EME Outlook - Issue 72

DERICHEBOURG | RHEINMETALL UK

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The pioneering endeavour delivering a new benchmark for golf equipment

Issue 72

REMONDIS BELGIEN

Transforming waste into valuable resources

DANONE ROMANIA

Contributing to a healthier world

GRYDALE

Operator safety through world-class dust management solutions

Panasonic Connect Europe is a vital bridge between the digital and physical worlds.

Peer Schumacher, Head of Electronics Manufacturing Solutions, gives his insight

COUGAR GROUP

COMPAGNIE DES BAUXITES DE GUINÉE

DERICHEBOURG | RHEINMETALL UK

DIGICEL HAITI

CBRE TURBOCAM

COOPER FLUID SYSTEMS

K N E U M AY E R C I V I L C O N T R A C T O R S

LONDON FIRE BRIGADE

JOHN A. MORAN EYE CENTER Issue 14

ROBINSON MINE

Unearthing new standards of copper extraction

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Issue 120

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AGILE MINING SERVICES

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The pioneering endeavour delivering a new benchmark for golf equipment

Where technology meets tenacity

Transforming waste into valuable resources

BANNERMAN MINING RESOURCES NAMIBIA

Harnessing the nation’s rich resources

DANONE ROMANIA

MONTEGO PET NUTRITION

HUNTER VALLEY OPERATIONS

VULCAN MOZAMBIQUE

BUILT FOR THE

GRYDALE

Operator safety through world-class dust management solutions

JOURNEY AHEAD

Amongst the world’s premier coal miners, contributing significantly to energy security and economic stability in the Hunter Valley

On a mission to be the world’s leading integrated green coal mining operation, Vulcan Mozambique continues to drive the country’s mining space

Pad-Up Creations is determined to provide hygiene products with safety, comfort, and sustainability. Olivia Onyemaobi, Founder and CEO, tells us more

Whether on the road or on the water, Lippert enhances all outdoor recreation adventures

Panasonic Connect Europe is a vital bridge between the digital and physical worlds.

Peer Schumacher, Head of Electronics Manufacturing Solutions, gives his insight

Dr Omera Khan, Chief of Staff, Strategy and ESG Lead at DHL Supply Chain Asia Pacific, provides insight into the next era of supply chain excellence

THE 1-2-1 • THE QUESTION • TURBOCAM

Margaret Melanson

President and CEO, shares the organization’s innovative approaches and dedication to quality across its wide network of hospitals and community-based facilities in New Brunswick, Canada

Mopani Copper Mines is a proudly Zambian mining company engaged in the full spectrum of copper production, from ore extraction to the beneficiation of finished copper cathodes ready for export across the globe

Contributing to a healthier world

A well-loved and innovative pet care brand

THE THOUGHT LEADER

• THE 1-2-1 • THE QUESTION

Phil McKee, Chairman and Founder of Appliance Innovation, explores the company’s approach to automation, driven by a commitment to solving operational challenges in the foodservice sector

T O N G A AT H U L E T T Z I M B A B W E • K U K U F O O D S

WBHO CONSTRUCTION

Paula Burke, Director, HealthTech and Medical Devices, discusses HSBC Innovation Banking Life Sciences’ UK & Europe: Life Sciences & Healthcare Venture Financing Report

Dr Max Werner, CEO and Founder, details Hades Mining’s proprietary drilling technology, which is set to fundamentally change drilling economics

GREEN BUILDING COUNCIL OF AUSTRALIA

N O F A R

E N E R G Y

R O M A N I A

K I N G S PA N

BOKOMO NAMIBIA

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Issue 12

W W W .CONST RUCT ION-OUT L OOK.COM • ISSUE 3

www.foodbevera ge-outl ook.com

Contributing to the nation’s net zero goals

OUTLOOK

CBRE www.sustainabilityoutlookmag.com

Enhancing food security and supporting local economies

Real Estate Solutions of the Future

N O R D I C S

GREEN BUILDING COUNCIL OF AUSTRALIA

AUNT MILLIE’S Healthy, high-quality baked goods

ISSUE 10

www.mfg-outlook.com

Issue 2

Real estate solutions of the future

Iss ue 8

CBRE’s multidimensional perspective helps businesses find greater success with real estate facilities.

John Kirkman, Senior Managing Director and Supply Chain Leader, gives us the full story

LOCKHEED MARTIN LIPPERT

Enhancing all outdoor recreation adventures

Zambia’s largest fast-moving consumer goods manufacturer, Trade Kings Group, has an expanding ecosystem of brands that remain both relevant and scalable

As a subsidiary of Dassault Systèmes, DELMIA is on track to shape the manufacturing industry of the future.

We speak to Guillaume Vendroux, CEO Jan Diekmann, Head of Business Development and Manufacturing at Ericsson Enterprise Wireless Solutions, explores how private 5G is transforming the factory floor

Enterprise Wireless Solutions, explores how private 5G is transforming the factory floor Jan Diekmann, Head of Business Development and Manufacturing at Ericsson

Packsize is the global leader in packaging automation. We unbox the company’s right-sized approach with Brian Reinhart, Chief Revenue Officer company’s right-sized approach with Brian Reinhart, Chief Revenue Officer Packsize is the global leader in packaging automation. We unbox the

Wouter van der Kolk, co-Founder and CEO, shares how Youvit is scaling a category-defining lifestyle supplement brand across Southeast Asia a category-defining lifestyle supplement brand across Southeast Asia Wouter van der Kolk, co-Founder and CEO, shares how Youvit is scaling

We speak to Guillaume Vendroux, CEO track to shape the manufacturing industry of the future.

As a subsidiary of Dassault Systèmes, DELMIA is on

and Virtual Worlds Bridging the Real

INTEGRAL TO THE INDUSTRIAL LANDSCAPE

TRADE KINGS GROUP

Locked and loaded

Bridging the Real and Virtual Worlds

VP of Sustainable and Regenerative Agriculture, discusses PepsiCo’s collaborative regenerative farming initiative

K Neumayer Civil Contractors upholds a deep responsibility to develop Namibia’s industrial landscape

Simon Thompson, VP Northern Europe at JAGGAER, explains why artificial intelligence-powered data infrastructure is becoming essential

The Founder and CEO of GRU Space reveals his plans for the first lunar hotel Skyler Chan, has ambitious designs on Earth’s celestial companion.

intelligence-powered data infrastructure is becoming essential Simon Thompson, VP Northern Europe at JAGGAER, explains why artificial

develop Namibia’s industrial landscape upholds a deep responsibility to K Neumayer Civil Contractors

LANDSCAPE INDUSTRIAL TO THE INTEGRAL

GROUP TRADE KINGS

adventures outdoor recreation Enhancing all

Margaret Henry,

Skyler Chan, has ambitious designs on Earth’s celestial companion.

The Founder and CEO of GRU Space reveals his plans for the first lunar hotel

remain both relevant and scalable expanding ecosystem of brands that Trade Kings Group, has an consumer goods manufacturer, Zambia’s largest fast-moving

LIPPERT

Locked and loaded

MARTIN LOCKHEED

initiative regenerative farming PepsiCo’s collaborative Agriculture, discusses and Regenerative VP of Sustainable

Margaret Henry, gives us the full story Director and Supply Chain Leader, John Kirkman, Senior Managing success with real estate facilities. helps businesses find greater CBRE’s multidimensional perspective

TELL US YOUR STORY, AND WE’LL TELL THE WORLD the Future Solutions of Real Estate

www.mfg-outlook.com

www.foodbevera ge-outl ook.com

Issue 12

Iss ue 8

economies and supporting local Enhancing food security

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NAMIBIA BOKOMO

ISSUE 10

W W W .CONST RUCT ION-OUT L OOK.COM • ISSUE 3

OUTLOOK

www.sustainabilityoutlookmag.com

Issue 2

CBRE

AUSTRALIA COUNCIL OF BUILDING GREEN

AUNT MILLIE’S

THE THOUGHT LEADER

• THE 1-2-1 • THE QUESTION

T O N G A AT H U L E T T Z I M B A B W E • K U K U F O O D S

of the future Real estate solutions nation’s net zero goals Contributing to the

baked goods Healthy, high-quality

THE 1-2-1 • THE QUESTION • TURBOCAM

Integrated digital health information

Horizon Health Network

MOPANI COPPER MINES

FORTERRA

REMONDIS BELGIEN

www.healthcare-outlook.com

www.mining-outlook.com • Issue 15

Every product deserves a box that fits perfectly

End-to-end solutions from exploration to extraction

Helping junior miners unlock value

JOSEPH BRANT HOSPITAL

PACKSIZE

WEIR

HARDY DIAGNOSTICS

Building a healthier world

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Issue 72

WBHO CONSTRUCTION

GREEN BUILDING COUNCIL OF AUSTRALIA

N O F A R

E N E R G Y

R O M A N I A

K I N G S PA N

N O R D I C S

Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, Supply Chain Outlook, Food & Beverage Outlook, Construction Outlook, and Sustainability Outlook are digital publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world.

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outpb.com Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com Senior Editor: Lily Sawyer lily.sawyer@outpb.com Editor: Ed Budds ed.budds@outpb.com Editor: Rachel Carr rachel.carr@outpb.com Copy Editor: Lauren Kania lauren.kania@outpb.com PRODUCTION Art Director: Stephen Giles steve.giles@outpb.com Senior Designer: Devon Collins devon.collins@outpb.com Designer: Louisa Martin louisa.martin@outpb.com Production Manager: Alex James alex.james@outpb.com Digital Marketing Director: Fox Tucker fox.tucker@outpb.com Senior Website Content Manager: Oliver Shrouder oliver.shrouder@outpb.com Social Media Executive: Jake Crickmore jake.crickmore@outpb.com BUSINESS Chief Executive Officer: Ben Weaver ben.weaver@outpb.com Managing Director: James Mitchell james.mitchell@outpb.com Chief Technology Officer: Nick Norris nick.norris@outpb.com Content Director: Neil Perry neil.perry@outpb.com Global Head of Media: Lewis Hammond lewis.hammond@outpb.com Global Media Executive: Kai Boyle-Vennard kai@outpb.com A D M I N I S T R AT I O N Finance Director: Suzanne Welsh suzanne.welsh@outpb.com Finance Manager: Victoria McAllister victoria.mcallister@outpb.com E M E O U T LO O K Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom Sales: +44 (0) 1603 804 445 Editorial: +44 (0) 1603 853 874 SUBSCRIPTIONS Tel: +44 (0) 1603 853 874 jack.salter@outpb.com www.emeoutlookmag.com Follow us on Linkedin: EME Outlook Magazine Follow us on X: @OutlookPublish

TALK BIRDIE TO ME Welcome to our 72nd edition of EME Outlook magazine.

We tee off this issue with McLaren Golf, the pioneering endeavour delivering a new benchmark for golf equipment.

This new venture, launched in April, is focused on delivering premium precision equipment for discerning golfers who share McLaren’s obsession with detail.

McLaren began exploring brand extension opportunities a few years ago, and golf was a natural fit due to its recent growth in participation, premium appeal, and performance-driven products.

Every part of the process – from materials to construction – was challenged to uphold the exacting standards and constant pursuit of excellence that define McLaren.

“McLaren Golf represented a natural evolution of the brand’s high-performance mindset – translating decades of engineering expertise from motorsports and automotive design into the game of golf,” explains Neil Howie, CEO. Moving down the fairway, Nofar Energy Romania is positioning the country, and itself, as one of the most investable renewable energy stories in Central and Eastern Europe.

The subsidiary’s pipeline is substantial and reflects its ambition to become one of the leading renewable energy platforms in the country.

Iepurești and Ghimpaţi, which rank amongst the most significant renewable energy developments in Romania, have now both been successfully energised, with Slobozia following close behind.

“That is a significant moment for any developer and, for us, it represents the culmination of years of hard work in development, permitting, and construction,” prides Favi Stelian, Managing Director and CEO of Nofar Energy Romania and COO of Nofar Energy Europe.

We then approach the green – both figuratively and literally – with REMONDIS Belgien, a subsidiary of one of the world’s largest privately held recycling, water management, and environmental service companies.

REMONDIS Belgien is combining innovation, digitalisation, and sustainability to transform waste into valuable resources and drive long-term environmental impact.

“We seek to preserve natural resources by transforming waste into valuable raw materials. We do not see waste as an endpoint, but as the beginning of a new lifecycle,” affirms Managing Director, Stefaan Pillen.

Finally, we sink the putt with Danone Romania, Grydale, Rheinmetall UK, and other key industry players.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing EME Outlook Issue 72 | 3

EME OUTLOOK CONTENTS

12 Manufacturing McLaren Golf

72|CONTENTS

From Track to Tee A new benchmark for golf equipment

REGULARS

6 EXPERT EYE What’s still missing in Europe’s artificial intelligence story

TO P I C A L F O C U S

23 Sport BUS INE SS INSIGHTS

Built for Her, Not Adapted from His

18 Manufacturing

Cricket kit exclusively for women and girls

Bridging the Real and Virtual Worlds

Panasonic Connect Europe

104 THE FINAL WORD

A comprehensive digital manufacturing and supply chain brand

Carved from the Torne River

8 DELMIA

Partners in a Connected Future

How do you stay ahead of major industry trends?

EME OUTLOOK CONTENTS

30

54

38

F E AT U R E S E NE R GY & UTILITIES

F OOD & BEV ERAG E

54 Danone Romania Nurturing Nutrition

30 Nofar Energy Romania

Contributing to a healthier world

Romania’s Renewable Revolution

60 DN AGRAR

An essential player in the energy transition and an emerging platform for investor capital

38 Derichebourg Enabling Europe’s Circular Economy

From Farm to Future Dairy Dominance Revolutionising the milk industry

68 Al Rabie Saudi Foods

60

The Choice of Champions

At the forefront of metal recycling

Looks amazing, tastes even better

48 REMONDIS Belgien

MINING

Waste into Worth

76 Grydale

Transforming waste into valuable resources

Transforming Dust Control Operator safety through world-class dust management solutions

M A N U FAC T U R I N G

76

84 Rheinmetall UK Readiness Through Sovereign Capability A central delivery partner in the UK’s defence strategy

CON ST R U C T I ON

96 A2O Facades 48

Deeper Collaboration, Stronger Structures High-performance building façades

84 EME Outlook Issue 72 | 5

FROM PILOT TO

POWERHOUSE Drawing on insights from industry, policy, and Amazon Web Services research, Sasha Rubel, Head Public Policy for Generative AI, EMEA, analyses the gap between experimentation and transformation risks leaving Europe behind in the global AI race. As Europe reaches a critical inflection point, she outlines why progress is stalling and what must change

Writer: Sasha Rubel, Head Public Policy for Generative AI, EMEA, Amazon Web Services

E

very artificial intelligence (AI) story in Europe seems to begin the same way: a brilliant idea, a promising pilot, a headline about a breakthrough.

Fewer reach a second chapter. The company that scales, hires hundreds of people, and becomes a category leader from a European base is still the exception, not the rule.

The data is striking. Recent research 6 | EME Outlook Issue 72

from Amazon Web Services (AWS), Unlocking Europe’s AI Potential 2026, is based on interviews with 17,000 businesses and 17.000 citizens across Europe and found that 54 percent of European businesses now use AI – up from 33 percent just two years ago.

That is genuine progress. But only 22 percent of adopters have reached advanced use – the stage where AI stops being bolted onto old processes

and starts becoming the process itself.

More than half – 58 percent – remain stuck at the most basic level: tools layered onto workflows that haven’t fundamentally changed.

That gap between adoption and transformation is the real story of Europe’s AI moment. It isn’t a story about ambition, which Europe has in abundance, but about what happens after the pilot succeeds: scaling across borders, hiring the right people, and raising the capital to grow. That is where momentum stalls.

27 MARKETS, TOO MANY INTERPRETATIONS Europe was an early mover on AI governance. Clear, understandable, and consistent rules are an advantage when applied consistently.

Today, 68 percent of businesses don’t understand their obligations under the EU AI Act, and the legislation doesn’t operate in isolation.

It sits inside a dense web of

EXPERT EYE TECHNOLOGY

EU-wide national data rules, sectoral regulations, and enforcement practices that vary across all 27 EU countries. A single rulebook becomes, in practice, 27 separate compliance exercises.

For a founder expanding, that is not a minor inconvenience. It shows up as 41 percent of overall IT budgets spent on compliance, legal costs, delayed launches and, sometimes, a decision to expand elsewhere first.

Nearly four in 10 European start-ups say they would consider relocating to grow faster in an environment with more predictable regulation and an enabling environment with access to funding and ease of scaling; amongst the highest-growth companies, that figure climbs past half.

When compliance complexity, rather than product quality, decides where a company grows, Europe is competing with one hand tied behind its back.

THE GAP NO ONE IS HIRING FOR The second challenge is less visible but just as damaging: a shortage of people who know how to put AI to work.

75 percent of European businesses say their AI capabilities need improvement, with open digital roles currently taking close to seven months to fill.

But the deepest shortage isn’t in machine learning PHDs – it’s in the leadership layer: managers and executives who can redesign a workflow around what AI now makes possible, rather than simply adding AI on top of what already exists.

Without that fluency, adoption stalls in the innovation team, admired in a slide deck but never let loose on the factory floor, hospital ward, or customer service desk.

This shortage will only grow more acute as agentic AI systems capable of planning and executing entire workflows independently move from pilot to mainstream.

CAPITAL THAT STOPS TOO EARLY The third challenge is money that arrives too late. Europe has gotten better at funding early-stage AI ventures, but scale-up capital, along with larger patient checks that carry a company from proven product to global category leader, remains thin.

That gap hits deep tech founders hardest since their businesses require years of infrastructure investment before revenue can catch up.

The consequence isn’t difficult to see. Founders quietly headquarter their next funding round or next 100 jobs outside of Europe.

Each time that happens, Europe loses more than one company – it loses the tax base, supply chain jobs, and next generation of engineers who might have trained there.

WHAT’S ALREADY POSSIBLE None of this is a case against European AI – it’s the opposite.

We’re already seeing pioneering start-ups in Europe: Dutch start-up myTomorrows, active in 135 countries, is helping over 17,700 patients bridge the gap between medical innovation and access, empowering families with even the rarest conditions to discover and access pre-approval treatments globally.

ETERNO is tackling a different kind of time pressure: doctors often have just seven minutes to understand a patient’s full story, and its AI assistant, LENI, helps them listen better and decide faster.

In France, meanwhile, Quandela is proof that quantum computing doesn’t have to look futuristic to change the future. The company is building photonic quantum machines that run at room temperature and connect through existing fibre networks.

These are the companies who are solving problems that matter, built on European science and talent.

The question is whether Europe has access to the conditions required to house 100 more companies like these on a global scale, or if it will instead continue to produce brilliant first chapters that get finished elsewhere.

Indeed, we need to make Europe the best place to scale, not just start.

MOMENTUM IS A CHOICE, NOT A PHASE Europe doesn’t lack ideas, researchers, or ambition. What it lacks is coherence – one predictable rulebook instead of 27 interpretations; an economy-wide investment in AI fluency instead of scattered pockets of it; capital markets willing to back scale with the same appetite they’ve shown during seed rounds.

None of this requires Europe to invent something new: it has already built the world’s most ambitious AI rulebook.

Rather, it requires the seriousness Europe has already shown in writing the rulebook redirected towards making the ecosystem around it work at full speed and scale.

ABOUT THE EXPERT Sasha Rubel is Head of Public Policy for Generative AI, EMEA at AWS, previously leading UNESCO’s AI and digital innovation work for 12+ years.

A founding member of the Global Partnership on AI, Organisation for Economic Co-operation and Development (OECD) AI Network of Experts, and Ireland’s AI Advisory Council, Rubel advises governments, companies, and nonprofits on unlocking AI’s potential for people and the planet.

EME Outlook Issue 72 | 7

Bridging the Real and Virtual Worlds As a subsidiary of Dassault Systèmes, DELMIA is on track to shape the manufacturing industry of the future. We speak to Guillaume Vendroux, CEO, about the cutting-edge 3DEXPERIENCE platform and the significance of its partnership with NVIDIA Writer: Lucy Pilgrim

M

ultinational corporation Dassault Systèmes (Dassault) has become a titan of the software landscape.

Established in 2000, DELMIA is Dassault’s comprehensive digital manufacturing and supply chain brand for its global operations.

Guillaume Vendroux, CEO

8 | EME Outlook Issue 72

“DELMIA’s applications empower manufacturing, supply chain, and service organisations to plan, manage, optimise, and execute how they run their end-to-end value networks on Dassault’s 3DEXPERIENCE platform,” introduces Guillaume Vendroux, CEO of DELMIA. Indeed, the company connects operations in both the real and virtual worlds, helping businesses to evaluate and make better decisions that improve agility, cost, margins, service, and sustainability.

Since launching the brand over 25 years ago, Dassault has developed and expanded DELMIA from a pure focus on digital manufacturing to a full global operations portfolio.

“DELMIA offers tailored solutions for diverse sectors, from discrete manufacturing to process manufacturing and the supporting supply chains. We help customers across a wide range of industrial

sectors such as life sciences, metals, high tech, aerospace, industrial equipment, and transportation and mobility,” he surmises.

UNIFIED ENVIRONMENT 3DEXPERIENCE is Dassault’s business and innovation platform that creates a unified environment, connecting people, data, and processes across organisations’ ecosystems, including the entire manufacturing lifecycle.

The platform powers DELMIA’s applications, enabling the company to deliver operations-focused solutions

DELMIA BUSINESS INSIGHTS

that drive efficiency, agility, and innovation.

Its core manufacturing capabilities include a single version of the operational truth.

“By centralising all data, 3DEXPERIENCE eliminates silos between engineering, manufacturing, and supply chain teams, ensuring everyone works from the same accurate, up-to-date information,” Vendroux details.

The platform also creates a stateof-the-art virtual twin experience, whereby manufacturers can model,

“By centralising all data, 3DEXPERIENCE eliminates silos between engineering, manufacturing, and supply chain teams, ensuring everyone works from the same accurate, up-to-date information” – G U I L L A U M E V E N D RO U X , C E O, D E L M I A

simulate, and optimise processes in a virtual environment before execution.

