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Growth is an exciting pursuit for any company, but in these modern times, a sustainable strategy is key. This idea of sustainability underscores a guarantee of longevity, whether in an operational, or environmental sense. But for an increasing number of companies, both work hand in hand.
More than just the sum of its parts, Ontic is the UK-based OEM offering sustainability to the aerospace and defence sector through the delivery of quality parts. In conversation with Sales Director, Adam Pickford, we follow the company’s expansion overseas as it continually develops its operational footprint in both Europe and the US, increasing its roster of esteemed clients across a host of foreign markets whilst adhering to the key driver of sustainability and developing alternative fuel solutions.
“We will continue to work closely with our customers and licensors to ensure that our experts have the latest knowledge and capability to deliver the highest quality outputs moving ahead into the decade,” shares Pickford.
Following a similar trajectory of growth in North America, VB is a wellestablished specialist in the construction of sustainable greenhouse developments. Hailing from the Netherlands, VB unlocks the key to smarter, sustainable farming through its innovative developments.
“The US is behind when you look at the greenhouse surface per capita, and this is demonstrated by the country’s food imports and substantial field farming industry, so there remains a great deal of potential in the market for greenhouse developments,” outlines CEO, Edward Verbakel.
Meanwhile, our Topical Focus shines a light on the German start-up blazing the trail for sustainable construction material solutions. carbonauten is creating a regenerative world by carbonising biomass residues and supplying CO2 negative materials. We speak with the company as it prepares to launch its first ‘Minus CO2 factory’, with a view to constructing 100 such facilities by 2030 to bind, store and avoid several gigatons of climate gases.
Elsewhere, discover exclusive insight from Malta’s telecom specialists GO Plc, the association at the forefront of Switzerland’s healthcare space, Swiss MedTech, and the transformational postal service provider, Qatar Post.
Enjoy your read!
Phoebe Harper Editorial Director, Outlook Publishing
A NIGHTCLUB AND its ravers are helping to heat and cool a Glasgow music venue by harvesting the warmth from the dance floor and storing it in rocks deep underground.
The system, called BodyHeat, is installed within several sections of the venue, the SWG3 Studio Warehouse, allowing its gas boiler to be turned off permanently and enabling significant
cost-cutting as well as reduced energy use.
The futuristic thermal heating and cooling system captures any heat emitted from the nightclub’s attendees and stores it across 12 underground boreholes before it’s transferred to later help heat or cool the premises.
A BUS STOP in Dubai’s famous design district has been transformed into a sustainable living space, created by Swedish retail titan IKEA.
Volvo has teased the first look at its new electric SUV model, the EX90, set to be unveiled next year.
Volvo has released a teaser image of the innovative new car aimed at a younger demographic who “can make it their first Volvo”, as described by CEO Jim Rowan.
This new addition is poised to be a key contributor to the automaker, reaching its target of selling 600,000 battery-powered vehicles by 2025.
The IKEA sustainable container aims to encourage a healthier, positive, and crucially more environmentally friendly lifestyle for the city.
Open to the public as part of Dubai Design Week, the innovative space provides everyday solutions, prioritising well-being.
Designed by interior experts, the space has been created using only IKEA materials, complete with fresh flowers on the wall and ceiling, as well as an air purifier.
VOLOCOPTER is aiming to establish itself as the Tesla of the sky.
The Saudi-backed air taxi firm is looking to establish a strong standing at the forefront of the air taxi market.
The company has stated that it expects to remain independent until after its first commercial flights in 2024. This is despite continued inter est from a range of potential suitors, with a stock market listing planned potentially for the following year.
BASED IN THE UK, Cornish rum creators, Dead Man’s Fingers have expanded their drinks range with a new coffee tequila liqueur and margarita canned cocktail.
The brand-new liqueur blends the combination of quality tequila with the bittersweet flavours of coffee to create a deliciously decadent drink.
Volocopter aims to commence passenger services in time for the Paris Olympics in the summer of 2024.
FRENCH SPORTS RETAIL chain
Decathlon plans to remove all kayaks from its coastal stores in both Calais and Dunkirk over increasing fears that they could be used by migrants trying to sail across the English Channel. Deploying these vessels in such a way could seriously endanger the lives of people using them.
The company recommends the new product as perfect for sipping over ice, as a shot or as part of an indul gent cocktail such as an espresso martini.
This arrives alongside Dead Man’s Fingers’ first large-scale brand cam paign under its new ‘Give Tradition the Finger’ mantra, aiming to capture the brand’s unique and disruptive personality, whilst celebrating the fun and free-spirited attitude of its audience.
The company has confirmed that kayaks will remain on sale online and in retail outlets, alongside other products which ensure improved sea safety such as lifejackets, oars and thermal protection available at Decathlon’s two other coastal stores.
CONSTRUCTION
DUBAI’S TRANSPORT CHIEFS have overseen the construction of three new roads, tasked with serving thousands of residents in local communities and supporting the UAE’s urban expansion plans.
The Roads and Transport Authority has also begun work on another four internal roads within new residential communities to meet the needs of Dubai’s rapidly growing population, which passed the substantial 3.5 million mark in April this year, following a vast post-pandemic rise in migration.
The road-building initiative aims to ease traffic on Hessa Street, one of the busiest routes for commuters in the city.
From
Written by Olga Rivas, Sustainability Specialist at LRQAConsumer trust drives business success. After all, no customers mean no business. Building brand reputation is therefore at the core of any successful business and this extends to the ever-intensifying spotlight on sustainability claims. There now exists a ‘prove it’ culture, cultivated by global media which exposes those brands that slip up. Consequently, organisations face renewed impetus to back up their green commitments, particularly as current approaches could lead to further scrutiny from investors.
As demand for substantiated commitments increases, seeking independent third-party verification can help drive credibility and confidence from both customers and stakeholders. While organisations are
showing awareness of the need to measure and manage their pledges, many are relying on self-verification, which is difficult to monitor and report accurately.
An international survey[1] of more than 1,100 sustainability professionals across 11 countries and 13 industries, found that only 46 percent are having their data and information independently verified. Any sign of a lack of transparency could have significant consequences, such as a downturn in investor confidence and customer trust.
Independent verification is increasingly being regarded as an essential tool for global organisations to show themselves as following best
practice in pursuing transparency, trust and supply chain visibility. In fact, global organisations which, although not government or industry, are credible, well-renowned and thus very powerful, are becoming a voice of endorsement for such verification. In some cases, organisations are often named and shamed for not having their data and information independently substantiated.
This notion is mirrored in government policy and regulation on a global scale. Businesses under the Non-Financial Reporting Directive (NFRD) must disclose non-financial information to provide greater business transparency and increase accountability on social and environmental issues.
Over the last few years, the
January 2024, many organisations will be subject to new environmental and social reporting requirements. Olga Rivas, Sustainability Specialist at LRQA, outlineshow businesses can prepare ahead of EU CorporateSustainability Reporting Directive implementation
environmental, social, and corporate governance (ESG) elements of the NFRD have evolved. However, the European Commission (EC) stance is that these changes do not go far enough. This dual approach from industry and government means evidence-based claims are the future.
The EC argues that current regulations do not provide a standardised approach to the collation of data. This inconsistency means the users of the data and information – whether it be investors or other stakeholders – can’t compare. Therefore, the incoming proposal for the Corporate Sustainability Reporting Directive (CSRD) is about aligning this process and the way data is reported.
The changes will immediately impact those companies currently covered by the NFRD. They will need to report on 2024 data with a view to submit data in 2025. At present, the NFRD only covers about 12,000 large organisations across Europe. However, while the NFRD primarily impacts larger organisations, the draft CSRD will not be restricted to just financial auditors and could cover around 50,000 companies of varying sizes.
To make up this figure, medium
sized companies will be working to a deadline of 2026; the final stage of implementation is for non-EU companies, who must submit data by 2027. Any companies registered on the European market, or those nonEuropean companies with a European branch that is of significant size, will also be required to comply.
With the first cohort of organisations due to start gathering data from 1st January 2024, businesses need to act now to implement suitable systems and processes. Worryingly, almost all (93 percent) of the sustainability leaders surveyed in the report –Climate Focus – identified at least one internal barrier to achieving their environmental sustainability targets. A lack of knowledge, resourcing, complexity and cost were all cited as problematic. This is where it’s valuable to review existing processes.
Prior to verification, undertaking a GAP analysis is a valuable exercise for understanding where the existing management system sits in terms of compliance. In doing so, organisations can identify what remedial action – if any – needs to be taken. Businesses should ask themselves if they are prepared for the new directive. If any
major deficiencies are highlighted in the management system, a period of consolidation and maturity is vital.
From a wider point of view, companies will need to shift their thinking and focus. All team members must be engaged to enable successful collection, reporting and verification of data. It will require collaboration from the entire workforce. With this in mind, organisations must consider what this looks like from an organisational planning perspective. More specifically, is there anything that needs to change about current data collection methodologies?
With 1st January 2024 marking the start line for data collection, it’s crucial that organisations understand how the CSRD will affect them. Overall, those who start reviewing their existing strategies, methodologies, and processes will give themselves a head start in the race for third party verification.
To find out more about how businesses can prepare, please visit: www.lrqa.com/en-gb/climatechange-sustainability/
Olga has 22 years’ experience advising and auditing businesses on environmental issues, energy safety and health risks, as well as driving management systems and cultural change. This includes extensive senior level engagement with large companies on climate change, energy, sustainability verification and certification.
vivo, the leading, global technology company, has been announced as the official smartphone of the 2022 FIFA World Cup in Qatar
Writer: Ed Budds
Like the crushing, inescapable inevitability of England’s demise, in what is sure to be yet another heart-wrenching chapter in a storied history of footballing failure, most likely at the hands of the cruel mistress that is the penalty shootout, the 2022 FIFA World Cup fast approaches.
Scheduled to be held in Qatar later this month, the 2022 FIFA World Cup has not arrived without numerous controversies and significant speculation over a range of cultural, political and environmental issues. However, it will also represent a series of ground-breaking firsts for this gigantic and historic culmination of footballing excellence.
The 22nd edition of the iconic tournament, the quadrennial interna tional men’s football championship, contested by the top national teams of the member associations of FIFA, will be the first World Cup ever held in the Arab world, and only the second World Cup held entirely within Asia, following the 2002 tournament in South Korea and Japan.
It will also be a unique iteration, since Qatar’s intense and punishing summer heat means that this World Cup is the very first to be held during the cooler winter months.
The first match played at the tournament features the hosts Qatar taking on Ecuador at Al Bayt Stadium,
November.
Leading global technology company, vivo, has been announced as the official smartphone of the 2022 FIFA World Cup, and even more prestigiously, the only official tournament sponsor in the entire smartphone industry.
The company’s new flagship product and futuristically designed foldable device, the X Fold+, was previously launched in mainland China in conjunction with FIFA’s 118th anniversary. It is the first official foldable smartphone and will play a crucial role during matches to provide
support for the preparation and staging of the event, and ensure the smooth running of all processes.
As the exclusive, official smartphone sponsor, vivo aims to connect international football fans who are as passionate about the beautiful game as vivo is, through its industry-leading smartphone technology, which will be front and centre throughout the entirety of the competition.
Having signed a six-year sponsorship agreement with FIFA in 2017, this year’s highly anticipated event in Qatar will be the second World Cup vivo has sponsored, having previously partnered with
the 2017 FIFA Confederations Cup, the 2018 FIFA World Cup in Russia, and the 2021 FIFA Arab Cup in Qatar. In terms of other major football events, vivo also sponsored the 2020 UEFA European Football Championship, further evidence that vivo is unwaveringly committed to supporting the global development of the sport through its various sponsorships and partnerships.
As one of the oldest sports still in existence, football is infinitely popular around the world. Its very essence embodies the crucial
Al Khor on 20thnature of teamwork to achieve one common purpose in pursuit of victory. Regardless of race, gender, and age, football has always had the power to bring people from different cultural backgrounds closer together to build strong connections and break barriers.
vivo embarked on its vast globalisation journey in 2014 and now covers more than 60 countries and regions across the globe. Having always adhered to consumer orientation, vivo is consistently committed to using innovative technology to provide excellent smartphones and other products for its users around the world.
Together, with the World Cup’s expected global audience of five billion viewers and over 400 million active vivo users worldwide, the two partners are looking forward to connecting with audiences around the globe through the shared passion for football.
There is an unwavering belief held at vivo, that the development of sports and technology can share a similar philosophy – this is the ability to empower people to live better lives through continuous breakthroughs and innovations.
Through its sponsorship, vivo looks to play an integral role in helping FIFA host a truly open and inclusive event for all.
Spark Ni, Senior Vice President and Chief Marketing Officer at vivo, recently described how, “football has
the power to bring people together. vivo believes that innovation can help football fans build a community and share exciting World Cup experiences with everyone across the globe, whether they are watching the games at a football stadium or enjoying the experience from afar.”
During the World Cup, vivo will provide industry-leading flagship smartphones to FIFA staff to help them complete their preparations
with cutting-edge technologies to ensure the hosting of a successful event.
As the only official sponsor of the World Cup in the smartphone industry, vivo would like to invite global users and football fans to record wonderful moments that will spread happiness among family and friends.
vivo will also unleash the #vivogiveitashot campaign during the competition to celebrate the event. Through this exciting new campaign, vivo hopes to recreate the most beautiful and impressive moments from the action, as well as the view from the stands and the World Cup village, with a theme of displaying the courage of people
who tackle challenges head-on. The company envisages this campaign as giving people across the globe the power to express themselves through their love of football and the World Cup.
This tournament certainly promises to be a unique one but also holds the potential to be a truly transformative and extremely memorable event.
“VIVO BELIEVES THAT INNOVATION CAN HELP FOOTBALL FANS BUILD A COMMUNITY AND SHARE EXCITING WORLD CUP EXPERIENCES WITH EVERYONE ACROSS THE GLOBE, WHETHER THEY ARE WATCHING THE GAMES AT A FOOTBALL STADIUM OR ENJOYING THE EXPERIENCE FROM AFAR”
– SPARK NI, SENIOR VICE PRESIDENT AND CHIEF MARKETING OFFICER, VIVODOHA, QATAR: Al Janoub Stadium in Al Wakrah is the second among the eight stadiums for the 2022 FIFA World Cup in Qatar, after the renovation of Khalifa International Stadium
On 15th November, Clean Planet Energy announced a new joint venture with private equity firm Crossroads Real Estate to fund Clean Planet Energy’s flagship ecoPlant, which is currently under construction in Teesside, Northeast England. This will be the first of 10 new ecoPlants that Crossroads Real Estate and Clean Planet Energy are jointly seeking to build and operate across the UK.
Writer: Phoebe HarperThe new joint venture could see over £400 million of new UK investment
deployed for the future construction of these facilities to tackle the plastic waste crisis. Potential sites have already been identified in Lincolnshire, Gloucestershire, Lancashire and South Wales, with further locations and announcements to be made in the months ahead.
Clean Planet Energy’s ecoPlant is a green, advanced recycling facility intended to process non-recyclable and hard-to-recycle waste plastics that would otherwise be sent to
landfill. Each ecoPlant is designed to accept 20,000 tonnes of plastics each year and to convert this waste into (a) ultra-low sulphur fuels to replace fossil fuels in the transport and heavy-machinery sectors, and (b) petrochemical feedstocks, including naphtha, which can be used to make new plastic products without the need to use fossil-based feedstocks. Clean Planet Energy’s ultra-lowsulphur diesel can reduce greenhouse gas (GHG) emissions by 75 percent
compared to the use of traditional diesel, while the joint venture could also lead to over 200,000 tonnes of hard-to-recycle waste plastics being repurposed for use in the circular supply chain each year.
“At Crossroads, we are committed to green opportunities and impact investing as demonstrated already through our sustainable hotels strat egy. We look forward to partnering with Clean Planet Energy to roll out ecoPlants across the UK, including the flagship ecoPlant already under con struction in Teesside,” says Founding Partner and CEO of Crossroads Real Estate, David Gillerman.
David Gillerman, CEO, Crossroads Real Estate Teesside plant“The negative impact of plastic waste on our environment, plus the challenges we face from excess carbon emissions, made the joint venture with Clean Planet Energy a very compelling opportunity. With this investment, we have the ability to make a significant environmental and social impact across the UK,” he continues.
The news comes as COP27 is currently underway and world leaders are seeking solutions to reduce global GHG emissions and plastic pollution.
