EME Outlook - Issue 64

BRIGADE

As one of the largest fire and rescue services globally, the London Fire Brigade is a key part of the history and DNA of the UK capital

Lockheed Martin Middle East has been instrumental to regional defence stability and local production, as Chief Executive, Gen. John ‘Mick’ Nicholson , discusses

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EDITORIAL

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

Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com

Senior Editor: Lily Sawyer lily.sawyer@outpb.com

Editor: Ed Budds ed.budds@outpb.com

Editor: Rachel Carr rachel.carr@outpb.com

Editor: Lauren Kania lauren.kania@outpb.com

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BURNING PASSION

Welcome to our 64th edition of EME Outlook magazine. The London Fire Brigade (LFB) climbs high on this issue’s front cover as one of the world’s oldest and largest fire and rescue services.

A key part of the history and DNA of the UK capital, the Brigade aims to make London the safest global city – no simple task given its size and diversity.

Risk also continues to evolve at an unprecedented pace in areas such as London, a significant challenge for any emergency service to keep up with.

We highlight how the Brigade has kept pace with the challenges presented by climate change, conducted a culture review to drive transformational change, and invested in modern firefighting with a focus on tactical ventilation, fire behaviour training, and dealing with emerging technologies.

“Everything is going into this strategy to ensure the LFB is prepared for all of the challenges of the 21st century,” states Jonathan Smith, Deputy Commissioner for Operational Preparedness and Response.

Unlike the fires put out by the LFB, GEOPS’ mission to deliver excellence in drilling with zero harm to people and the environment continues to burn bright.

Headquartered in the Bulgarian town of Asenovgrad, GEOPS provides firstclass exploration and production drilling services across Europe.

“Our expertise spans core, directional, percussive, and rotary drilling, covering the full spectrum from early-stage exploration to resource definition and production support,” informs Chairman, Founder, and COO, Vasil Andreev.

In Slovakia, the e-mobility revolution shows no signs of being extinguished as the country positions itself as a key player in the European electric vehicle (EV) market.

The Slovak Electric Vehicle Association (SEVA) plays a critical role in advocating for e-mobility and collaborating with various entities to drive the EV transition forwards.

“SEVA has made significant strides in advancing e-mobility in Slovakia, shaping policies, raising awareness, and fostering industry collaboration,” notes Director, Patrik Krizansky.

This issue is also ignited with insights from the Iceland Renewable Energy Cluster and Cognition Land and Water.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing

Around Europe and the Middle East in seven stories…

NEW INFLATION MEASURES

YOGA MATS AND virtual reality (VR) headsets have made their way into the basket of goods of services used to calculate inflation by the Office for National Statistics (ONS). This basket contains 752 items which the ONS collects the cost of across several different retailers to calculate monthly inflation figures.

The contents of the basket are reviewed and updated annually to ensure it gives an accurate representation of spending data. Several factors are considered when choosing the items, including ease of finding and pricing the product, availability throughout the year, and more.

AUDI REVIEWS PETROL MODEL PLANS

GERMAN AUTOMOTIVE

MANUFACTURER Audi is reconsidering its pledge to launch its last petrol-powered model in 2026. Financial pressures and market conditions have prompted the review of Audi’s transition to electric mobility.

RETAIL

TESCO TO RAISE WAGES

PAY FOR STORE staff at Tesco will increase by 5.2 percent thanks to a significant £180 million investment from the UK’s biggest supermarket chain.

From 30th March, the hourly rate will go up by 43p to £12.45 after Tesco reached a deal with unions. It will then raise hourly pay again from the end of August to £12.54, a little above the UK’s National Minimum Wage.

However, the current 10 percent pay bonus for Sunday shifts will also be dropped for all Tesco employees, with those affected receiving a oneoff payment.

The move comes as many large supermarkets increase pay to attract more staff in a tight labour market.

Whilst it remains committed to electrification, the review could see Audi’s combustion engine phase-out timeline adjusted.

The company is now prioritising flexibility, including expanding its plug-in hybrid offerings and adjusting production plans based on demand.

However, Audi will introduce more than 20 new models by the end of this year, with half being fully electric.

HEALTHCARE CRITICAL MEDICINES ACT PROPOSED

THE CRITICAL MEDICINES Act proposed by the European Commission aims to support manufacturing and improve the availability of critical medicines in the EU.

In recent years, EU countries have unfortunately faced severe medicine shortages, mostly caused by manufacturing problems, supply chain risks, and global competition for resources. These shortages have been exacerbated further by global events such as the COVID-19 pandemic.

FOOD & BEVERAGE

COSTA RICAN COFFEE SHIFTS TO EUROPE

FOR THE FIRST time, Costa Rica exported more coffee to Europe than the US in 2024, according to new data from the Costa Rican Foreign Trade Promoter.

27, 494 tonnes of Costa Rican coffee were imported by European countries last year, accounting for

For many years, tackling shortages and ensuring access to medicines has been an EU priority. The new Critical Medicines Act complements legislative proposals already put forwards to address this.

42.6 percent of total shipments, with Belgium, Switzerland, and Germany amongst the largest importers.

The figures demonstrate growing European confidence in Costa Rican coffee amid the incoming EU Deforestation Regulation (EUDR), which comes into force on 30th December 2025 and brings tougher rules for companies selling products tied to deforestation in the EU.

CONSTRUCTION PLANS ANNOUNCED FOR UK’S BIGGEST STADIUM

MANCHESTER UNITED, ONE of the world’s most popular and successful football teams, plans to build a new 100,000-seater stadium that would be the biggest in the UK.

Old Trafford, the club’s home since 1910, is likely to be demolished once construction of the new ground is complete.

The stadium, and the wider Old Trafford regeneration project it is the centrepiece of, have the potential to deliver an additional £7.3 billion to the UK economy per year, bringing large-scale socioeconomic benefits.

This includes the creation of 92,000 jobs and more than 17,000 homes, as well as driving an additional 1.8 million visitors annually.

ENERGY & UTILITIES

THAMES WATER RESCUE DEAL CLEARED

A £3 BILLION rescue loan for Thames Water is set to go ahead following the dismissal of an appeal against the deal.

This extra funding allows Thames Water to continue operating for at least another 12 months, giving it time to restructure its debt and attract new investment.

The company serves about a quarter of the UK’s population, predominantly across London and parts of Southern England.

Without the loan, it was likely that Thames Water would have been placed into temporary nationalisation to keep its services running. The loan was initially secured in February to stave off the prospect of coming under government control.

Easing EPR Challenges

Claire Davies, Head of Producer Compliance at Biffa, discusses the impact of recent extended producer responsibility legislation and how businesses can address these updates with confidence and save money in the long run

Writer: Claire Davies, Head of Producer Compliance, Biffa

Extended producer responsibility (EPR) is one of the most complex pieces of legislation within the UK government’s Resources and Waste Strategy.

Whilst other initiatives – such as the Deposit Return Scheme and Simpler Recycling – follow clearer implementation plans, many businesses remain uncertain about how to navigate EPR effectively.

At its core, EPR shifts the financial responsibility for packaging waste from taxpayers to the companies – or ‘producers’ – that introduce packaging materials to the UK market. Under the scheme, businesses must collect and report detailed data on their packaging usage, which is then used to calculate household waste

management fees. These fees will be modulated based on recyclability, as determined by the Recycling Assessment Methodology (RAM) –meaning more sustainable packaging will result in lower costs.

WHAT DOES THIS MEAN FOR BUSINESSES?

The biggest challenge for producers is reporting. Previously, businesses only needed to submit waste data once a year. Under EPR, large businesses must now report bi-annually, with the first submissions having started in 2023. Smaller producers were required to report annually from April 2024.

The level of detail required has also increased – businesses must

now report specific materials, weights, and packaging types. From 2025, producer fees will come into effect, though final details were expected in July 2024. These fees will be modulated based on the environmental impact of packaging materials, creating a financial incentive for businesses to adopt more sustainable packaging solutions.

EPR is designed to encourage businesses to rethink packaging design, ensuring materials are both environmentally friendly and costefficient. However, as the financial responsibility for packaging waste shifts to producers, businesses must now factor these additional costs into their budgets.

ABOUT THE EXPERT

Claire Davies, Head of Producer Compliance at Biffa,

oversees EPR and waste electrical and electronic equipment (WEEE).

With over 17 years of experience dealing with most aspects of producer compliance, Davies specialises in data accuracy, compliance management, packaging recovery note (PRN) procurement, and technical knowledge, ensuring regulatory adherence and account management.

HOW TO REDUCE EPR COSTS –ACT NOW

The best step manufacturers can take right now to ease the impact of EPR is to work with a compliance partner. Your partner will have a team of dedicated experts who can take on reporting duties for you; they’ll be clued up on the regulations and be able to offer advice that will save your business money in the long run.

Getting your data and reports reviewed by an expert will open up opportunities for efficiencies and optimisations to be made that will reduce the financial burden of EPR

whilst supporting your organisation in achieving its sustainability goals.

Partnering with a dedicated compliance team will also help you avoid the risk of non-compliance. EPR regulations have already become law, so failing to report on your packaging data and pay modulated fees later this year carries serious risks.

A compliance partner also ensures businesses stay ahead of regulatory updates, such as changes to RAM assessments, and helps implement long-term sustainability strategies that reduce costs and improve environmental impact.

Finally, get clued up on the legislation and what it means for your business. This year is the perfect time to plan for the higher costs the regulations will incur and switch your packaging to recyclable materials once your data is properly tracked. Read Biffa’s Practical Guide to EPR and the government’s complete guidance to remove the risk of continued confusion.

To support manufacturers with EPR and other upcoming legislative changes and mitigate the costs incurred, we at Biffa have released a new whitepaper – ‘What if you could unlock value from manufacturing waste?’ –to coincide with the launch of a refreshed Manufacturing Waste Solutions proposition.

The guide advises manufacturers on unlocking value from waste to achieve sustainability and commercial goals amid the sector’s pressures and examines the lifecycle of manufacturing waste, from design to disposal.

ADVANCING LOCAL DEFENCE CAPABILITIES

Celebrating 50 years in the United Arab Emirates, we learn how Lockheed Martin Middle East has been instrumental in ensuring regional defence stability and prioritising local production. Gen. John ‘Mick’ Nicholson, Chief Executive, discusses Writer: Lucy Pilgrim

In recent decades, the Middle East’s defence manufacturing sector has experienced a profound shift from dependence on imported products to building its own advanced capabilities.