This uses highly accurate virtual models of products and production lines to maximise operational efficiency when executing the project in the real world.

3DEXPERIENCE additionally grants

users with greater control and visibility.

DELMIA’s specialised applications are presented as ‘roles’, providing users with tailored apps for their needs and delivering an impactful user experience and collaborative decision support within their operations, factories, and supply chains.

EME Outlook Issue 72 | 9

EXPANDING CAPABILITIES Significantly, DELMIA extends Dassault’s capabilities beyond design and engineering into production and logistics.

DELMIA’S OPERATIONAL PORTFOLIO - Manufacturing - Digital manufacturing and virtual twins - MES - MOM - Maintenance and supply chain - Transportation - Workforce planning and optimisation

Case in point, the company bridges the real and virtual worlds through applications like DELMIA Augmented Experience, which brings digital data to operators on the shop floor via augmented reality (AR) to enhance assembly and maintenance processes.

Elsewhere, the company provides world-class operations management services, shifting Dassault’s expertise into manufacturing execution systems (MES) and manufacturing operations management (MOM).

“This enables control of global production sites and synchronises operations across production, quality, warehousing, and maintenance,” highlights Vendroux.

From a supply chain perspective, DELMIA’s specialist apps facilitate artificial intelligence (AI)-driven planning capabilities to solve complex supply chain and workforce challenges by combining optimisation, ‘what if’ scenario planning, and a real-time understanding of activities for optimal results.

BREAKTHROUGH INDUSTRIAL AI ARCHITECTURE Earlier this year, Dassault partnered with NVIDIA, integrating the latter’s Omniverse physical AI libraries into DELMIA virtual twins – establishing breakthrough industrial AI architecture.

“NVIDIA contributes physical AI and accelerated computing, enabling 10 | EME Outlook Issue 72

the simulation of robotics-grade physics and perception at scale.

DELMIA delivers a semantically rich virtual twin of production systems, connecting design intent to realworld execution,” Vendroux outlines.

The company’s partnership with NVIDIA is building an industrial AI platform comprising three pillars: a new architecture with AI for scale, science-validated industry world models, and an agentic platform grounded in science and industry.

“We are supporting our customers with mission-critical reliability and scalability, scientific accuracy, traceability, and regulatory compliance. This includes constructing the foundation for agile, software-defined production,” he adds.

This combination empowers manufacturers to design, simulate, and operate complex systems with unprecedented confidence and precision.

By testing autonomous behaviour in realistic virtual conditions, companies can prove changes virtually before implementing them, minimising commissioning surprises, optimising material flow, and validating how production should respond to change.

“The result is the emergence of software-defined production systems where human-led decisions are supported by AI that tests and validates options in the virtual twin.

This creates a feedback loop where the virtual world validates better outcomes for the real world, driving faster adaptation with reduced risk and rework,” continues Vendroux.

THE FUTURE OF MISSIONCRITICAL AI The partnership between Dassault and NVIDIA aims to revolutionise mission-critical AI and drive long-term value creation across manufacturing and logistics by establishing a robust industrial AI foundation.

DELMIA BUSINESS INSIGHTS

The collaboration addresses the limitations of traditional production systems, which struggle with rigidity and real-world variability.

It introduces agile, softwaredefined production powered by virtual twin technology and physical AI to foster a new era of autonomous systems.

The impact of this partnership extends beyond operational efficiency. By minimising physical prototyping and optimising resource use, the collaboration supports sustainability goals, reducing waste and energy consumption.

“It also lowers the barriers to innovation, allowing manufacturers to experiment with new layouts,

“We are supporting our customers with missioncritical reliability and scalability, scientific accuracy, traceability, and regulatory compliance. This includes constructing the foundation for agile, softwaredefined production” – G U I L L A U M E V E N D RO U X , C E O, D E L M I A

workflows, and automation strategies in a risk-free virtual environment. This agility ensures adaptability to market demands and positions manufacturers to remain competitive,” Vendroux notes.

DASSAULT AND NVIDIA The one-of-a-kind partnership between two industry titans will shape the future of modern manufacturing by: • Accelerating adaptation and scaling – By leveraging virtual twins, manufacturers can simulate and validate production processes, optimise workflows, and test changes in a risk-free virtual environment. This reduces commissioning surprises, minimises rework, and enables faster adaptation to new product variants or operational changes.

• Enabling autonomous production – Manufacturers can test autonomous behaviours under realistic conditions. This shift from mirroring reality to proving change ensures AI-driven recommendations are validated virtually before realworld deployment, fostering confidence and precision.

• Driving sustainability – Virtual simulations reduce the need for physical prototyping, minimising waste and energy consumption. AI-driven optimisations further help manufacturers achieve sustainability goals by fine-tuning operations to use fewer resources.

Ultimately, the Dassault-NVIDIA collaboration is about building the factories of the future – autonomous, efficient, and sustainable – whilst setting a new standard for missioncritical AI in manufacturing and beyond.

The partnership is poised to revolutionise modern manufacturing over the next five years by enabling agile, software-defined production systems through a robust industrial AI foundation.

Dassault and NVIDIA will shape the future by accelerating adaption and scaling, enabling autonomous production, driving sustainability, fostering innovation, and establishing a new industrial AI standard.

“In summary, this partnership will enable manufacturers to build autonomous, efficient, and sustainable factories, transforming the industry and setting a new standard for modern manufacturing,” Vendroux concludes.

• Fostering innovation – Lowering the cost and risk of experimentation encourages manufacturers to explore new factory layouts, automation strategies, and workflows. This agility supports continuous innovation and helps companies stay competitive in a rapidly evolving market.

• Establishing a new industrial AI standard – The partnership creates a missioncritical record system for industrial AI, grounded in physics and validated scientific knowledge. This foundation empowers manufacturers to design, simulate, and operate complex systems with unprecedented confidence and efficiency.

Tel: +33 (0) 1 6162 6162 www.3ds.com/about/company/contact-information

www.3ds.com EME Outlook Issue 72 | 11

MCLAREN GOLF MANUFACTURING

12 | EME Outlook Issue 72

From Track to Tee McLaren has launched a new venture focused on delivering premium precision equipment for discerning golfers who share its obsession with detail. We tee off with Neil Howie, CEO of McLaren Golf – the pioneering endeavour delivering a new benchmark for golf equipment WRITE R: JAC K SALT ER

McLaren Golf represented a natural evolution of the brand’s high-performance mindset – translating decades of engineering expertise from motorsports and automotive design into the game of golf.”

A few years ago, McLaren began exploring brand extension opportunities that aligned with both its capabilities in the world of performance engineering, as well as the global audience reach of sport and connections to many of its partners.

Neil Howie, CEO

Golf was a natural fit due to its recent growth in participation, premium appeal, and focus on performance-driven products.

Every part of the process – from materials to construction – was challenged to uphold the exacting standards and constant pursuit of excellence that define McLaren.

“Following the brand reveal in early March and launch in Miami at the end of April, the interest in McLaren Golf has been fantastic,” highlights CEO, Neil Howie.

EME Outlook Issue 72 | 13

MCLAREN GOLF MANUFACTURING

“We’ve been delighted with the initial reception from our retailer partners and consumers and genuinely humbled by the general positivity from the trade press.”

McLaren Golf consists of a dedicated team of industry specialists and world-class engineers who have been immersed in McLaren’s ways.

The new venture is focused on delivering premium precision equipment for discerning golfers who share McLaren’s obsession with detail.

“When you bring together the minds of our golf engineers and designers with McLaren’s Racing and Automotive teams, you begin to question the norms and explore new ways of looking at, making, and delivering golf equipment for the future,” Howie outlines.

In that process, McLaren Golf is working with McLaren Racing’s Accelerator team to explore these new ways of engineering, developing, and bringing to market golf products with a performance lens.

“This collaboration between our teams is what excites us, and we’re looking forward to realising some of these innovations in our next product launch,” he enthuses.

TOUR BLADE REIMAGINED Alongside the official brand launch, McLaren Golf has introduced its debut Series 1 and Series 3 irons.

The former is a Tour blade reimagined, engineered to challenge the assumption that true blades lack forgiveness.

“McLaren Golf represented a natural evolution of the brand’s high-performance mindset – translating decades of engineering expertise from motorsports and automotive design into the game of golf” – NEIL HOWIE, CEO, MCLAREN GOLF

HOW IS MCLAREN GOLF DELIVERING A NEW BENCHMARK FOR GOLF EQUIPMENT AND PUSHING THE BOUNDARIES OF EQUIPMENT DESIGN AND MANUFACTURING? Neil Howie, CEO: “We’re using MIM in our irons for precision control over material composition, internal geometry, and mass distribution.

“This unlocks a level of freedom not possible through traditional forging or casting, which means every gram of weight, structural element, and performance characteristic can be intentionally designed.

“It is a granular process that aligns with the same philosophy McLaren applies to its supercars and race team: no detail too small or gain too marginal.”

At address, it presents a clean, compact profile inspired by the classic muscle-back. However, beneath the surface, proprietary metal blends and precise internal weighting create a structure that enhances consistency and stability whilst preserving the pure feel elite players demand.

Designed in conjunction with McLaren Golf Tour player Justin Rose, and with input from other top Tour players, the proprietary metal composition, formed through the metal injection moulding (MIM) process, is engineered to deliver the preferred sound and feel of a forged iron.

“MIM also opens the door for a unified internal weighting system that adds to the consistency, stability, and overall function of the iron – effectively adding forgiveness to a blade without sacrificing workability,” insights Howie.

McLaren Structural Mesh is another defining element of Series 1’s architecture. The honeycomb-inspired pattern, also utilised on McLaren

supercars, maintains rigidity and face strength whilst removing mass from non-critical areas.

“That saved weight is redistributed to provide perimeter stability, increase the moment of inertia, and fine-tune the centre of gravity, delivering added forgiveness whilst preserving a compact, Tour-trusted profile,” he tells us.

COMPLETE PERFORMANCE Featuring a powerful engine built around its MIM frame, Series 3 is a complete performance system.

Internal weighting and carbon fibre elements work in unison, positioning the centre of gravity with precision and stabilising the club through impact.

The result is scintillating speed, responsive control, and a vibrationdampening feel.

“Enabled by MIM, the internal geometry of each iron is precisely engineered to optimise weight distribution and performance throughout the set,” Howie notes.

EME Outlook Issue 72 | 15

MCLAREN GOLF MANUFACTURING

“Following the brand reveal in early March and launch in Miami at the end of April, the interest in McLaren Golf has been fantastic” – NEIL HOWIE, CEO, MCLAREN GOLF

As with its Series 1 counterpart, a key innovation is the McLaren Structural Mesh – an intricate external architecture that redistributes mass away from non-critical areas without compromising structural strength.

This allows for increased stability and forgiveness whilst preserving a clean, player-preferred profile.

Series 3 also features a carbon-fibre bonnet along the back of the iron, an aesthetic nod to McLaren’s racing and automotive heritage.

However, this piece is about more than just looks and serves as a critical performance element.

“As an integrated component within the overall

McLAREN GOLF Golf is a game of margins. Millimeters matter.

Feel matters. Precision matters.

The most obsessed golfers seek uncompromising performance, engineering integrity and equipment that delivers measurable confidence.

Sales

McLaren Golf has been established with a clear ambition: Bring the same exacting standards that define our automotive and racing teams to the world of golf.

We have a full bag ambition that will start with irons and then move onto the other equipment categories.

The Preserve, OR

METAL INJECTION MOLDING

McLaren Golf irons are manufactured using a precise Metal Injection Molding process.

Sales

This advanced process delivers the superior sound and feel of forging, with greater technical precision than casting.

Combined with McLaren Golf’s proprietary metal composition, it marks a significant evolution in high-performance irons.

The Preserve, OR

16 | EME Outlook Issue 72

MCLAREN GOLF MANUFACTURING

structure, it also impacts vibration management – refining sound and feel at impact whilst housing the unique calibration weight system,” details Howie.

Along the sole, Series 3’s unique heel cut design generates speed through the ground and resistancerelief on imperfect strikes.

Collectively, the sole geometry is engineered to reduce drag and control turf interaction through impact.

“Camber, leading-edge curvature, and heel cut relief work together to manage how the club enters and exits

the ground – maintaining clubhead speed at the most critical stage of the swing,” Howie explains.

across all functions – engineering, marketing, sales, and operations – who will be working with their McLaren Racing and Automotive counterparts to service the global demand from golfers and our retail partners.”

Complementing its equipment is a range of accessories that is also in high demand, with many items already sold out.

“This reinforces our view that golfers are not just looking for a premium brand, but also see McLaren Golf as an authentic name in the golf category,” Howie closes.

14-CLUB AMBITION Starting out with irons, McLaren Golf also plans to bring metalwoods, wedges, and putters to golfers around the world.

“We are continuing to add to our equipment portfolio with products in every category, which will ultimately complete our 14-club ambition,” reveals Howie.

“We’re also committed to building out a team of golf industry experts

PROGRESSIVE CG SYSTEM DAMPING SILICONE Injected silicone to provide both damping and precision weighting

SERIES1

For the better player looking for control, feel and consistency, all in a tour-proven design.

Sales

Sales TUNGSTEN CG SYSTEM Progressive tungsten weighting to optimize performance throughout the set (calibration weight range 16g - 24g)

The Preserve, OR

The Preserve, OR

STRUCTURAL MESH STRUCTURAL McLAREN MESH

PROGRESSIVE OFFSET

MESH LONG IRONS

Sales STRUCTURAL MESH

STRUCTURAL MESH

Enables weight savings that can be strategically distributed around the head

Enables weight savings that can be strategically distributed to other parts of the head while also providing strength and stability

The Preserve, OR

CLUB

OFFSET

3

4.0mm

4

3.8mm

5

3.6mm

OPTIMIZED OFFSET Offset progression changes with long, mid and short irons helping face closure and performance

CLUB

OFFSET

MID

6

2.4mm

IRONS

7

2.2mm

SHORT IRONS

CLUB

OFFSET

8

1.3mm

9

1.2mm

PW

1.2mm

The Preserve, OR

EME Outlook Issue 72 | 17

PA R T N E R S I N A CONNECTED FUTURE As Industry 4.0 continues to permeate every aspect of the manufacturing industry, Panasonic Connect Europe is in a prime position as the vital bridge between the digital and physical worlds. Peer Schumacher, Head of Electronics Manufacturing Solutions, gives his insight into the recent transformation and how it will shape the future resilience of the industry Writer: Lucy Pilgrim

I

n the past five years, the electronics manufacturing sector has undergone a significant evolution, driven by increased automation, digitalisation, and resilience planning.

Indeed, the industry is seeing a shift from isolated production lines towards fully connected ecosystems where machines, data, and people work in sync.

“Automation is no longer just about efficiency, but adaptability,” opens Peer Schumacher, Head of Electronics Manufacturing Solutions for Panasonic Connect Europe (Panasonic Connect) – the business-to-business solutions 18 | EME Outlook Issue 72

division of the technology titan.

“Manufacturers are increasingly using data-driven systems and predictive analytics to respond quickly to demand fluctuations and supply chain disruptions. This shift has been accelerated by global challenges, pushing companies to prioritise flexibility, transparency, and operational continuity,” he notes.

The most prominent force making waves across the manufacturing space is Industry 4.0. Representing the convergence of physical manufacturing and digital technologies, it brings together Internet of Things (IoT),

artificial intelligence (AI), cloud computing, and advanced analytics into a unified production environment.

“Across Europe, Industry 4.0 is enabling manufacturers to move from reactive to proactive operations.

Instead of responding to issues after they occur, companies can now predict failures, optimise workflows in real time, and continuously improve performance.

“This is particularly important in Europe, where maintaining global competitiveness requires highquality, efficiency, and sustainable production,” Schumacher highlights.

PANASONIC CONNECT EUROPE MANUFACTURING

PANASONIC CONNECT EUROPE MANUFACTURING

CYBER-PHYSICAL APPROACH Within this rapidly evolving landscape, Panasonic Connect plays a crucial role as an enabler of connected manufacturing, bringing to the fore advanced hardware, intelligent software, and deep industry expertise to bridge the gap between the physical and digital worlds.

By integrating shop floor equipment with data platforms and analytics tools, Panasonic Connect helps manufacturers gain real-time visibility and control over their operations.

“This ‘cyber-physical’ approach ensures data doesn’t just exist but actively drives smarter decisionmaking and continuous optimisation.

That is what the word ‘Connect’ stands for in our company,” Schumacher reveals.

Given the deep recognition that no two factories are the same, Panasonic Connect works with its customers in a highly collaborative way.

Indeed, rather than offering onesize-fits-all solutions, the company focuses on co-creation – designing tailored systems that align with each client’s operational goals and challenges.

This includes integrating production hardware, deploying smart maintenance systems, enabling predictive analytics, and building fully connected environments.

“The result is a step-by-step transformation journey, where manufacturers can modernise at their own pace whilst delivering measurable improvements in efficiency, quality, and uptime,” he explains.

SELF-OPTIMISATION As a by-product of the growth of Industry 4.0, autonomous factories represent a major leap forward in manufacturing.

“Their key advantage lies in their ability to self-optimise using real-time 20 | EME Outlook Issue 72

“Across Europe, Industry 4.0 is enabling manufacturers to move from reactive to proactive operations. Instead of responding to issues after they occur, companies can now predict failures, optimise workflows in real time, and continuously improve performance” – P E E R S C H U M A C H E R , H E A D O F E L E C T R O N I C S M A N U FA C T U R I N G S O L U T I O N S , PA N A S O N I C C O N N E C T E U R O P E

data to continuously improve processes, reduce downtime, and enhance productivity. Over time, this leads to significant cost savings through reduced waste, lower maintenance costs, and decreased reliance on manual intervention,” Schumacher explains.

Whilst the initial investment in autonomous factories can be substantial, the long-term return on investment is compelling.

Manufacturers benefit from improved resilience, scalability, and consistent product quality.

However, industry challenges still remain, including upfront costs, the need for skilled personnel to manage advanced systems, and ensuring robust cybersecurity.

Despite these adversities, the barriers are steadily being reduced by rising technology adoption, enabling autonomous factories to be key drivers of competitiveness in Europe.

This is particularly the case for high-precision sectors like automotive and defence that demand exceptional quality, traceability, and reliability.

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“By enabling faster production cycles, reducing errors, and ensuring consistent output, autonomous manufacturing strengthens Europe’s ability to compete globally. It also supports reshoring initiatives, allowing companies to bring production closer to home without sacrificing cost efficiency,” Schumacher says.

More broadly, Industry 4.0 technologies play a vital role in improving sustainability.

Using real-time data and predictive analytics, manufacturers can optimise energy consumption, reduce material waste, and streamline production processes.

“Autonomous factories can dynamically adjust operations to minimise energy use – whether that’s optimising machine performance, reducing idle time, or improving resource allocation,” he adds.

A UNIQUE BUSINESS PHILOSOPHY Panasonic Connect’s Founder, Konosuke Matsushita, created the company with the mission of improving people’s lives and helping society progress.

It is with this same philosophy that Panasonic Connect moves forward today with passion and ambition – always creating, innovating, and improving.

There is a company-wide goal to deliver on this mission and keep the spirit of the founder alive, which translates directly into the technology it develops and the solutions it creates.

Whatever the application or industry, Panasonic Connect is about connecting with people – both now and in the future.

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“In today’s uncertain global environment, the ability to adapt quickly is just as important as efficiency. Autonomous and connected manufacturing systems provide that flexibility, ensuring businesses can continue to operate and grow” – P E E R S C H U M A C H E R , H E A D O F E L E C T R O N I C S M A N U FA C T U R I N G S O L U T I O N S , PA N A S O N I C C O N N E C T E U R O P E

CONNECTING TO TOMORROW Whilst automation and autonomy continue to be key drivers of progress, people remain central to the success of the global manufacturing landscape.

“The goal is not to replace human expertise but to augment it, freeing employees from repetitive tasks and enabling them to focus on highervalue activities,” Schumacher urges.

Also central to the continued evolution of manufacturing is resilience and versatility.

“In today’s uncertain global environment, the ability to adapt quickly is just as important as efficiency.

Autonomous and connected manufacturing systems provide that flexibility, ensuring businesses can continue to operate and grow,” he expands.

Indeed, the electronics manufacturing sector is well-positioned for growth and transformation thanks to a combination of advanced technologies and a

strong focus on innovation.

In order for this to materialise, however, key industry challenges need to be addressed, including managing the skills gap across Europe, ensuring interoperability between systems, and maintaining cybersecurity in increasingly connected environments.

Additionally, companies must carefully manage the pace of transformation to ensure successful adoption.

“Despite these challenges, the direction is clear: smarter, more connected, and resilient manufacturing that will define the future,” Schumacher concludes.

eu.connect.panasonic.com

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TOPICAL FOCUS SPORT

Built for Her, Not Adapted from His

Maiden Cricket is a female-founded sportswear brand that designs purpose-built, high-quality cricket kit exclusively for women and girls. It has partnered with professional services firm Gateley to supply tailored cricket clothing and tackle inequality in access to the sport. We find out more from co-Founder, Cat Black Writer: Ed Budds

EME Outlook Issue 72 | 23

TOPICAL FOCUS SPORT

M

aiden Cricket (Maiden) was co-founded by sisters Cat and Honor Black in 2024 because they kept seeing the same problem repeat itself – girls and women turning up to play cricket in kit that simply wasn’t designed for them.

Oversized shirts, trousers that didn’t fit, protection built for male bodies – it sounds like a small thing, but kit is the first signal a player receives about whether the sport sees them.

When that signal says, ‘you’re an afterthought’, it has a real effect on confidence, retention and, ultimately, performance.

“We built Maiden to fix that – apparel and equipment for women and girls, designed with performance and fit at the centre. From the beginning, we knew the brand had to do more than sell kit – it had to be part of changing the infrastructure around women’s cricket,” introduces Cat. “That’s what led us to our partnership with Gateley. They share a serious commitment to inclusion and to backing organisations doing purposeful work. The collaboration gave us the resources and platform to take Maiden’s ethos into the schools and clubs that needed it most,” she reveals.