‘CLEAN PLANET ENERGY’S ULTRA-LOW-SULPHUR DIESEL CAN REDUCE GHG EMISSIONS BY 75 PERCENT COMPARED TO THE USE OF TRADITIONAL DIESEL, WHILE THE JOINT VENTURE COULD ALSO LEAD TO OVER 200,000 TONNES OF HARD-TO-RECYCLE WASTE PLASTICS BEING REPURPOSED FOR USE IN THE CIRCULAR SUPPLY CHAIN EACH YEAR’
sustainable and circular economy products; thereby cutting plastic pollution, reducing the amount of waste entering UK landfill, and also lowering GHG emissions when the waste is converted into ultra-lowsulphur diesel and used as a lowcarbon fuel replacement.
of a greener UK and beyond. We’re now reaching out to local councils and private partners across the UK who could benefit from a reduction in plastic waste entering their landfill.”
Data from 2021 shows that the UK still generates over two million tonnes of plastic waste each year, with well over 60 percent of this not suitable for recycling. In November 2022, the UK government’s Environment, Food and Rural Affairs (EFRA) Committee published a report focusing on accelerating the reduction of plastic waste, with advanced recycling identified as a key policy recommendation. By developing new ecoPlants throughout the UK, Clean Planet Energy and Crossroads Real Estate are opening a route for traditionally non-recyclable plastic waste to be repurposed into
Bertie Stephens, Group CEO of Clean Planet Energy, says, “Clean Planet Energy’s mission is to remove over one million tonnes of nonrecyclable plastic waste from our environment, every year. This exciting partnership gives us the capacity to make a significant dent in this target. Having Crossroads Real Estate join us, not just for the development of potentially 10 new UK ecoPlant projects but also for the construction of the current Teesside ecoPlant, means in Crossroads we have a partner who, like us, is focussed on making a sustainable difference with its investments, delivering on a vision
Earlier this year, Clean Planet Energy announced a 10-year agreement with global energy company bp plc to offtake its circular products from its ecoPlants into the market. Each new ecoPlant will be able to process hard-to-recycle plastics in the UK; at their peak, the facilities should create over 750 direct new jobs, and potentially thousands of indirect jobs when the ecoPlants move from development into the construction and operation phases.
Nominated for the Innovation Award at the bauma 2022 construction trade fair, carbonauten is blazing a carbon negative trail throughout industries. 2022 will see the start-up launch its first minus CO2 factory, with the potential to bind 12,000 tons of CO2 a year. Aiming to operate at least 100 such factories by 2030, we speak with Henri Beranek from carbonauten’s Corporate Communications team to learn more.
wants people to buy organic and healthy food because it is cheaper than conventional food, to live in sustainable buildings because they are better and cheaper, and to consume products that strengthen our ecosystem because they are in turn better and cheaper than conventional ones. Sustainability must not remain a luxury. The carbonauten system makes this possible.
Beranek
Creating a regenerative world by carbonising biomass residues and supplying CO2 negative materials for the construction industry, carbonauten is the German start-up calling time on CO2
Writer: Phoebe HarperEME Outlook (EO): Tell us about carbonauten’s origins and the company’s mission.
Henri Beranek, Corporate Communications (HB): carbonauten is a German start-up that aims to launch its first “Minus CO2 Factory 001” in 2022. The company’s goal is to work with nature to capture large quantities of climate gases and store them in a new category of materialscarbonauten NET Materials®.
Torsten Becker, Founder, “dreamer” and CEO, has a clear mission: he
EO: Could you expand on the Negative Emission Technology used to create low-cost carbonauten NET Materials®?
HB: The goal of our five business units is to make decarbonisation practical. The results are high-quality, low-cost, biocarbon enriched plastic granules, building materials and agricultural inputs. The amazing thing about carbonauten NET Materials® is that they not only have better properties but have an impact far beyond the simple understanding of sustainability. They don’t just prevent further damage to
Henriour social and ecological systems, but actively contribute to their regeneration.
CO2 sinks are created by charring woody biomass residues into engineered biocarbons. This method prevents the biomass from rotting and the carbon and other climate gases stored through photosynthesis from re-entering the atmosphere. The reason for this is that technical biocarbons do not metabolise and are therefore stable for several thousand years. As a result, one ton of biocarbon permanently stores up to 3.3 tons of CO2. In combination with various binders, technical biocarbons turn into the CO2-storing carbonauten NET Materials®.
The third approach is based on carbonauten NET Materials® –high quality and cost-efficient materials for a wide range of industries.
As the CO2-storing, technical biocarbons are incorporated in them, they replace fossil raw materials in large quantities. As they were developed to substitute conventional materials, the production facilities of the industrial partners do not have to be reconfigured. This allows fast industrial decarbonisation through a simple choice of material.
EO: What are some of your flagship materials in this area?
HB: The decarbonisation effects of the carbonauten system are based on three pillars. Firstly, the recycling of biomass residues. By not rotting or burning woody waste, but carbonising it without oxygen, high-quality technical biocarbons can be obtained while the emergence of climate gases is prevented.
As the carbonisation process is exotherm, renewable energy is produced in large quantities. The smallest possible plant already provides 24 gigawatt hours (GWh) of renewable thermal energy that can be supplied to industry. This expands the spectrum of renewable energies and makes fossil fuels increasingly obsolete.
HB: In addition to mineral building materials or wood, we also find large quantities of plastics in buildings. Enriched with 30 – 80 percent technical biocarbons, they offer enormous potential in the fight against the climate crisis. On the one hand, they can save massive amounts of fossil raw materials, and on the other, the recycled plastic, which is still scarce, can be used for other products. Windows, pipes, hoses, insulation materials and wall panels thus become CO2 sinks. In addition, properties such as hardness, stability, and weight improve, and they avoid industrial soot.
carbonauten’s regenerative process allows residual materials to become raw materials and recyclables
The most important thing, however, is the price. Since carbonauten extracts the technical biocarbons from waste and also uses the resulting energy for its own production facilities, it can charge favourable prices without cross-subsidisation by the CO2 certificates that are also generated.
EO: What are carbonauten’s priorities for the immediate future?
HB: The carbonauten “Minus CO2 Factory 001” in Eberswalde will start production this year. Three further sites in Germany are scheduled to go into operation in 2023. From then on, international scaling will begin. By 2030, at least 100 minus CO2 factories are to bind, store and avoid several gigatons of climate gases. Another goal is to work with partners to ensure that organic quality becomes cheap and accessible to everyone. Our motto: f*ck CO2 - if not now, when?
EO: How can carbonauten help to decarbonise the construction industry?
“OUR MOTTO: F*CK CO2 - IF NOT NOW, WHEN?”
– CARBONAUTEN
Dissecting the unique quandary of the Swiss Medtech sector and hopes for the future in the wake of regulatory and policy change
Writer: Phoebe Harper | Project Manager: Deane Anderton
The industrial prominence and relevance of Medtech has reached new heights worldwide. Switzerland is one country at the nexus of this field, as public interest in the sector has escalated in the wake of the COVID-19 pandemic.
Major contributors to the Swiss Medtech sector include distributors, specialised service providers, the supplier industry, and manufacturers – the latter of which produce medical devices that are applied across 29 specialist medical fields worldwide. The most prominent sectors within this are orthopaedics and
traumatology, diagnostics, cardiology, dentistry, injection systems and hearing system technology.
The industry is proven as a major source of employment and a key economic staple for Switzerland, increasing its revenue to CHF20.8 billion within the last two years alone. This dynamic period saw the Medtech workforce rise to a record figure of 67,500 people. Complementing these recent strengths, industry sales grew by an average of 7.6 percent a year throughout 2020 and 2021, with companies in all medical segments recording positive figures of growth.
Despite this growth, the sector must confront the specific challenge of the flawed regulatory framework within which all Medtech players must operate – the European medical device regulations (MDR and IVDR).
Incorporated into national legislation, the European MDR and IVDR demonstrate a fracture between the readiness of the industry versus its systems, highlighting a stark disparity between the number of medical devices requiring certification, and the official bodies able to do it. The implementation of these regulatory
KNF operates a total of 24 locations worldwide with production facilities in Switzerland, Germany, France and the US.
In hardly any other area are stakes as high as they are in medical technology. As human life depends on it, medical equipment needs to fulfil the highest standards possible in terms of reliability, safety, and cleanliness. Many medical devices move media or create vacuums –be it blood, medication, oxygen, air, reagents, etc. Therefore, the pumps used in the systems need to adhere to the same strict standards.
In short: pumps are a cornerstone of modern medical technology. Here, KNF, the world market leader for diaphragm pumps and systems, has taken over a globally leading role in providing cutting-edge pumps for the medical sector.
Within the medical field, diaphragm pumps have proven superior in many aspects to other pump types for a wide variety of applications. First and foremost, diaphragm pumps, by design, are extremely clean and offer maximum safety as well as reliability.
They work oil-free, are leak-tight and move fluids in a very gentle way. Contamination of the medium by the pump or leakage can thus be reliably avoided. Another designrelated advantage is their compact size, making them fit even in the most limited spaces.
As diaphragm pumps offer so many advantages in medical technology, it is no wonder that KNF provides diaphragm pumps for nearly every medical application where media need to be moved. Customers trust in KNF because the company builds long-lasting relationships. This allows customers to find the ideal solution and to be able
The liquid pump KNF FP 70 offers Smooth Flow Technology for minimum pulsation and is therefore perfectly suited for medical applications close to the patient.
In addition to their design-based advantages, diaphragm pumps are also used in medical technology due to their versatility. Suitable for all kinds of fluids as well as vacuum applications, they can perform various tasks. In addition, many pump aspects can be customised to a specific application.
Diaphragm pump parts that touch the media can be manufactured using many different materials like PTFE, EPDM, PPK, PP, stainless steel and many more which make the pumps chemically resistant. Also, the motor can be chosen starting with low cost DC motors options to high-performance, long running advanced BLDC motor options. Depending on the specific application, many other aspects can be customised as well.
to receive help with engineering challenges as well as aspects like certification. The decades of experience KNF has gained with agency regulations, audits and the complex approval process in the medical sector, help the company to quickly and reliably get to the optimal individual pump solution.
At KNF, customisation opens lots of options, many of which are especially interesting for medical applications. As many medical devices operate near patients or are even directly connected to patients, it is crucial that medical pumps work discreetly. For this, KNF offers a number of options like using a smaller eccentric, silencers, pulsation dampeners or shock mounts.
For liquid pumps, KNF has also developed a special Smooth Flow Technology that creates almost no
pulsation and therefore works very discreetly. These measures not only help with fluid dynamic issues but directly contribute to patient comfort and therefore improve recovery directly.
The development of medical equipment often involves very long validation and certification processes. Once the device has been approved and launched on the market, manufacturers highly appreciate if the components used in the device remain available over a long time horizon.
KNF pump series are available over very long periods of time. When a standard product reaches the end of its life cycle, KNF informs customers well in advance. For customer-specific products, the lifecycle can even be defined to the choice of the customer.
Medical applications can roughly be divided into the areas of diagnostics and therapy. KNF offers pump solutions for both. In diagnostics, KNF pumps take on tasks like degassing, liquid waste handling, needle washing and drying, tissue preparation for pathology and histology as well as recirculation and replenishment of liquids.
Pump applications for therapy and treatment are also very diverse. KNF pumps are used in autoclaves, cardiology, cosmetics, dental treatments, dialysis, endoscope cleaning, ear, nose and throat treatment, negative pressure wound therapy (NPWT), non-invasive therapies, orthopaedics and pulmonary function as well as suction units. Typical examples of KNF pumps used in medical applications are the KNF FP 70, NMP 830 HP and KNF N 96.
The KNF Group is the world market leader for diaphragm pumps. Its portfolio includes OEM, process, and lab solutions for gases, liquids, and vacuum applications. The technologies are used in areas like medical, inkjet, gas analysis, food, chemical and nanotechnologies.
Founded in 1946 in Freiburg, Germany, the family-owned company currently operates 24 locations worldwide and employs more than 850 people. Production is in Switzerland, Germany, France and the US. The Swiss locations are special competence centres for liquid pumps and for micro gas pumps and KNF operates a sales centre dedicated specially to the Swiss market.
Customers value a pump that truly fits their needs. Therefore, most of the KNF pumps sold are customised to perfectly fulfil application-specific needs. For this purpose, KNF has developed a special modular design approach for all its pumps. This way, main components like mechanics, materials, and motors, as well as the electrical and hydraulic connections, can be adapted based on proven options which makes customising
As the world market leader for diaphragm pumps, KNF provides OEM pumps for nearly all medical applications that need pumps.
fast, reliable and economic.
Drawing from the many customising options aspects like high capacity, extended service life, high pressure, leak tightness, high chemical resistance, noise reduction, different port configurations, and much more can be realised.
Another advantage of the modular approach is that any batch size from one unit to thousands of units can be easily realised in this way.
The high engineering and product quality of all KNF products have a great beneficial impact on their total cost of ownership. Their long and reliable service life allows for uninterrupted operations over long periods of time, keeping productivity at a maximum. This way, costly downtimes and servicing can be avoided. In addition, most KNF pumps are repairable which enables users to only maintain affected parts without the need to replace the entire pumps.
For pumps used in less demanding applications, KNF also offers options to achieve an optimum total cost of ownership. For example, pumps that do not have to run for very long can be fitted with a more economical motor. This way, customers do not have to use overengineered solutions and only pay for parts and components that are really needed for their specific application.
With a high performance to size, efficiency and weight ratio, the micro diaphragm gas pump KNF NMP 830 HP is the ideal choice for medical devices and analytical equipment alike.Knowledge of the human body and how we should respond to failures in its systems have progressed at an unprecedented pace. We now know that due to genetics, no two people will react to the same disease, drug, or treatment in the same way. Even environmental and lifestyle choices can affect a person’s medical outcome. This is where personalised healthcare comes in.
Personalised healthcare is no longer about targeting and treating; it has shifted towards understanding how all of life’s nuances can be factored into a patient’s care plan to improve their health outcome.
CSEM has challenged itself to create future technologies that positively impact the Swiss economy, society, and our planet. It contributes to this new era of healthcare by innovating gold-standard (ISO 13485 certified) digital, life science, and wearable medical technologies for partners in the healthcare, fitness, and wellness industries who share CSEM’s vision.
Transformation of the personalised healthcare sector can be linked to the advancement of connected devices. Smartphones, watches, and other wearable solutions are now equipped with sensors for monitoring multiple human vital signs and AI-powered data analytics. These technologies collect the nuances in life that enable precise and tailored patient treatment.
With its partners, CSEM has already launched several digital solutions that improve patients’ lives. For example, its data science and algorithms have helped thousands of people conceive a child via a fertility bracelet that provides non-invasive detection of the fertility window in real-time.
CSEM’s cuffless optical blood pressure monitoring technology combines optical sensors and clinically validated software algorithms to revolutionise how people with hypertension manage
CSEM is a Swiss technology pioneer, enhancing patient care through wearable medical devices, digital health solutions, and life science tools
their condition. This technology has since been linked to a wrist-worn wearable that can monitor an individual’s blood pressure 24 hours a day. Another development sees CSEM’s non-invasive optical algorithm technology enable accurate blood pressure monitoring by placing a fingertip on a smartphone camera.
“Medical Wearables, connectivity, flexibility and scalability offer unrivalled benefits,” says Jens Krauss, Vice President of Systems at CSEM. “Our technologies can monitor the cardiovascular system, the respiratory system, the brain, our muscle movements, and more – these technologies collect the digital biomarkers that make each person unique, our nuances.
“We work with our partners to understand how they want to use these biomarkers and help them find ways to efficiently manage their health data, using the most appropriate technologies. Ultimately, this means patients can gain easier access to advanced healthcare technologies, encouraging them to be a part of their diagnosis, treatment, and care from the outset.”
Data on its own cannot save lives. Correctly managing, analysing, and extracting the proper insight from data makes the difference.
“CSEM’s data science experts design, implement, and validate all our custom data-driven medical diagnostic models and decision support. We have decades of experience in designing and miniaturising medical wearables, which we strengthen with our ultra-low-power ASICs, ensuring their autonomy and portability,” says Krauss.
The benefits of this mean not only can diagnostic times be reduced, but in this online era, patients can access their data quickly and receive care in the comfort of their homes while being monitored by their medical practitioners. During the pandemic, CSEM worked alongside the European and Italian Space Agencies and other partners to develop a remote, real-time, patient vital sign monitoring service based on wearable technologies and a cloud platform. This allowed healthcare providers to monitor the health evolution of COVID-19 patients in their homes. It also helped reduce medical costs and stress on the healthcare infrastructure.
CSEM also works in the life sciences to narrow the gap between applied sciences and industrialisation, bringing together emerging microtechnologies and the biotech and pharmaceutical industries.
