Business Enquirer Magazine | Issue 143 | November 2025
FROM MICHELIN KITCHENS TO AIRLINE CABINS, MATT FARRELL AND AMI GROUP ARE ELEVATING IN-FLIGHT CUISINE INTO A GLOBAL EXPERIENCE OF TASTE AND INNOVATION.
PHOSCO POWERING THE FUTURE OF FOOD
RHI MAGNESITA GLOBAL LOGISTICS TRANSFORMATION
KAMOTO COPPER A NEW ERA OF DEVELOPMENT IN THE DRC
2025 WITH HELBLING, 5FLOW, ZETA, AND MERCK
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EXECUTIVE TEAM
Jamie Waite
CEO, EMG | Enquirer Media Group jamie.waite@busenq.com
Natoya Rimmer Global Head of Accounts natoya.rimmer@busenq.com
DATA ANALYSIS
Dan Reeves Head of Data dan.reeves@busenq.com
Kumar Nil-Khan Senior Data Strategy kumar.nilkhan@busenq.com
Simon Ferrening Production Manager Commercial Performance Analysis
SOCIAL MEDIA TEAM
Anita Terrell Social Media Manager anita.terrell@busenq.com
Lee Dixon Social Media Manager lee.dixon@busenq.com
HR
Susan Tumelty HR Partnered Company info@hrdept.co.uk
EDITORIAL
Laura Green Editor in Chief laura.green@busenq.com
Catherine Lafferty Business Editor catherine.lafferty@busenq.com
PRODUCTION
Remo Savino Production Assistant remo.savino@busenq.com
Jamie Bolton Head of Design jamie.bolton@busenq.com
Didie Nturo Head of Video & Content Creation didie.nturo@busenq.com
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Didie Nturo Lead Photographer didie.nturo@busenq.com
LEGAL
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A WORD FROM OUR TEAM
Welcome to the November 2025 Edition of Business Enquirer – Issue 143!
Welcome to the November Edition of Business Enquirer Magazine – Issue 143
As winter approaches, industries around the world continue to evolve through innovation, integrity, and people-centred leadership. This issue celebrates the organisations and individuals driving meaningful change, building stronger, smarter, and more connected futures across every sector.
We begin with RJ Group, a dynamic entrepreneurial ecosystem spanning manufacturing, real estate, and consumer goods across Africa and Europe. From LPG cylinder production that expands clean-cooking access across the continent to high-end property development and refurbishment in London, RJ Group operates on a guiding principle of “people first, relentlessly executed.” Managing Partner Jad Jaber explains, “We are building not just businesses, but ecosystems. The foundation is people, the enablers are governance and standardised best practice, and the direction of travel is innovation that creates long-term value for stakeholders and communities.”
This month’s Top 10 Leaders in Customer Service Experience celebrates the visionaries redefining excellence in client relationships. These leaders understand that loyalty is built on trust, empathy, and consistency, setting new global standards for exceptional service and meaningful engagement.
In Engineering the Future: AUTOMA+ 2025 – The Meeting Point of Innovation and Industry, we turn our attention to one of the year’s most influential events in automation and digital transformation. Now in its fifth edition, AUTOMA+ brings together global decision-makers shaping the next era of industrial innovation. Taking place from 24 to 25 November 2025 in Vösendorf, Austria, the congress explores how data, technology, and human expertise are redefining the way industries operate. As digital transformation accelerates across sectors from pharmaceuticals to energy, AUTOMA+ offers both a reflection of today’s progress and a clear view of tomorrow’s opportunities.
Also featured this month is RHI Magnesita, a global leader whose work underpins some of the world’s most essential industries. More than a supplier of refractories, it operates a vertically integrated system that spans mining, manufacturing, logistics, and recycling. Managing one of the most complex supply chains in existence, the company is building resilience and visibility across its global network. At the heart of this transformation are Daniel Prutti, Head of Global Logistics Planning and Procurement, and Marc Jägers, Global Logistics Innovation Technology Manager, who are driving a new era of efficiency, sustainability, and control across continents.
With many more features throughout this edition, Business Enquirer continues to highlight the leadership, innovation, and purpose shaping the future of business around the world. Enjoy the read.
If you have a business story you wish to share in 2025, please contact our Head of Production via production@busenq.com
HOW SMART CAPITAL IS POWERING THE NEXT WAVE OF INNOVATION NEWS 016
BUILDING A MORE RESILIENT GLOBAL ECONOMY NEWS 020
BUILDING CULTURE WITHOUT WALLS NEWS 024
POWERING A NEW ERA OF RESPONSIBLE RESOURCE DEVELOPMENT IN THE DRC
028 THIS MONTH’S
INTERNATIONAL HOTEL GROUP BUSINESS PARTNER UPDATES 008 IHG EXPANDS KIMPTON PORTFOLIO WITH FIRST AUSTRIAN SIGNING IN PARTNERSHIP WITH TRISTAR HOTELS
IYC IYC AND MOONEN YACHTS PROUDLY ANNOUNCE THE SALE OF THE EIGHTH MOONEN 122 MARTNIQUE
Q&A WITH DARREN WOOLLARD Q&A WITH ANDREAS NORÉN Q&A Q&A 032 036
064 052 118
CURAÇAO INTERNATIONAL AIRPORT
BUILDING A SEAMLESS FUTURE FOR AVIATION AND TOURISM
TRANSFORMATION RJ GROUP RHI MAGNESITA 106 096
KAMOTO COPPER COMPANY PHOSCO BUILDING ECOSYSTEMS, NOT JUST ENTERPRISES
LEADERS IN CUSTOMER SERVICE EXPERIENCE
INSIDE RHI MAGNESITA’S GLOBAL LOGISTICS
POWERING THE FUTURE OF FOOD INSIDE PHOSCO’S GASAAT PHOSPHATE PROJECT
FEATURE 040
COVER
INNOVATION ON A PLATE AT 30,000 FEET
AMI GROUP
AUTOMA SPECIAL 166
126
HELBLING
HOW HELBLING’S DIGITAL TWIN MODEL IS REWRITING THE RULES OF R&D
5FLOW
HOW 5FLOW ENSURES COMPLIANCE AND NETWORKING IN THE PACKAGING INDUSTRY.
ZETA
BUILDING THE DIGITAL BACKBONE OF LIFE SCIENCES
MERCK
FROM VISION TO REALITY. Q&A WITH MERCK
Dubai’s Skyline Redefined: Four Hotels Setting a New Standard for Urban Luxury
The Future of Luxury Beauty: Personalized Tech-Integrated Pampering
Beyond First Class The New Era of Bespoke Luxury Travel at The Ritz-Carlton, Koh Samui
Sky and Sea: Redefining Ultra-Exclusive Travel in Monaco
IHG EXPANDS KIMPTON PORTFOLIO WITH FIRST AUSTRIAN SIGNING IN PARTNERSHIP WITH TRISTAR HOTELS
Expected to open in mid-2028, Kimpton Salzburg will mark the brand’s entry into Austria
IHG Hotels & Resorts (IHG), one of the world’s leading hotel companies, announces the signing of Kimpton Salzburg, in partnership with tristar Austria GmbH. The hotel marks the luxury lifestyle brand’s entry into the Austrian market. Expected to open in mid-2028, Kimpton Salzburg will further enhance IHG’s expanding portfolio of 12* open Kimpton hotels in Europe, and a further six* in development.
Kimpton Salzburg will form part of a redevelopment project, led by Midstad, with the 119-room hotel joining a number of high-end retail units and other shops. The hotel’s prominent location within this vibrant new destination will invite both guests and locals to experience the brand’s distinctive blend of sophistication and playful hospitality firsthand.
Situated on the historic banks of the Salzach River, the hotel will benefit from convenient access to key transport routes as well as close proximity to Salzburg’s vibrant cultural district - placing guests within easy reach of renowned landmarks, festivals, and local attractions.
Guests staying at the unique, designforward hotel will enjoy a mix of guestrooms, including eleven suites with uninterrupted views of the river and castle. Guests will also have access to a spacious fitness centre and wellness area complete with a sauna and relaxation rooms. The hotel will also feature versatile meeting spaces, ideal for hosting large events and intimate gatherings.
(Mrs) Willemijn Geels, Vice President, Development, Europe, IHG Hotels & Resorts, said: “We are excited to expand our presence in the luxury and lifestyle market in Austria with the opening of Kimpton Salzburg, complementing our recently opened Kimpton Main Frankfurt. As Austria’s second-largest hospitality market after Vienna, Salzburg offers a compelling opportunity for the Kimpton brand to establish a presence.
Together with our trusted partner tristar Hotels, IHG now has over 5,000 rooms open and in development across the DACH region - a significant milestone that reflects our shared commitment to delivering exceptional experiences. We look forward to continuing to grow our portfolio and exploring new opportunities aligned with our vision for the region.”
Christina Locher, Managing Director, tristar Austria, said: “We are delighted
to grow our portfolio with IHG Hotels & Resorts through the signing of this exceptional Kimpton property, marking the brand’s exciting debut in Austria. The milestone also represents tristar’s first luxury hotel collaboration with IHG Hotels and Resorts, underscoring our shared commitment to delivering unparalleled guest experiences in premier destinations.”
Kimpton pioneered the concept of unique, distinctive, design-forward hotels in the United States. Founded in 1981 by visionary hotelier Bill Kimpton, the brand is inspired by his travels to Europe where Kimpton saw an opportunity for a hotel experience that was more than a place to stay, but rather a place to experience, feel a sense of belonging and explore. As
with all Kimptons, guests can enjoy perks such as Kimpton Kickstart morning coffee and tea service, evening refreshments at Kimpton Social, and the brand’s beloved “Forgot It? We’ve Got It!” amenity programme.
Kimpton Salzburg joins a growing portfolio of IHG properties across the DACH (Germany, Austria, and Switzerland) region, with more than 210* open hotels and a further 63* in development. This includes 14* open hotels in Austria across IHG’s InterContinental, Hotel Indigo, voco, Ruby Hotels, Holiday Inn, Holiday Inn Express and Garner brands, and a further five in the pipeline.
*Numbers as at 30 September 2025 unless otherwise stated
A rendering of Kimpton Salzburg
IYC AND MOONEN YACHTS PROUDLY ANNOUNCE THE SALE OF THE EIGHTH MOONEN 122 MARTNIQUE
IYC and Moonen Yachts are delighted to confirm the sale of the eighth hull in the shipyard’s highly successful Martinique series, the 123’ (37m) Moonen 122 Martinique YN206. The sale was facilitated by Max Bulley of Y.CO representing the buyer, and Moonen’s Global Sales Representatives Richard Gray and Matthew Stone on behalf of the shipyard.
Gray commented, “The deal on YN206 came together following this year’s Monaco Yacht Show, where we had the honor of showcasing a 2023 model from the Moonen Martinique range. It was a remarkable moment and a testament to the strength of our collaboration with the shipyard and the wider brokerage community. A huge congratulations to everyone involved, especially the new owners of the vessel who now join the Moonen family. We’re incredibly proud to be part of this milestone, marking the third Moonen sold this year through the IYC x Moonen partnership.”
This is the first 122 Martinique to enjoy an interior penned by acclaimed Dutch studio Vripack Yacht Design, whose thoughtfully balanced spaces designed to enhance guests’ connection with the sea proved hugely popular with the American client.
“We are delighted to confirm the sale of a new-build Moonen Martinique 37m on behalf of our client,” says Max Bulley. “We would like to thank the entire Moonen team for their outstanding collaboration and professionalism throughout this
process. We now look forward to working closely together to bring the project to completion and deliver an exceptional yacht. We wish the owners many years of enjoyment and unforgettable memories on board.”
Key interior highlights include a fullbeam Owner’s cabin 398ft² (37m²) on the main deck, forward-facing windows with breathtaking 180-degree views, and an expansive Galley and Pantry ensuring a world-class dining experience.
“We infused the interior of YN206 with a unique vision and a touch of Dutch pride,” says Marnix Hoekstra, Vripack’s CoCreative Director. “We are thrilled that it resonates so strongly with the client and look forward to working closely with them to bring their dream to life.”
Exterior designed by René van der Velden with naval architecture by Diana Yacht Design, the Moonen 122 Martinique features a refined exterior that maximises natural light, offers sweeping panoramic views, and enhances the onboard experience with flowing transitions between interior and exterior areas.
“This sale highlights the resounding success of our 122 Martinique platform, not to mention the consistent support we enjoy from the global brokerage community,” says Moonen Technical Director, Nicky van Zon. “True to Moonen’s ethos of personalisation, we’ll be incorporating several custom elements at the owner’s request, including the installation of a Jacuzzi on the sun deck.”
Currently under construction, the 345GT yacht is scheduled for delivery in April 2026.
REINVENTING LUXURY FOR A CHANGING WORLD
The luxury industry has always been a mirror of cultural values, shifting tastes and economic trends. In 2025, this reflective quality is more pronounced than ever, as high-end brands and services adapt to a world reshaped by digital innovation, changing consumer expectations and global socio-economic shifts. Far from being static or confined to tradition, the luxury sector is expanding its horizons with a dynamic blend of heritage and reinvention.
Luxury is no longer just about price tags or exclusivity. Today’s discerning consumers value meaning, craftsmanship, sustainability and the uniqueness of experiences. As such, the sector is witnessing a fascinating evolution. Goods and services once seen as status symbols are now viewed through the lens of personal enrichment and emotional engagement. The experience of luxury is becoming more intimate, more conscious and more immersive.
One of the defining characteristics of luxury in 2025 is the seamless fusion of
digital and physical realms. High fashion and haute horology are embracing virtual storefronts, digital twins and augmented reality in ways that go beyond novelty. These tools enhance storytelling, deepen brand engagement and provide access to audiences previously untapped. In particular, luxury brands are exploring new channels to cultivate loyalty among younger, digitally native consumers who prioritise transparency, interactivity and personal relevance.
Luxury travel and hospitality are also being redefined. No longer confined to lavish resorts or first-class flights, luxury experiences are shaped by narrative, authenticity and a sense of discovery. Private villas in remote locations, curated cultural immersions and bespoke wellness journeys are replacing traditional models. Personalisation is paramount, with travellers seeking experiences that reflect their values and aspirations. Sustainability and community engagement are now integral parts of what makes an experience truly luxurious.
The rise of ultra-personalised experiences is mirrored in the luxury retail space. Flagship stores are evolving into brand sanctuaries, offering multi-sensory environments where art, technology and service blend into a curated experience. From private appointments and on-demand ateliers to immersive installations, the emphasis is on intimacy and transformation rather than volume or spectacle. These spaces act as both showrooms and cultural salons, reflecting the evolving role of the luxury boutique.
Wellness continues to be a powerful driver within the luxury industry. The concept has expanded far beyond spa treatments to encompass holistic health, biohacking, mindfulness and preventative care. Highend wellness retreats, nutrition-focused skincare, and personalised fitness regimes are all part of this growing movement. The wealthiest consumers are prioritising longevity, mental health and inner balance just as much as aesthetic appeal.
Collectibles and craftsmanship are also seeing renewed interest. In an era of mass production and fleeting trends, the luxury consumer is placing greater value on the handmade, the bespoke and the storied. Whether it is limitededition timepieces, artisan jewellery or custom interiors, authenticity is at a premium. Heritage brands are revisiting traditional techniques while embracing contemporary design, resulting in offerings that are both timeless and progressive.
Sustainability remains a central theme across the luxury spectrum. Consumers expect accountability from the brands they support. Transparency around sourcing, labour practices and carbon footprints is now the norm. Circular models, such as rental, resale and upcycling, are gaining traction even in the uppermost tiers of the market. Luxury is increasingly associated with responsibility, creating space for innovation in materials, packaging and production.
Emerging markets are playing an increasingly influential role in shaping luxury trends. High-net-worth individuals in regions such as Southeast Asia, the Middle East and Africa are contributing to a more diverse and interconnected luxury ecosystem. Their preferences are influencing global collections, brand narratives and retail strategies. This shift is prompting established luxury houses to recalibrate their approaches to inclusivity and cultural nuance.