GIRLS IN SPORT The case for girls in sport is wellevidenced – 94 percent of female C-suite leaders played sport at a competitive level.

Additionally, after-school sport is said to increase long-term leadership outcomes by 50 percent.

These aren’t soft statistics – they’re a pipeline argument. The girls playing cricket today are the leaders, professionals, and decision-makers of tomorrow, and sport is one of the most effective environments for building the resilience, teamwork, and self-belief that underpin this reality.

“The challenge is that girls drop out of sport at twice the rate of boys 24 | EME Outlook Issue 72

during early adolescence – and one of the primary drivers is feeling like the sport wasn’t made for them,” explains Cat. “That’s fixable, and it starts with how the kit fits. It continues with representation at every level – coaches, ambassadors, role models – and is sustained by building real community, not just access,” she sets out.

Maiden’s ambassador programme, its school partnerships, and county work are all designed to create an environment where a girl feels she belongs in cricket from the first session.

years ago.

“But here’s what we think is equally important – visibility at the top doesn’t automatically translate into structural change at the grassroots.

A girl watching The Hundred on Sky Sports is inspired – but if she can’t find a club that takes her seriously, the kit doesn’t fit, or there’s no clear pathway, the moment passes,” Cat impassions.

“Maiden exists at that grassroots level, and we’re trying to make sure the infrastructure matches the ambition. We’re focused on the part of the picture that doesn’t always make the headlines,” she tells us.

SEIZING THE MOMENT

Team sport does something that’s very hard to replicate elsewhere – it creates shared stakes.

When you win together or lose together, when you must trust someone else to play their role, when you’re accountable to a group rather than just yourself – those experiences build a form of confidence that’s genuinely durable.

“It’s not the confidence that comes from being told you’re good – it’s the confidence that comes from knowing you’ve worked hard,” Cat informs.

Right now, women’s cricket finds itself in a genuinely exciting moment, and the momentum shows no sign of slowing down.

The Hundred has opened the game to an audience that wouldn’t previously have engaged with cricket – attendances are up, broadcast numbers are growing, and the conversation around women’s sport more broadly has shifted.

There’s also a commercial importance now that wasn’t there five

THE POWER OF A TEAM

WHAT ARE THE KEY FACTORS TO CONSIDER WHEN CREATING A GREAT NEW PARTNERSHIP, SUCH AS MAIDEN’S COLLABORATION WITH GATELEY? Cat Black, co-Founder: “Alignment on purpose must come first. A partnership built purely on logo exchange delivers very little for either side, certainly when it comes to the communities you’re trying to reach.

“What made the Gateley partnership work is the brand’s commitment to inclusion isn’t a corporate social responsibility (CSR) line. It’s embedded in how it operates as a business.

“Beyond that, the most effective partnerships are built around a shared problem, not a shared product. The problem here was clear – girls in schools across the country were playing cricket in kit that wasn’t fit for purpose, and many clubs and schools didn’t have the resources to change that.

“Gateley gave us the platform to address that directly. The structure mattered too – clear objectives, defined activation, and measurable outcomes. A partnership without accountability on both sides tends to drift. Ours didn’t, and the results reflect that.”

“From the beginning, we knew the brand had to do more than sell kit – it had to be part of changing the infrastructure around women’s cricket” – C AT B L A C K , C O - F O U N D E R , MAIDEN CRICKET

The mental health evidence is also significant, as girls who play team sport through adolescence show measurably better resilience, lower rates of anxiety, and stronger social connection in adulthood.

“Cricket specifically is interesting because it accommodates different types of contribution – batting, bowling, fielding, tactics – which means different personalities and ability levels can find their place.”

It’s not a sport that rewards one archetype, and that really matters for inclusion.

EME Outlook Issue 72 | 25

TOPICAL FOCUS SPORT

“Our design process starts with function. We work with technical fabrics that manage moisture, allow freedom of movement, and hold their shape through a full day’s play.”

Every seam placement is considered in terms of comfort under protective equipment, and the fit is built from female body measurements, not scaled-down male templates. Once those foundations are right, the aesthetic work – colour, finish, detailing – sits on top of a product that already performs.

“On the fashion side, we’re aware that sportswear is having a broader cultural moment, and we think that’s a positive development for cricket.

“When a girl is proud to wear her kit, both on and off the pitch, it changes her relationship to the sport” – C AT B L A C K , C O - F O U N D E R , MAIDEN CRICKET

“At Maiden, we think about this very deliberately as our goal isn’t just to get girls playing cricket. It’s to create an experience that makes them want to stay and carry what they learn into everything else they do,” she continues.

PERFORMANCE AND AESTHETIC Sporting apparel and sportswear as fashion has seen a marked resurgence in recent years. Maiden, however, believes that performance and aesthetic aren’t in tension.

“That’s a false choice that the industry perpetuated for a long time by treating women’s kit as an afterthought. When you design specifically for female bodies, with the right fabrics, fit, and construction, you get a product that performs better and looks better. They’re part of the same conversation,” Cat expands.

26 | EME Outlook Issue 72

When a girl is proud to wear her kit, both on and off the pitch, it changes her relationship to the sport,” she notes.

ACCESS AND INCLUSION At Maiden, the company believes inclusion has to mean something specific, or it means nothing at all.

“We’re not interested in the kind of inclusion that adds a line to a brochure. Through our work with Gateley, we’ve focused on three things: reaching schools and clubs at entry level, when girls are first encountering cricket; ensuring the kit itself is accessible, which means practical sizing, sensible price points,

TOPICAL FOCUS SPORT

and products designed for real bodies; and making sure disability cricket is part of the conversation from the start, not a later add-on,” lists Cat. There are serious programmes already running in disability cricket – the England and Wales Cricket Board (ECB) has built real infrastructure – but the kit and equipment provision hasn’t always kept pace.

Today, Maiden is actively working on that, and the company wants every girl, regardless of ability or background, to have access to a kit and community that takes her participation seriously.

“The Gateley partnership has given us the resource and reach to move that work forward faster than we could have done alone,” she finishes excitedly.

maiden-cricket.co.uk

EME Outlook Issue 72 | 27

A production-line of exclusive content, delivered straight to your inbox As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

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R O M A N I A’ S R E N E WA B L E REVOLUTION Romania’s energy transition rarely gets the international recognition it deserves. Backed by a publicly listed parent group, a growing book of European Bank for Reconstruction and Development-financed assets, and a 870-megawatt solar photovoltaic/1.9-gigawatt-hour battery energy storage system pipeline, Nofar Energy Romania is positioning the country, and itself, as one of the most investable renewable energy stories in Central and Eastern Europe. Favi Stelian, Managing Director and CEO of Nofar Energy Romania and COO of Nofar Energy Europe, explains why Writer: Jack Salter | Project Manager: Robert Payne

Iepurești and Ghimpaţi represent a defining milestone – not only for Nofar Energy Romania, but for the broader Romanian renewable energy sector.”

Two large-scale, ground-mounted solar photovoltaic (PV) parks, Iepurești and Ghimpaţi have now both been successfully energised, ranking amongst the most significant renewable energy developments in Romania, with a combined installed capacity of 315 megawatts (MW) – 169 MW and 146 MW, respectively.

30 | EME Outlook Issue 72

This landmark development has been delivered with meticulous attention to detail – grid connection, environmental impact, land use, and community engagement.

“The scale of what we are delivering here is significant, both in terms of installed megawatt (MW) capacity and the clean energy it will inject into the national grid annually,” acclaims Favi Stelian, Managing Director and CEO of Nofar Energy Romania and COO of Nofar Energy Europe.

What makes Iepurești particularly significant is that it demonstrates the

scalability of solar development in the country.

“It’s one thing to build a 20 or 30 MW project – it’s quite another to successfully navigate all the complexities of a development of this magnitude: the grid studies, the financing structure, the engineering, procurement, and construction (EPC) contracting, the permitting.

“Getting all of that right is an enormous team achievement and partnership, and it sends a powerful signal to international investors that Romania is open for business at scale,” Stelian sets out.

NOFAR ENERGY ROMANIA ENERGY & UTILITIES

“With Ghimpați now energised alongside Iepurești, we’ve brought almost 400 MW of clean energy capacity to the cusp of the Romanian grid - a landmark moment for our team” – FAV I S T E L I A N , M A N A G I N G D I R E C T O R A N D C E O , N O FA R E N E R G Y R O M A N I A A N D C O O , N O FA R E N E R G Y EUROPE

NOFAR ENERGY ROMANIA ENERGY & UTILITIES

ROMANIAN PIPELINE Nofar Energy Romania is the Romanian subsidiary of Nofar Energy, one of Israel’s leading renewable energy groups and a publicly traded independent power producer with a growing presence throughout Europe.

It operates across the full spectrum of the renewable energy value chain, from project origination and land securing all the way through to permitting, development, construction management, financing, and long-term asset management.

The subsidiary’s client base ranges from institutional investors and lenders who co-invest in or finance its projects to offtakers – utilities, energy retailers, and large industrial corporates.

“Our core focus is utility-scale solar PV and, increasingly, hybrid solarplus-storage projects that address the intermittency challenge head-on,” outlines Stelian.

“We are active across multiple counties in Romania, with our project portfolio spanning the south and

southwest of the country where the solar resource is strongest, but also developments in other regions as we diversify our pipeline.”

Nofar Energy Romania’s pipeline is substantial and reflects the subsidiary’s ambition to become one of the leading renewable energy platforms in the country, with a portfolio of 870 MW of PV and 1.9 GWh of BESS. The coming months will be particularly exciting, as Nofar Energy Romania brings almost 400 MW online across three major projects – Iepurești and Ghimpaţi, both of which have now been successfully energised, with Slobozia following close behind.

“That is a significant moment for any developer and, for us, it represents the culmination of years of hard work in development, permitting, and construction,” Stelian prides.

“To be advancing 870 MW of solar PV capacity and 1.9 GWh of BESS across our Romanian portfolio is

something the whole team should be enormously proud of – it is a concrete demonstration of our execution capability at scale.”

That execution capability is underwritten, in no small part, by a deepening relationship with the EBRD. The bank has now backed Nofar Energy Romania’s build-out through two separate financing packages: an earlier facility supporting the Iepurești and Ghimpaţi plants, followed by a fresh €192 million package – €64 million from

INVESTOR SNAPSHOT – NOFAR ENERGY ROMANIA Parent group: O.Y. Nofar Energy Ltd, listed on the Tel Aviv Stock Exchange (TASE: NOFR), with a market capitalisation in the region of USD$3.5-4 billion.

Footprint: Active across eight countries – Israel, the US, Romania, Poland, Spain, Italy, the UK, and Serbia.

Romanian pipeline: 870 MW of solar PV and 1.9 gigawatt hours (GWh) of battery energy storage (BESS) in development.

Near-term connections: Almost 400 MW being connected to the grid across three flagship projects – Iepurești (169 MW) and Ghimpați (146 MW), now successfully energised, plus Slobozia (74 MW), in progress.

Lender base: Financing partners include the European Bank for Reconstruction and Development (EBRD), which has backed Nofar Energy Romania’s projects through two financing packages and holds a direct equity stake in the parent group.

De-risking milestone: Financial close has already been reached across the near-term portfolio.

32 | EME Outlook Issue 72

NOFAR ENERGY ROMANIA ENERGY & UTILITIES

“Iepurești and Ghimpati represent a defining milestone – not only for Nofar Energy Romania, but for the broader Romanian renewable energy sector” – FAV I S T E L I A N , M A N A G I N G D I R E C T O R A N D C E O , N O FA R E N E R G Y R O M A N I A A N D C O O , N O FA R E N E R G Y E U R O P E

the EBRD’s own account and a further €128 million mobilised from commercial lenders - for the Slobozia plant and the wider Corbii Mari and Iepurești II projects.

Part of that newer package, the Slobozia plant has secured a 15-year contract for difference (CfD) under Romania’s inaugural CfD auction, whilst output from the other projects is sold on the country’s competitive day-ahead market – evidence, as the EBRD itself has noted, of the growing commercial viability of unsubsidised renewable energy in Romania.

What is particularly exciting beyond these near-term connections is Nofar Energy Romania’s move into hybrid configurations – combining solar generation with BESS. “These hybrid projects are the future of renewables in Romania because they allow us to generate clean energy and dispatch it intelligently, capturing peak pricing moments and providing grid stability services,” insights Stelian.

“This is where I see enormous value creation potential, both for us as a developer and the Romanian energy system.”

DECARBONISATION PUSH Each project in Nofar Energy Romania’s pipeline is developed according to rigorous standards and, together, they represent a meaningful contribution to the country’s renewable energy targets.

There is a political and regulatory push towards decarbonisation in Romania, which has some of the best solar irradiation in Central and Eastern Europe, excellent wind corridors, and a grid that is actively being developed.

“What makes it truly special right now is the speed of change; when I started in this market, utility-scale solar was still considered ambitious,” Stelian reflects.

“Today, we are talking about gigawatt-scale pipelines, hybrid projects combining solar with storage, and corporate power

purchase agreements (PPAs) becoming mainstream. The market is maturing rapidly; being part of that transformation and helping to shape it is genuinely thrilling.”

Romania also has a unique energy position in Europe as one of the few EU member states with a diversified generation mix that includes hydro, nuclear, gas, and now rapidly growing renewables.

With the planned expansion of the Cernavodă Nuclear Power Plant – which produces around 20 percent of the country’s electricity – and the accelerating pace of renewable development, Romania has the potential to be a genuine clean energy exporter within the European grid and a pillar of energy security for the region.

“That strategic dimension underpins everything we do. Our portfolio of solar and battery storage projects across Romania is not just a collection of energy assets – it is a contribution to Romania’s energy sovereignty and the European clean energy transition.

EME Outlook Issue 72 | 33

NOFAR ENERGY ROMANIA ENERGY & UTILITIES

“Understanding that connection between individual projects and larger policy objectives is what drives our commitment to excellence across every stage of development,” Stelian states.

ESSENTIAL CONTRIBUTOR There are also challenges, of course, such as grid connection queues, permitting timelines, and regulatory uncertainty.

However, these are precisely what create space for experienced, wellcapitalised developers like Nofar Energy Romania to add real value.

“We’re lean but highly experienced – we deliberately keep our core team focused and expert-driven, complemented by a strong network of local and international partners,” notes Stelian.

“What I’m proud of is the quality of people we have: professionals who understand both the technical and commercial complexity of this business.”

There are a few things that make Nofar Energy Romania’s contribution to transforming Romanian energy essential rather than just relevant.

First, the subsidiary brings international expertise and capital to a market that needs both.

34 | EME Outlook Issue 72

“To be advancing 870 MW of solar PV capacity and 1.9 GWh of BESS across our Romanian portfolio is something the whole team should be enormously proud of – it is a concrete demonstration of our execution capability at scale” – FAV I S T E L I A N , M A N A G I N G D I R E C T O R A N D C E O , N O FA R E N E R G Y R O M A N I A A N D C O O , N O FA R E N E R G Y E U R O P E

“Nofar Energy’s global footprint – across Israel, Spain, Poland, Germany, Italy, the UK, and now Romania – means we bring best practices, lessons learnt from mature markets, and the financial backing to execute at scale,” Stelian explains.

“We are not operating as a singleproject developer; we are part of a global, publicly listed group with a proven track record of delivering renewable energy capacity at scale across Israel, the US, and Europe.”

Another is its commitment to quality and longevity, with a long-term ownership mindset that changes how every decision is approached.

“You care about the technical quality of the assets, community relationships, and environmental impact because you are going to live with those decisions for 25 years,” he enlightens.

Perhaps most importantly, Nofar

Energy Romania is helping to prove that large-scale renewable development in the country is bankable, investable, and replicable.

“Every project we successfully finance and construct raises the bar and builds confidence for the entire market – that demonstration effect matters enormously.”

AMBITIOUS PRIORITIES Stelian’s priorities are clear and ambitious; with Iepurești and Ghimpaţi now successfully energised, his immediate focus is on bringing Slobozia online and taking all three Nofar Energy Romania projects to full commercial operation.

Financial close has already been reached for the entire portfolio, which is a major de-risking milestone and strong signal of confidence from financing partners.

+40 21 371 56 90 hello@hyperfy.tech www. hyperfy.tech

Security4Energy: The Renewable Energy Division of Hyperfy

As renewable energy infrastructure continues to expand across Europe, the industry faces an increasing need for operational resilience, security and longterm reliability.

Modern energy projects require far more than physical protection - they require integrated operational models capable of supporting complex infrastructure throughout every stage of its lifecycle.

As part of Hyperfy, Security4Energy was created to address this evolving market reality.

Security4Energy represents Hyperfy’s specialised division dedicated to operational security and infrastructure support for the renewable energy sector, delivering integrated solutions that support clients from early-stage development and construction to operational scaling and long-term asset management.

By combining operational expertise, technology integration, centralised monitoring and field execution capabilities, Security4Energy delivers a unified operational framework specifically designed for renewable energy environments. The objective is clear: enabling clients to operate more securely, efficiently and predictably within increasingly complex infrastructure ecosystems.

One of the projects that best reflects this operational philosophy is the Iepuresti project — a landmark renewable energy development and a reference project for the Romanian market.

Security4Energy is proud to serve as the exclusive security contractor for the Iepurești project, working alongside the EPC contractor and Nofar Energy Romania (Nofar) in delivering a high-quality, large-scale renewable energy infrastructure project.

The trust placed in our teams by both the EPC partner and Nofar represents an important validation of our operational standards, execution capabilities and long-term commitment. We are honoured to contribute to a project defined by high-quality standards, operational complexity and strategic relevance for the future of renewable energy infrastructure in the region.

Through Hyperfy’s broader operational capabilities and strategic ecosystem, Security4Energy benefits from an integrated structure capable of supporting large-scale infrastructure projects across multiple operational layers. This positioning allows the division to deliver both agility in execution and long-term operational continuity for renewable energy operators.

Unlike traditional service providers, Security4Energy operates as a longterm operational partner rather than a transactional contractor. The renewable energy sector requires continuity, adaptability and operational alignment throughout multiple stages of infrastructure growth — from development and implementation to optimisation and expansion.

“One of the biggest challenges in renewable energy is ensuring operational continuity at scale.

Our objective is not only to secure infrastructure, but to remain alongside our clients as a longterm operational partner throughout every stage of development and expansion.”

— Lucian Mataoanu This philosophy defines the way Security4Energy structures every partnership and operational engagement.

“One of the biggest challenges in renewable energy is ensuring operational continuity at scale. Our objective is not only to secure infrastructure, but to remain alongside our clients as a long-term operational partner throughout every stage of development and expansion.”

— Lucian Mataoanu

From infrastructure planning and implementation to centralised monitoring, operational optimisation and rapid intervention capabilities, the teams remain fully integrated into the operational realities of each client environment.

As the renewable energy market matures, operators are increasingly focused on scalability, compliance, centralised visibility and operational efficiency. Infrastructure is becoming larger, more distributed and more exposed to operational risks that require realtime coordination and intelligent response models.

Security4Energy addresses these challenges through integrated operational solutions designed to provide centralised control, real-time monitoring and scalable security capabilities across distributed infrastructures.

Supported by Hyperfy’s long-term strategic vision and operational ecosystem, Security4Energy is positioned to help renewable energy operators build resilient infrastructures capable of sustaining longterm growth and adapting to future market demands.

At its core, Security4Energy remains built around one principle: long-term partnership.

As the energy transition accelerates, we believe the future of renewable infrastructure will depend not only on production capacity, but on the ability to operate securely, intelligently and sustainably at scale.

NOFAR ENERGY ROMANIA ENERGY & UTILITIES

“Now it’s about execution – getting these nearly 400 MWs generating clean energy into the Romanian grid as smoothly and efficiently as possible,” affirms Stelian.

Beyond that, the next big frontier for Nofar Energy Romania is BESS, where it is currently directing significant development energy, and reaching financial close on its storage projects is a key priority for the coming period.

“It’s a more complex financing proposition than pure solar – the revenue stack, contract structures, and technology risk assessment – but we are well advanced and I’m confident we will get there,” he states optimistically.

“When we do, it will open up a genuinely new chapter for Nofar Energy Romania, moving us from pure generation into intelligent, dispatchable clean energy.”

Looking at the broader horizon, Stelian’s target is for Nofar Energy Romania to be operating a truly significant portfolio of clean energy capacity within the next three to four years, with hybrid solar-plus-storage projects becoming an increasing proportion of that mix.

“At the European level – and this is something I’m particularly energised by in my new COO role at Nofar Energy Europe – I want to ensure Romania serves as a model for how we develop and operate across Central and Eastern Europe.

“The playbook we have built here, relationships, financing track record, and operational expertise – all of that has real transferability to other markets, which excites me enormously,” he enthuses.

Stelian also wants to deepen Nofar Energy Romania’s PPA market presence in Romania; corporate PPAs are still relatively nascent in the country compared to Western Europe, but demand is growing.

Large industrial and commercial offtakers increasingly want to decarbonise their energy 36 | EME Outlook Issue 72

NOFAR ENERGY ROMANIA’S ESG COMMITMENT Environmental, social, and governance (ESG) practices are not just a checkbox for Nofar Energy Romania – they’re embedded into how the subsidiary thinks and operates.

Environmental – The very nature of what Nofar Energy Romania does – replacing fossil fuel generation with clean solar energy – is its primary contribution. The subsidiary goes even further by conducting honest and thorough environmental impact assessments, working with ecologists, adapting project designs to protect biodiversity, and thinking carefully about land use and water management on its sites.

Social – Nofar Energy Romania is deeply committed to the communities where it develops. This means genuine consultation, transparent communication, and creating local employment and collaborative opportunities where possible. A project the local community understands and supports is a better project.

Governance – As part of Nofar Energy, the subsidiary operates to high standards of transparency, reporting, and ethical conduct. Its financing structures involve international lenders, such as the EBRD, and institutional investors who conduct rigorous ESG due diligence.

