ENABLING EUROPE’S CIRCULAR ECONOMY

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

“When I began my career, recycling and waste management activities were still viewed largely as local industrial services focused mainly on collection and disposal. Today, our industry has become a strategic pillar of the European industrial and environmental agenda,” he opens.

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

Recycled metals, plastics, paper, electronic waste, and batteries are now considered critical resources that contribute directly to reducing dependence on virgin raw materials and lowering industrial carbon emissions.

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

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

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

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

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

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

CIRCULAR ECONOMY PIONEER

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

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

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

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

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

Indeed, the company’s roots date back to 1956 when it began developing activities linked to metal recovery and recycling in France.

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

Over the decades, Derichebourg progressively expanded both geographically and operationally, investing heavily in industrial infrastructure, shredding capacity, logistics, and advanced recycling technologies.

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

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

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

MEETING EUROPE’S RECYCLING NEEDS

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

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

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

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

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

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

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

LOCAL ANCHORING, INTERNATIONAL REACH

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

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

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

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

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

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

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

PAN-EUROPEAN NETWORK

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

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

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

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

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

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

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

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

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

In practical terms, this means Derichebourg can remain locally embedded whilst benefitting from the scale, expertise, and international reach of a major European recycling and environmental services organisation.

THE HEART OF THE LOCAL ECONOMY

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

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

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

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

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

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

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

“The recycling industry brings together a wide variety of professions, skills, and backgrounds, and we see this diversity as a strength. We actively support vocational integration and seek to provide opportunities across different levels of qualification and experience,” El Aoufir informs us.

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

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

DISCIPLINED GROWTH

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

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

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

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

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

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

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

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

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

DERICHEBOURG PARTNER

The post Derichebourg : Enabling Europe’s Circular Economy appeared first on EME Outlook Magazine.

READINESS THROUGH SOVEREIGN CAPABILITY

In today’s modern defence landscape, the ability to deter conflict, protect national interests, and support allies no longer rests solely on the strength of military platforms.

It depends on something much broader – the resilience of a nation’s industrial base, skills of its people, and its ability to generate and sustain combat power at pace.

In an increasingly contested world, sovereign defence capacity has become a strategic imperative. Few people understand that challenge better than Rebecca Richards, Managing Director of Rheinmetall UK.

In her role, Richards leads an organisation at the forefront of the UK’s defence transformation.

The company is investing in advanced manufacturing, autonomous systems, weapons production, logistics support, digital integration, and future battlefield technologies whilst helping to modernise the British Army and strengthen the nation’s defence industrial base.

Across its sites in Bristol, Telford, Gateshead, Southampton, Bovington, and the Isle of Wight, more than 1,300 Rheinmetall UK employees are designing, integrating, manufacturing, and supporting systems and technologies spanning combat vehicles, logistics platforms, weapons systems, electronics, digital integration, training, and in-service support.

Together, they are helping build the industrial resilience and operational readiness required to meet the challenges of the future.

For Richards, however, the mission extends beyond programmes, platforms, and production lines.

“The defence industry has entered a new era. Recent conflicts have reinforced the importance of readiness, resilience, and the ability to sustain military effectiveness over time.

“Military capacity and industrial capability are inseparable. If we are serious about protecting our future, we must be equally serious about investing in the people, skills, and infrastructure that make that possible,” she emphasises.

This philosophy has shaped Richards’ leadership approach throughout a career spent steering organisations through growth, change, and transformation.

Today, it is helping to define Rheinmetall UK’s role as a trusted partner to the UK Ministry of Defence and a key contributor to national prosperity, domestic capability, and future force readiness.

BUILDING SOVEREIGN INDUSTRIAL RESILIENCE

The changing character of warfare has fundamentally altered how governments and industry think about defence.

Where success was once measured largely by platform delivery, today’s operational environment demands something more comprehensive – integrated defence systems, resilient supply chains, domestic manufacturing capacity, technological innovation, and the ability to adapt rapidly to evolving threats.

For Richards, this shift represents both a challenge and an opportunity.

“Defence capability is no longer just about what you build; it’s about your ability to design, manufacture, integrate, support, and continuously evolve equipment and systems throughout their lifecycle.

“That requires long-term investment, collaboration, and a clear commitment to UK industrial resilience,” she outlines.

At Rheinmetall UK, this commitment is visible across every part of the business and, as a result, the organisation has become a major contributor to the nation’s defence industrial ecosystem.

Combining advanced engineering, manufacturing, logistics vehicles, digital technologies, weapons systems, training, and in-service support, it is delivering a single enterprise capable of supporting the British Army’s current and future requirements.

DELIVERING FOR TODAY’S ARMY

At the heart of Rheinmetall UK’s portfolio are the programmes helping define the next generation of the British Army’s future fighting power.

For Richards, these programmes are about much more than delivering world-class platforms. They represent long-term investment in domestic capacity, industrial resilience, and the highly skilled people who will sustain the UK’s defence capability for decades to come.

“Every programme we deliver strengthens military readiness. It strengthens our industrial base, develops sovereign skills, and demonstrates the value of long-term investment in UK defence.”

One of the most significant examples is Challenger 3, the future of the British Army’s Main Battle Tank capability.

Combining enhanced survivability, increased lethality, a fully digital architecture, and Rheinmetall’s 120-millimetre L55A1 smoothbore cannon, Challenger 3 is being developed to meet the demands of modern warfare whilst ensuring interoperability with NATO allies.

Earlier this year, the programme achieved a landmark milestone with the successful completion of its first crewed live-firing trials – the first time Challenger 3 had fired on UK soil and the first occasion a newly developed British Main Battle Tank had fired in Britain for more than 30 years.

Building on that achievement, the programme has continued to progress through Battlefield Mission (BFM) serials.

Conducted in representative operating conditions, these activities are generating critical engineering data, validating procedures and trial methodologies, with data and observations feeding directly back into the engineering baseline to support continuous improvement and further mature the platform ahead of formal trial phases. For Richards, Challenger 3 is about much more than developing a world-class platform.

“Challenger 3 demonstrates what home-grown capability looks like in practice. Every stage of the programme strengthens our understanding, builds confidence in the platform, and sustains highly skilled engineering, manufacturing, and integration expertise here in the UK.

“It is a powerful example of what can be achieved when industry, government, and the British Army work together with a shared commitment to delivering operational effect.”

Alongside Challenger 3, Team BOXER UK recently celebrated another major milestone with the delivery of the 100th BOXER Mechanised Infantry Vehicle for the British Army.

Delivered through the collaborative efforts of Rheinmetall UK, KNDS UK, the Ministry of Defence, the British Army, and a nationwide UK supply chain, the achievement reflects the strength of British manufacturing and the power of partnership in delivering platforms at scale.

Built by British teams, in British facilities, for the British Army, BOXER continues to strengthen sovereign capacity whilst supporting highly skilled jobs, apprenticeships, future talent, and a more resilient UK defence industrial base.

For Richards, BOXER represents far more than a vehicle programme.

“It demonstrates what can be achieved when government, industry, and the Armed Forces work together with a shared commitment to delivering for our future force. It is strengthening British capability, supporting our supply chain, and creating lasting prosperity through investment in people, skills, and advanced manufacturing.”

Together, Challenger 3 and BOXER demonstrate Rheinmetall UK’s commitment to delivering platforms today whilst creating the industrial resilience required for tomorrow.

For Richards, Rheinmetall UK’s role does not end when a platform enters service. Through in-service support, digital integration, additive manufacturing, upgrades, and sustainment, the company remains a long-term partner to the British Army.

PREPARING FOR THE FUTURE BATTLEFIELD

Whilst delivering today’s capability remains essential, Rheinmetall UK is equally focused on the technologies that will shape tomorrow’s battlefield.

A key example is the establishment of the Advanced Land Autonomy Centre of Excellence (ALACOE) in the UK.

Part of Rheinmetall’s wider global autonomy network, the centre brings world-leading autonomous systems expertise directly to the UK whilst strengthening cooperation between NATO partners and creating opportunities to localise advanced technologies.

At the heart of ALACOE is Rheinmetall’s PATH autonomy technology, developed by Rheinmetall Canada.

Demonstrated on more than 40 wheeled and tracked platforms, PATH enables autonomous navigation, leader-follower convoy operations, and dynamic obstacle avoidance in complex, GPS-degraded, and contested environments.

“The future battlefield will increasingly rely on autonomy, artificial intelligence, and digital integration. Through ALACOE, we are helping to ensure the UK remains at the forefront of those developments whilst creating high-value engineering and technology opportunities here at home,” Richards asserts.

The initiative also reinforces Rheinmetall UK’s commitment to strengthening defence capacity whilst supporting future economic growth.

SUPPORTING READINESS AT SCALE

Operational effectiveness depends on more than front-line combat systems – it requires mobility, sustainment, and operational resilience.

Through its HX family of tactical and logistics vehicles, Rheinmetall UK delivers the combat power required to survive in demanding environments.

Beyond manufacturing, Rheinmetall UK provides training, digital integration, additive manufacturing, and in-service support functions that ensure critical equipment remains available, effective, and mission-ready throughout its operational life. For Richards, this whole-life approach is fundamental to delivering operational readiness.

Just recently, British Army personnel successfully completed the first UK autonomous HX convoy using Rheinmetall’s PATH autonomous kit (A-Kit) technology as part of project MAIA.

