We speak to Fadle Saad, Managing Director, about how HP KSA is transforming the future of work in the Kingdom of Saudi Arabia
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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
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CTRL, ALT, DELIGHT
Welcome to our 65th edition of EME Outlook magazine.
Logging on as this issue’s cover star is HP KSA, whose footprint in the Kingdom of Saudi Arabia is significantly expanding.
Indeed, a series of crucial investments are being made to boost the country’s technology sector and empower its citizens.
This includes its new AI R&D Centre of Excellence in Dhahran, which will focus on developing next-generation solutions driven by artificial intelligence (AI).
“There is a strong ambition across the region to become one of the leading AI centres of the world,” notes Fadle Saad, Managing Director of HP KSA.
DOK-ING has established itself as a manufacturing powerhouse, producing world-class unmanned vehicles that protect human lives in otherwise hazardous and harmful environments.
Headquartered in Zagreb, Croatia, the company diligently meets the needs of the security and defence, underground mining, and energy sectors through three proactive divisions.
“The technology already, exists but at DOK-ING, we’ve made a deliberate choice to apply it where it matters most – in the world’s most dangerous and demanding jobs,” says Davor Petek COO of DOK-ING Security and Defence.
“By targeting high-risk environments, we create real impact, reducing exposure for frontline workers whilst improving operational performance,” echoes Luka Petro, COO of DOK-ING Mining.
Tackling Europe’s energy and waste challenges is DOK-ING Energo, whose Looper system is a landmark technological innovation.
“Looper is a unique technology because it simultaneously addresses two major global challenges – waste management and clean energy production,” acclaims Dr Danica Maljković, Head of Business Development at DOK-ING Energo.
Rheinmetall UK, meanwhile, is delivering next-generation capability through programmes such as the Boxer Mechanised Infantry Vehicle (MIV) and Challenger 3 Main Battle Tank (MBT).
“With a strong industrial footprint and commitment to developing sovereign defence solutions, Rheinmetall is ensuring the British Armed Forces and our allies are equipped for the future battlefield,” Deputy CEO, Rebecca Richards, tells us.
This issue is also equipped with corporate stories from Nurol Makina, ACCIONA, Emirates Glass, and many more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
32 HP KSA
HP Investing in the Kingdom
A new frontier for technology
102 Emirates Glass
An Unbreakable Commitment to Excellence
An innovative architectural vision
112 Resonac Graphite
Business Unit
Leaders in an Evolving Electrode Industry
48 Oman Data Park
Powerful Solutions for Any Business
Overcoming the toughest technology obstacles with ease
MANUFACTURING
56 DOK-ING
Robotics That Save Lives
Don’t send a man to do a machine’s job
74 Rheinmetall UK
Sovereign Capability
A champion of British engineering
92 Nurol Makina
Over 40 Years of Excellence
Fortifying European defence capabilities
An innovative and sustainable approach
120 Martin-Baker
Safety When it Matters Most
Ejection seats that have saved thousands of lives
126 Dunlop Aircraft Tyres
Tread on the Runway
Committed to reliability
SUPPLY CHAIN
132 ACCIONA
Business as Unusual
Leaving a positive legacy for society
MINING
144 Saloro SLU
Titans of Tungsten
A fundamental raw material
OIL & GAS
152 Skytanking
Soaring to New Heights in Sky Services
Contributing to connectivity
CONSTRUCTION
158 Dragados UK and Ireland
A New Class of Construction
Ground-breaking infrastructure projects
Around Europe and the Middle East in seven stories…
AGRICULTURE EVENTS
NOTHING WASTED AT LONDON MARATHON
URINE COLLECTED FROM this year’s London Marathon is set to be recycled into crop fertiliser.
Over 1,000 litres of urine were collected at the start line from nine female urinals designed by PEEQAUL, whose objective is to offer women a faster alternative to traditional port-aloos at major events.
In collaboration with agricultural start-up NPK Recovery – which specialises in turning human waste into crop fertiliser – nutrients such as nitrogen will be extracted from the urine to fertilise enough wheat to bake over 3,000 loaves of bread.
UNITED BY MUSIC AT EUROVISION 2025
WINNING BOTH THE combined and jury votes and placing fourth in the televote with his operatic showpiece, ‘Wasted Love’, Austria’s JJ swept the board at the Eurovision Song Contest 2025 held in Basel, Switzerland, on 17th May.
The Saturday night final saw all 26 qualifying countries take to the stage in costumes galore against a backdrop
ENVIRONMENT
PRIMARY SCHOOL CHILDREN AND CONSERVATIONISTS UNITE
ORGANISED BY THE NATURE Commission in partnership with La Société Guernesiaise in Guernsey, ecologists and primary school children are participating in a ‘bioblitz’ to discover how the
complete with oscillating LED light fixtures inspired by the Swiss Alps.
In a competition whose permanent slogan is ‘United by Music’, Eurovision 2025 sought to embody longstanding values of diversity, equity, inclusivity, and political neutrality through the use of the iconic heart symbol, representing the unifying power of music.
As such, this innovative and sustainable use of urine offers a valuable opportunity for event organisers to lower their carbon footprint.
presence of different species has changed over time.
Some of the monitoring activities undertaken include rockpooling, birdwatching, plant and local bat identification, and minibeast spotting – information that will eventually be shared with the Guernsey Biological Records Centre.
As such, the project not only offers children the well-being benefits of exploring their local area but also provides conservationists with
valuable insight into changes in the island’s ecological landscape.
TECHNOLOGY
COLOGNE CONFERENCE PROMOTES RESPONSIBLE DATA USE
FOUNDED
BY THE German Informatics Society, CorrelAid, and Caritas Germany, the Civic Data Lab is a joint project that seeks to protect public data, shaping its use for the common good.
The German company hosted its annual Civic Data Camp in Cologne earlier this month, where those looking to discuss, share, and explore ideas around the safe and responsible use of data, artificial intelligence (AI), and digitalisation came together. In an age where cybersecurity
ENVIRONMENT
has become increasingly important, the camp’s discussions around disseminating EU AI law-compliant data management, alongside efficient data governance across social organisations, were particularly prevalent.
VOLUNTEERS SEAL THE FATE OF MARINE LIFE
BLUE PATROL, A WWF initiative comprising 200 dedicated volunteers, is working tirelessly to conserve grey seal populations in the Baltic Sea that borders Northern Poland.
A surplus of abandoned seals has begun to appear on the shores, many of them rejected by their mothers as part of the annual breeding season.
Volunteers have been intercepting
the beached seal pups and administering vital treatment where necessary before releasing them back into the wild.
This philanthropic initiative highlights the importance of conservation when it comes to protecting marine life, alongside preserving the Baltic Sea ecosystem for years to come.
CONSTRUCTION COOLING THE PLANET THROUGH ADVANCED ARCHITECTURE
HOSTED
FROM
MAY
TO September 2025, this year’s Venice Architecture Biennale in Italy will explore how cities across Europe can adapt to extreme heat as climate change continues to increase global temperatures.
Carlo Ratti, curator of the exhibition, invites architects to work together to rethink the built environment, with this year’s theme exploring the intersection between science and architecture.
In response to a call to move beyond mitigation and towards architectural adaptation, many European cities are already implementing climate-resistant infrastructure, such as flood-resistant architecture in Copenhagen, an influx of green spaces in Paris, and climatefriendly construction in Frankfurt and Berlin.
ECONOMY
EU TRADE DEAL TO SHORE UP UK ECONOMY
THE UK HAS SECURED a new trade agreement with the EU in support of local businesses and jobs, set to add almost £9 billion to the UK economy by 2040.
Various new policies are anticipated to make it easier to import and export food and drinks, whilst the removal of some routine sanitary and phytosanitary checks will enable more free-flowing goods.
Meanwhile, by collaborating with the EU to reach carbon emissions targets, the UK’s energy security will improve whilst avoiding the upcoming EU carbon tax – which would have involved paying a total of £800 million directly to the EU.
UK Prime Minister Sir Keir Starmer is calling the deal a ‘win-win’.
Why Business Leaders Should Feel No Shame in Being a One Trick Pony
David Milner, Executive Chairman of pizza titan Crosta Mollica,
discusses his journey to success in the food and beverage industry and how aspiring entrepreneurs can utilise their niche skillsets to their advantage
Iam unashamedly a one-trick pony. Early in my career, I recognised where my strengths lay and have made it a rule not to stray, however tempting, into new territory. Boring, maybe, but this has served me well in both my executive and non-executive career.
I started out by cutting my teeth with established branded businesses such as Procter & Gamble, Mars, Campbell’s, and Young’s Seafood. When I left the latter, I had my first taste of working with food and drink challenger brands, helping them build and maximise their market opportunity to become mainstream businesses.
My first foray into this new territory was with Tyrrells crisps. Over seven years we took the business from a value of £30 million to £300 million through two exits. During that time, I was invited to invest as a nonexecutive director in the premium pet food company Lily’s Kitchen. Afterwards, I took over as CEO, leading the company to a sale in 2020 to Nestle in excess of £100 million.
Following this, I went to the bakery business St Pierre Groupe, building it for sale in 2022 to Grupo Bimbo, the world’s largest bakery conglomerate, in a deal worth£300 million based on revenues which exceeded £100 million.
Writer: David Milner, Executive Chairman, Crosta Mollica
NAVIGATING THE RIGHT OPPORTUNITIES
My most recent appointment is as Executive Chairman of Crosta Mollica, a UK-based authentic Italian foods brand focused on pizza. I joined the team in January 2024, working in partnership with private equity firm Perwyn to acquire the business.
Over the years, I have been approached with some extraordinary opportunities. Once you have proved your worth by growing and successfully exiting a challenger brand, there is a queue of others wanting to entice you to do the same for them. But how do you navigate the opportunities to ensure you pick the right one?
It starts with identifying the three vital components which excite you enough to warrant your time, talent, and capital. It all begins with the product. Does it stand out and have a demonstrable market advantage over its competitors? Is it in a category big enough to have space for it to grow to its full potential? I see no point in brands – however unique – if their category is niche.
Secondly, it’s about finding brands which have the scope to disrupt the status quo in categories historically dominated by giant companies or their own label.
Thirdly, I love brands with international potential because that opens the door to global markets, and with it, stellar valuations for the business.
PREMIUM PIZZA MARKET
Crosta Mollica is a prime example of all of these things. There is incredible potential in the premium retail pizza market. The largest brands in this sector haven’t innovated or evolved hugely since they first came into the sector 30 or 40 years ago.
This presents an opportunity for a brand to reach today’s consumer who has different values and expectations than several decades ago. Someone
searching for superior product quality, authentically Italian, and premium in provenance.
As it happened, when I joined Crosta Mollica, it had only just started on the road to international success, a journey we have been able to prioritise over the last year, leading to significant growth already.
For any business leader looking to make their next move, the approach must be to unequivocally know the answer to the questions “What am I good at?” and “Where do I feel I can contribute the most?”. I find it almost impossible to be passive, which is why I need to be certain both in terms of the clarity of the vision for the business and the scale of the prize. I like getting to know companies at a deep level before committing.
I can’t get involved in businesses I don’t wholeheartedly believe in. Some might say I’ve made life easy by only working with companies with premium products. For example, I enjoyed Crosta Mollica pizzas long before deciding to get involved with the business. When it became clear there was an opportunity to invest alongside Perwyn, it was an easy decision.
PLAYING TO YOUR STRENGTHS
There will always be people with large portfolios of non-executive roles, and it is becoming an increasingly common practice for directors to join multiple boards. This might work for some, but I never want to just skim the surface. I would caution others to recognise the commitment of being a director, from attending necessary meetings to sharing your own expertise and being integral to the growth of a company.
This means that most business opportunities are not for me. With such a narrow skill set, I know when I’m treading in unknown territory,
which is not to anyone’s advantage. Given that most entrepreneurial ventures fail, if you are lucky enough to have succeeded, it makes no sense to imagine that you can simply replicate the formula in other businesses.
In recent years, new opportunities have flowed in. There’s still a wealth of scope for British brands to grow and prosper, both in the UK and internationally. The UK is right at the top of food and drink innovation.
This is exemplified by brands like Crosta Mollica, which enjoys compound annual growth of over 36 percent by focusing on delivering the most authentic, premium Italian pizzas, or Dash, which has elevated seltzers as a vibrant new soft drinks category in the UK. I often wish there were more days in the week, but this is even more reason to stick with my own rules when choosing which ones to accept.
The final rule I never break is that I do not revisit my past successes. Not just in terms of company but sector as well. I believe that would be wrong and disloyal.
ABOUT THE EXPERT
David
Milner, Executive Chairman of Crosta Mollica,
has an exceptional track record of transforming brands into market leaders, renowned for steering companies towards significant growth and market prominence. His career encompasses leadership roles at challenger brands such as Tyrrells, Lily’s Kitchen, St Pierre Groupe, and now Crosta Mollica.
HARNESSING TECHNOLOGY TO ENRICH EMPLOYEES
Empowering people to do their best work, Logitech delivers forward-thinking technological tools that support well-being and foster collaboration in the office. James Campanini, Head of B2B, Europe, delves deeper into the company’s innovative product range
Writer: Lucy Pilgrim
There has been a recent collective drive across the global business landscape to empower employees and foster genuine inclusivity in the workplace, which, in turn, has resulted in better productivity and greater well-being amongst staff.
As employee expectations for the working environment evolve, businesses increasingly need to ensure that team members feel equally seen, heard, and valued.
“Inclusivity shouldn’t be a bonus; it’s a business imperative. Teams are more diverse than ever, and today’s workforce expect their tools to reflect that,” opens James Campanini, Head of B2B, Europe at Logitech, a globally recognised technology leader.
With this in mind, readily available tools in the workplace must be adaptable to the needs of different roles, locations, and workstyles.
A key example of this is the rise of remote working in a post-COVID-19 pandemic world, where employees based remotely should have just as much presence and input as those working from the office.
“In the last few months in particular, we’ve seen a growing debate around whether employers should call their staff back into the office full time, and with that, a series of discussions have emerged around productivity when working from home.
“My take on this is it’s not about where you work; it’s about how you do it and the equipment you have to support you,” Campanini opines.
DESIGNED FOR PEOPLE
Logitech is internationally renowned for designing products that bring people together.
Founded in Switzerland over 40 years ago, the company has
grown into a multi-brand innovator operating across numerous subsectors including video collaboration, productivity, gaming, streaming, and more.
Its core endeavour is to create a vast range of tools that empower people to communicate in ways that feel natural and seamless, regardless of their location.
As such, its products remove barriers to collaboration, from video conferencing solutions that ensure everyone is clearly visible and audible in a meeting to peripherals designed for ergonomic comfort and accessibility.
“The future of work will be shaped by solutions that prioritise equity and empathy, which is what we’re focused on at Logitech. We’re not just designing for function - we’re designing for people,” Campanini asserts.
In light of this, the company’s products are also purposefully designed to enhance user experience, ranging from ergonomic keyboards and precision mice to advanced video conferencing solutions.
“Fundamentally, we’re trying to make work more inclusive, productive, and enjoyable. As the world of work continues to evolve, we’re helping organisations adapt with scalable, intuitive solutions that meet the needs of their employees and help them do their best work,” he adds.
INTUITIVE BY DESIGN
Logitech’s next-level abilities are most acutely demonstrated by the company’s software-enabled hardware solutions.
Indeed, Logitech’s peripheral products empower employees by taking a human-centric approach to innovation so its tools are intuitive by design, built to reduce friction in daily workflows, and adaptable to different workstyles and environments.
Whether seamlessly switching between multiple devices, creating smart backlighting that adjusts to the surrounding environment, or delivering artificial intelligence (AI)driven camera framing and audio tuning, every feature is designed to
keep users in their workflow and make collaboration feel easy.
“We’re also focused on inclusivity and ergonomics, designing for a wide range of needs to ensure comfort and accessibility. This means people can work faster and more accurately, but also in a way that’s sustainable and supportive,” Campanini expands.
The Logitech Rally Camera Streamline Kit, for example, is designed to meet the changing needs of modern work and learning environments.
“There’s increasing demand for a professional-quality video that’s easy to set up and use, especially in rooms that weren’t originally designed for collaboration,” he highlights.
For this product, the company adapted the Rally PTZ Camera to make it more accessible, offering plug-and-play simplicity without compromising performance. The kit also features a wireless preset button, which gives presenters and educators control over their setup so they can switch camera views or focus without technical support.
“We’ve noticed that it’s these small touches that can make a difference in how connected someone feels when presenting remotely.”
PRODUCTIVE WORK AND AIR FLOWS
Logitech is additionally focused on improving air quality in office workspaces, which has been shown to directly correlate to team members’ productivity levels.
“If employees are falling asleep at work, it’s not always because the meeting is boring. In bustling workplaces, staff move in and out of meetings in spaces that continuously use energy and recirculate air,” Campanini notes.
Indeed, recent studies from the Harvard T.H. Chan School of Public Health indicate a correlation between high levels of carbon dioxide and pollutants in the air and lower cognitive function, illness, and employee absenteeism.
“We are passionate about technology that enhances collaboration and building an environment that is comfortable and promotes well-being,” he attests.
With this in mind, the company’s latest product, the Logitech Spot, is a workplace occupancy and environmental sensor that detects how many people are in a room at one time to monitor conditions such as air quality and temperature.
This creates the right productivity climate to support and benefit both people and businesses alike.
Going forwards, Logitech strives to enable people to do their best work wherever they are by creating flexible, inclusive experiences that support productivity.
“Many traditional office spaces weren’t built for today’s hybrid reality. That’s why we are helping organisations evolve to make collaboration seamless for everyone, whether remote or in the room.
“Our goal is to make the office a destination, not a requirement. We do this by providing solutions that empower connections so we can support a future of work built around people rather than policies,” Campanini concludes.
EME OUTLOOK: COULD YOU PROVIDE US WITH SOME INSIGHT INTO YOUR CAREER TO DATE AND YOUR PASSION FOR WORKPLACE INNOVATION?
James Campanini, Head of B2B, Europe:
“Over the course of my 20+ years career, I’ve worked at the intersection of technology and business transformation, leading high-performing teams at business-to-business (B2B) technology companies and helping them harness innovation to drive productivity and growth.
“Before joining Logitech, I held leadership roles at a number of software as a service (SaaS) and cloud-based businesses where I developed an understanding of how digital tools can empower teams to collaborate more effectively.
“That passion has grown in recent years as the trajectory of technology adoption in the workplace has accelerated, particularly as companies have understood the important connection between employee well-being and business output.
“For me, workplace innovation is about people, giving them the flexibility, tools, and environment they need to do their best work. If you can do your job successfully and add the business value expected of you – whether you are on the school run, working from a café, or in the office – then I believe you should be given the opportunity to do so.
“But this requires the right kit, designed in a way that promotes inclusivity, supports well-being, and removes friction from collaboration.”
“FOR ME, WORKPLACE INNOVATION IS ABOUT PEOPLE – GIVING THEM THE FLEXIBILITY, TOOLS, AND ENVIRONMENT THEY NEED TO DO THEIR BEST WORK”
– JAMES CAMPANINI, HEAD OF B2B, EUROPE, LOGITECH
BLISSFUL MOMENTS FOR EVERYONE
Having dedicated his entire career to various leading companies across Belgium’s food and beverage landscape, Philippe de Selliers, CEO of awardwinning confectionery brand Leonidas, is an expert in his field.
The early years of his journey were shaped by a foundational experience at MasterFoods Belgium, where he worked from 1991 to 1997.
He then joined Coca-Cola Europacific Partners Belgium (CCEP Belgium), where he worked from 1997 to 2013.
“I initially held several commercial roles with CCEP Belgium before leading a business unit in Gosselies between 2000 and 2003,” de Selliers opens.
Upon assuming the role of Vice President of Sales and Logistics at the beverage giant in 2003, he fundamentally reorganised the company’s business model, which was later adopted by multiple European countries.
“Subsequently, I served as COO at Van Marcke from 2014 to 2016 before joining Leonidas in March 2017, where I have now been CEO for eight years,” he expands.
Having witnessed the industry evolve over the course of his career, de Selliers notes how it has become increasingly complex due to the rise of strict regulatory requirements, a demand for healthier and more
On a mission to guarantee affordable luxury in every product, leading Belgian confectioner Leonidas promotes values of passion and integrity. Philippe de Selliers, CEO, provides us with a taste of the company’s recent innovations and its aspirations for the future
Writer: Lily Sawyer
sustainable products, and changing consumer preferences.
As people today seek products with reduced sugar content to align with specific dietary requirements, such as vegan, kosher, or other specialised preferences, companies must demonstrate greater agility and flexibility to adapt to these diverse expectations whilst ensuring compliance with stringent regulations.
“The confectionery industry is currently a very challenging market with limited high-growth opportunities,” de Selliers reflects.
VARIETY IS THE SPICE OF LIFE
Offering an extensive selection of 121 pralines, seasonal specialities, chocolate bars, solid and filled tablets, as well as chocolate spreads, Leonidas is known for its high quality.
“Our products are all made from the finest ingredients, in Belgium with Belgian chocolate, and including 100 percent pure cocoa butter, ensuring an exceptional taste experience,” de Selliers confirms.
With a presence in 40 countries worldwide, the company has established itself as a global brand. Whilst Belgium remains its largest market, closely followed by France, Leonidas is cultivating representation elsewhere across Europe in Germany, the UK, Romania, Greece, and many other countries.
“Our dedication to quality, variety, and customer satisfaction continues to drive our international success,” he outlines.
Serving a broad and diverse client base, Leonidas is on a mission to offer a moment of happiness to every chocolate lover.
Whether its customers seek luxurious indulgence, healthier
alternatives such as vegan or lowsugar options, or thoughtful gifts, the company has a wide variety of products on offer to meet their needs.
Leonidas prides itself on providing a personalised experience that combines exceptional quality with affordability, ensuring that all customers can enjoy the unique pleasure of its products.
UPHOLDING EXCELLENCE
As a brand deeply committed to creating moments of happiness and a sense of accessible luxury for its customers, Leonidas has developed four key pillars through which it seeks to achieve its objectives –quality, choice, service, and affordability.
Thanks to these pillars, which define the Leonidas experience, the
company stands out globally in the premium chocolate industry.
“We use only the best ingredients and zero palm oil in our chocolate, guaranteeing an exquisite taste experience in every bite,” de Selliers explains.
Across the company’s 1,200 specialised stores, its customers enjoy complete freedom to compose their own bespoke selection from an extensive range of pralines and seasonal specialities.
“This level of customisation makes every purchase a unique and personal experience,” he adds.
Meanwhile, designed to uphold excellence across its network, the Leonidas Academy has been established as a platform through which the company delivers dedicated training programmes.
Comprehensive training sessions are conducted both in person and online, ensuring seamless learning opportunities for Leonidas’ teams across the world.
“By combining hands-on experience with digital flexibility, we equip all employees and partners with the knowledge and skills needed to deliver the highest standards of quality, service, and customer experience – anytime, anywhere,” de Selliers prides.
EVOLVING ALONGSIDE THE CUSTOMER
As a chocolate specialist, Leonidas has recently expanded its product range to include bars, spreads, and solid and filled tablets.
The latter is available in three praline flavours, each of which provides a perfect balance of taste, texture, and quality.
“This development aligns with a growing snacking trend, offering consumers new ways to enjoy our premium chocolate beyond traditional pralines,” de Selliers elaborates.
Meanwhile, as consumer demand continues to shift towards more health-conscious options, the company has further expanded its assortment to include vegan chocolates and low-sugar alternatives without compromising on taste or quality.
With the aim of making high-quality chocolate accessible to all, Leonidas ensures every customer can enjoy a moment of indulgence regardless of dietary preference or lifestyle choice.
A BRIEF HISTORY OF
LEONIDAS
In 1913, budding confectioner Leonidas Georges Kestekides, who had travelled to Belgium from his home in Greece, presented his creations at the Ghent World Exhibition.
Having received great recognition at the exhibition, Kestekides subsequently opened a tearoom in the city where he and his Belgian wife served patisseries, confectioneries, sweets, and ice cream to satisfied customers.
Catching wind of Kestekides’ burgeoning success, his nephew Basilio travelled over from Greece to help run the tearoom and develop a delicious range of pralines in collaboration with his uncle.
Soon, due to growing demand and popularity, Kestekides opened another tearoom in 1924, the Pâtisserie Centrale Leonidas in Brussels, where the Leonidas brand of today truly began to evolve.
In 1937, Basilo developed a logo depicting the Greek warrior Leonidas to represent his uncle’s strength and fortitude and officially registered the company with the City of Brussels.
When Leonidas Kestekides passed away in 1948, Basilio continued his uncle’s legacy of creating affordable luxury in every Leonidas chocolate.
Fast-forward to more recent years and the company has continued to thrive, announced as a purveyor to the royal household in 2013 –a deeply prestigious accolade that the brand continues to hold today.
Today, with 1,200 stores and counting in over 40 countries and a growing product range, Leonidas is ideally positioned for continued success as the preferred Belgian chocolate brand.
“OUR PRODUCTS ARE ALL MADE FROM THE FINEST INGREDIENTS, IN BELGIUM WITH BELGIAN CHOCOLATE, AND INCLUDING 100 PERCENT PURE COCOA BUTTER, ENSURING AN EXCEPTIONAL TASTE EXPERIENCE”
– PHILIPPE DE SELLIERS, CEO, LEONIDAS
“We believe that life is a question of balance, and chocolate should always be a source of pleasure,” he adds.
This belief is why Leonidas is committed to continuing to innovate and develop products that align with evolving food trends whilst staying true to its heritage of craftsmanship and excellence.
A DELICIOUS AND SUSTAINABLE FUTURE
Since 2021, Leonidas has been fully sustainably certified, reflecting the company’s
deep commitment to ethical and responsible chocolate production.
For de Selliers, sustainability is a continuous journey that requires constant innovation and dedication to environmental responsibility.
“At Leonidas, our sustainability efforts extend across the entire value chain, from sourcing responsiblygrown cocoa to reducing our environmental footprint and supporting fair working conditions for farmers,” he impassions.
Notably, the company believes sustainability should not come at a premium for its customers.
As such, it remains committed to offering exceptional quality at
an accessible price, ensuring its chocolates remain an indulgence everyone can enjoy.
Alongside its sustainability efforts, Leonidas will open its new factory in 2025, which is currently under construction in Nivelles.
“This state-of the-art facility will play a pivotal role in supporting our continued growth and ensure we meet increasing demand for our premium chocolates,” de Selliers reveals.
Over the next five years, the company is also set to open each year 50 new specialised stores with a strong focus on France.
In doing so, it hopes to further expand its global footprint and bring the Leonidas brand closer to international customers.
Ultimately, the company’s main priority remains to continually enhance the customer experience and create new moments of indulgence.
“By improving accessibility and offering innovative products, we aim to elevate every customer’s Leonidas journey, ensuring that each visit is a memorable and delightful occasion,” he passionately concludes.
DESERVING OF A MEDAL
Comprising a distance of more than 26 miles and with over 56,000 participants in 2025, the London Marathon is undeniably a major sporting and logistical feat. Behind the scenes, countless healthcare charities and organisations are on hand to help runners reach the finish line
Writer: Lily Sawyer
This year’s running of the London Marathon, which continues to be one of the UK’s largest annual sporting events, took place on 27th April in partnership with official charity partner Pancreatic Cancer UK.
Annually, organisers select a Charity of the Year to publicly support which is actively undertaking an innovative project that will create a lasting impact on its beneficiaries.
Pancreatic Cancer UK, for example, is working on a ground-breaking new test that will enable earlier disease detection, to which donations from this year’s event will contribute.
The Charity of the Year also receives several other benefits including increased funding opportunities, guaranteed race entries, and exclusive use of the sought-after title.
Marie Curie UK has already been selected as the official London Marathon Charity of the Year for 2026 as it seeks to fund improved
end-of-life care for people living with terminal illness.
Partnering with national healthcare charities is a longstanding tradition for the event, which offers a significant number of race places to various healthcare organisations, allowing individuals to raise money by way of sponsorship and donations.
