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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 60th edition of EME Outlook magazine.
Strategically positioned as a global business hub, with an ambitious vision for artificial intelligence (AI) and smart city initiatives, Dubai is at the forefront of the digital transformation.
In today’s rapidly evolving digital landscape, what sets apart our Dubai-based cover star, Moro Hub, is its resolute commitment to sustainable solutions and defying the industry’s typical approach to digital transformation through renewable energy.
“In essence, our differentiation lies in our proactive approach to sustainable digital transformation, innovation, and agility in adapting to evolving market needs, strategic partnerships, and robust data management practices,” enthuses CEO, Mohammad Bin Sulaiman.
The telecommunications (telecoms) industry’s growing emphasis on sustainability and green technologies also makes it an attractive field for professionals interested in eco-friendly innovations.
There are likewise new opportunities in terms of speed and connectivity presented by a wave of fresh technology and infrastructure, as evidenced by the rollout of 5G networks.
Offering a compelling and dynamic market environment, the Netherlands is internationally regarded as a telecoms frontrunner. With an unwavering ambition to connect the country and beyond, Allinq is a leading Dutch provider of telecoms infrastructure.
“As a company, we are proud to have gained the knowledge to ensure that telecoms networks are properly designed, installed, maintained, and in the end, decommissioned,” shares CEO, Wim Beukers.
Whilst Allinq delivers turnkey network services for a whole host of clients, Astro Offshore provides turnkey solutions for local and international offshore projects.
The company owns and operates a fleet of offshore vessels, which allows it to provide an honest and reliable service and position itself as a Tier 1 operator.
“Our strategy from the outset was to own and operate first-rate vessels and provide services at that same level,” outlines Managing Director, Mark Humphreys.
This edition also features corporate stories from SOCOTEC UK and Czech Mint, as well as the region’s healthcare, finance, energy and utilities, and mining sectors.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
SUMMER FLIGHT PRICES TO PLUMMET
RYANAIR, EUROPE’S BIGGEST airline by passenger numbers, has claimed that it expects summer 2024 airfares to be materially lower than last year.
This is primarily due to the low-cost carrier’s plunge in profits – approximately 46 percent – in the first quarter of the year, despite a 10 percent rise in the amount of travellers.
Regardless of customers spending more cautiously due to the cost-of-living crisis, the airline is still expecting passenger numbers to grow to around 200 million, compared to the previous year’s total of 184 million.
COMBATTING OVERTOURISM IN SPAIN
IN A DEMONSTRATION against mass tourism, over 20,000 protesters took to the streets of Palma, the capital city of the Spanish island of Mallorca, to demand limitations be placed on excessive tourism in the Balearic Islands.
SUSTAINABILITY
ENDANGERED WHALE SPOTTED
THE IRISH WHALE and Dolphin Group (IWDG) has recorded a sighting of the rare North Atlantic right whale near Sliabh Liag off the County Donegal coast – the first time it has been officially spotted around Ireland in 114 years.
With fewer than 350 remaining in the wild and predicted to become extinct within the next 20 years, these whales are among the planet’s most critically endangered large ocean mammals after being hunted to near depletion during the Industrial Revolution.
The IWDG has requested that wildlife enthusiasts only observe the whale from the shore in order to guarantee its safety and allow professionals the chance to bring the population back from the brink.
Manuel de la Calle, an expert in the field of tourism and business, has said that implementing a tourist tax, as seen in cities such as Venice, could be a part of the solution and help generate resources for the local population. TRANSPORT
Protesters claim the current
tourism model has stretched public services to breaking point, harming natural resources and making local access to housing increasingly difficult.
FOOTBALL BOOSTS LOW-ALCOHOL BEER SALES
KANTAR GROUP, AN international market research company based in London, has published a study showing that UK grocery sales of no and low-alcohol beer leapt 38 percent on England match days during the 2024
OLYMPIC WATER BOTTLES RECALLED
JUST A WEEK before the opening ceremony of the 2024 Olympic Games in Paris, France recalled a line of Olympic-branded water bottles for children sold between August 2023 and June this year.
The reusable bottles were found to contain excessive levels of Bisphenol A, a chemical that has been the subject of recent ongoing assessments due to it being an endocrine disruptor linked to health issues such as breast cancer and infertility.
European Championship.
This is the latest sign of strength in the no and low-alcohol beer market, which has expanded rapidly over the past few years.
This rise in alcohol alternatives is being attributed to the fact that many of the England matches were held on weeknights, influencing people to drink more responsibly and in moderation.
Authorities have urged people to return the reusable bottles to the stores in which they were purchased.
MINING
GLOBAL DEVELOPMENTS FOR LITHIUM MINING
ON A HISTORIC day for the lithium mining industry, Serbia’s government restored Rio Tinto’s licence to extract the mineral in the Jadar Valley in the western part of the country.
Immediately following this announcement, Serbia and EU representatives met in Belgrade to sign an agreement to establish a strategic partnership on sustainable raw materials, battery production chains, and electric vehicles (EVs).
This new partnership will reduce reliance on lithium supplies in China as Serbia possesses the continent’s largest-known reserves.
FUNDING THE FUTURE OF ELECTROMAGNETIC ACTIVITIES TECHNOLOGY
THE DEFENCE SCIENCE and Technology Laboratory (Dstl) has announced a £7 million investment into the Electromagnetic Environment (EME) Hub, a centre of excellence led by academics working in collaboration with industry partners to drive innovation in electromagnetic activities.
Announced during British Science Week, the hub will provide outstanding training for future leaders and talented researchers, enhancing defence capability and securing the UK’s place as a global leader in EME-related research and electromagnetic activities.
The initial operating capability will include five post-doctoral researcher positions, a hub management team, and approximately 17 PhD students who will ensure the investment provides a national network that exploits the best of the UK’s capability and research diversity.
The Global Rise of Middle Eastern Brands
Savio D’Souza, Director of Brand Finance, highlights how the forward-thinking brand strategies of Middle Eastern organisations across healthcare, telecommunications, and wealth management sectors are elevating the region’s international market position
Writer: Savio D’Souza, Director, Brand Finance
Middle Eastern efforts to build the region’s reputation and influence are reflected in the growing value and strength of its homegrown organisations.
Brand Finance is the world’s leading brand valuation consultancy, with a team of researchers and analysts determining the value of everything from automobiles to hospitals and football clubs.
According to Brand Finance data, Middle Eastern companies are gaining influence in the global marketplace, particularly in the banking, telecommunications (telecoms), and healthcare sectors. This momentum is the result of careful, strategic investment in brand strategy.
Middle Eastern brands generally have a strong regional reputation, but face challenges when cultivating business internationally. Top companies are using innovation and investment to overcome this challenge, not only increasing their
own brand strength, but boosting perceptions of the region. This is cyclical, as the resulting stronger brands become valuable in attracting additional investment into the Middle East.
These brand efforts are supported by government programmes such as Vision 2030 in Saudi Arabia, an initiative to diversify the kingdom’s economy in a market historically dominated by oil.
A similar programme in the United Arab Emirates (UAE) is We the UAE 2031, a national plan to shape the future of the country with a focus on socioeconomic investment and development aspects. The programme is expected to double the country’s GDP from AED1.49 trillion to AED3 trillion.
HEALTHCARE
Substantial investments are being directed into the region’s healthcare market, with the aim of positioning
the Middle East as a leader in the transition towards a digitally advanced healthcare landscape.
For example, the brand value of Saudi Arabia’s King Faisal Specialist Hospital & Research Centre (KFSH&RC) grew 31 percent in 2024, taking its brand value to USD1.5 billion, making it the Middle East’s most valuable healthcare brand.
KFSH&RC has also increased its Brand Strength Index™ (BSI) score by 1.2 points in 2024 to 73 out of 100. This means it has maintained its standing as the 20th strongest academic medical centre worldwide for the second consecutive year in Brand Finance’s Global Top 250 Hospitals ranking for 2024.
The organisation’s research indicates the hospital has high local and regional awareness and familiarity, a strong reputation for research, and is known for adopting the latest medical treatments and technology.
KFSH&RC also successfully performed the world’s first fully robotic liver transplant in 2023, a significant advancement in minimally invasive transplant surgery. Meanwhile, female Saudi astronaut, Rayyanah Barnawi, conducted a series of experiments aboard the International Space Station (ISS)
on behalf of KFSH&RC. These bold innovations helped to solidify the hospital’s reputation for medical innovation while building brand strength for both KFSH&RC and the region.
SEHA is another example of a brand building strength by highlighting its home region. The health services company hosts annual forums and conferences, drawing specialists from around the world and further enhancing the brand’s reputation both regionally and internationally.
Sheikh Shakhbout Medical City (SSMC) is one of the UAE’s largest hospitals and operates under SEHA. It was established as part of the Abu Dhabi Economic Vision 2030 to enhance healthcare services in the country and has made significant investments in nurturing local talent, contributing to the growth of the UAE’s healthcare sector.
TELECOMS
As Saudi Arabia’s Vision 2030 aims to create over 30 million private sector jobs, brand investment in its talent strategies extends across sectors. Telecoms is a great example where Middle Eastern brands differentiate from the rest of the market.
The Brand Finance Employer Brand Index is based on surveys to determine how strongly brands are perceived as a desirable place to work. Telecoms was a hot industry in the early 2000s, but the sector’s popularity has tapered in Europe and North America as telecoms has become more commoditised. The exception is the Middle East, where telecoms remain a booming industry for top talent.
Etisalat and (E&), Saudi Telecoms Company (STC), and Turkcell all rank second in their respective countries as employer brands, which is a strong position as government initiatives aim to create dynamic opportunities within the Middle Eastern job market. These brands are also shining
examples of how diversification of services can pay off in brand strength and value. The most valuable telecoms brand in the Middle East, STC, is expanding in both size and scope, creating an integrated system of subsidiaries. The company’s interest in Telefónica, one of the largest telecoms companies in the world, marks a key milestone in STC’s growth journey. The company is now the second strongest telecoms brand in the Middle East, further enabling its commitment to ongoing growth and diversification.
WEALTH MANAGEMENT
Perhaps the most powerful example of how companies can invest in their own brand to contribute to Middle Eastern growth and stability, ultimately attracting investment and boosting consumer confidence, is the Public Investment Fund (PIF). A pillar of Vision 2030, the Saudi Arabian government’s strategy relies on PIF to develop and unlock new sectors.
PIF is the most valuable and second strongest sovereign wealth fund (SWF) in the world, behind only the Abu Dhabi Investment Authority (ADIA) in brand strength. Media coverage and company awareness through the purchase of Newcastle United in the UK, and the formation of professional men’s golf tour, LIV Golf, have fuelled PIF’s brand strength, as have ambitious gigaprojects such as The Line - a futuristic 110-mile-long smart city.
PIF differentiates its brand from other SWFs by deploying only 21 percent of its assets outside of Saudi Arabia. Other leading SWFs, such as Norway’s Norges Bank Investment Management (NBIM), with a brand value of USD859 million, only invest outside of their countries.
With significant assets under management (AUM) and a long investment horizon, PIF and other SWFs are leaning into strategies based on patience and partnership,
which is expected to continue to drive the brand perception of SWFs.
Brand valuation helps companies understand how their brand value contributes to the overall success of a business. This not only informs decision-making but can also be a valuable asset that helps attract investors and secure financing. A strong brand can help a company differentiate itself from its competitors and establish a unique identity in the market, which generally boosts customer loyalty and retention.
Finally, a strong brand can also help organisations weather economic downturns or industry disruptions. Rising brand strength and value lead to rising influence, a phenomenon unfolding in real time as the world witnesses the global rise of Middle Eastern brands.
ABOUT THE EXPERT
Savio D’Souza has more than a decade of experience in value-based brand management. While at Brand Finance, he has led internal studies and initiatives to grow the breadth of sectoral and service line coverage.
D’Souza currently leads the Middle East consulting team and is responsible for developing key client relationships in the region and guiding business-to-business (B2B) and business-to-consumer (B2C) brands in energy, tech services, banking, telecoms, and transportation on a multi-year brand growth journey, including valuation, analytics, strategy, and transactions.
D’Souza’s academic foundation includes a Master’s in Electrical and Electronic Engineering with Management (MEng) from Imperial College London. He is also an ACAcertified Chartered Accountant.
BAKING ROYALTY
Known as the King of Doughnuts, we speak to Founder and household baking name, Matthew Jones, about the Bread Ahead story as it goes from strength to strength in Dubai and expands rapidly throughout the region
Writer: Jack Salter
Based at the centre of London’s vibrant food scene in the renowned Borough Market, Bread Ahead has become a destination for foodies across the globe.
The modern British bakery is owned and run by Matthew Jones, who founded Bread Ahead in 2013 with a mission to bring quality baking to the masses.
“Initially, I began with a market stall, baking bread in a friend’s bakery,” he recalls.
“Bread Ahead started with just three products – white sourdough, wholemeal sourdough, and chocolate
brownies. It was very simple, but over the years we expanded our range. Our speciality is sourdough, but our doughnuts are also a significant highlight, often described as world-rocking.”
From its humble beginnings, the company has risen like a loaf of bread to enjoy global expansion and sales success, growing from a team of four to 135 staff members.
The brand has since opened a further five sites across the capital, including Pavilion Road in Chelsea which also houses its Tea House upstairs, Bromley, South Kensington, and a large 14,000 square foot (sqft) bakery in Wembley Park.
GLOBAL EXPANSION
Bread Ahead has also recently expanded into the Middle East, where it now has locations in Dubai, Jeddah, and Riyadh.
The Middle East expansion has been highly successful, although it initially took the company time to find the right partner.
“We eventually partnered with the Bugshan family, which led to the opening of several bakeries across the region. Our first location in Jeddah marked a significant milestone,” Jones states.
Over the next three years, Bread Ahead intends to open an additional 35 bakeries in the region, expanding into Kuwait, Qatar, Bahrain, Egypt, Morocco, and other cities.
There are also advanced plans in Asia, where it aims to have opened 50 bakeries by the end of 2025.
“We have signed our first market there, which will be revealed soon. We are looking at Singapore, Taiwan, South Korea, and possibly India,” reveals Jones.
Bread Ahead is additionally planning to open a bakery in New York next year and is currently searching for a site in either Manhattan or Brooklyn.
“This will be a significant step in our growth. Finding the right location is crucial, much like how Borough Market was for us.”
ROYALTY
“OUR SPECIALITY IS SOURDOUGH, BUT OUR DOUGHNUTS ARE ALSO A SIGNIFICANT HIGHLIGHT, OFTEN DESCRIBED AS WORLD-ROCKING”
– MATTHEW JONES, FOUNDER, BREAD AHEAD
IN-PERSON AND ONLINE WORKSHOPS
After securing its first site in Borough Market, the Baking School was launched by Bread Ahead in 2014, designed to show the public just how easy baking good bread can be.
The school is home to ever-popular workshops led by Bread Ahead’s masterful tutors, who offer an insight into proper artisan baking.
With a variety of bread, pastry, cake, and doughnut making classes to join in, beginners and seasoned bakers alike can learn from the experts’ experience and guidance to develop the techniques and skills they have honed over the years.
“We focus heavily on education, with teaching baking being central to our mission,” outlines Jones.
As well as hosting weekly in-person workshops at its Baking Schools,
Bread Ahead celebrates seasonality, fundamental cooking skills, and cuisines from around the world through its online culinary school, The Kitchen, whose expert chefs run a number of live online workshops.
In the UK, Bread Ahead now has over 40 different in-person and online baking and cooking workshops, along with a wide selection of live online workshops in Dubai.
“Our online baking classes are an extension of our COVID-19 pandemic pivot when we took our teaching online,” he tells us.
Indeed, Jones himself ran free daily online baking classes for a whole year in lockdown, which proved to be extremely popular and, at one point, had 8,000 live viewers.
“It’s a way to connect with a global audience and keep them engaged with the brand. I see online classes
becoming increasingly important as we expand this offering.”
SOCIAL MEDIA REPUTATION
Bread Ahead’s social media presence and reputation also exploded during the pandemic, helping it to become a global brand as people travel from far and wide to try the company’s iconic baked goods.
“As travel resumed, we saw customers from all over the world visiting our Borough Market and Pavilion Road bakeries,” Jones observes.
“People come from places like Mexico, South Korea, Japan, Taiwan, and the US, particularly for our famous crème brûlée doughnut.”
In Borough Market alone, Bread Ahead is known to easily sell over 1,000 crème brulee doughnuts in one day and more than 20,000 in a month – and that’s just one of its flavours.
Despite its international attention and presence, however, Jones remains very grounded.
“I am in the bakery every day, connected to the business. It’s essential to stay in touch with the community, staff, and operations,” he concludes.
“Being hands-on is crucial for a bakery’s success, ensuring I can taste, experience, and contribute to its development and growth.”
Since the 1950s, the global population has been rapidly increasing, with rising life expectancy and urban migration driving the demand for sustainable cities, particularly in Europe and the Middle East.
By 2050, the number of people living in urban areas is expected to nearly double, presenting challenges such as overcrowding and limited resources, especially in developing countries. Therefore, new ways to promote sustainable human settlements and decrease urban sprawl by allowing people to live closer to their workspace are being explored.
Oslo, the vibrant capital of Norway, is one of the world’s most sustainable cities, renowned for its commitment to environmental stewardship while retaining its rich historical heritage.
In stark contrast, Masdar City in the United Arab Emirates (UAE) stands as a pioneering symbol of innovation,
URBAN IMPACT CURBING
As the quest for sustainable cities continues unabated, the inhabitants of Masdar City in the United Arab Emirates consider sustainability to be more than just a buzzword, but as an eco-oasis blueprint for the rest of the world
Writer: Rachel Carr
designed from the ground up to combat climate change and embrace renewable energy, creating a safe and secure habitat for future generations.
Rooted in the UAE’s legacy, Masdar City is located in Abu Dhabi, a global destination known for its technological advancements, thriving business ecosystem, and mix of modern and traditional architecture against the desert backdrop of the Arabian Gulf.
Built by Masdar, a subsidiary of the state-owned Mubadala Investment Company, Masdar City is sustainable in its design, combining an urban community with a hub for innovation and research.
Its Innovate for Climate Tech online platform aims to create an inclusive ecosystem by connecting start-ups, scale-ups, corporates, investors, and knowledge contributors, fostering a diverse global community.
PASSIVE PLANNING
Weaving sustainability into Masdar City’s urban fabric entails designing every building, street, and public space to optimise thermal comfort, maximise energy and water efficiency, minimise waste, and reduce carbon emissions.
Masdar City is constantly evolving and redefining innovation while staying committed to sustainable architecture and a greener future. As such, every element is designed to address the climate, with the downtown area elevated on a seven-metre podium and oriented to capture prevailing desert winds and funnel them through narrow, shaded streets, reducing temperatures to 10 degrees cooler than downtown Abu Dhabi.
