INNOVATION IN MOTION

As the largest maritime intermodal operator in the UK and a multi-award-winning provider of logistics solutions, Freightliner has made a name for itself and its services as one of the most sustainable, efficient, and advanced within the entire industry.

Through dedication, expertise, and ever-evolving rail and logistics solutions, the company is committed to getting the job done safely and responsibly, allowing businesses to rely on Freightliner when needed most.

The combination of the company’s locomotive fleet, strategically-located UK terminals, and road vehicles allows for the sustainable and seamless journey of goods. Freightliner operates over 30 different rail freight routes running almost 400 services per week, moving over a million twenty-foot equivalent units (TEU) annually.

“Our operations are broad, and often people don’t realise we don’t just move containers – we also operate night trunking services for large distribution companies, have a specialist haulage team, and a cargo handling team,” introduces Nick Matthews, COO.

“Our client base is varied – we support all the major shipping lines as well as freight forwarders, individuals, and beneficial cargo owners (BCOs). We can support and move goods for anyone, regardless of business size.”

Recently, in 2025, Freightliner celebrated its 60th anniversary. To honour this achievement, the company reflected on its rich history and continuous innovation. What started as a division of British Rail – as the first operator of container trains within the UK – soon developed into a deep-sea freight intermodal business offering its own end-to-end proposition.

“Building a reputation for reliable service that meets specific customer needs and delivers great supply chain efficiencies has been key to our success. Six decades on, we are still laser-focused on delivering for our customers and ensuring they get the best possible service,” expands Matthews.

This anniversary was also an excellent opportunity to celebrate the people who make Freightliner, as achieving this milestone would be impossible without those who deliver daily, ensuring customers are provided with reliable, efficient, and safe services.

THE INDUSTRY STANDARD

With his career in the supply chain industry beginning in the late 1990s, Matthews first joined Taylor Barnard Container Services in Felixstowe, which acted as an introduction to containerised freight and the broader supply chain landscape.

From there, he moved to other companies, gaining exposure across several functions before being offered the opportunity to relocate to Cape Town, South Africa, in the role of International Transport Manager.

Eventually moving back to the UK, Matthews stepped into the role of COO for Freightliner in 2024, assuming accountability across all operations, including rail and road transportation terminal operations, alongside health, safety, and workforce welfare.

“Inadvertently, I fell into the industry – but the variety, complexity, relationships, and opportunity it offered kept me here,” he comments.

The business differentiates itself through a variety of means, including its ability to provide end-to-end services for customers whilst owning all assets critical to ensuring reliability. Through constant innovation and dedication, the company manages approximately 60 percent of the intermodal rail freight market within the UK and possesses extensive rail freight path rights.

“We are an award-winning provider and have consistently been named Multimodal’s ‘Rail Freight Provider of the Year’, an award which is particularly pertinent as it is voted for by the industry and its customers,” Matthews details.

Equally, the scale of Freightliner’s services and operations allows it to move large volumes of goods quickly and efficiently. The company’s capabilities were directly seen when the Gemini Cooperation reshaped its UK port strategy, shifting container flows from Felixstowe to London Gateway.

Freightliner responded by rapidly reorganising its inland rail operations to support the change. Meeting the subsequent demand surge at London Gateway, it mobilised additional resources and doubled its daily intermodal services from the port, implementing a revised, faster train plan, and reallocated assets across the network – all of which was completed in under five months.

“The mobilisation required coordination with infrastructure providers, terminal operators, and stakeholders to ensure a seamless transition. We highlighted the effort as a testament to the capability and flexibility of our staff, network, and assets,” explains Matthews.

Freightliner is also committed to helping customers reduce carbon emissions. Rail freight is already the sustainable choice, emitting 76 percent less greenhouse gases (GHG) compared with diesel road transportation, but the company is determined to push the boundaries by operating the largest electric locomotive fleet in the market and providing customers with the option to use hydrotreated vegetable oil (HVO) fuel.

LEADING EXPERTS ON HAND

Freightliner’s core purpose is to be the safest and most respected transportation service provider in the world.

“We believe that everyone at Freightliner has the right to get home safely after their shift – our group motto we always work to is ‘work safe, go home safe’,” asserts Matthews.

“We work tirelessly to stay at the forefront of personnel safety and welfare. Recently, we showed our dedication to our staff’s well-being by signing the Rail Safety and Standards Board’s Welfare Facilities Charter, which further reinforces our commitment to ensuring staff are provided with suitable and dignified welfare facilities.”

Customers choose to work with the company because they are confident that at Freightliner, safe working practices are non-negotiable and goods are delivered on time. The company is proud to offer ongoing safety training to ensure it remains the highest priority across all operational sites.

“Everything we do at Freightliner is underpinned by our unwavering dedication to safety,” Matthews prides.

Equally, the company currently has three key investment focus areas, including its wagon strategy, enhancing its locomotive fleet, and the expansion of its terminal business in strategic locations.

Specifically, Freightliner’s wagon strategy comprises removing a number of 60-foot (ft) platforms and replacing them with 40-ft ‘Shortliner’ wagons, allowing it to grow its commercial capability by 20 percent whilst reducing carbon emissions along the way.

Additionally, Freightliner is the freight leader in operating electric traction on the network with the Class 90 locomotives. The company is investigating if it can further enhance their fleet to reduce emissions on the network using new bi-mode locomotives.

“Furthermore, we are looking to expand our terminal operations in key locations in order to increase our volumes and grow in line with customer demand,” informs Matthews.

DELIVERING CONTINUED SUCCESS

Recently, Freightliner launched new services at Daventry – a key distribution hub within the UK. These will be used for routes often serviced by road, so the launch of the rail freight support will remove heavy goods vehicles (HGVs) from the already busy road and motorway network.

“It will help customers who have not previously used rail move towards our services, which are the more sustainable option,” Matthews expands.

“Rail freight only really works at its best when it’s backed by a smooth, efficient road operation, and the truth is our supply chain functions strongest when rail and road play to their individual strengths rather than being seen as rivals. Our ability, as Freightliner, to offer a tailored solution is important for our customers.”

The company is witnessing an increase in model shift for several reasons, the first of which is sustainability, as customers are reducing their carbon footprint by taking road miles out of the supply chain.

Secondly, there is the industry-wide problem of the increasing average age of truck drivers. To address this, Freightliner is working to attract younger people, especially younger women, to road transport.

“As an industry, we have to make these roles more attractive to future generations. That’s why rail should be seen as part of the solution, because by taking on the long-distance work, it allows the fleet to focus on shorter trips to and from terminals, which means drivers are home every night, and the job becomes a more enticing career option,” concludes Matthews.

Ultimately, as Freightliner looks ahead, it is focused on delivering customer commitments, growing its business with its customer base, and continuing to provide a fantastic customer service to all.

The post Freightliner : Innovation in Motion appeared first on EME Outlook Magazine.

EUROPE’S CRITICAL MINERALS COMEBACK

As it undergoes a structural shift, Europe’s mining and minerals sector is being transformed.

Over the last few decades, the primary production of metals and critical raw materials (CRMs) has moved gradually away from Europe, leaving the continent dependant on imports.

“Magnesium is one of the clearest examples of this – the EU does not currently produce a single tonne (t) of primary magnesium metal, although it is essential for the automotive, aerospace, and defence industries and producing aluminium alloys. The situation is similar in the US,” opens Alexandru Rosu, CEO of Verde Magnesium – a strategic project under the EU’s CRM Act.

Indeed, in the last three to four years, the region’s policy framework has changed noticeably, with the CRM Act, the Industrial Accelerator Act (IAA), Carbon Border Adjustment Mechanism (CBAM), and RESourceEU Action Plan all coming into play.

“For the first time, we’ve created a coherent trajectory for the industry – Europe wants to rebuild its own capacity in CRMs around its own environmental and social standards,” Rosu excites.

The recently signed EU-US Memorandum of Understanding (MoU) on CRMs reinforces this momentum by establishing a transatlantic framework for cooperation on supply chain diversification.

“The political will exists; now, the implementation policies need to catch up to overcome the factors that have insofar determined a lack of competitivity and ultimate disappearance of CRM industries from the EU and US,” he insights.

The sector faces other clear challenges, with energy prices remaining too high to support energy-intensive processing, and the implementation of green and low-carbon technologies competing with imports that rely on coal.

In addition, local content quotas are missing, financing instruments are not yet adapted to the realities of CRM projects, there are no dedicated grant calls for mining or strategic operations, and the standard application templates do not fit the unique nature of these investments.

“These challenges need to be addressed in an integrated manner, offering investors the tools and mechanisms needed to effectively revive Europe’s CRM industries,” he adds.

SUSTAINABLE, LOW-CARBON FUTURE

On track to become the first European magnesium producer in 25 years, Verde Magnesium is pioneering a sustainable, low-carbon approach to magnesium production.

To date, the company is the only European strategic project for magnesium designated under the CRM Act.

“Our mission is to create a sustainable, low-carbon, and circular model for the European magnesium metal supply chain over the next two decades on the Budureasa deposit in Bihor County, Romania,” Rosu tells us.

Indeed, he points out how the sustainability profile of the project is built into its geology and process design – rather than being an add-on.

The deposit itself is a brucite-rich resource of magnesium hydroxide that co-exists with dolomite and calcite in alkaline, chemically stable rock.

“From a mining perspective, the environmental impact will be like that of a construction rocks quarry, of which there are thousands across Europe,” Rosu explains.

Verde Magnesium’s process, meanwhile, involves an aluminothermic reduction route using calcined ore and aluminium scrap together with electric furnaces, dry processing, and full carbon dioxide (CO₂) capturing and processing for valorisation as dry ice.

“There is no cyanide, acid-leaching tailings dam, sulphide ore, heavy-metal compounds, chlorine, or emissions involved. Even the process’ by-product, calcium aluminate, is a saleable input for the steel and cement industries,” he details.

In terms of its energy strategy, the project’s processing platform is being designed to run on renewable sources – primarily solar with battery storage – with the option to integrate hydro, wind, and geothermal power as the regional energy mix evolves.

“With 100 percent green power, this becomes a near-zero carbon primary magnesium operation,” Rosu continues.

Independent industrial-scale pilot tests have confirmed magnesium metal at 99.9 percent purity, whilst a life cycle assessment (LCA) carried out by the German Aerospace Centre (DLR) has validated the project’s carbon performance, confirming it is the cleanest magnesium metal production process worldwide.

AIDING THE AUTOMOTIVE TRANSITION

As the lightest structural metal – around 35 percent lighter than aluminium and 78 percent lighter than steel – Verde Magnesium recognises the significant role sustainable magnesium plays in the automotive transition towards decarbonised and electrified mobility.

“For electric vehicles (EVs) in particular, this lightweight advantage translates directly into increased range, battery efficiency, and emissions reductions,” Rosu clarifies.

Every kilogramme (kg) removed from the vehicle’s structure decreases energy consumption per kilometre (km) and increases range.

Whilst magnesium is already present in legacy and automotive components such as steering wheels, seat frames, and instrument panel supports, its application is now expanding into larger automotive structural parts, such as transmission casings, structural assemblies, and EV housings.

Indeed, thixomolding and emerging gigacasting techniques have made it economically viable to produce intricate, large-format magnesium components that were not feasible just a decade ago.

“Magnesium being lightweight is not enough, which is why we’re producing magnesium with a cradle-to-gate carbon footprint, which is roughly a few orders of magnitude below the dominant industry process,” he elaborates.

In this way, Verde Magnesium gives European original equipment manufacturers (OEMs) and Teir 1 suppliers an input that is consistent with their supply chain requirements and the environmental and social standards they aim to meet.

EUROPEAN SUPPLY ALTERNATIVE

With Europe’s magnesium demand currently being met entirely by imports, it is more important than ever for Verde Magnesium to offer the continent an internal supply alternative.

“The global market is highly concentrated, with China providing 90 percent of global production, exposing every European industrial user to volatility driven by factors outside of their control, such as energy prices, environmental policy adjustments, freight, and trade measures,” Rosu details.

China’s magnesium industry is mature and efficient on its own technological terms, with a unique industrial ecosystem that enables efficiencies and economies of scale.

An internal European supply alternative diversifies sourcing and allows the procurement of magnesium produced under the continent’s environmental, labour, and governance standards.

“This matters even more in a world where Scope 3 reporting, CBAM, environmental, social, and governance (ESG) standards, and due diligence are increasingly prevalent,” he points out.

It also rebuilds industrial know-how – engineering, metallurgy, and skilled labour – on European soil, which is a precondition for any longer-term reindustrialisation strategy.

“Verde Magnesium aims to add resilient, sustainable, European-standard capacity into a market that today has none of it,” he says.

ACTIONING ROMANIAN RESOURCES

As Verde Magnesium has demonstrated, producing critical raw materials in Europe at the lowest carbon footprint in the world is technically possible.

To become an effective commercial success, however, there is a structural gap in the EU’s carbon-pricing architecture that must be overcome.

Currently, the EU Emissions Trading System (EU ETS) assigns a price to the CO₂ that is emitted inside Europe – but assigns no economic value to the CO₂ avoided when European production substitutes for high-carbon imports.

The result is a structural cost gap – European low-carbon producers carry a higher cost base than coal-fed incumbents, and the verified climate benefit they deliver is therefore not reflected in the price.

“The illustrative arithmetic is striking – one t of European primary magnesium produced via our route avoids approximately 25 t of CO₂ relative to the dominant imported alternative,” Rosu exemplifies.

At the current EU allowance price, the avoided emissions has a carbon-cost equivalent of roughly €1,900 per t of magnesium – comparable in magnitude to the cost gap that today prevents European production from competing.

“The policy fix is straightforward and consistent with the EU’s existing climate architecture: allow a CRM Act-compliant project – together with a verified, third-party LCA – to receive tradeable carbon certificates equivalent to the avoided emissions, sized against the footprint of the displaced import,” he explains.

Rosu also points out that doing so would not weaken the EU’s climate ambition – in fact, it would reward real, additional, and verifiable reductions that the current system simply cannot capture.

As such, Verde Magnesium has shared a structured proposal along these lines with the European Commission, and it believes it deserves serious consideration as part of the upcoming EU ETS review cycle.

“Romania has the resources, and the EU has the policy framework. The technology is valid, and what remains now is execution,” Rosu emphasises.

Working in close cooperation with the European Commission, Romanian authorities, its investors, and host communities in Budureasa and Beiuș, Bihor County, this what Verde Magnesium is focused on going forwards.

SOCIALLY RESPONSIBLE

With its future industrial processing platform to be based in Budureasa and the Mother Plant located in Beiuș, Verde Magnesium engages with Romanian communities directly, transparently, and on an ongoing basis.

“The economic benefits of our activities flow through several channels, such as the land lease and concessions income afforded to local landowners,” Rosu shares.

Direct employment is also a tangible benefit, with the company’s mining phase requiring between 100 and 120 staff at full development, the magnesium smelter up to 200, and the magnesium compounds line up to 100.

“Indirect employment and service contracts – catering, transport, maintenance, security, and technical services – are also required, boosting local employment,” he adds.

Further to this, local tax revenues to the municipality, which have the potential to generate budget surpluses, are redirected to community-priority projects.

Beyond direct economic contribution, Verde Magnesium has committed to and is already delivering community support.

This is taking place across education, cultural heritage, sporting events (such as the Budureasa Mountain Running competition), and ongoing engagement with vocational schools, enabling Verde Magnesium to align training with the skills its project will eventually require.

“Our principle is simple – a project is sustainable in the long-run only if the host community benefits in measurable, verifiable ways and is treated as a partner, not a stakeholder to be managed,” Rosu notes.

DELIVERING ON THE FUTURE

Looking ahead to the next 12 months, Rosu reflects on how Verde Magnesium is focused on converting strategic priorities into hard deliverables.

This includes implementing a robust Environmental and Social Impact Assessment (ESIA) with environmental resource management (ERM) aiming to be finalised in 2027, and a scoping study and biodiversity baseline already in place.

It will also undertake a field data verification campaign within the frameworks of a modern quality assurance and control protocol.

“We will execute the twinning and infill drilling programme, aiming to certify and extend the historical geological information via a fully Joint Ore Reserves Committee (JORC)-compliant mineral resource and ore reserve estimate,” Rosu asserts.

Verde Magnesium also has plans to restart the mine this year by putting the existing quarry back into production by the end of 2026, which restarts the operational cycle and starts generating local benefits.

In terms of magnesium metal production, it will begin with the 360 t per annum (tpa) Mother Plant, followed by the construction of a higher capacity smelter of up to 30 kilo tonnes per year by 2030.

“Subject to successful negotiations for firm off-take agreements with various industrial groups in the EU and US, our higher capacity smelter development will be accelerated,” he confidently concludes.

The post Verde Magnesium : Europe’s Critical Minerals Comeback appeared first on EME Outlook Magazine.

SPOTLIGHT ON UK NUCLEAR ENERGY

As it undergoes a considerable period of renaissance, the UK’s nuclear energy landscape is moving away from an ageing fleet of traditional reactors and towards a renewed collection of large-scale plants and advanced, smaller technologies.

Having agreed upon a robust set of legally binding carbon emission reduction targets in a 2019 review of the Climate Change Act 2008, the nation is aiming for net zero greenhouse gas emissions by 2050.

An important part of achieving this goal is the current government’s commitment to building more nuclear sites to strengthen national energy security.

Currently, the country generates approximately 15 percent of its electricity from existing nuclear sites, but with the majority anticipated to come offline by 2030, an urgent call for new infrastructure has emerged.

As such, major nuclear undertakings such as the 3.2 GW Hinkley Point and Sizewell C projects underway in Somerset and Suffolk, respectively, will begin to fill this gap.