Working alongside personnel from 8 Squadron, 27 Regiment Royal Logistic Corps, and Rheinmetall specialists from the UK, Canada, and Austria, the company activity explored how autonomous systems can enhance future logistics operations through the project.

The kit is now progressing to Project Convergence Capstone 6 in California, where experimentation will continue alongside international partners.

“Project MAIA demonstrates the pace of innovation taking place across defence. It highlights the value of collaboration between industry and the Armed Forces as we explore technologies that can improve readiness, resilience, and operational effectiveness.”

INVESTING IN SOVEREIGN CAPABILITY

Perhaps no project better reflects Rheinmetall UK’s long-term commitment to defence capability than the UK Gun Hall in Telford.

Now in production and preparing for its official opening, the facility marks one of the most significant milestones in UK defence manufacturing for a generation.

The UK Gun Hall restores large-calibre weapon barrel manufacturing back to Britain, strengthening national resilience, supporting future programmes, and reinforcing the UK’s ability to deliver critical defence equipment on home soil.

For Richards, the significance extends well beyond the facility itself.

“The UK Gun Hall is a landmark investment in sovereign capability. It solidifies our long-term commitment to the UK, strengthens industrial resilience, preserves highly specialised skills, and creates opportunities for future generations of engineers and manufacturers.”

Alongside continued investment in manufacturing infrastructure, workforce development, and supply chain growth, the UK Gun Hall represents another important step in Rheinmetall UK’s ambition to strengthen the country’s defence industrial base whilst supporting future export opportunities and long-term prosperity.

INNOVATING FOR TOMORROW

Alongside established programmes, Rheinmetall UK continues to develop future mobility and battlefield solutions.

Amongst these is Shadow Wolf, the company’s solution for the British Army’s future Land Mobility Programme.

Building on the proven pedigree of Caracal – Rheinmetall UK’s highly agile 4×4 assault vehicle already selected by multiple NATO nations – Shadow Wolf has been designed to provide a highly mobile, adaptable, and mission-configurable platform capable of supporting a broad range of operational requirements.

The vehicle demonstrates the company’s ability to combine proven technology, innovation, and UK industrial participation to deliver future-ready solutions for the Armed Forces.

“Programmes such as Shadow Wolf highlight how we are helping shape the Army’s future force whilst supporting British industry and strengthening domestic supply chains,” Richards points out.

ONE TEAM. ONE MISSION

Looking ahead, Rheinmetall UK’s priorities are centred around continuing to deliver Challenger 3 and Boxer vehicles and advancing future technologies through ALACOE and project MAIA.

It will also continue to invest in UK industrial manufacturing capacity through its UK Gun Hall, developing future solutions such as Shadow Wolf as well as expanding whole-life in-service support and sustainment expertise that ensure equipment remains available, adaptable, and ready throughout its operational life.

Yet, for Richards, success ultimately comes down to three interconnected outcomes – operational advantage, skills, and prosperity.

“We are delivering capability for the Armed Forces, developing the skills needed for future generations, and creating prosperity through long-term investment in the UK’s industrial base – priorities that guide every decision we make,” she confidently concludes.

As defence enters a new era defined by readiness, resilience, and technological innovation, Richards is helping to ensure Rheinmetall UK remains at the forefront of that transformation – delivering today’s operational capability whilst building the sovereign foundations for tomorrow.

RHEINMETALL UK PARTNER

The post Rheinmetall UK : Readiness Through Sovereign Capability appeared first on EME Outlook Magazine.

WASTE INTO WORTH

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

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

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

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

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

Regulations, meanwhile, are being made stricter around emissions, recycling targets, and transparency, whilst digitalisation and traceability have seen continued emphasis thanks to legislation and customers demanding full visibility – from waste generation to final processing.

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

At the same time, this landscape is creating a major opportunity for those looking to drive sustainable innovation, champion environmental stewardship, and advance environmental, social, and governance (ESG) initiatives – which is particularly the case for REMONDIS Belgien.

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

LONG-LASTING END-TO-END SOLUTIONS

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

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

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

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

Ranging from large industrial groups to small to medium-sized enterprises (SMEs), private persons, and public institutions, REMONDIS Belgien’s client base is also broad.

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

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

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

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

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

INTEGRATED SERVICE OFFERING

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

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

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

Local market understanding, meanwhile, is supplemented by REMONDIS Belgien’s deep knowledge of Belgian regulations and customer needs.

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

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

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

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

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

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

SUSTAINING THE FUTURE

Several projects clearly illustrate REMONDIS Belgien’s innovation-driven approach and commitment to sustainability.

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

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

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

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

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

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

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

Going forwards, REMONDIS Belgien’s focus for this project is on fully automating the reporting and communication of information to customers, authorities, and internal stakeholders.

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

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

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

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NURTURING NUTRITION

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

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

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

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

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

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

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

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

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

LEADING THE WAY 

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

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

Today, 1.5 million yoghurts are distributed to Romanian consumers, as well as 18 other European markets. Danone processes over 65,000 tonnes of 100 percent locally sourced milk each year, collected from 22 large farms and more than 100 small household producers. 

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

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

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

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

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

THE PERFECT FORMULA 

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

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

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

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

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

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

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

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

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

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

“We combine global expertise with local relevance, which allows us to stay competitive, even in very dynamic and price-driven markets like Romania. Overall, I believe our strength comes from consistently delivering on a very simple but powerful promise – making it easy for people to eat well every day,” she excites. 

DELICIOUS INNOVATION  

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

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

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

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

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

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

Here, the brand’s focus is on expanding the range and building stronger consumer relevance in a category where shoppers are increasingly trading up for taste, thicker textures, higher protein content, and a more satisfying experience, particularly for breakfast or snacking. 

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

At the same time, Danone ensures these innovations remain accessible and relevant for everyday consumption, which is key in a market like Romania. 

PROUD HERITAGE 

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

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

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

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

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

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

Looking ahead, the legacy Danone wants to build is about remaining relevant and responsible in a rapidly changing world. 

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

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

ONE PLANET, ONE HEALTH 

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

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

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

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

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

The post Danone Romania : Nurturing Nutrition appeared first on EME Outlook Magazine.

TRANSFORMING DUST CONTROL

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

Since we last spoke to the company in February 2025, the ever-crucial mining industry has only continued to become more technically demanding.

Specifically, Grydale is seeing a global emphasis on new standards and worker health, respirable dust exposure, and regulatory compliance, especially around crystalline silica and other hazardous particulates. This is driving a shift from traditional reactive dust suppression systems to engineered dust control solutions that are measurable, verifiable, and integrated into mine planning.

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

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

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

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

“We increasingly help clients verify performance, optimise airflow, and demonstrate compliance with the evolving workplace exposure limits. This focus on measurable outcomes is shaping the next phase of dust control in mining and heavy industry; knowing we are doing the right thing for all operators is a gratifying experience,” enthuses de Andrade.

SOLVING PROBLEMS AT THE SOURCE

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

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

Grydale’s total service offering is embedded in the way it delivers ventilation designs, engineering innovation, hands-on commissioning and field service support, world-class LEAN and ISO-accredited manufacturing, and ongoing remote support services.

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

Recently, the company’s engineering focus has extended to 1,000-volt (V) electrics for large mobile units – an option increasingly preferred in tunnelling and underground mining for efficiency and safety. Harmonics management on 1000 V variable frequency drives (VFDs) is highlighted as critical to power quality and equipment life. This is reflected in deployment casework by SMEC Power & Technology, which supplied 1,000 V VFDs with tuned harmonic filtering for JMS-60 M-Series collectors on recent Sydney tunnelling projects.

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

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

Specifically, the Grydale Remote Access Monitoring System (G-RAMS) is transforming dust control through intelligent remote IoT monitoring. Industrial environments are under increasing pressure to maintain safer work sites, reduce emissions, and improve operational safety. Dust, though often invisible, remains one of the most persistent threats and even evident causes of death, impacting worker health, environmental compliance, and equipment longevity, hence why Grydale’s top-of-the-line innovations prove crucial.

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

INNOVATION AT LARGE

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

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

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

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

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

JEBCO is a well‑established North American manufacturer and industrial partner with deep experience supporting mining, oilfield, and heavy industrial operations. Its business is built on quality-certified manufacturing, practical engineering, and strong market relationships – capabilities that align closely with Grydale’s health-first and performance-driven philosophy.

Through this collaboration, JEBCO works closely with Grydale’s leadership and technical teams to develop and strengthen its brand in North America, combining local manufacturing, sales, and service capabilities with Grydale’s proprietary dust control technology. Together, Grydale North America delivers engineered, measurable, and compliant dust management solutions tailored to North American operating environments.

Ultimately, dust control and operator health remain Grydale’s key reasons for existence. Continuously positioning its products as engineering controls to reduce worker exposure to harmful respirable particulates, the company’s ‘health-first’ stance is reinforced through LEAN and operations-excellence disciplines in the company’s Brisbane factories.

Redpath Australia noted this operational excellence within Grydale’s manufacturing facility during its Lean Leaders programme, highlighting the site visit as a practical example of the 5S methodology and continuous improvement, an endorsement that safety, quality, and performance are being pursued together on the shop floor, and all staff have embraced a zero-injuries culture.

THE ROAD AHEAD

Crucial to Grydale’s success are the dedicated team members who comprise the company.

“Empowering our people starts with trust, ownership, and technical depth. We encourage our team to take responsibility for outcomes across all disciplines,” expands de Andrade.