Optimal window-to-façade ratios adorn buildings, minimising solar gains with angled and structural shades protecting the glass to negate direct sunlight, resulting in a dramatic reduction in energyintensive air conditioning.
Local, renewable, and recycled
materials are used in construction, with benches and other structures made from low-carbon concrete. Most of the aluminium in Masdar City is recycled, with just one-eighth of the carbon footprint of conventional virgin aluminium sheeting.
Additionally, timber is certified as sustainably sourced and steel reinforcing bars are made with scrap, meaning waste is diverted from landfills by reusing and recycling construction materials.
However, as a building’s sustainability is dependent on its occupants, they are therefore installed with highly efficient heating, ventilation, and air conditioning (HVAC) solutions, low-flow water fixtures, and advanced monitoring systems.
Sustainable urban design is at the core of Masdar City’s objectives, encompassing master planning, architectural design, construction, and operations to achieve the ultimate goal of net zero.
BULLDOZING BOUNDARIES
Recognising the importance of green spaces in urban areas for residents’ well-being and nature preservation, Masdar City features four public parks and plazas alongside eco-residences.
The city’s commitment to a sustainable future is divided into clusters, each playing a specific role.
For example, the smart mobility cluster focuses on electric vehicles (EVs), efficient public transport systems, and innovative urban mobility solutions. These initiatives transform the city’s operations, reduce carbon emissions, and alleviate congestion.
Other clusters include life science, energy, AgriTech, artificial intelligence (AI), and space technology.
The latter is particularly inspiring as it explores the vast potential of space for Earth observation, communication, environmental monitoring, data storage, and edge computing services in low-Earth orbit. This initiative is being pursued in collaboration with the UAE Space Agency and start-up, Madari Space.
Furthermore, the Mohamed bin Zayed University of AI (MBZUAI), the Technology Innovation Institute (TII), Alesca, and the UAE Genome Project are based in Masdar City, driving progress in AI, predicting trends, and enabling endless possibilities.
Utilising technology for ecofriendly food production, from vertical farming to hydroponics and aquaponics, likewise ensures the city is cultivating a greener future.
MASDAR CITY AT A GLANCE
• Masdar City buildings are constructed with low-carbon cement and utilise 90 percent recycled aluminium.
• Buildings use 40 percent less energy and water compared to similar structures.
• The Masdar Green Real Estate Investment Trust (REIT) is the first in the UAE to invest solely in sustainable real estate assets. Each building in the portfolio is rated LEED Platinum or Gold.
• Masdar City has 21 LEED Platinum buildings spanning 175,000 square metres.
• It is home to the Masdar City Free Zone, a diverse, innovative, and ambitious group of over 1,000 companies of all sizes.
• The Catalyst, a joint venture between Masdar City and BP, invests in and supports start-ups focused on clean technology.
• Masdar City has a growing residential community of 4,000 people and counting, as well as a working population of over 10,000.
• The city has pioneered two generations of autonomous EVs. Surface transportation accounts for 15 percent of carbon emissions globally, making sustainable mobility a vital component of any city.
Meanwhile, harnessing renewable resources such as solar and wind power means the energy cluster is dedicated to leading the charge and powering sustainability in Masdar City, while trailblazing companies are shaping healthcare through spearheading R&D, pushing the parameters of what is possible.
AN ENTICING AREA FOR ENTERPRISE
Continuously progressing, Masdar City aims to achieve net zero by 2050, therefore accelerating the UEA’s path to carbon neutrality as the first country in the Middle East and North Africa (MENA) region to make the commitment.
The journey towards this objective includes reducing energy and water demand in the built environment, harnessing renewable energy, and offsetting carbon emissions. Masdar City’s UAE Net Zero 2050 Strategy
is working hard to make net zero the standard rather than the exception.
Moreover, Masdar City boasts the most sustainable free zone and business community in the UAE, making it a desirable location for companies seeking to establish themselves.
The Masdar City Free Zone, an essential technology and innovation ecosystem, comprises multinational corporations, educational and research institutions, and other businesses striving to create a better future.
The zone has zero percent import tariffs, cost-effective licensing, and seamless business support, alongside 100 percent foreign ownership.
The city is also ideally located just a five-minute drive from Abu Dhabi International Airport, 20 minutes from downtown Abu Dhabi, and 45 minutes from Dubai, further attracting businesses to the area.
Customised workspaces and specialised offices with diverse uses equally support the growth of the corporate, retail, residential, recreational, educational, and healthcare sectors in an environmentally conscious urban setting.
As a result, the Masdar City business community can look forward to several projects come to fruition in the next 18 months. Currently on the horizon is The Link, a cluster of five commercial and residential buildings scheduled for completion in 2025 that will house offices, retailers, communal spaces, and residences.
The development’s focal point is the CO-LAB building, a net zero energyshared working and living space that is the first of its kind in the region. All five buildings are on track to receive LEED Platinum, WELL Gold, and Estidama 4-Pearl ratings.
Construction has also begun on
Masdar City Square, which boasts the same credentials as The Link and is set to open this year. The square is comprised of seven commercial buildings and has been designed to create a sense of common purpose.
Masdar City Square’s headquarters, the first net zero energy corporate building in Abu Dhabi, features a distinctive canopy of 1,033 photovoltaic (PV) panels, which provide shade and generate renewable energy.
Sustainable cities serve as the hubs
of economic growth in numerous countries. With over half of the world’s population residing in urban areas and 70 out of 100 people expected to do so in the near future, metropolitan areas such as Masdar City have the potential to usher in a new era of sustainable development.
masdarcity.ae
Every four years, the Olympic Games, the world’s largest sporting event, captures the attention of global audiences. This year is no different, as host city Paris is setting an inspiring example by implementing a landmark sustainability strategy
Writer: Lily Sawyer
SUSTAINABILITY FOR THE WIN
As the French capital prepares to welcome over 10,000 athletes and an estimated 500,000 spectators, hosting the Paris 2024 Olympic Games (Paris 2024) is no mean feat. Known for its ability to unite countries and people, the much-loved event is arguably the most important in the global sporting calendar.
In a bid to establish a better world through sport, this year’s Games are underpinned by a Legacy and Sustainability plan outlined by the
International Olympic Committee (IOC), alongside other constituents and stakeholders of the Olympic movement.
Built around two focal points – to set an inspiring global example and leave a social and environmental legacy – the strategy comprises six pillars, made up of actionable steps towards impactful change.
Heralded as potentially the greenest Games in history, Paris 2024 is not to be missed.
HARNESSING SUSTAINABLE SOLUTIONS
The first of the IOC’s pillars outlines steps towards an eco-responsible Games that harnesses sustainable solutions to guarantee a positive impact on the climate.
This includes following the widely accepted Avoid, Mitigate, Offset (AMO) approach, which seeks to minimise environmental impacts by integrating low-carbon solutions.
As an example, this year’s Games
will use biofuels instead of oil to power the Stade de France, saving an estimated 13,000 tonnes (t) of CO2 emissions. To offset unavoidable greenhouse gases (GHGs), the IOC will also invest in socially and environmentally beneficial projects.
Paris 2024 has gone further than the existing AMO approach by adding two innovative steps of its own to the framework – anticipate and catalyse action.
The former utilises an IOC-designed tool to estimate the Games’ potential carbon impact and inform the responsible use of resources.
The latter strives to harness sport as a driver of progress for the environmental transition during
Paris 2024 by raising awareness of and sparking conversations around sustainability.
The importance of recognising, protecting, and regenerating biodiversity is also emphasised across the locations where the Games are taking place. Not only will this positively impact local biodiversity for years to come, but practising athletes will directly benefit from initiatives in place to reduce air and water pollution.
For example, the Seine has been cleaned and filtered for triathlon, marathon swimming, and paratriathlon events, benefitting the river’s ecosystems as well as providing optimum conditions for competitors.
Finally, simple and efficient resource management will be implemented as a priority, making use of existing sports venues to avoid the needless construction of new ones. For instance, cyclists are set to race at the Saint-Quentin-en-Yvelines velodrome, built 10 years ago, and fencers will face off at the Grand Palais, constructed in 1900.
AN ENVIRONMENTAL TRANSFORMATION
Another of Paris 2024’s pillars will utilise sport as a lens through which to drive environmental transformation. To achieve this, the IOC has proposed proactive strategies and actions.
‘THE TOKYO 2021 OLYMPIC GAMES SET A NEW BAR FOR SUSTAINABILITY, AS ATHLETES SLEPT ON RECYCLED CARDBOARD BEDS, PODIUMS WERE MADE OUT OF RECYCLED PLASTIC, AND MEDALS WERE FORGED OUT OF DISCARDED ELECTRICAL DEVICES’
These include accelerating the sustainability of other international sporting events by making the methods developed for Paris 2024 accessible and usable elsewhere, feeding into the IOC’s overall aim to leave a lasting legacy and set an inspiring global example.
In this way, the 54-hectare Olympic Village in Seine-SaintDenis, set to house around 15,000 competitors, has used 94 percent recycled materials in its construction, such as wooden buildings for athlete accommodation, low-carbon concretes, and flexible structures. Such construction processes and materials use around half as much carbon as typical building practices.
In addition, when the Games are over, furniture from the Olympic Village and its accommodation will be resold, donated, or recycled, including 42,000 chairs, 10,000 office tables, 6,000 shelves, and 800 workstations. The site will also be turned into apartments and offices to make use of the infrastructure.
“Actions we’re taking now at the Olympic Village feed into Paris’ 2030 sustainable development goals.
“Because we can achieve this for the Olympic Village, it can also be done elsewhere in France and further afield. That’s what we are proving,” confirms Nicholas Ferrand, CEO of SOLIDEO –the public sector organisation tasked with the development and redevelopment of infrastructure for the Games.
An environmental transformation at Paris 2024 is also hoped to be achieved by sourcing seasonal, locally produced food for spectators and athletes alike. This is considered a lowcarbon solution, as at least 25 percent of all food served will be sourced within 250 kilometres of Paris, limiting transport emissions.
FIRST PLACE FOR ZERO WASTE
Finally, in line with its mission towards environmental responsibility, the IOC has implemented a range of zero waste and recycling solutions for Paris 2024.
For example, the committee is working to eliminate single-use plastics by implementing alternative solutions, such as recycled and reusable plastic bottles. The IOC has also removed single-use plastics at its headquarters, leading by example and encouraging the entire Games’ ecosystem to do the same.
Further to this, thousands of seats at the Adidas Arena have been built from recycled plastic, collected from the city’s municipal recycling bins and reformed via thermocompression.
Place de la Concorde, an iconic venue in the heart of Paris, is a temporary venue that will host BMX and skateboarding events, amongst others, sharing resources for multiple events in one location. The temporary grandstands will also be reused for the Paralympic Games soon after, whilst the venue is set to be completely restored to normal use following the event.
The Tokyo 2021 Olympic Games set a new bar for sustainability, as athletes
slept on recycled cardboard beds, podiums were made out of recycled plastic, and medals were forged out of discarded electrical devices. However, through its Legacy and Sustainability plan, Paris 2024 endeavours to take up this mantle.
With plans to halve the carbon budgets of the Rio and London Games by emitting 1.5 million fewer t of CO2, Paris is set to surpass the emissions targets of even the Tokyo Games, which had no spectators due to the COVID-19 pandemic.
As such, thanks to its comprehensive approach to proposing feasible, proactive, and well-planned sustainable strategies, the world could be on track to witness the greenest Olympic Games in history.
Accor Arena is an indoor sports arena and concert hall located in the neighbourhood of Bercy, on the Boulevard de Bercy, Paris. The arena has a pyramidal shape, its walls covered with a sloping lawn. It has a seating capacity ranging from 7,000 to 20,300.
EME OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries in Europe and the Middle East regions.
With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Europe and the Middle East.
Reaching a combined audience of more than 395,000 people, EME Outlook covers a full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.
In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across our digital platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.
To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.
A GLOBAL DIGITAL HUB
HUB
Playing an integral role in supporting the Middle East’s digital evolution, Moro Hub offers sustainable, nextgeneration digital and cloud services. Mohammad Bin Sulaiman, CEO, outlines the company’s recent successes, ongoing innovations, and future aspirations
Writer: Lily Sawyer | Project Manager: Liam Pye
Dubai’s strategic position as a global business hub, coupled with its ambitious vision for the growth of technology, artificial intelligence (AI), and smart city initiatives, have created an ideal environment for innovation.
With both the public and private sectors investing heavily in IT infrastructure and services, the city finds itself at the forefront of the digital transformation.
A significant push towards technologies such as AI and machine learning (ML), an increased focus on cybersecurity, and the adoption of cloud services means that it has become an ideal location for professionals looking to make an impact in the field.
“The current digital industry in Dubai is a highly dynamic and exciting space to be working in,” opens Mohammad Bin Sulaiman, CEO of Moro Hub.
Trailblazing sustainability across the digital sector in the Middle East, Moro Hub boasts the world’s largest solar-powered data centre at the Mohammed bin Rashid Al Maktoum Solar Park (MBR Solar Park), which achieved a Guinness World Record in November 2022 for its size.
Offering zero-carbon facilities, over 1,000 racks to house hardware, and 100+ megawatts of planned energy capacity, Moro Hub’s MBR Solar Park Green Data Centre ensures scalability, innovation, and operational excellence.
Part of the United Arab Emirates’ (UAE) commitment to achieving net zero by 2050, the data centre delivers sustainable savings, Tier 3 operational efficiencies with ISO-certified security, and real-time monitoring services.
“Through this infrastructure, we enable businesses to attract ecoconscious customers, expand their market presence, and leverage highpower racks for robust, secure, and efficient operations,” Bin Sulaiman adds.
Moro Hub also provides various digital offerings such as cloud hosting, managed and professional services, smart cities, Internet of Things (IoT), cybersecurity, enterprise and digital solutions, and advanced technologies.
“WE PLAY A PIVOTAL ROLE IN AIDING ORGANISATIONS IN THEIR DIGITAL TRANSFORMATION JOURNEYS BY PROVIDING ADVANCED, SOVEREIGN, AND SECURE IT SOLUTIONS”
– MOHAMMAD BIN SULAIMAN, CEO, MORO HUB
ATDXT GROUP
Headquartered in the UAE, ATDXT is high growth technology venture specializing in in-country data-centre technologies and GDPR compliant cloud services, having established strong foothold in Africa, Middle East and East Asia.
ATDXT is designed to provide an indulgent full service offering from concept to completion across infrastructure and applications
ATDXT focuses on cutting-edge, innovative green offerings that provide an end-to-end Fiat banking solution.
The Group aims to revolutionize multi-industry digital transformation adoption, making them affordable, smart, sensible, and secure solutions that are easy to leverage in the upliftment of everyone’s daily life.
Founded by Dr. GS Murthy, ATDXT's expert management team includes veterans from Hewlett Packard, ORACLE, IBM, and TCS. They have rapidly positioned ATDXT as a leading name in data centers and digital transformation across the Middle East, Africa, and APAC.
Fintech and Digital banking Health Tech Cyber Security
As the need to embrace the latter has become paramount for many businesses, Moro Hub’s plethora of digital solutions offer unparalleled opportunities to enhance efficiencies, improve the customer experience, and remain competitive within the global marketplace.
“We play a pivotal role in aiding organisations in their digital transformation journeys by providing advanced, sovereign, and secure IT solutions,” he confirms.
SUSTAINABLE DIGITAL TRANSFORMATION
Dubai 10X, a UAE government initiative established in 2017 to position Dubai 10 years ahead of other cities, led to the launch of Digital DEWA, the digital arm of the
Dubai Electricity and Water Authority (PJSC).
The requirement for an innovative, agile data hub to support this initiative soon became apparent, which led
MORO HUB’S DIGITAL SERVICES
• Cloud and hosting services
• Managed and professional services
• Smart cities and IoT
• Cybersecurity
• Advanced technologies
• Enterprise and digital solutions
to the founding of Moro Hub in 2018. Although initially established as a subsidiary of Digital DEWA, Moro Hub is today considered its backbone.
The company secures, manages, and integrates data, implementing innovative data centre solutions whilst driving societal digital transformation through industry-accredited expertise.
“In our commitment to customercentric innovation, we strive to continually foster new opportunities, now and in the future,” comments Bin Sulaiman.
SHAPING A SUSTAINABLE FUTURE
What primarily sets Moro Hub apart from the competition is its unwavering commitment to sustainable solutions.
“One of our recent initiatives has been the Green Certificate, which acknowledges enterprises for their pioneering efforts in sustainable IT infrastructure solutions,” Bin Sulaiman reiterates.
The certificate encourages businesses to contribute to building a sustainable future by significantly reducing carbon footprints and supporting green practices in the digital sector.
In 2024, Moro Hub presented Green Certificates to various customers using the green data centre and cloud services, underscoring customers’ confidence in Moro Hub’s digital
“WE’RE EXCITED TO CONTINUE SUPPORTING OUR CUSTOMERS WITH STATE-OF-THE-ART INFRASTRUCTURE THAT MEETS THEIR EVOLVING NEEDS”
– MOHAMMAD BIN SULAIMAN, CEO, MORO HUB
capabilities and aligning with their commitment to adopt environmentally-friendly practices across all operations.
Moreover, Moro Hub distinguishes itself through robust and strategic partnerships, empowering the company to leverage its extensive expertise and capabilities to aid the digital transformation.
“Such alliances not only enhance our service offerings but broaden the reach and impact of our solutions within the global digital ecosystem,” he emphasises.
Crucially, Moro Hub emphasises security and data management. As a trusted critical data partner for
major companies across the UAE, the company adheres to stringent standards to secure, manage, and integrate this data effectively.
This commitment not only assures customers of data integrity and privacy, but also positions Moro Hub as a reliable partner in navigating the complexities of digital governance and compliance.
“In essence, our differentiation lies in our proactive approach to sustainable digital transformation, innovation, and agility in adapting to evolving market needs, strategic partnerships, and robust data management practices,” Bin Sulaiman enthuses.
GAMA stands as a leading technology contractor specializing in delivering cutting-edge solutions, driven by our extensive R&D capabilities and a steadfast commitment to innovation in the region. Our expertise in hardware and software development, combined with our rigorous project management practices and focus on infrastructure security, enables us to deliver solutions that meet the highest standards of quality and reliability.
Through these pillars, Moro Hub not only emerges as a leader in the digital transformation landscape, but also as a visionary partner poised to shape a global, sustainable digital future.
PROGRESSIVE PROJECTS
In a fast-paced industry, Moro Hub remains at the forefront of innovation and is constantly exploring new technologies and investments.
Due to the company’s burgeoning success, increased demand has led to the expansion of its MBR Solar Park Green Data Centre.
It is hoped that the development will enhance the data centre’s capacity to deliver cutting-edge services by leveraging sustainable energy sources for increased efficiency and environmental responsibility.