The central role of life sciences companies in drug pricing and access to medicines puts them on the frontline of societal challenges, such as aging populations or disease outbreaks. Through the convergence of biology and technology, new possibilities have been opened to diagnose better, plan therapies and treat diseases.
Combining engineering, biological understanding, and having a cutting-edge infrastructure CSEM is pushing the boundaries of life sciences technologies to accelerate drug discovery and enable personalised therapies.
“From design to technology validation in biosafety laboratories, CSEM uses the latest advances in cell microsystems, biomonitoring, and lab automation,” outlines Vincent Revol, Head of Research and Business Development in Life Science Technologies at CSEM. Most recently, CSEM and its partners have developed a multi-axis bioreactor to help treat lower back pain. While this condition is not life-threatening, it is a social burden with a high socioeconomic impact.
Regarding automated cell microsystems, CSEM’s solutions enable the standardisation and parallelisation of microphysiological systems on chips and plates. Equally, CEM is developing solutions to standardise the production, sorting, positioning, maturation, and testing of complex 3D models, a game-changer for personalised medicine, drug discovery, preclinical drug testing, and regenerative medicine.
Data analytics at the single-cell level are also being conducted at CSEM, as the company masters cell biosystems to develop novel cellular technologies. Meanwhile, low-cost solutions created by CSEM measure biomarkers in body fluids and access biological data in real-time for biomonitoring and point-of-care diagnostics.
“We also develop electrochemical, mechanical, and optoelectronic sensors for application within diagnostics and cell cultures, and harnesses proprietary low-cost fabrication technologies for sensing, sample preparation, and interface layers,” Revol shares.
“All the while, lab automation and AI are utilised to achieve reproducible and valuable results in a broad range of applications, enable faster results with fewer materials and reagents consumed, and free users from tedious manual work,” Revol concludes.
From life sciences to medical wearables and digital health, CSEM is enhancing healthcare. With nearly 40 years of technological experience, the company combines its multi-disciplinary skills to meet the personalised health industry’s specialised needs. The company has six sites across Switzerland, with two locations, Allschwil and Bern, focused entirely on progressing wearable medical devices, data-driven digital health solutions, and life science tools that enable the best patient outcome.
www.csem.ch
Chief Operating Officer of Medeco-ch, Sheela Bagnoud, tells us more about the Swiss family business providing quality medical implant distribution
EME Outlook (EO): Firstly, could you introduce us to Medeco-ch, e.g., a brief overview of your main products and services, locations, client base, etc.
Sheela Bagnoud, COO (SB): Medeco-ch is a Swiss family business created and developed in 2011 by Sheela and Cédric Bagnoud. The company is located in Duillier in the Canton de Vaud, halfway between Lausanne and Geneva. With a dedicated team of 23 people, our company distributes exclusively medical implants to hospitals and clinics throughout Switzerland to treat traumatology cases (broken bones) or patients affected with orthopaedic diseases such as arthrosis, bone deformity, etc. All products are stored, packed and shipped from our 1,000m2 facility located in the countryside. Our main
partners are mostly situated in other European countries, including Kerimedical, Newclip, Orthofix, Bonalive and Bioretec, among others. We also have one supplier in the US (Viscot).
EO: What differentiates Medeco-ch from the competition?
SB: We are known for providing sterile set solutions that are immediately available whenever needed and without delay. We have a wide portfolio of such sets that allow you to immediately operate on patients with broken bones or deformity corrections. Products are on the shelf and surgeons can operate according to their needs without taking the decontamination and sterilisation process into account. These types of products are also proven to have a better carbon footprint than traditional reusable sets.
Our second strength is training. A lot of companies have decided to cut down on investments in this area, however we have decided that training our customers is a major focus. In partnership with our key manufacturers, we propose a wide range of professional courses on various supports (online and in person) which combine theory and practical sessions. Most of these courses are provided by peers, and this allows an exchange of good practice and case discussions.
The proper placement of implants assures a better fit and efficiency in their purpose. Our surgeon customers and the medical staff need to be confident in the implants and products that they are using in order to provide the best treatment to their patients.
Finally, we believe that service is crucial. We deal with all requests with the same intensity and care as if the patient treated were a family member. We deliver orders in 24 hours and our team is available to help and assist our customers at every step. We even have an emergency number available 24/7 if needed.
EO: What makes Medeco-ch a highly respected and reliable partner for the Swiss healthcare industry?
SB: As a well-established Swiss distributor, we have the chance to partner with the manufacturers that we choose. Quality and reliability of the products as well as compliance with the present regulations in Switzerland are key factors in our selection. In the past year, we have invested a lot to secure product availability in the Swiss market. We have accepted the role of Swiss Representative in addition to our responsibilities as importer and distributor for our major manufacturers.
EO: What does innovation mean to Medeco-ch?
SB: Bringing disruptive technology to the market allows the restoration of patients’ functions and gives access
to treatments that are challenging or that the human mind finds complicated. Innovation is also about listening to the problems that our customers are facing and thinking out of the box to find the solution.
For example, for the treatment of rhizarthrosis of the thumb, we can propose a dual mobility thumb prosthesis called TOUCH which has proven to have excellent results in restoring the functions of the thumb.
EO: How long have you been a member of Swiss Medtech and how do you benefit from this membership?
SB: We have been a member of Swiss Medtech since its creation. We were in fact already members of the former Fasmed group. Being part of an association like Swiss Medtech allows us to be active in the decisions that could affect us and the medical business in Switzerland. We get the support, feedback and advice of the whole sector and it is reassuring. We also get regulatory information and explanations in time without having to look for it.
EO: Finally, what are Medeco-ch's priorities for the years ahead?
SB: Our priority is to understand the market needs even better and continue developing our services to our customers. We also want to maintain the sustainability of middle and small companies which can provide attractive and flexible solutions to patients in Switzerland. Competition is healthy!
Medeco-ch
Route de Trélex 8, 1266 Duillier, Switzerland
T: +41 22 3070170 info@medeco-ch.com
www.medeco-ch.com
changes is having a detrimental effect, as many Medtech products are disappearing from the market entirely as companies are forced to reduce their portfolios, whilst other products are increasing in price by an average of six percent due to escalated expenses.
Additionally, the dissolution of the institutional agreement between Switzerland and the EU threatens the country’s Medtech sector after it was relegated to third-country status in 2021, resulting in a host of negative implications including increasingly stringent requirements for placing products on the Swiss market.
The consequences of this are impacting Swiss importers, who are shifting away from the market. Indeed, research from the Swiss Medtech industry report demonstrates a recorded loss of 15 percent in product portfolio due to the country’s new third-country status. It is a sad story for what has traditionally been an extremely healthy trade balance within the Medtech field between Switzerland and the majority of
• 1,400 companies
• 67,500 employees
• Contributes 11.5 percent to Switzerland’s positive trade balance
• CHF6 billion imports
• CHF11.9 billion exports
• CHF20.8 billion turnover
• 6.4 percent sales growth per annum, 2012-2021
• 3.1 percent employment growth per annum 2012-2021
Source: Sector Study Swiss Medical Technology Industry (2022)
foreign countries, with Germany and the US as the two most prominent trading partners.
The combination of these three unique conditions - the proven growth recorded during the pandemic period, together with regulatory change and prohibitive policy frameworks - place Switzerland’s Medtech sector in a state of uncertainty.
To guarantee a prosperous future, industry players must also overcome the shortage of skilled workers it currently faces. This applies to the supplier field, and for manufacturers who are struggling to recruit a workforce with expertise in regulatory affairs and R&D in addition to production personnel.
Meanwhile, the Medtech sector, as with all fields, continues to adapt to the key drivers of innovation, by improving its ecological footprint in terms of sustainability and diversity to increase competitiveness, whilst also advancing the other prevailing industry trend of digital transformation. This includes the incorporation of Industry 4.0 in manufacturing processes and product innovation with the development of smart devices. The latter represents a major hurdle looking ahead.
Nevertheless, survey results show that above-average sales growth of 8.5 percent is predicted for the next two years. Switzerland continues to maintain its reputation as an attractive destination for investment, with the country’s stable economic environment and wealth of Medtech expertise representing the two major contributing factors.
Preserving its status as one of the best healthcare systems in the world, the entire industry will move forward united by the ambitious vision of Medtech 2030, which entails a series of goals designed to channel its collective will to shape a diverse and innovative economic sector.
Cendres+Métaux SATrusted partner for implantable, micromechanical precision parts for various medical fields.
Sophisticated solutions in the field of medical device implants often require a range of skills that a single company can hardly muster alone. Such developments require close cooperation with partners who offer complementary competencies. Cendres+Métaux, a Swiss manufacturer of high-precision implantable components, specialises in offering related skills and services to further the market success of its customers.
Medical technology developments require the interdisciplinary cooperation of partners with comparably high levels of competence in the field. An important prerequisite is in-depth experience with the rules and prescriptions governing the activities related to the development and approval of medical technology products. In the early stages of such a project, an assessment of the basic feasibility of expectations and of the processes that might be suited to master the production of the desired device often plays a decisive role. This in turn means that a positive outcome of such a project is more likely the earlier in the development process that partners begin to cooperate. For such endeavours, Cendres+Métaux can contribute a host of very experienced specialist teams along the whole value chain. The number and extent of customer projects that it has been able to foster until market maturity and successful commercialisation underscores its role as a competent and trustworthy partner for new development undertakings.
Cendres+Métaux masters the full range of manufacturing technologies in its healthcare, from basic production processing such as casting, forming, turning, milling or injection moulding through surface treating, cleaning, assembly and packaging to supply chain and E2E (end-to-end) order management.
www.cmsa.ch
EME Outlook (EO): Firstly, could you talk us through the origins of Swiss Medtech – when was it founded and what was its initial vision?
Peter Biedermann, CEO (PB): The association was founded in 2017 through the merger of two predecessor organisations with the aim of joining forces and speaking with one voice. Our overarching goal is to make a valuable contribution to people’s high quality of life: excellent products, attractive jobs, and a substantial contribution to the gross national product.
EO: What is your current take on the Medtech sector across Switzerland – what are some of the major challenges and developments facing the industry community?
PB: Since May 2021, the Swiss medical technology industry has been in third-country mode vis-à-vis Europe. This has placed great demands on exporting companies, as they are now forced to appoint an authorised representative in the EU. These are not letterbox companies, as an authorised representative requires specialist expertise, has to deal with liability issues and must have technical product documentation ready.
Uncertainties and additional work have also arisen for importers. Obstacle-free import is history with the third country mode. Importing has become more complicated and more expensive.
Swiss companies, like all other players, are affected by the implementation difficulties of the European Medical Device Regulation. The transition from an old to a new certificate is also expensive and often without added value. This is a source of concern for all players.
EO: Could you expand on some of the recent governing body announcements regarding regulations?
We speak with Peter Biedermann, CEO of the industry association preserving the economic importance of the Swiss Medtech industry
PB: One of the new features is that from now on all manufacturers, distributors and authorised representatives must register in the new Swiss medical device database, Swissdamed. This is because Switzerland no longer has access to the central European medical device database. In a second step, all products imported into Switzerland must also be registered, with the aim of enabling Switzerland to carry out its market surveillance autonomously.
EO: What role do start-ups and SMEs play within the industry?
PB: Many young companies are emerging in our country in the life sciences, including medical technology. They transfer the latest clinical findings and technologies into practice. It is great that there are always start-ups that survive the critical initial phase to grow and flourish independently. This ensures
the ongoing renewal of this vibrant and technology-driven industry.
EO: I understand that you are looking at moving into international markets for both established companies and SMEs – could you tell us more about this and why it is a strategic move?
PB: The home market is simply too small for our companies to legitimise the high investments that are needed in our industry. Internationalisation is therefore a must. Producing companies weigh up the advantages and disadvantages of Switzerland as a location very carefully: which processes should remain in Switzerland because of their complexity and can best be realised here. And, which operations can take place more cost-effectively in Europe or even in Asia in order to realise the best cost/benefit ratio.
EO: Finally, how would you define the
outlook for the Medtech community in 2023 and beyond?
PB: In our last industry survey of April 2022, our members were very optimistic. Spending on medical devices will continue to increase globally. After all, the COVID-19 pandemic has impressively shown that health comes first for many people. Our industry, together with the pharmaceutical industry, offers excellent solutions. However, from Switzerland’s point of view and our background as a high-priced production location, it is a constant effort to keep pace with international competition.
SWISS MEDTECH
Tel: +41 31 330 97 79 office@swiss-medtech.ch www.swiss-medtech.ch
Smart consulting, enhanced medical solutions.
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At Congenius, we provide tailored MedTech consultancy services to global firms, established SMEs and aspiring start-ups. Our experts are ready to help with challenges related to medical devices, combined products and in vitro diagnostics.
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Ontic is seeing rapid global growth in a jet-fuelled industry.
Sales Director Adam Pickford discusses the current aerospace and defence sector, and takes us through the company’s operational expansion in Europe and the US
Writer: Marcus Kääpä | Project Manager: Kierron Rose
The aerospace industry is both exciting and challenging; exciting because global travel is once again taking off and the engineering to support this is always innovating, but also challenging due to external factors such as COVID-19 and the Ukraine war impacting supply chains. Recruitment also presents a challenge with a global skills shortage.”
The words of Adam Pickford, Sales Director at Ontic, show us that positives and negatives are continually at play in the realm of aerospace and defence, meaning that being an active company open to change and development is critical to continued success in the sector.
Ontic is a leading global aerospace original equipment manufacturer (OEM), providing complex engineered parts and repair services for established aircraft in the defence and commercial market.
“We have over 45 years of product manufacturing and aftermarket support experience, and our operations span North America, the UK, and Asia, which enables us to provide strategic worldwide support to civil and defence customers,” Pickford introduces. “Essentially, we work on the non-core products. Our broad portfolio includes over 7,500 top-level assemblies, and our experts deliver a wide variety of critical technologies. This includes fuel measurement systems, as well as a range of avionics, cockpit instruments and controls.”
Over the last decade, Ontic’s product portfolio has grown to include over one million individual component parts used on a range of commercial, military, rotorcraft, and business aviation aircraft, and because of the company’s commitment to continuous innovation, it is not stopping there.
“We have more than 5,000 customers around the world, and we support military platforms from the
ADAM PICKFORD, SALES DIRECTOR: “Ontic has had a lot of success with its early careers team. The company was a finalist for its apprentice programme at the Insider Made in South West Awards, and the company’s apprentices have been recognised as winners and finalists in a number of ceremonies this year:
• Josh Gulley was a finalist for apprentice of the year at the Insider Made in South West Awards.
• Karim Ali was a finalist for apprentice of the year at the SOGLOS Gloucestershire Business Awards.
• Josh Gulley won the Information Communication Technology & CAD award for best achievement at the Gloucester Engineering Training (GET) Apprentice of the Year Awards.
• Tom Cunningham received an award for achieving his HNC with Distinction at the Gloucester Engineering Training (GET) Apprentice of the Year Awards.
• Josh Gulley and Tom Cunningham are also both competing in the finals of the industrial electronics category at the National Skills Competition in midNovember. Starting with 80 people in their category, we’re delighted that Josh and Tom have made the final eight. If they make it through this round, they could see themselves representing the UK at the Skills Olympics in France.
“We are very proud of what Ontic’s staff have been able to achieve thus far.”
BAE Hawk, UH-60 Blackhawk and the Seahawk, to commercial aircraft including the Boeing 737, 747, 757, 767 and 777 families, as well as the Airbus A320, A330 and much more,” Pickford tells us proudly.
THE OEM OF CHOICE
Ontic’s breadth of industry expertise allows it to deliver quality established parts that guarantee sustainability to every aerospace sector around the globe. Ontic also boasts industryleading customers in all markets, including airframe OEMs, commercial airlines, US and foreign governments, and other aftermarket providers.
“As the top supplier of established aircraft parts, leading OEMs around the world continue to license and divest their product lines to us, freeing them up to focus on other products,” Pickford explains. “Ontic becomes the customer’s OEM, acquiring all manufacturing and supply chain responsibilities to ensure continued availability of established aircraft parts.
“We follow a proven adoption
process, so our product transitions minimise disruption to the customer and their operations. We are experts in low volume, high-mix manufacturing with faster delivery times and increased customer satisfaction.”
Partnering with Ontic means companies can maximise the value of their established aircraft parts by divesting their product lines, so they can focus their resources elsewhere and reduce the strain on overheads. At present, Ontic has signed over 40 license agreements with Honeywell, the American conglomerate that operates in multiple sectors including aerospace and performance technologies, and has agreements in place with many other companies to supply global vehicle fleets.
