TECH TITAN’S NEW FACILITY IN MUNICIPALITY

US multinational technology giant Google has begun construction on a new data centre in Horndal, a small locality in the Avesta Municipality, Sweden.

This new facility is designed for off-site heat recovery, which will help meet the growing demand for Google’s core services, such as Search, Cloud, Workspace, and YouTube. These services are used daily by individuals, businesses, and public-sector organisations in Sweden and around the world.

In addition, Google has announced a €5 million fund to support local community initiatives focused on education, sustainability, economic growth, and workforce development.

Moreover, the data centre will create 100 direct full-time jobs and generate thousands more through construction, suppliers, and local businesses.

Currently, Google is collaborating with nearly 60 Swedish suppliers for the construction of the new data centre.

According to projections, for each job created directly at a Google data centre in Sweden, an additional 2.3 jobs are supported in the broader national economy. These jobs can range from heating and ventilation repair to maintenance, engineering, and landscaping.

Overall, Google’s ongoing investment in technical infrastructure across Europe, including its data centres, significantly supports popular digital services that people and businesses rely on every day.

Furthermore, these advancements in artificial intelligence (AI) and digital technologies enable Europe to improve its economic competitiveness, productivity, and scientific progress, fostering thriving and sustainable societies.

EMPOWERING EDUCATION FOR THE DIGITAL ECONOMY

Google has announced a €5 million fund to support local projects aimed at upskilling the workforce, promoting sustainable impact programmes, and addressing community causes.

This initiative, therefore, reflects Google’s commitment to enhancing digital knowledge for individuals and businesses in Sweden. The company has already trained over 284,000 people in the country on digital and AI skills, including students, educators, small business owners, and developers.

This demonstrates its dedication to making digital skills accessible to all.

Recently, Google.org revealed that AI Sweden will lead an initiative to provide comprehensive AI training for 13,000 workers across Northern Europe. This programme aims to equip those most impacted by AI with the tools to navigate a rapidly evolving job market.

Furthermore, Google has been present in Sweden since 2004, with an office in Stockholm. Through its cloud platform and advertising network, the company has supported tens of thousands of Swedish businesses, publishers, nonprofits, creators, and developers.

Lastly, the new facility in Horndal is designed to meet the growing customer demand for cloud services in Sweden and worldwide.

A GREENER, CLEANER FUTURE

Google is committed to industry-leading energy efficiency and is dedicated to introducing new energy sources and technologies.

The company collaborates with partners to strengthen and modernise the electricity grid, ensuring that infrastructure expansion not only enhances the grid’s long-term resilience but also improves its overall capacity.

When Google builds data centres, it adds clean energy resources to the grid. This not only helps maintain energy affordability for households but also accelerates the development of energy infrastructure, leading to a more reliable, robust, and carbon-free energy system.

Since signing its first Swedish power purchase agreement (PPA) in 2013, Google has added over 700 megawatts of renewable energy through seven wind projects in the country.

These PPAs support Google’s goal of operating on 24/7 carbon-free energy (CFE) every hour, every day, on every grid where it operates.

Ultimately, this initiative contributes to Sweden’s aims for affordable, secure, and locally-sourced energy.

POWERING SUSTAINABILITY

Google adopts a data-driven strategy for making cooling decisions that emphasise the responsible use of natural resources both now and in the future.

As part of this approach, the data centre in Horndal will utilise air-cooling technology, which limits water consumption to sanitary and other domestic uses.

Moreover, the new facility in Horndal will be prepared for off-site heat recovery, providing heat at no cost to eligible partners, supporting local homes and businesses, and helping Sweden decarbonise its heat supply.

By capturing the heat generated from data centres, Google aims to promote energy conservation and contribute to the local energy transition.

Since 2013, Google has been at the forefront of developing heat recovery solutions. Initially, this began with on-site applications such as heating its own offices and technical spaces. The company incorporates heat recovery readiness into the design of all new data centres in Europe.

Notably, its first off-site data centre heat recovery project in Hamina, Finland, currently supplies sustainable heat to approximately 2,000 households.

Learn more about Google’s commitment to its data centre communities at datacenters.google

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Philips Collaboration Brings Disney Characters into MRI Environments Across 87 Countries

The initiative will be deployed in medical facilities across 87 countries and is designed to create calmer, more engaging MRI environments that help reduce anxiety in young patients and support successful completion of scans.

The companies said the integration combines clinical imaging technology with familiar storytelling elements to help shift children’s attention away from the clinical environment during MRI examinations.

Reducing Anxiety in Paediatric MRI Procedures

MRI scans can be particularly challenging for children, who are required to remain still inside a large, noisy machine for extended periods. According to the release, 66% of paediatric patients report feeling anxious during MRI procedures.

This anxiety can result in longer scan times, repeated imaging, or the use of sedation, all of which increase pressure on clinical teams and limit departmental throughput.

