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STANDING TO ATTENTION
Welcome to our 66th edition of EME Outlook magazine.
Disciplined and alert on this edition’s front cover is the Ministry of Defence of the Republic of Croatia, currently undergoing a historic modernisation of its armed forces in the face of continued geopolitical uncertainties.
This is most aptly reflected by its significant investment in cutting-edge rocket launcher systems.
“Investment in defence should not be seen as a cost, but rather as an investment in peace and the economic progress of the country,” prides Ivan Anušić, Croatia’s Minister of Defence.
Such responsibilities to Croatia’s defence industry can be similarly felt by fellow Croat, Orqa, who has emerged over the last seven years as an innovationorientated manufacturer of advanced remote reliability unmanned products for the European defence market.
“The journey ahead is going to be about leveraging the advancements of unmanned technologies and taking them back to their civilian roots, improving how we use unmanned systems in public safety, enterprise, and ultimately consumer spaces,” outlines Srđan Kovačević, CEO.
From the protection of sovereign capabilities to the affirmation of environmental awareness, this edition also returns to the Renewable Energy Association (REA) - the UK’s largest renewable energy trade body that continues to be a driving force in the country’s clean energy transition.
Talking to the association’s CEO, Trevor Hutchings, we learn more about its role as an advocate for a progressively environmental regulatory landscape.
“Now, more than ever, the REA needs to be a strong voice for the sector to help the government not only get the job done but be prepared to hold their feet to the fire if they fall short,” he asserts.
Elsewhere, Tesmec Group (Tesmec) is deploying its state-of-the-art surface mining and trenching equipment to crack some of the region’s toughest mining projects.
“An unrivalled level of reliability and adaptability makes Tesmec the ideal choice for challenging operations across a wide range of industries”, asserts Marco Paredi, Business Unit Director of the group’s trenching and surface mining division.
This edition also showcases the evolution of the Estonian technology industry and the life-changing innovations of Proteor, amongst others.
We hope that you enjoy your read!
Lucy Pilgrim Deputy Head of Editorial, Outlook Publishing
Around Europe and the Middle East in seven stories…
IRELAND TAKES A BITE OF THE APPLE
HAVING BEEN AWARDED over €14 billion in windfall tax from technology giant Apple in 2018, the Irish government has provided further detail on where it intends to allocate the money.
First, it will shore up the country’s National Development Plan (NDP), before investing in housing, energy, water, and transportation projects between 2026 and 2030.
It has also been confirmed that
approximately €1 billion will be committed to the cross-border Shared Island Fund, which seeks to enhance cooperation between Northern Ireland and the Republic of Ireland.
The recovered taxes were granted as a result of a European Commission ruling that determined Ireland had previously allowed Apple to pay a significantly lower tax rate than other businesses.
EUROSTAR’S MONOPOLY ON CHANNEL TUNNEL IN JEOPARDY
A NUMBER OF companies are hoping to end Eurostar’s 30-year exclusive hold on passenger train services through the Channel tunnel, with Virgin Group and UK start-up Gemini Trains amongst those competing for a contract.
AGRICULTURE
EU CHAMPIONS LOCALLY GROWN FRUIT AND VEG
A RENEWED PUSH to prioritise ‘Made in Europe’ foods has seen the European Commission advocate for more EU-grown fruits and vegetables to appear on menus and across the continent’s schools.
Part of its Farm to Fork strategy and revised Common Agricultural Policy (CAP), the executive body is advocating for more structured public procurement rules that favour locally grown, seasonal produce.
Alongside reducing export dependency and shortening supply chains, the initiative simultaneously seeks to improve the nutritional value of school meals whilst supporting local farmers.
It also closely aligns with the EU’s existing School Scheme, which
Eurostar has since urged the Office of Rail and Road (ORR) that a premature decision could endanger its long-term planned investment and expansion, which would provide local employment opportunities and extensive economic benefits.
The high-speed train operator is on the verge of finalising an order for 50 more trains to expand its fleet and has pledged new direct routes to Frankfurt, Germany, and Geneva, Switzerland.
SWISS-APPROVED MALARIA DRUG MAKES WAVES
THE FIRST DRUG to treat malaria in infants has recently been approved by Swissmedic, Switzerland’s authority for medical products.
Developed by Basel-based pharmaceutical company Novartis, the newly approved medication, Coartem® Baby, will be introduced to areas where Malaria is endemic.
Swissmedic cites the significance of the medicine’s swift approval process to its partnership with the World Health Organisation (WHO), helping developing countries in need
SAUDI-EUROPE ENERGY EXPORT CORRIDOR ANTICIPATED
SAUDI ELECTRIC POWER
generation company, ACWA Power, has signed agreements with several international partners to create a green hydrogen and renewable energy export value chain between the Middle East and Europe.
of accessing such treatments.
Intended for infants weighing between two and five kilogrammes, the drug paves the way to recovery for African nations hit hard by malaria.
TRANSPORT INCREASED CONNECTIVITY FOR DUBAI TRANSPORT
THE ROAD AND Transit Authority (RTA) in Dubai has completed the installation of free Wi-Fi across its entire fleet of 259 intercity buses.
The initiative represents part of the authority’s wider transportation transformation programme across its services.
Enabling passengers to browse the internet, work online, and handle personal matters whilst travelling between emirates, the development is being hailed as revolutionary.
A multi-party memorandum of understanding (MoU) was signed by French company TotalEnergies, Italian businesses Edison and Zhero, and EnBW, a German company.
The agreement launches a shared framework to assess the market demand and feasibility of developing large-scale renewable energy projects dedicated for export from Saudi Arabia, alongside the creation of an electricity delivery corridor to Europe.
It also aligns with the United Arab Emirate’s (UAE’s) digital strategy, which seeks to transform the nation into a global leader in the digital economy.
ECONOMY
FRANCE DELIBERATES SLASHING PUBLIC HOLIDAYS
FRENCH PRIME MINISTER, François Bayrou, has recently suggested the country should give up two of its 11 public holidays – Easter Monday and Victory in Europe (VE) day on the 8th May – in a bid to recover the economy.
Bayrou’s proposal would instead see French nationals working these days, increasing the country’s economic output and reducing its crippling debt.
Despite being under pressure to bring its 5.8 percent public deficit to under three percent as required by EU rules, the notion of slashing public holidays has unsurprisingly been met with a mixture of outrage and disbelief by the public, making the proposal unlikely to go ahead.
THE NEW HEIGHTS OF LUXURY
Airports are evolving into sophisticated retail destinations, providing brands with opportunities to engage high-value customers. Natalie Reid, Head of Loyalty at BBD Perfect Storm, explores how curated airport experiences are redefining the travel journey
Writer: Natalie Reid, Head of Loyalty, BBD Perfect Storm
Airports are now offering brands a passport to the pinnacle of luxury retail.
Shopping experiences are changing rapidly, with consumers pickier than ever about where and why they spend.
PwC’s spring 2025 data shows that 70 percent of consumers expect to spend less in the next three months, whilst Deloitte data found that 90 percent of Middle Eastern customers prefer online shopping. However, for luxury brands, maintaining high-value, in-store customers is essential.
As retailers rush to capture and keep up with dwindling foot traffic,
they’re increasingly investing in a new premium shopping hub: airports. Luxurious pop-ups, in-flight shopping, and retail orientated airline partnerships are shaping a new world of commerce and opening up fresh opportunities for brands to create loyalty touchpoints beyond traditional stores.
FLIGHTS OF FANCY
The duty-free market is growing fast, but it’s in the luxury space that the most opportunities lie.
Brands like Burberry, BVLGARI, and Coach are investing in creating curated brand moments for a
globally-minded audience, as they enter ‘holiday mode’. Holidaymakers are naturally open to new experiences, relaxed, and optimistic, and the airport offers brands a chance to play a key role in the joy of their holiday.
Once viewed simply as a place to pass time, duty-free has evolved into a high street for highfliers, and travellers’ luxury of time is the perfect forum for brands to offer delight, indulgence, and unexpected experiences that will convert to highvalue sales.
Last year, Qatar Duty Free (QDF) hosted the Dior Luxury Beauty Retreat, a groundbreaking duty-free activation that offered passengers a spa-like experience. The luxe event moved beyond sales to emulate the Dior lifestyle, creating meaningful branded moments for shoppers whilst they waited for their flights.
With thoughtful experiences like Dior’s, duty-free offers fertile ground for retailers to unlock emotional loyalty by moving beyond deals and transactions, building real affinity from high-value shoppers.
DESTINATION SHOPPING
The magic doesn’t have to start at the security gates. Increasingly, duty-free shopping is something that travellers anticipate as a key part of their journey – a destination within a destination.
Brands in this space are focusing on unique experiences, such as exclusive product drops, bespoke pop-ups, and competitions for shoppers. There’s always something unexpected to experience.
It’s a world of excitement that inspired QDF’s new brand tagline, ‘You’ve Arrived’.
In BBD Perfect Storm’s work with the brand, the 25th birthday campaign centred on the unbeatable experience of the world’s best airport shopping, showcasing the sense of awe and excitement in a campaign video that ran across social platforms,
digital out-of-home, and in the airport itself.
This unique shopping experience offers brands and shoppers a new world of luxury experiences, one so exclusive that you need a passport and ticket to gain entry.
Imagine passengers choosing longer layovers, or arriving at the airport earlier just to indulge and discover their favourite stores. It’s already happening, and brands are keen to invest in this vision. QDF sales are rising 12 percent year-on-year across more than 200 retail and food and beverage outlets.
As increasingly seamless travelretail ecosystems integrate airline, airport, and retail models, passengers gain access to 5-star shopping experiences.
With a holy trinity of customer insights and experiences, brands like QDF can power cross-brand collaborations, meet shoppers where they are, and offer a more connected loyalty ecosystem across the whole travel journey. Retailers that bring their brands to life in the terminal can continue to inspire passengers until they disembark.
Last Christmas, Chanel created a masterclass on how to host a holiday event. Designing a festive, interactive experience filled with personalised Chanel gifts, gift wrapping, grottos, and a snow-dusted forest in the middle of a terminal, Chanel’s Winter Tale brought winter to millions of travellers in a three-month airport takeover.
Rather than just offering a moment of delight, the luxury brand took the experience one step further.
Passengers arriving at Hamad International Airport received a dedicated Chanel email inviting them to explore the wonderland, whilst
passengers jetting out of the airport received a dedicated Chanel holiday campaign film to keep the magic of the activation fresh in their mind.
The experience may have been unmissable, but the invitation made it an event in a way that other retail sites simply couldn’t have offered.
MORE THAN MILES
Frequent fliers have the potential to be high-value shoppers for duty-free brands, particularly high-end retailers.
Typically brand loyal, they already collect air miles with their favourite airlines and gravitate towards luxury experiences. As frequent flyers begin to see airport retail as part of their travel ritual, luxury retailers showing up in these spaces can build recurring engagement, strengthening an existing brand relationship and unlocking long-term, real loyalty.
Qatar Airways has recently launched its Privilege Club Pro subscription service, combining the retail and in-flight experiences for its top customers. Members can now earn and redeem Avios across QDF’s retail network, blurring the line between travel and lifestyle rewards and incentivising passengers to make the most of the innovative retail experiences available to them.
