranean

MANUFACTURING

68 NAZ Industries LLC

Delivering Energy, Driving Progress

A beacon of success in trailer manufacturing

76 Agrostroj Pelhřimov

A Leader in Industrial Production

Comprehensive production solutions for global players

82 Resonac Graphite

Business Unit

The Power of Chemistry

Supplying best-in-class graphite electrodes

Powering Prosperity Promoting the Maltese economic environment

VIVA LA ATOS

STRUGGLING IT COMPANY, Atos, has received an offer from the French government to acquire its advanced computing, mission-critical systems, and cybersecurity product divisions.

The deal is based on an indicative enterprise valuation of between €700 million and €1 billion. In addition, Atos’ sovereign activities must remain under the control of France. The company is facing mounting debt, which is causing financial difficulties.

Shares in Atos jumped by as much as 19 percent when the news broke of the French government’s offer. However, over the past seven years, supply chain issues, accounting errors, and broader industry challenges have set the company back.

DIAMONDS ARE NOT FOREVER

UK-BASED MULTINATIONAL

MINING giant, Anglo American, has announced plans to sell or demerge major parts of the company, including its De Beers diamond operation, Anglo American Platinum, and its steelmaking coal business.

TRANSPORT

FLY TO DUBAI SUPERSIZED

DUBAI’S LEADERSHIP HAS approved a USD$35 billion plan to build a new passenger terminal at Al Maktoum International Airport, which will be the largest in the world.

When completed, the airport, also known as Dubai World Central (DWC), will cover 27 square miles and is projected to have the capacity to service 260 million passengers and handle 12 million tonnes of cargo annually. The increased activity means a new city will be built around the airport, creating housing for one million people.

Dubai’s Ruler, Sheikh Mohammed bin Rashid Al Maktoum, says new technologies will be employed for the first time in the aviation sector.

The news follows the rejection of a £34 billion bid from Australiabased BHP, which has pressured the 107-year-old company to deliver value to investors.

BHP wants to buy Anglo American for its copper operations, however, the company declined an increased takeover offer. The deal would have brought two of the biggest mining firms in the world together.

THE PUBS OTHER BEERS CANNOT REACH

BREWING BEHEMOTH, HEINEKEN, has recently reopened 62 closed pubs and invested £39 million in refurbishing hundreds of sites across the UK.

Moreover, a cash injection into its Star Pubs & Bars chain will create more than 1,000 new jobs. The industry has been hit hard

PLANS TO WALK THE PLANK

A POWER COMPANY in the UK has drawn up plans for the world’s first wood-powered cargo ship as Drax claims it can help reduce greenhouse gas emissions (GHG) from sea freight.

The UK government supports using wood as a fuel and has allowed the company’s subsidiaries to produce green energy.

However, using natural materials as an energy source can cause air pollution issues, and critics point out that trees grow slower than the time

by closures due to the COVID-19 pandemic, whilst cost-of-living pressures have taken a toll on consumer spending. Many of the pubs that Heineken is reopening have been shut for more than four years.

The move was bolstered by the UK government’s Spring Budget, which announced that a freeze on alcohol duty would continue until February 2025 and that a 75 percent discount to business rates for retail, hospitality, and leisure companies had been extended.

it takes to use them for fuel, raising questions as to how sustainable they are.

Furthermore, Drax has signed a deal with three Japanese shipping companies to develop a bioship fuelled by wood chips instead of marine diesel.

FOOD & BEVERAGE

LIQUID GOLD

A SHORTAGE OF olive oil has driven prices to record highs and pushed the industry into crisis mode, causing a surge in crime.

The superfood staple of the Mediterranean diet has been severely affected by extreme weather, which has impacted production in Southern Europe, particularly in Spain, Greece, and Italy.

Spain, the world’s largest exporter of olive oil, has halved its production due to drought and heat, increasing prices by 112 percent in the last couple of years. Supermarkets in the country have reported it as the most stolen item, with criminal gangs as the main culprits for resale on the black market.

TECHNOLOGY

BOT WARS – A FALCON FOR THE MILLENNIUM

ABU DHABI’S TECHNOLOGY

Innovation Institute (TII) has released a new open-source generative artificial intelligence (AI) model to rival efforts from large technology companies.

TII has released two groundbreaking versions of Falcon 2, the institute’s best-performing model yet. Falcon 2 11B is a more efficient and accessible large language model (LLM), whilst Falcon 2 11B VLM is distinguished by its vision-tolanguage model capabilities.

The Falcon 2 series has arrived just as companies are racing to develop their LLMs following the release of ChatGPT in 2022 by OpenAI.

In the near future, there are plans to broaden Falcon 2 by introducing a range of sizes. Advanced machine learning (ML) capabilities will further enhance these models.

A NEW APPROACH: HELPING LEADERS NAVIGATE TODAY’S BUSINESS CHALLENGES

Dominic Ashley-Timms, CEO of performance consultancy

Notion, assesses the growing disconnect between today’s business leaders and their employees and explores the feasibility of implementing a new management model to cultivate a healthier workplace

Writer:

Dominic Ashley-Timms, CEO, Notion

It is difficult to ignore the growing disconnect between businesses and their employees that most industries are witnessing today. Despite organisational attempts to introduce more agile ways of working, leaders are still failing to respond to the fact that the world has progressed. People’s values have changed; they’re more selective now and they want more for themselves, their work-life balance, and their sense of purpose and development at work. If these elements are found wanting, people vote with their feet, placing a strain on recruitment, engagement, and the retention of remaining staff.

Organisations across the board are similarly affected. For instance, the construction industry faces exceptionally high staff shortages, needing nearly a million new recruits over the next decade. A similar story can be seen in the mining industry, with 86 percent of mining executives finding it harder to recruit and retain the talent they need. The challenges faced by the retail, health and social care, travel, tourism, and hospitality sectors are further compounded by being counted among the top 10 industries with the least job satisfaction.

The quality of management plays a

crucial role in helping to address these business challenges. Shockingly, 28 percent of workers have left a job just to escape from a negative relationship with their manager; research reveals this has a disproportionately larger impact on mental health than other close relationships. The message is clear – time is up and we must transform management capability with a new approach now to have a measurable impact on employee satisfaction, engagement, recruitment, and retention.

WHY MANAGEMENT NEEDS A REVOLUTION

For too long, managers have been regarded as super workers, relied upon to keep the show on the road by resolving day-to-day issues and managing performance. This prevailing command-and-control style has remained essentially

unchanged for the past century; leadership determines the strategy and issues directives, which are cascaded to managers who direct the workforce to carry them out. This approach is now outmoded in the modern work environment.

Why? Consider for a minute the impact that this can have if the mindset is: I’m the manager, I’m in control, and the buck stops with me. I’ve got to direct my team; there’s work to be done. I should be there for my team, and when they come to me with problems, I’ll need to have the answers. It’s my job to solve their problems and fix the issues. I need to firefight to keep everything on track. What actually happens is, as a result of this mindset, managers take on too much work, which leads to increased stress. Their team perceives ‘problem solving’ as a managerial task, and therefore don’t try to resolve issues themselves; they wait to be told what

to do and lean on management for direction.

In this situation, the manager is not only taking on more, but they’re also inadvertently robbing employees of valuable learning opportunities to devise solutions to challenges themselves, which is crucial for their own learning and career advancement. The consequence is that staff become discouraged by a lack of development and their confidence, growth, and competence is impacted. Ultimately, this diminishes employee engagement and productivity levels.

ADOPTING AN ENQUIRY-LED APPROACH

True leadership is less about directing and more about enabling others and helping them flourish. What can leaders do if the traditional command-and-control approach to management isn’t working? The answer, it turns out, is for managers to adopt more of an enquiry-led approach, which means learning to ask more powerful questions.

By helping managers learn when and how to ask more insightful questions in situations that offer the potential for a better outcome, instead of directing staff, a culture of value and appreciation emerges, leading to higher levels of employee productivity, performance, and retention.

When a team member comes to their manager with a problem, for example, a well-intentioned question designed to stimulate the other person’s own thinking might well lead to a better idea or action. For example, “what could have been the impact of that?” or, “is there a way we could achieve a different result?”. This also means that the ownership of any ideas generated by this dialogue remain with the employee; they’re their ideas, not the manager’s.

By learning to tune in to the different situations they encounter

daily, managers can learn when and how to ask more powerful questions that provoke deeper reflection from team members. By utilising this Operational Coaching® style of management, leaders develop a coaching mindset that helps them to tap into the talents of their team members, whilst preventing themselves from stepping in to solve every problem. In this way, team members retain accountability for solving more of the day-to-day problems, increasing confidence and resourcefulness.

CONCLUDING THOUGHTS

Mastering the skill of asking more powerful questions requires training – it’s not something managers have been taught how to do, but it is a crucial skill for leaders in every industry to develop. A wellintentioned, purposeful question builds collaborative and trusting manager-employee relationships, with staff more satisfied in their roles and better equipped to tackle future challenges. This enhances a sense of ownership and fulfilment amongst team members, improves productivity, and cultivates a healthier workplace.

Who wouldn’t want to work in an environment like that?

ABOUT THE EXPERT

Dominic Ashley-Timms is the CEO of performance consultancy Notion, creators of the multi-award-winning and globally-certified STAR® Manager programme being adopted in over 40 countries. Ashley-Timms is also the co-author of management bestseller The Answer is a Question.

We showcase Hexagon’s partnership with ARCH Motorcycle to craft bespoke, highperformance cruisers, supporting the quality control demands of engineering and producing unique riding experiences

Writer: Jack Salter

ARCH Motorcycle (ARCH) owners seek more than just a machine.

Rather, these passionate individuals are in search of a completely immersive riding experience.

As such, each ARCH motorcycle is built from an obsession with innovative design, engineering excellence, and dedication to the rider.

Founded by Keanu Reeves and Gard Hollinger in 2011 to challenge the perception of what an American motorcycle could be, ARCH has partnered with Hexagon, a global leader in digital reality solutions headquartered in Stockholm, Sweden.

Hexagon is a major player in the industrial technology space, focusing on harnessing highprecision data to boost efficiency, productivity, quality, and safety across a wide range of industries including aerospace, automotive, construction, and mining.

The company’s cutting-edge technologies utilise data from design and engineering, production, and metrology to make manufacturing

BIKE TO

smarter, contributing to the production of 90 percent of aircraft, 75 percent of smartphones, and 95 percent of every automobile worldwide.

Whilst a lot of its business is centred around mass production, Hexagon’s measurement technologies are also trusted by precision manufacturers, including prominent names such as Hendrick Motorsports, Oracle Red Bull Racing, and the regulatory bodies of F1 and WorldSBK.

By taking advantage of the technologies behind industry giants,

smaller manufacturers can enhance their accuracy, quality, speed, and cost-effectiveness without compromising on creativity, allowing them to push the boundaries of what is possible in bespoke motorcycle manufacturing.

HARNESSING DIGITALISATION

The Hexagon partnership is all about harnessing the power of digitalisation to elevate quality and efficiency. Indeed, it is geared to help ARCH expand its commitment to producing bespoke motorcycles by fully digitising quality processes

throughout engineering and manufacturing with advanced measurement technologies.

Hexagon technologies to be implemented by the ARCH manufacturing team include an easy-to-use portable measurement arm and a state-of-the-art 3D laser scanner.

The latter provides a guided workflow that helps users visualise 3D models and, paired with tightly integrated measurement software, simplifies the scanning of large components and reverse engineering of parts.

Hexagon’s 3D laser scanning technology therefore helps companies such as ARCH to capitalise on time invested in previous projects by providing the ability to retain, reuse, and apply elements of successful designs for products in development.

As a result, there is no need to return to the drawing board for time-consuming development when existing design data can easily inform and enhance in-progress designs.

3D laser scanning also makes it possible to easily capture accurate measurement data to ensure

that high-quality parts are being accurately produced and can be seamlessly assembled.

Hexagon’s laser scanning solutions help ARCH to create tailored, ergonomic motorcycle designs that incorporate individual customer specifications. By digitising these customisations, they can be seamlessly integrated into the manufacturing process.

This blend of craftsmanship and digital efficiency strengthens ARCH’s ability to produce meticulously finished bikes while maintaining repeatability and precision.

DIGITAL BLUEPRINT

Highly custom manufacturing entails keeping track of a much larger number of details and differences that may appear minor but could significantly affect the success of a project.

However, the partnership with Hexagon allows ARCH to keep an accurate digital 3D record of each customer’s motorcycle, supporting future customer service and potential customisations.

Keeping a paper trail of job details and changes is a comparatively error-prone and time-consuming

endeavour that diminishes throughput and makes it difficult to communicate project details across departments and teams.

Fully digitised processes, on the other hand, provide a blueprint that everyone can easily follow, from engineers through to production and inspection personnel.

This ensures that staff have access to identical, up-to-date, accurate, and easy-to-access information, streamlining communication and

reducing errors.

Hexagon has therefore found a natural partner in ARCH and understands the unique passion and appeal of its bikes.

This collaboration is a starting point that extends beyond digitising parts; it’s about enhancing future product development workflows.

Now that ARCH has the ability to quickly digitise parts, it is also streamlining its 3D digital workflows for computer-aided design

(CAD), making 3D scanning an invaluable part of its future product development.

The partnership is a great example of the benefits of combining precision engineering with cutting-edge technology that has been tested and proven at production scale.

Together, Hexagon’s metrology expertise and ARCH’s artistry demonstrate a shared commitment to excellence in craftsmanship and innovation.

www.hexagon.com

THAT BRIDGE GAPS OPTICAL NETWORKS

Emerging with a simple yet determined dream to take India to the forefront of technological advancements, the inception of Sterlite Technologies Limited (STL) was marked by humble beginnings and bold ambition.

Initially established by Anil Agarwal in 1988 as a telecommunications (telecoms) cable company in Aurangabad, India, STL began its journey to international recognition by producing jelly-filled telephone cables.

The business quickly found success and grew its operations over the years, expanding its customer base into international markets. Eventually reaching

With the purpose of transforming billions of lives by connecting the world, Sterlite Technologies Limited is proud to be a leading optical and digital solutions company. Rahul Puri, ONB Sales Head for EMEA, APAC, and India, tells us more

Writer: Lauren Kania

10 global production facilities, offices in 16 different countries, and over 2,628 employees worldwide, STL has proudly made a name for itself as a vital marketplace for cutting-edge optical networking solutions.

“We have a long and accomplished history, and today, we have become a leading global optical and digital solutions company providing advanced offerings to build 5G, rural,

Fibre to the X (FTTX), enterprise, and data centre networks,” introduces Rahul Puri, ONB Sales Head for EMEA, APAC, and India.

“Telecoms operators, cloud companies, citizen networks, and large enterprises alike all rely on STL for advanced capabilities in optical connectivity, global services, and digital and technological solutions to build ubiquitous and future-ready digital networks.”

Puri has over 20 years of experience in the technology and telecoms industry, having worked for companies such as Apple, Samsung, LG, and Airtel.

In his current role, he aims to further increase the company’s global footprint of optical solutions.

36 YEARS OF UNIQUE CAPABILITIES

STL prides itself on providing solutions that are co-developed with its customers to cater to the most pressing needs of today and tomorrow.

As proven by its vast and diverse history, innovation runs through the company’s veins.

This can be directly observed through a variety of STL’s accomplishments, including its ability to continue to find success throughout the COVID-19 pandemic.

“During the lockdowns in 2021, we inaugurated a new optical fibre cable unit in Aurangabad in order to serve overseas clients better,” shares Puri.

“Additionally, in 2022, we launched our first optical interconnect design and assembly unit in India to address global markets.”

Alongside the company’s admirable ability to continue expanding during such an internationally debilitating event, it has also been able to open further locations across Italy, the UK, and the US over the course of the past six years.

“In 2018 and 2020, we acquired both Metallurgica Bresciana, an Italian

optical fibre cable business, and Optotec, an optical connectivity solutions company in Italy. This addition to our optical networking portfolio has allowed us to offer end-to-end optical solutions for national long-distance (NLD), metro, FTTX, and enterprise applications,” details Puri.

The following year, STL acquired Clearcomm, a network integration services company based in Manchester, in an attempt to begin its network planning and deployment services in the UK as well as strengthen its design offerings for hyperscale data centres.