“Our latest licensing agreement with Honeywell is for the RDR4A/B Weather Radar Systems product line,” Pickford elaborates. “This is an essential system for aircraft and comprises a receiver/transmitter, antenna, antenna drive unit, control
panels and mounting trays. The product line is fitted to a variety of platforms, including the Boeing 737 family, 777 and 757, as well as the Airbus A320-CL, A330 and A340, serving some of the world’s biggest operators of these platforms.
“Our global operations will support the transfer from Honeywell to Ontic, with things kicking off at our Singapore facility to support the Asia region.”
Ontic’s existing radar capability means experts are on hand around the globe to support this product line, helping reduce aircraft downtime and ensure the continued safety of aircraft, crew and passengers.
Ontic employs in excess of 1,000 people across three continents, with its main sites consisting of Chatsworth, Creedmoor and Plainview in the US, Cheltenham, Staverton and Bolton in the UK, and a manufacturing facility in Singapore. Today, Ontic is also looking to expand in its current markets.
“WE REALLY ARE FOCUSED ON OUR PEOPLE –THEY MAKE ONTIC WHAT IT IS”
– ADAM PICKFORD, SALES DIRECTOR, ONTIC
“More than just the sum of our parts” - Ontic
Being more than the sum of its parts means going above and beyond to provide end-to-end, excellent service, whether a customer, partner, or team member. And that’s exactly what Ontic does.
• Over 5,000 customers worldwide
• Leading global provider of established aircraft parts and MRO services
• Seven facilities around the world
• Diverse portfolio of over 6,500 products and one million component parts
• Capabilities in all five aerospace sectors
• A growing team of over 1,000 dedicated employees
One example of this growth was the company’s agreement with US aerospace supplier Triumph Group which saw Ontic take on the existing Staverton facility, its people, and the select product lines associated with the site, thereby increasing Ontic’s capacity, and adding to the success of its site in Cheltenham. The acquisition was part of a long-term strategy to expand the company’s solutions offered to its partners across the industry and represents one of many developments for operations on the European continent.
“We have taken an important step to expand our footprint in mainland Europe,” Pickford tells us. “We are looking to secure in-region licenses from France, Germany, Italy, and Spain. With this, we would anticipate setting up in-country manufacturing capabilities.”
Ontic is undoubtedly going through a period of rapid growth, both organi cally as the company adds to existing sites, and through the acquisition of
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“IN THE US, WE HAVE INVESTED MILLIONS IN OUR CREEDMOOR (NORTH CAROLINA) FACILITY TO ADD AN EXTRA 20,000 SQUARE FEET”
new licenses. Exemplifying this suc cess is Ontic’s recruitment drive; more than 130 people have been added to the company’s Cheltenham and Staverton facilities this year alone, and Ontic is set to continue strengthening and growing its team of global experts.
“In the US, we have invested millions in our Creedmoor (North Carolina) facility to add an extra 20,000 square feet. This has allowed us to redevelop our production areas, add new meeting space and increase our office capacity,” Pickford continues. “These improvements make it easier for us to support new business more efficiently. Whilst doing this, we’ve collaborated with North Carolina State University to combine research and experience to optimise space and maximise productivity.”
As proven by Ontic’s rapid team expansion, people are at the heart
of the company. This peoplecentric theme not only reflects the company’s core, but also extends to Ontic’s global customer base, and the importance of maintaining positive, professional and beneficial long-term relationships.
“When we acquire a license, it is important for us to broker relationships with our end customer and that is why we have a team of customer services people around the business as well as a customer experience director. We regularly meet with our clients to understand their needs and ensure we are primed to support them,” Pickford assures us.
“The wellness of our people is also critical, especially as we transition to a large company and welcome people from other companies into the Ontic family through acquisitions. Our people strategy aligns with what matters to our staff – both from a physical and mental wellness perspective.”
Matt Black Systems is a major independent specialist in the design and manufacture of man-machine interfaces for land, sea and air applications.
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Recently, Ontic introduced a menopause commitment for its employees globally, and across its operations, the company sets aside the time required to regularly talk about and reflect on how its employees are feeling, and what could be done to better well-being where needed.
“We make a point of talking about wellness at all times, and not just when there are awareness days, weeks and months, but we also leverage these opportunities to shine a spotlight on challenges our people may face,” Pickford adds. “At Ontic, we say we are ‘more than just the sum of our parts’. We really are focused on our people – they make Ontic what it is.”
This care is reflected in the company’s success, not only operationally, regarding its growth and expansion, but also proven by milestones reached and recognition earned.
“We’ve had a very successful 2022! Following our win at the Insider Made in South West Awards, we will be making our way to the Insider Media
National Finals in Liverpool in June 2023,” Pickford says. “We have been recognised in the Best Companies awards as a top company to work for in the South West. In fact, just a couple of weeks ago we were listed 17th in the annual manufacturing Best Companies list.”
Ontic is further undertaking a number of initiatives to grow and strengthen its expertise, including open days, career fairs and partner ships with organisations including STEM Returners. Traditionally, the STEM Returners programme offers 12-week placements to those in STEM careers returning from a career break or from military service, but Ontic rec ognises the value of experience, and so is offering four permanent positions at its Cheltenham site.
“Our early careers programmes are also important at Ontic,” Pickford continues. “Last year, we increased our apprentice numbers by 300 percent and are looking to double this again this year - we also take on interns and graduates. In 2023, we are launching our US early careers programmes. In support of our US commitments, dur ing National Apprenticeship Week US, we signed a proclamation to mark the 85th anniversary of the Apprenticeship Act.
“Finally, one of the benefits we are able to offer is global mobility. We have a number of graduates and employees who have made the move from the UK to the US or vice versa. Sharing their
knowledge and skills helps us operate better as a global company.”
For Ontic, the future of aerospace will continue to be defined by both excitement and challenge. According to Pickford, sustainability is a key driver for everybody involved in the industry, and fuel will form a major part of this.
The way Ontic manufactures is also likely to change with the advent of artificial intelligence (AI) and additive manufacturing (3D printing).
“Recruitment also presents a challenge with the current global skills shortage,” he reveals. “This is why we are so committed to our early careers programmes and growing capability that can sustain the industry long into the future. As well as our own programmes to shape the next
generation, we are also partnering with organisations including The Tomorrow’s Engineers Code.”
The Code, launched in 2020, is a commitment to work towards common goals to increase the diversity and number of young people entering engineering careers. Centred around four pledges, signatories commit to inspiring connection, driving inclusion, showcasing engineering and improving
impact. With over 200 signatories and supporters – including the Department for Education, Network Rail and Shell – The Code is powered by Engineering UK.
“We will continue to work closely with our customers and licensors to ensure that our experts have the latest knowledge and capability to deliver the highest quality outputs moving ahead into the decade.”
www.ontic.com
GO Plc is working towards a bright future in Malta’s communications industry. CEO, Nikhil Patil tells us more about the current landscape of telecoms and television production for the nation, and how GO Plc lives its purpose of driving a digital Malta where no one is left behind
Writer: Ed Budds | Project Manager: Josh Hyland
Nikhil Patil, CEO
It is this crucial and pioneering role in Malta’s communications industry that sets GO Plc apart as a pillar of
Mediterranean archipelago nation, based on a tradition dating back to 1975 with the establishment of Telemalta, the country’s first national telecommunications company.
“Today, at GO Plc, I have the privilege of leading one of the largest
CEO, Nikhil Patil.
GO Plc’s ongoing growth and success have been built on a focused strategy aimed at delivering worldclass service in terms of infrastructure and customer experience.
“As a business leader, I believe
We are in the business of connecting people to what and who matters most to them, when and how they want to.”
beyond the provision of products and services or the roll-out of digital infrastructure; it is defined by the digital transformation taking place across societies and focuses on the impact it wants to have on those societies in Malta and beyond,” outlines Patil.
“Naturally, I believe this is a very
exciting space to work in, whatever you are doing, because you can tangibly see how you are adding value to businesses and people’s lives.”
As the nation’s leading communications services company, and as the first quad-play provider in Malta, GO Plc provides mobile, fixed line, internet and TV services to more than 500,000 customers nationwide.
In addition to this, GO Plc provides unrivalled services to the Maltese business community, including cloud services, roaming services, data networking solutions, business IP services, and managed services.
Fast approaching its half centenary of operations, Alberta began its legacy with a small operation, providing fire and safety solutions to the public. In just under 50 years, the organisation has grown from strength to strength and has now expanded internationally, servicing some of the largest brands, working on the biggest events and delivering massive projects in the global arena.
A reputation built on success
As Malta’s largest fire and security firm, our group is dedicated to delivering excellence to every customer, whether they are personal, corporate or government institutions and associations.
NIKHIL PATIL , CEO: “We may be a technology company, but we are a people company first. Our people are our biggest asset. As CEO I am constantly working on fostering a culture that empowers our employees to experience deep learning, try new things, take risks, collaborate, and become energised by the growth of their professional lives. Everyone at the company is empowered and encouraged to act like an owner. Our motto is to ask for forgiveness and not permission.”
“We have achieved this by investing heavily in our Fibre-to-the-Home infrastructure, being the first and only Maltese operator to have access to three submarine cables connecting the islands to the web and as the only national operator with a fully integrated fixed, mobile network for a seamless experience,” explains Patil.
“We are also currently in the process of rolling out a 5G network across the nation. We plan to have nationwide coverage by the end of 2023,” he continues.
The growth and success of GO Plc have been built on a focused strategy aimed at delivering quality service in terms of infrastructure and customer experience.
“We are constantly striving to simplify our product portfolio to the benefit of our customers, allowing them to build their own product bundle through the mix and match system to suit individual needs,” Patil expands.
GO Plc’s purpose is to drive a digital Malta where no one is left behind. The company lives and delivers this purpose by investing in technology that guarantees connectivity to Malta and beyond, by providing services that are built around its community’s digital needs, and finally by investing
Aligned with the best in the global arena
It has always been important to Alberta’s leadership team that the company’s staff complement is not only highly trained and talented, but that they are also empowered with best-in-class accreditations.
The company invests and reinvests year on year in certifications, making sure it’s aligned to the highest international standards, that’s why Alberta was the first company outside the UK and Ireland to achieve LPCB certifications. It takes hard work to be a leading provider in this industry and service multiple market verticals at the same time.
We have continuously monitored our industry to identify best-in-class products and expand our service offering to ensure we can cater to the demands of our personal and corporate customers alike. Our portfolio is continuously growing as we find new solutions that can deliver excellence without fault. We can provide tailored solutions for the largest hotel or hospital, to the cosiest of homes.
Alberta’s solid reputation for delivering best-in-class products and services lies in the hands of tens of thousands of satisfied personal, corporate and institutional customers. They trust Alberta to prevent and protect what matters most today and tomorrow.
EME
HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE VALUABLE CONTRIBUTIONS THAT THEY MAKE?
in its staff to help them be the best version of themselves. This expert team has now expanded to over 1,100 people across Malta and Cyprus.
“When you think about how the industry has transformed over the years, from providing services that were perceived to be a luxury, to services which are now considered essential, the value of what you are doing is even greater as you are essentially helping to drive this transformation,” adds Patil.
GO Plc’s TV journey dates back to 2007 when the company invested in a start-up that, at the time, was the only company offering DTTV (digital terrestrial television) services. Since then, the business has transitioned from investing in technology, gradually shifting to IPTV (internet protocol television) and in its customer interface, making it far more
interactive, to investing in richer TV content, both foreign and local.
Data clearly shows that the Maltese community has always maintained a strong appetite for local TV content, dramas in particular. Historically, for the local community to enjoy Maltese dramas, they had to switch between different channels at different times to enjoy the content they love, often sacrificing one show over another. Consequently, the potential of every production was minimised.
From an industry perspective, the many challenges faced by production houses meant that only a limited number of dramas could be produced every year, mainly due to financial and other resource constraints. This meant that a lot of talent and creativity was being underutilised, cultural heritage and a host of historical stories were being lost and the preservation of Maltese content was threatened.
“We knew we could do something to bridge this gap. We had the
3tech provides leading edge solutions and services in the telecoms, power and water sectors through collaborative partnerships with an ever-expanding portfolio of suppliers and manufacturers.
With over 20 brands, 3tech continues to position itself as a prime provider of bespoke and innovative products aimed at assisting enterprises and utility companies to expand and operate their infrastructures reliably and efficiently.
We are delighted to be one of the associated partners for GO Plc in their Fibre-to-the-Home network project in Malta by supplying them with aerial drop and underground armoured fibre cables.
For more information contact us on info@3tech.mt or visit us at 3tech.mt
3tech.mt
Engenuity Ltd has been a leading company for over 20 years in the field of residential, commercial and industrial air conditioning, plumbing and in electrical and mechanical systems in Malta.
Exclusive distributors of Mitsubishi Heavy Industries and AERMEC, Engenuity Ltd specialises in providing quality, professional and technical expertise across many sectors including commercial, public authority, industrial and more.
From start to completion, our team of experienced personnel and technical support staff will be on hand at any time of the
day and strive towards efficient, effective and environmentally friendly practices.
At Engenuity, achieving excellent customer satisfaction translates to listening to customer needs at all times and responding to these needs quickly and accurately.
Engenuity remains close to the customer during the entire project life cycle, offering an array of services according to the specific project phase, from initial tendering, right through to maintenance of entire systems, and above all making it easy and pleasurable
platform, the resources to invest and the demand from our customers, which we wanted to satisfy, so then the concept of TOKIS was born,” Patil elaborates.
Late last year, GO Plc committed to becoming one of the largest produc ers of local TV content, primarily to
support the growth of the industry and to attract more talent. This was followed by the introduc tion of TOKIS, which is essentially the first ever local library of Maltese TV content.
Customers can now enjoy TOKIS, which is GO Plc’s first-ever, local library of Maltese TV content
TOKIS now provides a mix of both new and pre-existing TV content, therefore extending the lifespan of such material, allowing some viewers to revisit programmes they pre viously enjoyed, and others to enjoy it for the very first time. The plan for the company moving forward is to continue collaborating with local producers to bring even more content, not only to the locals but to the vast Maltese expat community in countries such as Australia, the UK, and Canada through the GO TV App.
In the ongoing quest to become a purpose-led organisation, GO Plc has positioned environmental sustainability as a key pillar within its strategic programme moving forward.
“Our intention is that whilst we as a company are undertaking efforts to reduce our carbon footprint, in doing so, we are also enabling our customers to simultaneously reduce theirs,” says Patil.
The reality is that becoming carbon neutral is a long-term goal for many companies such as GO Plc. It takes a consistent level of effort and consideration in every decision that the company takes, from purchasing, to processing, to the technologies that GO Plc offers.
“The good news is that we have started this process and have an ambitious programme in place, and a key element to this is awareness and education. To this end, earlier this year, 87 percent of our people, as well as our board members and executive team actively participated in a GO green learning programme delivered by the GO Academy,” he continues.
Regular updates are also provided at the company’s bi-weekly,
company-wide team hangouts on the progress that is being made on all green initiatives, including the large investment in a new headquarters which will be the first net zero building on the island. Additionally, these team updates cover the process of switching to a full electric vehicle (EV) fleet and the ongoing monitoring of GO Plc’s carbon footprint to identify any areas for improvement.
GO Plc currently operates both a nationwide copper network and a fibre network, which at present covers 65 percent of the island, as well as three undersea cables.
“You can just imagine the level of complexity that comes with these developments and processes, and the specialised skills that are required to plan, roll out and manage such operations. So, our suppliers, whether it’s for hardware, services, or specialist skills are an integral and critical part of
our success, or even at times, failures,” details Patil.
“We like to consider our suppliers as partners, just as we see ourselves in relation to our business clients. Ultimately, we know that working hand in hand with our suppliers at every stage will result in mutual success,” he adds.
This mutual success looks set to continue and develop exponentially as GO Plc goes from strength to strength within Malta’s thriving television, telecoms and network markets.
GO PLC
Tel: +356 80072121 www.go.com.mt
Controlled-environment agriculture is being recognised as the most efficient method of choice for farming and horticulture. Originating from the Netherlands, we take a look at VB, and speak to CEO Edward Verbakel about greenhouse advantages and recent developments in Europe and the US
Writer: Marcus Kääpä Project Manager: Liam Pye
Our history is filled with examples of innovation across a thousand practices, but few have been as important as those great steps made in the pursuit of food.
