Issuu

IN75

MAY/JUN 2022

€15

INDUSTRY

CONNECTING INDUSTRIES WORLDWIDE

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Blending the very best in business BROVEDANI GROUP

JOB AIR TECHNIC

AZTEC OILS

Mechanical components producer embarking on a path of diversification

Czech-based MRO operator expanding both its offering and customer base

A major UK manufacturer and distributor of high performance lubricants

John White Managing Director

EXPLORING A SPECTRUM OF NEW SOLUTIONS DURING SOME CHALLENGING TIMES Managing Director John White congratulates you on your ability to adapt to change. of technological advancement found in this magazine, and the collective willingness to adapt to change, never ceases to amaze me. My company and team are no exception to this. Not only have they stood fast and strong in the face of many challenges, but they have also explored new opportunities as a result of listening carefully to what you are doing, where you are going and what it is that we should be reporting on for you.

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You will surely find some items that make you smile, give you ideas, and lead you toward new customers and new suppliers

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elcome dear readers to your latest edition of Inside Industry. It is hard to believe that, at the time of writing, we are about to enter May 2022! It’s now been over two years on from the beginning, in Europe at least, of the rise of Covid-19 and the subsequent lockdowns and general chaos that it created in both our personal and professional lives. It is no exaggeration to say that much has changed, mostly out of necessity, over the last 24 months – exacerbated by the current conflict in Ukraine. We have all had to adapt, improvise, and overcome many challenges and explore new opportunities, diversifying in order to stay afloat. I am pleased to report, however, that professionally, many of you handled yourselves and your companies superbly. We have enjoyed some heart-warming conversations with you and have been fascinated by the vast number of success stories during such dark and difficult times. As a result of what is happening in the world right now, it will be fascinating to see what steps countries will take in the coming months and years – with help from all of you working in this industry of course – to move towards more reliable and sustainable methods of operation that are less dependent on global geopolitics, shall we say, and increasingly expensive fossil fuels. The level

We pride ourselves in being a truly global operation with a global readership demographic of key decisions makers covering a wide variety of industry sectors. As you might appreciate, I cannot expect my team to sit here 24/7, however, to their credit, during a typical working day here, they have always managed to capture most time zones and look after almost all of you. With pandemicresulting technologies making it easier than ever to reply to the odd email or take a quick call away from the office (whilst always being

mindful of the all-important work-life balance, I might add), I am now even more confident in being able to describe us as having a truly global reach. So, what is going on in your world? Well, a great deal it would seem, judging by the topics this edition touches upon. You have certainly been productive and have much to say. I only hope that the pages of articles, news, stories, comments and advertisements that follow will do all your efforts some justice. Please be sure to have a good read, if for no other reason than to simply escape my page of random observations. You will surely find some items that make you smile, give you ideas, lead you toward new customers and new suppliers and at the very least, allow you the chance to see, as we have, that it is not all doom and gloom out there. As always, we are only as good as the information you give us, therefore, be sure to tell my team what is happening, what ideas you have and what other areas of this innovative and adaptable industry you would like us to focus on. I will leave you now to flick through the pages that follow and find a section that appeals to you. If you have read up to this point, I thank you kindly, you clearly have far too much time to spare but I appreciate you spending some of it with me. n Inside Industry

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Managing Director John White Editorial Manager Daniel Barnes Feature Writers Jordan Yallop Phil Nicholls Filomena Nardi Colin Chinery Andy Probert Romana Moares Laura Watling Richard Hagan Business Development Manager Darren Foiret Editorial Development Managers Adam White Jasmine Lodge Cilla Crocker Jeff Johnson Ginelle Lorenzo Clare Bishop Sales & Marketing Director Richard Brightmore

Introduction 3

Sales Manager Helen Leisi Project Managers Alexander Paterson Kym Hamilton Tony Ingrouille Chris Renicar Ben Lloyd Becky Scrivens David Earl Jeremy Hughes Callum Robb Tony Wright Art Director Ian Spencer Art Editor Philip White

Events 6

Designers Daniel O’Malley Sarah Jones Georgina Harris

Company Reg No: 06783092 Company VAT No: 167 6757 57

Inside Industry

Industry events Upcoming events in the industry

Country focus

Webmaster Michael Stamp

Telephone: +44 (0)1493 445121 +44 (0)1502 566216 Email: news@insideindustry.com Website: www.insideindustry.com

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Director’s comment Exploring a spectrum of new solutions during some challenging times

Switzerland Venturi commits to space sector through Swiss-based Venturi Lab United Kingdom Siemens renews major contract with Brammer Buck & Hickman UAE AD Ports Group signs agreement to establish 450,000 sqm Metal Park in KIZAD

What’s new in the industry? 18

Featured in this issue 22 28

News 12

Industry news in brief The latest company and industryrelated developments from around the world

Matter of fact 16

Did you know? Interesting and unusual industry facts from around the world

From simple ideas to engineering feats The latest innovations, ideas and product launches

Flying into the future CAACI Maintaining top standard JOB AIR Technic Going further with sustainable packaging technologies Rovema At the forefront of the UK’s zero carbon transition Otto Simon Staying fluid in an ever-changing world Aztec Oils

Contents

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A new, printed world is coming COBOD Fresh food from the freezer DSI Dantech Demonstrating all the signs of success Hardy Signs Building the next generation of energy storage Global Energy Storage Paving the way for a clean tomorrow Hug Engineering In the pole position of safety Sabelt Energy measurement and monitoring success driven by passion Algodue Elettronica Plastics in perfect form BWF Profiles

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72 77 82

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Precision to perfection Brovedani Group Driving force of Chinese manufacturing DMEGC Magnetics A permanent fixture of the specialty fixing sector Schmid Schrauben Hainfeld Driving growth Hronovský PVC: part of the solution not the precipitate of the problem Reagens

114 118 122

Equipment by the bucketload Berdal Crystal clear vision National Company for Glass Industries A window into glass manufacturing Olympic Glass

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Inside Industry

Industry Events Upcoming events in the industry

upcoming events

HANNOVER MESSE – 30 May – 2 June 2022 HANNOVER MESSE, the world’s leading tradeshow for industrial technology, returns this year. The show brings the core industrial sectors together at one location – from drive engineering, automation, energy, R&D and industrial IT to subcontracting. This is the place where exhibitors cross the boundaries of technology and industry. HANNOVER MESSE will focus on digitalisation and sustainability as it aims to help stimulate innovative and efficient approaches to production and climate protection. This year’s show runs across four days due to the Hannover Exhibition Center’s full event calendar in June. In 2023, HANNOVER MESSE will resume its normal five-day schedule in April. www.hannovermesse.de

automatica – 21-24 June 2022 automatica is the world’s largest exhibition on robotics, assembly and handling technology, machine vision and digital solutions for the smart factory. The upcoming event will present opportunities for you to design your production processes more efficiently by exploiting the potential of digitalization – at all levels and for all industry sectors. As the digital shift continues, automatica ensures market transparency and provides orientation with a clear objective: being able to manufacture higher-quality products with even greater efficiency.

https://automatica-munich.com/en/

ACHEMA – 22-26 August 2022 With manufacturers and service providers from over 50 countries presenting their products for chemical, pharmaceutical and biotech research and manufacturing as well as energy and environmental services, ACHEMA is the driving force and groundbreaker for the international process industries and their suppliers. ACHEMA attracts 150,000 attendees from 150 countries who make a difference in the process industries and plan to take their business to a new level. There is no other event in the calendar that offers such a comprehensive mix of pioneering technology and global networking – an up-close experience that appeals to all the senses and inspires sustainable connections. www.achema.de

Inside Industry

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PACK EXPO International – 23-28 October 2022 PACK EXPO International offers a comprehensive selection of packaging and processing solutions for industry, educational sessions and networking opportunities. Packaging and processing technologies and equipment on show will include: automation and robotics, printing and labelling, materials and containers, remote operation, processing equipment, supply chain, and track & trace technology. Held in Chicago, attendees come from the world’s biggest companies, as well as small start-ups looking to scale up production, and mid-sized companies that are launching products, growing their brands, expanding e-commerce, working on sustainability and more. www.packexpointernational.com

FABTECH – 8-10 November 2022 FABTECH returns to Georgia World Congress Center November 8-10, 2022 and provides a convenient ‘one-stop shop’ venue where you can meet with world-class suppliers, see the latest industry products and developments, find the tools to improve productivity, and increase profits. Experience the power of in-person events to discover, educate, and motivate the metal fabrication industry.

www.fabtechexpo.com

London Build Expo – 16-17 November 2022 Hosted at Olympia London, the UK’s biggest festival of construction features a jam-packed two days of incredible content across six conference stages with a 50% representation of female speakers, hundreds of exhibitors, live music, entertainment and networking events including Meet the Buyer sessions, Women in Construction and much more.

www.londonbuildexpo.com

Inside Industry

Country Focus Reporting on the latest developments from the Swiss industry

Switzerland Venturi commits to space sector through Swiss-based Venturi Lab Venturi Group is moving into the space sector. Venturi Lab, the new Swiss entity, designs and manufactures mobility solutions capable of handling the extreme environmental conditions found on the Moon and Mars.

Inside Industry

and even tracked vehicles – that can operate at -50°C or up to 549 km/h depending on the model,” said Mr Pastor. “Today, I am putting our expertise and resources in the service of space research, a field where excellence is the norm.”

Strategic partners across the Atlantic Relying on its strategic partners across the Atlantic, Venturi Astrolab hopes to supply its vehicles to NASA. For its part and in parallel, Venturi Lab is working with Thales Alenia Space (France) and Beyond Gravity (formerly known as RUAG Space) in Zurich (Switzerland). These collaborations will enable Venturi Lab to test new space technologies and present them to the European Space Agency (ESA). Over the long term, Venturi Lab also aims to invent technologies that will help to reduce land-based, maritime and atmospheric pollution. The first concrete joint achievements of Venturi Lab and Venturi Monaco will be announced in detail in the coming months. “Our discussions with Gildo Pastor on the possibility of sending a multifunctional electric rover to the Moon and then on to Mars began in 2018. Four years later, together with the Venturi teams in Monaco and the teams at Venturi Astrolab in Los Angeles, we are set to enthusiastically study, develop and build a rover that will be able to transport astronauts and operate on very uneven terrain, where temperatures are generally around -160°C,” said Dr Antonio Delfino – Director and member of the Board at Venturi Lab; and member of the Venturi Astrolab Board of Advisors.

About Venturi Since 2000, Monaco-based Venturi Group has specialised in the design and manufacture of high-performance electric vehicles. Whether through world records, expeditions on hostile terrain, the creation of the first electric sports car, the development of innovative vehicles or its involvement in the Formula E World Championship, the Venturi Group embodies and demonstrates all the capabilities of the electric vehicle on 2 or 4 wheels. Since 2021, Venturi Lab is part of the Venturi Group. The company invents, studies, designs and manufactures mobility solutions capable of handling the extreme environmental conditions found on the Moon and Mars. n

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aving spent 20 years innovating in the field of high-performance electric vehicles on Earth, Monaco-based Venturi is now also applying its knowledge and experience to the challenges of space. To enable this move, Venturi President Gildo Pastor took two strategic decisions. The first of these was to co-found Venturi Lab with Dr Antonio Delfino, former Head of the Chemistry and Physics Department and Fellow at Michelin. Based in Switzerland. Venturi Lab invents, studies, designs and manufactures mobility solutions capable of handling the extreme environmental conditions found on the Moon and Mars. These solutions will use all types of propulsion compatible with hostile environments. In developing its technologies, Venturi Lab works very closely with Venturi in Monaco and Venturi North America in Columbus (Ohio, USA) as well as with a 100% American company based in California: Venturi Astrolab. The primary objective of the latter is to build a rover for the forthcoming NASA and SpaceX lunar missions. Gildo Pastor’s second strategic decision was to create a partnership with Venturi Astrolab. As part of this partnership, engineers from Venturi Monaco, Venturi North America and Venturi Lab are developing batteries and materials that can withstand and operate at extremely low temperatures, solar panels, deformable wheels, electric vehicle control systems and the integration of human factors for planetary rovers. Venturi North America is specifically responsible for battery testing. “Since 2001, we have been creating highperformance two-and four-wheel vehicles –

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Country Focus Reporting on the latest developments from the UK industry

United

Kingdom Siemens renews major contract with Brammer Buck & Hickman Brammer Buck & Hickman, the UK’s leading supplier of industrial maintenance, repair and overhaul (MRO) products and services, has been rewarded by Siemens with a contract renewal to supply tools, consumables, PPE and workwear.

In addition to consistency, cost savings have been a key factor behind the success of this long-term relationship. Several major achievements have been made in

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We value the relationship we have developed with Siemens over the past 11 years and the commitment Siemens have made to us in return

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Consistency and cost savings

this area. For example the introduction of Brammer Buck & Hickman’s Invend™ industrial vending machine solutions to a 23-acre Siemens’ site reduced annual MRO consumption by £400k (30%).

A workwear rationalisation project also produced substantial savings of £100k per annum, by reducing the number of manufacturers from 51 to one with a group-wide core range supported with stock available for next day delivery. Brammer Buck & Hickman Insites™ – essentially a dedicated branch within a customer’s premises – have also provided Siemens with cost savings at its Hull and Lincoln sites. Commenting on the renewal of the contract with Siemens, Richard Hazel, Commercial Manager at Brammer Buck & Hickman, said: “We value the relationship we have developed with Siemens over the past 11 years and the commitment Siemens have made to us in return. “We have delivered considerable cost savings for Siemens on a range of tools,

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I would like to thank all our colleagues who have worked so hard in delivering the level of service required for this contract to be renewed

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rammer Buck & Hickman’s initial contract with Siemens was awarded in 2010 and, since that inaugural date, the two companies have worked closely together to streamline the supply of MRO products and provide substantial cost savings; to date, these savings have been confirmed as over £6.5 million. Overall sales since the start of the contract have been in excess of £85 million. According to Brammer Buck & Hickman, the renewal of this contract with Siemens sees an increased emphasis on supporting sustainability, in line with its top position in 2021’s DJSI Index (a globally established sustainability ranking) for its industry group. The diversity of the Siemens contract is unusual. It represents the first UK-wide contract to cover all Siemens’ business units, addressing an array of industries including healthcare, power generation, renewables, rail, traffic and more. To ensure consistency across all Siemens sectors and locations, Brammer Buck & Hickman developed a centralised customer service hub and maximised its digital platforms through the development of 21 business specific websites; over 70% of all transactions now go through a digital channel.

consumables, PPE and workwear and will continue to do so, whilst ensuring we support the company’s sustainability strategy.” David Cullern, Brammer Buck & Hickman Sales Director, said: “I would like to thank all our colleagues who have worked so hard in delivering the level of service required for this contract to be renewed. We will continue to work closely with Siemens, with 2022 seeing an even greater emphasis on building sustainability into every transaction, from product sourcing to delivery. In industry in general we face challenging times ahead, but Brammer Buck & Hickman has a proven track record that we should all be proud of.”

About Brammer Buck & Hickman Brammer Buck & Hickman is a distributor of tools, maintenance and health & safety products. Established in 1840, the company has also produced tools under the Roebuck brand. Since 2018, Brammer Buck & Hickman is part of Rubix. Running a national network of branches, the company permanently holds over 500,000 of the most in-demand parts in stock at any one time and has over 5 million product lines available. n Inside Industry

Country Focus Reporting on the latest developments from the UAE industry

United

Arab Emirates AD Ports Group signs agreement to establish 450,000 sqm Metal Park in KIZAD Covering a total land area of 450,000 sqm, the future upcoming Metal Park in KIZAD will be equipped with state-of-the-art facilities supporting storage and handling, processing, and fabrication activities, whilst offering access to research and development amenities, rental office space, and associated financial services.

Ports Group, Abu Dhabi’s premier facilitator of logistics, industry, and trade, has signed an agreement with Metal Park Investment ME Ltd to establish an integrated metal hub in KIZAD that will cater to all industry verticals and offer flexibilities of scale to metal vendors, processors, and fabricators in the UAE. KIZAD (the Khalifa Industrial Zone Abu Dhabi) is part of AD Ports Group. It is a port-integrated industrial zone and hub for manufacturing, logistics and trade strategically located in Abu Dhabi. The agreement was signed in the presence of Captain Mohamed Juma Al Shamsi, Group CEO, AD Ports Group; Abdullah Al Hameli, Head of Economic Cities and Free Zones Cluster; and Saleh Shahrestani, Chairman, Metal Park Investment ME. In addition to industry-related infrastructure, Metal Park offers customers a unique solution featuring production planning capabilities, easy entry and exit policies, and access to finance and human resources services to keep operations at optimal levels. Furthermore, by using the most secure ERP system, businesses can cut down administration time and take advantage of industry-leading technologies to help their businesses reach new heights. Abdullah Al Hameli, Head of Economic Cities & Free Zones Cluster said: “AD Ports Group is committed to supporting the UAE’s economic diversification goals by advancing 10

Inside Industry

industrial development through our Economic Cities & Free Zones Cluster. “The metal industry provides crucial commodities for the development of buildings, automobiles, appliances and toolmaking, making it an essential sector for the UAE’s continued growth and prosperity, in line with the vision of the leadership. “Metal Park in KIZAD will create an ecosystem that helps metal service providers grow their business and adapt to market trends and conditions quickly and effectively, so they can plan for the future without constraint.”

force at competitive rates allowing for expansion and reduction of labour force as necessary.” The strategic location of Metal Park in KIZAD also offers businesses a fully integrated trade and logistics platform that facilitates expansion efforts across the region. Located near Khalifa Port, KIZAD provides customers with world-class infrastructure, competitive utilities, in addition to direct access to a multimodal transport network with links over sea, road, and air, as well as rail in the future.

Everything under one roof Revolutionise the steel fabrication industry Saleh Shahrestani, Chairman, Metal Park Investment ME said: “One of the defining points in the steel industry, Metal Park will revolutionise the steel fabrication industry and transform it into a win-win economy by providing a platform for metal services to be more efficient financially, economically and environmentally. “Membership at Metal Park will enable our clients to expand their businesses at times of growth with little capital and at times of economic downturn, giving them the ability to reduce their operating costs with ease without the overheads associated with redundancies that traditional businesses in this sector face. This is made possible as Metal Park provides a range of pay-as-you-go specialist work-

Housing metal processing, warehousing and logistics, a fabrication centre, a business centre and supports services, Metal Park is offering members ‘everything under one roof’. 48,000 sqm of metal processing space will allow members to provide efficient, reliable and cost effective services to their clients. On the warehousing and logistic side, the park will offer 500,000 MT of indoor and outdoor storage – within mainland and free zone areas – with access to Abu Dhabi Port, Etihad railway and Emirates Bypass Road. With a total of 100 fabrication centres (indoor and outdoor) located in UAE mainland, and fully equipped serviced office spaces, Metal Park provides members with labour, maintenance, laboratory, packing plus much more. n

Inside Industry

Industry News The latest company and industry related developments from around the world

AGC and E.ON sign first green Power Purchase Agreement in France E

nergy company E.ON and glass manufacturer AGC have strengthened their existing partnership by signing the first green Power Purchase Agreement (PPA) in France. The joint project for waste heat recovery and production of green power at AGC’s float glass plant in Seingbouse, France, will be developed, implemented, financed and operated by E.ON. E.ON and AGC Glass Europe launched their partnership back in 2019 and have already implemented energy efficiency projects in various European countries. In addition, the construction of further photovoltaic plants with up to 20 MW capacity are planned in Hungary and the Czech Republic. Marc Bartheld, Plant Manager AGC Seingbouse, said: “Our plant is one of AGC’s larger production lines for the building sector with a yearly production of 240,000 tonnes of float glass. Our goal is to reduce our greenhouse gas emissions by 30% and our energy consumption by 20% by 2030. To achieve this, we are constantly working to improve the environmental performance of our production sites. “The project in Seingbouse is a perfect example of how E.ON can help us to not only achieve our sustainability goals, but also to secure the site’s long-term competitiveness.” Waste heat is the world’s largest unused energy source. Around half of the heat used in industry is lost. The heart of the glass production process is the float glass furnace which operates at high temperatures above 1,000°C. About 30% of the heat needed for the production process at the end is lost in the flue gas and has remained, so far unused. E.ON and AGC Glass Europe want to change that. At AGC’s production site in Seingbouse, this heat will be recovered to generate CO2-neutral electricity by implementing an innovative Organic Rankine Cycle (ORC) plant with a capacity of 1.3 MW. To further decarbonise, E.ON is also installing a photovoltaic power plant with a capacity of 2.7 MW on the factory’s premises. It will generate renewable electricity on a total of 27,000 sqm. Combining the photovoltaic panels with the ORC power plant, E.ON will annually provide AGC with around 10 gigawatt hours (GWh) of decarbonised electricity from 2023 onwards. This electricity is fully produced and consumed on AGC’s site and covers a large part of the electricity needs. On this basis, around 595 tonnes of CO2 are annually avoided. Both parties have agreed to structure the project as a PPA, meaning E.ON will produce and sell electricity to AGC on a long-term basis at fixed price. This will allow AGC’s site to become largely inde12

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pendent of volatile energy markets. Additionally, the project does not require any investment from AGC as it is financed by E.ON and supported by the French Government as part of the “France Relance” plan set up by ADEME (the French Environment and Energy Management Agency). “Besides decarbonisation, security of supply and independence from volatile commodity prices are becoming more and more crucial for our industrial customers in the current market environment,” remarked Guenther Schneider, Managing Director E.ON France. “These targets can be achieved by consequently combining energy efficiency measures with the reuse of waste heat and locally produced green energy. “Thanks to E.ON’s international presence we can help AGC to implement this sustainability strategy in an efficient way across their European sites.” Photo credit: AGC Glass Europe

Hon Hai reveals long-term environmental goals on Earth Day Earth Day (April 22nd), Hon Hai Technology Group (Foxconn), the world’s largest technology manufacturer and service provider, revealed its long-term environmental sustainability goals, with Green Intelligence and Circular Economy as its strategic goals. The group’s action plan will focus on clean manufacturing, resource management and risk management to demonstrate its determination on environmental protection. Responding to climate change, Hon Hai has set clear strategic environmental goals on several aspects, including net zero emissions, green energy, water conservation, environmental protection, waste reduction and recycling. The group has also laid out seven strategic goals as follows: achieve net zero emissions by 2050; use at least 50% green power by 2030; reduce water intensity by 6% (compared to 2020); reach 60% of plastic recycling ratio in all campuses; award at least five campuses with UL 2799 Gold-Level Certification of Zero Waste; set up monitoring systems for industrial wastewater discharge in all campuses; and set up air quality monitoring systems in at least three campuses. “Hon Hai used to be a follower in environmental protection, but we have come a long way to become a leader,” said Ron Horng, Chief Environmental Officer in Hon Hai Technology Group. “We use systematic data analysis to conduct regular performance review on the seven long-term environmental goals we have put forward. In the future, we will continue our collaboration with clients and suppliers to build a sustainable ecosystem, to contribute to the sustainable industrial development.” For the past few years, Hon Hai has been acting on energy conservation, emission reduction and the adoption of green energy, and it has achieved substantial results. In 2021, the group’s Hengyang Campus and Kunshan Campus in mainland China both obtained UL 2799, the Highest Platinum Rating for Zero Waste to Landfill; this year, the group’s Longhua Campus was awarded UL 2799 Gold-Level Certification, becoming the world’s first compre-

hensive eco-park. Moreover, the group’s Taipei headquarters recently received the Healthy Building Certification issued by Fitwel. It is the very first factory office in Taiwan to win the prestigious recognition. In April, Hon Hai announced that its campuses in Taiwan plan to purchase 2.36 million kWh of green power this year. Up to 2030, the group’s purchases of green power will amount to 70 million kWh, which will help reduce 35,140 metric tonnes of CO2 emissions. With the aim of gradually increasing the utilisation of green energy in its campuses around the world, Hon Hai has already been using solar power as well as investing in the optimisation of equipment effectiveness and green power plants. The group also promised that it will adopt stricter standards to verify the source of the green energy it uses. Keeping up with the global trend of CO2 reduction, Hon Hai also echoes initiatives to reinforce the implementation of its sustainability development goals. In January 2021, the group proposed commercially ambitious 1.5oC carbon reduction scenario to the Science Based Targets initiative (SBTi). With the consulting expert’s assistance, Hon Hai has done an accurate calculation of its carbon footprint, the result of which shows that one year after, it has fully accomplished the science-based targets in line with the Paris Agreement goals. In April 2022, Hon Hai submitted the application of science-based target setting to the SBTi for assessment. Hon Hai’s CSR Committee was recently renamed the Sustainability Committee, which will stipulate the direction and goals of ESG. The group confirmed it will start strengthening the management of internal audit activities and make effective use of third-party audits to establish a thorough and rigorous auditing mechanism. Hon Hai plans to establish an ESG goal management platform to record and track its working process and strive for continuous improvement. The group expects that more partners will join its efforts in moving towards a greener future.