Philips and Disney said the introduction of immersive, child-friendly environments aims to reduce these disruptions while improving the overall patient experience.

Clinical Evidence Shows Reduced Stress and Workflow Disruptions

A multi-centre study conducted across six hospitals in Europe found that Disney-themed Ambient Experience interventions contributed to measurable improvements in paediatric MRI workflows and patient stress levels.

For children aged 6–10, post-scan stress levels were reduced by 43% compared with pre-exam measurements. The study also reported a 63% reduction in scan pauses compared with procedures without the intervention.

“The data showed that a child-friendly audio-visual intervention reduced stress levels in young children and decreased scan disruptions, supporting a smoother MRI workflow,” said Emilio J. Inarejos Clemente, Department of Diagnostic Imaging, Sant Joan de Deu Hospital, Barcelona, Spain.

“This can help clinicians maintain efficiency and focus on delivering high-quality diagnostic imaging, helping more patients to be seen without compromising care.”

The findings highlight the potential operational benefits of patient-centred design in imaging environments, particularly in high-volume paediatric radiology departments.

Ambient Experience Technology Integrates Visual and Sensory Elements

Philips Ambient Experience for MRI uses lighting, sound and visual design to create a more calming environment before and during imaging procedures.

Within this framework, Disney content is integrated as part of the patient experience layer, offering familiar characters and narratives intended to reduce stress and improve cooperation during scans.

“At Disney, we believe stories have the power to bring comfort and emotional connection to children and families,” said Lisa Haines, Senior Vice President, Corporate Social Responsibility, The Walt Disney Company.

“We’re proud to collaborate with Philips to extend that impact into MRI rooms in a meaningful way – using our beloved stories and characters to help provide moments of escape, normalcy, and reassurance during what can be an intimidating experience for kids in hospitals.”

Focus on Paediatric Innovation and Care Delivery

Philips highlighted its ongoing work in paediatric imaging and care innovation, including developments in monitoring, echocardiology and AI-enabled diagnostic technologies.

The company’s paediatric initiatives include solutions such as Paediatric Coaching, Scan Buddy and Kitten Scanners, which are designed to improve workflow efficiency and enhance the patient experience in clinical environments.

Wider Healthcare Collaboration and Adoption

Disney has a long-standing presence in healthcare environments through content and environmental design aimed at improving the experience of children in hospitals.

Philips said early adopters of the Disney-integrated Ambient Experience include pilot hospitals across Europe, as well as Rady Children’s Health in Orange County and Calderdale Royal Hospital and these sites have already reported positive impacts for both patients and clinical staff.

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Americold Scales European Retail Logistics Platform with New Portugal Operations

Americold is expanding its European retail logistics footprint through a new long-term partnership with Jerónimo Martins, adding large-scale frozen product fulfilment operations in Portugal as demand grows for high-capacity, temperature-controlled retail supply chain services across Europe.

Under the agreement, Americold will manage the storage and store case pick fulfilment of approximately 12 million frozen product cases annually, supporting around 300 retail stores nationwide from its Lisbon cold chain facility.

The deal represents Americold’s second major European retail customer win in the past year and reflects continued investment in retail-focused cold chain infrastructure and operational scale.

Retail Fulfilment Expertise Drives Growth

Americold said the partnership aligns with its strategy to expand retail and quick-service restaurant logistics operations globally, particularly in operationally complex environments requiring high-throughput fulfilment and consistent temperature control.

“Supporting key customer partnerships and expanding our retail business globally are key growth priorities for Americold in 2026,” said Rob Chambers, Chief Executive Officer at Americold.

“This marks our second large retail customer win in Europe over the past year and reflects continued growth of our platform, building on decades of experience serving large retail customers globally. Our expertise in this operationally intense segment of the market is an important differentiator for Americold and positions us to capture additional long-term growth opportunities with both retail and QSR customers.”

For Jerónimo Martins, operational reliability and scalability were central to the partnership decision.

“Americold’s proven expertise in temperature-controlled warehousing and its ability to ensure operational reliability were key factors in this relationship,” said Ricardo Mestre, Logistics Director, Jerónimo Martins.

“Their capacity to scale, invest in infrastructure, and tailor operations to our needs makes Americold a strong partner in supporting our store network across Portugal.”

Lisbon Facility Upgrades Support High-Volume Retail Operations

To support the new operations, Americold has upgraded its Lisbon facility, including refurbishing cold storage chambers and increasing throughput capacity to handle higher fulfilment volumes.

The site will act as a strategic cold chain hub for the Portuguese retail market, supporting store-ready fulfilment operations that require precise inventory handling, order accuracy and consistent service levels.

“Americold’s ability to deliver high-performance solutions for leading retailers is reflected in this new relationship with Jerónimo Martins,” said Richard Winnall, President, International at Americold.