The most recent development occurred in September 2023 when the company inaugurated its fibre optic cable plant and North American headquarters in Lugoff, South Carolina.

These various strategic initiatives, alongside many others, were made in order to accomplish STL’s overarching ambition of making India the fibre capital of the world.

MADE IN INDIA FOR THE WORLD

STL is steadfast in its belief that researching and building accessible network technologies is the way of the future.

Specifically, the company’s optical connectivity solutions are paving the way for digital connectivity in Europe.

“Optical connectivity products such as terminals, connectors, and enclosures are pivotal in taking fibre connectivity to the next level, providing scalable solutions to de-skill field installations and speed up the fibre deployment process,” expands Puri.

STL is able to purpose-engineer solutions that solve specific customer challenges and has found tremendous success with the top service providers across Europe.

Some of these solutions include opto-CRS terminals, compact optical ribbon closures, and opto-bolt

connectors with drop cables.

“Opto-CRS terminals were co-designed and deployed for one of the largest service providers in the region,” explains Puri.

“It is an IP68 enclosure used for underground and aerial networks. The IP68 rating ensures these boxes are shielded against all above-ground and underground elements and are highly compatible across different network architectures.”

This ultimately leads to a longer network life and reduced costs due to a double-layered sealing mechanism that excludes all human error factors.

In addition to these innovative and industry-leading solutions, STL is working in a multitude of ways to achieve its commitment to creating a world with next-generation technologies that transform everyday lives.

“We are working with leading national operators in Italy and top-tier companies in the US to support their rural connectivity plans,” explains Puri.

As part of this effort, the company has brought fibre connectivity to far-flung and underserved villages in Ireland, where it has established an 8,000-kilometre (km) network, and connected thousands of remote islands in Indonesia, where it has built a 5G-ready network.

STL IN NUMBERS:

10 global production facilities

650+ patents in glass science, precision manufacturing, and more TWO innovation centres

Revenues of USD$863 MILLION in 2023

2,628 employees

Customers served in 100+ countries

Offices in 16 countries

In India, STL is associated with BharatNet, the world’s largest digital inclusion programme, where it is connecting more than 7.5 million citizens in 250,000 villages. In the UK, the company is playing an important role in supporting “Project Gigabit” and working with UK-based service providers. Similarly, it is working with leading national operators in Italy and top-tier companies in the US to support their rural and national connectivity plans for Fibercop and ROF.

EME OUTLOOK: HOW IS YOUR GLASS TO GIGABIT CAPABILITY POWERING EUROPE’S GIGABIT AMBITION?

Rahul Puri, ONB Sales Head for EMEA, APAC, and India: “STL is amongst six players globally (excluding China) to manufacture its own glass preform.

“We are uniquely placed to provide end-to-end gigabit connectivity solutions. With in-house expertise in glass science, material science, precision manufacturing, a bigpicture understanding of network architectures, and deep knowledge of networking deployment and operations, STL brings complete control and predictability across the digital connectivity value chain.

“With extensive experience in the region and advanced manufacturing set-ups in Italy, we have served as a key partner to regional service providers, delivering purposeengineered solutions, meeting the demand for fibre, and reducing lead times across Europe. Our optic fibre cable and connectivity solutions have found tremendous success with top service providers across the region.”

These efforts, alongside many others, showcase STL’s position as one of the top optical players in the world and its determination to continue to pave the way for the future of optical living.

BUILDING A FUTURE-READY STL

STL is steadfast in its determination and commitment to build a better world beyond tomorrow.

The company believes it is essential for future generations to design and implement programmes that create meaningful and lasting change across its value chain and in communities.

It aims to create holistic programmes and undertake sustainability initiatives in a way that benefits society and the environment in a multi-dimensional manner while creating change that is both sustainable and replicable.

“We are committed to minimising our footprint by focusing on developing eco-friendly products and driving community transformation,” prides Puri.

“Our goal is to achieve net zero by 2030, and we are actively working towards 100 percent sustainable manufacturing. Morgan Stanley Capital International (MSCI) has already recognised our environmental, social, and governance (EGS) efforts as A-rated.”

All of the company’s manufacturing units in India and two in Italy are certified for zero waste to landfill and liquid discharge, ensuring responsible water management.

Additionally, STL conducts life cycle assessments (LCAs) for its optical fibre cables to identify the environmental impact throughout a product’s life cycle.

“We also emphasise local procurement, with approximately 61 percent of our cable manufacturing supplies sourced locally in 2022,” further expands Puri.

Innovation, technology, and collective action have always been at the core of STL’s ESG programmes. The company takes pride in levering these competencies to transform lives through sustainable digital networks across its value chain and partnerships that drive equitable growth.

Led by the firm belief that every interaction should be guided by strong moral and ethical standards, STL ensures responsible and sustainable operations, creating shared value for its stakeholders and local communities.

“Behind all the technology-driven capabilities and processes lies our purpose of transforming billions of lives by connecting the world,” concludes Puri.

Transforming lives through sustainable digital networks

The global resource for supply chain professionals and organisations

Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.

As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

SAMBA SHOWDOWN

Despite

defeat to Brazil denting preparations for EURO 2024, England remain one of the favourites to win the showpiece football tournament

Writer: Jack Salter

This summer, England will once again be looking to win the UEFA European Football Championship for the very first time.

The Three Lions fell just one short on home soil at the previous tournament when they were consigned to an agonising defeat in the final on penalties by Italy under the iconic Wembley arch, where England infamously won their only ever trophy in the 1966 FIFA World Cup more than half a century ago. Wembley also staged England’s recent high-profile friendly against Brazil on 23rd March 2024, which ended in a 1-0 victory for the Seleção and a first defeat in 11 for the hosts.

MATCH REVIEW

In-form England started the game brightly, however, pressing high and pinning the visitors in their own half for much of the first 10 minutes, with Phil Foden narrowly bending a free

kick past the far post.

Sporting an unfamiliar blue away kit rather than the famous canary yellow shirts synonymous with superstars such as Pelé and Ronaldo, Brazil survived the early onslaught and quickly warmed to the task.

Rodrygo fired the first warning shot, testing the palms of Jordan Pickford with a low effort to the goalkeeper’s left after a strong surge towards the England 18-yard box.

Lucas Paquetá, who plies his trade at club level in the capital with West Ham, then played Vinícius Júnior through on goal. However, the rapid Real Madrid forward was denied by Manchester City’s Kyle Walker, who scampered back to clear off the line.

After a nervy spell of Brazilian pressure, the home side settled down and should have taken the lead when Ollie Watkins blazed over the bar from six yards after he was teed up inside the box by debutant Anthony Gordon.

ENGLAND V BRAZIL –MATCH STATS

Possession: 53 percent – 47 percent

Shots: 14 – 14

Shots on target: 3 – 5

Corners won: 7 – 2

Fouls conceded: 11 – 19

A frantic first half full of chances, including an effort from Raphinha that flew narrowly wide just before the break, ended goalless, giving players and fans alike a much-needed breather.

England started the second half in a similar fashion to the first, on the front foot and forcing Bento into a diving save.

A lack of attacking thrust after the interval meant both defences were on top, with England manager Gareth Southgate bringing on the likes of Jarrod Bowen, Marcus Rashford, and Kobbie Mainoo to inject some fresh legs into midfield and try to break

down the bulletproof Brazilian back line.

However, it was the visitors who finally broke the deadlock through 17-year-old Endrick in the 80th minute, handing England a first home defeat in two years.

TOURNAMENT PREVIEW

The defeat to Brazil was not the ideal start to England’s preparations for EURO 2024, which is being hosted in Germany, the joint-record three-time winners along with Spain.

A 2-2 draw against Belgium soon followed, salvaged only by a stoppage time Jude Bellingham strike to spare

England from successive Wembley defeats.

England have two remaining friendlies ahead of the tournament, against Bosnia and Herzegovina and Iceland on 3rd and 7th June 2024, respectively, to ready themselves for the tournament.

Despite the result, the Brazil friendly was an ideal litmus test for England ahead of EURO 2024, with the South Americans sitting fifth in the FIFA World Rankings, just one place below their opponents.

England have been drawn in Group C along with Denmark, Serbia, and Slovenia, from which the

team will be fancied to qualify as winners.

Doing so should, in theory, ensure a more favourable draw in the Last 16 against one of the third-placed teams in Group D, E, or F, before likely crossing paths with big hitters such as France, Italy, Spain, and Germany en route to the final.

Should England reach their second successive UEFA European Championship final, football’s perennial underachievers will be hoping to exorcise the demons of EURO 2020 and claim the trophy for the first time.

EURO 2024 GROUPS

Group A: Germany, Scotland, Hungary, Switzerland

Group B: Spain, Croatia, Italy, Albania

Group C: Slovenia, Denmark, Serbia, England

Group D: Poland, Netherlands, Austria, France

Group E: Belgium, Slovakia, Romania, Ukraine

Group F: Turkey, Georgia, Portugal, Czechia

EME OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries in Europe and the Middle East regions.

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.

Reaching a combined audience of more than 395,000 people, EME Outlook covers a full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across our digital platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.

To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

DEDICATED DECOMMISSIONING

DEDICATED TO DECOMMISSIONING

Well-Safe Solutions Ltd is the industry’s first Tier 1 capable contractor and energy transition specialist focused on well decommissioning and carbon capture, utilisation, and storage. Phil Milton, CEO, discusses a groundbreaking approach to this fast-growing part of the global energy sector

Writer: Jack Salter | Project Manager: Joshua Mann

While decommissioning in the UK continues to grow in economic and sociopolitical importance, there’s still a lot of work to be done to manage the country’s petroleum legacy.

Approximately nine percent of platforms in the UK Continental Shelf (UKCS), one of the most tightly regulated and safety-conscious mature basins in the world, have been decommissioned to date.

In the coming years, several more UKCS assets are set to move into the decommissioning phase, which requires different methodologies to those needed for drilling.

The industry therefore requires a dedicated well decommissioning specialist – this is where Well Safe Solutions Ltd (Well-Safe Solutions) comes in.

“We’re the only contractor that purely focuses on well decommissioning,” acclaims Phil Milton, CEO.

As onshore and offshore oil and gas wells reach the end of their lifecycle, it is a legal requirement that they are decommissioned.

Well-Safe Solutions works with the energy industry to safely, efficiently, and permanently close wells, ensuring no harm to the environment.

Since being founded in 2017, the company’s experience to date has shown that decommissioning requirements are far from one size fits all.

However, Well-Safe Solutions’ ‘building block approach’ enables clients to piece together a bespoke decommissioning package that

WELL-SAFE SOLUTIONS VISION AND MISSION

VISION – To be the trusted well decommissioning service partner of choice.

MISSION – To deliver safe, efficient well P&A operations in collaboration with clients, resulting in cost reductions through open and transparent communication.

is scalable and tailor-made to suit distinct project needs.

“We can scale the number of services that we provide to our customers according to their requirements,” Milton tells us.

VERSATILE FLEET

Well-Safe Solutions offers complete, fully integrated well plug and abandonment (P&A) services, from front-end engineering and design through to project management and execution, using its own bespoke assets.

The company’s three decommissioning rigs – Well-Safe Guardian, Well-Safe Defender, and Well-Safe Protector – comprise its robust, high-performing fleet.

“We’ve got two semi-submersible drilling rigs and a jack-up drilling rig

that have all been repurposed for well decommissioning and carbon capture and storage (CCS) drilling,” outlines Milton.

The Well-Safe Guardian, a highly efficient and experienced Earl & Wright 700 series midwater semisubmersible unit, has a strong track record in multi-well, multi-operator campaigns and is complemented by the Well-Safe Defender, an enhanced pacesetter semi-submersible asset.

A saturation diving system has been manufactured and installed on

the Well-Safe Guardian, enabling safe access to legacy subsea wellheads and Christmas tree systems that were originally designed for diver intervention. This makes the Well-Safe Guardian the sole North Sea asset of its type to feature a saturation diving system.

“It gives us the ability to deploy divers directly from the rig while we’re working on old wells that were put in place using divers prior to the existence of remote-operated vehicles,” Milton explains.

“WE’RE STILL IN THE EARLY STAGES OF WELL DECOMMISSIONING, AND IT’S EXCITING TO ADDRESS SOME OF THE CHALLENGES THAT ARE OUT THERE”

– PHIL MILTON, CEO, WELL-SAFE SOLUTIONS LTD

The system is a cost-effective, flexible alternative to the industry standard, which typically involves a light well intervention vessel used to plug and lubricate the well before completing decommissioning operations with a standard semi-submersible mobile offshore drilling unit.

This single-asset solution offers an alternative to the conventional approach and does not require multiple vessel mobilisations and demobilisations, which lowers operating costs, minimises the risk of weather-related disruption, and boosts overall project efficiency.

“Instead of mobilising multiple assets, we can do it from a single asset using the Well-Safe Guardian. Not only does this offer significant cost savings for our customers, but it also reduces fuel consumption and emissions, so it’s a very unique offering,” prides Milton.

The Well-Safe Protector, meanwhile, is a heavy-duty jack-up rig with an extensive, enviable history in the North Sea.

It boasts a rig-owned platform interface system with power, water, and air tie-ins, as well as a large amount of deck space for tubing, casing, and conductor recovery.

“This is a really unique asset in terms of some of the modifications that were done both prior and subsequent to us buying it, which have made it an optimal solution for wells that need to be re-entered with a jack-up,” Milton notes.

ATTRACTING TALENT

Coupled with the company’s 430+ highly-trained personnel, the technical attributes of these three assets ensure increased operational safety and efficiency for decommissioning campaigns.

“We’ve got well engineering, project management, and subsurface capabilities. Our team determines how we decommission and safely cap these wells,” Milton informs us.

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Established in 2017, Well-Safe Solutions has been working closely with FMS’ Marine Services team since Day One. Well-Safe Solutions recognised that a partnership with FMS would provide a wealth of Marine Assurance and Consultancy services which would not only guide the company through the purchase of its first rig, but all subsequent asset purchases. By creating operational efficiencies, and applying smart strategic planning, the synergies developed allow FMS to support Well-Safe Solutions as it continues to innovate within the well P&A field, ensuring it maintains it’s market-leading position.

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EME OUTLOOK: WHAT ARE CURRENTLY THE PREVAILING CHALLENGES IN THE UK?

Phil Milton, CEO: “There’s no doubting the impact of the Energy Profits Levy (EPL) on retaining the supply chain and talent needed to deliver the energy transition.

“There are some headwinds in terms of the political and fiscal instabilities that we’ve had in the UK, which is hampering our ability to deliver on some targets, and it certainly means that the focus has to be more on overseas markets.”

Ultimately, well decommissioning and CCS are global requirements, and there are many decades of work ahead to be done by the likes of WellSafe Solutions.

Indeed, the international cost of decommissioning is expected to reach USD$200 billion over the next 20 years, approximately half of which is forecast to be spent on well abandonment alone.

In recognition of this critical need, the company continues to attract the necessary new talent both in the business and the industry as a whole.

The newly launched Well-Safe Excelerator programme, for example, aims to build lasting careers and deliver the decommissioning expertise required to support the global energy transition, combining bespoke training with practical experience.

“Well-Safe Excelerator looks to bring in apprentices, graduates, and ex-armed forces personnel to try and attract new talent into the industry and demonstrate that there’s actually a career in well decommissioning for people who want to help deliver the energy transition,” highlights Milton.

By decommissioning legacy oil and gas wells and repurposing reservoirs for CCS, Well-Safe Solutions is trying to address the net zero energy transition.

“The company was launched specifically for that purpose; for us, it’s about effectively helping to deliver it,” states Milton.

“Clearly, the net zero transition has to consist of the removal of the old wells and infrastructure that were part of the oil and gas phase.”

The capabilities and skillsets that Well-Safe Solutions has mean it is perfectly placed to work with customers to determine the most efficient way to remove old well infrastructure and either drill or, when possible, repurpose wells for CCS.

“It’s a key element, and I think the more that you bring those

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Providing protective coatings

Jotun Paints has been in a partnership with Well-Safe Solutions since the company’s inception.

From the re-fit of the Well-Safe Guardian through to three rigs now in operation, Jotun has supplied protective coatings for the entire fleet and provided technical support throughout this period.