This scrutiny is welcomed because it ensures accountability.

“I genuinely believe that in the renewable energy business, good ESG and commercial practices are not in tension – they reinforce each other,” Stelian tells us.

procurement and need long-term, reliable partners to do that with – Nofar Energy Romania seeks to be their partner of choice.

“Finally, I want to continue building and investing in our team here in Romania. The energy transition will only succeed if we have the right people driving it, and I am committed to making this a place where the best energy professionals want to build their careers,” Stelian concludes.

Tel: 0751 112 425/0734292822 office@nofar-energy.ro

www.nofar-energy.ro

DERICHEBOURG ENERGY & UTILITIES

At the forefront of the European metal recycling sector, Derichebourg offers a comprehensive range of integrated waste management and recovery solutions. Abderaman El Aoufir, CEO, highlights how the company maximises material recovery, reduces dependence on virgin raw materials, and boosts the continent’s circular economy Writer: Lucy Pilgrim | Project Manager: Robert Payne 38 | EME Outlook Issue 72

T

he environmental services industry in Europe has undergone a profound transformation over the last four decades, something Abderaman El Aoufir, CEO of Derichebourg – a leader in the metal recycling sector – has a deep understanding of.

“When I began my career, recycling and waste management activities were still viewed largely as local industrial services focused mainly on collection and disposal. Today,

ENABLING EUROPE’S CIRCULAR ECONOMY

our industry has become a strategic pillar of the European industrial and environmental agenda,” he opens.

Indeed, over the span of El Aoufir’s 40+ year career, there has been a growing recognition that waste is not something to eliminate but a valuable source of secondary raw materials – a shift in mindset that has significantly altered the sector.

Recycled metals, plastics, paper, electronic waste, and batteries are now considered critical resources

that contribute directly to reducing dependence on virgin raw materials and lowering industrial carbon emissions.

European regulation has simultaneously evolved considerably with the creation of one of the most advanced environmental regulatory frameworks in the world. This has driven higher standards in recycling, traceability, depollution, emissions control, and resource recovery, ultimately accelerating innovation and

professionalisation across the sector.

“Technological progress has also been remarkable; modern recycling facilities today bear little resemblance to those of 40 years ago.

“Automation, optical sorting, artificial intelligence (AI), advanced shredding technologies, battery treatment processes, and sophisticated material recovery systems have dramatically improved both efficiency and material quality,” he excites.

EME Outlook Issue 72 | 39

DERICHEBOURG ENERGY & UTILITIES

DERICHEBOURG RECENTLY PARTNERED WITH LG ENERGY SOLUTION TO RECYCLE ELECTRIC VEHICLE (EV) BATTERIES IN FRANCE. WHY DOES THIS COLLABORATION REPRESENT AN IMPORTANT STEP IN WASTE MANAGEMENT SERVICES? Abderaman El Aoufir, CEO: “We believe this represents a very important milestone, both for our group and the broader evolution of the recycling industry.

“The rapid growth of electric mobility is creating an entirely new industrial ecosystem around batteries and critical raw materials such as lithium, nickel, cobalt, copper, and graphite.

“This partnership combines LG Energy Solution’s expertise as one of the world’s leading battery manufacturers with Derichebourg’s dense network and long-standing industrial know-how in collection, logistics, dismantling, recycling, and material recovery.

“The objective is to develop efficient and secure recycling solutions capable of recovering valuable materials and reintegrating them into the battery manufacturing supply chain.

“Battery recycling is significantly more complex than traditional metal recycling because it involves advanced technologies, strict safety requirements, and increasingly demanding environmental standards. It therefore represents the next generation of recycling activities, requiring high levels of industrial expertise and innovation.”

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The industry has witnessed numerous other notable evolutions, such as the increasing strategic importance of recycling for heavy industry and manufacturing, the landscape’s transition from a fragmented and largely local industry to more international and consolidated supply chains, and a growing awareness of sustainable performance and adherence to environmental, social, and governance (ESG) criteria.

“Overall, I would say the industry has evolved from a relatively traditional waste management business into a highly strategic industrial ecosystem that sits at the intersection of environmental protection, industrial competitiveness, and the energy transition.

“It is a transformation that has been both challenging and extremely rewarding to witness throughout my career,” El Aoufir reflects.

CIRCULAR ECONOMY PIONEER Derichebourg has grown over the last seven decades to be a major player in environmental services and circular economy solutions, with a strong presence across Europe and North America.

The company is organised around two main divisions: Environmental Services and Public Sector Services.

The former focuses primarily on collecting, recycling, recovering, and trading ferrous and non-ferrous metals, as well as end-of-life products comprising vehicles, waste electrical and electronic equipment (WEEE), and industrial waste streams.

Meanwhile, the Public Sector Services division provides local government services such as household waste collection and urban cleaning.

Collectively, Derichebourg serves a broad and diversified base, including steelmakers, foundries, manufacturers, and local authorities.

Indeed, the company’s roots

DERICHEBOURG ENERGY & UTILITIES

“From the very beginning, the company understood the value of recovering industrial materials and reintegrating them into the production cycle, long before the circular economy and decarbonisation became widely recognised” – A B D E R A M A N E L AO U F I R , C E O, D E R I C H E B O U R G

date back to 1956 when it began developing activities linked to metal recovery and recycling in France.

“From the very beginning, the company understood the value of recovering industrial materials and reintegrating them into the production cycle, long before the circular economy and decarbonisation became widely recognised,” El Aoufir elaborates.

Over the decades, Derichebourg progressively expanded both geographically and operationally, investing heavily in industrial

infrastructure, shredding capacity, logistics, and advanced recycling technologies.

The company soon became one of the leading recycling operators in Europe and amongst the early pioneers in recognising that raw materials would play a critical role in the future of manufacturing and steel production.

“Our mission is to transform waste into resources and support a more circular industrial model where materials remain in the economy for as long as possible.

“We believe this is essential not only for increasing Europe’s recycling performance, but also reducing dependence on virgin raw materials and supporting long-term industrial decarbonisation,” he surmises.

MEETING EUROPE’S RECYCLING NEEDS Derichebourg is deeply committed to its role of recovering valuable raw materials from industrial, commercial, and end-of-life products and reintroducing them into the manufacturing cycle under the highest quality conditions.

In the current context of the energy transition and geopolitical uncertainty, the company plays an active role in supporting the continent’s transition towards a more circular and resource-efficient economy.

EME Outlook Issue 72 | 41

ITALIAN TECHNOLOGY FOR GLOBAL RECYCLING FOR REC presents its story through tailor-made plants, international growth and the development of efficient and reliable solutions capable of ensuring high-quality output fractions.

In the recycling technology sector—where operational efficiency, output quality and process sustainability are increasingly critical—plant manufacturers are required to evolve their role.

FOR REC designs, engineers, manufactures and installs machines and complete plants for the treatment of a wide range of waste streams, including WEEE, metals, municipal and industrial solid waste, cables and electric motors, photovoltaic panels, refrigerators, tires and aluminum, as well as many other types of materials.

In an exclusive interview, Marco Zoccarato, CEO of FOR REC, describes the company’s positioning in a rapidly evolving market and explains the engineering-driven approach behind the development of tailor-made machines and plants designed for increasingly complex materials and applications.

“Our role is not to sell machines; it is to design the most efficient solution for each material flow, every operational context, and every recovery goal.” — Marco Zoccarato, CEO of FOR REC.

CEO’S PERSPECTIVE: INNOVATION, MARKET AND INTERNATIONAL GROWTH FOR REC has been operating in the recycling technology sector for many years. What is your current market positioning and which customer needs do you feel you are most effective at addressing?

FOR REC is a highly specialized partner in the design and manufacturing of machinery and complete waste treatment plants, with a strong engineering approach that combines

performance, reliability, and efficiency.

Today, the market demands robust, versatile systems capable of continuous operation, controlled costs and high-quality output fractions, with increasing focus on customized turnkey solutions and the valorization of secondary raw materials.

FOR REC meets these needs by delivering tailor-made plants designed for high capacity, operational continuity, and reduced environmental impact, through optimized energy consumption, efficient process flows, and advanced control systems.

More than a manufacturer, FOR REC acts as

an engineering partner, supporting clients with technical consultancy, rapid analysis and a structured after-sales service. This integrated approach ensures reliable, high-performance solutions aligned with the evolving demands of the circular economy.

Your product range covers a wide variety of materials and sectors. What are the design principles that unite your solutions and what differentiates you from other manufacturers in terms of technical approach?

All FOR REC solutions are built on consistent design principles that define the company’s technological identity. The core element is customization: each plant is tailor-made according to the material and the client’s objectives, ensuring effective solutions even for complex waste streams.

From a technical perspective, FOR REC systems combine robust construction, energy and production efficiency, simplified maintenance, modular flexibility and advanced separation technologies that guarantee high-quality output fractions.

What sets FOR REC apart is its engineeringdriven approach, based on material analysis, testing and close collaboration with customers.

This allows the company to deliver reliable, high-performance solutions designed for continuous operation, high production capacity and optimized environmental impact.

In recent years, efficiency—energy, operational, and maintenance—has become a central theme in treatment plants. How do your machines respond to this evolving demand?

In recent years, efficiency has become a key factor in plant selection, with a focus on reduced consumption, operational continuity, ease of management and high-quality output fractions.

FOR REC addresses these needs by developing technologies designed for continuous operation, optimized energy use and stable performance, even with complex materials.

Systems are engineered to minimize wear, simplify maintenance and reduce downtime through accessible components and modular configurations.

This approach is supported by a structured service organization, including scheduled maintenance, rapid interventions, remote assistance and fast spare parts availability worldwide.

For FOR REC, efficiency means reliable performance, controlled costs and sustainable processes capable of delivering long-term value.

One of the most interesting aspects of your journey is your strong growth in international markets. Which geographical areas are responding best to your solutions, and what factors have driven this expansion?

In recent years, FOR REC has achieved strong international growth, with exports now accounting for 80% of turnover, driven by a flexible engineering approach and highly adaptable technologies. The company has built a global commercial and project network, with installations across Europe, the Middle East, Asia, North and South America, successfully adapting to diverse markets and operational contexts.

This expansion is not based on standardization, but on customization and direct customer relationships, supported by continuous investment in R&D and a high level of customer loyalty.

Key drivers include tailor-made design, highefficiency and low-impact technologies, system

“We are not just a manufacturer: we are a partner that stays close to the customer, providing high-level technical consultancy and a structured after-sales service.”

“In a rapidly changing market, customers are looking for partners able not only to supply machines but to build complete, high-performance solutions oriented towards ecological transition.”

— Marco Zoccarato, CEO of FOR REC. versatility across multiple waste streams, and a strong service and spare parts network.

This combination enables FOR REC to deliver reliable solutions and continuously strengthen its presence in international markets.

Looking ahead to the coming years, what are the key development directions FOR REC is investing in: new markets, new applications, or technological evolution?

Looking ahead, FOR REC is investing in three key strategic directions to drive future growth.

The first is international expansion, with a focus on strengthening our presence in high-demand regions such as Northern Europe, the Middle East, Asia, and the Americas.

The second is the development of new applications, particularly for emerging waste streams such as photovoltaic panels, complex industrial waste and next-generation WEEE, ensuring high-quality output fractions and economically sustainable recovery.

The third is continuous technological evolution, with ongoing investment in R&D to improve efficiency, reduce energy consumption and wear, increase production capacity and achieve zero environmental impact.

— Marco Zoccarato, CEO of FOR REC.

+39 049 0990015 info@forrec.it www.forrec.eu

“Recycling and environmental services are activities that operate at the heart of local economies, creating industrial employment, supporting circular economy initiatives, and contributing directly to environmental protection and resource preservation” – A B D E R A M A N E L AO U F I R , C E O, D E R I C H E B O U R G

emissions compared to primary extraction and refining.

“By supplying high-quality recycled metals to industrial customers, we directly contribute to the decarbonisation of sectors such as steel, aluminium, automotive, and manufacturing,” he highlights.

LOCAL ANCHORING, INTERNATIONAL REACH Indeed, Derichebourg contributes to the resilience and sovereignty of European industry by helping secure local sources of secondary raw materials and providing integrated waste management and recycling solutions designed to maximise material recovery and reduce dependence on virgin raw materials.

One of the company’s key strengths in this regard is its ability to manage the entire value chain, from collection and sorting to processing, recovering, and reintegrating recycled materials into industrial production cycles.

44 | EME Outlook Issue 72

“This integrated approach allows us to improve traceability, optimise recovery rates, and deliver highquality secondary raw materials that can be reused by steelmakers, foundries, refiners, and manufacturing industries across Europe,” details El Aoufir.

Metal recycling in particular has become strategically important for the continent’s industrial and environmental ambitions. Recycling ferrous and non-ferrous metals significantly reduces energy consumption and carbon dioxide

Both local and international suppliers play a critical role in the success of Derichebourg.

At a local level, the company’s operations rely heavily on strong relationships with regional suppliers, industrial partners, transport companies, maintenance providers, and equipment specialists.

“Recycling is fundamentally a proximity business: the ability to collect, process, and valorise materials efficiently depends on a dense local ecosystem and trusted long-term partnerships.

DERICHEBOURG ENERGY & UTILITIES

“Local suppliers also help us remain agile, responsive to customer needs, and compliant with national environmental and regulatory requirements,” El Aoufir notes.

At the same time, international suppliers are increasingly important as the recycling industry becomes more globalised and technologically advanced.

“Scrap flows, refined recycled materials, and end customers often operate across borders. Having a strong international supply chain enables us to secure outlets for recycled materials, diversify sourcing opportunities, and better support major industrial customers – particularly steelmakers and metallurgical groups transitioning towards more sustainable production models such as electric arc furnace (EAF) steelmaking,” illustrates El Aoufir.

Ultimately, Derichebourg’s balance between strong local anchoring and international reach is one of the key strengths of its business model, allowing the company to combine operational proximity with industrial scale and global market access.

PAN-EUROPEAN NETWORK With a broad European footprint, Derichebourg strongly believes that an efficient supply chain cannot be managed exclusively from a central office.

“The strength of our organisation comes from combining a common industrial strategy with strong regional leadership teams that understand their local markets in depth,” El Aoufir tells us.

Indeed, the company’s regional supply chain heads play a key role in ensuring operational efficiency whilst adapting to the specific realities of each country and region.

This includes understanding local business practices, regulatory environments, transport infrastructures, customer expectations, and language and cultural nuances.

REINFORCING A LEADING POSITION Derichebourg recently reached a major milestone in the acquisition agreement relating to Scholz Recycling – one of the leading metal recycling companies in Europe.

This project is strategically important to Derichebourg as it significantly strengthens the company’s industrial footprint in Germany, Austria, the Czech Republic, Slovenia, Poland, and Romania.

“Beyond this geographical expansion, the transaction will reinforce our position as a major supplier of high-quality recycled raw materials to the European steel industry, particularly as steelmakers accelerate their transition towards lower-carbon production models and EAF technologies,” El Aoufir points out.

EME Outlook Issue 72 | 45

DERICHEBOURG ENERGY & UTILITIES

the scale, expertise, and international reach of a major European recycling and environmental services organisation.

THE HEART OF THE LOCAL ECONOMY

“In industries such as recycling and environmental services, relationships and trust remain extremely important, and having local teams who speak the language and understand the culture creates a significant operational advantage,” he affirms.

“These regional teams also allow us to react more quickly to market fluctuations, logistical disruptions, or changes in material flows.”

At the same time, Derichebourg’s pan-European structure allows it to coordinate strategically across borders.

Indeed, best practices, market intelligence, industrial standards, and operational expertise are shared throughout the group, whilst procurement and logistics synergies are leveraged whenever relevant.

“This balance between local autonomy and European coordination helps us build a resilient, agile, and highly responsive supply chain,” adds El Aoufir.

In practical terms, this means Derichebourg can remain locally embedded whilst benefitting from 46 | EME Outlook Issue 72

Derichebourg upholds a deep commitment to local communities across its operations.

“Recycling and environmental services are activities that operate at the heart of local economies, creating industrial employment, supporting circular economy initiatives, and contributing directly to environmental protection and resource preservation,” El Aoufir insights.

With this in mind, the company’s sites are long-standing industrial actors within their respective regions, demonstrated through strong and constructive relationships with stakeholders, including municipalities, residents, schools, associations, industrial partners, and public authorities.

Internally, social responsibility is also embedded in Derichebourg’s operational culture.

“Our industry remains highly people-oriented, and the expertise of our employees is one of the key drivers of our success. We therefore place significant emphasis on health and safety, professional development, internal promotion, and workforce stability,” he reveals.

Case in point, many of the company’s employees build longterm careers in the business, reflecting the importance it places on loyalty, knowledge sharing, and social cohesion.

Derichebourg’s staff base is also built on a social model centred around diversity and inclusion.

“The recycling industry brings together a wide variety of professions, skills, and backgrounds, and we see this diversity as a strength.

We actively support vocational integration and seek to provide opportunities across different levels

DERICHEBOURG ENERGY & UTILITIES

of qualification and experience,” El Aoufir informs us.

In parallel, the company’s environmental mission naturally creates a positive social impact.

“By recovering and transforming waste into secondary raw materials, we help reduce the consumption of virgin natural resources, lower industrial carbon emissions, and support the transition towards a more circular and sustainable economy,” he prides.

DISCIPLINED GROWTH With continued investment in industrial performance and operational excellence as one of its main priorities, Derichebourg intends to strengthen its position as a leading player in the circular economy.

The company plans to modernise its equipment, improve recovery rates, increase automation where relevant, and further enhance safety and environmental standards across its facilities.

Supporting the decarbonisation of the industry also remains a steadfast focus.

“Steelmakers and manufacturers across Europe are accelerating their transition towards lower-carbon production models, particularly through EAF technologies, which require high-quality recycled raw materials.

“We see this transition as a major long-term opportunity for our sector, and we intend to further strengthen our ability to supply reliable, high-quality ferrous and nonferrous recycled materials to these industries,” El Aoufir sets out.

Geographical expansion and selective external growth also remain part of Derichebourg’s strategic vision, as it continues to evaluate opportunities that strengthen its industrial footprint, improve access to strategic markets, and complement existing expertise in recycling and environmental services.

“Our objective is not diversification for its own sake, but rather disciplined growth aligned with our core competencies and long-term industrial strategy.”

In parallel, the company is

continuing to accelerate its ESG and sustainability roadmap. This includes reducing the environmental footprint of its operations, improving energy efficiency, advancing decarbonisation initiatives, and strengthening transparency and governance practices in line with evolving European regulatory expectations.

“Ultimately, our ambition for the coming years is to combine sustainable growth, industrial leadership, and environmental responsibility, whilst continuing to reinforce our role as a key contributor to Europe’s circular economy and resource independence,” closes El Aoufir.

Tel: 33.1.44.75.40.40 www.derichebourg.com EME Outlook Issue 72 | 47

Waste into Worth

As Belgium’s circular economy accelerates, REMONDIS Belgien is combining innovation, digitalisation, and sustainability to transform waste into valuable resources and drive long-term environmental impact. We sit down with Managing Director, Stefaan Pillen, to learn more Writer: Lily Sawyer | Project Manager: Robert Payne

Stefaan Pillen, Managing Director

Over the course of my career, I have witnessed a clear transition from a largely linear waste model to a truly circular economy.”

The opening words of Stefaan Pillen, Managing Director of 48 | EME Outlook Issue 72

REMONDIS Belgien – the Belgian subsidiary of REMONDIS, one of the world’s largest privately held recycling, water management, and environmental service companies – reflect a fundamental shift in global production and consumption.

Moving away from a traditional, wasteful model towards a restorative and regenerative economic system, this transformation has been felt across the globe.

With Belgium having positioned

REMONDIS BELGIEN ENERGY & UTILITIES

itself as one of the frontrunners of the industry in Europe, its strong regulatory frameworks, high recycling rates, and increasing environmental awareness amongst both businesses and citizens set it apart.

Today, the sector is evolving faster than ever, defined by the increasing complexity of its waste streams, such as composite materials, electronic waste, and chemical residues, which require advanced treatment.

Regulations, meanwhile, are being made stricter around emissions, recycling targets, and transparency, whilst digitalisation and traceability have seen continued emphasis thanks to legislation and customers

stewardship, and advance environmental, social, and governance (ESG) initiatives – which is particularly the case for REMONDIS Belgien.

“Companies that invest in circular solutions and innovative technologies will lead the market,” he asserts.

demanding full visibility – from waste generation to final processing.

“Now, the main challenge lies in balancing economic viability with sustainability ambitions,” Pillen reflects.

At the same time, this landscape is creating a major opportunity for those looking to drive sustainable innovation, champion environmental EME Outlook Issue 72 | 49

REMONDIS BELGIEN ENERGY & UTILITIES

“We seek to preserve natural resources by transforming waste into valuable raw materials. We do not see waste as an endpoint, but as the beginning of a new lifecycle” – S T E FA A N P I L L E N , M A N A G I N G D I R E C TO R , R E M O N D I S B E LG I E N

UPGRADING RECYCLING TECHNOLOGY With the best available technologies on the market today, REMONDIS Belgien is convinced that it can significantly improve the recycling rate of construction and demolition (C&D) waste beyond current performance levels.

It is therefore exploring the complete renewal of one of its processing lines, with the aim of increasing both efficiency and output quality.

“By investing in more advanced sorting technologies, we can achieve a finer separation of materials such as concrete, wood, metals, and plastics,” Pillen observes.

This has a dual benefit, for both the planet and economy.

Indeed, REMONDIS Belgien’s solution enables higher material recovery rates, reduces the need for virgin raw materials, and lowers carbon dioxide (CO₂) emissions whilst increasing the value of recovered materials and creating more cost-efficient solutions for its customers.

“In other words, better sorting of C&D waste is not only a crucial step towards a circular economy, but also a clear win from a business perspective as it provides both sustainability and profitability,” he confirms.

50 | EME Outlook Issue 72

LONG-LASTING END-TO-END SOLUTIONS

In Belgium, REMONDIS’s focus is on activities such as household waste collection, waste sorting, and waste service.