Turn the clock back to the Neolithic Revolution in around 13,000-10,000 BCE, a time when animal husbandry led humanity to be masters of the herd rather than the hunt, a smarter, more efficient, and less dangerous practice. Thereafter in 9,000 BCE, our ancestors dwelling in the Fertile Crescent (east of the Mediterranean Sea spanning multiple Middle Eastern countries) turned their minds to the plough, lapping over the soil in waves to keep earth fresh and fertile to host seeds and grow crops. Agriculture had begun in full bloom, setting in stone the food-centric path of early, settled civilisation.
From such dawn-era knowledge, agriculture has adapted across the world. One only has to look at the iconic terraced hill farms of ancient
Wari (and later Incan) culturetechniques that are still used around the world due to their efficiency and success.
Today, such tiered (or vertical) farming methods are not only applicable but represent the future of smart farming, as the most economical use of energy and resources while limiting environmental impacts, in exchange for the highest yield of consumable produce. Smarter farming methods are the key to our future, and this truth is being realised across the globe.
“The world’s population is growing; there is more demand for safe, healthy food all year round, and this is coupled with the necessity of combatting climate change, and the consequential demand for food produce that uses less energy and water, as well as a reduced transport footprint,” introduces Edward Verbakel, CEO of VB.
The son of a company founder (Aad Verbakel), Verbakel is a second-generation family member in an executive position within VB, and has led the company for almost 20 years, managing projects that have been built for clients around the world.
“Modern greenhouses are the way forward; they use 20 percent less water than field-grown crops, use up less space for more produce through tiered farming, and are now considered as assets by investors and capital funds due to their value in the agricultural sector.”
VB operates three primary divisions: horticulture, climate and energy. Within the rapidly changing horticulture sector, VB is an industry leader in providing greenhouse solutions that make use of the latest and best technology and design, and
Van der Ende Groep is an innovator, manufacturer and supplier of water, climate and complete pump solutions.
As pump specialists we supply, besides products like Duplex multistage pumps, booster and circulation pumps, and all necessary accessories. Our scope: Lowara pumps, API piping plans, Vacon and Danfoss frequency drives, net filters, and remote pump condition monitoring.
Van der Ende Groep also shares knowledge and participates as a project partner from the engineering phase through to start-up and beyond.
Our service and maintenance department is available 24/7 for all customers.
T +31 (0) 174 51 50 50
E info@vanderendegroep.nl www.vanderendegroup.com
“MODERN GREENHOUSES ARE THE WAY FORWARD... AND ARE NOW CONSIDERED AS ASSETS BY INVESTORS AND CAPITAL FUNDS DUE TO THEIR VALUE IN THE AGRICULTURAL SECTOR”
–EDWARD
VERBAKEL, CEO, VB
EDWARD VERBAKEL, CEO: “Around 12 years ago, VB started to explore opportunities to replace fossil fuels for the greenhouse industry, as we used volumes of natural gas in the Netherlands. It was a very affordable option back then but obviously not very sustainable because there were a lot of pollutants that made it damaging to the environment – CO2 levels were high – and looking towards alternatives is what led us to the geothermal industry.
“So far, VB has been involved in 17 out of the 23 active geothermal wells in the Netherlands, most of which are connected to greenhouses, with others feeding industrial solutions, houses or other areas. Today, almost 20 percent of the glass surfaces of our greenhouses make use of geothermal heat rather than traditional forms of energy, which is a large step towards becoming more sustainable.
“We believe that this model can be used in international markets as long as we remain informed and aware of the rules and regulations in each particular country we operate in to collaborate and succeed in this area.”
can weather even extreme conditions.
Initially founded as a heating supplier to the horticulture industry in 1966, J & A Verbakel Verwarming was started in the Netherlands by two brothers, Joop and Aad Verbakel, with company activities later branching abroad to places such as Belgium, Germany, France, and even in the US.
As the company diversified into greenhouse building projects in 1983, the name changed; what had been Verbakel – Bomkas following a business acquisition of Bomkas Greenhouses in the Netherlands, thereafter became VB, and today the company stands as a specialist in constructing sustainable plants and projects, the centre of which are its greenhouses.
“We specialise in the design and build of such greenhouse projects, and we are also active in the energy solutions space, geothermal heating plants, and in other areas such as football stadiums,” Verbakel tells us. “There is currently an energy crisis in which high-tech horticulture requires substantial volumes of energy for heating, cooling and lighting.
“Industries need to become more sustainable; geothermal heat can replace some of the fossil fuels, yet the scale is needed to benefit from these sources. VB is well aware of the domestic Dutch requirements to realise the geothermal sources and has ambitions to bring this knowledge
into other markets. However, this will require local partners that are well informed about the local rules and regulations related to these heat mining activities.”
VB’s greenhouse projects are built from the ground up and delivered with professionalism and the promise of bountiful yield, answering the demand in the agriculture industry for smarter and better methods of farming.
The reason why greenhouses are becoming a core focus of the agricultural and horticultural industries is clear for those who invest in such sectors. For Verbakel, smarter agricultural practices and the sustainable use of energy is key to improving the yield and longevity of food production, and at a structural level, greenhouses are fundamental to this success.
“The availability of food within a large population combined with climate change and the ambition to reduce miles makes it a very interesting topic, especially when combined with the significant attention being placed on controlled-environment agriculture (CEA),” explains Verbakel.
“A field is vulnerable; crops are at the mercy of the weather with the potential to be impacted by storms or exposed to drought conditions, for example. In terms of water usage and pesticides, fields use a lot more water
EME OUTLOOK: CAN YOU TELL US ABOUT THE USE OF GEOTHERMAL ENERGY IN YOUR GREENHOUSES?
Van der Horst uses its own paints that meet high environmental and sustainability requirements. www.rvdhorst.nl
than CEA, while also having to make use of more pesticides due to crop exposure to the open air.”
The smarter and more sustainable methods of greenhouse farming are shown by the circular use of resources, exemplified by the resource cost to produce the humble tomato.
According to Verbakel, a field-grown tomato requires up to 20 times more fresh water than a greenhouse-grown tomato, and the water that such green house-grown fruit and vegetables do not consume is recaptured, cleaned and ready to be used again, while in the field, excess water is soaked into the earth along with pesticides and fertiliser that impacts the soil levels. The retrieval and cleaning of this water from an open field requires far more energy, effort and time than that reused from a greenhouse.
“Not only is tiered farming the origin for less water, less space and more produce, but it is the expected future form of farming,” Verbakel adds.
“Nowadays, we are able to use less water and less space due to high-efficiency methods that use less water and less labour. The shortages in daylight and climate are being compensated by advanced technological solutions in a controlled environment.”
Then there are the disadvantages of such labour and field-grown produce shelf life in traditional agriculture. The fact that produce has to bridge distances before it reaches an area where it is being consumed is an issue brought to the forefront of traditional field agriculture.
“Areas with open agricultural fields are not particularly the areas where most of the population lives, and so there exist costs, not only in travel and to the environment, but also shelf life,” Verbakel details. “Meanwhile, our clients are using our technology to grow and bring better quality foods to a more demanding consumer 365 days a year, keeping produce fresher, increasing shelf life, and reducing waste.”
Traditional field farming entails more rigorous and less efficient labour, making employment a less attractive prospect. The difference between working low to the ground, exposed to the elements, compared to the easy access to efficiently grown (sometimes tiered) produce leads to longer-term employment and happier personnel.
“On top of this, greenhouses are seeing new trends of automation and robotisation, and are more receptive to such advancements,” Verbakel adds. “CEA allows for a greater level of control and monitoring and is built for the automation of processes, as well as making use of technology that maximises yield potential and prediction at all times of year, such as LED lights that spread much lower heat so as not to impact the temperature of greenhouses, while increasing light levels to promote growth.”
Although VB’s roots sprouted in the Netherlands and Europe, the company is branching further afield. Across the pond, the US is a hub of activity for the company and its expansion plans, with VB having successfully undertaken multiple projects for US-based clients and many more promising developments in the pipeline.
“The North American market is a focus for VB. We have a rich history in the US, having been active there since 1971,” Verbakel tells us proudly. “VB has references in over 25 states and works for companies who are each the best in their class.”
In recent years, VB has completed projects for Little Leaf Farms, Mighty Vine Tomatoes, Bushel Boy Farms, Backyard Farms, and Village Farms, as well as with its Atrium Agri partner for Green Empire Farms, Pure Flavor,
Maroa Farms, and App Harvest in the CEA space.
“Little Leaf Farms has been our respected client since they started their first building in Devens, Massachusetts, in 2015. We have built five consecutive times for them,” Verbakel continues. “The latest greenhouse expansion in McAdoo, Pennsylvania, will integrate Little Leaf Farms’ best-in-class technology, including energy efficiencies across heating, cooling, lighting, advanced data analytics and hands-free automated growing systems.
“Little Leaf Farms employs hydroponic production for its lettuce which is grown under glass and uses captured rainwater, natural sunlight, up to 90 percent less water than field-grown greens, and no harmful pesticides.”
VB has decades of history in North America, going back to Verbakel’s
“OUR CLIENTS ARE USING OUR TECHNOLOGY TO GROW AND BRING BETTER QUALITY FOODS TO A MORE DEMANDING CONSUMER 365 DAYS A YEAR, KEEPING PRODUCE FRESHER, INCREASING SHELF LIFE, AND REDUCING WASTE”
– EDWARD VERBAKEL, CEO, VB
father who undertook his first project on Long Island (New York State), and from there grew the business and helped lead it to what it has become today.
“The North American market is the most important continent that we are focused on at the moment. We are fortunate to experience a good exchange rate and a relatively stable economic climate between Western Europe and North America, not only in the US, but also in Mexico and Canada where we remain active,” Verbakel says.
“When VB began in the US, we delivered solutions to produce domestic plants and flowers, but later in the 2000s we made a shift towards the vegetable market. The US is behind when you look at the greenhouse surface per capita, and this is demonstrated by the country’s food imports and substantial field
farming industry, so there remains a great deal of potential in the market for greenhouse developments.”
The US will remain VB’s focal market, given the size and scale of farming across the country and the potential of the sector.
Moving forward, VB is aware that business security is an important aspect of success, which in turn allows the company to continue advancing the agriculture and horticulture industries, helping them develop and become more efficient, eco-friendly, and economical.
“We are aware that we are doing well, but we can still do better,” Verbakel reflects. “Another thing to remember is both profitability and the robustness of the company, as to become more sustainable it
is important to be economically justified; you should not overspend on trying to become a better supplier and have a lower profile of existence or a lower outlook for a healthy future.
“Looking to the years ahead, together with our clients and partners, we will create a sustainable future by using fewer natural resources while producing fresh healthy vegetables and beautiful flowering plants. Our short-term goal is to maintain key customer relations and increase customer satisfaction.
“Under the Atrium Agri umbrella, we have the capacity and leverage to take on very large-scale greenhouse projects and bring them to successful completion.”
VB Tel: +31 174 522 222 info@vb.nl www.vb.nl
EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook are digital and print publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world; spanning the full range of industrial sectors.
With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe.
Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business.
Visit www.outlookpublishing.com/get-involved for details on how your company can feature for free in one of our upcoming editions.
www.outlookpublishing.com/get-involved
Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to be launching a dedicated platform for the Mining & Resources sector.
As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Mining Outlook will bring you the positive developments driven by organisations across the global mining industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
www.mining-outlook.com
Kunooz Oman Holding SAOC is unleashing the potential of mineral deposits in the Sultanate of Oman. Group CEO, Naif Al Awaid, provides an update on the company’s mining, quarrying and logistics projects
Writer: Jack Salter | Project Manager:
Oman has some of the world’s richest and most diverse mineral deposits.
Yet, despite a number of quarrying and mining operations being underway, mineral deposits are still relatively unearthed in the Sultanate.
Mining is therefore, unsurprisingly,
one of the key focus sectors under the Omani government’s economic diversification programme, to unleash its abundant potential.
“There are a lot of untapped oppor tunities within the mining industry,” says Naif Al Awaid, Group CEO of Kunooz Oman Holding SAOC (KOH).
Eddie Clinton
EME Outlook (EO): Firstly, could you introduce us to Mohsin Haider Darwish LLC?
Mohsin Hani Al Bahrani (MHB): The origins of Mohsin Haider Darwish LLC (MHD) date back over half a century. The family proprietary business was converted to its present form of a corporate entity in 1987. Over the decades, the company has witnessed phenomenal progress, helped by strategic planning and professional management.
MHD today is one of Oman’s leading business houses with interests spanning automotive, tyres and batteries, engineering products, leasing, education and healthcare. With our significant staff strength, we are proud to bring in some of the best global brands like Jaguar, Land Rover, McLaren, MG Motor, Hongqi, Ineos, Ashok Leyland, Ford Trucks, CMC, ABB Michelin, BF Goodrich, Riken, Weir Trio, Terex Finlay, XCMG, Mitsubishi ForkLifts, Blackline Safety, Spasciani, Britannia, Delta Fire, Zoll, Caire, Comen, Donaldson Filters, Opus, Drager cranes and many more.
EO: I understand you have 10 commercial divisions, representing hundreds of international brands. Can you provide some key details about this?
MHB: Automotive is a core business line for the company, representing some of the finest global brands in automobiles. Our automotive brands include Jaguar, Land Rover, McLaren, MG Motors, Hongqi, Jetour and Ineos. The Commercial Vehicles and Construction Equipment Division (CVCE) represents brands like Ford Trucks, Ashok Leyland,
JMC and CMC. We offer a wide mix of commercial vehicles including models for ready mix, construction, quarrying, building material, waste management, passenger buses, freezer trucks and logistic trucks.
The Tyres and Batteries division offers a world-renowned range of tyre brands and tyre accessories across the Sultanate through its sub-brand Tyreplus and Michelin Truck Service Centre (MTSC) - a Michelin-owned franchise offering quality automotive products and qualified servicing at a competitive price. Our range includes world renowned brands namely Michelin, BF Goodrich, Riken, BKT, Triangle, Emrald, Federal, Three A, Constancy, Wosen & Lander. The division also offers a wide range of light and heavy-duty batteries. Trusted battery brands include NBC, Actron, Optima Batteries, Speed Mate. MHD Leasing’s best-in-class services deliver the most innovative solutions in the field of vehicle leasing, catering not only to the needs of individual customers, but to those of corporate clients as well. MHD Leasing currently operates an extensive fleet of vehicles, providing daily, weekly, monthly, and yearly rentals to corporates, residents and visitors to Oman. Our clientele includes many governmental and highly regarded private institutions, all of whom have been loyal customers to the business.
At AutoExpert we understand that some people desire more from their vehicle, therefore we offer an extensive range of products that are designed to improve the look and performance of the
We speak with Mohsin Hani Al Bahrani – CEO - MHD ACERE, one of the largest and most successful privately owned business houses in the Gulf region
vehicle. From 4x4 accessories, car performance enhancements, car care products and solutions and a fully equipped modern workshop facility.
MHD Academy of Technical Science offers courses in Sales and Marketing, Leadership and Management, Administration, Finance, Accounting, Budgeting, Human Resources, and Health and Safety Training in Oman. The institute provides individuals and organisations across Oman with the knowledge, skills, and tools to achieve performance excellence, adapt to changing realities, and prosper in a complex and competitive world of globalisation. The institute has a wide range of unique courses, workshops, customised corporate programmes, and consultancy services to offer.
EO: What is it that differentiates MHD from the competition?
MHB: At MHD we have always looked at obstacles as stepping stones to success. This organisational ethos has helped us navigate and overcome multiple challenges. We embarked on an ambitious and aggressive campaign to enhance our network capacity, increase our team strength and elevate organisational capabilities, leading to us being recognised as among Oman’s most promising business houses.
EO: What opportunities are opening up for MHD in reliable and efficient transportation, effective communication, dependable infrastructure, better healthcare and living?
MHB: At MHD we are always seeking out the next big opportunity – be it in transportation, communication, and infrastructure, or in sectors where we have already ventures –namely healthcare products and renewable energy (RE). We see tremendous opportunities in many new fields and are always exploring our options.
EO: To leverage these opportunities, how important is your strength of legacy and spirit of ambition?
MHB: Success in itself is not a destination, but a continuous journey towards excellence. This spirit of progress, of unlocking opportunities, adding value to lives and propelling the nation ahead, is what drives MHD. That is the organisation’s legacy which has instilled a strong sense of ambition – one that is especially pertinent in these dynamic times. The respect and reputation we have earned, the lives we have touched, the growth we have inspired and above all, the inspiration provided for a young nation to keep moving forward is a living embodiment of our legacy and ambition.