What makes duty-free such a powerful retail hub is also what makes a loyalty scheme so powerful: exclusivity, luxury, and a brand-led experience. By embracing the full airport ecosystem, including the magic of duty-free shopping, airlines can move beyond ‘deal loyalty’ and meaningfully enhance passengers’ experience from door to door.
As retailers take notice of the airport opportunity, they can do much more than just open a duty-free store. Like Chanel
and Dior, they should bring exciting, new and meaningful experiences to make the most of the duty-free opportunity.
We’re seeing the rise of a truly premium destination for modern shoppers and travellers, and it’s raising the bar for retail experiences across the board. The sky’s no longer the limit.
ABOUT THE EXPERT
With over 20 years of experience in customer engagement, Natalie Reid has spent the past seven years as the Head of Loyalty at BBD Perfect Storm – an independent brand and cultural transformation company. At BBD Perfect Storm, Reid focuses on transformative loyalty and customer relationship management (CRM) strategies that deliver measurable impact.
She collaborates with clients across retail, leisure, finance, hospitality, travel, and luxury to optimise customer relationships and drive value for both customer and brand. Specialising in loyalty strategy and design, CRM, and member experience, she partners with leading brands across luxury, retail, travel, and finance to build deeper customer relationships and drive long-term value.
Reid is passionate about transforming transactional interactions into meaningful emotional connections. She believes the most effective loyalty programmes are those that don’t feel like programmes at all; instead, they reflect a genuine, valuable relationship between brand and customer.
EMPOWERING CROATIAN DEFENCE
The Ministry of Defence of the Republic of Croatia is responsible for overseeing and organising the nation’s armed forces. We speak to Minister of Defence, Ivan Anušić, about the exciting slate of developments underway
Writer: Ed Budds
EME Outlook (EO): Firstly, could you explain the origins of the Ministry of Defence of the Republic of Croatia?
Ivan Anušić, Minister of Defence (IA): The Ministry of Defence of the Republic of Croatia (MORH) was founded at a time of profound historical change – a period we Croats often refer to as the days of pride and glory.
This was the period when our country made the decision to fulfil its long-held aspirations for independence, sovereignty, and statehood. MORH was established following Croatia’s first multi-party elections in 1990, marking the beginning of our separation from communist Yugoslavia and the
creation of an independent nation.
This period also coincided with the collapse of communism in Eastern Europe. However, the process of establishing an independent state was far from peaceful, as it was marked by Serbia’s aggressive war against Croatia.
MORH and the Croatian armed forces were created under wartime conditions, as Croatian war veterans fought for a free and sovereign nation.
This is why we often refer to our armed forces as a victorious army, one that was forged in the defence of its homeland, overcoming a far more powerful Serbian adversary – despite being initially under-equipped – and ultimately securing our freedom.
EO: Since its inception, how has MORH developed and progressed in terms of its key objectives?
IA: MORH has undergone several phases of development, shaped by the geopolitical and security challenges Croatia faced during its separation from communist Yugoslavia.
In the early 1990s, during the Homeland War, all efforts were directed towards building the Croatian armed forces. At the time, until January 1992, Croatia remained an unrecognised state under the UN arms embargo. It was a difficult period, but with the support of a few allies, we managed to acquire the necessary weaponry.
“INVESTMENT IN DEFENCE SHOULD NOT BE SEEN AS A COST, BUT RATHER AS AN INVESTMENT IN PEACE AND THE ECONOMIC PROGRESS OF THE COUNTRY”
–
IVAN ANUŠIĆ, MINISTER OF DEFENCE, MINISTRY OF DEFENCE OF THE REPUBLIC OF CROATIA
Standing firmly alongside the victorious Croatian forces was MORH, led by the Minister of Defence at the time, Gojko Šušak, and the first Croatian President, Franjo Tuđman. Following the war, MORH focused on building a peacetime defence system based on a doctrine of deterrence. Croatia’s key national objectives during that period centered on the integration into EuroAtlantic institutions – specifically the EU and NATO.
EO: What is your current take on the defence landscape across both Croatia and the broader European region?
IA: Europe stands at a historic
crossroads. Firstly, Russia’s aggression against Ukraine has profoundly disrupted the security and geopolitical landscape.
Second, the stance of the new US administration signals that Europe must take greater responsibility for its own security.
The message is clear – it is now or never. Europe must acknowledge that it can no longer depend on others for its security and must significantly increase its investments in defence and the development of its own industry.
Only through these efforts can Europe ensure lasting peace on its own soil. I must also emphasise that Croatia stands firmly with Ukraine. Having endured our own bloody
conflicts, we deeply understand and empathise with the challenges the country is facing.
Elsewhere, from a geopolitical and security perspective, stability in Southeast Europe is of paramount importance to Croatia. Two critical areas demand our attention – Kosovo and Bosnia and Herzegovina.
As Croatia’s Minister of Defence, I consistently emphasise – both diplomatically and militarily – the need for special focus on these potentially volatile areas.
Croatia, Albania, and Kosovo recently signed a trilateral defence declaration to strengthen cooperation and reinforce our alliances as we share a vested interest in the security of Southeast Europe.
“WE ARE CURRENTLY UNDERTAKING A HISTORIC MODERNISATION OF THE CROATIAN ARMED FORCES WITH SUSTAINED INVESTMENT IN EQUIPMENT”
The region faces numerous security dangers, particularly in the areas of hybrid and cyber threats. Through this declaration, we also reaffirm our support for Kosovo and Albania’s Euro-Atlantic paths.
EO: What trends are currently transforming the defense industry and how are you responding to them?
IA: MORH, together with the Croatian government, places strong emphasis on supporting the domestic defence industry.
Our goal is to further strengthen and advance the sector, particularly
by encouraging companies that are developing new defence technologies and innovative solutions.
Some Croatian companies export to both US and European markets and are recognised as leaders in their fields of innovation. We are committed to providing these companies with even greater opportunities for growth and development.
Investment in defence should not be seen as a cost, but rather as an investment in peace and the economic progress of the country. For example, members of our domestic armed forces are fully equipped with equipment produced by Croatian defence manufacturers.
EO: Are there any recent projects you’re working on that you’d like to celebrate?
IA: We are currently undertaking a historic modernisation of the Croatian armed forces with sustained investment in equipment.
MORH has signed a contract for the acquisition of eight High Mobility Artillery Rocket System (HIMARS) multiple rocket launcher systems.
In addition, we are procuring 44 state-of-the-art Leopard 2A8 tanks, and we expect the delivery of six armed Bayraktar TB2 drones in September.
Elsewhere, we are preparing to initiate the procurement process for corvette warships and medium-range air defence systems.
The ceremony marking the 20th anniversary of the founding of the “Wings of Storm” acrobatic group of the Croatian Air Force, attended by the Minister of Defence Ivan Anušić and the Chief of the CAF General Staff LTG Tihomir Kundid, held at the Colonel Mirko Vukušić barracks at Zemunik
Our air force has been modernised with the acquisition of 12 used Rafale combat aircraft and, at the end of April this year, we completed the formation of our combat squadron.
EO: How do you see MORH developing over the next five years?
IA: When we speak about the development of MORH, we are primarily referring to upgrading the Croatian armed forces.
Over the next five years, our goal is to establish a fully equipped, modern military capable of deterring any potential threat.
This vision is well within reach, especially considering that most key weapons systems we are currently acquiring are expected to be
delivered by 2028.
We also have high expectations for the ReArm Europe plan, provided that bureaucratic procedures are simplified and procurement processes accelerated.
I recently addressed this topic at the Defence24 Days international security conference in Warsaw.
The shift towards joint procurement is a positive development as it expedites acquisition processes and facilitates more cost-effective pricing.
However, since the beginning of Russia’s aggression against Ukraine, procurement processes have slowed significantly, whilst prices have surged. For this reason, it is more important than ever to invest in and further develop our domestic defence industry.
EO: Finally, what key targets do you hope to achieve moving forwards?
IA: Beyond our intensive efforts to equip and modernise the Croatian armed forces and increase defence spending, we are fully aware that a motivated, well-compensated, and well-supported soldier represents the core strength of our defence system.
As such, our goal is to continue improving the quality of life for members of the Croatian armed forces.
Last year, we raised the average salary for all active-duty personnel by 30 percent, and we remain committed to continuing along this path.
In addition to further improving financial benefits, we will provide members with access to subsidised housing loans and other benefits.
CLAWING THEIR WAY TO VICTORY
Historically, the British and Irish Lions rugby team hadn’t lost an opening tour game since 1971 – earning them a winning streak that extended beyond 50 years of roaring success.
However, this infamy came to a startling halt on the 20th June 2025, when the Argentinian Pumas asserted themselves as the real kings of the jungle, baring their fangs and unparalleled tenacity in a 28-24 win at the Aviva Stadium in Dublin.
The match was the first time the Lions played under the direction of Head Coach Andy Farrell, who walked on familiar grounds in an effort to return the team to its former glory following the 2021 series defeat in South Africa.
Despite their lacklustre performance, the Lions were met with a ‘Sea of Red’ as the sold-out stadium was filled to the brim with fans adorned in the team colour as a patriotic send-off before the squad embarks on the 2025 tour to Australia, where they will play nine games across the country, starting with the Wallabies.
The special atmosphere that enveloped the stadium was unmissable, as the match was not only the first time the British and Irish team lost an opening tour game in over five decades, but also a historic moment for the Pumas as it was their first win against the Lions since 1910 – making the match a rare sight to behold, regardless of one’s team.
Argentina, the Rugby World Cup semi-finalists, had one word that defined their success on that Friday – cohesion.
MAKING HISTORY
Proving to be hungrier for the victory, the Pumas dominated the Lions from the start, as the British and Irish squad were unable to find a way through the determined visitors’ defensive display, which proved to be powerful and deeply resilient.
The Pumas proved more ferocious than the Lions as Argentina cinched a ruthless victory over the British and Irish team in a historic game played at sold-out Aviva
Whilst the Lions enjoyed possession for the majority of the match, in addition to having a better scrum and only losing five penalties, they led the way for a mere total of 12 out of 80 minutes, with Argentina punishing their sloppy errors to claim victory.
What the Lions have undoubtedly learnt from the match is the need to be more clinical with the ball, as they forced far too many passes under pressure from the Pumas’ outstanding defence.
The good news for the home team is that they didn’t experience any tour-ending injuries, and this defeat will force Head Coach Farrell to critically assess the steps required to mould the squad into one capable of merging consistent possession with unyielding defence, particularly as they face several iconic teams during their Australian venture.
The Pumas, powerful and pummelling in their assault, scored the first points via a penalty from player Tomás Albornoz, and the first try of the match, which was completed in style by winger Ignacio Mendy following a cut-out pass from Albornoz to fullback Santiago Carreras in a gap.
Meanwhile, the Lions unfortunately had two of their tries ruled out for knock-ons. However, Bundee Aki was able to successfully get their first points on the board when he burst through three defenders to score an impressive try.
THE REAL KINGS OF THE JUNGLE
The second quarter of the match proved to be all Argentina.
Albornoz – one of the stars of the show – kicked two more penalties, followed by a conversion of his own injury-time try for a 21-10 lead.
The highlights of the game proved to be two Pumas tries from inside their own 22-yard line, which featured a spectacular play from Santiago Cordero.
Equally, the Lions faltered in protecting their ruck ball whilst within the Argentina 22-yard line, allowing the Pumas to set Albornoz away in an 80-metre counterattack; however, the British and Irish team then rubbed out the deficit thanks to the effort of the forwards.