In addition, the government has implemented a radical review of the overall regulatory systems surrounding nuclear energy implementation, with the recently launched EN-7 National Policy Statement accelerating the deployment of next-generation technologies such as small modular reactors (SMRs).

Elsewhere, the sector is transitioning to the Regulated Asset Base (RAB) funding model, which allows new power plants to be funded by small, regulated contributions from consumers’ energy bills during construction.

As the UK’s energy sector continues to retire ageing capacity whilst building an advanced new nuclear fleet, it is entering a period of revival characterised by government-backed legislation and technological advancement.

Q&A WITH TOM GREATREX, CEO, NUCLEAR INDUSTRY ASSOCIATION

Seeking to promote, support, and grow the UK nuclear sector as it moves towards its goal of producing all electricity from clean sources by 2030 and achieving net zero emissions by 2050, the Nuclear Industry Association is ushering in a new era of rapid expansion and government backing for SMRs and large-scale projects. Tom Greatrex, CEO, highlights the importance of nuclear energy in meeting carbon emission reduction targets.

Firstly, could you talk us through the origins and primary goals of the Nuclear Industry Association?

Tom Greatrex, CEO (TG): The Nuclear Industry Association (NIA) is a member organisation which has existed in its current format since the early 1990s, with our members making up the supply chain for the civil nuclear sector in the UK.

Its main goals are to further the interests of this sector and ensure there’s public understanding of the role nuclear plays in the energy system and more widely.

The association also seeks to maximise opportunities for companies involved in nuclear projects both nationally and internationally.

What is your take on the current UK energy landscape, and how have you seen it evolve over the course of your career?

TG: The UK energy landscape is always challenging – but challenges are also opportunities in many cases.

My involvement in energy policy has spanned almost 20 years – first as an advisor in government, then as a Member of Parliament and Shadow Minister, and in the last few years as CEO of NIA.

Throughout this period, we’ve experienced various stages of the energy transition, moving broadly away from fossil fuels and towards other forms of electricity generation.

This comes with related challenges in terms of ensuring systems work properly, the grid can transmit power, and we have enough capacity to be able to maintain supply when weather conditions aren’t optimal.

All those things are happening together right now, which have made it a very exciting industry to be involved in, and nuclear is an important part of that.

How important is nuclear energy in helping the UK meet legally binding carbon emission reduction targets?

TG: We are not going to be able to meet our net zero commitments without nuclear being an integral part of the system – I think that is beyond dispute.

There was a period when people said you could do it all with renewables, but the reality is, if you want a resilient, low-carbon system that provides energy security and is price predictable for households as well as businesses, nuclear needs to be an integral part of it.

Granted, nuclear won’t be the biggest single contributor to the future grid, but it is an integral and necessary part of it if we want to minimise our reliance on fossil fuels.

As an association that serves as a link between government and the energy industry, how extensively is NIA involved in contributing to policy and regulatory frameworks which may affect the UK’s energy landscape?

TG: We have been involved in lots of policy development in recent years, such as the establishment of Great British Energy – Nuclear in 2023, formerly Great British Nuclear (GBN), which was the result of collaboration between NIA and others across the industry.

Through Great British Energy – Nuclear, we’re looking to secure the nuclear sites we need across the country.

Then there’s the RAB model for financing nuclear projects, which recently went through a legislative process to enable a new, cost-effective funding model.

NIA was heavily involved in explaining why this legislation was required and how it could be properly carried out.

Elsewhere, many of the changes to green financing which have now been adopted by the government are things that we’ve been pushing for over a long period of time.

Currently, perhaps the most important development is the Nuclear Regulatory Taskforce’s review of nuclear regulation, led by Taskforce Lead, John Fingleton, which has now been published.

NIA was significantly involved in making the case for some of those regulatory changes and will now be instrumental in ensuring that implementation happens as effectively as possible.

Therefore, alongside other trade bodies, NIA has played an important role in making contributions across all these areas, providing the industry with a vital voice and making decisions conscientiously by taking potential impacts into full consideration, thereby reducing the rate of unintended consequences.

I think it’s important for all concerned when dealing with energy – which is both a political and technical consideration – that decisions are well-informed.

Ultimately, it’s our job to help ensure decision-makers are as informed as possible.

Can you talk about your involvement in Nuclear Week in Parliament (NWiP) 2026 and what key topics were on the agenda for Parliamentarians to discuss?

TG: Over the course of 2025, several nuclear policy decisions were made by both the previous and current governments. Today, it’s about how we deliver on those policies.

Currently, we have a broad policy framework in place, and parliamentarians are primarily interested in how this will become a reality in their constituencies – how their supply chains might be impacted and what benefits might be afforded, for example.

We discussed decisions on major nuclear projects like Sizewell C alongside updates on the first SMR and routes to market for alternative ways of building privately-led capacity, which the government recently announced – particularly in relation to artificial intelligence (AI) and data centre requirements, but also for synthetic fuel grids in sectors like aviation and maritime.

Parliamentarians are interested in all these things because they want to see real delivery happening.

How does the recent cross-party support in Parliament for SMRs at Wylfa indicate that nuclear will be central to the UK’s economic and energy future? Equally, what socioeconomic benefits will the power station’s revival afford?

TG: The benefits of Wylfa are two-pronged. Firstly, there’s what will happen at and around the site itself in Ynys Môn, North Wales, which includes the creation of thousands of jobs – around 3,000 in the community and 8,000 across the UK during peak construction.

These are long-term career opportunities, and when the announcement was first made of Wylfa being the site for the first SMR, local colleges became awash with lots of very excited young people who would benefit.

The opportunities that accompany big infrastructure projects like this are not only in nuclear engineering or construction, but across the board, meaning local talent can stay local.

Secondly, Wylfa is North Wales’ largest industrial investment in a generation, so it’s significant both locally and regionally, but it also heralds the establishment of the first SMR in the UK – Rolls-Royce SMR – which has huge export potential.

As exports from the site will increase incrementally, the supply chain for the UK-based Rolls-Royce brand is anticipated to see major growth opportunities – initially in Europe, then around the world.

In this way, Wylfa’s local economic impact will be both tangible and immediate, and its national and international influence will escalate.

Finally, what are NIA’s key priorities for the future, and how do you see the UK’s energy landscape evolving in coming years?

TG: Our key priorities in the period ahead include ensuring the delivery of nuclear commitments happen unencumbered by external factors.

This includes implementation, regulatory reviews, and changes to the planning systems to ensure they dovetail with projects.

In parallel, we have opportunities to develop future technologies in the fuel and the supply chain sectors to increase energy security.

There is also lots of work happening in decommissioning and waste management, which isn’t as often talked about, but is vitally important and a significant part of the sector and again has export opportunities.

Together, these areas are our key priorities, and in some ways, they’re the same as those we’ve had for the last few years, but we’re now shifting from discussion to delivery, which is an exciting place to be.

As such, the UK’s energy landscape will continue to evolve into a low carbon, secure, and reliable mix over the next few years.

Other aspects of the energy system will be challenging, but as we move towards the 2030s and increasingly see nuclear deliver, it will help to stabilise the energy ecosystem and ensure we achieve the right mix for the future.

It’s a really exciting time to be involved in energy and nuclear.

The post Nuclear Industry Association : Spotlight appeared first on EME Outlook Magazine.

POWER TO THE DATA

“DataVolt was created by infrastructure leaders who understand energy is the real bottleneck in the digital age – we seek to bring power to the data, not the other way round.” 

In today’s artificial intelligence (AI)-driven world, digital infrastructure requires huge amounts of computing power, energy availability, and resilient cooling systems. 

For Rajit Nanda, CEO, the natural next step was to work with Vision Invest, a Saudi Arabian development and investment holding company, to create DataVolt. 

“A couple of years ago, we identified a new emerging thesis in infrastructure at the intersection between power, water, and data,” explains Nanda, whose professional journey has always revolved around building and scaling transformative infrastructure. 

DataVolt was subsequently established in 2023, building and operating data centres across the Middle East and Central Asia. 

The company has since expanded rapidly, with five office locations worldwide, circa 175 staff members, and multiple projects under development across Saudi Arabia and Uzbekistan. 

“Our target customers range from hyperscalers and cloud providers to governments and AI innovators who trust us to deliver infrastructure capable of supporting tomorrow’s digital demands,” Nanda outlines. 

AI-FIRST PHILOSOPHY 

The data centre industry sits at the forefront of the world’s digital transformation and is currently enjoying unprecedented growth. 

In the Middle East, recent predictions suggest the sector will be worth USD$7.7 billion by 2030, driven by a compound annual growth rate of 19.76 percent. 

“The rise of AI, especially generative AI, has accelerated computing requirements far beyond traditional projections,” insights Nanda. 

At the same time, Internet of Things (IoT) proliferation and 5G adoption are driving demand for ultra‑low‑latency, high‑density infrastructure.  

This means modern data centres are no longer simple storage facilities – they are powerful, energy‑intensive ecosystems that must deliver both performance and sustainability. 

“What excites me most is the shift towards AI‑first design principles. This is why we have in-housed our design and engineering team, giving us the flexibility to engineer our facilities to integrate new cooling and power technology as it matures,” Nanda explains. 

“Everything from cooling architecture to campus layouts must be reimagined to support massive graphics processing unit (GPU) clusters, accelerated computing, and long‑term scalability.” 

DataVolt’s AI-first philosophy means it is building data centres to be AI-ready from the outset. 

Indeed, all of the company’s facilities have efficient designs and next-generation cooling systems that can cater to high-performance computing and high power density deployments. 

“We are also partnering with global technology leaders, such as LG Electronics, Supermicro, and Saudi Arabia’s AI champion, HUMAIN, and leveraging the expertise of our in-house engineering team to ensure we remain at the forefront of the ever-evolving technology landscape; we are working to futureproof our facilities for the AI applications of tomorrow,” affirms Nanda. 

SHAPING THE DIGITAL FUTURE 

DataVolt’s flagship project is a 1.5-gigawatt (GW) AI factory campus in Oxagon, NEOM, an advanced industrial city located on the Red Sea.  

Backed by an initial USD$5 billion investment, the campus is set for its first operational phase in 2028.  

“We are particularly grateful to our partners at NEOM for their support with this project, enabling us to access cost‑competitive renewable energy and benefit from fast-tracked approval processes to ensure speed to market,” Nanda acknowledges.  

Located on the Red Sea, the site also offers proximity to Europe, Africa, and Asia through subsea cables, enabling DataVolt to deliver low-latency and regional connectivity to customers.  

Elsewhere, the company is supporting Uzbekistan’s push towards digital modernisation with a 12-megawatt (MW) data centre in Tashkent. 

Construction of the data centre is already well underway, and it is set to be ready for service at the end of this year.   

“Again, we are grateful for the government support, including the Ministry for Digital Technologies, for enabling us to deliver this project at rapid pace and to international standards. We look forward to welcoming our first customers into the facility very soon,” highlights Nanda. 

“By collaborating with governments, industrial leaders, and technology innovators, we are building ecosystems – not just data centres – that will shape the digital future.” 

This year, DataVolt’s key focus is on progressing these projects and moving towards delivery. 

SUSTAINABLE INFRASTRUCTURE 

DataVolt’s mission is to build the digital backbone that will power the AI era and support emerging countries to realise their digital transformation. 

At the core of this mission is delivering secure, scalable, and sustainable digital infrastructure that can handle the high-performance, mission-critical computing workloads needed for the AI era.   

Most significantly, DataVolt wants to do this in a way that embeds sustainability in every aspect of design – from renewable energy sourcing to water‑efficient cooling systems and optimised electrical configurations – to minimise its environmental impact. 

“For example, our 1.5 GW AI factory campus in Oxagon is intended to be the region’s first truly sustainable, net zero AI infrastructure ecosystem. We will work to achieve this through dedicated renewable energy supply from the grid and green hydrogen as a secondary power source, alongside innovative seawater cooling,” Nanda reveals. 

Saudi Arabia is already ahead of the game, as its renewable energy capacity reached 6,551 MW in 2024. 

The government’s Vision 2030, meanwhile, aims to transition the Kingdom to a sustainable future by generating 50 percent of its power from renewable sources by 2030. 

“At DataVolt, we believe this, alongside Saudi Arabia’s land availability and good connectivity to Europe and Africa, positions it well to become a global AI infrastructure hub,” affirms Nanda. 

“As an operator, we also believe in the importance of building a partnership ecosystem. That means aligning with partners on green energy, technology tie-ups for liquid cooling, and advanced battery storage. 

“We will continue to deepen our technology partnerships and further embed our sustainability commitments to ensure we can deliver on our promise to build the next green generation of data centre capacity. As always, we will continue to listen to our customers and support them to effectively navigate the ever-evolving landscape of the AI era,” he sets out. 

SOURCING TALENT 

Another key challenge the data centre industry faces is around sourcing talent, with many operators struggling to attract and retain qualified staff.  

In the age of AI, the data centre jobs of tomorrow may also look very different to those of today.  

DataVolt is working to build the future talent pipeline by offering industry-integrated diplomas in key skills such as electrical and heating, ventilation, and air conditioning (HVAC) engineering, as well as AI and data science.  

“All our sponsored students receive guaranteed employment with DataVolt upon graduation, and our programmes incorporate hands-on, practical skills with real-world training to ensure they can hit the ground running from day one,” informs Nanda. 

Crucially, the company is partnering with domestic education institutions and training local talent in the markets where it operates, ensuring the next generation directly benefits from their country’s ongoing digital transformation.  

Across the Energy and Water Academy in Saudi Arabia and Shirin Energy College in Uzbekistan, DataVolt is sponsoring a total of 120 students, with a further five in AI and data science to commence studies in the spring.  

“We look forward to following their journeys as they grow into the industry’s future leaders,” Nanda proudly concludes.

The post DataVolt : Power to the Data appeared first on EME Outlook Magazine.

MEETING TOMORROW’S FIRE SERVICE NEEDS TODAY

Since speaking to London Fire Brigade (LFB) in March last year, the fire service operating environment across the city has changed at a pace the Brigade is working hard to tackle. 

Some of the most serious risks LFB is grappling with – including summer wildfires and 200+ e-bike and e-scooter fires in 2025 – have only recently emerged as pressing issues. 

“We have to adapt in response to these risks to ensure we are ready and prepared to protect Londoners,” attests Jonathan Smith, Commissioner. 

In response to this evolving threat profile, the Brigade has made significant changes, including improved training and new equipment.  

Yet, Smith anticipates this high-risk environment will remain for the next five to 10 years, emphasising how LFB must be relentless in how it continues to adapt and improve the provision of fire services across London.   

NAVIGATING AN UNPRECEDENTED ENVIRONMENT 

In the last 18 months, LFB’s firefighters have come up against an unprecedented variety of hazards, including issues in the built environment, impacts of climate change, threats from terrorism and hostile state actors, or even the pace of technological change. 

These factors all point to the fact firefighting has evolved to become a highly complex and multifaceted role. 

This is compounded by the fact LFB operates in a national context with pressures on public finances, causing the Brigade to think carefully about how it can operate as efficiently as possible when responding to risk. 

Promoted to the role of Commissioner in July last year, Smith is hoping to overcome such unparallelled and extensive challenges by first looking inwards. 

“As Commissioner, my focus is on continuing to develop a culture of high professional standards across every part of the organisation, which will underpin how we respond to the challenges we face,” he states.

Indeed, LFB strives to tackle these obstacles head on in a number of ways. 

Firstly, the Brigade is being more intelligent about how it delivers fire services and improving how it deploys its resources towards areas of higher risk. 

On top of this, the organisation is continuing to refine its training offerings to better reflect the scale of risk its staff face. 

“We are also further developing our professional infrastructure to ensure we have modern systems that are effective and support staff who are delivering our service across communities. 

“This has to be the priority as it is the only way we can keep pace with the complex and changing environment our firefighters operate in,” Smith urges.

KEEPING LONDONERS SAFE 

LFB has worked diligently over the last two years to deliver significant, urgent change. 

For instance, in March 2024, the organisation completed the last of the recommendations from Phase 1 of the Grenfell Tower Inquiry (GTI), which transformed how the fire service sector nationwide responds to incidents in high-rise buildings.  

This included changes to firefighter training, improved processes for managing major incidents, and the introduction of innovative technology. 

More broadly, LFB’s progress has also been recognised by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS), which found the Brigade had improved in 10 out of 11 required areas in a report published in November 2024. 

“As well as identifying that we are outstanding in how we respond to major incidents, HMICFRS also acknowledged improvements across areas like our operational response and how we understand risk, prevent fires, and make best use of our resources,” Smith says. 

“We are committed to being a learning organisation and must maintain our focus on continuing to drive positive improvement.” 

This will include completing recommendations directed towards LFB in Phase 2 of the GTI, which is expected to conclude later this year. 

TRUST AND TRANSPARENCY  

Maintaining the trust of local communities across London is central to LFB’s ability to carry out its role in serving and protecting the public. 

“A huge part of what we do is trying to prevent fires and other incidents from occurring in the first place,” says Smith. 

“The only way to do this is by meeting our communities where they are, understanding their concerns, and providing them with the information they need to help keep themselves safe in an accessible way.”   

In recent years, LFB has made real strides in the way it achieves this. 

For example, it created a central team equipped with specialist community engagement experience that supports the delivery of outreach initiatives across boroughs. 

LFB is likewise supported by its Community Forum, which comprises local volunteers with a diverse range of backgrounds, some of which have lived experience of fires. 

“They provide us with critical scrutiny and support to improve the work we do,” Smith states. 

The Brigade also measures its performance through trust gained from local communities, which it tracks using polling methods. 