“We’re excited to continue
supporting our customers with stateof-the-art infrastructure that meets their evolving needs,” Bin Sulaiman affirms.
Moro Hub also now offers Oracle Exadata Cloud at Customer (ExaCC), a high-performance database solution featuring multi-model database management system, Oracle Database, as a service.
Designed to handle Oracle Database workloads of any scale and criticality, Oracle ExaCC ensures high performance, availability, and security.
“This platform optimises database performance, reduces operational costs, and drives better business outcomes for our customers.
“It’s a game-changer in enabling organisations to manage their data infrastructure with unparalleled efficiency and reliability,” he excites.
In addition, Moro Hub recently
introduced Red Hat OpenShift, a managed cloud service designed for securely deploying modern, containerised applications on a multi-tenant Kubernetes container platform.
This empowers businesses to innovate rapidly and scale efficiently whilst ensuring robust security measures, streamlining customers’ application deployment processes, and leveraging the full potential of containerised technologies in a reliable and flexible cloud environment.
Looking to the future, the company is currently working with NVIDIA on an AI data centre project, which aims to integrate cutting-edge AI technologies into its existing data centre infrastructure to enable advanced computing capabilities for a wide range of applications.
“By harnessing NVIDIA’s AI expertise within our existing structures, we hope to revolutionise data processing, analytics, and ML to set a new benchmark for efficiency and innovation,” Bin Sulaiman reveals.
ENRICHING COMMUNITIES
Moro Hub strives to empower its staff members by fostering a culture of continuous learning and innovation, whilst providing opportunities for professional development,
“IN OUR COMMITMENT TO CUSTOMER-CENTRIC INNOVATION, WE STRIVE TO CONTINUALLY FOSTER NEW OPPORTUNITIES, NOW AND IN THE FUTURE”
– MOHAMMAD BIN SULAIMAN, CEO, MORO HUB
encouraging creative thinking, and recognising individual contributions through reward and recognition programmes.
“At Moro Hub, we believe that our staff are the foundation of our success,” Bin Sulaiman relays. By prioritising open communication and collaboration, the company ensures that every team member feels valued and heard. A supportive and inclusive environment enables staff members
at Moro Hub to reach their full potential and contribute effectively to the company’s mission of promoting sustainability and digital transformation.
Workplace initiatives such as its wellness programme, Vitality, encourages employees to maintain both physical and mental well-being.
“We believe that by enriching the lives of the people who work for us, we are enabling them to realise their full potential,” he tells us.
As such, Moro Hub has created an environment that empowers staff through skills development and training and safeguards their welfare through holistic initiatives such as Vitality.
In addition, the company encourages employees to achieve international certifications and accreditations, supporting them in their journey.
By continually leading and innovating, Moro Hub positively impacts those it serves as it believes it has a responsibility to help create an inclusive, empowered, and equal community.
“To deliver this, we focus on the key areas of education and people of determination (POD), supporting a variety of initiatives through volunteering, fundraising, and in-kind sponsorships,” Bin Sulaiman outlines.
CONTEMPLATING THE FUTURE
Looking ahead, Moro Hub seeks to accelerate a sustainable digital future whilst defining itself as a partner of choice, now and in the future.
“Our aim is to enable a digital transformation agenda through world-class IT resources, unlocking sustainable value through a global network of partners, advanced technologies, and corporate capabilities,” Bin Sulaiman surmises.
In the coming years, Moro Hub wishes to expand its presence across international territories and introduce new, energy-efficient, and innovative solutions.
As a sustainable business that continually delivers industry-leading services and exceeds customer expectations, Moro Hub can therefore anticipate a bright future.
Furthermore, by frequently engaging with stakeholders, it consistently achieves excellent value,
top-quality products, and innovative solutions, whilst responsibly mitigating the carbon emissions generated by the MBR Solar Park Green Data Centre.
By combining customised solutions with world-class supplementary products, Moro Hub collaborates with its chosen partners to offer reduced cost of ownership, minimised risk, and accelerated project implementation.
“In our effort to conduct transparent, ethical business, we have aligned ourselves with partners who share our values,” concludes Bin Sulaiman.
Allinq, a leading provider of telecommunications infrastructure, delivers turnkey network services for a whole host of major clients.
Wim Beukers, CEO, tells us more about the company’s unwavering ambition to connect the Netherlands and beyond
Writer: Lucy Pilgrim | Project Manager: Liam Pye
Internationally regarded as a frontrunner in the telecommunications (telecoms) industry, the Netherlands offers a compelling and dynamic market environment.
The rapidly expanding sector is characterised by strong competition between notable players such as KPN, VodafoneZiggo, DELTA Fiber, and many more, who drive service innovation and improvement.
The telecoms industry is currently experiencing a wave of fresh technology and infrastructure, as evidenced by the rollout of 5G networks that have a crucial role in current developments, offering new opportunities for both consumers and businesses in terms of speed and connectivity.
Additionally, the Netherlands is investing heavily in fibre optic networks, resulting in it having one of the highest penetration rates of broadband internet in Europe. This promotes a high quality of service and creates new business opportunities, particularly for tech start-ups.
Moreover, the industry’s growing emphasis on sustainability and green technologies also makes it an attractive field for professionals interested in eco-friendly innovations.
Meanwhile, the focus on cybersecurity and privacy protection caused by strict European regulations adds another layer of complexity and challenge to the sector.
“In short, the telecoms industry in the Netherlands offers an exciting and diverse work environment with plenty of opportunities for growth, innovation, and social impact,”
opens Wim Beukers, CEO of Allinq,
a total relief provider in the field of telecoms infrastructure.
AN ALL-ENCOMPASSING APPROACH
Allinq’s industry-leading infrastructure services cover a network’s entire lifecycle, including design, build, and maintenance offerings, whilst also operating networks on behalf of clients.
The company’s 3,500 employees deliver services for a vast range of operations, including fibre, coax, copper, and mobile networks, across the Netherlands as well as Germany, Denmark, and the Czech Republic.
From these locations, Allinq is proud to serve clients throughout the telecoms and energy markets, as well as other notable institutions such as Amsterdam Airport Schiphol (Schiphol).
Its solutions are offered via three branches – Yungo, Allinq Digital, and Allinq Networks – with the former focused explicitly on smart asset management services.
Wim Beukers, CEO, Allinq
“Based on the philosophy that every asset in the future will contain a digital twin, Allinq Digital is able to provide services using high-level technological solutions,” expands Beukers.
In line with its highly efficient services, the business is organised according to work packages and specified customer teams.
This purposeful structure means that each team is wholeheartedly dedicated to its clients, which is also demonstrated by its recruitment and training programmes.
“Allinq’s core vision is to put customers first. This is not an empty statement, as it is evident in our structure, attitude, behaviour, and ultimately our company culture,” expresses Beukers.
Aart Schuuring, Founder of Allinq, emphasised a customer-focused mindset as he believed that providing excellent client services was more sustainable than achieving short-term wins.
“OUR EXCEPTIONAL ADAPTABILITY TO CHANGES IN THE INDUSTRY COMES FROM OUR INNOVATIVE MINDSET. WE AIM TO BE AN EARLY ADOPTER OF TECHNOLOGICAL ADVANCES”
– WIM BEUKERS, CEO, ALLINQ
According to this long-standing approach, Allinq has intensified and cultivated greater customer intimacy.
“We are well known in our industry for our relational approach to doing business,” Beukers points out.
This reputation has been established thanks to the company’s consistent focus on forward-thinking solutions.
“Our exceptional adaptability to changes in the industry comes from our innovative mindset. We aim to be an early adopter of technological
advances,” he adds.
As a result, Allinq has been able to strengthen its reliability in civil work and become a leader in the digitalisation of the telecoms industry.
LINKING THE WORLD
Telecoms infrastructure is increasingly becoming one of the most important necessities of daily life as the world becomes more dependent on having exceptional internet services, whether it be for personal, corporate, or administrative use.
“As a company, we are proud to have gained the knowledge to ensure that telecoms networks are properly designed, installed, maintained, and in the end, decommissioned,” Beukers shares.
Allinq serves many accounts across the world that depend on reliable and robust telecoms infrastructure. Indeed, the company is highly active in delivering excellent communication networks for airports, harbours, hospitals, and various other safetycritical industries.
“Although most of our work is invisible, it is highly relevant to a society where connectivity is crucial.”
Airport communications have become an important proposition for Allinq in recent years, as delivering these services relies on pooling many of its key strengths.
The company has delivered services to civil telecoms infrastructure for decades, amassing extensive knowledge of how to manage significant projects where attention to detail is critical.
For instance, 10 years ago, Allinq heavily invested in digitalisation and majorly developed its data-driven approach, which is now a hallmark of the company.
The business is able to utilise this previous experience for its current airport communication services. A noteworthy example is its ability to combine data with civil work, resulting in predictive maintenance, the creation of a digital twin for the entire
airport and parking areas, and the provision of valuable insights thanks to 24/7 network utilisation.
“It is important to have constant airport internet access for both business and leisure travellers, as it is a big part of their experience before and after the flight.”
As such, Allinq supports its clients’ mission to make Schiphol the world’s most digitised airport by proactively
ALLINQ’S PRINCIPLES
enhancing the performance of its telecoms network and passenger journeys.
CREATING A NETWORK
Correlating with and bolstering the company’s ambitious global operations, a comprehensive and efficient supply chain is crucial to meeting the logistical needs of its projects.
WORKING AND CONNECTING TOGETHER – The company name stands for its goal of connecting people and providing high-quality services.
QUALITY – With decades of experience and extensive knowledge in connectivity technologies, Allinq assists network owners both inside and outside of the industry to receive maximum performance from their infrastructure.
PARTNERS IN BUSINESS – Network owners must be forwardthinking in order to stay ahead. Therefore, by leveraging its knowledge of network lifecycles, Allinq helps its clients to remain innovative.
RELIABLE – Allinq is known for keeping its promises, which it ensures by closely following its policy for quality and many certification standards.
INNOVATIVE – The company is not afraid of experimentation to progress the business. For instance, if it identifies opportunities to reduce costs, increase staffing levels, or extend the lifespan of a network, it will take immediate action. This allows Allinq to create value for its clients in both the Netherlands and abroad.
Building a sustainable future together
Fibre optic networks are expanding rapidly and constantly encounter more challenges, therefore the need for network reliability, flexibility and sustainability is key.
From the very beginning, TKF was involved in the development of fibre optic networks and applications in the Netherlands. From the establishment of our sister company TFO in Nanjing (China) in 1998, through which we produce our own fibre, and the ultra-modern new production facility in Poland that opened in 2023, we are able to provide Europe even better with innovative fibre optic cable solutions.
Our country is one of the frontrunners when it comes to the rollout and acceptance of fibre networks. Together with Allinq, we were there when the first steps of the fiber-to-the-home roll out were taken. This connects us and makes us proud!
Reliable, sustainable and innovative
At TK, sustainability is strongly embedded in our organization, making a positive contribution to combating climate change and managing to reduce the impact on ecosystems by our products or their transportation. The new production location in Poland designed to meet ESG objectives and the use of recycled materials in new products are important spearheads of TKF.
About TKF
Since our founding in 1930, we have developed from a cable manufacturer to a technologically leading supplier of connectivity solutions. With a broad portfolio of cables, systems and services, we offer customers worldwide solutions for creating safe and reliable energy and data connections. In doing so, we have been actively contributing to a sustainable society for years. For us, corporate social responsibility means continuous attention to development and growth. In this, we always see room and opportunities for improvement.
A dependable supply chain is equally as valuable to Allinq’s field services, as working round-the-clock in a geographical area means that the company needs to be constantly reachable for its clients in case of emergencies.
“It is crucial that we have the right materials in our storage facilities, including our warehouse and service vans, and are able to contact our main suppliers on the rare occasion we don’t have the required materials,” Beukers expands.
Allinq also has a constant eye on the community, as it strives to decrease its footprint by using circular materials and efficient planning for its field engineers.
BEUKERS’ CAREER BACKGROUND
Beukers’ first association with the company was during his role as a Chartered Accountant for EY, a client of Allinq at the time. Initially, he was the accountant in charge of auditing the partnership’s financial statements.
However, in a phase of rapid growth for Allinq, Beukers was transferred to the company to take up the position of CFO, with the intention of continuing at the business for two years. However, Beukers remains at the business to this day as its CEO.
“After being CFO at the company for 10 years, we sold Allinq to a charity foundation with the intention of helping people make a living. The owner of the business at the time then became chairman of the foundation’s board and I was made CEO in his place,” he explains.
“ALTHOUGH MOST OF OUR WORK IS INVISIBLE, IT IS HIGHLY RELEVANT TO A SOCIETY WHERE CONNECTIVITY IS CRUCIAL”
– WIM BEUKERS, CEO, ALLINQ
From a social perspective, the company supports many projects to reduce poverty and facilitate activities to improve health. This includes its annual Christmas initiative where it supports families in poverty with tickets to join the local ice skating rink in Harderwijk.
The communal spirit of the company stems from the fact that it is proudly owned by a charity foundation, which allows it to prioritise continuity over short-term profit.
“The foundation’s character also gives us the necessary impetus to conduct business sustainably, increase our social involvement, and develop the well-being of our employees,” insights Beukers.
As such, Allinq’s charitable ownership means that it has the opportunity to fulfil real corporate stewardship.
PREPARED FOR DIGITAL EVOLUTIONS
Allinq passionately believes that it is increasingly important to have a deep understanding of the performance of the telecoms industry to navigate future evolutions within the digital world.
Therefore, the company is working behind the scenes to test several approaches to find the best possible ways forward.
Namely, Allinq is improving an existing product in the field of building information modelling (BIM) and visualising critical infrastructure through 3D models.
The company expects to release new software updates for the BIM platform in the coming months and introduce additional BIM and 3D modelling features that combine several areas of expertise to deepen its infrastructure knowledge.
As a result, Allinq will be able to accurately determine the expected worth, lifetime, and utilisation of a telecoms infrastructure network.
“As the world has a significant dependence on the internet, we feel a responsibility to support optimal internet accessibility for everyone, whenever and wherever,” Beukers closes.
Tel: +31341437100
info@allinq.nl www.allinq.com
ACCESS ALL AREAS
Connecting Poland with the world, Nexera is a unique multi-operator telecommunications company that seeks to provide high-speed broadband to even the most remote areas. Jacek Wiśniewski, CEO, tells us more about the company’s evolution and its journey to excellence
Writer: Lily Sawyer | Project Manager: Liam Pye
Established as a joint venture (JV) project between Infracapital and Nokia, Nexera is a national broadband network company that seeks to offer high-speed, fibre-optic internet access to households across Poland through a vast range of operators.
Utilising EU funds to connect areas including rural towns and villages, the company seeks to counteract digital exclusion in the country by granting residents access to fast and reliable internet.
“The idea was to create a wholesale operator that would build a fibreoptic network, but not have its own subscribers – those would be directly reached by our retail operators,” introduces Jacek Wiśniewski, CEO of Nexera.
Nokia’s extensive technological knowledge has provided a firm foundation for the project. To build Nexera’s superior fibreoptic networks, Nokia’s Gigabit Passive Optical Network (GPON) technology formed the basis, whilst its international network-building expertise has proven essential.
Nokia and Infracapital leveraged EU funds for the project from the Operational Programme Digital Poland (POPC), which provides funding for investments in digitally excluded areas.
Nexera’s burgeoning success means that it now serves over 700,000 households, boasts 210,000 active users, and has nearly 70 retail operators as part of its network – an unprecedented pace of development within the country’s telecommunications (telecoms) industry.
“We are talking about developing a wholesale fibre-optic operator which had not existed on this scale in Poland before,” Wiśniewski points out.
As it continues to expand, Nexera has set itself the ambitious target of reaching over one million households.
“Looking at our current coverage of 700,000 households, we plan to double this,” he asserts confidently.
A ROBUST BUSINESS MODEL
From the outset, Nexera has sought to establish a streamlined business model, which has since contributed to the company’s rapid development. This includes outsourcing many of its core operations by leveraging existing partnerships and national resources rather than
This was initially necessitated by the company’s relatively short time to market.
Additionally, a strong emphasis on open communication has proven beneficial to Nexera, whilst the company’s transparency with its partners on what it can realistically accomplish has helped to communicate a clear, open message.
“We focus on quick communication and maximum specifics. Our partners see and reciprocate this,” Wiśniewski confirms.
An innovative, automated system can also be attributed to a large proportion of Nexera’s recent growth and expansion.
“To streamline our operations, we recently combined our network resource management and customer service systems. In doing so, we unknowingly invented a novel
NOTABLE AWARDS AND ACHIEVEMENTS
Since its inception, Nexera has been recognised time and again for its important contributions to the national and global telecoms industry with many awards and achievements, including:
• Innovator of the Year, 2019 – As part of the Golden Antenna competition, Nexera received this prestigious award for its innovative products, noteworthy internal structure, and the creation of an innovative wholesale operator model. This recognition initially surprised the company because it had originally set out to simply create and deliver a solid product which turned out to be something much bigger.
• Best OSS/BSS Deployment, 2020 – This was another important award for the company as it competed not only with the Polish market but with the entire world to achieve it at the Global Carrier Awards. Amongst its competitors were companies with hundreds of millions of subscribers, while at that time, Nexera only had 15 employees. The award recognised Nexera as an innovative, efficient network.
“Having won these awards, we realised that we do things every day that genuinely change the world,” Wiśniewski fondly reflects.
communication process with our operators that had not previously been seen on the market,” he reveals.
Now known as Nexera’s business support system (BSS) and operations support system (OSS), the innovative technology today is responsible for streamlining the company’s daily communication with customers and has directly improved the pace of the entire business.
RELIABLE PARTNERSHIPS
The common perception is that telecoms and broadband networking companies require complex and multifaceted partnership networks. However, the reality for Nexera is much more straightforward.
“Ours is a simple network of reliable, verified partners that are able to meet our coverage and logistics requirements,” Wiśniewski outlines.
For example, Nexera is supplied with passive components for its
fibre-optic networks by Prysmian Group Poland (Prysmian), who perfectly understands the company’s needs. Importantly for Nexera, the factory is located in Poland.
“Companies such as Prysmian give us a sense of security and greater control – instead of exchanging emails and letters, we meet in person to discuss our goals; this style of business suits us,” he confirms.
Whilst EU funds procured from organisations such as POPC have played a significant role in its early development, the company is now seeking its own network of trusted local suppliers.
Although its headquarters are in Warsaw, Nexera initially sought partners from less urban areas within Poland who had the capacity to build more extensively away from the crowded city.
“Our strategy largely relies on supporting local companies,
EME OUTLOOK: COULD YOU OUTLINE NEXERA’S EVOLUTION?
Jacek Wiśniewski, CEO: “When I joined Nexera in 2017, the company had only four employees and, whilst we had significant EU funds and the capital of our investors, we faced the enormous challenge of building a network for hundreds of thousands of households within just a few years.