Furthermore, a new Charity Bond Scheme, launched in 2024 and set to take effect in 2026, seeks to enable potentially underrepresented UK charities to secure more affordable London Marathon race places in the form of bonds for a term of up to four years, supporting greater inclusion for smaller charities.
THE SILENT CAREGIVER
One of the many healthcare charities that participates in the London Marathon each year is St John Ambulance (St John).
FUELLING FOR THE LONDON MARATHON
Alongside a comprehensive training plan, it is strongly advised that marathon runners adhere to dietary and nutrition advice to fuel themselves accordingly in preparation for the big day. This includes:
• A week before the race – Reducing training load whilst beginning a carbohydrate-rich diet, also known as ‘carb loading’. This should include between five and seven grams (g) of carbohydrates per kilogramme of bodyweight.
• The day before the race – Pre-race nutrition should consist of meals high in carbohydrates and low in fibre and fat, such as pasta, potatoes, noodles, or rice with chicken, fish, or tofu, and a side salad. It is advised to consume the largest meal at lunchtime and a smaller meal in the evening.
• The morning of the race –Consuming simple carbohydrates, such as white bread, three to four hours before the race.
• During the race – As with prerace nutrition, carbohydrates are the body’s preferred source of fuel during the race. As such, consuming 30-60g of carbohydrates per hour for the first three hours of the marathon is recommended, increasing to 60-90g per hour after that. This can be in the form of energy drinks, gels, and bars.
• After the race – Eating a snack within 30 minutes of finishing the marathon, followed by a carbohydrate and proteinrich meal, replenishes energy. Continually sipping small amounts of water is also advised to remain hydrated.
In addition to the 220 marathon places the charity offers runners, its overall contribution goes much deeper.
Providing first aid, ambulance, and medical support services on site at the marathon since the event’s inception, St John’s involvement is often unsung but crucial.
Run entirely by volunteers, the St John team operates from within medical tents stationed at every mile of the marathon, with runners triaged between tents by a St John ambulance where necessary.
Positioned all the way along the
last mile of the marathon and beyond the finish line is the ‘Finish Team’, part of the official London Marathon Medical team, which includes around 60 physiotherapists, St John doctors, specialist accident and emergency (A&E) nurses, as well as a consultant on standby.
To enable the team to effectively provide the necessary medical assistance, each marathon runner is fitted with a bib, on the back of which compulsory medical information must be provided, such as emergency contact details, medical conditions, and blood type.
Runners cross over Tower Bridge during the 2025 London Marathon
Sabastian Sawe of Kenya raises his arms as he crosses the finish line on The Mall to win the men’s elite race during the 2025 London Marathon
The London Marathon’s Medical Director, Professor Sanjay Sharma, also offers medical advice on the official website each year which runners can access ahead of the race, answering FAQs and providing insight into the fitness levels required to compete.
TO TRAIN OR NOT TO TRAIN?
In addition to paying heed to medical advice, it’s vitally important for London Marathon participants to train correctly and fuel their bodies.
As such, the event’s organisers release mandated training plans each year, differentiated for beginner, improver, advanced, and wheelchair participants.
Alongside a weekly running schedule that builds incrementally towards the race date, the plans also include advice for participants on staying hydrated, nutrition strategies, and how to hit their fundraising targets.
Furthermore, climate conditions must be carefully considered, especially if runners aren’t used to long distances in elevated temperatures.
This year’s marathon was unseasonably warm, with temperatures of up to 23 degrees Celsius, which led to organisers issuing additional advice closer to the time of the event on how to stay safe in the heat.
Wearing loose mesh clothing, for example, was recommended to prevent overheating, whilst runners were advised to begin the race slowly and frequently visit the additional water stations that had been drafted in.
Having already received over one million applications, next year’s London Marathon is set to be bigger and better than ever, both in terms of spectators and participants.
With this in mind, the message from the event’s organisers, and medical staff in particular, was particularly prevalent – stay safe out there!
SPOTLIGHT ON SWEDISH DATA CENTRES
With data centres having an increasingly critical impact on daily lives and economies, it is more important than ever to ensure a stabilised and resilient data storage system that can meet modern demands. We look at Sweden’s data centre industry and how it’s leading the way to a digital future
Writer: Lauren Kania | Project Manager: Joseph Perfitt
It is undeniable that data centres have come to play a critical role in modern civilisation. No matter where an individual may find themselves – at work, in school, or even relaxing at home – interaction with data centres and services is a daily occurrence.
These digital services and information, which are relied upon globally, are resulting in the increased demand for digitalisation and artificial intelligence (AI) services, thus amplifying investment into data centres.
Currently, due to this rapidly increasing demand, the Nordic region and the countries it comprises are quickly emerging as a hub for data storage infrastructure.
Across the Nordics, data centres benefit from unique selling points, most prominently the constant supply of green electricity, a cold climate that reduces the need for expensive cooling equipment, and a stable geopolitical landscape. These reasons are driving more and more hyperscale operators to Northern Europe.
Specifically, Sweden stands as the largest data centre market in the region and the only one with over one gigawatt (GW) in total IT capacity. Additionally, total supply has grown at a five-year compound annual growth rate (CAGR) of 13.7 percent from 2018 to 2023.
The country is a global leader in renewable energies thanks to a combination of hydropower, nuclear energy, wind turbines, and biofuels. These accomplishments
have led to Sweden being top of the Global Sustainable Competitiveness Index annually since 2016.
Data centres with high sustainability credentials are significantly more attractive to investors and those looking to construct new infrastructure, as the environmental impact of data storage is becoming an increasingly important topic of discussion within the industry.
Equally, Sweden’s digital economy is second in the EU for ease of doing business, third for political stability –behind only Luxembourg and Malta – and has the highest proportion of ICT specialists.
Even more formidable, the country is the only one in the Nordic market where the three major cloud hyperscalers – Amazon Web Services, Google, and Microsoft – have already built their own facilities or are working towards constructing their own.
Traditionally, storing data in the Nordic region has been scrutinised because of its long distance from pre-established data operations. However, improvements over the last decade in international connection speeds have made the area an attractive and viable location for data storage.
As technologies continue to emerge, the roll-out of data centres in Sweden is poised to continue accelerating at a rapid rate, drawing in more and more clients and investors as they recognise the vast potential and advantages the country offers.
SWEDEN – IN NUMBERS
• Sweden has a population of 10.5 million
• The country has a GDP of USD$535.6 billion
• There are 95 data centres in Sweden
• It ranks 18th on Cloudscene based on data centre density
• The nation has approximately 91 internet users per 100 citizens
• Sweden has 219 service providers and 19 network fabrics
INTERVIEW:
SWEDISH DATA CENTER INDUSTRY ASSOCIATION
Supporting the Swedish data centre industry and creating added value of economic and intellectual art for members, the Swedish Data Center Industry Association is influencing the sector and creating a stronger, more sustainable future.
Ann Wingård, Managing Director, tells us more
EME Outlook (EO): Firstly, please explain the origins of the Swedish Data Center Industry Association – when was it founded, and what was your initial vision?
Ann Wingård, Managing Director (AW): The Swedish Data Center Industry Association (SweDCI) was founded in 2019.
The initial vision was to form a community for actors in the data centre industry to be able to influence and affect matters that are of importance for the sector as a whole to drive growth, promote Sweden’s advantages as a place to locate a data centre, and build a network for stakeholders.
EO: What is your current take on the data centre industry across Sweden? Is it a particularly exciting or challenging environment to work in?
AW: The industry is very exciting as there are a number of organisations wanting to place their data loads in Sweden and many players who want to build facilities in the country.
There are plenty of advantages to having your data centre in Sweden – a very green electricity mix, high technology competence, a stable political landscape, and a naturally cool climate.
But, of course, there are challenges as well – inconsistent
rules and regulations, rigid and time-consuming processes for permits, unevenly distributed access to power over the country, and a lack of certain competencies such as cooling engineers.
EO: How does SweDCI market the industry and members of the association both nationally and internationally?
AW: Over the years, we have been growing into the position we are at now, where we are the go-to organisation for interviews and general knowledge about the data centre industry and the government and regulatory authorities seeking our input on new directives and regulations.
TRIED, TESTED, AND TRUSTED FOR OVER A CENTURY
GS Yuasa is a global leader in battery technology, recognised for delivering dependable energy solutions across a wide range of applications –from automotive, motorcycle, and industrial power, to aerospace, marine, and energy storage systems.
Our comprehensive portfolio includes advanced Yuasa brand valve regulated lead acid and lithium-ion batteries designed specifically for Uninterruptible Power Supply (UPS) systems.
With our headquarters in Japan having been founded over 100 years ago, we operate with 65 subsidiaries and 33 affiliates worldwide, including six specialised European companies and a cutting-edge manufacturing facility in Ebbw Vale, Wales.
Our offices in Sweden alongside our European headquarters in the UK supports customers across the region with expert knowledge, product availability, and outstanding local service.
Whether powering critical backup systems in data centres or supporting life-saving hospital infrastructure, Yuasa and GS Yuasa batteries are trusted by professionals and organisations throughout Europe and beyond.
UNMATCHED CAPABILITIES
Quite simply, the point of difference for GS Yuasa is the unmatched quality, reliability, and trust that comes with over a century of battery innovation – and more than 40 years as the number one choice for UPS battery solutions in Europe.
Thousands of iconic buildings, stadiums, businesses, and critical infrastructure sites across the continent rely on GS Yuasa for dependable backup power. Our products are engineered to the highest global standards and undergo rigorous testing to ensure flawless performance when failure is not an option.
In fact, they are used in countless scenarios where absolute reliability is critical, including in satellites, the international space station, the Boeing 787 Dreamliner, and deep-sea submarines.
We also differentiate ourselves through our commitment to service and support. Our online tools, such as the ISY battery calculator, simplify battery sizing and selection, while our expert technical teams offer support every step of the way. We don’t just sell batteries – we deliver longterm solutions, tailored advice, and a genuine partnership.
INNOVATION AND GROWTH
Innovation is embedded in everything we do. From the invention of Japan’s first lead-acid storage battery in the late 19th century, to our current lithium-ion solutions powering electric vehicles (EVs), satellites, and backup systems across the globe, we’ve always pushed the boundaries of what batteries can achieve.
Our philosophy of innovation and growth drives daily activity across every department and our research and development (R&D) teams constantly improve product life, performance, and sustainability.
Our manufacturing sites, like the one in England at Ebbw Vale, incorporate cutting-edge production lines and renewable energy sources. Additionally, our customerfacing teams use these advancements to deliver tailored, reliable solutions that grow alongside our clients’ needs.
We invest in digital platforms and tools, including training through the GS Yuasa Academy and intelligent selection tools like ISY, to make complex battery solutions simple, accessible, and future-ready.
PROGRESS THROUGH EVOLUTION
Our longevity is rooted in our ability to evolve – technically, operationally, and strategically. Over the past century, we’ve expanded from early lead-acid battery pioneers to a global powerhouse with a diverse product offering and global manufacturing footprint.
In Europe, we’ve led the way for over 40 years in the UPS sector, adapting to changing industry demands for higher performance, longer life, and greater environmental responsibility.
From the launch of our NP and SWL series to the latest GS Yuasa LIM lithium-ion modules, our solutions have developed in line with technological change and customer expectations.
But more than just evolving our products, we’ve grown through strong customer relationships – listening, responding, and building long-term partnerships that shape our future direction.
TARGETING SUSTAINABILITY
Sustainability is a core pillar of our global strategy. We’re committed to achieving CO₂ neutrality by reducing emissions throughout our operations and helping customers do the same through efficient, long-life energy storage solutions.
In production, we’ve implemented wide-reaching environmental initiatives; our Ebbw Vale plant incorporates renewable energy generation, advanced recycling programmes, and energy-saving processes.
Globally, we aim to reduce CO₂ emissions by 30 percent by 2030 (from 2018 levels), and we are well on our way to achieving this. GS Yuasa have been awarded a ‘gold medal’ by EcoVadis – signifying our commitment to corporate social responsibility (CSR) and sustainable procurement. On the product side, our focus on high-efficiency technologies – including lithium-ion and advanced VRLA – supports the shift to greener infrastructure by reducing energy loss, increasing service life, and minimising waste.
A BRIGHT FUTURE
For the year ahead, our focus is on enhancing customer experience through smarter tools, shorter lead times, and stronger support – while continuing to lead the UPS market with premium quality products.
We’re expanding our digital capabilities, including improvements to our ISY battery sizing calculator and continuously investing in our sales and technical teams to provide even faster, more responsive service.
Product-wise, we’ll continue advancing our VRLA and lithium-ion ranges, ensuring customers have access to the best technology for their backup power needs – whether they require long-duration support, compact high-rate options, or ultra-reliable front-terminal configurations. Ultimately, our goal is to remain the most trusted battery partner in the industry – known for quality, support, and the power to keep critical systems running, no matter what.
“EVERYTHING WE DO AND EVERY ACTION AND PROJECT WE SPEND TIME ON SUPPORTS OUR VISION, MISSION, AND INITIATIVES!”
– ANN WINGÅRD, MANAGING DIRECTOR, SWEDISH DATA CENTER INDUSTRY ASSOCIATION
Working in a focused way, being where the decisions are made, and contributing with our collective knowledge has taken us to where and what we are today.
We are hosting and co-hosting data centre events in Sweden, in which we have a stand where our members can be visible. We also participate in large events across Europe, such as the Datacloud Global Congress in Cannes, France, where we are hosting a Nordic pavilion with our sister associations in the region.
Additionally, we have a seat on the board of the European Data Centre Association (EUDCA), write and co-write articles, have speaker slots, panels, and podcasts, and are working to increase our international visibility.
EO: How does SweDCI’s strategic geographical position provide a distinct advantage?
AW: SweDCI is very clear about putting Sweden first – just as our name indicates – but we also work very closely with our sister organisations in the Nordic region, i.e., Denmark, Norway, Finland, and Iceland. Together, we cover and represent one of the most attractive areas for locating a data centre, even if the respective countries are fairly small.
Sweden and Stockholm in particular are the largest markets in the Nordics, so we have naturally taken the lead for several initiatives over the years.
Reliable Humidity Control and Cooling for Modern Data
Centres
Data centres are the digital backbone of today’s world – and protecting their sensitive infrastructure is critical. At Condair, we deliver humidity control and evaporative cooling solutions that integrate seamlessly with ventilation systems to ensure stable, energyefficient conditions.
Preventing ESD and Protecting Equipment
Fluctuating humidity levels can lead to electrostatic discharge (ESD), a serious threat to servers and electronics. Condair’s systems maintain the ideal relative humidity – typically around 40-60% RH – minimising ESD risk and ensuring equipment longevity.
Boosting Energy Efficiency
Humidity control also plays a key role in adiabatic cooling strategies. By leveraging water’s natural cooling effect, our systems reduce the energy consumption of data centre cooling – lowering operational costs and environmental impact.
Evaporative Cooling – Scalable and Sustainable Condair also offers advanced evaporative cooling solutions using high-performance evaporative media. These systems efficiently pre-cool intake air or support indirect cooling processes, providing a scalable,direct and low-energy cooling method ideal for data centres aiming to optimise power usage effectiveness (PUE) and reduce carbon emissions.
Trusted by the World’s Largest Companies
Condair is a global leader in humidity control, humidification, dehumidification, and evaporative cooling with decades of experience and installations across the world’s largest companies.Our solutions are renowned for quality, reliability, and precision –and are 100% scalable to any facility size. From planning to installation and maintenance, we partner with you every step of the way – ensuring your data centre runs safely and efficiently.
“OUR VISION IS TO LEAD THE DEVELOPMENT OF DATA CENTRE EXCELLENCE, AND OUR MISSION IS TO FOSTER A ROBUST AND SUSTAINABLE DIGITAL TRANSFORMATION IN SOCIETY WHILST BEING A POWERFUL VOICE TOWARDS DECISION-MAKERS”
– ANN WINGÅRD, MANAGING DIRECTOR, SWEDISH DATA CENTER INDUSTRY ASSOCIATION
It’s hard enough to keep track of communication and information in one company, and within SweDCI, we need to provide this to our members in an easy-to-digest manner so they can handle information in a way that is as easy as how they handle it in their respective organisations.
SweDCI Connect (Spintr) is already helping us to stay in contact and share information after just a couple of months. The plan is to invest further time into the platform for continuous improvement since we are determined that this brings value to our members!
EO: Additionally, please tell us more about SweDCI’s objective to support the business interests of members and how these objectives manifest in your day-to-day operations.
EO: Can you expand upon SweDCI’s new communication platform – SweDCI Connect (Spintr) – and how this will help to enhance collaboration and information sharing for members?
AW: Like many organisations, sharing information is a challenge that should never be underestimated! We realised that sharing information, and thereby collaboration and networking amongst our members, would be beneficial as an internal tool for easy communication.
AW: Our vision is to lead the development of data centre excellence, and our mission is to foster a robust and sustainable digital transformation in society whilst being a powerful voice towards decision-makers. This is alongside creating a favourable business climate, promoting industry best practices, and facilitating networking amongst member companies.
The initiatives we are driving include enhancing the data centre industry’s growth, articulating and advocating for the needs of the industry, and building an innovative
Quick couplings: the core of liquid cooling systems
As data centers become more powerful, the demand for advanced liquid cooling systems continues to grow. For efficient operation, high-quality quick couplings play a crucial role. With nearly 70 years of experience in the field, our reliable quick coupling solutions provide high-performance liquid cooling systems that meet today’s demands while anticipating tomorrow’s needs.
DC annons CNA - Swedish Data Center Spotlight.indd 1
Swedish ecosystem within the ICT sector. Everything we do and every action and project we spend time on supports our vision, mission, and initiatives! For example, we promote Sweden as a data centre market and are visible in international fairs and events; we are invited to discussions to help set the thresholds and key performance indicators (KPIs) when directives and regulations are developed before they are implemented; and we connect our members in various meetings, workshops, and work groups to build a strong network and ecosystem.
EO: Are you optimistic about the future of the data centre industry throughout Sweden?
AW: Yes, we are! We’ve only seen the beginning of what can be achieved in Sweden’s data centre industry. Global developments in recent years have made it clear that we must become more self-reliant and cannot depend solely on others. As a result, more companies will seek to keep control of their data within local markets. At the same time, the rapid growth of AI is driving an unprecedented demand for secure, scalable, and energyefficient infrastructure. Since AI depends on massive amounts of data being processed and stored, where and how that happens truly matters. Sweden and the Nordics, with access to clean energy, a
stable climate, and high digital competence, are uniquely positioned to meet this demand in a sustainable way.
EO: Finally, what are SweDCI’s goals and priorities, and what strategies will you employ to facilitate and implement them?
AW: We plan to continue to work towards our mission, vision, and initiatives. Our focus areas include data centre industry growth, international visibility, stakeholder engagement, ecosystem expansion, and education and skills supply.
Utilising a new manufacturing facility, a new AI R&D Centre of Excellence, and a promise to empower and reinvigorate its technology sector, HP KSA is on a mission to transform the future of work in the Kingdom of Saudi Arabia. We speak to Managing Director, Fadle Saad, about this exciting evolution
Writer: Ed Budds | Project Manager: Ryan Gray
The Kingdom of Saudi Arabia (KSA) has emerged as an attractive global investment destination with its vast transformation over the years.
From being largely dependent on its bountiful oil revenues to diversifying into alternative sources of income, the country’s economy has flourished to host numerous investment opportunities, led by the unveiling of Saudi Vision 2030.
This new forward-thinking initiative aims to empower the nation during the transition into a structural economy from a previously outdated cyclical one.
The innovative government programme also aims to achieve the goal of increased diversification economically, socially, and culturally, in line with the vision of Saudi Crown Prince and Prime Minister, Mohammed bin Salman, first announced in 2016 by the KSA government.
As a result, KSA is focusing on three key pillars – making the nation a spiritual and cultural hub, attracting foreign investment in regional businesses, and becoming a facilitator of trade between Asia, Africa, and Europe.
Driven by this ambitious initiative, KSA’s technology sector is rapidly growing, with significant investment being harnessed in the realm of digital transformation. As such, the country is aiming to become a regional technology hub and is investing in various growth areas, including artificial intelligence (AI), smart cities, and e-commerce.
Within this burgeoning landscape, HP KSA, the regional strand of global technology titan HP, is continuing to grow its presence and invest in a brighter future for both the company and the nation itself.
In his current role, Fadle Saad, Managing Director of HP KSA, is committed to orchestrating the convergence of technology and business to drive sustainable growth for the nation.
HOW DO YOU EMPOWER YOUR PEOPLE AND RECOGNISE THEIR VALUABLE CONTRIBUTIONS?
Fadle Saad, Managing Director: “Here at HP KSA, we empower all our people to take responsibility and seize the initiative, a crucial quality which we reward in our staff. The company encourages people to experiment and take ownership.
“In order for us to create a safe and healthy environment for employee creativity and excellence, we must accept failures are a natural part of the process.
“I have benefitted directly from this as someone who is allowed to develop a plan before being given the freedom to go and execute a specific vision. This is a blessing and the amount of learning that comes with this trust is truly empowering for me and every other member of our team.
“At HP KSA, we believe in collaboration and creativity and we ensure we bring our hard-working employees together as one big family.
“Additionally, the company is very active socially, always looking to add to our many initiatives that bring us all together not just as business professionals working to a common goal, but as a unit that comes together beyond business.”
“WITH A STRONG VISION FOR DIGITAL TRANSFORMATION AND A DEDICATED TEAM, I AM COMMITTED TO EMPOWERING BUSINESSES AND INDIVIDUALS IN KSA WITH CUTTING-EDGE TECHNOLOGY THAT PROMOTES PRODUCTIVITY AND DRIVES POSITIVE IMPACT”
– FADLE SAAD, MANAGING DIRECTOR,
HP KSA
“My introduction to the industry began in Lebanon, where I was majoring in computer and communications engineering, setting me on the path to a technology-based career, an area I was becoming increasingly fond of as I learnt more about this wonderful sector and the potential it holds,” he recalls fondly.
Drawing from a wealth of global experience, his journey from computer engineer to technology leader has taken Saad across a multitude of varying continents and cultures.
“I’m a very commercially minded person, and I’ve tried to commercialise operations and processes in every job that I’ve been a part of so far.”
His now comprehensive experience with the global HP business includes navigating complex markets in the Middle East, Turkey, and East Africa, ensuring constant growth and innovation whilst simultaneously adapting to diverse business landscapes.
“To date, my journey has been very rewarding. I always say HP is not just a company, but an academy where we are all constantly learning,” Saad comments.
“With over 15 years of experience at HP, I have experienced multiple geographies and scopes.”
EXPANDING INTO SAUDI
During a previous role at HP as Regional Sales Director of the
Middle East, Turkey, and East Africa, Saad identified KSA as a key new geographical region for the company to expand into.
HP is significantly expanding its footprint in KSA with a series of crucial investments to boost the kingdom’s technology sector and empower its citizens.
“Now, as Managing Director of HP KSA, my focus is on leading and driving the strategic growth of the company’s operations across the nation. I am responsible for overseeing business development, cultivating key partnerships, and ensuring the delivery of innovative technology solutions to meet the evolving needs of our customers in the kingdom,” Saad says.
Alkhorayef Printing Solutions and HP –A Stronger Partnership Than Ever Powering the Future of Technology:
At Alkhorayef Printing Solutions, we believe in empowering businesses to achieve excellence through innovation, reliability, and superior service. As proud partners of HP, we are committed to bringing the latest, most advanced technologies to the market — helping our clients unlock new possibilities and drive success in an ever-evolving industry.
For over 70 years, Alkhorayef has been at the forefront of industrial innovation across various sectors. Today, with our specialized focus on printing solutions, we are setting new standards for quality and performance.
Our partnership with HP reinforces our mission: to deliver cutting-edge solutions that meet the highest international benchmarks and cater to the unique needs of businesses across the region.
Alkhorayef Printing Solutions offers a complete portfolio of HP’s most trusted and advanced products. Whether you operate in commercial printing, office solutions, or supplies our expert team ensures you receive tailored solutions designed to optimize workflow, reduce costs, and elevate quality.
But we are more than just technology providers — we are your partners in growth.
Our services extend beyond product supply to include installation, comprehensive training, technical support, and proactive maintenance programs. Our dedicated local service teams ensure that your business experiences maximum uptime and performance, backed by the strength and innovation of HP’s globally recognized technology.
Sustainability also stands at the heart of everything we do. Through HP’s sustainable technologies and Alkhorayef’s commitment to responsible practices, we offer eco-friendly solutions that help our clients meet their environmental goals without compromising on performance or quality.
Today’s tech industry demands more than ever before — it demands agility, efficiency, and a partner that understands your challenges. Alkhorayef Printing Solutions and HP stand ready to meet that demand, offering a powerful combination of local expertise, global technology leadership, and a shared passion for driving the future of tech.
Discover how Alkhorayef Printing Solutions and HP can transform your business.
Success through Partnership
We provide consulting and support services in the areas of sales and services. The company boasts a specialized and professional team exceeding 250 employees. We also offer ideal printing solutions of various sizes and diverse needs for our clients and partners through flexible offers and a wide range of modern machines and equipment.
Product Qualities
• Our products are designed to deliver consistent, high-level performance in a variety of environments and conditions.
• Our designs are compact and our materials are durable to ensure the longevity and durability of the products.
• We integrate sustainable practices into our product design and manufacturing processes to reduce environmental impact.
• We develop our products with the end user’s preferences and needs in mind, where ease of use and practicality are the priority.
• We are committed to continuing research, development and continuous improvement of the characteristics and performance of our products.
920002985
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Riyadh, the capital of Saudi Arabia, is the country’s political and economic centre, rapidly transforming into a global hub for business and technology.
With ambitious infrastructure projects, a growing financial sector, and government-backed initiatives like Saudi Vision 2030, the city has positioned itself as a key player in the Middle East’s technology landscape.
Riyadh’s expanding industrial zones and innovation districts offer an ideal environment for companies like HP KSA to invest in manufacturing and research, ensuring strategic access to both local and regional markets.
Within the city, HP KSA has pledged to enhance digital skills among its youthful population through AI-focused educational initiatives, training teachers, and
Rather than merely expanding its supply chain, HP KSA’s move into the capital represents a strategic alignment with the kingdom’s push for technological leadership, making Riyadh a potential hub for future AI-driven innovations.
“With a strong vision for digital transformation and a dedicated team, I am committed to empowering businesses and individuals in KSA with cutting-edge technology that promotes productivity and drives positive impact,” he adds passionately.
Aligned with Saudi Vision 2030, HP’s initiatives include a new manufacturing facility in the kingdom, a new AI R&D Centre of Excellence (CoE) in Dhahran, and a range of educational programmes to empower the youth and build capacity in the country.
DEVELOPING EXCELLENCE
The initial stages of Saad’s development plan were to regroup and reinforce HP KSA’s presence within the nation.
A vital step was building a regional headquarters in KSA, which has now been successfully completed, alongside the company’s new CoE, where it has brought together R&D experts from around the world.
“These leading voices from the technology sector are collaborating with local universities and the best young regional talent,” Saad impassions.
“I am so excited about this development as it represents not only a fantastic opportunity for HP, but for
KSA as a whole,” he says.
As such, HP KSA aims to comprehensively develop both the economy and the ecosystems in which it operates.
With an emphasis on targeting younger demographics within KSA, the company looks to take advantage of an increasingly receptive and tech-savvy population that has grown up alongside major advances in technology, making them the ideal target audience.
Alongside this, the company’s new Made in Saudi initiative is set to improve customer service, create thousands of jobs by 2027, and drive economic diversification.
Similarly, HP KSA’s investment
will undoubtedly enhance the local technology landscape and support the nation’s growing digital prowess.
NEW MANUFACTUING CAPABILITIES
HP KSA’s new game-changing manufacturing facility will enable the company to better serve customers and regional businesses with increased flexibility and reliability. This represents the first step of a much more aggressive plan to expand and build PCs not only for the country’s consumption but to eventually export from KSA, allowing the company to cover the technology needs of surrounding countries.