Well-Safe Solutions has utilised Jotun’s innovative Jotamastic Smart Pack system which reduces waste, VOC’s and complexity with 1:1 mix ratios or single component product, suitable for the harsh offshore environment.

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elements together, the more you can optimise cost efficiencies and the environmental impact of carrying out those different scopes,” Milton says.

GROWTH JOURNEY

Well-Safe Solutions is focused on its environmental, social, and governance (ESG) credentials, and recently achieved ISO 50001 accreditation as part of the ESG pathway it started around 18 months ago.

As well as looking after the environment, the company prioritises the safety of its employees.

“Looking after our staff is fundamental to the success of the business. The same applies to

“CLEARLY, THE NET ZERO TRANSITION HAS TO CONSIST OF THE REMOVAL OF THE OLD WELLS AND INFRASTRUCTURE THAT WERE PART OF THE OIL AND GAS PHASE”

– PHIL MILTON, CEO, WELL-SAFE SOLUTIONS LTD

partners, suppliers, and customers; we’ve never lost sight of the fact that everyone plays an important role in Well-Safe Solutions’ success,” emphasises Milton.

Equally, another of the company’s focus areas is international expansion.

The idea for Well-Safe Solutions was always to build its foundations in the UK, which is a highly regulated environment, demonstrate that the model could be deployed safely and efficiently, and then look to export it internationally.

Operating from its Scottish headquarters in Aberdeen, the company recently opened an office in Perth, Western Australia as it targets adding further assets to the business.

“Moving into the Australian market last year was the beginning of our international growth journey, and now we’re very focused on continuing and accelerating into the global market,” Milton specifies.

“Australia and Southeast Asia are key areas, so there are several opportunities and future investments that we’re looking to pursue.”

As well as delivering the ongoing growth that has already been seen in these two regions, Well-Safe Solutions

is likewise considering the possibility of an additional European office.

It is also seeking to grow and exploit opportunities in the European land market through onshore wells that need to be decommissioned and geothermal wells that may need to be drilled in the future.

“There are some ongoing discussions that I expect to progress through the course of this year and early into 2025,” outlines Milton. These growth and investment opportunities reiterate that the WellSafe Solutions model can be deployed and provide results for customers across the world, having an impact on their projects.

SUCCESSFULLY NAVIGATING

EFFICIENCY, ECONOMICS, AND ENVIRONMENT

More than just a technology company, Lummus Technology proudly offers customers fully integrated, end-to-end solutions solidified by global expertise and an extensive history. We speak to Leon de Bruyn, President and CEO, to learn more

Writer: Lauren Kania | Project Manager: Lauren Robinson

Due to the foresight, planning, and entrepreneurial spirit of Walter E. Lummus over 115 years ago, Lummus Technology (Lummus) first came to fruition in Massachusetts with the mission of developing and producing specialised equipment for the process industries.

Since this initial desire to provide technology solutions and evolve the downstream energy industry, the company has established an extensive history of cutting-edge innovation and unparalleled leadership.

“We provide technology solutions that empower customers to produce products sustainably and profitably to enhance everyday life,” opens

Leon de Bruyn, President and CEO of Lummus.

More specifically, Lummus licenses process technologies in clean fuels, renewables, petrochemicals, polymers, and gas processing, and supplies lifecycle services and products such as catalysts, proprietary equipment, and digital solutions.

From those early years, and through many generations of employees and evolutions, there has been one constant – Lummus has always been one of the world’s most innovative technology licensing companies.

This enduring dedication towards progress and innovation is what

inspired de Bruyn to delve into the downstream energy industry after graduating as a chemical engineer from the Eindhoven University of Technology in the Netherlands.

“It has been an amazing journey, and I am incredibly grateful to have grown alongside the company,” says de Bruyn, whose interest in the industry stems from his upbringing.

“My parents, both educators, instilled a love for learning and solving complex problems early on. In this industry, that is exactly what we do – develop innovative technology solutions that make a real difference in the world, contributing to modern life in various ways.”

Lummus and NET Power sign strategic agreement for heat transfer equipment

“OUR TECHNOLOGIES MEET CRITICAL ENERGY, INDUSTRIAL, AND SOCIETAL DEMANDS, DRIVING ECONOMIC GROWTH AND IMPROVING QUALITY OF LIFE AROUND THE WORLD”

– LEON DE BRUYN, PRESIDENT AND CEO, LUMMUS TECHNOLOGY

EME OUTLOOK: HOW IMPORTANT ARE PARTNER RELATIONSHIPS TO THE SUCCESS OF THE BUSINESS?

Leon de Bruyn, President and CEO: “Partnerships are critical to our success, and many of our technology innovations are the result of bringing scientists and engineers from multiple backgrounds together.

“Combining our expertise with that of our partners builds a collaborative environment that fuels innovation, accelerates the development and time-tomarket of new solutions, and increases scale, which, in turn, drives meaningful change.

“We have formed partnerships with various organisations, from established global players like Zeolyst International, BASF, and Chevron to many smaller companies. We also recently added several new partners, such as NET Power, Toshiba, RWDS, and Resynergi, to name a few. For Lummus, these partnerships leverage their strengths and create synergies that benefit all involved.”

Lummus and established it as a standalone company. Previously part of a larger engineering, procurement, and construction company, Lummus is now freed from its prior constraints and better positioned to grow and align with its customers.

“We first stabilised the business and built the infrastructure and organisation capabilities we needed to forge our path forward,” notes de Bruyn.

partnership to license high-density polyethylene (HDPE) technology with Texplore, a subsidiary of one of Asia’s largest operators, SCG Chemicals, and acquiring the rights to license and market Air Liquide’s estergrade acrylic acid technology, using propylene as the main feedstock.

Having lived in various countries, worked with a variety of colleagues and customers on fascinating projects, and worn many different hats, de Bruyn can proudly attest that Lummus stands apart from the rest in developing and implementing process technologies that make everyday life possible.

THE INDUSTRY’S MOST COMPLETE PROVIDER

In 2020, Lummus embarked on a bold new chapter. The Chatterjee Group and Rhône Capital purchased

Following this, the company rapidly evolved its business strategies and culture, alongside aggressively expanding its portfolio to better position itself to provide customers with the best solutions and outcompete traditional players.

The results speak for themselves, as Lummus is in a strong position today and poised for continuous growth well into the future.

Since 2020, Lummus has added many new technologies to its portfolio, with nearly 20 additions in 2023 alone. With its expansion focused on traditional technologies as well as sustainability technology offerings, the company anticipates continuing its rapid growth into 2024 and beyond.

A portion of the company’s recent growth includes forming a

“These acquisitions and partnerships give Lummus a more complete offering in the specialty high-value polymer market. As a result, we are able to provide customers with tailored, comprehensive, and integrated solutions,” details de Bruyn.

Additionally, Lummus demonstrated its endless determination and strength throughout the COVID-19 pandemic when the downstream energy sector, like many other industries at the time, faced significant challenges such as a decline in product demand, disrupted supply chains, and volatile market conditions.

“We were able to adapt rapidly and show our resilience,” states de Bruyn.

For example, the company accelerated its efforts to decarbonise and invest in cleaner, more sustainable operations and also embraced digital transformation, an area where the industry previously lagged.

ILLUMINATING THE WAY

Lummus has established an unparalleled track record of developing and commercialising new technologies, alongside having the industry’s most diverse and comprehensive technology portfolio. Its technologies are recognised as best-in-class for their superior performance and the company proudly holds market-leading positions in many areas, such as ethylene, polypropylene, and hydrocracking for clean fuels.

Additionally, Lummus continues to ensure its customers’ success and longevity by going beyond

“LUMMUS HAS RAPIDLY DEVELOPED SOLUTIONS AND TECHNOLOGIES FOR THE CIRCULAR ECONOMY, THE ENERGY TRANSITION, AND DECARBONISATION”

– LEON DE BRUYN, PRESIDENT AND CEO, LUMMUS TECHNOLOGY

technology licensing and offering lifecycle services. This allows the company to integrate its offerings and ensures it remains by the customer throughout the project and during the investment and operating cycles.

“Our customers trust us to be their partner, guiding them through every phase of their investment’s lifecycle,” emphasises de Bruyn.

While maintaining an enduring presence in traditional technologies and solutions, Lummus also places a strong focus on its sustainability offering. This is done by providing innovative, cutting-edge technologies that reduce emissions and improve

Left: Lummus and RWDC announce agreement to accelerate and scale PHA production

Below: Lummus and NET Power sign strategic supplier agreement for heat transfer equipment

Bottom left: Lummus and Toshiba announce partnership for advanced carbon capture solutions

Bottom right: Lummus and Citroniq announce licensing and engineering agreements for green polypropylene plants

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efficiency by optimising resource usage and minimising waste, ultimately helping companies reach their sustainability targets.

Recently, Lummus has implemented a variety of new initiatives and programmes to continue its sustainable practices even further.

“We have launched ethanol-based sustainable aviation fuel (SAF) technology to meet the aviation industry’s growing demand for SAF,” enlightens de Bruyn.

Lummus also formed a partnership with RWDC Industries to accelerate and scale polyhydroxyalkanoates (PHA) production, which will increase

ZEOLYST INTERNATIONAL PARTNERSHIP

Established since 1988, Zeolyst International quickly emerged as a global leader in the disciplines of zeolite powders, catalysts, and adsorbents. Zeolyst International has a long-standing partnership for Lummus, successfully developing and deploying specialised zeolitic solutions for current and emerging technologies throughout the ongoing relationship.

Zeolyst International combines strengths in product development and manufacturing expertise in zeolites and catalysts from parent companies Ecovyst and Shell Catalysts and Technologies, into a single entity. As a result, Zeolyst International is fully capable in the entire development and commercialisation of zeolite applications.

Zeolyst International has worked diligently to become the partner of choice when it comes to customising zeolites for specific applications and providing flexibility to optimise businesses’ processes for maximum success.

global availability and adoption of natural alternatives to petroleumbased plastics.

In addition, Lummus is working diligently towards driving sustainable practices, including partnering with NET Power for near-zero emission

power plants, and Toshiba for advanced carbon capture solutions, developing VerdeneTM, a biopolypropylene derived from ethanol, and acquiring Zimpro® water and wastewater treatment technologies from Siemens Energy.

Our expertise lies in customizing zeolites for various applications, offering our customers unparalleled flexibility and the ability to optimize processes for maximum success. From catalysts in refining and petrochemical processes to sustainable applications like renewable fuels and plastic circularity, our versatile zeolite products cater to diverse industries.

An exceptional line of zeolite products curated to drive progress in the renewable fuels industry and revolutionize catalytic technologies, leaving a considerable mark on Renewable Fuels production.

A portfolio of zeolites for advanced plastic recycling applications, delivering substantial value by enabling precise control of the end products and lowering energy requirements of pyrolysis processes.

At the forefront of developing customized zeolite products across various industries. Our expertise extends to tailoring zeolite materials and catalysts to meet the specific requirements of customer processes.

Zeolyst International offers a large selection of zeolites and Catalysts tailored to Refining and Aromatics processing, Emission Control, Clean Water and Adsorption, and many more applications.

These examples highlight how Lummus is growing its traditional business while successfully expanding its sustainability offerings, or as de Bruyn often says, “balancing energy efficiency, economic viability, and environmental stewardship.”

CREATING THE FUTURE

Innovation has always been in Lummus’ DNA, and R&D is part of its innovation ecosystem.

As a technology company, R&D is very important to Lummus, enabling the company to create new, extended platforms and improve its technologies.

With four strategically located facilities across the US and Europe that offer advanced R&D, analytical labs, proprietary equipment and catalyst manufacturing, pilot plants, testing and modelling, and other services, the company is able to readily develop, commercialise, and improve its technologies.

“R&D helps us push boundaries and turn big ideas into real commercial solutions that address the evolving needs of our customers and industry,” details de Bruyn.

As Lummus continues to look towards the future, not only is further progress in R&D a key priority, but equally as prominent is the company’s growth in key markets and regions.

One such region is the Middle East, which holds tremendous opportunities for growth and collaboration. As a result, Lummus is strengthening its presence in the Middle East by deepening relationships with customers and building in-country platforms to support the investments of its clients.

This is directly reflected by the recent relocation of Lummus’ Chief Technology Officer, Ujjal Mukherjee, to Saudi Arabia, where he is expanding his team. His presence, along with the dedicated regional team, signifies Lummus’ commitment to fostering

greater knowledge transfer and technological collaboration in a highly active market.

“We are confident that this strategic focus on the Middle East, combined with our continued dedication to innovation and customer success, will position us for growth in the years to come,” concludes de Bruyn.

www.lummustechnology.com

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As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

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Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Mining Outlook continues to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

PUSHING THE BOUNDARIES OF EXCELLENCE

EPC Groupe, a world leader in explosives, has primarily served the global mining sector for over 130 years. Luis Calvo, Area Manager for Europe and the Mediterranean, shares his insights into the company’s burgeoning success in the region

Writer: Lily Sawyer | Project Manager: Eddie Clinton

With locations across Asia Pacific, the Americas, Africa, and Europe, supported by a 2,600-strong global employee base, EPC Groupe has established itself at the forefront of explosives manufacturing, storage, and distribution over the years, with a specialism in drilling and blasting.

In 2023, EPC Groupe’s collective turnover totalled €548 million, including joint ventures (JVs). Boasting 800 employees, five factories, and 35 storage magazines, EPC Groupe’s activity in the EuroMediterranean area is responsible for around a third of this total.

“Counting all our EuroMediterranean plants, EPC Groupe produces a wide range of bulk and cartridge explosives, boosters, and detonators. Regarding on-site production, mobile explosives mixing units (MEMUs) deliver bulk products directly into the boreholes of blasts,” opens Luis Calvo, Area Manager for Europe and the Mediterranean.

This area serves customers from its subsidiaries in Belgium, France, Italy, Morocco, and Spain, and boasts the first ever facility of the group, located in Saint-Martin-de-Crau, France.

Historically, EPC Groupe has served the Euro-Mediterranean quarry industry, a mature and well-established market in France. Whilst remaining focused on these key markets, the area is also keen to expand further into the global mining sector by participating more avidly in local mines through exports.

“We are looking at these markets with increasing interest, and we have identified opportunities in Spain and Morocco, for instance,” Calvo insights.

“We intend to do this by optimising our existing operations, whilst looking for growth opportunities from the exports and sales generated by our legacy site in France and our brandnew facility in Morocco,” he explains.

For example, a business continuity plant (BCP) that provides back-ups in the case of supply issues has proven vital in recent years, especially as the Euro-Mediterranean area has faced raw material shortages and COVID-19 pandemic restrictions.

“Our setup has allowed us to continue our operations and dedication to customers unaffected during these situations,” Calvo prides.

“Our customers consistently return to us for major opportunities globally due to our expertise.”

In this way, EPC Groupe works together with all its stakeholders in the area to provide the best technical and operational solutions.

“We play a key role in the mining chain, and we enact this responsibility with passion in order to continue contributing positively to our industry,” he affirms.

STANDING OUT FROM THE COMPETITION

As a technology-driven organisation, EPC Groupe has noted a clear, industry-wide evolution towards advancements in data management, particularly in bulk explosives supply and blast optimisation.

EPC Groupe’s commitment to technological innovation is reflected in its recent acquisition of Vibraquipo and Vibratesting, two Spanishbased companies that specialise in advanced vibration measurement

“WE PLAY A KEY ROLE IN THE MINING CHAIN, AND WE ENACT THIS RESPONSIBILITY WITH PASSION IN ORDER TO CONTINUE CONTRIBUTING POSITIVELY TO OUR INDUSTRY”

– LUIS CALVO, AREA MANAGER FOR EUROPE AND THE MEDITERRANEAN, EPC GROUPE

solutions for the mining and construction industries.

“These acquisitions are a great contribution to our digitalisation and data management strategy, and align seamlessly with EPC Groupe’s overall mission to push the boundaries of excellence,” he acclaims.

The region has also experienced an increasing demand for full rock-on-ground (ROG) services, in which the company manages all the parts of the blast, including design, implementation, drilling, delivery, and charging.

The design element of ROG is achieved in conjunction with the software application Vertex©, which optimises EPC Groupe’s drilling and blasting operations to ensure efficiency.

“Vertex© covers the entire blast lifecycle, from design and planning to data analysis. It includes three main digital tools – Expertir©, Expertab™, and Explore™.”