LUXURY
Technology remains an indispensable tool in this evolving landscape. Artificial intelligence is enabling hyperpersonalisation, from customised product recommendations to predictive concierge services. Virtual influencers, blockchainbased authentication and immersive digital fashion shows are not merely futuristic ideas but active components of luxury marketing and operations. Technology is enhancing not just how luxury is sold, but how it is experienced.
Philanthropy and purpose-led luxury are also gaining ground. Many of today’s luxury consumers are driven by a desire to make a positive impact. Brands that align with social causes, support craftsmanship communities or contribute to environmental restoration are earning deeper loyalty. The luxury purchase is increasingly seen as a statement of values as well as a symbol of success.
Across all categories, storytelling remains a powerful currency. Whether through the history of a vineyard, the philosophy behind a fashion house or the journey of a bespoke suit, narratives add depth and emotional weight to luxury. Consumers are drawn to stories that reflect their own aspirations, heritage or sense of adventure. As competition intensifies, the brands that succeed will be those that can tell compelling, authentic stories while maintaining exceptional quality and service.
The landscape of luxury in 2025 is one of fluidity, creativity and conscious consumption. The boundaries between sectors are blurring, and the expectations of consumers are rising. It is a world where tradition meets innovation, where global perspectives shape local experiences and where luxury is less about possessions and more about presence.
Business Enquirer will continue to track the visionaries and disruptors reshaping this space. From established maisons to next-generation startups, the luxury industry remains a fascinating lens through which to view broader cultural and economic currents. As tastes evolve and technologies advance, the world of luxury will continue to adapt, surprise and inspire. In the coming year, those looking to lead in this space must focus on depth rather than dazzle. Success will come to those who build lasting relationships, who innovate with integrity and who understand that true luxury is as much about meaning as it is about material.
HOW SMART CAPITAL IS POWERING THE NEXT WAVE OF INNOVATION
In a climate of rapid technological advancement, evolving consumer demands and global uncertainty, the ability to innovate has never been more critical. Innovation fuels growth, drives competitive advantage and solves complex problems that shape the future of industries. Yet behind every transformative idea lies a crucial enabler that often operates out of the spotlight: funding.
As we move through 2025, the funding landscape for innovation is shifting. Traditional sources of capital remain influential, but new models are emerging, driven by changes in investor behaviour, the rise of impact-led ventures and the increasing accessibility of financial tools. These developments are reshaping the way entrepreneurs, startups and established businesses bring bold ideas to life.
FUNDING INNOVATION
The future of innovation funding is not confined to venture capital or corporate investment. Today’s ecosystem includes a broader, more diverse set of players. Government-backed schemes, family offices, crowdfunding platforms and even decentralised finance are all playing a part in distributing resources to the next wave of disruptors. This democratisation of capital is enabling more voices to be heard and more ideas to find their footing.
One of the defining characteristics of innovation funding in 2025 is intentionality. Investors are not just backing profitable ideas; they are backing purposeful ones. Environmental sustainability, social equity and ethical governance are no longer peripheral considerations. They are central criteria in funding decisions. The most watched investors today are those who integrate impact into their investment thesis, actively seeking out ventures that deliver measurable benefits alongside financial returns.
At the same time, technology is playing a pivotal role in how funding is accessed and deployed. Platforms that use artificial intelligence to match investors with startups, tools that simplify due diligence and digital infrastructure that enables cross-border investing are streamlining the process. These technologies are lowering barriers to entry and accelerating the speed at which innovation can scale.
Yet, for all its sophistication, the funding environment is not without challenge. Market volatility, regulatory flux and geopolitical tensions can influence the flow of capital. Founders must not only be creative but also resilient and wellprepared. The leaders of tomorrow are those who understand that funding is not just a transaction but a relationship. They build trust, articulate vision and foster networks that go beyond money.
Corporate investors are also stepping into the spotlight, not just as sponsors but as collaborators. Many organisations are establishing internal venture arms or innovation labs that support external
startups while bringing fresh thinking into their own operations. These partnerships, when structured with mutual respect and aligned goals, are proving to be fertile ground for meaningful innovation.
Another area to watch is the growing intersection between academia and entrepreneurship. Universities and research institutions are increasingly becoming launchpads for commercially viable innovation, supported by dedicated funding streams and incubators. Spinouts from these ecosystems are often rooted in deep research and hold the potential to tackle some of society’s most pressing challenges.
Equally noteworthy is the rise of regional innovation hubs. While major cities still attract substantial attention, there is growing recognition of the potential found in less saturated markets. Funding is increasingly being directed towards regional ecosystems that foster community-based innovation and offer fertile ground for growth. These hubs often benefit from close ties between local government, academia and private investors.
In this evolving landscape, the personalities shaping the funding conversation are as important as the institutions. Business Enquirer is spotlighting the individuals who are leading this change. They include forward-thinking venture capitalists who challenge the norms of Silicon Valley playbooks, angel investors focused on underrepresented founders, and ecosystem builders who understand that infrastructure and inclusion go hand in hand.
What connects these leaders is a belief that innovation is not only about breakthrough products but about systemic transformation. They are funding projects that challenge status quos, reimagine legacy industries and create new value for future generations. They understand that smart funding is not simply about betting on success, but about investing in resilience, integrity and long-term impact.
FUNDING INNOVATION NEWS
They are also adopting flexible approaches. Rather than enforcing rigid investment criteria, they listen deeply to the needs of the founders they support. They know that innovation does not follow a single path and that adaptability is essential in recognising untapped opportunity.
In many cases, they act not just as investors, but as advisors, connectors and champions.
These funding leaders often bring more than capital to the table. They offer strategic guidance, access to networks and a sounding board for tough decisions. This kind of hands-on support can make the difference between an idea that fades and one that flourishes.
The funding stories to watch in 2025 are those where collaboration trumps control and where partnerships are grounded in shared purpose.
The importance of narrative cannot be overstated. Founders seeking funding in this environment must be able to tell compelling stories about their missions, markets and models. Investors are no longer swayed by pitch decks alone. They want to understand the deeper motivations behind a venture and the real-world problems it aims to solve.
Clarity, honesty and emotional resonance are as valuable as financial forecasts.
Looking ahead, we expect to see greater convergence between innovation funding and societal impact. The lines between profit and purpose are continuing to blur, giving rise to hybrid models that defy traditional labels. These may include blended finance arrangements, revenuebased funding or collective ownership structures. Each represents a move towards more inclusive, sustainable economies.
BUILDING A MORE RESILIENT GLOBAL ECONOMY
Global trade is once again at the forefront of economic conversation. As the world adjusts to shifting alliances, post-pandemic restructuring and digital acceleration, the architecture of international commerce is undergoing profound change. The year ahead promises to be a pivotal period for markets, with trade networks evolving in both subtle and seismic ways.
A new era of global trade is not defined solely by volumes or tariffs, but by relationships, resilience and responsiveness. In an increasingly multipolar world, power is distributed across more centres of influence. This reshaping is prompting businesses, governments and investors to reconsider their strategies. Trade is no longer just a question of supply and demand, but one of trust, adaptability and long-term vision.
Several key dynamics are influencing the development of trade networks in 2025. Among these is the recalibration of supply chains. The drive to shorten, localise or diversify supply routes continues to grow. Disruptions in recent years revealed the fragility of hyper-globalised systems. In response, many companies are embracing a more regionally grounded approach, creating mini-hubs of production and distribution that reduce risk and increase agility.
This shift has implications not only for manufacturing but also for logistics, finance and policy. Port cities, free trade zones and inland transport corridors are all gaining renewed strategic importance. Emerging markets, particularly in Southeast Asia, Africa and parts of South America, are positioning themselves as vital nodes within these restructured networks. Their roles in the global economy are becoming more central, not just as low-cost centres but as innovation partners and market gateways.
Digital infrastructure is also transforming trade at an unprecedented pace. From blockchain-enabled customs clearance to AI-driven demand forecasting, technology is removing friction from cross-border commerce. The rise of digital trade platforms is creating virtual bridges between buyers and sellers, often bypassing traditional intermediaries. This trend is especially powerful for small and medium-sized enterprises, which are now able to access global markets with fewer barriers.
Trade agreements continue to be important, but their nature is evolving. Rather than broad, multilateral pacts, there is increasing emphasis on targeted, bilateral or regional deals that align more closely with strategic interests. These agreements often go beyond tariffs
to cover digital trade, environmental standards and data governance. As a result, they are more nuanced and dynamic, reflecting the complexity of contemporary commerce.
One of the most closely watched regions in global trade this year is the Indo-Pacific. With its growing population, expanding economies and strategic shipping routes, the area is becoming a focal point for both cooperation and competition. Countries across the region are investing heavily in infrastructure, port upgrades and regional integration initiatives. At the same time, geopolitical tensions underscore the importance of strategic hedging and diversified partnerships.
Meanwhile, the resurgence of intraAfrican trade is drawing attention. With the continued rollout of the African Continental Free Trade Area, countries are seeking to strengthen commercial ties within the continent. This effort is supported by improvements in infrastructure, logistics and regulatory harmonisation. The long-term vision is to create a self-sustaining trade bloc that can balance global dependencies and support homegrown industries.
Europe remains a steady player, navigating its role in a shifting global order. The continent is working to strengthen its strategic autonomy, particularly in sectors like energy, technology and critical minerals. Trade policy is increasingly being used as a tool to promote sustainability and digital sovereignty. In parallel, European businesses are pursuing growth in emerging markets while maintaining close ties with traditional partners.
Latin America is also seeing renewed energy in trade discussions. Countries in the region are exploring new agreements with Asian partners, expanding digital trade initiatives and investing in green logistics. The interplay between natural resources, innovation and sustainability is positioning Latin America as a contributor to the next phase of global economic development.
MARKETS NEWS
Underlying these changes is a growing awareness of trade’s social and environmental impact. Consumers, regulators and investors now demand greater transparency and responsibility in global supply chains. Sustainability is no longer a bonus — it is a requirement. Companies embedding ethical sourcing, low-emission logistics and inclusive practices into their trade models gain both reputational and competitive advantage.
The role of cities as trade actors is becoming more prominent. Urban centres with advanced infrastructure, digital ecosystems and policy agility act as trade accelerators — gateways not only for goods but for ideas, talent and capital. Their influence extends beyond borders, shaping regional trade flows and global innovation patterns.
Looking ahead, the most successful trade networks will be built on collaboration. No country or company can navigate this environment alone. Strategic alliances, co-investment and knowledge sharing are essential. The capacity to build trust across cultures, sectors and borders will define the next generation of trade leadership.
Business Enquirer will continue to explore the individuals and organisations driving this transformation — from policymakers crafting next-generation agreements to entrepreneurs leveraging digital tools to access new markets. The human story behind trade remains as compelling as the economic data.
Trade in 2025 is not only about efficiency but resilience and relevance — creating systems that absorb shocks, adapt to change and deliver shared value. The networks to watch are not the largest or loudest, but those that are thoughtful, inclusive and forward-thinking.
In an era of uncertainty, trade remains a vital connector — linking economies, cultures and communities. It mirrors our global challenges while offering a pathway to shared opportunity. The future will belong to those who build bridges, not walls.
BUILDING CULTURE WITHOUT WALLS
In the shifting landscape of work, leadership is undergoing a transformation. No longer tethered to office corridors or in-person meetings, the modern leader is navigating a world where teams are dispersed, interactions are digital, and culture must travel through screens. As we approach 2025, the need for a new type of leadership has become not just apparent but essential. And with that need comes a new wave of individuals rising to the occasion, redefining what it means to lead.
Remote work is not a trend. It is a reality that has woven itself into the fabric of global business. From startups to multinationals, organisations have had to embrace flexible work models to stay competitive, resilient and attractive to talent. This shift has brought immense opportunity, but also a set of challenges that traditional leadership styles are illequipped to meet.
The leaders emerging now are not merely adapting; they are architecting entirely new frameworks of connection,
LEADERSHIP NEWS
motivation and productivity. Their approach is less about command and more about clarity. Less about supervision and more about support. They are fluent in emotional intelligence, digital communication and agile thinking. These qualities are becoming the currency of effective leadership in a time when visibility does not come from being seen, but from being felt.
At the heart of successful remote leadership is trust. In a remote setting, the traditional markers of productivity are blurred. Leaders cannot rely on presence as a proxy for performance. They must instead create environments of autonomy where outcomes speak louder than hours logged. The leaders to watch in 2025 are those who have made this mental shift, creating cultures where accountability is shared, and contribution is recognised in meaningful ways.
Empathy is no longer a soft skill; it is a core competency. The ability to understand the nuances of each team member’s context, challenges and strengths is key to building cohesive remote teams. Leaders who invest in truly listening and responding to their teams, even at a distance, are setting the standard for inclusive, human-centred workplaces.
Technology plays a crucial role, but it is not the whole story. Yes, the right tools enable smoother collaboration, but tools alone do not inspire loyalty or foster innovation. The real differentiator lies in how leaders use these tools to amplify culture rather than replace it. Video calls, digital whiteboards and chat platforms are only as effective as the intent behind them. Leaders who succeed are those who bring purpose and authenticity into every interaction, no matter the medium.
There is also a renewed focus on outcomes over activity. The best remote leaders understand that time online does not equal value delivered. They are shifting performance metrics away from rigid schedules and towards impact-driven goals. In doing so, they are empowering their teams to work in ways that suit them
best, whether that means working across time zones, flexible hours or project-based collaboration.
In this new era, communication must be intentional and inclusive. Remote work can exacerbate silos and misunderstandings if not managed carefully. The leaders who thrive are those who make space for informal connection as well as structured dialogue. They understand that culture is not built in allhands meetings alone but in the everyday interactions that form the fabric of team life. Informal check-ins, social virtual spaces and peer-to-peer recognition are tools they use not as afterthoughts but as essential components of team cohesion.
As the workplace evolves, so does the definition of visibility. For remote leaders, being visible is not about being constantly online or present in every conversation. It is about being a consistent source of guidance, clarity and support. The most effective leaders in 2025 will be those whose influence is felt even when they are not in the room. Their leadership style prioritises empowerment, not control.
Learning is another hallmark of the new leadership. The best remote leaders are perpetual students. They are open to feedback, willing to adapt and committed to growth for both themselves and their teams. They encourage experimentation, tolerate failure and celebrate learning as a continuous process. In a world where certainty is fleeting, adaptability has become a defining leadership trait.
So who are the leaders to watch in 2025? They are not always the loudest voices in the room or the ones with the most traditional accolades. They are those who are quietly reshaping work cultures from the inside out. They are the people managers who prioritise wellbeing, the executives who advocate for flexibility, and the founders who build distributed teams with intention and care.
They come from a range of industries and backgrounds, unified by their commitment to making remote work
LEADERSHIP NEWS
not just functional but fulfilling. They understand that the future of work is not about replicating the office online, but about reimagining what work can be when people are trusted, supported and inspired.
Business Enquirer has identified a cohort of these emerging leaders across sectors who are redefining expectations and leading the charge into this new world of work. From tech to finance, education to creative industries, these individuals exemplify what leadership looks like when it is designed for the digital age.
Their stories reveal common threads: a willingness to experiment, a focus on people over process, and a deep belief in the power of trust. They are building cultures where team members feel seen, heard and valued, regardless of where they are based.
As we look to the future, it is clear that the leaders who will shape the next chapter of business are not those who cling to legacy models, but those who embrace change with clarity and compassion. They are not just leading teams; they are leading movements towards more human, agile and meaningful work.
LEADERS IN CUSTOMER SERVICE EXPERIENCE
Customer service has evolved from a basic support function into a strategic pillar for brands across every sector. In 2025, delivering a standout customer experience is not only about solving problems efficiently but about anticipating needs, creating emotional connections and building loyalty through personalised interactions. In this context, a new generation of leaders is emerging, redefining the standards of service
excellence with creativity, empathy and technology-driven insight.