“At that time, I asked myself a series of questions: what do our partners and Polish residents know about Nexera? How can we anchor the brand in their awareness? Do they even understand the business?
“Initially, no one knew what Nexera was – we built the brand, like the network, from scratch. We quickly realised that we needed to define ourselves more clearly, determine who we were, and communicate our activities, vision, and projects. We wanted to explain to our stakeholders that Nexera is a separate entity whose goal is to provide digital opportunities and build fibre-optic access as quickly as possible.
“We swiftly moved from theory to practice and started broad, active communication, making Nexera the well-recognised telecoms brand that it is today.”
“ULTIMATELY, OUR GOAL REMAINS TO PROVIDE FAST, RELIABLE INTERNET TO AS MANY HOUSEHOLDS AS POSSIBLE, WHILE MAINTAINING OUR COMMITMENT TO SOCIAL RESPONSIBILITY AND SUSTAINABLE PRACTICES”
– JACEK WIŚNIEWSKI, CEO, NEXERA
cleaning, bird feeding, and lake clean-up drives, before extending to first aid training.
“In addition, we’ve initiated gamification within the Nexera Heroes programme, such as counting steps within staff teams. Those who take the most steps in a given period can choose a local organisation or initiative for the company to support financially.”
Generally, Nexera seeks to assist local, low-profile not-for-profits that may lack funding, such as women’s shelters, medical treatment centres, or regional sports clubs.
especially in the regions where we operate,” he details.
As it continues to grow, Nexera seeks to secure many more beneficial business partnerships in the coming years.
STEPS TOWARDS A SUSTAINABLE FUTURE
As a company dedicated to sustainability, Nexera is proud to use up to 17 times less power than its competitors.
To achieve this, it has invested in technology that is much less energyintensive than traditional methods used in the country’s copper telecoms networks or mobile telephony.
“We have also taken on several sustainability challenges as a business, such as purchasing exclusively from green-certified suppliers and obtaining our energy from renewable sources,” Wiśniewski prides.
Nexera places an equally strong focus on supporting local communities. For example, its recurring corporate social responsibility (CSR) project, Nexera Heroes, seeks to make impactful changes to the local environment.
The project began with animal welfare initiatives such as zoo
“We have already helped many organisations, and there will be more. The concept of supporting the local community and listening to its needs is deeply ingrained in our DNA,” he reflects.
A BRIGHT FUTURE
As it considers its long-term business strategy, Nexera is focusing on three key areas of development.
It will start by increasing the reach of its network by building additional infrastructure to reach more people, especially those in isolated locations.
The company also plans to deepen its connection with local suppliers, bolster its business relations as it continues to grow, and work even more closely with retail operators.
In addition, Nexera will work to expand its existing CSR activities.
“Ultimately, our goal remains to provide fast, reliable internet to as many households as possible, while maintaining our commitment to social responsibility and sustainable practices,” he concludes.
Tel: +48 22 233 07 00
https://www.nexera.pl/pl/
BUSINESS TRANSFORMATION MADE SIMPLE
Morten Poulsen, CEO, talks about how Pipol helps simplify international enterprise resource planning implementation projects for multi-country companies
Writer: Jack Salter | Project Manager: Liam Pye
International companies face numerous challenges with enterprise resource planning (ERP) implementations, as often they must coordinate with various local partners and are met with different requirements, specific local legislation, organisational and cultural challenges, and more.
Focused on simplifying ERP projects and enabling companies to achieve better alignment of business processes and applications across multiple countries, Pipol not only optimises operations but also enhances performance.
The Danish-based international company with offices all over Europe provides a simple, comprehensive approach and focal point for businesses navigating the complexities of international ERP projects.
“We orchestrate international ERP implementations to minimise the challenges and risks customers would face if they worked on their own with several partners globally who have different methodologies and cultures,” outlines CEO, Morten Poulsen, whose background in international business goes back 30 years.
“More than half of all major ERP projects fail or are postponed for years, not because the technology is wrong, but because of lack of governance, structure, cultural issues, or poor organisational buy-in from management and employees.
“Companies often underestimate the many possible pitfalls that engaging in a large IT project can induce, especially regarding the governance side of international IT projects. This is why they typically run into trouble,” he continues.
As a global virtual consultancy organisation, Pipol can help by orchestrating the implementation of international ERP projects, allowing customers to concentrate on their business and internal processes.
“The value we bring combines global knowledge and local expertise. When you deal with us, you deal with people who understand your business, the industry, the market, and the geography you are in,” Poulsen emphasises.
EME OUTLOOK: WHAT NEW TECHNOLOGIES ARE CURRENTLY EMERGING IN THE IT INDUSTRY?
Morten Poulsen, CEO: “Each decade, a new technology in the IT industry emerges and influences everything.
“Right now, AI is on everybody’s lips – and minds. I think we have only seen the tip of the iceberg, but there have already been some exciting things announced by Microsoft with Copilot. Undoubtedly, AI will also revolutionise ERP and how implementations, upgrades, and the move to the cloud will be handled in the coming years.”
DELIVERING MICROSOFT DYNAMICS 365
Since 2001, Pipol has been advising, implementing, and supporting international companies with the delivery of Microsoft Dynamics 365 – an integrated suite of ERP and customer relationship management (CRM) applications that combine various functions such as sales, customer service, finance, marketing, and more into a single platform.
These applications provide a complete platform to support companies’ digital transformation and break down the silos between ERP and CRM, making businesses work faster, smarter, and more agile by bringing purpose-built, productive, intelligent, and adaptable solutions.
“We are solely focused on Microsoft Dynamics 365, which gives us some leverage with Microsoft and insight into trends,” Poulsen shares.
Last year, the company worked in 47 countries and carried out 89 engagements ranging in value from €5,000 to €5 million.
Pipol typically works with the top three Microsoft partners in each country, who have many years of experience to ensure the best for its customers.
“WE ORCHESTRATE INTERNATIONAL ERP IMPLEMENTATIONS TO MINIMISE THE CHALLENGES AND RISKS CUSTOMERS WOULD FACE IF THEY WORKED WITH SEVERAL PARTNERS GLOBALLY WHO HAVE DIFFERENT METHODOLOGIES AND CULTURES”
– MORTEN POULSEN, CEO, PIPOL
WHO PIPOL IS AND HOW IT WORKS
As a subsidiary of BE-terna, one of the leading suppliers of ERP, CRM, data analytics, and artificial intelligence (AI) in Europe, Pipol manages and oversees all international Microsoft Dynamics 365 projects in the group and works independently with its global virtual consultancy organisation.
Through its owner, BE-terna, and the world-leading system and technology integrator, Telefónica Tech, which Pipol and Be-terna became part of in May 2022, the company has access to a wide range of experts and services supporting the entire digital transformation journeys of international companies.
“It’s fascinating to be part of a big global company because it has given us stability, and we are now a Microsoft Inner Circle partner, so we are sat at the top table with key vendors,” Poulsen tells us.
Now present in more than 85 countries, Pipol carries out its traditional international ERP projects with access to Telefónica Tech’s cybersecurity and managed services.
“With everything happening in the world right now, cybersecurity is at the top three of every CIO’s list. We are seeing an increasing number of incidents, and we now have a parent company that’s a leading provider of cybersecurity services, which puts us in a very fortunate position,” he says.
CLOUD MIGRATION
International organisations have been moving their business applications to various online platforms for some time now.
However, each company’s unique business case – and model –determines the deployment of cloud, on-premises, or hybrid models. Data security, system integration, cyber security, and cost are also key considerations.
Safely guiding businesses into a digital, connected future.
BE-terna, a proud member of Microsoft's prestigious Inner Circle Partner Network, offers industry-specific ERP, CRM, BI, data analytics, and automation solutions. The global partner network, provided by Pipol, ensures comprehensive support and expertise worldwide.
CONSIDER WORKING WITH PIPOL ON YOUR NEXT INTERNATIONAL PROJECT
If you are considering moving to the cloud, upgrading your existing ERP system or starting an international ERP implementation, you should consider contacting Pipol. The company can help with any international, crossborder, multi-country, or multi-tier Microsoft project and offers a wide range of services to get you started the best way possible:
• International ERP implementations
• Solution assessment
• Project assessment
• License management
• Roadmap assessment
• Upgrade assessment
• Cloud assessment
• Support
Organisations that implement cloud-based ERPs significantly reduce deployment and maintenance costs by eliminating the need for expensive servers, hardware, and related electricity and management outlays.
They also benefit from automatic updates, a standard data model, uninterrupted and easy access to actionable business intelligence, a single unified source of information, and much more.
However, despite the numerous upsides, thorough assessment and preparation are essential for successful cloud migration.
“The cloud migration has been happening for years, but we still see
many companies who have waited and are starting to kick it off now. A lot of customers have come to the point in their strategy cycle where it’s at the forefront, and we have the expertise on a global level to assist them,” Poulsen states.
Pipol works on smooth data migration with independent software vendors (ISVs), who make and sell software products that run on computer hardware or operating system platforms created by Microsoft, Google, and Apple.
“Cloud migration solves many business risks and problems that customers face, such as cybersecurity. If you move to the cloud, you are much better protected,” he adds.
“IT’S REALLY A COMBINATION OF GLOBAL KNOWLEDGE AND LOCAL EXPERTISE – THAT IS THE REAL VALUE THAT WE BRING. WHEN YOU DEAL WITH US, YOU DEAL WITH PEOPLE WHO UNDERSTAND YOUR BUSINESS”
– MORTEN POULSEN, CEO, PIPOL
According to Poulsen, customers on old versions of Microsoft also have another reason for migrating to the cloud – they are running out of support, and their licenses have become extremely expensive.
Therefore, he anticipates many more international cloud migration projects in the coming years. Pipol, fortunately, has extensive experience in this area and handles global licenses, helping companies achieve the discounts they are entitled to.
“There is a lot of money to be saved from a license perspective by moving to the cloud, and we are happy to help with that.”
PIPOL’S COMMITMENT
“If you have an international business transformation project, we can help. We have been doing this for over 20 years and can help minimise your risks,” says Poulsen.
Pipol ensures that its partners have the right skills and capabilities globally and locally to understand and support customers with Microsoft Dynamics 365 and the new, emerging trends.
The ‘Pipol Promise’ is to protect customers against project failure. Many companies hesitate to seek external assistance due to concerns about rising costs, however the actual price of self-managed implementation often ignores the significant risk of failure.
Working with Pipol can safeguard international organisations from project failure for a number of reasons:
• Access to experience: Pipol brings over 25 years of experience and has completed 1,500 implementation projects, ensuring efficient assistance tailored to customer needs.
• Global consultancy organisation: With over 100 committed partners
worldwide, Pipol offers seamless, interconnected delivery and eliminates uncertainty.
• Single point of contact: Entrusting Pipol with all responsibilities saves clients from managing multiple vendors, partners, and countries.
• Negotiated pricing: Leveraging Pipol’s market experience and volume for competitive prices on licenses and vendor rates maximises cost savings.
• Risk mitigation: Outsourcing projects to Pipol reduces uncertainty and complexity and provides a comprehensive overview and proactive risk management.
• Sparring partner: Pipol is a trusted advisor and sparring partner, from problem identification to solution implementation.
“With Pipol, you’re not just safeguarding your ERP project but ensuring its success,” Poulsen concludes.
Tel: +45 70 44 43 70 info@pipol.com www.pipol.com
The global resource for supply chain professionals and organisations
Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.
As supply chain 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, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we 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.
STELLAR SEAFARING SERVICES
Owning and operating a range of assets to support and serve the marine offshore industry, Astro Offshore’s vessels successfully ride the waves across key markets. We dive into its operations with Managing Director, Mark Humphreys
For millennia, humans have relied on the seas for transportation and commerce. However, it wasn’t until 1891 that the world witnessed the emergence of the first submerged oil wells, marking the beginning of the offshore industry. This event transformed the way humanity interacted with the vast resources lying beneath the ocean’s surface.
Today, Astro Offshore (Astro) services the oil and gas and engineering, procurement, and construction (EPC) sectors.
Established in 2009, with its head office in Singapore, the company holds multiple international branches in Dubai, Qatar, and Abu Dhabi and is set
to open a branch in Saudi Arabia soon.
Furthermore, Astro employs approximately 500 seafarers and supports around 50 shore-based staff. Its geographical project footprint covers Southeast Asia, the Middle East, the Indian subcontinent, and East Africa.
“One of the key areas and markets we thrive in is the transportation business, working extremely closely with several EPC contractors to provide turnkey solutions for projects locally and internationally, transporting jackets, topsides, platforms, pipelines, and a plethora of offshore structures and materials,” introduces Mark Humphreys, Managing Director of Astro.
“We offer a variety of offshore tonnage, which we have bought and managed over the last 10 years. Currently, Astro owns over 25 offshore vessels, offshore ballastable and self-ballasting barges, as well as a specialised vessel unit division consisting of multi-purpose supply vessels (MPSVs) and deepsubmergence vehicles (DSVs),” he continues.
Astro’s main strength is its ownership and management of several offshore assets, which allow the company to provide an honest and reliable service and position itself as a Tier 1 operator.
BEST IN CLASS
Astro’s ethos is to provide an outstanding service offering as the company prides itself on honesty, performance, and transparency, thus differentiating it from the competition.
“At all levels, these principles are our fundamental success points; they are the very minimum our international oil companies (IOCs) and blue-chip
“OUR STRATEGY FROM THE OUTSET WAS TO OWN AND OPERATE FIRST-RATE VESSELS AND PROVIDE SERVICES AT THAT SAME LEVEL”
– MARK HUMPHREYS, MANAGING DIRECTOR, ASTRO OFFSHORE
EPC contractors demand,” insights Humphreys.
These values underpin Astro’s success, which subsequently fuels its ambition to expand in accordance with its customers’ requirements.
“Growth comes with extra demands, however, our key company strategy is to remain the best in class. All levels within the Astro group drive this vision and our performance, and we believe even more is achievable,” he prides.
Presently, Astro owns and operates over 25 offshore vessels and barges, including anchor-handling supply tugs, MPSVs, dive support vessels, and conventional work boats.
“Our strategy from the outset was to own and operate first-rate vessels and provide services at that same level.”
Astro’s goals have been enabled by the company’s zero to limited debt, which has allowed it to be highly dynamic, agile, and forward-thinking since its inception.
Having consistently expanded its fleet year-on-year, adding three to four vessels per annum, Astro will continue to pursue suitable opportunities, but only if the financial aspect adds up. This year alone, the business plans on increasing its fleet by four to six assets by Q4.
“Astro recently acquired two new assets – our dynamic positioning vessels and MPSVs – which allow us to enter a new client base and support the work of existing customers. This includes subsea activities, such as cable laying, the running of remotely operated vehicles (ROVs), and subsea survey work.
“Our trusted clients have contracted both vessels, the Astro Aquila and Astro Athena, in the long term,” Humphreys reveals.
“GROWTH COMES WITH EXTRA DEMANDS, HOWEVER, OUR KEY COMPANY STRATEGY IS TO REMAIN THE BEST IN CLASS”
– MARK HUMPHREYS, MANAGING DIRECTOR, ASTRO OFFSHORE
SIGNIFICANT SUPPLIER STRIDES
The Astro Athena vessel, which was mobilised from China and immediately contracted with a key client, is a particularly vital project for the company.
“We have significantly modified our collaboration with the charterers, who use Astro as a long-term partner for their subsea operations. These alterations and mobilisations have taken over two months with a significant capital expenditure (CapEx) investment in the project,” Humphreys reveals.
The vessel will support the client throughout the Middle East and North Africa (MENA) region and any other
potential international projects.
“It is our belief that this showcases and demonstrates Astro’s relationships with its customers and conviction in delivery. It is an exciting journey, and we believe we will garner many opportunities together going forward.”
Maintaining strong relationships is crucial for Astro as it relies upon various suppliers, which could be locally or internationally based, depending on requirements.
“If asked, all ship owners would undoubtedly prefer to source services and parts locally. However, this is not always achievable or practical.
“As a ship owner that operates almost 30 vessels within the MENA
EME OUTLOOK: HOW DOES ASTRO INCENTIVISE AND MOTIVATE ITS WORKFORCE?
region and internationally, the key driver to our supplier evaluation is post-sale service, which is a paramount stage of the process,” Humphreys expresses.
As with all shipping markets, the offshore industry is cyclical, and it appears to be heading in the right direction according to the critical fundamentals of supply and demand. While Astro is also advancing in this robust space, the business is aware of its previous challenges that will shape its operations going forward.
SHIPPING MARKET FORECAST
As industry demand has increased, so has the size and scale of the projects awarded by IOCs and governments, leading to a positive outlook for offshore ship owners.
“Currently, there is a significant shortage of new construction projects and available slots at shipyards to build offshore vessels
CHANGEABLE AND SUSTAINABLE
Astro is committed to the environment; therefore, one of its priorities is finding solutions to make the industry more sustainable. However, it is widely understood that IOCs must be the key drivers in any green adaptations.
“As it stands, we are witnessing a gradual shift in tendering processes and customer demands towards improving our carbon footprint. Within the Astro group, we have implemented measures to enhance this and address environmental waste,” Humphreys assures.
Internal campaigns, such as avoiding plastic water bottles and implementing fuel monitoring systems within the fleet, are small but significant steps towards improving the company’s environmental impact.
were at full capacity and numerous shipowners were constructing an excessive amount of cargo volume.
“At Astro, we believe that the fundamentals of the current market are much stronger than in previous years. This is because new construction activity is not at the same level as we have seen during previous positive market conditions,” Humphreys explains.
Additionally, international banks are still hesitant to finance new projects in the offshore sector, particularly those associated with oil and gas, based on their experiences over the past decade.
Moreover, shipyards provide stricter penalty payment terms than in previous market conditions; thus, the entry barrier for new builds is becoming increasingly capital-intensive.
Given the lack of financial support, increased investment requirements, and ongoing recovery from a prolonged economic downturn, Astro believes that the market will maintain its current tonnage and not hastily rush into new developments as seen in the past.
“One must understand that several international shipowners defaulted on payments to banks and lenders only a few years ago. Banks foreclosed on several assets, and the daily rates were at an all-time low.
“Our belief and hope is that international shipowning trade will continue correcting itself and enable shipowners to experience a stable market for several years before new builds come on stream,” Humphreys concludes.
Astro, with its optimistic vision of the future and wealth of valuable experience, is dedicated to expanding while providing crucial support for offshore projects.
Providing support to the construction and infrastructure industry, SOCOTEC UK delivers services to enable safer and more efficient solutions for all stages of an asset’s lifecycle. Managing Director of Infrastructure, Richard Hildick-Smith, discusses the division’s scope of services and drive for project excellence
Writer: Rachel Carr | Project Manager: Ben Weaver
The construction industry is vital to the success of the UK economy, employing nine percent of the entire workforce and contributing to seven percent of GDP. In addition to this, the continued safe operation of existing, often ageing infrastructure is vital.