Furthermore, a penalty try from a lineout maul sent Argentinian prop Mayco Vivas to the dreaded sin-bin, which the Lions used to their advantage to give Tadhg Beirne a converted try.
Despite this advantageous play, only moments later, the Pumas began an unstoppable counterattack that was expertly finished by a swan dive from Cordero, securing the team’s dominance and lead.
Even with 22 minutes left in the match, the Lions were unable to muster a reply to these sweeping attacks.
Whilst the game may have been a humbling experience for the Lions, the result will be regarded as nothing more than a minor setback and a source of inspiration as the team heads to the land Down Under for their nine-game tour.
legends live forever
We preview the most anticipated reunion shows of all time, as Oasis embark on their long-awaited comeback world tour
Writer: Ed Budds
22nd August, 2009, is a date many will never forget, marking a sad day for music.
The seemingly innocuous summer’s evening was the last time fans saw Oasis perform together and signified the end of an incredible era that had seen the band dominate the world of rock’n’roll for almost two decades.
Their final performance 16 years ago was headlining V Festival in Staffordshire, the UK.
Less than a week later, following building tensions between brothers Liam and Noel Gallagher, Oasis officially announced their split just minutes before their scheduled appearance at the Rock en Seine festival in Paris, France.
However, on 27th August, 2024, an agonising 14 years and 364 days since they split, Oasis made dreams come true and rose like a phoenix from the flames, announcing their masterplan to play a string of dates in the UK and Ireland throughout 2025, alongside further gigs across the globe later in the year.
The UK dates include Cardiff’s Principality Stadium in Wales, Edinburgh’s Murrayfield Stadium in Scotland, and London’s Wembley Stadium, plus, of course, a run of epic homecoming shows at Manchester’s Heaton Park.
Furthermore, the 41-date world tour was announced two days before the 30th anniversary of their debut album, ‘Definitely Maybe’, and marked the biggest concert launch ever seen in the UK and Ireland.
LONDON CALLING
This summer belongs to Oasis, with the band’s long-awaited reunion tour signifying the event of the year for hundreds of thousands of Brits, after many believed that the Gallagher brothers may never reconcile.
Oasis Live‘25 setlist
1. Hello
Acquiesce
Morning Glory
Some Might Say
Bring it on Down
Cigarettes and Alcohol
Fade Away
Supersonic
Roll With it
Talk Tonight
Little by Little
Half the World Away
D’You Know What I Mean?
Stand by Me
Cast No Shadow
Slide Away
Whatever
Live Forever 19. Rock ‘n’ Roll Star Encore 20. The Masterplan
Don’t Look Back in Anger
Wonderwall
Champagne Supernova
At the time of writing, Oasis had already played two magnificent shows in Cardiff and five triumphant gigs in their hometown of Manchester.
Now, it’s London’s turn over the next fortnight, as more than 450,000 people will descend on the UK capital to witness the legendary reunion for themselves.
Oasis will play five dates at Wembley Stadium over the course of July and August, followed by two shows in late September. They kick off their Wembley residency on Friday 25th July, followed by further dates on Saturday 26th and Wednesday 30th July, alongside Saturday 2nd and Sunday 3rd August.
There will then be an eight-week gap which will see the band perform dates in Edinburgh and Dublin, as well as numerous international shows before they return for their two final dates at Wembley on Saturday 27th and Sunday 28th September.
For the London shows, superfans that opted to splash out on the ultimate ticket package will enjoy priority standing, pre-show party access, exclusive entry to a private Oasis exhibition, premium collectable items, an exclusive merchandise package, a numbered lithograph, and a commemorative laminate ticket.
As a further treat for fans, Wembley Park has announced a new outdoor exhibition of iconic Oasis photos in the run-up to the massive London gigs, so make sure to arrive a little earlier.
Featuring over 20 powerful images of the Gallagher brothers from their early days, the open-air exhibition is a must for avid fans and music lovers alike.
Shot by legendary photographer Kevin Cummins, the stunning portraits are displayed at key locations around the neighbourhood – including outside Wembley Stadium, along Olympic Way, and near BOXPARK Wembley.
SUPERSONIC SPENDING SPREE
Oasis fans are set to pump an incredible £940 million into the UK economy as the domestic leg of the world tour is projected to spark an unprecedented local spending surge.
Each show is forecasted to generate over £55 million in attendee spend, covering everything from tickets and travel to food, drink, shopping, merchandise, and overnight stays.
These gigs are not simply a once-in-a-generation music event
– they represent a serious economic opportunity and a home-grown success story with national financial reach. With nearly 60 percent of spending staying in local communities, this monumental tour is set to deliver a powerful and lasting boost to high streets, hospitality, and tourism across the UK.
WHO IS THERE AND WHAT WILL THEY PLAY?
Alongside Liam and Noel, the rest of the band’s lineup has been confirmed
to include original member Paul ‘Bonehead’ Arthurs on rhythm guitar, joined by fellow guitarist Gem Archer, Andy Bell on bass, Joey Waronker on drums, and keyboardist Christian Madden.
For all UK shows, Oasis will be supported by The Verve frontman, Richard Ashcroft, playing hits from his solo career as well as classics from the band’s back catalogue such as ‘Lucky Man’, ‘The Drugs Don’t Work’, and the iconic ‘Bittersweet Symphony’.
The gigs will also be opened each night by Britpop band Cast.
Looking at the setlists so far, the Gallaghers have played the same 23 songs in the same order for all of their Live ‘25 shows, beginning with ‘Hello’ and finishing with the epic climax of ‘Champagne Supernova’.
Only one song, ‘Little by Little’, has been played from any of the band’s four post-2000 albums, with the set heavily drawing from their most beloved 1990s material.
Oasisby numbers
1991 – The band performed their first gig under the name ‘Oasis’ at The Boardwalk in Manchester on 14th August 1991.
75,000,000 – Records sold worldwide, making the band one of the best-selling music artists of all time.
Seven – Studio albums released.
142 – Songs recorded and released.
696,000 – Physical copies sold of 1997 album ‘Be Here Now’ in the first three days, making it the fastest-selling album in UK history.
Eight – Number one singles in the UK charts. Their first came in 1995 with ‘Some Might Say’ and their last was ‘The Importance of Being Idle’ in 2005.
23 – Top 40 hits in the UK charts.
17 – Total number of NME awards won by Oasis. They also picked up six Brit Awards and nine Q Awards.
250,000 – In 1996, more than 250,000 fans watched Oasis play two shows at Knebworth at the height of Britpop.
1.6 billion – Streams on Spotify of ‘Wonderwall’.
16 – Years spent apart between Oasis’s split in 2009 and this year’s comeback world tour.
SPOTLIGHT ON UK RENEWABLE ENERGY
Efficiently reducing its reliance on historically volatile international energy markets, the UK continuously champions the use of renewable resources as it ushers in a new era of clean energy independence
Writer: Lucy Pilgrim | Project Manager: Joseph Perfitt
The UK’s renewable energy sector has significantly developed in recent years, most pointedly due to a change in government leadership in July 2024 that caused a shift in environmental policy, driving a step change in the country’s energy transition.
On a mission to position the UK at the forefront of global clean energy generation, the government’s Department for Energy Security and Net Zero (DESNZ) has introduced numerous notable measures that aim to grow the nation’s renewable energy capacity and make it secure by 2030.
Such targets comprise the key milestones of the Clean Power 2030 Action Plan (CP2030) that is purpose-driven to overcome three core obstacles to the energy transition, namely: the need for a secure and affordable energy supply; the creation of essential new energy industries that will be supported by thousands of skilled workers; and the need to reduce greenhouse gas (GHG) emissions and limit the UK’s contributions to climate change.
Diligently working towards such targets, CP2030 plans to create an innovative clean energy system that will rapidly develop the country’s renewable energy capacity through next-generation technologies over the next five years.
In partnership with Ofgem, the government will also introduce a Long Duration Electricity Storage (LDES) cap and floor scheme, which will work to successfully deliver greater electricity interconnection by providing a minimum amount of revenue for LDES investors, facilitating greater funding for the asset whilst also providing support for its operators.
These strategies will create major positive impacts for the UK’s private sector and homeowners, who are continuously transitioning towards renewable energy sources as they become more affordable and readily accessible, which will, in turn, reduce the nationwide dependence on fossil fuels.
On top of this, the progression of renewable energies and drive for clean power will unlock thousands of jobs across the country and boost energy security, paving the way for a new age of UK renewable power.
INTERVIEW:
RENEWABLE ENERGY ASSOCIATION (REA)
As the UK’s largest renewable energy trade body, the Renewable Energy Association (REA) continues to be a driving force in the country’s clean energy transition. We return to the association and learn more about its role as advocate for a progressively environmental regulatory landscape with CEO, Trevor Hutchings
EME Outlook (EO): Firstly, how would you say the UK renewable energy sector has evolved since we last spoke to the Renewable Energy Association (REA) in 2023?
Trevor Hutchings, CEO (TH): The renewable energy sector continues to grow apace. Around 50 percent of our electricity now comes from these technologies whose cost continues to fall, with renewable energy sources now being the cheapest form of new power generation.
The overall economics of moving to clean energy are compelling, with the drive to net zero being the financial opportunity of the 21st century. Indeed, the net zero economy has grown 10.1 percent since 2023, outstripping growth in other sectors.
Trevor Hutchings on BBC Breakfast
We have a new UK government that has made net zero and clean power a central mission, which has further boosted confidence in the sector and is starting to unblock some of the barriers to greater deployment such as planning reform and grid connection.
Public support for renewable energy also remains high, with 82 percent of people supporting renewables according to the government’s latest public attitudes tracker.
At the same time, however, we are experiencing political headwinds. Opposition parties have broken the political consensus on net zero that has existed since the Climate Change Act of 2008.
This is worrying, as much of the debate is ideological rather than evidence-based, so it is essential that we continue to demonstrate the benefits of renewables and maintain momentum.
EO: How has the REA progressed in its role as an advocate and key driver of the transition from a fossil fuel driven society to a renewable one?
TH: The REA continues to advocate for the clean energy transition – ramping up renewable technologies and weaning ourselves off fossil fuels in an orderly manner.
Whilst we will still use oil and gas for decades to come, we must significantly reduce our dependence, and there are good reasons to do so.
For example, the recent energy crisis was rooted in the UK’s dependence on international gas markets which were upended by the conflict in Ukraine. In contrast, homegrown renewable energy sources would protect UK bill payers from such disruption in an increasingly unstable world.
A renewable energy system is characterised by distributed energy, local bioenergy, solar and wind farms, and a mixture of other generating assets. This diversity reduces the risk of a single point of failure, thereby increasing national security.
Now, more than ever, the REA needs to be a strong voice for the sector to help the government not only get the job done but be prepared to hold their feet to the fire if they fall short.
We are the largest renewable energy trade body in the UK with around 500 member organisations operating across the renewables value chain, having been a prominent voice in the sector for 25 years. But we must not rest on our laurels in the face of a rapidly changing landscape and the shifting needs and expectations of our members.
Wind farm, Naseby, England
EME Outlook (EME): Could you introduce Infinis, its services, and its partnerships, and provide some company background?