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Industry News The latest company and industry related developments from around the world

Siemens supports EWE NETZ’s carbon neutrality goals with sustainable switchgear S

iemens Smart Infrastructure has supplied EWE NETZ GmbH, which operates highly-efficient power grids in Germany, with its latest environmentally-friendly switchgear technology. EWE NETZ has now completed a new medium-voltage switchgear installation in Brake in the Wesermarsch region of Lower Saxony, which includes seven fluorine gas-free NXPLUS C 24 circuit-breaker panels from Siemens’ green blue GIS portfolio. This makes EWE NETZ one of the first grid operators in Germany to switch to the climate-friendly insulation gas Clean Air for an entire medium-voltage switchgear installation. “EWE wants to become climate-neutral by 2035. To achieve this, we at EWE NETZ are also investing in our infrastructure. The fluorine gas-free switchgear in Brake is one of the first of its kind in Germany and an important contribution to a sustainable and secure energy supply in our region. We thank our partner Siemens for the good cooperation,” said Torsten Maus, Managing Director of EWE NETZ.

“With our NXPLUS C 24 fluorine gas-free switchgear, we enable customers to achieve sustainable, economical and future-proof grid operations,” said Stephan May, CEO of the Electrification and Automation Business Unit at Siemens Smart Infrastructure. “By completely eliminating fluorinated gases, our customers are on the safe side with regard to potential future regulations. The Clean Air insulation gas we use consists exclusively of components found in ambient air.” EWE NETZ GmbH promotes innovation and sustainability. Through its grid in north-western Germany, the company already transports an average of 96% renewable energy over the course of the year. With the environmentally friendly upgrade of its medium-voltage grid node in Brake, EWE NETZ now aims to combine a high level of supply security with climate-neutral technology. The Brake switchgear installation is part of the grid supplying electricity to around 90,000 inhabitants in the city of Brake as well as in the Wesermarsch region.

Morssinkhof-Rymoplast expands film recycling capacity with €30 million investment in Markranstädt

response to the growing demand in the film recycling sector, Dutch recycling group Morssinkhof-Rymoplast is investing €30 million in expanding its film recycling capacity. To accommodate the growth, the company is developing a state-ofthe-art facility of 8,700 sqm in Markranstädt, Germany, that will be capable of recycling 30,000 tonnes of plastic film per year. The investment at the site, an extension to an existing plant of MorssinkhofRymoplast in Markranstädt, will create up to 45 new jobs and enable further growth into the region. “As a European leader in plastic recycling, Morssinkhof-Rymoplast services a wide range of businesses. And the demand for plastic recycling continues to grow exponentially. This strategic investment enables us to grow along with our customers,” said Rolf Morssinkhof, co-owner of the Rymoplast group. “Morssinkhof-Rymoplast has acquired a 3.5 hectare plot on the industrial estate in Großlehna, Markranstädt. The plant is strategically located in the Eastern part of Germany, allowing us to better serve our German and Eastern European customers. Additionally, the proximity of the existing MorssinkhofRymoplast plant provides strong synergy benefits, which is in 14

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line with our goal to lower our carbon footprint and improve the circularity of our company.” Lode Smeekens, Product Manager LDPE, added: “The plastic recycling industry is constantly evolving, which leads to an increasing demand for high quality products. As a pioneer in the sector, we are therefore continually increasing our focus on higher value film applications for our customers. “Our goal is to replace virgin material with our recyclate wherever possible, to save on natural resources and at the same time offer a better regional solution for the waste fractions released in Europe. However, that can only be accomplished if we recycle using state-ofthe-art technology. Therefore, our new site will be equipped with the latest machines and technology available on the market. In combination with our extensive product knowledge, this will ensure that we can continuously deliver a high quality product to our customers.” The new site is currently still under construction, but is entering its final phase. The first customers will be able to be served by the first quarter of 2023. After completion, Rymoplast will have an annual recycling capacity of more than 100,000 tonnes rLDPE suitable for film application.

Vattenfall and BASF participate in offshore wind farm tender Hollandse Kust West

attenfall will participate in the offshore wind farm tender for Hollandse Kust West (HKW) Sites VI and VII, partnering with BASF for Site VI. The offshore wind farms are of great significance for both companies in achieving their sustainability goals. The renewable electricity from Hollandse Kust West would be another important step towards Vattenfall’s ambition to create fossil-free living within one generation and would support BASF’s ambitious goal to reach net zero CO2 emissions by 2050. The Hollandse Kust West wind farm zone is located approximately 53km off the west coast of the Netherlands. The full area is auctioned in two separate tenders (Site VI, and Site VII). Each of the two sites will accommodate 700 MW of offshore wind power capacity. To win the tender for Site VI the bidding parties have to include ecological measures in their concept, whereas Site VII requires investments and innovations which are beneficial for the Dutch Energy System. The tenders for both sites close on May 12, 2022. A decision on who won the tender is expected after-summer. “We are pleased to see the Dutch government’s decision to continue its successful approach to offshore wind roll-out and award sites in a tender based on qualitative criteria, this time focusing on ecology and system integration. This approach pushes developers to deliver their very best proposals, stimulates innovation and sees the Netherlands taking the lead in offshore wind development, which benefits the energy transition and society as a whole,” said Helene Biström, head of BA Wind at Vattenfall. “Vattenfall has a strong presence in the Dutch market and is committed to take a leading role in the green transformation of the Dutch economy. Hollandse Kust West is an important next step towards our ambition to create fossil-free living within one generation.” Vattenfall aims to be net zero in 2040, using Science Based Targets to help keep global warming at a maximum of 1.5°C and strives towards Net Positive Impact on Biodiversity in 2030. BASF aims to reduce its greenhouse gas emissions by 25% by the year 2030 and has net-zero emissions as a target from 2050. As part of its transformation towards climate neutrality, BASF is investing in renewable power generation facilities. Offshore wind farms can provide BASF long-term renewable power with the capacities needed for this transformation. By 2030, the company projects that 100% of its 2021 global power demand will be obtained from renewable sources. “Offshore wind farms will play a decisive role for the use of innovative, low-emission technologies in our chemical production in Europe,” said Dr Lars Kissau, President BASF SE, Net Zero Accelerator and

responsible for renewable energies, alternative raw materials and CO2 reduction technologies. “That’s why we have already acquired a stake in Vattenfall’s Hollands Kust Zuid wind farm. “With a joint bid for Hollandse Kust West Site VI, we are now taking this partnership one step further and BASF is participating at the earliest possible stage in a project that combines our need for additional amounts of renewable energy with ecological aspects in the marine area.” The North Sea has good wind conditions and there are significant synergies to nearby offshore wind farm Hollandse Kust Zuid. In addition, the wind farm Hollandse Kust West, for which first power generation is expected in 2026, fits well with Vattenfall’s North Sea wind farm pipeline and can therefore easily be incorporated into the current procurement and execution strategy. “We leverage our strengths as a leading offshore wind developer and industrial player, both deeply committed to sustainability and biodiversity preservation, to develop an ecologically beneficial project,” said Dr Eva Philipp, head of the Environment & Sustainability Unit at Vattenfall. “We believe that offshore wind growth needs to be developed in co-existence with nature and society to facilitate a sustainable future. “Our HKW bid involves significant investment as well as worldfirst innovations to benefit naturally occurring biodiversity in the Dutch North Sea and a sustainable offshore wind sector.” Photo: Vattenfall

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Matter of fact Interesting and unusual industry facts from around the world

matterof fact Amazon tops the smart speaker market, enjoying a 30% market share. Artificial intelligence statistics rate the Amazon Alexa as performing best at providing general information with 93% accuracy, a better outcome that any other category.

Business travellers account for 12% of passengers on airlines. However, as the business traveller pays higher rates than most customers, this market segment is much more lucrative to the airlines and nets up to 75% of an airline’s profits.

In 1950, Bic launched its massWhen Theodor Geisel was caught drinking gin as an produced ballpoint pen. Since undergraduate at Dartmouth College, he was banned from then, the company has sold over writing for the College’s humour magazine. To side-step this 100 billion ballpoint pens, which is ban, he submitted articles using his middle name, Suess, enough to draw a line to the moon going on to achieve fame as children’s author Dr Seuss. and back over 320,000 times.

Toy manufacturer Lego holds the world record for tyre production. In 2010, Lego’s tyre output was 381 million units, double Bridgestone’s marketleading production in 2011 of 190 million.

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“

Every problem is a gift

“

without problems we would not grow – Anthony Robbins –

The Dulux Colour of the Year 2022 is Bright Skies, “a light, airy and optimistic blue” which the paint manufacturer describes as “good for the soul”. Dulux suggests this colour as an option for ceilings, not just for walls. Less than 2% of people in the world have natural red hair, the result of a recessive genetic trait that must be carried by both parents, regardless of their hair colour. Red-haired people are also more sensitive to pain as these same genes also affect their pain perception.

According to mycologists, there are approximately between 2.2 and 3.8 million different species of fungi in the world, yet only 8% of fungi have been properly recorded.

The self-driving car market is approaching $173 billion in global revenue, and an annual growth rate of 36%.

By 2021, there were 3.8 billion smartphone global users, meaning about 48% of the world’s population own one. In 2020, 1.57 billion smartphones were sold around the world. In an average day, a phone user touches their device over 2,600 times. That amounts to 1.8 clicks, taps, or swipes every minute throughout the day. Inside Industry

What’s new in the industry? The latest innovations, ideas and product launches

what’s

new

in the industry ?

Yorkshire’s own green electric revolution

World’s first antiviral antibacterial system for cassette air conditioning units AiroDoctor® V10P-AC, the world’s first air purification kit for cassette AC units, makes it finally possible to effortlessly upgrade air-conditioning systems with a powerful antibacterial and antiviral UV photocatalytic filter. The retrofitting system is designed for easy installation in any ceiling cassettes AC unit. This highly effective and environmentally friendly air purification module ensures clean and healthy indoor air thanks to certified and internationally patented UV-A photocatalysis technology: fan-less, automatic on/off function, low-maintenance and extremely durable with 50,000 operating hours.

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A 17-tonne, 500kW direct drive generator for offshore, built by leading Sheffield-based green tech company Magnomatics, was recently tested at the Offshore Renewable Energy Catapult in Blyth. Back in November 2017, the InnWind Project identified Magnomatics technology as ‘very promising’ for the next generation of offshore wind in the 10 to 20MW range. The desk-based study highlighted that a magnetically gear motor could lower the levelized cost of energy by around 3%. This conclusion was verified with the build and test of the 500kW demonstrator.

Comau’s N-220-2.7 new generation robot to unlocks higher performance automation Comau is expanding its product portfolio with a 220kg payload robot featuring a modular set up, direct kinematics, absolute calibration, and enhanced algorithms. These characteristics deliver significant ease of use, straightforward integration, and faster post-installation maintenance while ensuring precision, flexibility, repeatability, and minimum backlash. Comau’s increased generation robot offers new levels of quality and supply chain flexibility in addition to cost-effective operation, as required by today’s high-growth market segments.

PPG coating system awarded independent verification of enhanced durability PPG PITT-CHAR NX coating is a flexible epoxy PFP system offering reduced coating thickness, lower weight and faster application while also providing outstanding fire resistance and durability. In an industry first, PPG PITT-CHAR NX coating was subjected to double the exposure conditions for the most onerous category in the UL standards for durability. After exposure, the coating was tested against control samples to verify compliance with the relevant UL fire standard.

MPS launches EF next generation press: ‘the connected printing solution’

Simple EV charging solution set to revolutionise new-build industry An innovative new electric car charge point is set to revolutionise the house building industry, saving time and money for developers. The BriXcell is a simple, compact solution which can be easily installed during the construction phase of any new build. Developed by a team of industry experts, it contains the entire EV charging point infrastructure within a brick-sized construction pack which can be fitted as part of the existing building process. The BriXcell construction pack is built into an external wall during the construction process, with the internal cabling contained within the infrastructure of the property.

The MPS next generation EF flexo platform provides technology enhancements and new features in connectivity, for even better press performance and output. As a fully automated multi-substrate flexo press ready for 24/7 operations, the EF has provided printers years of high-level automation, flexibility, connectivity, and ease of operation. Based on the successful foundation of six previous EF platform generations, including MPS innovations such as Crisp. Dot Technology, Nonstop Print Change, and the Ultraflex Rail System, many enhancements were made to the next generation EF machine. For full servo driven automation of all print pressure settings, the Advanced Automation option is available.

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connecting industries worldwide

FEATURED IN THIS ISSUE caaci

job air technic

dsi dantech

hardy signs

sabelt

otto simon

global energy storage

algodue elettronica

dmegc magnetics berdal

rovema

bwf profiles

schmid schrauben hainfeld

aztec oils

cobod

hug engineering brovedani group

hronovský

national company for glass industries

reagens

olympic glass

CAACI

PROFILE

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The Civil Aviation Authority of the Cayman Islands (CAACI) monitors safety and the economic regulation of the Cayman Islands aviation industry. Richard Smith, DirectorGeneral, Civil Aviation, reviewed recent events with Phil Nicholls.

he major economic sectors of the Cayman Islands are predominantly tourism and international finance. Safe and reliable air transport has always been central to the islands’ development: responsibility for this aspect of island life falls to the Civil Aviation Authority of the Cayman Islands (CAACI). The CAACI primarily functions as the regulatory organisation responsible for safety oversight and economic regulation of the aviation industry throughout the territory. The authority also ensures that the Cayman Islands’ aviation industry con-

forms to the standards and recommended practices of the International Civil Aviation Organisation (ICAO). CAACI operations were impacted by Covid19, explained Mr Richard Smith, DirectorGeneral Civil Aviation: “The pandemic had a devastating impact on scheduled commercial air transport with border restrictions that grounded aircraft fleets globally. This resulted in a significant increase in our niche activity of facilitating the transitioning of aircraft between jurisdictions.” During this time, many aircraft lessors took advantage of the aircraft transition

scheme offered by the Cayman Islands’ Aircraft Registry (CIAR), operated by the CAACI. Mr Smith said this bespoke package provided lessors with “efficient registration and deregistration of the aircraft, including all the relevant certificates, at a fixed cost.” One result of the pandemic, Mr Smith noted, was an increase in CAACI clients needing their private aircraft for their own use, as flying commercially was much more challenging. However, the CAACI already had a robust risk assessment in place with extensive contingency plans in place prior to the pandemic. Additional personnel were

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CAYMAN ISLANDS MINISTRY OF FINANCIAL SERVICES AND COMMERCE

The Cayman Islands Ministry of Financial Services and Commerce acknowledges the credible regulatory framework and positive reputation of the Civil Aviation Authority of the Cayman Islands (CAACI) as the custodian of the Cayman Islands Aircraft Registry (CIAR). The CIAR is recognised globally for compliance with financial anti-money laundering regulations, internationally mandated safety standards, customer needs, and resilience, demonstrated by its agile response to financier needs for bespoke transition aircraft solutions. The CIAR is valued worldwide by aviation industry owners, operators, aircraft lessors and other national aviation authorities. The Ministry supports CAACI’s vision for “Excellence & Innovation in Aviation Regulation”.

editorial mention

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CAACI

PROFILE

required, but otherwise the CAACI was positioned to weather the pandemic. According to Mr Smith, the biggest challenge of the pandemic was the physical inspection of aircraft for continued airworthiness. “As Covid made travelling very difficult for inspectors, so the CAACI moved to remote safety oversight utilising virtual means and enhanced risk assessments,” he said. “In some instances, temporary extensions were issued to keep aircraft flying. These were acceptable short-term measures with many processes in place to ensure an acceptable level of safety was assured.” Reviewing the performance of CAACI staff during the pandemic, Mr Smith was deeply impressed by the whole team: “We discovered the resilience of our staff and their adaptability when working under difficult circumstances.” The pandemic forced the Authority to expand its capabilities for enabling staff to work remotely. “Remote auditing is a reasonable short-term mitigation,” he said. “However, we need to return to engaging with physical inspections.” Despite the impact of Covid, the CAACI continued moving forward. Over this period the authority issued four Air Operators Certificates (AOC) to airlines established

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in the Special Economic Zone (Cayman Enterprise City). The first AOC for fixed wing commercial operations in the Cayman Islands was issued in May 2019 to Cayman Bellawings, an affiliate of Hong Kong Bellawings, a business jet management company. Bellawings currently operates nine aircraft on the Cayman Islands Aircraft Registry, including the Gulfstream G-200 operated by Cayman Bellawings under the AOC. “We are seeing much interest in a Cayman AOC,” Mr Smith said. “Owners of Cayman-registered aircraft have the option of operating the aircraft for charters when not using them, which helps to offset the costs.”

Launching drones The CAACI has sponsored several workshops focused on the emerging drone technology within the Cayman Islands. The use of Small Unmanned Aircraft (SUA) and Small Unmanned Surveillance Aircraft (SUSA) is beneficial to the island economy where they are used by many sectors, such as photography and real estate agents. Commercial operation of SUA and SUSA is regulated by the CAACI under Article 73 Air Navigation (Overseas Territories) Order. Mr Smith noted “this segment of

the aviation industry is appealing to and represents an opportunity for young people and entrepreneurs.” Engagement with the island community is a feature of the CAACI. The authority has been involved with a group of aviators who formed a flying club on the island. “The CAACI is keen to see general aviation activity increase and for there to be an avenue for young Caymanians to learn to fly,” Mr Smith outlined.

The island community “In addition, the CAACI staff have continued their philanthropic efforts by donating to various charities and non-profit organisations to help support residents who have lost jobs and been displaced by the pandemic, such as within the tourism sector.” Recent CAACI charitable donations include Meals on Wheels in Grand Cayman and the R3 Foundation, a charitable organisation focused on Readiness, Relief and Recovery in the Cayman Islands. The CAACI has embraced the global trend for sustainability. The authority constructed a new energy-efficient office complex and implemented updated remote work policies to minimise the ‘office footprint’. The CAACI follow ICAO’s environmental protection initiatives and only accepts aircraft over 20

The CAACI is keen to see general aviation activity increase and for there to be an avenue for young Caymanians to learn to fly

years old onto the Cayman Registry after an extensive air worthiness review. Turning to the broader travel industry, Mr Smith conceded that commercial travel is still trying to recover from restrictions imposed because of the pandemic. However, these restrictions also brought increased demand for private air transport. The CAACI witnessed this trend in the steady growth in the registration of private aircraft.

Onwards and upwards The CAACI continues to push forward. Over the next year the authority will implement an updated version of VP-C Online, the bespoke electronic data management platform. VP-C Online manages all aircraft registry applications, certificates, and authorisations electronically. The system makes it easier for CAACI clients to apply for the various approvals that are required for both initial aircraft registration and for continuing airworthi-

ness including the renewal of documents. It is designed to streamline processes within the CAACI and allow more efficient service provisioning to clients. The upgrades will make VP-C Online even more powerful and user-friendly. In addition, the CAACI recently engaged in a strategic planning exercise with stakeholders to redefine its forward-looking plan through 2025. The plan includes introducing a modernised, risk-based approach to regulatory oversight. The authority confirmed it will continue its programme to improve service delivery and innovative solutions. Finally, the CAACI intends to develop and sustain its high-performing, complimentary and cohesive professional team committed to organisational excellence. Concluding, Mr Smith was optimistic for the future: “The CAACI has enjoyed steady, planned growth in aircraft registrations, focused on safety, providing exceptional service and building long term relationships with our clients.” n

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JOB AIR TECHNIC

PROFILE

Maintaining top standard

JOB AIR Technic, a leading MRO operator based in the Czech Republic, has not only withstood the challenges of a global pandemic that has crippled the aviation industry, but has also expanded both its offering and its customer base. Romana Moares reports. 28

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he Covid-19 years have profoundly changed the aviation landscape. The pandemic has brought about not only challenges but also opportunities, to be grasped by those flexible and lean enough to shift attention to new market needs. One such company is JOB AIR Technic, the Czech MRO provider, that has managed to survive the difficult years unscathed under its competent management, and with a clear view of the way forward. “The fact that a substantial part of our business was based on cooperation with large leasing companies – the owners of some 70% of the global fleet – proved to be a clear advantage. Some of the grounded aircraft were gradually placed in our facility, and today we have over 40 machines parked here,” said CEO Vladimír Stulancˇák. As operators push to be ready for the summer season, with the hope of recovering some of their losses incurred over the past two years, JOB AIR Technic is enjoying a very busy period. “We are fully booked, with no slots available for the next few months,” he said, adding that the company’s supply chain has remained more or less robust, albeit with increased material prices.