A rare success story throughout the challenges of the COVID-19 pandemic, the construction sector has shown resilience, with the testing, inspection, and certification (TIC) field continuing an upward trajectory. This is partly due to advancements in testing techniques, physical sensors, remote sensing, geospatial capabilities, and artificial intelligence (AI).
Integral to the industry’s prosperity, SOCOTEC UK is the second-largest entity within the SOCOTEC Group, headquartered in France, and has grown substantially over the past five years.
Dedicated to strengthening its position in the TIC sector through organic growth and targeted acquisitions, SOCOTEC UK is broadening its existing range of products and services to meet the industry’s evolving needs.
SOCOTEC UK has four divisions: Environment, Building and Real Estate, Advisory, and Infrastructure. Richard Hildick-Smith is Managing Director of the latter, which comprises five business units (BUs): Monitoring, Foundation Testing, Structures and Pavements, Geotechnical Investigation, and Materials Testing.
Focused on supporting the construction, infrastructure, and asset management sectors, the division has been involved in numerous recent UK mega projects including HS2, the Lower Thames Crossing connecting Kent and Essex, and the Liverpool Street redevelopments in London.
“We have always had a heavy involvement in large construction projects at the start and increasingly towards the end of an asset’s lifecycle. Often, the lifecycle is either extended
SOCOTEC UK INFRASTRUCTURE DIVISION PROJECT EXAMPLES
HS2: The division will deliver over £100 million of work across all sections, including geotechnical works, materials testing, site laboratories, asbestos activities, instrumentation and monitoring, surveying, and foundation testing. Permanent systems are also being installed in many of the assets to monitor longterm performance.
SILVERTOWN TUNNEL: A new tunnel under the Thames linking Silvertown to the Greenwich Peninsula, opening in 2025. Since 2021, the division has been supporting scopes including drilling, monitoring, and materials testing.
ELEPHANT AND CASTLE: This redevelopment is part of an ongoing £4 billion town centre regeneration scheme. SOCOTEC UK’s innovative structural monitoring ensures a fit-for-purpose system per the client’s requirements.
HAVANT THICKET: The Havant Thicket Reservoir, a collaboration between Portsmouth Water and Southern Water, will be an 8.7 billion litre storage reservoir in Havant spanning 160 hectares. The Infrastructure division has been involved throughout 2023/24 during the trail embankment works, including geotechnical investigation and monitoring, materials testing, environmental monitoring, and geophysics.
WELFORD VIADUCT: The Welford Viaduct takes the M4 over Rood Hill and the River Lambourn near Easton. SOCOTEC UK is supporting Volker Laser and National Highways in extensive survey and investigation works.
or re-utilised based on our activities, and this is especially true in the rail, highways, and utility sectors,” HildickSmith opens.
“The division also supports renewable energy, and there have been projects monitoring the dynamic behaviour of onshore wind turbine foundations and multi-million-pound R&D projects supporting universities
and major energy companies in the innovative design of offshore wind piles,” he continues.
In addition, the Infrastructure division supports construction and asset management activities in ports and energy terminals. This includes specialist surveys and monitoring around harbours, liquefied natural gas (LNG), and pipeline terminals.
‘Liverpool Street underground monitoring
Leading the way in connectivity for remote monitoring
Worldsensing is a global IoT pioneer and expert in monitoring large-scale and civil infrastructure through wireless technology. Together with a global partner network, we serve engineering customers in 70+ countries across mining, construction, rail and structural health.
HELPING PREVENT RISKS AND ENSURE SAFETY
Worldsensing technology is developed in-house by our team of engineers, ensuring the highest quality standards. They make data collection automation and wireless data streaming possible, from any sensor in geotechnical, structural, environmental, and process monitoring.
MORE SCALABLE
• Simple click-and-connect configuration
• Agile installation processes and network updates
• Low maintenance
• Compatible with geotechnical, geospatial and structural sensors from leading manufacturers and vendors
• Easy integration with 3rd party software
MOST TRUSTED
• ISO 9001, 27001 and 14001 certified
• Certifications in the major markets in the world
MOST COMPLETE
• Long-range, low-power communication system, based on LoRa star topology
• 24/7 connectivity management
• On-premise or cloud-based connectivity management
• Training and support
The increasing projects for LNG, carbon capture and storage (CCS), and offshore wind power all require significant onshore infrastructure that needs a range of TIC and asset management services.
ACQUISITION AMBITIONS
The company’s integrated and diverse model links to the broader SOCOTEC UK divisions. As such, the services offered include water quality testing, asbestos surveys and management, building control, fire engineering, and environmental chemistry.
“One of our main advantages is our comprehensive scope of services, which are all under the same umbrella. Increasingly, end clients and their Tier 1 contractors are looking for fewer suppliers to deliver the work, similar to the Network Rail Control Period 7 (CP7) framework strategy, and we can provide a huge range of TIC services within the SOCOTEC UK sphere,
thus simplifying the commercial and operational execution,” Hildick-Smith explains.
Furthermore, the company’s targeted acquisition strategy intends to add businesses that bring something unique and valuable to the portfolio.
“Unlike other organisations, it is really important that acquired businesses are integrated into the overall structure of the UK business. Over a suitable period postacquisition, the teams, branding, and processes are merged, enabling a ‘one team’ approach rather than many silos. Equally, they maintain their specialisms, thus allowing the true benefits to be seen,” he informs us.
Recent examples include TOR Drilling, acquired in 2021 and now part of the Geotechnical Investigation BU within the Infrastructure division. The company is known for its expertise in handling complex geotechnical
projects, particularly those involving sonic logging, ground remediation, slope access, and hollow stem drilling systems. This has enabled a broadening and deepening of the Geotechnical Investigation services offered.
Another SOCOTEC UK acquisition in 2023 was that of IETG, who offers multidisciplinary support services within the water and wastewater sector alongside 40Seven, a company specialising in land and utility surveying. Hutton and Rostron, a pioneer of building pathology and the UK’s leading practice, was also acquired last year, whilst Impulse Geophysics Ltd (Impulse) was added in July 2024.
“All these businesses add something unique and enable the delivery of an ever-expanding range of services. Our strategy aims to identify acquisitions that broaden and complement the array of services offered, and the recent acquisition of
Impulse is a great addition to enhance the specialist survey of highway assets. It is an excellent example of focusing on niche specialism, driven by insightful data delivery.
“We endeavour to focus more on data analysis and insights rather than just data capture, surveys, and testing,” Hildick-Smith reveals.
STRIVING FOR SUPERIOR STANDARDS
Quality has always been a key part of the division. In fact, SOCOTEC UK was the very first business to be accredited with the UKAS 17025 standard for laboratory testing, calibration, sampling, and measurement services, holding the registration number 0001.
Aside from the vital quality certifications, one of the core priorities of the Infrastructure division is to deliver its pledges and commitments.
“The multiple concurrent projects linked with the limited pool of resources has meant that companies have sometimes struggled to deliver timely and high-quality outputs. Major projects, such as HS2, have absorbed project managers, engineers, and surveyors, among other resources. It is fair to say that delivering consistently high standards and turnaround times has been a struggle for the whole TIC industry.
“SOCOTEC UK is focused on delivering what we say we will deliver.
“ONE OF OUR MAIN ADVANTAGES IS OUR COMPREHENSIVE SCOPE OF SERVICES, WHICH ARE ALL UNDER THE SAME UMBRELLA”
– RICHARD HILDICK-SMITH, MANAGING DIRECTOR OF INFRASTRUCTURE, SOCOTEC UK
Ensuring clients are confident of receiving testing, data, and reports in the agreed timeframe is critical, and obviously, delivering these services at a competitive price is also important.
“Some clients and main contractors have tested the idea of self-delivering some TIC services. However, this has often proven ineffective due to the specialised nature of the knowledge, equipment, and ongoing activities needed to produce high-quality data,” HildickSmith outlines.
Advances in plug and play technologies have made capturing data increasingly simple, but the key
is combining and processing this data and turning it into useful information.
Data must be translated into something insightful and actionable so clients can utilise the information and make decisions.
In order to support this, unlike many other TIC companies, the Infrastructure division utilises in-house data reporting and visualisation platform, Datatys, to ensure clients have access to accurate data and alarms.
“This platform is used across multiple SOCOTEC Group countries, including France, Spain, and the US, enabling shared development to drive best-in-class performance. Having an internal platform enables true customisation for clients’ needs and ensures all data sources can be combined into a single platform. It also enables development into areas that really will advance the industry, such as AI.”
Environmental monitoring noise classification, for example, is an in-house, AI-driven logic development that enables environmental monitoring to not only create reports and alarms based on noise thresholds, but also identify the noise source.
Other examples include survey crack identification and predictive trend analysis. The company also uses AI to produce faster, more consistent reports and conduct commercial and contract reviews.
“Using AI not just in the execution of projects but also the commercial side of putting contracts in place is key. Ensuring agreed terms and conditions and commercial governance is becoming increasingly important for many businesses, and being able to navigate these agreements quickly and efficiently is really important,” he points out.
“Operational excellence is a term that is often used in the industry, but for me, it is really just a case of delivering what we say we are going to deliver, when we say we are going to deliver it.”
SOCOTEC UK has developed a number of operational tools in order to ensure this. The Geotechnical team, for instance, has specialist in-house software to improve the quality and speed of drilling logs, whilst the Materials Testing team has completed the roll-out of a new laboratory information management system (LIMS).
“Many materials testing companies use some sort of LIMS. Often, these can be glorified excel processes, but we have collaborated with Spectraquest for two years to help them specify and implement its first LIMS in the UK. Despite the significant cost, it is starting to deliver the quality and consistency our clients expect,” Hildick-Smith notes.
PROSPECTIVE PLANS
Despite a slowdown in new mega projects due to the UK macro climate, SOCOTEC UK still has many significant ongoing developments for
The Infrastructure division has a broad portfolio, and although there is currently a pause in many new major infrastructure assets being constructed, there is an increasing necessity to manage existing railways, roads and structures.
the remainder of the year. Despite the uncertainty of elements of HS2, there is a still a huge amount of work ongoing in 2024 and beyond, with SOCOTEC UK involved in the sections from London to Birmingham.
“The Infrastructure division has a broad portfolio, and although there is currently a pause in many new major infrastructure assets being constructed, there is an increasing necessity to manage existing railways, roads, and structures. All the Infrastructure BUs have involvement in delivering these later asset lifecycle services and we are seeing a significant growth trajectory in these areas,” Hildick-Smith acknowledges.
Moreover, there are areas where legislation is increasingly leading to growing demand for services, such as environmental monitoring, water quality testing, and building control, and SOCOTEC UK can confidently handle every aspect of these.
Major events such as the Grenfell Tower fire have led to changes in building control requirements for high-rise buildings (HRBs) and the continued risks surrounding reinforced autoclaved aerated concrete (RAAC) are also areas where SOCOTEC UK is supporting a range of clients.
“We are often involved in highly specialised or complex jobs that require exceptional execution. We work across a wide range of assets and infrastructure, including existing and new reservoirs such as Havant Thicket, historical locations like HMS Victory and Hurst Castle, major ports including Dover, Portsmouth, and London Gateway, power stations such as Drax, and major bridges such as Hammersmith and Forth Road bridges,” affirms Hildick-Smith.
Recently, some significant infrastructure periods have commenced that are really important for businesses involved in delivering asset integrity services.
“THERE IS AN INCREASING NECESSITY TO MANAGE EXISTING RAILWAYS, ROADS, AND STRUCTURES. ALL THE INFRASTRUCTURE BUSINESS UNITS HAVE INVOLVEMENT IN DELIVERING THESE LATER ASSET LIFECYCLE SERVICES AND WE ARE SEEING A SIGNIFICANT GROWTH TRAJECTORY IN THESE AREAS”
–
RICHARD HILDICK-SMITH, MANAGING DIRECTOR OF INFRASTRUCTURE, SOCOTEC UK
Crane lift rotary rig, London, 2019
SOCOTEC UK INFRASTRUCTURE DIVISION’S CURRENT GOALS
• Continue to deliver an integrated buffet of services to the construction and asset management industries.
• Continue fundamental operational excellence improvements to support delivering for clients.
• Focus on AI technologies that enable enhanced insightful data.
• Open a hub in Altrincham to centralise several of the northwest offices at one location and support growth in the area.
• Make strategic acquisitions to grow the buffet of services.
• Support the increasing demand for asset management, life extension, and risk management, including scopes in rail (CP7), utilities (AMP8), and multiple highways and bridge projects.
• Focus on the data side of the industry with higher margins and more specialised expertise.
• Continue to work with suppliers to develop industry capabilities.
SOCOTEC GROUP’S 2028 AMBITIONS
• Grow revenue from €1.3 billion to €2.4 billion.
• Expand from seven international platforms to nine.
• One-third of revenues are presently Green Trust; by 2028, it will be 50 percent.
• Increase from a 12,000-strong workforce to 22,000.
• Expand from 200,000 clients to 300,000.
In the utilities area, AMP8 will commence in Q2 2025 and is expected to be four times larger than previous plans. Evolving regulations and the urgency of addressing climate change have necessitated water companies’ investment in infrastructure and technologies to reduce environmental impact.
Equally, the Network Rail CP7 period has just commenced and will involve a huge amount of TIC and asset management scopes that will be delivered by the various divisions across SOCOTEC UK.
“The reallocated HS2 funding for rail projects in the north, along with upgrades to the Transpennine Route as well as projects like Havant Thicket on the south coast and the
Haweswater Aqueduct Resilience Programme (HARP), provide a variety of opportunities for our division.
“Furthermore, investment in the energy transition, including onshore and offshore wind turbines, carbon capture and storage (CCS), and future developments at Sizewell, adds to the potential for growth,” Hildick-Smith concludes.
Tel: 01283 554400 www.socotec.co.uk
West Burton crawler
Structural investigation
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As manufacturing 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, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through its various platforms.
Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Manufacturing Outlook will continue 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.
A MILLENNIA
A country rich in tradition and silver, the Czech Republic boasts a vast and intricate history of minting. Michal Voborník, CEO of Czech Mint, tells us more about the tradition behind the process and the ways in which the company is innovating for the future
Writer: Lauren Kania | Project Manager: Nicholas Kernan
A MILLENNIA
MILLENNIA OF MINT
MILLENNIA OF MINT
Czech minting has a tradition of more than 1,000 years. Our country was not only rich in milk and honey – as legend has it – but also had an abundance of
“This provided an opportunity for ancient mint masters to express themselves through art which is still admired
This history, as illustrated by Michal
Voborník, CEO of Czech Mint, has empowered those at the company to be proud of the long-standing legacy that has formed the country’s flourishing minting industry.
Having been a symbol of luxury for thousands of years, precious metals have provided people with power, enabled colonies to be built and destroyed, and fulfilled the wildest of dreams.
WHY CZECH MINT?
• Suppliers of Czech coins: Czech Mint’s work is internationally recognised and it has the honour of being responsible for the production of all coins for the Czech National Bank.
• Masters of the craft: Czech Mint offers traditional but also original and unusual products made in cooperation with a variety of artists.
• Traditional Czech society: Czech Mint has been on the market since 1993 and respects the tradition of coin minting while at the same time supporting intelligent innovations and using the most modern technologies.
• Memories for a lifetime: Customers will find a varied selection of commemorative, investment, and gift coins and medals. Czech motifs and worldclass themes are available.
Thanks to Czech Mint, founded over three decades ago in Jablonec nad Nisou, an individual doesn’t have to be a pharaoh, pirate, or gold miner to enjoy the beauty and endless benefits of precious metals.
Minting not only the entirety of circulating coins in the country, but also all Czech commemorative coins alongside a number of investment and gift products made from precious metals, the company represents a proud tradition and love for the art of minting.
“The entire nation appreciates Czech Mint’s work. Having been a reliable partner of the Czech National Bank since 1993, we produce all metal coinage clinking in the pocket of our citizens – i.e. Czech Koruna (CZK) 1, 2, 5, 10, 20, and 50 piece coins,” prides Voborník.
A THOUSAND YEARS OF MINTING
With an interesting start to his minting career, Voborník travelled around the world to gain experience in different industries and positions, with time spent in the US and the UK before returning to the Czech Republic and working his way to CEO of Czech Mint.
Aside from manufacturing for the country, the company prepares its own issue plan every year, boasting dozens of products that have become notable for their artistic value, craftsmanship, excellence, and strictly limited mintage.
“Customers can find a range of emotions and 1,000 years of love for the craft in our products’ reliefs.”
These products can be accessed by anyone; from history experts and sports fans to art lovers or those looking for a unique present, investing in Czech Mint’s mintage provides alternative precious metal investments for those who want to own items of artistic, collector, and emotional value.
Currently, he surmises that the precious metals industry is going through an uncertain time.
“There are different societal pressures for cashless payments. However, we believe there is still great potential for the innovation, development, and education of our partners and customers. We are confident we will remain a partner, supplier, and employer in the years to come,” dictates Voborník.
What sets Czech Mint apart as a unique entity is the combination of its incredible history and dedication to constant innovation and creativity.
“Every coin or medal is a result of a long chain of successive crafts –some are modern, using the latest technologies, while others are more traditional, applying handcraft
YOU CAN TRUST
chain, from sourcing to final product. As part of Heraeus Precious Metals, we are one of the world’s leading companies in the industry.
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Focusing on responsibility, with cutting-edge technology and strict compliance frameworks, we are able to to provide full traceability of precious metals, to meet your specific needs and ESG goals. With our expertise in delivering personalized 360° precious metal services, we can accommodate varying production volumes and provide precious metal trading services for a complete solution that will suit the most demanding requirements.
Focusing on responsibility, with cutting-edge technology and strict compliance frameworks, we are able to to provide full traceability of precious metals, to meet your specific needs and ESG goals. With our expertise in delivering personalized 360° precious metal services, we can accommodate varying production volumes and provide precious metal trading services for a complete solution that will suit the most demanding requirements.
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As a confirmation of our high standards, Argor-Heraeus is one of the five LBMA “Approved Good Delivery Referees” worldwide.
We offer a comprehensive product range that extends to investment bars, minted bars and coins, bespoke alloys, raw materials and both semi-finished and high-precision finished products crafted specifically for the luxury and watchmaking industries.
Our longstanding reputation as a trusted refinery is built upon our core values of responsibility, excellence, trust and innovation. These values resonate through every product and service we offer, assuring you of our commitment to not only meet but exceed expectations.
As a confirmation of our high standards, Argor-Heraeus is one of the five LBMA “Approved Good Delivery Referees” worldwide.
Our longstanding reputation as a trusted refinery is built upon our core values of responsibility, excellence, trust and innovation. These values resonate through every product and service we offer, assuring you of our commitment to not only meet but exceed expectations.