Providing Disruptive Technology Solutions to the Oil and Gas Industry
Arabic Computer Solutions (SACS) has been a key contributor to Saudi Arabia’s ICT industry for over four decades. Originally established as a branch, SACS has evolved into an independent entity dedicated to delivering innovative, robust, and cost-effective technology solutions.
Specializing in Infrastructure, Digital Transformation, Cybersecurity, and Managed Services, we stay ahead of market trends to provide cuttingedge solutions tailored to our clients’ needs. Our commitment to excellence has positioned us as a trusted system integrator, with a strong focus on
Our Customers
fostering long-term partnerships— particularly within the Oil & Gas sector. At SACS, we prioritize adaptability, reliability, and customer-centric innovation, ensuring we meet the evolving demands of the digital landscape while driving sustainable growth for our partners.
Our Services & Solutions
We specialize in empowering businesses through: /
Infrastructure Solutions: End-to-end IT infrastructure design, deployment, and management for seamless operations.
Digital Transformation: Future-ready strategies, AI, IoT, advanced analytics, and automation to drive efficiency and growth.
Cybersecurity: Comprehensive threat protection, risk assessment, and compliance to safeguard critical assets. Managed Services: From infrastructure to applications—ensuring reliability, security, and peak performance so you can focus on uninterrupted business success.
+966 13 8813878 | www.sacs.sa | sales@sacs.sa
“Our newly established CoE in Dhahran will focus on developing AI-driven solutions to enhance business operations and societal advancements,” Saad explains.
“The facility will focus on advancements in areas such as data analysis, robotic process automation, and advanced AI decision-making capabilities.”
One key aim of the CoE is to support KSA companies in optimising processes and gaining a competitive advantage in the market by utilising the latest innovations.
“The Middle East has a readiness to embrace AI, with many countries on the offense trying to adopt new
technologies. There is a strong ambition across the region to become one of the leading AI centres of the world,” he furthers.
MADE IN SAUDI
The Made in Saudi investment initiative is set to produce computing devices for the nation’s burgeoning technology sector.
“Over time, we will be expanding our entire portfolio to not only serve the needs across the country, but beyond,” he expands.
This represents a pivotal step in HP KSA’s goals to expand and serve regional businesses with cutting-edge solutions.
“TO DATE, MY JOURNEY HAS BEEN VERY REWARDING. I ALWAYS SAY HP IS NOT JUST A COMPANY, BUT AN ACADEMY WHERE WE ARE ALL CONSTANTLY LEARNING”
– FADLE SAAD, MANAGING DIRECTOR, HP KSA
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“AS THE WORLD PIVOTS TOWARDS AN INNOVATIONCENTRIC FUTURE, KSA’S TRANSFORMATIONAL POTENTIAL PLACES IT AT THE FOREFRONT OF SUCH CONSIDERABLE GROWTH”
– FADLE SAAD, MANAGING DIRECTOR, HP KSA
The kingdom’s strategic location at the crossroads of Asia, Europe, and Africa provides unmatched access to global markets – enhancing distribution efficiency and solidifying its role as a pivotal hub for technological innovation and international trade.
A FACILITY FOR CHANGE
HP KSA’s state-of-the-art CoE in Dhahran will focus on next-generation solutions.
With a well-developed infrastructure, world-class education institutions, and access to skilled talent, the city provides an ideal base for the company’s AI-driven R&D and
innovation efforts.
“Here, the company will focus on developing AI-driven solutions to enhance business efficiency, automation, and decision-making. The new CoE will attract top talent and provide training programmes to upskill the local workforce,” says Saad.
The past two years have seen the number of AI labs and technology centres in KSA grow rapidly with initiatives from global technology vendors, Saudi ICT service providers, and public sector innovators.
This trend mirrors the increasing local demand for knowledge about AI, 5G, the Internet of Things (IoT), edge technologies, and proof of concepts
for applying these cutting-edge advancements in both government and industry settings.
As one of the largest computer technology vendors in the region, HP KSA’s new CoE is sure to capture the attention of customers.
By 2027, HP KSA expects its AI and education initiatives to impact millions of students and professionals, helping to foster a highly skilled workforce.
“It’s not about just developing new models – it’s about technology that is specifically designed to address pinpointed problems. This is really where we see the opportunity to make real change.”
In 1984, Nahil Computers Company (NCC) was established as a privately held organization, operating from a single office in Riyadh with a staff of less than ten. Today the company is represented, Kingdom-wide as an organization with three branches throughout the kingdom. We maintain exclusive and, non-exclusive distributorship, corporate reseller, system
800 Projects a year completed
reseller and system integrator agreements for the supply, commissioning and installation of IT related products, from world renowned brands. Partners include as HP, HPE, Dell, Lenovo, & Microsoft. Nahil has around 500 active clients in Saudi Arabia from different sectors. We complete around 800 projects per year.
3 Branches worldwide
500 Active clients
address is Arabic large language models (LLMs).
How to use AI and optimise it for the Arabic language is a priority for HP KSA, and this will be incorporated into needs of the kingdom, ranging from healthcare to energy.
EMPOWERING THE YOUTH
To date, HP KSA has built a strong network of government partners and deployed a wide range of high-impact education programmes that support Saudi Vision 2030’s goal of upskilling young people for the jobs of the future.
“This builds on our global initiatives which have already impacted over 600,000 individuals and are projected to benefit over six million students and teachers in KSA by 2027,” prides Saad.
“We see a lot of potential in the kingdom because of its ability to
attract talent, its geographical location, and especially the country’s strong ambition to continue to grow,” he unfolds.
HP KSA has also supported the National Gaming and Esports Strategy with the opening of its new HP Gaming Garage Lab at Saudi Electronic University in June 2024.
This was then followed up with online courses attaining microdegree status from the National eLearning Centre and the Ministry of Communications and Information Technology – the only private sector entity to enjoy this status.
The programme will continue to grow throughout the region and team up with several key partners including the Human Resources Development Fund, the leading arm of the KSA government to upskill youth and the unemployed, and Savvy Games Group, established by the Public Investment’s Fund to foster the
growth of the gaming industry in KSA. Also included is Tuwaiq Academy, a subsidiary of the Saudi Federation for Cybersecurity, Programming, and Drones, to offer education programmes in advanced technologies.
“As the world pivots towards an innovation-centric future, KSA’s transformational potential places it at the forefront of such considerable growth,” Saad details.
“By proactively laying out a roadmap for a diversified economy, KSA has become a gateway for non-oil ventures and global investors to find their roots for success in the region,” he finishes.
POWERFUL SOLUTIONS FOR ANY BUSINESS
On a mission to provide the best IT services, Oman Data Park delivers cutting-edge solutions with the highest standards of reliability, security, and responsiveness. We speak with Maqbool Al Wahaibi, CEO, to learn more about the company’s seamless technology integration
Writer: Lauren Kania | Project Manager: Ben Weaver
At Oman Data Park, we’re not just building data centres – we’re building ecosystems.”
Evidently, Maqbool Al Wahaibi, CEO of Oman Data Park (ODP), is confident in his company’s ability to provide a premium IT offering and highly advanced solutions.
ODP is a premier regional provider of cloud and data centre services, committed to transforming businesses’ digital landscapes.
Established in 2012, the company offers a comprehensive suite of cutting-edge solutions, including cloud hosting, artificial intelligence (AI), cybersecurity, and managed services, tailored to meet the diverse needs of businesses across industries.
“With state-of-the-art facilities and a robust infrastructure, we ensure unparalleled reliability, security, and
efficiency whilst being dedicated to empowering organisations with innovative technology that drives growth and enhances operational agility,” Al Wahaibi confirms.
Currently, the global data centre industry is experiencing a surge in development. However, with increased demand comes higher expectations and greater technological feats to overcome.
ODP is not only addressing these concerns but mastering them with exceptional expertise.
“The Middle East’s data centre industry is both thrilling and transformative – a rare convergence of opportunity and challenge,” he states.
Gulf Cooperation Council (GCC) nations are sprinting towards digital sovereignty, fuelled by AI adoption,
smart cities, and Saudi Vision 2030.
Similarly, Oman Vision 2040 prioritises technology infrastructure, with data centres as the backbone.
The country’s location is a neutral gateway between Europe, Asia, and Africa, thus making it ideal for hyperscalers such as Amazon Web Services (AWS), Google, and Microsoft Azure, which are expanding regionally.
“Balancing rising power demands with sustainability mandates requires rethinking traditional designs. We’re
therefore piloting solar-hybrid systems to cut carbon footprints whilst ensuring uptime,” furthers Al Wahaibi.
CUTTING-EDGE TECHNOLOGY PROVISION
As the first data centre in Oman with a 90 percent market share, ODP’s dominance isn’t just about being the frontrunner; it’s about rewriting the rules of regional competition.
“Whilst others retrofit global models, we built Oman’s first Tier
3+ sovereign cloud, ensuring data residency compliance for sectors like banking and government,” Al Wahaibi expands.
Unlike competitors tied to single providers, ODP offers multi-cloud neutrality, which is critical for enterprises avoiding vendor lock-in, as it allows for seamless integration regardless of the cloud or workload.
“We’re not just a vendor but a national digital partner, co-designing infrastructure for Oman’s future,” Al Wahaibi prides.
With the region’s cyberattacks increasing by 62 percent in 2023, the company’s AI-driven security operations centre protects over 90 Omani enterprises, from oil giants to start-ups.
ODP is proud to be an Omanimajority technological team delivering 24/7 support with unmatched cultural fluency and a deep understanding of local enterprise needs, able to address security risks with confidence and ease.
“In short, we blend global technological rigour with Omani DNA – a recipe no foreign player can replicate.”
Additionally, the company is advancing its capabilities even further by constructing three new data centres. This is due to the growing demand generated by the adoption of AI and the cloud in the business community.
These new data centres will help prepare the nation for the future, facilitating Oman’s digital transformation journey and building confidence in hyperscalers and international technology companies to invest in the country.
Given the significance of cloud, AI, and digital transformation in this Fourth Industrial Revolution, Oman possesses unparalleled growth potential in the data centre industry.
“With our strategic location, access to open global waters, and proactive government policies, we are
positioned as a promising technology hub,” asserts Al Wahaibi.
The presence of major international hyperscalers, extensive submarine cable networks, and significant investments in data centres and cloud solutions also underscore the country’s potential to become a central player in the global digital economy.
PROPELLING INDUSTRIAL GROWTH
To continue its upward momentum, ODP has recently invested in a Centre for Excellence. This strategic move will nurture local talent, drive innovation, and establish a knowledge hub that supports the digital transformation of Oman and the broader region.
“The centre will serve as a platform for training, research, and collaboration with academia, government, and international partners,” Al Wahaibi imparts.
“It’s all about creating sustainable
capabilities that will power our digital future from within.”
Additionally, ODP has invested in the Kemet Data Centre in the Suez Canal Economic Zone as part of its regional expansion strategy. With Egypt acting as a key digital gateway between Africa, the Middle East, and Europe, the company’s latest partnership offers clients greater connectivity, redundancy, and access to international fibre routes.
ODP believes investing beyond its borders can bring global best practices home, whilst positioning Oman as a serious contender in the international data economy.
“It’s about creating value locally and regionally and doing so in a way that’s smart, scalable, and sustainable,” Al Wahaibi explains.
Equally as important as its international expansion is the company’s investment in the digital and software elements of its supply chain.
COULD YOU TELL US ABOUT YOUR SUPPLY CHAIN PARTNERS AND HOW THEY HAVE CONTRIBUTED TO THE SUCCESS OF ODP?
Maqbool Al Wahaibi, CEO: “Our supply chain partners are an essential part of our success story. We’ve always believed that strong, strategic partnerships aren’t just transactional –they’re transformational.
“In fact, many of the milestones we’ve achieved would not have been possible without the trust, collaboration, and shared vision we have with our supply chain ecosystem. At the end of the day, our supply chain isn’t just about getting products from A to B, it’s about building long-term relationships based on mutual growth, innovation, and resilience.
“These partnerships allow us to deliver world-class services, drive local economic development, and support ODP’s journey.”
Whilst its core business is centred around world-class data centre infrastructure, ODP recognises that the future of digital transformation isn’t just about physical assets – it’s increasingly about the software, systems, and digital ecosystems that power its operations and enable seamless service delivery.
As such, the company’s investment in digital and software capabilities revolves around future-proofing its operations, enhancing resilience, and delivering even greater value to partners and customers.
“We see this as a critical enabler of Oman’s broader digital ambitions, and we’re committed to leading by example,” dictates Al Wahaibi.
PAVING A DIGITAL TRANSFORMATION
As ODP continues to embrace
“AT ODP, WE’RE NOT JUST BUILDING DATA CENTRES – WE’RE BUILDING ECOSYSTEMS”
– MAQBOOL AL WAHAIBI, CEO, OMAN DATA PARK
the massive wave of digital transformation, it recognises the incomparable significance of its staff members, who enable the company to flourish.
“Our people are our greatest asset. We invest in their growth through continuous training, mentorship programmes, and opportunities to lead innovation projects,” asserts Al Wahaibi.
He believes recognition is key and celebrates wins through awards, public acknowledgements, and career advancement. Therefore, by fostering ownership and prioritising well-being, ODP ensures its team feels valued,
capable, and motivated to drive the company forwards together.
In parallel, ODP values and engages in corporate social responsibility (CSR) initiatives.
“CSR is deeply embedded in our DNA. We believe that driving digital transformation goes hand-in-hand with uplifting communities and contributing to Oman’s long-term vision,” he informs.
Additionally, the company is investing heavily in building the country’s digital talent pipeline. In 2024, it inducted and trained over 100 young Omanis in data centre technology, cloud computing, and
cybersecurity, many of whom went on to join leading technology firms or launch start-ups.
Alongside partnering with schools and universities, ODP’s experts have worked diligently to create accessible digital literacy through panel discussions, podcasts, interviews, and events.
“THE MIDDLE EAST’S DATA CENTRE INDUSTRY IS BOTH THRILLING AND TRANSFORMATIVE – A RARE CONVERGENCE OF OPPORTUNITY AND CHALLENGE”
– MAQBOOL AL WAHAIBI, CEO, OMAN DATA PARK
“Our goal is to ensure no one is left behind in Oman’s digital leap,” Al Wahaibi outlines.
With the future of data centres promising continued growth, the company is on the verge of entering a new era.
800+ HAPPY CLIENTS
1,000+
“Our priorities are laser-focused on scaling Oman’s digital ecosystem whilst staying true to our national vision,” details Al Wahaibi.
The company aspires to move away from being a pure-play data centre provider to a full-stack digital infrastructure partner. This entails offering cloud services, AI-driven analytics, and managed solutions along with professional services.
“AI isn’t just a buzzword for us – it’s our next frontier.”
Indeed, ODP is integrating AI into its operations and launching AI tools for clients, including large
language models, smart city analytics, and automated customer service platforms.
Its goal is to make the country a regional leader in practical AI adoption, helping businesses unlock efficiency and innovation.
“It’s not just about infrastructure –it’s about impact. By expanding our capabilities, empowering people, and fostering innovation, we’re building the foundation for a smarter, more connected Oman. And that’s exactly where we need to be,” Al Wahaibi concludes.
Empowering Digital Transformation and Sustainability
Schneider Electric is a global leader in energy management and automation, dedicated to providing innovative solutions that enhance efficiency and sustainability. With a presence in over 100 countries, we offer a comprehensive range of products and services designed to optimize energy usage and streamline operations across various industries.
Our Secure Power portfolio includes advanced technologies such as Uninterruptible Power Supply (UPS) systems, precision cooling units, Power Distribution Units (PDUs), and Data Center Infrastructure Management (DCIM) platforms. These solutions are engineered to deliver reliable performance, reduce energy consumption, and support the digital transformation of businesses worldwide.
At Schneider Electric, we are committed to driving progress through innovation. Our vision is to create a sustainable future by integrating cutting-edge technology with environmental stewardship. We strive to empower our customers with the tools they need to achieve their energy efficiency goals and enhance their operational resilience.
Schneider Electric has been a trusted technology partner, supporting Oman Data Park’s digital infrastructure expansion from its very first data center. ODP continues to grow as a key player in Oman’s digital economy and Schneider Electric has been an essential contributor to this success with five operational data centers and a sixth currently under construction. Our involvement spans across all five of ODP’s current facilities.
Today, Schneider Electric’s installed base at ODP features a comprehensive range of products, including uninterruptible Power Supply (UPS) systems, precision cooling units, Power Distribution Units (PDUs), and Data Center Infrastructure Management (DCIM) solutions across all facilities.
Our DCIM platform, a cornerstone of operational intelligence and efficiency, represents a critical area of strategic focus for future collaboration. As ODP continues to scale its data center footprint, Schneider Electric is uniquely positioned to deliver integrated, scalable, and energy-efficient infrastructure that aligns with ODP’s vision for digital transformation.
As data center footprints expand and regulatory requirements grow more stringent, Schneider Electric’s integrated solutions spanning power, cooling, automation, and digital management are uniquely positioned to deliver scalable, resilient, and energy-efficient infrastructure. The company’s vision is to enable customers like ODP to achieve their digital transformation goals while advancing sustainability and operational excellence.
Through continuous innovation and a deep commitment to sustainability, Schneider Electric remains a driving force in shaping the future of energy, digital transformation, and sustainable growth for partners worldwide.
How our solutions (DCIM) improved effenciency (operations POV, energy consumption)
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As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
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Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Manufacturing Outlook will continue to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
Equipped with the steadfast mantra of ‘don’t send a man to do a machine’s job’, we learn about DOK-ING’s comprehensive and transformative robotics solutions that are saving countless lives and evolving industries throughout Europe. The company’s leadership team across its three divisions tell us more
Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence
Leading the charge in heavyduty robotics and autonomous systems, DOK-ING has established itself as a manufacturing powerhouse, globally renowned for producing world-class unmanned vehicles that protect human lives in otherwise hazardous and harmful environments.
Headquartered in Zagreb, Croatia, the company operates across 40
countries and diligently meets the needs of the security and defence, underground mining, and energy sectors through three proactive divisions.
DOK-ING strives to produce forward-thinking applications that deliver a step-change in both safety and efficiency.
Indeed, the company first emerged from the mission to find a mechanical
“WHEN WE DESIGNED THE KOMODO, WE HAD ONE GOAL IN MIND: TO INCREASE EFFICIENCY AND REDUCE COSTS FOR THE END USER”
– DAVOR PETEK, COO, DOK-ING SECURITY AND DEFENCE
solution to take humans away from dangerous and labour-intensive environments during the demining effort in Croatia in the early 1990s.
Since then, DOK-ING’s focus has remained on operating in hazardous and dangerous areas where conventional first responders are incredibly limited, particularly in the extreme conditions often experienced in the military and during underground mining.
“The technology already exists, but at DOK-ING, we’ve made a deliberate choice to apply it where it matters most – in the world’s most dangerous and demanding jobs,” introduces Davor Petek, COO of DOK-ING Security and Defence.
“By targeting high-risk environments, we create real impact, reducing exposure for frontline workers whilst improving operational performance. This is where innovation truly proves its worth, and it’s the path we’ve committed to,” echoes Luka Petro, COO of DOK-ING Mining.
“Bottom line, our systems are designed to thrive where humans would otherwise die,” Petek adds.
DELIVERING THE COMPLEX NEEDS OF DEFENCE
As one of the company’s key focus divisions, DOK-ING Security and Defence delivers critical unmanned systems for the harshest military situations.
Due to ongoing political conflicts across Europe and further afield, alongside the rise of chemical, biological, radiological, and nuclear (CBRN) environments, the division’s unmatched capabilities are at the top of development and procurement priority lists due to an increasingly complex global security situation.
Croatia’s defence capabilities in particular are shifting into a higher gear, as demonstrated by the recent establishment of an inter-ministerial commission for the nation’s defence capabilities and
industry development, paving the way for improvements in business-togovernment (B2G) activities.
However, it will still be some time before the appropriate policies and initiatives are fully operationalised to effectively close Croatia’s capability gap when compared to other European countries.
“The financial aspect is there and our production capacity is increasing, but without long-term contracts and orders from governments, industry cannot close the gap,” Petek discusses.
“We also still have a very slow and complex procurement process that was maybe acceptable in peace time, but we are now operating in a different, more demanding environment that requires a serious change in EU procurement policies.”
This is particularly pertinent given the recent conflict between Russia and Ukraine, which has increased the significance of secure defence capabilities.
With this in mind, DOK-ING Security
and Defence’s advanced systems designed for mobility operations and demining and humanitarian demining, such as the MV-4 Scorpion and MV-10 Bison, are preferred systems in Ukraine due to their high survivability and reliability.
The continual targeting of the country’s critical infrastructure has also highlighted the demand for the division’s crisis response systems, including the MV-3 Hystrix, MV-5 Tusk, and MV-8 Komodo (Komodo) CBRN.
A NEXT-GENERATION UNMANNED PLATFORM
As DOK-ING Security and Defence’s latest modular platform, the Komodo is proving to be a critical capability for the increasing operational use of unmanned vehicles.
“When we designed the Komodo, we had one goal in mind: to increase efficiency and reduce costs for the end user whilst maintaining the same – or similar – level of capability, all with a strong focus on protecting human
lives and property. I truly believed we have succeeded in that mission,” Petek states.
Therefore, as unmanned ground vehicles continue to be integrated into the capabilities of military forces, the Komodo aims to provide the same levels of combat support as manned vehicles.
“Combining manned and unmanned platforms with same or mutually supporting capabilities increases combat power and force protection whilst ultimately lowering cost,” Petek explains.
Given the Komodo is a payloadagnostic platform, its users are able to integrate payloads that are either lacking on conventional platforms or more efficient and acceptable due to unmanned aspects.
Furthermore, providing a single platform with multiple payloads simplifies operations, maintenance, and logistics support, enabling users to utilise the same platform with combined capabilities for multiple tasks.
FUSING QUALITY WITH EXPERTISE
With a proud 20+ year history of welding all types of metal for various structures, LBD d.o.o. is a company driven by customer satisfaction and service excellence
Headquartered in the city of Rijeka, Croatia, LBD d.o.o. (LBD) offers a wide range of welding, processing, and assembly services for all types of metals.
Having evolved from humble beginnings as a small Croatian business, the company has grown rapidly and is today recognised across Europe for its firstrate services.
With a newly established branch in Trieste, Italy, and a vision for continued expansion, LBD draws on its two decades of industry experience and team of dedicated and qualified personnel to ensure welding excellence every time.
Its staff base consists of engineers, certified welders, structural fabricators, managers, and administrative employees, each of whom are offered comprehensive training and professional development opportunities.
Well-versed in complex projects where various tests of welded joints are required, LBD’s knowledge of the metalworking industry guarantees consistent quality, regardless of the thickness of the material or purpose of the finished product.
FIRST-CLASS SERVICES
Metal inert gas (MIG) and metal active gas (MAG) welding, also known as gas metal arc welding (GMAW), are versatile welding processes that enable fast and efficient results, applicable to various metals.
LBD utilises MIG and MAG alongside two other welding processes, Tungsten inert gas (TIG) and remote exothermic welding (REL).
The method selected depends on the type of material being welded, alongside its thickness and the environment in which it must perform.
Offering a comprehensive range of supplementary services, including magnetic particle testing (MPT), non-destructive testing (NDT), and ultrasonic testing (UT), the company conducts its activities in a workshop fitted with cranes which have capacities of 10, seven, or five tonnes.
It also offers construction services and technical support solutions throughout the entire project life cycle, from the initial design stages to the finished product.
Utilising top-of-the-range 2D and 3D modelling programmes alongside appropriate methods and specifications helps LBD produce a precise and defined final product.
PROJECT OF NOTE
LBD is currently working on the MV-10 BISON (MV-10) demining machine for DOK-ING, a leader in the development and production of robotic and autonomous systems and equipment.
An industry stalwart for over three decades and present in 40 countries, DOK-ING is known for its innovative approach and state-of-the-art technologies, which have earned it a superior status in international markets.
LBD is therefore committed to its responsibility of welding and manufacturing the machinery to a high quality.
A crucial piece of equipment, the remote-controlled MV-10 uses a rotating appendage to detonate landmines at mine sites across the world.
Made entirely of HARDOX 450 steel, the MV-10 benefits from the resilience and endurance of the material, making it ideally suited to operate in challenging terrains.
Proud to showcase its involvement in the development of this product, LBD demonstrates its ability to deliver the highest standards of quality and workmanship.
LBD d.o.o. has a Non-Destructive Testing (NDT) department. NDT of welds and base materials is a critical process used to evaluate the integrity and quality of components without causing damage. It ensures that welds are free from defects such as cracks, porosity, or incomplete fusion, and that the base material meets structural and safety requirements. LBD d.o.o. and its employees are certified in the following NDT methods: visual testing (VT), ultrasonic testing (UT), radiographic testing (RT), magnetic particle testing (MT), dye penetrant testing (PT), holiday test and hardness test. Each of the methods is suited to different types of materials and flaw detection. These techniques help prevent failures, improve reliability, and maintain compliance with industry and state standards.
Visual Testing (VT) is the most basic and widely used non-destructive testing method. It involves
inspecting the surface of welds and base materials with the naked eye or with the help of tools like magnifying glasses, borescopes, or cameras. VT is used to detect surface defects such as cracks, undercuts, porosity, misalignment, and incomplete welds. It is often the first step in quality control and is cost-effective, quick, and easy to perform, but limited to surface-visible flaws.
Magnetic Particle Testing (MT) is a non-destructive testing method used to detect surface and nearsurface defects in ferromagnetic materials like carbon steel. The process involves magnetizing the part and then applying fine magnetic particles (either dry or suspended in liquid). If there are any discontinuities such as cracks or laps, they create leakage fields that attract the particles, forming visible indications. MT is highly effective for detecting surface-breaking flaws but cannot be used on non-magnetic materials like aluminum or austenitic stainless steel.
Penetrant Testing (PT), also known as Dye Penetrant Testing, is a non-destructive method used to detect surface-breaking defects in nonporous materials, both metallic and non-metallic. It involves applying a liquid dye penetrant to the surface, allowing it to seep into any cracks or flaws, then removing the excess and applying a developer to draw the penetrant back out. This creates a visible indication of defects such as cracks, porosity, or seams. PT is especially useful for materials that are non-magnetic, unlike MT, but it only reveals surface defects.
Radiographic Testing (RT) is a non-destructive testing method that uses X-rays or gamma rays to inspect the internal structure of welds and materials. The radiation passes through the component and exposes a film or digital detector on the opposite side. Variations in material thickness or internal flaws like porosity, slag inclusions, or lack of fusion appear as differences in density on the radiograph. RT provides a permanent record of the inspection and is highly effective for detecting internal defects, but it requires strict safety precautions due to radiation exposure.
Ultrasonic Testing (UT) is a non-destructive testing method that uses high-frequency sound waves to detect internal flaws, measure thickness, and evaluate material properties. A transducer sends sound waves into the material, and any reflections from discontinuities - such as cracks, voids, or lack of fusion—are recorded and analyzed. UT is highly sensitive, capable of detecting very small internal defects, and can be performed from one side of the component. It is widely used in weld inspection, corrosion monitoring, and thickness measurement, especially in materials where radiographic testing cannot be used.
Hardness testing is a non-destructive method used to measure a material’s resistance to deformation, typically by indentation. It provides valuable information about the mechanical properties of welds, base materials, and heat-affected zones (HAZ), such as strength and wear resistance.
MISSION, VISION, AND VALUES
As a person-centred organisation, LBD’s mission is to prioritise customers’ needs and demonstrate its investment in people.
Meanwhile, by constantly educating its employees and introducing new services, it strives to deliver best-in-class products to meet even the most stringent customer requirements.
The company’s relentless dedication, enviable precision, and high level of execution are evident in its products, which are supported by its continuous investment in new machines, devices, and technologies.
LBD’s vision to establish, develop, and maintain business relations with domestic and foreign partners is built on ensuring high standards of delivery for optimum welding, structural fabricatoring, and assembly services.
Paying special attention to the safety of its workers across construction sites, the company stands out from the competition due to its team of professional, trained, and highly motivated staff, whose impeccable knowledge and discipline are secondto-none.