The sectors it serves through REMONDIS Belgien include construction and hospitality, along with public authorities.

“Our core services include collecting and processing commercial and industrial waste and recycling construction and demolition waste,” Pillen outlines.

The company’s footprint spans multiple operational sites across Belgium, with a workforce including several hundred specialist employees.

Ranging from large industrial groups to small to medium-sized enterprises (SMEs), private persons,

and public institutions, REMONDIS Belgien’s client base is also broad.

“Our strength lies in delivering integrated, end-to-end solutions tailored to our customers’ needs with a high focus on service,” he tells us.

Personally responsible for the activities of REMONDIS in Belgium, Pillen explains how the company’s mission is clear.

“We seek to preserve natural resources by transforming waste into valuable raw materials. We do not see waste as an endpoint, but as the beginning of a new lifecycle.”

With a vision to actively contribute to a fully functioning circular economy where materials remain in use for as long as possible, REMONDIS’s 800 locations across multiple continents have enabled it to build the infrastructure needed to achieve this goal.

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REMONDIS BELGIEN ENERGY & UTILITIES

“Today, we have a continued focus on resource recovery, sustainable water management, and protecting natural ecosystems,” Pillen confirms.

INTEGRATED SERVICE OFFERING

Aside from being one of the world’s largest recycling, service, and water companies, REMONDIS Belgien stands out for many reasons.

“Beyond our size and global presence, several factors set us apart,” Pillen insights.

The company’s integrated service offering – combining waste management, recycling, and water treatment – represents its strong technological expertise, backed by international know-how.

Local market understanding, meanwhile, is supplemented

by REMONDIS Belgien’s deep knowledge of Belgian regulations and customer needs.

“We see ourselves not just as a service provider, but as a long-term partner to our clients. Flexibility and customisation enable us to provide tailored solutions,” he adds.

Elsewhere, the company’s deep commitment to sustainability goes beyond compliance to actively drive circularity and CO2 reduction programmes across the organisation.

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REMONDIS GROUP – A TIMELINE As a family-owned company steeped in tradition, REMONDIS has evolved over decades into a globally operating service group, with a history that outlines its successful trajectory: • 1934 – The family business was founded by Josef Rethmann in Lünen, Germany, under the name Rethmann Entsorgung (Rethmann).

• 1977 – The range of services grows to include plastics recycling and water management with the construction of the first industrial water treatment plant in 1977.

• 1982 – First overseas branch opens in Australia, whilst the utilisation of biomass, processing of building materials, and disposal of mercury and waste electrical and electronic equipment occur later in the decade.

• 1993 – Rethmann acquires the Lippewerk plant in Germany, which is subsequently converted into a centre for industrial recycling.

• 1998 – Start of the largest nationwide public-private partnership (PPP) in Frankfurt.

• 2005 – Acquisition of RWE Umwelt AG and renaming of the group to REMONDIS. Continued expansion includes the acquisition of market-leading companies in the areas of metal recycling and industrial services – TSR Group in 2006 and XERVON in 2011 – and expansion of international activities in Australia and Poland.

• 2012 – Acquisition of EURAWASSER GmbH & Co. KG, one of the leading water management companies in Germany.

• 2018-2023 – Several groundbreaking innovations are launched, including a secure container system for lithium-ion battery disposal, the first large-scale TetraPhos® plant for phosphorus recycling, and a processing plant for household and commercial waste.

Today, REMONDIS remains one of the world’s leading service providers in recycling, services, and water.

REMONDIS BELGIEN ENERGY & UTILITIES

For instance, REMONDIS Belgien is working to maximise its recycling and material recovery by investing in energy-efficient technologies.

“In this way, we can reduce CO2 emissions across our logistics and operations whilst developing a circular business model,” Pillen details.

Indeed, as a company dedicated to thinking globally and acting locally, with a great deal of team spirit, REMONDIS Belgien is managed in a very decentralised manner, allowing it to maintain direct contact with its clients.

“Combined with international expertise, this helps us bring our ‘think global, act local’ philosophy into practice,” he prides.

SUSTAINING THE FUTURE

Several projects clearly illustrate REMONDIS Belgien’s innovationdriven approach and commitment to sustainability.

For example, the company is currently developing an advanced artificial intelligence (AI)-powered system to analyse incoming waste streams directly from its collection vehicles.

“Because compaction trucks typically unload directly at processing facilities, it is traditionally difficult to assess the quality of the waste at the source,” Pillen explains.

“We see ourselves not just as a service provider, but as a long-term partner to our clients. Flexibility and customisation enable us to provide tailored solutions” – S T E FA A N P I L L E N , M A N A G I N G D I R E C T O R , R E M O N D I S B E L G I E N

To address this, REMONDIS Belgien is implementing a solution where multiple images are captured during each collection of a specific customer container.

These images are then analysed using AI to identify material composition and sorting quality.

“This initiative serves multiple purposes, such as supporting our customers by providing them with detailed feedback on their waste streams and identifying opportunities for improved sorting,” he tells us.

It also ensures compliance by meeting increasingly strict regulatory requirements and enhances internal processes by linking analysis results to individual customers and feeding insights back into commercial teams.

“We have already achieved significant progress in that the material recognition and customerlinking capabilities are operational,” Pillen reflects.

Going forwards, REMONDIS Belgien’s focus for this project is on

fully automating the reporting and communication of information to customers, authorities, and internal stakeholders.

Indeed, the company’s overall priorities for the future include further expanding its recycling capabilities whilst advancing sustainability performance.

REMONDIS Belgien also hopes to advance its future market position and accelerate digital transformation across the business.

“We aim for growth, but always with a strong focus on quality and long-term impact,” he confidently concludes.

Tel: +32 3 844 99 09 info@remondisdevocht.be

www.remondisdevocht.be EME Outlook Issue 72 | 53

Nurturing Nutrition With the ambition of continued growth alongside stronger brand equity, innovation, and competitiveness, Danone Romania is making its mark on the dairy, plantbased, baby, and medical nutrition industry. We explore further with Delia Corniciuc, Marketing and Growth Acceleration Director for Central and Eastern Europe Writer: Ed Budds | Project Manager: Presley Smith

T

he food industry is going through one of its most transformative periods in decades.

Consumers are increasingly informed, health-conscious, and demanding greater transparency from brands.

At the same time, however, businesses must navigate economic pressures, sustainability challenges, and rapidly evolving consumer expectations.

“Romania is a particularly dynamic market. We are seeing a clear shift towards products supporting digestive health, protein intake, and functional benefits,” introduces Delia Corniciuc, Marketing and Growth Acceleration Director for Central and Eastern Europe at Danone Romania (Danone).

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Categories like kefir or high-protein yogurt, which until recently were more niche, are now becoming everyday choices for many consumers.

“Meanwhile, across Europe, we see similar patterns, alongside a growing interest in plant-based alternatives and products that combine health with taste and convenience,” she insights.

However, for Danone, one of the most important shifts is the move from reactive healthcare to proactive well-being.

Now, more people are not waiting to fix issues – they are actively shaping their habits through everyday choices.

“I find this shift particularly powerful because it places food at the centre of long-term lifestyle decisions,” Corniciuc sets out.

DANONE ROMANIA FOOD & BEVERAGE

DANONE ROMANIA FOOD & BEVERAGE

LEADING THE WAY

THE PERFECT FORMULA

Today, Danone is one of the leading players in the dairy, plant-based, and baby food categories, with a strong mission to bring health through food to as many people as possible.

At its inception, the company acquired the Miorița dairy factory in Bucharest in 1996 and produced its first yoghurt in 1999, after three years of investments in modernisation and technological upgrades.

Today, 1.5 million yoghurts are distributed to Romanian consumers, as well as 18 other European markets.

Danone processes over 65,000 tonnes of 100 percent locally sourced milk each year, collected from 22 large farms and more than 100 small household producers.

“Danone is present on the Romanian market with a portfolio covering a wide range of everyday products that are deeply embedded in consumer routines – ranging from fresh dairy such as yoghurts and desserts to functional products that support immunity and digestive health, as well as a growing plantbased offering,” acclaims Corniciuc.

Some of company’s well-known brands include Activia, Actimel, Danette, YoPro, and Alpro, each addressing different consumer needs and consumption moments – from health and nutrition to indulgence and on-the-go convenience.

On top of this, Danone provides baby food and specialised nutrition brands such as Aptamil, Milupa, and Forticare.

“In Romania, we operate as part of Danone’s Central and Eastern Europe cluster, with our main office in Bucharest and a nationwide commercial footprint, serving millions of consumers through modern retail, traditional trade, and e-commerce channels,” she adds.

The company’s extensive client base spans key international retailers as well as strong local partners, ensuring broad accessibility across the country.

Ultimately, Danone is defined by its combination of strong local roots, global expertise, and commitment to quality, nutritional expertise, and sustainability.

“We aim to offer simple, nutritious, and accessible food choices for the whole family, whilst continuously improving our impact on health and

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the environment,” Corniciuc affirms.

Furthermore, what truly differentiates Danone is its tried and tested combination of nutritional expertise, purpose, and ability to translate both into products that are relevant in everyday life.

As one of its many unique qualities, the company is deeply rooted in science and nutrition.

CAN YOU TELL US MORE ABOUT THE COMPANY’S ‘CHANCE FOR ALL’ PROGRAMME? Delia Corniciuc, Marketing and Growth Acceleration Director for Central and Eastern Europe: “The ‘Chance for All’ programme is a unique project that has been developed in Romania since 2012, dedicated to supporting small household producers by integrating them into a sustainable, long-term value chain.

“The initiative focuses on working directly with local rural households, offering them fair access to the market, stable partnerships, and technical support to improve the quality and efficiency of their production.

“Through training sessions, financial guidance, and constant collaboration, the programme helps small producers meet modern industry standards whilst preserving local agriculture.

“At the same time, ‘Chance for All’ contributes to strengthening rural communities by creating economic stability and encouraging responsible farming practices. By sourcing EU quality milk from household producers and investing in their development, Danone not only ensures high-quality raw materials, but also builds a more inclusive and resilient ecosystem where small-scale farmers have real opportunities to grow their business, secure their income, and pass on their activity to future generations.

“These householders gain not just access to the market but access to opportunity – from a fair and stable income to knowledge, training, and trust.

“We have seen families transform uncertainty into stability and small farms grow with confidence, knowing their effort matters. Younger generations can now choose to stay and believe in their future at home because they have real prospects and a partner who stands by them.

“This is what ‘Chance for All’ stands for – not just sourcing locally but building futures; not just supporting agriculture but empowering people – because when you invest in individuals, you strengthen communities, and when communities thrive, everyone moves forward together.”

DANONE ROMANIA FOOD & BEVERAGE

“We aim to offer simple, nutritious, and accessible food choices for the whole family, whilst continuously improving our impact on health and the environment” – D E L I A C O R N I C I U C , M A R K E T I N G A N D G R O W T H A C C E L E R AT I O N D I R E C T O R FOR CENTRAL AND EASTERN EUROPE, DANONE ROMANIA

“Our products are not just about taste; they are designed to support specific needs – digestive health, immunity, or protein intake – which makes them increasingly relevant as consumers look for food that contributes to their well-being,” she continues.

Danone also has an extremely versatile dairy and plant-based portfolio across multiple occasions, from breakfast and snacking to indulgent treats, which allows it to stay connected to consumers throughout the day.

This positions the company as a ’repertoire brand’ that people return to across different needs.

“In addition, purpose and

sustainability are deeply embedded in how we operate. For us, sustainability is not an add-on – it is integrated into our business model, from how we source ingredients to how we design our products and packaging.

“This builds trust with consumers, who today expect transparency and responsibility from the brands they choose,” Corniciuc acknowledges.

What also enables Danone to remain an established and strong player is its ability to continuously evolve through innovation, strong brand building, and close connection to consumers.

“We combine global expertise with local relevance, which allows us to stay competitive, even in very dynamic and price-driven markets

like Romania. Overall, I believe our strength comes from consistently delivering on a very simple but powerful promise – making it easy for people to eat well every day,” she excites.

DELICIOUS INNOVATION A key priority for Danone at present is developing innovation that responds to real consumer shifts whilst creating value for the category.

One example is the launch of Activia Kefir, which has allowed the company to expand into the growing fermented space whilst simultaneously building on its strong credentials in digestive health.

EME Outlook Issue 72 | 57

DANONE ROMANIA FOOD & BEVERAGE

More consumers are rediscovering kefir and incorporating it into their daily routines, making it more accessible in a convenient format.

Danone is also accelerating its plant-based agenda with innovations such as Alpro Matcha, responding to a growing demand for natural, functional, and trendy plant-based options.

“By combining the benefits of plant-based nutrition with ingredients like matcha, we are bringing something new and differentiated to the category, targeting consumers who are looking for both health and experience,” states Corniciuc.

Parallel to this is heavy investment in Danone Greek, one of the most dynamic segments in the market.

Here, the brand’s focus is on expanding the range and building stronger consumer relevance in a category where shoppers are increasingly trading up for taste, thicker textures, higher protein 58 | EME Outlook Issue 72

“At Danone, we believe the future belongs to brands that can successfully combine scientific credibility with genuine human connection” – D E L I A C O R N I C I U C , M A R K E T I N G A N D G R O W T H A C C E L E R AT I O N D I R E C T O R F O R CENTRAL AND EASTERN EUROPE, DANONE ROMANIA

content, and a more satisfying experience, particularly for breakfast or snacking.

“Across all these initiatives, there is a common thread – we are leveraging our nutritional expertise and strong brands to innovate in areas where we see long-term growth potential, whether it’s functional health, plant-based, or benefit-led dairy,” she explains.

At the same time, Danone ensures these innovations remain accessible and relevant for

everyday consumption, which is key in a market like Romania.

PROUD HERITAGE Danone has created a strong and meaningful heritage in the food industry, built on a simple but powerful belief – that nutrition can play a fundamental role in improving people’s health.

Since its inception, the company has been deeply rooted in science and understanding the link between food and well-being.

This long-standing commitment

DANONE ROMANIA FOOD & BEVERAGE

is reflected in its continuous focus on improving nutritional quality and developing products with proven health benefits, supported by research and innovation.

At the same time, Danone has always been a mission-led company.

“The idea of bringing health through food to as many people as possible has guided our decisions for decades – not only in terms of what we produce but also how we operate and the impact we want to have on society,” Corniciuc elaborates.

In Romania, this heritage translates into a strong connection with consumers through trusted brands that have been part of everyday life for generations, whilst continuously evolving to meet new expectations around health, taste, and convenience.

Looking ahead, the legacy Danone wants to build is about remaining

relevant and responsible in a rapidly changing world.

This means continuing to lead in areas like gut health, functional nutrition, and plant-based products, whilst also making sure healthier choices are accessible to as many people as possible.

“It also means going further in sustainability and ensuring the way we produce food has a positive impact on both people and the planet,” she clarifies.

ONE PLANET, ONE HEALTH The company believes its role goes beyond products – it aims to help people build healthier habits in a way that feels simple and accessible.

“This is embedded in our vision of ‘One Planet, One Health’, which reflects the connection between personal wellbeing and the broader environment we live in,” Corniciuc prides.

“What really matters to us is making this philosophy tangible in people’s daily lives through what we offer, how we communicate, and how we engage with communities.”

When Danone succeeds in this regard, the company not only grows its business but also contributes in a meaningful way to society.

“At Danone, we believe the future belongs to brands that can successfully combine scientific credibility with genuine human connection,” she concludes optimistically.

Tel: 004 0212046204 reception.office@danone.com

danone.ro EME Outlook Issue 72 | 59

From Farm to Future Dairy Dominance On a mission to revolutionise the milk industry, leading dairy producer DN AGRAR is setting ambitious goals for sustainable growth and expanding its market reach across Europe. CEO, Peter de Boer, discusses the company’s advanced approach to agriculture and the environment Writer: Rachel Carr | Project Manager: Presley Smith

F

Peter de Boer, CEO

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rom the Neolithic era to modern times, farming has been the foundation of societies. As agricultural practices evolved, the dairy sector in particular has seen significant strides in efficiency and productivity through automation.

Today, there is a strong focus on organic and sustainable methods that aim to reduce carbon footprints, enhance animal welfare, and improve resource use.

Additionally, technological innovations such as precision agriculture are now being implemented to boost productivity and sustainability further. DN AGRAR exemplifies this evolution by combining modern techniques with a commitment to sustainability.

In 2008, current CEO Peter de

Boer’s father founded the company with the aspiration to become the largest milk producer in the EU, including the UK. Remarkably, this goal was achieved five years ago.

“Initially, the company was established with the support of Dutch investors, starting with just a few hectares (ha) and the creation of the APOLD Farm. Over time, additional farms were added with different investors and facilities,” opens de Boer.

“Moreover, in 2022, the business went public on the AeRO market of the Bucharest Stock Exchange (BVB), achieving a valuation of over €18 million. Since then, the share price has grown approximately 400 percent, resulting in a current market capitalisation of around €115 million,” he adds.

DN AGRAR FOOD & BEVERAGE

Since DN AGRAR’s listing, it has achieved fivefold growth in earnings before interest, taxes, depreciation, and amortisation (EBITDA), and it aims to double this by 2030 compared to 2025.

As one of Romania’s fastest-growing companies, DN AGRAR has one of the largest shareholder bases in the market, both individual and institutional. Next year, it plans to upgrade to the BVB’s main market to attract larger institutional investors and further support the development plans of the company using capital market instruments.

“At present, we are trading at a price-to-earnings ratio of seven, indicating that our company is

undervalued relative to the market average of 15. This situation presents a strong opportunity for new investors,” de Boer outlines.

Notably, the family maintains majority ownership, holding 66 percent of the shares, whilst the remaining 34 percent is distributed amongst approximately 5,500 investors, including large asset managers and other institutional

investors across all of Europe.

Recently, the company was shortlisted for the Investor Relations (IR) Impact Awards in London and was ranked number one in Europe in the small cap category for its annual report for 2025, becoming the first Eastern European emerging-market company to achieve this distinction amongst global competitors such as Unilever and Heineken.

Building on this recognition, DN AGRAR was also shortlisted for Best Investor Day at the same gala, further highlighting the company’s commitment to exceptional communication and strong engagement with its investor community.

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DN AGRAR FOOD & BEVERAGE

UNIFIED AND FUTURE-PROOFED Currently, DN AGRAR operates over 10,000 ha and has nearly 20,000 animals.

“A key strength of our business model is full integration, combining milk production, crop cultivation, composting, renewable energy and, increasingly, food processing.

Furthermore, our farms are strategically located within an hour of each other, which enhances our logistics efficiency in transporting our own milk,” clarifies de Boer.

“Last year, we produced 70 million litres (L) of milk. Following my transition to CEO, we have set ambitious goals. Importantly, our 2025-2030 strategy targets net zero milk production, with significant investments aimed at making us one of Europe’s most sustainable food producers.”

KEY FOCUS AREAS OF DN AGRAR There are three primary pillars the company are addressing: welfare, sustainable food production, and innovative agricultural technology.

“We are particularly excited about wheatgrass, as well as no-till technology. The wheatgrass grown in vertical farms is non-existent in Europe for large-scale farming, so its introduction could significantly transform the future of agriculture both in the EU and globally.

“However, hydroponically grown wheatgrass offers a promising technology for countries in the Middle East and the global south that can experience an unfavourable climate to grow conventional crop.”

Even in Western Europe, land scarcity limits agricultural uses due to the need for industry, forests, and residential areas. This highlights the importance of designing agricultural land for multiple purposes.

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“Romania has all the ingredients to become one of Europe’s leading agri-food producers.

DN AGRAR’s development proves that” – P E T E R D E B O E R , C E O, D N AG R A R

DN AGRAR FOOD & BEVERAGE

The group consists of 10 companies, including five farms and two compost production facilities, with plans to expand its composting capacity to five facilities by 2030. Animals are raised on-site rather than purchased from the market to ensure quality control.

In addition, the company uses sexed semen to focus on breeding female cows.

“Our operations heavily rely on technology; for instance, all cows are fitted with chips that use artificial intelligence (AI) to predict illnesses with five days’ notice and have 80 percent accuracy, allowing for timely pre-treatment.

“This technology gathers data on each cow’s behaviour, such as walking, eating, and sleeping patterns.

We also have farm hospitals staffed 24/7 with veterinary personnel to monitor animal welfare closely,” de Boer insights.

REVOLUTIONISING DAIRY To secure feedstock for its dairy operations, especially amidst climate change and market fluctuations, DN AGRAR has partnered with Logiqs, a company that develops greenhouse systems globally, to create Europe’s first large-scale wheatgrass production facility at its CUT Farm, which currently houses 2,200 dairy cows.

This €3 million facility aims to produce 40 tonnes (t) of wheatgrass per day, with constant protein and sugar levels, thereby providing 30 percent of the farm’s feedstock, subsequently increasing secure food supply.

“As wheatgrass requires 90 percent less water and does not need herbicides or pesticides, this nutritious fresh feed has the potential to replace around 500 ha of conventional crops and the import of rapeseed, and increase milk supply whilst consuming less food,” de Boer explains.

“There have been success stories and challenges with this technology, especially in the US and China; that’s why we built a test facility in the Netherlands. Through trial and error, we have reduced capital expenditure (CAPEX) significantly, from nearly €19 million to approximately €3 million.”

Impressively, wheatgrass can thrive for the first four days without light or fertiliser, maximising food quality.

There is also no need for machinery or manual labour; it’s fully automated from seeding to harvesting.

DN AGRAR plans to test the facility

at 40 t for one year before scaling up to 200 t, with an additional €20 million investment by 2030.

“We also aim to sell this technology not only to the dairy sector but to the poultry and pork industries all over the world. We expect to produce the first feedstock by early Q4 2026,” he mentions.

“In a nutshell, we are building a fully integrated circular agriculture business by generating value from every stage of the production chain, from raw milk to processed dairy products, organic fertiliser, and EME Outlook Issue 72 | 63

DN AGRAR FOOD & BEVERAGE

“A key strength of our business model is full integration, combining milk production, crop cultivation, composting, renewable energy and, increasingly, food processing” – P E T E R D E B O E R , C E O, D N AG R A R

involvement in producing biomethane, whilst targeting approximately 15 to 20 percent of Romania’s raw cow milk production by 2030.”