“At this scale, store-ready fulfilment requires precision and consistency. This is where our standardized operating model and experienced teams create meaningful value, enabling scalable execution for customers like Jerónimo Martins.”

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Global supply chains continue to face mounting pressure from volatility, disruption, and rising customer expectations. Against this backdrop, companies capable of delivering reliability, flexibility, and continuity are becoming increasingly valuable strategic partners.

Miami-based Blulabs has positioned itself firmly within that category.

The global supply chain, sourcing, manufacturing, and logistics specialist has announced a USD$7 million investment led by Lodestone Capital, valuing the business at USD$160 million pre-money and marking a significant milestone in the company’s long-term growth strategy.

The investment will support the continued expansion of Blulabs’ global supply chain platform, technology infrastructure, and customer service capabilities as the company scales operations across multiple international markets.

Blulabs currently operates across 10 countries and four continents, supporting airlines, hospitality companies, distributors, retailers, and Fortune 500 customers through a diversified manufacturing and logistics network.

The company has experienced approximately 40 percent CAGR since 2020 and is projected to reach USD$250 million in revenue through its capex-light operating model.

BUILT FOR RESILIENCE

Founded and developed by the Garson family over several decades, Blulabs has established a business model specifically designed to navigate increasingly complex global supply chains.

Through a diversified supplier base, flexible manufacturing footprint, and deeply integrated customer relationships, the company enables clients to maintain continuity, control costs, and minimise disruption in mission-critical supply environments.

Blulabs’ leadership believes supply chain complexity will continue to intensify, increasing demand for partners capable of combining global reach with operational adaptability and disciplined execution.

Operating largely behind the scenes, Blulabs has developed long-term, high-share customer relationships by prioritising responsiveness, operational consistency, and supply chain problem-solving over consumer-facing brand visibility.

Its customer base includes major commercial airlines, hospitality groups, janitorial and sanitation distributors, and retailers where continuity and reliability are essential.

AI-ENABLED EXPANSION

A portion of the new investment will accelerate development of Blulabs’ proprietary AI-enabled supply chain intelligence platform.

The technology is being developed to improve visibility across purchase orders, production schedules, freight routing, inventory planning, and customer commitments, enabling the company to anticipate disruptions and optimise operational decisions in real time.

By tracking critical variables across the supply chain ecosystem, the platform is expected to strengthen customer responsiveness and improve reliability during periods of market uncertainty.

Lodestone Capital views Blulabs as a strong example of a founder- and family-led business with scalable infrastructure, deep customer relationships, and significant long-term market opportunity.

The partnership also represents a broader institutionalisation of the Blulabs platform, with Lodestone Capital supporting governance, strategic planning, technology development, and long-term capital infrastructure, while maintaining the entrepreneurial culture that has driven the company’s growth.

NEXT-GENERATION LEADERSHIP

For Blulabs, the investment is as much about continuity as it is expansion.

According to the company’s leadership, the financing strengthens Blulabs’ ability to build upon the operational principles established by Founder and Chairman Marc Garson, while introducing additional technological and institutional capabilities.

The company maintains that its core identity will remain unchanged as it scales, with customer trust, reliability, and execution continuing to define the business.

Marc Garson believes the company’s long-term success has always been rooted in its ability to solve problems consistently and support customers during challenging market conditions.

As global supply chain complexity continues to intensify, Blulabs’ combination of operational flexibility, technology investment, and relationship-driven execution positions the company for sustained international growth.

The post Blulabs and Lodestone Drive Supply Chain Growth appeared first on EME Outlook Magazine.

Delivering reliability, scalability and operational performance

EUROGATE Technical Services is upgrading maintenance operations across its German container terminal network through a partnership with Ultimo and implementation partner MaxGrip, supporting greater reliability, scalability and operational performance.

The organization maintains mission-critical infrastructure at terminals in Bremerhaven, Hamburg and Wilhelmshaven, serving both EUROGATE terminals and other operators.

As technical complexity and pressure on availability continue to grow, EUROGATE Technical Services identified the need for a more structured, data-driven maintenance model. Ultimo was selected for its asset management capabilities, including mobility, usability and operational transparency.

Mobile tools improve maintenance execution and responsiveness

The rollout introduces mobile working capabilities for around 450 field technicians, providing direct access to maintenance data and operational information in the field. EUROGATE Technical Services expects the platform to improve efficiency, responsiveness and data quality.

“Implementing a modern asset management platform like Ultimo enables a new standard of reliability, transparency and operational excellence,” said Stefan Jann, Managing Director of EUROGATE Technical Services.

Ultimo will support maintenance planning, incident management and lifecycle documentation, while operating alongside SAP ERP, which remains responsible for financial and administrative processes.

The phased rollout across EUROGATE’s terminal network is designed to support continuous improvement while minimizing operational disruption.