“I am pleased to say that public trust in LFB is in a good place. However, we cannot be complacent; we must continue to improve the way in which we engage and deliver our services,” Smith acknowledges.

SMARTER PUBLIC SERVICE  

LFB stands at a pivotal moment as it considers how best to take advantage of technology to make its service more effective and efficient. 

“Our use of artificial intelligence (AI) is part of this, and we have tracked productivity improvements in some areas where it is being used. 

“There is still a huge amount of technological potential we are exploring, and we want to work collaboratively with colleagues across the public sector to understand how we can safely make use of AI to deliver the greatest outcomes,” Smith states. 

However, improvements in technology go far beyond the realms of AI as LFB also considers what kind of kit and equipment it can introduce to best support its firefighters. 

For instance, it recently rolled out a frontline drone capability which provides measurable benefits in situational awareness for incident commanders. 

“That is just the start of what we might be able to use drones for in the future, and we’re continuing to explore what is currently in use by public services both in the UK and internationally.” 

The Brigade is likewise reviewing the personal protective equipment (PPE) it provides to firefighters, as it strives to take advantage of the developments in protection from contaminants – a hazard which firefighters regularly face. 

“The pace of technological change presents huge opportunities, and we must continuously assess what we can adopt to best equip our people to do their jobs, which will ultimately result in improved outcomes for the people of London,” Smith closes.

The post London Fire Brigade : Meeting Tomorrow’s Fire Service Needs Today appeared first on EME Outlook Magazine.

DRILLING TO THE CORE

Headquartered in Bulgaria with operations spanning Europe, GEOPS has established a reputation for providing core drilling, directional drilling, and rotary and percussive drilling services in both surface and underground environments. 

Privately owned and professionally structured, the company is a leader in the fields of mining and exploration, with over 20 years of business expertise and advanced infrastructure and technological solutions.   

Since last featuring GEOPS in March 2025, the company’s past year has been exceptional – not only for itself, but for the European exploration market as a whole. 

“For GEOPS, 2025 was the most successful year in our history. We operated at maximum capacity, particularly in terms of our people, with the entire organisation functioning as one cohesive unit,” updates Hristo Kulov, Deputy Executive Director. 

“Throughout the year, our team maintained constant focus, discipline, and efficiency. I consider this a major generator of our success.” 

Similarly, this serves as a clear indication that the European market was highly active in 2025. As the continent’s leader in metres (m) drilled, GEOPS’ performance directly reflects market intensity. However, this market motion was not uniform across all countries. For example, Germany remained relatively passive for the second consecutive year, whilst other regions showed strong exploration momentum driven by demand for critical raw materials. 

Overall, the market is showing signs of being decisive, with a primary focus on copper and battery minerals. 

With approximately 450 professionals under its employ, GEOPS is riding this wave of success with a strategy of increasing productivity and efficiency whilst maintaining operational agility and high service quality.   

“We do not plan significant expansion in the near future as the European market is limited, particularly for skilled drillers and technical staff,” Kulov insights. 

“Our industry demands commitment, discipline, and flexibility. Therefore, quality remains our priority over sheer expansion in volume; I strongly believe sustainable growth must never compromise quality.”

SAFETY AND EFFICIENCY

Previously, GEOPS was working on the Čukaru Peki copper-gold and Jadar lithium projects, both of which saw significant development over the course of 2025. 

Specifically, at Čukaru Peki, activities have progressed further into development phases, with continued drilling support from GEOPS’ side. It remains one of the most important copper-gold deposits in the region, and the company is proud to have contributed to its advancement. 

The Jadar lithium project, meanwhile, remains closely tied to Europe’s ambitions for its battery supply chain. Whilst regulatory processes and public dialogue remain part of its development journey, the project’s strategic importance for the European energy transition remains undeniable. 

“GEOPS has maintained its technical readiness and long-term commitment to supporting such world-class projects,” enthuses Kulov. 

Additionally, the company’s plan to further strengthen its drilling rig fleet by purchasing new rigs and refreshing existing machines has progressed as planned, with the successful completion of its own in-house drilling rig model development. 

The next step is the production of chassis and supporting structural components, which will allow GEOPS to assemble fully completed drilling rigs internally in the near future. 

“Our target is to renew approximately 50 percent of our fleet with new-generation machines. This is not simply replacement; it is modernisation, automation, and long-term strategic positioning,” insights Kulov. 

“The new rigs are safer, more efficient, and better aligned with the evolving environmental and technical standards in Europe.” 

COMMITMENT TO SUCCESS 

Another initiative that GEOPS has successfully implemented across multiple projects is the mud recirculation system, which has proven to be an effective solution with various benefits. 

“The positive outputs are clear: reduced water consumption, improved environmental performance, and cleaner site management. Beyond sustainability, it enhances operational stability and efficiency in challenging geological conditions,” details Kulov. 

This successful system represents a significant step towards more responsible and technologically advanced drilling operations for the entire industry. 

Equally, GEOPS has continued its work on a copper shale project located in Poland, which is progressing according to planned dynamics and fully meeting investor expectations. 

“Operations are going forth smoothly, without technical or safety challenges,” asserts Kulov. 

“It remains one of our most technically sophisticated deep drilling engagements, demonstrating our ability to operate in demanding geological environments whilst maintaining safety and precision.”

BUILDING UP A SUSTAINABLE WORLD 

Currently, GEOPS is participating in two new strategic projects in the Czech Republic, which further showcase its extensive skill set. 

The first is a major infrastructure project for the country, comprising geological drilling works for a new international railway tunnel between the Czech Republic and Germany. 

“This is a capital project of international importance, and we are proud to hold one of the most significant operational roles within it,” expands Kulov. 

The company has already completed approximately 80 percent of the project without incident or failure, emphasising strong efficiency and adherence to the planned timelines. 

The second initiative is linked to the expansion of capacity at the Czech Republic’s largest nuclear power plant. This engagement further demonstrates trust in GEOPS’ technical reliability and operational discipline, particularly in highly sensitive and regulated environments. 

“These projects also illustrate we are not only active in mining but also increasingly participating in strategic energy and infrastructure developments across Europe,” explains Kulov. 

As GEOPS continues to look ahead towards a prosperous future within the mining industry, its priorities for 2026 are clear. 

The company is setting its sights on achieving controlled and sustainable productivity growth, completing fleet modernisation and internal rig production capabilities, maintaining a continued focus on safety and environmental responsibility, and strategically positioning itself in infrastructure and energy-related projects. 

“The past year proved GEOPS has the capacity, discipline, and internal cohesion to operate at peak performance. Now, our focus is to consolidate that strength and build long-term stability – remaining Europe’s leading exploration drilling contractor whilst preserving the agility and culture that brought us here,” proudly concludes Kulov.

The post GEOPS : Drilling for the Future appeared first on EME Outlook Magazine.

FROM HUNGARIAN ROOTS TO GLOBAL ROADS

Specialising in the development and production of trailer components and towing systems, Hungarian manufacturer Autoflex-Knott operates as part of the international Knott Group – a well-known, German family-owned business. 

Headquartered in Kecskemét, Hungary, Autoflex-Knott supplies braking systems and trailer technologies worldwide from large production plants equipped with modern machining, assembly, and testing capabilities.  

By expanding its infrastructure to include multiple production halls, engineering and development units, logistics centres, and quality-control laboratories, the company has enabled a comprehensive production process, from design and prototyping to serial manufacturing and global distribution.  

Serving trailer manufacturers and distributors across Europe and internationally, Autoflex-Knott supports industries like transportation, agriculture, construction, and recreational vehicles (RV).  

Originally manufacturing complete trailers and tow bars, the company has shifted its focus to components and systems, including axles, brakes, couplings, and suspension parts, primarily for light- and medium-duty trailers. 

A significant turning point in its journey was the strategic partnership and later integration with Knott Group, which strengthened the company’s technological capabilities and international reach, combining local manufacturing expertise with advanced German engineering.  

Autoflex-Knott subsequently diversified into the US market, where it designs products for trailers with capacities of up to 10,000 pounds (lbs), compared to 7,000 lbs in Europe. 

Since 2007, President, Anita Monti, has been instrumental in US market research and navigating the various regulatory standards for trailer components. 

“Our journey in the country began in 2006 when one of our major European trailer manufacturers expanded operations in the Chicago area,” opens Anita reflectively.  

“We were asked to support our client’s US operations as they lacked familiarity with local axle and trailer suppliers, which created our opportunity to enter the US market.” 

Today, Autoflex-Knott is a recognised international supplier in the trailer industry, known for its investments in automation, product development, and quality management that ensure reliability and safety.  

FORGING STRONG TIES 

The US division of the company, led by Owner and Executive Director, Sándor H. Szabó, expanded its customer base six months after starting operations.  

“In 2008, we relocated to Wisconsin to partner with a major boat trailer manufacturer, helping them expand into Europe,” Anita reveals.   

From there, Autoflex-Knott soon developed products for the US market, such as axle systems, jacks, winches, and rollers, which attracted more trailer manufacturers and led to significant growth, including the purchase of a warehouse in Wisconsin that later tripled in size. 

“With rapid growth in Florida, we recognised the need for an additional Southeast warehouse to reduce shipping costs, and developed our own fleet of trucks for faster, reliable delivery,” she adds.  

The two US locations now collaborate on sales and manufacturing to support global operations, and what began as a one-person operation has since grown into a team of over 15 employees.  

When Autoflex joined forces with Knott Group in 1994, it had already built a solid reputation in Hungary and Russia. However, the company sought acceptance in Western markets; therefore, it needed a strong, respected partner.  

“A genuine friendship with Valentin Knott was formed, which, along with mutual respect, has accompanied us throughout our careers, and we remain trusted partners and confidants,” Sándor smiles.  

“Every Sunday we share a traditional Hungarian chicken soup, virtually, of course, speaking on the phone, discussing the week’s news, and exchanging our thoughts about business and the world.”  

This personal trust and the independence maintained within the partnership have played an important role in supporting global growth.  

Knott Group, with over 80 years of experience, is renowned for manufacturing high-quality braking systems.  

“By integrating these brakes into our axles, we can guarantee reliable, proven quality that has facilitated access to Western markets,” he states.  

The collaboration has also improved Knott Group’s entry into Eastern European markets by leveraging its established presence through Autoflex-Knott. 

“The Autoflex-Knott partnership has truly been mutually beneficial, built on trust, quality, and a shared long-term vision,” enthuses Sándor.

BUILDING A GLOBAL IDENTITY 

Autoflex-Knott’s identity in the US market is built on reliability, engineering quality, and long-term partnerships.  

“As part of Knott Group, we bring European engineering and manufacturing expertise to the market, whilst adapting our solutions to the specific requirements of the North American trailer industry.  

“Our growth has been driven by close cooperation with trailer manufacturers, continuous product development, and the ability to respond quickly to customer needs,” Anita emphasises. 

A global presence, combined with a strong European supplier base, gives Autoflex-Knott important advantages in coordinating its supply chain and staying competitive in the market.  

“Being present in different regions allows us to select the best strengths from each location and integrate them into our operations,” insights Zita H. Szabó, CEO. 

“For example, in Asia, we benefit from cost-effective raw materials, which is why we source many castings and metal components there. In Europe, however, we can ensure the high technical standards and strict quality requirements that are essential for our products.”

Most of Autoflex-Knott’s key manufacturing processes and final assembly take place in Europe, allowing it to maintain control over engineering quality and production standards.  

“Working with reliable European suppliers maintains a high level of quality and stability in our supply chain through long-standing partnerships that encourage trust and efficient communication,” Zita outlines.  

“A vertically integrated structure with multiple manufacturing subsidiaries improves production coordination, minimises reliance on external sources, and enhances lead times and cost efficiency. This well-coordinated approach boosts our flexibility and long-term competitiveness.”  

In the US, meanwhile, the company strategically positions its logistics and distribution points close to its customers, enabling faster delivery, better service, and support for its partners.  

INNOVATIONS FOR LONG-TERM SUCCESS 

Sándor strongly believes the best strategies for a company’s long-term success not only include horizontal growth, such as establishing sales offices, but also vertical integration.  

“Autoflex-Knott has 14 subsidiaries, nine of which are manufacturing companies. Our headquarters purchases around 80 percent of raw materials and components from within the group.  

“This structure enhances our control over quality, lead times, and flexibility, benefiting both original equipment manufacturers (OEMs) partners and aftermarket customers who expect quick responses and consistent performance.” 

The majority of production takes place in Autoflex-Knott’s facilities, where automation plays a key strategic role.  

“We continuously upgrade and modernise machinery to ensure that our manufacturing processes remain fast, efficient, and competitive,” Sándor assures.  

“Labour shortages are a major challenge, prompting us to focus on automation and robotics for our high-volume product lines. These advancements help maintain efficiency and the high quality our partners expect.”  

Focusing on lightweight and durability improvements in its products, innovation is one of Autoflex-Knott’s core principles.  

“We have an exceptional engineering team that is constantly working on developing new products and bettering our existing solutions to meet the evolving needs of customers.  

“Our hydraulic actuator, developed without compromises, significantly enhances braking performance when paired with our disc brake system, surpassing many competing products,” Sándor explains. 

This strong performance has helped the company become a leading supplier in the US marine trailer industry.  

“Our innovation does not stop at axles and overrun braking systems. We are also developing and refining other key trailer components, including winches, jockey wheels, and fenders.  

“The goal is to provide complete, reliable solutions that set us apart in the market through quality, durability, and performance,” states Sándor.  

STRATEGIC GROWTH VENTURES 

Whilst many projects are underway across Autoflex-Knott, one major completed work is the opening of the Florida facility in the US.  

“For several years, we had been considering establishing a presence in Florida, as many of our customers are in that region. Logistics costs within the US can be quite high, so having a location there allows us to optimise our distribution,” Sándor observes. 

Logistics primarily drove the decision to open the facility. By bringing containers directly to Florida and distributing from there to smaller customers, the company can significantly reduce transportation costs and improve delivery efficiency.  

“The project required extensive planning and preparation – we designed the facility with the future in mind. Beyond logistics, we prepared the site to accommodate assembly operations and smaller-scale manufacturing if needed. 

“This gives us flexibility and brings us even closer to our customers, which is a key part of our long-term strategy in the US market,” Sándor divulges. 

The market is becoming increasingly open to trailers, particularly in the RV segment, which has been growing steadily in recent years.

By combining production capabilities with a stronger market presence, Autoflex-Knott believes it can respond more effectively to local demand and support the continued growth of the trailer and RV industries in the region.

“For us, this would represent another important step in strengthening our global network whilst adapting our operations to the specific needs and opportunities of each market,” informs Zita.  

MARKET EXPANSION PLANS  

Autoflex-Knott’s key priority for the year ahead is to continue strengthening its global presence whilst maintaining a high level of quality and reliability.  

The US market is highly dynamic, requiring constant innovation and fast response times, and one of the company’s main goals is to serve its customers faster and more flexibly.  

“Since container shipments from Europe typically take four to five weeks to arrive in the US, it is important for us to respond quickly to local demand,” notes Anita. 

“As a result, we developed a new bolt-on axle system specifically for the nation’s market. This solution allows us to supply smaller customers and special orders within one or two days.”  

Additionally, Autoflex-Knott is introducing several new products in the US. Amongst them is a new universal fender, designed for easy installation, high durability, and integrated safety features.  

The company has also expanded its winch product line, which now ranges from 900 lbs to 2,500 lbs in capacity.  

“We’ve introduced a versatile axle with an adjustable drop-arm design, allowing for individual arm replacement and a reduction in maintenance costs. We’ve also developed a new actuator to enhance our trailer product offerings.  

“Currently, 90 percent of our US business is in the boat trailer industry, but we plan to expand into additional segments, including utility trailers, the RV market, and horse trailer applications,” details Anita. 

Furthermore, Autoflex-Knott is constantly evaluating opportunities to move closer to its customers and support regional growth.  

“We are focusing on improving operational efficiency across our facilities, further developing our product portfolio, and expanding our presence in strategic markets,” Zita sets out. 

“One of our main goals is to optimise our global supply chain and manufacturing capability to stay competitive and respond quickly to market demand.  

“Innovation and product development will also remain central, particularly in areas where we can improve performance, durability, and efficiency.”  

Following the successful opening of its Florida, Autoflex-Knott will continue to seek strategic locations to strengthen logistics and service capabilities and expand its long-term market presence.

“Overall, our objective is steady and sustainable growth – building on the strong foundation we have developed over the past decades whilst continuing to adapt to the changing needs of the global trailer industry,” Zita passionately concludes.

The post Autoflex-Knott : From Hungarian Roots to Global Roads: The Autoflex-Knott Expansion Story appeared first on EME Outlook Magazine.

BORN AND BREAD IN LONDON

The UK bakery and food-to-go market remains highly dynamic and competitive, which makes it an incredibly exciting industry to be part of right now.

Consumer expectations have evolved significantly over the last few years as customers are looking for convenience, value, quality, and freshness all at the same time.

One area witnessing continued growth is the food-to-go breakfast and lunch market, with customers increasingly looking for fresh, affordable options on their commute or during the working day.

There’s also an increasing interest in premium products and indulgent bakery items, alongside a continued demand for value-driven offers.

At the same time, businesses have had to become far more strategic due to cost pressures across energy, ingredients, and labour. The companies succeeding in this space are those that balance quality, value, and operational efficiency.

One such example is Wenzel’s The Bakers (Wenzel’s), a family-founded business that has been proudly serving communities for more than 50 years.

The company started with a single bakery and has since grown into a well-established brand across London and the Southeast of England.

Today, Wenzel’s operates a large network of high street bakeries offering a wide range of freshly prepared products including breads, pastries, cakes, sandwiches, hot savouries, and barista coffee.