INNOVATING SUSTAINABLY All DN AGRAR’s farms are committed to sustainability, using solar panels to meet 50 percent of their energy needs, amongst other initiatives.

“Currently, we produce 14,000 t of organic fertiliser annually; however, we have plans to expand this to 28,000 t with two additional units starting from next year,” de Boer reveals.

Moreover, the company’s operations employ no-till technology, meaning no ploughing of the land across all its ha, reducing land disturbance and yielding nearly €1 million in crop production savings last year.

This sustainable method integrates preparation, seeding, and fertilisation, cutting fuel costs and enhancing soil water conservation, both of which are crucial in the face of climate change. “We primarily use our own fertilisers to reduce chemical usage.

Currently, we’re focused on two main business lines. In the dairy sector, we’ve increased our production to 80 million L this year through organic growth.

“With new financing from ING, we aim to reach 150 to 200 million L by 2030, addressing Romania’s milk and dairy deficit and relying less on imports,” emphasises de Boer.

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The company is also developing a food cluster to boost local production of fruits and vegetables, as the nation currently imports 80 to 90 percent of these products.

A market study is underway to identify the best vegetable mix for Bucharest’s metropolitan area, which has nearly seven million residents. DN AGRAR aims to supply 40 to 50 percent of the most-consumed vegetables year-round.

This initiative will provide shared services such as packaging, storage, and marketing, similar to those in its dairy operations.

“Besides land acquisition, we’ll explore energy sources like geothermal, solar, and biomethane, boosting greenhouse growth with carbon dioxide (CO2) from our biomethane plant.”

DN AGRAR is advancing its strategic growth with plans to finalise its first merger and acquisition (M&A) transaction this summer: the acquisition of a 1 ha hydroponic lettuce greenhouse facility, which has an estimated annual yield of 1.7 to 2 million crops and offers the potential to double capacity within one year.

DN AGRAR FOOD & BEVERAGE

KNOWLEDGE, EXPERTISE, EXCELLENCE. Global Industrial Consult (GIC) is a Bucharestand Brussels-based advisory firm built on knowledge, expertise and excellence.

Our team, which includes Victor Grigorescu, former Romanian Minister of Energy, advises companies and investors operating in energy, international trade and foreign direct investment, with deep expertise in M&A, market entry and public-private partnerships.

We pair insight into the regional energy sector and EU affairs with innovative, pragmatic solutions that help businesses navigate complex environments and grow. We are proud to support Peter de Boer and DN AGRAR as a trusted partner.

MERGING WELFARE AND ECONOMICS Sustainability and animal welfare are top priorities for DN AGRAR, with strict camera monitoring to ensure efficiency at the farms.

“A team of over 300 employees focuses on operations, supported by 32 staff in finance and data analysis. We invest in data solutions for our livestock and land, utilising integrated systems such as AgroVIR for field operations and UNIFORM-Agri for the farm within our enterprise resource planning (ERP) framework to enhance efficiency,” de Boer details.

The farm’s efficiency is also exemplified by a system that monitors how quickly and accurately the tractors drive.

Furthermore, by 2030, the company aims to produce between 150 to 200 million L of raw milk whilst minimising waste by precisely managing fat percentages.

info@globalindustrialconsult.ro globalindustrialconsult.ro

The company currently holds established contracts with the country’s largest retailers, presenting strong export potential into Hungary, Serbia, and Bulgaria, alongside the Romanian market.

Looking ahead, construction for the additional crop facilities – focused on a product mix of four to six core varieties including tomatoes, cucumbers, peppers, and paprika – will commence in 2027, with production slated for 2028.

Furthermore, DN AGRAR aims to build 10 ha of modern greenhouses annually in strategic partnerships with leading European growers.

“They are currently imported; therefore, we want to focus on quality. Greenhouse construction starts next year, and this requires an estimated investment between €2 to €3.5 million per ha, depending on the type of crop,” de Boer sets out.

DN AGRAR has invested over €150 million in Romania and plans to double that figure by 2030.

“In European dairy farming, larger farms are the future due to their focus on sustainability and animal welfare as demand for cheese and high-protein foods rises.

Producers are challenged to adapt to climate change whilst managing resources effectively, highlighting the importance of shared services and sustainable practices,” de Boer observes.

“More broadly, sustainability is embedded throughout our production model. We operate a circular agriculture system in which crops grown on our own land are used as animal feed, whilst manure is transformed into high-quality organic compost through our composting facilities.”

Driven by the operation of two full-scale composting facilities, DN AGRAR is increasing its organic compost production to 28,000 t annually.

“Additionally, we expect to earn 100,000 voluntary carbon certificates annually, potentially generating €2 to €3 million in sales. Our sustainability approach not only reduces emissions but also enhances our financial performance,” he affirms.

“Also, we partnered with Black Sea Oil & Gas (BSOG) to develop a biomethane plant, projected to reduce emissions by 90 percent and generate €3.5 to €5 million annually for the company from processed manure, contributing to the goal of achieving a net zero footprint for milk production.”

This is a game-changer for DN AGRAR, with estimated production to start in the beginning of 2028.

“The resulting digestate will be used in our two compost factories to create organic fertilisers for various markets, yielding profit margins over 80 percent,” notes de Boer.

DN AGRAR FOOD & BEVERAGE

ENVIRONMENTAL CONSIDERATIONS By introducing innovative production facilities, such as those utilising wheatgrass, DN AGRAR contributes to enhanced food quality whilst also reducing water extraction from the environment.

Research indicates that this approach could reduce cows’ CO2 emissions, further underscoring the environmental benefits of these methods.

Moreover, animal welfare is prioritised by ensuring calves receive ample veterinary attention and are allowed to spend their early years in natural settings to promote their health.

“Efforts are made to keep the cows’ diets stable and predictable by providing a year-round mix of fresh feed, which is fundamental to their well-being and milk production,” de Boer informs.

From an environmental, social, and governance (ESG) perspective, the company emphasises sustainability not only in environmental terms

but also in its impact on local communities.

As the largest producer and a major employer in the region, DN AGRAR provides stable job opportunities, significantly improving the livelihoods of many villagers.

Its commitment to sustainability and social responsibility illustrates a comprehensive approach that balances economic growth with community welfare.

“We have made significant contributions to the Maria Beatrice Hospital, the only facility in the region serving children and infants with disabilities, totalling nearly €1.5 million. This commitment positions us as the hospital’s second-largest contributor after Mercedes-Benz, helping ensure that disabled children receive a strong start in life despite their challenges.

“Additionally, we support local communities by sponsoring playgrounds and similar initiatives, reinforcing our commitment to social welfare,” he prides.

CAPITAL MARKET RECOGNITION FROM ZIARUL FINANCIAR ANALYSIS • According to a recent analysis published by Ziarul Financiar on companies listed on the BVB since 2020, DN AGRAR stands out at the forefront of the capital market rankings.

• Out of 47 new issuers listed since 2020, DN AGRAR recorded the top performance – nearly fivefolding its market value since its debut.

• DN AGRAR’s market capitalisation surged from €23 million at the company’s February 2022 AeRO listing to €115 million today, a 397+ percent increase driven by the company’s strong financial performance, active market dialogue, and transparent reporting standards.

“Efforts are made to keep the cows’ diets stable and predictable by providing a year-round mix of fresh feed, which is fundamental to their well-being and milk production” – P E T E R D E B O E R , C E O, D N AG R A R

DN AGRAR FOOD & BEVERAGE

CULTIVATING GROWTH DN AGRAR is currently implementing a five-year strategic plan, which includes key milestones for 2026 and 2027, with the expectation of significant financial growth beginning in 2028.

CORE PILLARS AND HIGHLIGHTS – KEY TAKEAWAYS ESG at the core and path to net zero dairy production – A compounding growth story built on scale, sustainability, and vertical integration.

Proven financials • €42 million turnover – threefold growth since 2022 listing.

• €20 million EBITDA in 2025 – 30 percent year-on-year (YoY) growth, 45 percent margin, fivefold growth in four years.

• €13 million net profit in 2025 – up 64 percent YoY. • 24 percent return on equity (ROE) in 2025.

Clear growth path – targeting 2030 • Double EBITDA and reach close to 30,000 animals by 2030.

• Target 150 – 200 million L of milk produced annually.

Six core revenue streams by 2030 – Milk production, milk processing, compost, biogas, vertical farming/ greenhouses, and carbon credits.

Last year, the company reported a profit of €13 million, turnover of nearly €43 million, and EBITDA of €21 million under International Financial Reporting Standards (IFRS).

“We secured around €20 million in financing for various projects, including a €10 million dairy farm – CUT 2 – supported by ING. Additionally, our wheatgrass facility and milk processing plant are set to become operational this year,” de Boer reports.

“By the end of 2027, we aim to implement about 80 percent of our 2025 - 2030 Strategy, focusing on developing our food cluster and transitioning into a sustainable industrial enterprise. To support this, changes to our hiring strategy will focus on data and optimisation roles, enabling us to innovate and double our milk output in the coming years.”

Looking further ahead, by 2030, DN AGRAR expects 35 percent of its EBITDA to come from manure treatment.

This value creation will be driven by a fully integrated circular model: utilising manure to produce biomethane, processing the resulting digestate into high-value organic compost at its own facilities for markets like wineries, and using manure to fertilise the 10,000 ha of land and monetising these sustainable practices through voluntary carbon credits.

The company is also planning to expand into fruit and vegetable production, strengthen its position in the EU, and increase the number of animals by close to 30,000.

Romania has all the ingredients to become one of Europe’s leading agrifood producers, and DN AGRAR’s development proves that.

With long-term investment, modern technology, and a strong focus on operational excellence, Romania can build internationally competitive agribusinesses whilst making an increasingly important contribution to

Europe’s food security.

“Construction of our sixth farm, which will house 5,000 dairy cows, is set to begin in September, and will be operational by 2028 and produce 150,000 L of milk, adding 55 million L annually in addition to the other farms. By 2030, we aspire to produce 80 to 90 million L for local sale, and the same amount out for exports mainly to Greece and Northern Italy.

“At the Straja Farm, we developed a processing plant producing skimmed milk and cream to diversify DN AGRAR’s client base, selling to ice cream factories, bakeries, and food processors such as Nestlé. Furthermore, being able to extract water from milk will reduce transportation costs,” de Boer tells us.

Starting from 2030, to optimise distribution, DN AGRAR will implement a dual strategy: in-house processing 90 million L into skimmed milk and cream, for export to European markets like Italy and Greece, whilst directing the remaining 90 million L of raw milk to local processing partners.

“Finally, last year, we achieved a profit margin of 29 percent and an EBITDA margin of 49 percent under IFRS. We are actively transforming, not only from being a food producer but also entering into solar energy and biomethane production to enhance our business model diversification further,” de Boer emphatically concludes.

Tel: 0040 258818 115 office@dn-agrar.eu

dn-agrar.eu EME Outlook Issue 72 | 67

AL RABIE SAUDI FOODS FOOD & BEVERAGE

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THE CHOICE OF CHAMPIONS Rooted in originality and flavour, Al Rabie Saudi Foods boasts nearly 70 years of providing the freshest, most innovative products to the food and beverage market. We take a closer look at the company’s dedication to quality Writer: Lauren Kania | Project Manager: Presley Smith

EME Outlook Issue 72 | 69

AL RABIE SAUDI FOODS FOOD & BEVERAGE

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pecialising in the production of refreshing beverages, including fruit juices and flavoured drinks – all without added sugar – Al Rabie Saudi Foods (Al Rabie) is one of the largest Saudi closed joint stock juice manufacturers in the Middle East.

The company emphasises quality and natural ingredients, which cater to health-conscious consumers seeking delicious and thirst-quenching options. Taking pride in its heritage and commitment to providing pure flavours that resonate with the essence of nature, Al Rabie’s products are designed to evoke feelings of spring and summertime.

The company’s headquarters are based in Riyadh, the Kingdom of Saudi Arabia (KSA), where it has been one of the pioneering organisations in the production of dairy products, juices, and foods across the nation since 1980. Al Rabie’s commitment to the highest international quality standards in all fields – from production to marketing to management – is the primary reason

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it is cemented as a leader amongst its peers and consumers.

Additionally, the company has 100 percent Saudi capital, directly showcasing its dedication to the nation through world-class beverages that masterfully balance taste and nutrition. Since its establishment, Al Rabie has successfully kept pace with the latest developments in the beverage and food industry in order to work towards an innovative and sustainable future.

The company’s main priority is the manufacturing and provision of healthy, quality products to meet the needs and requirements of the consumer. As the choice of champions, every flavourful sip of Al Rabie’s beverages is rooted in originality and pride that extends from the company’s beginnings to its thriving present.

COMMITMENT TO INNOVATION Since its inception, Al Rabie has been dedicated to applying comprehensive quality and services to the inauguration of its high-tech factory.

When production began, distribution networks were installed to ensure that products would be available across the nation, whilst also maintaining exports to the Middle East and North Africa (MENA) region, with recent expansion covering other countries as well.

Al Rabie has proudly achieved this development and succeeded in increasing its market share. It has also obtained a wide recognition of its products due to the quality of raw materials used and the strict control system applied in order to guarantee high-quality products, which are available in all sales outlets across KSA with a one billion-plus turnover.

The company’s production capacity is approximately one million litres per day, which is more than enough to satisfy the demands of the entire MENA region. Through these accomplishments and commitment to innovation and quality, Al Rabie has succeeded in occupying a distinguished position and securing confidence amongst its customers,

AL RABIE SAUDI FOODS FOOD & BEVERAGE

to the extent that it remains a firstchoice beverage.

To further differentiate itself from the competition, the company places its integrated management system (IMS) code of conduct and policy at

the forefront of its everyday business and decisions.

Al Rabie endeavours to ensure the manufacture and distribution of high-quality drinks, nectars, juices, milk, milk products, and other food

products of high specification, hygiene, and quality without compromising the best interest of public health, service to customers, and any adverse effect on the environment.

EME Outlook Issue 72 | 71

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AL RABIE PRODUCTS – AT A GLANCE • Beverages • Dairy • Food • Water Specifically, the company’s beverages – which it is best known for – comprise long-life juice, cocktails, vitamin fortified drinks, coffees, chocolate, and teas, including caramel frappé, coffee arabica, hazelnut latte, and iced cappuccino.

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A PIONEER IN JUICE Al Rabie’s commitment to quality, environment, occupational health and safety, and food safety is reflected through its initiatives and programmes, which focus on continual improvement and

compliance with industry standards.

The company strives to achieve these commitments through regular reviews of system effectiveness, the improvement of work processes via continuous training, waste minimisation, pollution prevention, using eco-friendly chemicals, preventing injuries and ill health, and open communication. Ultimately, this allows Al Rabie to work towards its goal of customer satisfaction in every sip.

In 2014, the Saudi Quality Council (SQC) awarded the Golden Corporate Membership to the company, highlighting its fulfilment of comprehensive quality principles and authentication of standards throughout its main sectors.

Additionally, the company won the Best On-The-Job Training Programme Award for small to medium-sized enterprises (SMEs), as part of the second version of the Work Award Programme organised by the Ministry of Human Resources and Social Development (HRSD).

The award aims to motivate SMEs to invest in developing their own national human resources, increasing the sustainability rate of employees, and enhancing career development.

Notably, Al Rabie was ranked the number one food and beverage company in terms of having the best work environment in KSA, and 13th across all categories amongst 400 companies across the nation.

Equally, in December 2019, the

AL RABIE SAUDI FOODS FOOD & BEVERAGE

company signed an agreement with Saudi Basic Industries Corporation (SABIC) to provide proper training for newly graduated students entering the workforce. Specifically, the initiative teaches them the appropriate skills to develop their capabilities and provides them with both experience and practical knowledge within a professional work environment.

The agreement represents the company’s strategic initiatives to

motivate and qualify the national youth in line with the major ambitions of KSA within its Vision 2030.

FIRST CHOICE IN QUALITY Inspired by Al Rabie’s towards KSA’s Vision 2030, and in line with the activation of international investment partnerships, the company signed a Memorandum of Understanding (MoU) with Tetra Pak – a Swedish multinational food packaging and

processing company – for business development.

Ammar Altaf, Assistant Deputy Minister for the Ministry of Investment, HE Petra Menander, the Ambassador of Sweden to KSA, and Adolfo Orive, CEO of Tetra Pak, attended the signing ceremony with Baseem Sabra, CEO of Al Rabie. The aim of the partnership is to make the company’s factory more advanced with automation and digitisation operations at the regional level.

A further example of the company’s dedication towards progress and innovation is Al Rabie’s participation in the largest annual trade event in the food, beverage, and hospitality services sector, Gulfood 2023, which showcased major global brands from 125 countries across the Gulf region. At the exhibition, Al Rabie displayed some of its most distinguished products and participated in the exhibition’s sessions, activities, and strategic seminars to discuss pivotal issues for the development of the industry, whilst assuring the health and safety of its consumers.

Al Rabie is considered one of the pioneering companies that represented KSA at Gulfood 2023, coordinating with partners across the export sector to market its brand and introduce different developments to the juice industry.

Recently, the company has funded several activities to help maintain its leading position in KSA, countries in the Gulf Cooperation Council (GCC), and the Middle East.

These include using technologies to produce healthier options and setting agreements with international suppliers to obtain the highest quality raw products. As part of a relentless effort to enhance its offerings, Al Rabie prides itself on launching new products and continuously developing its current ones to remain at the leading edge of trends within the sector.

EME Outlook Issue 72 | 75

TRANSFORMING DUST CONTROL With a steadfast purpose of delivering operator safety through world-class dust management solutions, Grydale is a proud industry stalwart. We revisit the company with Alex de Andrade, CEO, to discuss its latest ventures and technology Writer: Lauren Kania | Project Manager: Eddie Clinton

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GRYDALE MINING

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aving made a name for itself solving the tough and often invisible problem of airborne dust at the source, Grydale is a proud Australian dust control manufacturer and engineering specialist with global capacity.

Since we last spoke to the company in February 2025, the ever-crucial mining industry has only continued to

become more technically demanding.

Specifically, Grydale is seeing a global emphasis on new standards and worker health, respirable dust exposure, and regulatory compliance, especially around crystalline silica and other hazardous particulates.

This is driving a shift from traditional reactive dust suppression systems to engineered dust control solutions

that are measurable, verifiable, and integrated into mine planning.

“From my perspective, mining remains an industry that rewards engineering innovation and practical problem-solving, and values the relationships we create by offering hands-on support for the lifecycle of the equipment,” introduces Alex de Andrade, CEO. EME Outlook Issue 72 | 77

GRYDALE MINING

Operations are under pressure to improve productivity whilst upholding unconditional safety outcomes, and that’s where effective dust extraction design plays a critical role. Remote connectivity and calling on a support team when integrating the machine’s Internet of Things (IoT) telemetry data are essential for modern engineers and production crews.

The data allows them to predict maintenance and reduce servicing costs and downtimes, which creates meaningful work for Grydale’s engineers, field service technicians, and sales support team.

Ultimately, for Grydale, its focus is on evidence-based dust control.

“We increasingly help clients verify performance, optimise airflow, and demonstrate compliance with the evolving workplace exposure limits.

This focus on measurable outcomes is shaping the next phase of dust control in mining and heavy industry; knowing we are doing the right thing for all operators is a gratifying experience,” enthuses de Andrade.

SOLVING PROBLEMS AT THE SOURCE Grydale is first and foremost an original equipment manufacturer (OEM) with protected intellectual property and a customer-first culture where its service teams integrate into clients’ teams to solve shared challenges.

“Our patented mobile dust collector technology has fundamentally changed how dust extraction is approached in mining, tunnelling, blasting, ship loading, infrastructure, agriculture, and heavy industry, particularly in environments where flexibility and mobility are critical,” de Andrade details.

Grydale’s total service offering is embedded in the way it delivers ventilation designs, engineering innovation, hands-on commissioning and field service support, worldclass LEAN and ISO-accredited 78 | EME Outlook Issue 72

manufacturing, and ongoing remote support services.

What further differentiates Grydale is the company’s technological advancements.

Recently, the company’s engineering focus has extended to 1,000-volt (V) electrics for large mobile units – an option increasingly preferred in tunnelling and underground mining for

efficiency and safety. Harmonics management on 1000 V variable frequency drives (VFDs) is highlighted as critical to power quality and equipment life. This is reflected in deployment casework

by SMEC Power & Technology, which supplied 1,000 V VFDs with tuned harmonic filtering for JMS60 M-Series collectors on recent Sydney tunnelling projects.

GRYDALE WAS NAMED A FINALIST IN THE MORETON BAY BUSINESS AND INNOVATION AWARDS. HOW DOES THIS DEMONSTRATE YOUR COMMITMENT TO GROWTH AND INNOVATION? Alex de Andrade, CEO: “Being named a finalist in the Advanced Manufacturing Excellence category at the Moreton Bay Business and Innovation Awards was a proud moment for the entire Grydale team.

“The category recognises businesses that advance manufacturing through innovation, technology, and continuous improvement, which aligns strongly with how we operate. The recognition reflects our ongoing investment in engineering capability, R&D, advanced fabrication, and quality systems in the Moreton Bay region, whilst upholding a zero-tolerance approach to any safety risk for our teams.

“It also acknowledges the skill and dedication of our people who make the brand what it is by the effort they put in daily around the globe.”

“FROM MY PERSPECTIVE, MINING REMAINS A N I N D U S T R Y T H AT R E WA R D S E N G I N E E R I N G I N N O VAT I O N A N D P R A C T I C A L P R O B L E M S O LV I N G , A N D VA L U E S T H E R E L AT I O N S H I P S W E C R E AT E B Y O F F E R I N G H A N D S - O N S U P P O R T F O R T H E L I F E C YC L E O F T H E EQUIPMENT” – A L E X D E A N D R A D E , C E O, G RY DA L E

On the fixed-plant side, Grydale’s modular fixed-unit F-Series provides long-term, high-volume extraction for processing plants, laboratories, and materials handling hubs. The design process, sizing, air volume, air-to-cloth ratios, and ductwork pressure losses are internally designed and deliver the compliant emissions capture needed in controlled environments, offering advantages over older baghouse alternatives.