This is particularly apparent as the industry continues to navigate an increasingly complex landscape shaped by global conflicts, changing security priorities, and rapid technological advancements.

As such, the region’s government bodies are adopting a dual approach, strengthening defence capabilities whilst ensuring industry investments contribute to local economic development.

This involves creating jobs, expanding educational opportunities, and building Indigenous industrial expertise.

“Lockheed Martin Middle East (Lockheed Martin) is deeply committed to addressing these intertwined priorities, delivering advanced technologies and partnering with regional entities to foster local talent, transfer knowledge, and enhance long-term resilience,” opens Gen. John ‘Mick’ Nicholson, Chief Executive.

Indeed, national initiatives and economic visions, such as the United Arab Emirates’ (UAE) push for a knowledge-based economy,

Gen. John ‘Mick’ Nicholson, Chief Executive

have prioritised local production, technology transfer, and industrial self-reliance.

As a result, regional producers now play an increasingly prominent role in the defence industry’s global supply chain, R&D, and innovation.

FIVE DECADES OF DEFENCE

For over 50 years, Lockheed Martin has been a trusted partner in the Middle East, building enduring relationships with regional governments and institutions to address evolving defence and security challenges.

The company has amassed a significant presence across the Middle East with offices in the UAE, Saudi Arabia, Qatar, and Egypt, as well as permanent representatives in several other key markets.

Lockheed Martin offers a broad portfolio of defence, aerospace, and

LOCKHEED MARTIN’S PARTNERSHIP WITH KHALIFA UNIVERSITY

Lockheed Martin’s recent memorandum of understanding (MoU) with Khalifa University is a pivotal step in advancing aerospace and defence innovation in the UAE.

The collaboration emphasises cutting-edge research in areas such as artificial intelligence (AI), autonomous systems, and space exploration.

A key outcome of the MoU is the expansion of Lockheed Martin’s Centre for Innovation and Security Solutions (CISS) to the university’s main campus, creating a platform for long-term innovation, training, and technological leadership, thereby strengthening the UAE’s position as a global leader in aerospace and defence capabilities.

“This move will foster long-term innovation, provide advanced training opportunities, and enhance technological leadership within the UAE,” enthuses Nicholson.

Indeed, the partnership between Lockheed Martin and Khalifa University focuses on bridging the gap between academic research and real-world industry applications, emphasising innovative solutions that meet both current and emerging defence and security needs.

“THROUGH TAILORED SOLUTIONS, LOCALISED MRO OPERATIONS, AND CAPACITY BUILDING INITIATIVES, THE REGION SUPPORTS OUR OVERALL SUCCESS, ALIGNING ADVANCED DEFENCE TECHNOLOGIES WITH LOCAL PRIORITIES”

– GEN.

JOHN

‘MICK’

NICHOLSON, CHIEF EXECUTIVE, LOCKHEED MARTIN MIDDLE EAST

security solutions, ranging from F-16 jets, C-130 Hercules (C-130H) airlifters, and Sikorsky UH-60 Black Hawk (Black Hawk) helicopters to advanced missile defence systems, satellites, and state-of-the-art radar and command and control technologies.

Elsewhere, the company’s efforts extend beyond technology delivery as it works closely with national governments, industrial partners,

and academic institutions to foster innovation, support STEM education, and build local talent.

“This year marks 50 years of collaboration in the UAE, underscoring our commitment to strengthening regional stability, nurturing local talent, and delivering cutting-edge solutions,” asserts Nicholson.

Lockheed Martin’s presence in

the region began in March 1975 following the delivery of the first C-130H airlifters to Saudi Arabia in 1965, establishing the foundations of a portfolio that now spans defence, advanced technologies, space, and industrial partnerships.

Bahrain was the first nation in the Gulf Corporation Council (GCC) to acquire the F-16s, followed by Iraq, the UAE, and Oman, whilst Kuwait benefits from a range of essential capabilities including C-130Hs and integrated missile defence systems.

“Each partnership highlights our unwavering commitment to fostering regional security and advancing local capabilities,” he adds.

MEANINGFUL COOPERATION

In order to meet the developing needs of the Middle East’s defence sector, Lockheed Martin has partnered with numerous noteworthy organisations

and institutions in order to meet its targets in regional defence capabilities.

In the UAE, for instance, the company partners with the Advanced Military Maintenance Repair and Overhaul Centre (AMMROC) to handle maintenance work on Black Hawks, F-16s, and C-130Hs.

In Saudi Arabia, meanwhile, Lockheed Martin’s localisation efforts include awarding subcontracts for key Terminal High Altitude Area Defence (THAAD) components to local suppliers, strengthening the nation’s sovereign defence capabilities.

The company has also partnered with Barzan Holdings in Qatar for industrial development projects and is exploring similar opportunities in Oman.

Elsewhere, in Jordan, Lockheed Martin recently engaged with the Jordan Design and Development Bureau (JODDB) to assess its capabilities and identify future areas of cooperation.

“Collectively, these efforts illustrate how the region’s defence manufacturing landscape is evolving into a more autonomous, innovationdriven ecosystem – one that keeps pace with modern threats and contributes meaningfully to global defence,” Nicholson enthuses.

Regionally, Lockheed Martin is also strengthening its maintenance, repair, and overhaul (MRO) capabilities for a range of aircraft, including the F-16s and C-130Hs, through partnerships with local companies.

These efforts boost self-sufficiency and operational readiness, ensuring the Middle East can independently maintain and sustain critical defence systems.

“Together, these projects highlight our dedication to developing sovereign capabilities, fostering innovation, and empowering the next generation of talent across the Middle East.”

“THIS YEAR MARKS 50 YEARS OF COLLABORATION IN THE UAE, UNDERSCORING OUR COMMITMENT TO STRENGTHENING REGIONAL STABILITY, NURTURING LOCAL TALENT, AND DELIVERING CUTTING-EDGE SOLUTIONS”

– GEN. JOHN ‘MICK’ NICHOLSON, CHIEF EXECUTIVE, LOCKHEED MARTIN MIDDLE EAST

CAPACITY BUILDING

Lockheed Martin’s contribution to regional defence capabilities also focuses heavily on building human capital as well as fostering longterm growth and local expertise.

The company’s commitment to regional capacity building and the development of sustainable aerospace and defence ecosystems

is demonstrated by initiatives such as CISS in Abu Dhabi and its collaboration with Khalifa University in the UAE.

“By joining forces with one of the region’s premier academic institutions, Lockheed Martin is helping to cultivate a highly skilled, innovative workforce capable of tackling the industry’s future

challenges,” Nicholson prides.

The CISS recently graduated its largest ever internship cohort of 56 students.

By focusing on fields such as AI, robotics, and space technologies, this programme helps students transition from academia to the workplace, equipping them with the skills needed to lead future advancements.

Additionally, the company remains

committed to education and workforce development programmes that align with regional priorities, ensuring that investments support both near and long-term growth in the defence and aerospace sectors.

“These initiatives go beyond theoretical knowledge, equipping students and professionals with hands-on skills in areas such as aerospace engineering, maintenance, and operational planning,” he details.

This approach not only addresses the immediate need for highly skilled personnel but also establishes a sustainable pipeline of talent to drive innovation and ensure operational readiness for years to come.

COMMITTED TO EVOLUTION

In the next five years, the Middle East’s defence manufacturing sector is poised to embrace a new wave of

technological innovations, including AI, autonomous systems, and predictive analytics that will redefine how the region approaches future challenges.

Lockheed Martin is committed to supporting this evolution as it plays a vital role in bridging the Middle East’s defence requirements with the company’s global needs, acting as a conduit for innovation, collaboration, and knowledge transfer.

“Through strategic partnerships, targeted training programmes, and cutting-edge technology transfers, we aim to help our partners join global supply chains related to advanced manufacturing capabilities and achieve greater self-reliance in the maintenance and operation of the systems we provide,” prides Nicholson.

As such, Lockheed Martin not only

strengthens regional security but also contributes its global reputation as a leader in advanced defence manufacturing and aerospace innovation.

More locally, the company’s priorities for the coming year are strategically designed to advance its regional presence and contribute to the UAE’s long-term vision for a secure, knowledge-based economy.

These include building even stronger relationships with regional governments to address shared security goals, advancing STEM education and workforce development programmes to cultivate the next generation of industry leaders, and increasing local manufacturing and maintenance capabilities to support the selfreliance of UAE defence.

“We will also focus on advancing cutting-edge technologies, such as AI and autonomy, to maintain a decisive edge in innovation and ensure our solutions align with the region’s evolving strategic priorities,” closes Nicholson.

In a progressive shift for Cheltenham Festival, Style Wednesday – previously known as Ladies Day – has become a celebration of slow fashion, shining a spotlight on pre-loved and vintage clothing

Writer: Lily Sawyer

Welcoming over 200,000 spectators this year, Cheltenham Festival, which took place between Tuesday 11th and Friday 14th March 2025, is recognised as one of the UK’s biggest annual horse racing showcases.

Renowned for its world-class courses and high attendance, the much-loved event has also gained a reputation as one of the most anticipated high fashion occasions in the country’s equestrian calendar.

The festival’s second day, previously known as Ladies Day, has long been heralded as a celebration of women’s race day style, with royals, celebrities, and other attendees commended for

their most daring, imaginative, and often expensive looks.

Last year, however, Ladies Day underwent a significant rebrand.

Re-named Style Wednesday by the festival’s official organisers, The Jockey Club, Ladies Day is now touted as an overall more sustainable and inclusive affair.

The progressive shift that celebrates slow fashion – upcycled and vintage pieces – is hoped to redefine how style is perceived at the festival, cultivating a more thoughtful and sustainable relationship with clothing.

THE SLOW FASHION AWARDS

Despite its recent rebrand, Style

Wednesday remains a celebration of glamour and glory at Cheltenham Festival and continues to take place alongside the BetMGM Queen Mother Champion Chase on the racetrack.

This year, in keeping with the festival being a family tradition for many, The Jockey Club chose to home in on timeless, vintage fashion as a focal point, particularly clothing that has been passed down through generations.

To honour these pre-loved pieces, the Slow Fashion Awards at this year’s event celebrated borrowed items as well as investment pieces that were purchased specially for the festival but can be reused for years to come.

The day two style competition opened at 10:30am and lasted until 2:30pm and saw participants don their outfits before having their photo taken in The Plaza.