“We always have a minimum of two apprentices being trained at a time and uphold a cross-disciplinary, highly collaborative team model where we can cover for each other when required.”

Grydale’s people are motivated by seeing the real-world impact their work has on operator health and safety, alongside the benefits to the environment and neighbouring communities wherever its technology is adopted. The company also acknowledges and rewards on the basis of clear indicators rather than broad-brush benefits for all, promoting healthy competition and growth.

Meanwhile, Grydale is active in its surrounding communities through various corporate social responsibility (CSR) initiatives.

“CSR is embedded in Grydale’s purpose. At our core, our staff join the company knowing they can make a difference to operator safety and work conditions,” de Andrade details.

This community engagement flows to team members’ participation in local community sports, clubs, teams, and events.

“Outside of sport, we support children’s charity lunch events on the Sunshine Coast as well as Norton Music Factory, co-run by our Electrical Manager, Liam Norton. Going forward, we are finalising our pledge to school education in developing countries and First Nations youth programmes in Australia,” closes de Andrade.

Additionally, the company is actively supporting mental health awareness initiatives whilst placing a strong emphasis on safe work practices and employee well-being for all staff and their direct families.

As Grydale embraces the road ahead, its trajectory reflects a simple equation – engineered performance plus service accountability equals safer operators and more productive sites.

Through its various new technologies and endeavours, the company is expanding its reach whilst remaining anchored to its purpose – operator safety through world-class dust management solutions.

The post Grydale : Transforming Dust Control appeared first on EME Outlook Magazine.

DEEPER COLLABORATION, STRONGER STRUCTURES

As the UK’s building safety regulations and sustainability standards continue to evolve, delivering high-performance building envelopes and façades has become increasingly complex.

The roll-out of government policy such as the Building Safety Act (BSA) and Future Homes and Buildings Standards means developers must now follow stricter compliance for higher-risk buildings, balancing architectural ambition with technical precision whilst ensuring fire safety and long-term durability requirements are met.

As such, early collaboration, integrated design, and meticulous attention to detail have become essential for delivering increasingly sophisticated façade systems.

UK-based design and installation specialist, A²O Facades (A²O), has built its reputation around doing just this.

The company offers complete façade packages that combine technical excellence with collaborative project delivery, supporting building owners, resident groups, main contractors, and architects from early design through to completion.

Established in 2001, the wider A²O Group also includes A²O Hoarding, which installs security fencing, safety barriers, and walkways around active construction sites.

With a portfolio spanning rainscreen ventilated façade systems, lightweight steel framing, curtain walling, and bespoke multi-finish façade solutions, every project is underpinned by A²O’s values-based, design-led, quality-focused ethos.

A²O’s collaborative approach and shared values build trust.

The company’s in-house 12-member design team prioritises understanding and delivering on design intent, whilst optimising buildability, value, and robustness.

To ensure compliance across health and safety, passive fire safety, competence, and quality standards, the business uses quality management software in coordination with its own bespoke system of process controls.  

Whether delivering landmark new builds or technically challenging retrofit schemes, A²O works closely with project partners to deliver complex designs as practical, robust, and safe façades.

DESIGNED TO DELIVER  

This philosophy is perhaps best demonstrated by the recently completed Hertfordshire Police Headquarters (Herts Constabulary HQ) for the Police and Crime Commissioner for Hertfordshire, a flagship project that showcases the company’s ability to combine façade design and engineering expertise, collaborative planning, and exceptional workmanship.

Designed to accommodate more than 600 operational support staff alongside specialist functions such as a Major Crime Unit, the £55 million Herts Constabulary HQ development provides a modern, future-ready workplace that sets new benchmarks for sustainability and well-being.

Architecturally, the five-storey headquarters balances aesthetics with environmental performance, with two office wings clad by A²O in SureClad® porcelain stone.

Connected by a dramatic glazed atrium beneath a distinctive glulam timber roof, the completion of the wings creates a naturally lit central space that reflects the project’s focus on well-being.

Working alongside Tier 1 contractor Willmott Dixon and architects, Vincent+Gorbing, over the 12-month pre-construction period, A²O and Shackerley, the SureClad® supplier, arranged for the client to visit existing sites in London and Bath clad in the proposed rainscreen.

Collaborating over an extended timeframe allowed technical details to be carefully refined before construction commenced, significantly reducing design changes during delivery, improving project certainty, and demonstrating the overall value of early engagement.

The company also constructed a full-scale benchmarking sample bay on-site, which served as a testing ground to evaluate the optimum design, materials, and methods prior to installation, providing invaluable construction insights and enabling A²O to complete the façade on both office wings four weeks ahead of schedule.

Independent inspections have since awarded the installation a perfect National Quality Assurance (NQA) score – a recognition that reflects both rigorous quality control procedures and careful attention to detail.

It has also achieved an EPC energy score, carbon emission rate, and primary energy rate over 30 percent better than targets for new builds of this type and is on track for BREEAM Excellent and WELL Platinum ratings, setting a strong benchmark for future projects.

COLLABORATIVE TO THE CORE 

Though A²O’s technical capability remains fundamental to the construction of its façades, successful delivery also depends on effective collaboration between contractors, consultants, and supply partners. 

30 years ago, a litigious culture was widespread in the construction industry. A²O’s founder was convinced building could be done in a better way; when the opportunity came to start a new business, he grasped it.

The mission of the new venture was to ‘change the culture of construction’ based on shared values such as ‘win-win’ and ‘one team’, a value and ethos shared with our key clients and supply partners.

On Hertfordshire Constabulary HQ, collaboration was facilitated using a digital visual planner and collaborative scheduling. This ensured designs were fully coordinated, enabling all project partners to work towards shared milestones whilst minimising risk.

A collaborative approach can be seen across many of the company’s other projects, such as the completion of a new Informatics Teaching Laboratory (ITL) at Queen Mary University of London (QMUL).

A²O delivered a technically demanding refurbishment and extension for the university that combined multiple façade systems across both retained and new structures.

The company’s early involvement allowed it to resolve complex movement tolerances, coordinate challenging interfaces, and install a sophisticated curtain wall system within the constraints of a working university campus.

Similarly, the Lot S2 apartment complex in Eddington, northwest of Cambridge, required close coordination with main contractor Bennett Construction across four apartment blocks, featuring multiple façade systems and architect Leach Rhodes Walker (LRW’s) complex architectural geometries for the glass reinforced concrete, brick slips, and copings.

By utilising Revit modelling, bespoke design solutions, and careful interface management, A²O successfully delivered intricate façade details whilst maintaining programme, quality, and passive fire safety compliance.

BUILDING FOR THE FUTURE 

As expectations around sustainability, operational performance, and building safety continue to grow, it’s clear to see that façade specialists such as A²O will play an increasingly important role in shaping the nation’s built environment.

Several façades A²O has worked on recently have achieved BREEAM Excellent, requiring high standards of insulation, exceeding Passivhaus standards on occasion, and often needing to pass a rigorous air test.

Two of the most challenging projects have been refurbishment retrofits of university buildings, involving major structural works and curtain wall installation, undertaken on very tight urban sites with staff and students in occupation throughout.

A²O’s retrofit projects such as Brighton Met Phase 2 and the QMUL ITL demonstrate how existing buildings can be retained and transformed through carefully engineered façade solutions, extending the lifespan of the structure whilst significantly improving thermal performance and reducing operational carbon.

At Brighton Met, an outdated leaky building was wrapped in a high-performance curtain wall façade.

The façade, designed by ECE Architecture, featured a portal, referencing the portals in two local historic churches. A modern circular portal, recessed within the Equitone Natura cladding, is illuminated in changing colours at night, creating a dramatic new landmark on the Brighton skyline.

Meanwhile, two new floors and a new circulation core created by a curtain wall created a makeover for the QMUL ITLL, designed by Purcell.

To achieve BREEAM Excellent and comply with London Plan thermal requirements, the curtain wall allowed for optimum natural daylight, whilst projecting bronze feature fins act as a passive solar device to cast shade and reduce solar gain.

The bronze fins, acting like a sundial, transform the appearance of the façade as the sun moves round. Likewise, a play of light and shadow moves over the concave aluminium planks and the textured surface of the Equitone Linea cladding to the existing three storeys.

The retrofit allowed QMUL to disconnect its gas pipes and completely decarbonise its heating.

SUSTAINABILITY

One of the greatest achievements in carbon reduction has been a collaboration with key supply partner RJ Façade Systems (RJ) in aluminium closed-loop recycling, inspired by a case study at a Centre for Window and Cladding Technology event.

A²O widely uses RJ’s recycle-grade aluminium sub-grid, which is recast by Hydro from recycled and is also used in the Briklok system.

Wherever possible, A²O recycles aluminium strip from its reclad sites via Alutrade, who in turn supply this to Hydro, closing the loop. To date, this aluminium closed-loop initiative has saved over 490 tonnes of carbon emissions, compared with standard aluminium consumed in Europe.                  

Earlier this year, the company launched a staff break room built at its offices by the team from a recycled shipping container.

A²O has invested in a hybrid company car and a plug-in hybrid electric (PHEV) van. Since installing an electric vehicle (EV) charger in the car park, eight staff now use hybrid or full EVs. 

NEXT GENERATION

The foundation of building for the future is investing in the next generation. In January 2022, A²O launched its apprentice programme.