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D-75175 Pforzheim +49 7231 139360
techniques perfected over centuries,” prides Voborník.
This cooperation with leading academic sculptors, painters, renowned medal makers, and talented young artists results in customary, original, and extraordinary products.
One example of this collective artistic work comes in the form of the Crystal Coin series.
Inspired by the importance that the small Bohemian town of Jablonec nad Nisou played in the expansion of glassmaking towards the end of the 19th century, this special series of coins combines the strength of both the glassmaking and minting industries.
“The wealth of shapes and unique lustre please the eye and the soul, demonstrating that Czech glassmakers, cutters, engravers, and minters are true masters of their crafts.”
“Through the coins, Czech Mint and Preciosa – the top supplier of high-quality crystal components –wish to tell the story of our region and present the traditional crafts
“EVERY COIN OR MEDAL IS A RESULT OF A LONG CHAIN OF SUCCESSIVE CRAFTS – SOME ARE MODERN, USING THE LATEST TECHNOLOGIES, WHILE OTHERS ARE MORE TRADITIONAL, APPLYING HANDCRAFT TECHNIQUES PERFECTED OVER CENTURIES”
- MICHAL VOBORNÍK, CEO, CZECH MINT
of Jablonec nad Nisou to the world,” explains Voborník.
TREASURES WITHIN ARM’S REACH
One of the primary reasons Czech Mint is able to consistently produce such memorable and distinctive coins, as well as other products made from precious metals, is due to its wellestablished supply chain partnerships.
“High-quality and reliable suppliers are the basis for the proper functioning of a manufacturing company such as Czech Mint,” informs Voborník.
“In addition to our specific partnerships for precious metals, our suppliers of machinery, equipment, and associated services are crucial as they directly impact our ability to deliver to our customers.”
These positive relationships result in the creation of myriad new products and internationallyrecognised innovation.
Specifically, Czech Mint recently broke the world record for the largest milled coin in the world, having produced a 535-millimetre (mm) gold coin for the Czech National Bank, which weighs 130 kilogrammes (kg) and boasts a nominal value of CZK100 million. This coin also holds the title
of the largest gold coin in Europe and second-largest in the world.
“This truly unique issue is a symbol of the 100th anniversary of the establishment of the Czech crown and can be adored by visitors in the vaults of the Czech National Bank,” enthuses Voborník.
Additionally, as the mint continues to look towards the future of the industry, it is embarking on new endeavours such as the Incuse Czech Lion, which will be presented in September 2024 at the annual Prague Collector Fair – the largest collectors’ meeting in Central and Eastern Europe.
“Compared to classic coins where the relief protrudes from the coin field, the new incuse coins’ motifs are sunk into the field. “Such curious coins first appeared in the Middle Ages and were either the result of unintentional minting errors caused by a coin getting struck in the press and then imprinted on the next piece
“CZECH MINTING HAS A TRADITION OF MORE THAN 1,000 YEARS. OUR COUNTRY WAS NOT ONLY RICH IN MILK AND HONEY – AS LEGEND HAS IT – BUT ALSO HAD AN ABUNDANCE OF SILVER”
- MICHAL VOBORNÍK, CEO, CZECH MINT
or were done deliberately for aesthetic reasons and to make the money less worn in circulation,” expands Voborník.
In the 21st century, incuse minting is rarely seen and is thus considered a technological and artistic rarity.
By featuring the heraldic beast of the world-renowned Czech Lion on a special commemorative mintage, the
company serves to further its longlasting legacy and continuous artistic innovation.
A SHINING INVESTMENT FOR THE FUTURE
As Czech Mint continues to invest for the future, it is highlighting the
30 YEARS OF CZECH MINT IN NUMBERS
THREE BILLION PIECES
Since its inception, Czech Mint has minted over three billion pieces of Czech circulation coins with a total value exceeding 13 billion crowns.
150 AUTOMOBILES
Coins are minted using up to 150 tonnes (t) of pressure – equivalent to stacking 150 cars on top of one another. When minting heavyweight bullion coins, a hydraulic press exerts a force of more than 1,000t.
CZK50
In 1993, the CZK50 crown coin was declared the most beautiful circulating coin in the world. In 1999, the award for the most beautiful gold coin in the world went to the Czech commemorative coin with a motif of Charles IV.
13 PIECES PER SECOND
The coining presses are capable of striking 13 coins per second at a maximum capacity of 500 million pieces per year.
500 TRAIN WAGONS
With a total weight of over 9 million kg,, it would take 500 railcars to load and transport all the coins Czech Mint has minted thus far.
ONE NANOMETRE
Made from 10kg OF pure gold, the Czech Lion bullion coin is the largest gold coin minted in continental Europe. The coin bears the minted Czech Security Check hologram, a security feature made up of microscopic reliefs with detail starting at just one nanometre, which is 1,000 times less than the thickness of a human hair.
steps it is taking to implement new technologies, specifically those of digitalisation.
“We take great pride in developing new technologies in the field of coin production and are always striving for further innovation,” dictates Voborník.
In 2020, in cooperation with IQ Structures, Czech Mint created Czech Security Check, a security hologram that protects selected high-mass Czech Lion coins from counterfeiting.
As holograms are not only a protective element but an ornamental one, both companies decided to go even further in 2023, devoting the entire surface of the reverse side of the
coin to an embossed hologram.
Furthermore, by the end of that year, the business minted the first Czech Lion 2023 hologram in the world for the palladium ounce investment coin.
Equally significant to the longevity of the company are its hardworking and dedicated staff and corporate social responsibility (CSR) practices that Czech Mint engages in.
“Our goal is to motivate our employees so that they enjoy their work, and the company continues its reputable guarantee of good earnings and a healthy atmosphere,” states Voborník.
To give back to the community it symbolises in its coins and precious metals products, Czech Mint partakes in Project Babybox – a programme which provides a safe place, i.e. a baby hatch, where people can anonymously leave babies to be found and cared for.
“In 2019, we partnered with the programme and pledged to donate a gold ducat to each child found in a babybox in the country. Since then, we have donated more than 50 gold ducats to the babybox children,” details Voborník.
With over a millennium of history and artistic development, the Czech minting industry is one of the most
notable throughout the world. Czech Mint has carved a name for itself as a premier minting manufacturer who creates pieces that are not just visually stunning, but memorable and priceless for centuries to come.
Tel: +420 800 225 228 info@mint.cz mint.cz
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SERVING WALES, SAVING LIVES
Dr Sue Barnes, Chief Executive of the Wales Air Ambulance Charity, discusses the organisation’s leading status in advanced, timecritical care for the Welsh population and its focus on continuous improvement through evidence-based decision making
Writer: Lily Sawyer | Project Manager: Cameron Lawrence
In recent years across the UK, unprecedented pressures on primary care, an ageing population, and the legacy of the COVID-19 pandemic have converged to form a perfect storm for key healthcare services across much of the country.
“This is a challenging time for a healthcare system on which an entire population depends,” opens Dr Sue Barnes, Chief Executive of the Wales Air Ambulance Charity (WAA).
Wales’ demographic profile, which is comparatively more elderly and economically disadvantaged than other parts of the UK, faces its own unique difficulties, and rural communities are often challenged by their geographic isolation in terms of accessing healthcare.
“That being said, with regard to helicopter emergency medical
services (HEMS) provision, WAA is amongst the best in the world,” Barnes points out.
As the only air ambulance charity based in and dedicated to the people of Wales, WAA relies entirely on donations to raise the £11.2 million required each year to keep its helicopters in the air and vehicles on the road.
The charity’s mission is to deliver lifesaving, advanced medical care to people across the nation, whenever and wherever they need it. Its vision is to improve the lives of patients and their families by being a world leader in advanced, time-critical care.
A WELL-OILED MACHINE
Launched on St David’s Day in 2001, WAA delivers lifesaving, round-theclock medical care across Wales.
“We are on standby to attend those suffering life or limb-threatening injuries or illnesses with some of the most advanced air ambulances and rapid response vehicles in the UK at our disposal,” Barnes reveals.
With its services delivered via an exclusive partnership with NHS Wales, WAA raises the funds to maintain operation of its vehicles, whilst the Emergency Medical Retrieval and Transfer Service (EMRTS) supplies the highly skilled NHS consultants and critical care practitioners who work onboard.
In addition, Gama Aviation provides the charity its aviation service – employing pilots and engineers and maintaining a fleet of four primary H-145 helicopters as well as a back up service.
Of those aircraft, three are directly leased to the charity from Milestone Aviation. During a time of global uncertainty, it was felt that directly leasing several aircraft would offer additional resilience and protect its lifesaving service.
Established bases across Wales, including those in Caernarfon, Welshpool, Cardiff, and Llanelli, allow WAA’s highly skilled crew to carry out medical procedures that would usually only be available within a hospital setting.
“We deliver blood transfusions, administer anaesthesia, intubate patients to protect their airways and take control of their respiration to oxygenate appropriately and, in extreme situations, will undertake
emergency operations at the scene of an incident,” she informs.
For the patient, this can mean hours saved in receiving the appropriate treatment when compared to standard care.
As a valuable but scarce resource offering a specialised service, WAA serves the entire Welsh nation and attends the highest level emergency calls. These calls are received by the Welsh Ambulance Services University Trust clinical contact centre and monitored by the EMRTS Critical Care Hub, which dispatches the service if required.
“Our service does not replace the Welsh Ambulance Service; we work
in partnership with them,” Barnes clarifies.
In the chain of emergency care, the Welsh Ambulance Service’s medics typically offer initial immediate care, whilst WAA is the next link in the chain, delivering advanced, hospital-standard treatments at the scene.
A POWERFUL PARTNERSHIP
In 2015, WAA transitioned its service into a partnership with NHS Wales through the creation of EMRTS. This has resulted in the consultant-led air ambulance service that is now delivered across Wales.
“This unique and exclusive partnership between WAA and NHS Wales is truly greater than the sum of its parts. Neither organisation could deliver such advanced, world-leading services on its own,” Barnes affirms.
To demonstrate the value of the new consultant-led service, a five-year evaluation took place between 2015 and 2020 which was independently scrutinised by Swansea University. It made use of the SAIL Databank based at the university – the single largest anonymised data set of patient records in the world.
Amongst its key findings, the evaluation identified a 37 percent reduction in mortality after 30 days when critically ill patients suffering blunt trauma injuries are attended to by EMRTS. This improved survival rate compares to a standard ambulance response and local hospital treatment.
“WE ARE ON STANDBY TO ATTEND THOSE SUFFERING LIFE OR LIMBTHREATENING INJURIES OR ILLNESSES WITH SOME OF THE MOST ADVANCED AIR AMBULANCES AND RAPID RESPONSE VEHICLES IN THE UK AT OUR DISPOSAL”
– DR SUE BARNES, CHIEF EXECUTIVE, WALES AIR
AMBULANCE CHARITY
The study also identified an increase in access to timely emergency treatment for patients across Wales, an influx of national consultant recruitment, tangible development of critical and emergency care knowledge amongst NHS Wales employees, and a general relief of pressure on frontline services.
Similarly, the same research verified WAA’s ability to administer hospitalgrade critical care interventions, such as blood transfusions, general anaesthesia, and advanced pain relief, in 66 percent of missions, which otherwise would have been delayed until transfer to hospital.
“It was this conclusive proof of our impact that inspired us to go even further in ensuring that our services could be accessed by the maximum number of patients as equitably as possible,” Barnes enthuses.
MILESTONE SUPPORTS WALES AIR AMBULANCE CHARITY WITH THE LATEST HEMS TECHNOLOGY AIRCRAFT
Milestone Aviation Group (Milestone), the world’s leading helicopter leasing and financing company, is proud to support Wales Air Ambulance Charity in their mission-critical operations.
The Milestone team has collaborated closely with the Wales Air Ambulance Charity team to develop a customised solution that enables them to provide the most advanced, lifesaving critical response services to their local communities.
As part of the solution, Milestone leases three Airbus H145 helicopters, which are fitted with state-of-the-art helicopter emergency medical service (HEMS) technology. The specialist clinical interiors are equipped to transport clinical teams and critically ill patients to hospitals.
Sebastien Moulin, Chief Commercial Officer of Milestone, said, “We wish Dr Sue Barnes and the entire Wales Air Ambulance team every success and look forward to continuing to develop our partnership with them in the years to come.”
www.milestoneaviation.com
PATIENT AFTERCARE SERVICE
About Milestone Aviation Group
Milestone, an AerCap company, partners with helicopter operators worldwide, providing a wide array of financial and productivity solutions, including operating leases, purchase/ leasebacks, secured debt financing, engine leasing, and fleet advisory.
The company supports a variety of industries, including emergency medical services, search and rescue, offshore oil and gas, firefighting, and other utility missions.
Patients who have been attended to by WAA have likely suffered serious trauma, which can be difficult for both patient and family to come to terms with. As a service, WAA recognises the importance of establishing an ongoing relationship with patients following their initial contact with the charity.
A jointly funded, nurse-led aftercare service therefore aims to provide them with vital post-injury or post-illness support and guidance, assisting their recovery and transition back to independent living.
Frequently, patients wish to express gratitude and find out more about what happened to them; many were so critically unwell during treatment that they have no recollection of the care they received.
As such, a team of two full-time nurses and an administrator now review over 250 cases per month, directly contacting 70 relatives and patients which has resulted in around 20 aftercare appointments per month.
As such, WAA and NHS Wales were presented with the Social Impact Award by the Institute for Collaborative Working (ICW) at the House of Lords in 2019. The accolade recognised the effective partnership between the two organisations and commended their constant evaluation and evidence-based decision making.
Ultimately, this passion for continuous improvement to benefit the Welsh population is what led WAA to review its services and reconfigure its physical and operational footprint as a result.
WAA’S DAY-TO-DAY OPERATIONS AT A GLANCE
How is an air ambulance dispatched?
EMRTS monitors every emergency call made in Wales round the clock to identify which incidents would benefit from its input.
When required, a highly skilled medical team from anywhere in the country can be immediately dispatched via air or land. More than one team can be sent if needed, for example when attending a major incident.
What is the role of the top cover consultant?
An EMRTS consultant is on call 24/7 to provide remote advice to EMRTS crews where necessary. This includes when dealing with high-risk patients, children, and complex incidents.
The consultant also has a role in the coordination of major incidents.
SERVING A NATION
In June 2024, WAA reached a significant milestone, having attended its 50,000th mission since its inception. This achievement is testament to the charity’s dedication, highly trained staff, dedicated fleet, and ability to serve the entire Welsh nation.
The charity believes that it is in the best interests of Wales to have an air ambulance operation that works in medical partnership with the NHS but is independent in its income generation and decision-making. This independence, outside of the
pressures and constraints of public sector funding, allows the charity to focus on its core services, continually monitor and effectively adapt to the critical care needs of Wales in a timely manner, and maintain a consistently high standard of care.
Through its relationship with NHS Wales, WAA works with, and across, seven health board regions and with the Welsh Ambulance Service. Aligned with this is the political landscape relating to health.
“Politically, health is devolved so is run by the Welsh government and not the UK government in Westminster,”
Barnes explains.
As such, understanding the national picture is of utmost importance for WAA, as is the consideration of equity across the entire country.
Despite the various potential challenges faced when providing a national service, the charity’s strength lies in its ability to traverse the country at speed, with its H-145 aircraft able to travel from north to south in less than an hour.
“In this way, we have created a resilient national service which can see crews matched to patient needs and multiple aircraft activated in the event of a major incident,” she details. In addition, WAA’s robust partnership with NHS Wales has contributed to excellence across the organisation as it works closely with the Welsh Ambulance Service control room and 999 call handlers.
the Chief Ambulance Services Commissioner for Wales.
“Not only does this give our clinicians the unique opportunity to advise or intervene during a 999 call, but also gives us a detailed pan-Wales data set to assess the effectiveness of and demand for our service,” Barnes clarifies.
EVIDENCE-BASED DECISION MAKING
To maintain its status as a worldleader in advanced, time-critical care, WAA has assumed an evidencebased approach to continuous improvement.
“Our vision is underpinned by our continuous service evaluation and focus on evidence-based decision making,” Barnes emphasises.
The recent five-year service evaluation proved that the charity’s work is saving lives and improving chances of long-term recovery for patients across Wales.
To supplement this, several years of detailed analysis and two separate studies into WAA’s current service configuration have since been undertaken, the former conducted by EMRTS and the latter independently led by
The analysis revealed potential areas for improvement, such as teams being underused in Welshpool and Caernarfon, northern parts of Wales not having access to an overnight air ambulance service, and two to three patients per day on average not being reached across Wales.
As such, the commissioner made recommendations for improvement, which WAA and NHS Wales both agreed upon. These included the Caernarfon and Welshpool bases coming together in one unified location in the heart of North Wales and two response teams operating from this new base.
“By utilising the same resources but changing the way they operate, we hope to address disparities in our service and save more lives,” Barnes confirms.
By implementing these changes, it is hoped that WAA will be able to attend more patients, provide northern parts of Wales with an accessible overnight service, and make better use of its resources and generous public donations.
WAA believes that the two separate studies underpinning these changes
the use of Optima external modelling which allowed for the accurate analysis of around 200 different service configuration options.
OPTIMISING OPERATIONAL DATA
Since the earliest days of its collaboration with EMRTS, WAA has benefitted from excellent operational data, largely due to the two organisations’ shared commitment to evidence-based improvement.
This data has led to important discoveries and has underpinned
the continuous improvement of the service since 2015 which culminated in the business case for moving to a 24/7 operation in 2020.
However, due to increasing operational complexities encountered by air ambulance services, the charity identified a requirement for additional detail in its data and new ways of predicting how any changes might impact on the service offered to patients.
“To bolster our insight further and enhance operational efficiencies, we sought improvements to how we use our data,” Barnes informs.
“At one level it was easy to use our data analysis to show current performances and shortcomings, but we could not easily model and forecast the impact of any changes,” she elaborates.
Whilst WAA knew that conventional road ambulance services had developed algorithmbased models to do this sort of forecasting – simulating a live operational environment to test locations and shift patterns – these models would have to be significantly
adapted to cope with the complexity and variability of an air ambulance operation.
As such, EMRTS commissioned Optima to create a similar model for its air ambulance service that also utilised detailed historical data and incorporated additional elements such as weather patterns, traffic and road modelling, and circumstances specific to its location.
“EMRTS worked with Optima to create an initial draft model. This was first tested on multiple historical scenarios to ensure it performed accurately when compared with reallife circumstances.”
Eventually, the Optima data model utilised hundreds of different scenarios to generate a list of potential improvements that would significantly enhance WAA’s service levels.
These included introducing a day shift into WAA’s Cardiff operations to reduce unmet need in the area, and the combination of the Caernarfon and Welshpool bases as identified by the commissioner, due to be actioned in 2026.
“Both NHS Wales and WAA are now satisfied that the changes proposed will save a significant number of lives,” Barnes surmises.