James Milne, CCO, Infinis (JM): We are one of the UK’s longest-established Independent Power Producers (IPPs), with a reputation built on engineering excellence, reliability and innovation. Focused initially on methane capture and electricity generation from landfill gas, we have evolved into a fully diversified renewables business, developing, constructing, operating and optimising a portfolio of low-carbon and flexible generation and energy storage assets.
Today, we produce renewable electricity from captured methane and solar, with further dispatched power from flexible generation and battery storage. Our services range from energy generation and private wire supply to bespoke Power Purchase Agreements (PPAs) that offer our partners long-term price certainty and meaningful emissions reductions.
We are backed by 3i Infrastructure, which supports our long-term growth and ambition to help deliver the UK’s energy transition. We work closely with landowners, off-takers, communities and corporates to provide flexible, future-focused solutions that align with national and corporate net zero goals.
EME: How do you currently work with corporates, and what sets you apart?
JM: We provide energy solutions
James UK, solutions,
James Milne, CCO of Infinis, a leading power producer in the UK, discusses progress through a tailored approach, innovative solutions, and a robust project pipeline
for corporates looking to decarbonise their operations and obtain long-term energy price security. Whether through long-term PPAs, private wire connections or developing local renewable generation sources, we help businesses access renewable power directly, with complete transparency and delivery assurance.
What sets Infinis apart is our mix of operational and development projects and renewable technologies across the UK, our ability to tailor solutions to corporate requirements. Infinis’ proven ability to execute stands out in a power purchase agreement (PPA) market that has a high failure rate due to planning or financing issues. Our mature project pipeline, strong operational platform, financial backing, in-house technical capabilities and embedded engineering, procurement, and construction (EPC) relationships ensure we deliver at pace and scale. Our latest construction of two solar photovoltaic (PV) projects to supply long-term renewable power to Arla Foods is recent proof of this in action.
EME: What’s next for the UK renewables industry?
JM: The sector is entering a pivotal phase. Clean Power 2030 offers clear direction, but unlocking renewables’ full potential requires key reforms to grid access, planning and ongoing policy support.
We back the National Energy System Operator’s (NESO) efforts to prioritise viable projects in areas of greatest
need, ensuring that the most shovel-ready and strategically located projects get connected first. Through the Planning and Infrastructure Bill and updates to the National Planning Policy Framework, planning reform is equally important to accelerate development timelines. Government policy must continue to support methane capture and electricity generation from landfill gas. As Renewables Obligation support falls away in March 2027, it is essential to recognise the ongoing value of these operations for both the control of UK emissions and as a source of low-carbon energy. Power generation from methane capture provides low-cost, baseload renewable electricity that supports grid stability and complements solar and wind.
EME: How is the company innovating and contributing to the UK’s net zero goals?
JM: Infinis plays a unique role in the transition by combining innovation with real-world delivery. Capturing methane (27 times more damaging than CO2) and converting it into renewable power reduces emissions and delivers reliable generation when it is needed and where it is needed on the distribution
network close to demand.
We are expanding our solar and battery portfolio, including on restored landfills and brownfield sites, to use land sustainably and support local supply.
Our long-term PPAs provide fixed-price, transparent access to renewable power for corporates. This improves supply resilience, supports decarbonisation strategies and reduces grid dependency, especially when delivered through private wire infrastructure.
By integrating methane capture, solar and battery storage, we offer transparent, locationspecific sources of renewable electricity and a credible pathway to 24/7 renewable power – shaped to demand, built for delivery and ready to scale –and fulfil sustainability goals.
Powering a sustainable future with corporate PPAs
Corporate PPAs with Infinis provide flexibility, long-term pricing security, and a clear path towards net zero.
Businesses across the UK are taking action to decarbonise and secure long-term energy resilience. At Infinis, we help them achieve this through corporate PPAs, offering direct access to 24/7 renewable energy from our growing portfolio of solar, captured methane and battery storage projects.
Our developments, often on brownfield sites like restored landfills, turn underutilised land into efficient, low-carbon energy hubs. This approach also allows us to deliver locally sourced, grid-independent power, relieving pressure on the wider network.
Our latest solar developments in Boston (Lincolnshire) and Offham (Kent) are now generating clean power, helping companies like Arla foods meet their sustainability targets while reducing exposure to unpredictable energy markets.
“At Arla, we’re dedicated to reducing our carbon footprint across our operations. Partnering with Infinis through this solar PPA is a key step in our journey towards more sustainable energy sourcing,” states Fran Ball, VP of Production at Arla.
With a diverse range of project sizes and locations across the UK, we can offer tailored solutions, including private wire infrastructure, to supply power directly to your business.
Get in touch today to explore how a PPA with Infinis can work for your business.
Email: Commercial@INFINIS.COM
Website: infinis.com
LinkedIn: infinis
Accordingly, we are strengthening our approach through our new strategic plan focused on impact and growth, ensuring we have the competencies in place to shift the dial on this agenda.
EO: Can you update us on the progress of solar and wind power deployment across the UK over the last year?
TH: The deployment of these energies continues to grow significantly. On 6th April 2025, Great Britain set a record for solar power generation, reaching 13.2 gigawatts (GW), whilst the record for wind was set on 18th December 2024 at 22.5GW.
Annual generation from solar has increased from around 2,000-gigawatt hours (GWh) in 2013 to nearly 14,000 GWh in 2023. For wind, it increased from 29,000 GWh to over 80,000 GWh over the same period.
This is impressive growth, but we need to achieve a step change in deployment levels over the next few years if we are to decarbonise our electricity supply and realise the full benefits of renewable energy.
EO: In your opinion, how will the CP2030 Action Plan address the challenges of the renewable energy sector?
TH: Ensuring our electricity comes from clean sources and is electrifying more of the economy is essential for achieving net zero. So, CP2030 is very welcome as it helps to focus government and industry action.
It is also important for instilling market confidence, lowering the cost of capital, and attracting inward investment. Whilst extremely challenging, it is a feasible target and even a near miss would represent a huge achievement.
I have confidence that over 50 percent of our electricity today is from clean sources. The lights haven’t gone out, and we haven’t bankrupted the country, in fact, it is quite the opposite – despite what the critics say.
Nevertheless, the government will need to utilise all levers of state in order to get the job done. Many of these levers sit outside DESNZ and therefore CP2030 needs to be a driving force across all government departments and beyond.
Cruachan Power Station, also known as the “Hollow Mountain”, is a pumped-storage hydroelectric power station located in Argyll and Bute, Scotland
RENEWABLE ENERGY ASSOCIATION (REA) INDUSTRY SPOTLIGHT
“THE REA IS UNIQUELY POSITIONED AS THE ONLY RENEWABLE ENERGY TRADE BODY OPERATING ACROSS THE FULL BREADTH OF THE VALUE CHAIN, COVERING ALL THE MAJOR CLEAN TECHNOLOGIES ACROSS POWER, HEAT, TRANSPORT, AND CIRCULAR BIORESOURCES”
– TREVOR HUTCHINGS, CEO, RENEWABLE ENERGY ASSOCIATION (REA)
We know from experience that this is difficult to achieve, so the Prime Minister must be prepared to ‘bang heads together’ if this does not happen.
EO: How is the REA helping to implement CP2030’s strategies towards the rapid deployment of clean energy?
TH: The REA works with its members to advocate for a progressive policy and regulatory landscape to support the deployment of clean energy.
Having the right policies in place, enabling effective regulation, and unblocking barriers are key to scaling renewable energy, especially in some essential but less mature technology areas like LDES. In this case, the REA has long advocated for its route to market, recognising LDES’s high upfront investment costs and long lead times.
Anaerobic digestion plant, Severn Trent
Composting
Biogas plant
From AD to Solar: The Extraordinary Evolution of Severn Trent Green Power
In 2008, a small project team at Severn Trent Water began looking into anaerobic digestion (AD) as a technology for renewable energy production using a crop source as feedstock. Back then, the idea of powering our homes and infrastructure with renewable energy seemed alien. Fossil fuels made up 76 percent of the UK’s electricity mix. Renewables contributed just 6 percent. The technology for developing large-scale renewable systems and storage was in its infancy. But Severn Trent, with its extensive experience in sludge AD, recognised the potential in other applications. Hence, Green Power – a renewable energy division within the group – was formed in 2009.
From the get-go, Green Power focused on building a sustainable business model that could support its parent company’s intensive energy needs whilst fulfilling its own ambitions. It was this early commitment to investing strategically and making bold and informed decisions that led to its extraordinary evolution over the next 15 years.
Crafting excellence
The early years were marked by many valuable lessons learned. Stoke Bardolph was
the company’s first AD facility which over the years has become one of the largest crop AD sites in the UK.
John Jackson, Farms Manager and Crop AD Site Manager at Stoke Bardolph, said: “It was very important that we got our first large-scale AD site right first time. That’s why we went to mainland Europe to search for a low-risk technology that would deliver what it said on the tin. After some trials and errors, we learnt very quickly the most optimised way to design, build and run a crop AD plant.”
Alongside this growth, Green Power took on the management of Severn Trent’s hydro, wind and solar assets, spanning from North Yorkshire to mid-Wales. A small team of experts were beginning to form the core of the company.
Breaking new ground
Green Power began to work with Agrivert, a specialist in renewable energy, to build AD plants that could turn food waste into renewable energy. Its decision to acquire Agrivert in 2018 allowed the Oxfordshire-based company to tap into an emerging organic waste recycling market and expand their portfolio.
Energy generation leapt from 17GWh in 2009 to 250GWh per year by 2019.
The next expansion arrived in 2023 when Green Power acquired Andigestion, an AD specialist, to increase their food waste recycling offering – just two years before new recycling legislations are set to kick in. Taking strategic steps like these driven by a deep understanding of customer needs, market dynamics and operational expertise continued to pave a strong foundation for its long-term growth.
2024 marked a pivotal moment in its evolution. The decision to build four large-scale solar farms transformed the company into an emerging force in renewables. What started as a quest for energy self-sufficiency has evolved into a diversified business, rich in the expertise and experience essential for addressing the country’s energy needs and tackling the impacts of climate change.
In 2025, it joins forces with the likes of Centrica, Cadent and Ecotricity to form the Green Gas Taskforce, working together to boost the profile of biomethane as a key energy vector among policymakers in a bid to decarbonise the UK’s gas grid.
Green Power in numbers
• Founded in 2009
• 14 consecutive years of energy generation growth
• 335GWh of clean energy produced per year
• 160+ employees based around the UK
• 10 food waste AD plants from Derbyshire to Cornwall
• Serving more than 65 local authorities and 100 food and drink producers
• 36 solar sites, 6 wind turbines and 5 hydro turbines across the Midlands and Wales
• 4 large-scale solar farms in the works
Q&A
Today, Green Power generates 335GWh of renewable energy every year. With a new leader at the helm, it’s poised for more exciting growth. So what’s next? Jonathon Wroe, Managing Director, reveals.
EME Outlook (EO): Green Power generates clean energy from food waste, crop, wind, solar and hydro. Why do you think renewable energy is important to our country?
Jonathon Wroe (JW): Being among a handful of companies that operate across the spectrum of renewable sources that currently provide most of the UK’s clean energy, we’re involved with a range of conversations and organisations that want to see the country’s successful transition to Net Zero but also totally cognisant of the financial, logistical and legislative challenges faced by both the food waste AD market and renewables sector. It’s clear the demand for clean energy will only increase. Population growth, electrification of road transport,
more mainstream use of artificial intelligence, volatility in international relations... it has never been more important to grow our sustainable energy sources and provide tangible support for those producing clean energy. We’re committed to the ongoing decarbonisation of energy sources whilst supporting the UK’s transition to Net Zero.