The company’s first apprentice completed the Construction Design and Build Technician Apprenticeship with distinction and now works as a Façade Designer.

A Construction Quantity Surveying Technician apprentice has also just completed his Higher National Certificate (HNC) in Construction and passed the gateway to end-point assessment.

A site-based Construction Support Technician has just started with the company and commences his course in September.

This year, A2O took part in careers events at two local schools to promote careers in construction, the skills required by the façade industry, and the opportunities for apprenticeships as a launchpad into a challenging but rewarding career.

COMPETENCE AND SLOT 

One of A²O’s strategies for strengthening competence is its SLOT programme, which stands for Specialist-Led On-site Training.

The goal of SLOT is to ensure installers benefit from the most up-to-date training on the specific product or system at the actual site.

A²O arranges for continuing professional development (CPD), toolbox talks, instruction manual presentations, participation in on-site mock-ups, quality inspections, and feedback and fine-tuning where necessary.

The SLOT programme has strengthened relationships between A²O’s install teams, suppliers, client site team, and managers, yielding greater confidence and optimising precision.

Recent success at the Façade Awards UK and as Willmott Dixon’s National Works Partner of the Year reflects industry recognition for A²O’s growth and, looking ahead, the company is well-positioned to support the next generation of high-performance, larger-scale façades being designed and installed by the next generation of emerging façade professionals.

The post A2O Facades : Deeper Collaboration, Stronger Structures appeared first on EME Outlook Magazine.

FROM FARM TO FUTURE DAIRY DOMINANCE

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

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

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

In 2008, current CEO Peter de Boer’s father founded the company with the aspiration to become the largest milk producer in the EU, including the UK. Remarkably, this goal was achieved five years ago.  

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

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

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

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

“At present, we are trading at a price-to-earnings ratio of seven, indicating that our company is undervalued relative to the market average of 15. This situation presents a strong opportunity for new investors,” de Boer outlines.  

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

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

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

UNIFIED AND FUTURE-PROOFED

Currently, DN AGRAR operates over 10,000 ha and has nearly 20,000 animals.  

“A key strength of our business model is full integration, combining milk production, crop cultivation, composting, renewable energy and, increasingly, food processing. Furthermore, our farms are strategically located within an hour of each other, which enhances our logistics efficiency in transporting our own milk,” clarifies de Boer.  

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

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

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

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

“This technology gathers data on each cow’s behaviour, such as walking, eating, and sleeping patterns. We also have farm hospitals staffed 24/7 with veterinary personnel to monitor animal welfare closely,” de Boer insights.  

REVOLUTIONISING DAIRY

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

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

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

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

Impressively, wheatgrass can thrive for the first four days without light or fertiliser, maximising food quality. There is also no need for machinery or manual labour; it’s fully automated from seeding to harvesting.

DN AGRAR plans to test the facility at 40 t for one year before scaling up to 200 t, with an additional €20 million investment by 2030.

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

“In a nutshell, we are building a fully integrated circular agriculture business by generating value from every stage of the production chain, from raw milk to processed dairy products, organic fertiliser, and involvement in producing biomethane, whilst targeting approximately 15 to 20 percent of Romania’s raw cow milk production by 2030.”

INNOVATING SUSTAINABLY

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

“In European dairy farming, larger farms are the future due to their focus on sustainability and animal welfare as demand for cheese and high-protein foods rises. Producers are challenged to adapt to climate change whilst managing resources effectively, highlighting the importance of shared services and sustainable practices,” de Boer observes.  

ENVIRONMENTAL CONSIDERATIONS

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

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

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

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

From an environmental, social, and governance (ESG) perspective, the company emphasises sustainability not only in environmental terms but also in its impact on local communities.  

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

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

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

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

CULTIVATING GROWTH

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

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

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

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

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

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

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

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

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

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

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

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

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

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ROMANIA’S RENEWABLE REVOLUTION

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

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

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

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

What makes Iepurești particularly significant is that it demonstrates the scalability of solar development in the country.

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

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

ROMANIAN PIPELINE

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

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

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

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

“We are active across multiple counties in Romania, with our project portfolio spanning the south and southwest of the country where the solar resource is strongest, but also developments in other regions as we diversify our pipeline.”

Nofar Energy Romania’s pipeline is substantial and reflects the subsidiary’s ambition to become one of the leading renewable energy platforms in the country, with a portfolio of 870 MW of PV and 1.9 GWh of BESS.

The coming months will be particularly exciting, as Nofar Energy Romania brings almost 400 MW online across three major projects – Iepurești and Ghimpaţi, both of which have now been successfully energised, with Slobozia following close behind.

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

“To be advancing 870 MW of solar PV capacity and 1.9 GWh of BESS across our Romanian portfolio is something the whole team should be enormously proud of – it is a concrete demonstration of our execution capability at scale.”

That execution capability is underwritten, in no small part, by a deepening relationship with the EBRD.

The bank has now backed Nofar Energy Romania’s build-out through two separate financing packages: an earlier facility supporting the Iepurești and Ghimpaţi plants, followed by a fresh €192 million package – €64 million from the EBRD’s own account and a further €128 million mobilised from commercial lenders – for the Slobozia plant and the wider Corbii Mari and Iepurești II projects.

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

What is particularly exciting beyond these near-term connections is Nofar Energy Romania’s move into hybrid configurations – combining solar generation with BESS.

“These hybrid projects are the future of renewables in Romania because they allow us to generate clean energy and dispatch it intelligently, capturing peak pricing moments and providing grid stability services,” insights Stelian.

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

DECARBONISATION PUSH

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

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

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

“Today, we are talking about gigawatt-scale pipelines, hybrid projects combining solar with storage, and corporate power purchase agreements (PPAs) becoming mainstream. The market is maturing rapidly; being part of that transformation and helping to shape it is genuinely thrilling.”

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

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

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

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

ESSENTIAL CONTRIBUTOR

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

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

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

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

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

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

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

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

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

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

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

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

AMBITIOUS PRIORITIES

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

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

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

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

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

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

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

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

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

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

Large industrial and commercial offtakers increasingly want to decarbonise their energy procurement and need long-term, reliable partners to do that with – Nofar Energy Romania seeks to be their partner of choice.

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

The post Nofar Energy Romania : Romania’s Renewable Revolution appeared first on EME Outlook Magazine.

THE CHOICE OF CHAMPIONS

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

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

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

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

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

COMMITMENT TO INNOVATION

Since its inception, Al Rabie has been dedicated to applying comprehensive quality and services to the inauguration of its high-tech factory. When production began, distribution networks were installed to ensure that products would be available across the nation, whilst also maintaining exports to the Middle East and North Africa (MENA) region, with recent expansion covering other countries as well.

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

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

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

Al Rabie endeavours to ensure the manufacture and distribution of high-quality drinks, nectars, juices, milk, milk products, and other food products of high specification, hygiene, and quality without compromising the best interest of public health, service to customers, and any adverse effect on the environment.

A PIONEER IN JUICE

Al Rabie’s commitment to quality, environment, occupational health and safety, and food safety is reflected through its initiatives and programmes, which focus on continual improvement and compliance with industry standards.

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

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

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

The award aims to motivate SMEs to invest in developing their own national human resources, increasing the sustainability rate of employees, and enhancing career development. Notably, Al Rabie was ranked the number one food and beverage company in terms of having the best work environment in KSA, and 13th across all categories amongst 400 companies across the nation.

Equally, in December 2019, the company signed an agreement with Saudi Basic Industries Corporation (SABIC) to provide proper training for newly graduated students entering the workforce. Specifically, the initiative teaches them the appropriate skills to develop their capabilities and provides them with both experience and practical knowledge within a professional work environment.

The agreement represents the company’s strategic initiatives to motivate and qualify the national youth in line with the major ambitions of KSA within its Vision 2030.

FIRST CHOICE IN QUALITY

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

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

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

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

Recently, the company has funded several activities to help maintain its leading position in KSA, countries in the Gulf Cooperation Council (GCC), and the Middle East. These include using technologies to produce healthier options and setting agreements with international suppliers to obtain the highest quality raw products. As part of a relentless effort to enhance its offerings, Al Rabie prides itself on launching new products and continuously developing its current ones to remain at the leading edge of trends within the sector.

AL RABIE SAUDI FOODS PARTNER

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PARTNERS IN A CONNECTED FUTURE

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

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

“Automation is no longer just about efficiency, but adaptability,” opens Peer Schumacher, Head of Electronics Manufacturing Solutions for Panasonic Connect Europe (Panasonic Connect) – the business-to-business solutions division of the technology titan.

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

The most prominent force making waves across the manufacturing space is Industry 4.0. Representing the convergence of physical manufacturing and digital technologies, it brings together Internet of Things (IoT), artificial intelligence (AI), cloud computing, and advanced analytics into a unified production environment.

“Across Europe, Industry 4.0 is enabling manufacturers to move from reactive to proactive operations. Instead of responding to issues after they occur, companies can now predict failures, optimise workflows in real time, and continuously improve performance.

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

CYBER-PHYSICAL APPROACH

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

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

“This ‘cyber-physical’ approach ensures data doesn’t just exist but actively drives smarter decision-making and continuous optimisation. That is what the word ‘Connect’ stands for in our company,” Schumacher reveals.