ONWARDS AND UPWARDS
As a charitable organisation, WAA depends entirely on public funding. Going forward, to account for a 30 percent rise in its operating costs from £8.5 million to £11.2 million this year, the charity plans to undertake significant fundraising drives.
In addition, as an evidence-based service committed to constantly evaluating its initiatives, WAA is always looking to improve the medical aspects of its output.
“One of the reasons that I really love my job is that I am surrounded by people who want to make a difference, keep pushing the boundaries, and find out where we can improve patient benefits,” Barnes explains.
As such, EMRTS is involved in a number of projects to extend the medical scope of its services, such as the early identification of patients who may benefit from critical care transfers for thrombectomy procedures.
WAA also seeks to ensure that base moves and changes to staff operating hours in response to evidence-based recommendations are undertaken with the utmost care, so they continue to exceed current standards and avoid disruptions to ongoing service delivery.
“We are also interested in the use of artificial intelligence (AI) in terms of swiftly identifying patients who might be candidates for our service,” she reveals.
Currently, WAA sees less than one percent of emergency calls that currently come into the Welsh Ambulance Service control room and they are managed by human interrogation.
It is hoped that, eventually, the use of AI will be able to rapidly ascertain which patients are likely to be suffering from time-critical life of limb-threatening conditions and could therefore benefit from WAA’s services, which are underpinned by deep-rooted values.
“Of our values, the attribute that comes up time and time again is passion. That is the major characteristic that spans our employees, crews, volunteers, and supporters,” Barnes concludes.
Aronne Debono, Head of Business Development and Corporate Services at BOV Fund Services Limited, discusses the leading fund administrator in Malta and the benefits of setting up funds on the island
Writer: Jack Salter
Project Manager: Kieron Harvey
Malta is home to a complete ecosystem of financial services, traditionally comprising pensions, private wealth, credit and financial institutions, and insurance.
One of the nation’s leading recognised fund administrators is BOV Fund Services Limited (BOV Fund Services), a fully owned subsidiary of Bank of Valletta plc, the largest banking group on the island and the first bank to be deemed of systematic importance in Malta.
Regulated by the Malta Financial Services Authority (MFSA) and licensed as a Class C Company Service Provider by the MFSA, BOV Fund Services was incorporated in October 2006 to take over all fund administration services from Valletta Fund Management Limited, now known as BOV Asset Management Limited (BOV Asset Management).
Today, the company provides a comprehensive range of fund administration services to fund managers and promoters. This full suite, which includes fund accounting, net asset value calculations, transfer agency, and regulatory reporting, ensures clients can rely on a single provider for all their fund administration needs.
With almost 30 years of experience in providing these financial services, the company has developed a deep understanding of both local and global markets, allowing it to offer tailored solutions that meet the specific needs of its clients.
Being based in Malta is another differentiator for BOV Fund Services as it benefits from the island’s wellregulated financial environment and position as a hub for international business.
“Our combination of local knowledge and global reach makes us an attractive choice for fund managers looking to leverage the island’s strategic advantages,” highlights Aronne Debono, Head of Business Development and Corporate Services.
The company also places a strong emphasis on regulatory compliance and risk management, leverages advanced technology to enhance the efficiency and accuracy of its services, and profits from the financial strength and stability of one of Malta’s leading banks.
BOV FUND SERVICES’ CORPORATE SOCIAL RESPONSIBILITY PRACTICES
As a subsidiary of Bank of Valletta plc, BOV Fund Services aligns its corporate social responsibility (CSR) practices with the broader group’s initiatives.
The company’s specific CSR practices include participating in charitable activities, making donations to local causes, implementing measures to reduce energy consumption in office operations, promoting recycling and waste reduction initiatives, and encouraging employees to engage in volunteer work within the community by granting every staff member a ‘volunteering day’. This allows staff members to spend a day away from the office working with an official voluntary organisation of their choice.
It is also important for BOV Fund Services to ensure fair treatment of clients and adherence to ethical standards in all dealings, whilst also providing opportunities for continuous learning and career advancement.
Policies that support a healthy work-life balance for employees are also implemented by the company, with financial support for educational programmes and scholarships for students additionally offered.
“Promoting health and wellness programmes for employees is key, and these practices demonstrate BOV Fund Services’ commitment to contributing positively to society, promoting sustainable practices, and maintaining ethical standards in its operations,” Debono prides.
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“These differentiators enable BOV Fund Services to stand out in a competitive market and attract a diverse range of clients seeking highquality, reliable fund administration services,” he notes.
EXEMPLARY LEVEL OF SERVICE
Customer service is of paramount importance to BOV Fund Services as it underpins the company’s commitment to providing high-quality and reliable fund administration.
The company’s value proposition places particular focus on key operating performance indicators (OPIs) that are monitored on a regular basis, namely the timeliness
and accuracy of reports, high quality and integrity of data, minimisation of pricing errors, and tailor-made service-level agreements (SLAs).
“We pride ourselves on achieving year-on-year positive results on all OPIs, as evidenced through our regular client satisfaction surveys, whilst our ISAE 3402 quality certification ensures that set standards are adhered to and maintained throughout and on an ongoing basis,” affirms Debono.
Management focuses on developing long-term relationships with customers and ensuring an exemplary level of service, such as a personalised, customer-centric approach.
“We work closely with clients to understand their unique needs and offer customised solutions aligned with their expectations, maintaining open lines of communication,” he sets out.
Regular and proactive communication with clients is another priority to keep them informed about the performance of their fund, regulatory updates, and any issues that may arise.
This is complemented by timely and accurate reporting, a cornerstone of the company’s service to provide reliable and precise data insights, as well as responsive support.
“BOV Fund Services is committed to being responsive to client enquiries and issues. We have robust support mechanisms in place to address any queries or problems swiftly and effectively, minimising operational disruption,” states Debono.
Quality assurance processes, meanwhile, monitor and evaluate the effectiveness of the company’s service delivery.
“Regular audits and reviews help our services meet the highest standards of quality and compliance, ensuring that customer service remains exemplary and fostering strong and lasting relationships with clients,” he tells us.
NPIF FRAMEWORK
By 2027, the financial services sector is expected to account for 10 percent of Malta’s GDP, a country that is undoubtedly way ahead of many others in terms of exploiting new technologies.
Indeed, following the roll-out of the world’s first holistic regulatory framework for distributed ledger technologies (DLTs), Malta has become the go-to destination for blockchain-based businesses that are looking for shelter from regulatory uncertainty in other areas of the globe.
“OUR COMBINATION OF LOCAL KNOWLEDGE AND GLOBAL REACH MAKES US AN ATTRACTIVE CHOICE FOR FUND MANAGERS LOOKING TO LEVERAGE THE ISLAND’S STRATEGIC ADVANTAGES”
– ARONNE DEBONO, HEAD OF BUSINESS DEVELOPMENT AND CORPORATE SERVICES, BOV FUND SERVICES LIMITED
There is likewise an ongoing drive to innovate the alternative investment space with the recent introduction of the Notified Professional Investor Fund (NPIF) framework, a fasttrack process for below-threshold alternative investment funds (AIFs) and AIF managers (AIFMs) which came into effect in January 2024.
“What sets NPIFs apart is their remarkable speed to market. Taking just 10 business days to launch, they are a perfect fit for time-sensitive investment strategies,” acclaims Debono.
As NPIFs are subject to a notification process and not
licensed by the MFSA, they benefit from lower setup, operational and regulatory costs, as well as forgoing many processes and application documents, which can lengthen the time for a fund to come to market.
NPIFs must appoint a due diligence service provider, managed by either a third-country AIFM or a de minimis AIFM holding a license in Malta or the EU.
The NPIF framework merges the appeal of Malta’s existing Professional Investor Fund (PIF) framework with the benefits of ‘notified’ status, creating an efficient solution for fund managers.
Following several discussions, the MFSA has just launched a public consultation on extending the framework to include self-managed NPIFs.
POPULAR FUND JURISDICTION
Another project that the MFSA is working on is a framework for collective investment schemes structured as limited partnerships without separate legal personality.
“The proposal seeks to bridge a gap that is currently present in the local regulatory framework and ultimately strengthens Malta’s position as a fund jurisdiction,” outlines Debono.
The country has become a popular fund jurisdiction because it allows investors to operate with peace of mind in a stable, buoyant economy with a sterling reputation.
In particular, the island has firmly established itself as a prime jurisdiction for hedge and retail funds over the last few years.
No longer considered an emerging funds domicile, it offers a range of sophisticated investment vehicles for different purposes.
“Undoubtedly, Malta’s variety of fund structures has been instrumental in attracting start-up managers as well as fully-fledged AIFMs,” Debono observes.
Malta additionally offers an
LOREDANO AGIUS, MANAGING DIRECTOR
Loredano Agius joined BOV Asset Management in 2004 and subsequently BOV Fund Services upon its incorporation in 2006.
Having started as a Junior Associate within the Finance division, he progressed to head the division between 2017 and 2023.
Whilst continuing in this role, Agius was also appointed as Deputy Executive Head of BOV Fund Services in 2022.
The following year, Agius became Managing Director of the company and was also appointed as a Director on the Board.
During these two decades, he has been involved in all the different aspects covered within the Finance division. This gained Agius hands-on experience and a thorough understanding of the underlying concepts and financial implications in the fund administration and accounting spectrum.
“My main commitment is to continue leading the company forward and increasing its already long list of satisfied clients through high-quality service and red-carpet treatment.”
– Loredano Agius, Managing Director
advantageous taxation system, a favourable fiscal regime, comprehensive regulation, efficient application handling, service provider flexibility, self-managed structures, cost competitiveness, and a cosmopolitan lifestyle.
As a fully-fledged EU member state since 2004, the island also enables easy access to the European
investment market.
“Recent economic success and stability have set Malta up as the commercial hub of the Mediterranean,” acclaims Debono.
SPECIALISED EXPERTISE
Partnerships with other financial institutions, legal advisors, and technology providers are crucial to
“RECENT ECONOMIC SUCCESS AND STABILITY HAVE SET MALTA UP AS THE COMMERCIAL HUB OF THE MEDITERRANEAN”
– ARONNE DEBONO, HEAD OF BUSINESS DEVELOPMENT AND CORPORATE SERVICES, BOV FUND SERVICES LIMITED
the success of BOV Fund Services as they enable the company to access specialised expertise and resources as well as enhance trust and credibility.
“Clients often prefer working with fund service providers that have established relationships with reputable partners,” Debono insights.
“Partnerships can also facilitate entry into new markets or segments, as partners may have established networks and knowledge in these areas, allowing BOV Fund Services to expand its reach more effectively.”
Collaborating with innovative partners can help BOV Fund Services stay competitive by adopting new technologies and best practices.
“Strong partner relationships
can also enhance the overall client experience by providing comprehensive and seamless service offerings, leading to higher customer satisfaction and retention rates,” he expands.
BOV Fund Services recognises the importance of not only partner relationships, but also employee contributions.
It therefore invests in ongoing staff training and development to maintain high service standards, with opportunities for continuous learning and professional growth offered through training programmes, workshops, and conferences that help staff members enhance their skills.
This ensures the team is
knowledgeable about the latest industry developments, regulatory changes, and best practices in customer service.
On top of this, the company implements formal recognition programmes, service awards, and performance bonuses that acknowledge outstanding efforts and achievements.
There are also clear career progression paths and regular performance reviews so employees understand how they can grow within the organisation, their strengths, and areas for improvement.
“Involving staff in decision-making processes, brainstorming sessions, and strategic planning makes them feel valued and integral to the company’s success,” Debono adds.
Flexible and remote working arrangements are additionally made available by BOV Fund Services, offering its employees a better worklife balance. This is proven to boost staff morale and productivity.
Team-building activities and social events, meanwhile, strengthen team cohesion even further and create a positive working environment, whilst comprehensive benefit packages and performance incentives lead to higher job satisfaction and increased productivity.
A happy and incentivised team will be key to BOV Fund Services achieving its future priorities and continuing to offer a great service.
“We are aiming to grow, increase our client base and revenues, diversify into different jurisdictions, and keep up with market trends,” concludes Debono.
Tel: +00356 2122 7148
infobovfs@bov.com www.bovfundservices.com
IGNITING ENERGY POTENTIAL
We
speak to Shahid Hassan, CEO, and Mohin Shaikh, Managing Director of Energia, about the company’s unwavering ability to provide innovative energy solutions across the Middle East and beyond
In an era of widespread sustainable innovation, Energia is leading the charge in forward-thinking energy solutions.
The company was established in 2011 with a vision to harness transformative energy for business growth and community prosperity across the Middle East.
“Our journey began with a commitment to delivering top-tier energy solutions and we have since evolved into a reliable and esteemed partner for our clients,” introduces Shahid Hassan, CEO.
As such, Energia’s founding principles are deeply rooted in innovation, excellence, and customer satisfaction. Moreover, in line with Saudi Vision
2030, the company is dedicated to empowering businesses and communities by providing cuttingedge technologies and strategic energy support, enabling seamless progression and sustainable growth.
Energia has grown into a leading provider of energy solutions in the past decade due to its specialisation in power rentals, cooling systems, welds, and tent solutions.
The company offers a vast range of products, including diesel engines, medium voltage transformers, and turnkey power plants. Alongside its abundant portfolio, Energia’s service offerings are meticulously crafted to ensure operational efficiency and customer satisfaction.
Shahid Hassan, CEO
Mohin Shaikh, Managing Director
Headquartered in Riyadh, the capital of Saudi Arabia, the business heralds a diverse client base across a wide range of sectors including civil construction, oil and gas, telecommunications, renewable energy, healthcare, and events.
The company also offers customers a tailored portfolio through its two subsidiaries, Energia Weld and Energia Tents, who both provide distinct services.
Established in 2015, the former delivers advanced welding solutions
catered to the specific needs of the oil and gas sectors and has become renowned for its precision and adherence to the highest safety standards.
Energia Tents, meanwhile, was founded to align with the region’s recent reforms in the events sector and subsequent emerging opportunities. The entity offers versatile and high-quality tent solutions for various applications, including temporary accommodation.
“Both subsidiaries reflect our
commitment to delivering specialised services that complement our core energy solutions, ensuring comprehensive support for our clients,” affirms Hassan.
AN INNOVATIVE PORTFOLIO
Energia is proud of its extensive involvement in many projects in the NEOM region of Saudi Arabia that redefine liveability and business, including The Line – a highly anticipated operation taking place in the Tabuk Province.
“We are focused on meeting and exceeding client expectations through the quality and timely delivery of all our work, whilst our exceptional on-site support has resulted in repeat orders from clients,” highlights Managing Director, Mohin Shaikh.
Additionally, Energia has implemented advanced Tier 4 emission solutions to meet the stringent environmental requirements of NEOM projects.
“By maintaining these high standards, we are successfully contributing to the realisation of
“OUR TEAM COLLABORATES CLOSELY WITH SUPPLIERS, ENGAGING IN PRODUCT ENHANCEMENT AND FIELD TRIALS TO ENSURE ROBUSTNESS AND RELIABILITY”
– MOHIN SHAIKH, MANAGING DIRECTOR, ENERGIA
initiatives in the region,” he adds.
The company is also engaged in several other prestigious projects across Saudi Arabia, showcasing its expertise and leadership as a solutions provider.
Indeed, Energia’s portfolio features national grid support initiatives that are critical for ensuring the stability and reliability of the country’s power grid, whilst also providing comprehensive energy solutions for seamless power supply to the kingdom’s mega sports and entertainment events.
The business’s involvement in major sports events highlights its versatility and ability to offer support in highenergy, fast-paced settings.
“These projects reinforce our reputation as a leading solutions provider and demonstrate our diverse capabilities and commitment to excellence,” expands Shaikh.
INVALUABLE SUPPORT
Key to Energia’s ability to deliver prosperous innovations is its devoted employee base.
“Our staff are the backbone of the company, and their dedication and expertise are pivotal to our success,” Hassan proudly states.
“The team consists of experienced and skilled professionals dedicated to delivering service excellence. Therefore, with a strong workforce and a commitment to quality, we have become a trusted partner for many prominent organisations.”
Energia empowers its employees by providing continuous training and professional development opportunities, ensuring they remain at the forefront of industry advancements.
Moreover, the company fosters a collaborative and inclusive work environment where all team members’ contributions are valued and recognised through performance incentives and career advancement opportunities, motivating and rewarding staff for their hard work and commitment.
“By investing in our employees, we ensure that they are well-equipped to deliver excellence and drive our company forward,” Hassan notes.
Another integral element to Energia’s success is its supply chain operations, which are anchored by critical partnerships with key product suppliers.
“Our team collaborates closely with suppliers, engaging in product enhancement and field trials to ensure robustness and reliability,” Shaikh informs us.
Moreover, the company’s
feedback is highly valued by its suppliers, who use it to refine and improve their specifications. This collaborative relationship is crucial for Energia, enabling the company to maintain high standards and deliver exceptional solutions for clients.
CORPORATE DUTIES
Great emphasis is placed on sustainable development by Energia, who actively engages in initiatives that promote environmental conservation, community welfare, and ethical governance.
400+ 100% 5,000+ 1 MILLION+
ENERGIA’S DIFFERENTIATING FACTORS
• Enhanced engineering capabilities – Continuously improving and upgrading its engineering skills and expertise to meet the evolving demands of the energy sector.
• Innovative solutions – Providing cost-effective and tailored solutions.
• Skilled workforce – Investing in workforce training and development.
• Strategic partnerships – Forming key alliances to expand service offerings.
For example, the company’s renewable energy projects, including social energy storage systems and battery energy storage solutions, contribute to reducing its carbon footprint and promoting clean energy.
Additionally, Energia supports local communities through various social programmes and initiatives centred around education, healthcare, and economic empowerment. Thus, the company’s governance practices guarantee transparency, accountability, and ethical conduct in all business dealings.
Energia’s corporate social responsibility (CSR) and environmental, social, and governance (ESG) practices align with Saudi Vision 2030, which Hassan is deeply grateful for.
“As a homegrown company, we are proud to contribute to the kingdom’s ambitious goals for economic diversification and sustainable development.
“Our success reflects the opportunities provided by this great nation, and we are dedicated to driving innovation and excellence in
“OUR SUCCESS REFLECTS THE OPPORTUNITIES PROVIDED BY THIS GREAT NATION, AND WE ARE DEDICATED TO DRIVING INNOVATION AND EXCELLENCE IN THE ENERGY SECTOR”
– SHAHID HASSAN, CEO, ENERGIA
the energy sector,” he expresses.
In accordance with its burgeoning ESG practices, Energia’s key priorities going forward are to advance its renewable energy portfolio, enhance its technological capabilities, and strengthen its market presence in the Middle East and beyond.
“Looking ahead, we aim to expand our renewable energy portfolio and embrace cutting-edge technologies, further solidifying our role as a leader in the energy solutions sector,” comments Hassan.