Equally, with recent diversification

into potash and grain wheat loadout solutions, the company has successfully demonstrated a vast range of dust management applications, including on-board systems and conveyor transfer chutes for the agricultural industry.

Specifically, the Grydale Remote Access Monitoring System (G-RAMS) is transforming dust control through intelligent remote IoT monitoring.

Industrial environments are under increasing pressure to maintain safer work sites, reduce emissions, and

improve operational safety. Dust, though often invisible, remains one of the most persistent threats and even evident causes of death, impacting worker health, environmental compliance, and equipment longevity, hence why Grydale’s top-of-the-line innovations prove crucial.

Innovation is just as visible where mobility offers key advantages. The company holds international patents for self-propelled, track-mounted collectors that can follow the face or source of dust generation, minimising duct runs and treating less air for more efficient capture.

INNOVATION AT LARGE Having begun in the city of Moreton Bay, Grydale now proudly spans multiple regions, including Australia, North America, and Europe. The company also has distribution partners with reach across the Gulf Cooperation Council (GCC) via Saudi Arabia’s Mining Vision, Golden Compass, and Rasi Investment Co. EME Outlook Issue 72 | 79

GRYDALE MINING

GRYDALE’S CALLOUTS AND CREDENTIALS – AT A GLANCE • PROUDLY AUSTRALIAN OEM – Grydale designs and builds fixed, mobile, and onboard dust collectors, with patented mobility that enhances at-source capture across tunnelling, mining, construction, recycling, and bulk-handling applications.

Specifically, the company is building a presence with regional partners such as Mining Vision – an authorised distributor – who has reported approximately 20 Grydale units in the country for various historical and current projects. Mining Vision, under Golden Compass, stands out as a rapidly expanding mining services leader, engaging with international OEMs across the value chain. Through the strong guidance of Meshary AlAli AlDeheshi, CEO, the company’s abilities are indicative of the brand’s GCC momentum and Saudi Arabia’s 2030 vision.

This expansive reach allows Grydale to provide on-the-ground service technicians to support best practices in dust suppression adoption globally.

Equally important to the company are customer service guarantees. Its service proposition is intentionally end-to-end, including ventilation design, manufacturing, site commissioning, project management, and ongoing technical support and warranty – coupled to a significant rental fleet for any emergency or unplanned temporary works.

In North America, Grydale’s growth is being driven through Grydale North America, established in collaboration with JEBCO Group (JEBCO) and led

by Brett Murray, President.

JEBCO is a well-established North American manufacturer and industrial 80 | EME Outlook Issue 72

• 1000 V WITH HARMONICS CONTROL – Purpose-engineered for heavy underground duty, supported by deployments using tuned harmonic filters on high-powered VFDs. • LABORATORY-GRADE RESULTS IN THE FIELD – Independent testing has verified filtration performance to 99.99 percent at 0.067 microns; fixed-unit design practice emphasises correct airflow, pressure, and air-to-cloth ratios to ensure compliant capture in controlled environments.

• BACKED BY RDO EQUIPMENT – Strategic investment by RD Offutt Co. (RDO) underpins manufacturing capability, rental fleet scale, and aftermarket expansion, including a rental fleet of close to 50 machines serviced and supported from customer service facilities in Wyong, New South Wales.

• GLOBAL PARTNERS – These include Mining Vision and a frequent North American event collaboration with Jebco Industries Inc., with signs of a growing ecosystem around the technology.

GRYDALE MINING

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Mining, drilling and Industrial Solutions With a clear focus on advancing Saudi Arabia’s mining industry, Mining Vision is emerging as a strategic force in the Kingdom’s expanding resources sector. Saudi-owned and market-focused, the company delivers specialist solutions spanning drilling, geology, upstream and downstream support, and mining technology distribution.

Aligned with Saudi Vision 2030, Mining Vision supports localisation, sustainable growth, and the responsible development of mineral resources.

“Mining Vision is driven by a clear purpose to empower industry through innovative strategies and transformative solutions, creating lasting value for clients, partners, and the Kingdom’s mining future.”

– Chairman, Mining Vision

Through international partnerships, it connects Saudi projects with proven OEM capability, supplying drilling rigs, dust collectors, crawler vehicles, downhole survey systems, electronic drilling recorders, and wireline logging technology. miningvision.net info@miningvision.net

Its affiliated businesses further strengthen the offering through drilling fluids, PPE, core boxes, battery-powered light towers, and field security solutions.

EME Outlook Issue 72 | 81

GRYDALE MINING

partner with deep experience supporting mining, oilfield, and heavy industrial operations. Its business is built on quality-certified manufacturing, practical engineering, and strong market relationships – capabilities that align closely with Grydale’s health-first and performance-driven philosophy.

Through this collaboration, JEBCO works closely with Grydale’s leadership and technical teams to develop and strengthen its brand in North America, combining local manufacturing, sales, and service capabilities with Grydale’s proprietary dust control technology.

Together, Grydale North America delivers engineered, measurable, and compliant dust management solutions tailored to North American operating environments.

“ C S R I S E M B E D D E D I N G RY DA L E ’ S P U R P O S E .

AT O U R C O R E , O U R S TA F F J O I N T H E C O M PA N Y K N O W I N G T H E Y C A N M A K E A D I F F E R E N C E T O O P E R AT O R S A F E T Y A N D WORK CONDITIONS” – A L E X D E A N D R A D E , C E O, G RY DA L E

Ultimately, dust control and operator health remain Grydale’s key reasons for existence. Continuously positioning its products as engineering controls to reduce worker exposure to harmful respirable particulates, the company’s ‘healthfirst’ stance is reinforced through LEAN and operations-excellence disciplines in the company’s Brisbane factories.

Redpath Australia noted this operational excellence within Grydale’s manufacturing facility during its Lean Leaders programme, highlighting the site visit as a practical example of the 5S methodology and continuous improvement, an endorsement that safety, quality, and performance are being pursued together on the shop floor, and all staff have embraced a zero-injuries culture.

Spot extracting for tunnel construction

Mobile dust control during surface mining and quarrying

Dust control for tunelling and underground mining

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82 | EME Outlook Issue 72

GRYDALE MINING

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THE ROAD AHEAD Crucial to Grydale’s success are the dedicated team members who comprise the company.

“Empowering our people starts with trust, ownership, and technical depth. We encourage our team to take responsibility for outcomes across all disciplines,” expands de Andrade.

“We always have a minimum of two apprentices being trained at a time and uphold a cross-disciplinary, highly collaborative team model where we can cover for each other when required.”

Grydale’s people are motivated by seeing the real-world impact their work has on operator health and safety, alongside the benefits to the environment and neighbouring communities wherever its technology is adopted. The company also acknowledges and rewards on the basis of clear indicators rather than broad-brush benefits for all,

promoting healthy competition and growth.

Meanwhile, Grydale is active in its surrounding communities through various corporate social responsibility (CSR) initiatives.

“CSR is embedded in Grydale’s purpose. At our core, our staff join the company knowing they can make a difference to operator safety and work conditions,” de Andrade details.

This community engagement flows to team members’ participation in local community sports, clubs, teams, and events.

“Outside of sport, we support children’s charity lunch events on the Sunshine Coast as well as Norton Music Factory, co-run by our Electrical Manager, Liam Norton. Going forward, we are finalising our pledge with Pro Purpose® to fund initiatives linked to our community such as education in developing countries as well as youth programmes in Australia,” closes de Andrade.

Additionally, the company is actively supporting mental health awareness initiatives whilst placing a strong emphasis on safe work practices and employee well-being for all staff and their direct families.

As Grydale embraces the road ahead, its trajectory reflects a simple equation – engineered performance plus service accountability equals safer operators and more productive sites.

Through its various new technologies and endeavours, the company is expanding its reach whilst remaining anchored to its purpose – operator safety through world-class dust management solutions.

Tel: +61 1300 929 349 enquiries@grydale.com.au

www.grydale.com.au

EME Outlook Issue 72 | 83

READINESS THROUGH S OV E R E I G N C A PA B I L I T Y As the UK’s defence manufacturing sector continues to undergo a period of major industrial expansion, we catch up with Rebecca Richards, Managing Director of Rheinmetall UK, who outlines the company’s role as a central delivery partner in the country’s defence strategy and its emphasis on delivering mobility, sustainment, and the industrial resilience that underpins British defence Writer: Lily Sawyer | Project Manager: Ben Weaver 84 | EME Outlook Issue 72

RHEINMETALL UK MANUFACTURING

I

n today’s modern defence landscape, the ability to deter conflict, protect national interests, and support allies no longer rests solely on the strength of military platforms.

It depends on something much broader – the resilience of a nation’s industrial base, skills of its people, and its ability to generate and sustain combat power at pace.

In an increasingly contested world, sovereign defence capacity has become a strategic imperative. Few people understand that challenge better than Rebecca Richards, Managing Director of Rheinmetall UK. In her role, Richards leads an

organisation at the forefront of the UK’s defence transformation.

The company is investing in advanced manufacturing, autonomous systems, weapons production, logistics support, digital integration, and future battlefield technologies whilst helping to modernise the British Army and strengthen the nation’s defence industrial base.

Across its sites in Bristol, Telford, Gateshead, Southampton, Bovington, and the Isle of Wight, more than 1,300 Rheinmetall UK employees are designing, integrating, manufacturing, and supporting systems and technologies spanning combat

vehicles, logistics platforms, weapons systems, electronics, digital integration, training, and in-service support.

Together, they are helping build the industrial resilience and operational readiness required to meet the challenges of the future.

For Richards, however, the mission extends beyond programmes, platforms, and production lines.

“The defence industry has entered a new era. Recent conflicts have reinforced the importance of readiness, resilience, and the ability to sustain military effectiveness over time.

EME Outlook Issue 72 | 85

“Military capacity and industrial capability are inseparable.

If we are serious about protecting our future, we must be equally serious about investing in the people, skills, and infrastructure that make that possible” – R E B E C C A R I C H A R D S , M A N A G I N G D I R E C T O R , R H E I N M E TA L L U K

“Military capacity and industrial capability are inseparable. If we are serious about protecting our future, we must be equally serious about investing in the people, skills, and infrastructure that make that possible,” she emphasises.

This philosophy has shaped Richards’ leadership approach throughout a career spent steering organisations through growth, change, and transformation.

Today, it is helping to define Rheinmetall UK’s role as a trusted partner to the UK Ministry of Defence and a key contributor to national prosperity, domestic capability, and future force readiness.

BUILDING SOVEREIGN INDUSTRIAL RESILIENCE The changing character of warfare has fundamentally altered how governments and industry think about defence.

Where success was once measured 86 | EME Outlook Issue 72

largely by platform delivery, today’s operational environment demands something more comprehensive – integrated defence systems, resilient supply chains, domestic manufacturing capacity, technological innovation, and the ability to adapt rapidly to evolving threats.

For Richards, this shift represents both a challenge and an opportunity.

“Defence capability is no longer just about what you build; it’s about your ability to design, manufacture, integrate, support, and continuously evolve equipment and systems throughout their lifecycle.

“That requires long-term investment, collaboration, and a clear commitment to UK industrial resilience,” she outlines.

At Rheinmetall UK, this commitment is visible across every part of the business and, as a result, the organisation has become a major contributor to the nation’s defence

industrial ecosystem.

Combining advanced engineering, manufacturing, logistics vehicles, digital technologies, weapons systems, training, and in-service support, it is delivering a single enterprise capable of supporting the British Army’s current and future requirements.

DELIVERING FOR TODAY’S ARMY At the heart of Rheinmetall UK’s portfolio are the programmes helping define the next generation of the British Army’s future fighting power.

For Richards, these programmes are about much more than delivering world-class platforms. They represent long-term investment in domestic capacity, industrial resilience, and the highly skilled people who will sustain the UK’s defence capability for decades to come.

“Every programme we deliver strengthens military readiness. It

RHEINMETALL UK MANUFACTURING

strengthens our industrial base, develops sovereign skills, and demonstrates the value of long-term investment in UK defence.”

One of the most significant examples is Challenger 3, the future of the British Army’s Main Battle Tank capability.

Combining enhanced survivability, increased lethality, a fully digital architecture, and Rheinmetall’s 120-millimetre L55A1 smoothbore cannon, Challenger 3 is being developed to meet the demands of modern warfare whilst ensuring interoperability with NATO allies.

Earlier this year, the programme achieved a landmark milestone with the successful completion of its first crewed live-firing trials – the first time Challenger 3 had fired on UK soil and the first occasion a newly developed British Main Battle Tank had fired in Britain for more than 30 years.

Building on that achievement, the programme has continued to

progress through Battlefield Mission (BFM) serials.

Conducted in representative operating conditions, these activities are generating critical engineering data, validating procedures and trial methodologies, with data and observations feeding directly back into the engineering baseline to support continuous improvement and further mature the platform ahead of formal trial phases. For Richards, Challenger 3 is about much more than developing a world-class platform.

“Challenger 3 demonstrates what home-grown capability looks like in practice. Every stage of the programme strengthens our understanding, builds confidence in the platform, and sustains highly skilled engineering, manufacturing, and integration expertise here in the UK. “It is a powerful example of what can be achieved when industry, government, and the British Army

work together with a shared commitment to delivering operational effect.”

Alongside Challenger 3, Team BOXER UK recently celebrated another major milestone with the delivery of the 100th BOXER Mechanised Infantry Vehicle for the British Army.

Delivered through the collaborative efforts of Rheinmetall UK, KNDS UK, the Ministry of Defence, the British Army, and a nationwide UK supply chain, the achievement reflects the strength of British manufacturing and the power of partnership in delivering platforms at scale.

Built by British teams, in British facilities, for the British Army, BOXER continues to strengthen sovereign capacity whilst supporting highly skilled jobs, apprenticeships, future talent, and a more resilient UK defence industrial base.

For Richards, BOXER represents far more than a vehicle programme.

AWARD-WINNING SUPPLY CHAIN SOLUTIONS

If you’re on a mission to vastly improve your supply chain processes, look no further than Spring Solutions – we take pride in taking over the ownership of all the parts that tend to be forgotten in Supply Chain and delivering them exactly when and how you need them?

One Supplier. One Purchase Order.

Total Control.

A Smarter Way to Manage Supply Chain

We remove the inefficiencies that slow production and increase cost:

Spring Solutions, based in Bathgate, is a specialist dual-commodity supply partner supporting the defence sector. We provide fasteners, chemicals, and consumables through a single, integrated solution.

We are proud to supply and partner with leading defence organisations, including: • • • •

BAE Systems (UK Supplier of the Year) Thales Rheinmetall BAE Systems Land (RBSL) Leonardo

Our service is designed to remove complexity from procurement and ensure materials are delivered exactly where and when they are needed.

We consolidate multiple supply streams into one seamless service: • • •

Fasteners Chemicals Production consumables

All delivered line-side under a single purchase order

The Result • • • •

No multiple suppliers to manage No repeated inspections across vendors Reduced storage and inventory burden Elimination of obsolescence risk and scrap

You focus on production. We handle the supply chain.

Line-Side Delivery That Works

We go beyond traditional distribution—our service integrates directly into your operation: • • •

Materials delivered exactly where they are needed Reduced internal handling and downtime Improved production flow and efficiency

Ultrasonic Cleaning Services

We provide precision ultrasonic cleaning to ensure components meet strict quality and compliance standards.

Benefits: • Removes contaminants at a microscopic level • Improves component reliability and lifespan • Ensures readiness for critical applications • Reduces rework and quality issues

Driving Measurable Efficiency

ESD Kitting – Protecting Product & Productivity

Our Electrostatic Discharge (ESD) kitting service ensures sensitive components are protected, organised, and ready for immediate use.

Critically, it eliminates inefficiencies within your operation: • • • • •

No engineers walking to stores No delays searching for parts No interruptions to high-value work No wastage, everything you need, when you need it Everything you need for the build, when you need it, where you need it and how you need it

Spring Solutions is built around one goal: making your operations leaner, faster, and more costeffective.

We deliver: • • • • •

Reduced procurement complexity Lower inventory and storage costs Elimination of line stoppages Improved traceability and compliance Greater supply chain resilience

Backed by Strength. Built for Growth

Spring Solutions is part of Diploma PLC, through the Clarendon Specialty Fasteners Group, providing us with the financial strength, stability, and global reach of a FTSE-listed organisation.

This backing enhances our ability to support customers at scale, while maintaining the agility and responsiveness of a specialist supplier.

What this means for our customers: • • • • •

Access to a broader global supply network Expanded and more diverse product ranges Increased resilience and security of supply Ongoing investment in systems and capability Long-term stability from a strong parent group

Through Diploma and Clarendon, we are connected to a wider ecosystem of specialist businesses—enabling us to deliver greater capability, flexibility, and value.

Let’s Talk

If you’re looking to reduce cost, improve efficiency, and simplify your supply chain, we’re ready to help.

Sales@spring-solutions.co.uk info@spring-solutions.co.uk 01506894458

RHEINMETALL UK MANUFACTURING

“Modern defence readiness is not simply about delivering equipment; It is about ensuring that capability can be supported, sustained, and adapted over time. Readiness is a whole-life endeavour – a philosophy that is increasingly shaping the future of military logistics” – R E B E CC A R I C H A R DS , M A N AG I N G D I R E C TO R , R H E I N M E TA L L U K

“It demonstrates what can be achieved when government, industry, and the Armed Forces work together with a shared commitment to delivering for our future force. It is strengthening British capability, supporting our supply chain, and creating lasting prosperity through investment in people, skills, and advanced manufacturing.”

Together, Challenger 3 and BOXER

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demonstrate Rheinmetall UK’s commitment to delivering platforms today whilst creating the industrial resilience required for tomorrow.

For Richards, Rheinmetall UK’s role does not end when a platform enters service. Through in-service support, digital integration, additive manufacturing, upgrades, and sustainment, the company remains a long-term partner to the British Army.

PREPARING FOR THE FUTURE BATTLEFIELD Whilst delivering today’s capability remains essential, Rheinmetall UK is equally focused on the technologies that will shape tomorrow’s battlefield.

A key example is the establishment of the Advanced Land Autonomy Centre of Excellence (ALACOE) in the UK. Part of Rheinmetall’s wider global autonomy network, the centre brings world-leading autonomous systems expertise directly to the UK whilst strengthening cooperation between NATO partners and creating opportunities to localise advanced technologies.

At the heart of ALACOE is Rheinmetall’s PATH autonomy technology, developed by Rheinmetall Canada.

Demonstrated on more than 40 wheeled and tracked platforms, PATH enables autonomous navigation, leader-follower convoy operations, and dynamic obstacle avoidance in complex, GPS-degraded, and contested environments.

We protect those who protect us.

Spares, Repairs, and Legacy Support That Keep Fleets Moving

Gus understands the operational pressure of keeping older vehicles mission ready. With leadership experience drawn from REME (Royal Electrical Mechanical Engineers), we’ve built a dedicated capability to repair obsolete components and provide UK based refurbishment options.

Expanding Collaboration with Rheinmetall

Contains public sector information licensed under the Open Government Licence v3.0.

Precision Vision for the Modern Battlefield

Gus Periscopes Ltd (Gus) is a leading UK specialist in armoured vehicle vision systems. We design, manufacture and test glass and PMMA periscopes, hybrid electronic units, and bullet resistant vision blocks built to perform in the harshest combat environments. When reliability matters, militaries trust Gus.

Our partnership with the wider Rheinmetall Group continues to accelerate. In 2025, Gus added several Rheinmetall companies to its customer base and is now entering qualification test phase for a new product designed for a member of the Rheinmetall group.

Stuart Evans, Head of Manufacturing – MIV (RBSL) said “Gus Periscopes expertise in vision systems and commitment to quality make them a valued partner, and we look forward to building on our collaboration in the years ahead.”

Innovation That Sets New Standards

Gus is developing fully electronic periscopes with embedded AI giving a major step forward in AFV situational awareness.

The AI suite is modular and customer configurable, offering capabilities such as object identification and classification, passive range finding, and image stabilisation, because resilience is non negotiable, Gus also has a system that includes a display that automatically reverts to a traditional mirror base giving a traditional direct view mode if power is lost.

advert name

A Business Accelerating Forwards

Gus is in a period of strong, sustained growth. Demand is rising, programmes are expanding, and our customers are asking for more and we’re ready to deliver. Over the past two years, we’ve invested heavily to scale up, enhance our capabilities, and position Gus as a leading supplier of next generation AFV vision technology.

In 2025, we commissioned a cutting edge CNC machining and polishing centre, unlocking a major leap in PMMA prism production capacity. We’ve improved our production processes for speed and efficiency, strengthened our workforce with new talent, and embedded structured training to support a high performance manufacturing culture.

Our supply chain has been upgraded to match our ambition.

New collaborations with companies offering advanced optical coatings, sophisticated design analysis capabilities and metal machining capabilities; all based in the UK meaning we can offer a one stop sovereign capability.

Proud to Support the Armed Forces Community

Our mission is clear: to protect those who protect us.

Gus is proud to have been awarded Silver Status under the Armed Forces Covenant in the 2026 awards, reflecting our commitment to serving personnel and veterans. We host unit visits, engage with local barracks, and actively recruit former service members, strengthening our team with real operational insight.

GuS Periscopes Ltd · Unit 33 Springvale Industrial Estate · Cwmbran NP44 5BD · United Kingdom

T +44 (0) 1633 495043 | E info@gus-periscopes.co.uk | www.gus-periscopes.com

PEOPLE – THE FOUNDATION OF SOVEREIGN CAPABILITY Despite the scale of Rheinmetall UK’s programmes and investments, Richards consistently returns to one overarching priority: people.

A passionate advocate for inclusive leadership, skills development, and early careers opportunities, she believes the future of British defence depends on attracting, developing, and retaining the very best talent.