EO: What do you foresee to be Green Power’s overall renewable energy mix in the next 10-15 years?
JW: With a strong track record of delivering sustainable growth and innovation, we’re always looking to expand our portfolio. We’ve recently launched a solar expansion project that will see the energisation of four large-scale solar farms, strengthening our foothold in the renewable energy space. As the economic and regulatory landscape continues to evolve in the next decade or so, we’re ready to explore both innovation “within the site boundary” and new build opportunities to maintain our market-leading position for organic waste recycling and clean energy generation.
Additionally, as one of the founding members of the Green Gas Taskforce, we want to ensure that AD continues to be promoted as an effective and essential part of the UK’s future energy mix. Having a joint voice around industry-wide headwinds will help mitigate long-term risks around energy price and incentive changes.
Collectively championing AD and biomethane as a clean energy source that supports the circular economy is a key priority for us and the rest of the industry.
EO: Green Power clearly has ambitious plans to grow its energy generation. What will enable you and your teams to achieve success?
JW: To do that, we need to ensure that our offerings and services change with expectations, and this will mean keeping up with technological advances and swiftly adapting to shifting market trends and customer expectations.
This includes upgrading existing assets to biomethane production, converting process waste products to useful materials, and looking for new ways to best utilise the energy we produce. We’re always interested in partnering with forward-looking and innovative companies with expertise in these areas.
EO: What kind of background and expertise do you look for to support Green Power’s future growth?
JW: Technical and industry expertise is always important in any company’s make-up, but cultural and organisational fit have also become increasingly relevant. Our colleagues come from all sorts of backgrounds, not just traditional AD and renewable settings, which I feel makes us a more innovative and resourceful team.
As a “people first” organisation, we actively encourage learning and development for both technical skills and broader personal development areas. We’re also proud to provide apprenticeship opportunities for young people looking to make a difference, and we’re constantly on the lookout for talented and passionate individuals to join our fantastic team.
Notably, the REA is working with its members and Ofgem on the detailed design of the government’s recently announced cap and floor scheme to encourage investment. Therefore, LDES is just one example of the value we bring to our members and other stakeholders.
The REA is uniquely positioned as the only renewable energy trade body operating across the full breadth of the value chain, covering all the major clean technologies across power, heat, transport, and circular bioresources. Through our policy and technology forums, we forge policy positions, undertake research, and run campaigns to effect change.
Through our subsidiary, Renewable Energy Assurance Limited (REAL), we operate several assurance schemes, enabling the market to operate more effectively. These include the Green Gas Certification Scheme (GGCS), supporting the market in green gas, and the Renewable Energy Consumer Code (RECC), supporting the roll out of heat pumps and solar panels.
EO: Going forwards, how is the REA continuing to identify green jobs and help people harness the advantages of renewable energy?
TH: In 2024 there were 273,000 full-time jobs across the UK in the net zero economy. This figure rose to 951,000 when factoring in the wider supply chain, generating £83.1 billion in economic activity. Net zero jobs are 40 percent more productive than the national average, with wages 15 percent higher than the UK norm.
Many of these vacancies are evenly distributed across the country and often require re-skilling and upskilling of established professions like plumbers, electricians, and builders, rather than entirely new disciplines.
Net zero is also placing higher demand on established trades like welders as well as professional services including legal, finance, and insurance. The REA will continue to champion the need for additional skills provision as a critical enabler for clean energy.
One of the biggest advantages of renewable electricity is that it is cheaper than fossil fuels. Key technologies such as solar panels, wind turbines, and batteries have seen their costs plummet - solar panels are over 90 percent cheaper than they were just a couple of decades ago, harnessing a free resource – the sun.
However, lower renewable electricity costs – the ‘net zero dividend’ – are not fully reflected in the price homeowners and businesses pay for their electricity.
This is because gas still sets the price for over 90 percent of renewable electricity due to the way the energy market is structured, leading gas to dominate our system.
Gas prices are set by international markets and, as we know from the energy crisis, have fluctuated dramatically following the conflict in Ukraine.
Energy pricing is complicated, but the quickest way to yield the net zero dividend is to increase the penetration of renewables on the system, which is exactly the focus of the REA.
EO: Looking ahead, how do you see the UK renewable energy sector developing over the next five years?
TH: Through CP2030, we are going to see significant growth in wind, solar, and storage, as well as improvements in the electricity grid. In parallel, we will see greater electrification of the economy, moving from petrol and diesel cars to electric vehicles (EVs), for example, and from gas boilers to heat pumps.
Regarding parts of the economy which are difficult to electrify – namely aviation, shipping, heavy goods, and some industrial processes – we will see an expansion of other forms of renewable energy like hydrogen and green gases such as biomethane.
Biomass for electricity generation and the provision of high-grade heating will also make up the energy mix, as will the UK’s interconnectors with other countries.
Biogas plant, Severn Trent
Ferrybridge 1, Knottingley, West Yorkshire generates up to 85MW (gross) of electricity to the UK’s National Grid, processing up to 725,000 tonnes of residual waste per annum, enough to meet the needs of up to 170,000 UK homes and businesses
Green Energy Solutions In South Hertfordshire
Willen Biogas is proud of its achievements, offering a complete recycling opportunity for a broad range of organic waste streams
As Farmers with diverse business interests, we have always wanted to embrace new technologies with respect to the environment and rural issues.
Fertiliser and fuel represent a high cost for farming businesses, and so our aim is to create green energy solutions for businesses and domestic customers by reducing the cost of cultivations, and minimising the use of manmade fertilisers.
We are renowned specialists in the area of green waste handling. Our green waste facility has been operational since 2012 and is able to receive a capacity of 25,000 tonnes per annum.
Ensuring supply and demand are always balanced requires active management across the electricity gridsomething which artificial intelligence (AI) will increasingly assist with.
We will also see greater innovation in flexible technologies like energy storage and, on the demand side, greater involvement from consumers and businesses through tariff usage alongside other demand measures rewarded through cheaper electricity.
This is the decentralised energy system of the future, which is more resilient, insulated from international gas markets, and with fewer single points of failure.
EO: With this in mind, what are the REA’s future priorities in order to continue advocating for the interests of its members and communicating the needs of the renewable energy sector to the government?
TH: We will continue to represent our members’ interests as we pursue our vision of a net zero future built on renewable energy and clean technologies. Our priority is to drive our corporate strategy for impact and growth, which will, in turn, ensure we remain at the top table of government decision-making.
The REA will become more visible in its work, ensuring it is member-focused and delivering value. We will also
With our new 27,000 TPA waste to energy plant, our AD Plant can now generate renewable electricity for the grid, and recycle nutrients from organic waste matter to make agricultural fertiliser.
partner with other organisations to leverage our impact and guarantee we attract, retain, and develop the best people.
On policy and advocacy, we will double down on enabling renewables deployment at scale, building on the progress we have already made towards a clean energy system.
As we need a diverse range of technologies in the energy mix, we will continue to champion and showcase emerging technology areas which perhaps hitherto have been undervalued, such as biomethane.
This is an important time for the sector, and I am determined that, under my leadership, the REA will continue to play an influential role in the journey to net zero.
GREEN WASTE
AD PLANT
ESTONIA DIGITAL TECHNOLOGY SPOTLIGHT
Despite only having a population of around 1.37 million, Estonia ranks amongst the world’s most advanced digital societies
Writer: Jack Salter | Project Manager: Ben Weaver
The rise of Estonia into a digital powerhouse has been made possible by the pioneering advances made under e-Estonia.
Solutions and services created through this government initiative include e-health, e-education and research, e-identity, e-governance, and much more.
Estonia is a global leader in the former, with the Estonian National Health Information System connecting healthcare providers nationwide and securely storing patients’ medical data in one centralised platform, where 99 percent of the country’s health records are digitalised.
Decades of digitalisation have resulted in a society where everything can be done digitally, and the future brings more personalised and proactive services for Estonia.
By ensuring equal access to technology in education,
meanwhile, the country continues to bridge the digital divide.
Efforts include strengthening school internet infrastructure, providing teaching devices, creating digital learning materials, and enhancing teachers’ digital skills. Through strategic investments and a strong digital ecosystem, Estonia empowers students and educators alike, making digital learning accessible, resilient, and future-ready.
Every Estonian, no matter where they live, also has a state-issued digital identity known as e-ID, a cornerstone of the country’s e-state that enables secure digital transactions in both the public and private sectors.
Citizens use their e-ID daily to sign documents digitally, access healthcare records, manage banking and business,
vote online, and shop securely.
Moreover, since 2014, the country has offered e-Residency, a unique programme allowing non-residents to access Estonian e-services and build borderless businesses. Today, over 100,000 e-residents benefit from the country’s trusted digital ecosystem.
Digital signatures, which are saving two percent of Estonia’s GDP annually, also quicken public administration and reduce bureaucracy in the country without sacrificing trust or transparency, whilst identity wallets are championed. Such innovations serve to make digital identity more mobile, secure, and easier to use.
By fully integrating e-identity into daily life, Estonia has created a secure, efficient, and inclusive digital society that sets the global standard.
Elsewhere, e-governance ensures 100 percent of the country’s public services are available online 24/7.
This seamless accessibility is made possible by a secure and citizen-centric digital ecosystem where transparency, efficiency, and trust are the cornerstones.
Thanks to e-governance, Estonia saves over 1,400 years of working time annually and provides a hassle-free environment for both businesses and residents.
The e-Estonia initiative also ensures cybersecurity, ease of doing business, interoperability, and smart mobility, further demonstrating the country’s leadership as a digital society.
Most importantly, all this is achieved in very close cooperation with the public-private sector, which has built the best digital society.
PHOTOGRAPHY: KAUPO KALDA
PHOTOGRAPHY: PRIIDU SAART
PHOTOGRAPHY: KAAREL MIKKIN
PHOTOGRAPHY: RENEE ALTROV
PHOTOGRAPHY: RENEE ALTROV
PHOTOGRAPHY: RENEE ALTROV
Doris Põld, CEO, ITL
INTERVIEW:
ESTONIAN ASSOCIATION OF INFORMATION TECHNOLOGY AND TELECOMMUNICATIONS
The vision of the Estonian Association of Information Technology and Telecommunications (ITL) is a smart Estonia and effective cooperation between the public and private sectors, as we discuss with Doris Põld, CEO
The other big part for us is to help other countries and organisations achieve world-class digital societies, sharing our e-Estonia experience with the world.
EO: What is your current take on the IT and telecommunications (telecoms) industry in Estonia and the growth of innovation in the country?
DP: The past years have been a little rough with different kinds of crises, but at the same time, they’ve been extremely interesting.
EME Outlook (EO): Firstly, please could you introduce us to ITL and your primary objectives?
Doris Põld, CEO (DP): ITL is an industry association with the core aim of protecting and representing our members. We gather the most innovative Estonian digital technology companies behind the e-Estonia story, which is quite well known around the world.
Altogether, there are almost 150 companies in our association. ITL represents the Estonian digital technology sector and their common opinion on how to boost the digital society and have a favourable legislative environment for our businesses to flourish.
Our sector has been growing very rapidly. Export numbers have been increasing, as has the number of companies and people working in the IT sector. One big reason for that is the new technologies in the market.