The following individuals represent a compelling mix of established names and rising stars. Each brings a distinct approach to shaping customer service within their industries, from tech to travel and retail to finance. They share a common belief in the power of humancentred design and innovation to create meaningful, memorable experiences.
TOP 10 LEADERS IN CUSTOMER SERVICE EXPERIENCE
KECIA STEELMAN
President and CEO of Ulta Beauty
Kecia Steelman is the President and CEO of Ulta Beauty, appointed in January 2025. With extensive experience in operations at Target, Home Depot, and Family Dollar, she is known for driving customer-centric strategies and streamlining operations to enhance the overall shopping experience. Under her leadership, Ulta Beauty continues to focus on innovation, personalised service, and delivering exceptional value to its customers.
JAKE KANTER
Vice President of Sales, EMEA at Twilio
Jake Kanter was appointed Vice President of Sales for Twilio’s EMEA region in October 2025. He has held various leadership roles at Twilio since 2014, including interim lead for LATAM and Regional VP for North America. In his new role, Kanter aims to drive growth and innovation, particularly leveraging AI for improved customer engagement.
CHRISTINE PALMER
Group Chief Risk Officer at ANZ
Christine Palmer will join ANZ as Group Chief Risk Officer on December 1, 2025. Previously serving in the same role at Santander UK, she has held senior positions at several major financial institutions, including ING and Royal Bank of Scotland. Her appointment aligns with ANZ’s strategy to improve customer experience, enhance risk controls, and build robust technology systems.
ANIKA ZUBAIR
Head of Customer Success at Griffin
Anika Zubair leads the customer success initiatives at Griffin, a company known for its commitment to delivering exceptional customer experiences. Her leadership is instrumental in fostering strong customer relationships and ensuring the success of clients through tailored solutions and proactive support. matik.io
LIOR ARUSSY Customer Experience Strategist
Lior Arussy is a leading expert in customer experience and a strategist. He’s known for transforming over 200 organizations worldwide, making him a sought-after consultant and speaker. His approach is practical and inspiring, focusing on effective change implementation with clients like Microsoft and SAP
MOZHDEH RASTEGARPANAH
Senior Director of Product Marketing at Zendesk
Overview: Mozhdeh RastegarPanah is a seasoned customer experience leader specializing in translating complex AI and CX technologies into impactful, scalable solutions for global businesses. Her work focuses on elevating customer support through messaging, automation, and omnichannel strategies
MATT COMYN
CEO of Commonwealth Bank of Australia (CBA)
Overview: Matt Comyn has led CBA since 2018, steering the bank through significant transformations. Under his leadership, CBA has invested heavily in technology and AI to enhance customer and employee experiences, including a $300 million investment in AI development
PAULINE BROWN
Former Chairman of North America at LVMH Moët Hennessy Louis Vuitton
Overview: Pauline Brown is a highly accomplished leader in the luxury sector. She served as the Chairman of North America for LVMH Moët Hennessy Louis Vuitton, providing regional leadership for 70 esteemed brands across five sectors
RICHARD JAMES
Director of CX, Web at AmplifAI
Richard James is recognized as one of the Top 50 Customer Service Leaders of 2025 by AmplifAI. He is known for his work in coaching and guiding teams to deliver exceptional customer experiences.
JEANNE BLISS
Leadership Speaker and Customer Experience Expert
Jeanne Bliss is a leadership speaker and customer experience expert with over 35 years in the field. She has held the position of Chief Customer Officer at major companies like Lands’ End, Coldwell Banker, Allstate, and Microsoft, where she significantly improved customer retention. She is an executive coach and developed a five-competency framework that has helped over 20,000 leaders drive customer-focused growth.
LEADERS IN CUSTOMER SERVICE EXPERIENCE
Q&A WITH DARREN WOOLLARD, NUTANIX
Navigating Technology’s Turning Point
The technology landscape is entering one of its most defining periods. Economic pressures, shifting market dynamics, and the rapid rise of artificial intelligence are forcing organisations to rethink how they innovate, invest, and lead. For Darren Woollard of Nutanix, this moment is not just about managing complexity but turning it into opportunity. As a subject matter expert with deep insight into how technology strategy intersects with business performance, he shares practical perspectives on the challenges facing today’s tech leaders and what it takes to stay ahead in a fast-evolving digital world.
QThe technology sector is evolving at remarkable speed. From your perspective, what are the biggest shifts currently shaping the market, and how are they influencing enterprise decision-making?
ADepending on the latest market news reports the predominant theme shifts from data security (from reported breaches) to AI. Polar opposites when you think about it. Comparing the worry about current data and then looking forward to how it can be manipulated for future gain. These topics set the tone for the need to find
a foundation that can address both but also opens up the conversation wider to nudging thought leadership that there is no silver bullet in one vendor. A distributed model Iis likely the best direction although due diligence must be applied toward the practicality and regulation.
QEconomic pressures have caused many businesses to reassess their digital priorities. How can organisations strike a balance between cost control and continued innovation?
ACost control comes in many forms. Business as usual with staffing, utilities expenditure, product licensing, staff education, and so on. Wherever the focus may be, I feel there is a need to accept that a reduction may only be appreciated after a period of running ‘the new thing’ alongside ‘the old thing’ while building confidence to cease ‘the old thing’. The same idea applies when buying a new car. In many cases we buy a replacement while still owning the old one. We then advertise the old one. During this time of advertising we’ve had to pay local taxes for it, insure it and keep it clean for the viewings. Innovation should ideally be sponsored by the business and not led by an IT team trying to find technology solutions to problems that don’t
DARREN WOOLLARD, NUTANIX
exist. This could result with unnecessary financial expenditure (immediate and long-term), utilisation of staff away from the business day job and impact the perception of IT’s capability.
QThe AI boom has brought both excitement and uncertainty. What advice would you give to leaders trying to identify where AI genuinely adds value versus where it may be overhyped?
AI (Accepting Inevitability), don’t fight it. The success stories I’ve seen to date within enterprises focus firmly around presenting back elements of document repositories. Think, knowledge base articles for support teams, medical records within on-premises health companies, legal documentation, etc… Solving a problem has been the heart of the adoption. These Initiatives were business driven and sponsored accordingly, not hyped ideas.
I see a major hurdle for senior leadership is defining the rules around AI from devices that staff bring into their working daily routines. They’re using “free” GPT engines and unwittingly providing internal sensitive information without guidance or understanding the impact to governance and data leaking.
QAs technology ecosystems become more complex, how are companies adapting their infrastructure strategies to stay agile and secure?
AI posit that adaptation is not the right approach. The IT industry is awash with products that can resolve single point issues and gap fill missing functionality, although that’s clearly not a holistic approach. Identify what is needed, seek guidance, apply due diligence to the learning and adhere to regulatory needs would be a good starting point. Complexity is systemic and adapting may only take you further down the rabbit hole.
QLeadership in technology today requires both technical understanding and strategic vision. How do you see the role of the technology leader evolving over the next few years?
AThe role needs to evolve into being a communicator of technology in language that resonates with the business leader(s), I’m referring to revenue benefits and impact amongst industry competitors. In turn, the business leaders to trust the technology leader(s) that their knowledge is in the best interest and that communication is flowing up and down.
QMany organisations struggle to translate digital transformation into measurable outcomes. What are the most common pitfalls, and how can they be avoided?
ABy implication, transformation is just that and where I see the fog descend over technical leader aspiration is the amount of effort required to review the ripples of impact to the business. All departments need to have a level of stakeholder involvement for what the ‘transformation statement’ is and what the intention is for final delivery. Invoking business analysts is a good start to maintaining a technology un-biased view when gathering data. Technology is important but should not be considered the primary driver for the business outcome.
QLooking ahead, what emerging trends or technologies do you believe will define the next phase of enterprise transformation, and how should leaders prepare for them now?
APutting hype of trendy technology to one side I’m envisaging that we’ll see the next phase of transformation in the form of organisations pushing back at the hyper-scalers and looking to regain control of their IT infrastructure and bringing it back on-premises. Costs continue to rise for many and when applications and data are hosted externally there’s an increased risk for inadvertently opening up a company’s data set to malicious interference or the public domain. Social media and public reporting tools are quick to highlight the failings of an enterprise. The damage to a brand and the subsequent customer loyalty provide the perfect opportunity for a competitor to sweep in.
WITHQ&A ANDREAS NORÉN
QAndreas, when you speak about Agentic AI, how do you define it, and in what ways does it represent a step beyond earlier generations of AI?
ASome years ago when Large Language Models (LLM) were introduced, this was a major breakthrough that enabled users to interact with data in new ways using a prompt in natural language.
Today we are seeing more AI assistance called Agentic AI. Agentic AI (or AI Agents) refers to an AI system that is designed not just to answer a prompt or classify data, but to autonomously perform complex, multi-step tasks to achieve a defined highlevel goal.
While Agentic AI uses the LLM as its “brain”, it goes from reasoning to action and can give LLMs access to tools, like your APIs, your data, and even other agents to complete tasks.
Imagine you give the AI agent a high-level goal to “maximize sales and inventory turnover for the upcoming fall fashion line across all channels.” The AI agent would break down the goal into sub-tasks. It could use a web browser tool to check social media trends and fashion news, and use a database API to pull required enterprise data it has access to.
The agent would then execute and generate a marketing plan, adjust
inventory by sending a request to the warehouse management system, and generate a report on the sales lift for the merchandising team. The AI agent can also self-reflect and iterate. This process could require many manual actions across multiple teams (Marketing, IT, Logistics) without the Agent, which executes the entire goal autonomously.
QFrom your vantage point in the field, which types of organisations are moving fastest in adopting Agentic AI, and what is driving their urgency?
AThat’s a good question. It’s difficult to highlight a specific type of organisation or industry — we’re seeing great interest and use across many sectors.
In my experience, organisations that are good at getting business and tech working together from the start of the AI journey are most successful. Having a business-oriented approach to AI is really important — starting from business needs, involving key stakeholders who deeply understand processes and how AI can add value.
Fast movers also tend to have AI readiness: strong data foundations, good governance, and a unified AI platform to manage end-to-end processes. Finally, upskilling both tech and business teams is crucial to fully use Agentic AI capabilities.
QMany businesses struggle to translate proofs of concept into scalable value. What do you see as the main reasons for this gap between experimentation and impact?
AI see three main reasons:
Many PoCs are chosen because the technology is “cool” or cutting-edge, not because they solve high-value business problems. Often there’s no clear business owner or integration into existing processes.
PoCs often rely on clean, curated data. At scale, AI must work with messy, real-time production data, which often breaks the model or requires reengineering.
The organisation lacks the infrastructure and governance framework to scale PoCs securely and consistently.
QIn practical terms, what foundations — technical, cultural, or organisational — are essential for businesses aiming to generate real value from Agentic AI?
ATo generate real value, all three must develop together.
Culturally, leadership must articulate how AI augments and elevates human work rather than replacing it. Training and upskilling are key. Start with a “lowhanging fruit” project to build confidence and demonstrate value.
Organisationally, create cross-functional AI agent teams that include business and tech. Define measurable KPIs, clear ownership, and accountability for results.
Technically, build a solid AI platform capable of managing data-to-deployment with strong governance.
QCould you share examples where Agentic AI has already demonstrated measurable outcomes?
AEven though it’s early days, there are several examples:
In marketing, Agentic AI streamlines content creation and campaign management, reducing time-to-market and creative turnaround.
Conversational analytics agents improve automation and self-service, helping business users reach insights faster without depending heavily on BI teams.
QInnovation often moves faster than regulation. How should leaders balance the opportunities of Agentic AI with governance, security, and trust?
AIt’s vital to embed governance, ethics, and accountability directly into the AI system’s architecture and lifecycle — not retrofit later.
Because Agentic AI acts autonomously, orchestration and oversight mechanisms are essential to maintain trust, safety, and compliance.
QIn your discussions with clients, what misconceptions about Agentic AI do you find most common?
AThe main challenge is understanding what Agentic AI actually is and where it adds value. Teams need opportunities to test and learn.
A common misconception is that Agentic AI is just an LLM. In reality, while LLMs generate responses, an AI Agent takes action — deciding next steps, executing tasks, and iterating until the goal is achieved.
This changes how teams work: data scientists can define problems and goals, then let multiple AI agents collaborate, accelerating ideation and prototyping dramatically.
Q
A
As these systems evolve, how is the role of humans changing, and what skills will be most critical?
QAgentic AI shifts workers from “doers” to designers, strategists, and auditors of AI agents.
AI can automate many operational tasks, freeing people to focus on higher-value activities — interpreting insights, refining strategy, or making creative decisions.
Critical skills will include:
Building, securing, and maintaining AI systems
Translating AI outcomes into business action
Communicating AI decisions to nontechnical stakeholders
AQLooking across sectors, where do you expect the most profound transformation from Agentic AI?
Agentic AI will move beyond automating single tasks to automating entire workflows, driving major productivity and service gains.
Examples include:
Healthcare & Life Sciences: AI agents analyzing medical data and enabling proactive, personalized care.
Technology: Automating parts of the software development lifecycle.
Retail: Automating content and marketing workflows for deeper personalisation.
QFinally, for executives at the early stage of adoption, what guiding principles ensure sustainable business value?
AStart with an AI-first mindset and focus on why, for whom, and what value AI creates.
Identify and prioritise “low-hanging fruit” — areas where AI can reimagine workflows or accelerate impact. Define measurable success criteria early.
Move from discussion to tangible use cases quickly — seeing results builds belief and momentum.
Encourage collaboration between business and tech from the outset, ideally via a joint AI forum that validates use cases, shares learnings, and fosters enthusiasm.
Finally, invest in data foundations, governance, and unified platforms — and don’t forget the human side: upskilling and inclusion of users in the AI journey.
INNOVATION ON A PLATE AT
30,000
INNOVATION
AMI GROUP PROJECT DIRECTED BY: STEPHEN VIVIAN
FEET
Airline food has long been the butt of jokes, often perceived as an afterthought rather than a defining part of the journey. Yet in 2025, with global carriers locked in competition for passenger loyalty, the dining experience at 30,000 feet has become a vital differentiator. At the centre of this transformation is AMI Group, the global travel solutions company redefining what in-flight cuisine can be. Business Enquirer sat down with Matt Farrell, Vice President of Culinary Innovation and Development at AMI Group, to explore the craft, complexity and creativity behind the meals that shape how we experience travel.
Matt’s story is as compelling as the food he designs. Raised in the Midwest of the United States, his earliest memories are of his family’s bakery. His father was a baker, his mother ran the business, and food was embedded in daily life. “Food was sort of always innately in my life,” he reflects. A degree in food science and human nutrition gave him the technical grounding, but it was at the Culinary Institute of America where Matt discovered his true calling. Graduating top of his class, he went on to work at three Michelin-starred restaurants, including the acclaimed Inn at Little Washington. There, he built the discipline and relentless standards that would later define his career.
By the age of 27, Matt had swapped Michelin dining rooms for a very different environment: airline catering. “We were producing around 10,000 meals a day. I didn’t even know this
was a career path for a chef,” he recalls. “No one really talks about airline food, only usually in a negative connotation. For me it became about fixing what people think about airline cuisine.” Within a few years he was the dedicated chef to American Airlines’ global menu design, travelling to more than 40 countries and weaving together food science, cultural discovery and large-scale innovation. His work caught the attention of CNN, National Geographic and other media outlets, raising awareness that airline food could be more than functional, it could be inspiring.
That reputation eventually led him to AMI Group, who two years ago invited Matt to build a culinary design division within their wider travel solutions portfolio. Headquartered in Santa Monica , with offices in Atlanta, Barcelona and Dublin , AMI is known for being disruptive, nimble and unafraid to rethink established norms. Matt now oversees a team of chefs, food sourcing specialists, marketers and event planners.. Together, they deliver cohesive culinary programs for airlines around the world, including AMI’s new role as culinary design partner for one of the world’s largest carriers.
When asked about leadership lessons from such a varied journey, Matt points to a philosophy that underpins much of his work: fail fast. “Since a lot of my background has been focused on design and innovation, my biggest thing is to fail fast. I love to push limits. There’s nothing I love more than hearing that something didn’t work in the past and therefore we shouldn’t try it again. If it doesn’t work, move on. Don’t waste time trying to force something that delays your team’s ability to find the next innovation.”