Additionally, the quality and timeliness of LBD’s work help to distinguish it, with strict compliance and delivery deadlines in place to ensure it remains ahead of the curve.
Cell: 00385 91 554 2468
E-mail: info@lbd.hr
Website: www.lbd.hr
As such, the Komodo provides immeasurable benefits to ongoing conflicts, offering versatility in response to threats and a vast range of payload capabilities. This is particularly advantageous given the current combat systems in service are either outdated, very expensive, or there are too few pieces of equipment for it to be considered for expansion.
“We aim to tackle these challenges but in the unmanned vehicle domain. We plan to roll out unmanned and programable systems for both hasty and planned counter mobility operations.
“At the same time, we will provide solutions for mobility operations that are currently only available on manned platforms,” Petek sets out.
Elsewhere, DOK-ING Security and Defence is heavily involved in EU and NATO technology development
HOW DOES DOKING DIFFERENTIATE ITSELF FROM THE COMPETITION?
Luka Petro, COO, DOK-ING Mining: “The culture at DOK-ING is truly one of a kind – a rare blend of relentless, goal-driven focus and a deeply-rooted, family-like atmosphere. It’s a place where people care just as much about the mission as they do about each other.
“Over time, this culture becomes visible in everything we create. You can see it in the precision of our engineering, the purpose behind our designs, and the pride our teams bring to every machine we deliver.”
projects that define current and future industry trends, from critical infrastructure protection to a varied defence portfolio.
For example, the EU has recently focused on the development of robotic systems and capabilities that support the civilian structures responsible for critical infrastructure protection and response operations.
DOK-ING Security and Defence’s unmanned support to first responder units aligns with this goal and ensures the division is well positioned to provide innovative solutions that not only support these units but drastically increase their response capabilities.
BREAKING THE MINING PARADIGM
DOK-ING’s reputable capabilities also
has pioneered a state-of-the-art fleet of narrow reef equipment (NRE) for the South African and global underground mining market.
The narrow reef mining sector has undergone significant challenges in the last 20 years, as businesses have had to choose between limited methods, including more conventional and labour-intensive methods that are difficult to scale in a cost-effective manner and have significant safety risks, and lowprofile mechanisation that often leads to dilution, high costs, and limited adaptability to changing reef inclinations.
“With the development of the NRE fleet, we’re breaking that paradigm and delivering a solution that enables the safe, efficient, and truly scalable mechanisation of narrow reef
“This isn’t just an incremental improvement – it’s a game-changer for sub-horizontal, thin orebodies like those found in South Africa’s platinum group metals and gold sectors. It’s a bold step towards unlocking value that was previously trapped by
DOK-ING Mining’s NRE fleet stands out in particular due to its facilitation of mechanised mining in ultra-narrow
Furthermore, the fleet has continually demonstrated it can consistently achieve optimum performance, be maintained effectively, and deliver the required output, thus shifting the industry’s response to the equipment from cautious interest to genuine enthusiasm. This is evidenced by DOK-ING Mining’s recent application of its NRE for Bokoni Platinum Mines, which demonstrated the extent to which
“BY TARGETING HIGH-RISK ENVIRONMENTS, WE CREATE REAL IMPACT, REDUCING EXPOSURE FOR FRONTLINE WORKERS WHILST IMPROVING OPERATIONAL PERFORMANCE. THIS IS WHERE INNOVATION TRULY PROVES ITS WORTH, AND IT’S THE PATH WE’VE COMMITTED TO”
– LUKA PETRO, COO, DOK-ING MINING
the fleet can consistently meet production targets, thus representing the future of narrow reef mining.
“This success gave us the confidence to scale our NRE to the global stage,” Petro prides.
With recognition and support from EIT Rawmaterials, a consortium in the European raw materials market, DOK-ING Mining’s NRE fleet is on an accelerated path and poised to
become the global benchmark in mechanised mining.
“What began as a bold idea is now setting the standard for what’s possible in some of the world’s most challenging underground environments,” he insights.
GURANTEEING CONTINUOUS SAFETY
DOK-ING Mining further stands
out due to the plethora of safety benefits that its robotic systems provide, primarily due to the introduction of remotely operated machines that have transformed what was once a highly hazardous environment.
Using NRE technology not only removes personnel from dangerous to supported environments but also allows the operator to achieve the same output as a dozen miners at the face, without being exposed to the risks.
DOK-ING’s ultra low-profile Dozer, for instance, addresses one of the most pressing safety challenges in narrow reef mining – replacing the scraper winch, which historically results in many injuries and fatalities.
More than a mechanical upgrade, this equipment represents a step-change in how safety and productivity can co-exist.
WHEN YOU DON’T SEND A MAN TO DO A MACHINE’S JOB .... AND THEN WHAT?
A practical insight into integration of robotic assets into a tactical operations (and C4I / C2 software).
Theage of autonomy isn’t coming - it’s here. But the real winners will be those who go beyond the hardware and make their systems smarter through integration. Done right, unmanned assets won’t just support the mission - they’ll shape it.Yet for all the promise they hold, these tools often remain underused, misused, or siloed in operations that have yet to catch up with their potential.
The central issue? We’re still sending men to do a machine’s job - and not integrating those machines properly when we do.
Small Tools, Big Missions
Robotic assets generally fall into two categories. The first: compact, personal drones like the DJI or FLIR Black Hornet, often wielded by individuals or tight-knit teams. The second: larger, more autonomous systems, like the MQ-9 Reaper or DOK-ING Komodo UGV. Here, operators are more like service providers, delivering tactical capabilities to other personnel.
But what both categories often share is isolation from the broader tactical picture.
The Grill Team Conundrum
In military slang, the “grill team” refers to drone operators who set up shop safely behind the lines, out of the fray. Whilst their systems collect critical intel, these teams often remain disconnected from the command staff or field units who need that data most.
Most UxV platforms are delivered with proprietary Ground Control Stations (GCS) — typically bundled as software-hardware suites “off the truck” — providing basic functionality for direct control and limited mission planning. Whilst effective for localised task execution, these GCS solutions operate in isolation from the overarching command infrastructure. They are not battlefield management systems.
Bridging the Gap: Integrating Robotic Systems into C4I/C2 Battlefield Management
Despite growing interest in robotic systems, their integration into command, control, communications, computers, and intelligence/command and control (C4I/C2) environments remains limited. As a result, unmanned ground and aerial assets are frequently excluded from standardised digital frameworks used for operational planning, resource allocation, and mission reporting. This disconnect impedes the seamless employment of robotics in contemporary military operations.
UGV System scenario evaluation results
While AI has demonstrable utility in reducing operator cognitive load and automating routine surveillance functions, the reality is that full autonomy remains aspirational. Current systems lack the robust situational awareness and adaptive decision-making necessary to navigate dynamic battlefield environments without human intervention.
“And then what?”
Start by being real. Understand the tools. Experiment. Expect a few metaphorical smashed thumbs along the way. Real tactical value begins when unmanned systems are integrated with the C4I command & Control at every phase of the mission: from planning and logistics to execution and review.
True integration requires a C4I/C2 platform capable of incorporating UxV tasking into the broader operational context — where unmanned missions are treated as integral components of the overall scheme of maneuver. This means the ability to plan, assign, and synchronize UxV missions within the same digital environment that governs maneuver elements, fires, ISR, and logistics.
Without this, robotic systems risk being employed as tactical one-offs rather than as force-multiplying assets within a coordinated, multi-domain operation.
Including the UxV resources in mission plans will assure their availability to the intended (planned) users according to the schedule prepared. By sharing mission order over the communications (SATCOm, VHF, LTE etc.), users will always know what type of robotic assets with what capabilities are at their disposal at any given time.
Users can use the BMS to request “eyes on” a certain location or object on the map displayed on their EUD (End User Device). Not only does video feed gets directed to them, but they also get an option to take over drone gimble control and control the camera directly, all from a safe distance whilst a UAV is automatically flying in a pattern above the target.
PES Battlefield management software, supporting UAV operations by showing the tactical situation, sensor coverage and video feed. Source: Mil Sistemika
PES Battlefield management software, showing the STANAG 4609 full screen geo located video feed. Source: Mil
When high-quality unmanned platforms are paired with robust, interoperable software integrated into the broader C4I/ C2 ecosystem, the result is more than just operational efficiency — it is a true force multiplier. As advancements in artificial intelligence and sensor technologies continue to push the boundaries of autonomy, the functional role of UxVs on the battlefield will expand accordingly.
Successful integration is as much a human challenge as a technical one. Embracing new operational paradigms, refining workflows, and adopting a systems-level mindset are essential steps towards harnessing unmanned systems not as niche tools, but as integral components of future combat operations — enhancing mission safety, simplicity, and effectiveness across the force
And what of the once-detached grill team? They’ve evolved. Now known as “UxV mission specialists,” they are fully embedded in fire brigades, civil defence, and frontline units. No longer watching from afar, they’re integral to the mission - just like any other soldier, medic, or technician.
About Mil Sistemika
Powering Autonomy with Smart, Mission-Ready
Software
From military-grade control systems to industrial robotics, Slovenia’s Mil Sistemika enables smarter, safer unmanned operations across industries. Based in Slovenia and with over two decades of experience in mission-critical software development, Mil Sistemika is a trusted partner to organizations operating in complex and often hazardous environments. From battlefield command platforms to mining robotics and disaster response systems, Mil Sistemika provides the software backbone that makes high-stakes operations both smarter and safer.
In addition to DOK-ING, the company supports a growing roster of partners in Europe, Asia, and North America - ranging from defence ministries and government agencies to private robotics developers and industrial equipment manufacturers.
www.milsistemika.com
Sistemika
“I BELIEVE OUR MIX OF ENGINEERING TALENT, DEDICATED R&D, AND COURAGE TO DEVELOP WHAT DOESN’T YET EXIST WILL ALLOW US TO SHAPE A MORE SUSTAINABLE, CIRCULAR, AND RESILIENT FUTURE – BOTH IN WASTE MANAGEMENT AND GREEN ENERGY PRODUCTION”
– DR DANICA MALJKOVIĆ, HEAD OF BUSINESS DEVELOPMENT, DO-KING ENERGO
“Even in the best-run operations, underground working conditions remain extreme – that’s why the shift to electric machinery is so critical. It’s not just about reducing toxic fumes and noise levels, but cutting the cost and complexity of ventilation infrastructure,” Petro highlights.
No longer viewed as a mechanism of the future, electric machinery in mining is already proving to be smarter, more reliable, efficient, and eco-friendly.
Accordingly, the division’s NRE fleet is fully electric and emission-free,
indicating an industry-wide departure from diesel-based equipment.
“I firmly believe it is only a matter of time before electric becomes the standard and not the alternative. The mine offers a perfect environment to accelerate this transition,” Petro asserts.
Indeed, a mine site provides a long-term construction site with fixed infrastructure which is ideally suited for electric heavy machinery.
“It’s a natural symbiosis – the mine needs cleaner, quieter, smarter tools, and electric technology needs
a proving ground. This is where innovation meets opportunity, and transformation becomes inevitable,” he expands.
As part of the development of its remote-controlled technology, DOK-ING Mining is taking the next step towards teleoperation and semi-autonomous systems in order to achieve its ultimate goal of zero personnel underground.
Although this is a unanimous vision across the industry, the division is dedicated to leading the way by pushing boundaries with further automation.
“It won’t happen overnight, but with each innovation, we move closer to a safer, smarter, and fully mechanised future; just as we’ve done so far, we’re ready to keep leading that journey.”
SET FOR MINING EXPANSION
Equipped with a steadfast mission, DOK-ING Mining is now recognised as a leader in innovative ultra-low and extra-low profile mining solutions, expanding the division’s presence rapidly across the globe.
With its eyes set on South America as a new frontier and its extra lowprofile technology gaining traction in Canada, DOK-ING Mining’s solutions are ready to deliver on the complex demands of international mining markets.
Such targets will be reached by staying true to its founding mission, expanding its product portfolio, and delivering new technologies designed specifically for the world’s hardest-toaccess ore bodies.
“R&D has always been at the core of DOK-ING, and we’re committed to carrying that legacy forward by pushing the boundaries of what’s possible, one breakthrough at a time,” Petro states.
As such, DOK-ING Mining is building a future where mining is no longer seen as dangerous or outdated, but as a space of innovation, safety, and high efficiency.
OVERCOMING ENERGY OBSTACLES
Another subsidiary of the organisation, DOK-ING Energo endeavours to tackle Europe’s energy and waste challenges.
The division’s initial focus revolved around helping cities solve their waste management problems. However, as the use of hydrogen gained prominence, DOK-ING Energo broadened its approach to cater to industry evolutions.
Case in point, the EU is working hard to accelerate its hydrogen economy, facilitating strong research networks, funding programmes, and ambitious climate targets.
A number of industry-wide steps are needed to develop this further, such as a robust market network, clear regulations, targeted incentives, and strategic support for small to medium-sized enterprises.
Croatia specifically requires greater cooperation between industry, academia, and policymakers if its hydrogen use is to take centre stage.
Although the nation’s regulatory framework for such is still being developed – creating market uncertainty – platforms including the Croatian Chamber of Commerce’s Croatian Hydrogen Group indicate a domestic hydrogen ecosystem that can contribute meaningfully to the broader European strategy.
In light of this, DOK-ING Energo operates across both the energy and waste sectors in order to combat these adversities.
During the hydrogen production process, the division discovered a carbon-rich by-product of its system could be used in industries such as brick production, which improves the properties of bricks.
DOK-ING Energo has also developed water purification systems for water used in the Looper system – which converts non-recyclable waste into clean hydrogen – because it wants to follow circular economy principles in every aspect.
“Ultimately, we are working towards creating a system that can power itself, therefore contributing to its own energy self-sufficiency.
“This circular approach focuses on energy, waste, water, and materials, and is what sets us apart from other energy tech companies,” outlines Dr Danica Maljković, Head of Business Development at DOK-ING Energo.
FACILITATING CLEAN ENERGY
A landmark technological innovation, DOK-ING Energo’s Looper system
can process non-recyclable waste such as textiles and other contaminated organic matter through a thermochemical process that generates synthesis gas.
From this gas, the division extracts hydrogen whilst carbon from feedstock remains trapped in solid residue.
“As such, Looper is a unique technology because it simultaneously addresses two major global challenges – waste management and clean energy production,” Maljković voices.
DOK-ING Energo’s Looper system
During his recent visit to its facility, Wopke Hoekstra, European Commissioner for Climate, Net Zero, and Clean Growth, acknowledged the technology’s strategic value and praised its commercial and geopolitical potential in the energy sector.
“This kind of recognition is vital for us as it confirms Looper is not just a scientific innovation, but a technology with real market relevance and societal value,” she points out.
Indeed, the system’s modularity, mobility, and scalability make it highly appealing across multiple sectors. In fact, Looper offers a potentially more cost-effective alternative to hydrogen via electrolysis, particularly when waste reduction is taken into account.
DOK-ING Energo has already explored Looper’s implementation in waste management systems, wastewater treatment facilities, the textile industry, military camps, utility
companies, airports, and remote locations, alongside many other uses.
“Basically, wherever people generate organic waste, which is nearly everywhere, Looper has the potential to be implemented.”
Notably, the technology also has the ability to create real societal impact, reflected in the Humana Nova cooperative in Čakovec, where Looper was deployed to convert textile waste for heating.
“This project was particularly meaningful because it showed how our technology could directly benefit vulnerable groups in society. It’s a powerful example of how innovation can serve environmental and social goals at the same time,” Maljković tells us.
FACILITATING CLEAN ENERGY
In the next five years, DOK-ING Energo strives to become a recognised name in Europe’s green transition, particularly in the field of waste to hydrogen process solutions.
“Our goal is to not only bring technologies like Looper to the market but also demonstrate that
a company from Croatia can play a serious role in solving some of the world’s most complex environmental challenges,” Dr Maljković emphasizes.
The division is already experiencing an increased interest from international partners and institutions, which is essential for mutual learning, knowledge sharing, and global market visibility.
However, Maljković believes there is still room for the greater promotion of Croatian energy production across Europe.
“I believe our mix of engineering talent, dedicated R&D, and courage to develop what doesn’t yet exist will
allow us to shape a more sustainable, circular, and resilient future – both in waste management and green energy production,” she concludes.
Equipped with a strong union of three powerful divisions, DOK-ING is ultimately set to achieve significant growth and become an international market leader in robotics and autonomous systems.
Tel: +385 1 2481-300
info@dok-ing.hr
dok-ing.hr
CAPABILITY SOVEREIGN
A champion of British engineering, Rheinmetall UK is committed to ensuring the country remains a global leader in defence innovation as we find out from Deputy CEO, Rebecca Richards Writer: Jack Salter | Project Manager: Cameron Lawrence
CAPABILITY CAPABILITY
Rebecca Richards, DeputyCEO
Defence has always played a vital role in ensuring national security, but in today’s increasingly complex and uncertain global landscape, its importance has only intensified.
That said, the value of defence extends far beyond security alone; it’s a catalyst for economic growth, innovation, and regeneration, particularly in areas that benefit from long-term investment, skilled employment, and industrial revitalisation.
In Europe and the Middle East (EME) specifically, modernisation and innovation across the sector is being driven by increased defence spending, evolving security threats, and a renewed emphasis on NATO collaboration.
“It’s a truly dynamic environment – one that’s pushing boundaries, advancing technologies, and fostering stronger partnerships between
governments and industry,” notes Rebecca Richards, Deputy CEO of Rheinmetall UK (Rheinmetall).
Proud to be at the forefront of this shift, Rheinmetall is delivering next-generation capability through programmes like the Boxer Mechanised Infantry Vehicle (MIV) and Challenger 3 Main Battle Tank (MBT).
These systems will not only enhance the British Army’s capabilities but also strengthen interoperability with NATO and allied forces.
Another of the key changes in the region has been the growing need for speed and agility in procurement; today, responding quickly to operational requirements is critical.
A great example of this is Rheinmetall’s delivery of 500 HX 8x8 military trucks to the UK Ministry of Defence (MoD) in just seven months – demonstrating the company’s efficiency and unwavering focus on readiness and mission success.
“With significant investment flowing into the sector, increasing cross-border collaboration, and a strong focus on capability development, this is a genuinely exciting time to be working in defence,” Richards observes.
“At Rheinmetall, we’re playing an active role in shaping the future of land warfare by driving innovation, building strategic partnerships, and delivering mission-critical solutions at pace.”
INVESTING IN THE UK
Rheinmetall is a multi-domestic prime contractor, generating intellectual property, creating jobs, and driving economic growth within the UK defence sector.
From concept and design to production and long-term sustainment, the company offers a full-spectrum capability, ensuring mission-ready solutions.
“WITH A STRONG INDUSTRIAL FOOTPRINT AND COMMITMENT TO DEVELOPING SOVEREIGN DEFENCE SOLUTIONS, RHEINMETALL IS ENSURING THE BRITISH ARMED FORCES AND OUR ALLIES ARE EQUIPPED FOR THE FUTURE BATTLEFIELD”
– REBECCA RICHARDS, DEPUTY CEO, RHEINMETALL UK
It has been operating in the UK for nearly two decades across seven sites in Telford, the Isle of Wight, Newcastle, Bristol, London, Bovington, and Southampton.
Rheinmetall House, the Rheinmetall UK headquarters in Bristol, includes the Collaboration and Innovation Centre, a hub for advancing battlefield technology through partnerships with the UK MoD, small to medium-sized enterprises (SMEs), and academia.
Its Telford facility, meanwhile, is home to Rheinmetall BAE Systems Land (RBSL), a defence engineering
joint venture, and has undergone a £56 million investment to support major UK defence programmes, including Boxer and Challenger 3 production.
“With a strong industrial footprint and commitment to developing sovereign defence solutions, Rheinmetall is ensuring the British Armed Forces and our allies are equipped for the future battlefield,” Richards tells us.
The Telford site has been transformed into a world-class armoured vehicle manufacturing hub, ensuring the UK retains a leading role in land defence systems.
END-TO-END EXPERTISE AND WORKFORCE DEVELOPMENT
From concept and design to production and long-term sustainment, Rheinmetall offers a full-spectrum capability, ensuring mission-ready solutions.
With over 1,000 highly skilled employees and strong investment in apprenticeships, graduate schemes, and industrial placements, the company is securing the future of defence engineering and long-term sustainability of defence skills in the UK.
“Our approach not only sustains critical skills but also supports defence exports by integrating British SMEs into our global supply chain, reinforcing the UK’s position in global security,” outlines Richards.
PRECISION ENGINEERING
Llanelec is a precision engineering company which specialises in manufacturing integral parts for vehicles operating in defence and high-precision titanium parts for aerospace.
I understand Llanelec specialises in precision CNC machining of running gear and the supply of solid compound wheels for military vehicles. Could you provide a brief overview of your day-to-day activities, locations across the UK, and the client base you typically serve?
Founded in 1984 in Neath, South Wales, we pride ourselves on our commitment to quality and reliability. Our state-ofthe-art facilities and dedicated team of experts allows us to deliver products that meet the rigorous requirements of the sectors we work in. Our reputation is built on a foundation of reliability, precision, and a relentless commitment to excellence.
With a global customer base and diverse product portfolio, we are proud to be recognised as the partner of choice for many leading manufacturers. We have also been a trusted supplier for the Ministry of Defence for more than 35 years. Our expertise lies in crafting vital products for military vehicles and solid compound wheels, with our extensive product portfolio covering everything from road wheels and gears to final drive components and potential capacity to undertake armour plating for vehicles.
We use advanced CNC machinery and the latest software to produce precision components with exceptional reliability. Our commitment to continuous improvement and innovation ensures that we stay ahead of industry trends and consistently meet our customers’ evolving needs. This guarantees that we not only meet but exceed our customers’ demands in quality, delivery, and cost efficiency. By partnering with leading manufacturers and using cuttingedge technology, we deliver solutions that enhance the performance and durability of military vehicles and the aerospace market.
Our dedicated team of engineers and technicians work tirelessly to refine our processes and develop new techniques, ensuring that every product we create is of the highest standard. Through rigorous testing and quality control measures, we ensure that our components withstand the most demanding environments.
Our customer-centric approach and strategic investments in research and development enable us to provide innovative and cost-effective solutions, solidifying our position as a trusted leader in the industry
Having been in business for more than 40 years, how have you seen the UK’s industrial machinery manufacturing landscape evolve? How has this impacted your business?
Llanelec have endured over 40 years in the defence sector and witnessed the highs and lows that coincides with the industry. We have seen many changes in that period, a major one being the advances in technology, not only in the plant that is used for milling and turning but the significant improvements in our measuring capacity as implements become more sophisticated. This has in effect led us to drive back into the design phase the requirement for tighter tolerances and more complex interfaces to be achieved.
Another major shift over the years has been the dramatic change in manpower and personnel skill level. We saw the move from traditional apprenticeships being very attractive to the youth of that day to a desire to have more officebased job roles around the millennium years. This had an impact on the engineering and manufacturing pipeline, causing a shortage in the system. Whilst this trend is starting to change with manufacturing again coming to the fore, the infrastructure to support the development will need to keep pace.
“The Iron Triangle is what Llanelec prides itself on: quality, cost, and delivery.”
We see this point as fundamental and key, and as such we have a strategic goal to support.
Finally, as the defence sector can be quite niche, we have been subjected to the ebb and flow of defence needs. We have worked through defence thinking and shrinking during the 80s and 90s post-Cold War with less reliance and need for heavy armour, through the 90s and 00s with the Gulf Wars requiring more agile vehicles, to the recent RussiaUkraine conflict that has stretched defence manufacturing capacity to its limits.
What, in your opinion, is the company’s key differentiator? What do you do to stand out from the competition?
Whilst our company absolutely recognises the need for agreements, contracts, and agreed terms and conditions as the framework to do business, at Llanelec we place a great deal of importance on how we manage a change to the plan. We believe that it is more important for customers to have a supplier who will collaborate, and problem-solve effectively without reaching for the contract in the first instance. We welcome a close relationship with both our customer and supply base and have a long-standing track record of keeping calm under adversity, with a laser focus on solving
the problem to achieve the aim. We think that is the essence of engineering and manufacturing. To have the solutions to the problems, Llanelec has built up a strong capability over the years. This means that we have a broader scope within the value chain and can deliver most projects as a turnkey solution, keeping the links in the chain to a minimum and having more control.
Llanelec prides itself on being a problem solver to OEMs and prime defence and aerospace companies.
Can you talk about your work with Rheinmetall Vehicle Systems International, and any recent projects or jobs you have collaborated on?
The first project that comes to mind was a recent problem that RVS International had with a component that was required for a high-profile programme to deliver a vehicle which, without the component, would have compromised the planned roll-out. Llanelec were contacted at the beginning of December 2024 with the notion that it was probably impossible to source the component from anywhere other than the current supplier. Technical specifications were shared which identified that it would be unachievable to source the required raw material in the timeframe.
Llanelec identified a suitable alternative material that was available, RVS International assessed the request and issued approval within 24 hours and the material was sourced.
Llanelec expedited the request, whilst carrying out other operations out of sequence, to benefit the overall delivery time of the finished component. The result was that the components were delivered to RVS International by midJanuary, successfully meeting their need date. From original enquiry to delivery was no more than six weeks, quite remarkable in the current manufacturing sector where there is a real lack of widespread capability and capacity. This is a classic example of how Llanelec solves problems for OEMs and prime defence companies.
How do your values of reputation, quality, flexibility, reliability, expertise, and cost-effectiveness allow you to consistently provide precise, high-quality solutions that surpass expectations?
Almost all business and project plans will change. We believe that embedding our values throughout our organisation, at all levels, is a key facilitator to our ability to deliver consistently to our customers. The values we set and actively reinforce daily basis are what set our high standards. It creates a sense of pride in what we do and for whom we do it.
Throughout all our organisation, individuals and teams challenge themselves and others to go that extra step. The values are there as the standard to remind the business what we stand for and how we have all agreed to operate. The Iron Triangle is what Llanelec prides itself on: quality, cost, and delivery.
Could you tell us more about your long-held vision to grow the business, and how being awarded contracts such as UK MOD Land Forces and Babcock International Group have endorsed recent investments in resources, infrastructure, capability, and capacity?
Being awarded contracts provides an element of certainty, which is crucial to support business cases, particularly in a small to medium-sized enterprise (SME) family-owned business.
Our vision is to grow the business year on year, and to achieve this the business must invest in Llanelec and its infrastructure. The contracts awarded to us provide that stability to not only invest in our equipment but also our staff. We also look to use the contracts to leverage the political desire to level up the surrounding areas, rejuvenating what once was.
The area was once a hotbed of engineering and manufacturing, and the company’s vision is to play an active part in developing that once again.
Llanelec has grown 400% 0ver the past 5 years in revenue, size and capabilities; the new 8.5 acre site, with a state-ofthe-art 120,000 sqft multi-disciplined manufacturing facility allows a further 400% for future growth.
A truly one-stop shop servicing aerospace and defence.
Finally, what are your key priorities, targets, and goals for the year ahead?
Our Strategic Plan describes how we wish to continue to grow the business whilst continuing to maintain our standards. We have several goals contained within, but the one we are most focused on and will be proud of when we deliver is our plan to create an Engineering Training Centre.
Llanelec have planned a new engineering school for both young apprentices and local skills; it will provide quality labour, which is key to our growth, whilst supporting the local community in replacing jobs lost from Tata Steel - Port Talbot.
This will not only support the development of our growing number of apprentices but also provide an opportunity for local people to retrain and attain new skills. We believe that this opportunity will not only benefit the affected people but also increase the manufacturing capability and capacity in the area supporting the defence requirement for many years.
In addition, Llanelec plans to expand its product range internationally in supporting all NATO countries within defence. Our aim at Llanelec is to become a centre of excellence within the defence and aerospace industry!
“Our aim at Llanelec is to become a centre of excellence within the defence and aerospace industry!”
COMMUNITY ENGAGEMENT
Rheinmetall encourages and supports employees who give back to their communities, whether by mentoring, coaching local sports teams, or volunteering as scout leaders.