“Our stores are built around the idea of providing freshly baked goods and great value food-to-go for customers throughout the day,” introduces Karl Spinks, COO.

“The business employs a large team across its bakeries, production facilities, and support network, and we serve a diverse customer base ranging from commuters and local residents to offices, schools, and event clients,” he sets out.

HERITAGE, QUALITY, AND VALUE

As a fast-formed classic for Northwest Londoners, Wenzel’s has now expanded to over 100 locations, spreading the sweet life all over England.

The company’s overarching mission is to offer the best of baking at reasonable prices to its batch of loyal customers.

What really differentiates Wenzel’s within such a flourishing industry is its combination of heritage, product quality, and value.

“As a family business, we bring that love to every bite, dedicating lots of pace and pounds to innovative product development and an incredible customer experience. After all, it wouldn’t be a Wenzel’s if you didn’t leave with a smile – and a full belly.

“We’re extremely proud of our bakery roots and the fact that fresh baking remains at the heart of what we do,” expresses Spinks.

“At the same time, we’ve continued to evolve as a modern food-to-go brand – our stores offer a broad range of freshly made products, from traditional bakery favourites to hot savouries, filled baguettes, and premium coffee,” he prides.

Meanwhile, another key distinguisher is the strength of the brand within the communities it serves. Many of its customers have been visiting Wenzel’s for years, and that loyalty comes from consistency, value, and familiarity.

“From the day our first loaf turned out in 1975, we’ve loved each and every customer – and they’ve loved us back.”

FRESH INNOVATION

One of the most exciting areas for the business at the moment is its recent franchising with Southern Coop in 2025, which has enabled dual partnership, cross-collaboration, and brand expansion.

“We’re focused on bringing the Wenzel’s brand to new communities whilst maintaining the quality and service our customers expect,” Spinks highlights.

The company is also continuing to invest in operational improvements and technology to help its teams deliver the best possible customer experience in store.

From improving supply chain efficiency to refining product ranges based on consumer demand, these initiatives help ensure Wenzel’s remains competitive in a fast-moving market.

“Another area of focus has been strengthening our catering and events offering, which has seen strong demand as businesses and organisations return to in-person events and gatherings.

“It has become an increasingly important part of the business – we provide fresh platters, sandwiches, and bakery products for corporate events, meetings, and special occasions,” he passions.

Elsewhere, the company has also recently launched a new website and loyalty application, both of which offer a diverse range of sweet and savoury catering options.

The platforms are user-friendly and designed to appeal to customers by providing a broad selection to meet a variety of needs. Additionally, the application includes a rewards programme linked to in-store purchases.

One of the challenges the company has encountered with catering is maintaining the same level of freshness, quality, and presentation at larger volumes, but it’s also a great opportunity to introduce new customers to the brand and a challenge which Wenzel’s remains determined to rise to.

TRUST IN THE BRAND

Reaching more than 50 years in business is a significant milestone for Wenzel’s and remains something the team is extremely proud of.

“It reflects the strength of the brand, the loyalty of our customers, and the dedication of the many people who have worked in the business over the years,” Spinks affirms.

In that time, Wenzel’s has built a reputation for quality bakery products and great value, and it’s this that has allowed the business to grow across generations.

Spinks believes that longevity in the bakery industry comes down to a few key factors – consistency, adaptability, and understanding your customers.

“We must maintain the core values that made the business successful in the first place, whilst also evolving to meet changing consumer habits. The market is always changing, whether that’s new food trends, economic pressures, or shifts in how people shop,” he outlines.

As a result, the businesses that succeed are those that remain focused on high standards and customer experience.

ONE TEAM, ONE FAMILY

The people are absolutely central to the success of Wenzel’s, and the company focuses on creating an environment where team members feel supported, valued, and able to grow.

“This includes training, development opportunities, and recognising the important role every team member plays in delivering great service to our customers,” Spinks expands.

One crucial factor he is keen to highlight is the strength of the team behind the brand.

“Wenzel’s’ success is the result of the dedication and hard work of hundreds of people across the business, from our bakery teams and store staff to our entire support network.”

The first loaf of bread turned out at Wenzel’s bakery in Northwest London in 1975, overseen by Founder, Peter Wenzel, an entrepreneur with a passion for traditional baking and community service.

Sarah Wenzel, Peter’s daughter, is the CEO, making it a family-run, local grassroots organisation.

Additionally, local community outreach has always been important to the company – as a high street brand with strong local roots, Wenzel’s believes in giving back wherever possible.

“We are dedicated to supporting local initiatives, community activities, and charitable causes where possible,” he continues.

Over the five decades since, the family-run bakery has grown into a chain of over 100 shops led by Peter’s hands-on leadership, focus on quality, and customer-first philosophy.

It is a philosophy that has shaped Wenzel’s into a beloved high-street brand known for its handcrafted products and friendly service.

THE NEXT STAGE OF GROWTH

More recently, Spinks’ role has evolved into taking a holistic view of the organisation whilst helping guide the next stage of growth for the brand.

This has involved overseeing operations across logistics, bakery production, central production, and retail stores, ensuring everything runs efficiently and continues to deliver the quality and service that customers expect.

“Alongside this, I’ve been heavily involved in digital transformation across the business, helping modernise systems and processes as the company continues to grow,” he explains.

Moving forwards, Wenzel’s’ key priorities include continuing its ongoing store expansion, strengthening its franchising programme, and further improving the customer experience across all its stores.

“We’re also focused on operational improvements to ensure we continue to deliver great value and quality products in a challenging economic environment,” Spinks adds.

Franchising represents another exciting opportunity for the next stage of growth for Wenzel’s.

“It allows us to expand the brand into new areas whilst partnering with motivated entrepreneurs who share our passion for quality food and customer service.

“Our focus moving forwards is on building strong partnerships with franchisees and ensuring they receive the operational support, training, and brand guidance needed to succeed,” he concludes.

The post Wenzel’s The Bakers : Born and Bread in London appeared first on EME Outlook Magazine.

EXCELLENCE IN BUILDING ENVELOPES

The European façade sector is one of the most demanding in modern-day construction.  

Industry players are contending with inflation and rising interest rates that are putting pressure on investment decisions.  

Nevertheless, increasing emphasis on energy and sustainability regulations, together with higher requirements for safety, are creating a highly dynamic sector.  

“Customers now expect more reliable, energy-efficient solutions, delivered with speed, transparency, and predictable quality over the full lifecycle of a project,” opens Nay Tawile, CEO of Trimo, leaders in high-performance building envelope solutions.  

This raises the bar for performance and opens up many opportunities for companies that are willing to adapt, differentiate, and respond quickly to customer needs.  

“Every project, market, and customer brings new challenges, but there is also a chance to create meaningful, future-focused solutions. It’s a space where innovation and customer-centric thinking can truly make a difference,” adds Janez Kunič, CCO.  

These conditions provide the perfect environment for companies to differentiate, build long-term partnerships, and shape how buildings will perform over the next 30 to 40 years.  

“For Trimo, this context reinforces our focus on high-performance façade and building envelope solutions, reliable execution across many countries with different norms and regulations, and the capability to serve fast-growing segments, such as data centres and global industrial players, which operate across multiple markets,” Tawile expands.  

IN PRIME POSITION  

Having experienced an upward trajectory since its inception in 1961, Trimo today is recognised as a global leader in premium stone wool core sandwich panels for façades and roofs, having delivered more than 60 million square metres of façades to over 25,000 clients globally.  

With more than 450 employees, production facilities in Slovenia and Serbia, and a strong sales network across nearly 30 countries, the company works closely with architects, investors, and contractors worldwide.  

Moreover, Trimo’s project portfolio includes collaborations with highly reputable organisations such as Airbus, Heathrow Airport, Nestlé, Philips, DHL, Porsche, IKEA, Prologis, Mercedes-Benz, and Coca-Cola.  

This demonstrates the trust placed in Trimo’s products and the value it brings to complex architectural and industrial projects.    

“Our solutions are mainly used in high-tech industries, data centres, and logistics, where customers need reliable fire performance, strong energy efficiency, and architectural quality in often complex, multi-country operations,” insights Tawile.   

Together with REX Panels & Profiles (REX), Trimo is proud to represent the Insulated Panels division within Recticel Group (Recticel) – a Belgian organisation focused on advanced thermal and acoustic insulation solutions and supporting the energy transition.  

Indeed, being part of Recticel greatly expands Trimo’s network, granting access to new customers and partnerships and strengthening its credibility in key markets.  

“We combine our façade expertise with Recticel’s strong background in materials and innovation, creating solutions that are more competitive and aligned with future market needs. This connection helps us offer greater value to our customers and strengthens Trimo’s position across all our regions,” Kunič expands.  

Being part of the group also greatly advances the company’s investment capabilities.  

“Within the Insulated Panels division, Trimo, together with REX, benefits from the financial strength and insulation know-how to fund new capacity, technologies, and product development. 

“A clear example is the new insulated panels factory being built in the US under the Recticel umbrella. It’s a major investment that will anchor the group’s presence in the country and support our growth ambitions in the wider North American market,” Tawile reveals.  

UPHOLDING A COMPETITIVE EDGE  

Trimo strives to go above and beyond with its vast range of products, most acutely emphasised by its flagship fire-resistant panel range, Trimoterm – known for its top-notch performance.  

Qbiss One, meanwhile, offers architects a clean, precise, and highly flexible façade solution. 

“In recent years, we’ve taken this even further by developing Qbiss Notch in collaboration with Pininfarina, bringing a new level of architectural refinement and design sophistication to the market,” Kunič informs.  

The company’s customers value the fact its systems are fully engineered, meaning they address several critical requirements simultaneously, including fire safety, thermal efficiency, airtightness, and design.  

“I often say we ‘produce unicorns’; we don’t just make panels – we deliver complete building envelopes with design and engineering support throughout the project.   

“Customers rely on us to solve details, interfaces, and compliance questions, not just supply materials,” Tawile tells us.  

Indeed, Trimo is renowned for the support it provides to customers throughout their project lifecycles.  

“We stay engaged from the early planning stages all the way to installation, offering technical guidance and responsive cooperation. This combination of advanced technology, reliability, and close partnership is why Trimo remains a preferred choice across Europe,” Kunič attests.   

The company’s expanding presence across four regions is an additional strategic advantage as it allows Trimo to remain in close proximity to customers and truly understand what drives each market, whether it’s premium design, energy efficiency, delivery speed, or overall project value.  

“Each market operates at a different pace and with different expectations – from highly sustainability-driven Northern Europe to fast-moving, design-focused Western and Southern Europe markets and more cost-sensitive but rapidly growing regions in Central and Eastern Europe,” Tawile explains.  

This diversity keeps Trimo highly adaptive and challenges the company to innovate with intention, ensuring its solutions meet a wide spectrum of technical, regulatory, and aesthetic needs. 

“Our presence provides a clear competitive advantage as we can identify trends early, address regional requirements, and transfer best practices across our markets,” Kunič adds.

A DIVERSE PORTFOLIO  

At the pinnacle of its leading building envelope solutions, data centres remain one of the strongest representations of Trimo’s technical expertise and delivery performance.  

“Our work with global clients such as Google and Microsoft, as well as hyperscale projects like the Stargate UAE programme, confirms we can meet demanding specifications, coordinate large teams, and ensure reliable execution,” Kunič shares.  

Trimo has several other recent projects that demonstrate the diversity of its portfolio. For instance, the company’s involvement with LEGO in the US and the Natural History Museum in the UK highlights its ability to support cultural and complex projects whilst also being compliant with the latest environmental guidelines.   

Meanwhile, the company’s work with industrial clients worldwide showcases the durability, efficiency, and precision of its façade systems in demanding production environments.   

“These projects highlight the breadth of our portfolio and trust customers place in Trimo,” details Kunič.  

Alongside its industrial investments, the company is also working hard on improving operational excellence at its existing sites, with a number of product and process innovations in the pipeline.  

DEEPLY SUSTAINABLE  

Trimo lives and breathes its focus on sustainable architecture and design, with a strong commitment to reach net zero greenhouse gas (GHG) emissions by 2050.  

This is supported by ambitious interim targets for 2030 which centre around significant reductions in its direct (Scope 1 and 2) and indirect (Scope 3) emissions.  

Such targets guide the company’s product development strategy and its decision-making around materials and design.  

Qbiss One NEXT and Trimoterm NEXT – Trimo’s latest innovations in sustainable construction – are concrete evidence of its environmental approach.  

Both achieve up to 69 percent lower carbon footprints compared to the standard Qbiss One and Trimoterm panels whilst maintaining the same performance expected of its façades and roofs.    

More broadly, Trimo’s use of stone wool cores is an important part of its sustainability approach as it offers robust fire safety, strong thermal performance, and long service life, which help reduce customers’   environmental impact over the full lifecycle of their building envelopes.  

This also means architects and developers don’t have to choose between design quality and green performance as Trimo’s façade systems support distinctive architecture and help move projects closer to their climate and sustainability objectives.  

The company applies this same logic to its own internal processes. 

“Sustainability starts with responsibility in our own operations. We want to be a company that leads by example not only through our products, but also in the way we work every day.  

“That means continuously improving how we manage resources, reducing our environmental footprint, and making choices that reflect our long-term commitment to a greener future,” Kunič impassions.  

For example, Trimo’s internal logistics fleet, comprising forklifts and on-site transport, is already fully electric, whilst more than half of the company’s cars and delivery vehicles run on electric or hybrid power, with the aim to eventually have a 100-percent electric fleet.  

Trimo additionally generates its own electricity through an on-site solar power plant at its main production site, directly reducing its operational emissions.  

“Resource efficiency is another concrete focus – our production generates less than one percent residual waste. Therefore, topics like energy use, emissions, and waste are tracked with the same discipline as safety and quality in our regular management reviews.  

“In short, sustainability is not a separate programme – it is part of our day-to-day operational decisions,” Tawile affirms.

TREATING PEOPLE RESPONSIBLY   

Trimo’s success in the building façade space is built upon the professionalism and unwavering dedication of its people.  

“Over the years, I’ve seen how their professionalism and commitment directly shape the trust our clients place in us. I empower them by removing obstacles, aligning teams around shared priorities, and ensuring they have the information and support they need to act confidently,” Kunič reflects.  

Tawile echoes this belief in enabling staff to perform at their best by giving them clarity on priorities, cutting unnecessary bureaucracy, and pushing decisions as close as possible to the teams.  

“I want people to feel they have the trust and space to act, not just follow procedures,” he elaborates.  

Recognition is a cornerstone of this as each employee’s contributions are made visible across the company, whether it’s strong teamwork on a complex project, a smart improvement on the shop floor, or someone taking ownership in a difficult situation.   

“The goal is a culture where colleagues feel empowered, accountable, and proud of the impact they have on our results and reputation,” Tawile prides. 

Trimo likewise supports staff development through training and internal mobility, as well as providing direct feedback, clear expectations, and listening to people’s ideas. 

Beyond upskilling and development, the company also pays close attention to the day-to-day well-being of its employees.  

Case in point, Trimo regularly improves working conditions by installing extra air coolers and cooling stations for staff in the summer and providing healthy, well-balanced hot meals to all employees every day.   

A YEAR OF CONSOLIDATION AND EXPANSION   

In 2026, Trimo’s utmost priority is to reinforce its leadership in core European markets, with a particular focus on the fast-growing data centre segment alongside high-tech industry and logistics projects. 

“The dynamic expansion of data centres offers substantial potential for Trimo, and our solutions and services are already widely recognised and trusted by professionals in this field,” Tawile sets out.    

So much so, the company is considered a reference point for premium stone wool core sandwich panels.  

However, Trimo’s ambition is to further strengthen this position, stay ahead of competitors, and capture additional growth in overseas markets such as the Middle East and Southeast Asia.  

The company’s other area of focus is growth in North America, achieved by building the right partnerships, aligning with local requirements, and advantageously positioning itself to support global customers consistently on both sides of the Atlantic Ocean.  

“The third priority is operational excellence – improving productivity, reliability, lead times, and service across our sites whilst simplifying the way we work. This will empower our teams so that more decisions are taken closer to the customer and production line,” Tawile concludes.

TRIMO PARTNER

The post Trimo : Excellence in Building Envelopes appeared first on EME Outlook Magazine.

OIL SHALE FOR ESTONIA

Oil shale is a strategic energy resource in Estonia, where the industry is one of the most developed in the world.

Viru Keemia Grupp (VKG), Estonia’s largest private capital-based industrial group in the northeastern city of Kohtla-Järve, continues the tradition of adding value to oil shale processing, which was established in the Baltic state in 1924.

VKG combines this century of industrial tradition with the need to be internationally competitive in today’s constantly changing circumstances.

“Adding value to natural resources and secondary resources located in Estonia is our DNA,” prides Ahti Asmann, CEO and Chairman of the Management Board.

“Our aim – and an important consistent principle – is to add maximum value and length to the oil shale value chain. Today, VKG’s value chain is the longest in Estonia and one of the longest in the world.”

When Asmann received the proposal to lead VKG, the challenge was clear – to make a complex industrial enterprise more efficient and safer whilst taking it step by step towards new, more sustainable business areas.

This combination of actual economic impact and responsibility for Estonia’s energy security still keeps him in the field.

“I’ve been CEO of VKG since 2015, and I’m very happy that I’ve had the chance to work with topics that truly keep the economy running, including financing, infrastructure, and large industrial development projects,” he reflects.

“We are characterised by openness, dedication to our work, and constant development. We believe every step and activity must create greater value for everyone – our own people, our partners and clients, and the local community.”

TWO GREAT PILLARS

VKG’s activities are based on two great pillars, the first of which is shale oil production.