Expertir© is EPC Groupe’s in-house blast design software, a highly advanced drilling and blasting technology package used by 150 of its sites across France, acting as a ‘digital quarry’ that combines surveying and blast design creation.

Expertab™, meanwhile, is a digital platform that enables drilling reports and loading plans to be seamlessly generated and uploaded by operators live from the field.

When used in conjunction with Expertab™, the Explore™ database enables EPC Groupe to improve both its blast capabilities and the acceptability of its quarries.

It is hoped that synergies between Vibraquipo, Vibratesting, and the Vertex© technologies will drive innovation and create unparalleled value for EPC Groupe’s clients.

In addition, the company’s endless dedication to customers, combined with its provision of advanced solutions, help it to stand out from the crowd.

EPC GROUPE’S REGIONAL SUPPLY CHAIN

The company manages its procurement and distribution internally.

“Our relationship with suppliers is key, and we try to cultivate a real bond with them to maintain a robust business model,” Calvo explains.

To maintain value for customers, EPC Groupe strives to provide quality products and services in complicated circumstances without impacting its own operations.

“In this instance, our BCP has represented a breakthrough for us by assuring our reliability as a supplier,” he comments.

For its outwards logistics, EPC Groupe has very active export activities in the region, mainly within the maritime sector.

“Our exports are also managed in-house, which has created strong expertise for our teams and allowed us to respond to global demands,” Calvo concludes.

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- Formulation and implementation tuned when NOx or N leaching become an issue.

• Regulatory Compliance, Safety and handling: Safety is a top priority throughout our organization and at all stages of the production process and supply chain. This includes helping our customers improve safe storage, handling, transport, and use.

• Sharing best practice is at the heart of what we do to achieve and maintain safe working wherever your business is located. To ensure this we have a:

- Dedicated HESQ (health, environment, safety and quality) team for assistance and advice

- Global presence with local representatives and in-house technical experts

- Ammonium Nitrate based explosives are safe providing well handled, ammonium nitrate is a wellknown chemical, very stable and safe under normal handling conditions.

Trusted Partner in Sustainability: Yara, is a major local supplier of Ammonium Nitrate, that supports your sustainable journey with Ammonium Nitrate supply.

To learn more see: Why buy Green Ammonium Nitrate from Yara?

PROJECTS, PROGRESSION, AND ADVANCEMENTS

Having been established two years ago, EPC Groupe’s Morocco factory has been heralded as a game-changer for the region.

The new facility has contributed significantly to storage capacity, whilst increasing logistics capabilities to supply key markets.

“We have implemented state-ofthe-art production lines for watergel cartridges, ammonium nitrate fuel oil (ANFO), and detonators. We plan to implement additional capabilities and technologies on this site to adapt to our customers’ demands and the growing mining market,” Calvo expands.

Catering to international demand for the African market is one of the key focus areas for the Moroccan factory, which EPC Groupe anticipates becoming a major hub.

Since its inauguration, the business

“THE USE OF TECHNOLOGY IS AN AXIS IN WHICH WE CONTINUE TO ADVANCE”

– LUIS CALVO, AREA MANAGER FOR EUROPE AND THE MEDITERRANEAN, EPC GROUPE

has proudly been part of many major technological revolutions. Today, it is unquestionably a key player in the global extractive industry.

Despite being engaged with a whole host of recent projects, including technological advancements with Vertex©, the successful acquisition of Vibraquipo and Vibratesting, and the development of a new plant in Morocco, EPC Groupe is constantly expanding its areas of operation in the Euro-Mediterranean area by way of innovating for the future.

As such, it has recently been

awarded sought-after contracts with Tunnel Euralpin Lyon Turin (TELT), a cross-border freight and passenger railway line between Lyon, France, and Turin, Italy, which is scheduled for completion in 2030.

With construction work already underway, the new line will feature a 67 kilometre (km) section across the border of Italy and France, including a 57.5km tunnel between Saint-Jeande-Maurienne, France, and Susa, Italy, which represents an investment of around €8.6billion – jointly funded by the EU, French, and Italian governments.

CORPORATE SOCIAL RESPONSIBILITY WITHIN EPC GROUPE

2022/2023:

• EPC France and EPC Serafina staff participated in various sponsored races to raise funds for Cancer Research, women’s rights charities, and ONG Manos Unidas – a non-governmental organisation (NGO) dedicated to alleviating the effects of poverty, hunger, and forced displacement.

• In response to the earthquake in Morocco in 2023, EPC Maroc and EPC Marodyn delivered food, mattresses, blankets, and tents to the Moktar Souci site.

• EPC Serafina encouraged sustainable activities around its depot, including recycling, raising livestock for organic eggs, and wildlife preservation activities to support the area’s ecological balance.

• To more effectively accommodate the 7.5 percent of EPC Groupe employees who identify as disabled, EPC France made inclusive adaptations to the workplace to cultivate a professional environment where all staff can excel.

• EPC España and EPC France participated in a climate initiative that included workshops aimed at minimising carbon footprints.

• EPC France took part in a training day dedicated to safety, which included road safety lessons.

Annually:

• EPC France sponsors its employees’ local sports teams.

• EPC Belgique, EPC France, and EPC España implement the use of sheep to organically control vegetation.

• EPC France promotes the presence of beehives on its land, which are run by a local beekeeper.

“EPC France, a key player for EPC Groupe, has so far been awarded contracts for the supply and on-site production of explosives for two of the main sections of this tunnel, which is a huge development for us within the Euro-Mediterranean area,” Calvo excites.

Further to this, a contract for two tunnel boring machines (TBS) to continue to excavate the TELT tunnel a further 18km towards Italy has been awarded with European consortiums

such as VINCI Construction Grands Projets and Webuild.

“Being selected to manage all the currently awarded works for this major European infrastructure project shows the combined capability and commitment of all our teams,” he notes.

Going forward, the company’s priorities in the Euro-Mediterranean market are to maintain its current positive perspectives in terms of rentability, continue to focus on

technological tools and digitalisation to increase value for all customers, and accompany the growth of the mining sectors in Morocco and Spain.

SHAPING THE PRESENT, INNOVATING FOR THE FUTURE

Industrial innovation is an undeniable hallmark of the group’s strategy, which is reflected in its new R&D centre – a fundamental tool for EPC Groupe’s growing R&D activities.

“Representing an investment of

over €2million, this facility boasts three warehouses including a control and command laboratory, three mobile equipment assembly workshops, four pyrotechnic control and qualification stations, and a test production area,” Calvo informs us.

As such, the R&D centre is ideal for testing new processes and chemical products, allowing EPC Groupe to gain production and logistics capabilities that will have a major impact for both local and global exports.

Therefore, the company will be able to supply key mining markets that were not previously accessible, as well as products to international customers within the region.

“Our development of logistics lines will be key for this expansion,” he concludes.

This brand new facility broadens the horizons for EPC Groupe, enabling it to develop tomorrow’s products and services that will effectively meet the expectations of customers.

contact@epc-groupe.com www.epc-groupe.com

BLASTING TOWARDS GREATNESS

As a global leader in explosives manufacturing, storage, and distribution, EPC Groupe has prided itself on serving customers for over 130 years. We speak to Pascal Lacourie, CEO of EPC Asia Pacific, to learn more about the company’s history and plans for an explosive future in the region

Writer: Lauren Kania | Project Manager: Eddie Clinton

As one of the world’s figureheads in explosives manufacturing, storage, and distribution, EPC Groupe has a proud history of effective solutions, technological innovation, and highquality customer service forged by dedication, hard work, and neverending perseverance.

Exploding onto the scene over 130 years ago, EPC Groupe established its first factory in Saint-Martin-de-Crau in the south of France before quickly expanding its operations across the globe, with production that spans all the way from Canada to Saudi Arabia and every continent in between.

Today, the company focuses on manufacturing and supplying a range of commercial explosives and

tailor-made services, with a customer base that includes a variety of leading names in mining, cement, aggregates, civil engineering, and tunnelling industries.

Specifically, EPC Asia Pacific, headed by CEO Pascal Lacourie, has an established physical presence across the United Arab Emirates, Saudi Arabia, Singapore, Malaysia, New Caledonia, Japan, Hong Kong, and Australia.

Lacourie is passionate about the industry and the vast potential it holds, proving himself to be an accomplished leader known for inspiring teams, driving innovation, and delivering exceptional results.

“I have been lucky to find inspiring people who have made me passionate

Pascal Lacourie, CEO

about this industry, and it is certainly one of the few sectors where people choose to stay for the duration of their career,” he opens.

With the company’s extensive history and unabashed mindset towards progress, it has proudly become a defining voice within the industry, helping to evolve the sector one step at a time.

“It is truly an industry in full expansion and dedicated to a bright future, particularly with the growing demand for metals driven by the energy transition. The mines we operate in are at the forefront to meet this rising demand,” Lacourie divulges.

UNIQUE SOLUTIONS TO SPECIAL PROBLEMS

Having a company find continuous success for more than a century is no easy task. EPC Asia Pacific has not

EPC ASIA PACIFIC CURRENT PROJECTS:

THE LINE

Saudi Arabia’s mega project, The Line, is the future of urban living. Stretching 170 kilometres (km) across the mountains of Neom to the Red Sea, this cognitive city redefines the concept of urban development and what the future of city life will look like.

Modern Chemical and Services Company (MCS), a joint venture between EPC Groupe and Modern Chemicals Company, has been contracted to supply the prestigious construction project.

Specifically, this mega project will construct 31km of twin tube tunnels as part of the 170km belt of hyper-connected future communities, which is projected to accommodate nine million people and be built on a footprint of just 34 square kilometres (sqkm).

only found this unstoppable growth but has become a pioneer in the mining industry along the way.

In the Asia Pacific region alone, the company produced 70,000 tonnes of explosives and four million detonators in 2023, alongside services that include rock-onground, blasting engineering, and digital solutions.

The company requires precision, care, and the highest standards of quality and safety, whether it be carrying out controlled blasting for quarrying, mining,

and infrastructure operations and tunnelling activities.

Above all, EPC Asia Pacific’s spirit aligns with EPC Groupe’s values and has allowed the company to maintain its high levels of safety, expertise, control, and independence.

“Our key expertise is to be able to control the energy within a rock mass to obtain the expected result. We ensure quality assurance and control through the digitalisation of our operations, using our internal integrated software platform, Vertex©,” expands Lacourie.

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EPC ASIA PACIFIC CURRENT PROJECTS:

MA’ADEN PHOSPHATE MINE

Rapidly becoming a leading player in the global phosphate trade, the Ma’aden Phosphate Mine produces close to 11.6 million tonnes of ore per year.

EPC Groupe’s subsidiary, MCS, initially partnered with Ma’aden in 2021 and subsequently signed a contract to supply materials, including bulk explosive boosters and detonators.

Recently, the MCS team broke the record for daily blasting with 173.8 tonnes at the Al Jalamind site in Saudi Arabia, a testimony to the company’s expertise and commitment to excellence.

In addition to this company-wide mindset and established culture, EPC Asia Pacific has differentiated itself from the competition over the years due to its agility, customer orientation, and understanding of needs.

“Given the nature of the fields we operate in, we recognise the paramount importance of providing

solutions that not only deliver outstanding performance but also prioritise safety, sustainability, and ethical standards. Our commitment to meeting these criteria ensures that our customers achieve the optimal efficiency they demand,” prides Lacourie.

With close proximity to customers,

Ma’aden Phosphate Mine workers

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coupled with value-added services, EPC Asia Pacific sets itself apart from the competition.

“While others may provide generic solutions, we prioritise a service-oriented approach, offering reassurance to our customers through our commitment to delivering high performance, quality, and tangible results,” affirms Lacourie.

SERVICE WITH NO BOUNDARIES

With a proven track record as a trailblazer in both mining products and services, EPC Groupe consistently demonstrates its capacity to adapt and innovate in an ever-evolving global landscape.

The integration of drilling and blasting, advanced expertise in blast engineering and specialised works, continuous investment in R&D for products tailored to market needs, and proficient logistical solutions are all key assets empowering the

www.emeoutlookmag.com/work-with-us

“EPC GROUPE HAS DEVELOPED GLOBALLY OVER THE YEARS WHILE MAINTAINING REAL PROXIMITY TO ITS CUSTOMERS WITH TEAMS AND FACILITIES TO RESPOND TO THEIR PROBLEMS WITH TAILOR-MADE SOLUTIONS”

– PASCAL LACOURIE, CEO, EPC ASIA PACIFIC

company to deliver products and solutions that enhance overall performance for its clients.

This success has not been captured alone, however, as strong, loyal relationships with partners and suppliers have enabled EPC Asia Pacific to expand and reach

EPC GROUPE AT A GLANCE

• Founded in 1893 by EugeneJean Barbier

• More than 2,800 employees

• €550 MILLION in revenue

• €3 MILLION of R&D investment

• 44 subsidiaries in 24 countries

thousands of consumers.

“Effective supply chain management and logistics play a pivotal role in both our upstream and downstream operations. With robust business continuity plans in place, we assure our customers of alternative solutions without disrupting their production processes,” explains Lacourie.

Hand-in-hand with these crucial partner and supplier relationships is the company’s focus on constant advancement and innovation in order to ensure its customers always have the latest technology at their disposal.

“We invest a lot of time and financial resources towards developing cutting-edge technologies and equipment to meet the ever-evolving requirements of the extraction industry,” expands Lacourie.

This admirable consistency in

the quality and progressive nature of EPC Asia Pacific’s products and services demonstrates the company’s dedication towards evolution and adaptation.

With problem-solving in its DNA, all of EPC Asia Pacific’s technologies are developed in-house and provide a concrete solution in the form of products, equipment, or even expert software.

BOOMING TOWARDS THE FUTURE

Beginning as a dynamic production and commercialisation company at the end of the 19th century, EPC Groupe has evolved to become a worldwide business, providing clients with high-performance products and services specifically tailored to their needs, no matter how complex.

“EPC Groupe has successfully

“WE ARE VERY CUSTOMER-ORIENTED WITH A GLOBAL SERVICE THAT REASSURES OUR CUSTOMERS THROUGH A HIGH LEVEL OF PERFORMANCE, QUALITY, AND COMMITMENT TO RESULTS”

– PASCAL LACOURIE, CEO, EPC ASIA PACIFIC

expanded its global presence over the years while maintaining close proximity to customers, with teams and facilities able to swiftly address any challenges with customised solutions,” reflects Lacourie.

This success could not have been achieved without the diligent and consistent effort of the employees who comprise the company, and EPC Asia Pacific fully recognises its crucial importance to the future of the business in the region and industry at large.

“Our teams are made up of incredible talent full of expertise and specific skills. We encourage internal promotion whenever possible and are attentive in supporting our employees’ career aspirations,” details Lacourie.

The individuals who work daily to help advance EPC Groupe have been at its heart for more than a century and are dedicated to the values of safety and respect.

Of equal importance to the future are the company’s corporate social responsibility (CSR) initiatives.

Since its inception, EPC Groupe has placed respect at the heart of its actions and development strategies, continued to grow in harmony with local communities, and sought to protect nature.

This vision is also embodied by EPC Asia Pacific, whose actions in the field go beyond normal regulatory expectations.

“We are committed to a CSR

approach, which involves integrating local resources and providing training opportunities to people in the communities, enabling them to grow within our organisation,” concludes Lacourie.

As EPC Asia Pacific looks ahead to the future, it is prioritising continuing to do what the group has done best for over 130 years – providing the highest standards of professionalism and care to its valued customers as it expands further across the region and beyond.

Tel: +971 42226674

contact.asiapacific@epc-groupe.com en.epc-groupe.com/asia_pacifica/ EPC ASIA PACIFIC

A production-line of exclusive content, delivered straight to your inbox

As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through its various platforms.

Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Manufacturing Outlook will continue to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

DELIVERING DRIVING PROGRESS

Celebrating 29 years of excellence, innovation, and growth, NAZ Industries LLC stands as a beacon of success in the trailer manufacturing industry. We speak to CEO, Adel Mir, about his passion for the sector and the company’s proud journey to becoming a recognised, international name

Writer: Lauren Kania | Project Manager: Ben Weaver

ENERGY, PROGRESS

Trailer drivers are often the unsung heroes of the road, navigating vast distances with the utmost skill and dedication and ensuring goods reach their destination safely and on time.

