1 July 2026 88 Success Stories Success Stories
EIC Survive & Thrive X EIC Survive & Thrive 2026
69
July 2026 July 2026 Success Stories
EIC Survive & Thrive 2026
Story type #service & solutions (main category) #diversification #resilience
Gutor
Benefits
A newly independent force in the UPS world
▸ Accelerated global growth by securing the Sizewell C nuclear contract, strengthening industrial market positions in key regions.
Johann Fontaine Vice President Marketing & Business Growth at Gutor How is Gutor thriving? When Gutor was carved out from Schneider Electric in August 2023, it became one of the most significant moments in the company’s 80-year history. Freed to operate with its own strategy, leadership and commercial focus, the Swiss manufacturer of industrial uninterruptible power supply (UPS) solutions has since accelerated fast: growing revenues by 14% in 2025, winning a Sizewell C nuclear contract and extending its position across key industrial markets in the Middle East. The challenge - Gutor had long been a quiet leader in a demanding niche. With more than 35,000 systems operating globally across oil and gas, nuclear power, conventional power and carbon capture applications, the company’s engineering heritage and reliability record were well established. But operating as part of a large group had shaped the business in particular ways – decision-making was layered, commercial focus was diffuse, and the full potential of a 35,000-strong installed base remained somewhat untapped. The carve-out changed the terms entirely. Becoming a standalone company meant building operational autonomy at pace – finance, IT, procurement and HR systems all required independence. At the same time, external pressures were intensifying. Customers were demanding lifecycle value and digital monitoring alongside equipment, supply chains were volatile, and competition in the industrial UPS market remained strong. The transformation had to happen quickly, and it had to happen while the business kept running. The solution - Gutor’s leadership set about the challenge by focusing on four priorities: accelerating commercial expansion across regions, enhancing service operations and lifecycle monetisation, diversifying into new growth segments, and reinforcing the organisational identity of a standalone global leader. The service model was central. Gutor’s installed base of systems worldwide represented a significant and underleveraged source of recurring revenue, and the company moved deliberately to address that. Lifecycle services – preventive maintenance, life extension programmes, digital monitoring and condition-based interventions – were expanded and more actively commercial-
▸ Achieved 14% revenue growth in 2025 and secured a continuation fund by expanding lifecycle services for recurring revenue.
ised. The shift from selling equipment to managing assets over their full operational life gave customers greater continuity, and at the same time provided Gutor with a more resilient revenue mix. Diversification ran alongside this. The company identified gas and LNG as a growth segment where its industrial UPS expertise translated directly and strengthened its position in nuclear – a sector where Gutor’s certifications and track record represent a genuinely high barrier to entry. That long-term positioning proved its value in 2025 when Gutor secured the contract for Sizewell C, EDF’s second EPR reactor project in the UK. The win followed directly from Gutor’s successful delivery on Hinkley Point C, first awarded in 2016, and illustrated how deep technical credibility in safety-critical environments multiplies in value over time. In the Middle East, long-standing customer relationships built over more than a decade continued to generate significant project wins throughout 2025. Geographically, the focus has been on building commercial momentum in regions where structural demand is strongest. Asia accounts for roughly 40% of revenues, the Middle East and Africa for a further 30%. Underpinning the commercial expansion is a sharper organisational identity. Independence from Schneider Electric required Gutor to rebuild itself operationally from the ground up – establishing its own finance, IT and procurement systems – while simultaneously reorienting its culture. Operating within a large group had provided stability, but it had also diffused ownership. Standalone status changed that. With clearer accountability, faster decision-making and a more direct line between individual performance and company outcomes, teams across the business developed a stronger sense of shared purpose. The transition energised rather than unsettled the organisation, and that internal momentum has been as important to the transformation as any commercial initiative. The continuation fund closing in March 2026 – representing renewed investor confidence in the company’s trajectory – provided external validation that the strategy is working.
Key findings For young people ▸ Master fundamental skills, volunteer for
responsibility and seek international exposure in environments where purpose accelerates performance.
For industry ▸ Build resilience early, shift from product
to lifecycle value thinking and align with structural megatrends to ensure longterm endurance.
For government ▸ Accelerate policies that strengthen in-
dustrial resilience and reliable energy infrastructure, supporting local champions to boost national competitiveness.
Gutor at a glance: Key products and services: industrial secure power solutions and services. Main industries served: ▸ Oil and gas – 55% ▸ Power generation – 30% ▸ Others – 15% Headquarters: Wettingen, Switzerland Year established: 1946 Number of employees: +650 Revenue: £176.6m
Looking ahead, electrification, decarbonisation and the growing reliability demands of digital infrastructure all point in the same direction: the need for secure, industrial-grade power is increasing, not diminishing. With 80 years of engineering heritage now operating under its own momentum, Gutor is well placed to meet that demand.