The group uses oil shale to produce liquid fuels and raw materials for the chemical industry.

Approximately 680,000 tonnes (t) of oil products are produced annually, with the main one being low-sulphur shale oil.

This is predominantly used as a component in ship fuel, but is also a good input for the chemical industry and can be used as fuel for industrial furnaces.

“We also produce oil shale gasoline and alkylresorcinol fractions which are used, for example, in the resin and rubber industries,” adds Asmann.

The second pillar is heat and electricity, which the group produces using the gases generated during oil production.

Heat is supplied to the local network area, whilst VKG’s electricity production usually covers a considerable part of Estonia’s total output.

“Our annual energy production is approximately one terawatt-hour,” Asmann confirms.

Whilst focusing on the production of shale oil, VKG also continues developing projects in areas such as the circular economy, renewable energy farms, and bioproducts.

“Our new business verticals support the principles of sustainability and help us to develop a futureproof and responsible enterprise,” he acknowledges.

OIL SHALE SUPPLY

Oil shale excavation at VKG takes place at the Ojamaa mine, which opened in 2010 and was the most modern underground mine in Europe at the time.

Excavation takes place 30 to 60 metres underground, where the group extracts about six million t of mineral mass with conveyors straight to the enrichment plant and, from there, to the oil production plants.

“Just like oil production, mining takes place 24/7, which places high demands on the efficient logistical management of people and machinery and sets very strict requirements for environmental and work safety,” Asmann asserts.

“Things like hydrology, risk of collapse, sufficiency of ventilation, and dust generated during transportation are monitored daily.”

For a long time, the Ojamaa mine has been a stable supplier of raw material for VKG, but today, its resources are nearly depleted.

The group is therefore opening a new mine in the immediate vicinity, which will ensure the supply of oil shale for VKG until 2058.

On the other hand, it must also take EU climate policy developments into account and constantly assess the sector’s competitiveness in the framework of the EU Emissions Trading System (ETS).

“As it takes about five years from starting the mining operations to achieving full capacity, we have to be convinced that our company will remain competitive for at least 15 years to come,” emphasises Asmann.

VKG is investing up to €75 million in the new mine, including infrastructure, machinery, connections, and environmental protection solutions.

“The new mine is designed to meet today’s requirements – a well-planned extraction scheme, smart water management, minimal footprint aboveground, and maximum safety underground,” he informs us.

BIOPRODUCTS PLANT

Alongside its investment in the new mine, VKG is developing a bioproducts plant, a key project in the group’s shift from an oil shale-based industry to more sustainable production based on biomaterial.

Approximately half of Estonia is covered with forests, but the country lacked a proper pulp industry; pulpwood was mostly exported to Scandinavia without adding value to it.

“We found that VKG has the means, capital, and skills to enter the production of bioproducts and that our country needs this economic sector,” Asmann acknowledges.

In 2022, the group therefore launched preparations for a modern pulp mill project with an annual production capacity of nearly 500,000 t.

Several important interim goals were reached by VKG over the past year, whilst the local government has established a designated spatial plan.

This means the spatial solution is in place and the group can move forward with detailed design and construction preparations.

“We have entered into a long-term wood supply agreement with the State Forest Management Centre (SFMC), which will ensure a stable and sustainable raw material supply for the plant for 10 years after it starts operating,” confirms Asmann.

“The land necessary for the plant is also ensured. These three steps – planning, land, and raw material – are critical in every large-scale project.”

ECONOMIC AND ENERGY IMPACT

Importantly, VKG is not alone in supporting the project – the bulk of Estonia’s forest owners, the SFMC, and the Estonian Private Forest Union have all seen its potential to create a stable domestic output of pulpwood.

“In other words, we are not building a factory on account of forests but creating greater added value for wood within the existing allowed felling volumes,” Asmann explains.

The economic impact of the mill is clear, adding an estimated €500 million worth of value to the Estonian economy every year.

Moreover, it will create approximately 250 direct jobs and up to 1,000 indirect jobs in the supply chain and the service sector.

The mill will also be an important energy producer, generating more than 800 gigawatt hours (GWh) of green electricity a year and supplying heat to the local network.

“This will support Estonia’s energy security during a period when old production facilities are forced to be shut down but new ones have not yet been built,” outlines Asmann.

“The next big step is engaging a strategic partner; we have started negotiations with potential partners in cooperation with AFRY Capital, a leading adviser in the global pulp and bioindustry,” he reveals.

VKG’s message is simple – this is a project that clearly meets the unfulfilled demand in the market for adding value to pulpwood, aligns with Estonia’s climate goals and economic interests, and is welcomed by the Estonian government and local community.

“The latter is no longer elementary in today’s world.”

COMPETITIVE RENEWABLE POWER

In addition to the bioproducts plant, VKG is engaged in the development of wind, solar, and battery farms, particularly in the vicinity of its current production facilities, in order to find maximum synergies with existing production activities.

“Our aim is to add competitive renewable power to Estonia’s energy portfolio and use it to partly cover the industry’s own electricity needs,” Asmann sets out.

The projects are currently in the planning, environmental impact assessment, and network connection design phases.

VKG is working in cooperation with local governments, communities, and the system operator and plans to make the investment decision on a battery farm in Q1 2026.

In recent years, the group has consistently improved the energy efficiency of oil production.

At the same time, VKG is preparing a pilot project to explore post-incineration carbon capture from the flue gases of one of its Petroter plants.

The focus is on solutions that would be technically feasible considering the specifics of its moist flue gases whilst also being suitable for large-scale applications in the future.

“This supplements the incentives offered by the EU ETS and is a practical step towards reducing our footprint,” highlights Asmann.

Over the last two years, VKG seriously analysed the possibilities of chemically processing plastic waste.

It has abandoned the project for now due to the infancy of the technologies, however the circular economy sector remains of interest.

“We are not excluding the possibility of returning to the plastic waste project and are also exploring the possibilities of reusing oil shale ash,” Asmann states.

THRESHOLD OF NEW GROWTH

VKG is evidently a very capable partner in implementing large investments and has the technical knowledge, financial capability, and practical experience to manage complex industrial projects.

It also has well-established industrial infrastructure – heat, electricity, roads, railway connections, and vicinity to deep-water ports – all of which help to optimise both the timeline and capital cost of developments.

In addition, the group is located in an area that has historically been an industrial region.

“Today’s industry naturally adheres to the strictest environmental and living environment requirements, but establishing new factories and developments in a region with an industrial heritage is significantly smoother than in areas where work has to be done to start explaining what large industry even means,” insights Asmann.

The further development of large industries is a great opportunity for Estonia’s economy, one that VKG and its development projects have an important role and unique position in.

“We have the entire chain – the mine, oil plants, energy complex, logistical infrastructure, and an international client base,” he acclaims.

“This means we have a stable core activity, an experienced team, and a region where industry is a natural part of everyday life. It’s a strong foundation on which we are building a forward-looking business strategy.”

VKG has therefore clearly positioned itself on the threshold of new growth.

The production of bioproducts, a new mine to ensure raw material supply for decades, wind farms to add renewable energy to its portfolio, and carbon dioxide reduction projects – these are concrete developments moving to the investment decision stage.

“All of these projects are based on the industrial foundation of Ida-Viru County – the functioning infrastructure and export structure, experience, and competence.”

STRATEGIC GOALS

Of VKG’s strategic goals, the security of raw material supply and development of new business areas beside shale oil are the most important.

By the end of this year, it will finally achieve the capability to launch the new mine at maximum capacity and initiate the smooth transfer from the Ojamaa mine both technically and in terms of labour, with risks well under control.

“We will also complete the reconstruction of oil production units, meaning we can work with well-maintained equipment for the next five years,” he adds.

In the development of new business areas, the bioproducts plant is a key priority where the engagement of a strategic partner and initiation of the design process are critical benchmarks.

“In the short-term, we want to produce approximately 685,000 t of oil products in 2026 and do it safely. As our product is a commodity and the price is shaped in the global oil market, our financial goal depends on our ability to produce as efficiently as possible,” Asmann concludes.

“We would also like to contribute to national economic and climate policy issues. I personally contribute to the public discussion as the Chairman of the Board of the Estonian Chemical Industry Association and a member of the council of the Estonian Employers’ Confederation.”

The post Viru Keemia Grupp : Oil Shale for Estonia appeared first on EME Outlook Magazine.

AN ENDURING ESPORTS LEGACY

Established in 1997, SK Gaming (SK) is the longest-standing active esports organisation in history and has helped to define competitive gaming for nearly three decades. 

From the early PC tournaments of the late 1990s to the global arenas and professional gaming infrastructure we see today, the world of esports has certainly evolved rapidly.  

At the heart of SK’s journey to success is CEO and co-Founder, Alexander T. Müller, one of esports’ earliest architects and a long-time advocate for its legitimacy as both a competitive and cultural force. 

Müller also co-founded the Electronic Sports League (ESL) in 2000 and has been integral to shaping the evolution of the gaming space.  

“If you go back 30 years, this was really the beginning of the PC era with advanced graphics and also the emergence of internet connectivity,” he opens. 

What followed was not simply technological progression, but a fundamental cultural shift that reshaped how people connected, competed, and entertained themselves.   

In its earliest form, gaming was a shared experience where friends gathered around a single PC or console to compete with one another on the same screen – a level of intimacy that changed rapidly as networks expanded.  

“With the advent of local networks and internet connectivity, players could suddenly compete with people they didn’t know from all over the world,” Müller shares.    

The globalisation of gaming quickly triggered a natural escalation in ambition amongst players that Müller attributes to human nature.  

“It’s part of being human – competing with one another, testing your limits, and seeing who comes out on top,” he observes. 

As such, though the gaming industry provided the hardware, the competitive driving force behind its growth came from the community itself.  

Indeed, as gaming technology continued to mature, graphics improved, balance within games became more refined, and virtual environments stabilised.  

This led to the rise of mobile gaming in the late 2000s, representing an enormous leap in accessibility.  

Future advancements in the sector are expected from immersive formats such as virtual reality (VR), but for now, esports has entered what Müller describes as a settled phase – focused on professionalism and structure rather than rapid escalation.  

A BRIEF HISTORY 

SK’s story began with a small group of friends in Oberhausen, Germany, who shared not only entrepreneurial spirit but also an intense competitive streak.  

“The founding members of SK were all huge sports fans – one even played professional football in the 2. Bundesliga,” Müller informs. 

Gaming became a natural extension of that sporting mindset for the group, particularly at a time when traditional media offered little that resonated with younger audiences.  

“As young people, they of course played sports and board games, but the discovery of the PC opened their eyes to a whole new world,” Müller smiles. 

Games such as Quake introduced the friends to true team play that required coordination, practice, and tactical discipline.  

They soon emerged as Schröt Kommando – SK’s inaugural esports team – and continued developing at a grassroots level in Oberhausen.  

Meanwhile, Müller was busy building esports from the institutional side in Cologne.  

As co-Founder of ESL, his focus was on leagues, tournaments, and infrastructure – until a defining moment in December 1999 when he witnessed Schröt Kommando in action for the first time, competing at the Quake 3 tournament final in Duisburg. 

1,300 people filled the venue, with the final’s broadcast featuring exciting live commentary.  

“This was the moment I fell in love with SK. However, as the league and tournament organiser at the time, I knew I had to decide between working with the team or managing the league,” he reflects.  

Ultimately, as a competitive individual himself, Müller decided to support the team, which soon made its mark as the first European team to dominate a Cyberathlete Professional League (CPL) competition, winning the CPL Pentium 4 Summer Championship in Texas, US in 2002.  

The following year, SK’s Counter-Strike team won all four major international esports tournaments, which Müller describes the ‘grand slam’ of the gaming world.  

“At this point, SK was well and truly on the map and became a role model for other organisations to follow in its footsteps,” he tells us. 

SAFEGUARDING THE GAMING COMMUNITY 

Today, SK’s headquarters in Cologne can be considered the pinnacle of modern esports in Europe.  

The 2,000 square metre facility houses state-of-the-art training rooms, broadcast studios, a gym, and even an in-house chef, ensuring SK’s competitive teams are extremely well looked after.  

“We understand gaming is a huge part of youth culture, and we intend to be a responsible brand within this space,” Müller prides.   

In addition to being the training ground of SK’s top team, the Cologne headquarters is also a fan-facing venue. 

Thanks to the organisation’s ongoing partnership with technology giant Sony, it has access to broadcast-grade cameras, lighting, sound, and display technologies.  

Originally built for Berlin’s famous Center Potsdamer Platz, the facility’s ground floor also features a massive 4K crystal LED wall.  

This makes it the ideal venue to host tournament broadcasts and showcase major esports events, creating a unique stadium atmosphere.  

SK’s commitment to being a responsible steward for today’s esports space also manifests itself in the brand’s dedication to diversity, equity, and inclusion (DEI).  

Its DEI work dates back to the early 2000s when the organisation was heavily invested in representing female Counter Strike teams, however institutional limitations around inclusivity hindered progress. 

Eventually, SK shifted its focus towards more inclusive games, particularly League of Legends and Valorant, and in 2021 partnered with Deutsche Telekom on the Equal Esports initiative, creating equality for women and non-binary players in esports and gaming. 

“We made it clear to Deutsche Telekom from the outset that this was not a one-year campaign, but a long-term commitment,” Müller assures.  

This ongoing collaborative initiative provides professional infrastructure and safe competitive environments, with the long-term aim of mixed teams competing at the highest level. 

“In esports, talent should be the only thing that matters – but first, you must build the correct environment and infrastructure to support this,” he adds.  

PROLIFIC PARTNERSHIPS 

Having utilised nhow Hotels (nhow) for many years to host its players during international tournaments, SK is collaborating with the brand today to create first-choice accommodation options for streamers, content creators, and professional esports teams. 

“Over the years, we’ve refined this concept with nhow, which means today we find everything we need at their hotels – PCs, gaming laptops, and fast connectivity,” Müller clarifies.  

In collaboration with the hotel brand, SK has now co-designed fully equipped gaming rooms that quickly earned the highest reservation rate in the group.  

“The gaming rooms are always booked up months in advance, which is a huge success!” he acclaims.  

At nhow’s Berlin site, SK has also established a satellite training facility to support its League of Legends EMEA Championship team when competing in the city, whilst Cologne remains its operational base.  

“As a brand, nhow understands everything we do in gaming and what players want.    

“It’s a well thought-through concept that is perfectly in tune with our requirements and those of the wider gaming community,” Müller insights.

“SK has not only provided nhow with visibility, but also integrated gaming into their product.” 

As a result, and based on its success in Berlin, nhow is expanding its presence further across Europe.  

Elsewhere, SK has collaborated with its partner and shareholder REWE Group (REWE) to develop a new low-sugar vitamin water+ product designed to enable sustained focus for gamers.  

“When competing at the highest level of esports, you don’t have the luxury of 20 to 30 minutes to ‘get in the zone’ – you must be there from the first second,” Müller sets out.  

As such, many gamers have historically turned to energy drinks for a quick boost, however they are often sugary and not the healthiest option.  

Nutrition, Müller explains, plays a key critical role in players’ ability to focus and perform.  

Therefore, SK devised a vitamin water+ product that is refreshing, healthy, flavoursome, and provides players with the correct intake of daily supplements.  

“Crucially, the sugar content also had to be low. For us to put the SK brand on something, it had to be responsible,” he emphasises.  

Today, SK’s vitamin water+ is available all over Germany at REWE supermarkets, sold at just €0.99 per bottle, making it a truly accessible alternative to energy drinks for gamers and non-gamers alike.

AN IMPORTANT MILESTONE 

For Müller, few moments define SK more than its victory at the ESL One Cologne 2016 Counter-Strike: Global Offensive. 

“Winning a CPL world championship in 2002 and then coming back 14 years later and winning ESL One in 2016 – that’s an insane achievement in esports,” he says. 

Also securing the ESL One title the following year in 2017, SK is the only team in history that’s won the tournament in back-to-back years. 

With the 10-year anniversary of SK’s historic ESL One victory fast approaching in 2026, it is excited for the opportunity to celebrate its resounding success.  

Indeed, the organisation plans to celebrate its legacy not by chasing another title, but by honouring the fans, players, and moments that built the brand. 

“Looking back on that winning moment from 2016 still gives me goosebumps today. Some achievements get lost over time, but we don’t want ours to ever be forgotten – the 10-year anniversary is the perfect way to celebrate this.” 

Müller reflects on SK’s historical ESL One win and much more in his book – released exclusively in Germany in 2025 and soon to be translated and made more widely available to international audiences. 

Innovation is and always has been part of SK’s DNA and exploring new areas of development is something it is always eager to do. 

Indeed, redefining the brand for 2026, the organisation is adding new artwork to enhance its storytelling abilities and overall vibe.  

SK is also partnering with great new players, teams, and content creators which it is excited to work with in 2026.   

Looking ahead, Müller believes esports is entering a new phase focused on stability, sustainability, and longevity, which he anticipates SK playing a crucial role in guiding as one of the biggest brands in the industry.  

“We’re redefining how we communicate and want to make sure the community understands we are spearheading a movement that pushes the ecosystem into stability,” he passionately concludes.

The post SK Gaming : An Enduring Esports Legacy appeared first on EME Outlook Magazine.

A BLUEPRINT FOR VISIONARY INFRASTRUCTURE

Since our last interaction with Somet, several noteworthy developments have unfolded for both the company and those venturing to Romania.  

“We have begun the execution of the Metro 6 (M6) line on the Bucharest Metro, which will connect our capital city to the largest airport in the country – Henri Coandă International Airport in Otopeni,” updates Andrei Stanciu, CEO.  