That restless energy is evident in how AMI approaches culinary design. Rather than imposing a one-size-fits-all model, the company listens carefully to each airline and creates tailored solutions. Menus are designed to elevate the onboard experience in a way that is operationally sound, brand-aligned and sensitive to the realities of global supply
FOOD & BEVERAGE AMI GROUP
chains. Matt’s team brings together chefs with backgrounds in Michelin dining, airline catering and large-scale food manufacturing, ensuring that bold ideas can be executed at scale without compromising safety or consistency. The inclusion of a wine team ensures food and beverage experiences are conceived holistically, not as separate components.
The balance between luxury and logistics is one of the industry’s defining challenges. “It’s extremely complicated,” Matt admits. “The supply chain is very long. When you have to think about trends, what’s happening now in restaurants may not be the trend eight months later when it goes on board. So we balance innovation with familiarity. Something must be interesting but also understood. Unlike a restaurant with a long menu, on board you have three or four choices. Each has to work for different walks of life.”
One example he shares illustrates this approach perfectly. A roasted butternut squash and apple soup served in first class came with a parmesan and black pepper marshmallow, added by flight attendants so that it melted into the broth. “To me it was quintessential fall,” Matt says with a smile. “It was like a big chunky sweater and a good hug. It was familiar flavours but done in an interesting way you’d never normally see on an aircraft.”
Behind such ideas lies a rigorous development process. Sometimes the team proactively develops concepts they believe the industry is missing and takes them to airlines, offering exclusivity to early adopters. Other times, airlines issue briefs, perhaps to refresh menus on all transatlantic routes. From there the AMI team conducts research, develops recipes, refines them through tasting sessions and final approvals, and then manages the supply chain to get meals onto flights. The process can take three to six months, though smaller changes can be made in weeks.
Maintaining quality is as important as creating it. AMI produces training videos flight attendants can access on their phones, showing how to plate dishes correctly. Menu guides provide descriptions to help crew present meals confidently, and passenger feedback, whether through surveys or anecdotal reports from crew, is analysed to refine dishes in future. If a recipe is underperforming, the team tweaks it rather than discarding it outright, identifying whether it is the protein, the sauce, or another element that needs attention.
Consumer preferences and cultural diversity add another layer of complexity. Allergens, dietary requirements and religious restrictions are addressed through carefully designed “special meals” to ensure passengers are not left without options. Generational expectations shape menus too. “Millennials and Gen Z are looking for more global cuisine, more fusion, more adventurous flavours,” Matt explains. “Older generations may prefer more classic dishes. When you only have a handful of options to satisfy an entire aircraft, rotation becomes essential.” Business class and domestic first-class
menus often change monthly, while long-haul rotations vary from one to two months. The frequency is higher than most passengers realise, reflecting how important novelty has become.
Sustainability is equally critical. AMI works with plant-based and alternative protein suppliers such as Impossible, integrates more sustainable packaging, and helps airlines implement recycling and pre-order programs that reduce waste. Signature hub dishes, unique to departure cities, add excitement while streamlining demand forecasting. “It’s about making the
experience better while also being smarter with resources,” Matt notes.
Partnerships are central to this ecosystem. AMI’s food sourcing teams in Atlanta and Barcelona are constantly scouting new products, from high-profile brands to niche startups. “We have a thorough vetting process through QA and food safety before anything reaches an airline,” Matt says. “We look for strategic partnerships to upgrade the experience, whether that’s with a global name or a small brand with just a few stores. Part of the excitement is
Marfo FMA: Elevating Global Airline Dining with Culturally Tailored Premium Meals
In the competitive world of inflight catering, Marfo FMA has emerged as a leading innovator, crafting bespoke meal solutions that reflect the cultural nuances and culinary expectations of passengers across North America, Europe and Asia.
With decades of expertise in premium and economy cabin dining, the company has mastered the art of balancing authenticity, luxury, and operational efficiency — transforming how airlines serve their most discerning customers. By
blending authentic regional flavors with advanced production systems, it ensures consistency, reliability, and sustainability.
Through its culturally attuned, premium meal solutions, Marfo FMA continues to set a new benchmark for inflight dining. The result is not only elevated passenger satisfaction but also stronger brand distinction for airlines striving to deliver an unforgettable culinary journey above the clouds.
www.marfofma.com
helping those smaller players scale to 30,000 feet.” The challenge, of course, is production capacity. Some AMI suppliers manufacture items in volumes of up to eight million a month. Not every boutique brand is ready for that leap, but AMI mentors them through the process when possible.
So what sets AMI apart in a competitive market? Matt believes it is their willingness to listen. “We don’t just say, ‘Here’s what we have, take it or leave it.’ We listen to what the airline wants and then create the solution. Our culinary team, our procurement, QA, operations, logistics management, co-packing and wine teams all work together as a one-stop shop. That’s why airlines choose us.”
Looking ahead, Matt is particularly energised by trends shaping culinary innovation more broadly. “In the past the trend was eat less. Now it’s about eat smart. Food doubling as functional, collagen, protein, all of that. Convenience and ready-to-eat options are exploding, especially with Gen Z. Social media chaos is another driver. You see something viral and brands immediately create products around it. Unexpected partnerships are another big one, like Magnolia Bakery teaming up with a lip brand for banana pudding lip gloss. And of course globalised cuisines, greater cultural fusion as travel expands.”
Even virtue signalling, he notes, is playing a role. “People express their choices as a reflection of character, saying they only eat farm-raised for instance, as a way to signal values. It’s part of the cultural dialogue now, and food innovation has to acknowledge it.” For emerging chefs and innovators, Matt’s advice is to embrace constraints. “Sometimes the best innovation happens in the most restricted situations. Don’t be afraid of industries with rules and guidelines. That’s where creativity can shine.”
As for AMI’s future, the focus is on international growth. The Barcelona office will play a central role in supporting European, Middle Eastern, Asian and South American carriers. The company’s track record in North America provides a strong foundation, but Matt sees the greatest opportunities in expanding globally. Team growth, cross-border partnerships and continued investment in design processes will be key.
At the heart of it all lies what Matt calls “safe experimentation,” a balance of familiarity and innovation. “Take something nostalgic, like braised beef, which almost every culture recognises. Add a touch of gochujang or another unexpected flavour. Passengers understand enough of the dish to try it, but they’re also introduced to something new. That’s how we innovate successfully, by mixing the familiar with the surprising.”
The process is highly collaborative. Matt and his team constantly exchange ideas, whether sparked by a social media post, a dinner out, or a passing trend. Ideas are mapped on whiteboards, refined through debate, and filtered through the lens of execution. What can be plated on board, what flight attendants can manage without disruption, what works at scale. The energy is contagious. “I’m always sending recipes and ideas to the team. They sometimes tell me to calm down,” he laughs. “But that’s the fun of it. The challenge is what makes it exciting.”
Airline food may never escape every joke, but under Matt’s guidance, it has become something far more interesting than a punchline. It is a canvas for cultural exchange, a test of operational ingenuity, and increasingly, a defining part of the passenger journey. With AMI Group at the helm of culinary innovation for the one of the world’s largest airlines and an eye firmly set on global expansion, the era of the in-flight meal as an afterthought is over.
For Matt, it is simply the next chapter in a career defined by turning constraints into creativity. “This industry is challenging,” he admits. “But in its challenge, it’s incredibly exciting. That’s where the best ideas are born.”
www.amigrp.com
PROJECT DIRECTED BY: GARY
SMITH
KAMOTO COPPER COMPANY:
POWERING A NEW ERA OF RESPONSIBLE RESOURCE DEVELOPMENT IN THE DRC
In the heart of Africa’s Copperbelt, where the red earth of Lualaba meets the horizon and the air hums with industry, Kamoto Copper Company stands as one of the most significant mining operations on the continent. Based in Kolwezi, in the Democratic Republic of the Congo, the company plays a central role in producing two metals that have become essential to the world’s clean energy transition: copper and cobalt. These materials are more than industrial commodities. They are the foundation of the technologies driving electrification, renewable energy and digital connectivity, and their responsible production is a matter of global importance.
The name Kamoto comes from the Swahili word meaning “small fire.” It is an apt symbol of a company that began as a spark within the DRC’s vast Copperbelt and has since grown into a major force in international mining. From
its early operations to its present-day sophistication, Kamoto Copper Company has pursued a strategy of integration and long-term sustainability. Its portfolio includes two open-pit mines, KOV and Mashamba East, one underground mine known as KTO, the Kamoto concentrator (KTC), and the Luilu refinery, which together form a complete chain from extraction to refined product. Each facility contributes to a process designed for efficiency, safety and environmental responsibility, ensuring that every tonne of copper and cobalt hydroxide produced reflects not only operational excellence but also respect for the land and the people who work it.
Kolwezi, often referred to as the capital of the Copperbelt, has long been synonymous with natural wealth. Yet in recent years it has also become a symbol of transformation. Modernisation of mining techniques, investment in
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COPPER COMPANY
SYM Technologies Group – Driving Smarter, Safer, More Efficient Mining
In modern mining, success depends on more than powerful machines and experienced crews. It’s about using data, insight, and connected technology to work smarter, safer, and more efficiently. That’s exactly what SYM Technologies Group helps its clients achieve.
Based in Kolwezi, Democratic Republic of Congo, SYM Technologies Group specialises in helping mining companies optimise operations through intelligent technology integration and data-driven decision-making. Their goal is clear – to help clients turn complex data into practical insight that improves performance on the ground.
What sets SYM apart is its understanding of how mining really works. The team doesn’t just install systems; they collaborate with clients to make sure every solution delivers genuine value in day-to-day operations. Their services cover the full process – from data structuring and analytics to hardware installation, commissioning, and ongoing support.
A key part of SYM’s offering is “Personalised Analytics.” This service replaces static spreadsheets with modern, visual dashboards that give managers instant clarity. The dashboards make it easy to identify trends, spot inefficiencies, and make informed decisions faster. It’s a smarter, more visual way to keep track of performance and productivity.
Behind the scenes, SYM’s “Integration and Data Structuring” service ensures that systems connect seamlessly. Mining sites often run multiple technologies that don’t naturally communicate with each other. SYM builds the framework that allows data to flow reliably
across platforms, giving clients a single, trustworthy source of information.
Project management is another area where SYM excels. The company supports clients throughout the entire implementation process – from selecting the right project methodology to training teams and managing change effectively. Installations follow strict OEM standards, with every piece of hardware tested and validated before going live.
At the heart of SYM Technologies’ approach are the values of safety, transparency, and quality. The company prides itself on building partnerships based on trust and collaboration. Every project begins with a detailed analysis of cost bases and performance drivers, ensuring the final solution delivers measurable results.
SYM has extensive experience working with technologies such as Fleet Management Systems, Machine Guidance, Asset Health Monitoring, Collision Avoidance Systems, Decision Support Systems, and Wi-Fi network infrastructure. This broad technical capability allows them to deliver integrated, reliable systems tailored to each client’s needs.
Ultimately, SYM Technologies Group is more than a technology provider. It’s a trusted partner helping mining operations become more connected, efficient, and future-ready. By combining technical expertise with a hands-on, people-first approach, SYM is setting a new standard for how mining businesses embrace digital transformation and achieve sustainable success.
www.symtechnologiesgroup.com
Powering Progress in Every Environment – The Elephant Trade Story
In a world where industry demands precision, safety and reliability, Elephant Trade has emerged as a trusted partner delivering world-class electrical, instrumentation and PLC automation services across the globe. With a heritage built on engineering excellence and hands-on expertise, the company continues to redefine how technical support is delivered in some of the most challenging industrial environments.
Headquartered in London and operating across mining, construction and energy sectors, Elephant Trade specialises in providing fully integrated technical solutions, from electrical construction and commissioning to ongoing maintenance and automation. The company’s dynamic teams, comprising both local and expatriate specialists, are known for their ability to mobilise rapidly and perform under pressure while maintaining the highest international standards of safety and compliance.
At the heart of Elephant Trade’s success is its commitment to people and precision. Skilled
technicians, control engineers and instrumentation experts work side by side to ensure seamless integration of complex systems, supporting clients through every stage of a project’s lifecycle. Each assignment is guided by the company’s hallmark approach: adaptability, accountability and absolute attention to detail.
Whether powering up a remote mining site, streamlining automation for an industrial plant or enhancing performance through smart instrumentation, Elephant Trade delivers more than just technical solutions, it delivers confidence.
As industries continue to evolve, Elephant Trade stands ready to support the next generation of progress, combining technical innovation with the reliability and integrity that have defined its name for over two decades.
Elephant Trade. Engineering excellence without boundaries.
KAMOTO COPPER COMPANY
local infrastructure and a focus on community development have changed the landscape from one defined purely by extraction to one that embodies progress and possibility. Within this evolution, Kamoto Copper Company occupies a defining position. Its open-pit operations use advanced fleet management systems and precise monitoring to manage ore recovery with minimal waste, while the KTO underground mine relies on highly trained teams and advanced engineering to ensure production continuity under demanding conditions.
At the Luilu refinery, the process comes full circle. Copper cathodes and cobalt hydroxide are produced under strict quality control to meet international export standards. What emerges is not just refined metal but proof of an industrial system capable of consistency and transparency. The refinery’s integration with the concentrator and mine network enables a streamlined flow of material, reducing logistics costs and environmental impact while improving traceability.
Safety lies at the heart of the company’s culture. Mining is a demanding environment that tests both technology and human resilience, but Kamoto Copper Company treats safety as an essential value rather than a procedural requirement. Continuous training, predictive maintenance, and open communication underpin a working environment built on trust and accountability. Mechanical wear is tracked before it becomes failure, operations are monitored in real time, and environmental sensors ensure that activities remain within safe thresholds. By embedding these practices in daily operations, the company reinforces a mindset where responsibility and performance are inseparable.
Equally important is the development of local skills. The workforce at Kamoto Copper Company is primarily Congolese, and structured training programmes ensure that expertise remains within the country long after projects evolve.
Employees receive instruction in engineering, technical operations, and environmental management, gaining access to career pathways that strengthen both individual prospects and national capacity. This investment in people aligns with the wider ambition of transforming the DRC’s natural resources into sustainable economic empowerment.
The global conversation around mining has changed dramatically in the last decade. As demand for copper and cobalt has risen, so too have expectations around environmental stewardship and ethical sourcing. Kamoto Copper Company recognises this reality and integrates sustainability into every stage of production. Water use is managed through closed-loop systems to minimise discharge, tailings are treated and monitored carefully, and biodiversity programmes are underway to rehabilitate land as operations progress. Where land has been disturbed, replanting and soil restoration initiatives aim to return the terrain to a productive ecological state.
The company also invests directly in its surrounding communities. Education, healthcare and infrastructure projects are central to its social responsibility strategy, ensuring that the benefits of mining extend well beyond the site perimeter. Roads, schools and clinics supported by KCC help to anchor local growth, while partnerships with regional authorities strengthen governance and shared accountability. The result is a social framework that reflects mutual respect between enterprise and community.
Copper and cobalt occupy a special place in the story of modern technology. Copper’s unmatched conductivity makes it indispensable for renewable energy systems, electric vehicles and digital infrastructure, while cobalt remains crucial to the batteries that power everything from mobile devices to grid storage. Without these materials, the global transition to cleaner energy would stall. Kamoto Copper Company’s production contributes directly to this transformation. By providing responsibly
KAMOTO COPPER COMPANY
sourced copper and cobalt, it supports manufacturers around the world in their shift toward sustainability. Analysts predict that demand for copper could double by 2035, with cobalt rising by more than 70 percent. For the DRC, which holds some of the largest reserves of both, this represents not only opportunity but responsibility.