This year’s judges, which included ex-model and presenter Rosie Tapner and Vanity Fair royal correspondent Katie Nicholl, decided on a winner and two runners-up.

Stylish spectators Cordilia Chugg, Stephen Grogan, and Juspith Beckett were crowned this year’s slow fashion champions, with the inclusion of a male winner demonstrating the festival’s refreshed perspective on inclusivity.

DRESS TO FEEL YOUR BEST

Former Chief Executive of The Jockey Club, Nevin Truesdale, who played a major role in ushering in the changes to Ladies Day, is proud of the updated Style Wednesday model and sees it as a major win for the festival.

Speaking with the media, he reflected on how spectators re-wearing outfits already in their wardrobes not only allows them to showcase their unique and personal style but share the stories and histories behind their garments –especially where vintage or heirloom items are concerned.

Meanwhile, Truesdale explains how by no longer placing high expectations upon attendees and

what they should wear, he hopes that a culture of inclusivity can be created.

This feeds into The Jockey Club’s ‘dress to feel your best’ mentality in 2025, which encourages spectators to choose their outfits with comfort and confidence in mind, wearing what feels right and recognising individual preferences.

As such, through these updates, Cheltenham Festival has begun to acknowledge how an enforced race day dress code, despite being ‘the done thing’ for many years, had quickly become outdated in the eyes of many attendees in the 21st century.

In addition, dressing for comfort and confidence aligns more closely with the festival’s renewed mantra, which seeks to promote the races as an event to be enjoyed by anyone and everyone.

Of course, none of this is designed to discourage those who enjoy dressing to impress - it is simply intended to widen the pool of what is deemed ‘acceptable’ to wear at the races going forwards.

2025 SLOW FASHION AWARDS – PRIZES

FIRST PLACE PRIZES INCLUDED:

• Boodles jewellery – A ‘Be Boodles’ double motif rose gold pendant worth £4,000

• Ellenborough Park retreat – An overnight stay in a deluxe bedroom overlooking the spa garden

• Two Queen Elizabeth II tickets for Epsom Ladies Day 2025

• Two Club tickets for day two of Cheltenham Festival in 2026

RUNNER-UP PRIZES INCLUDED:

• A Holland Cooper boutique experience

• A £250 Debenhams voucher

• Four Tattersalls tickets for Style Wednesday 2026

• Two Garden Club tickets for Aintree Ladies Day 2025

• Two Grandstand Enclosure tickets for Epsom Ladies Day 2025

LAST-GASP VICTORY

England snatched a dramatic victory over Six Nations favourites France in an entertaining encounter at a rapturous Twickenham

Writer: Ed Budds

England roared back from the brink of another sickening Six Nations defeat to clinch a vital victory over a French team many had touted as pretournament favourites.

In a thrilling clash at Twickenham, Elliot Daly snuck past the sleeping France defence for a decisive, match-winning try in the 79th minute which ignited rapturous scenes of delirium amongst the legions of English fans.

Seconds later, Fin Smith, making his first start for the national team at fly-half, courageously held his nerve with

the ensuing conversion. Eerily reminiscent of the last-play defeat by Australia in the autumn, which still lives fresh in the memory, his team secured a hard-fought victory.

The last-gasp drama served as a fitting conclusion to a frantically scrappy slugfest, which saw both sides make numerous errors in what became a brutal and bruising encounter at the home of English rugby.

England were looking to avoid a fourth consecutive loss to Les Bleus, but heading into the tense final stages of this enthralling encounter in London, it could have gone either way as both sides played out a back-and-forth game of free-flowing rugby.

The lead traded hands three times in the final chaotic 10 minutes of play as substitute prop Fin Baxter’s try gave England a slender momentary lead, only for French winger Louis Bielle-Biarrey to crash through the English lines to seemingly deny the hosts.

However, from unknown reserves of energy found deep

The French wide pair of Bielle-Biarrey and Damian Penaud both knocked the ball on in promising positions, with Dupont dropping a laser-like Thomas Ramos pass just as the try line beckoned, much to the delight of the Twickenham faithful.

A frustrated England remained pointless with Fin Smith being promoted to fly-half in an attempt to boost the host’s attack but, perhaps unsurprisingly, a lack of cohesion and cutting-edge limited them to scraps early in the match.

France, who triumphed 53-10 on their last visit to Twickenham two years ago, couldn’t accelerate away, eventually succumbing to their first loss of this year’s Six Nations in an unforgettably chaotic end to a true modern classic.

MEMORABLE OUTING

It was a coming-of-age performance for England fly-half Fin Smith, named Player of the Match after his valuable contribution to an iconic England victory.

MATCH DETAILS

VICTORY

within, England summoned the strength to deal one final knockout blow in the penultimate passage of play as Fin Smith’s missile of a pass put Daly clear through, holding off a despairing lunge from Antoine Dupont as he crossed the line.

A GAME OF TWO HALVES

In stark contrast to the frenetic finale, the scoreboard remained ominously blank for what seemed like an eternal opening 29 minutes which was littered with careless mistakes from both sides.

Through relentless pouring rain, the visitors enjoyed the majority of possession but failed to capitalise on their dominance, making a litany of handling errors in the gloomy London drizzle.

DATE: Saturday 8th February 2025

VENUE: Twickenham

REFEREE: Nika Amashukeli (Georgia)

ATTENDANCE: 81,000

ENGLAND – 26

TRIES: Lawrence (36), Freeman (58), Baxter (70), Daly (79)

CONVERSIONS: Marcus Smith (36), Fin Smith (71, 80)

FRANCE – 25

TRIES: Bielle-Biarrey (30, 75), Penaud (61)

CONVERSIONS: Ramos (31, 76)

PENALTIES: Ramos (50, 56)

PLAYER OF THE MATCH: Fin Smith (England)

A first home start for the national side and kicking the match-winning penalty added up to a memorable day for the 22-year-old Northampton Saints player.

He took over the enormous pressure of kicking duties from teammate Marcus Smith after the full-back’s accuracy proved wayward at crucial moments, and the former Under-20s Six Nations Grand Slam winner proved up to the task and never looked back.

Fin Smith then went on to convert both late tries in the dying moments of the match, including one that he set up with an assist for Daly’s 79th-minute heroics.

Speaking after the game, he admitted to feeling like a rabbit in the headlights on his first Test start before finding his feet towards the end.

It was a day when this promising youngster delivered against the heavy favourites to help England secure a dramatic last-gasp victory and avoid a fourth consecutive loss to Les Bleus.

SLOVAK ELECTRIC VEHICLE SPOTLIGHT

As a burgeoning market, Slovakia’s electric vehicles are supported by the country’s robust automotive manufacturing industry. With a promising green future on the horizon, the government is gearing up for an e-mobility revolution

Writer: Rachel Carr | Project Manager: Mantė Kalinauskaitė

Photo: Peter Frolo

SLOVAKIA’S EV INDUSTRY – FACTS AND FIGURES

• The EV market in Slovakia is expected to generate revenues of over USD$590 million by the end of 2025, whilst BEVs are anticipated to generate more than USD$189 million in that time.

• There are currently 2,424 EV charging stations in 967 locations throughout Slovakia.

• Tesla is the country’s leading EV brand, followed by Volkswagen.

• The number of EVs on Slovak roads currently exceeds 15,000.

The electric vehicle (EV) industry in Slovakia has gained momentum in recent years, driven by a combination of government initiatives, increased consumer interest in sustainable transportation, and the presence of major automotive manufacturers in the region.

Slovakia is home to several leading automotive manufacturers, including Volkswagen, Kia, and Stellantis, that are increasingly shifting their focus from traditional combustion engines towards EVs, supported by investments in production facilities.

Furthermore, Jaguar Land Rover, rebranded as JLR, has a state-of-the-art plant in Nitra that has been reconfigured for EV production as part of the company’s Reimagine strategy, which aims to launch nine new models by 2030. In addition, Volvo is constructing a new plant in Košice that will exclusively produce EVs.

Within the dynamic EV market, two notable categories have emerged – battery electric vehicles (BEVs), which run solely on electric power, and plug-in hybrid electric vehicles (PHEVs), which combine electric propulsion with traditional engines.

Both types are pivotal in driving Slovakia towards a greener future and highlighting the nation’s commitment to innovation and sustainability in transportation.

The development of charging infrastructure is crucial for the growth of the EV market. In recent years, Slovakia has made strides in expanding its charging station infrastructure, including fast chargers along major highways and urban centres, which is essential to support the increasing number of EVs on the road.

Slovak consumers are gradually becoming more open to EVs, driven by rising awareness of environmental issues and the long-term cost savings associated with ownership. However, challenges such as the initial purchase price and range anxiety still exist, with efforts ongoing to address these concerns.

The future of the EV industry in Slovakia looks promising as the EU’s regulatory environment is pushing for tougher emissions standards, likely accelerating the country’s production and adoption of environmentally friendly transportation.

Moreover, as technology advances and battery costs decrease, they are expected to become more affordable and accessible to a broader audience.

Slovakia is, therefore, positioning itself as a key player in the European EV market, leveraging its strong automotive industry and supportive policies to foster a sustainable transportation future.

INTERVIEW: SLOVAK ELECTRIC VEHICLE ASSOCIATION

The Slovak Electric Vehicle Association plays a critical role in advocating for e-mobility and collaborating with various entities to drive the EV transition forwards. Director, Patrik Krizansky, discusses Slovakia’s adaption to green and sustainable travel

Photo: Miro Pochyba

The Slovak Electric Vehicle Association (SEVA) promotes the development and adoption of EVs in Slovakia.

Its mission includes advocating for policies that support sustainable transportation, educating the public about the benefits of electric mobility, and fostering collaboration amongst stakeholders in the sector such as manufacturers, governmental bodies, and non-governmental organisations (NGOs).

SEVA often engages in initiatives to increase awareness of EVs, address infrastructure needs such as charging stations, and reduce emissions in the transportation sector. The association also participates in events, conferences, and workshops to discuss EV technology advancements and challenges facing the industry.

Through its efforts, SEVA aims to contribute to a sustainable future by promoting cleaner transportation options and addressing environmental concerns related to conventional vehicles.

EME Outlook (EO): Firstly, can you tell us the origins of SEVA and its initial mission and vision?

Patrik Krizansky, Director (PK): SEVA was founded in 2012 as Slovakia’s leading platform for e-mobility advocacy and industry collaboration.

Its mission was to support the transition to zeroemission transport by fostering legislative change, raising public awareness, and enabling cooperation between

businesses, policymakers, and stakeholders.