The other economic sectors are also understanding more and more that IT is an enabler of innovation. Cybersecurity is one of the core fields where we have seen the need for more development, as cybersecurity attacks in Estonia have been increasing over the years. That also means our capabilities in cybersecurity have increased and the sector’s companies are extremely important, particularly as we have strong competence in this area.
Another big part is the increasing use of artificial intelligence (AI) technologies in the public sector, which has also developed in recent years to build a nextgeneration digital society.
“IN SOME WAYS, I FEEL ESTONIA SETS A VISION FOR WHERE OTHER COUNTRIES SHOULD AIM, AND THIS IS SOMETHING WE ARE VERY PROUD OF”
– DORIS PÕLD, CEO, ESTONIAN ASSOCIATION OF INFORMATION TECHNOLOGY AND TELECOMMUNICATIONS
EO: How does ITL aim to become a leading technology operator in the region?
DP: We are the leading technology organisation in Estonia as we gather all the most innovative companies, and have very close cooperation in the region with similar kinds of organisations in neighbouring countries.
In some ways, I feel Estonia sets a vision for where other countries should aim, and this is something we are very proud of.
FROM IDEA TO IMPACT: YOUR FULLY INTEGRATED TECHNOLOGY PARTNER
Firstly, introduce us to Introduct Group.
Introduct Group was founded in April 2016, with its pivotal growth starting in May 2017 in Kyiv, Ukraine. What began as a small team of five dedicated professionals quickly grew as we secured our first customers, some of whom remain partners to this day. By the end of 2017, our team size had doubled, and from those early days of passionate commitment, we’ve evolved into a robust international technology group.
Today, Introduct is a thriving organisation with over 150 full-time staff spanning eight companies across four countries: Estonia, Ukraine, UAE, and Oman, alongside active operations in Georgia.
We are proud to operate debt-free, with a group turnover exceeding €15million annually, a net profit of €1.5million, and strong liquid assets of €7million. Our financial independence allows us to invest continuously in innovation without compromising agility or integrity.
Our services and products are broad yet focused on quality and impact. We own and operate a fully private Tier 2 data centre in Tallinn, Estonia, equipped with proprietary telecoms infrastructure and a 24/7 in-house customer support center staffed by 10 professionals. This backbone enables us to provide end-to-end managed operations excellence, ensuring high availability and seamless support.
Our portfolio includes custom software development, ranging from legacy system modernisation, enterprise-grade mobile and web applications, to pioneering blockchain and AI solutions. We also offer specialised services like gaming development and business process automation. One of our flagship offerings is the Introduct boilerplate product, a customisable and scalable software skeleton that accelerates project delivery by providing essential core functions like customer portals, mobile apps, and back-office systems.
Beyond client services, Introduct runs the Impulse Generator Fund (IGF), a private equity fund focused on emerging technologies and start-ups.
We invest heavily in people through the Introduct Academy, our internal training programme that equips staff and clients alike with the technical skills required in today’s fast-evolving IT landscape.
What ongoing or recent projects are you most excited about?
We’re really excited about the incredible projects coming out of our R&D centers right now-it’s tough to pick just one without feeling like we’re leaving something amazing out!
One of the coolest things we’re working on is an AI-powered product with a key customer to revolutionise a critical government process that fuels the country’s finances. Right now, it takes eight people and eight months every year to get this job done. Our mission? Use cutting-edge AI models to automate it and cut processing time to minutes, bringing the manual work amount to nearly zero! We’re building and training complex AI models to deliver results that surpass the quality of the manual work done by seasoned and established economists. It’s game-changing stuff, and we’re thrilled to be part of it.
Another big win is expanding our training services to the Middle East this fall. After more than eight years in the region with our R&D services, we’re now bringing our top-notch training centres-previously only in Europe-to build a skilled, world-class workforce for our Middle Eastern clients. We can’t wait to see where this opportunity takes us!
What, for you, differentiates your business from the competition?
At Introduct, our core differentiators are financial independence, deep technological expertise, customer loyalty, and operational excellence.
First, our debt-free, cash-positive model ensures sustainable growth without external pressures.
Second, our diversified team is truly international, multilingual, and multidisciplinary, drawing talent from at least seven countries and speaking eight languages.
Third, we emphasise a personal, long-term partnership approach with every client. Retention rates are exceptionally high because we treat every customer as a valued collaborator, not just a transaction.
Lastly, our strategic investment arm, IGF, keeps us connected to the start-up ecosystem and cuttingedge technologies, allowing us to bring the latest innovations directly to our customers. This blend of services, investments, and internal capability development creates a unique ecosystem that few competitors match.
Could you tell us about some of the major challenges faced within the industry and the business itself, and then detail how these have been overcome?
The tech sector’s rapid evolution presents constant challenges, from technological shifts to geopolitical factors, especially given our significant operations in Kyiv, Ukraine. Political instability and economic uncertainty required us to build resilience and flexibility in our business model early on.
One challenge has been managing growth whilst maintaining quality and culture. We overcame this by investing heavily in internal training and quality assurance through the Introduct Academy and adopting strict operational protocols. This ensures consistency across all projects and keeps our team aligned despite geographic dispersion.
Another challenge is the integration of emerging technologies like AI and blockchain, which require
We are particularly focused on enhancing our global presence, with plans to enter new regions and strengthen existing partnerships. This expansion will be complemented by the introduction of new service offerings, designed to meet the evolving needs of our clients across diverse industries. Our ongoing investments in research and development, particularly in AI-driven solutions, will enable us to deliver greater value and efficiency to our customers.
The coming year is poised to be a pivotal chapter in our journey, and we are excited to embrace the opportunities that lie ahead.
Introduct Group
Ukraine: +380 89 3202213
Estonia: +372 77 44 444
Oman: +968 7996 0136
UAE: +97145178420
E-mail: enquiry@introduct.tech
Website: www.introduct.tech
EO: Equally, how do you stand for the interests of ITL members, a competitive business environment, and the development of a digital society?
DP: What it means more precisely is that inside Estonia, one part is to build public-private partnerships (PPPs) and collaborate closely with the public sector to ensure legislations and regulations are more favourable for companies and to boost the business environment.
We are setting our digital society vision as a country together; it’s not something that is only done by the public sector.
It has been always very important to have these strong partnerships as we believe they have been one of our key success factors. We’re gathering a consolidated opinion of the IT sector from different companies and representing it to the public sector.
The other part is how we help to boost the digital society and share our experience with the world. We organise business visits for our companies at an international level and always help to build partnerships with like-minded organisations and countries.
We strongly believe that marketing together is more effective in many cases. As they’re small to medium-sized enterprises (SMEs), their scalability maybe isn’t as fast, so that’s why we do these kinds of things together.
EO: Could you tell us more about ITL’s Vision 2035? How will Estonia reach the forefront in digitalisation and serve as a model for others in the field?
DP: We believe that for our Vision 2035, we need three core pillars – a bold state, smart people, and a functioning
“WE BELIEVE THAT FOR OUR VISION 2035, WE NEED THREE CORE PILLARS – A BOLD STATE, SMART PEOPLE, AND A FUNCTIONING REAL-TIME ECONOMY”
– DORIS PÕLD, CEO, ESTONIAN ASSOCIATION OF INFORMATION TECHNOLOGY AND TELECOMMUNICATIONS
real-time economy. These are the three mainstays we need in order to achieve our aim.
A bold state for us means having the most user-friendly and secure environment for businesses and citizens and the most effective governance, especially in the digital field. That’s the focus for us; we want to promote innovation together with the government. We would like to see, as a small state, that we’re using AI tools in a smart way and automating routine work.
Smart people for us means that we need to think about how people are moving across borders in the future. It’s not only about Estonian people but about having the workforce we need in order to grow.
We need to think about how, in future, work-related regulations will change all over Europe because people are working across borders everywhere, and that’s what you need when you want to engage the best talent.
We also need the real-time economy to boost every economic area and the most secure digital solutions.
Doris Põld signing ITL MoU with Sharjah Commerce
Cybersecurity is very important not only at government level but at private sector level for every company, and we need to use the data in the best and smartest way.
In the future, I think the companies that know how to use the data will be more competitive.
EO: How do you see the IT and telecoms industry in Estonia developing over the next five years?
DP: In the next five years, we will definitely be more export-oriented. Today, over 56 percent of our total income comes from exports; I think this number will increase even more in the future.
We still want to be a good environment for start-ups to scale and do business, and this is something we would like to boost.
The other part is the e-residency programme. I think the IT sector will grow even more, and the number of companies in it will increase.
Today, the IT sector’s contribution to total Estonian GDP is 11 percent. I think that after five years, this will be at least 15 percent, so our share in the economy will increase.
EO: Lastly, what are ITL’s key priorities in order to achieve your vision for a smart Estonia?
DP: One key priority is to have easy access to talent, especially IT specialists who have PhD degrees, for example, and also to increase the amount of foreign talent in the Estonian ecosystem.
Our other priorities are PPPs and to boost the Estonian digital technology sector’s innovation capabilities and to continue to promote our experiences in the world.
Tel: +372 617 7145 info@itl.ee https://itl.ee
Meeting with Members of European Parliament
Working groups at ITL thinking strategies
Signing agreement betw Austrian ecoplus and ITL
At e-Governance annual conference
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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.
A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through its various platforms.
Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Manufacturing Outlook will continue to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
A ROBOTIC REVOLUTION
Founded in 2018 in Osijek, Croatia as a hobby electronics company, Orqa emerges today as an innovation-orientated manufacturer of advanced remote reality unmanned products, providing robotics solutions for the European defence market. Srđan Kovačević, CEO, tells us more
Writer: Lily Sawyer | Project Manager: Cameron Lawrence
In recent years, there has been a dramatic shift in how the defence industry perceives unmanned and robotic technologies, creating a considerable gap in the market for innovative solutions.
Orqa, a company that began as
a hobby electronics company, is on hand to fill this gap with its firstperson view (FPV) and advanced remote reality (RR) products.
Accessibility and the cost of technology used in defence, meanwhile, have lowered the bar
for entry, allowing for increased innovation as small to medium-sized enterprises (SMEs) and start-ups begin to populate the market.
In addition, given the disruptive nature, pace of innovation, and urgency of adoption that currently
surrounds unmanned technologies, the industry is witnessing important regulatory aspects – such as standards and compliance – taking a back seat.
“For a great deal of newcomers, it will be challenging to navigate these regulations, which will inevitably come knocking once the urgency subsides,” opens Srđan Kovačević, CEO of Orqa.
Leveraging the highly disruptive transformation of how land warfare is waged – which has seen demand increase for unmanned technologies – Orqa’s solutions are becoming first choice for many companies targeting the defence markets.
“We never started as a defence company, but it seems like it happened almost overnight and users in the defence space started needing our technology,” Kovačević adds.
STEPPING UP TO THE PLATE
Following the transformation of Ukraine and Russia’s defence capabilities over the past three years, Europe and the US began to considerably lag in comparison – both in terms of technology advancements and manufacturing capacity.
As one of only a handful of Western players active in the unmanned defence technology space, Orqa stepped up the plate when it identified an opportunity to enable the growth of the broader Western ecosystem of unmanned defence solutions.
“The effects of unmanned technology can profoundly transform how you fight; sending a machine into harm’s way is not only more preferable than sending a human, but it also turns out that, in many cases, it’s a much more effective way of doing the job,” Kovačević reveals.