This commitment to community engagement is an integral part of the company’s culture.
“Through strategic partnerships with universities and STEM initiatives, we are helping to shape the next generation of engineers and innovators, thereby strengthening the UK’s defence talent base,” Richards sets out.
One key partnership is with the University of the West of England’s Formula Student team – a group of skilled STEM students who design and build a race car for international competitions.
Rheinmetall’s sponsorship not only strengthens its relationship with a leading academic institution but also connects the company with talented engineers and innovators who may become part of its future workforce.
Rheinmetall stands out through its sovereign manufacturing capability and has strategically invested over £70 million in its UK production facilities, demonstrating the company’s commitment to British-designed and manufactured military vehicles.
In addition to Rheinmetall House and the Telford facility, key areas of this investment include a new largecalibre gun hall and expanded military vehicle production.
“These underpin critical defence programmes and position the UK as a global leader in land defence manufacturing,” adds Richards.
In May 2025, Telford was confirmed as the home of Rheinmetall’s new gun hall, marking a bold step in re-establishing sovereign defence manufacturing in the UK.
BUILT IN BRITAIN
The unveiling of the first British-made Boxer at the International Armoured Vehicles Conference in January 2025 by Maria Eagle, Minister of State for Defence Procurement and Industry, marks a major milestone for Rheinmetall and the UK defence industry, signifying the return of armoured vehicle manufacturing to the UK.
Built at its Telford facility, the achievement highlights Rheinmetall’s investment in sovereign capability, industrial growth, and long-term defence manufacturing.
“It also reflects our commitment to skills, infrastructure, and cutting-edge manufacturing, underscoring the importance of industry-government collaboration in delivering worldclass military capability,” Richards highlights.
One of the world’s most advanced wheeled armoured vehicles, the Boxer offers unmatched mobility, protection, and modular adaptability.
“Its reconfigurable design allows for multiple mission roles, ensuring the British Army’s evolving operational requirements are met whilst
delivering battle-proven survivability,” she acclaims.
The Boxer has undergone extensive live-fire exercises, mobility trials, and extreme environment testing to ensure peak combat effectiveness. By exceeding performance benchmarks, the Boxer will deliver
game-changing capability to the UK Armed Forces.
The country’s defence industry and economy have been strengthened as a result of this milestone with over 1,000 domestic jobs created, reinforcing its manufacturing base and engineering expertise.
75 percent UK supply chain integration also ensures British SMEs play a central role in Boxer production, whilst its export potential positions domestic suppliers for international contracts.
As production scales up, the Boxer MIV programme will continue to strengthen UK industrial sovereignty, defence capability, and economic prosperity, solidifying Britain’s leadership in global armoured vehicle manufacturing.
A NEW CHALLENGER
Equally, the Challenger 3 MBT programme represents a major leap forward in armoured warfare, ensuring the British Army remains equipped with a world-class tank for decades.
Under an £800 million contract, Rheinmetall is leading the design, development, and production of 148 Challenger 3 tanks through RBSL, with full operational capability targeted for 2030.
Put innovation in motion
Curtiss-Wright Defense Solutions is a leading provider of comprehensive solutions for various rugged applications, with a complete portfolio of cost-effective engineering and support services.
Modular and scalable motion control solutions, built and designed in the company’s facility in Switzerland, are used in a wide range of military platforms, from Remote Weapon Stations (small-calibre solutions) and Infantry Fighting Vehicles (medium-calibre solutions) to Main Battle Tanks (large-calibre solutions).
Our high-speed, highly precise solutions are also used in applications such as train tilting systems and Hollywood camera crane drive and stabilisation systems.
Tell us about Curtiss-Wright’s motion control business.
We have been a trusted and proven partner in the field of motion control for over 70 years. In the last 30 years, we have become a global leading supplier of electromechanical drive systems for the industrial and defence industries. A significant part of our business is focused on turret drive stabilisation. We are a one-stop shop system integrator with excellent customer and field integration support.
Turret Drive Stabilisation System (TDSS) solutions are globally recognised for their high performance, quality, and reliability. When customers require a high-speed motion control solution that must operate in harsh environments, we provide a single point of contact to solve their problem. Examples include ammunition flow systems, auto-loader systems, and missile launchers, which our customers integrate into their overall solution. On the industrial side, examples include the tilting train system for the Swiss inter-city railway that enables higher speeds and better performance on the track. Another application is a motion picture camera crane drive and stabilisation system, which is used on different vehicles during the production of numerous feature films.
What are some recent projects the company is proud of?
We are proud to be a preferred supplier of Rheinmetall BAE Systems Land (RBSL) and were selected by them to provide the TDSS for the British Army’s Challenger 3 main battle tank. We have long been a leading supplier for medium-calibre system infantry fighting vehicles, but this represents our first electro-mechanical TDSS on a main battle tank. What’s more, this business provided the foundation for our recent selection to support the development of Germany’s next-generation main battle tank.
Looking forwards, what are the key priorities and goals for the year ahead?
Our highest priority in 2025 is supporting the development phase of Germany’s new main battle tank, with the critical design review at the end of this year. We have invested significant IRAD to support the tank’s high weight and load turret within the platform’s limited space. Our innovative, modular approach uses two parallel azimuth drives. Compared to a single large drive, this saves weight, helps balance the payload, and enables operation in limited performance mode if a single drive fails.
What is the company’s vision?
We are committed to being the number one preferred TDSS supplier and integrator in the world. The market for armoured fighting vehicles is growing. With strategic uncertainty and growing international tensions fuelling the need to bolster military capabilities, this trend is likely to continue beyond 2025. We also see growing opportunities in the power management market. Examples include the DC/DC converters with energy power packs we developed for an Air Defence System and opportunities for our DC/DC converters with intelligent safety power management, ruggedised with an EMI filter, on platforms such as UUVs.
What differentiates you?
Having delivered over 5,000 electromechanical turret systems in the last two decades, we have unmatched experience in the design, development, and production of ruggedised solutions that meet military specification for use in harsh environments. Our renowned field support customer service team consults with customers to find better solutions and ensure flawless integration. We also have expertise in meeting requirements to enhance local economic benefits for customers. We have partnered with Rheinmetall and other customers in multiple countries to support local content programmes, such as our successful participation in Australia’s Land 400 Phase 2. We are especially proud to be known as one of the most supportive, forward-thinking, and agile suppliers.
“We are committed to being the number one preferred TDSS supplier and integrator in the world.”
Christian Kopp, Managing Director, Curtiss-Wright Antriebstechnik GmbH
Tailored to Meet Mission Needs
For Precision Target Location and Shot Stabilization
Single Axis Gyroscopes
Rotary Gear Drive
Two Hand Controller
Electrical Motion Actuator
Dual Axis Gyroscopes
Linear Gear Drive
One Hand Controller
Motion Controller
Motion Controller
Suited for use on weapons stations or main battle tanks and designed for the most demanding dynamics and precision requirements.
Electrical Motion Actuator
Designed to meet the demanding requirements for future and legacy land systems for missile launchers and radar applications.
Single Axis Gyroscope
Ultra-fast and low noise fiber optic gyro developed for high-performance military applications.
Dual Axis Gyroscope
Equipped with ultra-low noise sensors and engineered to withstand extreme environmental conditions.
curtisswrightds.com/motion-control
Rotary Gear Drive
Define system performance with a configurable gearbox while maximizing stiffness and minimizing friction and backlash.
One Hand Controller
One-handed operation optimized for user comfort. Connector handles can hold up to 12 independently sealed switches.
Linear Gear Drive
Designed to provide smooth linear motion to defense applications operating in harsh environments.
Two Hand Controller
Engineered for both horizontal and vertical handling, ensuring precise control and a firm grip over challenging terrain.
RHEINMETALL KEY PROJECTS – AT A GLANCE
• Boxer MIV – Over 600 vehicles for the British Army, strengthening the UK’s armoured fleet.
• Challenger 3 MBT – The most advanced tank ever operated by the British Army, providing unmatched lethality and survivability.
• HX trucks – 500 delivered in under five months, adding to the 7,000 already in UK service.
• Large-calibre weapon production – Investment under the Trinity House Agreement to enhance UK and NATO capabilities.
• Electronic systems and digitisation – Rheinmetall is expanding its capabilities, ensuring future armoured vehicles are fully networked and interoperable with cutting-edge battlefield technology.
• Autonomous revolution – The company is launching three brand-new Advanced Land Autonomy Centres of Excellence in Germany, the Nordics, and the UK, whilst also expanding its current Canadian Autonomy Centre of Excellence.
“Manufacturing is underway at our advanced facility in Telford, reinforcing our commitment to sovereign UK manufacturing and industrial capability,” reveals Richards.
The Challenger 3 is the most advanced MBT ever fielded by the British Army, with Rheinmetall’s advanced technology at the core, delivering next-generation firepower, survivability, and digital capability.
It features a state-of-the-art, 120-millimetre smoothbore gun capable of firing the latest NATOstandard ammunition for enhanced range, accuracy, and firepower.
It also boasts modular armour, developed in collaboration with UK defence experts, offering superior protection whilst maintaining high mobility.
A fully digitised turret and fire control system provides real-time battlefield awareness and precision targeting, whilst advanced survivability systems ensure crew protection in high-threat environments.
Beyond its battlefield superiority, the Challenger 3 MBT programme delivers long-term benefits to the UK.
These include sustaining and creating highly skilled jobs across engineering, manufacturing, and systems integration; strengthening the country’s defence supply chain with key components sourced from British industry; and enhancing the UK’s defence export potential, positioning the Challenger 3 as a next-generation MBT for allied nations.
“With prototype vehicles undergoing rigorous trials, the programme remains on track, ensuring the British Army retains cutting-edge armoured capability for the future,” Richards details.
INNOVATION AND COLLABORATION
Along with its sovereign manufacturing capability, Rheinmetall’s competitive edge is defined by technological innovation
We protect those who protect us.
EXPERTS IN MILITARY PERISCOPE TECHNOLOGY
GuS Periscopes Ltd (GuS UK) is a UK-based defence company with extensive expertise in Military Periscope Technology. Based in Cwmbran, South Wales, within an 11,000 sqft facility, GuS UK specialises in the design and manufacture of both standard and custom observation systems, including periscopes, hybrid electronic periscope systems, episcopes, and vision blocks for armoured fighting vehicle applications.
As the only UK manufacturer of both PMMA (acrylic) and optical glass periscopes, GuS UK is passionate about providing the best performance and value solutions to its end users, actively engaging and encouraging end user input during the design and development process. GuS UK’s talented team of engineering, manufacturing, and supply chain management specialists are agile and reactive, using the latest 3D CAD software, in-house optical simulation tools, and rapid prototype techniques to produce products quickly and effectively for customer delivery and end user feedback. This design and supply chain expertise also allows GuS UK to reverse engineer and repair legacy OEM products that can no longer be sourced new.
Significant investment is planned for 2025, including a £250,000 CNC polisher and extensions to the bonding department and engineering offices. This investment supports the unique GuS UK bonding process that provides near-glass optical quality and superior environmental quality to traditional laminated PMMA (acrylic) periscope.
GuS UK has developed strategic alliances with companies who offer complementary, specialist capabilities - such as optical coatingsto ensure GuS UK can offer a true “one-stop shop” service and is
continually adapting to meet the evolving technological demands of the modern defence landscape. GuS UK provides a comprehensive service that spans the entire design and manufacturing process.
The GuS Family
GuS UK is proud to be a part of the GuS family. The GuS brand is synonymous with safety, quality, and durability. Leveraging the 45-year heritage of the GuS family, GuS UK can offer ballistic windows using the ballistic glass manufactured at GuS Glass and Safety in Germany and acts as a distributor of fully ruggedised electronic display screens from the sister company Lucius and Baer in Munich.
Working with the electronics capability within the GuS group, new design electronic hybrid periscopes have increased the scope of GuS UK’s offering, allowing the end user to integrate the camera feed into the the company’s state-of-the-art hybrid periscope systems.
The systems combine the standard periscope technology with new innovative digital technology, offering the end customer enhanced reversionary mode in the digital age. The GuS EP range of hybrid periscopes includes IR, day, lowlight, and fusion capability alongside the direct view vision. GuS UK can work with the end user to offer the optimum system for each customer requirement.
GuS UK’s Mission.
GuS UK’s mission is to “protect those who protect us” and the team is dedicated to fulfilling this.
GuS Periscopes UK is proud to be the periscope supplier to Rheinmetall for the Boxer programme in the UK and the Land 400 Boxer programme in Australia.
and deep-rooted partnerships.
The company is pioneering the future of armoured warfare, investing in lethality, survivability, and digital systems integration.
“We are expanding our capabilities in electronic systems and digitisation, ensuring future armoured vehicles are fully networked and interoperable with cutting-edge battlefield technology,” Richards informs us.
“This focus on digitisation is critical to enhancing command-and-control capabilities and supporting the integration of artificial intelligence (AI)-driven decision-making tools.”
The company is also launching its Advanced Land Autonomy Centres of Excellence in Germany, the Nordics, and the UK, whilst additionally expanding its current Canadian Autonomy Centre of Excellence.
These pioneering hubs will serve as the core of Rheinmetall’s autonomous systems strategy, providing advanced
“I BELIEVE STRONGLY IN BEING VISIBLE, NOT ONLY FOR MY DAUGHTERS BUT FOR OTHER WOMEN LOOKING TO BUILD SUCCESSFUL, FULFILLING CAREERS IN DEFENCE. I’VE BEEN TOLD I’M LOOKED UP TO FOR MY PERSONAL STYLE – BRIGHT COLOURS AND BOLD PRINTS IN A WORLD OF DARK SUITS; IT’S ALWAYS BEEN A CONSCIOUS DECISION”
– REBECCA RICHARDS, DEPUTY CEO, RHEINMETALL UK
integration, testing, and national control over next-generation solutions, with a strong focus on the PATH Autonomous Kit.
Close collaboration, meanwhile, ensures future-proof solutions, as demonstrated by the company’s Challenger 3 modular armour system which was co-developed with the Defence Science and Technology Laboratory (DSTL) and Defence Equipment and Support, an
arm’s-length body of the MoD.
“Additionally, the Trinity House Agreement, signed in 2024, further strengthens UK-Germany defence industrial ties by expanding largecalibre weapon production,” shares Richards.
DRIVING DEI
Aside from the Boxer MIV and Challenger 3 MBT programmes, Rheinmetall takes great pride in its
commitment to the Armed Forces community and fostering diversity, equity, and inclusion (DEI) in the workplace.
The company actively recruits veterans and works closely with specialist organisations to help ex-service personnel transition into civilian careers.
“In 2024, we formalised this commitment by signing the Armed Forces Covenant, providing additional leave for reservists and Cadet Force Adult Volunteers and supporting military families through flexible employment opportunities,” Richards confirms.
Beyond employment, Rheinmetall is a proud corporate friend of SSAFA, the Armed Forces charity, engaging in fundraising and initiatives that support veterans, service personnel, and their families.
On driving DEI, Richards firmly believes diversity is essential for
Oldham Engineering is a UK Premier manufacturing service provider for all Industrial Sectors, including Nuclear, Defence, Oil and Gas, Subsea, Aerospace, Rail and Renewables.
Operating from it’s UK manufacturing site based in Oldham and Sheffield, the company has premium engineering facilities totalling over 150,000 sqft. The business is ISO9001 certified and holds the ‘Investors in People’ accolade. Oldham Engineering’s Competitive Advantage is driven by three key elements;
• a highly skilled and competent workforce,
• investment in the latest machining technology, and
• a business culture of continuous improvement.
better decision-making, broader perspectives, and innovative problemsolving – critical factors in today’s defence industry.
“Different viewpoints lead to stronger outcomes, and we must foster new ways of thinking to address the evolving challenges we face,” she emphasises.
Rheinmetall’s progress in DEI wouldn’t be possible without the full support of its executive leadership, who continue to champion and drive this work forwards.
“We are committed to creating a workplace where every individual feels valued, empowered, and supported.”
As part of this commitment, the company is developing a comprehensive well-being strategy that aims to enhance its focus on employee health, resilience, and an inclusive culture that promotes work-life balance and family-friendly policies.
The strategy will build upon existing support structures to ensure Rheinmetall’s workforce remains motivated, engaged, and equipped to succeed.
“Beyond the workplace, I am deeply passionate about driving gender diversity and inspiring future talent. I want to show my daughters that they can achieve anything they set their minds to, even in traditionally male-dominated industries,” Richards affirms.
“To help achieve this, I volunteer at local schools, mentor young people, and encourage more females to pursue STEM careers. I am also dedicated to raising aspirations in deprived communities.”
As part of its broader commitment to gender diversity, Rheinmetall has signed the Women in Defence Charter, pledging to increase female representation in senior leadership roles.
The company has made great strides in ensuring women are wellrepresented at all levels, creating a culture where everyone has the opportunity to thrive and contribute.
It is also proud to have recently been endorsed by Work180, which recognised the company’s commitment to gender equality – a milestone that reflects the impact of policies such as 26-week paid parental leave and flexible work options that support parents in returning to the workplace after the birth of a child.
Additionally, the company invests in STEM engagement, apprenticeships, and graduate programmes, ensuring it nurtures a diverse pipeline of future talent for the defence sector.
“I’ve worked closely with schools, universities, and STEM outreach initiatives to help inspire the next generation – especially young women – to consider careers in a sector that has traditionally been male-dominated. Over time, I’ve seen greater diversity emerging across the
defence industry, and I’m proud to be part of that shift,” she impassions.
“I believe strongly in being visible, not only for my daughters but for other women looking to build successful, fulfilling careers in defence. I’ve been told I’m looked up to for my personal style – bright colours and bold prints in a world of dark suits; it’s always been a conscious decision.”
Evidently, Rheinmetall recognises the importance of actively engaging with communities that have historically been underrepresented, prioritising initiatives that support veterans, promote STEM opportunities, and address gender equality in a meaningful way.
PASSIONATE PEOPLE
With DEI deeply embedded in its values and how the company operates every day, the greatest strength of Rheinmetall is its people, including some of the most talented engineers, technicians, and defence
specialists in the country.
These individuals are not only highly skilled but also deeply passionate about innovation and excellence.
Whether developing cutting-edge military technology, supporting the Armed Forces, or strengthening Britain’s sovereign defence capability, everyone at Rheinmetall plays a vital role in delivering real-world impact.
“I’ve come to appreciate that every member of the team brings unique strengths. High-performing teams are built on diversity of thought and experience; it’s about understanding, balance, and compromise – not oneupmanship,” acknowledges Richards.
“We’ve built a genuinely supportive and friendly workplace culture. It’s the small, thoughtful moments –people checking in, sharing a laugh, or showing a genuine interest in one another – that make a big difference. We’re a motivated, passionate team, and that positive energy is what makes it such an inspiring and
dynamic place to work.”
As a growing business, Rheinmetall is investing heavily in the UK and planning for the future, not just in military capability but also in creating high-value jobs and meaningful careers.
With that growth comes the opportunity to help shape the company culture, ensuring it remains a place where people want to work, develop, and stay.
“Being part of that journey is incredibly rewarding. Early in my career, I believed everything in work had to be perfect – contracts had to be flawlessly negotiated and bids had to be won – but as I progressed, I realised that true success comes from building long-term, fair partnerships,” Richards reflects.
“It’s not about winning but achieving the right outcomes for everyone involved. No two days are the same, especially in defence, and even with years of experience there’s always something new to learn.”
THE JOURNEY INTO DEFENCE
Despite having this extensive experience in the industry, Richards’ journey into defence was an unconventional one.
She initially studied law and began her career in a solicitor’s firm before moving in-house to the legal department of an iron and steel company.
When the opportunity arose to move back home, Richards came across a role at military vehicles and communications company General Dynamics, which opened the door to the world of defence.
“That role marked my first real exposure to the industry, and I was immediately drawn in by the scale and complexity of the programmes,” she recalls.
“Defence enabled me to contribute to significant projects whilst remaining rooted in my local community.”
As her career progressed, Richards became increasingly passionate about the wider impact of the industry – not just on national security, but on local economies and social mobility.
Indeed, it plays a valuable role in supporting regional development, particularly in areas that benefit from skilled jobs and long-term investment.
Having progressed to Commercial Vice President of General Dynamics in 2016 – a milestone Richards believed would be the pinnacle of her career – a new chapter soon opened at Rheinmetall when she joined as Managing Director in 2019.
Initially tasked with overseeing key programmes and strategic partnerships across the UK, Richards is now proud to serve as Deputy CEO.
“My focus is on strengthening sovereign manufacturing capability and delivering world-class military vehicle systems to the British Army,” she summarises.
“I have been fortunate to work on some of the UK’s most
significant defence programmes, which has provided me with a deep understanding of defence procurement, manufacturing, and the supply chain landscape –knowledge that is instrumental in shaping Rheinmetall’s future.”
PIVOTAL PRIORITIES
The future includes a number of priorities for the company, with 2025 being a pivotal year as Rheinmetall expands its operations and advances key defence programmes.
These priorities include scaling Boxer production capacity, advancing Challenger 3 trials, and operationalising its new large-calibre gun hall.
Rheinmetall is also investing in advanced defence technologies and expanding both the UK defence supply chain and the autonomous revolution.
By 2030, the company aims to be the nation’s leading armoured vehicle manufacturer, not just meeting domestic defence needs but also positioning Britain as a key exporter of advanced military vehicles.
“Our long-term investment in workforce development, infrastructure, and sovereign defence capabilities will be instrumental in achieving this vision.
“Through continued collaboration with the UK government, industry partners, and international allies, we remain focused on delivering world-class defence solutions that strengthen Britain’s strategic position on the global stage,” Richards closes.
Headquartered in Ankara, Türkiye, and with a burgeoning presence in the UK, Nurol Makina is on a mission to fortify European defence capabilities in an era of increasing conflict with its best-in-class armoured vehicles.
Emre Akin, Chief Operating Officer, Europe, tells us more Writer: Lily Sawyer | Project Manager: Cameron Lawrence
OVER 40 YEARS OF EXCELLENCE
Driven by increased military spending and a focus on innovation and technological advancement, the European defence industry has experienced significant growth in recent years, particularly due to shifts in the geopolitical landscape.
For instance, EU initiatives like the European Defence Fund (EDF) have ramped up funding, and this year, the European Commission proposed
a €150 billion Security Action for Europe (SAFE) loan instrument to bolster the defence capabilities of EU member states.
However, despite this apparent influx of funding, questions remain about whether the authorities managing these programmes are distributing financial support equitably.
“One of my observations regarding some policies declared by EU
authorities is that they can be overly restrictive and favour existing market players,” says Emre Akin, Chief Operating Officer, Europe of Nurol Makina, a Turkish defence company with over 40 years of experience.
Nurol Makina, which has generated almost 90 percent of its revenue in recent years from international trade, has been utilising all major subsystems from NATO and EU countries for its armoured vehicles.
Having already demonstrated its export maturity, Nurol Makina anticipates continued participation in European defence markets. With sites across Hungary and, more recently, the UK, the company aims to further increase its utilisation of the European supply chain.
“We invested in the UK because it’s a liberal and welcoming business environment, which creates a win-win situation for both the investor and the host country. In today’s hypercompetitive business world, everyone competes for talented workforces and
business know-how.
“We excel in protected mobility solutions and have proven our commercial success in global markets. Here in the UK, we offer our business expertise to grow alongside the British defence ecosystem, and by investing in the country, we demonstrate our confidence in the strength of the UK defence industry and our commitment to being a vibrant member of it,” Akin states.
“I believe it would be beneficial for the entire European defence base to adopt a similarly liberal approach.
“I think EU policies could be more encouraging towards international players from non-EU countries – as long as they’re creating value for the EU, of course. The implications for the defence industrial base caused by the ongoing war between Ukraine and Russia underscore the need for this industrial integration,” he adds.
PROTECTIVE MOBILITY SOLUTIONS
A specialist in manufacturing protective mobility solutions and 4x4 armoured vehicles for a wide
“AS A PEOPLE-CENTRIC ORGANISATION, WE ALWAYS SUPPORT OUR TEAM MEMBERS – ESPECIALLY THOSE WHO ARE WILLING TO TAKE INITIATIVE – TO GROW AND EMPOWER THEM”
– EMRE AKIN, CHIEF OPERATING OFFICER, EUROPE, NUROL MAKINA
range of users worldwide, Nurol Makina differentiates itself through its combat-proven superior vehicle performance.
By continuously utilising bestin-class commercial and military hardware systems from NATO and EU countries, its products consistently maintain high quality.
Furthermore, as an original equipment manufacturer (OEM) with a full spectrum of capabilities starting from authentic designs, the company is able to offer competitively priced products.
“We generate most of our revenues from international sales because we excel in what we do; all of our 4x4s are developed from our own designs,” Akin confirms.
Having established its first global operation in Hungary in 2021, Nurol Makina subsequently identified the British defence market as an ideal business environment where it can contribute and create value within the existing defence ecosystem through its export capabilities and proven technical and commercial expertise.
The company commenced its activities in the UK three years later at a 120,000-square-foot facility, NMS UK, in Leamington Spa.
“As an export-oriented company, the aim of our UK operations has not just been to provide competitive solutions to the British Army but also to serve export markets,” he tells us.
Meanwhile, the country’s liberal business environment has facilitated a positive start for the company.
“The UK is a very business-friendly environment, and we already feel
part of the team in the British defence industrial base,” Akin observes.
As such, Nurol Makina has successfully participated in industry events and conferences across the nation, including Defence IQ’s International Armoured Vehicles Conference (IAVC) in Farnborough and the annual Defence and Security Equipment International (DSEI) expo in London.
A COMBINED LEGACY
Keen to position itself as an investor creating positive synergies in the UK’s business environment, Akin highlights the many ways in which Nurol Makina will contribute to the British defence sector.
“We’re not a competitor to the existing UK defence industrial base – we’re simply here to increase the engineering and manufacturing work for protective mobility vehicles in the UK. We aim to create positive synergies in terms of job creation and strengthen the broad defence ecosystem needed for the entire product life cycle,” Akin tells us.
Br e y ntroduce us to Gökçeler Mak na.
Gökçeler Mak na LTD. T . (Gökçeler Mak na) s a company w th many competenc es located n a 3,000 square metre closed area n the S vas organ sed ndustr al zone.
In 2011, Gökçeler Mak na wh ch des gns and manufactures wagons, locomot ves, parts for ndustr al mach nery and systems, spec al mach nery des gn, and product on changed ts customer base w th the product on of Boe ng 787 Ram A r Turb ne structural parts, sw tch ng to the defence ndustry and produc ng body form ng moulds for Ta wan and armoured veh cle parts for FNSS.
In 2012, our company began to work w th Nurol Mak na A. . (Nurol Mak na), produc ng structural parts such as
bulldozer system parts, alum n um fenders, and water tanks used n Soc al Inc dent Response Veh cles (SIRV). Today, we produce prec s on armoured veh cle parts on computer numer cal control (CNC) mach nes for our customers and manufacture parts nclud ng h nges, locks, and r ng guards used n veh cle doors n all Nurol Mak na projects, such as Ejder Yalç n, Yörük, NMS 4x4, and STA, accord ng to the techn cal requests g ven, del ver ng them as coord nate measur ng mach ne (CMM)-controlled.
In add t on to armoured veh cle parts, Gökçeler Mak na manufactures plast c carry ng cases (hardcase) w th the BörüCASE brand.
We carry out product-mould des gns, plast c nject on moulds, and parts product on, ofer ng complete solut ons
by produc ng foam accord ng to customer des gns. Through our plast c carry ng cases, we prov de serv ces to many defence ndustry compan es. Add t onally, our products are used n countr es such as the USA, Germany, Denmark, Czech a, Ukra ne, and Qatar
What d st ngu shes Gökçeler Mak na from ts compet tors?
Our pr or ty at Gökçeler Mak na s not to make a pro t from every job; t s to del ver the ordered parts n accordance w th the del very schedule al gned w th customer requests and cons stent qual ty.
Wh ch completed, ongo ng, or recently completed projects would you l ke to showcase?