“We strive to offer maximum flexibility to meet any client’s requirement, and our reputation is sound. The aircraft just have to be maintained, and the sheer breadth of our services has proved to be a clear advantage, much valued by our clients.”

Four decades of excellence Founded in 1993 to serve as a maintenance centre for small civil aircraft manufactured by the Czech company LET, JOB AIR achieved its first major milestone in 2004, becoming an EASA/FAA Part 145 approved maintenance organisation and Part 147 and Part 66 approved training organisation. Another milestone came in 2008 when a new maintenance facility was commissioned, which is today one of the biggest single-span maintenance hangars in central Europe. Soon after the new hangar was built, JOB AIR Technic acquired the necessary approvals for maintenance of Boeing 737s and Airbus 320s and 330s. Establishing a partnership with a paint unit in 2012 has made JOB AIR a one-stop shop, significantly enhancing its competitive advantage. In 2017, the business was acquired by Czechoslovak Group (CSG), a holding company with firm roots in the Czech and Inside Industry

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JOB AIR TECHNIC

PROFILE

Slovak industrial tradition, operating in the engineering, automotive, rail, aviation and defence industries. Under new management, the company was restructured and investments were made in order to boost its position in the region, including the construction of a new hangar with a capacity of two narrow-body aircraft. Combined, the two hangars can house eight narrow-body aircraft at any one time, or alternatively, two wide-body and two narrow-body craft, making it one of the largest aircraft maintenance/repair hangars in Central and Eastern Europe. Although the full spectrum of aircraft maintenance is JOB AIR’s core business, the company also offers cabin reconfiguration and aircraft conversion, as well as additional services such as logistics – full supply chain solutions encompassing parts, consumables, chemicals, and component exchange and repair, as well as painting.

Lean and flexible Today, JOB AIR Technic continues to be based at Ostrava Airport, and operates as one of the largest aircraft maintenance and repair facilities in central Europe. The company is an EASA Part 145 and FAA approved maintenance centre and EASA Part 147 and Part 66 approved mechanic training organisation for Boeing 737 CL and NG, and Airbus A318, A319, A320 and A321. The company is also certified to provide maintenance of Boeing 737 CL, Vladimír Stulanc ˇák, CEO

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737 NG and 737 MAX models, the Airbus A320 CEO and NEO family and Airbus A330. This capability has recently been further expanded. The global pandemic has not shaken the company’s position, reaffirmed Mr Stulancˇák, who himself joined JOB AIR in 2019. “In early 2020, we were planning to increase staff numbers to meet rising demand. Although implementation of the plan was delayed a bit, we did hire more people in 2021 to meet the increased work load required by the leasing companies, both from local resources and a range of other countries as well. “We still need to hire some 70-80 people to fill up our available infrastructure, although it is not easy to find people with the required skills. There is a notorious shortage of aviation mechanics in Europe, something which has been further accentuated by the pandemic.” To make sure the company has a potential pool of talents available, JOB AIR has partnered with local secondary technical schools and universities. “Getting involved in a long-term preparation of potential future employees used to be a Plan B, now it has become Plan A,” Mr Stulancˇák admitted. n

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ROVEMA

PROFILE

Rovema is the industry specialist in packaging machines and an international technology leader in the equipment business. With an agile approach to clients’ needs, the German company takes a holistic approach to the modern circular economy, taking into account the environment, the market, the product and the packaging, ensuring efficient and top-of-the-line designs that fully embrace innovation and new technologies. Article by Andy Probert.

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oday, the name Rovema continues to resonate with a widelyheld excellent reputation throughout the packaging world as much as it did in the 1960s, when it made spectacular advances with the invention of the first vertical form fill and seal (VFFS) machine with rotating belts. Rovema is now a significant specialist in packaging machines and an international technology leader in the equipment business. Almost all leading branded goods manufacturers in the food and non-food sector pack with Rovema’s innovative technology.

Holistic approach At production sites in Fernwald and Reiskirchen in Germany, Rovema manufactures systems for the vertical primary packaging of food and non-food products, for packaging in cartons or shelfready, and transport-optimised end-of-line packaging. With subsidiaries and agencies worldwide, the company, which generated around €127 million in sales in 2020, is now present in more than 50 countries. Rovema offers a wide portfolio for the packing industry. These include dosing systems with volumetric, gravimetric and combined operating principles; vertical form fill and seal machines with an intermittent and continuous mode of operation; block or brick pack machines (Form Fill Seal machines with downstream systems for bag and bag closure designs); and cartoning machines (vertical and horizontal end load). Finally, packaging machines and packaging lines and systems that integrate all devices or technologies into turnkey systems are also offered.

Ingo Hamel, Rovema’s Head of Innovation and R&D, said the company’s systems suit the complex demands of a modern circular economy. “We think holistically, taking into account the environment, the market, the product and the packaging. We offer a sustainable solution that fits the characteristics of the product to be packed, and its demands in logistics, packaging material, shelf life, and energy efficiency.” Rovema actively searches for possibilities to save packaging materials and has prepared machines to process very thin packaging materials. “With profound application expertise, innovative approaches and new technologies, we find the optimum packaging solutions for our clients,” added Mr Hamel. “Custom-fit and individual, they enable us to secure competitive advantages. “With our global network, we are on-site for clients and offer decade’ of support throughout a system’s entire machine life. We offer various retrofits and modifications for existing machines that allow an adaptation to new demands, for example, for paper materials.”

Machine packaging in its DNA Indeed, Rovema does not shy away from developing pioneering technologies built to last. 30 years after the first VFFS machine, the company introduced the first Stabilo-Seal pouches patents forming on the filling tube, and later at the reel carrier. A great advantage in output rate for the coffee industry and ideal for processing mono-materials, the Stabilo seal module for the reel carrier also allows the reduction of the machine height Inside Industry

ROVEMA

PROFILE

ROVEMA BVC 260 vertical Form, Fill and Seal machine

and a gentler packaging of products. Product drop height and auger length can also be optimised. In 1999, Rovema developed Sense and Seal technology, the most accurate product detection during the sealing process and then successfully introduced the BVC series. This BVC machine was honoured to win the German Packaging Award 2014. Equipped with Premiumseal technology, it sets the sealing force at the HMI and delivers additional flexibility to alter the sealing pressure along the sealing process according to the settings the material requires. In 2022, Rovema will launch the new valve applicator for button valves. Over the last five years, the 700-strong company became part of the Haniel Group, developed a new 3,300 sqm production hall at Fernwald, invested in expanding its production capacities and introduced a complete ERP system and a modern CRM. It has also acquired DL Packaging to strengthen second life and retrofit business; bought Hassia India as a reliable service and assembly location; expanded the Life Cycle Service concept for Africa and Asia; and in 2021 acquired Inno-tech GmbH to expand its competencies for the frozen food and fresh produce sectors.

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A cup of quality Mr Hamel said Rovema had provided more than 500 coffee packaging machines to the sector, underlining its competencies and experience in the industry. “We know how to pack coffee, and that has been one of many key strengths. The replacement of the traditional vacuum pack with the sealed pack in the 1990s gave Rovema a lot of application know-how in the coffee industry for which we have been present for at least 40 years. “What we have done in the last couple of years is to look at the sustainability factor. We have spoken and worked with film producers who offer paper packaging with a barrier inside, which is entirely sustainable and biodegradable.” Mr Hamel confirmed Rovema is not only focusing on the paper materials but other materials too. “When we started with our testing of alternative packaging materials, we soon found out that we need an improved valve applicator to meet speed demands in coffee packaging. New materials need longer weld times, so the applicator has been re-designed so they now allow packing at a faster speed while having a longer sealing window to meet packaging material demands.

The

steps of seam quality testing

“We focus on the sealing technologies, as well as the folding process of the side tools. It has always been one of our strengths and helps to provide total control of the sealing process – not only for paper but for mono-materials, as they need the longest weld time possible.” He said: “We have worked on the serration of our sealing tools and the design of the jaws to enable an even temperature distribution. We go further, as we have sought to integrate third-party components for the sealing tools to benchmark our sealing tools.” According to Mr Hamel, the staff at Rovema discovered the importance of having very stable temperature controls and longweld times for mono-materials and paper. “These findings are spoken about transparently between us, the film producer and the client, to ensure we give the bestin-class machine. We are completely flexible in our approach and adapt our development, particularly in coffee, to the consumers’ requirements.” Until now, coffee beans have been packed in classic PET/aluminium composite packaging materials due to their high barrier requirements. But Rovema’s tested polypropylene packaging material offers excellent aroma protection combined with a fat, oil and oxygen barrier and can be fully recycled as a mono packaging material. Additional light protection through metallisation is available as an option. Mr Hamel said: “We build our own dosing systems and are able to dose, for example, ground coffee and coffee beans. One of the points why consumers buy our machines is because we have a brickpack machine, the SBS. We are the leader in SBS brick pack machines in the market, offering more than 30 different top shapes, from a gable top to a brick pack. “What certainly gave us an advantage in the coffee industry is that we offered the first SBS brickpack machine which had a fully automatic 3D changeover in width, length and height of the pack on the system’s conveyor section. Versatility and flexibility enable our machines to adapt to industry trends and consumers’ demands.”

Sustainable focus Mr Hamel said the company’s efficient, innovative and sustainable packaging solutions have contributed to the global supply of safe, hygienically packaged food for decades. By joining the United Nations Global Compact in 2020, Rovema officially committed to integrating ten principles from human rights, labour standards, environmental protection, to anti-corruption in its corporate strategy and reporting annually on its progress.

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WIPF AG Wipf AG has been developing and producing high-barrier packaging films and pouches for the food, pharmaceutical and non-food industries for more than 100 years. Thanks to Swiss engineering skills and a state-of-the-art production facility, Wipf also supplies disposable degassing valves of excellent quality and functionality for a wide range of demanding applications under the WICOVALVE® brand. In the market for coffee valves, Wipf AG is the quality leader and recognised by major coffee roasters worldwide. The product range also includes sustainable solutions such as monomaterial laminates, recyclable PE and PP valves, and certified bio compostable valves. editorial mention

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ROVEMA

PROFILE

“Sustainability is an elementary part of Rovema’s corporate strategy, and that has already secured competitive advantages and growth opportunities for us today,” he added. “It is a particular concern of ours to not only underline the importance we attach to sustainability at a product level but in our cultural interaction and to constantly drive forward the diverse opportunities for change with clear targets.” Annual progress reports describe Rovema’s approaches and measures to continuously improve the integration of the Global Compact and its principles into its business strategy, corporate culture, and daily operations. Mr Hamel said the business was fully mobilising to meet the challenges of today and the future – notably new packaging materials and the higher demand for sustainable packaging solutions. “We are more agile and have been preparing our machines for maximum flexibility and speed for decades. This enables us to meet new expectations quicker and more reliably.” Rovema undertakes more than 130 packaging material tests annually at its in-house technical centre in close cooperation with customers and packaging material suppliers. “We seek alternative sustainable packaging materials in the application test,” Mr Hamel explained. “Finding the suitable packaging material for the product is rarely possible without the manufacturers of the packaging materials and their in-depth expertise.” 40

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The new Rovema button valve applicator allows higher output rates and a calmer film run for longer bag shapes. It is also prepared for more flexible sealing times when applying button valve to new alternative packaging materials

Rovema continues to test a variety of alternative packaging materials for coffee and other fatty products, with some positive alternatives. Four alternatives include coffee beans in polypropylene (PP) with EVOH oxygen barrier; ground coffee safely packed with particularly thin PP packaging material; coffee powder in PE Mono material; and coffee powder packed in poly-olefin composite with a sealing medium made of 85% renewable raw materials. Rovema said not all of the options currently offer flexibility in bag design, but issues of product protection seem to be solved even with the sustainable variants. At the IPACK-IMA 2022 trade fair held in Milan in early May, ROVEMA presented a fully recyclable coffee pack with button valve that can also be conveniently retrofitted to existing BVC machines. Both valve and the packing material itself are made of a polypropylene mono-material. Wipf's recyclable WICOVALVE® W109PP disposable degassing valve for bean-to-cup coffee is ultrasonically applied to Hatzopoulos all-PP (89my) packaging film designed for recycling, based on the converter’s X-CYCLE TM technology. On the challenges and opportunities of packaging demanding products in plastic and paper, Mr Hamel said: “The demand for sustainable packaging solutions is growing continuously. Consumers today like to buy their products in paper packaging, which presents packaging machine manufacturers with a number of challenges. “Rovema has been working on packaging solutions made of alternative packaging materials for years and is continuously developing and testing.” For the past three years, the company has been using a machine in its test centre dedicated to paper packaging material testing.

Here, tests are undertaken on the latest developments based on specific customer requests or in direct cooperation with packaging material manufacturers. “This way, we can support customers at an early stage in the decision-making process for machine-compatible paper packaging materials,” Mr Hamel continued. “A pack is only as good as its seal, so we continuously develop them further, such as through unique geometries, better heat distribution and heat transfer of the sealing tools. “The optimised motion control of the sealing and side gusseting tools as well as the sealing force control of our machines enable us to realise the longest possible sealing times per cycle. We also consistently adapt our machine software to the special requirements of new packaging materials.” Rovema boasts a large selection of sealing tools at its technical centre for this type of application test. As part of these tests, staff also coordinate with packaging material manufacturers to make the respective packaging materials even more efficient to process on machines. The company also has a global service presence and even buys back machines to retrofit with new technology. Asserting its dedication to detail and clients with its range of turnkey solutions, systems, testing facilities, and offering a local presence, Mr Hamel commented Rovema would continue to push forward and break new ground in the packaging field. He concluded: “While modern corporate values and an open and fair company culture form the basis for our sustainable successes and healthy economic growth, Rovema is also determined to position itself as a leading global partner of sustainable packaging solutions.” n

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OTTO SIMON

PROFILE

AT THE FOREFRONT OF THE UK’S

C A R B O N

T R A N S I T I O N

Building on 150 years of expertise in gas processing, thermal processes and technology selection, Otto Simon Ltd has expanded into the emergent technologies sector, delivering projects for methane fermentation, bio-syngas production, and utilising hydrogen as fuel. Senior Project Manager Clive Mansfield discussed further the employee owned trust’s pioneering work in the burgeoning hydrogen sector. Feature by Andy Probert. 42

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Otto Simon became a member of the North West Hydrogen Alliance in 2019 and remains at the forefront of technical innovation in the developing hydrogen market. “We specialise in providing services to the hydrogen sector, working on pioneering UK projects,” commented Senior Project Manager Clive Mansfield. This includes providing practical hands-on engineering expertise for feasibility studies, due diligence, undertaking demonstration trials, and repurposing conventional gas equipment to utilise blended or pure hydrogen as a fuel source in industrial settings. The team has built considerable experience with hydrogen as a fuel and provides technical engineering support to several pioneering hydrogen projects. Otto Simon is supporting Progressive Energy with the Department for Business, Enterprise, and Industrial Strategy (BEIS) funded fuel switching studies. It recently delivered the HyDeploy project at Keele University, working with Progressive Energy and Cadent to trial the blending of hydrogen into the gas grid. “We are working closely with the North West Hydrogen Alliance to develop and promote hydrogen technology in the North West of England,” Mr Mansfield revealed.

Key role in hydrogen projects

tto Simon Ltd has always led from the front, no matter what century it found itself. From the late 1800s, the original company, led by Dr Otto, became a world leader in coke processing and built more than 48,000 coke ovens worldwide. Henry Simon, a Prussian born engineer who moved to the UK in 1860, revolutionised the flour milling industry by introducing the rolling flour milling plant. He turned his interests towards revolutionising the manufacture of coke and implemented innovative technology across the UK. When the companies merged in 1974, later becoming Otto Simon Ltd in 2004, a consolidated legacy of know-how and experience as a privately owned engineering consultancy and project delivery organisation began. Becoming an employee owned trust in 2019, Otto Simon has around 100 employees in Manchester, Rotherham, Stalybridge, Forfar, and based on long-term client sites across the UK.

Enviable track record Otto Simon has developed an enviable track record in applying advanced technology in the coke/steel, renewables, waste, biomass, biofuels, energy, petrochemical, water and refinery sectors. Building on 150 years of expertise in gas processing, thermal processes, and technology selection, it has since expanded into the emergent technologies sector, delivering projects for methane fermentation, bio-syngas production, and utilising hydrogen as fuel, among others.

Hydrogen has a crucial role to play in the UK government’s strategy to be net-zero by 2050. The North West of England produces 40 million metric tonnes of CO2 emissions each year and acknowledges it is part of the global problem. But now, the North West is at the vanguard of implementing regional solutions. HyNet is arguably the most high-profile project of its kind in the UK. It has two principal objectives: to supply hydrogen to large industrial consumers of natural gas, which will entail building pipelines, and upgrading plant and fired equipment; and to capture CO2 from industry, compress, pipe and store it in depleted gas fields in the Irish Sea. The UK government recently awarded £33 million to HyNet to further develop this project, supported by a further £39 million of private funding from the HyNet consortium. Investigative works have been undertaken to prove the feasibility of producing and supplying sufficient volumes of hydrogen to satisfy industrial demand, while preparatory work continues regarding the capture and storage of CO2. The preparedness for the hydrogen revolution is in part driven by the funding from BEIS. Fuel switching studies and trials have commenced in which practical assessment will qualify the suitability of hydrogen as an alternative to natural gas. This includes evaluating the introduction of 100% hydrogen into furnaces and fired equipment whilst parallel events have taken place assessing the effects of blending 20% hydrogen in natural gas for commercial and domestic use. This is where Otto Simon’s extensive experience in gas processing, gas cleaning and managing the process and its safety standards and requirements is quickly gaining ground.

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OTTO SIMON

PROFILE

Hydrogen in an industrial environment

Highly commended

Otto Simon is also heavily involved in a fuel-switching project at glass manufacturer NSG’s gas furnace in St Helens. It designed and implemented innovative modifications to allow the glass manufacturing plant to run on hydrogen fuel. “The process was successfully trialled, marking an important step in decarbonising the UK industry,” commented Mr Mansfield. Before a wholesale switch to hydrogen is made, the effect of its use on the manufacturing process needs to be tested and understood. Unlike boiler systems where fuel is used to raise steam or hot water, which can be piped for use elsewhere, fuel used in the manufacture of glass comes into direct contact with the product. Any adverse impact upon product quality would be unacceptable. Working with its partners, Otto Simon provided design, construction and commissioning services to facilitate the innovative hydrogen trials at NSG Pilkington Glass’s Greengate site. The trials were successfully completed and demonstrated hydrogen was as capable as natural gas in achieving excellent melting performance and product quality in the furnace, with vastly reduced carbon emissions. “It gives confidence that a wholesale switch to hydrogen as a fuel is not only technically feasible, it would eliminate carbon dioxide emissions from the process,” stated Mr Mansfield. Once the feasibility was established, Otto Simon developed a conceptual design for full-scale deployment of switching to the new hydrogen fuel. It oversaw the construction and commissioning of infrastructure for the hydrogen trials at Greengate, and NSG successfully manufactured architectural glass using hydrogen fuel in a world-first trial. Mr Mansfield asserted: “The results and experience gained from this project will allow us to support companies in other industries to trial and adapt to using hydrogen as a fuel source.”

Otto Simon and partner FutureBay were recently highly commended in the Energy Awards and the Sustainability Award at the IChemE Global Awards 2021, which celebrate chemical, process and biochemical engineering excellence. The awards were for FutureBay’s development of a new energy storage technology based on a novel thermal cycle that delivers energy storage, cooling, heating, and converts waste heat to electricity. By capturing, storing, and converting heat to electricity, the system allows users to shift the electrical load from peak to offpeak periods, utilising heat currently wasted to improve overall energy efficiency and enable electrical demand to be managed. The technology can be applied to industrial and commercial processes, delivering significant environmental benefits to diverse industries. It can provide users with savings of up to 50% of energy consumption, 100% of energy costs and reduces CO2 emissions by up to 60%. FutureBay built, tested, and operated a full-scale demonstration unit in Oldham which confirmed all aspects of the system’s operation. Otto Simon acted as principal designer to deliver the demonstration unit, supporting the concept development and managing the detailed design, installation and commissioning. Once the system was built and commissioned, trials were conducted and proved the FutureBay system could capture the waste heat from the data centre and deliver 1.2MWth of cooling whilst simultaneously delivering stored electricity. FutureBay’s containerised system has been designed for easy installation onto existing facilities. The system has been designed with environmental, health and safety benefits in mind, using nontoxic materials operating at low temperatures and pressures for safe and reliable operation.

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Mr Mansfield commented: “Otto Simon is proud of our involvement with the development of this project. FutureBay’s novel thermal cycle delivers energy storage capabilities which can benefit a wide range of commercial and industrial applications, as well as help to achieve the transition to a zero-carbon economy.”

More achievements Otto Simon has also been instrumental in working with Calysta and the Centre for Process Innovation to deliver a new biotech plant in Teesside that brings an interesting new twist in turning fuel into food. As fish increasingly becomes an important source of protein, the debate for sustainability and protection of wild fish builds. The required increase in fish production will have to come from farmed fish, and these fish need to be fed; at this point, technology enters the debate. Calysta has developed a process utilising methanotrophic bacteria that convert methane into a single cell protein product. The product, Feedkind™, is an alternative to fishmeal in aquaculture and promises to be a significant development in the protein market. Otto Simon designed and constructed a plant to produce FeedKind™ protein that contributed to it winning ‘Team Award’ at the 2017 Global IChemE Awards. Following the successful project delivery, Otto Simon supports developing a pre-FEED Process Design Package for commercial-scale projects worldwide. Otto Simon has also worked with Go Green Fuels, a spin-off from Advanced Plasma Power, to deliver a Compressed Bio-Methane Demonstration Plant in Swindon. The plant was designed to convert waste from local homes and businesses into bio-methane for injection into the local gas distribution network and reduce landfill. The project won the Energy Award, Sustainability Award and Outstanding Achievement award at the 2018 Global IChemE awards.