From the beginning, SEVA has been the voice of e-mobility in Slovakia, driving public discourse and providing expert contributions to accelerate the transition to fully-electrified road transport based on BEVs.

With over 70 members, we now represent the majority of the private EV sector in Slovakia. As a member of E-Mobility Europe, we are also the voice of the Slovak electromobility ecosystem in Brussels.

EO: How has SEVA developed and progressed, and what objectives has it achieved?

PK: SEVA has made significant strides in advancing e-mobility in Slovakia, shaping policies, raising awareness, and fostering industry collaboration. However, our country remains at the bottom of the EU regarding EV adoption.

The Carpathian Basin is not Silicon Valley – there is a cultural scepticism towards innovation and strong opposition to energy transformation has slowed progress. Despite this, SEVA continues to push for a sustainable and competitive EV ecosystem.

This applies not only to the adoption of EVs on the road, which remains a priority, but also to the transformation of Slovakia’s automotive industry, or as we call it, the development of e-mobility in factories.

Slovakia is the world leader in car production per capita, with 10 percent of GDP and 16 percent of total manufacturing output coming from the sector.

Photo: Peter Frolo

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“WITH A STRONG LOCAL SUPPLIER NETWORK, SKILLED WORKFORCE, AND GOVERNMENT SUPPORT, SLOVAKIA HAS THE POTENTIAL TO REMAIN A KEY PLAYER IN THE GLOBAL AUTOMOTIVE MARKET”

– PATRIK KRIZANSKY, DIRECTOR, SLOVAK ELECTRIC VEHICLE ASSOCIATION

10 percent of workers are also employed in the automotive supply chain, so the country must ensure its factories remain competitive in the shift to electrification. However, Slovakia’s EV adoption faces multiple challenges as it lacks strong, predictable, stable, and longterm financial incentives for buyers.

Despite significant progress in recent years, charging infrastructure still lags behind leading EU markets, especially along highways.

EO: What do you find most exciting and challenging about the EV industry in Slovakia?

PK: Slovakia was fortunate in the past to attract major automotive investments from Germany, France, the UK, and South Korea, allowing us to build a strong industry without costly R&D.

These manufacturers helped establish a thriving

automotive sector, but Slovakia primarily operated as an assembly hub rather than a centre for innovation.

This model supported our economy through difficult times, yet today’s landscape is shifting. Traditional automakers now face unprecedented challenges as delays in innovation, efficiency, and electrification have left them vulnerable – not only in Slovakia but across major automotive markets.

Even in highly developed economies, manufacturers underestimated the speed of transformation. Our factories still operate at 70 to 80 percent capacity, compared to below 50 percent in France and Italy, but this could change rapidly.

The EU aims to make the sector more efficient whilst ensuring job retention; this balance will be one of the most significant challenges in the months and years ahead.

EO: How is Slovakia’s automotive industry adapting to the shift towards electrification?

PK: Slovakia’s position in the EV transition is shaped by its deep-rooted dependence on traditional automotive production. We benefitted from foreign investments, which prioritised efficiency over innovation, however this is now becoming a challenge.

Photo: Peter Frolo

Automakers must rapidly shift towards electrification, yet their ability to do so depends on access to battery supply chains, skilled labour, a supportive regulatory environment, and – let’s be honest – direct financial incentives from the government to attract investors.

To maintain competitiveness, Slovakia must complement its strong automotive sector with robust battery production capacity. Batteries are a critical component of EVs, and their production should be located near vehicle assembly plants to reduce costs, ensure supply chain stability, and minimise emissions from transportation.

Another key factor for attracting battery manufacturers is the availability of ‘green’ electricity. Whilst Slovakia benefits from a low-emission energy mix due to its reliance on nuclear and hydropower, renewable sources account for only about 23 percent of total production –significantly lower than in many competing countries. Energy-intensive industries such as steel, aluminium, and ferroalloy production are already struggling due to high electricity costs. If we want to attract battery gigafactories, addressing this issue is essential.

EO: Are there any SEVA projects, events, or key aspects of the industry you would like to highlight?

PK: SEVA is proud of its contributions to policy discussions, particularly regarding Slovakia’s Automotive Action Plan and legislative frameworks supporting e-mobility.

We have assisted businesses and municipalities in preparing for EU funding opportunities aimed at expanding charging infrastructure. Additionally, we compile and analyse national EV

market data for our members. Our efforts also extend to organising industry events, such as the eFleet Day conference, fostering cross-sector cooperation and networking, and supporting the development of battery production capacities. We have established four business hubs that focus on specific topics and serve as arenas for exchanging data and experiences.

SEVA has also formed thematic working groups that meet quarterly to discuss various aspects of the transformation.

We have introduced Drive2Transform in Slovakia, which connects the local automotive supply chain with the broader European e-mobility transition. This EU initiative provides strategic support, fosters industry collaboration, and ensures that Slovak suppliers are well-positioned for the future of EV production.

Our main priority now is providing services to our members – collecting and publishing market data, lobbying, and drafting legislative proposals, reports, statistics, and policy updates.

Photo: Boris Bukovsky

Photo: Boris Bukovsky

EO: What are the goals and priorities of SEVA, and what strategies will you employ to implement them?

PK: SEVA’s focus is twofold. Firstly, we will closely follow European and global trends, innovations, and technologies in the expert domain to proactively shape the legislative and investment environment needed for their successful implementation.

In parallel, our public engagements will focus on advocacy, education, and myth-busting. We will continue addressing concerns related to safety, economic sustainability, and the environmental benefits of zeroemission transport powered by electricity stored in traction batteries.

EO: Finally, how do you see the Slovakian EV industry developing over the next five years and are you optimistic about its future?

PK: Slovakia’s EV industry faces both significant opportunities and challenges in the years to come. Whilst our automotive sector remains strong, shifting to electrification requires urgent action at all levels.

The EU’s regulatory push, increasing demand for lowemission vehicles, and the need for domestic battery production will shape the industry’s trajectory.

A critical factor for Slovakia’s future in e-mobility is how well we integrate into the European battery supply chain. The ‘rEVolution’ is not just about assembling vehicles; it’s about securing access to core technologies such as battery cells, power electronics, and software.

Countries that fail to adapt will see investments move

“SEVA HAS MADE SIGNIFICANT STRIDES IN ADVANCING E-MOBILITY IN SLOVAKIA, SHAPING POLICIES, RAISING AWARENESS, AND FOSTERING INDUSTRY COLLABORATION”

– PATRIK KRIZANSKY, DIRECTOR, SLOVAK ELECTRIC VEHICLE ASSOCIATION

elsewhere. Additionally, Slovakia must address its reliance on nuclear and hydropower by expanding renewables to attract energy-intensive industries like battery gigafactories.

Despite these challenges, there are solid reasons for optimism. With a strong local supplier network, skilled workforce, and government support, Slovakia has the potential to remain a key player in the global automotive market.

The next five years will determine whether we capitalise on this transition or fall behind in the race towards electrifying transportation.

SLOVAK ELECTRIC VEHICLE ASSOCIATION

Tel: +421 915 695 617

info@seva.sk www.seva.sk

Riešenie výziev e-mobility na Slovensku

Rozširovanie nabíjacej infraštruktúry prináša jedinečné výzvy:

1. Nerovnomerné rozloženie nabíjacích staníc

2. Vyvíjajúce sa regulačné prostredie

3. Investičné a prevádzkové aspekty

Ako Last Mile Solutions pomáha:

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Naša platforma spravuje všetky AC a DC nabíjačky v súlade s OCPI, čím zabezpečuje jednoduchú integráciu a škálovateľnosť naprieč lokalitami.

Odborné znalosti a dodržiavanie predpisov S 20-ročnými skúsenosťami zjednodušujeme súlad s reguláciami, daňovú správu v celej Európe, reporting a správu siete.

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Photo: Peter Frolo

SPOTLIGHT ON

ICELANDIC RENEWABLE ENERGY I

Iceland is one of the world’s leading countries in clean energy, with nearly 100 percent of its electricity being produced from renewable sources and the Icelandic government aspiring to achieve carbon neutrality by 2040

Writer: Ed Budds | Project Manager: Mante Kalinauskaite

celand primarily relies on geothermal energy and hydropower, two of the leading sources of renewables, which together provide almost the entirety of its energy supply.

Remarkably, it currently exists as the world’s largest green energy producer per capita – yet its population stands at just under 389,444.

Renowned for its magnificent natural wonders, glaciers, rivers, waterfalls, wilderness, and untamed coastlines, Iceland is also home to some of the world’s most active volcanoes.

This fascinating geology has helped create several unique sources of renewable energy which, when combined with its people’s knack for ingenuity, mean the country punches well above its weight as a global sustainability leader.

A primary resource for Iceland, geothermal energy is power generated and stored underground, originating from the formation of the planet and the Earth’s crust.

Iceland’s first geothermal power plant started operation in 1969, followed by two larger plants in 1978 and 1979. With a total installed geothermal power generation capacity of 755 megawatts (MW) today, Iceland is amongst the top 10 countries in the world when it comes to electricity generation from this resource, with 90 percent of the nation’s homes heated from it.

Geothermal power is mostly utilised for the heating of houses and offers multiple cascading uses, such as swimming pools, greenhouses, fish farming, cosmetics, and much more.

Elsewhere, hydroelectric power is produced from

moving water, meaning power plants are usually located on or near a water source. The volume of the water flow and change in elevation from one point to another determines the eventual amount of available energy.

Iceland’s first hydropower plant began operation in 1904 in Hafnafjörður before Reykjavík saw its first hydropower plant set up in 1921, closely followed by Akureyri in 1922. With the introduction of these game-changing plants, Iceland’s electricity market was created.

Despite being in the North Atlantic and wind being a constant in the country, there has been limited development of wind power projects. However, with average capacity figures that exceed offshore numbers for wind parks elsewhere, there is substantial data to support future opportunities for wind power development in Iceland.

RÓSBJÖRG

JÓNSDÓTTIR, MANAGING DIRECTOR

The Iceland Renewable Energy Cluster

serves as the unifying platform for the nation’s energy industry, bringing together public and private entities and institutions across the full value chain.

Rósbjörg Jónsdóttir, Managing Director, tells us more

The Iceland Renewable Energy Cluster’s primary objective is to enhance the competitiveness of its members and society whilst showcasing their capabilities.