Technology now drives much of that responsibility. Modern mining depends on data as much as on machinery. Kamoto Copper Company has embraced digital tools to enhance transparency, efficiency and accountability. Sensors and data analytics track production variables from ore quality to equipment performance, enabling managers to make informed decisions in real time. Predictive maintenance systems reduce downtime and improve safety, while digital documentation strengthens traceability across the supply chain. This digital integration ensures that customers and regulators can follow materials from mine to market with confidence in their ethical provenance.
The global cobalt market has been particularly sensitive to questions of traceability. Ethical sourcing has become a decisive factor for industries reliant on rechargeable batteries, and companies around the world are scrutinising their supply chains. Kamoto Copper Company’s adherence to international standards of transparency and responsible production provides reassurance that the cobalt entering global circuits supports, rather than undermines, sustainable development.
The company’s influence extends well beyond its gates. Through its procurement and contracting policies, it supports a wide ecosystem of local suppliers and service providers. This multiplier effect strengthens the regional economy, stimulating entrepreneurship and helping small businesses to flourish. In Kolwezi and the wider Lualaba Province, the infrastructure improvements and local spending associated with the company’s operations have tangible social and
KAMOTO COPPER COMPANY
economic impact. By sourcing materials and services locally wherever possible, Kamoto Copper Company reinforces a cycle of reinvestment that benefits the entire region.
Like all major producers, KCC faces an increasingly complex global environment. Commodity prices fluctuate, export regulations evolve, and environmental scrutiny intensifies. The company’s response has been to focus on resilience. By aligning operational stability with sustainability objectives, it maintains the flexibility to adapt to changing market conditions while continuing to deliver consistent output. Recent uncertainties in global cobalt exports have demonstrated how essential that adaptability can be, and KCC’s disciplined management has allowed it to maintain progress even amid shifting external pressures.
The long-term fundamentals remain strong. As the world races to decarbonise, the need for copper and cobalt will only deepen. Demand for clean energy technologies, electric vehicles and advanced electronics depends on a secure and responsible supply chain. Kamoto Copper Company, with its integrated model and commitment to sustainable practice, occupies a pivotal position in that chain. Its operations illustrate how resource extraction can coexist with innovation, environmental care and social progress.
The story of Kamoto Copper Company is not just about the production of metals. It is about the evolution of an entire industrial philosophy within the DRC. It reflects how a company, grounded in one of the world’s richest mineral regions, can redefine what responsible mining looks like. The “small fire” that gave the company its name has become a guiding light for a new era of African mining, one that values integrity and long-term vision as much as output.
As the energy transition accelerates, the demand for transparency and sustainability will continue to shape the global minerals industry. Kamoto
KAMOTO COPPER COMPANY
Copper Company’s ongoing investment in technology, people and environmental stewardship shows that progress need not come at the expense of principle. Its operations in Kolwezi stand as evidence that the future of mining can be both productive and ethical, both profitable and respectful of the planet.
In the broader narrative of global development, the DRC’s mineral wealth is often described as both a blessing and a challenge. Companies like Kamoto Copper Company are proving that with the right balance of innovation, discipline and social responsibility, it can be far more of the former. Every shipment of copper and cobalt leaving Kolwezi represents not only a contribution to the world’s clean energy future but also a commitment to a model of progress that values sustainability as a measure of success.
From the mines that stretch across Lualaba’s copper-rich soil to the refinery that refines and ships its output to international markets, Kamoto Copper Company continues to shape the story of modern mining in Africa. It has built a foundation on technical mastery, environmental awareness and community engagement, showing that a “small fire” can illuminate a path toward global transformation.
www.kamotocoppercompany.com
BUILDING A SEAMLESS FUTURE FOR AVIATION AND TOURISM
As Curaçao Airport Partners (CAP), the operator of Curaçao International Airport, steps into the future, its leadership under CEO Ricardo Hernández has been instrumental in shaping the airport’s expansion strategy and ambitions. The airport is no longer just a transportation hub; under Hernández’s guidance, it is transitioning into a central part of Curaçao’s tourism and economic growth. From major infrastructure upgrades to expanding air cargo capabilities and enhancing the passenger experience, Curaçao International Airport is positioning itself as a key player in the Caribbean and a global gateway for international commodities.
Ricardo Hernández brings a wealth of experience to the airport. His career spans over a decade in aviation, having worked on major infrastructure projects across Central America and the Caribbean, including metro stations and large-scale
CURAÇAO INTERNATIONAL AIRPORT PROJECT DIRECTED BY: GARY
SMITH
Café Barista Group: Redefining Taste at the Curaçao
International Airpor t
é Marshe Gastrohall, part of the Café Barista Group is enhancing the passenger experience with a diverse range of culinary concepts that deliver quality, speed and Caribbean hospitality.
From the dynamic Snax location to the fresh convenience of Plantation Fresh 2 Go, every detail is designed to delight.
Travelers can sip handcrafted cocktails at Bar 22, enjoy tropical gelato at Victoria Gelati or savor premium Colombian coffee throughout the terminal.
Whether it’s a quick bite or a relaxing moment, é Marshe turns airport dining into part of the journey.
Discover more at the Curaçao International Airport proudly served by the Café Barista Group.
“Real Food. Simply extraordinary ”
Café Barista Group: Redefining Taste at Curaçao International Airport
As Curaçao International Airport continues to modernize and elevate the passenger experience, one name stands out in reshaping how travelers dine before or after their flight: Café Barista Group. With a growing portfolio of culinary concepts located throughout the airport, the group has made it their mission to bring quality, creativity, and Caribbean warmth to every table.
From gourmet sandwiches to gelato, coldpressed juices to cocktails, Café Barista Group’s innovative offerings are setting a new standard for airport dining — combining convenience with craftsmanship.
é Marshe Gastro Hall: A Culinary Destination at Departure
At the heart of the airport’s departure terminal lies é Marshe Gastro Hall, a vibrant food court-style space where travelers can experience a true taste of Curaçao — as well as a few European favorites. This modern dining hub brings together multiple food concepts under one roof, all carefully designed to meet the needs of today’s global traveler:
Snax
Craving something comforting and fast? Snax offers a variety of Dutch-style finger foods, juicy burgers, and the traditional yet trendy Italian Pinsa — a light, crispy alternative to pizza.
Boulangerie
A tribute to fresh, French-inspired fare, Boulangerie features Délifrance sweet and savory pastries, as well as made-to-order baguettes and crisp salads. Perfect for a light lunch or satisfying snack.
Revival
A wellness-forward concept, Revival serves cold-pressed juices packed with tropical flavors and nutrients. It also proudly offers Café Barista’s 100% Colombian gourmet
coffee, prepared by certified baristas for the perfect pre-flight pick-me-up.
Plantation Fresh 2 Go: Convenient, Fresh, and Flavorful
Plantation Fresh 2 Go is designed with the modern traveler in mind — offering quick, high-quality options without compromising on taste or freshness. This grab-and-go concept provides a thoughtfully curated selection of:
• Prepacked sandwiches
• Fresh cakes and pastries
• Seasonal fruit salads
• Vegetarian choices, including couscous and Genoa-style salads
Everything is prepared fresh and packaged for speed and convenience — ideal for passengers looking for a quick bite between flights or before boarding. Whether you're in the mood for something light, sweet, or plant-based, Plantation delivers freshness, fast — without the fuss of full meals or long waits.
Whether you're in the mood for something healthy, indulgent, or simply fast, é Marshe Gastro Hall has it all — wrapped in an atmosphere that blends efficiency with Caribbean charm.
“Real food. Simply extraordinary.”
Bar 22: Sip, Savor, Unwind
Just steps away from é Marshe lies a stylish hideaway for the more refined palate: Bar 22. This sleek and comfortable bar is widely regarded for serving some of the best cocktails on the island, mixed with flair and precision by professional bartenders.
But Bar 22 is more than a cocktail stop. The curated wine list, featuring a strong selection of Italian wines, complements an inviting bar menu that includes:
• Charcuterie boards with local and imported meats and cheeses
• Shrimp cocktails, freshly prepared with tropical flair
• Classic bruschetta served on crisp, warm focaccia bread
• Chicken wings, served with bold sauces and full of flavor
Whether travelers want to toast the start of a journey or wind down after a long day, Bar 22 is the perfect spot to relax, sip, and savor.
Victoria Gelati: A Sweet Welcome (or Farewell)
Downstairs in the Arrival Hall, travelers are welcomed by a burst of flavor and color at Victoria Gelati — a charming gelateria and café that blends Italian craftsmanship with Caribbean soul.
Here, gelato lovers can choose from a variety of classic European flavors like:
• Tiramisu
• Cheesecake
• Stracciatella
• Pistachio
Or they can opt for more exotic Caribbean offerings such as:
• Soursop
• Guava
• Tamarind
• Coconut
• Passion fruit
But Victoria Gelati offers more than just dessert. The café also serves a satisfying selection of fresh sandwiches, hearty soups, and comforting pastas, perfect for a quick meal on arrival or while waiting to greet friends and family.
And for coffee lovers, Victoria Gelati proudly brews Café Barista’s 100% Colombian gourmet coffee — rich, smooth, and expertly prepared for a true gourmet experience.
Whether you're arriving, waiting, or just craving something special, Victoria Gelati is the perfect spot to relax and recharge — one scoop or one sip at a time.
A Flavorful Future
As Curaçao International Airport continues to evolve into a world-class travel hub, Café Barista Group’s presence reflects a larger trend: travelers expect more from their airport experience — and food plays a major role.
By offering thoughtfully designed concepts that celebrate authenticity, speed, and local identity, Café Barista Group ensures that passengers don’t just pass through the airport — they enjoy it.
From takeoff to touchdown, taste travels well in Curaçao.
Discover more at Curaçao International Airport — proudly served by Café Barista Group.
Elevating every journey, one bite (and sip) at a time.
SERVICE IS OUR EDGE
Curaçao
Curaçao Air Terminal Services is the pioneer in general aviation in Curaçao. We opened our doors in 1983 and have been providing VIP service to the general aviation ever since.
What we do
CATS offers essential services, from refueling and VIP support to hotel and car bookings, ensuring a smooth and secure process. With 42 years of expertise, we handle every request with professionalism.
Mission
We aim to deliver exceptional service to clients, employees, stakeholders, and partners. In an industry of limitless demands, we meet every need— legally, swiftly, and without compromise.
Vision
As pioneers of General Aviation in Curaçao, we strive to lead by example. Our growth focuses on sustainability across finance, education, infrastructure, innovation, and the environment.
CURAÇAO INTERNATIONAL AIRPORT
Curaçao Air Terminal Services (CATS): Redefining General Aviation with VIP Precision
Since opening its doors in 1983, Curaçao Air Terminal Services—more commonly known as CATS—has led the way in general aviation on the island. As the original pioneers of private and VIP aviation services in Curaçao, CATS has built a reputation for excellence rooted in over three decades of experience, operational expertise, and an unwavering dedication to customer service.
A Legacy of Leadership and Personalised Service
Family-owned and proudly local, CATS is more than a service provider—it’s a hospitality partner in the skies. Led by CEO Soenita Oedjaghir and supported by a dedicated team including Krishna Doll-Oedjaghir (Marketing & Customer Service), Osti Moreno (Ramp and Operations), and Jurgen Celestijn (Safety & Finance), the team shares one mission: to deliver the highest level of service humanly possible.
At CATS, no request is too ambitious. Whether it’s coordinating ground handling, arranging overflight permits, or ensuring that a favourite bottle of wine is waiting on board, the team delivers with efficiency, discretion, and care.
Complete Ground Handling and VIP Solutions
CATS offers a comprehensive suite of services tailored for private aviation, business travellers, and elite clientele. From expedited fuel stops (completed in under 30 minutes) to full-service aircraft handling, the company is known for its quick turnarounds, seamless customs and immigration support, and meticulous preparation before an aircraft even lands.
Their signature Jet Centre Curaçao service redefines private boarding. Guests enjoy an elegant lounge, direct immigration and customs at the terminal, and a dedicated host to assist with every step of their arrival or departure. KLM passengers benefit from check-in at the Jet Centre, while passengers of other commercial airlines may still access the lounge post check-in.
Beyond the Tarmac: A Concierge in the Sky
CATS is a full-circle service provider. Clients can rely on the team to handle:
• Hotel reservations
• Car rentals (with optional Jet Centre pickup)
• Catering and grocery shopping
• Aircraft wash and detailing
• Coordination of test flights
• Package and cargo handling
• Communication between aircraft and suppliers
Even more impressively, CATS offers personal customs and immigration processing, eliminating wait times and creating a streamlined experience that reflects the very best in Caribbean hospitality.
International Recognition and Partnerships
Recognised three times by the BID Quality Summit for excellence. They are long-standing members of the National Business Aviation Association (NBAA)
A Vision for the Future
CATS isn’t just shaping aviation in Curaçao— they’re shaping the island’s future. With a focus on financial sustainability, innovation, and environmental responsibility, they continue to lead by example. For those who expect nothing less than exceptional, CATS is ready to welcome you to Curaçao with the service, speed, and style that only true aviation pioneers can deliver.
CURAÇAO INTERNATIONAL AIRPORT
infrastructure initiatives. His passion for aviation, however, was ignited by the energy and complexity of the industry itself. As Hernández explains, “Once you smell the jet fuel, it’s hard to stay away.” This sentiment has been the driving force behind his career, leading him to take on various leadership roles before becoming CEO of Curaçao Airport Partners.
Hernández’s first foray into aviation was as CFO of Costa Rica’s airport, before eventually stepping into the CEO role there. His journey continued to expand, and today he continues to lead Costa Rica’s airport, while also serving as CEO of CAP, the operator of Curaçao International Airport, and holds a board position with Quito Airport. This unique perspective across multiple regions has shaped his approach to airport management, and it’s clear that Hernández is not just focused on infrastructure; he’s intent on creating a world-class experience for passengers that goes far beyond traditional airport operations.
Wilhelmus’ Ignacio’s career began +30 years ago in Schiphol, after which he was recruited to return to his birth nation to aid with the development of CUR by Curaçao Airport Holding (CAH). Since debuting his aviation career, Ignacio sought to create impact with his practical yet innovative approach. The expansion was tackled in the same way. Its projects focused on realizing a modern terminal that would cater to 2.5 Million passengers, and also remedy the current bottlenecks being experienced by its stakeholders. In this CAH has been relentless, one such example is the VIP lounge which CAH fought to expand to include a larger space, dignitary room and separate VIP space. Another such example was actively collaborating with the Ministry of Justice to automate and digitize the border process. CAH started off its partnership by gifting the Ministry its first eGates, since then parties have actively collaborated to innovate the border process, creating one of the first biometric pre-enrolment border crossing solutions in the world.
CAP CEO, Ricardo Hernández
One of the most significant developments has been the recent expansion of Curaçao International Airport’s terminal. Completed in 2019, this project was designed to increase the airport’s capacity to 2.5 million passengers annually, a marked increase from the previous benchmark. While this expansion was vital in terms of accommodating growth, Hernández explains that the objectives were much broader. “The initial contract for the expansion was signed in 2003, and at that time, passenger demand projections were very different,” he says. The revised strategy was designed with three core goals in mind: improving the passenger experience, future-proofing the infrastructure, and reinforcing Curaçao International Airport’s role as a regional aviation hub.
Today, the expansion has already exceeded expectations. Passenger numbers are not only on track to surpass pre-pandemic levels but have exceeded forecasts, a success that is a testament to the hard work and vision behind the project. However, Hernández is clear that
success is not solely measured by volume. “It’s not just about numbers; it’s about creating an experience,” he says. The airport’s goal is to digitalise as much of the passenger journey as possible. By leveraging data-driven technology, the airport can enhance operational efficiency, track satisfaction levels, and ultimately streamline the experience for travellers.
In addition to the terminal expansion, Curaçao Airport Partners is working in tandem with the island’s tourism sector to prepare for the anticipated growth in visitors. According to Hernández, tourism is projected to increase by 50% by 2027, with a corresponding surge in hotel room capacity. As a result, the airport has developed a collaborative strategy that aligns with the island’s broader tourism goals. “We are working closely with hotels, airlines, and government stakeholders to create a seamless travel experience,” says Hernández. This approach involves integrating passenger processing into non-traditional spaces, such as hotels, to ease the flow of travellers.