The public transport network, which covers almost the entire urban area, will now link part of the subway system to Romania’s busiest airport, situated 10 miles north of Bucharest.  

This provides several benefits, including enhanced convenience and accessibility, economic growth, and a positive impact on the community and environment by reducing traffic congestion. 

“The contract, known as M6 Package 1.2, involves the construction of six metro stations along with tunnels. This year, we also signed a significant contract for the M6 line, referred to as M6 Package 2,” he adds.  

In the two years that have passed following our last conversation with Somet, the company has evidently been busy focusing on various projects.  

Another considerable endeavour is the large laser site in Măgurele, part of the Extreme Light Infrastructure – Nuclear Physics (ELI-NP) facility which recently reached a record power of 10 petawatts (PW), the highest in the world.   

This is a meaningful project for Somet, as Romania is pushing the boundaries of science and technology.  

The ELI-NP is an important research centre for areas such as medicine and managing nuclear waste materials, and the company is helping to construct and equip the new High-Power Optics Centre, which, once completed, will manufacture components and mirrors.  

This is alongside the modernisation of Henri Coandă International Airport and the consolidation of necessary structures.  

“It is a challenging project because it is being done whilst the airport is in operation,” Stanciu declares.  

Playing a crucial role in connecting Romania to the rest of the world, Henri Coandă International Airport is an essential part of the country’s transportation infrastructure, with a processing capacity of six million passengers per year. As such, Somet’s work is integral to its operations.  

A TRANSFORMATIVE IMPACT

Successful completion of the M6 line will also greatly benefit passengers, and Stanciu notes that the project is progressing well, with effective advancements and increased production to help tackle the country’s transport challenges. 

“Drumul Național 1 (DN1), the road along which the M6 line is being built, and its intersection with the Bucharest Ring Road are the busiest in Romania with the highest daily traffic. Near this intersection, the project includes a multi-story parking lot.”  

“Various measures are being implemented to minimise environmental impact during construction, including dedicated truck-washing equipment, building monitoring, and logistics and suppliers with specific certifications,” he adds.   

The M6 line is a key project for Somet and exemplifies the positive impact of its expanded management team. The company’s dedication and ongoing investment in training have additionally led to increased efficiency and better project execution. 

“We have a growing and very capable team in which we invested a lot of time, and we have continue to search for bright and dedicated people,” informs Stanciu.  

“We periodically participate in training modules dedicated to our company. For instance, this year, we had three different ones, with key people being the main focus. Without them, growth is too risky.”

INNOVATIONS IN CONSTRUCTION

Somet’s sister company, CONSPEC, plays a crucial role in contributing to the business by providing essential services and solutions that complement its offerings. 

“CONSPEC manages the construction equipment we have, but recently it has also acquired its own equipment, such as cranes, excavators, front loaders, trucks, concrete pumps, and more. We also have a strategy to grow this business,” Stanciu outlines.  

This expansion strategy is part of Somet’s larger vision to enhance its services in the construction industry by demonstrating its dedication to modernising operations through cutting-edge equipment and state-of-the-art machinery.  

“The machinery we recently acquired is an excavator capable of digging from ground level to a depth of 25 metres. Additionally, the software we implemented this year includes a couple of IT robots that automate various processes within the company. 

“However, one of the standout achievements is the implementation of a prefabricated column launched inside a barrette under bentonite protection, a groundbreaking innovation that, to our knowledge, has not been seen before in Romania,” Stanciu prides. 

This significant project has garnered attention in local news, illustrating Somet’s leadership in adopting novel technologies.  

The company also conducted thorough research across Europe but found no similar examples, further emphasising its pioneering efforts in the construction industry.

MAKING STRATEGIC ADVANCEMENTS

Somet has recently completed various types of hotels and residential projects, whilst facing key challenges in these sectors. 

“We have completed works for three hotels in the Romanian capital – Courtyard by Marriott Bucharest Floreasca, The Marmorosh Bucharest, Autograph Collection, and Novotel Bucharest City Centre. As for residential, there are quite a few; the most recent one we completed is Atria Urban Resort Phase 3. A beneficiary just launched the tender for Phase 4, and we are participating.  

“One of the key challenges for these types of projects is the high percentage of manpower required from the total selling price, meaning out of the entire turnover, the labour cost is higher than, for example, an infrastructure project,” Stanciu informs us.  

The company anticipates strategic developments in the coming years to sustain its position in the underground infrastructure market and remain competitive. 

“We are following other upcoming metro projects like the Metro 5 line as we keep expanding our team. Also, we participated in the tender for the Metro 4 line extension, which is currently under evaluation by the beneficiary,” he reveals.  

To support this, Somet employs a strategic approach to procuring materials and services for its diverse range of projects. 

“We have a dedicated procurement department and are focusing on buying locally as much as possible, but sometimes also from abroad,” comments Stanciu.  

Key plans and priorities for Somet in the next 12 months include achieving defined goals. 

“We have a specific target for next year of around €70 million in turnover, and are entering another sector – wind farms,” he enthusiastically concludes.  

As the company forges ahead with innovative projects such as the M6 line and continues to strengthen its capabilities through a skilled team and advanced technologies, it is making a lasting impact on the region’s infrastructure landscape. 

Somet is indeed actively structuring the future of transportation, underpinning its mission to improve connectivity in Romania.

The post Somet : A Blueprint for Visionary Infrastructure appeared first on EME Outlook Magazine.

CONNECTING PEOPLE AND IDEAS

Following a year of transformation and solid growth, we revisit GO Plc (GO) whose continued investment in Malta’s digital infrastructure remains significant.  

In 2024, the company achieved record results by generating €244.9 million in revenue – up 3.8 percent year-on-year.  

It also completed a nationwide fibre roll-out, making Malta a ‘true fibre island’ and a frontrunner in Europe in terms of coverage.  

“We’re seeing ever greater demand for high-capacity fixed mobile connectivity, which is why GO’s island-wide roll-out now covers almost the entire country.  

“Users can now experience speeds of 10 gigabits per second (Gbps),” introduces Nikhil Patil, CEO. 

Elsewhere, the company has expanded beyond traditional telecommunications (telecoms) having pushed ahead with its ventures into the energy sector.  

“Following our 51 percent acquisition of AQS Med (AQS) late last year, we launched GO Energi, a solar-financing service that makes photovoltaic (PV) installations affordable by offering zero upfront cost,” Patil informs.  

Indeed, with the Maltese telecoms market advancing rapidly, many operators are diversifying into cloud, entertainment, and Internet of Things (IoT).   

In 2024, GO’s subsidiaries followed suit, with BMIT Technologies p.l.c. (BMIT) growing its cloud and data centre services, CyberSift Holdings Ltd expanding into advanced cybersecurity platforms, and energy offshoots AQS and SENS Innovation Group Ltd rolling out solar leases and electric vehicle (EV) chargers. 

In addition, GO’s acquisition of Klikk – a retail chain focusing on all things digital – means that it’s even better positioned to serve customers’ needs through hardware and retail support, representing digital inclusion in its most tangible form.  

All these initiatives flow directly from the company’s ultimate purpose – to drive a digital Malta where no one is left behind. 

50 YEARS OF SUCCESS

As Malta’s technology industry faces headwinds – from rising costs and heavy investment requirements – supply chain inflation and the need to replace legacy copper networks have begun to impose both financial and logistical challenges on the sector.  

“We’ve navigated these obstacles by sharing resources across the GO group and focusing on efficiency,” Patil tells us.  

For example, the company’s automated network tools have enabled it to resolve 88 percent of internet faults remotely.  

When it comes to standing out from the competition, GO leads the market, having delivered the fastest growth in broadband subscribers in Malta thanks to its superior network quality and innovative offerings.  

With the country’s telecoms landscape continually moving towards full fibre and 5G coverage, bundled digital services, and greener operations, GO remains at the forefront. 

Having grown exponentially over the past five decades, the company has transformed from a national telecom monopoly into a fully-fledged digital services group.  

With this year marking GO’s 50th anniversary, Patil considers what this important milestone means to the company.   

“Celebrating 50 years is about reflecting on all those achievements – record numbers of customers connected, new technologies pioneered, and millions of families and businesses empowered,” he smiles.  

More than just nostalgia, half a century in operation also underlines GO’s commitment to the future, reinforcing its mission to be ‘Malta’s catalyst for digital and sustainable transformation’. 

On a mission to drive a digital Malta where no one is left behind, achieving this milestone demonstrates the company’s purpose in action through resilient infrastructure, constant reinvention, and by serving every corner of the island.  

“As CEO, I see this anniversary as both a celebration of our legacy and a springboard for the next 50 years of innovation and impact,” Patil emphasises.

STRATEGIC PRIORITIES

Having completed its full fibre roll-out, over 392,000 homes across Malta are now supplied by GO’s new network, meaning every town and village on the island and in neighbouring Gozo are fibre connected.  

Almost all of the company’s fixed-line customers are already using fibre, and the few remaining pockets – mainly in Valetta’s historic centre – will be connected imminently.  

“This achievement makes Malta one of the most digitally connected countries in Europe,” Patil insights. 

Importantly, having truly universal fibre means GO can now switch off its old copper networks and focus on delivering cutting-edge services and fast Gbps speeds to every home and business.  

“This fibre completion is GO’s proudest project to date as it future-proofs Malta’s connectivity for decades,” he adds. 

International connectivity is a strategic priority for GO as it is for Malta, and the company has historically been at the forefront in this respect, investing heavily in submarine infrastructure to reinforce the country’s links to the globe.  

GO’s submarine cable network comprises three fully independent systems – two connecting Malta from local diverse points and landing on the east and west coasts of Sicily, and its most recent cable system, LaValette, that directly connects Malta to France and Egypt.  

LaValette in particular, commissioned in 2021, was the first ever cable to land on Malta’s west coast, providing new diverse capabilities to the nation and, unlike any live current system in service, bypasses Italy completely.  

LaValette also lands directly in a global data centre where hyperscalers and Tier 1 providers of infrastructure are present.  

GO is continuously maintaining its submarine infrastructure, which involves upgrading capacity and equipment from time to time to address both the additional bandwidth and operational requirements of its customers and the nation in general.  

“These upgrades involve installing the latest coherent optical transmission technologies, substantially increasing our cables’ capacity,” Patil explains.  

In fact, the company has done this before in a previous major upgrade, and it expects similar multiplier gains as it goes along with the next upgrades which are currently underway.  

“GO will remain the only Maltese operator with fully redundant, ultra-high-capacity connections, spanning from our core infrastructure to mainland Europe,” he prides. 

This means richer connectivity, lower latency, and higher available bandwidth for customers and businesses, alongside a stronger, more secure digital gateway for the nation.  

“It’s another example of GO investing in critical infrastructure ‘in the background’ to keep Malta at the forefront of global connectivity and a place where no one is left behind,” Patil reflects. 

A LIVING SHOWCASE OF SUSTAINABILITY

GO’s new headquarters in Żejtun is designed to be a living showcase of sustainability, aligning perfectly with the company’s green vision.  

This building is amongst the most advanced net zero facilities on the island, equipped with over 3,000 solar PV panels integrated into the roofs, walls, and car parks, which generate around 1 megawatt hour of renewable energy daily.  

The campus has extensive water-saving features, including a large reservoir to capture rainwater for reuse in flushing and irrigation, and motion-sensor lighting and heating, ventilation, and air conditioning (HVAC) systems that only activate when areas are occupied.    

“Even our vehicle fleet at Żejtun has been electrified, lowering fuel use, and we’ve consolidated teams on-site to reduce the need to commute,” Patil details. 

By moving employees into a solar-powered, 100 percent electrified building, GO has taken major green steps which align with its commitments to reducing carbon and replacing old copper with fibre.  

“Every aspect – from energy generation to materials and operations – is geared to cut emissions,” he highlights.  

In short, Żejtun is not just a workspace – it is GO’s tangible pledge in brick and mortar that a sustainable, low-carbon future is fully compatible with a world-class telecoms service. 

Elsewhere, the company has made steady progress towards its goals of reducing its carbon footprint by 42 percent by 2030, and 90 percent by 2050, in line with the Paris agreement.  

Its complete fibre network, for example, is inherently greener than the old copper grid, delivering three to five times more bandwidth per watt.  

Employee behaviour is also changing, with the company having introduced a ‘GO Green’ training programme, which encourages staff to think ‘energy first’ in everything they do – from virtual meetings to supplier choices.  

Although these initiatives have significantly lowered GO’s emissions intensity, Patil notes how it is still too early to give a final percentage.  

“Qualitatively, the changes are real. For example, consolidating IT into our new energy smart data centre and moving to paperless billing have already shaved off measurable greenhouse gas (GHG) emissions,” he notes.  

Importantly, the company has set these goals scientifically and regularly monitors progress.  

“So far, we are on track, with our investments in renewables, energy efficiency, and sustainable offices giving us confidence that we will meet our 42 and 90 percent respective targets on schedule.” 

For GO, sustainability is not just a one-off project but part of its DNA, and the company’s green outlook is evident in its robust approach to carbon accounting. 

FUTURE PRIORITIES

In addition to its environmental targets, GO has set a range of strategic goals across business, technology, and social fronts.  

“We have five clear strategic pillars guiding our future, including ‘investing in a digital Malta’ and ‘providing the best customer experience’.” 

As it aims to continue growing the country’s digital economy, GO is rolling out even more fibre-based services and cloud offerings.  

Over the past six years, it has returned over €154 million to shareholders, and it intends to maintain a balanced capital-allocation strategy, continuing dividends whilst investing aggressively in innovation such as fibre, networks, green energy, and start-ups.  

The company also prioritises digital adoption; having built ubiquitous coverage across the island, its next targets include increasing household uptake of high-speed plans and bundled services.  

“Internally, we have a goal to become a fully digital enterprise – automating more processes, embracing artificial intelligence (AI) and cloud – to stay lean and responsive,” Patil comments.  

It also plans to accelerate services like GO Energi – which is aiming to become Malta’s top clean-energy provider by leveraging the company’s existing 500,000+ connections – alongside expanding content and smart-home bundles. 

Additionally, it is growing its corporate venture capital firm, GO Ventures, and its burgeoning portfolio in HealthTech and FinTech.  

The company also has human capital and environmental, social, and governance (ESG) goals, with one strategic pillar being to ‘be the best place to work and grow.’  

As such, GO continually strives for top marks in employee engagement and diversity because it knows that attracting talent fuels innovation.  

“Our combined aim is to make GO indispensable to Maltese life – not just for connectivity, but as a trusted partner in technology, media, and sustainability,” he posits.  

Whether customer, shareholder, or community-focused, all these non-carbon targets are fully aligned with the company’s core purpose and are measured year-on-year.  

Looking ahead, Patil wants GO to be remembered as Malta’s catalyst for digital and sustainable transformation, whether through trialling even newer wireless technologies, expanding cybersecurity, or helping government and industry harness AI and 5G.  

The company’s purpose of achieving a connected and inclusive Malta guides it every day, with each of GO’s achievements a team effort thanks to the diligence of its dedicated teams.  

“In collaboration with our broad range of subsidiaries and partners, we remain committed to investing, innovating, and caring – ensuring that as Malta’s technology evolves, GO will be there, connecting people and ideas for decades to come,” Patil passionately concludes.

The post GO Plc : Connecting People and Ideas appeared first on EME Outlook Magazine.

THE TECHNOLOGY LEADER SHAPING GLOBAL ENERGY

A flagship of Croatian and regional industry, KONČAR Group (KONČAR) has evolved over the past century from a small workshop into the nation’s leading net exporter and a globally recognised technology leader.  

Today, the company stands as a symbol of strength, quality, and reliability, with a presence in more than 130 markets worldwide.  

This unique European story of excellence, dedication, and vision began on 24th January 1921 in Zagreb, the capital of Croatia, with the founding of Elektra Inc. (Elektra), a business focused on electrical and mechanical engineering.  

That same year, Elektra became part of the international giant Siemens, and from 1945, operated as Rade Končar.  

In 1947, the company launched its serial production of transformers, which began with voltages of up to 35 kilovolts (kV), alongside the production of small oil-filled and dry-type instrument transformers for distribution networks and industrial facilities.  

A year later, Rade Končar reached a major milestone that would shape its future – marked by technological breakthroughs and significant contributions to global engineering and science.  

This milestone was the first RK generator, with a capacity of 24 megavolt-amperes (MVA), voltage of 10 kV, and weight of 220 tons, produced for the Mariborski Otok hydropower plant (HPP) in Slovenia.  

After 40 years of successful operation, the generator became a museum exhibit and one of the company’s historic symbols.  

Since January 1991, just a few months before Croatia declared independence in June, the company has operated as KONČAR.  

Today, it is recognised as one of the most prominent examples of technical expertise and business success in modern industry.

A TRACK RECORD OF EXCELLENCE

Over the decades, KONČAR has manufactured and revitalised more than 700 generators and successfully delivered over 400 HPP construction and refurbishment projects worldwide – either independently or in collaboration with partners.  

Today, the company is best known for its expertise in power transmission and distribution, particularly in the development and production of transformers.  

To date, it has manufactured and delivered nearly 500,000 transformers, including various types, voltage levels, and capacities.  

With KONČAR transformers operating in almost 120 countries, they represent the most globally distributed Croatian industrial product.   

In addition to its core areas of expertise, the company stands as an undisputed regional leader in renewable energy, power engineering, urban mobility, and infrastructure, as well as digital solutions and platforms.   

This leadership is firmly supported by key performance indicators (KPIs). For example, last year marked KONČAR’s fifth consecutive year of record-breaking results across all key financial metrics, highlighted by major development milestones and strategic partnerships.  

In 2024, the company also achieved consolidated revenue from the sale of products and services exceeding €1 billion, representing an 18.1 percent increase compared to the previous year.  