Formally established on 15th February 2013, the organisation initially operated as Iceland Geothermal, primarily focusing on geothermal energy. In 2018, it expanded its scope to encompass all energy sources in the country, including geothermal, hydropower, wind power, and Power-to-X.

The cluster’s membership comprises organisations spanning the entire energy value chain, from exploration to utilisation. This includes power producers, developers, research institutions, and various service providers such as consulting, manufacturing, maintenance, academia, and public entities. By representing all stakeholders in the energy sector, the cluster serves as a collective voice for the industry.

Emphasising collaboration, knowledge sharing, and progress, the cluster conducts various activities to foster innovation within the field. These initiatives aim to strengthen both local and global competitiveness and drive value creation in the renewable energy sector.

EME Outlook (EO): Firstly, could you talk us through the origins of the Iceland Renewable Energy Cluster – when was it founded, and what was its initial vision?

Rósbjörg Jónsdóttir, Managing Director (RJ): The organisation was originally founded as a geothermal cluster after several years of mapping and implementation. As such, the initial cluster map was published at our first Iceland Geothermal Conference in 2010 by Professor Michael Porter from Harvard Business School and his colleagues.

The mapping analysis of the geothermal cluster concluded that there are significant opportunities for its development in the coming years and decades, with major growth opportunities identified.

The cluster organisation is a non-profit, privately driven platform, and its role is to improve and increase our members’ competitiveness as well as benefit society. The cluster organisation is financed with membership fees and has up to 50 members from across the entire value chain, including both private and public entities, research companies, energy producers, and service providers such as direct and indirect consumers, educational institutions, and more.

EO: What is your current take on the renewable energy landscape across both Iceland and the broader European region? What are some of the major challenges and developments facing the sector?

RJ: At present, the renewable energy landscape, both in Iceland and across the broader European region, is dynamic and evolving rapidly.

We are fortunate that we live with great natural resources and are lucky that they have been harnessed responsibly, with about 85 percent of the nation’s total primary energy supply derived from renewable sources. When looking at Europe, renewable energy sources are increasingly contributing to the energy mix. As of 2023, renewables accounted for approximately 24.5 percent of the EU’s final energy consumption. Solar and wind power are the primary drivers of this growth, with significant investments and technological advancements in the area.

The major issues are in energy storage, as one of the biggest challenges is the efficient and reliable storage of renewable energy. Economic and financial factors can be a big hurdle as high initial costs and the need for substantial investments in infrastructure can hinder the widespread adoption of renewable technologies. Meanwhile, there is also the issue of grid integration; integrating intermittent renewable energy sources into existing power grids requires significant upgrades and innovations to ensure stability and efficiency.

“WE WILL CONTINUE TO CONTRIBUTE TO A MORE SUSTAINABLE INDUSTRY BY HELPING TO PAVE THE WAY FORWARDS, ALLOWING US TO GROW A PROSPEROUS SOCIETY”

–

RÓSBJÖRG

JÓNSDÓTTIR, MANAGING DIRECTOR,

ICELAND

RENEWABLE ENERGY CLUSTER

EO: What trends are currently developing and transforming the industry? How are you responding to them?

RJ: Recent developments show that everyone is integrating technological innovations. Advances in artificial intelligence (AI), big data, and battery storage are enhancing the efficiency and reliability of renewable energy systems. There has also been a surge in public and private investments, driving growth and development in the sector.

Our vision is that energy-related activities are the

foundation of the nation’s welfare. The cluster contributes to further value creation and increased competence through strong innovation and active knowledge sharing, ensuring socioeconomic and environmental progress. The key activities of our organisation are to enhance cooperation across our members and sectors whilst accelerating important improvements and changes to advanced energy-related activities. Our areas of focus include innovation and development, education, training, knowledge sharing, and international cooperation.

EO: Are there any key investments or recent projects you’re working on that you’d like to pay special mention to?

RJ: Our great Iceland Geothermal Conference is one of the leading international geothermal conventions within the industry. It has been held five times and will be taking place for the sixth time in May 2027. As a result of this event, Iceland has been defined as one of the showcases for renewable energy and is regarded as a must-visit destination to learn about our great clean energy experience and development.

Iceland Geothermal Conference

WE BUILD SOCIETIES

LEADING THE WAY IN SUSTAINABLE SOLUTIONS

Verkís is a leader in Icelandic engineering consultancy, with decades of experience across all engineering sectors, including geothermal and hydro power.

verkis@verkis.com | www.verkis.com

Over the years, we have managed to build a start-up accelerator within the sector and are now working on an investment fund which we hope to launch this year. This is one of our most important projects, and it will have a great impact on our industry, especially when it comes to finance and innovation.

We are also in the starting phase of building a collaboration platform with the Colorado School of Mines in the US, where we are constructing bridges between international and local academia and the commercial world, seeking the best possible solutions within the geothermal landscape.

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

RJ: Our vision is to be the leading collaborator platform for those who want to develop the industry locally, as well as be a one-stop shop for those who are seeking the right Icelandic partner for new projects. We want to be part of the transitional wave that is gradually improving our industry, building up better communities for our people. Following our guiding principles, strengthening the collaboration between different industry players both locally and globally, and sharing knowledge leads to further progress that everyone wants to see.

EO: Since its inception, how has the organisation developed and progressed in terms of its key objectives?

RJ: Overall, our objectives have been quite successful. The group has developed from being purely geothermal to being, more broadly, renewable-oriented.

We have been involved in leading many different projects over the years and acted as the bridgebuilder to numerous successful activities where our knowledge sharing has been the key.

EO: What specific targets do you hope to achieve moving forwards?

RJ: We plan to keep up the good work, create new projects and actions that make our members more competitive, and build up collaboration with different players both locally and globally.

As well as this, we will continue to contribute to a more sustainable industry by helping to pave the way forwards, allowing us to grow a prosperous society.

ICELAND RENEWABLE ENERGY CLUSTER Tel: +354-5192160

info@energycluster.is www.energycluster.is & www.igc.is

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As organisations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.

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As one of the largest fire and rescue services globally, the London Fire Brigade is a key part of the history and DNA of the UK capital. We speak to Jonathan Smith, Deputy Commissioner for Operational Preparedness and Response, to learn more about the Brigade’s efforts towards a safe and prepared future

Writer: Lauren Kania

Project Manager: Cameron Lawrence

SERVE AND PROTECT TRUSTED TO LONDON

With the aim to make London the safest global city with a world-class emergency service, the London Fire Brigade (LFB) is proud to be one of the world’s oldest and largest fire and rescue services.

Protecting a region as large and diverse as Greater London, which encompasses 1,587 square kilometres (sqkm), is no simple task, necessitating only the most advanced and proactive team of firefighters, control staff, and professionals to ensure the safety of so many people and properties.

“Within the Greater London region, you have anywhere between nine and 10 million residents,” notes Jonathan Smith, Deputy Commissioner for Operational Preparedness and

EME OUTLOOK: GIVEN YOUR ROLE AS THE FIRE AND RESCUE SERVICE, HOW IMPORTANT ARE YOUR PARTNERS AND SUPPLIERS AND THE RELATIONSHIPS

YOU MAINTAIN WITH THEM?

Jonathan Smith, Deputy Commissioner for Operational Preparedness and Response: “We can’t deliver on our plans without operating with key partners and suppliers. The LFB spends approximately £100 million annually on third-party goods and services.

“The organisations we work with are critical to how we deliver our service. We may be the ones on the frontline, but we’re only able to do that because of the relationships we have.

“We’re under no illusions that we don’t operate in isolation. We operate with key partners to deliver our services, which include the different

Response.

“For context, Scotland has a population of five million, so the urban density we deal with is arguably the most challenging in the entire UK.”

The Brigade boasts 102 land-based fire stations, a riverboat station with two state-of-the-art boats that deploy into the River Thames, over 140 pumping appliances, and approximately 5,000 firefighters, officers, and control staff, making it –by any metric – a globally significant fire and rescue service.

To support this vast area, the organisational structure of LFB is divided into three sections of staff – operational (firefighters), control (999 call handlers), and professional departments such as legal, procurement, and IT.

functions that sit within the Greater London Authority (GLA), such as the Metropolitan Police Service, Transport for London, and sister emergency services like the London Ambulance Service, who are all critical as we move forwards.

“There’s no one agency or organisation that can resolve the challenges we face all on their own.”

Jonathan, now in his 26th year in the fire and rescue service, began his career in Norwich, UK, after graduating from university and seeking a long-term career path that would provide fulfilment and the ability to make a difference.

“I fell into the service almost by accident. Someone suggested I look into fire and rescue, and once I did, I found that it immediately appealed to me and would challenge me both physically and mentally whilst allowing me to help the public in a meaningful way,” he insights.

After serving in Norwich for eight

years, he moved back to the Southeast (Hertfordshire) before moving to the LFB in 2019, where his career has focused on control and mobilising, operational resilience, and oversight of the Brigade’s 103 fire stations.

“Since 2022, I’ve been in my current position as Deputy Commissioner for Operational Preparedness and Response, overseeing all of our blue light functions within the LFB along with operational training.”

WORLD-CLASS FIRE AND RESCUE SERVICES

Having served in the industry for over

two decades, Jonathan has witnessed it change considerably over the course of his career, with it now being more complicated and nuanced than ever before.

“When I joined, the role was challenging but straightforward. We knew what we were there to do,” he details.

“If you look at today’s reality, especially in a global city like London where risk continues to evolve at an unprecedented pace, it is a significant challenge for any emergency service to keep up with.”

Specifically, in 2022, firefighters found themselves facing conditions

never seen before, such as operating in temperatures of up to 40 degrees Celsius as they tackled the most significant wildfires London had ever seen. This highlighted the Brigade’s need to ensure its training, technology, policy, procedures, and equipment were keeping pace with the challenges presented by climate change.

Of equal importance to a modernday fire and rescue service is its culture.

The LFB conducted a culture review, which told a story about the organisation and workforce, highlighting a need for reform.

“Not everyone was able to come to work and be their best selves, and we’ve been working incredibly hard over the past few years to address those challenges.

“Everyone is committed to changing for the better because you can’t evolve and develop as an organisation if you don’t continue to improve the culture,” expands Jonathan.

This cultural shift is evident through the Brigade’s six values of service, integrity, teamwork, equity, courage, and learning. These were very much driven by colleagues within the LFB and have been integrated into the strategies, plans, and ambitions the Brigade has moving forwards. It was really important that the values were not seen as simply a set of words but were helping to drive transformational change throughout every aspect of the Brigade.