Wilhelmus Ignacio, Managing Director, CAH
CURAÇAO INTERNATIONAL AIRPORT
Total Services – Curaçao’s Most Trusted Cleaning Partner
For more than 25 years, one name has been synonymous with professional cleaning services in Curaçao: Total Services. Since opening its doors in 1997, the company has built a reputation as the island’s preferred partner for the hospitality sector, medical institutions, schools, businesses of every size, and large-scale events.
If you’ve traveled through Curaçao International Airport, you’ve already seen the Total Services team in action. Dressed in their signature blueand-orange uniforms, they are responsible for maintaining spotless public areas and even handling the specialized cleaning of aircraft. For many travelers, the airport is the first glimpse of the island, and Total Services ensures that every touchpoint shines.
With over 550 dedicated employees, Total Services believes that world-class cleaning starts with world-class training. Every team member
regularly participates in professional development courses covering the latest cleaning technologies, safety standards, and customer service skills. This commitment to education ensures that their staff not only meets but exceeds international cleaning requirements. Total Services is proud to be the only cleaning agency on the island offering internationally certified cleaning services.
This level of quality and compliance is what has made them the go-to partner for industries where cleanliness isn’t just expected, but absolutely critical. From the smallest office to the largest event venue, Total Services delivers the same promise: meticulous attention to detail, unmatched professionalism, and reliable service. Their dedication to keeping Curaçao clean has made them a trusted name for more than two decades.
Total Services - Setting the Standard in Clean Since 1997 Call: (5999) 736-4940
Curaçao’s Preferred Cleaning Partner
The Number One choice of the hospitality sector, medical institutions, businesses, events and many others.
CURAÇAO INTERNATIONAL AIRPORT
FBTT Travel – Your Island Connection
When it comes to moving people with purpose and flair, FBTT Travel is Curaçao’s go-to expert. As the island’s largest incoming tour operator and a full-service tourism and passenger transport company, FBTT handles over 200,000 guests a year — and does it with style.
From leading cruise lines and airlines to VIPs, private groups, local organizations, schools, MICE, and more, FBTT delivers seamless, highquality service across the board. Backed by the largest and most versatile fleet on the island, a team of professional drivers, guides, hostesses, and a sharp, reliable office staff, every detail is handled with precision and care.
Expect punctuality, safety, guest-first service, and a consistent commitment to international standards. FBTT doesn’t just move people — it creates experiences.
With over 65 years of industry expertise, FBTT has built a reputation as a trusted, yearround partner in both the cruise and stayover tourism markets. Long-standing relationships — including more than 30 years with KLM Royal Dutch Airlines — speak to the company’s rocksolid reliability and respected presence in the Caribbean.
With FBTT Travel, you’re not just getting from A to B — you’re connecting with Curaçao at its best.
ABOUT US
We are an AVSEC company founded in 1993 which operates in 15 countries in Latin America and the Caribbean
We provide consistent, compliant AVSEC services supported by technology throughout Latin America and the Caribbean
CONTACT US
Longport Aviation Security Curacao www longportsecurity com co
WHAT WE DO
AVSEC Services
AVSEC Training
AVSEC Technology
AVSEC Consultancy
than 4 million flights and 5 million tons of cargo in 2024 alone. With over 850 customers, Swissport serve multi-national airlines, low-cost carriers, and regional operators worldwide.
TMC & Curaçao Activities: Your Trusted Partners for Corporate Travel and Tours in Curaçao.
Tailor-Made MICE Programs with 20+ Years of Local Expertise
Curaçao is fast becoming one of the Caribbean’s premier destinations for corporate travel, meetings, and incentive programs. With direct flights from Europe, North America, and South America, this vibrant island offers the perfect blend of accessibility, cultural richness, and breathtaking experiences.
At the heart of this growth are Tourism Management Curaçao (TMC, The Meeting Company) and Curaçao Activities; two leading brands specializing in destination management services and curated island experiences. Together, we deliver seamless, creative, and results-driven MICE (Meetings, Incentives, Conferences, and Events) solutions that transform corporate gatherings into unforgettable experiences.
Who We Are
TMC is Curaçao’s most trusted Destination Management Company (DMC), locally owned and operated for over 20 years. Our success is built on reliability, creativity, and a deep understanding of the island’s unique offerings. We partner with corporations and event planners worldwide to deliver customized corporate events that exceed expectations; on time and on budget.
Our sister company, Curaçao Activities, is the island’s leading provider of tours and group experiences. Together, we offer a full-service solution for corporate groups seeking the best of business and leisure in Curaçao.
What We Offer
At TMC, we design and execute tailor-made MICE programs that cover every aspect of corporate travel and event management. From the initial concept to flawless execution, we handle all logistics so you can focus on your objectives.
Our services include:
Event Planning & Coordination
Transportation & Logistics Management
Venue Sourcing & Setup
Entertainment & Speaker Booking
Thematic Decor & Custom Branding
Team-Building Activities & Incentive Trips
Culinary Experiences & Catering Coordination
On-Site Support & Program Management
Explore Curaçao with Curaçao Activities
Curaçao Activities offers a curated portfolio of experiences and things to do that showcase the best of the island. Our programs are designed to entertain, inspire, and foster connection among corporate teams.
These activities are more than just excursions; they help teams bond, recharge, and create lasting memories in one of the Caribbean’s most captivating destinations.
Why Choose TMC & Curaçao Activities?
We’re more than service providers, we’re your strategic partners in delivering high-impact corporate events in Curaçao. Our clients return to us year after year because of our commitment to excellence and personalized service.
Key Advantages:
• 20+ Years of Destination Management Expertise Locally Based, Globally Trusted
• Full-Service MICE Solutions from Arrival to Departure Innovative, Customized Corporate Programs Strong Partnerships with Top Hotels, Venues, and Suppliers Exceptional Client Communication & Service
Proven Track Record of High Client Satisfaction
Why Curaçao for Corporate Events?
Curaçao is not just a beautiful Caribbean island, it’s a strategic destination for corporate meetings, conferences, and incentive travel. environment, Curaçao makes hosting international teams easy and enjoyable.
Highlights of Curaçao for MICE travel: Direct Air Access from Europe, North America, & South America Multicultural, Multilingual Environment
• Year-Round Warm Climate & Diverse Venues
• Safe, Stable, and Business-Friendly Infrastructure Unique Blend of Culture, Nature, and Adventure
Whether you’re planning an executive retreat in Willemstad, a beachside incentive program, or a global leadership conference, Curaçao offers the ideal setting to inspire and engage your team.
Let’s Create Something Extraordinary
If you’re considering Curaçao for your next corporate event, partner with the local experts who deliver results. TMC and Curaçao Activities are ready to design a fully customized program that aligns with your goals and delights your attendees.
Contact us today to start planning a corporate event in Curaçao that’s unforgettable, seamless, and beyond expectations.
Founded in 1985 in Curaçao, Curoil has evolved from a local fuel distributor into a leading regional supplier of energy products and services, with a strong presence across the Southern Caribbean.
With a solid foundation and a proven track record, Curoil not only leads the energy market in Aruba, Bonaire and Curaçao, but is also actively expanding into new markets across the wider Caribbean region.
Over the past 4 decades, Curoil has earned a reputation as a reliable and customer-focused energy provider, consistently upholding the high operational standards that define our brand. As the global energy sector transitions toward cleaner alternatives, we are investing in research and development to drive innovation and pursue sustainable energy solutions.
Our commitment to sustainability and excellence fuels our ambition to be the preferred energy
partner throughout the Caribbean. By continuously supplying the region with reliable, high-quality energy products, we strive to deliver long-term value for our stakeholders and make a lasting, positive impact in the communities we serve.
For more information, visit curoil.com
CURAÇAO INTERNATIONAL AIRPORT
DC-ANSP
DC-ANSP is an air navigation service provider responsible for guiding aircraft within the Curaçao flight information region and ensuring seamless landings and departures in and from Curaçao and Bonaire.
DC-ANSP is also responsible for communication, navigation, and surveillance (CNS) services and aeronautical information management (AIM) services for the six Dutch Caribbean Islands. DCANSP provides training for Air Traffic Services (ATS) as a certified Approved Training Organization. In addition, DC-ANSP provides CNS and AIM training. DC-ANSP is an ICAO TRAINAIR PLUS Bronze Member.
DC-ANSP’s main priority is to deliver safe, efficient, and environmentally sustainable air navigation services. This is achieved through the implementation of innovative technology and the fostering of collaboration with stakeholders within the aviation industry.
DC-ANSP operates three air traffic control facilities: an Area Control Centre located in Curaçao and two Aerodrome Control Towers, one located at Hato International Airport (Hato Control Tower) and one located at Bonaire International Airport (Flamingo Control Tower).
As a strategic partner of Curaçao Airport Partners (CAP), DC-ANSP plays a vital role in modernization initiatives and regional aviation development. Through this partnership, DC-ANSP strengthens its position as a key enabler of safe operations and smooth connectivity, directly contributing to the economic growth and enhanced accessibility of Curaçao and Bonaire. This collaboration reinforces DC-ANSP’s commitment to advancing aviation infrastructure and maintaining its role in regional air navigation services.
More information about DC-ANSP is available at: www.dc-ansp.org
Delivering Safe, Efficient and Modern Air Navigation Services
DC-ANSP is an air navigation service provider guiding aircraft through the Curaçao Flight Information Region and ensuring seamless landings and takeoffs in Curaçao and Bonaire. With advanced air traffic management systems, timely publication of aeronautical information and with a focus on training future-ready aviation professionals, DC-ANSP helps ensure every flight in our region operates safely and efficiently. We are a trusted partner to airports, airlines, and the region’s growing air travel industry.
Proudly supporting the Curaçao Flight Information Region — and beyond.
Learn more at dc-ansp.org
Growing the airlift is a business pillar of CAH. Over the last 20 years significant efforts were made by CAH and the Curaçao Tourism Board (CTB) in investing in air route development and destination marketing. As one of the leading partners in the airlift committee, Ignacio himself has travelled the world fostering relationships with airlines and pitching the route to Curaçao. Over the last decade as the director of CAH, Ignacio has ensured CAH committed the financial investment needed by the airlines to establish new routes. As a result, CUR for the first time is connected to some of the major hub airports in the United States, Latin America and Europe. CAH’s vision has been one of ensuring exponential growth. It is because of this vision that all efforts were made during the COVID pandemic to regain market territory and establish Curaçao as a leading vacation destination. The fruits of this labour are now resulting in the 50% increase in hotel room capacity and high airline load factors. In order to ready the infrastructure for the additional passengers traveling through the airport, CAH actively liaises with CAP regarding operational aspects to ensure excellency and ease of use for passengers. Taking into account the additional capacity, CAH continues to collaborate with the airlift committee to address the growing market and support tourism development.
For example, the airport is rolling out initiatives that allow passengers to check in at hotels before arriving at the airport. By incorporating features such as hotel-based bag-tagging and check-in, the airport is reducing congestion and improving overall efficiency. “We don’t just want to accommodate more passengers; we want to elevate the experience for everyone,” Hernández notes. These strategies go beyond infrastructure; they are about enhancing the entire journey, from hotel check-ins to seamless airport processing.
As the airport sees a steady increase in passengers, it is preparing for the next phase of growth with further investments in infrastructure. In addition to the new jet bridges and fire trucks to accommodate
larger aircraft, the airport is also enhancing its digital infrastructure. The introduction of automated security systems, selfcheck-in kiosks, and advanced baggage handling technologies is just the beginning.
The current infrastructure has reached its maximum capacity. It is CAP’s responsibility to present the new infrastructure development to CAH, and parties are actively collaborating to ensure that the infrastructural investments ensure that a future proof airport with leading digital technology and a seamless experience is realized. The current developments include additional aircraft parking spaces, larger processing areas and a revamping of the check-in, security, immigrations and customs areas.
Hernández underscores the importance of keeping safety and security as top priorities. “Safety is non-negotiable,” he says. “We are investing in fire trucks, jet bridges, and other infrastructure to ensure that we can handle the increase in capacity while maintaining the highest standards of security.” In addition to these physical upgrades, the airport is also focusing on optimising passenger flow through technology. Automated systems, such as self-service kiosks and automated baggage systems, are set to make the experience more efficient. This commitment to digitalisation aligns with the airport’s vision of offering a smoother, more streamlined process for passengers.
One of the airport’s most exciting future plans is its focus on expanding its role in international trade. With Curaçao’s strategic location, the airport is wellpositioned to become a critical hub for air cargo, particularly for time-sensitive and high-value commodities such as pharmaceuticals and electronics. Hernández explains, “We are enhancing our cold-chain logistics capabilities and streamlining cargo processes to ensure that we can support the growing demand for these types of goods.”
In the past decade CAH has promoted the concept of CUR becoming a hub airport.
CURAÇAO INTERNATIONAL AIRPORT
CURAÇAO INTERNATIONAL AIRPORT
At Curaçao Marriott Beach Resort, a six-acre beachfront escape 10 minutes from Hato International Airport, the Dutch-meets-Caribbean fusion makes a lasting impression. Modern style rooted in European architecture starts at the open-air Great Room and is carried through each spacious guest room. Each of the 328 rooms and 8 suites is equipped with a terrace or balcony, whether overlooking the garden, a pool (two, one of which is adults-only), or Caribbean Sea.
Mastering a blend of serenity and discovery, Curaçao Marriott Beach Resort feels ideal for every type of traveler. Those seeking relaxation can indulge in on-site dining, including a breakfast buffet, gourmet dining, fresh sushi, a café, and a poolside grill. The convenience of a kids’ club enables parents to make time for massages and skin treatments, and a complimentary recreation schedule includes yoga, group fitness classes, and live music.
Travelers seeking adventure and connection to the island will love snorkeling and diving just steps from their rooms. The proximity of the resort to the downtown district (a five-minute drive) grants guests easy access to the floating Queen Emma bridge and colorful Handelskade in historic Willemstad, and a concierge can arrange UTV tours, catamaran trips, national park and cave tours, and more.
At the heart of the resort experience is the connection between the hotel and its surroundings: authentic Curaçao. From menus teeming with local favorites to a recreation schedule that includes local language lessons, games, and dance lessons, guests at Curaçao Marriott Beach Resort can experience everything Curaçao is known for without leaving the hotel.
www.curacao-marriot.com
Pyrmont
Introducing The Pyrmont Curaçao Beach Resort: a Caribbean icon, reimagined.
Step into a world where history meets high design at The Pyrmont—an adults-only, all-inclusive gem in Marriott’s Autograph Collection. Nestled between two beautifully restored national monuments in the heart of vibrant Pietermaai, this 305-room escape (269 guestrooms and 36 suites) brings a fresh, luxurious perspective to Curaçao’s coastline. Just 20 minutes from Hato International Airport, The Pyrmont is your gateway to sun-drenched sophistication and Caribbean soul.
Here, timeless charm blends effortlessly with modern indulgence. The resort is framed by two storied landmarks—Cerro Bonito and Kas di Pueblo—each echoing Curaçao’s rich cultural heritage. These historic homes, once belonging to the influential Maduro family, are now being reborn as a world-class spa and destination restaurant. Their legacies of trade, resilience, and community remain woven into the fabric of the resort.
Travel through time to a world of your own. Indulge in our signature dining experience across our on-site restaurants and bars, each featuring curated cuisine that highlights the vibrant flavors of the island. Disconnect in the tranquil garden and soak in the view from the stylish rooftop terrace. Refresh in the luxurious spa and recharge in the cutting-edge fitness center. Say “I do” in a mesmerizing oceanfront ceremony and celebrate in the sophisticated, elegant ballroom. Turn moments into memories on the boardwalk, a distinctive waterbreaker that blends coastal protection with leisure.
Opening early 2026, The Pyrmont is more than a place to stay—it’s a destination to remember.
www.autographhotels.com
A unique blend of modern lifestyle with the iconic sophistication of “Old World” Curaçao.