An additional measure of KONČAR’s continued growth was its order book, which surpassed €2 billion as of 31st December 2024 – an increase of 43 percent compared to the beginning of the year.  

Moreover, newly contracted business in the same year amounted to €1,667.4 million, up €357.3 million from 2023.  

KONČAR continued its steady upward trajectory in the first half of 2025, with Q2 marking over five years of uninterrupted growth.  

Compared to the same period in the previous record-setting year, the company achieved a notable increase in consolidated revenue from product and service sales, underscoring its robust market position and operational efficiency.  

KONČAR’s strong global competitiveness and the synergy among its companies are best reflected in the export share, which made up a significant majority of total revenue.  

Positive developments were also recorded in newly contracted business, further reinforcing the foundation for continued expansion in the coming periods.  

Meanwhile, the book-to-bill ratio in the first half of 2025 stood at 1.4, driving the order book to a record-high value of €2.3 billion.   

AMONG EUROPE’S LEADING TECHNOLOGY POWERHOUSES

In recent years, the global energy sector has entered its most intensive phase of the green transition.  

This socioeconomic shift is increasingly evident in the power industry, which is now facing unprecedented demand for high-tech equipment and solutions – particularly in the power transmission and distribution segment.  

Thanks to its competitive and globally recognised portfolio, KONČAR has leveraged these market opportunities to achieve historic growth rates and strengthen its position on the international stage like never before.  

With top-tier, custom-made products and solutions tailored to meet even the most demanding requirements of customers worldwide, KONČAR has entered a new era of power engineering as a firmly established company among Europe’s most relevant technology manufacturers.   

KONČAR’s export performance remains a clear indicator of its strong global positioning and the synergy across its companies.  

In the first half of 2025, exports made up a substantial majority of total revenue from product and service sales, further reinforcing the company’s role as Croatia’s leading net exporter.  

Compared to the same period in 2024, exports saw a significant year-over-year increase. The European Union (EU) contributed the most to this growth, with EU countries accounting for the dominant share of KONČAR’s total exports.  

Among the most prominent export destinations are Germany, Austria, and the Netherlands, whilst notable breakthroughs have also been achieved in Scandinavian markets, particularly Sweden and Norway, where KONČAR is actively involved in strategic national energy infrastructure projects.  

POWERING THE US’ SUSTAINABLE FUTURE

Despite unfavourable forecasts earlier this year related to US administration policies and proposed tariffs, KONČAR achieved significant additional breakthroughs in the US market during the first half of 2025.   

“According to financial reports for the first half of the year, KONČAR recorded substantial revenue growth from product and service sales in the US and Australian markets, more than double the same period last year. This growth was primarily driven by solutions in the power transmission and distribution segment, where KONČAR has been consistently strengthening its global competitiveness,” outlines Gordan Kolak, President of the Management Board.   

“In the US market, the most notable export performance came from KONČAR – Instrument Transformers, which achieved a significant year-over-year increase, reflecting the company’s growing presence and relevance in this strategic region. These results confirm the effectiveness of our long-term strategy and strength of our portfolio in key global markets.   

“Such deliveries primarily include transformers of various types and capacities, which serve as key components in major transmission network construction projects across the US market. For example, in just the past three months, we delivered 16 transformers rated at 245 kV and 525 kV to the US, which will be installed at the Heward and Freezeout substations in Wyoming, Little Snake substation in Colorado, and Coyote substation   in Utah. In addition, we supplied a larger number of transformers under two contracts with Dominion Energy, headquartered in Virginia,” he continues.   

Therefore, despite current developments related to tariffs, the US market remains highly promising and strategically important for KONČAR.  

As a result, the company is actively exploring further strategic partnerships and the potential for a local presence. 

JACK-OF-ALL-TRADES

Hydropower is a niche in which KONČAR holds a level of experience, expertise, and references matched by very few companies worldwide, as one of the areas where the Croatian company is highly recognised and respected on the global stage.  

Recently, KONČAR added two major strategic projects to its extensive portfolio – the €65 million revitalisation of the Haditha HPP in Iraq and the €80 million revitalisation of the Vidraru HPP in Romania.  

These complex and high-value projects not only mark new milestones in the hydropower segment but also reflect KONČAR’s strong global competitiveness, having been awarded them through international tenders.   

The company is also recognised in the field of renewable energy for its own wind power plant, Pometeno Brdo – Croatia’s first wind farm with a capacity of 20 megawatts (MW), built 16 years ago, which generates approximately 25 million kilowatt hours (kWh) of electricity annually.  

KONČAR has also built a strong track record in solar energy. In recent years, it has constructed around 10 large-scale solar power plants across Croatia for various partners and recently signed contracts for the construction of two new solar power plants in Slovenia.  

These facilities will be located near the Brežice HPP, a project in which KONČAR played a vital role.  

The plant features a nominal capacity of 45 MW and a flow rate of 500 cubic metres per second, with the company having delivered three generators with a maximum continuous output of 21.5 MVA, along with excitation and monitoring systems.  

In addition, KONČAR has installed integrated photovoltaic systems at nearly all its manufacturing facilities, significantly reducing the company’s carbon footprint, contributing to the decarbonisation of industry, improving energy efficiency, and – most importantly – leading the green industrial transition by example.

LEADING IN POWER TRANSMISSION AND DISTRIBUTION

Power transmission and distribution is a field in which KONČAR has long demonstrated its expertise, consistently reinforcing its reputation on the global stage – particularly within the EU.  

Whilst all business segments of the company have shown growth in recent years, this segment leads the way, driven by historically high market demand. 

Transformers represent the most powerful export lever within KONČAR’s production portfolio. As some of the most sought-after products in today’s power industry, they have played a key role in its overall achievements.  

KONČAR has also made notable development strides in the transformer segment, among them the delivery of transformers featuring bluemint® Steel, a high-quality transformer core material produced with 50 percent lower carbon dioxide emissions compared to conventional manufacturing processes.  

Additionally, KONČAR has developed a dedicated GREEN LINE of instrument transformers, which are shipped to customers worldwide.  

The share of transformers made with environmentally friendly materials continues to grow, with the largest volumes currently delivered to Germany, Sweden, Denmark, the UK, US, and Australia – further underscoring the company’s global competitiveness. 

In addition to KONČAR – Distribution and Special Transformers, KONČAR – Instrument Transformers and KONČAR – Power Transformers have also delivered outstanding results.  

Elsewhere, compared to the previous year, KONČAR achieved double-digit growth in product sales revenue, with a significant portion of that generated in the US market, further confirming its strategic importance and global reach.  

A key strategic milestone for KONČAR was the acquisition of Dalekovod, which created strong synergies between two experienced and capable companies actively engaged in some of the most important energy infrastructure projects across the EU.  

One notable example is the construction of a new 420 kV transmission line on the Vik – Sogndal route in Norway, which includes a crossing over one of the country’s largest fjords – just one of many major projects Dalekovod is delivering in the Scandinavian market.  

Thanks to its outstanding references, strong presence in demanding European markets, and the growing need for transmission network revitalisation, KONČAR – now further strengthened through strategic expansion – is poised to play a prominent role on the global stage in the years ahead.

ADVANCED TRANSFORMER MANUFACTURING

The unprecedented global demand for transformers and related equipment in the power transmission and distribution sector has introduced new challenges for the industry.    

One of the key components in transformer production is the transformer tank, for which market demand continues to rise. To effectively respond to this growing need, KONČAR has once again joined forces with Siemens Energy, a global industry leader and long-standing partner.  

Their successful collaboration dates back 30 years to the founding of KONČAR – Power Transformers in 1995. This joint venture (JV) between KONČAR and Siemens Energy, in which the former holds a 49 percent stake and the latter 51 percent, is now recognised as one of the world’s leading manufacturers of large power transformers. 

In July 2024, KONČAR and Siemens Energy established a new joint venture, KONČAR – Transformer Tanks (KTK), with KONČAR holding a 60 percent majority stake and Siemens Energy 40 percent.  

As part of this initiative, a state-of-the-art transformer tank factory is nearing completion at KONČAR’s site in Sesvetski Kraljevec in Eastern Zagreb.  

The facility will employ over 400 people, is scheduled to begin operations in early November 2025, and is projected to manufacture approximately 160 custom-made transformer tanks annually, tailored to meet the specific requirements of global markets and customers.   

“It’s important to note that KONČAR has previously manufactured transformer tanks independently. However, the establishment of KTK significantly enhances our capacity and competitiveness in this segment,” Kolak emphasises.   

“Strategic partnerships like the one between KONČAR and Siemens Energy represent a major step forward in strengthening European industry, advancing technological development, and positioning Croatia on the global energy transition map. 

“These collaborations allow us to expand production capacity, exchange knowledge and expertise, share risks, and improve market reach. Beyond boosting resilience and operational efficiency, such partnerships also create new jobs and open opportunities for mutual professional growth, innovation, and long-term business stability,” Kolak comments.

PIONEERING SUSTAINABLE URBAN MOBILITY

In the global race toward carbon neutrality, Croatia is making a meaningful contribution to Europe’s decarbonisation efforts – not only through the integration of renewable energy and digital transformation but also the electrification of public transport and modernisation of rail systems with sustainable, green solutions.  

At the forefront of developing advanced solutions for domestic urban mobility and infrastructure is KONČAR – Electric Vehicles (KEV), a company that leverages the knowledge and expertise of Croatian engineers.  

With a rich tradition of in-house development, its high-tech products and solutions in the field of urban mobility and infrastructure have become synonymous with quality, innovation, and reliability.  

A prime example is the latest generation of low-floor trains, widely regarded as Croatia’s most complex technological product. These trains embody the synergy of knowledge, capabilities, and competencies of local experts.   

After unveiling its first battery-powered train and accompanying charging station at InnoTrans, the world’s largest transport technology fair held in Berlin in September last year, KONČAR has delivered its most anticipated innovations to Croatian railways this year – battery multiple units (BMUs) and battery electric multiple units (BEMUs), along with supporting infrastructure.   

In May 2025, BEMUs – powered by a 100 percent electric drive and supplied with energy from both onboard batteries and the overhead contact line – entered service.   

Given a significant portion of Croatia’s railway network has still not been electrified, this hybrid technology offers an ideal solution    for sustainable, carbon-neutral long-distance passenger transport across the country.  

 The debut of KONČAR’s BMU on Croatian railways this September marked a significant milestone – positioning it as the only train of its kind in commercial operation globally.  

Both train types were developed under the Application of Green Technologies in Railway Passenger Transport project, funded by Croatia’s National Recovery and Resilience Plan 2021-2026.  

As part of the project, six charging stations were installed at railway stations in Split, Osijek, Varaždin, Bjelovar, Virovitica, and Pula.

THE BEST OF BATTERY POWER

BEMUs offer 157 seated and 158 standing places and are designed for an average daily range of up to 480 kilometres (km) and 18 hours of operation.  

They can be functionally coupled with the latest generation low-floor trains, enabling increased passenger capacity.  

On non-electrified tracks, BEMUs reach a maximum speed of 160 km per hour (km/h) using battery power whilst on electrified tracks, powered via the overhead contact line. The batteries can be charged either from the contact line or at dedicated charging stations.  

On the other hand, BMUs reach a maximum speed of 120 km/h and offer 113 seated and 114 standing places. The optimal range per charge is well over 100 km, with testing showing it can reach distances exceeding 200 km on a single charge.  

Like the BEMU, BMUs can be functionally coupled with the latest generation of low-floor trains, allowing for increased passenger capacity.  

Both train types are equipped with ramps for wheelchair accessibility and accessible toilets, as well as dedicated bicycle spaces.  

The entire passenger area is under video surveillance and features monitors for video content, visual and audio station announcements, and free onboard Wi-Fi for passengers. 

“KONČAR’s new battery-powered trains, among the first of their kind globally, are a clear testament to the fact we are not only keeping pace with much larger players but also leveraging our specialised expertise in highly focused technological niches, gaining a competitive edge. This positions us firmly among Europe’s most relevant high-tech manufacturers,” highlights Kolak.  

“These two examples of our latest technological achievements – developed together with supporting infrastructure for our long-standing partner, Croatian Railways – demonstrate that we are successfully responding to the global demands of the green transition, both industrially and infrastructurally.  

“Moreover, we possess all the prerequisites for a stronger presence in the European market, offering solutions for high-quality and long-term sustainable urban mobility,” he expands.  

SETTING GLOBAL STANDARDS IN CYBERSECURITY

Whilst this is the fastest era of technological advancement and digital transformation in human history, it is also one of the most turbulent periods in terms of global instability, threats, and uncertainty.  

From energy crises and supply chain disruptions caused by armed conflicts to macroeconomic volatility driven by shifting geopolitical dynamics, many of today’s industrial breakthroughs have emerged as direct responses to these global challenges.  

Smart cities, automated industries, and advanced urban infrastructure are becoming essential, with data networks and digital systems increasingly integrated into critical infrastructure.  

As a result, cybersecurity is no longer just a technological trend – it’s now a strategic imperative for all industry stakeholders.  

Croatia can proudly point to KONČAR as a globally competitive representative and regional leader in technological development within this domain.  

Backed by a team of top-tier experts, specialised knowledge, and a growing portfolio of references, the company is becoming increasingly recognised in this field.  

Through strategic acquisitions in engineering, particularly digital solutions, KONČAR has strengthened its competencies and expanded access to new markets – positioning itself as one of the most serious IT players in the region.    

Cybersecurity is one of the core specialties of KONČAR – Digital, which became the first company in the world to receive certification for cybersecurity compliance under the International Electrotechnical Commission (IEC) 62351 international standard in 2023.  

This important certification was awarded by the renowned German certification body TÜV NORD, representing one of the highest recognitions of excellence and alignment with the latest global cybersecurity standards for managing critical infrastructure systems.  

The first digital solution in the world to receive this certification, and one of the most representative digital products of Croatian industry, KONČAR’s PROZA Station is designed for the cybersecurity management of transformer substations and other critical infrastructure systems.   

So, what exactly is PROZA Station? It is KONČAR’s next-generation supervisory control and data acquisition (SCADA) software, a field in which the company has been recognised for many years.  

Indeed, PROZA Station is a flagship example of KONČAR’s capabilities, built from over 40 years of experience in developing industrial software used for monitoring, controlling, and optimising infrastructure in sectors such as power engineering, e-mobility, data centres, transportation, water supply, and other transmission, distribution, and urban infrastructure systems.  

The solution can be integrated with communication and protection-control devices from various manufacturers and is based on the modern PROZA HAT software platform, which supports the development of SCADA systems for real-time monitoring and control of critical infrastructure whilst also enabling rapid customisation and the creation of entirely new solutions.  

A key feature of this advanced system is its ability to operate in a private cloud environment using Docker containers, which enhance efficiency in data centre deployment and maintenance and introduce additional digital redundancy to improve the resilience of critical infrastructure systems.  

PROZA Station is currently in pilot for commercial use at several transformer substations in Croatia and abroad, and KONČAR plans to launch several new digital solutions based on the PROZA HAT platform – particularly in the areas of solar power plant monitoring and control, transport infrastructure, and advanced asset management for energy systems.

HOME-GROWN TALENT, WORLD-CLASS EXPERTISE

KONČAR’s globally established reputation is built primarily on technological products and solutions that stand out for two key reasons.   

First, they are developed and manufactured according to a custom-made approach, tailored to meet even the most complex requirements of clients worldwide – including some of the largest power systems.  

Second, and most importantly, every KONČAR product and solution is created by Croatian experts, many of whom began developing their skills within the company as early as their academic years.  

With nearly 6,000 employees, KONČAR is not only one of the largest employers in the country but also one of the most desirable.  

A significant portion of the workforce consists of highly educated professionals – such as electrical and mechanical engineers – including more than 50 PhDs, a competitive advantage the company is proud of.  

For over six decades, KONČAR has fostered a tradition of academic excellence and close collaboration with the Croatian education system. Many employees actively contribute to higher education as lecturers, course co-organisers, and lab instructors at the nation’s leading universities.  

This scientific and professional cooperation allows many promising students to engage with the company during their studies and gain hands-on experience through internships at KONČAR businesses.  

A large number of these students eventually join the company, taking their first professional steps in the offices, laboratories, and production facilities of one of Croatia’s most prominent industrial manufacturers.   

“We are proud to say KONČAR stands shoulder to shoulder with both domestic and international competitors when it comes to the engineering and technological competencies of our employees and the accumulated expertise within the company,” Kolak glees.  

“This is clearly reflected in the final products we deliver to markets worldwide – products that are highly complex and technologically demanding. Designing and manufacturing a train, tram, transformer, or custom-built generator tailored to specific customer requirements, whilst remaining cost-competitive, is an exceptional achievement. Ultimately, this speaks volumes about the high level of rare and specialised technological knowledge held by the people at KONČAR,” he adds.   

Systematic investment in the personal and professional development of employees has been at the core of the company’s capital investments over the past five years, and KONČAR remains committed to this mission in the years ahead.  

“Supporting the growth of our people and providing competitive working conditions to enhance employee satisfaction will be one of our top priorities in 2025 and beyond. With a strong order book and a strategic framework focused on fostering a culture of excellence, we expect continued growth across all business segments and an even stronger market presence – not only as a competitive technology manufacturer but also as one of the most attractive employers in Croatia,” Kolak closes.  

PEOPLE, INNOVATION, INVESTMENT

KONČAR is entering a new era of fully equipped power engineering products thanks to timely and strategic investments in both capacity and competencies. These efforts have positioned the company as a leader in emerging technological trends.  

Indeed, over the past several years, KONČAR has made significant investments in expanding its production and research capabilities, accelerating digital transformation, and supporting the continuous development of its people.  