“If we are serious about sovereign capability, we must be equally serious about sovereign skills.”

As a WORK180 Endorsed Employer, a Women in Defence UK partner, and an active member of the Women’s Engineering Society (WES), Rheinmetall UK continues to strengthen its commitment to creating an inclusive workplace where people from all backgrounds can thrive.

The company also plays an active role in initiatives such as the Women in Defence Critical Mass Summit, recognising that building a more diverse defence workforce is essential to strengthening the industry’s future.

Alongside this commitment to inclusion, Rheinmetall UK continues to invest heavily in apprenticeships, graduate programmes, early careers pathways, STEM outreach, and partnerships with schools, colleges, and universities, helping inspire the next generation of engineers, technologists, and manufacturing specialists.

“We want young people to see that modern engineering is innovative, collaborative, and capable of making a real difference. Defence offers the opportunity to solve some of society’s most complex challenges whilst contributing directly to national security and economic prosperity.”

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“The future battlefield will increasingly rely on autonomy, artificial intelligence, and digital integration. Through ALACOE, we are helping to ensure the UK remains at the forefront of those developments whilst creating high-value engineering and technology opportunities here at home,” Richards asserts.

The initiative also reinforces Rheinmetall UK’s commitment to strengthening defence capacity whilst supporting future economic growth.

SUPPORTING READINESS AT SCALE Operational effectiveness depends on more than front-line combat systems – it requires mobility, sustainment, and operational resilience.

Through its HX family of tactical and logistics vehicles, Rheinmetall UK delivers the combat power required to survive in demanding environments.

Beyond manufacturing, Rheinmetall UK provides training, digital integration, additive manufacturing, and in-service support functions that

RHEINMETALL UK MANUFACTURING

ensure critical equipment remains available, effective, and mission-ready throughout its operational life. For Richards, this whole-life approach is fundamental to delivering operational readiness.

Just recently, British Army personnel successfully completed the first UK autonomous HX convoy using Rheinmetall’s PATH autonomous kit (A-Kit) technology as part of project MAIA. Working alongside personnel from 8 Squadron, 27 Regiment Royal Logistic Corps, and Rheinmetall specialists from the UK, Canada, and Austria, the company activity explored how autonomous systems can enhance future logistics operations through the project.

The kit is now progressing to Project Convergence Capstone 6 in California, where experimentation will continue alongside international partners.

“Project MAIA demonstrates the pace of innovation taking place across defence. It highlights the value of collaboration between industry and the Armed Forces as we explore technologies that can improve readiness, resilience, and operational effectiveness.”

INVESTING IN SOVEREIGN CAPABILITY Perhaps no project better reflects Rheinmetall UK’s long-term commitment to defence capability than the UK Gun Hall in Telford.

Now in production and preparing for its official opening, the facility marks one of the most significant milestones in UK defence manufacturing for a generation.

The UK Gun Hall restores largecalibre weapon barrel manufacturing back to Britain, strengthening

national resilience, supporting future programmes, and reinforcing the UK’s ability to deliver critical defence equipment on home soil.

For Richards, the significance extends well beyond the facility itself.

“The UK Gun Hall is a landmark investment in sovereign capability. It solidifies our long-term commitment to the UK, strengthens industrial resilience, preserves highly specialised skills, and creates opportunities for future generations of engineers and manufacturers.”

Alongside continued investment in manufacturing infrastructure, workforce development, and supply chain growth, the UK Gun Hall represents another important step in Rheinmetall UK’s ambition to strengthen the country’s defence industrial base whilst supporting future export opportunities and longterm prosperity.

INNOVATING FOR TOMORROW Alongside established programmes, Rheinmetall UK continues to develop future mobility and battlefield solutions.

Amongst these is Shadow Wolf, the company’s solution for the British Army’s future Land Mobility Programme.

Building on the proven pedigree of Caracal – Rheinmetall UK’s highly 94 | EME Outlook Issue 72

agile 4x4 assault vehicle already selected by multiple NATO nations – Shadow Wolf has been designed to provide a highly mobile, adaptable, and mission-configurable platform capable of supporting a broad range of operational requirements.

The vehicle demonstrates the company’s ability to combine proven technology, innovation, and UK industrial participation to deliver future-ready solutions for the Armed Forces.

“Programmes such as Shadow Wolf highlight how we are helping shape the Army’s future force whilst supporting British industry and strengthening domestic supply chains,” Richards points out.

ONE TEAM. ONE MISSION Looking ahead, Rheinmetall UK’s

priorities are centred around continuing to deliver Challenger 3 and BOXER vehicles and advancing future technologies through ALACOE and project MAIA. It will also continue to invest in UK industrial manufacturing capacity through its UK Gun Hall, developing future solutions such as Shadow Wolf as well as expanding whole-life in-service support and sustainment expertise that ensure equipment remains available, adaptable, and ready throughout its operational life.

Yet, for Richards, success ultimately comes down to three interconnected outcomes – operational advantage, skills, and prosperity.

“We are delivering capability for the Armed Forces, developing the skills needed for future generations, and creating prosperity through

RHEINMETALL UK MANUFACTURING

long-term investment in the UK’s industrial base – priorities that guide every decision we make,” she confidently concludes.

As defence enters a new era defined by readiness, resilience, and technological innovation, Richards is helping to ensure Rheinmetall UK remains at the forefront of that transformation – delivering today’s operational capability whilst building the sovereign foundations for tomorrow.

Tel:07511177299 uk.events@rheinmetall.com

www.rheinmetall.com www.rbsl.com EME Outlook Issue 72 | 95

DEEPER COLLABORA STRONGER STRUCTU

96 | EME Outlook Issue 72

AT I O N , URES

A2O FACADES CONSTRUCTION

Combining design-led early engagement, quality-focused technical expertise, and a deeply collaborative approach to project delivery, 2 A O Facades is helping to shape high-performance façades across the UK’s commercial, residential, education, and public sectors Writer: Lily Sawyer | Project Manager: James Melton

CREDIT: AIR SOLUTIONS GROUP

EME Outlook Issue 72 | 97

A2O FACADES CONSTRUCTION

A

s the UK’s building safety regulations and sustainability standards continue to evolve, delivering high-performance building envelopes and façades has become increasingly complex.

The roll-out of government policy such as the Building Safety Act (BSA) and Future Homes and Buildings Standards means developers must now follow stricter compliance for higher-risk buildings, balancing architectural ambition with technical precision whilst ensuring fire safety and long-term durability requirements are met.

As such, early collaboration, integrated design, and meticulous attention to detail have become essential for delivering increasingly sophisticated façade systems.

UK-based design and installation specialist, A2O Facades (A2O), has built its reputation around doing just this.

The company offers complete façade packages that combine technical excellence with collaborative project delivery, supporting building owners, resident groups, main contractors, and architects from early design through to completion.

Established in 2001, the wider A2O Group also includes A2O Hoarding, which installs security fencing, safety barriers, and walkways around active construction sites.

With a portfolio spanning rainscreen ventilated façade systems, lightweight steel framing, curtain walling, and bespoke multi-finish façade solutions, every project is underpinned by A2O’s values-based, design-led, quality-focused ethos.

A2O’s collaborative approach and shared values build trust.

The company’s in-house 12-member design team prioritises understanding and delivering on design intent, whilst optimising buildability, value, and robustness.

To ensure compliance across 98 | EME Outlook Issue 72

health and safety, passive fire safety, competence, and quality standards, the business uses quality management software in coordination with its own bespoke system of process controls.

Whether delivering landmark new builds or technically challenging retrofit schemes, A2O works closely with project partners to deliver complex designs as practical, robust, and safe façades.

DESIGNED TO DELIVER This philosophy is perhaps best demonstrated by the recently completed Hertfordshire Police Headquarters (Herts Constabulary HQ) for the Police and Crime Commissioner for Hertfordshire, a flagship project that showcases the company’s ability to combine façade design and engineering expertise, collaborative planning, and exceptional workmanship.

Designed to accommodate more than 600 operational support staff alongside specialist functions such as a Major Crime Unit, the £55 million Herts Constabulary HQ development provides a modern, future-ready workplace that sets new benchmarks for sustainability and well-being.

Architecturally, the five-storey headquarters balances aesthetics with environmental performance, with two office wings clad by A2O in SureClad® porcelain stone.

Connected by a dramatic glazed atrium beneath a distinctive glulam timber roof, the completion of the wings creates a naturally lit central space that reflects the project’s focus on well-being.

Working alongside Tier 1 contractor Willmott Dixon and architects, Vincent+Gorbing, over the 12-month pre-construction period, A2O and Shackerley, the SureClad® supplier, arranged for the client to visit existing sites in London and Bath clad in the proposed rainscreen.

Collaborating over an extended

CREDIT: AIR SOLUTIONS GROUP

timeframe allowed technical details to be carefully refined before construction commenced, significantly reducing design changes during delivery, improving project certainty, and demonstrating the overall value of early engagement.

The company also constructed a full-scale benchmarking sample bay on-site, which served as a testing ground to evaluate the optimum design, materials, and methods prior to installation, providing invaluable

A2O FACADES CONSTRUCTION

construction insights and enabling A2O to complete the façade on both office wings four weeks ahead of schedule.

Independent inspections have since awarded the installation a perfect National Quality Assurance (NQA) score – a recognition that reflects both rigorous quality control procedures and careful attention to detail.

It has also achieved an EPC energy score, carbon emission rate, and

primary energy rate over 30 percent better than targets for new builds of this type and is on track for BREEAM Excellent and WELL Platinum ratings, setting a strong benchmark for future projects.

COLLABORATIVE TO THE CORE Though A2O’s technical capability remains fundamental to the construction of its façades, successful delivery also depends on effective collaboration between contractors,

consultants, and supply partners.

30 years ago, a litigious culture was widespread in the construction industry. A2O’s founder was convinced building could be done in a better way; when the opportunity came to start a new business, he grasped it.

The mission of the new venture was to ‘change the culture of construction’ based on shared values such as ‘win-win’ and ‘one team’, a value and ethos shared with our key clients and supply partners.

EME Outlook Issue 72 | 99

A2O FACADES CONSTRUCTION

On Hertfordshire Constabulary HQ, collaboration was facilitated using a digital visual planner and collaborative scheduling. This ensured designs were fully coordinated, enabling all project partners to work towards shared milestones whilst minimising risk.

A collaborative approach can be seen across many of the company’s other projects, such as the completion of a new Informatics Teaching Laboratory (ITL) at Queen Mary University of London (QMUL).

A2O delivered a technically demanding refurbishment and extension for the university that combined multiple façade systems across both retained and new structures.

The company’s early involvement allowed it to resolve complex movement tolerances, coordinate challenging interfaces, and install a sophisticated curtain wall system within the constraints of a working university campus.

Similarly, the Lot S2 apartment complex in Eddington, northwest of Cambridge, required close coordination with main contractor Bennett Construction across four apartment blocks, featuring multiple façade systems and architect Leach Rhodes Walker (LRW’s) complex architectural geometries for the glass reinforced concrete, brick slips, and copings.

By utilising Revit modelling, bespoke design solutions, and careful interface management, A2O successfully delivered intricate façade details whilst maintaining programme, quality, and passive fire safety compliance.

BUILDING FOR THE FUTURE As expectations around sustainability, operational performance, and building safety continue to grow, it’s clear to see that façade specialists such as A2O will play an increasingly important role in shaping the nation’s built environment.

100 | EME Outlook Issue 72

INDUSTRY ACCREDITATION Recognising the importance of standing out in the UK building envelope and façade sector when it comes to performance, efficiency, and safety, A²O has invested heavily in its quality management systems, technical competence, and robust installation procedures over the years.

Its current accreditations include: • LOSS PREVENTION STANDARD 1531 (LPS 1531) – Passive fire protection such as LPS 1531, audited by the Loss Prevention Certification Board (LPCB), forms another important part of A²O’s service offering, supporting client peace of mind regarding up-to-date fire protection requirements, particularly following significant regulatory changes across the construction industry.

• CONSTRUCTIONLINE PLATINUM – This certification validates the company’s approach to health and safety, supported by health and safety consultant Havio, a B Corp, as well as sustainability practices, environmental management, quality assurance, and compliance across major public and private sector developments.

• CONSTRUCTIONLINE BSA – Rigorous inspection procedures, detailed record keeping, and comprehensive site supervision have enabled A²O to achieve BSA certifications for both its standard construction projects and higher-risk buildings.

• SUPPLY CHAIN SUSTAINABILITY SCHOOL (SCSS) GOLD MEMBER – A²O maintains regular staff training on sustainability issues and also submits its carbon data on the SCSS Carbon Calculator annually.

• ISO 9000 AND 14000 – Standards for quality and environmental management.

Since 2020, the company has also earned industry recognition at the Façade Awards UK, having been a category winner four times. The company has also been a finalist on four other occasions including Herts Constabulary HQ and Eddington Lot S2, which are shortlisted for this year’s award ceremony in November.

The commitment to excellence was also recognised when A²O achieved a perfect NQA score on Herts Constabulary HQ and was named Willmott Dixon’s Regional Works Partner of the Year in December 2025, followed by National Works Partner of the Year in June 2026.

Several façades A2O has worked on recently have achieved BREEAM Excellent, requiring high standards of insulation, exceeding Passivhaus standards on occasion, and often needing to pass a rigorous air test.

Two of the most challenging projects have been refurbishment retrofits of university buildings, involving major structural works and curtain wall installation, undertaken on very tight urban sites with

staff and students in occupation throughout.

A2O’s retrofit projects such as Brighton Met Phase 2 and the QMUL ITL demonstrate how existing buildings can be retained and transformed through carefully engineered façade solutions, extending the lifespan of the structure whilst significantly improving thermal performance and reducing operational carbon.

5 compelling reasons to opt for EQUITONE rainscreen facade solutions Discover why EQUITONE is your premier partner for innovative ventilated facade projects. From enduring durability to unmatched design flexibility, expert services, sustainability, and safety, each aspect reflects a commitment to responsible excellence, transforming your architectural aspirations into realities.

1. Durability EQUITONE panels are designed for strength and reliability when seamlessly installed on the facade using a rear-ventilated curtain system.

2. Design flexibility Empower your design journey with EQUITONE’s flexible solutions.

3. Expert services Ease through your daily challenges at every stage of your architectural project with the expert services offered by EQUITONE.

4. Sustainability EQUITONE takes the lead in environmental excellence, offering a sustainable framework that will undoubtedly contribute to the success of your future projects.

5. Safety Experience peace of mind with EQUITONE where we prioritise safety with A2-s1,d0 materials where every detail is crafted to meet and exceed the highest industry standards.

Discover the EQUITONE range www.equitone.com

A2O FACADES CONSTRUCTION

Likewise, a play of light and shadow moves over the concave aluminium planks and the textured surface of the Equitone Linea cladding to the existing three storeys.

The retrofit allowed QMUL to disconnect its gas pipes and completely decarbonise its heating.

CREDIT: AIR SOLUTIONS GROUP

CREDIT: AIR SOLUTIONS GROUP

At Brighton Met, an outdated leaky building was wrapped in a highperformance curtain wall façade.

The façade, designed by ECE Architecture, featured a portal, referencing the portals in two local historic churches. A modern circular portal, recessed within the Equitone Natura cladding, is illuminated in changing colours at night, creating a dramatic new landmark on the Brighton skyline.

Meanwhile, two new floors and a new circulation core created by a curtain wall created a makeover for the QMUL ITLL, designed by Purcell.

To achieve BREEAM Excellent and comply with London Plan thermal requirements, the curtain wall allowed for optimum natural daylight, whilst projecting bronze feature fins act as a passive solar device to cast shade and reduce solar gain.

The bronze fins, acting like a sundial, transform the appearance of the façade as the sun moves round.

102 | EME Outlook Issue 72

SUSTAINABILITY One of the greatest achievements in carbon reduction has been a collaboration with key supply partner RJ Façade Systems (RJ) in aluminium closed-loop recycling, inspired by a case study at a Centre for Window and Cladding Technology event.

A2O widely uses RJ’s recycle-grade aluminium sub-grid, which is recast by Hydro from recycled and is also used in the Briklok system.

Wherever possible, A2O recycles aluminium strip from its reclad sites via Alutrade, who in turn supply this to Hydro, closing the loop. To date, this aluminium closed-loop initiative has saved over 490 tonnes of carbon emissions, compared with standard aluminium consumed in Europe.

Earlier this year, the company launched a staff break room built at its offices by the team from a recycled shipping container.

A2O has invested in a hybrid company car and a plug-in hybrid electric (PHEV) van. Since installing an electric vehicle (EV) charger in the car park, eight staff now use hybrid or full EVs.

NEXT GENERATION The foundation of building for the future is investing in the next generation. In January 2022, A2O launched its apprentice programme.

The company’s first apprentice completed the Construction Design and Build Technician Apprenticeship with distinction and now works as a Façade Designer.

A Construction Quantity Surveying Technician apprentice has also just completed his Higher National Certificate (HNC) in Construction

and passed the gateway to end-point assessment.

A site-based Construction Support Technician has just started with the company and commences his course in September.

This year, A2O took part in careers events at two local schools to promote careers in construction, the skills required by the façade industry, and the opportunities for apprenticeships as a launchpad into a challenging but rewarding career.

COMPETENCE AND SLOT One of A2O’s strategies for strengthening competence is its SLOT programme, which stands for Specialist-Led On-site Training.

The goal of SLOT is to ensure installers benefit from the most up-todate training on the specific product or system at the actual site.

A2O arranges for continuing professional development (CPD), toolbox talks, instruction manual presentations, participation in on-site mockups, quality inspections, and feedback and fine-tuning where necessary.

The SLOT programme has strengthened relationships between A2O’s install teams, suppliers, client site team, and managers, yielding greater confidence and optimising precision.

Recent success at the Façade Awards UK and as Willmott Dixon’s National Works Partner of the Year reflects industry recognition for A2O’s growth and, looking ahead, the company is well-positioned to support the next generation of highperformance, larger-scale façades being designed and installed by the next generation of emerging façade professionals.

Tel: 01277 369555 enquiries@a2ogroup.co.uk

www.a2ofacades.co.uk

For those who know Brick isn’t just about appearance.

It’s about what’s behind it.

Briklok combines the timeless aesthetic of real brick with a patented interlocking aluminium backing system.

Engineered to deliver speed, accuracy, ease, and long-term performance in modern ventilated facades.

The system creates a solid aluminium inner cavity, simplifies cavity barrier installation, and enables faster, more efficient construction.

Fast, easy, and secure installation Option for off-site fabrication of columns and corner returns Expert engineering support

briklok.co.uk

by RJ Facades

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

H OW D O YO U STAY A H E A D O F M A J O R I N D U ST RY T R E N D S ?

Favi Stelian Managing Director and CEO, Nofar Energy Romania and COO, Nofar Energy Europe “Honestly? I stay curious, and I stay uncomfortable.

“What I mean by that is: I make a conscious effort never to assume I already know where things are going.

The energy transition is moving faster than almost any industry has ever moved, and the people who get left behind are usually the ones who stopped asking questions.

“Practically, I invest a lot of time in conversations – with technology providers, grid operators, financial institutions, other market players and, perhaps most importantly, the next generation of professionals entering this sector. They see things fresh, without the assumptions that experience can sometimes embed.

“I also pay close attention to what is happening in more mature renewable markets – Spain, Portugal, Germany – because Romania typically follows similar patterns with a few years’ lag.

Understanding where those markets are today gives you a reasonable map of where Romania will be tomorrow.

“But, perhaps above all, I stay ahead by staying honest about uncertainty.

The energy transition is complex, and anyone who claims to have it all figured out is probably missing something. I’d rather be the person asking the right questions than the one confidently giving the wrong answers.

“That mindset – intellectual humility combined with ambitious action – is what I try to bring to Nofar Energy Romania every day, and what I believe will continue to drive our success.”

104 | EME Outlook Issue 71

Abderaman El Aoufir CEO, Derichebourg “At Derichebourg, staying ahead of major industry trends requires a combination of long-term vision, operational agility, and continuous investment in people and technology.

“Innovation and industrial investment are key elements of this strategy. We regularly modernise our processing facilities, improve sorting and recovery technologies, and invest in advanced recycling capabilities for new material streams such as batteries, electronic waste, and complex non-ferrous materials.

The objective is not only to increase operational efficiency, but also to anticipate the future needs of the circular economy.

“Another essential factor is proximity to the market. Because we operate through a large network of local and regional teams across several European countries, we are able to detect changes in industrial demand, logistics flows, and customer expectations very early.

This local presence, combined with the scale of an international group, gives us both flexibility and strategic visibility.

“Partnerships also play an important role. We work closely with industrial customers, steelmakers, manufacturers, eco-organisations, technology providers, and public authorities to better understand how the market is evolving and recycling can support Europe’s industrial transformation.

“Finally, we strongly believe that adaptability comes from people. The

experience, technical expertise, and entrepreneurial culture of our teams allow us to react quickly to market changes whilst maintaining a longterm strategic perspective.

“Ultimately, staying ahead in our sector means continuously anticipating how environmental, industrial, and economic transformations will reshape material flows and recycling needs – and positioning ourselves early to support those changes responsibly and efficiently.”

Delia Corniciuc Marketing and Growth Acceleration Director for Central and Eastern Europe, Danone Romania “Staying ahead starts with curiosity and staying close to people. I spend a great deal of time listening – to consumers, retailers, health experts, and our teams across different markets. I also closely follow developments in nutritional science, consumer behaviour, and broader societal shifts.

“For me, real value comes from combining data with human understanding. Numbers show us what is changing, but conversations and real-life behaviour explain why.

“In the end, staying ahead is less about predicting trends and more about understanding people. When you do that well, you don’t just follow change – you can help shape it.”

Are you a CEO or Director with a company story to tell?

Contact EME Outlook now!

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The pioneering endeavour delivering a new benchmark for golf equipment

Issue 72

REMONDIS BELGIEN

Transforming waste into valuable resources

DANONE ROMANIA

Contributing to a healthier world

GRYDALE

Operator safety through world-class dust management solutions

McLaren Golf has told its story.

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