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

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

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

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

SELF-OPTIMISATION

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

“Their key advantage lies in their ability to self-optimise using real-time data to continuously improve processes, reduce downtime, and enhance productivity. Over time, this leads to significant cost savings through reduced waste, lower maintenance costs, and decreased reliance on manual intervention,” Schumacher explains.

Whilst the initial investment in autonomous factories can be substantial, the long-term return on investment is compelling. Manufacturers benefit from improved resilience, scalability, and consistent product quality.

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

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

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

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

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

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

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

CONNECTING TO TOMORROW

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

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

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

“In today’s uncertain global environment, the ability to adapt quickly is just as important as efficiency. Autonomous and connected manufacturing systems provide that flexibility, ensuring businesses can continue to operate and grow,” he expands.

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

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

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

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

The post Panasonic Connect Europe : Partners in a Connected Future appeared first on EME Outlook Magazine.

MELDING CREDIBILITY, TRUST, AND QUALITY

Construction is an industry that never sits still – and right now across Europe, that’s truer than ever.

It plays a fundamental role in every economy, with a multiplier effect that reaches far beyond the construction site itself, driving regional development and social stability.

The last few years have been anything but straightforward. With the COVID-19 pandemic, geopolitical instability, supply chain disruptions, and rising costs, the industry has had to absorb a series of shocks in rapid succession.

“By nature, construction craves stability – long project cycles, significant contractual commitments, and complex stakeholder environments create a pool of uncertainty that makes all of it harder to navigate,” introduces Andraž Mezgec, Director of Operations at Kolektor Construction.

“Moreover, the European construction industry is being shaped by regulatory pressures, sustainability goals, national investment programmes, and labour challenges that are reshaping how we operate and the way we think.”

For companies such as Kolektor Construction, the challenges that lie ahead are key to increased productivity, overcoming the labour shortage, the internationalisation of business, and achieving greater resilience within the industry.

“From a personal perspective, that’s what makes this space exciting. The businesses that can read the environment, manage risk intelligently, and stay focused on building resilience rather than just chasing volume are the ones that will define the next chapter of the industry in Europe,” he muses.

DIVERSE OPERATIONS

Kolektor Group is one of Slovenia’s most established and respected industrial brands, with roots stretching back six decades. Today, it operates across three strategic divisions – Mobility, Technologies, and Construction.

With a presence spanning Europe, the US, and Asia, and core divisions delivering high-performance solutions for the automotive, energy, and infrastructure sectors, Kolektor Group is known for its innovation, quality, and reliability.

Within the group, the construction strand of the business is now the largest of its kind in Slovenia.

“We, Kolektor Construction, operate through two companies – Kolektor Koling and Kolektor CPG – and together we bring over 60 years of experience to the market with 1,000+ employees and more than €500 million of annual revenue,” Mezgec sets out.

Kolektor Koling is built around the idea of complete solutions, whereby a project is taken from the initial concept all the way through to handover, covering design, civil works, mechanical, and electrical installations.

Meanwhile, Kolektor CPG brings a complementary set of capabilities – infrastructure, tunnelling, road construction, and maintenance, backed by substantial in-house production.

“We have our own quarries, asphalt plants, concrete plants, and prefabricated element facilities. That level of vertical integration gives us a real competitive advantage – in terms of quality control, cost efficiency, and the ability to mobilise quickly on large and complex projects,” he lists.

A key part of Kolektor Construction’s strength also lies in its in-house production platform, where it operates seven concrete plants – including mobile and permanent facilities across Slovenia – as well as two asphalt plants in Laže and Vrtojba, supporting a wide range of infrastructure and urban projects.

“In addition, we produce stone aggregates at our sites in Tolmin and Laže, ensuring a reliable supply of high-quality materials for concrete, asphalt, and other applications. This vertically integrated platform gives us strong control over quality, cost efficiency, and project execution,” Mezgec adds.

“At the same time, we are continuing to invest in the modernisation of our production infrastructure, including a new asphalt plant investment in Laže, which will further improve operational and energy efficiency, increase production flexibility, and reduce environmental impact through the use of more advanced technologies.”

This is further reinforced by a well-developed machinery and transport division, which provides both internal support and services to external clients, ensuring operational flexibility and independence across all project phases.

“What ultimately defines construction companies, however, is execution. Delivering technically demanding projects within complex stakeholder environments, often under intense time pressure, requires not only engineering capability but also operational discipline, coordination, and reliability.

“Over the years, the ability to execute consistently on large-scale and strategically important projects has become one of Kolektor Construction’s defining strengths,” highlights Mezgec.

EXPERTISE AND CROATIAN EXPANSION

The tunnelling and road division is one of the core pillars of Kolektor Construction and has been a key driver of its impressive growth over the past years.

As such, the company has built strong capabilities in delivering complex infrastructure projects, particularly in the fields of road construction, tunnelling, and railway modernisation.

These are segments where technical complexity, risk management, and execution discipline are critical – and experience makes a significant difference.

“Increasingly, the projects we are involved in are not defined only by scale, but by engineering complexity. In the rail sector, we have delivered more than €400 million worth of upgrade and modernisation projects in Slovenia, which has positioned us as a credible and experienced partner in this space,” Mezgec prides.

A key example of Kolektor Construction’s tunnelling portfolio is its involvement in developing the second track of the Divača-Koper railway, where it contributed to the excavation of multiple tunnels with a total length of 37.4 kilometres.

Projects of this scale require highly specialised teams, advanced equipment, and precise execution within challenging geological conditions.

“The Pier I extension in the Port of Koper is another strong example of this, combining large-scale offshore piling, marine engineering, and prefabricated structural systems within one of the most technically demanding port infrastructure projects currently underway in the region,” he notes.

Mezgec believes that the company’s road division is equally important, particularly through large-scale national projects such as the Third Development Axis expressway, where it’s been involved in delivering demanding sections that combine bridges, tunnels, and complex terrain.

Elsewhere, Croatia represents a natural extension of Kolektor Construction’s home market and an important part of its regional strategy.

The company has been present there for several years, particularly in the Port of Rijeka, where it has successfully delivered multiple projects, including the recently completed Maersk terminal.

“What is important for us is not just expanding geographically but doing so in a controlled and sustainable way – building on references, deploying experienced teams, and maintaining the same standards of execution that define our work in Slovenia,” he states.

ELITE DEVELOPMENT AND AUTONOMY

At the end of the day, it is always people who make the difference on a project, which is reflected in how Kolektor Construction strives to manage and lead.

“We place strong emphasis on responsibility and trust. Our teams operate with clearly defined objectives, but also with enough autonomy to make decisions at the operational level,” Mezgec expands.

In a project-driven business-like construction, speed of decision-making is often critical.

“The second most important element is development. We invest systematically in technical expertise, knowledge transfer between generations, and the development of leadership capabilities. This is not a one-off initiative, but a continuous process,” he tells us.

For Kolektor Construction, recognition goes beyond formal reward systems. What truly matters is that people see the outcome of their work – a completed project, tangible result, and the team behind it, creating a sense of purpose that extends beyond financial incentives.

“As one of the leading construction groups in Slovenia, we are very aware of our broader responsibility.”

On one level, this is a responsibility towards the environment. The projects the company delivers have a long-term impact on space and society, which is why sustainability is becoming an increasingly important part of how it makes decisions.

On another level, Mezgec believes it is a responsibility towards the communities in which Kolektor Construction operates.

“We are involved in a range of local initiatives, supporting sports clubs and fire brigades, as well as contributing to organisations active in fields ranging from healthcare to assistance for vulnerable groups, thereby contributing to the development of local environments,” he adds.

Equally important is a responsibility towards employees – ensuring safety at work, providing a stable working environment, and creating long-term development opportunities.

STRATEGIC CONSOLIDATION

Looking ahead, Kolektor Construction’s strategic priority is to consolidate and strengthen its position in the region.

Over the past decade, the group has built a portfolio of significant references that, when combined with its vertically integrated production platform, represent a genuine and durable competitive advantage.

“That period of growth has also come with investment and the costs that ambitious expansion inevitably brings – and we are now focused on extracting the full value of what we have built,” Mezgec acclaims.

“An area where we see particular opportunity is prefabrication. We believe it is one of the segments with the greatest potential to drive meaningful productivity gains in construction – and it is an area where we intend to invest, subject to market demand and conditions developing in the right direction,” he furthers.

More broadly, Kolektor Construction’s approach to growth is increasingly focused on repeatability. Where it has achieved a real breakthrough in a specific sector or project type, the company wants to build on that.

“Deploying the same experienced teams, applying proven methodologies, and leveraging accumulated knowledge is how we drive efficiency and deliver consistently strong results.

“That focus – doing more of what we do best, rather than chasing every opportunity – is, I believe, the foundation for sustainable long-term growth,” Mezgec enthuses.

FUTURE GROWTH AND STABILITY

In conclusion, Kolektor Construction’s priorities for the coming period are clearly focused on efficient utilisation of its existing platform.

Following an era of intensive growth, the focus is now on optimisation – improving productivity, increasing process efficiency, and strengthening project risk management.

“Selective growth remains important. We are not aiming to grow at any cost, but rather in areas where we can create real added value and leverage our existing capabilities.

“At the same time, we see opportunities in segments such as prefabrication and energy projects, where we can build further on our references,” Mezgec outlines.

Ultimately, the key to continued prosperity remains the same – maintaining stability, financial discipline, and long-term perspective.

For many, construction is often seen purely as an execution industry, whereas the reality is that it plays a much broader and more vital role in society.