Key differentiators Mr Mansfield emphasised that Otto Simon differentiated itself from the competition as it excelled in its chosen field while acting as an employee owned trust. He explained: “Surveys show that employee-owned businesses achieve higher productivity, improved innovation, and better

resilience to economic turbulence, and workforces are more engaged, more fulfilled, and less stressed. “By giving employees a stake and a voice in how the business is run, the employee ownership helps promote a general wellbeing of employees.” It also reduces staff turnover, enables long-running relationships with clients and encourages repeat business. Ensuring all projects are delivered to the highest HSEQ standard, Otto Simon has won the RoSPA Gold Award for the past five years, earning them the RoSPA Gold Medal Award for outstanding health and safety achievements and they recently achieved over 1 million manhours without a RIDDOR reportable accident. Mr Mansfield reflected that Otto Simon is agile and responsive, with a flat management hierarchy that enables them to adapt quickly and be flexible to clients’ requirements. “Otto Simon has extensive experience delivering major projects from concept stage to commercial operation. We support clients at every step of their project development and forge lasting relationships to provide consistent, high-quality support. All this is underpinned by maintaining open, honest and collaborative working relationships.” While the business has naturally enacted measures to limit the impact of the pandemic and continues to assess and respond to industry challenges, Mr Mansfield emphasised that one of Otto Simon’s key activities is to keep track of its carbon footprint. He added: “Maintaining a continual improvement quality system means we’re always looking for ways to improve our operations. We work with clients to develop innovative technologies and processes which promote sustainability and support them in improving energy efficiency at their sites and facilities.” Looking ahead, Mr Mansfield said: “The government’s hydrogen strategy lays out a road map for the next 20 years of hydrogen development in the UK. Otto Simon plans to continue supporting the development of the hydrogen economy in the North West and continue investing in emergent and novel technologies to promote decarbonisation. “The challenge to the industry is to meet Net-Zero by 2050 and Otto Simon aims to position itself as an expert on hydrogen fuel switching.” n Inside Industry

AZTEC OILS

PROFILE

As one of the UK’s largest independent manufacturers and distributors of high-performance lubricants, Aztec Oils has grown considerably on the global stage in recent years. Founder Mark Lord told Andy Probert the reasons why he remains deeply committed to playing the long game to ensure his company continues to thrive.

ztec Oils is, just like its lubricants, renowned for high-performance, efficiency, reliability, and an ability to withstand the rigours of the harshest environments. Founder and Managing Director Mark Lord has transformed the business from one man-in-a-van selling 100 litres a week in 1995 to a £30 million company, employing 110 people and processing 30 million litres of high-quality lubricants a year. Job done? “No, not by a long way,” smiled Mr Lord. “I could have sold the business and walked away with a bundle. But I am not like that; the industry is in my blood, and I build for the long-term.” Mr Lord is a man not afraid to match words with actions. In 2019, he handed 50.01% of the growing business to the employees through an Employee Ownership Trust. A win-win for all concerned. “I am a strong believer in people and developing their skills, so enabling them to take a stake in the business through the EOT is a step in the right direction. As the business grows, so does the potential for 48

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the staff,” he said. “For me, it is all about people. With the right people, you can achieve so much more.” Today, Aztec Oils is one of the UK’s top three independent lubricant manufacturers and suppliers, operating from a central hub at Bolsover Business Park, a former colliery, in Bolsover, Derbyshire.

Investment and expansion The company has around 500 different lubricants, including biodegradable, coolants, and antifreeze, available to a wide range of industries – primarily automotive, but also agriculture, hydraulics, industrial, marine, metalworking, motorcycling and transmission.

Business growth for Aztec Oils has been complemented by a series of acquisitions and investments over the past six years. In 2016, the company, which manufactured the Goldline lubricant range for Northern Oils, acquired that lubricant division and transitioned it into Aztec’s Scottish trading arm. In 2017, Aztec Oils embarked on a £1.2 million three-year upgrade of its Bolsover site. This included a new 11,000 sqft warehouse, centralising manufacturing from its former West Midlands base, and purchasing the latest laboratory tech to help verify all manufactured products meet the highest compliance levels. Two years ago, the business acquired the lubricant, pre-packaged fuel and Inside Industry

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AZTEC OILS

PROFILE

contract packing business of Multispec, formally Caldo Oils. It bought Caldo’s manufacturing facilities in St Helens, Merseyside, which produces the Hallet Steam Oils brand, and distribution operations in Devon and North Wales. Mr Lord said: “The acquisition was seen as a great opportunity to develop our retail packaged range, offering both Aztec’s branded products and growing our private label offering. It also enabled us to expand our offering to existing customers, and reach new markets with new products.” While the company has engineered a recent rebrand to help drive product growth, other investments have included expanding its tanker fleet to cope with moving over 150,000 litres per day for bulk transport, and adding new storage tanks at Bolsover, enabling the business to hold over 2 million litres of base oils, additives and finished products.

Export focus An increasingly important growth area for Aztec Oils has been the export trade. It established a distribution centre in Lithuania to supply products to the Baltic States, Poland and Scandinavia. It also has the capabilities to manufacture the product range for clients in Europe. Mr Lord said that with further consolidation and exposure to new markets, Aztec Oils now exports to the likes of Pakistan, 52

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China, Taiwan, Thailand, Iraq, Jordan, Lebanon, Egypt, Ghana, Nigeria, Peru, Colombia and the Dominican Republic. Exports presently accounted for about a quarter of all trade, which was likely to increase in the coming years. “We operate through distributors and have done so successfully, and will continue to expand to new countries every year,” Mr Lord affirmed. In 2018, Aztec Oils bought Netherlandsbased Oil Water Treatment (OWT) Services, a global oil field chemical service company. OWT’s chemicals are supplied to the oil and gas producers, related traders, oil recycling industries, and companies with wastewater plants. Aztec Oils’ turnover reached £26.5 million in 2020, with £5 million generated from business in Eire and £2 million from the rest of the world. That total is predicted to tip £30 million this year. Mr Lord said the company’s drive to introduce new products to the market remained undiminished, having developed Miragrind 302 TC, a high performance, fully synthetic metalworking fluid designed to enhance machining operations. The new product not only improves surface finish and contributes to lower operating costs, but it also provides excellent product stability and resistance to microbial infection and won’t leave sticky residues around a machine tool during use.

‘Perfect storm’ The company sources its material grades worldwide, including the Middle East and Europe. “Overall, I would say 70% of all lubricants end up in an engine of some type, and the other 30% into hydraulics, compressors and 101 other applications,” quipped Mr Lord. “Aztec Oils began growing substantially in 2010 when we ramped up production and invested in new facilities to be able to do more. And, even during these difficult times, we have continued to experience rising demand, with average growth topping 10-15% per year.” That is amply demonstrated by the fact Mr Lord began the business at Bolsover from a 1,500 sqft unit before scaling up to buy the entire six-acre site to help meet the business’ development. He added: “We are investing £1 million in the infrastructure and have consistently done so for the last five years. The main aim is to continue operating at modern facilities that also complement the high standards we aim to maintain in our quality lubricant products.” In 2022, the company will invest £2.5 million in a new office block to replace the existing one and will also incorporate a new facility to enable Aztec Oils to transfer and absorb its small packing facility from St Helens.

M a rk L o r d F o u n d e r a n d M a n a g i n g D

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“On the product front, our range is wide and broad, and we are continuing to diversify into specialisations with sustainability being a big thing, such as bioproducts. We are also looking to switch a considerable amount of our packaging into recycled plastics.” But Mr Lord reflected: “I have been in the lubrication business for 40 years, but we are going through some monumental times in the industry, with what’s happening in Ukraine, problems in supply chains, price issues, Brexit and COVID-19. “It all amounts to a perfect storm. Who would believe in three years we would have these challenges which are enormous gamechangers for everyone?” Mr Lord emphasised: “The impacts of Brexit are still with us and were compounded by Covid-19, causing spiralling prices and supply chain issues between the EU, the UK and Ireland. Now we have the situation in Ukraine, which is creating more havoc. “We cope because we have a longstanding supply chain. We are very flexible to demands and supplies. We are continually updating and upgrading our supply line contacts, and any shortfalls will be replaced elsewhere, such as from the Middle East.”

Next generation With one eye on sustainability, Aztec Oils has invested in a partnership with a Danish company to recycle and re-refine engine

oils to an excellent quality compared to base oils produced from a refinery. “We have collaborated with this company for ten years, and now the products are going mainstream, as the industry continues to look at offering recycled, sustainable and biodegradable oils.” He added: “We are also working with a Dutch company that makes containers from 100% recyclable materials.” Mr Lord said the independent lubricant supply sector comprises long-standing companies, while Aztec Oils is still seen as “the new kid on the block”, so it had responded aggressively to make its mark. “Some of our competitors struggle to respond to present-day demands and are not agile enough to potential opportunities. We are flexible, have a can-do attitude, provide a smarter service and build long-term relations,” he said. “We are open with customers and keep them informed on what’s happening on the ground. We refuse to bury our heads in the sand. You are better off explaining the situation to customers as they ultimately respect that.” He concluded: “Aztec Oils is here for the long-term, and with our Employee Ownership Trust, that will enable the company to drive forward relentlessly. If you have been in the business for a long time, oil is really in your blood. I am passionate about people owning what they do, and we are fully working towards taking the company to the next generation.” n Inside Industry

COBOD

PROFILE

With a string of industry firsts, buyers across six continents, and strategic partnerships with industry majors, COBOD is the preeminent name in 3D printing construction. “We are clearly the market leader, and our fantastic customer base proves it,” declared Founder & General Manager Henrik Lund-Nielsen. Colin Chinery reports.

round since the early 1980s, 3D printing is fast generating market momentum, used in a range of applications, from aircraft components to orthopaedic implants. Among the latest products of this ever-transcending industry include a synthetic steak containing muscle, fat and blood vessels. By the time wider deployments were unfolding, enterprising Danish techno- entrepreneur Henrik Lund-Nielsen had already founded several companies within the 3D printing industry. And in 2018, seeing the potential in the construction industry, he launched COBOD International. “I had seen technologies in the past that were helping to disrupt a lot of industries, and thought the same would happen with 3D printing, with construction one of the areas that fulfilled the criteria,” he said.

Print and build While details vary according to the products and processes involved, the underlying principle of 3D printing is the same; a layer of material is laid down via printing nozzles by computer 54

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* Photos credited to our partner PERI

control, fixed in place, then another layer is put on top, and the sequence continues. By varying the shape, and sometimes the composition of each layer, objects can be crafted that would be difficult or impossible to produce with other techniques. Set against conventional construction processes, the gains are striking; faster construction, no waste and major labour cost savings in an industry plagued by shortages of skilled labour. Starting out in 2015, and backed by a government grant, Mr LundNielsen and his 3D printing team spent three years investigating state-of-the-art construction printing around the world. The results were unimpressive. “We visited 38 sites and organisations and got a complete overview of what the technology could achieve,” he recalled. “At that time the world was reading about the wonders of 3D printing in construction, with headlines about a house built in 24 hours, but that turned out to be completely false. “But I had guys who have been doing 3D technology printers for 20 years, and when they looked at the level of technology being applied in the visited projects, they said it was really primitive, and not up to the level in other sectors of the 3D printing industry.

“If the proper 3D printing technology was applied, construction would have all the potential, and I felt that we had the competences to apply the right technology, and therefore we could really take the lead in the industry.”

On cue Noting that some larger conventional construction operators had begun investing in companies delivering 3D construction printing, Mr Lund-Nielsen took his final cue. “I’m an economist by training, and a business guy, and I reasoned that if these big companies who know the construction industry believed in the technology, then that was enough to convince me of its potential. And with our state-of-the-art knowledge of 3D printing technology, why not apply this knowledge and build the best printers in the world?” Intent quickly turned into deed, and by the close of 2017, they had created Europe’s first 3D printed building, the BOD – ‘Building On Demand’ - in Copenhagen. It was a news headliner, and with construction companies now beating a path to COBOD’s Copenhagen headquarters, commercialising, and working on a new series of construction printers was, said Mr Lund-Nielsen “a no brainer. We also needed a special Inside Industry

COBOD

PROFILE

company for pursuing the construction application, and therefore COBOD – Construction Of Buildings On Demand – was established in 2018.” Other 3D printing breakthroughs quickly followed; 2019 saw the first 3D printed two storey building in Europe made with a COBOD printer by Belgian Kamp C and the first 3D printed windmill tower base, and in 2020 the first 3D printed three storey building in Europe was constructed with a COBOD printer by the German-based PERI Group, a leading supplier of formwork systems that acquired a stake in COBOD two years earlier. In June 2020, COBOD joined in a three-way partnership with GE and Lafarge Holcim to co-develop optimised 3D printed concrete bases for wind turbines. At 200m tall, the record-breaking height of the towers will deliver 33% more power than regular wind turbines and lower the levelized cost of energy. With a customer base spanning six continents, major clients include giants like Lafarge Holcim, part of the Swiss multinational building group; India’s premier infrastructure developer L&T Construction; JGC in Japan; and GE Renewable Energy, which in the summer of 2021 showcased COBOD’s concrete printing technology at President Biden’s Climate Summit, attended by leaders of 16 countries. “We are clearly the market leader, and our fantastic customer base proves it,” stated Mr Lund-Nielsen.

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Break-speed success COBOD’s founder and General Manager points to four critical reasons for the company’s break-speed success. “Firstly, we printed the first building in Europe made with the new technology, and we were super honest about it. We made a lot of mistakes and were completely open about it. This gave us credibility, in an industry which really was in need of such following the many false claims in the early years.” Candour and self-scrutiny were again transparent in another critical decision; the decision to develop a second generation printer, instead of selling the printer version that did the first building. “We decided not to sell the first printer we had developed. Even though at the time it was state-of-the-art and the best printer in the world, we decided it was not good enough for us to sell, and it was far better to develop a better printer based on what we had learnt from the first.” Thirdly, the partnership with German based PERI Group was an equally important move. Pre-COBOD, PERI would cast concrete on site, using a more traditional method of using formwork equipment and moulds into which concrete was poured. “Our technology is to print concrete on site without the need for formwork equipment. When PERI came around, they saw what we

were doing, and the professionalism of our organisation,” explained Mr Lund-Nielsen. “You could say that by joining us, PERI was more or less saying, ‘If you can’t beat them, it’s better to join them.’ “The fact that the leaders of the competitive manual technological solution decided to team up with us was super important, once again giving us a lot of credibility in the conventional construction industry.”

Strategic alliances The GE connection is the fourth leg in COBOD’s remarkable ascent. “It’s not unusual to see a start-up cooperating with such a giant, and so soon after commercialisation. This says much about our skills set and competence,” continued Mr Lund-Nielsen. “Obviously, working with such demanding customers as GE and PERI has also taught us a lot.” Strategic alliances, determined COBOD’s founder, are another core aspect of the company’s successful strategy. “We do not think we can do everything ourselves, so in effect we are an open source for securing better solutions for our customers, available on a worldwide scale.”

Emerging trends

* Photos credited to our partner PERI

COBOD doubled in size in 2020 and more than tripled in 2021, proving that the world is beginning to accept the 3D printing technology as a solution for various construction needs. Saudi Arabia is planning to use 3D printing to build 1.5 million houses over the next decade, while India’s housing ministry has announced its intention to use 3D printing to address the country’s housing shortages. “Houses spurred the interest in the technology, because the first printers were small and could only print small houses, which everybody on the other hand could relate to,” remarked Mr Lund-Nielsen, “But for me, the possibilities of 3D printing housing is almost less interesting than the application of the technology in construction of industrial plants and warehousing. The more significant the concrete part of a construction, the more we can save relative to the entire project.” Emerging trends will see faster, taller construction, and bigger projects turning to the 3D printing world, predicts Mr Lund-Nielsen. “Right now, we are printing up to three storeys. This is bound to change in the next six to nine months, and we will also see customers doing far more different concrete applications.” And it is up to companies such as his to have the answers and solutions to the challenges when they do. He concluded: “3D printing technology is here to stay, and is going to disrupt not all, but certain sectors of construction, so it’s better to get involved with it sooner rather than later. And who are the big guys and giants with? They are all with COBOD.” n Inside Industry

DSI DANTECH

PROFILE

d o o f h s Fre

e h t m fro

r e z e e r f d nic, an e g o y r c l, ality of ch a n i c a u e q m h f g o i r h supplie es in a a m b iv r e e a i h l l T e u b . g s n y ie si compan ch n o l o g e d’s first e l t h r T r o i . w e y h r e t s th a t t c h st f t u u o s d d i h o n t r i h g p c d n e o nte the stre r the fo ting-edg t n o DSI Da i f u c s y e g d v o l l n e a s ch n o ovative n g th e m n i n d plate te i i r h p et . t i f str y w h staf s’ budg t r u i e d w n m i d o t o e s h fo u t and c hange t c n e o t m s n i o vir tion h th e e n t o b t i f bene

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SI Dantech builds on the strong foundations of three former organisations: Belgian Cryogenic Equipment and Services NV, Dantech Freezing Systems A/S, and DSI Freezing Solutions A/S. While the companies had strong positions within their respective fields, they joined forces in May 2021 with a new name and one goal: to change the market for thermal treatment food. CEO Lars Priess stated that it was “important to create one common platform and approach to the market”, which lead to the birth of DSI Dantech. With a new brand identity and matching website, the aim is to stand out in the industry. Today, the company is a market leader with a global reach and 325 employees spread across seven main production facilities and additional sales offices in Europe, the United States and Asia. Combined, the facilities have 100 years of knowledge within freezing, cooling, and heating solutions and more than 10,000 solutions installed across the globe. With this expertise and a constantly growing range of products, it’s safe to say that DSI Dantech is here to stay.

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DSI DANTECH

PROFILE

The strength of technology The range of thermal treatment technology offered by DSI Dantech falls under three categories. First, there is mechanical freezing that uses a circulating refrigerant to reduce air temperature surrounding the food; while plate freezing is a double contact freezing method, where a coolant passes through the plates and freezes them quickly. Food is then placed in the freezer in between the frozen plates. Lastly, DSI Dantech also offers cryogenic technologies, in which gas, usually in the form of Nitrogen or CO2, is sprayed across the food to instantly freeze it. The promise is a single supplier for any freezing, cooling, and heating solutions, and with these technologies, DSI Dantech lives up to that promise. Among its products are mechanical spiral freezers, chillers, and ovens that are specially designed to minimise the cost per kilo treated product. 60

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With a unique and efficient airflow, DSI Dantech’s spirals provide faster freezing times that result in a higher quality of the food’s quality and yield, as well as maximising the food safety. The spirals also have an open and compact design, which makes them easier to clean and maintain, avoiding corrosion of the material. Another of the company’s stand out products is the IQF Tunnel Systems, which are ideal for freezing, cooling, and heating food without having to compromise the freshness or natural appearance of frozen food products. By conveying the food through a tunnel of circulating air, the thermal effects are efficient and gentle, so it doesn’t affect the cell structure of the food too harshly. This helps improve product quality and yield with, for instance, significantly optimised drip loss. Much like the spiral freezers, the tunnel systems are designed to minimise

Lars

P ri e

ss,

CEO

the cost per kilo treated product and ensure a low energy consumption. Mr Priess stated that one of the crucial aspects of the company is to “help promote sustainability”. According to him, by collaborating with customers and offering new technological solutions, DSI Dantech can help with a “significant energy saving while minimising product loss and optimising food quality”. This can be done by, for example, replacing traditional blast freezers with new IQF spiral, tunnel or plate technology, which save energy while minimising product loss and secure a high food quality. While DSI Dantech offers innovative technologies, it’s the customisable thermal solutions that make them unique. Every detail is based on product characteristics and its customers’ capacities, facility space and line layout, but most importantly, DSI Dantech makes it possible to combine dif-

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DSI DANTECH

PROFILE

ferent thermal technologies, so you get everything you need from a single supplier. From freezing to cooling and heating.

Strong relations It’s evident that DSI Dantech takes great pride in working closely together with customers as well as suppliers and other key stakeholders. “One of our three core values is strong relationships,” Mr Priess states. “On the supplier side, we have a mixture of large international supplies and smaller local suppliers that very often offer significant advantages when it comes to flexibility.” To the company, a good collaboration makes it easier to develop the right solutions for the customers and thereby honouring DSI Dantech’s purpose of optimising results and contributing to the protection of the environment. Reflecting on Covid-19, Mr Priess mentioned how amazing the entirety of DSI Dantech handled the pandemic as a team. “Our own employees have shown fantastic support and flexibility during the pandemic,” he acknowledged. “In certain parts of Denmark, where we have our main production facilities, they were under tight restrictions, but there were a lot of clever ideas and a collective can-do attitude from our employees during this time.” This engagement of employees shows that strong relationships are prominent throughout the company, and not only when it comes to customers. 62

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Mapping out the future The company’s future plans include both expansion and a higher focus on sustainability. Most notably, DSI Dantech is actively seeking to increase its production and presence in the United States “to be closer to the market both to provide better and faster service to our customers but also to help avoid transportation cost and environmental impact”. Mr Priess also revealed the company is currently researching and investing both time and energy into automation. By automating more products, DSI Dantech would make it easier to lower energy consumption. As for the future Mr Priess has cited 2022 as ‘the year of consolidation’,

after two major acquisitions during the pandemic. With these new acquisitions on board, he stated that “the company is also actively working on mapping the total CO2 usage of all aspects of the business”. By looking into and adjusting its own carbon footprint, DSI Dantech is fully committed to its sustainability agenda. For future endeavors, Mr Priess informed that the company has identified nine core markets to which DSI Dantech will endeavor to excel further. He concluded by saying: “At DSI Dantech, we always have an appetite for further acquisitions.” With the cutting-edge technology to back up global ambitions, DSI Dantech is definitely a name to look out for. n

HARDY SIGNS

PROFILE

D E M O N S T R AT I N G A L L THE

SIGNS OF

SUCCESS We’ve all heard the story about the ‘American dream’ and how hard work can deliver success to anyone with the diligence and nous to pursue it. Though the UK doesn’t have a direct, culturally equivalent saying, Nik Hardy is the epitome of what we’ll call the ‘UK dream’. With a small bank loan and a dream to build his own company, Hardy Signs was born, and has since gone on to become an award-winning traditional and digital signage company. Article by Richard Hagan.