These values and goals point to the Brigade’s overarching mission to

“IT’S A HUGE PRIVILEGE

AND RESPONSIBILITY TO BE PART OF THE MOST DIVERSE AND GLOBAL CITY IN THE UK. WE AT THE LFB ARE PROUD TO BE A PART OF LONDON’S HISTORY AND DNA”

–

JONATHAN SMITH, DEPUTY COMMISSIONER FOR OPERATIONAL PREPAREDNESS AND RESPONSE, LONDON FIRE BRIGADE

ensure that when Londoners dial 999, they are connected to a world-class, 21st-century fire and rescue service.

It’s not just about emergency response either – it’s about protecting and preventing incidents from happening in the first place and working collaboratively alongside local communities to face challenges with confidence and teamwork.

“We are focusing on using the latest technology and investing in operational training, kit, and equipment to keep firefighters

upskilled to deal with wildfires, highrise fires, acts of terrorism, and fire hazards in new technologies such as lithium-ion batteries and e-bikes,” details Jonathan.

FIREFIGHTING IN THE 21ST CENTURY

To tackle the modern-day challenges the LFB faces daily, it has invested in modern firefighting – one of its biggest endeavours to date and a direct response to the learnings from the Grenfell Tower fire.

THE LFB’S VALUES

SERVICE – “We put the public first by remembering who we are as an organisation and that we are here to serve and protect London.”

INTEGRITY – “You can’t operate in the public sector and deliver services to people in their greatest need if you aren’t transparent and honest and accept where you get things wrong.”

TEAMWORK – “The team ethic was one of the things that attracted me to the service. Being part of that team is what makes being in fire and rescue the job that it is, but it also expands to working with others.”

EQUITY – “We’re an organisation that employs human beings, and we all come with our own strengths and weaknesses, so we need to ensure people feel comfortable to be themselves at work because they’ll deliver a better service.”

COURAGE – “There are two types of courage – physical and moral – to challenging unacceptable behaviour and putting your head above the parapet to stand up for what’s right.”

LEARNING – “With the world moving at such a fast pace, we are constantly evolving and learning as an organisation.”

The tragic structural fire that occurred in 2017 was the deadliest in the UK since the Second World War and prompted an overhaul of operational response arrangements and how the LFB and other emergency services delivered firefighting and control room operations.

“We did a huge amount of work and delivered our Control Improvement Plan, which was a five-year investment into the control room to capture specific areas around high-rise firefighting, fire survival guidance, mass evacuation, and incident command,” details Jonathan.

Additionally, the Brigade implemented License to Operate to further support operational staff in remaining competent and safe across all areas of operations, especially incident command and emergency driving.

These changes and investments in operational training were put into place to ensure the LFB is able to deliver services in the best and most professional manner possible.

“We know the Grenfell Tower fire showed systemic issues within the LFB that we needed to address. We’ve been doing that ever since and have delivered against all the Phase 1 recommendations levelled specifically at the LFB.

“Our improvement has been recognised, which we are very proud

of. However, we are not complacent and know that we must continue to improve as a fire and rescue service.”

The continuous improvement of the Brigade is why it is investing in modern firefighting with a focus on tactical ventilation, fire behaviour training, and dealing with emerging technologies.

“Everything is going into this strategy to ensure the LFB is prepared for all of the challenges of the 21st century,” states Jonathan.

CREATING A SAFER, MORE PREPARED LONDON

As the LFB looks at the future of London in relation to climate change, it is prioritising sustainability initiatives and efforts.

“We are putting our shoulder to the wheel regarding this issue and are a part of the Mayor of London’s commitment to net zero and improving air quality,” insights Jonathan.

“As one of the anchor institutions within the GLA, we have a key role to play here.”

In 2023, the Sustainable Development Strategy was published and includes initiatives such as decarbonising fire stations, electrifying the fleet, and reducing the total amount of carbon dioxide (CO2) produced.

One innovative development the LFB has implemented is the use of hydrotreated vegetable oil to replace diesel in the Brigade’s fleet in an effort to reduce CO2 emissions from pumping appliances.

Pivotal lessons were learned from

events like the COVID-19 pandemic, where the LFB served as a key component to the city’s resilience against the virus, helping to establish vaccine centres and working with health services to assist Londoners.

Such unprecedented events force the Brigade to ensure it is able to respond to emerging challenges using forward-thinking skills and predict where the next big challenge will come from in order to be ready on the frontline.

“This focus, along with the cultural

changes we are introducing, are two sides of the same coin. You can’t do one without the other, and it is crucial that we enact these for a better, safer future across the Greater London region,” concludes Jonathan.

Tel: 0208 555 1200

info@london-fire.gov.uk

www.london-fire.gov.uk

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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.

A multi-channel brand, Mining Outlook brings you the positive developments driven by organisations across the global mining 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, 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.

DRILLING TO THE CORE

On a mission to deliver excellence in drilling with zero harm to people and the environment, GEOPS provides leading solutions for mine sites across Europe. Vasil Andreev, Chairman, Founder, and COO, discusses the company’s dedication to safety, sustainability, and continuous innovation

Writer: Lily Sawyer | Project Manager: Eddie Clinton

Having undergone significant transformation in recent years, the European mining landscape has witnessed the demand for critical minerals and metals grow, which has led to increased interest in exploration and exploitation opportunities in the region.

However, challenges such as strict regulatory frameworks, concerns surrounding the environment, and lengthy permitting processes have presented considerable obstacles that companies operating in the space must overcome.

Labour shortages have also emerged, with younger generations lacking interest in a mining career – particularly when it comes to drilling.

GEOPS, a leading provider of advanced drilling solutions for the mining, exploration, and geological industries, is therefore actively working to empower the European mining environment and train future

drillers and experts in the field.

“We believe that our people are a key factor in the sustainable development of both the company and the industry as a whole,” introduces Vasil Andreev, Chairman, Founder, and COO.

The advent of digitalisation and automation, meanwhile, together with an increased awareness of sustainability, have seen innovations for recycling mine waste and reducing carbon emissions become key to maintaining a competitive edge.

“In this context, GEOPS takes a proactive role in implementing advanced drilling technologies and improving the efficiency of our mining operations,” he prides.

STATE-OF-THE-ART SOLUTIONS

Headquartered in Asenovgrad, Bulgaria, GEOPS provides first-class exploration and production drilling services across Europe.

“Our expertise spans core, directional, percussive, and rotary drilling, covering the full spectrum from early-stage exploration to resource definition and production support,” Andreev informs.

Operating in both surface and underground environments, the company’s state-of-the-art solutions ensure adaptability to diverse geological and extreme weather conditions.

Beyond drilling, a key pillar of GEOPS is the in-house production of drilling machinery, as well as various other tools necessary for efficient and safe drilling operations.

“We are very proud of our engineering team, who consistently demonstrate their strong creativity when it comes to the production of drilling equipment,” he smiles.

With a diverse client base that includes major global mining corporations, junior exploration

“GEOPS STANDS OUT FOR ITS INNOVATIVE TECHNOLOGY AND CONSTANT INVESTMENT IN ADVANCED DRILLING EQUIPMENT AND AUTOMATION”

– VASIL ANDREEV, CHAIRMAN, FOUNDER, AND COO, GEOPS

companies, and industrial partners, each in search of reliable and highquality solutions, GEOPS cultivates a dedicated approach and seeks to consistently deliver on its promises.

“We are extremely committed to maintaining strategic partnerships with our long-term clients and suppliers, which enables us to grow steadily and continue our business,” Andreev outlines.

Long-standing relationships with customers and suppliers, some of which have lasted more than 20 years, are key to GEOPS’ ongoing stability and have cultivated a high level of mutual trust.

Proud to be part of an international community of suppliers, GEOPS leverages this network to adapt to different markets, react efficiently, and promptly address the daily

operational needs of clients across Europe.

“Partnerships allow us to quickly implement new technologies and maintain a high level of service,” he adds.

BALKAN BORN AND BRED Originating in the Balkans, GEOPS has celebrated some of its greatest business achievements in the region.

The professional knowledge of all, for the benefit of individuals

Interviewees: Dirk Wolff and Thomas Fischer, joint CEO’s of BOG Bohr- und Umwelttechnik GmbH

BOG Bohr – und Umwelttechnik GmbH provides specialist geotechnical and mining solutions. Could you provide a brief overview of your day-to-day activities, your primary field of activity, and the client base you typically serve?

Our customers include infrastructure-oriented companies and authorities such as, from a national perspective, Die Autobahn GmbH des Bundes, water shipping authorities, and Deutsche Bahn AG. Our tasks range from the geotechnical exploration of geological formations to exploration drilling for opencast mine expansions or deposits, as well as structural drilling for any infrastructure projects, for example dams, routes/pipelines, bridges, or tunnels. Core drillings, predominantly with a diameter of 101 millimetres, can reach depths of 300 metres.

In addition, the exploration of old mine shafts and underground tunnels is another important focus of our activities. This includes inclined target holes to hit cavities, for example. If there is a risk to third parties, these will be accordingly kept or sealed in order to minimise dangerous situations such as sinkholes or similar. Such abandoned mining projects always place new demands on people and machines. This is due, on one hand, to the partly inadequately recorded documentation regarding mine shaft filling and, on the other hand, the suddenly changing underground conditions and the associated gain in knowledge. We also work for engineering offices and associations, offering our special expertise to other companies to expand their range of services. Large-scale projects with many drillings are carried out in cooperation with other partners.

We value our customer base and would like to take this opportunity to thank all partners for the good cooperation and trust they have placed in us.

What, in your opinion, is your key differentiator? What does the company do to stand out from the competition?

We see ourselves as an established player in the industry when it comes to carrying out geotechnical drilling and exploring abandoned mine sites. The highquality of our work and organised know-how make us a reliable contact for our customers. Any problems that arise are dealt with in a solution-oriented manner. In close cooperation with our in-house workshop, we can prepare and adapt our machines and tools individually for each project according to requirements. This means we can prepare for all eventualities and deal with them

“We value our customer base and would like to take this opportunity to thank all partners for the good cooperation and trust they have placed in us.”

in a goal-oriented manner. This is always done with a view to protect and preserve the environment with minimal impact on nature.

We have deliberately specialised in these two areas of activity. This means that, according to our motto“We do everything to make everything possible” - we can ensure that our work in these areas is carried out professionally and reliably in the interests of our customers.