“The projects we deliver are not just structures – they are infrastructures that enable economic development, connect regions, and improve quality of life.”

“For us, construction is ultimately about creating long-term value – for infrastructure systems, communities, and the wider development of the region,” he concludes.

KOLEKTOR CONSTRUCTION PARTNER

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ELEVATING AVIATION STANDARDS

Airports are hives of activity where ground services play a crucial role in orchestrating logistics that are as essential as aviation itself.

In this dynamic environment, the individuals working in these vital roles often operate behind the scenes but are fundamental to ensuring the smooth flow of air travel.

These interconnected hubs depend on a complex network of support operations that guarantee every aspect, from baggage handling to passenger assistance, runs efficiently amongst the hustle and bustle of arrivals and departures.

During peak travel times, demand for these services increases significantly, highlighting the airline industry’s most visible responsibilities.

Known for its efficiency and reliability, Sky Handling Partner (SHP) is a prominent player in the airport ground handling sector, operating within Groupe CRIT’s global ground handling division.

The company provides essential aircraft turnaround services to major airlines, including passenger handling, ramp, and load control, prioritising safety, reliability, and the customer experience.

Established in Ireland in 2000, SHP expanded its operations to the UK in 2011, specifically at London City Airport (LCY) and London Heathrow Airport (LHR), before launching the Cobalt Ground Solutions brand in 2016.

At present, SHP boasts a dedicated workforce of over 1,850 employees spread across its primary operational hubs in Dublin, Shannon, and London.

“Safety, security, and service are the cornerstones of our performance. All our stations have dedicated on-site safety and security teams who collaborate closely with airport community stakeholders,” introduces Darren Moloney, General Manager.

“The coordination of these teams at all levels facilitates a safety-first approach to every aspect of our ground handling activities.”

Moreover, to strengthen and nurture its partnerships with major airline clients, the company implements a range of strategic initiatives to enhance collaboration and ensure mutual growth.

With a comprehensive range of services, Cobalt Ground Solutions collaborates with SHP to ensure consistent operational standards across various locations, whilst also leveraging Groupe Europe Handling’s expertise.

“Groupe Europe Handling, Cobalt Ground Solutions, and SHP share many of the same airline customers across our network. The adoption of resource and planning technologies safeguards alignment with airline standards and requirements,” Moloney adds.

EMBRACING INNOVATION

Key challenges currently facing the aviation industry include operational disruptions, rising fuel costs, customer demands, sustainability compliance, and delays in hiring processes, with the latter being particularly problematic for SHP.

However, the company is preparing to address these issues through strategic investments and enhanced customer service initiatives.

“Seasonality remains a primary challenge for our Dublin operations, coupled with the necessity to scale resource bases accordingly,” Moloney acknowledges.

“The enhanced security vetting process dictates a longer recruitment timeline, with onboarding for summer operations commencing in early Q1 annually.”

To achieve this, SHP needs to streamline the recruitment process whilst maintaining rigorous standards, balancing efficiency with quality in attracting talent.

“Ensuring the ground handling sector is an attractive career option for a workforce that appears more transitory. This requires a strong focus on recruitment policies, training, and development, and it must clearly highlight a career development path,” he emphasises.

“Additionally, SHP offers competitive packages to new entrants with various opportunities to adopt flexible roster options for team members that provide a good and predictable work-life balance whilst ensuring sufficient flexibility to cover airline operations in a dynamic and fluid environment.”

As SHP implements competitive employment packages to ensure a balanced work-life environment for team members, it is also committed to advancing the electrification of its fleet across Europe, recognising that the availability of charging infrastructure at each airport will be crucial to this transition.

“The electrification programme is airport-dependent and heavily influenced by the electric charging capacity available within each station.

“The class of ground support equipment (GSE) that has already commenced the transition to electric includes baggage tractors, belt loaders, and our car fleet. Over the next few years, we will accelerate electrification across our fleet at all stations,” Moloney details.

OPTIMISING OPERATIONS

Airport ground handling services have undergone a significant transformation in recent years, primarily driven by technological advancement and integration.

As a result, the sector is increasingly embracing automation and data-driven approaches to improve operational efficiency and safety.

This evolution has introduced innovative tools and systems that streamline and improve the overall passenger experience, fundamentally changing how ground services are delivered at airports worldwide.

Indeed, SHP is exploring specific enhancements to its IT infrastructure and software to boost operations and customer service with a versatile technology solution.

“WorkBridge is currently being introduced to stations in the UK and Ireland to provide enhanced operational visibility in real-time,” Moloney tells us.

This solution is designed to support all types of airport services, including baggage and cargo handling, passenger check-in, boarding, security, and maintenance.

“The platform facilitates accurate resource planning across service delivery teams and enables controllers to optimise our response to off-schedule airline activity on any given day,” he informs.

“It also provides oversight on skill set requirements, so our planning teams can factor this into our seasonal planning programmes.”

In addition to improving resource management, customer services, and overall efficiency with WorkBridge’s sophisticated system capabilities, SHP has introduced integrated compliance, safety, and risk management.

“In February, we moved to Centrik by Trustflight, an integrated safety management system (SMS) designed to streamline compliance, risk management, reporting, and operational safety processes within the aviation industry,” Moloney outlines.

“The transition to the new SMS was carried out using a structured approach to minimise disruption to operations and maintain compliance with safety requirements.”

To facilitate this transition, SHP conducted a thorough assessment to inform decisions on how to proceed.

“The project began with a review of the existing system and a gap analysis to identify requirements and reporting needs that needed to be replicated or improved within the new platform. Existing safety data, including reports, risk registers, audits, and corrective actions from the outgoing system, were retained and archived,” states Moloney.

ENHANCING THE EMPLOYEE EXPERIENCE

Several critical factors make SHP an appealing workplace for employees – these elements foster a supportive and engaging environment that promotes professional growth and job satisfaction.

“Our employees are part of frontline airport operations where no two days are the same. Working closely with airlines, passengers, and flight operations creates an energetic and rewarding atmosphere,” Moloney explains.

“Many team members highlight supportive colleagues and a strong teamwork culture as amongst the best parts of working for the company. Collaboration is essential in aviation operations, and employees often build strong working relationships.”

As SHP’s feedback indicates, employees seem to appreciate this way of working, which further enhances team dynamics and individual development.

The company not only promotes internal progression but also provides exposure to different operational areas within aviation handling services.

Employees therefore gain valuable industry experience and practical skills that support long-term career growth.

“SHP is dedicated to investing in operational and safety training to ensure staff are confident and prepared in their roles. This helps them develop professionally whilst maintaining high service standards,” Moloney optimistically concludes.

“Meanwhile, in terms of priorities for the coming year, our two main objectives are to complete the rollout of WorkBridge and appoint a Culture Learning and Development Manager for our operations in Ireland.”

By leveraging technology and implementing strategies that address industry challenges, SHP demonstrates its commitment to improving operational standards and building strong relationships with airline clients.

Furthermore, as the company advances electrification and innovative solutions, it delivers a smoother travel experience for passengers and positions itself as a leader in the sustainable and efficient management of airport services.

As a result, SHP is set to raise the standards of airport ground handling across Europe and beyond.

The post Sky Handling Partner : Elevating Aviation Standards appeared first on EME Outlook Magazine.

BETTER BUILDINGS FOR A BETTER WORLD

“This is a very exciting time to be in our industry. Construction is changing fast, and manufacturers have a real responsibility to support that change.

“It’s no longer only about supplying a product at the right price. Customers need solutions that deal with fire safety, energy performance, sustainability, regulations, speed of build, and long-term reliability. The role of a company like ours is becoming more about partnership, technical confidence, and reducing risk for the customer.”

This insight from Jan Ryšavý, Managing Director BU Nordics and BU RoW at Kingspan Insulated Panels (KIP), directly addresses the crucial role that those in the manufacturing industry are playing in the global economy.

Ryšavý’s experience in the sector places him at the forefront of this transformation.

With a career that has logically and fluently developed across international business, finance-led commercial management, construction products, and manufacturing, he has observed how, although individual sectors have changed, the common hurdles remain the same. Working with products where quality, technical performance, customer trust, and long-term value are essential.

“I was attracted to manufacturing because it brings together strategy and reality. You can develop a commercial plan, invest in capacity, improve processes, innovate products – and then see the outcome physically installed in buildings. The direct link between business decisions and real-world impact is motivating,” he insights.

Working in insulated panels and building envelope solutions, Ryšavý views the modern industry as one of the key drivers of change in construction.

With the sector needing solutions that support energy efficiency, safety, speed, architectural quality, and sustainability, manufacturing is where many of those ambitions become practical and scalable.

“That’s why I find the sector so exciting; it allows us to combine commercial leadership, technical innovation, and a meaningful contribution to the future of the built environment,” Ryšavý enthuses.

Leading the industry in this evolution is Kingspan – a global provider of energy-efficient insulation and building envelope solutions. Developing high-performance systems for projects around the world, the company serves industrial and commercial applications as well as residential, office, and administrative buildings.

Its core portfolio includes insulated roof and wall systems, architectural façade solutions, daylighting systems, and a wide range of system accessories.

“Kingspan is internationally recognised for its advanced insulation technologies and complete system solutions designed to enable lower-carbon, high-efficiency buildings,” explains Katja Gessner, Marketing Manager.