We have recently produced and del vered a large number of parts for Ejder Yalç n alongs de Yörük veh cles for Nurol Mak na. We are also prepar ng for new projects that start mm nently and w ll prove prom s ng for our future.
Look ng ahead, what are your ma n pr or t es for the com ng year? Do you a m to reach certa n targets, grow, or d vers fy?
We are plann ng to ncrease our CNC mach ne capac ty and are target ng new technolog cal nvestments n d ferent features.
For plast c carry cases, our r e carry case des gns come n three d ferent s zes and are expand ng rap dly. In 2025, we a m to present them to our customers.
Could you tell us about your relat onsh p w th Nurol Mak na?
We have been proudly work ng together for 13 years w thout nterrupt on.
Nurol Mak na s a very valuable bus ness partner for us. The company has ncreased the qual ty of our understand ng by prov d ng support n many areas to ncrease our product on process competence w th n the framework of the orders prov ded to us.
A hmet Turan G azi OS B. MH. OS B-9 S k. No:8
5 8060 S İVA S - TÜRKİYE
www.borucase.com
+90 346 218 1 444
ahmetnazmi@borucase.com
On a mission to expand its global presence within a wider defence ecosystem, Nurol Makina has already been in discussions with local companies to model its supply chain.
“We’re benefitting from the engineering and innovation capabilities of the UK and look forward to carrying these services to export markets alongside our products and services,” he explains.
In turn, the company is working on various export programmes that will enhance the UK’s status as an influential exporter of protected mobility vehicles.
“I think NMS UK is going to be a very positive example of how something that initially began as foreign direct investment (FDI) can evolve into a successful, self-sustaining UK business,” Akin reflects.
In service in more than 20 countries and with over 10 years of experience in protected mobility vehicles, the company is proud to showcase its
combat-proven 4x4 vehicles in the UK.
“They are competitive, highly reliable vehicles, and we are proud to bring this expertise and know-how to be locally manufactured and enhanced.
“We believe we can further grow our brand value within the UK defence industry and contribute to the nation’s economy. That’s our sincere aim and the source of our excitement about investing in the country,” he adds.
AN EMPLOYER OF CHOICE
As it progresses beyond its initial stages of expansion in the UK, Nurol
Makina has deployed some of its most highly qualified and educated engineers to work on product development and manufacturing.
The company also proudly collaborates with educational institutions for recruitment purposes, whilst an agreement with the British Armed Forces Covenant encourages the employment of veterans and ex-forces personnel.
When its facility in the UK reaches full capacity, Nurol Makina will employ approximately 150 staff, creating thousands of indirect jobs as well.
NUROL MAKINA’S PRODUCT RANGE –AT A GLANCE
• EJDER YALÇIN 4X4 – Developed to meet the operational requirements of military units and security forces across both rural and urban settings, offering mine resistant ambush protected (MRAP)-level protection.
• NMS 4X4 – Nurol Makina’s most recent design features a V-shaped monocoque body, making it both fast and highly manoeuvrable.
• NMS-L 4X4 – Incorporates high levels of protection and modularity in its lightweight class.
• PARS 4X4 – Featuring an amphibious design, this vehicle is purpose-built to undertake specialised operational roles such as advanced surveillance, antitank, and command and control.
We at CM Automotive believe in quality, performance, and reliability. Using the CM Automotive operating system, we have been in business for over 35 years, manufacturing and designing the best Central Tire Inflation Systems in the world. With over twenty thousand units in the field today across a diverse array of applications that include military trucks, fire engines, and commercial buses. Each has benefited from the use of our all terrain mobilizer, robust R&D capabilities, and ongoing customer support. Your
www.cmautomotive.com
“IN TODAY’S HYPER-COMPETITIVE BUSINESS WORLD, EVERYONE COMPETES FOR TALENTED WORKFORCES AND BUSINESS KNOW-HOW. WE EXCEL IN PROTECTED MOBILITY SOLUTIONS AND HAVE PROVEN OUR COMMERCIAL SUCCESS IN GLOBAL MARKETS. HERE IN THE UK, WE OFFER OUR BUSINESS EXPERTISE TO GROW ALONGSIDE THE BRITISH DEFENCE ECOSYSTEM”
– EMRE AKIN, CHIEF OPERATING OFFICER, EUROPE, NUROL MAKINA
“In recognition of the importance of a skilled and highly dedicated workforce, we need to reach young people who have a positive aspiration for self-improvement, contributing to society and the security of their country,” Akin asserts.
He points out that universities and high schools are excellent sources for this kind of talent. As such, the company has made agreements with
LOOKING AHEAD
Going forwards, Nurol Makina aims to meet a range of targets primarily within the UK business environment, the most important of which is its export programme.
local universities and educational institutions to promote practical programmes for students, offering them clear insights into the industry and NMS UK’s activities.
“As a people-centric organisation, we always support our team members – especially those who are willing to take initiative – to grow and empower them,” Akin passionately concludes.
“We are in discussions with some major international customers and expect to begin export work and sign international contracts from our NMS UK facility by the end of this year.”
The company is also collaborating with engineering firms to redesign parts of its armoured vehicles, including advanced mission systems.
Additionally, Nurol Makina will continue to participate in local and global defence events such as DSEI 2025 and IAVC 2026.
In terms of international events, NMS UK recently took part in the International Defence and Security
Exhibition of Spain (FEINDEF) in Madrid and the DSEI Japan Exhibition in Tokyo this May.
Tel: +90 (312) 480 30 00 - 05
info@nurolmakina.com.tr
www.nurolmakina.com.tr/en
With a visually striking landscape comprising towering skyscrapers and luxurious, futuristic buildings, Dubai’s opulent architecture is both captivating and unique.
The construction industry in the city is thriving, with many buildings
primarily composed of glass and some even featuring fully glazed façades. Glass manufacturing companies are flourishing as they adapt to the high demand for energyefficient and innovative products.
As we revisit Emirates Glass, the company demonstrates a keen
awareness of the increased industry requirements.
“We have been proactive in enhancing our production capacity to meet the surging demand for high-performance architectural glass, targeting a market share of 27 percent this year,” introduces Rizwanulla Khan,
AN UNBREAKABLE COMMITMENT TO EXCELLENCE
With a crystal-clear objective of meeting evolving customer needs, Emirates Glass has undergone a significant transformation since we last spoke with the company in 2018. Executive President, Rizwanulla Khan, highlights its leading position in the architectural glass industry
“In 2024, the company achieved its highest revenue and profit to date, contributing over 1.3 million square metres (sqm) to our total production – an eight percent increase year-on-year.”
The growth was propelled by the
commissioning of state-of-the-art machinery, including a jumbo glass panel processing system and a glass digital printing line, as well as scaling up bullet-resistant glass production by 15 percent.
Additionally, Emirates Glass successfully launched its fire-related
glass product line, Emfire, cementing its position in the passive fire protection sector.
The company has also embraced diversification, with notable expansions into fire-rated glass and architectural and automotive bulletresistant glass, ensuring alignment
with market trends and sustainability goals whilst developing its portfolio.
“Our bulletproof glass segment had a productivity boost last year, providing unparalleled safety solutions for high-security projects. Meanwhile, the newly installed jumbo glass processing line caters to specialised projects requiring oversized panels, offering both aesthetic and functionality for iconic architectural structures,” he adds.
CAPABILITIES AND FACILITIES
In 2024, Emirates Glass integrated cutting-edge technologies into its manufacturing processes, with key highlights including advanced tempering and lamination systems, as well as a sophisticated digital printing line which enhances the decorative glass segment.
The technologies ensure precision, quality, and efficiency whilst meeting diverse customer requirements.
“We have invested in equipment to bolster the company’s capabilities, enabling increased productivity and thereby expanding our portfolio with innovative products, such as fire-rated and bulletproof glass,” notes Khan.
HOW DOES EMIRATES GLASS ENSURE CUSTOMER SATISFACTION AND MAINTAIN STRONG CLIENT RELATIONSHIPS?
Rizwanulla Khan, Executive President: “At Emirates Glass, we prioritise customer satisfaction by fostering strong, trust-based relationships and delivering innovative solutions tailored to our clients’ needs.
“By maintaining open communication channels and providing technical expertise, we ensure seamless project execution and customer confidence. Our commitment to quality, timely delivery and precision reinforces these relationships, making Emirates Glass a reliable partner for both standard and specialised projects.
“Our continuous improvement and responsiveness to market demands further enhance the customer experience.”
“In addition, we are in the process of setting up a curve tempering facility, which will further expand its specialised offerings and allow for greater flexibility in high-performance architectural applications.”
This strategic addition reinforces Emirates Glass’ commitment to technological advancement and market leadership.
The investments reflect a key approach to growth, diversification, and operational excellence.
Whilst the commissioning of stateof-the-art jumbo-sized processing equipment has enhanced production capacity, there have also been substantial investments beyond
“We recognise that innovation is driven by expertise and have actively invested in human resources, tapping
workforce. By fostering a dynamic and skilled team, we ensure its ability performance architectural glass and
This focus on both technological
long-term industry
STRATEGIC AND SUSTAINABLE PARTNERSHIPS
partnerships have been fundamental to Emirates Glass’ success, driving excellence, and market expansion.
“Collaborating with globally
recognised certification bodies such as Intertek ensures rigorous product testing and compliance, reinforcing industry credibility and customer trust,” Khan emphasises.
“We have also established strong relationships with leading industry players, including Schott, Vetrotech Saint-Gobain, Aluprof, Kuraray, and Tremco. Our partnership with the latter has been long-standing, playing a vital role in advancing high-performance glazing solutions, particularly in fire-rated and speciality applications.”
These alliances have significantly contributed to Emirates Glass’ ability to deliver cutting-edge architectural and safety glass solutions.
Furthermore, the company maintains robust supplier relationships, ensuring operational efficiency, consistent material quality, and seamless production workflows. These strategic collaborations continue to fuel its growth, innovation, and leadership in
“WE HAVE INVESTED IN EQUIPMENT TO BOLSTER THE COMPANY’S CAPABILITIES, ENABLING INCREASED PRODUCTIVITY AND THEREBY EXPANDING OUR PORTFOLIO WITH INNOVATIVE PRODUCTS, SUCH AS FIRERATED AND BULLETPROOF GLASS”
– RIZWANULLA KHAN, EXECUTIVE PRESIDENT, EMIRATES GLASS
the global glass industry.
“By fostering long-term relationships with suppliers, we ensure consistent material quality, timely production, and enhanced customer satisfaction – key factors in maintaining our market leadership. We emphasise efficient supply chain management to meet growing demands,” explains Khan.
Sustainability is also a fundamental pillar of Emirates Glass’ operations, with a strong focus on reducing environmental impact through advanced glass solutions. The
company has developed energyefficient glass products that optimise thermal insulation, minimising energy consumption in buildings.
“We actively promote sustainability by integrating Total Solar panels into our product offerings, enhancing energy efficiency and supporting renewable energy initiatives,” he assures.
Total Solar is the name given to the solar panels installed by TotalEnergies in partnership with Emirates Glass as part of a joint effort to harness the sun’s natural energy and reduce carbon emissions.
Covestro TPU films set new standards in security glazing
We are a world-leading manufacturer of high-quality polymer materials. With innovative products, processes, and methods, we improve quality of life and drive our vision of becoming fully circular.
Briefly introduce us to Covestro Films GmbH (formerly Epurex).
Covestro Films GmbH (Covestro) is a subsidiary of Covestro AG - a global leader in high-performance polymer materials. Headquartered in Leverkusen, Germany, Covestro operates 46 production sites worldwide and employs approximately 17,500 people.
Covestro specialises in manufacturing and developing advanced thermoplastic polyurethane (TPU) films under Platilon® and Dureflex® brands for industries such as mobility, construction, electronics, and healthcare. These solutions support technical performance with a focus on sustainability and innovation.
Committed to becoming fully circular, Covestro targets for climate neutrality for Scope 1 and 2 emissions by 2035, and for Scope 3 emissions by 2050, driving long-term sustainable growth and a resource-conserving economy.
What differentiates Covestro?
Covestro sets itself apart through its vertically integrated raw material production, global manufacturing footprint, and decades of technical expertise. These strengths enable us to deliver consistent, high-quality TPU film solutions tailored to unique customer requirements.
One key application area for Covestro’s film solutions is security and bullet-resistant glazing. These applications require materials that deliver robust protection without compromising appearance.
Covestro’s aliphatic TPU film portfolio is designed to meet the high demands of the bullet-resistant glazing market, offering excellent durability, UV resistance, and optical clarity. These films are used in adhesive applications for glass-clad and glass-plastic laminates, including polycarbonate (PC) and acrylic (PMMA). Free from plasticisers, the films maintain long-term stability, while the lightweight construction of glass-plastic laminates helps reduce overall weight. This innovative solution particularly excels in addressing ballistic threats.
The film’s properties effectively slow bullet penetration and retain glass shards, making it ideal for security glazing that protects against debris.
How does Covestro push for the circular transformation of the industry by developing new ideas?
In line with our vision to become fully circular, we expanded our Specialty Films portfolio by partly consisting of bio-based content or partly recycled raw materials, as well as ISCC PLUS-certified films, where recycled and renewable feedstock has been attributed via a mass balance approach.
As a result, our innovation strategy follows two complementary paths: we actively develop pioneering solutions that set industry trends and shape the future direction of sustainable film technology, positioning ourselves as thought leaders in the industry.
Simultaneously, we maintain close partnerships with industry leaders, collaborating to create sustainable, tailor-made solutions that precisely address their specific challenges and requirements.
Glass-clad polycarbonate employs TPU film to bond glazing layers together, where polycarbonate provides protection from flying glass in the interior of a building.
(Photo courtesy of Covestro)
Justus Kaiser, Director of Commercial Operations Specialty Films EMEA, Covestro
This balanced approach of driving innovation independently and co-creating with partners ensures we deliver cuttingedge solutions while meeting real-world market demands for sustainability.
What projects would you like to showcase?
We recently collaborated with Emirates Glass, a leading manufacturer of energy-efficient architectural glass in the Middle East. This partnership aims to elevate safety and performance standards in architectural glazing. This collaboration reflects a shared commitment to innovation, quality, and sustainability in the construction industry. By combining Covestro’s material expertise with Emirates Glass’s regional market leadership, the project demonstrates how collaborative innovation can drive the development of safer, more efficient, and environmentally conscious building materials.
The incorporation of Covestro’s TPU films into Emirates Glass’s products has led to significant advancements:
• Enhanced Safety: Improved resistance to impact and ballistic threats, ensuring occupant protection.
• Durability: Increased longevity of glazing systems due to superior UV and weather resistance.
• Design Flexibility: Ability to create complex, multi-layered glazing solutions that meet specific architectural requirements.
Beyond technical benefits, the project aligns with both companies’ sustainability goals. Covestro’s TPU films are designed to reduce environmental impact without compromising performance.
Please tell us more about the materials that you provide and how they serve key sectors on their transformation journeys towards circularity and climate neutrality.
Our films play a vital role in enabling key industries to the transition toward more sustainable practices:
• Textiles: Our TPU films provide excellent bonding, flexibility, durability, and recyclability for breathable, long-lasting fabrics.
• Automotive: We deliver advanced UV-resistant, lightweight films that enhance design and support fuelefficient, electric vehicles.
• Construction: Our films support sustainable solutions for sanitary applications and insulation, boosting building durability and efficiency.
An excellent example of our contribution to circularity and performance is the use of aliphatic TPU films in laminated glass applications. Architectural and automotive glazing demands have become more complex. Traditional interlayer materials like polyvinyl butyral (PVB) have shown limitations. This is especially true when paired with thermoplastics such as polycarbonate.
To meet these new requirements, next-gen aliphatic TPU films, such as Dureflex® A4700, offer an excellent alternative:
• Optical clarity: Maintains transparency over time without yellowing, ensuring clear visibility.
• Impact resistance: Provides robust protection against ballistic threats by absorbing and dissipating energy.
• UV stability: Resists degradation from ultraviolet exposure, extending the lifespan of glazing systems.
• Flexibility: Accommodates thermal expansion differences between glass and polymers, preventing delamination. These advanced materials enable high-performance, sustainable glazing, helping customers achieve safer, more circular, climate-neutral solutions.
Looking ahead, what are your key priorities for the coming year?
Our future vision at Covestro is built on three fundamental pillars.
First, we will continue excelling at developing innovative materials that create real value for our customers. Second, we aim to maintain and strengthen our position as a trustworthy, long-term partner, just as we have done throughout our history. We firmly believe that true innovation and value-adding products come from lasting, trust-based partnerships.
This brings us to our third crucial objective: sustainability. As products increasingly need to meet stringent environmental standards, we are committed to making a significant contribution to this global challenge.
Multilayer polymer laminates using TPU interlayers provide bullet resistance with reduced weight and ease of fabrication.
(Photo courtesy of Covestro)
“Additionally, we prioritise responsible sourcing and raw glass processing, ensuring material optimisation whilst reducing waste. A key initiative includes our recycling programmes, where excess glass is repurposed, contributing to a circular economy and minimising our environmental footprint,” Khan informs.
Emirates Glass further reinforces its commitment to transparency
and sustainability through Environmental Product Declaration (EPD) certifications, demonstrating compliance with global environmental standards and providing clients with data-driven insights into the impact of its products.
“Through these efforts, we continue to lead the way in sustainable innovation, aligning with industry advancements,” he highlights.
GLOBAL GOALS
Looking ahead, Emirates Glass is focused on the continuous development of existing products and the introduction of new innovations to meet evolving market demands.
The company is seeking to expand its footprint beyond current markets and remains dedicated to broadening its international presence.
“With a strategic focus on meeting the global demand for
high-performance architectural glass, we are exploring new opportunities in emerging and established markets alike,” shares Khan.
Through innovative product offerings, state-of-the-art production facilities, and strategic collaborations, the company aims to reinforce its position as a global leader in the industry whilst ensuring adaptability to regional needs and trends.
“We aim to scale up production capacity even further, targeting
ICONIC PROJECTS
ONGOING
• SAADIYAT LAGOONS – EmiCool Sun NN30 DSL coating ensures enhanced performance in solar control and thermal insulation.
• DISTRICT ONE – Supplied EmiCool DSR II coating, offering superior energysaving capabilities whilst complementing modern architectural designs.
• OPAL GARDEN – Provided EmiCool Sun NN40 coating on clear glass substrates, combining solar control with architectural brilliance.
• ELORA – Integrated EmiCool Super Vision 60/32 coating, ensuring optimised daylight management and energy efficiency.
COMPLETED
• IMPERIAL AVENUE – Supplied EmiCool Sun NN30T coating on clear glass substrates, ensuring superior solar control and thermal performance.
• ADDRESS RESIDENCES – EmiCool Superlite 70/40 coating on grey glass substrates enhances the façade with its excellent light transmission and solar protection.
• MOHAMMED BIN RASHID CITY – Provided EmiCool NN35 coating, delivering optimal energy efficiency and visual clarity.
• GOLF HEIGHTS TOWER – Contributed EmiCool Super Vision 50/25 coating, striking a balance between solar performance and elegant aesthetics.
• NOYA VILLAS – The EmiCool Solite Jar coating offers outstanding insulation and durability, providing a refined residential experience.
• AZIZI RIVERA – Supplied EmiCool DSR II coating on grey glass substrates, reinforcing sustainability and thermal regulation in this iconic waterfront development.
“At Emirates Glass, we take pride in delivering high-performance architectural glass solutions tailored to the unique demands of prestigious developments across the region. Our expertise and commitment to excellence have positioned us as a trusted partner in shaping modern skylines, providing innovative coated glass solutions that enhance aesthetics, energy efficiency, and durability in landmark projects,” Khan impassions.
“Each of these projects reflects our commitment to delivering innovative, high-quality glass solutions that redefine modern architecture and enhance sustainability. As we continue to expand our portfolio, we remain dedicated to excellence, ensuring our products contribute to the future of the built environment,” he adds.
27 percent of the market share. Our plans include expanding our fire-rated glass segment, investing in additional cutting-edge machinery, and reinforcing our commitment to sustainability through energy-saving solutions.
“These priorities reflect Emirates Glass’ strategic vision for growth, technological advancement, and industry leadership,” Khan concludes emphatically.
As Dubai undergoes a remarkable transformation, marked by ambitious construction projects and a strong emphasis on energy efficiency,
Emirates Glass is strategically poised to expand its market presence by providing exceptional highperformance architectural glass solutions.
The company’s unwavering commitment to cutting-edge technological advancements, combined with its strategic alliances with esteemed global certification bodies, positions it at the forefront of industry standards and innovation, ensuring it remains a leader in the dynamic glass manufacturing landscape.
Tel: 00971 4 709 4700
info@emiratesglass.com
emiratesglass.com
LEADERS IN AN EVOLVING ELECTRODE INDUSTRY
In a world marked by trade tensions and economic uncertainty, Resonac Graphite Business Unit is redefining its approach to sustainability, innovation, and customer partnerships. Tim Saxon, CMO, reflects on the current challenges as we revisit the company
Writer: Rachel Carr | Project Manager: Nicholas Kernan
Today’s headlines are filled with discussions about tariffs and trade wars, making the future of global commerce a topic of widespread concern.
We reconnect with Resonac Graphite Business Unit (RGBU) to explore how these developments have affected the company since we last spoke a year ago.
“Regardless of the outcomes in the current trade discussions, I believe this period will have a lasting impact on how businesses think about their suppliers, operations, and customers in the future,” introduces Tim Saxon, CMO.
The last year has been challenging for the graphite electrode (GE) industry, with most major competitors finishing 2024 in a financial deficit, and worryingly, Q1 2025 has not seen much improvement.
“Much like the steel producers we serve, we operate in an industry where China manufactures over half of the world’s supply.
“With enough capacity to meet its domestic needs four times over, China exports its ‘subsidised overcapacity’ to other global markets. This puts significant downward pressure on domestic pricing and harms the local suppliers and regions where they
operate,” Saxon points out.
Fortunately, various government and trade organisations have begun understanding the need for a healthy domestic electrode industry, as demonstrated by tariffs and anti-dumping duties on Chinese electrodes in the EU, US, and Japan, which just announced their preliminary duties in February this year.
“80 percent and 75 percent of the total spend of our Japanese and US electrode plants stayed inside the respective countries. These funds will support domestic energy suppliers, local and regional governments in
the form of taxes, domestic workers, and the communities where they live,” Saxon explains.
EVER-EVOLVING ELECTRODES
As with all industries, the GE market is continuously evolving, and RGBU primarily services customers who use electric arc furnaces (EAFs) to melt scrap steel into new products, creating 75 percent less carbon dioxide emissions than the traditional blast furnace method of steel production.
One of the many advantages of an EAF is its flexibility and agility. Depending on customer orderbooks,
the furnace can run to maximise production volumes or run to maximise efficiency and minimise energy consumption.
“We are very excited to be a critical part of the circular economy, in that our electrodes are essential for this type of steel recycling. It is widely agreed that the future is bright for the EAF industry, and we are glad to be partners with electric steelmakers worldwide,” Saxon enthuses.
A GE is needed to make every tonne of EAF steel, and the product is becoming increasingly commoditised. This is the primary contributor to the current global challenge of balancing
supply and demand.
“We are optimistic that the proper authorities are addressing those challenges in places where they are needed most.
“Regardless of the outcomes in trade cases or geopolitical conflicts, we understand our responsibility is to be innovative and continuously add value to our customers’ operations. Like many industries, we believe future success in the steel and GE business is moving towards digitalisation and value-added services,” he acknowledges.
Though the electrode is an essential part of melting steel, it is
“OUR EMPLOYEES ARE OUR FOUNDATION, AND WE ARE COMMITTED TO FOSTERING A SAFE, SUPPORTIVE WORKPLACE FOR THEIR GROWTH. ESG IS NOT JUST PART OF OUR STRATEGY; IT IS OUR STRATEGY”
– TIM SAXON, CMO, RESONAC GRAPHITE BUSINESS UNIT
just one instrument in the orchestra that makes up the symphony of an EAF operation. The electrode’s performance is impacted by how the furnace operates, which is ultimately determined by the customer’s needs.
A SYMBIOTIC SYMPHONY
By acquiring AMI Automation (AMI), RGBU can help customers meet their business needs in real time through EAF optimisation.
“This acts as a ‘digital conductor’ of the orchestra (the EAF) to achieve the optimum symphony (the EAF performance), with the electrode as the instrument,” Saxon analogises.
When RGBU acquired AMI, many people viewed it as a paradox that a large, traditional electrode supplier would purchase an innovative technology company known for helping customers reduce their electrode consumption.
“We view our role as a way to serve our steelmaking partners better. As an electrode supplier for 80+ years, we have continually invested in R&D to manufacture the best products on the market. By utilising AMI’s products and services, our customers can achieve peak performance from their EAF, including the electrode,” Saxon expresses.
“For decades, RGBU has manufactured premium GEs, but
their performance can be hindered by factors unrelated to the electrode in the furnace. Imagine a skilled, firstchair violinist playing a Stradivarius being drowned out by a novice in the back, honking on a cheap trumpet. The true quality of an electrode shines in a fully optimised EAF; thus, we see the RGBU and AMI partnership as a fusion of tradition and innovation.”
Within this partnership, RGBU can now work with customers in
EME OUTLOOK: WHAT SIGNIFICANT PROJECTS IS RGBU CURRENTLY UNDERTAKING?
Tim Saxon, CMO: “For years, AMI has benefitted from its AMITech Center (ATC) in Monterrey, Mexico, where engineers monitor customer furnace performance in real time. This 24/7 service has become integral to customers’ operations, often alerting them to issues before their internal teams do.
“AMI has officially opened an ATC in A Coruña, Spain to provide our global customer base with enhanced support from top EAF optimisation engineers.
“Additionally, we’ve introduced AMITech Talks, which are customerfocused events aimed at optimising the EAF steelmaking process through interactive workshops on cutting-edge technologies, with the inaugural talk scheduled for May 20th-21st in A Coruña. These efforts reflect our commitment to innovation and collaboration within the global electric steelmaking community.”
other areas such as employee safety, supply chain management, and decarbonisation.
Through collaborating with RGBU, AMI has additionally developed digital tools designed to detect potential issues with the furnace and electrodes.
These early warning indicators not only allow the furnace crew to react and mitigate issues but also provide an opportunity to clear the furnace floor, ensuring the safety of operators.
TRANSITIONING TO A NEW MARKET
After laying out a prudent and measured approach, RGBU has entered the electric vehicle (EV) battery business through its pilot plant in Spain.
Whilst the GE and EV battery industries rely on synthetic graphite, they have different views on global supply and demand. The latter in particular recognises the strategic importance of graphite and is taking steps to reduce dependence on one
region.
The EU and US classify graphite as a critical mineral essential for modern technologies and national security. In contrast to the locally rooted global steel and GE industries, which have consolidated over decades with over half of production in China, the EV battery market has rapidly expanded due to surging demand for EVs and synthetic graphite.
“The early, long-term projections for EVs resembled a modern-day gold rush, and China had the resources, capacity, and economic environment that allowed it to become the dominant supplier, producing 97 percent of the world’s battery anode materials by 2018,” Saxon comments.
As the COVID-19 pandemic exacerbated geopolitical stability and supply chain resiliency, EV battery producers began diversifying their supplier base, particularly in the US and Europe, with the optimistic growth forecast suddenly leading to the same artificial gold rush in these regions.
“The projections for EVs have softened a bit, but at RGBU, we are not necessarily disappointed. We had a plan from the beginning and are taking a prudent, measured approach to that market. This softening could benefit us because we are not overleveraged whilst implementing our plan,” he reports.
GREEN AND CLEAN
As a Resonac company, RGBU prioritises environmental considerations and decarbonisation in its mission to “change society through the power of chemistry.”
“We harness the power of graphite to enhance societal well-being by enabling steel recycling with our GEs
A SPELLBINDING SUSTAINABILITY STORYBOOK
Recycling is Like Magic is a series of children’s books and educational materials designed to teach young minds about the importance and benefits of recycling metal. It aims to engage readers in eco-friendly practices to encourage them to make sustainability part of their daily routine.