P.O. Box 880, Ruwi, Postal Code 112, Muscat, Sultanate of Oman T +968-71557334 hro-acere@mhd.com mhdacere.com
Kunooz translates to “treasure” in Arabic, and KOH comprises five sub sidiaries and three associates within the mining, quarrying, construction minerals, and logistics sectors.
Incorporated in 2014, KOH is 20 percent owned by Minerals Development Oman (MDO), the executive arm of the Omani government tasked with developing the mining sector in the Sultanate, with the remaining 80 percent belonging to local private investors.
MDO, which continues to build on Oman’s rich mining heritage and drive the commercialisation of prodigious mineral resources, is responsible for delivering the strategic objectives stipulated in Oman Vision 2040.
“Mining has become one of the pillars of Oman Vision 2040,” Al Awaid tells us.
According to Oman Vision 2040, a future Omani economy that
SUBSIDIARIES:
KUNOOZ GYPSUM – Mining of gypsum
KUNOOZ GABBRO – Quarrying of gabbro
KUNOOZ MARBLE – Mining of marble
KUNOOZ LOGISTICS – Covers logistics activities
KUNOOZ READYMIX –Construction
ASSOCIATES:
MAJAN MINING – Quarrying and mining of limestone (KOH owns 35 percent)
CARMEUSE MAJAN –Manufacturing of lime (KOH owns 27 percent)
SALALAH INTERNATIONAL
GYPSUM – Selling and marketing of gypsum (KOH owns 33 percent)
embraces technology, knowledge and innovation will allow for the production of competitive products and services, with higher knowledge and technology components.
Consequently, this will contribute to developing the economy and enhancing its competitiveness in most sectors and activities, including mining.
In line with this, Oman’s significant mineral wealth needs to be commercially exploited by the likes of KOH to maximise in-country value (ICV).
Not only will this support the national economy, but it will invariably lead to further exploration activities, provide more job opportunities across Oman, and achieve prosperity for the country.
In July 2021, the Industry Development of Energy and Minerals (IDEM) unit was created by the Ministry of Energy and Minerals
(MEM) to focus on the downstream processing of minerals and ICV addition, instead of exporting unprocessed raw materials.
“We are going to focus on ICV, and there will be huge potential downstream,” states Al Awaid.
“Our focus on creating ICV within the country puts us in a good, competitive position. Competition will always be there, so we need to think regionally and internationally to give ourselves an opportunity to excel.”
Oman’s mountains host intact and exposed ophiolites, which could contain metal deposits such as copper, gold, magnesium, platinum and more.
“The geographical diversity within the region itself gives rise to a variety of different products and minerals. It’s always an exciting space where you can add value and measure it,” Al Awaid continues.
Gypsum is one mineral that holds particular promise in Oman.
The Sultanate is the world’s largest
exporter of gypsum by weight, shipping approximately nine million tonnes to ASEAN (Association of Southeast Asian Nations), Southern and Eastern African countries in 2019. The outlook continues to look positive, with demand from India and Asia predicted to grow further.
Taking Oman’s gypsum industry forward is Kunooz Gypsum, one of the company’s five wholly owned subsidiaries. The construction sector is the main end user of gypsum, which is primarily used to produce plaster of paris and plaster boards.
“Kunooz Gypsum is located in Dhofar, and we are looking into ICV on the gypsum side,” Al Awaid informs us.
To this end, two important projects
are being considered by Kunooz Gypsum, with the development of a gypsum powder and a gypsum board factory.
“With the gypsum powder factory, we can create added value for gypsum in construction and other areas of usage.”
Kunooz Gypsum is complemented in the mining and quarrying space by two further subsidiaries, Kunooz Gabbro and Kunooz Marble.
Gabbro, a dark, igneous rock formed by the cooling of molten magma trapped beneath the Earth’s surface, is a material of preference for the construction industry.
Demand in the market for crushed stone, aggregates and gravel has shown steady growth over recent years, and Kunooz Gabbro is the leading producer of high-grade gabbro for the local market in the Omani capital, Muscat.
“Kunooz Gabbro produces gabbro in different fragments and sizes, which supports the infrastructure in the Muscat area,” Al Awaid elaborates.
Al Awaid notes that Kunooz Marble was affected by the COVID19 pandemic along with Kunooz’s construction materials subsidiary, Kunooz Readymix, which is engaged in the manufacture of crushed stone and washed sand for use in the production of ready-mix concrete.
“Both Kunooz Marble and Kunooz Readymix were affected by COVID-19 due to the shutdown of construction. We are trying to revamp those areas, and see how we can enhance them,” he says.
Kunooz also owns a 35 percent share of Majan Mining, an associate engaged in the mining, crushing, and exporting of limestone. An important raw material for various industries, limestone has strong links to the con struction industry, steel production, and cement manufacturing.
Limestone is processed by another associate of KOH, Carmeuse Majan, of which the company owns a 27 percent share. Carmeuse Majan calcines limestone at extremely high temperatures to obtain lime, which is used as an additive in industries such as metallurgy, environmental treatment, sewage and water treatment.
Elsewhere, KOH is exploring opportunities in dolomite and basalt, where the company has two quarries and is starting the next stage of its feasibility study. Meanwhile, KOH is looking to build up alliances with big players in the production and extraction of magnesium and other minerals.
“WE ARE GOING TO FOCUS ON ICV, AND THERE WILL BE HUGE POTENTIAL DOWNSTREAM”
– NAIF AL AWAID, GROUP CEO, KUNOOZ OMAN HOLDING SAOC
Dolomite contains around 21 percent magnesium, according to Al Awaid, which could be used in the local market or areas of manufacturing, especially the automotive sector.
“We can collaborate with the automotive, steel, and many other industries where they are using a high percentage of magnesium and other downstream minerals for different manufacturing processes,” he suggests.
Supporting KOH’s mining companies from mine to port is an expanding
fleet of prime movers and trailers owned and operated by Kunooz Logistics, who supply services to the company’s Marble, Gabbro, and Readymix subsidiaries.
Focused on bringing sustainable and cost-effective supply chain solutions, Kunooz Logistics has extensive experience in bulk and flatbed transportation as well as port operations management.
“Kunooz Logistics covers the whole of Salalah, Dhofar, Duqm as well as Sohar. It is focused on transportation, and we are currently trying to convert more opportunities in supply chain logistics,” outlines Al Awaid.
One such opportunity in logistics and supply chains that Kunooz Logistics is focusing on is cold storage warehouses, with negotiations underway with an off-taker.
The cold storage warehouse project is located in the Rusayl industrial area, and comes as Kunooz’s cold storage business continues to thrive.
“Our cold storage business today is increasing, with eight percent growth and high potential,” Al Awaid states proudly.
“Cold storage is used for food, pharmaceuticals, and because the country is growing, I believe there is a need for such facilities to be available
“IF WE CAN DIVERSIFY, WE WILL BE ABLE TO FOSTER RESILIENCE WITHIN OUR ORGANISATION, AND WITH RESILIENCE WE WILL BE ABLE TO ACHIEVE SUSTAINABILITY”
– NAIF AL AWAID, GROUP CEO, KUNOOZ OMAN HOLDING SAOC
in order to enhance the products and services for the end user.
“We need to identify our end users, what the best way of reaching them is, and the mode of transportation, whether we’re talking about raw materials, finished products, or services. I think that needs to be a collaborative effort,” he adds.
The multitude of mining, quarrying and logistics projects being undertaken by KOH reflects the company’s aim to diversify its areas of activity.
“It is a privilege to be part of a team that is looking into different activities and creating diversification in our business. If we can diversify, we will be able to foster resilience within our organisation, and with resilience we will be able to achieve sustainability.”
KOH is equally focused on the environment by reducing waste and CO2 emissions, as well as participating in
corporate social responsibility (CSR) practices.
The company’s crushers and mining machines, for example, are moving to a solar operating system, whilst dust controls have been put in place to ensure that employees are working in a clean environment.
“We are trying to be a good partner with communities and local societies,” affirms Al Awaid.
Above all, KOH’s main asset is its people, whose mindset and skills are integral to what the company is aiming to achieve.
Employee safety is therefore one of the main challenges for KOH, as working in mines comes with a number of risks.
care about your main asset, you will never reach where you want to be,” Al Awaid emphasises.
“Whether it’s the blasting, equipment, or dealing with certain types of soil and rocks, safety requires a lot of attention. I think safety in the mining sector needs to be brought to the level it’s at in the oil and gas industry.”
Away from the mines, strict safety measures have also been put in place for KOH’s drivers and operators, to help save lives on the roads.
Safety is clearly fundamental to KOH, as it aspires to be an employer of choice and continues to enhance its KPIs over the next 12 months.
KUNOOZ
Tel: 24222600 /601 www.kunoozoman.com
Launching into the digital age, Qatar Post is the national postal service provider on a transformation journey, as outlined by Jamal Sultan Al Mohammadi, Director of Sales and Marketing
Postal services connect people and markets.
Connecting Qatar to the world through a wide range of traditional postal services and modern digital solutions, is Qatar Post.
Established in 1950 as the General Postal Corporation, Qatar Post is the exclusive domestic provider of postal services in the Middle Eastern country, with more than 20 branches nationwide today.
Traditional postal services are in decline, however, and Qatar Post’s strategic plan reflects a global shift to
QATAR STANDARD – Send mail locally within one to two days, for letters up to 2kg and parcels up to 30kg.
QATAR EXPRESS – Aims to deliver letters and parcels to their destinations the next working day.
GLOBAL STANDARD – Send international mail and parcels to 220 countries and territories, within two to 15 days for letters up to 2kg and parcels up to 30kg.
GLOBAL EXPRESS – Connecting more than 190 countries and territories worldwide, shipments are delivered to their selected destinations within seven to 10 days.
MANAGE MY DELIVERY – Offering customers an innovative and versatile service so they don’t miss their mail.
CONNECTED – Online shipping service to shop globally.
TURKISH SOUQ – Qatar Post’s new e-commerce platform with a wide range of products from Turkey.
PO BOX SUBSCRIPTION – Safe and secure management and collection of mail stored conveniently in one place.
MANAGE PO BOX – Update existing PO box address, renew subscription online, and view PO box item details.
HOME DELIVERY SERVICES – PO box mail conveniently delivered straight to the front door.
MONEY TRANSFER – The fastest, safest, and more affordable option for Qatari residents to transfer money internationally.
the delivery and fulfilment of online orders.
“We have recently updated our strategic plan for the next three years to reflect local and international trends facing Qatar Post and other postal providers across the world,” opens Jamal Sultan Al Mohammadi, Director of Sales and Marketing at Qatar Post.
“A lot of our attention is on investing to be able to meet growing fulfilment demand, where we have expanded beyond traditional post to deliver e-government postal services, pharmaceutical prescriptions for local healthcare providers, groceries for large supermarkets, as well as opening up international sites for customers in Qatar.”
In 2015, Qatar Post embarked upon a radical and comprehensive transformation programme, to embrace the digital era as a highperforming, digitally-enabled 21st century post office.
The strategic imperatives of the transformation programme were to enhance Qatar Post’s service portfolio and customer experience, build best-in-class postal and fulfilment operations, and nurture the company’s organisational capabilities.
Al Mohammadi soon became aware of this transformation, having
worked for Qatar Post early in his career before pursuing opportunities to broaden his experience in other Qatari organisations and government departments.
“Qatar Post was modernising its services to become a more commercial organisation, with our Chairman and Managing Director, Faleh Al Naemi, leading the company through this process,” he tells us.
“Due to my strong connections across many government sectors that would be key to Qatar Post’s growth, I was asked to re-join the company and was soon appointed to my current role.”
As the national postal service provider, Qatar Post tries to represent the best of Qatar in terms of service quality.
The company has consistently proven its operational excellence over the last few years, recognised in 2018
by the Universal Postal Union (UPU), the postal sector’s primary forum for international cooperation, as the second-best performing post office in the world.
Whether visiting branches in-person, receiving a delivery, or dealing with the company online, Qatar Post strives to be an extension of the customer experience that its clients want their customers to enjoy.
“Although we have made great progress over the past six or seven years, we know that we can and will continue to improve and provide a better service,” Al Mohammadi pledges.
Qatar Post’s all-new delivery app, for instance, offers individuals as well as business customers a dedicated service for collection and delivery within four hours.
TAMM is the perfect example of how Qatar Post is both embracing the digital age and committed to service quality.
The app was introduced by Qatar Post after repeated requests for such a service from local entrepreneurs, who were starting up businesses and wanted a quick, convenient way to fulfil orders as they came in.
On-demand express deliveries are only the press of a button away with TAMM, which even includes in-built live tracking functionality to view the driver’s location in transit, as well as proof of collection and delivery.
“Customers can request the service online through the website or Qatar Post mobile app, with the option of paying online via debit or credit card, or by cash on collection,” explains Al Mohammadi.
In addition to TAMM, Qatar Post also offers WhatsApp as a digital communication medium for home delivery services, improving the digital customer experience yet further.
A Home Collection option has also been introduced, allowing customers
to collect directly from their preferred location rather than visiting retail branches, as well as a cargo shipping service for those who want to send shipments internationally.
Cargo services are currently offered to select countries by Qatar Post, and will be expanded to other areas based on demand.
To offer a more comprehensive range of services, Qatar Post has also been trying for some time to deliver temperature-controlled products.
The COVID-19 pandemic proved to be the catalyst for such services, covering groceries and prescription pharmaceuticals in particular.
In partnership with supermarket chains such as Carrefour, SPAR, and Al Meera, Qatar Post assisted with refrigerated transport for home deliveries, whilst pharmacies relied on the company as a key partner during the pandemic, helping to deliver one million vaccines across the country.
“Our service has evolved from trialling various cooling containers to changing the profile of our vehicle fleet, meaning we now have the ability to support many organisations across Qatar,” Al Mohammadi informs us.
– JAMAL SULTAN AL MOHAMMADI, DIRECTOR OF SALES AND MARKETING, QATAR POST
Operating one of the largest vehicle fleets in the country, comprising a range of vehicles from motorbikes to large trucks, Qatar Post is able to serve the entire country in a timely and professional manner.
The company has also worked in partnership with delivery companies and retailers, in light of legislation protecting delivery drivers during peak temperature hours.
“It gets very hot in Qatar during the summer months. By adjusting our shift and service patterns, our vehicles have been able to fill the gaps in a safe and professional manner.”
Refrigerated vehicles are just the tip of the iceberg for Qatar Post, however, in terms of what is required to deliver a safe, efficient, informative, and modern postal service.
“Nowadays, our customers expect fast, trackable deliveries that arrive in a way that is convenient to them, and our supply chain is increasingly complicated and global. We have to be much more proactive and coordinated to synergise various stakeholders to deliver to expectations,” emphasises Al Mohammadi.
With the 2022 FIFA World Cup just around the corner, the attention of the world will be on Qatar over the coming months as it hosts football’s showpiece event.
At what is naturally an exciting time for Qatar, the World Cup will not only be a star-studded showcase of the
“WE HAVE RECENTLY UPDATED OUR STRATEGIC PLAN FOR THE NEXT THREE YEARS TO REFLECT LOCAL AND INTERNATIONAL TRENDS FACING QATAR POST AND OTHER POSTAL PROVIDERS ACROSS THE WORLD”
world’s best footballers, but a focal point for the change and progress made in the country over the past 20 years.
Qatar Post has been involved in a number of activities surrounding the World Cup, including the introduction of a series of stamps in the build-up to the tournament, available in branch and online.
The company has the privilege of being the only organisation in Qatar able to issue stamps, which offer an original way to commemorate special occasions such as the World Cup. Over the years, Qatar Post has issued many hundreds of stamps charting the historical events, achievements, and celebrations of the country.
As well as limited-edition World Cup stamps, a number of commemorative memorabilia items
and their staff at the QNCC media centre,” adds Al Mohammadi.
“Finally, we are managing all of the lost and found items at the official sites, following our successful delivery of the service at last year’s Arab Cup here in Qatar. Again, we will be using our local and international delivery networks to reunite fans with any items they may have misplaced in all of the excitement.”
As well as providing training through professional bodies such as the police and Ministry of Interior, Qatar Post staff are encouraged to put forward creative ideas through an annual innovation award.
recognised as the best postal and logistics company in Qatar and across the Middle East and North Africa (MENA) region.
Al Mohammadi outlines a number of goals to be achieved by 2024, including a better digital experience for customers, the capacity to safely and efficiently process and deliver customer items, and the provision of services that support Qatar’s national vision.
“We really care about giving our customers a great service, and we are open to adapting what we do to support the future evolution of the industry and the country,” he concludes.
are also being sold in branch and online by Qatar Post.