Braving long hours and

unpredictable conditions, they are more than just drivers; they are the embodiment of resilience and adaptability, displaying the spirit of perseverance that keeps industries moving forward.

Nowhere is this more recognised

and celebrated than at NAZ Industries LLC (NAZ Industries), who has worked for nearly 30 years to make a name for itself in the trailers manufacturing sector as a highly professional industrial entity.

“Formerly known as Mammut

“COMPETITION IS THE CATALYST FOR INNOVATION. AT NAZ INDUSTRIES, WE PRIORITISE FAIR COMPETITION, EMPHASISING QUALITY, ON-TIME DELIVERY, AND FAIR PRICING”

– ADEL MIR, CEO, NAZ INDUSTRIES LLC

Industries LLC, we were established in the United Arab Emirates (UAE) in 1995 during Dubai’s major development before changing ownership in 2021 and adopting the NAZ Industries name to signify our new beginnings,” introduces CEO, Adel Mir.

Currently, the company produces over 45 body-mounted products and trailers, including tippers, flatbeds, lowbeds, tankers, reefers, and more, with its main location in Dubai Investment Park 2.

Since its inception, NAZ Industries has proudly been at the forefront of designing, engineering, and manufacturing over 100,000 highquality products shipped to more

than 28 countries worldwide.

It has become one of the largest manufacturers of trailers and transport equipment in the region, using internationally recognised engineering software and advanced production machinery.

Despite the vast growth and innovation the company has witnessed over the past three decades, it continues to highlight the core mission and goals embedded in its DNA.

“Our mission extends beyond being a mere trailer manufacturer; we aim to serve industries by providing innovative solutions. Our dedicated engineers work tirelessly to deliver optimal and cost-effective solutions

across various industries and applications,” prides Mir.

This mission and subsequent commitment from the team have manifested significant, tangible results for the company.

Specifically, from 2020 to 2023, NAZ Industries increased its annual production almost tenfold, demonstrating that anything can be achieved with ambition and strategic planning.

INNOVATE, COLLABORATE, SUCCEED

Mir has been enamoured with mechanical objects, specifically cars, since his early childhood, even working in his father’s workshop for

EME

OUTLOOK:

HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO YOUR SUCCESS?

ADEL MIR, CEO: We have cultivated robust and supportive relationships with our suppliers both in Europe and the local market.

“In the Middle East, operational planning necessitates foresight and resilience to navigate unforeseen crises that can negatively impact businesses.

“As part of our strategy, we conduct supply chain planning for a two-year period to ensure the seamless and timely supply of components and deliveries, mitigating any potential delays. This proactive approach allows us to maintain efficiency and reliability in our operations.”

“Despite my deep passion, I pursued higher education in finance,” he expands.

“However, I never lost my love for cars and mechanics, and my heart remained in the workshop environment, surrounded by parts, oils, and fuels.”

Over the course of the next 38 years, Mir worked in finance, cost accounting, and auditing in multinational companies until 2021, when he became General Manager of Operations at NAZ Industries in an effort to steer the business jointly with his colleague, Hussein Al Share, who was appointed as General Commercial Manager. In this way, Mir was finally returning to his childhood passion.

“In 2023, I was further promoted to CEO and, alongside the exceptional team at NAZ Industries, we have achieved remarkable results. This journey has brought me full circle, allowing me to merge my passions with professional success,” he excites.

Mir’s excitement continues to grow, as currently, the trailer manufacturing industry is experiencing a dynamic phase of innovation and growth,

space to work in.

With advancements in technology, e-car concepts, automation, and sustainability driving significant transformations and opening new opportunities for business, the possibilities are endless, and innovation is front and centre.

“Being part of this industry allows me, and the entire NAZ Industries team, to witness and contribute to these exciting developments firsthand, which is truly inspirational and fulfilling,” details Mir.

NAZ Industries is spearheading these never-ending developments, having become a recognised symbol of quality and reliability led by a CEO whose spirit is embedded in the trailer manufacturing industry.

ROLLING AMBASSADORS

As a result of NAZ Industries’ commitment to providing outstanding service, quality workmanship, and innovative intuition that pre-empts industrial needs and caters to market demands, the company has become a reputed and valuable brand by both local and international standards.

“THE WORD ‘IMPOSSIBLE’ DOESN’T EXIST IN OUR VOCABULARY; EVERY CHALLENGE WE ENCOUNTER IS AN OPPORTUNITY FOR US TO GROW”

– ADEL MIR, CEO, NAZ INDUSTRIES LLC

Part of this reputation is due to the company’s philosophy that views every future business endeavour as an outcome of continued after-sales support.

“Our products are renowned for their high quality and can last for over a decade with proper use and regular maintenance. While our industry standard warranty is for one year, our products typically exceed this timeframe,” insights Mir.

NAZ Industries’ track record boasts a call back and claim rate of less than one percent, instances of which are promptly addressed by its dedicated service team in the UAE or its authorised service centres in the region.

“Our rigorous quality control measures ensure that the number of defects is significantly lower than that of our competitors.”

This ability to provide a smooth

operation of manufactured products can be attributed to NAZ Industries’ unwavering commitment to innovation and customer satisfaction, a dedication maintained by its highly adept and experienced workforce.

Comprising diligent professionals at every level, the company boasts a team that brings unique skills, perspectives, and experiences to the table to allow for seamless collaboration and the ability to tackle

challenges head-on by leveraging these diverse talents.

Whether it’s brainstorming ideas, working together on projects, or supporting each other, NAZ Industries’ culture fosters an environment where each voice is valued and every contribution matters.

“Our dedicated team is paramount

to achieving our objectives. Without a strong and committed team, our business goals cannot be realised,” insights Mir.

Together, those at the company are not just colleagues, but a united force dedicated to pushing boundaries, exceeding expectations, and driving success for decades to come.

TRUCKING TOWARDS THE FUTURE

The demand for NAZ Industries’ exceptional products continues to grow each day, and with the company’s extensive experience in the industry, it is confident in its ability to meet client requirements better than anyone else.

NAZ INDUSTRIES

– PRODUCTS AND SECTORS SERVED

PRODUCTS

• Special semi-trailers

• Truck bodies

• Tippers

• Lowbeds

• Flatbeds

• Container carriers

• Reefer bodies and trailers

• Fuel tanks

• Water tanks

• Jetting tanks

• Vacuum tanks

• Mud tanks

• Shale shakers

SECTORS

• Transport

• Construction

• Logistics

• Process and storage

• Oil and gas/offshore

• Special equipment

Currently, the company is involved in a variety of projects across the trailer manufacturing industry.

Specifically, recent flooding in the UAE has spurred a high demand for vacuum tanker trailers, and NAZ Industries has prepared for any public and private sector demands for such products.

“Additionally, we’re actively working on a major project to supply

region. These trailers have a capacity of 60 tonnes, are built on five axles, and feature a highly specialised and intricate electronic braking system (EBS),” details Mir.

Throughout these projects and future endeavours, the company always ensures that it stays true to its mission, which is rooted in establishing sustainable growth and development within the organisation

ø150mm)

Compatible with drum

Straight hanger brackets for greater resistance

Simple axle alignment in the hanger brackets (eccentric bush)

A wide range of ride heights and

“Our goal for the future is to organically expand in line with market demand, aiming for a production and delivery capacity of 12,000 units annually,” notes Mir. Alongside this, the company is looking to expand its production facilities in and outside the UAE to meet the growing demand for its products.

With a diverse portfolio that caters to the evolving needs of customers, the company embraces the challenges of developing solutions

that go beyond conventional approaches, always pushing boundaries and seeking new possibilities.

Sae-Smb Middle East Dwc LLC, Business Centre, Dubai World Central +971 56 442 6163 | kmurali@sae-smb-asia.com | www.sae-smb.asia

By empowering individuals to embrace best practices as a lifelong process, NAZ Industries aims to deliver innovative solutions that set industry trends. It is committed to leading the way in its field and inspiring others to follow, driven by a passion for exceeding customer expectations and delivering outstanding products.

Tel: +971 48107777 sales@nazindustries.ae nazindustries.ae

A LEADER IN

INDUSTRIAL

With an extensive history in the agricultural sector, Agrostroj Pelhřimov has grown to become an industry leader in machinery manufacturing. We explore how the company provides comprehensive production solutions for global players

Writer: Lucy Pilgrim | Project Manager: Nicholas Kernan

Founded in 1896, Agrostroj Pelhřimov (Agrostroj) has firmly established its roots in agricultural machine manufacturing and production, having grown from a family-driven culture and a passion for the industry in Czechia.

Today, the company has expanded its repertoire to become an engineering manufacturing titan that caters to

PRODUCTION

the entire design and production process of each project, operating as the largest manufacturer of agricultural machinery in the country.

Agrostroj has achieved its enviable position by offering endto-end machine solutions that are specialised to its clients’ individual requirements. The company’s turnkey services include project feasibility

studies, production preparation and construction, as well as tool manufacturing.

Providing solutions for a vast range of agricultural machinery, including combine harvesters, soil propagation machines, industrial racks, earth moving equipment, and more, Agrostroj has evolved to become a major supplier to some of the largest

organisations in the world.

COMPREHENSIVE PRODUCTION SOLUTIONS

To maintain its position as a major supplier, Agrostroj strictly follows high-precision procedures and stringently controls each project stage through to final production and after-care service.

AGROSTROJ’S PRODUCTION SOLUTIONS AT A GLANCE

PROJECT SATISFACTION – The company endeavours to meet its customers’ requirements as much as possible and create highprecision products according to their needs.

DESIGN AND DEVELOPMENT – A specialised team of experienced and highly trained staff is involved in every stage of the design and development process.

TECHNOLOGY – Agrostroj’s reputation for exceptional workmanship is achieved using cutting-edge manufacturing capabilities and state-of-the-art technology.

SERIES PRODUCTION – Thanks to the company’s unique technologies, it can produce products that are unmatched by competitors.

In fact, providing complete turnkey solutions that meet customer requirements is at the core of the business, as Agrostroj prides itself on ensuring the entire project timeline, from project inception through to planning, design, development, and delivery, is meticulously streamlined and efficient.

Unlike other competitors in the agricultural manufacturing sector, the company also offers rigorous post-production services as part of its portfolio, alleviating any further difficulty for clients as they continue to utilise the machinery. This also ensures that the equipment retains its initial quality, providing long-lasting utility value.

Furthermore, Agrostroj’s technology capabilities are key to its unwavering success. Using advanced, environmentally-friendly equipment, its machines operate with the utmost precision.

Indeed, the company’s inventory of machinery is extensive; across its 23 hectares of production halls, Agrostroj possesses modern robotic painting lines, 3D laser workstations, 250

computer numerical control (CNC) machine tools, 44 fully automated laser lines, more than 100 metres (m) of assembly lines, as well as special aluminium welding technology.

Meanwhile, the company also boasts a modern, universal paint shop that is the largest in Europe. As a recent addition to the business, the facility began operating in 2020 and has an impressive annual capacity of five million square metres.

Akin to the company’s other capabilities, the paint shop has great versatility with the ability to apply all types of paints. The facility is equipped with everything that its clients might require, including a cataphoretic dip coating (CDC) system, a wet paint box, and three powder paint boxes for larger requirements. Additionally, the paint shop also has a state-of-the-art wastewater treatment plant that further increases its capabilities.

CZECH MINDSET ON A GLOBAL SCALE

With its headquarters situated in Czechia, Agrostroj possesses

• Hydraulic Cylinders

• Hydraulic Hoses

• Manipulated Tubes

• Hydraulic Power Units

• Hydraulic Components – fittings, pressure valves, quick release couplings, etc.

•

•

•

• Serial production

•

• Subsidiaries in Germany, Croatia, and Ukraine

• Network of distributors across Europe

AGROSTROJ’S TECHNOLOGY CAPABILITIES

MATERIAL SEPARATION

- Lasers

- Burning machines

- Punching machines

- Saws for cutting material

MACHINING OF PARTS

- Lathes

- Milling machines

- Drilling machines

- Cylindrical grinding machines

- Housing centres

WELDING

- Welding sources and robots

- Hanging point pliers

- Pneumatic scoring machine

PRESSING

- CNC press brakes

- Robotic bending cells

- Mechanical presses

- Hydraulic presses

HEAT TREATMENT OF PARTS

- Annealing of parts without protective atmosphere

- Heat treatment line

- Isothermal refining

- High-frequency quenching of rotating parts

- EFD medium-frequency quenching

SURFACE TREATMENT

- Blasting of parts

- KTL foundation

- Powder coating plant

- Wet painting

manufacturing facilities across the breadth of the country, with one plant in Pelhřimov and two other centres in Humpolec and Počátky.

However, the company’s overarching mindset is integral to the international portfolio that it has amassed over the past century, in which reliability, flexibility, and premium product quality are critical.

Currently, the company supplies parts to 21 agricultural machinery and utility vehicle businesses who rank highly in the European markets for their respective fields.

Regarding the provision of utility vehicles, Agrostroj diligently supplies complex products that can be directly used in the production of trucks, buses, heavy-duty machinery, forklifts, and injection molding machines.

The company holds many major international partnerships with the likes of CLAAS, John Deere, Scania,

Krone Agriculture, Volvo, Fendt, amongst others.

To meet the demands of these globally illustrious organisations whilst supporting its domestic facilities, Agrostroj operates subsidiaries in Poland, Germany, and the US, as well as sales offices in Russia and France.

To further bolster its international footprint, the company acquired German machinery company, STOLL, who owns two factories in Germany, and one a piece in Poland and the US.

The acquisition marks a partnership between Agrostroj and the world’s second-largest manufacturer of agricultural front loaders, with an annual production capacity of 22,000 units.

This has helped Agrostroj greatly expand its production capabilities, employee strength, and worldwide presence.

EMPLOYEES AS A FIRST PRIORITY

Agrostroj’s employees are a central focus of the company, cultivating a modern working environment for the team, whilst also maintaining their health and education through a plethora of benefits.

Indeed, the education of its staff is very important to Agrostroj, to the extent that the business provides in-house learning initiatives as well as a welding school, which offers renowned courses in its specially-built training centre.

New employees can learn the ins and outs of welding, machining, and assembly operation, and must take an exam at the end of the programme before entering the main production line. By passing the school, team members also receive a certificate that enables future job security within the EU.

Owing to Agrostroj’s collaboration with vocational schools and training centres, as well as its own training facility, 46 percent of the company’s staff have secondary, higher, or university education.

Meanwhile, the business is also proud of its extended, close co-operation with technical schools in the local areas in which it operates, allowing students and teachers alike from technical schools to partake in practical training with Agrostroj.

In aid of this, the company regularly organises individual and group events, as well as open days, that allow younger generations to experience the realities of the manufacturing industry. The latter also allows parents to understand the environment where their children may work one day, thus solidifying the future of the industry and the company.

On top of this, Agrostroj also offers its staff internal English, German, and Russian language courses to further build their skill sets and provide career advancement opportunities.

Alongside a multitude of career and personal development advantages, the team also receive a plethora of employee benefits such as free transport to work, meal allowances, healthcare amenities, staff housing, and much more.

As leaders in industrial production and agricultural manufacturing for over a century, Agrostroj continues to pave the way for the world’s leading global businesses by providing premium quality products with enduring high value.

THE POWER OF CHEMISTRY

Driven by its mission to change society through the power of chemistry, Resonac Graphite Business Unit (RGBU) is part of Resonac Holdings Corporation (Resonac), headquartered in Tokyo, Japan.

The corporation came about as a result of the acquisition of Hitachi

Chemicals by Showa Denko K.K., and officially gained its Resonac moniker in January 2023. The name is a combination of ‘resonate’ and the ‘c’ from ‘chemistry’, in acknowledgement of the corporation’s history as a chemicals company.

Boasting over 1,600 employees and a global footprint, with manufacturing

facilities across Asia Pacific, Europe, and the US, RGBU strives to maintain integrity and a solid vision across its numerous iterations.

RGBU is acutely aware of the valuable properties that graphite offers. Indeed, with its growing use in electric vehicle (EV) batteries, the mineral is playing a significant role

As a company acutely aware of global decarbonisation efforts, Resonac Graphite Business Unit leverages sustainable production processes and a robust continuity framework to present a comprehensive product and service offering to the steelmaking industry. César Castiñeira Diaz, President and CEO, tells us more

Writer: Lily Sawyer | Project Manager: Nicholas Kernan

in changing not just the chemicals industry, but society as a whole.