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HARDY SIGNS

PROFILE

ardy Signs, based in Burton upon Trent in the UK, is a professional physical and digital signage company providing solutions to all business sectors within the UK, the European Union, and beyond. The company offers a complete signage service, including surveys, signage design, manufacturing and installation. Company owner and Managing Director Nik Hardy is a true story of self-made success, having grown the business from what was essentially nothing more than him working in his garage, to today’s Hardy Signs which employs 30 people and owns an inventory of high-tech machinery as well as a fleet of eight different vehicles.

An analogue apprenticeship Mr Hardy began his career in signage with an eight-year-long apprenticeship at another signage manufacturer. That company was fairly traditional and completely analogue. There were no computers. And yet, the work experience that Mr Hardy gained there was formative.

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“Everything was produced by hand,” he recalled. “From painting the plywood panels to signwriting them, it was all painted. It gave me an amazing grounding in the industry. I learnt my trade amongst some really skilled signwriters that in this day and age, are few and far between. “I learned the correct use of fonts, layout, colour schemes and everything else that it takes to make a good sign and which few people seem to teach these days.” Mr Hardy’s dream of owning his own business came unexpectedly one day when his boss approached him and offered him an opportunity to become self-employed. The company had hit hard times and, rather than simply letting him go, the owner offered to pass on the company’s incoming enquiries to him. Mr Hardy – who up until then had been, by his own description, ‘the tea boy’ – jumped at the chance. And so it was that at 23 years old, and with the help of a £4,000 loan from the bank and a £1,000 loan from his parents, Mr Hardy bought his first vinyl cutter

and went into business for himself on the 1st of August 1993. He began by working under the wing of his former boss, at first from his own home, and then, beginning in 1997, from workshops rented from the same former employer. It was around this time that Mr Hardy’s brother, Tom, would leave school and join the ranks of his brother’s company. More than two decades later, Tom has helped steer the success of the company and oversees the day-to-day running in his role as Operations Director.

A big move into new premises In 2011, after around 18 successful and fast-growing years in business, the company celebrated three major milestones. First was its signing of a lucrative signage contract with British DIY retailer B&Q. Simultaneously, the company firmly moved into the digital era, with a switch to digital signage. The third was purchasing and moving into Hardy Place, the company’s current headquarters where all of its

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HARDY SIGNS

PROFILE

design and production takes place and from which all surveys and installations are carried out. After 17 years of renting spaces, Hardy Place was the first premises proudly owned by the company. There’s no shortage of top-tier fabrication equipment inside Hardy Place. The company boasts comprehensive machinery including two large-format UV digital printing machines, two vinyl cutters and two latex printers. There’s also a CNC router, lamination rollers and cutting machines, as well as a full-service design department. It plans to add a steel fabrication workshop in the near future as well, including welding and laser cutting facilities. Outside, its fleet of ten vehicles ranges from long wheelbase high top vans to sales rep vehicles. Naturally, all are fully liveried to ensure that the company name is properly represented wherever its vehicles go. Mr Hardy drew special attention to the industry-leading inks used by his company: “All of our inks are water-based, eco-friendly inks with no harmful fumes or vapours,” he underlined. “Sustainability and carbon footprint reduction through measures like

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these are very important to us. It’s also helped us appeal to bigger stakeholders and clients who demand that.”

Apprenticeships for a new era Given his experience and background, apprenticeship programs are close to Mr Hardy’s heart. For that reason, in 2016 his company proudly opened the Hardy Sign and Print Academy in partnership with a local college. The academy’s aim is to expose school-leavers to the signage industry and to give them an opportunity to learn the skills needed to excel in it. “We bring on apprentices and give them industry experience in a classroom environment,” said Mr Hardy. “I’m very proud of it. We’ve had ten apprentices through it in the past five years. Of those, about six have gone on to be permanently employed by us, directly through that opportunity.” Altruism isn’t the only reason the academy exists, however. It has great strategic value to the company as well. “We have a lot of established staff with us, but if we want to grow, we need to

bring in apprentices before they’ve picked up bad habits and while they’re still a blank canvas – they need to learn ‘the Hardy way’!” he chuckled. “Once they’ve signed up to our vision and seen how excited we are about the future, they tend to stick with us. We’re creating signmakers of the future.” As a result of the academy’s success, Mr Hardy was awarded an honorary fellowship through Burton upon Trent and South Derbyshire College for his work in linking business to education. In further recognition of Hardy Signs’ achievements, in both 2019 and in 2020 the East Midlands and Staffordshire Chambers of Commerce awarded the company with Manufacturer of the Year, achievements of which the company is extremely proud.

Malls, milk and motorsport Hardy Signs has been involved in some outstanding recent projects that Mr Hardy was keen to highlight. The first was its rebranding of the Derbion shopping centre in Derby in the UK. The mall had gone into liquidation

and was then purchased by a new owner who immediately issued a tender for new signage. Hardy Signs won the contract. “It involved a lot of high-level signage,” Mr Hardy noted. “We had a team of abseilers fitting the signs. It was a real win for the company.” Müller Milk in the UK and Ireland is another high-profile account on the company’s books. “We’ve worked with Müller Milk for many years. They’ve gradually entrusted us with more and more key projects,” Mr Hardy acknowledged. A particularly exciting project came through the doors in 2021 when Hardy Signs was asked to wrap two Formula 1 cars at short notice. “We had to have our fitters working over the weekend and through the night to get the car launched and on to the podium for Silverstone,” said Mr Hardy, who was unable to reveal which team the cars belonged to.

Covid, diversification and the future The onset of Covid-19 has presented opportunities as well as peculiar challenges for Hardy Signs. The company was quick out of the gates with offering acrylic sneezeguards, but soon ran into an unexpected supply problem: nobody had any stock of clear acrylic. “There was a global shortage,” Mr Hardy recalled. “We had some real fun and games sourcing it. You wouldn’t think that you’d run out of everyday products like that!”

Supply has since stabilised, resulting in the company investing in a machine to bend the acrylic to match the shape of curved desks, as well as to fold it in order to allow the sneezeguards to stand upright. Meanwhile, it also battled another unexpected global shortage, this time of yellow ink. “All of the printers were hurriedly printing the green safety floor stickers which require a lot of yellow to print. It was a real problem at the time!” Mr Hardy exclaimed. Hardy Signs has continued to offer clients a complete array of Covid-related signage solutions, including floor stickers, screens and health and safety stickers, even diversifying into sanitising stations. Mr Hardy said: “Hardy Signs has been recognised with awards as a leading manufacturer of the year across the East and West Midlands and Staffordshire. This shows the high quality and determination of our team’s work.” Despite the challenges of Covid-19, Mr Hardy is optimistic about the future. “We’ve been keeping an eye on the trends in the area through our involvement with the chambers of commerce. Raw material prices continue to be a challenge, but we expect to grow our turnover in 2022. We had a record sales year in 2019, then it all fell off a cliff in 2020. Despite that, we still traded profitably in 2020 and that’s a good thing. In 2021 we experienced better trading conditions, and in 2022 we are expecting a record year,” he concluded. n

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GLOBAL ENERGY STORAGE (GES)

PROFILE

Global Energy Storage (GES) is building a global network of first-class energy storage assets with plans to invest $250 million into brown and greenfield sites, initially across Europe and Asia. Backed by Bluewater, the specialist international private equity firm, GES has unveiled its first significant investment at the Port of Rotterdam, with the aim to make it one of the largest low-carbon storage developments at a world-class industrial hub. Profile by Andy Probert.

energy transition continues to play an ever-increasing role, not only in changing the face of the oil and gas industry but in the wider world, the need to develop cutting-edge storage units is being fully and quickly grasped by Global Energy Storage (GES). GES was only established in mid-2021, but it comes with two massive gamechangers – its exceptionally experienced management team and the $250 million backing of Bluewater, the specialist international private equity firm focused on the middle-market energy sector. A statement of intent if ever there was one. 68

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Its goal is to build out a global network of first-class energy storage assets on brown and greenfield sites, initially across Europe and Asia over the next five years, while also exploring opportunities in the Americas and Africa.

Energy transition focus GES has a focus on energy transition fuels and fuels of the future. Its strategy concentrates on critical global hubs, international cross-linked business, and long-term relationships with top-tier energy suppliers. “There is an urgent need for storage assets for the next generation of low

carbon fuels,” commented Peter Vucins, GES CEO. “GES has the expertise and financial backing to develop this crucial infrastructure at key locations around the world.” Focusing on low carbon commodities, energy transition fuels, and potentially renewable energy sources in the future, GES has a robust global pipeline of pending deals. Its first major investment is at Europoort in the Port of Rotterdam. In November 2021, GES announced that it had agreed to buy part of the assets of the Stargate Terminal from Gunvor Group

and will develop more than 20 hectares at the heart of the port. The site includes a significant 500m waterfront with deep water access, brownfield development opportunities and potential greenfield development sites. GES’s ambitious plans include the development of a new multi-purpose seagoing jetty and developing infrastructure for consolidation of biofuel storage, storage for renewable fuels, gas storage, gas to chemicals production, green and blue hydrogen and hydrogen carriers such as ammonia. Mr Vucins said: “This project aims to become one of the largest low-carbon developments at a world-class industrial hub, with the potential to significantly reduce the carbon footprint of future business in the Port of Rotterdam. “Alongside a new jetty that we aim to develop and low-carbon commodity infrastructure, we are also looking to become part of the logistics chain needed to import blue and green hydrogen.”

Window to invest GES’s commitment to taking a leading role in the energy transition sector is anchored in the fact that the management team is the same one behind the growth of its sister – and leading hydrocarbon storage venture – Global Petro Storage (GPS). An independent storage and logistics company headquartered in Singapore, GPS was created in 2016 and backed by equity funding managed by Bluewater and White Deer Energy. It now has three key global storage hubs comprising gasoline and ethanol storage and rail in the Port of Amsterdam, an oil products and petrochemicals facility in Sharjah, UAE and Southeast Asia’s largest LPG storage terminal at Malaysia’s Port Klang. Mr Vucins explained: “As we invested around $300 million in these GPS facilities, we realised there was a substantial shift away from oil, and a large growth market in gas. “Bluewater wanted to continue to back the management team with more time and

money. So, with the creation of GES, we now have a window of approximately seven or eight years to continue to grow, and with Bluewater on board, an initial $250 million to invest with a greater focus on energy than on petroleum products. “GES is essentially the extension of GPS reflecting the management team’s journey from oil to gas and then further afield into low carbon products, hydrogen and hydrogen carriers.” According to Mr Vucins, the term ‘energy transition’ means different things to different people in different parts of the world. “We see a lot of growth potential in LPG and LNG usage in emerging markets such as Asia, South America and also Africa. LPG is a relatively inexpensive, safe and clean alternative fuel to kerosene or charcoal for domestic applications, and LNG is an important substitute for coal which is being phased out as it is recognised as the worst fuel for power generation in terms of emissions. “In Europe, energy transition means trying to get net zero fuels as quickly as Inside Industry

GLOBAL ENERGY STORAGE (GES)

PROFILE

possible. E-fuels, hydrogen and hydrogen carriers, which carry ammonia, are among that mix. We are one of the few management teams that has expertise and a proven track record in that sector.” On the Rotterdam project, he reflected: “Our development efforts are focused on establishing expandable platforms located at crucial crossroads of energy flows. Rotterdam is one, and will undoubtedly be among the first where energy transition will take place as the infrastructure is already in place. “We approached Gunvor to buy part of their asset in Rotterdam to give us cash flow basically on sale and leaseback. We buy some tanks, they rent them from us, and we buy rights for the land, helped by the generated cash flow.” GES is not doing the operations for the initial deal, with Gunvor “running the show as they currently are,” he said. “It’s a stepping stone. There will be approximately 200,000 cm of naphtha storage over the long term, and we will get 20 hectares of vacant land and 500m of deep waterfront. “The premise is a greenfield focused company in the energy transition sector in the best possible location to develop infrastructure for clients. We have the land locked down in an ideal location, and it is the first phase of the project.”

ence of that. We are in the TransHydrogen Alliance. We are looking at bringing ammonia to Rotterdam, ultimately green ammonia to be cracked and sold as green hydrogen to north-west European users. But in the short term, it could be grey ammonia that GES would store,” he added. On other proposed GES projects, he disclosed: “We are pretty far along in a greenfield gas project in Europe, not in Rotterdam. In the first half of 2022, we hope to make an announcement. “We are looking for other opportunities similar to Rotterdam, such as on the UK’s east coast as we believe it will be one of the leaders in green hydrogen. We are also looking in the Mediterranean. In the Far East, GES is trying to develop an ammonia asset in the Greater Singapore region as we believe there is potential demand.” He said the biggest challenge was the energy transition itself, as well as who and how it would be paid for, such as through carbon taxes on polluters. “Until then, you have an uneven playing field because you need a green premium. That’s the real issue because if large utilities or others were willing to pay the price difference, then there’s no question that GES and other companies would immediately build the infrastructures.”

New projects

Top tier clients

Mr Vucins said the company is looking at potential chemical opportunities, such as storage and processing and refining gas to chemicals. “I have high hopes for ammonia because we can build ammonia, and we have experi-

GES, confirmed Mr Vucins, is trying to find ways to overcome that ‘chicken and egg situation’ by going from grey products to blue or green that use the same infrastructure, or setting up completely new supply chains with partners by producing green

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ammonia in cheap places, shipping it to Rotterdam and cracking it to hydrogen. “Once those strategies start to materialise, we can build the infrastructure.” He added: “What differentiates us is that we have the expertise to build these complex projects with ammonia, LPG and LNG. Being small and with private equity, we are more agile than most and, importantly, global.” GPS has two noteworthy client relations: with Equinor in Port Klang and Varo in Amsterdam, with GES having relations with Gunvor.

“Collectively we understand what customers want from us,” asserted Mr Vucins. “What we want to do is to build bespoke assets for top-tier clients that give us a long-term offtake and a clear view as to who is going to use the asset. We aim to build more relations through GES and attract similar premium clients by understanding their bespoke needs and acting on that in a particular time and place.” He said GES would look to manage between three to six projects as and when the time was right.

“We are very mindful of our ESG and are working to develop our policies further. Ultimately, we hope to make a big difference with the infrastructure for green ammonia. Mr Vucins concluded: “The whole premise of GES is for transitional lowcarbon fuels. With greenfield sites and focusing on new markets, we have a major advantage in not being pinned down by massive legacy assets. It is easier for us to start from scratch and build upwards.” n

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PROFILE

PAVING for a clean tomorrow

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the way

HUG ENGINEERING

Since its establishment in 1983, Hug Engineering has been leading the path to a clean tomorrow by designing, engineering, producing, and the commissioning of custom-built exhaust emission control systems for marine, power generation and rail applications. From its high-tech headquarters in Elsau, Switzerland, near Zürich, the company leads a global network of offices supplying and servicing customers wherever they are in the world. Increasingly tight emissions regulations have brought in a steady stream of new clients to the company. Lukas Cavegn, Product Line Director for Marine and Mobile, explained how Hug Engineering caters to each customer’s unique demands. Report by Richard Hagan.

emissions regulations for the shipping industry are being signed and ratified and ship owners are finally realising that it is time to either adapt or sink. Luckily for ship and yacht owners, a specialised company with highly qualified engineers is working on cutting-edge emissions reduction solutions (and associated high-tech systems) to ensure that these vessels are able to meet and exceed global legislative requirements, as well as even more stringent voluntary emission labels. That company is Hug Engineering.

Hard work and organic growth

missions and global warming are a major global concern, and will likely remain so for decades to come. As the world grapples with finding answers to the crisis, bodies such as the European Union are pushing forward with ever-tightening emissions regulations. The automotive industry was one of the first to respond in a meaningful way, and on a commercial scale, to the need for

lower emissions. We have seen an increasingly fantastic parade of plug-in hybrid and full electric vehicles coming off factory floors, delivered sometimes in spectacular launch events and high-budget promotional videos on a and offline. The marine industry, meanwhile, has, it is fair to say, lagged behind all this progress. Mercifully, that is all now changing, and at a rapid pace. Increasingly strict

Hug Engineering was established in 1983 by Hans-Thomas Hug. Shortly after that, Michael Hug, his brother, became his first employee. Initially offering general engineering, they soon identified an opportunity to become involved in not only designing but also producing at that time non-existing components for high horsepower exhaust systems. In 1988, they commissioned the first ever urea operated SCR system at a combined heat and power installation in Schaffhausen, Switzerland. A few years later in 1992, they installed their first marine exhaust system and, from there, growth came quickly. By 2003, Hug Engineering had grown enough to open an office in Germany. That same year, Hug Engineering tackled a large government contract to supply Diesel Inside Industry

HUG ENGINEERING

PROFILE

Particulate Filter systems (DPFs) to the Swiss Governmental Railway for 100 locomotives involved with tunnel construction. Only two years later, in 2005, Hug Engineering got its big break into the superyacht industry when it began working with Kusch Yachts to install DPFs. Meanwhile, to ensure that it had the resources on-hand to supply and service its growing client base worldwide, Hug Engineering founded a sales and service office in Italy in 2007, another in the United States in 2010, and in 2016 an office in the Netherlands (by buying the COdiNOx Beheer BV company). In 2016, sails were set for even more marine activities, when the IMO TIER III emissions standard came into force for vessels sailing in emission-controlled areas, by offering reliable and high value solutions in combination with all the required certification services. The company’s hard work and continued growth were further rewarded in 2018 when Hug Engineering was acquired by a French automotive conglomerate called Faurecia. As part of Faurecia’s Clean Mobility business group, rapid advancements in Hug Engineering’s product range were made, with a particular highlight being the first EU Stage V certification of a medium speed engine, achieved in 2020. Less than one year later, Hug Engineering introduced its Compact SCR system, tailored to the needs of yachts below 500gt, switchable between IMO II / IMO III and fitting in any, even extremely space constrained, engine room. This outstanding 74

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solution was enabled by the long-term inhouse development of catalytic coatings, ending in the all new high performance CCV catalyst. Azimut|Benetti, world leader in the production of super yachts, was the first shipyard to announce an agreement with Mive Eco for the supply of exhaust systems equipped with this compact Hug Engineering SCR system. Today, Hug Engineering employs around 250 people worldwide. All the company’s research and development, as well as most of the production, is carried out at its headquarters in Elsau, Switzerland. Its four subsidiary offices in Germany, Italy, the Netherlands and the US are sales and service hubs with project management capabilities close to the customers.

Everything under one roof Hug Engineering prides itself on its ability to provide a comprehensive suite of exhaust treatment solutions, including products and related services that are required by clients. Whilst competitors often only supply certain components and then lean on third parties for the remaining products and services, Hug Engineering retains every aspect of its product offering in-house. According to Lukas Cavegn, Product Line Director Marine and Mobile, that is a real selling point for the company. “It’s very seldom in this industry to have all of the functionalities and competencies that we offer under one roof,” he said. “We’re a true one-stop shop, and our com-

bination of know-how in a single service provider really sets us apart. “If you have an issue, for example, needing to meet an emissions regulation, then we do the engineering, design and certification of the system. We then manufacture it, commission it, and once it’s installed, we carry out its full life services via our skilled service engineers. This is supported by Hug Connect, our remote digital solution bringing any of our aftertreatment systems to display, no matter if it’s a current new build or a retrofit of a long serving installation. “Having all of this within the company allows us to provide the most efficient service thanks to short communication paths and total quality control.” The company’s assets are the combination of highly skilled specialist staff and high-tech equipment to design, manufacture, install and service its products. “Our people are our most important resource,” Mr Cavegn confirmed. “Thanks to them, we are able to develop everything we need and ultimately come up with the most comprehensive and efficient solution for the customer. Additionally, we have the sales teams at our global offices who keep us close to the customers and ensure that we always fully understand our client’s needs. “These teams are working in our cutting-edge facilities,” explained Mr Cavegn. “We have substantial Computational Fluid Dynamics capabilities through Faurecia, as well as a materials lab that handles the ceramic core development for our catalytic

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HUG ENGINEERING

PROFILE

converters. Our quality control labs have scanning electron microscopes as well as other equipment. “Finally, we have a testing lab with small diesel and gas engines to reproduce real-life conditions and to test performance characteristics of a full system, in a scaled-down manner.”

The KeSS system, as it is called, is a highly integrated, extremely compact superyacht exhaust aftertreatment system that integrates the silencer. “We saved around 40% of the space typically occupied by a system like this,” Mr Cavegn underlined. “It enables Lürssen to design a much more compact engine room.”

Superyacht exhaust system specialist

Scaling regulatory challenges

Hug Engineering is extremely active in the superyacht industry, which itself is enjoying an unprecedented boom period that is showing no signs of slowing down. New build yachts and used yachts are being sold at record prices and within remarkably short periods of time. All of this has increased the tempo of new orders flowing into the company’s offices and required its teams to quickly adapt to the pace. “It’s been quite a steep learning curve for us,” said Mr Cavegn. “While the increased demand in terms of the regulations, class approvals, certifications and paperwork are substantial, our big advantage is simply that we’ve done a great deal of those in the past. It means that, beyond providing our normal bouquet of services, we are also able to provide certification services and that’s been very well received by our customers.” The company is very proud of a solution its teams developed in collaboration with the superyacht builder Lürssen, and the silencer manufacturer Niessing, in Germany.