“In Kingspan Nordics, we carry two brands of sandwich panels. Together with the Kingspan brand, we produce and distribute Paroc Panel System – one of the leading manufacturers of high-quality insulated panel systems with a stone wool core. In 2026, the brand marked 40 years of innovation built around the core values of protection, durability, strength, and sustainability.”

BALANCING SUSTAINABILITY AND INNOVATION

Kingspan Nordics – a growing subsidiary of Kingspan – is on a mission to create sustainable building envelopes that redefine energy efficiency, safety, and design.

With a physical presence in Finland, Sweden, Norway, and Denmark, Kingspan Nordics’ focus is on being a system provider, supporting investors, architects, building designers, fire consultants, authorities, main and subcontractors, and installers, rather than material suppliers.

“Having aesthetically appealing, optimised products in the right place, at the right time, is our main agenda,” highlights Martin Holmberg, Commercial Sales Lead.

“We have a broad portfolio of insulated panels with QuadCore, Interpenetrating Polymer Network (IPN), or mineral wool (MIWO) cores, combined with all necessary accessories to create façades where only imagination sets the limit. Through technical expertise, verified performance, and responsible manufacturing, we help our customers meet today’s regulations and tomorrow’s sustainability goals.”

Specifically, within the company’s KIP CEME division, two of its strategic business units (BUs) – BU Nordics and BU Rest of the World (RoW) – are structured to address the organisation’s geographic diversity whilst maintaining strategic alignment.

BU Nordics is primarily focused on managing and expanding operations within the region across commercial, industrial, data centre, sport, leisure, and infrastructure sectors. Its role involves deepening market penetration, maintaining strong relationships with key stakeholders, and ensuring products and services are tailored to local regulatory requirements and customer preferences.

“Given the maturity and strategic importance of these markets, the unit often emphasises operational excellence, brand positioning, and sustainable growth,” details Mariah Naeem, Business Development and Specification Manager.

Meanwhile, BU RoW succeeds by driving expansion and capturing growth opportunities across a diverse set of international markets. This unit requires greater flexibility and a more dynamic approach, balancing market entry strategies with the scaling of existing operations.

Investing in R&D, forming partnerships, and adapting to market trends have been the focal points for the company’s long-term success.

“Together, these units create a balance between stability and innovation. One consolidates and strengthens the organisation’s position in its core markets, whilst the other broadens its global footprint and drives growth across new and developing markets. Success is demonstrated not only in their individual performance but also in how the teams complement each other,” Naeem explains.

DELIVERING EXCELLENCE IN COMPLEX ENVIRONMENTS

Pivotal to Kingspan Nordics’ success is upper management’s work to nurture sharp, high-performing teams whilst driving excellence in complex and premium project environments.

“These teams are built through clarity, trust, and shared purpose. In complex and premium project environments, success does not come from one individual function working well in isolation. It comes from commercial, technical, customer service, project engineering, manufacturing, and supply chain teams working together with a common understanding of the customer need and project outcome,” expands Ryšavý.

With customers expecting certainty around fire resilience, thermal performance, sustainability, lead times, and reliability, Ryšavý and his team focus on being not only commercially strong but also technically confident.

The company also ensures delivery excellence through structured reporting, clear priorities, and regular follow-ups, enabling teams to react quickly, communicate simply, and solve problems as knowledge leaders, not just product suppliers.

“My role as a leader is to set direction, create accountability, empower key people, and remove obstacles. Premium projects require resilience and a solution-oriented mindset. When a team has technical knowledge, ownership, and disciplined execution, it can deliver real value for customers,” Ryšavý asserts.

The continuous success of Kingspan Nordics’ teams can be directly observed through the company’s recent projects.

These include the Ahlsell Logistics Centre, Hallsberg, SNØ, Norway, Kokkola Sports Park, MUNCH Museum, Fujirebio Diagnostics’ GoCo Health Innovation City, Lumijälki 2, and S-Market Suutarila.

Specifically, the Ahlsell Logistics Centre, Hallsberg is a formidable project as Norway’s largest distribution centre. Located in the city of Eidsvoll and completed in 2025, the facility features an extensive solar cell system on the roof that produces more electricity than the building consumes in a year, leading to its ‘Very Good’ certification from the Building Research Establishment Environmental Assessment Methodology – Norway (BREEAM-NOR).

Additionally, the iconic MUNCH Museum, one of Norway’s most recognisable contemporary cultural buildings, was designed as a landmark waterfront project. It required façade and wall solutions combining architectural freedom, durability, and high-performance building standards.

Paroc Panel System supplied approximately 8,000 square metres (sqm) of insulated wall panels for the project, supporting the realisation of the museum’s distinctive modern appearance whilst meeting strict technical, fire resilience, and sustainability requirements. A key aspect of the project was the ability to merge architectural design freedom with long-term façade durability in a demanding marine environment.

Equally, Paroc Panel System supplied both external and internal insulated panels for several hyperscale data centre developments, primarily in the Helsinki metropolitan area, with total deliveries exceeding 150,000 sqm of panels. The projects form part of the ongoing expansion of digital infrastructure and cloud capacity across the Nordic region.

The projects include large-scale multi-building campus environments, some of which are currently under construction and planned for further expansion in the coming years. These developments highlight Paroc Panel System’s strong position in delivering high-performance building envelope solutions for critical infrastructure and technically demanding data centre facilities, where energy efficiency, durability, fire resilience, and fast installation are essential.

Finally, Fujirebio Diagnostics’ GoCo Health Innovation City project represents a unique combination of Scandinavian and Japanese architectural influences within a modern life science and laboratory environment.

The project features approximately 2,500 sqm of façade surface utilising Dri-Design aluminium cassettes integrated with Paroc Panel System insulated panels. The façade concept enabled both aesthetic flexibility and efficient installation whilst meeting the technical standards required for laboratory facilities.

GROWING IN THE RIGHT WAY

Crucial to Kingspan Nordics’ continued success are its partner and supplier relationships.

“Supply chain operations in our business are complex and tightly interlinked, requiring precise coordination across sourcing, manufacturing, logistics, and customer delivery,” insights Diana Patroiu, Divisional Procurement Director – KIP CEME.

At its core sits the procurement of critical materials, of which ensuring a stable supply, consistent quality, and price visibility is essential. On the operations side, production planning must be closely synchronised with incoming materials flows to avoid potential disruptions in raw materials, which can impact output efficiency and delivery commitment.

“Together with our suppliers, we are operating as partners rather than transactional counterparts, creating a more resilient value chain, reducing risk, and supporting competitiveness for all stakeholders involved,” states Patroiu.

As Kingspan Nordics looks ahead, the company’s main priority is to keep improving delivery for customers, especially in the more demanding and premium parts of the market.

The company has strong opportunities on the horizon, but the key to managing them properly is through the right capacity, service level, and technical support. Specifically, capacity optimisation is crucial for the company. It’s not only about producing more; it’s about using resources smarter, improving planning, simplifying processes where possible, and making customers feel confident in its services.

“The goal for the coming year is to grow in the right way: focus on the right sectors, improve service, support customers earlier, and make sure our teams have the tools and knowledge to deliver premium solutions with confidence,” concludes Ryšavý.

“Ultimately, we are proud to be part of an industry that is helping shape safer, better, and more sustainable buildings for the future.”

KINGSPAN NORDICS PARTNER

The post Kingspan Nordics : Better Buildings for a Better World appeared first on EME Outlook Magazine.

FINNISH MINING SPOTLIGHT

Finland is located on the Fennoscandian Shield, which yields important industrial minerals and metals such as iron, nickel, copper, and platinum group metals, not to mention gold.

Given its strong similarities to the Canadian Shield and cratons of Southern Africa and Western Australia, the Fennoscandian Shield hosts world-class deposits of critical and strategic raw materials.

However, the area is considered underexplored compared to its international counterparts. The Central Lapland Greenstone Belt in Northern Finland, for example, is unexplored and believed to have significant potential for gold deposits.

Alongside its mineral potential, Finland hosts leading education and R&D facilities, which are strongly supported by the government to develop green and sustainable mining technologies.

Finland is an excellent hub for mining technology and has systematically developed its mining cluster, which today includes more than 10 mining-related universities and research organisations and 200+ mining technology and service providers.

Consequently, the country is considered one of the world’s most attractive mining jurisdictions, not only due to its geology and availability of geological data but also its well-developed and innovative mining ecosystem.

Q&A WITH ALEKSI SALO, CEO, MINING FINLAND

Recently appointed as CEO of Mining Finland in November 2025, Aleksi Salo outlines how he will continue the association’s excellent work in promoting the export of domestic mining expertise and building networks.

Firstly, could you introduce us to Mining Finland and your purpose?

Aleksi Salo, CEO (AS): Mining Finland is an association for Finnish mining and exploration-related technology, service, education, and research providers.

We define ourselves as a cluster, which means we work together. The main aim is to increase business – specifically export business – for Finnish technologies and services.

On top of that, we facilitate networking with companies here in Finland but also internationally. We promote Invest in Finland activities in the minerals sector, specifically for junior explorers and miners, and responsible, sustainable mining in general.

What is your current take on the mining industry in Finland?

AS: Ongoing mining projects – mines that will be opened in the next five to 10 years – are progressing rather smoothly.

This is a result of effective mineral strategies, regulation, and geological data policies that were implemented in the early 2000s and 2010s.