MaxGrip partnership targets long-term operational gains

Implementation partner MaxGrip is supporting both the deployment and the broader asset management transformation. Alongside system integration, the company is helping EUROGATE Technical Services adopt asset management best practices and manage the transition from its previous enterprise asset management system.

“For EUROGATE Technical Services, maintenance is not just a support function. It’s a strategic capability that creates measurable value,” said Steven Elsham, CEO of Ultimo. “And by strengthening its asset management foundation with Ultimo, EUROGATE Technical Services are building a future-ready technical operation that can support growing volumes, increasing complexity and higher performance expectations. We look forward to supporting them on that journey.”

Predictive maintenance and AI optimization next priorities

Future priorities for EUROGATE Technical Services include advanced analytics, AI-supported performance optimization and predictive maintenance capabilities.

“Ultimo will be a key enabler of digital asset management. Future priorities include advanced analytics and AI-supported performance optimization. We also want to move toward predictive maintenance,” adds Stefan Jann.

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Accelerating climate solutions with F1 know-how

McLaren Racing is increasingly positioning Formula 1 as a platform for sustainability innovation, applying engineering expertise, automation and data analytics to projects spanning circular manufacturing, emissions reduction and environmental restoration.

The team’s newly released 2025 Sustainability Report outlines how McLaren is integrating sustainability initiatives across racing operations, logistics, manufacturing and workforce development, while also collaborating with external partners to develop scalable climate-focused technologies.

Circular F1 car initiative moves into roadmap phase

A key focus of the report is the development of a “Circular Car Roadmap,” created with Deloitte and supported by Google’s data capabilities.

The initiative is designed to help McLaren rethink how Formula 1 cars are designed, manufactured and reused, with the long-term objective of increasing material circularity and reducing waste throughout the vehicle lifecycle.

The roadmap builds on McLaren’s previous work around Formula 1 circularity standards and supports the organization’s broader ambition to increase the proportion of recycled and reusable materials used in car production.

According to the report, McLaren maintained 22% circularity across F1 chassis production during 2025 through the use of recycled metals, bio-derived materials and recycling initiatives tied to manufacturing operations.

The team also reported a 14% reduction in total waste and a 40% reduction in hazardous waste disposal from composites manufacturing compared with 2024.

Operational emissions reductions driven by logistics and fuel initiatives

McLaren Racing also reported a 39% reduction in operational emissions versus its baseline, supported by initiatives focused on travel, logistics and fleet operations.

Measures highlighted in the report include:

• Sustainable aviation fuel certificate (SAFc) investments
• Biofuel use across operated fleets
• Freight optimization and lightweighting
• Race calendar efficiencies
• Reduced business travel emissions

Working with Ecolab, McLaren expanded SAF certificate coverage to include all Formula 1 charter logistics and business travel emissions, representing the equivalent of approximately 1.1 million US gallons of fuel.

The report positions logistics optimization and alternative fuel strategies as increasingly important components of operational decarbonization efforts in global sports and transport-intensive industries.

Coral restoration project applies motorsport engineering to environmental challenges

One of the report’s most innovative sustainability initiatives is OSCAR (Operational System for Coral Assembly and Restoration), developed through McLaren Racing’s partnership with the Great Barrier Reef Foundation.

The semi-autonomous coral-seeding system is designed to improve the efficiency and scale of coral restoration projects by automating a previously manual assembly process.

According to McLaren, the technology reduces coral cradle assembly time from approximately 90 seconds to 10 seconds per unit, potentially increasing annual restoration capacity from 100,000 to more than one million coral cradles per year.

The project reflects a broader trend of advanced engineering organizations applying robotics, automation and manufacturing expertise to environmental resilience and restoration projects.

Data and partnerships support broader sustainability strategy

The report also highlights McLaren’s increasing use of data analytics and external partnerships to support sustainability reporting, operational improvements and workforce inclusion initiatives.

McLaren stated that 44.8% of new hires in 2025 came from underrepresented groups, bringing overall workforce representation from underrepresented backgrounds to 36% as the organization works toward its 2030 targets.

The company also expanded its Driver Development Programme with additional female drivers and increased participation in the F1 Academy series.

Zak Brown, CEO, McLaren Racing, said:

“As our sport continues to see incredible growth around the world, it is all the more important that we work hard to reduce our overall impact on the planet and the pressures on global resources – and collaboration and great partnerships are essential to us achieving that. It’s fantastic to see our McLaren Accelerator team apply motorsport know-how to other industries to help supercharge processes and drive efficiencies, with our engineers working alongside marine biologists to find solutions in coral restoration. Equally, I’m excited by the work we’re doing with Deloitte and Google to continue our mission to build a fully circular F1 car. I’m proud of the progress we’ve made to date, and I’m excited about what’s next.”