Meanwhile, the company also aims
to achieve significant milestones in its current projects whilst securing new opportunities that align with its strategic vision. Energia is likewise keen to diversify into emerging energy sectors, including hydrogen and advanced energy storage solutions, as well as expanding its manufacturing capabilities.
“Our goal is to drive transformative growth and solidify our position as a global leader in energy solutions,” he concludes.
Tel: 9200 333 02
info@energiaksa.com
https://www.energiaksa.com/
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EXECUTING EVOLUTION
EPC Groupe is a world leader in explosives manufacturing, storage and distribution, and primarily drilling and blasting. With multiple dynamic roles, including Area Manager of EPC Groupe’s Northern Europe Area, Managing Director of EPC-UK, and Chairman of the Institute of Quarrying, Ben Williams talks about the company’s roles and priorities in an evolving industry
Writer: Ed Budds | Project Manager: Eddie Clinton
EXPLOSIVE EVOLUTION
Having been in operation for over 130 years, EPC Groupe is a proven trailblazer in designing effective solutions and technological innovations for the mining, surface quarrying, and tunnelling sectors.
Constantly adapting to perform in a more globalised and dynamic market, the organisation provides services for
some of the world’s leading names in mining, cement, aggregates, civil engineering, and underground operations.
Believing that sustainability is impossible without evolution and adaptation, EPC Groupe prides itself on performing global operations in demanding fields safely, securely, and ethically.
“EPC GROUPE’S RECORD OF INVESTMENT IN EDUCATION AND PEOPLE’S DEVELOPMENT IS SOMETHING TO BE VERY PROUD OF, AS IS OUR ABILITY TO PROVIDE LONGEVITY AND CAREER PROGRESSION ACROSS ALL LEVELS IN THE BUSINESS”
- BEN WILLIAMS, AREA MANAGER, EPC GROUPE NORTHERN EUROPE
Supporting customers across all five continents with highperformance products and services for diverse and complex needs, the company is a pioneer in the field of integrated drilling and blasting, blast engineering, and special works. Its permanent investment in the R&D of products, tools, and solutions
improves customer performance, enables specialised logistics, and adds value without losing sight of a set of guiding SPIRIT values: safety, passion, integrity, respect, innovation, and teamwork.
AN INNATE PASSION
“Headquartered in France, EPC
Groupe operates in almost 30 countries around the world, within assigned areas of Mediterranean Europe, Africa, Asia Pacific, Americas, and my own region,” opens Ben Williams, Area Manager of EPC Groupe’s Northern Europe Area.
“We are operating in an exciting space, utilising the maturity of the continent’s markets in both surface and underground mining to create, develop, and apply new and relevant technologies and sustainable solutions. This is the template to support our industry on a wider global scale.
“The trends within Northern Europe right now are focused on mining’s evolution to become a sector that contributes to the long-term answers that benefit the planet, achievable through supporting industries’ battery technologies, alongside sustainable energy and transport solutions,” he elaborates.
Williams’ Northern European Area covers the markets of Ireland, the UK, Scandinavia, Greenland, Iceland, and the Baltics. Supported by a passionate team, he is working to expand
TEAM SOLUTIONS
What differentiates EPC Groupe from its competition in all markets is that the company is regarded as a solutions provider, not just as an explosives manufacturer.
business in these areas through the supply of EPC Groupe’s technology and products to regional operators.
INDUSTRY INNOVATOR
“I feel that internationally, we’re leading the way in providing the very drilling and blasting services needed to evolve the industry for the better,” Williams sets out.
Developments to achieve this are supported by four upper-tier Seveso sites, comprising three emulsion manufacturing sites in Sweden, the UK, and a joint venture in Ireland, as well as a logistics, energetics, and storage hub in the South East of England.
“In the UK, we’re producing and transporting surface bulk emulsion and delivering a fully integrated rock-on-ground (ROG) service, which includes all the elements required from drilling, blast design, and profiling through to the final blast,” he continues.
“Using our ROG+ service and
360-degree measurement, as well as combining smart blasting integration with a mine’s reporting tools, we can establish the best value for customers. In Sweden, concentration is placed on providing contractors with bulk emulsion production services for tunnelling, underground mining, and surface quarrying applications. Meanwhile, operations in Ireland are delivered as a technology-based bulk emulsion supplier, renowned for providing effective services to assist the customer in extracting value in their operations.”
PROJECT PROGRESSION
Williams goes on to detail the projects EPC Groupe’s Northern Europe Area currently has in the pipeline, including a successfully deployed drilling and blasting solution in Greenland led by EPC Sverige (Sweden).
Its product, manufactured in Sweden, has contributed to the infrastructure of two Greenland airport extensions in Nuuk and Ilulissat.
Working for different main contractors, EPC Sverige has provided explosives and project blasting advice for these two key projects to support tourism, as well as local mining companies’ logistical efforts to fly employees to and from the island, helping to generate commerce opportunities for Greenland in the long term.
Other key investments include the finalisation of a TNT booster manufacturing plant in the UK, intended to supply domestic and worldwide markets by early 2025.
Furthermore, priority is also being given to an increasing number of sustainability projects.
Through EPC Renewables activity, EPC-UK has enabled the delivery of a number of energy windfarm developments, whilst enabling a sustainable ‘countryside stewardship practice’ across its two buffer zone farmland estates.
In Sweden, EPC Groupe’s services
to support battery production, in addition to windfarm infrastructure, have increased further.
RESPECT AND INTEGRITY
From a personal perspective, Williams believes that you don’t choose this industry- it chooses you. Having joined the sector in 1995 with a background in leisure management, he found that once he’d had a taste for the work and culture involved and experienced the gravitas of blasts out in a surface quarry environment, he couldn’t look back.
“The personal passion I share with my teams for working in this industry is a driving force of our growing success, which must also be attributed to the trust and relationships we’ve developed with our key suppliers,” Williams says.
“We’re proud of the certified business continuity we have in place, which has contributed to forming the strengthened relationships that
Supporting EPC Groupe for over 30 years
Leith is a specialist provider of town and country planning services to clients across the UK and Europe, including EPC Groupe, which we have been advising for over 30 years.
Underpinning our business and people is a dedication to make lives better. This commitment has enabled us to make a real difference to our clients and communities.
If you own a site and want to find out whether planning permission is achievable, contact our specialist team:
unquestionably saw us through the challenges presented by the COVID-19 pandemic.
“During that time, team efforts came to the fore, and our commitment to safety was unwavering. I am always proud of our employees’ support of our SPIRIT values, which are consistently reflected throughout all areas of our business practices and beyond. The positive impact of our values was recognised last year when we won the prestigious Sir Frank Davies Trophy in the small and medium-sized enterprise (SME) category of the MPA Awards for performing as one of the safest operators and suppliers in the industry,” he enthuses.
“Our ongoing charitable endeavours also contribute to the SPIRIT value ethos and as a company, we have so far succeeded in raising funds to purchase, install, and provide training for over 30 lifesaving defibrillators within junior sports clubs and schools
across the UK,” Williams extends.
LOOKING AHEAD
As the industry’s landscape evolves, EPC Groupe’s Northern Europe Area’s key priorities for the forthcoming months will involve effectively delivering its booster manufacturing project and generating added value for customers through a new ROG+ service in the UK and Sweden.
“In Ireland, the focus will be on applying existing and proven expertise in establishing a robust logistics solution. Attention will also be paid to new areas for expansion. We’re looking to progress opportunities for EPC Renewables, collaborating with windfarm construction companies and furthering additional sustainable energy projects,” acclaims Williams.
Headway will also be made as a result of EPC Groupe’s recent acquisition of Vibraquipo, an international vibration measurement equipment manufacturer.
As the company’s projects progress, so too do Williams’ professional capabilities to support developments. In 2023, his contribution to the industry to date
was rewarded when he was appointed Chairman of the Institute of Quarrying (IQ) in the UK, a mineral extractives professional body with branches in Australia, New Zealand, Indonesia, Asia, South Africa, and Hong Kong.
Williams’ work to progress the global influence of the IQ will grow further in the coming months when he becomes the organisation’s incoming President in 2024.
A PINNACLE ROLE
“With so much change on the horizon, it’s an important time for the drilling and blasting and mining industries,” Williams states.
“WE’RE PROUD OF THE CERTIFIED BUSINESS CONTINUITY WE HAVE IN PLACE, WHICH HAS CONTRIBUTED TO FORMING THE STRENGTHENED RELATIONSHIPS THAT UNQUESTIONABLY SAW US THROUGH THE CHALLENGES PRESENTED BY THE COVID-19 PANDEMIC”
- BEN WILLIAMS, AREA MANAGER, EPC GROUPE NORTHERN EUROPE
an appetite to develop the skills our business needs to consider the opportunities that are out there. For us, the most important qualities we look for in a team member are passion, initiative, and a demonstrated desire to be part of our company culture.
“In my role as Chairman of the IQ, we have developed new career pathways, including a UK universityaccredited diploma in the use of explosives, which will be launched in Autumn 2024. Also, within the year, we are launching a suite of underground, tunnelling, and demolition courses to complement current material delivered by EPC-UK in collaboration with awarding bodies.
“EPC Groupe’s record of investment in education and people’s development is something to be very proud of, as is our ability to provide longevity and career progression across all levels in the business. Our industry is its people, and by
applying knowledge, commitment, and technological solutions, their capabilities and passion will forge the way to shaping this sector’s future,” he concludes.
Tel: 01773 832 253
info@epc-groupe.co.uk
www.epc-groupe.co.uk
Kunooz Oman Holding continues to transition from strength to strength across its mining, quarrying, and logistics projects. We speak to CEO, Naif Al Awaid, about the company’s guiding leadership philosophy and culture of care and improvement
Writer: Ed Budds Project Manager: Thomas Arnold
UNEARTHING TREASURE OMAN’S
UNEARTHING TREASURE OMAN’S
The Middle East is home to a titanic mining industry that is continuously evolving and growing into a key producer and supplier of bulk products and metals to pan-continental sectors.
Located within this vast region, the Sultanate of Oman (Oman) is an Arab nation found on the southeastern coast of the Arabian Peninsula.
Holding a strategically important position at the mouth of the Arabian Gulf, the nation is bordered by the United Arab Emirates (UAE), Saudi Arabia, and Yemen, and shares marine borders with Iran and Pakistan.
From the late 17th century, Oman was a powerful empire, historically vying with Portugal and Great Britain for influence in the Persian Gulf and Indian Ocean.
“WE WILL CONTINUE TO DRIVE THE BUSINESS FORWARD BY OPTIMISING OUR HUMAN RESOURCES; WE STRIVE TO EMPOWER A TOP MANAGEMENT TEAM WITH SUFFICIENT FLEXIBILITY TO ENHANCE OPERATIONAL EFFICIENCIES”
– NAIF AL AWAID, CEO, KUNOOZ OMAN HOLDING
At its apex in the 19th century, Omani influence and control extended across the Strait of Hormuz to Iran and modern-day Pakistan, spanning as far south as Zanzibar, today part of Tanzania.
At present, mining is among the industries forecasted to drive Oman’s future growth in the non-hydrocarbon gas sector and burgeoning financial prosperity.
Within this vast sector, Kunooz Oman Holding (KOH) is an established and respected company engaged in the mining of minerals and resources.
Its name in Arabic translates to “treasure”, in reference to precious metals and stones found under the earth, whilst also citing the broader mining industry, which digs out
mineral treasures from deep below the ground’s surface.
As Group CEO at KOH, Naif Al Awaid brings over 26 years of experience in the logistics, energy power generation, high-tech, and port ops, and engineering industries.
The company was incorporated in January 2014, following the consolidation of five subsidiaries and two associates in the mining, quarrying, transportation, and construction materials sectors.
“Our current strategy has involved ramping up and optimising our operations and balance sheet, identifying new opportunities and acquisition targets in order to become a key player in the mining space,” Al Awaid introduces.
KOH COMMITMENTS
KOH believes that occupational health, safety, security, and environment (HSSE) are key factors in its future business success and form part of its corporate core values.
KOH IS COMMITTED TO:
• Providing a safe and healthy workplace for all its stakeholders.
• Protecting the environment in which it operates and focusing on net zero strategies.
• Complying with all applicable legal requirements in Oman.
• Providing the necessary resources to manage its HSSE programmes effectively and continually improve their performance.
• Safeguarding all its assets from loss and damage.
• Training and motivating its employees, contractors, and suppliers to work in a safe and environmentally-responsible manner.
• Communicating and consulting with its employees and other interested parties on matters that affect their health and safety and encouraging their participation in HSSE management.
• Fostering a culture that empowers and supports the company’s people and assets.
GUIDING LEADERSHIP
For KOH, the company’s leadership philosophy acts as a guiding light and provides insight into the key perspectives transporting the whole organisation and its unwavering team spirit to a new horizon of opportunities and success.
This shared philosophy enables clear decision-making in the face of complex situations, empowering the team to achieve the intended results.
KOH’S VISION, MISSION, AND CORE VALUES
VISION – To bring mineral resources to the world that support the environmental development of Oman, while constantly striving to inspire progress.
MISSION – To create sustainable value for the company’s investors, the people it invests in, and the environments in which it works.
CORE VALUES
• Health and safety
• Transparency and integrity
• Effective collaboration
• Performance orientation
• Resourcefulness
“We must be consistent in our performance and apply best practices to create a culture of change and improvement,” Al Awaid tells us.
Inspiration and motivation are also key tools that KOH looks to employ across every facet of the business.
“Additionally, we are focused on transformational leadership while maintaining our Omani culture and values within the communities where we work.
“We do this by increasing local content and aim to increase in-country value that impacts our environment and main assets positively in order to achieve the optimal objective where safety, people, processes, and growth are developed simultaneously,” he adds.
Furthermore, KOH’s strategy involves setting clear goals and enacting a vision where it sets regular, clear objectives with timelines to achieve its overarching mission and vision.
“Creating healthy environments is one of the key factors for work-life balance, and safety has also been a priority for KOH and our people. We celebrate wins, acknowledge and reward our team’s achievements, and boost morale while encouraging continuous efforts towards our goals.”
As well as this, the company focuses on consistent communication, and listens to ideas, feedback, or concerns, whilst a two-way flow of information ensures everyone feels involved in the business.
“WE PROMOTE A HEALTHY WORK-LIFE BALANCE THROUGH FLEXIBLE SCHEDULES AND LEAVE POLICIES, AS WE BELIEVE THAT A COMPANY’S COMMITMENT TO EMPLOYEE WELL-BEING IS AN ONGOING JOURNEY, AND KOH CONTINUES TO EVOLVE ITS PRACTICES TO SUPPORT ITS WORKFORCE AND STAKEHOLDERS”
– NAIF AL AWAID, CEO, KUNOOZ OMAN HOLDING
“We stand on our success; by rewarding and celebrating, we identify where we can develop, improve, and bring consistency and growth to our teams and processes,” Al Awaid shares.
PRIORITISING EMPLOYEE
WELL-BEING
To date, KOH has always prioritised
the well-being of its people.
The company aims to guarantee safety, health, security, and a positive working environment as top priorities for taking care of its team.
“As responsible employees, we have implemented a rigorous risk assessment process and aligned all risk mitigation and precautionary measures to achieve our safety
parameters,” Al Awaid sets out.
“KOH celebrates safety days on an annual basis across all its subsidiaries, and we have also taken proactive measures in noise and dust control for areas where we operate, alongside offering medical insurance for all our staff and their families,” he affirms.
KOH adheres to all local labour requirements and working
hours standards, in addition to implementing flexible schedules and other initiatives that encourage its employees to work in a friendly, optimal environment.
“We promote a healthy work-life balance through flexible schedules and leave policies, as we believe that a company’s commitment to employee well-being is an ongoing journey, and KOH continues to evolve its practices to support its workforce and stakeholders.”
EFFICIENCY AND ENHANCEMENT
Looking ahead, KOH strives to place safety first for both its stakeholders and the communities in which it works.
“Given the fast-paced nature of the mining and quarrying industry, I believe each business has its own situations, culture, and difficulties to contend with. However, there are many common challenges for mining companies in Oman, but we need to focus on important topics such as safety,” Al Awaid confirms.
Alongside this, KOH looks to enhance its people development and talent management strategy, combined with the acceleration of business growth, in-country value, and net zero solutions.
KOH’s current aims include an ongoing plan to efficiently allocate capital to its operating companies to encourage individual and synergistic development.
“We will continue to drive the business forward by optimising our human resources; we strive to empower a top management team with sufficient flexibility to enhance operational efficiencies.
“In relation to this, we foresee extensive collaboration through partnerships found within our holding structure,” Al Awaid finishes.
KUNOOZ OMAN HOLDING Tel: 24222600 /601 www.kunoozoman.com
To round off each issue, we ask our contributing business leaders for their views on the same question
WHAT TRAITS DO YOU LOOK FOR IN AN EMPLOYEE?
Mohammad Bin
Sulaiman
CEO, Moro Hub
“At Moro Hub, we seek individuals who possess a blend of technical expertise, innovative thinking, and strong interpersonal skills.”
Mohin Shaikh
Managing Director, Energia
“When evaluating job applicants, we look for individuals who can thrive in a fastchanging environment, possess a positive attitude towards learning new skills and knowledge, and maintain a strong customer-centric approach.
“Having electrical knowledge is also a significant plus. These traits ensure that our team remains
dynamic, innovative, and dedicated to providing the best possible service to our clients.”
Dr Sue Barnes
Chief Executive, Wales Air Ambulance Charity
“Everything we do relies on teamwork, from our crews to our retail stores and volunteers. Our big ask is that everyone prioritises working together to deliver or to be something that is greater than the sum of our individual parts.”
Richard Hildick-Smith Managing Director of Infrastructure, SOCOTEC UK
“These days, candidates and CVs are becoming increasingly hard to differentiate. However, initial
phone conversations and face-to-face interviews make it increasingly easy to quickly determine whether someone is a good fit and has the right attitudes and values. Showing enthusiasm, being proactive and engaged, and making eye contact, for example, are big things.
“Very rarely can people know or do everything that the role requires. There is a learning element for all positions; therefore, people must be willing to do so.”
Aronne Debono Head of Business Development and Corporate Services, BOV Fund Services Limited
“We typically look for a combination of hard skills, soft skills, experience, and personal qualities that align with the role and company culture. Usually we would look at the industry knowledge the applicant has and thus relevant prior experience in similar roles or industries.
“Education and certifications that validate expertise in a specific field are also important, including intra and interpersonal skills. Given that most roles involve meeting clients, strong verbal and written communication skills are fundamental. We also believe in teamwork and the ability to collaborate effectively with others, and candidates should show certain capabilities in identifying and resolving issues efficiently.
“Finally, management strongly feels that clear and realistic career objectives that align with the company’s growth and opportunities are the most important factor in selecting the right people to join our team.”
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