“If you are interested in learning more about steel recycling, look out for the third book from the Recycling is Like Magic series. I’m told the main character, Ellie, and her friends are going to visit one of Nucor’s steel mills to learn more about remelting scrap steel. If you look closely, you might even see an RGBU GE!” Saxon informs us.
and supplying graphite for renewable energy storage in batteries,” urges Saxon.
It’s crucial for RGBU to differentiate between sustainability and decarbonisation; the latter focuses on production processes and emissions, whilst the company highlights the significance of environmental, social, and governance (ESG) factors.
“Our employees are our foundation, and we are committed to fostering a safe, supportive workplace for their growth. ESG is not just part of our strategy; it is our strategy. We are dedicated to continuously improving, lowering our carbon footprint, and ensuring a resilient supply chain,” he highlights.
“Long before it was trendy, our plants in Austria and Japan utilised renewable energy from hydropower, and our facility in A Coruña, Spain invested in local wind energy.”
At the inaugural Global Steel Climate Council® Member Forum in Brussels, Belgium, discussions around green steel highlighted the need for clear definitions and the complexities
PROVIDING MOLDING SOLUTIONS FOR GROWING MARKETS
WHO WE ARE:
• Established in 1970 and headquartered in Cherryville, North Carolina.
• A family-owned and operated business with a strong emphasis on family values.
• Second-generation ownership since 2019.
• Recognized nationally and internationally as in industry leader in Expanded Polystyrene. (EPS) and Expanded Polypropylene (EPP) Technology.
• State-of-the-art EPS and EPP moulding facility.
WHAT WE DO:
Modern Polymers manufacture lightweight, durable, and energy-absorbing materials used for safety protection in automotive applications such as bumper assemblies, crash pads, and carpet inserts, as well as in child safety seats. We also produce customized packaging solutions tailored to precise customer specifications, offering nearly unlimited shapes and sizes. Our impactresistant packaging is designed to protect products with specific requirements for impact transfer.
of monetising sustainable products.
“It’s evident that the future is green, yet the term is overused. Therefore, manufacturers must scrutinise investments carefully,” Saxon warns.
Indeed, whilst many support clean products, real investments require consumer willingness to contribute to the extra expense, or they just end up benefitting less responsible players.
“WE VIEW OUR ROLE AS A WAY TO SERVE OUR STEELMAKING PARTNERS BETTER. AS AN ELECTRODE SUPPLIER FOR 80+ YEARS, WE HAVE CONTINUALLY INVESTED IN R&D TO MANUFACTURE THE BEST PRODUCTS ON THE MARKET”
– TIM SAXON, CMO, RESONAC GRAPHITE BUSINESS UNIT
JFE Chemical Corporation
JFE Chemical Corporation is a supplier of coal chemical products, offering unique basic chemicals and various performance products. Our performance products include:
• Fine Chemicals (indene derivatives, fluorene derivatives, acenaphthylene, phenol derivatives, special olefin polyimide raw materials, polyimide varnish, special phenolic resins, benzoxazine, bismaleimide)
4F JFE Kuramae Bldg., 2-17-4 Kuramae, Taito-ku, Tokyo 111-0051, Japan
Contact us: www.jfe-chem.com/en/contact
“Decarbonisation is more of a regional than a global effort. We anticipate that supplying a GE with an Environmental Product Declaration (EPD) will soon be as standard as providing a safety data sheet, and RGBU is ready for this shift,” he states optimistically.
ENHANCING MARKET OPPORTUNITIES
An area where RGBU has wisely invested in its future is its Ridgeville location in the US, where a new, stateof-the-art GE machining line is set to be operational this summer.
This investment focused on the challenges of the US steel industry, hinging on the need for preciselymachined electrodes for new EAF furnaces.
“The project utilised US-made steel, ensuring the same customers using these electrodes to turn scrap steel into building materials were
involved in creating the structure that machines them,” Saxon observes.
Recognising the complexities of modern EAF steelmaking and having the country’s newest advanced electrode machining line, alongside cutting-edge EAFs, will ensure RGBU remains the benchmark of the US steel industry.
“Considering the current state of our industry, our priorities for the coming year are straightforward. We aim to establish ourselves as a responsible and respected leader in the synthetic graphite sector,” he impassions.
“Whilst factors such as critical mineral designations, regional outlooks, tariffs, anti-dumping duties, and unfair competition are relevant to our industry, it is essential to understand that these issues alone will not make us a true leader.”
With this in mind, RGBU is committed to being the supplier
of choice in synthetic graphite by delivering maximum value for its customers and aiding them in challenging business environments by striving to offer competitive products and services, ensuring sustainability and value in the marketplace.
“Looking ahead, we aim to keep our business sustainable for our colleagues, customers, suppliers, and stakeholders. This involves being economically, environmentally, and managerially sustainable whilst upholding our core values – these are our priorities for the future,” Saxon concludes.
www.graphite.resonac.com
SAFETY WHEN IT MATTERS MOST
Saving lives since 1946, Martin-Baker has honed a unique set of ejection seat capabilities that are at the cutting-edge of aircraft safety. Mark Cooper, Vice President of Sourcing, delves into the company’s commitment to technological and operational excellence
Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence
Due to ongoing geopolitical conflicts, nations around the world are increasingly turning their attention to defence equipment procurement and operational availability, making it both a fascinating and challenging time to operate in the aerospace manufacturing sector.
As a result, organisations across the industry are working hard to develop capabilities and processes that respond and deliver products with shorter lead times and increased rates. However, the innovation needed to achieve these capacities and stay ahead of global conflicts means that manufacturing development cycles are under considerable pressure.
On top of this, defence budgets continue to tighten following
successive international economic challenges, which is pushing the industry towards more cost-efficient solutions.
“All these are central to defence sector procurement, and we are constantly working to optimise the quality, cost, and delivery performance using technology and supply chain improvements,” introduces Mark Cooper, Vice President of Sourcing at MartinBaker, the world’s leading manufacturer and supplier of ejection seats.
“Our job is now significantly more complex and challenging than it was five years ago, but my team has shown multiple times that they can rise to ever higher levels and mitigate crises whilst also driving improvement,” he adds.
INNOVATIVE AND LONG-LASTING
Operating at the forefront of the seat ejection subsector, Martin-Baker is proud to support the global aerospace industry with cutting-edge products that have helped save over 7,700 lives and counting.
“A passion for the life-saving nature of the job that we do runs through the business, it’s what grounds you when you are having a bad day and boosts you when you see the reports of successful ejections,” Cooper reflects.
The company supports over 60 aircraft across 106 operators in 85 countries, offering a range of seats that are both innovative and long-lasting. Accompanied by a strong team of experts in the field, Martin-Baker retains the knowledge and skills required to develop complex integrated escape systems.
Furthermore, its status as a familyowned and operated company, which is rare for a business of its size, is a key driver of Martin-Baker’s strong position.
Its role as an ejection seat frontrunner is further upheld by the company’s significant investment in technology and processes, strategically making decisions that have an impact over decades.
“Our ultra-long-term thinking helps us keep focused on sustainable strategies and approaches rather than chasing short-term tactics,” Cooper affirms.
Case in point, Martin-Baker recently recorded an ejection from a product over 40 years old, demonstrating the longevity of a seat in service.
The company also aims to control the intellectual property (IP) and manufacturing expertise of its solutions by developing in-house capabilities that ensure it serves its
customers for as long as they are flying.
Additionally admirable is the strength of Martin-Baker’s supply chain and the part it has played over the last few decades. As such, the combination of a diverse network of suppliers and extensive internal capabilities is a key component of the company’s success and resilience.
AT THE FOREFRONT OF AIRCRAFT SAFETY
Martin-Baker has developed an enviable reputation for state-of-theart equipment and manufacturing capabilities, which call for significant investment and capital expenditure (CapEx).
“Our products can be extremely complex and are designed at the limits of technology, so our strategy is to control manufacturing know-how to ensure we support our customers long into the future,” Cooper assures.
The COVID-19 pandemic and the subsequent energy crisis highlighted a need for the company’s longterm strategy, as the increased obsolescence issues faced by customers in recent years reinforce the resilience of Martin-Baker’s products.
On account of this, the company’s factory is capable of manufacturing almost any part of the ejection seat, brought about by significant and thoughtful investments.
Martin-Baker also firmly believes in offering the highest quality product at the most competitive price point, which consequently drives its investment in the latest technology, most recently demonstrated by the acquisition of computer numerical control (CNC) machining cells and cartridge assembly lines.
“We have a factory deployed with the latest milling and turning centres and have also invested in automated
inspection and verification with vision systems and computed tomography (CT) scanning to aid equipment inspectors and eliminate defects,” Cooper expands.
The company’s latest technological investments go hand-in-hand with Martin-Baker’s commitment to safety.
“Product safety is our core focus and guiding principle. The ejection seat is the last line of defence in the event of aircraft failure. Although it sits dormant for many years, the seat must be operational when needed,” he asserts.
With this in mind, the company regularly conducts quality assurance (QA) and quality check (QC) processes for the business and its supply chain.
In the last two years, Martin-Baker has additionally been initiating and driving a zero-defects culture throughout its supply chain, in aid of its product safety goals.
“This seeks to create openness and transparency in terms of supplier defects so that we can collaborate on preventative solutions,” Cooper adds.
PASSIONATE AND SKILFUL
Alongside its operational safety targets, Martin-Baker is further committed to investing in its people.
“Personally speaking, I believe that the core asset of any business is a strong team, and we work very hard to create a company where people are engaged,” Cooper reflects.
Indeed, employee development and recognition are important for the retention of staff and therefore the business, whether that is developing competence within its roles to improve employee efficiency, or through promotions.
Martin-Baker’s strong companywide dedication to improvement is exemplified by the recent restructuring of Cooper’s team to create more specialised management roles, facilitate progression routes, and introduce early career pathways.
MARTIN-BAKER’S VALUES - AT A GLANCE
• Professionalism – The company strives to always achieve the highest possible standards in every task.
• Understanding – Martin-Baker is sympathetically aware of others’ viewpoints and works to comprehend why they might come into conflict with one another.
• Teamwork – The company works to eliminate functional silos, align all activity with strategic objectives, and be honest, open, and factual.
• Humility – Martin-Baker endeavours to understand when and why it is wrong and uses failure positively in everything it does.
• Accountability – The company accepts responsibility for any problems and works proactively to solve them.
• Integrity – Martin-Baker acts honestly, ethically, and without prejudice with everyone at all times.
Martin-Baker also strives to promote internally before reaching out to external applicants.
“We do this for two key reasons; firstly, it is a complex and unique business where the learning curve as an external hire is steep. Secondly, we want to reward our existing staff for high performance.
“I have been lucky enough to experience this and see various areas of the business, and this is a common theme through them all,” he reminisces.
“PRODUCT SAFETY IS OUR CORE FOCUS AND GUIDING PRINCIPLE. THE EJECTION SEAT IS THE LAST LINE OF DEFENCE IN THE EVENT OF AIRCRAFT FAILURE. ALTHOUGH IT SITS DORMANT FOR MANY YEARS, THE SEAT MUST BE OPERATIONAL WHEN NEEDED”
– MARK COOPER, VICE PRESIDENT OF SOURCING, MARTIN-BAKER
Indeed, Cooper has enjoyed a diverse array of roles at Martin-Baker, including positions in production engineering, procurement, factory management, and environmental testing, highlighting how the organisation encourages career development across its departments.
“Throughout my time with the company, I have been privileged to work with excellent people, and within my role of Vice President of Sourcing, I have inherited a fantastic team who are highly capable and engaged.”
Looking ahead, Martin-Baker is focused on continuously improving its product quality whilst ensuring its on-time delivery fully recovers following recent global and national events such as the pandemic and energy crisis.
As such, its priorities remain on operational resilience, safety, and staff engagement, which filter across the entire business.
“We have made really great progress over the last year through a lot of hard work and determination, and we will push for even better in the future.
“There are some risks on the horizon with tariffs and trade complications, so managing and mitigating these will become a growing part of our roles over this year,” Cooper concludes.
For 70 years, RLC is proud to have worked with leading operators in the Civil and Defence Aerospace sectors including Martin-Baker. Our dedication to offering our valued customers a vertically integrated supply chain solution encompassing CNC machining, aircraft textiles, heat treatments, and ground support Equipment is the core of who we are as a company.
RLC is a trusted supply chain partner for engineered solutions to the Civil and Defence Aerospace sectors. We have an intimate understanding of our customers’ expectations, and manufacture detailed high specification components to their requirements. RLC’s capability offers the market an end-to end solution and is viewed by our customers as an extension of their overall production capability. RLC is shaping the future of the aerospace sectors; we deliver on our commitment to provide the highest standards of machined components for the civil and defence aerospace spares and aftermarkets.
CRITICAL CAPABILITIES
RLC offers a full range of services, including: Machining, aircraft textiles, heat treating, plating, painting, and extensive testing. We provide a complete supply chain solution from prototyping to full life cycle support. We have quality approvals including AS9100 and NADCAP certifications in areas like welding, heat treatment, and non-destructive testing.
Providing Electronics Manufacturing Services and Design Support for Over 30 Years
Martin-Baker’s recent product lines include its latest generation of ejection seats, the Mark 18, recently qualified for the F-16 and F-21 aircraft, complemented by several other programmes in the pipeline.
Elsewhere, the company is highly anticipating the exploration of automation and artificial intelligence (AI) to streamline processes and upskill staff.
“Almost all jobs come with the burden of administrative tasks that distract from high value-added activities, but now technology exists to automate and streamline these administrative processes so that people can spend more time doing the intellectually challenging, valuable, and interesting tasks,” Cooper imparts.
“Just imagine what you could do in the time saved by reducing administrative processes and answering emails. I want to see how we can harness AI to improve our supply chain management and, in turn, provide better service to our customers,” he impassions.
Axis Electronics is an established UK EMS partner within international supply chains for Prime, Tier 1 and Tier 2 market leading companies. In November 2021 it became part of the Cicor Group.
Axis has been proud to supply Martin Baker with manufacturing and design support services for over a decade. Producing lifesaving electronic sub-systems for use in the harshest environments means quality manufacturing comes first.
Focused on delivering life, mission and system critical hardware on time, and with zero defects drives our passion – to be our customers’ best supplier.
enquiries@cicor.com www.axis-electronics.com
Designed and built to be strong and reliable, Dunlop Aircraft Tyres provides the perfect products for a multitude of planes across the commercial, cargo, passenger, and military spectrum. We learn more from CEO, Susan McKenna
Writer: Ed Budds
Project Manager: Cameron Lawrence
The story of Dunlop Aircraft Tyres (Dunlop) began with a spark of innovation when, in 1888, John Boyd Dunlop invented the pneumatic tyre in Belfast, Northern Ireland.
Since that groundbreaking moment, Dunlop has become synonymous with advances in tyre technology and high-performance products.
“As someone from Belfast, this history carries a special sense of pride and nostalgia,” introduces Susan McKenna, CEO.
“Within our industry, Europe finds itself at a fascinating crossroads. We’re seeing increased demand for regional and narrowbody aircraft, driven by both passenger recovery and cargo,” she sets out.
Throughout the sector, sustainability, supply chain resilience, and digital transformation are not just trends – they are necessities, providing agile businesses such as Dunlop space to lead where other competitors might be slower to pivot.
“We are smaller, more specialised, and more agile than our global competitors. Whilst Michelin, Goodyear, and Bridgestone dominate in size, we compete in speed, focus, and technical innovation.”
TREAD ON THE RUNWAY
Most importantly, Dunlop is 100 percent focused on designing, manufacturing, and retreading worldclass aircraft tyres.
ÖZKA TYRESA VALUED PARTNER
Özka Tyres (Özka) has been a valued partner in broadening Dunlop’s manufacturing base and helping to meet demand surges. The collaboration has allowed Dunlop to test new supply chain models whilst maintaining high standards.
Recognised for its excellence in manufacturing and innovation, Özka continues to expand its presence across global markets, with particularly strong and growing sales figures in Europe.
Operating with an extensive international footprint and delivering products to over 90 countries, the company stands out for its commitment to high performance, durability, and continuous development.
Özka’s production facility supports a daily capacity of 260 tonnes, establishing it as one of the leading players in the global tyre industry. Its integrated R&D centre drives innovation in tyre engineering, creating solutions tailored to agricultural and industrial needs.
The company offers one of the industry’s most comprehensive product portfolios, including VF (Very High Flexion) and radial tractor tyres, flotation and implement tyres, as well as products for harvesters, irrigation equipment, forestry, industrial and off-the-road (OTR) vehicles, forklifts, compactors, light trucks, and minibuses. Özka embraces sustainability as a core strategic pillar, investing in environmentally responsible materials, energy-efficient production, and advanced waste management systems, actively shaping a future where highperformance tyres and environmental responsibility coexist.
A BROAD PORTFOLIO
What sets Dunlop apart is that it is currently the only tyre company in the world solely dedicated to aircraft tyres.
“Our core focus is on designing, manufacturing, and retreading tyres for both fixed-wing and rotary aircraft. Headquartered in Birmingham, UK, with service facilities in the US and China, our global presence spans over 80 countries,” explains Susan.
“We supply tyres to a diverse range of customers, including commercial passenger airlines, military forces, recovery services, and freight operators.”
With over 300 product approvals, Dunlop’s tyres support a wide array of aircraft, from AgustaWestland helicopters to the massive Antonov AN-124 transporter.
“Our tyres are fitted on everything from regional aircraft like the Bombardier Q400 to narrow-body jets such as the Boeing 737 and freight carriers including the Airbus
A300, Boeing 757, Boeing 747, and McDonnell Douglas MD-11.”
In the military sector, Dunlop provides tyres for advanced platforms such as the Lockheed Martin F-35B fighter jet and BAE Systems Hawk trainer aircraft, as well as large transport aircraft like the Boeing C-17 and Airbus A400M.
As air transport continues to evolve rapidly, the company is now also actively engaged in the emerging unmanned aerial vehicle (UAV) and air taxi sector.
RELIABLE SERVICE
For Dunlop, nothing is more important than the customer.
“The operator is always at the heart of everything we do because each tyre we make or retread earns its right to be called a Dunlop,” states Susan.
“This means our drive for everimproving product performance and tyre safety is as determined as it is relentless,” she affirms.
“WE ARE SMALL, BUT THAT’S OUR STRENGTH – WE’RE FOCUSED, HUNGRY, AND HAVE THE COURAGE TO DO THINGS DIFFERENTLY”
– SUSAN MCKENNA, CEO, DUNLOP AIRCRAFT TYRES
As a true aviation specialist, Dunlop understands better than any the crucial contribution of both performance and service to dispatch reliability.
“With the operator at the heart of everything we do, dispatch reliability is our focus.”
Now standing as a globally recognised brand and symbol of quality, working in partnership with airframers and industry stakeholders, it’s no surprise Dunlop also meets the world’s most exacting aviation standards, approvals, and certifications.
CONTINUOUS GROWTH
Dunlop has recently completed several successful expansions of its retreading capabilities, supporting circular economy objectives by extending tyre life without compromising safety.
“Parallel to this, we’ve invested in digital inspection tools and
data analytics to enhance lifecycle forecasting for operators. In 2023, we also introduced policy deployment to align our long-term vision with actionable goals,” Susan prides.
This approach enables the setting of annual targets that support Dunlop’s medium and long-term
strategies, with goals cascaded across departments to ensure alignment and accountability.
“In addition to our ongoing attention on new products, improvements, and infrastructure, I’d say our most significant investment today is in our people.
DUNLOP’S KEY PRIORITIES FOR THE COMING YEAR
The company is laser-focused on:
• Delivering growth despite a tough cost environment.
• Continuing its leadership development programme.
• Enhancing digital capability in operations.
• Expanding its reach in strategic markets, including defence and in Asia.
• Becoming more investment-ready by driving performance and clarity in everything it does.
“We’re currently implementing a multi-year transformation strategy that prioritises leadership development, technical training, and rethinking how we embed innovation at every level of the company,” she tells us.
Undoubtedly, Dunlop recognises the future lies in empowering its team to drive progress, which is why it remains focused on nurturing talent and fostering a culture of continuous growth.
“We believe leadership is visible in the agency of others; that’s why we give our people space to grow. We’ve implemented weekly, monthly,
and quarterly check-ins focused on behaviours, not just tasks.”
For Dunlop, it’s about unlocking the best version of someone each day and celebrating progress, not just outcomes.
“Alongside this, we’re investing in developing new compounds to further enhance performance and sustainability, ensuring we stay at the forefront of technological advancement and environmental responsibility,” Susan acclaims.
RESILIENT TO THE CORE
At Dunlop, company culture is built on quiet resilience.
“There is a deep sense of pride in the craftsmanship of what we produce. We are still operating on the tyre factory site built in 1916, and many of our employees have been with us for years, contributing to our strong sense of continuity,” Susan posits.
“We’re able to give tailored, responsive service, something that makes a real difference to operators who can’t afford downtime. We’re also proud of our UK-based manufacturing legacy and close relationships with our customers.”
Resilience is a core value for the company; Dunlop always stays the course. It also values collaboration
and open-mindedness and, above all else, remains entirely responsible, never sacrificing the quality or safety of its people, products, or customers.
Alongside this, the company operates a tightly-controlled, highlycompliant global supply chain. Strong relationships with partners are critical – Dunlop can’t deliver safety-critical products without total trust and performance transparency.
Moving forwards, Dunlop is working to nearshore some aspects of its supply chain to mitigate risk and improve responsiveness.
“I believe this is a pivotal moment for the company. We are small, but
that’s our strength – we’re focused, hungry, and have the courage to do things differently.”
“We’re not trying to be our competitors – we’re trying to be the best version of Dunlop,” Susan concludes proudly.
BUSINESS AS UN USUAL
Headquartered in Madrid, Spain, and with extensive operations across Europe, Asia Pacific (APAC), and beyond, sustainable infrastructure management company ACCIONA is on a mission to leave a positive legacy for society.
Carlos Cerezo Ramos, APAC Water Regional Director, tells us more
Writer: Lily Sawyer | Project Manager: Ben Weaver
USUAL
As it faces rapid urbanisation, climate change, and resource scarcity, the sustainability outlook across the APAC region is complex, with a mix of developed and developing countries at different stages in their climate journeys.
Australia, for example, is currently doing everything it can to reduce greenhouse gas emissions by 43 percent below 2005 levels by the end of the decade, which aligns with its Nationally Determined Contribution (NDC) under the Paris Agreement.
In Southeast Asia, meanwhile, organisations are seeking to decrease their carbon footprint by purchasing renewable energy certificates (RECs) and carbon credits, particularly in areas with limited access to renewable energy.
Driven by its ambition to design a better planet, ACCIONA, a leader in renewable energy and water management, is redefining how sustainable infrastructure is implemented across the APAC region to assist nations in achieving their sustainability targets.
“ACCIONA flies the flag for sustainability, implementing projects that utilise renewable energy so we can mitigate the impact of carbon emissions,” introduces Carlos Cerezo Ramos, APAC Water Regional Director.
In response to global water scarcity, the company is working to ensure universal access to the vital resource through comprehensive and sustainable water infrastructure and management systems.
“We are aware that the water business, especially desalination, consumes a lot of energy, so we’re finding ways to implement more
sustainable projects in the near future,” Ramos adds.
FACILITATING THE PHILIPPINES
ACCIONA’s activities in the Philippines began in 2016 with the Putatan 2 direct water treatment plant (DWTP) for Maynilad Water Services, Inc. (MWSI), which is adjoined to the existing Putatan 1 DWTP and has a capacity of up to 150,000 cubic meters (cbm) per day, supplying clean drinking water to almost six million people across Manila.
The company has recently increased its presence in the country, having successfully commissioned Laguna Lake DWTP earlier this year, adding a further 150,000 cbm per day of capacity.
“Between both projects, we supply the majority of Southern Manila with safe drinking water,” Ramos states.
Elsewhere, ACCIONA is undertaking the East Bay 2 DWTP in the north of the Philippine capital for Manila Water.
“In this case, the project will have a capacity of 200,000 cbm per day to serve a population of two million,” he clarifies.
Something that both projects have in common is their source, Laguna de Bay – the largest inland freshwater lagoon in the Philippines and the second largest in Southeast Asia.
Utilising Laguna de Bay has helped ACCIONA ensure a clean and healthy water supply for Manila when other methods have proven challenging.
With two large dams close to Manila – Kaliwa and Laiban – not expected to reach completion until at least 2027, the water supplied from Laguna de Bay has proven crucial in sustaining the population in the interim.
Meanwhile, the quality of untreated water remains unsuitable for consumption, tainted by rainfall and runoffs from agricultural irrigation containing ammonia, solids, and organic materials.
“Desalination is also not an option for Manila, with the sea being so far from the city and the costs associated with this process being too high,” Ramos points out.
Therefore, extracting from Laguna de Bay presents the most sustainable and cost-effective option for supplying the capital with fresh drinking water, which is why ACCIONA has been the first choice in overseeing the city’s last three DWTP initiatives.
“We consider the design and execution of these projects in the Philippines to be a major success, and we hope to continue to do more,” he prides.
ENABLING AUSTRALIA
With a presence in Australia spanning more than two decades, ACCIONA
“ACCIONA FLIES THE FLAG FOR SUSTAINABILITY, IMPLEMENTING PROJECTS THAT UTILISE RENEWABLE ENERGY SO WE CAN MITIGATE THE IMPACT OF CARBON EMISSIONS”
– CARLOS CEREZO RAMOS, APAC WATER REGIONAL DIRECTOR, ACCIONA
has been involved in numerous successful projects in the country, namely the Adelaide desalination plant in South Australia (SA) and the Mundaring DWTP in Western Australia (WA).
Delivering water to the Goldfields region, over 500 kilometres away from the source, the Mundaring DWTP continues to supply one of the longest water networks on Earth – a project Ramos has been personally
involved in since its inception 15 years ago.
“WA’s water connection network remains one of the best I’ve seen in the world, with advanced treatment plants and processes in place,” he reflects.
However, the recent lack of rainfall in WA and Perth specifically has led to some of the city’s subterranean water supply and underground well systems drying up.
ACCIONA WATER DIVISION – AT A GLANCE
559.82 CUBIC HECTOMETRES (HM3) of desalinated water in 2024
128.95 HM3 of drinking water in 2024
1,362.71 HM3 total volume of treated water in 2024
55 PERCENT of the water treated in waterstressed countries
170 MILLION+ people have benefitted from ACCIONA’s services throughout its history
When combined with the rising demand for drinking water caused by a rapidly growing population and subsequent residential and industrial development, the need for further water infrastructure has been recognised.
Therefore, ACCIONA has been selected to lead a consortium on behalf of Water Corporation, the pre-eminent water utility in WA, to develop the Alkimos Seawater Desalination Plant (ASDP) in Perth over the next 10 years.
The third desalination plant in the city, ASDP will be responsible for supplying clean drinking water to the north of Perth, with a network featuring an integrated water supply scheme capable of delivering 332 billion litres annually to over two million people.
Presenting an innovative solution, ACCIONA’s Water Corporation will utilise treated wastewater to replenish existing underground systems in Perth.
“This natural filtration method
will ensure that even farms and communities far away from the capital can access water for agriculture and businesses,” Ramos insights.
“This is the perfect use of a water cycle in WA, to which we are actively contributing. In this way, the state continues to be a leader in water treatment,” he adds.
AN EMPLOYER OF CHOICE
Having renewed its Top Employer certification in 12 of its global markets in 2025, ACCIONA’s ability to attract and retain talent is second to none.
A prestigious accolade awarded to only those with a first-class working environment and high employee well-being statistics, the company has proven its status as an employer of choice.
“Our approach is a combination of training young talent whilst maintaining equality and diversity targets and investing in areas of the business owned by minorities,” Ramos shares.