In order to share our interests and goals with different companies, exchange ideas, and have the opportunity to network further, we belong to various professional associations. Amongst other things, we are a proud member of the VBGU Association for Mining, Geology, and the Environment, which has an excellent international network in the industry and supports us with advice and support.

However, our company’s greatest asset is our employees. We strive to develop solutions as a team through communication at eye-level and with a handson mentality. Through the passion and commitment of our colleagues, we were able to grow into what we are today. At the same time, good communication is also very much appreciated by our customers.

Can you talk about your work with GEOPS and the recent projects you have collaborated on? How do you see your relationship with GEOPS developing going forwards?

The starting point of our cooperation with GEOPS was a service request from SolarWorld Industries GmbH in Freiberg, Saxony regarding the exploration of a lithium deposit in the village of Zinnwald 10 years ago. To our knowledge, there were no longer any efficient exploration companies in Germany at the time, so we tried to find a corresponding company elsewhere in Europe. Through our contacts in Poland, we were referred to Bulgarian company, GEOPS.

Over the last few years, various exploration projects in the Saxon Erzgebirge region have been carried out together, with the technical work being carried out by GEOPS and the organisational and legal work, such as mining authority permits, by our company, BOG. All projects, such as lithium exploration in Zinnwald and gold and silver exploration projects in the Freiberg area (Saxony) were thus successfully completed.

Exploration drilling has hardly been carried out in Germany in the last 40 years. However, due to today’s

economic and political conditions, this could change. Through cooperation with GEOPS, we can learn technical and organisational skills in the field of raw material exploration and possibly open an area of activity for ourselves.

Could you tell us more about your borehole tests, and how they are able to provide precise insights into geotechnical and hydrological conditions?

Depending on the task, we carry out various borehole tests, sometimes in cooperation with well-established subcontractors. In addition to the drill core extraction, other important properties and parameters of the rock are obtained. Amongst other things, permeability, deformation, and stratification of the formation can be determined using optical, acoustic, or seismic measurements. Geophysical measurements can also be implemented. The results are used to prepare reports and to assess foundations or for the planning and implementation of tunnel structures.

I would like to discuss the so-called Lugeon test. For this purpose, a closed borehole area is subjected to water pressure over a pre-defined period in order to determine the permeability of the mountain. This knowledge provides information about how dense a formation range is and is primarily needed in tunnel construction, hydraulic engineering, or at pollutant landfills.

Bored cavities from former mining are measured by using laser scanning or sonar measurement. During a laser scan, the distance to the reflecting wall is measured by a laser. The data is referenced by sampling the cavity wall from different areas. With the help of a displayed point cloud, a 3D model of the cavity is generated and used to get visual information of the measured areas. In addition to determining the volume for subsequent storage, knowledge can also be gained regarding possible installations in old mines.

Having grown exponentially in Germany over the past 30 years, what are BOG Bohr – und Umwelttechnik GmbH’s key priorities, targets, and goals for the year ahead?

Our goal is to maintain and expand our employee base. As already said, we are proud of every single worker. The atmosphere within our company is family-oriented, which is also reflected in the extremely low fluctuation rate. This climate is also perceived from the outside, which our business partners and subcontractors really appreciate. Unfortunately, in the next few years, we

will have to say goodbye to some of the pillars of the company because they have reached retirement age. Nevertheless, we look to the future with confidence, as we have already been able to attract a number of interested young people who are joining us in the future with ambition and commitment.

Achieving our goals begins with the people who implement them. The commitment and passion of our employees also includes strong specialist knowledge, which they receive through training measures and specific further education opportunities. This allows us to meet increasingly complex requirements. We see another focus on investing in equipment and tools. New technology makes work easier, meaning new goals can be achieved. Accordingly, we strive to always keep our equipment up to date with the newest technologies and expand it if necessary. We are also open to investments to expand our product portfolio. Finally, is there anything that hasn’t been touched upon that you would like to mention?

At the beginning of this year, a change in the leadership of BOG, which had been prepared for several years, was successfully implemented. We are looking forward to upcoming projects, exciting customers, and the company’s successful future with confidence and enthusiasm. We owe our successful company history of over 30 years, including many exciting projects and events, to the former Managing Directors, Peter Wölk and Stephan Nacke, who successfully prepared us for the challenge ahead. With every new project and task that arises from it, our company continues to grow. We therefore look to the future with confidence and great expectations for the tasks that lie ahead and our future companions.

Contact: BOG Bohr- und Umwelttechnik GmbH

Eselsteig 17, 07586 Caaschwitz, Germany

Tel: +49 (0) 36605 / 20757-0

Email: info.bohrgesellschaft.de

Website: www.bohrgesellschaft.de

“We are looking forward to upcoming projects, exciting customers, and the company’s successful future with confidence and enthusiasm.”

“We have been active in the Balkans for 20 years, and we can proudly say that GEOPS has made a significant contribution to the discovery of some of the world’s top mineral and metal deposits here,” Andreev shares.

The Čukaru Peki project in Bor, Serbia, for example, houses an incredible copper and gold deposit that the company is proud to be a part of, having successfully led the drilling programme since the site was discovered in 2012.

With over 180,000 metres drilled so far, it is hoped that the completion of the project might return the region to its former mining glory.

Elsewhere, GEOPS has been a key player in the development of the Jadar lithium project in Northwest Serbia, where a unique deposit of jadarite – a new lithium sodium borosilicate mineral – was recently discovered.

With lithium being a key component in the production of electric vehicle (EV) batteries, Jadar has become crucial to European battery manufacturing and the global transition to green energy.

Along with its many years of industry experience in the region, GEOPS’ strength lies in both its

HEALTH, SAFETY, AND ENVIRONMENT

Keeping people and working environments safe from all types of hazards or risks is one of GEOPS’ key priorities.

It therefore has robust health, safety, and environment (HSE) regulations in place:

SAFETY FIRST – Each GEOPS site operates under the globally recognised five-step safety risk assessment process.

PROTECTION SYSTEM – GEOPS continually invests in and develops its protective measures and equipment.

RULES AND REGULATIONS – The company maintains stringent rules and regulations that align with international standards.

HAZARD AWARENESS – GEOPS constantly educates its staff on all types of risks or hazards.

HEALTH ADMINISTRATION – The company oversees the management of its employees’ health and safety systematically.

ENVIRONMENTAL PROTECTION – GEOPS treats and handles nature with the utmost care throughout its activities.

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people and its ability to innovate –which it considers to be its strongest assets.

“Compared to other companies, GEOPS stands out for its innovative technology and constant investment in advanced drilling equipment and automation,” he divulges.

Flexibility, meanwhile, is another stand-out characteristic for GEOPS, whose ability to rapidly adapt to various markets, specific client needs, and dynamic industry changes is significant.

Furthermore, the company’s zero accident rate across its projects is notable, emphasising a robust

GEOPS – AT A GLANCE

approach to occupational health and safety.

Similarly, despite being a major mining and drilling company, GEOPS’ activities have caused minimal impact to the environment.

INNOVATION, INSTALLATION, AND IMPLEMENTAITON

Elsewhere in Europe, there are numerous projects in which GEOPS is currently active, including the Copper-Silver Shale (Kupferschiefer) project in Poland, which has involved deep drilling and coring along with directional drilling.

Due to the risk of gas influx, GEOPS has implemented a blowout preventer (BOP) at the site, custom-built by its in-house manufacturing department, as well as various other pieces of equipment.

Recently, a unique challenge the

company faced and subsequently overcame on this project was the production and installation of a HQ-size packer.

“Namely, after we exited the main well into a new one with the downhole motor, a unique HQ-size packer designed and manufactured by GEOPS was installed at a depth of 860m,” Andreev informs us.

The successful installation of the packer enabled hydrogeological tests requested by the client to be implemented.

“We are also actively working on projects in other parts of Europe, where the demand for base metals is increasing,” he confirms.

Looking to the future, GEOPS plans to further strengthen its drilling fleet for upcoming projects by both purchasing new rigs and refreshing its existing machines.

“The latter is particularly important as we rely heavily on our engineering and mechanical teams,” Andreev reveals.

The company will focus particularly on strengthening the automation of its pipe handling system as part of the improvements.

It is hoped this will reduce the physical effort required by workers on site and increase overall safety as a result.

“We are also in the process of implementing a mud recirculation system, which will greatly improve our daily operations and reduce water consumption and environmental impact,” he adds.

MILESTONES AND NEW MARKETS

Having recently celebrated its 20th anniversary, Andreev reflects on two decades of work that have laid solid foundations for GEOPS.

“The mutual trust between management and staff, as well as between

GEOPS and its numerous partner companies, paints the best picture of what our company is today after two decades in existence,” he prides.

The milestone provided GEOPS with an opportunity to reflect on its exponential growth from a local player to an international leader in exploratory drilling.

By way of gala dinners and various other events, the company ensured it celebrated the event in style with its employees and partners.

A particularly emotional moment for Andreev was awarding medals to several employees who have been part of the GEOPS team since the very beginning.

“I took the opportunity to personally thank everyone for their hard work and conveyed my deep appreciation for the commitment they have demonstrated,” he shares.

Going forwards, the company’s priorities include expanding its presence into new markets, with a

special focus on Europe.

“I am extremely proud of the fact that GEOPS has been officially recognised as the continent’s most successful exploration drilling company several years in a row,” Andreev discloses.

Awarded by Coring Magazine, this accolade is based on the number of metres drilled per year, where GEOPS is the leader in Europe and stands at 13th worldwide.

“GEOPS looks to the future with confidence and ambition as we seek to remain a leader in innovative and responsible exploration drilling,” he passionately concludes.

Tel: +359 331 49292 office@geopsbg.com www.geopsbg.com

SOLUTIONS COMPLEX

SOLUTIONS FOR A COMPLEX WORLD

A leader in the UK civil engineering and remediation sectors, Cognition Land and Water delivers cuttingedge solutions across a diverse range of industries with a dedicated zerocarbon approach. We learn more with Managing Director, Robert Fox

Writer: Lucy Pilgrim

Project Manager: Ben Weaver

Established in 2005, Cognition Land and Water (Cognition) has grown over the last two decades to become a trailblazer in civil engineering, remediation, and project management, alongside nuclear and environmental solutions.

Having begun its journey as a specialist land remediation contractor, the company soon grew due to outstanding client recognition and an unparalleled operational reputation, harnessing the ability to adapt its offering to client requirements and provide tailormade solutions for each project.