Elsewhere, the company has been extremely busy with the delivery of Hayya Cards for the World Cup to fans based in Qatar, through a global network of partners all over the world. The Hayya Card will be used as a means of identification for all tournament ticket holders, and provide a number of services aimed at enhancing their experience while in Qatar.
“We are also setting up pop-up sites for the tournament in the main fan zone on the Doha Corniche, and for the many visiting media companies
Staff can participate in the scheme by submitting and developing their ideas and proposals, before presenting them to an executive committee.
Ideas are then included in the business planning prioritisation process, with a ceremony honouring the winners.
“Award-winning ideas in 2021 included the Qatar Post Premium Service bundle and loyalty programme, the introduction of a delivery platform, and a postage stamp to honour heroes of the COVID-19 pandemic,” Al Mohammadi reveals.
Going forwards, the people at Qatar Post will continue to play an important role in realising the company’s vision, to be
QATAR POST
Tel: +974 444 64000 info@qatarposts.com www.qatarpost.qa
Milaha has expanded vastly into a multifaceted titan of the Qatari shipping industry. We talk to I PCEO, Eng. Mohammed Swidan, who delves into the company’s safe, reliable, and sustainable services
Writer: Ed Budds Project Manager: Cameron Lawrence
Established back in 1957, as Qatar’s very first registered company, Milaha began its journey as a shipping agency, strategically developing over the next six decades to become one of the largest, most powerful maritime and logistics service providers in the region.
Milaha has meticulously built a strong regional foothold in transportation and logistics, with a focus on providing integrated transport and supply chain solutions, and is supported by an expanded, modern fleet of vessels, state-of-the art equipment, modern technologies, dedicated staff and world-class partners.
The company strives to provide safe, reliable, and sustainable services and products through its strategic pillars of business, covering various key aspects of the shipping industry including warehousing and distribution, industrial and heavy equipment facility management, as well as the oil and gas sector.
The overarching vision of Milaha remains clear: to be the partner of choice in the maritime and logistics sector, with a dominant share in its home market, as well as a strong international presence. Alongside this, the company looks to deliver a sustainable level of growth to all its existing shareholders.
“We are looking to consistently deliver reliable services by focusing on safety, quality and our customers, to provide an enriching work environment, and to always live by our values,” opens I PCEO of Milaha, Eng. Mohammed Swidan.
The maritime and logistics division delivers a comprehensive range of services to some of the region’s biggest players in the oil and gas and petrochemical sectors, as well as major importers, exporters and shipping companies.
“We understand that needs don’t just change from client to client, they
also change from one day to the next. By synchronising our services, from logistics and marine transport to port services, ship repairs and complete shipping agency services, Milaha can tailor complete solutions to any requirements. The result is a simpler, more efficient and better value supply chain,” he explains.
Elsewhere, Milaha continues to serve a wide range of industry leaders in the fields of fashion, e-commerce, infrastructure, defense, health, oil and gas, heavy industries, aviation and fast-moving consumer goods (FMCG).
“By adopting a customer centric approach, we are able to build a complete understanding of our customers’ specific needs and requirements,” explains Eng. Swidan.
“Our diversified service offerings now include shipping, handling, warehousing, custom clearance, distribution, ship management and ship agency, industrial and project logistics, marine services and products, and automotive services in addition to logistic support services for the oil and gas sector,” he expands.
The freight and logistics sector in Qatar has been growing steadily over the past five years, with an estimated market value of more than USD$7.5 billion, and is expected to register an annual growth rate of more than seven percent during the 2021 – 2026 period, supported by ambitious government plans to continuously develop the economy.
Cummins Qatar is ideally positioned to support the Qatar National Vision 2030 (QNV 2030), a development plan launched in October 2008 by the General Secretariat for Development Planning in the State of Qatar. The plan aims to transform Qatar into an advanced society capable of achieving sustainable development by 2030. Its development goals are divided into four central pillars, namely economic, social, human, and environmental development.
To serve every client in the best way possible and improve the quality of service every day.
To remain honest with all colleagues, clients and partners. It is essential to never overpromise and also to never under-deliver. Furthermore, it is important to always finish anything and everything that the company starts.
All success comes from a collective strength and the ability to work together to solve complex problems and innovate with smart solutions.
The history of Milaha is a source of pride for the company, but an eye must be kept on the future in order to leave a valuable legacy.
Milaha owns a dominant market share in the shipping and supply chain industry in Qatar, supported by an effective infrastructure of transport, technology, specialist staff, and supply chain partners specifically selected to consistently deliver endto-end solutions.
“The warehousing market is another key contributor to the logistics industry in Qatar, mainly supported by the retail and FMCG sectors, and recently the advanced warehousing facilities have gained a strong boost with the growth of the e-commerce sector globally,” adds Eng. Swidan.
With this in mind, the Milaha Logistics City warehouse has emerged as an integrated centre for freight logistics, warehousing facilities
Over the past years, Cummins Qatar, together with the local partner Jaidah Group has played a vital role in the Qatar market, growing their footprint in various market segments such as Healthcare, Hospitality, Construction, Marine and Stadiums and with the recent move to a new facility sized 6,112 sqm, they will be able to maximize their customer collaboration and extend their services to wider range of customers.
These include the supply of:
• Diesel and gas engines and generators
• Marine Onan generators
• Cummins spare parts
• Fleetguard filters and coolant
• Valvoline Premium Blue recommended engine oil
Toni Akiki, Cummins Qatar General Manager outlines that Cummins provides a variety of marine-specific solutions, including propulsion systems, gensets, and auxiliary power systems. Custom packaging for generator sets is also available via our distribution channel, since we recognize that client requirements and operational environments differ.
We have a dedicated team of maritime industry specialists, and Cummins provides a variety of environmentally friendly engine options with mechanical and electrical fuel systems that meet or exceed international standards for emissions. By delivering both conventional and electronic emissionized engines, we are able to satisfy the demands of a wider range of customers.
www.cummins.com
Mariners trust mariners, and for good reason. Nobody knows your business like you do, except for Cummins. With connected tech that lets you fine-tune performance, collaborative engineering that makes our products feel like they were made for you, and a service network that understands how you operate, you’ve got a friend you can trust out on the water, and that’s Cummins. Learn more at cummins.com/marine
Qatar
and business solutions for start-up entrepreneurs and small and mediumsized enterprises (SMEs).
The state-of-the-art bonded warehouse located in Milaha Logistics City offers comprehensive services
• Establishing new trade routes and securing alternate supply sources.
• Expanding into the wellservices industry and continuing to develop and equip well stimulation vessels over the next five years.
• Expanding the company presence and service offerings in the offshore oil and gas sector, by increasing investments in Floating Storage and Offloading (FSO) units and getting more involved in the EPCI business.
• The acquisition of the new floating dock as part of a major upgrade and modernisation plan that will supplement the shiprepair and dry-docking activities, as well as catering for all vessels from both local and international markets.
with zero-duty upfront, to support global trade and e-commerce, while enhancing business efficiency and profitability.
“This dynamic sector is always vulnerable to various challenges related to HSSEQ, social, digital and economic issues, but it’s always exciting to operate in such a challenging environment that requires strategic planning, problem-solving, fleet and systems upgrading, policy updates and enhancing digitalisation,” details Eng. Swidan.
The main challenges that both the sector and Milaha currently face include decarbonisation, digitalisation, cyber-attacks, fuel price increases, and workforce and skills shortages, among others.
To directly combat the workforce shortage across the region, there is an ongoing development of the Qatari workforce through proper education and training. This is now a primary national objective designed to enhance the development march in the country.
Milaha offers a special initiative called “Alnokheda” to Qatari nationals as part of its attempts to foster and develop local talent in the business. This comprises an 18-month training and development programme that allows Qataris to demonstrate their learning along the way. Rotations,
Established in 2007, Nakilat - Keppel Offshore & Marine Limited (N-KOM) is a joint-venture between Nakilat, the world’s leading transporter of liquefied natural gas (LNG), and Keppel Offshore & Marine, the global leader in ship repair, ship conversion and construction of offshore drilling rigs.
Nakilat Keppel Offshore & Marine (N-KOM) shipyard is strategically located in the Erhama Bin Jaber Al Jalahma Shipyard complex. We are a purpose-built, modern shipyard that has achieved a five-star grading from the Five Star Occupational Health and Safety Audit conducted by the British Safety Council.
N-KOM possesses the physical capacity, state-of-the-art facilities, equipment, technical, engineering and support capabilities to conduct a wide range of marine and rig repairs, upgrades, maintenance and conversion projects as well as fabrication and industrial engineering jobs.
Our proven and growing track record in repairs and project management, safety and quality backed by consistently strong and positive client testimonials are a strong reflection of our Passion, Pride and Professionalism.
Together with our extensive network of strategic business partners including Milaha, N-KOM is able to provide a wide and enhanced range of in-house capabilities, valueadded solutions and services for our clients to meet their operational requirements and environmental regulatory standards.
N-KOM remains committed to be the Preferred Shipyard Delivering Sustainable Solutions to power local and international shipping, offshore and industrial engineering activities.
www.nkom.com.qa
Darwish Interserve Facility Management (DIFM) has come a long way, from being a subsidiary of How United in 2010 under the alliance of the Chairman Mr. Yousuf Al Darwish and CEO Mr. Abdul Rahman Al Darwish, to an independent company with world-class operations providing various services to the public and private supply chains in the State of Qatar, under the management of Mr. Mohamed Saadeh, General Manager. He was also able to usher DIFM to become one of the leading companies in the management of utilities and services in the Qatari Market.
DIFM services are based on scientific principles and practical practices, that ensure the best results in all aspects of our existing and future customers’ buildings, providing them with reassurance about the maintenance of their buildings and facilities in a manner that ensures the efficiency of its work for the duration of stay and at the lowest cost. DIFM has a professional team of highly qualified and experienced professionals in the management of facilities, services, operation and maintenance. DIFM also uses the latest technologies to provide integrated solutions for managing facilities and services at a competitive cost, and international best practices in the field of health, safety and the environment. Therefore, DIFM provides a complete package in the management of facilities and services in order to expand our business to all supply chains, including facilities and administrative buildings such as:
• Ministries and government agencies
• Banks and financial institutions
• Hospitals and medical centres
• Educational facilities such as universities, institutes and schools
• Entertainment and commercial centres and major markets
• Conference and exhibition centres
• Towers and residential communities in new cities
• Airport facilities and services
• Museums, cultural centres, hotels and marvels
• Sport facilities such as clubs, stadiums and gymnasiums
The level of satisfaction between clients and DIFM reflects the company’s vision: To provide a competitive and professional service and add value to the client’s business operations through the application of world best FM practices, innovative business solutions, with trained and motivated staff, and ultimately, understanding the client’s needs and achieving their satisfaction.
training courses, coaching, and mentoring all feature as part of this ground-breaking new scheme.
Furthermore, the internship programme at Milaha is another effective way for students to gain exposure to a real work environment and helps them to make informed decisions regarding their future employment. The target is to provide Qatari high school students with valuable, practical work experience. University and college students can also complete a mandatory work term period which is essential for their college programme. These processes represent an opportunity for the company to evaluate students and consider them for future employment, a forward-thinking strategy to secure the best possible future for Milaha.
Milaha has been providing Qatar and the region’s shipping, leisure and industrial sectors with efficient,
trustworthy services for the last 30 years.
Strategically located in the south of Qatar in Mesaieed Industrial City and in proximity to the new Hamad Port, Milaha Shipyard mainly operates across four marine business sectors: offshore vessels, navy and coast guard units, yachts and commercial ships.
The shipyard occupies an area of 150,000 square metres, and operates two floating docks, one syncrolift, and extensive workshop facilities needed to perform dry-docking, maintenance and repair services for vessels.
Recently the shipyard has launched a new AC repair shed to accommodate vessels up to 50 metres. In addition to the marine sector, the shipyard also provides onshore plants repair, maintenance and shutdowns, and has major long-term contracts with oil companies.
These operations are supported by a comprehensive management system based on ISO 9001, ISO 14000 and OHSAS 18000, as well as modern processes and procedures to ensure the highest efficiency, quality and on-time commitment to all Milaha’s customers.
“OUR LONG-TERM PARTNERSHIP WITH MICROSOFT IS BUILT ON TRUST AND INNOVATION, THE KEY PILLARS OF OUR DIGITAL TRANSFORMATION JOURNEY”
– ENG. MOHAMMED SWIDAN, I PCEO, MILAHA
Milaha works diligently to minimise the impacts on the environment associated with its operations, and to increase the sustainability of the business through the implementation of its environmental management system. This system provides the framework for carbon intensity reduction, waste and emission management, sustainability of resources, and compliance with national and international regulations.
Committed to protecting and improving the health and safety of all individuals associated with the company, Milaha imparts a safe, secure, and healthy work environment. The integration of safety principles into everyday business activities and striving to continually ensure that the company’s activities are carried out in a safe and ethical manner, is recognised by Milaha as essential to achieving health and safety excellence.
“During the COVID-19 pandemic we developed a number of initiatives such as ‘No Employee Left Behind’ to ensure our employees’ wellbeing, and to make sure our valuable staff are aware of all the health and safety procedures and measures required during the pandemic period,” continues Eng. Swidan.
“We have also signed the Neptune Declaration and worked with various stakeholders to allow crew and sea farers relief and replacement. Besides this, we also worked on strengthening our health and safety practices with strong results to date,” he adds.
“OUR PLAN FOR THE FUTURE IS TO USE THE LATEST NEW TECHNOLOGY TO SOLVE CUSTOMER PROBLEMS, CREATE A MORE SEAMLESS AND FRIENDLY EXPERIENCE AND PROVIDE MORE INSIGHT TO CUSTOMERS”
– ENG. MOHAMMED SWIDAN, I PCEO, MILAHA
Going forward, Milaha is working on building more innovative solutions for customers using existing technology. In this way, the company has experimented with dronebased survey work, remote subsea inspections, and dynamic pricing for services, among other new innovative, technological strategies.
“Our plan for the future is to use the latest new technology to solve customer problems, create a more seamless and friendly experience, and provide more insight to customers,” adds Eng. Swidan.
“Our long-term partnership with Microsoft is built on trust and innovation, the key pillars of our digital transformation journey,” he acclaims.
“We look forward to adopting new Microsoft technology tools and solutions to ensure the guaranteed security and productivity of our workforce and our technology platforms, as we strive to safeguard and develop the continuity of our services from Qatar to the world.”
This forward-thinking approach, combined with a highly efficient level of adaptability to new technology, places Milaha in an enviable industry position, prepared for inevitable shifts within the sector, and ready to pivot alongside these changes to ensure the continued excellence of service.
As is maintained in the company’s core values, the history of Milaha is a source of immense pride for the company, but a firm eye must be
kept on the future, in order to leave a valuable legacy.
“The key strengths that differentiate us from our close competitors include our reliability and diversity. In offering integrated supply chain solutions that serve a wide range of industry leaders, we can attribute our success to being a one-stop-shop for different maritime and logistics needs,” Eng. Swidan concludes proudly.
MILAHA
Tel: +974 4494 9666
CorporateComms@milaha.com www.milaha.com
Inchcape Shipping Services is the iconic name that is synonymous with the global maritime industry. A historical enterprise embracing modernity, we honour its 175th anniversary with CEO, Frank Olsen
Writer: Phoebe Harper | Project Manager: David KnottAs American astronomer Carl Sagan once said, “you have to know the past to understand the present.” Embodying this mantra within the global shipping space, is maritime giant Inchcape Shipping Services (ISS), as a company that simultaneously leverages a rich industrial heritage whilst keeping its eyes firmly on the horizon.
“Whatever curveball you might throw at us, there’s a fair chance that we’ve dealt with something similar in the past.”
In operation since 1847, our conversation with CEO at ISS, Frank Olsen, occurs as the company commemorates a major milestone in the year of its 175th anniversary.
“It doesn’t matter who you talk to in shipping, all of them will have heard about ISS and the vast majority will have done business with us,” says Olsen.
“It’s quite unique in the world we live in today that you encounter a brand which is more than 100 years old, and now we’re verging on 200.”
With an operational footprint in over 60 countries, encompassing over 2,200 ports, 245 offices, and upwards
of 3,000 employees, ISS is firmly established as a global leader in marine services and as a port agency provider.
“Wherever you are in the world, we are able to support your port call,” he continues. “We are a completely global network, and we have capabilities in all manner of port related activity for any kind of marine assets.”
Despite this versatility and the evolution that the company has undergone since its inception, the mainstay of ISS’ core services has remained unchanged over almost two centuries.