CURAÇAO INTERNATIONAL AIRPORT
Of specific interest has been developing the cargo area to ensure international commodities trading. As the owner of the airport asset and the territories surrounding it, CAH has ensured that its area development strategy aligns with that of the airport, ensuring businesses who seek to partake in commodities trading could easily establish themselves in the airport vicinity.
In terms of the airport, Ignacio can be credited with consistently advocating for this vision over the last decade, propagating its business benefits, executing the necessary analyses, and liaising with CAP shareholders and CEOs to ensure its realization came to fruition. Ignacio sees it as a personal achievement that the hub concept is finally being adopted by CAP into its strategy. CAH will continue to ensure all efforts are being made to develop our gateway, and both parties are keeping this in mind in the infrastructural development plans.
As part of this effort, the airport is conducting an analysis to identify which types of cargo make the most sense for Curaçao’s future economic development. By leveraging its ideal geographic location, the airport aims to position itself as a leader in regional and global air cargo. The airport is also working to improve its warehousing, customs coordination, and partner networks to support this vision.
“It’s a transformational year for the airport,” says Hernández. “We are laying the groundwork for the future, positioning ourselves as a preferred node for global air cargo flows.” This initiative is just one part of a broader strategy to diversify the airport’s operations and increase its impact on Curaçao’s economy.
In addition to infrastructure and cargo development, Curaçao International Airport is focusing on expanding its air routes to connect the island with key international markets. Over the years, Curaçao has evolved from a popular tourist destination for Europeans to a growing market for travellers from North America and South America. Hernández
reveals, “Tourists from Europe now account for 33% of our traffic, the US 30%, and South America 17%.”
To tap into these growing markets, the airport is working on increasing the frequency of flights to major US destinations while exploring direct service to Argentina. “We are also looking at expanding our presence in Canada, a market that values the authenticity Curaçao has to offer,” Hernández adds. Strengthening regional connections, particularly within the Caribbean, is also a priority. As the airport continues to grow, Hernández’s team is focused on strengthening Curaçao’s connections with key markets in both North and South America, while continuing to build on the island’s appeal to European tourists.
The routes selected are outlined early on by the airlift committee and are in line with the tourism master planning. However, in the last years, Ignacio’s team has spearheaded the development of the Argentinian market. Connecting the south end of the world with Europe, CAH continues to propagate its unwavering belief in the hub concept for CUR. By being the sole stakeholder to actively invest in the development of this Argentinian route, CAH has demonstrated the added value of a hub and spoke network for airlines. Its route development project called “El Sueño Paraiso” has ensured that the Argentinian passenger numbers have doubled since its start. It is the current vision of CAH to continue to expand the Latin American market and connect it with the east side of the United States and western Europe. In doing so it is financially investing in the development of these routes along with its route development partner CTB.
Achieving these ambitious goals is no small feat, and Hernández is quick to highlight the importance of collaboration in making it all work. “We can’t thrive in this environment without strong communication and transparency,” he says. At Curaçao International Airport, collaboration is at the heart of operations. Hernández’s leadership focuses on
Fixed rates year round and gauranteed availability in over 1,500 locations worldwide, including Curaçao. for business travelers.
National Car Rental – Driving Excellence in Curaçao for Nearly 50 Years
For close to half a century, National Car Rental has been a trusted partner in mobility for business and leisure travelers arriving at Curaçao International Airport. With nearly five decades of dedicated service on the island, we’ve built a reputation for efficiency, reliability, and exceptional customer care.
Catering especially to the needs of business travelers, National Car Rental offers a seamless pre-check-in system, allowing our customers to bypass the rental counter entirely. This means less time waiting, and more time getting down to business—or enjoying Curaçao’s world-class beaches and culture. Our goal is simple: to get you on the road as quickly and comfortably as possible.
We pride ourselves on maintaining a young, modern fleet of vehicles to ensure safety, comfort, and style. Whether you're visiting for a few days or an extended stay, we have the perfect vehicle to suit your needs—from compact sedans to SUVs.
Our commitment to convenience extends beyond the airport. National Car Rental operates multiple locations across the island, making it easy for customers to pick up or return vehicles wherever it suits them best.
As Curaçao continues to grow as a destination for business and tourism, National Car Rental remains proud to be part of the journey—delivering quality, service, and innovation every mile of the way.
WWW.NATIONALCAR.COM
CURAÇAO INTERNATIONAL AIRPORT
fostering a data-driven, collaborative decision-making process, ensuring that all stakeholders, from airlines and airport authorities to government agencies, work together seamlessly.
To facilitate this, the airport is developing key performance indicators (KPIs) for every aspect of its operations, from safety and security to passenger experience. By leveraging data and technology, the airport can continuously monitor performance and make adjustments where necessary. “As Peter Drucker said, you can’t improve what you can’t measure,” Hernández notes. This commitment to data-driven decisionmaking is central to the airport’s strategy for maintaining excellence across all areas of operation.
Technology plays a central role in optimising passenger flow and satisfaction at Curaçao International Airport. Hernández notes that the airport is already ahead of many of its counterparts in terms of digitalisation. The introduction of the Curaçao Express Pass, which allows passengers to bypass immigration queues using a mobile app, has already made a significant impact. “We have seen satisfaction scores increase from 3.8 to 4.2 over the last two years,” Hernández says. This is a testament to the airport’s focus on making the passenger experience as seamless as possible.
The airport is also looking at ways to further digitalise other aspects of travel, such as the check-in process and security screening. Hernández believes that by focusing on these digital initiatives, Curaçao International Airport can enhance its reputation as one of the most customer-friendly airports in the Caribbean. “In the next two years, we aim to be the most seamless airport experience in the region,” he says.
Ignacio is a born aviation specialist; he jokes that jet fuel runs through his veins. His expertise has been quintessential in the leadership of CAH over the past 2 decades. His international experience and his local origins have enabled him to have an accurate lay of the land. He has been director of CAH now for 1 of those two decades, and it has not been an easy feat balancing the commercial objectives with the public interests.
A mastery of the aviation industry and a devotion to realize a port of entry for Curaçao that not only contributes, but drives its local economy, have been the key ingredients. CAH is a private limited liability company, and thereby operates as such, ensuring that the business values guarantee the high returns needed for its shareholders. Public opinion and the government’s vision for the country have always been regarded as leading input for CAH’s efforts. As CAH remains the owner of the asset, Ignacio’s team works hard to
ensure that all developments are in line with what is best for CUR and Curaçao. Having the responsibility to safeguard the business beyond the current concession term, allows CAH to operate out of longevity ensuring sustainable airport developments.
Beyond infrastructure and passenger services, Curaçao International Airport is also focused on its role in the local community. Hernández emphasises that the airport’s growth should benefit not just tourists but also the people of Curaçao. “It’s not just about enhancing infrastructure; it’s about enhancing the lives of the people who live here,” he says. The airport is involved in several projects aimed at improving the conditions of the local community, ensuring that its development has a positive impact on the island as a whole.
CAH’s goal is to develop its territories in line with its airport development. It is the vision to create an air enabled port of entrée which is a mecca for international business. Through fostering international investment, CAH aims to ensure the surrounding area is developed in a manner that ensures long-term economic growth both in terms of financial gain and improvement of the economic wellfare of the local population. The airport area is home to about 2000 aviation employee’s; CAH seeks to multiply this amount by promoting the developments it has in its Area Development Master Plan. The Master Plan was approved and endorsed by the government of Curaçao and dictates the types of development that serve interests of both the private and public sectors. An example is to maintain a balance between urban development and the preservation of the eco-parks in this area. Ignacio states: “CAH has been collaborating actively with the Ministries involved to realize an eco-tourism park, the first of its kind on the island. In that same light, one of the first major developments is CAH’s own office, set to open in 2026, which will be the cornerstone of the area’s development potential”.
As the airport continues to expand and
evolve, Hernández’s vision remains clear: Curaçao International Airport is more than just an aviation hub, it is a vital part of the island’s economic and social fabric. With continued investments in infrastructure, technology, and collaboration, the airport is poised to become a leading player in the Caribbean, setting new standards for excellence in passenger experience, air cargo, and regional connectivity.
Ignacio believes that the next five years will set the tone for the upcoming decade. Curaçao’s in a unique development phase where it is gaining global recognition in terms of its destination as well as the business potentials. Due to a large influx of international investors, the island is growing at exponential speeds. Curaçao has always set itself apart in the Caribbean being a blend of both the European and Americas. It has grown in its way of doing business, and as the markets continue to develop, the airport’s role in scaling these developments becomes even more crucial. “The current efforts to realize a seamless border entry process and scale this across airports in our region will be a game changer. Positioning CUR as an innovative seamless airport in the Caribbean connecting two sides of the world” says Mr. Wilhelmus Ignacio. Ignacio states: “The hub concept is no longer a concept, but a tangible reality for CUR. One that is being built as we speak. The next 5 years will be tone setting for the Caribbean hub that Curaçao seeks to become. Dominating 4 languages, with a culture that speaks to both the European and American markets, not even the sky is our limit.”
Looking ahead, the future of Curaçao International Airport is bright. The airport’s growth is not only about increasing capacity but about creating an experience that integrates seamlessly with the island’s tourism, community, and economic development. As Hernández aptly puts it, the airport aims to be “a key part of the traveller journey,” offering not just infrastructure, but an enhanced and enriching experience for everyone who passes through its doors.
www.Curaçao-airport.com
CURAÇAO INTERNATIONAL AIRPORT
INSIDE RHI MAGNESITA’S GLOBAL LOGISTICS TRANSFORMATION
Behind the materials that forge the world’s most essential industries lies a company whose impact reaches far beyond the factories it serves. RHI Magnesita is more than a supplier of refractories. It is a global network of mining, manufacturing, logistics and recycling, working together to keep the modern industrial world moving.
The company operates 68 main production sites (incl. raw material sites) and runs a vertically integrated system that begins with mining its own raw materials, dolomite and magnesite. At the other end of the cycle, it collects and recycles used refractory products, reintroducing them as secondary raw materials. It is an ecosystem that closes its own loop, giving RHI Magnesita full control from extraction to reuse.
That control is vital. The business runs one of the most complex supply chains in the
world, managing movements of heavy materials across continents. For those leading its logistics transformation, the challenge is not just physical but strategic. It is about creating visibility and resilience across a network that must operate efficiently under constant pressure.
At the centre of this transformation are Daniel Prutti, Head of Global Logistics Planning and Procurement, and Marc Jägers, Global Logistics Innovation Technology Manager. Together, they are driving a long-term shift that is redefining how RHI Magnesita plans, executes and monitors its global logistics.
Prutti, who has been with the company for more than a decade, describes its structure as “vertically integrated, globally orchestrated and regionally managed”. Every layer, from raw material planning to production and freight, is connected through an integrated business planning
Marc Jägers, Global Logistics Innovation Technology Manager
process that aligns procurement, logistics and operations. The aim is to create one consistent rhythm across the value chain.
The system works, but it operates in a world of uncertainty. Tariffs between the United States and Brazil, shipping disruptions, and conflicts that affect transport corridors in Europe are among the challenges the team faces daily. “We cannot control the external environment,” Prutti explains, “but we can control how we respond. Each disruption is an opportunity to test our resilience.”
The energy transition has added another dimension. The conversion of magnesite into magnesia is an energy-intensive process that releases carbon dioxide, and the company has made decarbonisation a central pillar of its strategy. “We are investing in carbon capture, hydrogen and renewable energy,” Prutti says. “Sustainability and logistics are connected. Reducing emissions requires smarter, cleaner movement across our entire network.”
RHI Magnesita’s leadership views sustainability not as an obligation but as an engineering problem that must be solved with creativity. Its closed-loop recycling of refractory materials already reduces waste and emissions, while new digital tools allow the company to monitor carbon impact across its supply chain.
The shift from traditional logistics management to a digitally connected, environmentally aware operation has required more than technology. It has required a new way of thinking about ownership. For years, RHI Magnesita managed its 3PL partners fully in-house, running shared service centres and investing heavily in software products. The approach worked but it was slow. To accelerate progress, the company introduced a hybrid operating model that blends internal control with strategic partnerships.
Under this model, RHI Magnesita retains command of its global logistics strategy and part of its transport management
LOGISTICS RHI MAGNESITA
operations while collaborating with two Fourth Party Logistics partners who provide advanced systems and operational support. “We reached a level of maturity where we realised we could not do everything alone,” Prutti explains. “Transformation is not about doing more, it is about doing the right things and partnering where it brings speed and value.”
The decision to work with two partners for land freight planning and execution around the globe rather than one was deliberate. Both C.H. Robinson Managed Services and 3SC Analytics operate globally, allowing RHI Magnesita to benchmark performance and drive improvement through competition. “We believe in learning through comparison and competition,” says Prutti. “Running two partners side by side helps us measure progress in real time.”
For Marc Jӓgers, cultural fit is just as important as technical capability. “A strong partnership is not only about technology,” he says. “It is about how well a partner understands your company, your way of working and your people. Flexibility and communication make the difference.”
By partnering with the Fourth-party logistics (4PL) companies, RHI Magnesita gets access to the global control tower and technology infrastructure that these companies bring. The highly advanced Transport Management Systems, supported by AI-powered orchestration gives RHI Magnesita operational efficiencies. C.H. Robinson Managed Services has a setup of Control Towers in each of the 3 regions it manages for RHI Magnesita. The Control Towers manage the end-to-end transport process based on direct integrations with RHI Magnesita’s ERP system. Both 3SC Analytics and C.H. Robinson Managed Services are at the forefront of logistics and supply chain AI developments. RHI Magnesita benefits directly from their innovations in creating operational efficiencies and driving down costs.
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complex India market and is rolling out the 4PL concept across all manufacturing and distribution locations in the region. The physical footprint of 3SC Analytics, combined with their state-of-the-art technology solutions and experienced team offers RHI Magnesita a new magnitude of all modes transport management across India.
C.H. Robinson Managed Services is running the 4PL concept for the high volume, high complexity regions in Europe (including Türkiye), North and Latin America. The flexibility the partner offers makes it possible to roll out a 4PL fully integrated technology solution with RHI Magnesita’s current SAP system, while in parallel supporting the integration of the new SAP S/4HANA ERP. Adapting to such a complex and demanding process requires a seasoned team from C.H. Robinson Managed Services and robust technology to accommodate the connection to multiple ERP systems in parallel.
Those lessons were learned through experience. Earlier transformation projects focused heavily on systems and data. Over time, the company recognised that successful change depends equally on people. “We used to think of transformation as a technology project,” says Daniel Prutti. “Now we know it is a people project supported by technology.”
The hybrid model has also made RHI Magnesita’s global footprint more adaptable. With new acquisitions joining the group in recent years, the 4PL structure allows the company to integrate new sites quickly, even if they are not yet connected to the core ERP system. “It used to take months to bring new operations into our logistics network,” says Prutti. “Now we can do it from day one.”
Supporting this new structure is an advanced digital ecosystem. RHI Magnesita operates effectively three transport management systems that are all integrated into a central data lake. The data is consolidated into one model that feeds analytics, business intelligence
and emerging artificial-intelligence tools.
“Our goal is to maintain full control of our data,” Marc Jӓgers explains. “Even when we work through partners, the data stays with us. It is the foundation of our decision-making.”
One of the company’s most sophisticated innovations is its “double digital twin” concept. Every ocean shipment recorded in Oracle is mirrored in a partner’s platform, allowing both sides to analyse performance simultaneously. “It creates transparency and allows continuous improvement,” Marc Jӓgers says. “We can see where to optimise cost, time and sustainability.”
Artificial intelligence is the next step in this evolution. Marc Jӓgers does not see AI as a pure replacement for human expertise but as an assistant that will increasingly handle routine decision-making. “We are moving towards a model
Daniel Prutti, Head of Global Logistics Planning and Procurement
where AI supports planners with real-time recommendations,” he says. “It will allow our people to focus on orchestration and strategy rather than manual planning.”