As such, graphite today is in high demand, and so are the companies who produce it.

“Our graphite electrodes are helping us to change society through chemistry in a meaningful way,” introduces César Castiñeira

Diaz, President and CEO of RGBU.

Historically, the steel industry, RGBU’s primary customer, has been responsible for approximately seven percent of global greenhouse gas (GHG) emissions, and 11 percent of global CO2 emissions.

However, RGBU’s sustainable steel production process, which involves

remelting scrap steel in an electric arc furnace (EAF), saves up to 80 percent of CO2 emissions compared to traditional blast furnace methods.

“As steelmakers around the world seek to reduce their carbon footprint, they are opting to replace their blast furnaces with EAFs,” he reveals.

In this way, RGBU considers its products and services to be essential contributors to the global decarbonisation effort.

RADICAL INNOVATION

Undeterred by a saturated and constantly evolving landscape, RGBU has seen its competitors in the graphite electrode industry remain fiercely active.

“This continued competition creates an environment in which we are forced to focus on constant improvement,” comments Diaz.

As a result, the company has fostered a sense of urgency towards innovation in this traditionally conservative industry. For example, RGBU’s contributions to the electric steelmaking sector are now more efficient, customer focused, and environmentally friendly to remain competitive.

To achieve this, the company has leveraged strategic partnerships up and down the value chain to co-create solutions and incubate innovation.

Notably, RGBU believes that innovation is not measured by R&D budget alone, but includes conscious decision-making to cultivate a culture in which people can grow.

As such, the company seeks to create an atmosphere conducive to creative innovation and a working environment in which its people are not afraid to challenge the status quo.

“It is the people and their mindsets that produce ideas, so the environment is important. In turn, these ideas create the type of radical innovations that will make lasting changes,” Diaz asserts.

RGBU’s Employer of Choice (EoC) programme seeks to further its ability to radically innovate by making the

company a benchmark within local labour markets, enabling it to attract and retain the best talent whilst fostering a culture of excellence, diversity, inclusion, and commitment.

The company’s overall goal for the EoC programme is to offer its employees a unique and differentiated experience where they can be part of something bigger than themselves.

“In the long run, you find that the people who feel empowered to change the world are the ones who actually do,” he states.

RESILIENT AND SUSTAINABLE

Despite its significant size, RGBU believes that a company can never be bigger than the value it provides its customers and stakeholders.

Therefore, it aims to be resilient and sustainable in the sense of remaining

present for its customers in the long run.

“We believe we owe it to our employees, customers, suppliers, and stakeholders to be a business that can be trusted,” Diaz imparts.

As such, RGBU retains strong corporate governance and visionary leaders who safeguard key aspects of the company’s ongoing sustainability.

Resonac’s large global platform also provides a considerable advantage to RGBU as customers begin to evaluate the impact of Scope 1, 2, and 3 emissions on their operations.

“In this case, our sizable platform is aiding our sustainability efforts, both economically and environmentally,” he explains.

In addition, RGBU implements a business continuity framework in which it keeps significant inventories of key components and raw materials, ensuring it can always fulfil partner commitments and further cementing its ongoing sustainability and resilience as a business.

In recent years, global disruptions such as war, natural disasters, and political conflict have presented potential obstacles to fulfilling business commitments, yet the company’s continuity framework prevents this eventuality.

“We live in a volatile, uncertain, complex, and ambiguous (VUCA) world, but RGBU is well-positioned to uphold its commitments regardless of these circumstances.”

Accordingly, based on its strategy to eliminate the probability of business interruption, RGBU’s production facilities have achieved the sought-after status of ‘highly protected risk’ from its regional insurance partners.

A SUPPLIER AND EMPLOYER OF CHOICE

RGBU believes it is people that make the difference. If a company can be an employer of choice, then it can attract and retain the right people and increase its likelihood of being successful.

EME OUTLOOK: HOW DID YOU FIRST BECOME INTERESTED IN THE INDUSTRY?

César Castiñeira Diaz, President and CEO: “I was raised in Ferrol on the north-western coast of Spain, where I earned a degree in electrical engineering from the University of A Coruña.

“Around the time of my graduation, a local employer, SGL Carbon (SGL), asked the university for a list of young engineers to interview for a vacant position in supply chain management. I applied for the role and earned the job, officially starting my career with SGL in November 2000 as Packaging Department Supervisor.

“Since then, I have worked in the graphite electrode and cathode businesses, and been fortunate enough to experience several different facets of the industry.

“I served an expatriate assignment in Germany for three years, whilst many of my roles have provided opportunities to work in a global capacity, including my stint as COO of Showa Denko Carbon, a subsidiary of Showa Denko K.K.

“Effective from 1st April 2024, I am excited and honoured to accept the position as President and CEO of RGBU.”

“OUR GRAPHITE ELECTRODES ARE HELPING US TO CHANGE SOCIETY THROUGH CHEMISTRY IN A MEANINGFUL WAY”

– CÉSAR CASTIÑEIRA DIAZ, PRESIDENT AND CEO, RESONAC GRAPHITE BUSINESS UNIT

To change the game, we need

How to succeed in making a ‘traditional company’ resilient for the VUCA world

In today’s world marked by unpredictability and continuous change, organizations face constant challenges. Global disruptions – such as wars, natural disasters, political instability and, more recently, deliberate attacks on vital infrastructure – coupled with fierce global competition, have taken the veil off the volatile, uncertain, complex, and ambiguous (VUCA) environment that businesses have to navigate. This scenario, in which customers also switch loyalty easily in pursuit of the best value per dollar, puts immense pressure on companies with capital-intensive inventories and a dependence on global supply chains. These conditions require a strategic pivot towards resilience and adaptability, particularly for industries that rely on precise logistics, such as graphite electrodes and steel production. Facing these challenges head-on, and navigating the turbulent waters that come with them, highlights the need for robust contingency planning and flexible operating models to ensure stable and reliable supply chains. This is even more true for the so-called ‘traditional companies’. Entities that have long been established within their markets, have profound industry knowledge, and have implemented solid structures and processes. In the new global environment, it is these companies to whom resilience is not just beneficial but essential for healthy growth and future success. At the same time, it is these companies that are struggling the most in delivering a successful transformation.

Their once-effective organizational structures, decision-making hierarchies, and legacy systems now hinder agility, resilience, and overall organizational excellence in today’s VUCA world. A transformation geared towards success is an in-depth, systemic re-orientation of the entire enterprise. It challenges and changes the foundational, often unspoken rules, beliefs, and paradigms that heavily influence perceptions, behaviors, decision-making, and interactions. In this effort, mere incremental efforts and increased hard work cannot address the need for change sufficiently.

need to change the rules!

After all, a transformation aims to fundamentally change the way a company does business.

Think Fosbury Flop in high jump: Before the 1968 Olympics, high jumpers typically used and improved upon techniques that all shared going over the bar face-down.

Dick Fosbury, however, ran towards the bar in a curve, then leaped backward and head-first, allowing for a significantly higher jump and an unrivaled competitive advantage over conventional methods. By overcoming the belief that you need to run straight and jump forward, he changed the entire game. As a paradigm, this belief was almost considered a rule in high jumping, determining the sport like the hidden part of an iceberg determines the visible one.

When talking about transformation, it is this level of paradigm shift that should be the North Star.

In general, the success rate of transformation initiatives is very low and most efforts fizzle out during implementation. The authors, with their broad experience and expertise across multiple industries, have seen many initiatives come and go again very quickly. So-called ‘traditional companies’ are especially prone to failure in their transformation attempts. These organizations face unique challenges and hurdles when attempting to navigate the complexities of a transformation. Symptoms of these difficulties include, but are not limited to, the following:

• Resistance to Change: The success of transformations is hindered by employees’ and management’s reluctance to adopt new practices, leading to skepticism and disengagement.

• Traditionalist Culture: Deeply ingrained cultures that value stability and predictability in traditional companies can conflict with the adaptability needed for successful transformation.

• Legacy Systems and Locally Optimized Processes: Traditional companies’ reliance on outdated systems optimized for siloed functions complicates updating efforts. These require a holistic reenvisioning of processes and structures fitting end-to-end perspectives.

• Lack of Agility: Traditional companies struggle with responsiveness due to hierarchical decision-making and bureaucratic processes in a rapidly changing business environment.

• Insufficient Skills and Capabilities: Traditional companies often lack the skills necessary for transformation, including digital literacy, innovation, agility, and project management.

• Poor Alignment and Communication: Often, these companies face a disconnect between strategic objectives and their execution, along with issues in cross-hierarchical communication.

• Underestimating Transformation Complexity: Underestimating the complexities and interdependencies in transformations leads to inadequate planning and resource allocation. These symptoms make the transformation complicated and multifaceted. It is undoubtedly challenging, presents numerous challenges on several levels simultaneously, and requires a significant effort from every single part and member of the organization.

It is in view of these basic challenges that most transformations start to fail: C-level executives have announced their vision and provided resources, focusing on surface-level items like changing technologies, behaviors, processes, and structures. They then delegate the execution of change but do not address the unspoken and often invisible rulesthe beliefs - of the organization. In highjump terms: Executives continue running toward the bar in a straight line, jumping forward, but expect the company to do a Fosbury Flop. No wonder it fails.

It is clear: If you want to change the game successfully, you need to fundamentally change the rules. The ‘iceberg model’ connects the surface level of observable behaviors, practices, processes, and structures with the underlying rules in the form of beliefs, values, and mindsets that are hidden from plain sight. They, however, determine every other of the visible aspects of an organization. This means leaders need to change first. Before anything else, it is their responsibility to enable themselves to create the new culture and embody it. They have to understand what beliefs and values need to be changed and define what the new paradigms are. These, along with a new vision, then need to be embedded in a compelling story so that management and the rest of the organization are deeply willing to adopt the new mindset needed for transformation and future success. Designing a vivid picture of potential futures and pointing out individual benefits excites people and helps turn concerns and apprehensions into ambitions, motivating employees to embark on the transformative path.

Energizing people

The transformation, however, requires more than just desire. It can only be successful if desire, capability, and permission, the three dimensions of the ‘triangle of transformation’, are synchronized and in balance. Capability means that people not only want to but also possess the individual skills to operate in the transformed organization. Methodologies, knowhow, and practical capabilities to drive and sustain the change need to be built within the company across all levels, from the leadership team to the frontliners. Specific trainings that follow accepted standards and are tailored to the needs of a transformed organization need to be conducted. A potential that is created this way then needs permission to act to be unlocked. Therefore, decisions need to be enabled and taken at the right level. A fitting operating model and the right set of KPIs that are aligned throughout the company guide the creation of supportive structures and processes.

During the transformation, ensuring symmetry between desire, capability, and permission as well as exemplifying the new values, beliefs, and mindset is paramount and a continuous effort of leadership. Only then can the enterprise succeed. In other words: Only when C-level leaders run to the bar in a curve, turn and jump, can they expect the company’s body to provide the energy and the complex motion needed to do a Fosbury Flop, get over the bar, and land the right way.

In 2024, UMS Consulting GmbH & Co. KG celebrates 40 years of successfully supporting organizations in setting up and implementing change towards resilience. We have built extensive expertise in understanding and navigating the complexities and challenges of transformations in the segment of heavy and process industries and are happy to share it. Our holistic Transformation to Excellence program bundles this wealth of experience and offers it as a comprehensive service, ensuring your people and organization are energized for the future.

Frank Oliver Rill Senior Partner

Frank.Oliver.Rill@ums-gmbh.com

Renata Meran Senior Manager

Reneta.Meran@ums-gmbh.com

Dr. Sebastian Bondzio Senior Consultant

Sebastian.Bondzio@ums-gmbh.com

UMS GmbH & Co. KG

Hanauer Landstraße 291B D - 60314 Frankfurt am Main Germany contact@ums@ums-gmbh.com T: +49 69 91 30 680

“When it comes to business, wanting to be the employer of choice seems obvious. Implementation can be challenging, but the concept is simple,” Diaz explains.

Being a supplier of choice, however, is more nuanced for RGBU, as it seeks to be customer-centric without commoditising its products and services.

“Unfortunately, due to a proliferation of new market capacity in recent years, complex, value-adding products such as graphite electrodes have been downgraded by way of commoditisation,” he reveals.

On the whole, despite a significant increase in supply from emerging markets threatening to undermine RGBU’s products, its customers remain loyal and continue to value the company’s characteristics of quality, reliability, and stability.

However, there are some cases in which more economical applications are sufficient to meet customer needs.

CORPORATE SOCIAL RESPONSIBILITY AT RGBU

Guided by its mission to change society through the power of chemistry, Resonac believes being a good corporate citizen goes much further than merely ensuring it pays taxes and doesn’t pollute the environment.

The corporation’s corporate social responsibility (CSR) team, supported by 1,600 community ambassadors from across the globe, partners with local communities to co-create solutions with not only a regional impact, but a global one.

For example, RGBU’s Omachi plant in Japan has established a regional community water utilisation system that has been operational for over 70 years. The system supplies water to the local towns and villages of Ikeda, Matsukawa, and Ikusaka for irrigation, domestic use, and power generation.

In addition, the company’s plant in Steeg, Austria uses recycled plant process water to supply the local district’s heating system, benefiting 400 residents, and supplying over 100 gigawatt hours (GWh) of heat to date.

Currently, the team at RGBU’s Ridgeville facility in the US is partnering with local schools to promote the benefits of environmental stewardship in a national recycling contest.

Such diverse CSR initiatives have helped the corporation to illustrate its mission of actively changing lives through the power of chemistry.

We keep a constant focus on safety, quality and teamwork and proudly boast to have one of the best safety ratings in our industry. We are currently at around 200 employees and with a strong workforce and the ability to do almost any job, we are a one stop shop for anyone in need!

Carolina Contracting Solutions has been doing business with Resonac since 2008. We are a family owned and operated company in Dorchester County South Carolina. In 2023 we branched off our Industrial Division in its own company called Carolina Reeder Industrial. During this time, we also acquired an already established Industrial Company that had been operating in our area since the 90’s. By doing this we created a larger work force with many years of skill and experience that allowed us to better serve our customers and expand our business. Carolina Reeder Industrial focuses on any and all Industrial Plant Maintenance Needs.

We work daily on contract and cost work at many plants located in the Lowcountry. From welding and fitting, to construction and piping, all mechanical work including: concrete construction, cranes, rigging, painting, blasting, specialized Industrial equipment setting, and boiler work, is the reason for our ASME accreditation.

Murray - Owner|Steven Murray Jr. - President

In this instance, and to meet this need, RGBU developed and launched ΩMEGA – an electrode specifically designed to compete with market suppliers whilst being produced in a factory with 100 percent renewable electricity.

“With ΩMEGA, our aim was to

develop a competitively priced product in a traditionally lowpriced market, but do it in an environmentally-friendly manner, and I am happy to say we have done that. To us, this is innovation,” Diaz prides.

In addition to the development of ΩMEGA, the recent acquisition of AMI

Automation (AMI), a Mexico-based technology company, has bolstered RGBU’s status as a supplier of choice and optimised its EAF capabilities.

“Our customers deeply value technology and service, and AMI is a world-leader in EAF optimisation. As such, RGBU’s purchase of AMI is

Committed Circular Chemistry

Operating since 1943, Química del Nalón is a family-owned company and a major manufacturer of foundry coke and coal tar distillates in Europe.

QN supplies to several key industrial sectors, such as graphite, primary aluminium, carbon black, iron, and construction.

Avenida de Galicia, 31. 33005

Oviedo, Spain

+34 985982600

Three strategic levers:

• Digital transformation: Organic growth and diversification

Biotechnology and circular chemistry

gonzaga.gomez-albo@nalonchem.com nalonchem.com

Química del Nalón

• Sustainability: A key player for the decarbonization of the steel industry, supplying Resonac with binders for the production of electrodes

another example of innovation and our focus on customer centricity,” he expands.

FUTURE POTENTIAL

In the face of the steel industry’s notoriously cyclical nature, RGBU anticipates a challenging year ahead, especially as it experiences an ongoing downturn.