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Hug Engineering’s speciality is designing, building and installing bespoke solutions. In addition, Mr Cavegn underlined this level of customisation in the superyacht sector comes at the increasingly high time cost of administrative paperwork to obtain the necessary certifications. To address this area of conflict (providing the most stringent certifications while maintaining the industry leading customisation flexibility), Mr Cavegn confirmed the

company is further modularising its solutions. This means developing a portfolio of pre-certified, core solutions that can simply be tweaked to suit various applications. “We foresee a challenge with this in terms of satisfying the certification bodies such as Lloyds Register, because they’re not used to certifying a toolbox of functions,” he said. “With this, our aim ultimately is to be able to put systems together like Lego, using pre-certified function blocks.” He concluded: “By doing so, we can leverage our efforts by selling higher numbers of certified core functions but still serving the low number niche with highly flexible solutions. That is why engine manufacturers have a great interest in developing their niche solutions based on our well-proved portfolio of functions which leads to low development costs and unmatched time to market.” n

SABELT

PROFILE

A pioneer of automotive safety, Italian manufacturer of premium car seats and seatbelts Sabelt is celebrating its 50th anniversary this year. Founded in 1972, the company has its pedigree rooted in motorsport, with its cuttingedge safety solutions being used across the sport – before being adapted for road applications – and even aerospace. Jordan Yallop spoke to Massimiliano Marsiaj, Vice Chairman and Business Development Manager at Sabelt to find out more.

abelt is a company with decades of experience in automotive safety and seat manufacture built upon four pillars of success: technology, service, lightweight and safety. The company’s pioneering technology graces the biggest names in the automotive and motorsport worlds and is even present in the cuttingedge aerospace industry. It is easy to see that Sabelt has its eye on the best quality on the market when you consider that seven out of ten Formula One teams buy their seat belts from Sabelt. With the company celebrating its 50th anniversary this year, Massimiliano Marsiaj, Vice Chairman and Business Development Manager at Sabelt, was keen to highlight how the industry has evolved during this time. “The industry has developed greatly in the past 50 years,” he began. “It started as a local industry; each country would have their own car manufacturers, and their own range of suppliers to produce the cars. My father is a huge fan of the UK and we started with a licence from a UK based company. He used to go regularly to the UK and have a few suppliers there who could licence the technology, sell components, and then he would assemble them in Italy. Inside Industry

SABELT

PROFILE

“This is a huge difference between then and now. Today we are in a global economy and it is definitely a different approach to business when compared to 50 years ago; but one common ground is that the automotive business has always been a technology driven business.”

Family first A big day requires big plans, and in a traditional family-centric way, the company is planning a day of festivities for the whole Sabelt family – some 250 strong. “We are thinking of doing a family day for our employees, invite them with their families, and have a day of fun,” revealed Mr Marsiaj. “We will welcome all of our employees to our headquarters here in Turin. Spending the day together cele78

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SABELT

PROFILE

brating, maybe have some cars around with some good drinks and some good food to celebrate a proper birthday,” smiled Mr Marsiaj. “It’s a big year, so it’s important to remember the company was founded by my father, who’s still the CEO, and my uncle. We are a family run business, with the second generation – my brother and I – also here. We are proud to be in this industry, we are always investing and learning.”

A weighty decision

and McLaren. In fact, 100% of all McLaren cars produced in the UK are equipped with Sabelt seats. Many of our latest, main investments are based on seats and related technology. The investments are to increase our competitive advantage in the weight reduction of seats. On the OEM front, products are designed and created exclusively by Sabelt in collaboration with external design studios and our clients, the car makers. Our tailor-made production allows us to create customized prod-

Sabelt has expanded its range by also dedicating itself to high-end sports road car accessories and niche markets, becoming the European leader in the development and production of three different businesses: racing, OEM (original equipment manufacturing) seating, and belts for special applications. Over the five decades, the progress of automotive technology has required safety equipment to evolve alongside it to stay at optimum performance. This necessity has caused Sabelt to evolve in-line with the market. For instance, the compulsory nature of seatbelts in all vehicles brought about new production systems. This has made it possible for Sabelt to be a pioneer of automotive safety in the most demanding of circumstances, such as F1. Mr Marsiaj said high-spec technology eventually filters down to road users. In light of this, Sabelt has dedicated itself to producing seats for high-end manufacturers and specialist markets. “Our turnover is 90% based on seats alone,” he said. “Sabelt produces seats for road use cars; our main customers are Ferrari

ucts, designed according to the needs of the car manufacturers and the final customers. Our main partners are: Ferrari, McLaren, Alpine, Abarth, Alfa Romeo, Jaguar, Maserati and Aston Martin. “Our seats are mainly made of both metal and composite parts. There are two main differing composites on the market, one is fibreglass and the other is carbon fibre. However, one of the big trends we

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are investing in is the sustainability of our products, because carbon fibre and fibreglass are not easy to recycle. “We are developing a new range of sustainable products called Carbogreen. We are keeping an eye on the environment and being friendly towards our future generations. This is why we’re working a lot on lightweight sustainable products,” He added. As part of the company’s mission to gear up for the electric revolution, the Carbogreen project, involving 40 technicians, is seeing Sabelt design several products that not only fit with the specific construction and structural characteristics of battery-powered cars, but also support the eco-friendly nature of the vehicles by incorporating sustainable materials and solutions. Due to the size and weight of the batteries in electric vehicles, equipment, including that manufactured by Sabelt, needs to be redesigned to suit. Also working to a remit of high recyclability, (which is currently not offered by the market), Sabelt has a longterm goal of applying these materials into other products in its portfolio.

Investing in innovation Always at the forefront of innovation, Sabelt invests 8% of its annual turnover on research and development, which is conducted through the company’s in-house laboratory. This laboratory is at the heart of the company’s efforts towards sustainability. One such notable innovation emerged from the company’s special application division, and took the form of a new lightweight retaining system for NASA’s cargo on supply

missions to the ISS. Sabelt was able to cut the weight of the previously used system in half, going from 200kg to 100kg – this mammoth effort ended up saving NASA $5 million per flight in fuel costs. Mr Marsiaj said: “We have succeeded in the market thanks to our technology and bringing new innovations in the market. We actually verticalized a lot which is a big request since we are in the automotive industry, and it is challenging due to standards of quality and price. We have the plant dedicated for that, but we produce only part of our production in-house, relying on key suppliers and partners for other components.” Sabelt is currently investing in three areas. First, it has acquired more land around its facilities, to increase its existing production capabilities; the second avenue of investment is in sustainability. The third is the expansion of additional markets. “For example space, aviation, military and defence are some applications we’re looking to expand into,” he revealed. “A few years ago, we heard in the markets people saying small is beautiful, but we believe that is no longer true. In a global

economy, it’s hard to succeed by staying small. Today, it’s important to become global and still be beautiful. At Sabelt our objective is to grow, and this growth may be through acquisitions or internal growth.”

Closer to the customer When speaking of the future of Sabelt, Mr Marsiaj said that one of the main goals that the company has is to increase its reach by getting closer to its clients and diversifying its customer base. While he admitted that the main markets are that of Europe, he certainly does not discount the US or Asia as a direction to further expand into in the future. “This direction of being closer to the customers is so important, it is our bread and butter and the reason for this type of expansion is security. Our customers do not accept small suppliers. When you’re larger, you’re stronger and customers at that stage will give you even more business,” he concluded. n Inside Industry

ALGODUE ELETTRONICA

PROFILE

Algodue Elettronica is a specialist designer and developer of instruments and systems for the measurement and management of power consumption. Founded nearly four decades ago, and a part of the Socomec Group for the past six years, the family-owned business continues to strive passionately to provide the very best in its sector. Romana Moares reports.

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lgodue Elettronica was founded in 1986 in the Italian province of Novara, 50km from Milan, from the passion of electrician Pietro Platini. Based on the expertise and determination of the owner and his partners, the company has progressively established a sound position in the market. In 1999, after completing her degree in computer engineering, the founder’s daughter, Laura Platini, joined the company. “Research, creativity and design inspired me to transform what was previously a family -run business into a more structured business management. This aimed at continuous expansion in international markets and the improvement of quality processes,” said Ms Platini, now the Managing Director. This strategy has proved to be the right path. Over the last few years, Algodue has experienced a steady increase in both turnover and staff numbers. This resulted in a major step in 2018 when the company inaugurated a newly built headquarters spanning over 2,800 sqm on two floors. The building houses offices, R&D, technical laboratories, a production area, warehouse, meeting rooms, and showroom as well as an accompanying park.

Unique in its own right

Pietro Platini Algodue Elettronica founder

“We are specialists in the design, manufacture and customisation of systems for the measurement and monitoring of electricity,” said Ms Platini, summarising Algodue’s core business. “All products are entirely designed and developed in Italy by our company’s own R&D team.” The Algodue range is divided into four categories: network analysers for energy quality control, MID-certified energy meters UL-certified Rogowski coils, and certified Class A power quality analysers. “Algodue is a unique company in its sector because we are one of the few manufacturers in the world which specialises in more than one area of measurement,” stated Ms Platini. “Other manufacturers only make coils, or only make meters, but we have four families of products that cover all needs in the world of electrical energy measurement. “We are also unique because all our products can be adapted, customised and developed according to specific project or market requirements. We offer all our solutions under brand labelling, customising everything from the logo to the

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ALGODUE ELETTRONICA

PROFILE

Algodue Elettronica department managers

shape of the product with personalised moulds or tailor-made firmware and software functions.” Ms Platini believes that being a smallto-medium sized company makes Algodue very flexible and responsive compared to large companies. “We combine the experience of an international reference company and the flexibility of a local partner,” she stated. In 2016, Algodue became part of the industrial group Socomec. Founded in 1922 and now with over 30 subsidiaries on all five continents, Socomec’s core business is the availability, control and safety of low voltage electrical networks with increased focus on its customers’ power performance. “The partnership has allowed us to combine the skills of a major company with the flexibility only a small company can offer, and this has lead Algodue to grow strong in the French market thanks to Socomec’s support,” said Ms Platini. This flexibility has proved to be an advantage in recent years. Despite the challenges of the global pandemic and related market changes, Algodue has continued to develop and release innovative products, such as MID-certified energy meters with extended temperature range, new Class C certified

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energy meters, UL2808-certified Rogowski coils, and a new model of Rogowski coil with built-in integrator, to name just a few.

Meeting the needs of tomorrow Ms Platini explained that the Algodue team is made up of young, ambitious and passionate people who help to enrich a unique heritage of highly specialised technical knowledge in the energy measurement sector, matured and consolidated over 30 years of work in the field. “We work hard to be dynamic, enterprising and proactive. We listen to our customers and adapt to the most diverse needs for both small and large volumes.” The company stays fully tuned to recent trends; a particularly pertinent one is contributing to building sustainable communities with a vision of the future aimed at promoting what Ms Platini described as “virtuous behaviour”. “That’s why in recent years we have developed a series of meters specially designed for the measurement of energy from renewable sources and electric mobility.” These products have been well received in the market – Algodue has been chosen by some of the most prestigious manufacturers

of EV chargers because of the characteristics of its energy meters: built-in communications, MID certification, extended operating temperature range, direct connection, maximum compactness, and other benefits. “Innovation is one of our corporate values. For this reason, we constantly invest in new technologies. Our R&D department, made up of qualified engineers and technicians, has a high level of technical and industrial knowhow, thanks to which we can develop projects from the very beginning. “Working closely with the production area leads these projects to becoming real, placing Algodue at the forefront of the sector. Due to these characteristics, we follow market trends in the electricity sector to understand new opportunities and develop suitable products for future applications. As we are doing with meters for EV chargers, for example,” Ms Platini affirmed.

Modern company Today, 70% of Algodue’s global turnover is generated in export markets, but sales in Italy are also growing steadily. The company’s documentation is available in five languages to support its customers and business partners in 70 countries. At the moment, key markets for Algodue’s prod-

Laura Platini Managing Director

ucts include France, Germany, United States, Poland and Australia. “Some of our clients and suppliers have been with us practically since we started this adventure. This can give you an idea about the focus we put on each relationship and how important it is for us to listen and adapt to the needs of our customers,” said Ms Platini. She affirmed that quality is an absolute prerequisite. With this in mind, the company has achieved not only ISO 9001:2015 certification but nine other product and project certifications, such as UL, MID, GOST-R and others, recognised around the world. To further improve the relationship with users and customers and to ease services, the company has recently enhanced its online presence. 2021 saw a new company website launched which Ms Platini said has improved the user experience with a more modern design, putting all documentation and products at the customer’s fingertips. This customer focus and great market visibility have contributed to Algodue’s tremendous growth. Ms Platini concluded: “Over the last three years, we have been achieving an average growth of 20% per annum, with sales of more than 200,000 units per year. We are set to maintain this trend by continued investment in the development of new projects, in increased production capacity and consistent short time to market as well as in our human resources.” n

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PROFILE

Plastics

BWF PROFILES

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in perfect

form

As part of a group boasting over 100 years of history, clients of Germany’s BWF Profiles benefit from the BWF Group’s huge reserve of manufacturing capacity, product availability and technical expertise across the board. With its relentless focus on sustainability throughout its processes and product ranges, BWF Profiles is not your average plastic profile fabricator. Silke Gall, Sales and Marketing Director at the company, spoke to Richard Hagan about its success despite the uncertainty and pressures of Covid-19.

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anufacturer of a range of plastic profiles, tubes, sheets and foils for use across various industries, BWF Profiles’ largest markets are in retail and in lighting, with the lighting industry alone accounting for 75% of its turnover. According to Silke Gall, Sales and Marketing Director at BWF Profiles, the company’s success is a direct result of both its customer-focused approach and its high-quality products. “We really care for our customers,” she said. “We are intentional about walking every step with them – from the initial concept, through the design phase, to the finished product – and we comprehensively support our products with world-class aftersales service as well. “With regards to our products, we are adamant about only supplying the highest quality to our customers,” Ms Gall continued. “To us, high quality means perfect finishes and perfect surfaces, with no scratches. It’s about achieving perfect colours and matching them to the best lighting technology with the most stringent technical requirements.”

Certified quality BWF Profiles proudly boasts the highly sought-after ISO 9001 certification. Ms Gall explained what this means for the company and what its customers can expect. “Being certified ISO 9001 means that we have clear and defined manufacturing processes with clear responsibilities for specific people to carry out specific tasks at particular stages.” The ISO 9001 certification effectively guarantees the quality of the company’s products by ensuring stable processes supported by standardised documentation. “The products we deliver are high quality – that’s really important to us,” she emphasised. “To ensure that we’re delivering on the ISO mandate, we are audited at least once a year, so we’re constantly challenged to optimise our processes and improve overall. Customers are very impressed by all of this and it has had a vital, positive impact on our customer satisfaction.”

Profiling facilities and products BWF Profiles is part of the BWF Group, which was founded as a family business all the way back in 1896. At first, the company focused on the production of felt, which is reflected in the name, with BWF being an acronym for Bavarian Wool Felt Factory. The plastics division was added decades later in 1956, initially just to manufacture plastic profiles to support the group’s felt production. Today, the BWF Group employs 1,800 staff across 16 different production facilities which occupy an impressive 20,000 sqm of production area. In 2021, it concluded sales to the value €300 million. Not bad for a business that remains family-owned. BWF Profiles specifically employs 400 of those staff members, to manufacture a total of 9,000 different plastic profiles at any of its three production facilities in Germany (Offingen and Geretsried), and in China (Wuxi). That impressive catalogue consists of extruded and thermoformed products, including high-quality plastic profiles, sheets, optical foils, tubes, thermoformed parts, injection-moulded components and a selection of raw materials.

Custom customer creations If a customer is unable to find exactly what they need across BWF Profiles’ expansive catalogue, the company will gladly design and manufacture bespoke products to suit each client’s needs. “We develop products alongside our customers,” noted Ms Gall. “We have a big service team. We invite customers to come and see us, to meet the team, see the machinery and discuss their needs and challenges with us.” BWF Profiles’ custom-fabrication offering is extensive and vast. Ms Gall highlighted some of the company’s facilities: “We have our own colour laboratory where we develop bespoke materials and colours for customers, and we have an in-house research and development department, which is very important for us.

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“Our internal tool shop manufactures custom tooling for special orders, and we offer secondary services as well, including CNC cutting, ultrasonic welding, drilling and milling.” These capabilities mean that BWF Profiles is able to fabricate plastic profiles as well as the end caps to match them – thereby offering a complete product package to customers. This holistic approach to customer needs has yielded robust relationships. “Most of our customers are long-term partnerships,” Ms Gall revealed. “We have many that have been with us for over 20 years.” To illustrate the company’s flexibility and technical abilities, the Sales and Marketing Director highlighted a project BWF Profiles completed for a football stadium in France in 2011. “We had to manufacture very big tubes with specific requirements – they had to be UV stable and had to be wind and weatherproof. Our task was to find the right material and the right design for the job. Meanwhile, the client required that we guarantee the project for ten years. In 2021 we passed the ten-year mark for that installation and we were obviously quite proud of the fact that the products have lasted so long without any problems.”

Sustainability in focus A major theme of BWF Profiles operational ethos is its emphasis on sustainability, particularly in terms of energy usage but also when it comes to product range. The company’s head office and primary production facility at Offingen generates a full 65% of its energy requirements from its own renewable sources. 10% of the energy is generated in a carbon-neutral manner through hydroelectric power, 5% is provided by the photovoltaic system on the rooftop and 50% of the electricity requirement is generated by the combined heat 88

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and power plant. Meanwhile on the factory floor, the company has a major program in place to manage its waste. “We’ve developed a product called BWF Regrind, in which we reuse our own plastic waste,” Ms Gall detailed. “The program involves grinding down waste plastics into new granules that can be used again in our manufacturing process.” The company is also actively testing groundbreaking new environmentally-friendly organic plastic alternatives. “We’re testing bio-based plastic materials,” she confirmed. “The materials currently available on the market are all quite new, so we’re still busy with the first steps of testing. The good news is that our initial production tests have produced good results, but further testing is still required.”

Manufacturing comes home In light of the ongoing worldwide shipping crisis amidst Covid restrictions and other challenges, European businesses are increasingly seeking to move their manufacturing needs out of the East and closer to home within Europe. Manufacturers within the EU are benefitting from this increased demand, and BWF Profiles is enjoying an uptick in new enquiries too, confirmed Ms Gall. “We’ve benefited from enquiries from customers who are currently sourcing from China, but who now want to work with us instead in order to be more independent and enjoy shorter delivery times. Europe is becoming more and more attractive as a manufacturing destination now. I think Covid accelerated the process. “Customers want more reliability; it’s become really important to them,” she added. “We have to be able to constantly supply,

Silke Gall, Sales and Marketing Director

and at short notice. Interestingly, sometimes the pricing isn’t as crucial to clients anymore; of course it matters but it’s no longer the main factor. Other criteria have become more important.”

Big anniversary plans In 2022, BWF Profiles’ Offingen site will celebrate its 125th anniversary (the planned events had to be delayed from the actual anniversary date in 2021, due to Covid restrictions). The company will host a big staff party at the end of May, in which the staff’s family members will be invited to take part, and be offered the chance to check out the company’s facilities in more detail. “It’ll be a day for our staff’s families to come to our facilities,” Ms Gall remarked. “We’ve also got a little program for the children to see where their parents are working. We’re really looking forward to celebrating with everyone that makes this company so special.” Later in the year, BWF Profiles plans to attend the Light and Building Fair in Frankfurt in October. “It’s one of our most important events – it’s a really big exhibition,” Ms Gall confirmed. Customers and other interested parties are invited to attend the expo and meet the team for a personal consultation. Throughout 2022 the company plans to invest €30 million into new machinery, equipment, and into building new facilities to capacitate its continued growth. In concluding, Ms Gall emphasised the company’s customercentric philosophy: “We are a reliable partner with long-term customer relationships and 66 years of expertise. Together with our customers, we are the specialists at finding solutions for the most difficult challenges and requirements.” n Inside Industry

Group President Sergio Barel

BROVEDANI GROUP

PROFILE

As a leading mass producer of technologically sophisticated mechanical components, Italy’s Brovedani Group is renowned for its presence in the global automotive industry. Now the company is embarking on a path of diversification that will help cement its competencies in new exciting territories and markets. Feature by Andy Probert. 90

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stablished in 1972, the Brovedani Group began with just ten people in the north-eastern Italian town of Pordenone, specialising in machining components, initially for the home appliance sector. 50 years on, the group has a worldwide presence employing 1,000 people across seven companies at ten production units with its line of business including several manufacturing technologies for the automotive and non-automotive sectors. “Given our long-established partnerships, we supply into Tier 1 suppliers for the automotive sector, and conceivably, there is one

component in every car on every street somewhere in Europe that Brovedani made,” commented Group President Sergio Barel. In the 1980s, Brovedani became a key components supplier to the computer market for the likes of IBM, but when the technology changed, shifting away from the traditional PC mainframes to what they are today, Brovedani transitioned its knowledge base to the automotive sector. Mr Barel said: “At the beginning of the 1990s, the company was focused on the powertrain development that moved into injection systems for gasoline cars and later in diesel solutions. The development of fuel

consumption and emission control in Europe was fundamentally a big driver in Brovedani’s growth.”

Major export driver Brovedani began producing mechanical components for major Italian companies before becoming an essential supplier to global companies such as Bosch, BorgWarner, Eaton, Denso, Continental, Hidria, Hitachi, Marelli, Benteler, MAHLE, Sanden, Thyssenkrupp, and Vitesco. Mr Barel added: “We exploded our production, leveraged our know-how in the machining competencies, and helped cement

our global presence. 80% of business is export, supplying to clients in 40 countries in Europe, Asia and the Americas.” In Italy, Brovedani’s components division comprises a logistics hub and three production plants in San Vito al Tagliamento and Modugno, Bari, which specialises in pistons for brakes application. It also established a production plant in Galanta, Slovakia, in 2004, and at Querétaro, in Mexico, in 2009, which is well-equipped to support small, medium and high quantity batches through the use of CNC and Swiss-Type turning machines, Inside Industry

BROVEDANI GROUP

PROFILE

multi-spindle turning machines, mechanical and CNC transfer machines. The division produces significant volumes of components and small quantities of specialist units for the electric auto sectors. Together, they produce 200 million parts per year – with tolerances down to a tenth of a micron – while utilising 50 different steels and metallic materials, with the aid of 30 integrated manufacturing technologies. Sales and Business Development Director, Francesco De Luna, commented Brovedani’s components, which are applied in many hybrid vehicles and electric cars applications, include brakes systems, sensors, and acclimatisation systems. These are supplied into a majority of the top 50 Tier 1 suppliers in the automotive industry. The group has invested heavily in advanced manufacturing and control systems to produce the most sophisticated, highquality mechanical components. Advanced engineering services allow the development of dedicated products processes, such as designing and manufacturing custom-made machines, automation, machines for visual and dimensional automatic control, and integrated multi-technologies.