GENERATION
Wastewater Treatment Plant USA
2250KG Hybrid
Water
Singapore
9600KG as 0.8% Sodium Hypochlorite
Water Treatment Plant
Hong Kong
3400KG Hybrid
Commercial Bleach Producer
South Africa
1125KG as 12.5% Sodium Hypochlorite
Treatment Plant
MANAGING THE INTEGRAL WATER CYCLE, STEP-BY-STEP
1. WATER COLLECTION – From different sources
2. DESALINATION – Removal of salt and other minerals from seawater or brackish water to make it fit for irrigation or human consumption
3. PURIFICATION – Water treatment for human consumption
4. DISTRIBUTION – Maintenance of the water distribution network
5. WATER SUPPLY – To populations and for agricultural irrigation
6. SANITATION – Maintenance of the sanitation network
“WE VALUE THE BALANCE BETWEEN WORK AND FAMILY, WHICH HAS LED TO MANY OF US WORKING FOR THE COMPANY FOR OVER 20 YEARS”
–
CARLOS CEREZO RAMOS, APAC WATER REGIONAL DIRECTOR, ACCIONA
ACCIONA’s PEOPLE strategy, which is part of its 2025 Sustainability Master Plan, places individuals at the core through four key areas of focus – recognition of merit, diversity and inclusion, a transformative work environment, and leadership –each of which has been recognised by the company’s Top Employer certification.
“We value the balance between work and family, which has led to many of us working for the company for over 20 years,” he adds.
Rather than working in silos, ACCIONA maintains positive interdepartmental interactions whilst
promoting the values at the heart of the company – sustainability, social impact, local interest, and innovation.
In addition, ACCIONA maintains ongoing agreements with equipment companies, meaning that when projects ramp up, they can go to market quickly.
The agility afforded by this agreement allows the company to remain ahead of the curve, offering greater job stability to employees.
Elsewhere, internal mobility is very important to ACCIONA, with the company committed to providing flexibility and travel opportunities for its employees.
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“As I look to the future, these are the values that will attract new generations to ACCIONA,” Ramos surmises.
LOOKING AHEAD
As the company continues to grow and provide water services throughout the APAC region, ACCIONA is seeking to expand its presence in Southeast Asia whilst continuing to develop further projects in Australia.
The company has also recently entered New Zealand, having been contracted to carry out various transportation projects in the country, where it hopes to expand its presence to include the Water Division in 2025.
“In addition to our Tseung Kwan O (TKO) desalination plant currently in operation, we are also bidding on projects in Hong Kong and beginning to look into other countries in Southeast Asia,” Ramos tells us.
With plans to extend beyond
its waterworks in the Philippines to Vietnam, ACCIONA anticipates future development across Thailand, Malaysia, and Indonesia, with conversations already taking place on the logistics of exploring the markets in these nations.
“We’re not exploring China purely because there are other developing nations in the region that require more help from us,” he assesses.
As such, ACCIONA’s mission to bring water to the people, expand the
brand, and prioritise sustainability is clear.
“In short, those are our targets for the year – to expand in Southeast Asia and continue our growth in Australia,” Ramos concludes.
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As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
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TITANS
OF TUNGSTEN
Known as one of the toughest materials in nature, tungsten is incredibly durable and has the highest melting point of any metal, making it vital in high-performance industrial applications.
After extraction, it is typically refined into ammonium paratungstate (APT), which is then converted into products such as tungsten powders or ferrotungsten alloys used to strengthen steels.
Relied upon globally, tungsten supports critical functions in sectors ranging from tooling and mining to aerospace and electronics, making it truly integral to modern economies.
Evren Oren, COO of Saloro SLU (Saloro), became interested in this instrumental industry at a young age, driven by a deep appreciation for nature and the outdoors.
“A defining moment came during high school when I visited a historical,
non-operational tungsten mine in Uludağ, Turkey. Although it ceased activity in the 1980s, the scale of the old workings and the integrity of industry with the natural environment left a strong impression on me,” he introduces.
After graduating with a mining engineering degree, Oren began his career with a traditional German engineering firm serving the global mining sector. He spent several
Dedicated to the production and marketing of tungsten –recognised as a fundamental raw material – Saloro SLU is an international leader in the provision of the crucially important metal. Evren Oren, COO, tells us more about the historic industry and the company’s innovative plans for the future
Writer: Lauren Kania | Project Manager: Eddie Clinton
years working on-site at processing plants across multiple continents as a technical expert before transitioning into commercial and senior management roles.
“Tungsten has remained a central thread throughout my career,” Oren states.
Currently, the mining industry is undergoing a defining moment, with critical raw materials – particularly strategic elements like tungsten – now
being central to the energy transition, digitalisation, and defence policies. As such, demand is far outpacing supply, making mining not only relevant but vital.
The sector has become a key player in global discourse, bringing both opportunity and responsibility.
“Those of us in the industry have long understood that mining underpins every facet of modern life. Today, the world is catching up,”
divulges Oren.
This is exactly where Saloro emerges as a global industry leader.
As one of the few active tungsten producers in the EU and a key player in securing strategic raw materials for the region, the company operates the Barruecopardo tungsten mine in Western Spain, approximately 90 kilometres (km) from the city of Salamanca.
The mine has a legacy dating
back nearly a century and resumed production in 2019.
In January 2024, Saloro was acquired by EQ Resources Ltd — a company listed on the Australian Securities Exchange (EQR:ASX) and the largest tungsten concentrate producer outside of China — bringing renewed technical and managerial focus.
“Today, we directly employ about 120 people, with a total workforce of around 200 including contractors, making us one of the largest local employers,” details Oren.
AS TOUGH AS TUNGSTEN
The tungsten market is unlike any other, with the challenge not being competition but adequate supply. Many projects never surpass the feasibility stage due to technical, environmental, or financial hurdles.
What differentiates Saloro is its ability to turn around underperforming assets by deploying proven operational models.
“From geology to processing, we’ve assembled a high-calibre technical team that applies data-driven, fieldtested strategies to improve recovery, reduce costs, and extend the life of mine,” expands Oren.
Additionally, as one of the largest tungsten producers in the world, the company is looking to expand its production even further. One of its most important ongoing initiatives to achieve this is the optimisation of its process plant – an effort that builds on a series of strategic upgrades carried out over recent years.
Saloro has progressively improved its circuit by increasing jaw crusher capacity, replacing the hydrosizer
with a more efficient screen and cyclone system, classifying ahead of shaking tables, expanding the table circuit, converting from batch to continuous flotation, installing a drum filter for improved dewatering, and fully automating the thickener.
“These combined upgrades have significantly enhanced throughput and recovery,” insights Oren.
Now, the company’s focus is on fine-tuning performance through tighter process control, reagent optimisation, and reinforcing operational discipline. This is done at supervisor and operator levels, where these refinements are supported by a broader initiative to shift towards a culture of daily performance ownership.
In parallel, Saloro has launched a preventative maintenance and
EME OUTLOOK: AS SAFETY IS A CORNERSTONE OF YOUR MINING OPERATIONS, WHAT INITIATIVES ARE IN PLACE TO ENSURE A SECURE WORKING ENVIRONMENT?
Evren Oren, COO: “Safety is deeply embedded in Saloro’s operational culture and remains a top priority across all functions. We place strong emphasis on building a proactive safety mindset that goes beyond compliance – it’s about prevention, awareness, and shared responsibility at every level of the organisation.
“Following the recent transition in ownership, we’ve bolstered our safety systems and protocols with a renewed focus on training, structured risk assessment, and site-wide supervision.
reliability programme aimed at reducing unplanned downtime and extending asset life in addition to improving workforce development.
These efforts support safer, more stable performance whilst fostering a culture of continuous improvement, which is essential for long-term success.
On the mining and geology front, the company employs a flexible mining schedule that adjusts dynamically to changing geological conditions, market trends, and production quality.
This flexibility is guided by a clear set of milestones, allowing the company to actively align its mining strategy with resource availability and recovery targets.
“Together, these reflect Saloro’s deep commitment to technical excellence, operational discipline,
“We actively monitor key safety indicators and use them to drive continuous improvement. Initiatives such as regular toolbox talks, safety programmes, and interdepartmental coordination help to ensure safety is fully integrated within our day-to-day operations.
“The health, safety, and environment (HSE) department leads this work with professionalism and dedication, and I actively collaborate with them to ensure our operational strategy supports and aligns with our safety goals.
At Saloro, safety is everyone’s responsibility, and we treat it as a non-negotiable foundation for sustainable performance.”
“AT SALORO, SUSTAINABILITY AND COMMUNITY ENGAGEMENT ARE NOT SIDE ACTIVITIES – THEY ARE CENTRAL TO HOW WE OPERATE AND DEFINE OUR LONG-TERM SUCCESS”
– EVREN OREN, COO, SALORO SLU
and building a resilient, agile team capable of delivering consistent results in a dynamic and challenging environment,” prides Oren.
THE IRREPLACEABLE BARRUECOPARDO
Barruecopardo is Saloro’s flagship project and one of only three operating tungsten mines in the EU, playing a strategic role in securing Europe’s access to critical raw materials.
With global tungsten supplies typically originating from China and North Korea, Barruecopardo offers a reliable, ethical, and environmentally responsible alternative.
“Our location in Spain allows us to deliver materials with low emissions, with our solar park currently in tendering phase and an ongoing sorter project decreasing the carbon footprint and further aligning with Europe’s green transition goals,” details Oren.
In parallel, the company is currently advancing a series of strategic investments designed to enhance operational efficiency, extend mine life, and solidify its position as the continent’s leading tungsten producer.
A key initiative is the launch of an extensive drilling campaign aimed at updating and expanding Saloro’s mineral reserves – essential for ensuring long-term production stability and supporting future growth.
“On the processing front, we’re expanding our X-ray transmission technology (XRT) sorting capacity with the installation of a third unit,” informs Oren.
“This will further optimise earlystage waste rejection, reduce the burden on downstream circuits, and improve overall plant efficiency in line with our low-impact, high-efficiency operations.”
“THOSE OF US IN THE INDUSTRY HAVE LONG UNDERSTOOD THAT MINING UNDERPINS EVERY FACET OF MODERN LIFE. TODAY, THE WORLD IS CATCHING UP”
– EVREN OREN, COO, SALORO SLU
EME OUTLOOK: COULD YOU TELL US ABOUT SALORO’S SUPPLY CHAIN OPERATIONS AND HOW IMPORTANT PARTNER AND SUPPLIER RELATIONSHIPS ARE TO YOUR SUCCESS?
Evren Oren, COO: “Our supply chain is the backbone of our operational continuity. Our mining contractor plays a critical role across all phases – from drilling and blasting to feed logistics and tailings.
“We’ve also adopted advanced technology, such as Orica’s Mobile Manufacturing Units (MMUs) for precision blasting. We maintain consignment stock with key original equipment manufacturers (OEMs), ensuring spare parts are always on hand and bringing specialised contractors to support maintenance and maximise plant availability.
“Importantly, we prioritise working with local suppliers wherever possible, supporting regional economies and reinforcing our social licence to operate.”
Additionally, the company is expanding its downstream capacity with new high G-force Falcon Gravity Concentrators and shaking tables to improve tungsten recovery across a wider particle size range whilst investing in auxiliary technologies.
These include dewatering systems and automation to enhance processing comfort, ensure greater operational stability, and reduce energy and water consumption.
“Together, these efforts reflect a comprehensive, forward-looking strategy – not just to boost production volumes but to build a more resilient, efficient, and sustainable operation,” dictates Oren.
MINING FOR A BETTER FUTURE
Saloro operates in an environmentally and socially sensitive region, located close to two natural parks and inside a wildlife conservation area. The surrounding region is also agriculturally active, adding further layers of responsibility.
“From day one, we have actively engaged with local communities, supporting education, healthcare, and municipal initiatives,” insights Oren.
“Approximately 99 percent of our workforce comes from nearby towns, and 24 percent of our employees are women – well above the industry average in Spain. This reflects our commitment to inclusivity and
regional development.”
Saloro’s collaborates with a wide range of local stakeholders – from environmental authorities and government bodies to schools, universities, and healthcare centres. It also regularly contributes to community health programmes alongside actively supporting environmental rehabilitation efforts in and around the mine.
Equally, it works closely with birdwatching and wildlife organisations to monitor and protect local fauna, with biodiversity and ecosystem preservation being an integral part of its operations.
“At Saloro, sustainability and
community engagement are not side activities – they are central to how we operate and define our long-term success,” prides Oren.
As the company looks towards a sustainable and prosperous future, it is targeting a 30 percent increase in tungsten production by the end of 2025.
This growth will primarily be driven by improved efficiency and recovery rates rather than proportional increases in downstream processing.
“Our strategic priorities include advancing exploration, updating the reserve statement, and evaluating satellite resource potential. All of this supports a longer mine life
and greater production stability,” concludes Oren.
Tel: +34 923 169 153
info@saloro.es www.saloro.es
SOARING TO NEW IN SKY SERVICES
As a prominent player in the aviation industry, Skytanking provides a comprehensive suite of services within a global network. Regional Vice President, Dave Powell, discusses how the company contributes to connectivity
Writer: Rachel Carr | Project Manager: Nicholas Kernan
NEW HEIGHTS
The aviation industry is a vital and dynamic sector that significantly enhances worldwide connections and drives economic development.
It has witnessed substantial growth in recent years, which has been influenced by increasing air travel demand, technological advancements, and improved infrastructure. Major hubs in regions such as North America and Europe play a crucial role in facilitating international air traffic, whilst emerging markets, particularly in Africa, are rapidly developing, resulting in new routes and better customer experiences.
Skytanking has been uniquely positioned in the aviation industry for 25 years. Owned by PrimeFlight, it specialises in the management and handling of aviation fuel and has become an essential part of the sector.
The company plays a significant role in a global network of businesses that provide aviation services to airports, carriers, and their passengers.
“The management and handling of aviation fuel is the backbone of Skytanking and provides a strong foothold in all our endeavours. However, since 2023, we have complemented our fuel activity by building a robust European position in ground handling, maintenance, and cargo support,” introduces Dave Powell, Regional Vice President.
With a commitment to meeting industry needs, Skytanking’s services include into-plane fuelling, ground handling, cargo handling, maintenance support, aviation fuel storage and hydrant management, fuel facility investment, and engineering services in support of its airline, airport, and fuel customers.
PrimeFlight, meanwhile, has expanded its presence in the aviation
sector as an integrated services provider. The company focuses on improving efficiencies for airlines and airports and has made a significant impact by helping Skytanking optimise its operations.
“Since PrimeFlight purchased Skytanking, the company has enjoyed rapid growth through strategic investment whilst maintaining its position and brand placement as the market leader in the sector,” he informs.
“Through this acquisition, we have also been able to reposition our offer to customers and partners through the direct expansion of ground handling activities in Europe, providing an integrated passenger, fuel, and ground operations service.”
INNOVATION IN AVIATION
A crucial sector for a plethora of worldwide industries, aviation supports international trade, tourism, and business.
As major US and European hubs support global air traffic and more African markets emerge, airlines are responding by launching new routes and improving customer experiences.
Sustainability has also become increasingly important, with many aviation businesses investing in
fuelefficient aircraft and alternative fuels to reduce their carbon footprint.
Despite challenges such as regulatory hurdles and the impacts of the COVID-19 pandemic, the industry’s recovery and ongoing investments promise a bright future focused on efficiency and connectivity in a globalised world.
Indeed, governments recognise the aviation sector’s potential for economic growth and job creation, resulting in efforts to improve regulatory environments and investments in aviation projects.
Moreover, advances in aircraft technology and eco-friendly practices are making air travel more accessible and sustainable.
Given the numerous opportunities arising alongside the ongoing transformation of the aviation industry, Powell finds it a technologically evolving field to work in.
Powell is responsible for overseeing business and operational activities related to fuel operations in specific regions, including the UK and Ireland, the Nordics, Southern Europe, and Africa, where Skytanking has established plans for future expansion.
“One of the most interesting components of my role is the diversity of businesses I am exposed to and the people and cultures supporting them. It’s our staff who form our front line and passenger-facing experience, ensuring that quality and safety are an integral part of who we are and what we do,” he enthuses.
“The competitiveness of the sector provides a fast-paced and dynamic work environment, and our growth strategy creates a rich mix of new experiences whilst still being very close and connected to the everyday
HOW DO YOU TRAIN SKYTANKING EMPLOYEES TO ENSURE RIGOROUS SAFETY STANDARDS ARE ADHERED TO?
Dave Powell, Regional Vice President: “First-class training and awareness are critical. Skytanking invests heavily in ensuring all its staff not only meet industry expectations but exceed them for best-in-class results.
“Our entire workforce has access to first-class trainers, industry experts, and a digital platform that provides common procedures to ensure we operate globally at the highest standards. We recognise and reward the exceptional circumstances or contributions of our staff to encourage continuous learning.”
needs of customers in airport environments.
“I have a new vantage point with the role technology plays in our operations, as I have begun assisting with manging Skytanking’s IT and health, safety, security, and environment (HSSE) efforts, as we build our structure to support our current sites as well as any growth,” Powell reveals.
STATE-OF-THE-ART SERVICES
Skytanking utilises innovative and cutting-edge technologies and
systems for its fuel management and logistics.
“Airport fuel management systems have historically been based on simple technology; however, in the last 10 or so years, with the availability of web-based technology, the need for this man-power heavy activity to be more efficient, and the introduction of new providers into the IT space have forced a considerable evolution in the technology used.”
Moreover, the company’s airline and fuel customers require realtime connectivity, facilitated by technological innovations in to-aircraft and from-airfield data capacity, where information has become commoditised.
“At Skytanking, we are actively working with our partners to improve the use of technologies whilst driving standards higher,” assures Powell.
Alongside emerging technologies, sustainability is sky-high on the company’s agenda, as well as implementing measures to minimise the environmental impact of fuel supply and storage.
“At the heart of all our activity is the need to provide safe operations whilst protecting the fuel quality we manage for our clients. This responsibility comes with the absolute need to protect our staff’s working environment and respect our surroundings,” he outlines.
“As legislation and standards improve, so does awareness and tighter controls on the use and handling of fuels. Thus, we too need to move to ensure all our operational focus is in sync and driving to improve our own standards; it is what is expected of us from both the industry and our communities.”
INDUSTRY AGILITY
Skytanking provides professional services to a variety of airport capacities and sizes and has close relationships with both its fixedbase operator (FBO) in Scotland and its general aviation partners.
“The company’s experience and size allow it to enjoy market agility that others may be unable to match,” Powell prides.
“Over the past two years, we have enjoyed tremendous growth in new airports in South Africa, in cities such as Johannesburg and Cape Town, and in Norway at Oslo Airport.
“AT SKYTANKING, WE ARE ACTIVELY WORKING WITH OUR PARTNERS TO IMPROVE THE USE OF TECHNOLOGIES WHILST DRIVING STANDARDS HIGHER”
– DAVE POWELL, REGIONAL VICE PRESIDENT, SKYTANKING
“We have also purchased various ground handling companies in the UK, providing a platform of experience England and Scotland, combined with new country entrances in Holland and Italy.”
Skytanking’s growth continues to be strengthened by its acquisitions, particularly Airbase GSE and Airworld Handling. These acquisitions have further expanded the company’s operational capabilities and market presence in Europe.
The purchase of Airbase GSE improves ground handling services and operational efficiency at key airports by providing air cargo unit load device (ULD) repair and logistics services, as well as cabin repair and maintenance services at London Heathrow Airport (UK) and Frankfurt Airport (Germany).
Airworld Handling, meanwhile, is a cargo and mail handler with a complementary border inspection post (BIP) business operating at
London Heathrow Airport.
Both acquisitions signify Skytanking’s entrance into border and cargo security and ULD management, as they bring valuable expertise and connections that align with the company’s goals of expanding its service offerings and geographical range.
“As a PrimeFlight company, Skytanking is able to benefit from a network of subsidiaries with global reach and vast operational knowledge in almost every facet of aviation support. Skytanking also has Engineering and Technical Services departments that provide clients with fuel-specific professional assistance, even if we are not currently present in that particular country.
“We have always had a strong presence in Germany, Austria, Switzerland, Belgium, Luxembourg, and South Africa, but in recent years, we have been successful in expanding organically and inorganically in Australia and are excited to continue
to build strong relations in the Middle East and Asia,” Powell concludes. As the aviation industry advances, it presents a plethora of opportunities for growth, innovation, and enhanced service delivery, all contributing to a more interconnected world, and together, PrimeFlight and Skytanking is poised to be a key component of this evolution.
Dragados UK and Ireland has built an unbeatable formula of industry experience, financial muscle, and technological innovation to manage the conception, financing, design, construction, operation, and maintenance of ground-breaking infrastructure projects
Writer: Ed Budds | Project Manager: Ben Weaver
Dragados UK and Ireland (Dragados) is the wholly owned subsidiary of the Dragados Group.
After securing significant highway construction projects in the UK during the 1990s, the group officially established its UK and Ireland branch in 2006.
Setting up the foundations for acquiring more business and winning some of the UK’s most high-profile infrastructure projects has, in a short
space of time, indicated the strength and clarity of Dragados’ goals.
The company has integrated and responded successfully to the demands of the UK and Irish markets, using its own culture to bring a fresh perspective, innovation, and new way of working on some of the country’s most complex engineering challenges.
Utilising a world-class team of engineering experts, the Dragados Group has also completed flagship
projects all over the world across the water and transport sectors, including numerous major high-speed rail projects.
A considerable portfolio of work has been realised by the group’s sheer size, technical intricacy, latest technology, innovation, and careful operation.
This elite prowess has earned awards for health and safety, community engagement, and construction excellence along the way.
BUILDING A BRAND
The Dragados Group represents the impressive culmination of a strong entrepreneurial vocation, built over more than 90 years of activity, in which thousands of people have helped form one of the most important and promising companies in the construction sector – both in Europe and worldwide.
Having been awarded its first subway project in Spain in 1944, flash forward to 1965, and the group had
HS2 Curzon Street Station, Birmingham
COMMITMENT TO QUALITY AND ENVIRONMENTAL STEWARDSHIP
The Dragados Group is committed to:
• Monitoring and controlling construction procedures and materials to ensure quality and compliance with statutory and regulatory requirements.
• Achieving quality goals through a proactive process of open communication, trust, and a collaborative atmosphere of partnership.
• Developing and implementing a quality management system (QMS) that effectively and economically enhances technical experience, reduces potential risk of errors and omissions, and directs proper attention to liability concerns, emphasising proactive prevention, as opposed to reactive inspection, at its core.
• Striving for continuous improvement of the QMS and ensuring the quality policy is met or exceeded on all projects.
• Planning processes and carrying out operations whilst taking effective measures to cause minimum environmental impact.
• Achieving environmental goals through a proactive process comprising open communication, trust, and a culture of partnership.
• Developing and implementing an environmental management system (EMS) focused on reducing pollution and the generation of waste.
• Striving for the continuous improvement of the EMS and ensuring the environmental policy is applied across all projects.
begun an international push, winning its first contract for underground works.
Since then, the Dragados Group has been awarded more than 550 underground projects in 20 countries on five continents.
It specialises in the study, design, and execution of all civil and building infrastructure projects, with unique expertise in jobs which are unique due to their technical complexity, construction procedures, scale, or high level of specialisation.
The numerous milestones achieved throughout the Dragados Group’s history endorse its professional trajectory, with notable achievements in the areas of transport infrastructure, hydraulic works, and underground works within the civil engineering sector.
In the vast and ever-expanding construction sector, the group’s specialisation is evident in its execution of large, non-residential projects.
Queensferry Crossing, Edinburgh
Over 50 Years of Forming Relationships
For
As
DRAGADOS’ KEY PROJECTS
• Queensferry Crossing, Edinburgh
• Crossrail Eastern Running Tunnels, London
• Waterford Bridge, Ireland
• M11 Enniscorthy Bypass, Ireland
• N25 New Ross Bypass, Ireland
• BSCU, London
• High Speed 2 (HS2) Euston Station, London
• HS2 Curzon Street Station, Birmingham
Alongside this, the Dragados Group has worked tirelessly to achieve the size, financial capacity, and technological innovation necessary to assume comprehensive infrastructure management through the process of conception, financing, design, construction, operation, and maintenance.
KEY PROJECTS
One of Dragados’ most notable projects to date is the Waterford Bridge, a landmark structure for Waterford, Ireland, and the surrounding areas, which features the longest spanning bridge structure in the country.
This cable-stayed bridge has a single
main concrete pylon measuring 378 feet (ft) high on the southern bank of the river. A series of stay cables fan out from the top of the tower to support the main span at intervals of about 33ft. Corresponding cables fan to the back span, using the weight of the structure as well as anchor piles to balance the forces.
Over in the UK, Dragados was also responsible for the Bank Station Capacity Upgrade (BSCU) on the London Underground.
Located in the heart of the city’s financial district, Bank station is a major transport gateway and remains strategically important to London and the UK’s economy.
It is a network-critical destination and interchange station for Transport for London (TfL), hosting well over 100,000 passengers in peak periods with nearly 400,000 journeys every weekday.
The essential work carried out by Dragados on the BSCU has improved passenger access, circulation, and interchange. These improvements have increased capacity by 45 percent during peak hours and reduced overall journey times.
Additionally, the BSCU has delivered a new passenger entrance on Cannon Street with lift and escalator connections, Northern Line passenger concourse, southbound
train and platform tunnel, and internal passenger connections between underground lines, alongside stepfree access and moving walkways.
INNOVATION IS KEY
Dragados considers innovation to be one of the key factors required to develop the initial bid, project, and execution of civil works and build projects’ infrastructure.
In this way, the company promotes a creative corporate culture that encourages innovation and supports the use of groundbreaking technologies, processes, products, and materials.
This policy results in increased
profitability thanks to the high level of client satisfaction and improvements in safety, productivity, and quality within every facet of the business.
By disseminating its expertise and experience, Dragados supports the education and knowledge of the most up-to-date techniques, liaising with research and technology centres, universities, as well as private institutions connected with innovation to supplement optimised capabilities.
With many signature projects completed in the UK and Ireland and a tried and tested operating model in place, Dragados is set to continue thriving as it adds to its world-class construction portfolio.
Waterford Bridge, Ireland
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
HOW WOULD YOU DESCRIBE YOUR STYLE OF LEADERSHIP?
Evren Oren COO, Saloro SLU
“In the initial phase after the acquisition, I adopted a transactional leadership approach –identifying critical gaps, setting clear priorities, and executing structured plans with accountability.
“Now, we’re transitioning into a phase of transformational leadership. My goal is to empower the team to drive performance independently within a framework of well-defined key performance indicators (KPIs).
“I’m hands-on when needed but believe in coaching and trust. Mining is a people business, but long-term excellence depends on robust systems, not individual heroes. My leadership philosophy is to build a resilient, self-steering team aligned around shared values and clear objectives.”
Mark Cooper Vice President of Sourcing, Martin-Baker
“I try to use a democratic leadership style where opinions are valued and considered, authority is delegated, and individuals are coached to develop and grow. I personally believe this is the most sustainable and effective approach to leadership, especially in a complex environment.
“I couldn’t ever feel qualified enough to answer every question, so when a difficult problem arises, it is my job to facilitate discussion and ensure we have the right people in the room to collaborate on solutions.”
Emre Akin Chief Operating Officer, Europe, Nurol Makina
“Our company is not just another bureaucratic or hierarchical organisation – we try to be very horizontal. These are not just words – we are living on the initiatives, goodwill, and dedication of our staff, so our leadership style is based on a belief that leaders should not just ‘get’ privileges – in fact, they should work harder and support the people in the organisation to grow and realise their potential. This is the message from our CEO to all directors and managers.”
“My leadership style is centred on fostering collaboration, innovation, and continuous growth, ensuring Emirates Glass maintains its reputation as a dynamic, proactive,
and market-driven provider of quality glass products. I believe in empowering my team, cultivating an environment where each member is valued and encouraged to contribute their expertise towards our collective success.
“I lead by example, ensuring transparency in decision-making and reinforcing the importance of maintaining pricing standards that align with specifications. Striving for continuous improvement is integral to my leadership philosophy.
“Ultimately, my leadership is built on mutual respect, strategic thinking, and adaptability, ensuring Emirates Glass remains at the forefront of the industry whilst inspiring our team to exceed expectations and drive longterm success.”
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