“We’re still doing the same basic things we were doing
all those years back,” observes Olsen, comparing the company to other major brands who may have been in operation for many years, but whose core business has changed dramatically in that time.
For ISS, this stands as a major competitive advantage, bolstering the brand name and reputation with credibility proven through a solid track record.
“Of course, this heritage also means that we bring to the market a tremendous amount of accumulated expertise, and a lot of the same people have stayed working with us for a long time.
Complementing its extensive geographical reach, ISS combines port agency, marine services and digital solutions with an entirely sector and activity agnostic approach.
From superyachts upwards, ISS can support any kind of vessel – whether cruise ships, navy vessels, tankers or bulk vessels and anything in between.
“It’s something we’re extremely proud of and contributes to the culture throughout the company,” Olsen continues.
We are (NSC) Navigator Shipping Company, founded in 2011 by Captain Tarek Shokri in Tripoli, to manage vessels for principals. It is run and managed by a professional team whose members have extensive experience in the shipping industry, our company’s solid work relations with the Libyan Port authorities and personnel places us above our competitions. The company strives to offer a comprehensive and constantly improving service to our principals, ensuring the safety of owners’/ charterers’ property and remaining competitive in the market.
To make our principal’s business successful and profitable.
To continuously exceed the expectations of our principals, government authorities, traders, shippers, consignees and vendors.
Our business is built around relationships with principals, government authorities, traders, shippers, consignees and vendors.
NSC emerged as one of the best if you are looking for quality shipping, marine and logistics services. Our services shine with dedication, professionalism and clients’ satisfaction. We always strive for the best as we offer a variety of service which never fails to satisfy our principals.
“Equally, it doesn’t matter what your interest in the maritime assets is. A client of ours could be involved in ship management and looking to arrange crew services, a ship owner who’s much more concerned with the actual assets, or even a cargo trader - we are happy to provide support services for all these things.”
Confronting the often volatile and unpredictable waters of the global shipping industry, ISS’ heritage and worldwide network bolster the company with resiliency learnt and honed from experience.
“The port agency market is incredibly fragmented,” Olsen comments. “There’s a handful of global companies who have about 15 percent of the market share combined, but that means that the remaining vast majority is represented by smaller local companies.
“For us, having that global network means that we can support any client wherever they require us to through the modern framework of a large multinational company.”
This in turn entails a host of advantages and additional security, in terms of stringent compliance with health and safety regulations, compliance around ABC and ethics, sound procurement practices, sanction checking and a solid environmental social governance (ESG) agenda based on industry best practices.
“We have all those crucial factors in place, and it’s something that really sets us apart,” he elaborates.
In a modern context, these capabilities can prove crucial. Throughout its rich history, ISS has witnessed various conflicts - from the two World Wars, to playing a critical role in aiding allied forces in the Middle East. Today, amid the ongoing conflict in Ukraine, ISS fulfils an equally essential role with regard to the sanctions that have been imposed against Russian entities.
“Our ability to run complete sanctions checks, and make
sure that not only the direct customer but also any kind of counter party and related parties are operating within the sanction’s regime, is extremely important.”
Clients can rely on safety in experience in ISS’ hands, as a company that has truly been through it all.
“Regardless of what you throw at us, we’ve dealt with it before,” Olsen states.
This experience both informs and differentiates the ISS approach to working with its clients, acting as an extension of the business of its maritime partners and sharing its experience entirely to their advantage.
“The other major benefit of this global network is the ability to collect data and analytics to give advice to a customer that is based on a vast number of transactions.
“It means that we can give our customers valuable, proactive insight, based on the ports they’re using, the operations they intend on doing, and the challenges they might encounter. We can guide them on how to overcome
“IT’S QUITE UNIQUE IN THE WORLD WE LIVE IN TODAY THAT YOU ENCOUNTER A BRAND WHICH IS MORE THAN 100 YEARS OLD, AND NOW WE’RE VERGING ON 200”
– FRANK OLSEN, CEO, INCHCAPE SHIPPING SERVICES
Navigator Shipping Agency is a modern Shipping Agency based in Tripoli, Libya. Since 2011, we have focused on keeping up with the adjustments and changes of the maritime world and to provide the best of maritime services for our principals by providing the most competitive prices, most accurate information and 24/7 availability with all procedures made to keep the work going under any circumstances or occurrence.
operations goes as smoothly as anywhere else as we always receive questions regarding the environment at each Libyan port. We therefore always show content at Libyan ports to give our principals peace of mind and our audience a realistic and better view on Libyan ports.
NSC is devoted to complying with all maritime laws and treaties Issued by the International Maritime Organization (IMO) and by that, the company becomes the first Libyan maritime agency to cooperate in the fight against corruption and money laundering and hold a TRACE certificate of membership since 2015.
Over the recent years
NSC has expanded its strong social responsibility presence locally and abroad with full commitment towards the needs of the Libyan government in contributing to solving legal and administrative problems whenever we were asked for, and we’ve made a good reputation between principals for this.
NSC is also the only shipping company in Libya that is taking responsibility to create graphic social media content to give the general audience and principles a view of what work at the Libyan ports is like. We provide full proof that loading / discharging
NSC is always passionate and serious about keeping up with the latest technological working tools to give extra facilitated information, more accurate times and very quick responses at anytime during the day or night on any given day to make sure our principals are satisfied and assured that their business is going well and if a problem is faced, the problem is dealt with on the spot and every time it is solved with the satisfaction of the authorities and principals.
NSC will always be flexible regarding principal requests and will always go to new heights to reach their desires or come up with a solution for any given problem.
these obstacles and avoid delays or extra costs.”
ISS is a company that takes the macro challenges facing the industry as a whole – whether it be the most recent crisis of COVID-19, the record low oil prices of 2016, or the financial crisis of 2008, just as seriously as those of its individual clients.
“Throughout all these events, we have just continued doing and delivering. We haven’t been insulated to any of them, but we’ve always come out on our feet and delivered acceptable financial performance even during the toughest of times.
“At the same time, we’ve always been able to support our clients through all the hardship that they go through too.”
“REGARDLESS
– FRANK OLSEN, CEO, INCHCAPE
2022 marks a landmark year for ISS –not just for its historic anniversary, but also because it heralds the beginning of a new chapter for the company.
“Earlier this year, we entered into new ownership,” says Olsen. “Since 2006, ISS has been owned by Dubai based investment fund Isthitmar.”
That all changed in June, when London based private equity investment firm – Epiris LLP – completed the transaction in acquiring 100 percent of the company. For Olsen, a hopeful future awaits under this new ownership.
“This gives us a lot of confidence and bullishness about the future. Now that we have access to more capital, we can accelerate some of the good things we have going,” he shares.
Within this acceleration, technology has an integral role to play in forging ISS’ future.
“We’re not a technology company and never will be, but we see technology as an enabler and a tool to more effectively capitalise on the strengths and the value generated by our global network.”
For ISS, technology has a multifaceted application. The first perspective through which the company approaches its use, is in making ISS an easy enterprise to do business with, thereby driving process optimisation to improve and advance the efficiency of its operations.
“This benefits us internally by enabling us to be more productive, but also the customer by delivering higher standards of service,” Olsen shares.
The other lens through which technology is viewed concerns the collection of essential data. This is instrumental for a port agent in creating transparency, by collecting this information, analysing it, and subsequently providing useful insight to its clients.
Adopting a model of predictive anal ysis, based on what has happened in the past informing what might occur in the future, this technological approach harkens back to the opening philoso phy, of leveraging experience to help determine what lies ahead.
“If we get this right we will be better equipped to go proactively out to our customers and inform their port schedules, guiding their actions to avoid delays or save costs, ultimately helping them to make better decisions.
“Of course, the final positive by-product of all this, is that by increasing the efficiency of shipping, you will de facto also reduce the carbon emissions.”
Looking ahead, growth is firmly on the agenda for ISS.
“With private equity ownership, there’s a strong focus on this and we have a very clear strategy across three main segments.
“To start with there’s organic growth, doing more with our existing customers and winning new clientswhether that be through tenders or through the transactional market,” Olsen informs us.
Complementing this organic growth is a focus on ancillary and additional services, based on developing new product offerings focused in and around the port, bolstering ISS’ core portfolio with new activities.
“Our third growth pillar is inorganic, centered on acquisition and driving a positive consolidation in what’s arguably a very fragmented market,” he continues.
This third pillar is already in full effect. Just days after the recent
new ownership was announced, an acquisition has already taken place with more due to come into effect shortly.
“On 25th July we announced our acquisition of a Belgian port agency called Kennedy Hunter. Meanwhile, back in 2019, we acquired the agency division of V. Group, and both have been strategic acquisitions.”
With several other active deals in a well-advanced stage, the next few months are set to bring more acquisition announcements for ISS. But at the heart of this ambition, is a people-centric positive outlook, based on bringing together a fragmented sector.
“We want to drive positive consolidation, we don’t want to behave or to be seen as corporate raiders nor do we want to do hostile takeovers.
“We’re in the people business and we need the backing of the people within the organisations that we
buy into. We look for companies with reputations, a certain level of expertise that complements our own, and good geographic matches in areas where we are looking to accelerate our presence,” he concludes.
Despite its longstanding history, ISS is a company that refuses to stagnate, riding a tide of continual expansion and evolution and bolstered by the solid foundation of its core competen cies to continually cater to the modern needs of global shipping. INCHCAPE
Tel: +44 2035 138500
(PORR) carries out its main activities.
PORR was founded in 2004 as a local branch of the international PORR Group, one of the largest construction firms in Austria and among the continent’s leading full service providers.
Writer: Jack Salter | Project Manager: Ryan GrayThe construction industry in Romania has continued its stable growth.
Whereas many construction businesses around the world experienced a decrease in demand due to COVID-19, production volumes in Romania have remained above pre-pandemic levels.
Europe’s twelfth-largest country has experienced extremely positive growth in building construction and civil engineering, the two sectors in which PORR Romania
Romania is one of seven European home markets that the PORR Group concentrates on, along with Austria, Germany, Switzerland, Poland, Slovakia, and the Czech Republic, where 95 percent of production output was generated in 2021.
With the PORR Group providing more than 150 years of experience, PORR is proud to combine its Romanian identity with the impressive background and substantial know-how of a multinational player in the construction industry.
Headquartered in the bustling capital of Bucharest with two local branch offices in Timisoara and Buftea, the focus of PORR’s building construction division is centred on
office, industrial, hotel, and public facilities.
The company provides general contractor works that cover a variety of markets, including design and build, detailed scheduling and monitoring of project progress, as well as phasing and scheduling solutions to create functional, aesthetically pleasing structures.
PORR’s civil engineering expertise, meanwhile, includes large-scale infrastructure projects ranging from roads and bridges to motorways and railways, realising the entire spectrum of traffic and transport construction.
Specifically in the area of road construction, PORR is a market leader with an international background.
This is exemplified by the Sibiu-Pitești motorway, an integral part of the Trans-European Transport Network (TEN-T) and more precisely the Rhine-Danube Corridor, the ninth of the 10 priority axes of TEN-T and one of
Europe’s most important links to the Black Sea.
In April 2019, PORR won the tender for the design and build of the 13.17 kilometre (km) first section of the SibiuPitești motorway, an east-west link critical to Romania in terms of traffic.
Worth around €129 million, 12 months were allocated for the design phase of section one, with the three-year construction period commencing in spring 2020.
The contract involves the design and construction of four lanes, two in each direction, from Sibiu to Boița in the heart of Romania, as well as the erection of 12 bridge structures, the most impressive of which is a 650 metrelong viaduct over a valley.
This latest road construction tender is already the third large-scale motorway construction project realised by PORR in Romania, and in a milestone feat, the first section of the Sibiu-Pitești motorway is set to be delivered a whole six months ahead of schedule in December 2022.
Once the first section is complete by the end of the year, work will commence on section four of the Sibiu-Pitești motorway.
The fourth section represents one of the PORR Group’s largest new orders in Central and Eastern Europe (CEE), where the company is aiming to further strengthen its market position by expanding its permanent business. The expansion of PORR’s services in Romania incidentally led to a significant 16.1 percent rise in staffing levels in 2021.
PORR secured the prestigious, €311 million large-scale design and build contract in February 2022, comprising a 9.86km motorway section with a 1.35km tunnel between the towns of Tigveni and Curtea de Argeș.
The motorway section contains multiple challenging civil structures, including a total of 12 bridges, crossings and viaducts, which will form an important connection between western and eastern Romania and the first motorway across the Carpathians.
Two motorway flyovers and an intersection in Tigveni are also planned, and as the lead contractor, PORR will build Romania’s first twin motorway tunnel using an underground construction method.
The tunnel, which will consist of two galleries linked to each other by three passageways, will pass through the Momaia Mountain in Argeș County and is set to be a key
SECTION ONE
•
Scope of services – Design and build
• Completion – December 2022
• Contract volume – €129 million
SECTION FOUR
•
Scope of services – Design and build
• Completion – Spring 2027
• Contract volume – €311 million
addition to existing road infrastructure.
The fourth section of the Sibiu-Pitești motorway is seen as especially exciting by PORR, whose know-how in tunnelling and road construction will be applied in realising the project over the course of the next five years.
Once complete in spring 2027, the motorway will span a total length of 123km, as PORR plays a key part in connecting the central-western area of Romania with the European road network.
In December 2021, PORR also completed the construction of a bypass and connecting road branching off the DN5.
An important and priority express road, the DN5 serves as the main connection between Bucharest and the southern border with Bulgaria.
The project has significantly reduced traffic volume, noise pollution and CO2 levels in the surrounding area, with the concrete-surfaced road completed five months ahead of schedule despite a tight timeframe.
Whereas Romanian road construction projects traditionally involve asphalt paving, PORR wanted to change the general view of concrete road surfaces through the bypass and connecting road.
The last concrete-surfaced road in the country was constructed more than 15 years ago, and though this unorthodox solution demanded a little bit extra from everyone on the team, PORR is proud to have delivered a high-quality result in time and within budget.
The PORR Group’s commitment to sustainability comes at both a group and country level, including in Romania.
PORR is pleased to support the high social, ethical, and ecological standards of the PORR Group, which are incorporated into the company’s decision making. Corporate responsibility is an important part of PORR’s corporate philosophy, whether it concerns customers, employees, partners, or the environment.
As an international construction company, sustainable action that encompasses all socio-economic and environmental aspects is a key component of PORR Group’s responsibility towards society, and also serves as the foundation for its success.
The high consumption of energy and resources in the construction industry means that the impact of the PORR Group’s business activities on society and the environment are both pronounced and wide-ranging. This calls for a global and future-focused approach, and the PORR Group has embraced this responsibility.
The sustainable use of water, meanwhile, has been embedded into the PORR Group’s internal resource management. The Group also builds and renovates water treatment plants and water storage facilities, as well as
building and operating sewage treatment plants.
In Romania, water treatment plants are provided on PORR’s construction sites to purify water according to national requirements. These are used, for example, at washing ramps for trucks and recycling plants for concrete factories.
An incentive programme is also offered for PORR sites in Romania that perform best in terms of occupational safety, intended to strengthen the commitment and awareness of the company’s employees.
Equally, PORR provides its staff with access to medical care through an individual health membership card, which can be used in a private network of clinics and healthcare facilities.
Supporting the local economy, meanwhile, is a key lever in sustainable procurement. Regional procurement is a priority for the PORR Group, although this is dependent on the local availability of raw materials and suppliers which can fluctuate depending on the project or location.
Local suppliers account for around 86 percent of Groupwide procurement, but in Romania, this number is even greater, with 95 percent of PORR’s procurement budget spent at a local level.
It embodies the local Romanian spirit of PORR, who will continue to connect the country with major road construction projects.
“Safety is critical –whether that is the safety of your people or the safety of the equipment you are working on, there is no room for error in the aerospace industry. Customer relationships are also vital. The global industry is worth billions, but you need to nurture rela tionships and collaborate to be a true success.”
Edward Verbakel CEO, VB
“Collaborate and be of added value. In order to be considered relevant, scale
is required. Today’s demand for growing solutions is substantial, and to meet that demand we must collaborate. We founded Atrium Agri to share knowledge and benefit from economies of scale. At VB we like to work together! Alone you may go faster, but together you will reach further!”
Jamal Sultan Al Mohammadi Director of Sales and Marketing, Qatar Post
“You are only as strong and capable as the team you surround yourself with. Build a team with the same ideals, an aligned purpose, same drive and stamina – a team you enjoy hanging out with as much as you enjoy working with. Relationships are key. This should be the first priority. From a business perspective, don’t be afraid to be bold, to fail fast, learn and move on.”
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