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New goals The company has begun to diversify its customer base in the last few years, particularly in the US. There was enormous opportunity and potential to expand there, while also operating in new markets in industrial applications. At the height of the pandemic in 2020, Brovedani and four metalworking companies from North East Italy – Costam, Mevis, Pettarini and Pezzutti – joined forces to create the A3 Alliance for the Art of Assembly. The A3 Alliance offers to the international market a complete range of products and processes and exceptional know-how from each company that delivers authentic added value and elevates their competitive advantage. The network of manufacturers provide end-to-end contract manufacturing solutions with more than 120 technologies and more than 300 years of combined expertise, all within a 50km radius of each other. Mr Barel added: “With our partners, we are cooperating to supply not only components but sub-groups such as mechanical, plastic and assembly. For example, the A3 Alliance would go to a potential or established customer and seek not only to supply a single component, but look to

simplify their lives by offering to supply a whole complex supply chain to meet their complete demands. “This alliance offers many competencies under one single solutions hub, offers a new added value proposition and a complete supply chain of high quality. A client can benefit from just one interface, but we have everything aligned to meet all their demands.” He added: “Brovedani is also diversifying by targeting potentially significant markets in the e-mobility space for two and threewheeled vehicles, not only with mechanical components, but also hydraulics and other sub-group assemblies. “We also follow the new emerging markets in hydrogen, and are now developing products in co-operation with clients. We are also benefitting from new regional supply networks that have reorganised following the impact of the pandemic.” One important positive is that Brovedani quickly adapted to the pandemic and organised its business units to be flexible to daily industry demands which was a critical success. Reflecting on the challenges ahead, Mr Barel said that handling the business’

ARCELORMITTAL Recognised worldwide for the manufacture of bespoke steel grades, engineering steel and special steel for drawing and free cutting, we offer a diverse range of solutions to many global markets including automotive and mechanical engineering. Bright bar production by ArcelorMittal is used in applications where there is a need for high surface quality and precision geometry. Our highly developed and finely tuned processes enable us to offer best-in-class properties in a wide range of solutions for many applications. editorial mention

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BROVEDANI GROUP

PROFILE

ongoing diversification, recruiting the right talent, managing that change, and new technology directions, were the main priorities. “On the latter, we have an ongoing project in R&D, and we are now in a position to produce some components with metal 3D printing,” he revealed. With sustainability a key factor, the company, through the A3 Alliance, is responding through an effective supply chain infrastructure and seeking improved emission targets. “In the last year, there has been an acceleration in achieving sustainability and where possible, we are trying to put in place alternative power sources. It will be a long journey, but the automotive industry is one of the leaders in this regard,” asserted Mr de Luna. The ability to manage different technologies under one roof, handle its client port94

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folio and continue finding new markets were the key differentiators for Brovedani, he asserted.

Look to the long-term Mr De Luna said: “Our precision mechanics expertise is not something others have done. Customers have told us our state-of-the-art plant in Mexico in which we have invested €30 million in the last ten years, is considered a benchmark in that region,” he added. “We have the same modern technology levels in Mexico as we do in Italy and Slovakia.”

Looking to build long-term relationships with suppliers and clients, Brovedani approaches them as partners, with clear business parameters that help build transparency, trust and loyalty. Mr De Luna said: “Automotive is a very connective industry with a long-term view. You need to be consistent with your activities. We respect each other and realise we have a long journey together to ensure both win. “The Brovedani Group comes from a history where it does not shy away from redefining, redesigning and reinventing itself. The company adjusts to new markets and new demands. We will leverage this approach to remain as a leading company in the future, which may well be different from what we are doing today.” Mr Barel concluded: “Automotive is going through an epochal revolution. Years ago, Brovedani built precision mechanics for computers that are absent today. We are ready to reorganise ourselves again and look to new sectors.” n www.brovedanigroup.com

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PROFILE

MANUFACTURING

CHINESE

Driving force of

DMEGC MAGNETICS CO LTD

DMEGC Germany GmbH is the European arm of Chinese company Hengdian Group DMEGC Magnetics Co Ltd, a leading manufacturer of magnetic material and components, and renewable energy products. Vice President Xiaodong Guo shared the story with Phil Nicholls.

MEGC Germany GmbH was formed in 2008, while the parent company was established in 1980 and listed on the Shenzhen exchange market in 2006. “DMEGC is the largest magnet manufacturer in the world,” said Vice President Xiaodong Guo. “We set up an automation department in 2005 equipped with robots to perform different processes.” DEMGC Magnetics expanded into solar in 2009, another production line which now features full automation. Mr Xiaodong Guo explained the qualities of DMEGC solar units: “The unit power consumption is 50% lower than the industry norm; the unit water consumption is 60% lower than the industry norm.” The range grew again in 2015 when DEMGC Magnetics started producing lithium-ion batteries. DMEGC’s Li-ion battery capacity expanded to 8GWh this year, with a focus on supplying units for power tools and the booming two-wheel vehicle market.

DEMGC Magnetics has over 70 factories across eight divisions, structured in eight manufacturing bases in China and one each in India and Vietnam. The group employs 15,000 staff worldwide. Alongside DMEGC Germany, the group has branch companies in the US, Japan, Hong Kong, and Taiwan.

Award-winning products Mr Xiaodong Guo highlighted the many awards received by the DMEGC Group as proof of its innovation, quality, and service: DMEGC Magnetics won the Panasonic Appliances Refrigeration Devices Singapore Outstanding Vendor Award for 2016 and the Bosch Global Supplier Award 2017/18 for “superior quality and excellent performance as a supplier”. In 2019, Solarwatt recognised DMEGC Magnetics as an “outstanding premium supplier” with “excellent technical competence” and “first class customer service”. PVEL, the leading independent solar bankability testing lab, awarded DMEGC Solar “Top Performer Status” in the 2021 PV Module Reliability Scorecard, citing “the quality, high performance and reliability” of DMEGC products.

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DMEGC MAGNETICS CO LTD

PROFILE

In today’s competitive market, DMEGC believes in the pioneering and enterprising spirit of its staff. “We focus on technological innovation,” explained Mr Xiaodong Guo. “Including product innovation, process innovation, equipment innovation; this also covers every aspect of our carbon footprint from the very beginning until the end of life of our products. “DMEGC solar cells and modules are among the top brands in the French and Benelux markets for three consecutive years. Our black module and double-glass module are very popular due to their aesthetics. DMEGC magnets have been supplied to all the Tier 1 customers worldwide for over three decades. Most of the cars on the road use some magnets made by DMEGC.” DMEGC suffered little impact from the Covid pandemic thanks to Chinese government policy. The production line continued running throughout, ensuring there were no supply problems for DMEGC customers. “We donated masks and antiseptic to some of our customers who suffered shortages at the beginning of the pandemic,” said Mr Xiaodong Guo.

Sustainable solar Sustainability is an ongoing project at DMEGC Magnetics, Mr Xiaodong Guo explained: “We set up a department 98

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focusing on carbon footprint calculation, monitoring and reduction.” A 20MW solar panel installation on the roofs of DMEGC factories was completed in 2013. This project used DMEGC solar panels and delivers 28 million kwh to the company’s production lines annually. “The biggest DMEGC contribution to the worldwide magnet industry,” said Mr Xiaodong Guo, “is that we changed from coal to gas as the main fuel for our sintering process since 2009 which helped to reduce 680,000 tons of CO 2 over 10 years.” This switch meant DMEGC achieved a 66.79% decrease in CO2 emissions compared with 2009, based on the same yield. “These new working methods changed the model for magnet production, which has always been labour-intensive with high energy consumption and poor air quality.” “In addition,” Mr Xiaodong Guo continued, “DMEGC is working with Hengdian Group, our largest shareholder; we are both committed to improving the community. We are investing in improved living and working environments. While providing more jobs, DMEGC also ensures the sustainable development of the community. We invest in community infrastructure such as schools, hospitals, and public transportation facilities.” Further afield,

DMEGC works with partners worldwide on the recycling of its products, such as magnets, batteries, and solar modules. DMEGC works hard to strengthen relationships with suppliers and clients. Mr Xiaodong Guo emphasised: “Maintaining good communications, we try to strengthen our cooperation with upstream and downstream partners, including logistics services providers, in the face of various unstable market factors ahead.” Mr Xiaodong Guo highlighted the global price of raw materials and ongoing disruptions to sea freight as two factors impacting the industry. DMEGC benefitted from long-term partnerships with raw material suppliers and freight companies to avoid significant supply problems. The company thus continued without interruption to fulfil its global supplier strategy and optimization of logistics. “Over the past four decades,” Mr Xiaodong Guo continued, “DMEGC has been the beneficiary of economic globalisation. We expect to integrate further into globalisation in the future and provide our customers worldwide with better service and excellent products.”

A positive force for the future Looking to the future of the market, Mr Xiaodong Guo had a clear vision for the industry.

“Greener, smaller, more power, higher efficiency and smarter has always been the trend of our industry, whether the product line is magnet, solar or battery.” While the lingering effects of the pandemic and the war in Ukraine continue to impact world trade, Mr Xiaodong Guo is certain the global economy will pick up again from 2024/25. “DMEGC has been increasing its sales revenue 30% per year over the

past three years,” he said, “And we will gain more in the coming years. We are the positive force in the global trend of sustainability.” DMEGC expects to continue working closely with clients to focus on technological innovation, adding value to its product lines for the ongoing benefit of its customers. The company continues a programme of production upgrades, enhancing productivity and energy efficiency.

In conclusion, Mr Xiaodong Guo said he is optimistic for the future of DMEGC Group. “4 billion RMB investment is planned over the next two years to expand our production capacity of magnetic materials, solar PV and Li-ion batteries. These two big categories of our products are like two wheels driving us forward to the bright future: our products help to create a more sustainable world.” n Inside Industry

SCHMID SCHRAUBEN HAINFELD

PROFILE

A permanent fixture of the specialty fixing

SECTOR Schmid Schrauben Hainfeld GmbH has, for over 180 years, been Austria’s leading manufacturer of wood screws and specialist parts. No stranger to blazing a trail in the fixing and mounting sector, the company has continued to evolve and innovate. With around €10 million of investment in the last three years in areas such as production and sustainability, the company is set to continue its path for years to come. With a more specialised product line than ever before, one screw at a time, the company is going from strength-to-strength. Jordan Yallop reports.

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his history of Schmid Schrauben Hainfeld GmbH (SSH) is a long one reaching back all the way to 1842 when it was founded as a cold forming company. Originally located in the middle of Vienna, the company moved in the 1850s to Hainfeld – a relatively short, but picturesque drive south-west of Austria’s capital. The company has changed hands a number of times over the years. The early 1900’s saw the company owned by the Schimdt industrial family, during which a huge variety of products were manufactured. The biggest turning point for the company came in 1993, when SSH was acquired by new owners, resulting in a complete restructure of the business and new market segments coming into focus. Markus Tadler, Head of Marketing for SSH explained: “In 1993 the decision was made to switch completely to timber constructions supplies. Back then, this market was very young and wood construction

for many areas in the world was very new. This construction work with timber was something that came from the Germany, Austria and Italy regions; they had the first construction companies to work with wood and glulam wood. “This was one of the main reasons why the company took the decision to move away from being a whole seller of iron goods. This strategic decision to specialise in timber construction screws was really essential for our company, and today it is the main pillar of our success,” said Mr Tadler.

employees. Many generations of the same family have come to work for the company. In fact, the business has a lot of people who work in the company, where the father or even grandfather are or have worked there in the past, and then the son, or daughter have started working there too. Seeing very different generations of people working in the same company, for many, many decades, may once have been the norm, but is today considered very special indeed.

Bespoke solutions Schmid Schrauben Hainfeld has four areas of production, two of which are the company’s registered brands, StarDrive GPR and the newest RAPID, in addition to producing trade items and custom projects. RAPID is the company’s premium line which combines top quality and suitability for a diverse range of applications. Meanwhile, StarDrive GPR is the

Family threads The company currently has one factory which still operating in the town of Hainfeld where they employ close to 170 people. The workforce is split between the production arm and administration, with a split of around 110 to 60 respectively. SSH’s workforce is more akin to that of family rather than just

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SCHMID SCHRAUBEN HAINFELD

PROFILE

company’s classic brand that encompasses different variations of partially threaded screws, with a range of surface treatments, from galvanised to stainless steel. In addition to its main market segment of specialist screws for the timber construction trade, SSH also offers other ironworks for custom applications for specific clients. One example of this bespoke manufacturing is items made for the communication and energy sectors. These are safety clamps, made to the highest standard, which enable workers to work up pylons while being as secure as they can be. The main area of business is with wholesalers, which makes up 60-70% of the company’s turnover. Approximately 20% of the remaining turnover is generated from industry and a further 5-10% for DIY.

Made in Austria The company considers its Made in Austria mantra a real badge of honour. The term is almost a charter outlining commitment to quality, technology, and ecology; all based on leading and relevant industry certifications. One of the standout aspects of Schmid Schrauben Hainfeld is how it sources most of its raw materials from within Europe, most notably its steel wire, used for screw manufacture. All of the company’s steel comes from fellow Austrian company Voestalpine. Even the screws 102

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that need to be sent off site to be treated by other companies, due to size constraints, are all based in Austria. Mr Tadler said: “Starting from 200mm we have to send the screws externally for hardening and then for galvanisation. Working together with Austrian companies means the product moves very short distances, giving us quite a low ecological footprint. “If you compare this to screws that come from Asia, then you can imagine the saving in carbon footprint for our Western customers is much lower.” The company has also invested in a new production hall for its machinery, which was one of the biggest investments from the last few years. A new office building has since been completed – including meeting facilities – and the delivery of a new hardening device, costing nearly €3 million alone, is imminent. The total investment in the company over the last three years currently stands at almost €10 million.

Fastening a greener future The company’s changes and investments have not just been within the realms of production and facilities. Schmid Schrauben Hainfeld has also made strides into sustainability. For example, a huge photovoltaic array on the roof which produces close to 15% of the company’s energy demand every year, was installed at a cost close to reaching €1 million.

DI Andreas Gebert, CEO

In the last three years, every lightbulb in the company was changed to LED to help cut energy usage. Recycling devices for wastepaper were also introduced, as was a waste water reclamation system for use in industrial applications. To further lower the company’s carbon footprint, SSH attempts to keep most of the processes internal or at least use the services of trusted partners close by, to reduce the footprint of hauling product and supplies. 98% of the Schmid Schrauben Hainfeld’s packing is made of cardboard, so the company hardly uses any plastics for packing its products. Nor in terms of transportation or in boxing, to the point where if the cartons are a bit loose, staff will reuse old cartons to fill the gaps. When talking about the Covid-19 pandemic, the company worked at 100% capacity throughout this time. While using several measures in order to ensure the safety of the workforce, the company actually recorded its highest turnover ever in 2021, which was almost €40 million. Schmid Schrauben Hainfeld remains very positive for the future, and the company is always looking for partners to work with towards this great future. n

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HRONOVSKÝ

PROFILE

DRIVING

GROWTH Czech company Hronovský produces and assembles components for the automotive and electrical engineering industries. Marek Hronovský, Executive Director, shared the story with Phil Nicholls. 104

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he family company of Hronovský was founded in 1990 by Josef Hronovský with a small workshop in Bohuslavice, East Bohemia. Josef Hronovský personally produced turned rotary parts, slowly expanding into the assembly of connector groups and cable harnesses. In 2006 the growing company moved to Osma in Nové Mĕsto nad Metují, in the Náchod District of northeast Czech Republic. The new site allowed Hronovský to invest in a modern CNC machine workshop. A steady program of investment and growth saw Hronovský expand into Bulgaria in 2019

with two production facilities, enabling Hronovský to achieve a turnover of €120 million in 2021, employing over 1,500 staff.

Production portfolio Hronovský currently manages a portfolio of four production facilities in the Czech Republic and two in Bulgaria. The current Nové Mĕsto nad Metují production plant has 20 employees with a focus on the machining of rotary parts on CNC machines. The nearby factory in Náchod is larger, with 240 employees. Here Hronovský concentrates on the serial production of

lines such as electromechanical switches, steering wheel levers and cable harnesses. In Central Bohemia, Hronovský operates a larger factory in Zdice, where over 260 employees work. This site performs injection moulding on Engel, Demag and Battenfeld presses, alongside metal injection moulding, metal stamping and assemblies. Hronovský also produces spare parts for the post-sales market at Cenkov, with a staff of 40. Also located in Zdice is Hro Technology AS, a subsidiary of the main Hronovský group. HRO-TECH produces high-quality progressive cutting, bending and moulding tools along with plastic injection moulds, used to produce technical parts for the automotive and electrical engineering industries. This subsidiary broadens the range of products offered by the Hronovský group. Hronovský has two divisions operating in Bulgaria: Hronovský BG EOOD and Hronovský EC EOOD both based in Smolyan. Hronovský BG EOOD has approximately 850 employees and focusses on the assembly of steering wheel modules and surface mount tech-

nology lines. The smaller Hronovský EC EOOD is dedicated to the assembly of cable harnesses with 140 employees.

Complex modules Creating such a wide range of products makes it difficult to single out just one line to highlight: Marek Hronovský, Executive Director, said the company is enjoying “ a big demand for electrical components within the automotive industry.” Hronovský continues to invest in new technologies and extend its production programme. As an example of the complexity of Hronovský products, Mr Hronovský cited the steering wheel modules produced for clients such as Ford and Porsche. The production of these modules features both plastic injection moulded parts and metal stamped parts. Assembly involves Hronovský cable harnesses and electric components, performed on an automatic production line created by the HROTECH subsidiary. “What sets us apart from our competitors,” Mr Hronovský said, “is the Inside Industry

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complexity of our production portfolio.” Hronovský is more than a classic assembly plant. The company is “able to respond flexibly to a customer’s demands,” working with the client to achieve the optimal tool or mould solution on a product line. The ability to offer a complex solution makes Hronovský an adaptable business partner.

Working with suppliers Mr Hronovský stressed how the company “strives for long-term cooperation with suppliers, which benefits both parties.” To ensure the quality of its products, Hronovský sets “high demands on quality, cost, confirmation of deadlines and quantities, as well as flexibility.” As a bare minimum, Hronovský requires IATF 16949 and ISO 14001 certification. The supplier base is regularly verified and evaluated, with the status of ongoing relationships determined by those results. Such a rigorous approach ensures both Hronovský and its suppliers “can withstand the demanding automotive environment,” said Mr Hronovský. Yet, Hronovský is conscious of not pushing suppliers “into a corner.” Normal practice would be to push for price reductions to maintain competitivity with a tight market. In these trying 106

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times, however, Hronovský is taking a more sympathetic approach. “We have to look at each case individually,” Mr Hronovský explained, “And we use common sense, not only the graphs and sheets.” This strategy aims to always achieve an amicable agreement with suppliers. Effective communication up and down the supply chain is the best tool to speed recovery within the automotive industry.

Sustainable growth Hronovský is preparing for the future with the latest round of investment. CNC machinery was upgraded in December 2021, with a further upgrade planned for summer 2022. €3.5 million has been invested in a new surface mount technology production hall in Bulgaria. Hronovský

also invests in the sustainability of the company, with the recent installation of photovoltaic solar panels in Nové Mĕsto nad Metují. The Covid-19 pandemic impacted Hronovský and Mr Hronovský acknowledged the “collective strength” of the company and its employees. The automotive industry is on the road to recovery, although he accepts it may take a little longer to set everything back on track as it was pre-pandemic. The temporary shuttering of automotive giants was unprecedented, so it is inevitable that it takes time for the industry to recover fully. Mr Hronovský identified the unpredictable Covid waves and the current situation in Ukraine as the biggest challenges facing the automotive industry.

Juggling material stocks and maintaining the economic stability of the company are everyday concerns. Yet, Hronovský is determined not to stagnate, and the drive to develop new technologies is a constant feature. Mr Hronovský remained optimistic because of this active drive towards new markets and new product lines. Specifically, Hronovský aims to diversify a customer profile which is 92% automotive customers. The company seeks new market segments, alongside continued modernisation, and an overall goal of increasing turnover by 7% year-on-year. Incremental product development will drive the growth of Hronovský across Europe and beyond, keeping the company at the top of the business ladder. n Inside Industry

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REAGENS

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of not the precipitate of the problem Reagens are the eminent supplier of plastics additives, and PVC stabilisers in particular – the lifeblood of the polyvinylchloride (PVC) and plastics industry as a whole. It is not too far of a reach to say that much of the world’s industries rely on this particular sector of chemical manufacturing, with PVC being used in construction, medical and the aviation industries to name a few. But despite being a company that has spanned across the globe Reagens has not lost sight of its core values, that have been in place since the business was founded in 1952, by the current CEO Ettore Nanni’s father, Augusto. Article written by Jordan Yallop.

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eagens, headquartered in San Giorgio di Piano, northern Italy, remains at the company’s original location that opened in 1952. It is from here that Reagens upholds the values of trust, creativity, passion and team spirit. When asked about these values, CEO Ettore Nanni commented: “Any company’s strength is in its managers and employees especially when its coming from different experiences and nationalities; it is particularly important that everybody shares similar values and follows the same behaviours. These are words that I’m proud of and we try every day to put them into practice.” At its founding, Reagens first produced lead phosphite, an early stabiliser in the manufacture of chlorine-containing polymers, especially polyvinylchloride (PVC). At this time, all lead phosphite used in the manufacture of PVC was imported from

the USA to Europe, meaning Reagens became the first homegrown provider of this important additive. Quickly becoming the centre of the plastics stabiliser manufacture in Italy, the company continued to grow and became the first European manufacturer to offer a nondusting, fully formulated one-pack system, capable of being delivered and stored in bulk. Now a remarkable 70 years later, Reagens spans four continents, owning a total of seven facilities. Including the headquarters in Italy, Reagens has four locations in Europe, two of which are in Germany and the last being in the UK. The remaining facilities are in the USA (Texas), in Argentina and the newest addition to the portfolio in Gujarat, India. “In total, we employee around 370 workers and our consolidated turnover is about €350 million. Most of our processes are batch ones and we produce by ourselves most of the key raw materials and intermediates needed for the several PVC applications we serve,” said Mr Nanni. Reagens’ extensive product range is designed for all PVC and selected thermoplastic applications. Product types include solid calcium, organic systems (COS) supplied in a wide variety of physical forms, tin based stabilisers, liquid mixed metal soap stabilisers, co-stabilisers and anti-oxidants, process freeze and purge materials, and blended one-pack systems including additives such as lubricants and blowing agents. Products are available in a wide variety of packaging options, and in many cases,Reagens can tailor-make products to ensure optimum cost-performance efficiency to best suit a customer’s specific process requirements.