Kim Wilson, Director of Sustainability, McLaren Racing, added:

“What I’m most proud of in 2025 is seeing the way McLaren Racing’s performance mindset has translated into real sustainability progress. Over the last year, we covered 100% of aviation emissions from business travel and F1 charter logistics with SAFc, maintained 22% circularity in F1 car production, and I saw first-hand the impact of Accelerator’s work with Great Barrier Reef Foundation, in helping to increase the speed of coral reef restoration tenfold through OSCAR.”

“For me, it’s not just about the results; it’s about what they show is possible when data, collaboration and marginal gains come together to drive faster progress on the challenges that matter most. Real progress doesn’t happen all at once – it comes from people working together, staying focused and continuing to find ways to do things better.”

Formula 1 increasingly used as a testing ground for sustainability innovation

McLaren Racing’s latest sustainability report reflects how motorsport organizations are increasingly positioning Formula 1 as a development environment for low-carbon technologies, circular manufacturing systems and operational efficiency initiatives.

The report also highlights how partnerships across engineering, technology and environmental sectors are being used to accelerate innovation beyond racing applications, particularly in areas such as materials management, logistics optimization and restoration technology.

The post McLaren Racing Uses Formula 1 Innovation to Advance Circular Manufacturing and Climate Solutions appeared first on EME Outlook Magazine.

Scaling Innovation Beyond Pilot Programmes

The initiative, launched in 2019, has engaged more than 1,100 startups from over 50 countries and generated 26 pilot projects. More than 20 projects developed through the program remain active across Barilla’s operations, highlighting the company’s focus on scaling innovation beyond the pilot phase.

The 2026 program follows the launch of BITE (Barilla Innovation & Technology Experience), Barilla’s new innovation centre focused on developing next-generation food products. Good Food Makers will continue to serve as a key platform for co-developing technologies and solutions with external innovators.

“Through Good Food Makers, we continue to invest in an open innovation model capable of generating measurable and scalable impact,” said Laurette Defranco, Head of Open Innovation & IP Rights at Barilla. “Collaboration with startups is a key accelerator to test solutions that create value across our entire value chain, from product development to industrial processes and consumer experience.”

A Partnership Built on Innovation

Developed in partnership with Italian open innovation hub Almacube, the program returns in 2026 to a Barilla-led format after a broader ecosystem edition in 2025 that included supply chain partners.

Applications are open from May 25 to July 10, 2026. Selected startups and innovative companies will participate in an eight-week co-development process beginning at Barilla’s headquarters in Parma, Italy. The program includes direct collaboration with Barilla teams, access to operational data and industrial use cases, and the development of proof-of-concept projects before a final Demo Day presentation to company leadership.

Barilla is seeking technologies and solutions across three focus areas for 2026:

• Smart onboarding and learning platforms for technical workforce training
• Ready-to-use meal solutions aligned with evolving consumer eating habits
• Snack and mini-meal concepts focused on emotional well-being and cognitive performance

Commercial Deployment

Several technologies developed through previous editions have already been deployed commercially. These include supply chain traceability solutions now applied to more than 400 million jars of Barilla pesto, along with digital knowledge-management platforms used across multiple production sites to improve operational efficiency and knowledge sharing.

The program reflects growing interest across the food and beverage sector in using startup partnerships to accelerate innovation cycles, improve manufacturing agility and strengthen product development pipelines.

Applications are available at http://www.goodfoodmakers.it

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A Landmark French Electricity Project

TotalEnergies has filed the Single Authorisation application for its 1.5 GW Centre Manche Energies offshore wind project, marking a major milestone in the development of what is set to become France’s largest renewable energy project.

Located more than 40 km off the Normandy coast, the offshore wind farm is expected to generate around 6 TWh of electricity annually, supplying renewable power to more than one million French homes once operational.

The authorisation filing comes eight months after the French State awarded the project to TotalEnergies’ wholly owned project company, Centre Manche Energies.

Offshore Wind Project Moves into Regulatory Review Phase

The authorisation application includes technical and environmental studies, a preliminary wind farm design and the proposed installation program.

According to the company, the environmental impact assessment incorporates findings from technical surveys, consultations with government departments and feedback gathered during stakeholder engagement across the region.

“We are delighted to have filed for authorisation and to have reached this major milestone for Centre Manche Energies. We would like to thank our technical partners and regional stakeholders, as well as the authorities, for their hard work,” said Thierry Muller, Project Director for Centre Manche Energies.

“We intend to continue developing this competitive, value-creating project for Normandy, which will provide renewable electricity to nearly one million French homes.”

The project now enters the next phase of the permitting process, including completion of the dossier and formal government examination.

Regional Stakeholder Engagement Remains Central to Development

Alongside regulatory review, Centre Manche Energies said it will continue consultation with local officials, environmental organisations, seafarers and regional communities as the project advances.

The company stated that ongoing engagement is intended to support integration of the offshore wind development into the local economy and community.

The project is expected to generate significant economic activity during construction, with up to 2,500 jobs anticipated over the planned three-year build phase.