Unfortunately, the recently introduced mineral tax in Finland has cast a shadow on some of the larger operating mines, but we hope to see some light at the end of the tunnel.

You recently became CEO in November 2025. How have you found the role so far and why does it excite you?

AS: In this role, I believe I can have a positive impact on the growth of business and the Finnish mining sector as a whole.

It’s an exciting opportunity to have an actual impact in the sector, specifically promoting sustainable and responsible mining technologies, water management technologies, mineral processing, and original equipment manufacturers (OEMs) in international mining, having a positive impact on their export growth.

I bring expertise to the role gained from my geological and mining background, as well as my international project background at the Geological Survey of Finland.

How will you continue the association’s excellent work in promoting the export of domestic mining expertise and building networks?

AS: It’s good to stand on the shoulders of the three previous CEOs who worked here, and I’d like to express my most sincere gratitude to them.

During the last two or three years, the network has grown quite a bit to over 100 members – 130, to be exact.

When I started, one of the main priorities was to set certain goals and try to find key geographical market areas for our activities. With the size of our cluster, managing the expectations of members and global counterparts is also a key priority.ur cluster, managing the expectations of members and global counterparts is also a key priority.

How does Mining Finland help Finnish companies expand into developing markets?

AS: Our key activities include attending conferences and fairs. Specifically, this is a very appealing opportunity for small to medium-sized enterprises (SMEs) that might not be able to cover the costs of their own booth, for example, and are maybe not so familiar with the market.

Our Mining Finland brand helps potential clients and stakeholders to recognise these companies are from Finland and connect with renowned Finnish processing and mining brands.

In addition, I personally create contacts and networks with the embassies of countries here in Finland. With the help of the Team Finland network and Business Finland, we work together to organise delegations and create webinars from ourselves to the target country and vice versa, explaining their business potential to our entrepreneurs and companies.

There are a lot of ways you can approach this, and it changes market by market.

Can you also tell us about the association’s focus on the expansion of critical minerals production linked to technology production?

AS: We have members that are research and education institutions, and a lot of the SMEs are start-ups, which means there is still room for testing, piloting, and proving the concept of their business.

We help companies and research organisations to find each other, but also willing business partners globally wanting to help pilot the solutions our companies have.

There is quite a sufficient amount of research funding available both domestically and within the EU, but purely business-orientated research is also welcomed in collaboration with our members.

How do you see the mining industry in Finland developing by the end of the decade?

AS: There are some mining projects in the pipeline which I hope will be in production by then; gold and platinum mines would be the most realistic to open by 2030.

Some expansion projects are in the pipeline as well, which I hope to see positive decisions on. The challenge is the regulatory environment, which might hinder or at least slow them down; court appeal processes in particular take time.

I would also like to see the mining industry be able to communicate its significance to the economy and subsequent value chains more clearly. It would give the general public more clarity about the benefits of the investments pouring in and expansion projects being realised.

Lastly, what are Mining Finland’s key priorities in order to continue promoting the export of technology, services, and education from the Finnish mining cluster to international markets?

AS: We are executing our strategy, which focuses on export promotion and creating permanent connections and collaborative models with our international network.

Of course, we want to grow, but there is a limit since Finland is a small country. We want more of our ecosystem actors to be part of this and more companies thinking of expanding into developing markets globally to join us and start doing expert promotion together with others in our network.

I would also like to see our activities on the Invest in Finland side of things start to realise themselves in a way that enables more funding for our junior explorers and miners in the coming four years.

The post Mining Finland : Spotlight appeared first on EME Outlook Magazine.

FRESHLY BAKED AND READY TO GO

The UK baked goods sector has continued to expand over the last five years as consumers increasingly desire convenient but tasty pastries and pies with a distinct, handmade quality.

“Convenience and on-the-go have always been key factors when it comes to baked goods, but I believe the resurgence of home baking during the COVID-19 pandemic – plus the perennial appeal of the ‘Great British Bake Off’ – has ignited a demand for high-quality products that are more closely aligned with the consumer perception of what a ‘home’ or ‘handmade’ product should deliver,” insights John Ruddock, CEO of Cooplands Bakery (Cooplands).

Indeed, customers are increasingly hungry for more artisan, hand-crafted products, whether from a frequently purchased item like bread or more of a sweet treat.  

“We are working hard to strike a balance in meeting this need across the core principles of quality, value, and convenience, whilst still continuing to innovate,” Ruddock adds.  

“Our focus on including regional specialities in different geographical areas of our business is a fantastic example of this,” he expands.  

Today, the business serves 154 shops across the North East, Yorkshire, and Lincolnshire.  

Supported by approximately 1,500 team members, Cooplands can be found in a variety of locations including high streets, retail parks, travel hubs, and local community shops – it even has a shop in the University of Leeds campus.  

As a fully vertically integrated business, Cooplands serves all its shops from two bakeries based in Scarborough and Durham, managing its own supply network to ensure daily deliveries meet customer demand and minimise waste in the process.

HERITAGE BAKED IN

Cooplands is a bakery business with real heritage.

Established in 1885 by Frederick and Alice Coopland, the company began as a humble pork butcher and pie shop on Scarborough’s Market Street.

Over the years, Cooplands has evolved into a modern bakery business with an extensive range of delicious goods, including classic bakery offerings such as bread and a wide range of sweet and savoury items like pastries, cookies, and cream cakes.

It also has breakfast and lunch offerings, including sandwiches and salads, personalised cakes, and sandwich platters for local events and celebrations.

Cooplands remains true to its roots by retaining a focus on hand-crafted ranges, particularly across sweet pastries and savoury elements.

For instance, the bakery is distinguished by the fact it makes its own sausages and sausage-meat for use in its breakfasts and sausage rolls.

However, Cooplands also recognises the need to strike a balance between staying true to its heritage of traditional baking skills and quality goods whilst meeting customer demand for new and innovative products – especially trends driven by social media.

“We have a brilliant product development team led by Emily Anderson, who dig deep into future trends and then work out how to incorporate elements of those trends into products our customers already know and love,” Ruddock smiles.

Once Cooplands has developed a product it is proud of, the company works cross-functionally to ensure it can be produced at scale without compromising on quality, as well as guaranteeing goods and packaging are suitable for transportation.

“Our Victoria sponge muffin, which we introduced in February, is a great example of a twist on a classic – a traditional bakery item evolved to suit modern life,” Ruddock adds.

A RECIPE FOR GROWTH

Cooplands has evolved in recent decades through a combination of organic growth and acquisitions, like the purchase of Skeltons Bakery in 2007 – a Hull-based bakery with 37 shopfronts.

Although the business has gone through some ownership changes during its 140 years of trading, Cooplands returned to local ownership in October 2025, reaffirming its commitment to those it serves delicious goods to every day.

“The business is now run by a Board of Directors who know and love the business, including myself – I started at Cooplands in 2001, when I was 17. I’m also delighted that we have Paul Coopland on the board as a non-executive, as he was responsible for so much of the company’s growth and success between 1984 and 2022,” Ruddock celebrates.

Coopland’s long-standing supplier relationships have additionally played a vital role in the company’s history and continue to be key to its ongoing success.

The recent shift in ownership has also brought forward a focus on serving local communities, demonstrated by stocking ranges and products that resonate with local customers.

“The recent change to localised ownership has helped provide a renewed focus on our commitment to providing bespoke ranges that support local specialities. For example, reintroducing Maids of Honour – sweet puff pastry tartlets – to our Hull and North East shops has proven to be extremely popular with these customers.

“We can also tailor our ranges to the local demographic, like introducing iced coffee-based beverages to shops which are local to a younger and more affluent audience,” he insights.

MORE THAN A BAKERY

As the food and beverage industry continues to better its environmental impact, Cooplands works hard to minimise waste – particularly as it fosters a growing presence in food manufacturing.

A noteworthy example is the company’s partnership in the nationwide ‘Too Good to Go’ anti-food-waste scheme, ensuring excess food stock is distributed effectively within the local community for a reduced price.

Cooplands also recently took part in a clean-up on Scarborough Beach, collecting over 17 kilogrammes of rubbish.

“The team thoroughly enjoyed taking part. These sorts of activities that deliver good in our communities will always have a role to play in Cooplands’ ongoing success.”

Elsewhere, the company has announced a new charity partnership with Candlelighters – a Yorkshire-based charity that supports children with cancer.

“All our shops will be fundraising for Candlelighters and we are looking forwards to helping make a difference to this worthwhile cause.”

SERVING THE HEARTLAND COMMUNITIES

Continuing to offer freshly baked goods to hundreds of loyal customers every day, Cooplands’ focus will remain on the heartland regions of the North East, Yorkshire, and Lincolnshire, identifying new opportunities and communities where the shop can resonate.

Case in point, the business opened its first store in Armthorpe, Doncaster, this month.

“There’s some work to be done on standardising our shop-front fascias and Armthorpe will be the first to feature our new livery, which we hope will appeal to customers old and new,” Ruddock adds.

On top of this, the new Board of Directors’ primary focus over the next year will be to ensure that it supports Cooplands’ continued success as a bakery that plays a key role in its heartland communities.

“We will be particularly focusing on quality, heritage, and the localised products that make Cooplands a destination bakery,” Ruddock concludes.

“Applying a customer lens to all we do is a priority – we want to ensure everyone feels welcome and well served by their local Cooplands.”

The post Cooplands Bakery : Freshly Baked and Ready to Go appeared first on EME Outlook Magazine.