With the launch of its new business strategy – ‘People, Technologies, Investments – KONČAR 2030’ – the company is intensifying its transformation, aiming to strengthen its global presence through a modern, digitalised portfolio of products, solutions, and services across the energy, transport, and industrial sectors.  

Looking ahead, KONČAR plans to continue with extensive capital investments, focusing not only on new technologies and innovation but also on R&D, modernisation of production facilities, and most importantly – people.  

The strategy places a strong emphasis on attracting and retaining talent whilst enhancing market competitiveness through the development of internal resources.  

Building on strong contractual commitments, an increasingly prominent global position, and clear market trends, KONČAR has set highly ambitious goals for the period leading up to 2030.  

In this time, the company aims to increase the share of total revenue of services to 15 percent, achieve 85 percent of its revenue through exports, establish three regional hubs globally, and become the first choice in the power industry across Central and Eastern Europe.  

Aligned with a culture rooted in excellence and continuous technological advancement, KONČAR also plans to digitalise 80 percent of its product portfolio and further strengthen its position as the most desirable employer in Croatia’s energy transition. 

In pursuit of a net zero scenario, the company is also committed to reducing Scope 1 and 2 emissions by 45 percent and developing over 500 MW of its own renewable energy sources by the end of the target period.  

KONČAR is thinking broadly, globally, and ahead of the current energy industry. With extensive experience and key transformation processes already underway, the company continues to lead the regional landscape into a new era of power and energy.

The post KONČAR Group : The Technology Leader Shaping Global Energy appeared first on EME Outlook Magazine.

HAVING A BLAST

There has been continuous growth in the mining industry in EMEA since we last spoke to Orica at the beginning of this year. 

Europe has witnessed significant development in 2025 in terms of mining infrastructure and an increase in operations across the continent.  

The industry has also progressed particularly well in Africa, especially compared to other parts of the world, with the region quickly finding its feet when it comes to regulation changes and local content. 

Orica has remained unwaveringly committed to excellence in the burgeoning EMEA mining sector throughout 2025. 

“We have a massive footprint across EMEA, from the Northern Hemisphere to the Southern Hemisphere, so geographically it’s one of the most challenging regions we have within the business. We’ve seen continuous growth in EMEA over the last 12 months, and I don’t see that backing off,” notes Laurence Goodacre, Vice President of Africa. 

There is also strong demand in EMEA for core blasting activities and supplying mining and construction companies with explosives and blasting systems. 

“EMEA is very diverse; you have different environments across the whole region. We’re seeing strong demand in many countries, so it’s been a great year for Orica in 2025,” outlines Diego Vallim, Vice President of Europe, the Middle East, and Central Asia. 

ORICA DIGITAL SOLUTIONS

Since our previous interview in January 2025, the company has experienced increasing interest in its Orica Digital Solutions business. 

Orica Digital Solutions seamlessly connects customers’ physical and   digital worlds so they can readily understand and optimise their operations at every step of the value chain, from exploration to processing. 

Whether operating individually, or as a whole, its solutions ensure the right intelligence at the right time for better decisions and more predictable outcomes.  

With a complete, timely, and accurate picture, customers can adapt their operations to improve safety, be more productive, use less energy, produce fewer emissions, reduce environmental impacts, and lower costs. 

Orica Digital Solutions’ products and technologies span Orebody Intelligence, Blast Design and Execution, Geosolutions, and Mine Simulation and Optimisation. 

“Our digital portfolio is designed to optimise the entire process flow of mining and infrastructure operations,” Goodacre tells us. 

Its advanced Blast Design and Execution solutions, in particular, provide end-to-end benchmarks and insights at every stage of the blasting process. 

Deployed together or individually, these ensure greater precision and predictability for underground mining, quarrying, and construction. 

BlastIQ™, for example, is Orica Digital Solutions’ industry-leading, cloud-native Blast Design and Execution platform, which is ISO 27001-certified and provides effective storage, management, sharing, and referencing of all blast-related information. 

This helps blasting professionals to improve blast designs, achieve better quality blasts, and reduce costs.  

Design, drilling, loading, and initiating documents can be viewed in one central location, making it easy to access blast design history and key performance indicators, enabling the continuous improvement of blasting outcomes. 

“BlastIQ provides real-time data and digitalises how we use that data and the analytics behind it,” explains Goodacre. 

This leads into SHOTPlus™, advanced blast design and modelling software for complex blasts. 

SHOTPlus™ enables users to design, visualise, and analyse blast initiation sequences across surface and underground mining, quarrying, and construction applications. 

As such, it provides the support and tools needed to improve productivity, safety, and environmental performance. 

“SHOTPlus™ allows for specific blast design outcomes and results through advanced blasting software,” Goodacre states. 

Another of Orica Digital Solutions’ Blast Design and Execution solutions is its industry-first OREPro™ 3D and OREPro™ 3D Predict, which optimises ore control in 3D and predicts blast results before they happen. 

Using readily available input data, including the post-blast topography, Blast Design, and in-situ block model, OREPro™ 3D’s sophisticated algorithms replicate movement dynamics throughout the entire blast and calculate SmartVectors™ that accurately transform the in-situ grade control into a post-blast model.   

“OREPro™ 3D is a software that helps customers to improve recovery through predictive modelling,” Vallim informs us. 

“It’s a tool that’s been available for a while now, and it’s been very successful. Customers really appreciate this technology, especially medium-sized and large mining companies, and the way it helps them to improve recovery, which is of course extremely important. 

“Through modelling, you can predict what will happen with your blasting process. This, of course, saves a lot of time and improves the overall efficiency of the mine.” 

GEOSOLUTIONS EXPANSION

Alongside its Blast Design and Execution products and technologies, Orica recently expanded its Orica Digital Solutions portfolio to include Geosolutions.  

The company’s measurement and monitoring tools offer mining and civil operators the certainty and confidence to make critical decisions. 

Combining state-of-the-art technologies and software, Orica Digital Solutions’ Geosolutions assure customers of precise and reliable information to help them better manage risk, optimise production, and keep people, communities, and cultural heritage safe.  

“We have expanded our Orica Digital Solutions portfolio to include Geotechnical and Geospatial monitoring systems,” Vallim says. 

“When you work with Orica Digital Solutions’ Geosolutions, you’re partnering with people who know mining first-hand. Our technology is backed by trusted names like GroundProbe, 3vGeomatics, Syscom, Measurand, NavStar, and RST Instruments, but it’s our on-site experience that makes the difference.” 

The company builds systems that are tough, accurate, and ready for the realities of mining life and civil infrastructure.  

More importantly, it pairs this hardware with smart software and on-the-ground support. From high-precision radar to practical data interpretation, Orica helps customers understand what the numbers mean and what to do next. 

Geosolutions offers real-time geohazards and geotechnical analysis and insights, including a multidimensional geotechnical and geospatial view of mining and infrastructure operations, allowing for unparalleled confidence in risk assessment and decision-making. 

“These solutions and technologies are available for our customers in the EMEA region. We see a lot of synergies, not only with their mining projects, but also as a way to help some of their environmental, social, and governance (ESG) ambitions. 

“It’s important to highlight as it’s part of our extended portfolio and provides value to our customers,” Vallim adds. 

Orica Digital Solutions’ comprehensive monitoring technology platform, meanwhile, is used to measure movement in airports, bridges, water and tailings dams, mines, and tunnels. 

“Some of our technologies help with monitoring vibrations, which improves our relationships with communities,” Vallim highlights. 

Through Orica Digital Solutions’ Geosolutions predictive technologies and software solutions, customers are also able to monitor and detect wall movement, understand when it becomes a problem, and determine when a collapse is likely to occur. 

Its reactive technologies detect, track, and alarm on moving geohazards, warning customers and communities of a breach or collapse. 

Another benefit of Orica Digital Solutions’ Geosolutions is they enable customers to significantly improve the efficiency and quality control of tunnel constructions and development drives. 

Through precise, real-time tracking, users can make calculated decisions to increase efficiency, save time and money, and reduce reworks. 

ELECTRONIC BLASTING SYSTEMS ANNIVERSARY

This year, Orica has celebrated 25 years of Electronic Blasting Systems (EBS) since the launch of the company’s first i-kon™ system in 2000. 

It marks a quarter of a century of innovation, reliability, and customer-driven advancement in blasting technology for the company.   

With over 200 million units deployed globally, supporting operations in Surface and Underground Mining, Tunnelling, Quarrying, and Construction, i-kon™ led the way in defining what a globally standardised EBS could be and set the benchmark for modern systems. 

i-kon™ was launched at a time when the industry was dominated by non-electric and electric systems, both of which had limitations in terms of testability, timing accuracy, and scalability. 

Since launching i-kon™ 25 years ago, Orica has remained at the forefront of Electronic Initiation, transforming the way the mining industry approaches safety, precision, and productivity. 

It has also revolutionised the way blasting is conducted – introducing programmable timing, full testability, and now, the world’s first truly wireless initiating system, WebGen™ 100. 

This groundbreaking technology communicates through rock, air, and water to initiate blasts, eliminates the need for downlines and surface connecting wires, and significantly enhances safety by removing people from hazardous areas.  

A few years after, Orica launched WebGen™ 200, which uses low-frequency magnetic waves to communicate with each primer, ensuring precise and controlled blasting operations. 

By eliminating the constraints of traditional wired initiation, WebGen™ 200 transforms mine planning by enabling more flexible, efficient, and precise blast designs, reducing risk exposure, and driving productivity gains. 

“WebGen™ 200 is a really exciting product that’s been in the market for a little but continues to unlock. value for customers, not just in surface mining but also underground; it’s changing the way we mine,” Goodacre highlights. 

“We can now look at how we extract ore differently because of wireless technology, which is one of the most exciting products from an underground perspective and a whole different way of thinking.” 

Having been implemented at over 75 sites across six continents and 13 countries, WebGen™ has seen significant usage throughout various regions, including EMEA. 

“We have seen a lot of interest in WebGen™ 200 from many different types of industries here in EMEA,” confirms Vallim. 

In March 2025, the technology reached a major milestone, achieving 10,000 blasts globally and firing 200,000 WebGen™ 200 primers.   

This reflects its rapid widespread adoption and success in the mining industry, enabling customers to implement new mining methods and achieve real-world benefits.   

Orica’s i-kon™ III and WebGen™ 200 systems therefore build on the company’s legacy of precision and safety, offering advanced digital integration, improved deployment efficiency, and enhanced environmental performance. 

LEAD-FREE ELECTRONIC DETONATORS

The evolution from i-kon™ III and WebGen™ 200 continues with the recent launch of EBS Neo, Orica’s new range of fully lead-free electronic detonators. 

EBS Neo products are designed for enhanced safety and sustainability, eliminating lead from both production and blasting emissions.  

“This is a journey that started many years ago; we needed to develop different alternatives to eliminate lead from the whole production chain, and we are now seeing increasing adoption of lead-free detonators,” affirms Vallim. 

The EBS Neo range utilises non-primary explosives detonator technology for the safe and reliable initiation of explosives in challenging conditions. 

This next generation of EBS includes i-kon™ III Neo – engineered for large, complex surface and underground blasting; uni tronic™ 600 Neo – tailored for civil tunnelling and mine development; and eDev™ II Neo – optimised for small to medium-sized surface and construction blasting.  

These systems build on Orica’s legacy of precision and safety, offering advanced digital integration, improved deployment efficiency, and enhanced environmental performance. 

Orica does not use lead or lead compounds in the manufacturing of its EBS Neo detonators and takes steps to seek assurances from its suppliers in this regard. 

“We tested different materials and came up with a configuration that doesn’t require any lead at all, so it’s very aligned with our ambitions to have a more sustainable portfolio of products,” Vallim acclaims. 

“EBS Neo is definitely a game-changer. By removing lead from the entire lifecycle, it helps customers with their ESG,” echoes Goodacre. 

“When we talk about removing lead from detonators, this is the final evolution of the EBS product range. It’s a lot safer from an ESG perspective and helps with regulatory compliance.” 

Crucially, the EBS Neo range complies with the requirements of the EU’s Restriction of Hazardous Substances (RoHS) Directive, which aims to prevent the risks posed to human health and the environment   related to the management of electrical and electronic equipment (EEE).   

The directive promotes the recyclability of EEE, since its components now contain fewer hazardous substances and more recycling opportunities.  

At the same time, it ensures a level playing field for manufacturers and importers of EEE in the European market. 

In April 2026, a specific exemption related to the use of certain lead and hexavalent chromium compounds in electric and electronic initiators of explosives for civil (professional) use expires, however EBS Neo complies with the RoHS Directive beyond this deadline.   

“Whenever we talk about new technologies, we put a lot of emphasis on performance and safety, but for some products, compliance is very important. There is legislation in Europe that will change in 2026, and EBS Neo is fully compliant with this, so we are well-positioned to supply the market with the full range of lead-free detonators next year,” emphasises Vallim. 

“There are lot of European standards coming into play, so being one of the first from the industry to have a full end-to-end solution to remove lead from the process is exciting. It’s leading us towards safer and more sustainable blasting solutions across the board,” Goodacre elaborates. 

From i-kon™ to WebGen™, and now the EBS Neo range, Orica continues to redefine what’s possible in blasting – driven by innovation, inspired by people, and focused on the future. 

UTILISING WASTE OIL

Along with EBS Neo, Orica continues to lower environmental footprints through blasting solutions such as Cyclo™, which optimises mine site fuel through circularity. 

This automated processing system enables used oil from heavy machinery to be recycled directly on-site and transformed into raw materials. 

The proven technology offers efficient processing and quality output that matches the standard required for manufacturing emulsion explosives.  

Cyclo™ is designed to support remote operations where Orica’s site-based emulsion plants are available. 

It can process up to 1,000 litres of used oil per hour and enable significant reductions in the cost and consumption of fuel for explosives. 

As well as this, Cyclo™ removes the need for off-site disposal and truck movements through local communities and ensures finished product quality is maintained to the standard required for bulk emulsion manufacturing. 

“Waste oil is a big by-product in mining operations, so Orica created Cyclo™ to utilise waste oil instead of fuels,” Goodacre expands. 

“It utilises waste oil on the mine site, so it doesn’t have to be exported, disposed of, and treated elsewhere.  

“Cyclo™ is really important for trying to be renewable and consuming everything on-site. Waste oil is a big part of that process for our customers, so it has a big impact in terms of boosting ESG,” he acknowledges. 

INVESTMENT IN RAW MATERIALS

Since we last spoke to Orica, the company has remained committed to securing the supply of critical raw materials for the mining industry. 

It consistently invests in developing new raw materials and sources of supply to not only improve safety and compliance, but also to have a more flexible supply chain. 

“The supply chain has been very challenging in the last few years, not only in the mining sector but across almost all industries,” Vallim reflects. 

The company has continued to strengthen its supply chain to ensure it has security of supply. 

“Sourcing raw materials is critical for us. Our manufacturing and sourcing footprint gives our customers confidence that we’re able to manage different situations,” Goodacre enlightens. 

“We can manage an entire portfolio from a global perspective, not just   one source of supply. The biggest thing Orica is focused on is security supply from multiple sources, not just internally but externally as well.” 

Orica also invests in its facilities, such as the company’s main manufacturing plant in Gyttorp, Sweden, which now produces the EBS Neo range of lead-free detonators. 

In February this year, Orica additionally invested to expand its global footprint with the acquisition of Cyanco, a US-based leader in the manufacture and distribution of sodium cyanide. 

Primarily serving the gold mining industries in the US, Canada, Mexico, Latin America, and Africa, Cyanco complements Orica’s established mining chemicals business. 

“We’ve made some specific investments to expand our strong global footprint, and one of them was the acquisition of Cyanco in the US,” reveals Vallim. 

“Partnering with other companies and performing some acquisitions to improve our global footprint is a very important part of our investment.”

SUSTAINABILITY AMBITIONS

In May, Orica established its commitment to 100 percent renewable electricity by 2040, with an interim goal of 60 percent by 2030. 

These targets are in support of the company’s ambition to achieve net zero emissions by 2050. 

“It’s not just pie in the sky – it’s a sustainable approach with initiatives put in place, and we’re ticking them off from a global framework perspective,” Goodacre sets out. 

“We’re on track with these targets and ambitions,” assures Vallim. “In Europe, we recently performed the first blast with low-carbon technical ammonium nitrate (TAN).” 

Indeed, Orica successfully partnered with Fertiberia in June 2024 at the Canteras de Santullán quarry in Spain.  

This marked a milestone in reducing the carbon footprint of blasting and mining operations, providing a more sustainable solution compared to conventional TAN.  

The blast signified a further step towards the decarbonisation of mining and the first industrial-scale use of a sustainable, low-carbon explosive product. 

“It’s another example that enforces our sustainability programme, which is aligned to our ambition of net zero by 2050,” Vallim prides. 

DELIVERING GREAT VALUE

One of Orica’s main targets for 2026 is to continue advancing its net zero ambitions and supporting customers in EMEA with their own ESG ambitions. 

“We’re focused on helping customers meet their sustainability goals, specifically around reducing greenhouse gas emissions and supporting the energy transition that everyone’s going through at the moment in the future,” Goodacre shares. 

Another of the company’s key priorities next year is to keep accelerating the adoption of the new technologies and solutions in its portfolio. 

“We see a lot of value in customers adopting these new technologies because it improves their performance and supports sustainability and the energy transition,” Vallim urges. 

“It comes back to continuing to deliver great value for our customers and the communities we operate in,” Goodacre concludes.

ORICA EMEA PARTNERS

The post Orica EMEA : Having a Blast appeared first on EME Outlook Magazine.