TotalEnergies also said it intends to utilise local offshore wind expertise and prioritise European suppliers for major components including wind turbines and electric cables.

Offshore Wind Expansion Supports TotalEnergies’ Renewable Energy Strategy

The Centre Manche Energies development forms part of TotalEnergies’ broader expansion of renewable electricity generation capacity in France and internationally.

Since 2020, TotalEnergies said it has invested several billion euros in France, with nearly half supporting the energy transition of its operations and customers.

The company’s French renewables portfolio currently includes 420 wind, solar, hydropower and battery storage facilities representing more than 2 GW of installed capacity.

By the end of April 2026, TotalEnergies reported holding almost 36 GW of gross renewable power generation capacity globally and aims to achieve more than 100 TWh of net electricity production by 2030.

The company electricity strategy combines renewable generation assets with flexible infrastructure including storage and combined-cycle gas turbine facilities to deliver clean firm power.

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MULTI-YEAR AGREEMENT

As the defence sector faces mounting pressure to innovate at pace, strategic technology partnerships are becoming increasingly critical. A new multi-year agreement between BAE Systems and Capgemini marks a significant step forward in modernising enterprise technology operations across one of the world’s leading defence organisations.

Announced on 14 May 2026, the partnership represents a major evolution in the long-standing relationship between the two companies. Under the agreement, Capgemini will take on a central role in orchestrating technology operations across BAE Systems’ global business, helping to integrate services, streamline delivery, and accelerate transformation initiatives.

BUILDING A UNIFIED DIGITAL ECOSYSTEM

At the heart of the engagement is the introduction of a new technology operating model designed to unify multiple service providers under a single operational framework. The move signals a departure from traditional siloed approaches to IT management, replacing fragmented delivery structures with an integrated, collaborative ecosystem.

Capgemini will work alongside BAE Systems to improve operational integration across the organisation’s technology landscape and accelerate the deployment of new digital solutions. The transformation is expected to enhance employee productivity, improve user experience, and increase operational efficiency across the business.

Importantly, the new model has also been designed to support BAE Systems’ international ambitions. By creating a more connected and scalable technology environment, the company aims to strengthen collaboration across major global programmes and improve its ability to respond to evolving market demands.

ENABLING GREATER AGILITY

The agreement arrives at a time when defence, aerospace, and security organisations are navigating an increasingly dynamic global landscape. Speed, agility, and innovation have become essential operational priorities as companies seek to adapt to changing geopolitical realities and rapidly advancing technologies.

For BAE Systems, the transformation represents an opportunity to align its technology capabilities more closely with these evolving requirements.

Mary Haigh, Deputy Chief Information Officer at BAE Systems, highlighted the strategic importance of the initiative.

The partnership also reflects Capgemini’s growing role in supporting large-scale enterprise transformation programmes within highly complex and regulated industries.

LONG-STANDING RELATIONSHIP

Rob Walker, Managing Director of Capgemini in the UK, said the agreement demonstrates a shared commitment to modernising technology operations at scale.

He explained how the partnership builds on the long-standing relationship between Capgemini and BAE Systems, highlighting the defence company’s important role within the UK’s security and defence sector.

Walker added that Capgemini’s role is becoming more connected, outcome-focused, and ready to support its long-term ambitions and evolving global requirements.

SUPPORTING INTERNATIONAL GROWTH

The transformation is expected to deliver several key operational benefits for BAE Systems, including enhanced change management capabilities, faster deployment of innovative technologies, and improved consistency across service delivery.

By integrating technology operations into a more cohesive structure, the company is also positioning itself to scale more effectively as international collaboration and cross-border defence programmes continue to grow in importance.

For Capgemini, the agreement further reinforces its position as a strategic transformation partner capable of delivering large-scale operational change across critical industries. With more than 420,000 employees operating in over 50 countries, the company continues to expand its focus on AI-powered business and technology transformation.

As defence organisations increasingly prioritise resilience, efficiency, and innovation, partnerships such as this are likely to play a defining role in shaping the future of digital operations across the sector.

The post BAE Systems Advances Global Technology Transformation with Capgemini appeared first on EME Outlook Magazine.

New Distribution Centre Enhances Logistics Efficiency

The investment includes advanced manufacturing upgrades for laundry products and a new automated distribution centre directly connected to the site’s three factories, supporting end-to-end supply chain operations from production through to retail delivery.

The flagship automated distribution centre is designed to improve capacity, efficiency and service levels across Unilever’s supply chain network.

Spanning 10,000 square metres, the facility uses 2,000 metres of automated conveyors and eight 30-metre-high stacking cranes capable of handling up to 17,000 pallets, equivalent to 13,600 tonnes of product, each week and connecting the distribution centre directly to the factories will remove the need for hundreds of weekly lorry movements between manufacturing and off-site warehouses.

Lee Mawson, Head of Customer Operations, Unilever UK and Ireland, said: “This is a big step forward for us in our UK and European supply chain.