By utilising Orqa’s solutions, Western defence forces can start the much-needed transformation right now, stepping up to the security challenges of the future.
In addition, recent uses of
unmanned technologies have revealed their dual-use nature –utilised not only as a defence solution but as a social tool.
“The journey ahead is going to be about leveraging the advancements of unmanned technologies and taking them back to their civilian roots, improving how we use unmanned
systems in public safety, enterprise, and ultimately consumer spaces,” he reflects.
PRODUCTS, PARTHERSHIPS, AND PROGRESS
Orqa’s flagship technology, RR, allows users to have an immersive experience of a remote, real-world
CAN YOU TELL US ABOUT YOUR ONGOING WORK WITH MORE THAN 500 SCHOOLS IN CROATIA? WHY IS IT IMPORTANT FOR ORQA TO ENGAGE WITH FUTURE STEM ENGINEERS AND LEADERS?
Srđan Kovačević, CEO: “If you’re building a generational company like us, and you’re serious about enabling a future where robotics plays a major role in benefitting humanity, you must engage with the builders of the future today.
“We found that drones are a great way to get kids interested in STEM. Enabling the flight of miniature machines requires a broad range of engineering disciplines, and kids can get exposure to all of them by simply flying drones. We get them to deal with pretty advanced engineering concepts without even noticing.
“Another reason we’re engaging with kids today is we want their first drone to be an Orqa drone, and their first experience and the emotion of flight to be associated with the Orqa brand.”
“WE’RE LOOKING FORWARD TO ENABLING THE NEXT GENERATION OF US UNMANNED SOLUTIONS WITH OUR TECHNOLOGY”
– SRĐAN KOVAČEVIĆ, CEO, ORQA
environment in real time using lowlatency video transmission.
“Latency is critical for any sort of interaction with the remote environment – the lower the latency, the more dynamic the interaction. In the context of defence, lower latency translates to faster reaction times and higher precision,” Kovačević explains.
The company’s vertically integrated production and manufacturing model, meanwhile, is critical to its ability to iterate faster and produce highquality products time and again.
Bringing key capabilities in-house has allowed Orqa to choose how fast it progresses and in which direction.
“Whenever you rely on third parties, you are limited by their current capabilities and willingness to improve them,” he details.
Elsewhere, Orqa has cultivated
strong relationships with key industry partners having recently acquired ImmersionRC, which has allowed the company to enhance its technical capabilities and market presence.
“I strongly believe that building the world champion in aerial robotics will require both organic and inorganic growth,” Kovačević outlines.
When it comes to acquisitions, Orqa’s philosophy is not just about obtaining access to new technologies or markets – it’s also about accumulating new expertise, different perspectives, and a renewed passion to build great technology.
As such, Orqa seeks to acquire companies whose next level of potential can be unlocked, enabling them to achieve more, improve, and become part of a larger and more ambitious mission.
“When it comes to partnerships, it’s all about synergies and crosspollination. A great partnership must be a win-win,” he impassions.
THE FUTURE OF ROBOTICS
Having recently participated in the
US, where it showcased recent developments such as the H7 Flight Controller, the company received a very positive response.
“Our partners were excited about our new products and technologies, particularly the new components we unveiled for the first time at the event,” Kovačević shares.
As Orqa has recently been focusing on innovating its current offerings on the drone market, it is pleased to have received favourable public feedback at the event.
“We’re looking forward to enabling the next generation of US unmanned solutions with our technology,” he
Looking ahead, the company continues to operate upon the belief that robotics are the future of humanity.
“We have known this is the case for decades, but I believe that today we’re at the cusp of making it happen on a more meaningful scale,” Kovačević tells us. He firmly believes the first large-scale
adoption of robotics will happen in aerial robotics, simply due to the demand fuelled by the defence sector, which is anticipated to push the technology to a level that will enable deployment at scale.
“This will be the trigger and enabler, both technologically and otherwise, of the large-scale adoption of largescale aerial robotic fleets,” he adds.
Orqa’s objective in this context is to enable this process with its robotics solutions, building aerial robotics market dominance in doing so.
“From that point on, our longterm objective is to transpose our technology stack from the air to other domains and enable robotic applications more broadly.
“Our end game is dominating global robotics,” Kovačević confidently concludes.
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an area where we indeed excel. We are working with some of the leading world manufacturers of drones and other UAV and UAS equipment, and have already delivered thousands of batteries to support our partners in achieving their goals, while we concentrate on what we do best and provide them with reliable, high-performance, long-lasting batteries to power their products.
EMBEDDED IN VIRTUOSITY
Tesmec Group continues to expertly reinforce its commitment to providing smarter, more sustainable, and efficient solutions for construction and mining operations around the world. We catch up with Flavio Villa, CTO, and Marco Paredi, Business Unit Director of the Trenching and Surface Mining Division, to hear about the company’s latest innovations
Writer: Ed Budds | Project Manager: Ben Weaver
Since we last spoke with Tesmec Group (Tesmec), the European market in which the company operates continues to be a dynamic and evolving environment, full of both challenges and opportunities.
“There is significant momentum in emerging segments, particularly in the energy cable sector, and a stabilisation in traditional sectors, such as fibre optics,” introduces Flavio Villa, CTO of the company’s Trenching and Surface Mining Division.
This shift reflects broader changes in Europe’s infrastructure priorities, driven by the energy transition and growing need for resilient, efficient transmission networks.
In this context, Tesmec offers a competitive advantage through its integrated trenching and
simultaneous mechanical cable-laying services.
In essence, the company is not only keeping pace with the transformation of the industry but helping to drive it and set new standards through innovation, efficiency, and specialised solutions tailored for the energy sector’s burgeoning future.
GLOBAL SLATE OF PROJECTS
Tesmec is currently involved in several key projects around the world that showcase the strength, versatility, and environmental advantages of its technologies and exceptional range of machines.
In Guinea’s Boffa region, one of the world’s richest sources of highquality bauxite, Tesmec is working on a surface mining project, utilising its
WHAT IS YOUR PROUDEST COMPANY ACHIEVEMENT?
Flavio Villa, CTO – Trenching and Surface Mining Division:
“What both Tesmec and I are most proud of is, without a doubt, our people. The success and continued innovation of the company are driven by the expertise, talent, and
dedication of the individuals who are part of the team – professionals with deep industry knowledge and a strong commitment to excellence.
“What truly sets Tesmec apart is its customer oriented mindset, a core pillar of the company’s strategy. This approach is deeply embedded across every level of the organisation – from engineering and product development, where machines are designed to adapt to specific customer needs and project requirements, to quality control, service, and after-sales support.
“Every solution delivered is guided by the goal of responding proactively and precisely to client challenges.
“This alignment of technical expertise and customer focus is what makes Tesmec a trusted partner across the world. It’s a point of immense pride for the company, reflecting not only its culture but also its long-term vision for growth, innovation, and customer success.”
state-of-the-art mining vehicle, the 1475 XL EVO Rock Hawg.
The goal is to achieve high production rates from the deposit’s hard, unfractured surface.
“Our precision cutting has delivered a consistent, fine grain size that is ready for transport, eliminating the need for additional crushing and optimising downstream efficiency,” Marco Paredi, Business Unit Director, explains.
Elsewhere, Tesmec remains active at a UK limestone quarry operation using its Surface Miner 1150 EVO Dynamic Drive.
Due to stringent environmental restrictions, traditional drilling and blasting methods are not a viable option. Therefore, the company’s surface miner, equipped with an effective dust suppression system, offers a clean and productive solution, demonstrating Tesmec’s ability to meet regulatory demands whilst maximising extraction efficiency and reducing operational costs.
Meanwhile, in Saudi Arabia, the company is making a significant contribution to Master Gas System Expansion – Phase 3, a flagship initiative by Saudi Aramco to transition power plants from oil to natural gas in support of the country’s net zero ambitions.
“For this large-scale infrastructure programme, Tesmec is employing its 1875 XL EVO Chainsaw Trencher, capable of cutting two metres (m) deep and 2.13-m-wide trenches to host large pipelines, designed for trenching in hard rock in the most demanding conditions,” Villa affirms.
BALANCED EXPERTISE
Tesmec maintains a strategic balance between local and global suppliers, recognising the unique value that both bring to the company’s operations and overall product excellence.
“Building strong relationships with local partners allows the business to
closely monitor quality standards, foster mutual trust, and develop tailored solutions that contribute to the overall excellence of the final product.
“This commitment aligns with one of the core pillars of Tesmec’s strategy – the pursuit of superior quality,” Villa excites.
In the sectors where Tesmec operates – such as mining, energy, and infrastructure – reliability and cuttingedge technology is fundamental to ensuring customer success.
At the same time, the company combines local expertise with a global network of suppliers, partnering with leading international businesses to integrate the most advanced technologies into its machines.
“AN UNRIVALLED LEVEL OF RELIABILITY AND ADAPTABILITY MAKES TESMEC THE IDEAL CHOICE FOR CHALLENGING OPERATIONS ACROSS A WIDE RANGE OF INDUSTRIES”
– MARCO PAREDI, BUSINESS UNIT DIRECTOR - TRENCHING AND SURFACE MINING DIVISION, TESMEC GROUP
“This balanced sourcing approach ensures that every Tesmec solution not only meets the highest performance standards but also supports local economies and remains adaptable to the specific demands of each project,” Paredi explains.
STRIVING FOR SUSTAINABILITY
Villa is keen to highlight the significant sustainability-related advantages of Tesmec’s solutions, which reflect the company’s deep commitment to environmental responsibility and innovation.
“Sustainability is a core pillar of Tesmec’s mission, driving continuous efforts to reduce environmental impact through both technological
and operational improvements,” he acclaims.
“Our trenchers and surface miners are designed not only for performance but also to minimise emissions and environmental disruption.”
For example, a single surface miner can outperform multiple traditional machines, reducing transportation requirements and CO2 emissions.
On average, Tesmec equipment helps reduce greenhouse gases (GHG) by up to 68 percent.
Meanwhile, in mining applications, the company’s surface miners eliminate the need for explosives, significantly reducing levels of dust, noise, and vibration, thereby ensuring safer and cleaner operations.
“Moreover, by integrating excavation and crushing into a single step, these machines produce uniform, reusable material that requires no primary crushing – streamlining processes whilst preserving the environment,” Villa elaborates.
Beyond its products, Tesmec also supports sustainability through responsible business practices, community engagement, and ongoing investment in R&D aimed at advancing environmentally friendly technologies.
“SUSTAINABILITY IS A CORE PILLAR OF TESMEC’S MISSION, DRIVING CONTINUOUS EFFORTS TO REDUCE ENVIRONMENTAL IMPACT THROUGH BOTH TECHNOLOGICAL AND OPERATIONAL IMPROVEMENTS”
– FLAVIO VILLA, CTO - TRENCHING AND SURFACE MINING DIVISION, TESMEC GROUP
THE IDEAL LONG-TERM PARTNER
What continues to define the company, setting it apart from its competition, is its resolute commitment to quality, advanced technology, and customer orientated support.
“Tesmec stands by customers every step of the way, supporting them in the choice of the right machine for their project, through to after-sales service,” Villa prides.
Moreover, Tesmec trenchers and surface miners are built to the highest quality standards, engineered to be adapted to specific customer
requirements and the most demanding project conditions where the company’s competitors may struggle to deliver.