A personal additive Born in 1959, current CEO, Ettore Nanni studied at the University of Bologna receiving a PhD in industrial chemistry Inside Industry

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in 1983, and upon graduation immediately started work at Reagens, his father’s company. Mr Nanni took over the running of the company after the passing of his father and has helped the company continue to grow to the stature that it holds today as one of the top worldwide plastics additive suppliers, which supplies all the stabilisers types in most areas of the world. Since 2007 Mr Nanni has been the Chairman of the ESPA (the European Stabilizer Producers Association), a panEuropean association that represents over 95% of the European PVC stabiliser sector. The association is an active member of Cefic (the European Chemical Industry Council), and its mission is the promotion of the use of stabiliser additives in vinyl applications. Mr Nanni is also an active member of the VinylPlus Board. This organisation is a voluntary industry-wide, decade-long commitment of the entire PVC value chain, to develop more sustainable methods of producing valuable PVC articles and crucially recycling them. VinylPlus encompasses all areas within the European PVC sector – including resin manufacturers, additive producers, converters and recyclers – and its remit covers the 27 European member states and includes the UK, Norway and Switzerland. The VinylPlus programme is constantly checked by a Monitoring Committee

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(involving representatives from the EU Commission and EU Parliament) and reviewed according to the TNS (The Natural Step) sustainability principles. Speaking about VinylPlus, Mr Nanni commented: “Since 2014, I also head its Additives Task Force. Within VinylPlus, we are strongly supporting the image of PVC, demonstrating how this polymer, while using long-term sustainable additives, can stand in service for many

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decades, and then be mechanically recycled many times.” Mr Nanni was keen to discuss the voluntary commitment that all companies within the European plastics industry signed in 2000, and then renewed in 2010; this commitment included a target to replace all lead based stabilisers in PVC applications. He mentioned how the last kilogram of lead stabiliser was sold in December 2015, with all of Europe being lead stabiliser free since

2016. He explained how this change must be implemented all over the world to see its maximum effect, with Reagens helping to lead the charge. “Today it is very easy to parallel with Covid,” he suggested. “For instance, we can be proud that in Europe we can vaccinate people two or even three times, but we are not capable of vaccinating at least one or two times all the people of the world, including Africa and other poor

countries, meaning sooner or later, new variants arrive in Europe. “There is a similar situation with lead. We can be proud that Europe is free from it, but Europe is a small part of the world economically. So, as long as there will be those areas still using lead for the PVC in windows, pipes and other products, it will cast a bad light on PVC.”

Stopping the rumour mill PVC enjoys the title of being the best plastic for long life applications, and as such it is used commonly in the building and construction sector. For example, it is used in window frames, and these are constantly exposed to the elements and sunlight, all of which will contribute to a material degrading. Thanks to the additives it contains however, PVC becomes highly resistant to such damage, and due to this resilience, manufacturers will often guarantee its effectiveness for decades. But in truth PVC can hold up much longer. With plastic being a topic of concern for people with regards to the environment, Mr Nanni explained that PVC is perfectly recyclable: A pipe that lasts 100 years can be recycled repeatedly, increasing the lifespan of the raw materials into millennia if need be. Some legacy additives, such as lead, can therefore still be contained into new PVC articles, while adding recyclate obtained from ones produced decades ago: but those additives are permanently, firmly embedded into the PVC matrix, becoming their best possible grave, without posing any risk for the human beings. If you factor

Ettore Nanni, CEO

in that the lead element has now been removed from the manufacturing process in Europe, it can be quite logically argued that PVC is more environmentally friendly than most might think. “The European Commission has published a pledge that has been submitted to all the plastics industry in order to arrive at 10 million tonnes of recycled plastics per year by 2025,” detailed Mr Nanni. “PVC and PET are the only two plastics that are already perfectly in line with this target in proportion to their volumes of production in Europe. The big effort is now for the polyolefins which are going into packaging and are the main products responsible for littering.”

A stable goal in mind As an industry leader, Reagens is not one to shy away from investing in research and development, acquisitions and the

construction of new facilities. Mr Nanni stated that Reagens is actively investing into more sustainable PVC additives, as well as reducing the dependence on transoceanic delivery of raw materials. “My goal is seeing Reagens capable of continued growth, keeping its main focus on PVC stabilizers. Thanks to this dedication to our core business, Reagens remains successful with a generous part of our profits reinvested into R&D, new lines of construction and external acquisitions.” Echoing the company’s goal of reduced reliance on trans-oceanic shipping, the company’s newest production plant has been built in Gujarat, India. Due to the Covid-19 pandemic, no one from the Italian team, including Mr Nanni, has seen the facility yet despite it being completed in early 2021. At a cost of between €15-€20 million, the new facility shows just how dedicated Reagens is to the sector and its core values. Mr Nanni reiterated the company’s commitment to a lead free future for PVC: “The plant was successfully commissioned in early 2021, and since then it has been fully on stream, offering to the Indian customers the opportunity to be served by the largest and most modern local manufacturing facility. “Using the latest western technology will help the rapid replacement of lead stabilizers with calcium zinc ones, thanks to our European experience and leadership.” With companies like Reagens at the helm, it would seem that a lead free future might not be as far away as we first thought. n Inside Industry

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EQUIPMENT by t h e b u c ket l o a d Berdal, based in the Netherlands, supports the lucrative European construction industry with a comprehensive range of project equipment and materials. Celebrating its 50th anniversary in 2022, Berdal’s Commercial Director, Eugene van den Broek, reflected on the journey that took the company from a humble reseller of rubber mallets, to an awardwinning Dutch conglomerate with representation in all of Europe’s biggest construction retailers. Report by Richard Hagan.

erdal Rubber & Plastics is a familyowned producer and brand owner, specialising in manufacturing highquality, durable plastic and rubber products for the professional construction and consumer DIY markets. There are five strong brands currently sold under the Berdal umbrella, namely: Gripline, Pandser, Premiumfol, Fento, and KonVox. The Pandser and Premiumfol catalogues offer a variety of construction industryspecific products, including technical films and tapes, EPDM products, and lead substitutes for roofs, gutters and facades. Its Fento brand of ergonomic knee protectors is a rising star. Fento,

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combined with Premiumfol and KonVox, currently constitute 40% of Berdal’s turnover. Gripline is Berdal’s biggest brand by turnover. Boasting 60% of the company’s sales, the Gripline range of buckets and tubs is an extremely important portfolio for Berdal. This range includes buckets and tubs of various shapes and sizes, as well as knee protectors and rubber products such as mallets, plungers, and various consumables. One of Berdal’s newest brands, KonVox specialises in high-quality load securing products, and is marketed for its ability to protect people from loose materials during transport.

Building the business Berdal was established in 1972 as a small DIY-style equipment dealer, selling a modest range of rubber mallets and various other small tools. In time, the owner (the father of Berdal’s current owner), identified a business opportunity to begin manufacturing buckets and tubs himself – a category that at the time he was simply reselling. He purchased a machine to handle the production, kickstarting a wave of very rapid growth. Within a few years, the company expanded into the production of branded products. In 1997, the company opened a manufacturing subsidiary in Poland. Then in 2016, the management of the company switched

hands to the family’s second generation. This saw a reinvigoration of the company’s strategy, with a greater focus on branding along with more sophisticated marketing techniques. Consumers had grown up and had themselves become more sophisticated. This new strategy would be the company’s attempt to reach them. It worked. “Our investments in marketing have gone very well,” confirmed Eugene van den Broek, the company’s Commercial Director.

“We’ve enjoyed 100% growth over the past five years and we expect the same growth for the next five.”

Sophisticated selling The company’s core philosophy is all about offering a range of products that the market demands, at a quality level and price point intentionally designed to ensure success. Sold via resellers, Berdal supports the reseller with data and in-store assets.

“Our whole strategy focuses on added values like innovation, sustainability, logistics services and data management,” Mr van den Broek explained. “We only do business with the big chains in Europe across all sectors, and we focus on offering very specific product combinations in each region and market.” In Berdal’s early days, the company’s approach to in-store merchandising was fairly traditional: put the items on a shelf and hope for the best. But today, things are very different. Berdal products are now carefully selected to suit a specific reseller’s particular market using a number of data points the company maintains internally. Those products are then displayed in their own sophisticated presentation area inside the reseller, sometimes known as a ‘shop-in-a-shop’. Next, Berdal ensures that the store’s staff are comprehensively prepared to sell its products. “We support the shops with sales training for the sales staff, training them how to sell and present our products. We ensure that we provide them with the right advice and ultimately also the margin to ensure that they’re motivated to succeed,” said Mr van den Broek.

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Eugene van den Broek, Commercial Director

BERDAL

PROFILE

Unlike its competitors, Berdal also offers its resellers a competitive advantage in its logistics capacity. “In many of our regions, we send the products directly to the customer’s shops, thus skipping the customer’s distribution network and saving them all of those costs,” revealed Mr van den Broek. “Internally, it requires a lot from our own processes to make that work, but it’s what we do and it adds a lot of value to our customers.”

Peak plastic production efficiency Berdal has two production sites feeding its distribution network. Its Netherlands facility employs 50 people while its Polish site employs 25. “The reason we’re so successful is due to the fact that our production lines are highly automated,” Mr van den Broek highlighted. “Buckets and tubs are highvolume, low-cost commodity products, so automation is very important. We can reach customer excellence and cost leadership at the same time.” The company owns 18 production machines, with a further four to be added to its Polish facility in summer 2022. Mr van den Broek explained that in order to ensure resellers are kept well-stocked and its direct clients don’t run out of equipment, Berdal’s production lines never stop. “We run 24 hours a day, 365 days a year using five shifts. And even then, we don’t

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have enough capacity because, as the market leader in Europe, there’s still a lot of potential in the market.”

Reusing rubbish, sustainably 100% of the raw material utilised in the manufacture of 90% of Berdal’s products – its buckets and tubs – is recycled household rubbish. “This market is guilty of a lot of ‘greenwashing’ when it comes to discussions about sustainability,” Mr van den Broek complained. “But we’re actually doing something about it, which we think is extremely important. We really believe in sustainability; it’s the future of our business.” Berdal is a member of the Plastic Pact, a European Union initiative that aims to reduce the use of plastics by 25% by 2025. The company takes its membership very seriously. In 2019, Berdal initiated a program to build new moulds that would allow it to manufacture its products with equally strong materials but using 10% less material. The company also invested in a new packaging production line that has reduced the use of packaging plastics by up to 30%. Meanwhile, Berdal is committed to bringing what it calls ‘endless lifecycle products’ to the market. “This means that the end product must be the new material for a new product, creating an endless circle of recycling,” Mr van den Broek explained. “Berdal was the first to intro-

duce roofing products which were Cradleto-Cradle certified in this category and now we’re working on introducing buckets and tubs as well.” He added: “It’s very important to show the European market that sustainability is not just something to talk about but that it’s something to actually do something about; to deliver endless lifecycle products into the market.”

Innovation and the future In 2020, Berdal introduced a revolutionary new branding option for its buckets: in-mold labelling allows the company to create a photo-quality label on a bucket, directly within the production line. Unlike traditionally screen printed labels, the in-mould label is extremely durable, can be any number of colours (versus the limited options available when screen printing), and is produced more sustainably and efficiently. This technique is unique to Berdal and it has proved a massive hit with its customers. “A lot of companies want their name or logo on the bucket, including in-store branding. It’s also the same price as an unbranded bucket, so it’s a lot of added value to the customer,” Mr van den Broek revealed. Looking forward, the company is optimistic despite the supply chain problems currently plaguing companies throughout Europe and elsewhere. “Our combination of strong growth of 20% per year and the issues with raw material availability worldwide are major challenges. But we’re optimistic and so is the market. It’s an interesting phase,” he concluded. n

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NATIONAL COMPANY FOR GLASS INDUSTRIES

PROFILE

Crystal clear vision Since its establishment in 1991, Riyadh-headquartered National Company for Glass Industries, or Zoujaj, has grown into a major packaging and float glass producer with a solid footing in the region and beyond. Romana Moares reports.

ational Company for Glass Industries SJSC (Zoujaj) is a Saudi Arabia-based public shareholding company engaged in the production of float glass, and returnable and non-returnable glass bottles and containers. The company operates a modern glass container factory in Riyadh that was established in 1991 and has recently been expanded and modernised. In addition, Zoujaj has stakes in several subsidiaries and affiliates, including Guardian Zoujaj International Float Glass company LLC (Guardian RAK) and Saudi Guardian International Float Glass Company (Gulf Guard). “Including our sister companies, we employ nearly 1,000 people,” said Mr Bassam Mohammed Al Bassam, Managing Director and member of the Board of Directors. “Unlike most similar companies operating here in the sector, we are not privately owned but operate as a public shareholding company. What also differentiates us from others is our financial stability, a solid track record, and the consistent quality of our products, as well as our delivery reliability.”

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Over the last decade the company has made significant investments in the Riyadh factory, and this state-of-the-art technology, most of which was supplied from Germany and Italy, is also one of the factors that has contributed to the company’s strong market position. A testament to its continued focus on top performance and top quality, the company has also achieved ISO 9001, 14001, 22000 and 45001 certifications and is also food safety certified by FSSC.

Glass packaging In today’s increasingly environmentally-aware world, the benefits of glass packaging are clear: glass is sustainable, fully and infinitely recyclable, reusable and refillable. And it is beautiful – consumers love it. From the consumer’s point of view, glass has added benefits. Glass is virtually inert and impermeable, making it the most stable of all packaging materials. There is no risk of harmful chemicals getting into the food or drinks that are packed in glass.

No additional barriers or additives are needed: a glass bottle or jar is 100% pure glass. It is no wonder that Zoujaj’s glass products are greatly in demand. In the Riyadh factory, many types of glass containers are being manufactured, ranging from 88ml to 1250ml of various kinds, shapes and colours in labelled, decorated or non-decorated types to cater to customer demand locally and internationally. The company’s glass containers include narrow-neck and widemouthed bottles in various kinds, shapes, sizes and colours, as well as flint/green (RB/NRB) glass bottles. The containers are mostly custom-made glass packaging plus generic containers for food, beverages, and other products. With modern furnaces and five production lines the plant achieves top quality and efficiency. The technology includes triple and double gob machines, a labelling unit, an automated packaging line, as well as two off-line decorating machines to print different colours onto containers. “Innovation is part of our operation,” said Mr Bassam. “Every year, we launch several new products reflecting new trends in

design and technology. Design is an aspect that is always changing even with our regular customers, and we are well suited to meeting those changing demands with our technology and capabilities.”

Float glass In addition to packaging glass, the company is heavily involved in float glass production via its two partner companies, confirmed Mr Bassam. “We have a majority stake in two factories that supply float glass to customers all over the world, from Europe and America to China.” The first one, Saudi Guardian International Float Glass company Limited (Gulf Guard) is the first float glass manufacturing plant in the Gulf Cooperation Council (GCC) countries. It is located at Al-Jubail Industrial City’s secondary province in the Kingdom of Saudi Arabia, and is primarily engaged in the manufacture of float glass for construction and automotive applications. Its products are supplied to a range of applications: from iconic architectural projects that push the boundaries of glass

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technology, to the development of some of the most energy-efficient home, work and retail environments. The second facility, Guardian Zoujaj International Float Glass company LLC (Guardian RAK), is the first float glass manufacturing plant in the UAE and the second one in the GCC. It was established to meet the ever-increasing demand for float glass among customers in the regional markets of the Middle East and the Arab world. Guardian RAK is located at Jazirah Al Hamra, Ras Al Khaemah, and produces float glass and high-performance coated glass products from a high-tech jumbo coating machine.

From nature to nature Mr Bassam pointed out that sustainability and environmental protection is something the company takes very seriously, in line with the very characteristics of the material itself – glass is made from naturally occurring ingredients abundant in nature. The alchemy of these ingredients results in one sole material. No other material or chemical layers are needed to complete it. Glass recycling is a closed-loop system, creating no additional waste or by-products. Glass is one of the very few examples where the same material can be recycled over and over again without any loss of quality. Recyclability is now a factor that Zoujaj plans to utilise further, said Mr Bassam. In January 2022, the company signed a Memorandum of Understanding with the Saudi Investment Recycling Company (SIRC), with a view to establishing a joint

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company focusing on processing glass waste to produce a raw material for glass manufacturing as well as conducting research. This will go hand-in-hand with further investment aimed at meeting rising demand for glass containers. “People are much more aware of their environment these days. They want to act responsibly, and we are set to encourage people to recycle this precious material.” In addition to the commitment to the environment, moving forward, the company will also be fully committed to playing an active part in supporting the growth of the country’s economy, Mr Bassam confirmed. He concluded: “Saudi Arabia has large areas of sand, the main source of glass, and we are utilising our raw material, transforming it into greatly demanded products, and thus adding value not just to our shareholders but to society at large.” n

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OLYMPIC GLASS

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manufacturing From humble beginnings supplying insulated glass to various markets, Olympic Glass has evolved into a sophisticated manufacturer of a diverse variety of glass panelling for a range of applications and industries. In March 2022, the company celebrated its 30th anniversary. On the back of this impressive milestone, Gary Jenkins, the founder and Managing Director of Olympic Glass, shared his secrets for success in the glass business with Richard Hagan. 122

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lympic Glass, based in Kent in the UK, is a classic example of the success that becomes possible when a company is self-aware and really focuses on doing all of the little things right, all of the time. Established by its current owner and Managing Director Gary Jenkins in the first week of March 1992, Olympic Glass was founded based on his plan to produce insulated glass products for the home improvement, architectural and commercial markets. Through a combination of bold decisionmaking and careful iteration, the company has gradually added capacity and manufacturing capability to its factory which today, boasts some of the best and most sophisticated machinery available in the world.

A picture of manufacturing sophistication Olympic Glass’ high-tech factory is a picture of sophistication. It boasts two insulated glass production lines running 24

hours a day, supported by two bar-benders that create the aluminium or fibreglass profiles that are central to the insulated glass product, all ending in three cutting tables. The two production lines include a commercial production line which gives the company the ability to manufacture insulated glass panels up to 3x5m . The factory’s gas facility delivers the ability in-house to mix the gases, including argon and krypton, that are required for insulated glass production. Hovering above the flurry of activity on the floor is the company’s £1.3 million CNC ceiling robot. Like a robotic deity, it constantly monitors the products coming down the production line and, using barcode technology to identify each product, automatically descends from its robotic perch and installs the correct sealant in the correct quantity on each window. A major highlight of the company’s capabilities is its glass toughening plant and ancillary machinery. Installed in 2008 at a cost of over £1 million, the plant was

a major step forward for the company, leading to a significant expansion in market share. All of Olympic Glass’ key machinery is manufactured by highly-regarded LiSEC machinery from Austria and according to Mr Jenkins, the machinery is in a class of its own. “LiSEC is one of the world leaders in this industry. Their R&D is phenomenal and we work closely with them to develop our machinery. LiSEC machinery is extremely well made and although it’s expensive, we regard it as the best, and that’s a testament to them.”

Crystal clear customer service A major point of pride at Olympic Glass is its relentless focus on customer service and satisfaction. “Our customer service and our ability to deliver on time is our best-selling product,” Mr Jenkins emphasised. “It’s so important that when the pressure is on for our customers, that we are able to deliver quality Inside Industry

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products when we promise it. Our internal due diligence ensures that we have a really good product, but our customer service team is what sells it.” The company’s management team meets every morning, and part of the meeting involves reviewing the results of the routine customer surveys offered to its clients on an ongoing basis. Clients are asked to rate Olympic Glass’ service across several questions out of five. As of the date of our conversation, the company was proudly sitting on a consistent 4.98 grading. Of course, great service is meaningless if the product being delivered is inferior. Therefore, the company has a number of measures in place to ensure its production lines consistently deliver the best quality products. In a typical week, it manufactures 7,000 finished products, the quality of which is measured according to an internal metric called ‘On Time & In Full’. Products successfully completed on time and to the required quality are graded as being on time and fully delivered. “We recently achieved On Time & In Full results of 99.9% out of 7,000 units,” Mr Jenkins remarked, before adding: “In this particular week, in February 2022, 124

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one unit out of 7,000 didn’t go. I’ve never seen high performance like that in the 30 years I’ve run the business.”

Investments and expectations amidst Covid The onset of Covid-19 has seen an unprecedented and sustained surge in revenue in the home project/DIY industries as consumers, stuck at home due to lockdowns or remote working, continue to spend money upgrading their homes. According to Mr Jenkins, Olympic Glass experienced the boom first-hand. “My normal lead time since starting the business was always five to six days,” he said. “We got so busy that – added to supply chain shortages – my lead time for orders went out to five weeks at one point. Our order book was full to the brim.” This was made all the more impressive given simultaneous raw materials and supply chain shortages that pushed prices up by more than 40%. It’s a difficult situation which, said Mr Jenkins, the company has carefully managed thanks to its focus on excellent customer communication: “We’ve upped our customer service department and have been communicating

with our customers on a weekly basis, updating them regarding upcoming price increases and material shortages. Ironically, that’s helped us manage our order books because we’ve been forced to increase our lead times.” The company had to adapt to the increased demand for its products fast, and it did so by accelerating its already planned investment program. Step one was the installation of a third cutting table in April 2021. An additional furnace, at an estimated cost of £1.5 million, is planned for installation towards the end of 2022. Meanwhile, as part of its efforts to mitigate rising energy costs and reduce its carbon footprint, Olympic Glass has firm plans to install 2,000 solar panels onto its roof. And finally, to reduce the quantity of material it sends to landfills, the company has already begun incinerating its waste.

Achieving great staff morale Whilst many companies grapple with shortages of skilled staff, Olympic Glass can count on its committed, highly skilled workforce. With some staff members having been with the company almost since inception, Mr Jenkins made it clear

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After Before

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PROFILE

the secret to staff loyalty lies simply in how well you treat your staff. “As part of our ongoing internal and external audits, we audit the cleanliness of the factory and machines, and we review the personnel every week to ensure they’re wearing the correct PPE, that they’re healthy and they’re doing well. Without them, we don’t have a factory.” The company hosts a daily, factory-wide production meeting to keep staff abreast

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of all news and developments within the organisation. Wins are shared and testimonials are announced. “We want to keep morale as high as possible,” Mr Jenkins noted. “A happy camp is a productive camp. That’s one of the main secrets of staff happiness and high morale. And to get there, we communicate with the staff constantly. They’re not just there dayto-day, coming and leaving. We’re talking to them. They see me walking around the factory and I greet every single one of them. It’s proven to work.” In the interests of staff health and safety, the company has decided to main-

tain its Covid rules, regardless of national government guidelines. “We have two full-time cleaners sanitising machines and common areas and we insist on people wearing masks to keep all of them safe. But they all just do it now anyway because they appreciate that it’s there to protect them. “I’m always optimistic about the future,” Mr Jenkins said, concluding. “It’s how you approach the business. If you maintain your positivity throughout the organisation, you will grow and that perspective will spread throughout the company.” n