“The distribution centre will boost capacity, efficiency and service levels for our retail customers, improving product availability and enabling direct dispatch to retailers in the UK and a number of European markets.”

Manufacturing Investment Supports Next-Generation Product Innovation

The investment also includes upgrades to Port Sunlight’s Home Care manufacturing operations, which produce brands including Persil, Surf and Comfort.

The new manufacturing capability will increase laundry capsule production three-fold while enabling production of smaller and more complex capsule formats, including Persil’s new four-chamber capsules developed at the company’s Port Sunlight R&D labs.

Madeleine McLeod, Factory Director for Port Sunlight Home Care, said: “The investment completion we are announcing today makes us future-fit, boosting our capacity and efficiency as we roll out our latest home care innovations.”

Supply Chain Decarbonisation Embedded into Facility Design

The new logistics hub is powered by 100% renewable energy and includes solar panels, heat pumps and solar reflectance painting.

Unilever said the reduction in lorry journeys is expected to deliver a 27% reduction in primary logistics emissions, saving an estimated 827 tonnes of CO₂.

Steve Rotheram, Mayor of the Liverpool City Region, said: “This new facility shows how economic growth and sustainability can go hand in hand.

“By cutting hundreds of lorry journeys from our roads each week, Unilever is supporting our target to reach net zero by 2035, improve air quality for local people, and support ambitions for a cleaner, greener city region.”

Port Sunlight Remains Central to Unilever’s Manufacturing Strategy

Port Sunlight remains one of Unilever’s most significant manufacturing and R&D sites, employing around 2,000 people across production, logistics and innovation functions.

Marc Woodward, Head of Unilever UK, said: “This is a landmark moment for Port Sunlight.

“The completion of investments in Home Care manufacturing and the opening of a new flagship distribution centre will support the growth of our business and reinforce Port Sunlight’s role as a strategic hub for our UK and European operations.”

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ACCELERATING BATTERY CAPABILITIES

DHL Supply Chain, DHL Group’s specialist contracts logistics division, has begun construction on a new European Battery Logistics Hub in Holtum, Limburg, strengthening its capabilities in battery and energy storage logistics as demand for electric mobility solutions continues to accelerate across Europe. 

The development will add 17,000 square metres of specialist storage and service space dedicated to high-voltage batteries and battery energy storage systems (BESS). Positioned alongside the company’s existing automotive operation in Holtum, the new facility will form an integrated campus designed to support end-to-end e-mobility and energy system supply chains throughout the region. 

The hub is expected to become operational in early 2027 and will handle batteries destined for both electric vehicles (EVs) and rapidly growing energy storage applications, including residential and solar energy systems. 

DHL Supply Chain believes the facility’s strategic location near key European transport routes will help establish Holtum as a central gateway for battery logistics across the Netherlands, Germany, Belgium, and surrounding markets. 

“By expanding our battery logistics capabilities in Holtum and closely linking them with our existing automotive expertise on site, we are creating a scalable one-stop shop solution for the EV sector. This investment directly supports DHL Group Strategy 2030, where New Energy is a decisive growth driver for our business across Europe. 

SUPPORTING THE BATTERY LIFECYCLE 

Designed to support highly regulated battery supply chains, the hub will provide a range of specialist services including compliant storage, diagnostics and testing, charging and conditioning, refurbishment, reverse logistics, and preparation for recycling. 

DHL Supply Chain says the combination of logistics and technical capabilities will help customers manage the entire battery lifecycle more efficiently, whilst supporting circular supply chain practices. 

“For the Netherlands and the region around Holtum, this development reinforces the site’s strategic importance as a logistics and new energy hub,” says 

The campus also benefits from access to major motorway connections between the Benelux region and Germany, as well as a nearby container and barge terminal on the Juliana Canal, supporting more resilient and sustainable distribution networks. 

INVESTING IN NEW ENERGY  

The investment forms part of DHL Group’s wider Strategy 2030, which prioritises growth sectors such as electric mobility, renewable energy, and circular supply chains through continued investment in specialist logistics infrastructure and services. 

The post DHL Supply Chain Expands European Battery Logistics Footprint appeared first on EME Outlook Magazine.

Ferrari Expands Multi-Energy Strategy

Presented in Rome, the Luce introduces an all-electric architecture designed and engineered entirely in-house at Maranello, combining high-performance EV technology with Ferrari’s focus on efficiency, advanced engineering and low-emissions innovation.

The Luce forms part of Ferrari’s “multi-energy strategy”, first outlined during its 2022 Capital Markets Day, which combines electric, hybrid and combustion technologies across the company’s future product portfolio.

Ferrari President John Elkann said the launch represents both a technological and strategic shift for the marque.

“With Ferrari Luce, we are once again redefining the limits of what is possible. Today, we are not simply unveiling a new car, we are inaugurating a chapter that turns our vision into reality, strengthening Ferrari’s tradition of anticipating and shaping the future,” said Elkann.