“An unrivalled level of reliability and adaptability makes Tesmec the ideal choice for challenging operations across a wide range of industries,” Paredi highlights.
What further differentiates the company is its worldwide after-sales support, from the machine dig-in to ongoing maintenance, spare parts, training, and technical assistance, ensuring Tesmec’s equipment continues to perform optimally throughout its lifecycle.
Hydraulic cylinders for over 35 years
Technology, Innovation and Quality
TLM di Andreani Antonio SRL is a family-run business company with over 35 years of history , based in Gradara (PU- Italy) , highly specialized in the manufacturing of hydraulic cylinders.
With an yearly production of over 130.000 hydraulic cylinders , with sizes up to bore 450 mm and strokes of 5.000 mm , TLM supplies the markets of earth moving machines , mining machines , truck mounted cranes , telescopic handlers , forklifts , concrete pumps manufacturers.
Our hydraulic cylinders are used worldwide and they are designed to operate in the most challenging environmental conditions while always ensuring the maximum level of reliability , manufactured according to the quality standards ISO 9001:2015 , ISO 3834-2:2021 , ISO 14001:2015.
All the processes are carried out through cutting edges technologies following the “lean manufacturing” logic , with deliveries made just in time directly to the customer’s assembly line.
E-mail contact for sales: francesco.andreani@tlm-oleodinamica.it
Phone number for sales contact: 0039 0541 969922
Website: www.tlm-oleodinamica.it
“Our comprehensive product portfolio enables the right solution for every application, whether it’s trenching, surface mining, or cablelaying,” Villa prides.
DIVERSE CAPABILITIES
To date, Tesmec has firmly established itself across a plethora of global industries, including fibre optics, energy, pipelines, surface mining, and civil construction.
Rather than expanding into new markets, the company is concentrating on strengthening its technological capabilities within these sectors, leveraging its diverse and flexible product portfolio to address evolving customer needs and future challenges.
“One major area of focus moving forwards will be the surface mining industry, where Tesmec sees significant growth potential. Our Dynamic Drive technology and Rock
Hawg solutions aim to transform operations by boosting productivity, precision, and cost-efficiency,” Villa states.
Looking ahead, the company is committed to reinforcing its leadership by continuing to improve product quality, elevate customer satisfaction, and invest in innovation.
“Our Dynamic Drive technology is central to this strategy, enabling efficient and selective extraction of materials like coal, bauxite, gypsum, and phosphates – ultimately redefining industry standards,” he concludes.
These innovations are not just technical advancements; they represent an ongoing commitment to providing smarter, more efficient, and sustainable solutions to the company’s global partners in the mining and energy sectors.
Furthermore, in the coming year, Tesmec will continue to invest
in technology, talent, and global partnerships to meet current demands and set new benchmarks for reliability and performance worldwide.
This proactive, hands-on approach is a cornerstone of the Tesmec experience and one of the reasons clients trust the company as a longterm partner. Tel: +39 035 42 32 911 marketing.trenchers@tesmec.com www.tesmec.com
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As organisations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.
A multi-channel brand, Healthcare Outlook brings you the positive developments driven by organisations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered safely to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Healthcare Outlook continues to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
HUMAN-FIRST HEALTHCARE
As the leading prosthetic and orthotic fitter in France, Proteor’s expertise is recognised across the globe. We explore the life-changing innovations and solutions the company offers to its many empowered patients
Writer: Lauren Kania | Project Manager: Ben Weaver
At the forefront of orthopaedic technologies, Proteor has more than 110 years’ experience in developing innovative prostheses, orthoses, orthopaedic components, and application software.
With a mission to create and provide solutions for people who want to increase their independence and well-being, the company has been driven by a single goal since its inception – improving the lives of users.
Based in Dijon, France, Proteor was founded by the Pierron family, who are still the majority shareholders as of today. In 2020, leading French financial investors, ARDIAN Growth and BNP Paribas Développement, teamed up with the company to
accelerate international expansion.
The company boasts R&D laboratories that constantly produce new innovations whilst improving existing components, cementing it with a powerful global presence. Specifically, Proteor develops two
primary activities, the first being custom-made orthopaedic fittings for patients through a network of fitting centres established in close proximity to hospitals, clinics, and rehabilitation centres, allowing patients easy access to such amenities.
The second consists of designing, manufacturing, and selling components for prosthesis, limb orthosis, and spinal orthosis for professionals in the orthopaedic field. The company collaborates closely with users, healthcare professionals,
and university researchers to create industry-leading and top-of-the-line prostheses. Equally, it is inspired by the achievements of its patients and works to offer a diverse range of advanced technologies designed for maximum mobility, adaptability, and durability.
With the recognition that every user is different in their experiences and needs, Proteor ensures its solutions adapt to individual life goals and expectations.
AT THE FOREFRONT OF ORTHOPAEDIC TECHNOLOGY
Proteor’s goal of improving users’ daily lives is shared by its dedicated team members, who are motivated by a strong sense of commitment.
This energy and innovation are channelled into three fields of interconnected activity in which the company devises and develops the products and services of tomorrow.
The first field of activity is Proteor Digital Suite – a high-tech suite of interlinked orthopaedic tools developed to help professionals digitise body shapes and use the data to create medical devices.
The company’s components for orthopaedics – its second field of activity – is where it manufactures and sells components and materials to orthopaedic professionals in more than 60 countries globally via its international subsidiaries or agreements with local partners.
As a pioneering innovator in the sector, Proteor has developed mastery in the key areas necessary for orthopaedics, including biomechanics, electronics, hydraulics, carbon composite materials, glass fibre, and 3D printing.
For its third field of activity, Proteor’s orthopaedic centres network, the company boasts a network of approximately 63
prosthetic and orthotic clinics in France.
These clinics consist of nearly 500 members of staff across 60 centres, all of whom apply their vast expertise and experience to produce functional equipment to support patients’ independence and well-being on a daily basis.
Equally as significant is Proteor’s assurance of consistent, high-quality manufacturing.
The company sets only the highest standards and uses top-quality materials to manufacture orthopaedic devices, whilst its manufacturing processes must also satisfy various tests and requirements in order to conform to European industry standards.
Once the parts have been manufactured, all of Proteor’s equipment is assembled in its central manufacturing facility in Burgundy or within the workshops of its orthopaedic centres.
INCREASING USERS’ INDEPENDENCE
In order to continue its reputation for providing first-class services and solutions, Proteor abides by its commitments to excellence, satisfaction and trust, service and maintenance, and support.
The company has achieved ISO 9001 certification for its quality management system and EN ISO 13485 certification for its medical devices, further showcasing its diligence.
Granted by an official body, this dual certification not only provides evidence of Proteor’s compliance with current medical device regulations but also demonstrates its commitment to long-term user satisfaction and continuous improvement of products and services.
To ensure consistent support, communication, and help with acceptance and compliance for its
patients, the company coordinates initiatives with medical teams, users, and families to ensure the best orthopaedic treatment. In parallel, advice about fitting, hygiene, wearing, and safety is delivered directly by orthotists and prosthetists, alongside websites, dedicated social network pages, and day-long events.
Proteor also pursues a number of initiatives to protect the environment. Specifically, the company increasingly uses materials that are lighter, less toxic, and more easily recycled or reused, transforming the way in which it packages components to prioritise cardboard solutions.
In parallel to the selective sorting of recyclable waste at its industrial facilities, Proteor has implemented recycling and waste recovery measures to process the plastic offcuts generated and contribute meaningfully to the circular economy.
The company has seen a 30 percent reduction in waste weight
PROTEOR –IN NUMBERS
250 QUALIFIED ORTHOTISTS AND PROSTHETISTS.
ONE CENTRAL MANUFACTURING FACILITY CAPABLE OF PRODUCING 22,000 ITEMS OF EQUIPMENT ANNUALLY.
FOUR R&D UNITS STAFFED BY ENGINEERS AND PHYSICIANS IN BOTH FRANCE AND THE US.
PARTNERSHIPS WITH 24 UNIVERSITY HOSPITALS IN FRANCE.
PROTEOR DESIGNS, MANUFACTURES, AND DELIVERS 41,500 CUSTOM-MADE DEVICES EVERY YEAR.
THE COMPANY DELIVERS 200,000 STANDARD DEVICES ANNUALLY.
over the past decade, showcasing how effective its efforts have proven to be and its embrace of sustainable practices.
PUSHING THE BOUNDARIES
Proteor offers various solutions uniquely individualised for each user and their distinctive needs. These solutions include products to assist with scoliosis, amputation, plagiocephaly, trauma, knee osteoarthritis, and multiple disabilities.
For scoliosis, the company produces a fully customised and therapeutic orthopaedic brace moulded to the body and designed to counter the existing deformation, allowing for balanced spinal growth. Despite there being different types of scoliosis braces, each one is specifically designed and tailored to the medical prescription, weight, height, and spinal column deformation of the individual user.
CUSTOM FORCE, TORQUE AND LOAD SENSORS FOR EVERY INDUSTRY
Unique strain gage-based sensors for specialised or demanding applications.
• Semiconductor Gage Installation Expertise
• Concept to Full Production
• Extreme Environment Protection
A range of custom sensor technologies to complete OEM designs.
CEC Vibration Products, LLC
746 Arrow Grand Circle, Covina, CA 91722
626-938-0200 | sales@cecvp.com | cecvp.com
To aid those who have undergone an amputation, Proteor manufactures both lower and upper limb prostheses. Lower limb prostheses allow users to walk and rediscover their independence, whilst upper limb prostheses enhance an amputee’s physical appearance and functional performance.
The prostheses are custom-made through precisely assembling the liner, socket, knee, foot, and cosmetic cover.
Plagiocephaly, also known as flat head syndrome, commonly affects babies. Proteor helps infants and their families by developing fully customised plagiocephaly helmets that remodel the shape of the skull by changing the distribution of pressure when the baby lies on its back.
The company proposes the Kinoo solution, which is more than just a helmet, but an overall strategy for managing the condition. It works with a multidisciplinary team to redesign
all stages of corrective helmet therapy, whilst ensuring the wellbeing of the baby is paramount.
To assist those who have undergone trauma, Proteor creates orthosis – a common treatment prescribed as a supplement to surgery. It provides replacement support in the event of a loss of function or compensates for a disability or osteoarticular, muscular, or neurological deficiency.
Orthoses can be custom-made or off-the-shelf and worn on different parts of the body to reduce pain, assist with a motor deficiency, correct a deformation, or facilitate movement.
There are many types of braces for knee osteoarthritis; however, Proteor utilises custom-made ones designed for each user’s specifications.
The Odra knee brace, developed by the company, combines distraction and rotation to reduce the pressure on the medial compartment of the knee, thus speedily and durably
alleviating the pain experienced by the wearer. It is lightweight, unobtrusive, and less restrictive than other options.
For those with multiple disabilities, Proteor produces a range of orthopaedic equipment allowing users to preserve an orthopaedic posture and maintain a seated, standing, or lying position whilst ensuring high levels of comfort and preventing pressure sores.
These solutions accommodate factors inherent to the patient and are fitted by a qualified and accredited orthotist.
With vast offerings to assist in its mission of improving users’ daily lives, Proteor is well on its way to continuing its international prestige as a world-class provider of orthopaedic technologies.
The company proudly believes in the power of collective effort to achieve incredible outcomes, pushing the boundaries of what’s possible.
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