Today, Cognition stands as one of the most dynamic multidisciplinary contractors in the industry, partnering with developers, government bodies, and Tier 1 contractors to shape a better built environment.

The company has an exceptional track record of delivering

state-of-the-art results on time and within budget across a plethora of sectors, including residential, commercial, industrial, nuclear, chemical, and pharmaceutical. Its dedication to innovation, excellence, and the ongoing evaluation of new technologies and techniques enables it to stay at the forefront of the industry.

“At Cognition, we are dedicated to pioneering innovative, sustainable, and high-quality solutions to complex civil and remediation challenges. Our unwavering commitment to excellence and client satisfaction drives everything we do,” introduces Robert Fox, Managing Director.

PROACTIVE PROJECT EXECUTION

Cognition draws upon a vast repertoire of in-house knowledge and expertise, allowing the company to

de-risk challenging sites for its clients and provide innovative solutions to civil engineering and remediation issues.

“The extent of our in-house technical capability and broad service offering allows us to provide clients with bespoke solutions to their challenges, saving them time and money,” Fox expands.

This commitment to innovative solutions is evident in the company’s latest decommissioning project, comprising two cooling towers at the disused Barking Power Station in London.

The operation involved demolition, drilling, and grouting works on land and in the River Thames, which was required to make the site safe for future development and stabilise the ground.

In order to tackle the project, Cognition assembled a specialist

team equipped with extensive civil and marine experience. Coupled with local river knowledge from its marine supply chain, the company was able to meticulously plan and execute the operation.

Additionally, Cognition has recently decommissioned a redundant gas pipeline as part of the former Barking Reach Power Station following its closure and ceasing of gas supply towards the end of 2014.

The project presented many geographical and logistical difficulties. For example, the pipeline spanned a distance of 19 kilometres that stretched across both compact urban settings and farmland in the countryside, which each required numerous environmental, ecological, and archaeological conditions for the operation to take place.

As a result, the company had to gain permission to work on 54 sites and liaise with 36 different landowners to work on the pipeline

alongside a multitude of other stakeholders.

It formulated a dedicated team to obtain all the necessary approvals, permits, and wayleaves required, as well as act as a central contact point for landowners to keep them updated.

In another significant project, Cognition completed the remediation of the former Pirbright Institute in Compton.

This involved the demolition of 65 buildings, radiological and biological chemical contamination remediation, ground clearance and improvement, and the construction of a development platform for a proposed residential project.

Cognition’s robust quality, environmental, health, and safety (EHS) processes and systems ensured that the project was completed according to the highest possible standards and with minimal environmental impact.

A ZERO-CARBON APPROACH

Sustainability is at the core of Cognition’s operations.

In 2020, the company adopted a zero-carbon policy with an aim to become carbon neutral by the end of the following year.

By May 2021, however, Cognition was proud to announce that it achieved this target eight months ahead of schedule, becoming the first carbon-neutral contamination, remediation, and ground engineering contractor in the UK.

Through its continued focus on sustainable practices, Cognition has maintained its carbon-neutral status for four consecutive years, despite its rapid growth.

“The strategies and programmes we have undertaken since 2020 have allowed us to achieve our carbon-neutral goals and ensure they are consistently maintained and improved upon going forwards,” Fox asserts.

“Cognition is a reliable contractor with a pragmatic, collaborative ‘can-do’ attitude to project delivery. It has demonstrated a clear understanding of the challenges experienced and has worked to overcome these in the most efficient way.

“The projects it has delivered are complex and large-scale and have been delivered on time and budget despite all risks and variables. The company’s input on the Barking Reach Power Station project has been invaluable in achieving the clients’ objectives.”

– Director, Lambert Smith Hampton

The extent to which a zero-carbon approach is a core company value is reflected by its Cognition Clean Energy (CCE) division, which has recently moved into hydrogen production and offers end-to-end infrastructure solutions including design, production, project delivery, and fuel dispensing.

“As the world accelerates towards net zero by 2050, CCE is at the forefront of delivering hydrogen innovation in the clean energy industry,” prides Fox.

“We specialise in developing advanced production and delivery technologies for carbon-negative and low-carbon hydrogen.”

The division’s ongoing collaboration with leading hydrogen supply chains and original equipment manufacturers (OEMs) ensures it delivers sustainable and commercially viable solutions for hydrogen projects.

In line with its environmental commitments, CCE has recently invested in a fleet of hydrogen tube

“AT COGNITION, WE ARE DEDICATED TO PIONEERING INNOVATIVE, SUSTAINABLE, AND HIGH-QUALITY SOLUTIONS TO COMPLEX CIVIL AND REMEDIATION CHALLENGES”

– ROBERT FOX, MANAGING DIRECTOR, COGNITION LAND AND WATER

trailers, enabling it to efficiently distribute hydrogen and hydrogenrelated services across the UK, including storage, supply, offloading, and transportation.

Going forwards, the division will be launching its own proprietary zero-emission steam methane reformer (SMR), housed in a hydrogen production facility specially designed to produce green hydrogen from natural gas and capture CO2 through in-built liquefaction.

This cutting-edge technology promises to be commercially viable and highly efficient, setting a new standard for sustainability in the industry.

SOCIAL VALUE AND SUPPLY CHAIN

Alongside Cognition’s commitment to delivering its work in the most sustainable, cost-effective, and efficient way possible, the company also has a keen focus on driving socioeconomic and environmental improvements in the communities in which it works.

“Our social value commitments are managed, delivered, and monitored through our suite of externally audited policies and procedures.

“These ensure we deliver on our promises and objectives, not only through our direct employees and activities but also throughout our supply chain,” Fox highlights.

Last year, the company worked with CHY Consultancy (CHY) to update and enhance its social value proposition. Following multiple working group sessions, CHY helped deliver a strategy that provided Cognition with a clear, useable process to deliver meaningful social value, both internally and externally.

Since its inception, an array of subcontractors have played a vital role in Cognition’s success as it has nurtured a strong, collaborative relationship with its supply chain partners.

Indeed, the company relies on its suppliers to navigate complex project challenges. The Pirbright Institute project, for instance, featured a mixture of laboratory and office buildings that suffered radiological and biological contamination, along with significant ecological challenges.

The site was also under Natural England and the Department for

Environment, Food, and Rural Affairs’ (Defra) bat licence, which includes all buildings and structures confirmed or potential breeding places for the protected species.

“Cognition worked closely with our specialist ecological supplier to mitigate and sign off each building ahead of demolition. Two full-size bat barns and 27 bat boxes were constructed and strategically placed

COGNITION’S SOCIAL VALUE ACTIVITIES

The company’s recent internal social value activities include:

• Lunch and learn programmes.

• A 2024 graduate development programme.

• Project of the month awarded on sites.

• Association of Geotechnical and Geoenvironmental Specialists (AGS) Early Careers Sustainability Competition, in which graduates explore how sustainable practices are implemented in the workplace.

• The Meridian Water Strategic Infrastructure Works (SIW) project summer barbeque.

• Supporting and promoting annual campaigns such as Global Asbestos Awareness Week (GAAW), Stress Awareness Week, and Mental Health Awareness Week.

Meanwhile, Cognition’s external social value projects include but are not limited to:

Charity and sponsorship activities:

• Supporting the Construction Industry Research and Information Association’s (CIRIA) research projects on odour management in brownfield developments.

• Gold sponsors for brownfield awards.

• Attendees and silver sponsors of the Fairview New Homes charity football tournament in support of the Nightingale Cancer Support Centre.

• Charity bike ride in St James’s Park, London.

• Berkeley St Edward charity fundraiser event.

Industry engagement:

• RemSoc Conference.

• AGS Conference and promotion of their material.

• Environmental Services and Solutions (ESS) Expo and Contamination and Land Remediation (CLR) Expo, where Cognition’s Technical Director, Andy O’Dea, presented.

• Innovation Zero World Congress.

across the site to mitigate the loss of roosting space,” Fox recalls.

BUILDING ON ITS SUCCESS

Cognition’s staff are the backbone of the organisation, particularly since it became an employee-owned trust (EOT) in 2021, allowing the company to increase its in-house technical capabilities and broaden its services offering.

As a result of its increased capabilities and financial growth, Cognition was able to secure work with large Tier 1 contractors with a focus on specialist civil engineering solutions.

“We have a committed workforce who take pride and ownership of their work. We have invested back into the business to provide new quality systems and equipment that have improved efficiency,” Fox states.

Consequently, the EOT model also offers increased benefits to its employees, including staff bonuses,

additional Christmas leave, and partner shareholder opportunities.

On top of this, the company offers a flexible benefits scheme for its employees that features salary sacrifices, electric vehicles (EVs), and a cycle to work scheme, as well as the

COGNITION’S AWARDS

• Contractor of the Year at the Ground Engineering (GE) Awards.

• Three Green Apple Environment Awards for Environmental Best Practice.

• Green World Award.

• Highly commended certificate for Best Sustainability Project at the Association for Consultancy and Engineering (ACE) Awards.

The Waste Management Experts

Regional Waste Recycling offers a range of waste management services for London and beyond.

Servicing clients across various public and commercial industry sectors, we offer recycling, recovery and disposal solutions for all types of solid and liquid waste, whether hazardous or non-hazardous.

With truly national coverage, we are a major service partner to government HS2 tunnelling programmes.

payment of student fees and flexible working hours, making the well-being of its staff a priority.

This is also evidenced by the numerous company social events throughout the year, including a social bike ride from Cognition’s Harwell offices in Oxfordshire, a mini golf social at the London office, and an annual Christmas party.

In 2023, the company ran a graduate programme that provided valuable training and career growth opportunities for participants.

“Building on the programme’s success and positive impact, we decided to develop a senior management training programme, aiming to enhance leadership and strengthen our teams’ ability to drive Cognition forwards,” he prides.

In the coming year, the company strives to secure more projects and expand its geographical presence, aiming to take on larger, nationalscale projects.

More broadly, its long-term plans include diversifying into the civil engineering sector, as well as preparing for the resurgence of development work expected to gain momentum in 2026.

“Cognition is taking advantage of opportunities in new infrastructure and the regeneration of older systems, notably in the water and energy sectors. We foresee growth in the infrastructure required to address environmental challenges, such as water treatment and data centres,” Fox closes.

Tel: 03333494400 enquiries@cognitionltd.com www.cognitionlandandwater.com

Tel: 0208 519 5622 | info@rwrcommercial.co.uk www.rwrcommercial.co.uk

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