“Such a leap forward in product innovation could only have been achieved through process innovation; this is why we chose to embark on new collaborations, such as the one with LoveFrom for the design. And, as always, our research and engineering excellence have been placed at the service of driving emotions, without compromise. Rome, the symbolic location of our first victory, becomes the starting point for a Ferrari that lights up the future and opens new horizons”.

The Challenge of New Technologies

CEO Benedetto Vigna added that the vehicle demonstrates Ferrari’s approach to electrification without abandoning existing powertrain technologies.

“We are convinced that a company demonstrates its leadership when it has the courage to dare and to take on the challenge of new technologies. Ferrari Luce was born precisely from this challenge, offering our unprecedented vision of electrification,” said Vigna.

“Never before have we offered our clients such freedom of choice. In line with our belief in technological neutrality, we are the first in the world to combine fully electric, hybrid and combustion engine architectures for sports cars. We have not limited ourselves to innovation in powertrains; with Luce, we have launched a whole new segment in our range. This model is the result of more than 60 of our new patents and lies at the heart of an ecosystem of collaborations with outstanding technology partners. We have created a car that combines unique driving emotions with extraordinary performance, driving pleasure, and comfort for the Ferraristi of today and tomorrow”.

Sustainability Embedded into Vehicle Design

Ferrari said the Luce integrates sustainability considerations across materials, manufacturing and vehicle engineering.

The vehicle uses recycled secondary-alloy aluminium across large sections of the structure, helping reduce CO₂e emissions during production by around 70% of the vehicle’s overall weight.

The EV platform also integrates energy-efficient systems including regenerative braking, intelligent thermal management and active aerodynamic technologies designed to improve efficiency and maximise driving range.

Powered by a 122 kWh battery and four electric motors, the Luce delivers a driving range exceeding 530 kilometres while maintaining Ferrari’s high-performance benchmarks.

In-House Electrification and Advanced Manufacturing

Ferrari engineered and manufactured the Luce’s key electric components internally, including the electric motors, battery pack and power electronics, with the project generating more than 60 new patents.

The launch also expands Ferrari’s broader electric technology expertise across its motorsport and innovation programs, including technology transfer from the 499P endurance racing platform and the Hypersail research initiative.

New Design Language for Electric Mobility

The Luce was developed in collaboration with creative collective LoveFrom, led by Jony Ive and Marc Newson.

The project introduces a new design language focused on simplicity, aerodynamic efficiency and integrated digital-physical user interfaces, while retaining Ferrari’s core focus on driving engagement and performance.

Ferrari said the Luce creates “an entirely new Ferrari”, designed specifically around the opportunities created by all-electric architecture while supporting the company’s wider sustainability and innovation goals.

The post Ferrari Launches Fully Electric Luce as Sustainability and Performance Converge with First EV appeared first on EME Outlook Magazine.

A NEW ERA FOR ERICSSON IN STOCKHOLM

Ericsson has announced plans to relocate its Stockholm operations, including its headquarters, from Kista to Hagastaden, marking a major strategic shift for the telecommunications giant’s future in Sweden.

The phased relocation process is expected to begin in early 2028 and continue over several years as the company transitions key operations into a newly envisioned city campus. Ericsson’s current Kista presence includes R&D operations, business areas, group functions, and the Imagine Studio – the company’s flagship collaboration and showcase space for customers, partners, VIPs, and industry events.

The move reflects Ericsson’s ambition to position itself closer to Stockholm’s growing technology and innovation ecosystem whilst creating a more modern and collaborative workplace environment.

BUILDING A NEW CITY CAMPUS

As part of the relocation strategy, Ericsson has signed leases with Atrium Ljungberg and Castellum for five properties in Hagastaden, totalling approximately 71,000 square metres.

Three of the properties – Wave, Corner of Ekeblad, and Trinity – will be leased from Atrium Ljungberg, accounting for a combined 58,000 square metres. Meanwhile, Emerald House and Jubileumshuset will be leased from Castellum.

Ericsson had previously signed a lease agreement with Castellum for the 24,000 square metre Infinity property, which is currently under construction and expected to be completed by late 2027. The development comprises two connected buildings and forms part of Ericsson’s broader vision for its future city campus.

Despite the latest agreements, Ericsson states that its definitive long-term footprint within Hagastaden has yet to be fully finalised.

COLLABORATION, TALENT, AND INNOVATION

The relocation underlines Ericsson’s wider focus on strengthening collaboration, innovation, and talent attraction through a more integrated urban campus environment.

According to Ekholm, the new Hagastaden location will support both internal cooperation and stronger engagement with customers and partners across the wider business ecosystem.

Ericsson says it will continue to update employees as the multi-year relocation process progresses towards its anticipated start in 2028.

The post Ericsson Eyes Hagastaden 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.

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