“Our goal is to navigate challenging times without negatively affecting our quality, efficiency, or service,” Diaz asserts.

To do so, RGBU ensures that its customers’ operations and value chains are not impacted by geopolitical conflict, economic downturn, or natural disasters through its robust business continuity framework.

Furthermore, although it has no plans to expand its manufacturing capacity going forward, the implementation of products such as ΩMEGA has diversified the

company’s portfolio, whilst an uptake in solutions-oriented technical services following the acquisition of AMI has seen the company grow its capabilities.

“With these improvements, RGBU can be considered a one-stop shop for steelmakers. We ensure that each product and service required for melting steel is managed by a company with a robust business continuity framework, accompanied by a long history of reliability and integrity.”

In addition, Resonac’s recent land purchase in A Coruña, Spain acknowledges the future potential for synthetic graphite production.

RGBU views this as a direct investment in the expertise of its graphite team, leveraging over 100 years of manufacturing experience to produce sustainable options to overcome challenges faced by the EV supply chain.

“We see this recent land purchase

as a complement to our existing graphite electrode business,” Diaz enthuses.

As always, RGBU will continue to innovate tirelessly, as it anticipates this investment will further solidify the company as a world-leader in the graphite industry.

info.graphite@resonac.com

www.graphite.resonac.com

UNLOCKING TOMORROW’S SOLUTIONS TODAY

Avoira remains dedicated to improving businesses by providing technology, infrastructure, systems, and strategies through its array of innovative equipment, managed services, and bespoke consulting.

We hear more about the company’s expertise and experience spanning four decades with Scott Mordue, Head of Marketing

Writer: Ed Budds | Project Manager: Liam Pye

From self-driving vehicles to generative artificial intelligence (AI), the potential for technology is huge, providing it is used and harnessed in the right way.

“There are some amazing trends playing out right now in the vast technology industry and it has been incredible to see how hybrid working has accelerated, driven by the necessity of the COVID-19 pandemic and the need to operate remotely, as companies must reassess how costly office space is used,” opens Scott Mordue, Head of Marketing at Avoira.

“Employees now want more collaborative workspaces in the office with the option to bring in remote participants via video conferencing.

Mordue, Head of Marketing

“This means redesigning office spaces to support collaboration rather than working alone at a desk,” he affirms.

Elsewhere, the process of unifying communications is a big shift currently happening industry-wide, whereby organisations are transitioning from traditional telephone systems to internet protocol (IP)-based solutions, which allows companies to pull together voice, data, and video into one seamless platform.

Avoira helps to solve the business challenges of its customers through leveraging technology services, products, and solutions, as well as offering a range of services from consultancy to project management and installation.

Scott

“We provide ongoing support and maintenance to ensure the highest possible customer satisfaction. With a set of solution pillars, we can now offer leading expertise in key business areas such as radio, IT, communications, devices, audiovisual, and more,” outlines Mordue.

“With these solution pillars, Avoira helps customers to overcome their business challenges,” he adds.

UNMATCHED SERVICE

Avoira is the fusion of five business entities – Pennine, Videonations, Co-Channel, Rocom, and Yellowbus – all long-established, renowned, and trusted specialist providers from the communications industry, merging together to supply fluent technology solutions to UK businesses.

This unique fusion has transformed Avoira into a powerhouse in the communications sector.

Today, the company serves a plethora of customers across many public and private industry

verticals, from the government, NHS, schools, and universities through to multinational banks, airports, and retail chains.

“Our case studies and customer references are really strong and demonstrate our ability to work with both large and small companies,” sets out Mordue.

Geographically, Avoira predominantly covers the UK but has also recently started supplying European customers through its Avoira Devices division.

EME OUTLOOK: HOW WERE YOU FIRST INTRODUCED TO THE DIGITAL COMMUNICATION AND TECHNOLOGY INDUSTRY?

Scott Mordue, Head of Marketing: “I have always been excited by technology and what it can offer. From playing arcade games as a child and getting my first home computer console through to training software developers on how to build AI models, technology takes us to places that are thrilling and enables things we only thought were possible in films.

“I started my career in technology as a software developer at Ericsson, before spending 20 years at Intel, where making the impossible possible was always the company spirit.

“Enabling software developers to use developer kits to build Internet of Things (IoT) applications or identify objects through AI are examples of areas that took me closer to seeing the future happen in front of our eyes.

“Now, at Avoira, I am privileged to work with myriad world-class suppliers to solve our customers’ challenges, and see technology being deployed is super exciting. I am challenged every day to help our customers see the benefits of using technology to solve real world problems.”

With a team of around 180 people that boasts an incredible depth of industry experience, the company prides itself on the strength of its employees.

“The business now differentiates itself by being ‘One Avoira’. The breadth and depth of the solutions and services that we offer allow our customers to work with us across a number of different projects; we are therefore able to consult with our customers and become a truly trusted partner,” he clarifies.

As such, Avoira depends on its expert engineers who are deployed on-site with security clearance to install complex systems and platforms.

“There aren’t many companies with this set of skills and customer references. Moreover, we have an online shop that supplies over 100,000 products, including laptops, headsets, and cables from leading brands. Our ability to supply so many products with fast delivery is vital to our top customers.”

FIRM ENVIRONMENTAL COMMITMENTS

Across every facet of the company, Avoira cares deeply about communities and the environment.

The Joys of CX

The concept of customer contact centres as large, centralised offices, exclusive to big companies, is a thing of the past. Today, delivering a strong customer experience (CX) is something most companies have a responsibility towards – and they are able to deliver CX remotely thanks to companies like 8x8, who are transforming the customer experience.

In many businesses, an unhappy customer is one who will go elsewhere. It’s why organisations place so much emphasis on the likes of Net Promoter Score (NPS) results and monitor for brand engagement; they want customers to be happy and to remain loyal. That’s one of the reasons there’s been such a transformation in the customer contact experience over the last few years.

Even into the 2020s, many companies dealt with customers purely over the phone, but that’s now changed. Companies are seeing the benefits of engaging via apps, text messaging, video calls, and social media channels, in addition to over the phone. What this means for customers is that they can have a more customised level of engagement - but it also gives companies a chance to utilise technology to better aid customers and end users.

Companies can now use intelligent customer assistants, powered by machine learning, to ensure customers get quick answers to routine queries, freeing up human staff to deal with the more complex queries that may need a refined personal approach.

A recent survey found that 56 percent of contact centre and CX leaders believe that customer experience will be the leading differentiator for brands by 2030, above the likes of product quality, price, and corporate responsibility. As such, it’s ‘all hands on deck’ to create a superior customer experience going forward, no matter where the interaction takes place. In this way, it will be a cross-departmental issue.

This will be a big change for many. Traditionally, the responsibility for customer experience has rested primarily on the contact centre’s shoulders. But more and more, organisations are realising that delivering consistent, exceptional CX requires a holistic approach that extends beyond the confines of any single department.

According to recent research, 64 percent of business leaders say that between 20 and 60 percent of their organisation’s customer interactions take place outside of the contact centre. The departments customers interact with most outside of the contact centre according to the survey are:

• Customer success

• Accounting/billing

• Sales

• Marketing

• Field service

For this reason, 98 percent of business leaders agree that CX should be an organisation-wide initiative, with large and medium-sized enterprises (those with 1,000 or more employees and 50 or more contact centre

agents) more fervent in their response. More than a quarter of large and medium-sized organisations strongly agree that CX responsibility should be shared across the organisation, while just 18 percent of small organisations say they strongly agree.

The hidden benefit to superior CX

If businesses have the tools in place to deliver positive customer experience, there’s another benefit: a positive employee experience, which cuts down on staff turnover and associated costs.

A personal touchpowered by technology

However, none of this happens in a vacuum. It takes modern, cloud-based tools to be able to deliver the optimum experience. In years gone by, only largescale contact centres had access to a full range of analytics and tools for differing customer-facing roles. Now, thanks to cloud computing and companies like 8x8, a leading integrated cloud communications platform provider, any organisation can access these – all on an easy-to-configure, single pane of glass for better CX and employee experience.

According to Russell Tilsed, EMEA Vice President at 8x8: “we’re trusted by more than 3 million business users, with a large customer base in social housing, retail, professional services, sports, transport, and healthcare. Working with many of the UK’s best channel partners, we believe we are delivering strong end-user and customer satisfaction with our offering.

“Our efforts have seen us recognised in the Gartner Magic Quadrant for Contact Centre as a Service (CCaaS) for nine years in a row and as a Leader

in the 2023 Gartner Magic Quadrant for Unified Communications as a Service, worldwide, for 12 consecutive years.”

And just as customers have their own individual ways of wanting to engage with companies, 8x8 recognises that instead of imposing all of its own solutions onto a company, it works with partners to ensure the best mix of solutions and advice. This includes working with the likes of Avoira to ensure the right offering is in place.

In the UK, these digital partnerships could not be more timely, due to the deactivation of the phone networks that have been the backbone of the country for over a decade. The public switched telephone network (PSTN) is soon to be a thing of the past.

However, nine out of ten UK businesses still rely on the PSTN network to operate. Each of these organisations must switch from analogue systems and telephone lines to cloud-based and digital alternatives over the next few years.

As the PSTN switch-off deadline approaches, there will be more pressure on service providers, field engineers, comms vendors, and everyone within the telecoms supply network to facilitate that change. If an organisation doesn’t seek advice from the likes of Avoira and 8x8 to enable switching over before then, the customer experience will be far from optimal, which is why pre-emptive planning is vital.

It does mean a period of significant change within the UK, but a change with huge customer benefits. As such, customers will reap the benefits for decades to come.

AVOIRA CORPORATE OBJECTIVES FOR 2024

1. Increase financial strength

2. Build a strong brand

3. Successfully implement the One Avoira strategy

4. Develop systems and cleanse company data

5. Deliver a world-class customer experience

6. Understand and champion sustainability, as well as the company’s impact on the environment

7. Make Avoira a great place to work

“Our corporate social responsibility (CSR), environmental, and carbon reduction policies detail our approach towards becoming carbon neutral by 2050, and our ISO 14001 accreditation demonstrates our commitment to identifying, managing, monitoring, and controlling environmental processes,” details Mordue.

“We are not just focused on making big visionary statements; we prefer to get the job done,” he acclaims.

By going digital and supporting hybrid working, Avoira conducts its business electronically where possible, and if the company does need to print something out, it chooses to avoid using paper.

Additionally, the flexibility of hybrid working can reduce energy consumption and allow the business to reduce its overall emissions output.

“THE BREADTH AND DEPTH OF THE SOLUTIONS AND SERVICES THAT WE OFFER ALLOW OUR CUSTOMERS TO WORK WITH US ACROSS A NUMBER OF DIFFERENT PROJECTS; WE ARE THEREFORE ABLE TO CONSULT WITH OUR CUSTOMERS AND BECOME A TRULY TRUSTED PARTNER”

– SCOTT MORDUE, HEAD OF MARKETING, AVOIRA

Similarly important are the smaller day-to-day savings such as switching lights and computers off when leaving a room, which reduces the amount of power used. Turning them off and using low power modes can save vital energy and money.

“We also run refurbishment and buy-back programmes to give our

customers the chance to reuse or recycle their old equipment, and encourage them to take advantage of our used battery recovery service or consider energy-saving products.”

Furthermore, whilst Avoira must travel to install its solutions, the company does so in a way that is conscious of the environment by

using an energy-efficient fleet and upgrading to electric vehicles (EVs) when they are up for renewal.

TECHNOLOGY TRANSFORMATION SPECIALISTS

At present, the company has numerous customer projects in its burgeoning portfolio, which is always being added to and showcases a variety of different capabilities.

One interesting project is Aviora’s work with Principal Insurance, earning the company recognition and a prize at the Comms National Awards.

“We have so many exciting customer projects, from working with hospitals and schools to transform their telephone solutions, through to equipping hundreds of meeting rooms with video conferencing

equipment,” Mordue enthuses.

“We even transformed the IT systems of the East Lancashire Railway to bring them up to date and equip them to take the charity forward to the next level,” he details.

A further key focus for Avoira is on ransomware, as there are many organisations currently having their data stolen and being held to ransom to recover it. These are not small companies, but rather very large enterprises such as the Post Office.

becoming a real issue for companies and their customers. There are solutions to this issue, and everyone should be sitting up and taking note. We have a solution to stop ransomware attacks that has been implemented at Avoira, and we are more than happy to demonstrate this with anyone who realises the threat.”

continues to work on its range of customer events such as the Avoira Connect innovation day, where the business invites key customers into its offices and walks them through a technology showcase.

“Looking ahead, it would be great to see more customers take advantage of this opportunity. Our consultants can provide bespoke advice to companies on how our solutions can work for them,” Mordue concludes.

Tel: 0333 001 5151 info@avoira.com avoira.com

POWERING PROSPERITY

PEVCA Malta is a hub for collaboration, innovation, and industry growth with a diverse array of stakeholders and a membership base spanning varying strategies and expertise. Secretary General, Herald Bonnici, tells us more

Writer: Rachel Carr | Project Manager: Kieron Harvey

Positioned as a cutting-edge and vibrant financial hub, the picturesque archipelago of Malta, nestled in the heart of the Mediterranean, offers a strategic location between Europe and Northern Africa.

This unique geographical advantage attracts substantial foreign investment, fostering a dynamic financial services sector.

Malta’s membership in the EU ensures that the industry constantly evolves, with exciting growth opportunities, innovation, and international exposure.

An idea proposed by a group of organisations and individuals who recognised the need for a centralised platform to encourage private investment on the island resulted in the creation of the Malta Private Equity and Venture Capital Association (PEVCA Malta).

“We serve as a central meeting place for industry players to connect, learn, and represent the industry while advocating for necessary regulatory changes to support the sector’s growth and development,” introduces Herald Bonnici, Secretary General of PEVCA Malta.

The association brings together institutional investors, private equity and venture capital (VC) funds, accelerators, family offices, advisers, and service providers to educate the business community.

Since its inception in 2023, the association has become Malta’s primary private equity and VC hub, whose goal is to solidify its position in the years ahead.

The association was officially launched in March 2024 in the presence of the Minister for Finance and the Shadow Minister for Finance, with the primary aim to promote

private investment in Malta while positioning it as a centre for private equity and VC funds.

PEVCA Malta is a non-profit organisation and does not make investments, however, investors may look for a wide range of businesses depending on their interests, expertise, and investment strategy.

“Some investors may focus on specific sectors, geographical areas, or stages of business development, while others might look for businesses with certain operational or financial requirements. Ultimately, investors are looking for businesses that have the potential to provide a significant return on investment (ROI),” Bonnici asserts.

ENCOURAGING ENTERPRISES

The financial industry in Malta is flourishing, with notable growth in fund administration, asset management and servicing, corporate banking, insurance, and pensions. Bonnici is therefore naturally excited about this dynamic sector and the promising future it offers.

THE FINANCING PROCESS

Investing in private companies and funding startups involves several strategic stages designed to help entrepreneurs gather the required resources and funding to bring their ideas to life.

PRE-SEED FUNDING – Entrepreneurs use their resources to develop and grow their start-ups while seeking guidance and assessing viability. The primary aim of this stage is to assemble a team and create a minimum viable product (MVP) to showcase the product’s potential and attract additional investment rounds.

SEED FUNDING – Involving more substantial investment, often from angel investors or earlystage VC firms, this investment is intended to help the start-up grow and reach certain milestones.

SERIES A, B, AND C – The start-up may go through several funding rounds as it grows. Each round typically involves larger amounts of money from institutional investors, such as VC firms.

INITIAL PUBLIC OFFERING (IPO) – The start-up may go public, meaning shares are sold to the general public and traded on the stock exchange.

“WE BELIEVE THAT THE PRIVATE EQUITY AND VC INDUSTRY COULD BECOME A MAJOR ECONOMIC PILLAR FOR MALTA”

– HERALD BONNICI, SECRETARY GENERAL, PEVCA MALTA

“It provides employment opportunities for over 17,000 individuals, indicating a robust job market. Furthermore, the financial services industry in Malta is wellregulated with a strong focus on compliance and risk management, ensuring a safe and stable environment,” he enthuses.

Malta is continuously improving its regulatory framework, promoting innovation, and expanding its range of financial services.

As part of this effort, the association contributes to stimulating economic growth by organising local and international events tailored to the needs of its members and the wider business community.

To attract new members, PEVCA Malta disseminates information through its portal and social media platforms, showcasing itself as the country’s go-to organisation for private equity and VC.

The association promotes itself with events, where it can engage with various stakeholders such as startups, family offices, investors, advisers, and service providers through a reach-out programme.

“Leveraging Malta’s membership in the EU and the Commonwealth, the country boasts a highly skilled English-speaking workforce and is ideally located with strong connections to Africa, the Middle East, and the regions beyond.

“By participating in these events, we can showcase the benefits of investing in Malta and establish it as a preferred destination for private equity and VC,” notes Bonnici.

Indeed, investors evaluate a start-up’s potential success based on several factors, including a welldefined business plan that outlines capital usage and how it will generate ROI.

Additionally, investors look for start-ups that address customers’ significant problems or ‘pain points’.

The start-up team’s skills, experience, and dedication are crucial considerations. Evidence of customer growth or positive revenue metrics can show potential investors that there is a demand for the startup’s products and services, however the market must be large enough to make the venture worthwhile.

INVITING INVESTMENT

With a vision of establishing the island as a hub for collaboration, innovation, and growth, the association is in discussion with various enterprises, including accelerators, businesses, government entities, and international organisations.

To further its goals, PEVCA Malta is participating in various international events, such as a panel discussion in Prague where the association has been invited by Finance Malta to discuss the country as a hub for private equity and VC.

Additionally, in July, it will host international private equity expert, Gary Quin, who will deliver a talk about the industry.

“PEVCA Malta is particularly interested in start-ups, technology, sustainable finance, and innovation, as these sectors catalyse economic growth.

“We believe that the private equity and VC industry could become a major economic pillar for Malta. Therefore, we are working on several

PEVCA MALTA’S PROGRAMME OF ACTIVITIES

To advance economic growth, encourage a dynamic and innovative private equity and VC industry, and create a more favourable business environment within the country, the association aims to provoke change in the business community through several key initiatives:

PROMOTING PRIVATE INVESTMENT – Positioning Malta as a destination for private equity and VC firms and funds will increase capital inflow for the business community, providing the necessary finance to grow and innovate.

NETWORKING AND COLLABORATION – Serving as a hub where financial players gather to learn, network, and represent the industry. This will facilitate cooperation and knowledge sharing, leading to new business opportunities.

RESEARCH AND EDUCATION – Studying private equity and VC and promoting an educational and training programme for its members and the wider business community.

LOBBYING – Persuading policymakers to make the necessary changes to support the sector could result in a more favourable business environment for private equity and VC firms and, by extension, the businesses they invest in.

INCITING A CAPITAL-RAISING CULTURAL CHANGE –

Encouraging more businesses to seek private investment will lead to a more vibrant and diverse economic ecosystem.

ENHANCING THE REGULATORY FRAMEWORK – Working towards the changes required to expand the sector will make it easier for businesses to raise capital and operate effectively.

informative sessions, podcasts, member interviews, and exclusive research reports,” Bonnici announces.

The association is also collaborating with the European Institute of the Mediterranean (IEMed), the leading think-and-do tank in the region, on a research project that will shine a light on private equity in Malta.

“The research will identify gaps and opportunities in this area and be published in the coming months. We are also looking into facilitating deal flow, matching capital seekers and allocators to promote private investment on the island.”

PEVCA Malta’s membership is open to anyone in private equity and VC, regardless of their background or profession. However, potential candidates must demonstrate a track record related to or complementing private investments to obtain membership.

“We welcome individuals and organisations with experience or expertise in private equity and VC or those looking to expand their knowledge and network in these

“PEVCA MALTA IS PARTICULARLY INTERESTED IN START-UPS, TECHNOLOGY, SUSTAINABLE FINANCE, AND INNOVATION, AS THESE SECTORS CATALYSE ECONOMIC GROWTH”

– HERALD BONNICI, SECRETARY GENERAL, PEVCA MALTA

areas. Our community is diverse and inclusive, and we believe everyone has something valuable to contribute,” Bonnici highlights.

THE FUTURE OF FINANCE

The association provides its members with exclusive access to industryleading events and expertise, ensuring they are open to new opportunities both in Malta and abroad.

“Being a member of the association is beneficial because it is a platform that promotes collaboration and innovation among a diverse membership base, including fund managers, administrators, investors, family offices, professional services firms, insurance companies, and accelerators,” emphasises Bonnici.

This diverse membership base spans various strategies and

expertise within Malta’s private capital ecosystem.

“By participating in regulatory policy advocacy, PEVCA Malta represents and proactively works towards necessary regulatory changes to support the sector. Moreover, we assist such firms with establishing themselves on the island.”

The association’s primary objective is to foster the growth of the private equity and VC sector. To achieve this, the plan is to work closely with all relevant stakeholders and collaborate in every possible way.

“As part of our plans for the year, we have undertaken extensive research in the private equity domain, and we intend to share our findings through a series of informative sessions for our members and the wider community.

“Our outreach will include both

face-to-face interactions and podcasts, allowing us to cater to the diverse needs of our members and business community,” Bonnici sets out.

PEVCA Malta aims to showcase the country’s immense potential as a preferred destination for private equity investment and is making great strides towards building a solid financial community.

“As we move forward, we strive to strengthen our membership base, and we are happy to share that we have already received a significant number of applications from various organisations.

“With the support of the various sectors that have applied, we are confident that we will be able to achieve our goal of fostering the growth of Malta’s private equity and VC sector,” Bonnici concludes.

Tel: +356 2123 5406 info@pevca.mt www.pevca.mt

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Adding to the success of its regional titles; Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook, Outlook Publishing is proud to introduce a new platform dedicated to the food and beverage sector.

A multi-channel brand, Food & Beverage Outlook serves up all the positive global developments driven by companies across the food and beverage industry. Discover exclusive content presented through its website, social media channels and dispatches, delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.

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SUSTAINABLY QUENCHING ROMANIA’S THIRST

Responsibly sourcing mineral water with care, Perla Harghitei and Apemin Tușnad are investing heavily in new technology and sustainable practices. CEO, Mihai Neagu, tells us how the two companies have maintained their position as the most modern natural mineral water businesses in Romania

Writer: Lucy Pilgrim | Project Manager: Poppi Burke

For thousands of years, clean, fresh water has been the main source of life for the Earth’s flora and fauna.

Today, amidst the ramifications of global warming and the consequential rise of renewable energies and products, natural and readily available water for both the environment and humans is more important than ever.

In Romania, the Eastern Carpathian Mountains possess abundant reserves of natural mineral water, suitable for quenching the thirst of millions across the country.

The group of companies, Perla

Harghitei and Apemin Tușnad (PH-AT), make the most of this valuable resource, with respect, care, and consideration for its future generational legacy.

Perla Harghitei (Perla), has become the leading provider of glistening natural mineral water in returnable glass bottles, closely followed by Tiva Harghita.

The company offers water in both still and sparkling varieties, bottled at its facility in Sâncrăieni, situated at the foothills of the Harghita Mountains –an outstanding natural area with some of the largest reserves of mineral water in Europe.

Mihai Neagu, CEO

Meanwhile, Apemin Tușnad, Perla Harghitei’s sister company that includes the Tușnad, Artesia, and Izvorul Ascuns brands, captures water from the natural volcanic area in the lower Ciuc basin.

“The mineral salts found in our natural water comprise calcium, magnesium, sodium, potassium, and bicarbonates. As such, our product is rich in essential minerals that are great for the hydration, health, and wellbeing of the body,” introduces Mihai Neagu, CEO.

PH-AT’s brands are heavily present in the national beverage industry, being featured across all distribution

“WE ARE NURTURING A CULTURE OF HONESTY AND RESPECT WITH ALL OUR CONSUMERS, PARTNERS, AND SUPPLIERS. WE HOLD THE BEST QUALITY STANDARDS IN ALL WE DO”

– MIHAI NEAGU, CEO, PERLA HARGHITEI AND APEMIN TUȘNAD

channels, including both modern and traditional trade, as well as on-premises in hotel, restaurant, and catering (HoReCa) areas, and awayfrom-home businesses.

“We are nurturing a culture of honesty and respect with all our consumers, partners, and suppliers. We hold the best quality standards in all we do,” he adds.

CARING FOR EVERY DROP

Operating in such a long-standing industry means that PH-AT is wellpositioned to witness the substantial growth and evolution of the natural water market.

EME OUTLOOK: HOW HAS THE FOOD AND BEVERAGE INDUSTRY EVOLVED DURING YOUR CAREER?

Mihai Neagu, CEO: “My first contact with the food and beverage industry occurred when I was 19 years of age, selling food products directly from a van and hoping to learn fast and build a career in the sales business.

“This reflects the inception of not only the food and beverage sector in a former communist country, but the retail industry as a whole in Eastern Europe, including food, clothes, electronics, and so on.

“Subsequently, most of the big global retail players joined the domestic market and changed the game, especially after Romania joined the EU. Therefore, I have witnessed how the industry has emerged, evolved, and matured throughout my 30 years of experience in the field.”

Most noticeable is the pace of new technology, which has greatly influenced the speed of the two businesses.

Furthermore, Neagu believes that in the realm of corporate responsibility and environmentalism, companies must be able to hold themselves accountable in front of their customers.

“Sustainability is a major challenge that didn’t even exist as an agendasetting factor a decade ago. Therefore, consumer behaviour has changed in terms of how perception is built towards a brand and how the product is delivered in a rapidly growing gig economy,” he says.

Furthermore, both consumers and businesses are affected by various socioeconomic disturbances, such as the COVID-19 pandemic, record inflation, and conflict in neighbouring countries.

Nevertheless, PH-AT is working hard to overcome these challenges

as some of the most dynamic and modern natural mineral water bottling companies in Romania.

This has been achieved by streamlining activities and significantly investing in technology that helps the businesses use resources more sustainably and take the utmost care with their water.

For example, PH-AT’s plants in Sâncrăieni and Tușnadu Nou operate with the most up-to-date technology in the industry, which reduces losses and facilitates the use of cutting-edge equipment for capturing and bottling natural mineral water.

“In a very fragmented and competitive category, ensure highquality standards in all our activities and offer the best natural hydration options for our consumers.

“Thanks to nature, our products are filled with the essential minerals necessary for the improved physical and mental well-being of all consumer categories,” highlights Neagu.

At ALPLA, our global reach and commitment to sustainability drive every aspect of our operations. Out of the 196 ALPLA plants worldwide, we proudly operate in Romania 4 converting plants, producing: preforms, bottles, vials, canisters, buckets and lids and 1 recycling plant, enhancing local economies and pushing the boundaries of eco-friendly packaging solutions. As a worldwide leader in the industry, ALPLA continues to innovate, ensuring that each package we create upholds our standards of quality, sustainability, and affordability.

Join us in shaping a sustainable future. www.alpla.com

A BRIEF HISTORY OF PH-AT

The history of PH-AT goes back to the 1950s, when natural mineral water was discovered, bottled, and sold. Later on, in 1974, the current factories located in Sâncrăieni and Tușnadu Nou were built, and the first two brands emerged: Perla Harghitei and Tușnad.

After the fall of communism in 1990, the decade that followed was marked by a series of ownership changes, triggered by the company’s privatisation process which started in 1996. The split between the two formerly stateowned brands, Perla Harghitei and Tușnad took place in 1999 when Apemin Tușnad, was set up as an independent sister company.

SUSTAINABLY STRATEGIC INVESTMENT

In order to maintain its enviable position in the industry, PH-AT has an ambitious master plan for the next five years, investing approximately €48 million in new technology and production lines as well as introducing modern warehouses, water treatment stations, and digital systems.

“We will invest as much as it takes to get the best out of our natural resources, people, and operational processes. Our plan for the years to come is to keep up with the financial pace that we set last year. Accordingly, we estimate that we will have invested €9.3 million by the end of 2024,” informs Neagu.

In the short term, the companies will start operating their new innovative water treatment station and warehouses and wish to complete

the integration of their operational and commercial digitisation tools.

Additionally, both businesses are boosting the dynamics of their social and environmental responsibility projects, whilst strengthening their market position based on a consumer-centric communication strategy.

“Our biggest challenge is to grow our returnable glass segment, which is one of our most sustainable but difficult projects since it involves changing consumer behaviour in a complex logistical chain,” admits Neagu.

However, each company’s management is determined to succeed as it is aware of the importance of a circular economy in its sustainability journey.

Alongside its environmental footprint, PH-AT also continues to

The factory in Sâncrăieni

maintain good relationships with partners and suppliers, bolstered by the unmatched product output and plant location in Transylvania.

Both businesses work with some of the best suppliers in Europe for their production lines and raw materials, maintaining close partnerships with big players in the logistics chain to ensure their products are delivered to customers in the best condition.

“Our aim is to increase our consumer base in every corner of not only Romania but other strategic markets as well. Currently, our brands can also be found in the US, Canada, and other European countries,” he sets out.

A HOME-GROWN CULTURE

With over 450 experienced members of staff, PH-AT encourages a peopleoriented culture as the businesses and

their teams have grown together.

PH-AT also empowers its employees through their work with an organisational programme that recognises their contributions.

Meanwhile, the management team consists of hard-working professionals with valuable backgrounds in the global beverage industry, as well as excellent knowledge of the business, sector, and regions where its plants and core consumers are located.

Many of the companies’ employees have been with the business for decades, making their insights and experience priceless.

“The main advantage I can draw from this is that together, we make a powerful team built around common values, as people feel at home working here,” emphasises Neagu.

PH-AT is currently focusing on

attracting new, valuable talent who will be a good fit and are passionate about their roles, ensuring the highest engagement levels for years to come.

Continuing on their upward trajectory, the two companies are cultivating themselves around their staff.

“People are my key priority. The rest will follow, including well-loved brands, a larger market share, happy customers, productivity, and caring for the environment,” concludes Neagu.

Tel: +40-266- 332686/+40-372-772222

marketing@perlaharghitei.ro www.perlaharghitei.ro

To round off each issue, we ask our contributing business leaders for their views on the same question

WHO OR WHAT DO YOU LOOK UP TO FOR INSPIRATION?

Pascal Lacourie

CEO,

EPC Asia Pacific

“I am inspired by those who succeed! I’m humble and always ready to learn. This is what made me progress throughout my career.”

Adel Mir,

CEO, NAZ Industries LLC

“My inspiration stems from His Highness Sheikh Mohammed bin Rashid Al Maktoum, the Ruler of Dubai. I have had the opportunity to delve into his book, ‘My Vision’, which unveils the essence behind Dubai’s rapid growth as one of the world’s fastest developing cities. “In Dubai, development and

expansion are relentless pursuits, with the word “impossible” holding no significance for the Ruler and his team. A notable anecdote in ‘My Vision’ underscores the key to success – being swift and striving to be faster every day than the last.

“This relentless pace is integral to survival and triumph. I highly recommend exploring the insights within the book. It offers invaluable lessons on business and expansion that are truly enlightening.”

Herald Bonnici Secretary General, PEVCA Malta

“I draw my inspiration from successful entrepreneurs who have made it big

through hard work and determination. One such person is Jeff Bezos, Founder of Amazon. He began his journey in his garage, but his entrepreneurial spirit and willingness to take risks have made him one of the world’s most affluent individuals.

“Bezos has always pushed the boundaries of what’s possible and has made customer obsession a key principle of Amazon’s success. He strongly believes in long-term planning, which has allowed Amazon to make strategic investments and take actions that may not have immediate payoffs, but create significant value over time.”

Mihai Neagu

CEO, Perla Harghitei and Apemin Tusnad

“I have always found inspiration, without even searching for it deliberately, somewhere deep inside me. There, deep inside, are all the important people – family, friends, partners, colleagues – who have supported me and given me the strength to become the person I am today.”

Scott Mordue

Head of Marketing, Avoira

“Personally, I look up to individuals who lead with the intention of improving all our lives. Technology has an amazing opportunity to do this. It’s easy to point to people like Steve Jobs from Apple, or Andy Grove from Intel, but there are lots of other people who have qualities that I admire. There will, for sure, be more people to add to my shortlist as technologies like artificial intelligence become more mainstream, and I look forward to it.”

Are you a CEO or Director with a company story to tell?

Contact EME Outlook now!

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