After seven years of ongoing transformation, the team has learned valuable lessons about leading global change. Marc Jӓgers highlights four. First, transformation succeeds when people are at the centre. Second, it requires a dedicated team whose sole focus is driving progress. Third, flexibility is essential when working with partners and systems. And finally, change must happen
in phases. “Large-scale transformation cannot happen overnight,” he says. “It must be broken into measurable steps. That is how you build success that lasts.”
For both leaders, maintaining momentum through constant global disruption has been one of the greatest achievements. “We have built a structure that keeps moving, regardless of what happens around us,” says Daniel Prutti. “That consistency is our strength.”
Looking ahead, RHI Magnesita is preparing for an era in which innovation
will define competitiveness. “The pace of change is accelerating,” says Marc Jӓgers. “AI and digital tools are becoming more accessible, even for smaller players. To stay ahead, we must continue to innovate and refine.”
At the core of that innovation lies data. Daniel Prutti believes the next major step will be mastering the quality, consistency and governance of the company’s information. “Data is the new currency,” he says. “Clean, accurate data is what powers AI and drives business intelligence. It connects everything.”
The company’s vision for the coming years is to unite its three major digital programmes; logistics, advanced planning and ERP modernisation, into one cohesive framework. The aim is to deliver not only operational excellence but a user experience that feels natural and intuitive. “The tools we use at work should be as clear and responsive as those we use in daily life,” says Daniel Prutti. “That is the experience we want for our people and our customers.”
It is an ambitious target, but one that reflects the company’s history of
combining industrial strength with human ingenuity. From its Austrian mines to its digital control centres, RHI Magnesita operates with precision, discipline and a constant appetite for progress.
For all its data, systems and automation, its transformation remains deeply human. It is about how people adapt, learn and collaborate across borders and technologies. That human thread runs through everything RHI Magnesita does, linking the physical and digital sides of its business into one continuous story of evolution.
“Transformation never truly ends,” says Marc Jӓgers. “It is a journey. The challenge is to stay curious, stay connected and keep improving.”
www.rhimagnesita.com
Only C.H. Robinson delivers unmatched expertise with unrivaled scale for truly tailored solutions—and limitless possibilities. Apply our AI-powered TMS technology, global freight services, and 4PL capabilities to your supply chain today.
www.chrobinson.com
RJ GROUP: BUILDING ECOSYSTEMS, NOT JUST ENTERPRISES
There are company stories that follow a neat, linear arc. RJ Group is not one of them. The organisation has evolved as an entrepreneurial ecosystem, a portfolio of interlocking businesses that reinforce one another while retaining the agility to adapt in their own markets. From LPG cylinder manufacturing that expands clean-cooking access across Africa, to high-end real-estate development and refurbishment in London, to fastgrowing consumer goods across West Africa, the Group operates with a single cultural constant: people first, relentlessly executed.
Speaking to Business Enquirer, Managing Partner of RJ Group Holding and CEO of Sigma Cylinders, Valor Collective, and Platinum Impex, Jad Jaber, describes a philosophy shaped across generations. “We are building not just businesses, but ecosystems,” he explains. “The foundation
is people, the enablers are governance and standardised best practice, and the direction of travel is innovation that creates long-term value for stakeholders and communities.”
The Group’s origins lie in real estate development, where value is created through design integrity, project discipline, and a long-term view of capital. That foundation financed diversification into hospitality, leisure, manufacturing, and trading, a gradual expansion that reflected both opportunity and instinct. What binds the portfolio together, Jaber says, is not a one-size-fits-all rulebook but a balance of central clarity and local autonomy, with culture acting as the connective tissue.
RJ Group’s story is animated by what Jad calls its entrepreneurial DNA: vision, resilience and transparency. Brutal
honesty, with oneself and with partners, is non-negotiable. “It’s something we inherited from earlier generations of the family,” he says, “and we try to keep it practical, not rhetorical.” The Group’s corporate centre defines the values, governance frameworks and long-term objectives, while subsidiaries pursue growth strategies suited to their industries and geographies. Leadership at the business-unit level is empowered to act quickly and decisively. The philosophy is deliberate: centralise vision to ensure coherence and accountability, decentralise execution to preserve agility, proximity and speed.
That formula has produced a portfolio that moves as a unified body on standards and governance while competing as specialists in their respective categories. Nowhere is that more visible than at Sigma Cylinders.
Under Jaber’s leadership, Sigma Cylinders has grown from a strong regional manufacturer into a global reference point for safety, quality and capacity in LPG cylinders. Today, it supplies more than thirty-five countries
across three continents and has scaled annual production to around six million cylinders, doubling capacity in five years. The achievement, however, was never about chasing volume. Sigma Cylinders professionalised an industry.
Plants in Lebanon, Ghana and Côte d’Ivoire operate to harmonised standards supported by the Sigma Academy, a structured training platform for onboarding and developing everyone from line operators to senior managers. The Academy is not a decorative label but the mechanism that closes skills gaps, which often constrain cross-border industrial networks. Through standardised processes and quality controls, Sigma has delivered measurable wins: lower per-unit costs, higher efficiency and a series of ISO certifications reflecting its commitment to health, safety and environmental stewardship. These results have earned the trust of major energy players, including Oryx Energies, TotalEnergies and Vivo.
Equally, Sigma Cylinders has kept what Jad calls local agility. A localisation strategy established in 2017 placed production
close to end markets, a decision that proved prescient when global supply chains seized up. For customers, local manufacture meant shorter lead times and reduced currency risk. For Sigma Cylinders, it built resilience and insight into the conditions in which its cylinders are used. Innovation, too, has remained practical rather than ornamental. Composite and lightweight models have been evaluated, but the near-term focus is on expanding safe, affordable
access in price-sensitive markets where adoption remains low. The inhouse engineering team has upgraded machinery and refined management systems, while developing clean-cooking starter kits that make first-time use safer and simpler. Investment in solar power, water recycling and circular resource management now serves a dual purpose, lowering both environmental footprint and cost base.
The investment logic is compelling. LPG adoption across sub-Saharan Africa remains far below potential, leaving room for organic growth in a sector aligned with energy-transition goals. Sigma Cylinders’ combination of capacity, certifications, localisation and partnerships places it on the right side of that demand curve. For GCC investors, it offers a bridge between capital and impact, exposure to a clean-energy enabler with defensible advantages rather than a speculative bet.
Localisation, Jad insists, carries responsibilities as well as rewards. Each Sigma Cylinders facility runs at least two community programmes a year, including blood-donation drives, treeplanting initiatives and partnerships with local charities and schools. These are not branding exercises but extensions of the company’s operational presence. “If you manufacture in a community,” he says, “you share in that community’s
Managing Partner of RJ Group Holding and CEO of Sigma Cylinders, Valor Collective, and Platinum Impex, Jad Jaber
Vikas Electricals: Reliability Threaded Into Every Cylinder
Since 1976, Vikas Electricals has been a trusted name in precision engineering and industrial manufacturing. Founded by Mr. Yogendra Kumar Sahni, the company began by producing 11kV and 33kV forged and galvanized insulator pins that strengthened India’s power transmission network.
In 1990, the company diversified into bung manufacturing, transforming its expertise in hot forging and precision machining into a global specialization. Today, from its state-of-the-art facility in central India, Vikas Electricals produces over 500,000 steel bungs per month, supplying leading international cylinder manufacturers across 14 countries, along with numerous domestic clients.
We manufacture bungs (also known globally as Valve Boss, Necker, Neck Ring, Spud or Flange) for LPG, Refrigerant, Freon, Ammonia, and Dissolved
Acetylene Cylinders, each designed to meet stringent international safety and performance standards. Our products feature a complete range of Taper and Parallel Threads—including NGT, NPT, NPTF, DIN 477, ISO Metric, and UN threads— ensuring precise fit, leak-proof sealing, and long service life. Every process, from forging to finishing, is powered by automation and strict quality control to guarantee consistency and reliability.
Under the leadership of Mr. Vikas Sahni, Managing Partner, the company continues to expand with advanced automation, enhanced capacity, and a growing international footprint. Guided by the values of Teamwork, Innovation, Quality and Customer Commitment, Vikas Electricals continues to deliver excellence worldwide.
With every component we craft, we proudly uphold our promise — “Reliability Threaded Into Every Cylinder.”
Critical Seals & Valve Parts — Engineered for Performance
Quality isn’t optional — it’s built into every part we make. From bungs, neck rings, valve bosses and pads to bespoke cylinder fittings, we manufacture components that define reliability and safety.
With decades of experience in forging, CNC machining, threading, and finishing, our products meet the highest international standards for performance and durability.
obligations.” Clean-cooking kits distributed with local partners in rural areas reflect that philosophy in action, practical interventions that meet households where they are.
Real estate remains both heritage and future for the Group. Jaber Group Real Estate has long delivered luxury developments defined by prime locations, architectural distinction and meticulous finishing. Today, the approach has evolved into what Jaber describes as “luxury with a conscience,” integrating sustainability, smart technology and wellness into every project. Energy efficiency is designed into the structure itself, and interior programmes are valueengineered without compromising craftsmanship. Homes are created to be lived in rather than exhibited, a deceptively simple distinction that sets
the company apart in a market crowded with marketing-led builds.
London is the current focal point. Shifts in the 2025 property cycle, particularly the impact of non-dom tax reforms and a rise in domestic demand, have created what Jad views as a buyer’s market at the top end. “It’s a cyclical window,” he says. “A time to re-enter assertively, not to retreat.” The Group’s development arm, Harmonic, was structured precisely for that purpose.
Harmonic focuses on underused and overlooked commercial buildings that can be sensitively transformed into characterful residential spaces. The goal is not to add more glass boxes to the skyline but to create homes with natural light, material warmth and genuine connection to the street.
Elm Tree
OIL & GAS RJ GROUP
Design intent at Harmonic is deliberate: wellness features that people use, ergonomic layouts that respect how families live, and sustainable materials that meet luxury standards without resorting to greenwashing. Groundfloor commercial units are curated for neighbourhood life rather than yield alone. The result is a development model where thoughtful differentiation translates into stronger absorption rates and price integrity while enhancing London’s urban fabric.
For investors from the GCC and the Lebanese diaspora, the attraction is twofold. London remains a rule-of-law market with deep liquidity and strong title security, yet cyclical softness has created favourable entry points. Trophy assets will always find buyers, but Jaber argues that real opportunity lies in assets with intrinsic potential yet to be realised. “We don’t buy the headline,” he says. “We buy what we can make better.”
That same sensibility defines Valor Collective, the Group’s full-spectrum design-and-build firm. Initially established to service internal projects, Valor Collective has evolved into a boutique operator delivering turnkey refurbishment for luxury homes across Central London. Architectural and interior design, project management, joinery, stonework and kitchens are handled entirely in-house, an integrated supply chain born from Jaber Group Real Estate’s demanding standards. The hallmark is not only craftsmanship but culture: transparency on budgets, reliability in delivery and a nuanced understanding of Middle Eastern client expectations within London’s regulatory framework.
Valor Collective’s relationship with the wider Group illustrates RJ Group’s ecosystem advantage. The firm benefits from shared sourcing power and development intelligence, while Harmonic gains from Valor Collective’s ability to execute interiors and finishes that uphold its brand promise. For investors, this creates a platform capable of generating and enhancing value at multiple stages
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of an asset’s life, from acquisition through construction to handover.
continues to expand through Platinum Impex, a rapidly growing player in Ghana’s home-appliances market. The business has achieved exponential growth by applying the same operating principles that drive Sigma Cylinders: local market insight, integrated supply chains and disciplined capital deployment. “Different category, same logic,” Jaber summarises. “Get close to the customer, standardise what should be standard, adapt what must be local, and always tie capital to returns.”
For Jad, people remain the operational engine of everything. Talent development is treated with the same seriousness as capital expenditure. Teams are recruited for both capability and cultural fit, then
given clear objectives and the authority to meet them. Knowledge flows laterally across subsidiaries: a procurement innovation in London can inform cost optimisation in Ghana, while a safety protocol from Lebanon can strengthen operations in Côte d’Ivoire.
Performance measurement goes beyond financials. Safety, quality, HS&E milestones and community impact are tracked alongside revenue, cash generation and return on capital.
Looking ahead, RJ Group is finalising a three-year plan that builds on its current trajectory. The Group aims to deepen its footprint across MENA, sub-Saharan Africa and the United Kingdom. Sigma Cylinders will scale production and distribution further, continuing its investment in solar energy, water recycling and materials
circularity. Platinum Impex will expand its product categories and regional coverage, while Harmonic accelerates the conversion of under-performing commercial assets into high-quality residential stock. Valor Collective will increase capacity to serve both internal projects and a growing roster of external clients seeking reliable turnkey delivery.
Digital capability is being woven through every operation. In manufacturing, this means data-driven process control, quality tracking and predictive maintenance. In real estate, it encompasses digital design management and customer interfaces that maintain design intent from concept to handover.
Partnerships will remain a cornerstone of the model. “We don’t pretend to know everything,” Jad says. “We choose sectors
where we can compound capability, then align with partners whose strengths complement ours. The goal is long-term compounding, not short-term extraction.”
Throughout the conversation, what stands out is the consistency with which Jaber returns to first principles. Honesty with oneself and with partners is treated as a risk-management tool. People, trained and trusted, are not a cost centre but the only sustainable advantage. Localisation is more than a tender strategy; it is the architecture that makes supply chains resilient and communities stronger. Innovation is not an accessory for investor decks but the continuous work of improving products and processes so that customers are served better every quarter.
On paper, RJ Group’s businesses could appear disparate. In practice, they are
linked by a philosophy of disciplined growth and value creation. Real estate financed and informed diversification: manufacturing and consumer goods apply the same logic of quality, localisation and governance; and London provides both a portfolio hedge and a canvas for design that is functional, sustainable and enduring. Africa, meanwhile, is not an abstraction but a network of real markets where the Group has already learned by doing.
The next few years will test every company’s ability to hold its principles while adapting to shifting conditions. Interest rates will move, policies will change, and supply chains will tighten and loosen in unpredictable cycles. RJ Group’s answer is not to forecast every variable but to invest in people, codify what works, and decentralise what must be local and keep execution honest. That, Jaber believes, is how ecosystems endure.
For investors and partners, the message is clear. Those seeking exposure to clean-energy enablement with real capacity and certifications will find it at Sigma Cylinders. Those looking for London development and refurbishment that respects both the city and the spreadsheet will find it through Harmonic and Valor Collective. Those drawn to West African consumer growth can access it through an operator that already understands the terrain. RJ Group offers not slogans but consistency, a rare currency in a business climate that increasingly rewards resilience over noise.
www.rjgroupholding.com
POWERING THE FUTURE OF FOOD
As the world’s population moves toward ten billion by 2050, global food security stands at a decisive moment. Agricultural productivity must expand to feed billions more people, yet the essential ingredients of that productivity; land, water, and fertiliser are under immense pressure. Phosphate lies at the heart of this challenge. It is the key ingredient in fertiliser production and the element that sustains global crop yields. Without phosphate, modern agriculture would not exist.
Every grain of wheat, every field of maize, and every ton of rice relies on phosphorus to grow. Nearly half of
the world’s food supply depends on phosphate-based fertilisers. The need for new, sustainable sources of phosphate is therefore not just a commercial concern, but a humanitarian one. As nations face the dual pressures of feeding growing populations and adapting to environmental constraints, the search for reliable, ethical phosphate production has become critical.
PhosCo Ltd (ASX: PHO), an Australianlisted company, has positioned itself at the forefront of this effort. Through its flagship Gasaat Phosphate Project in Tunisia, PhosCo is unlocking one of the world’s most promising phosphate
INSIDE PHOSCO’S GASAAT PHOSPHATE PROJECT
deposits, bringing together world-class geology, strong institutional partnerships, and a commitment to responsible development. Despite North Africa holding some two thirds of the world’s known phosphate deposits, PhosCo is the only listed company to hold wholly owned exploration permits in this region.
Global phosphate reserves are highly concentrated, with Morocco and China dominating supply. This concentration has exposed the fertiliser industry to geopolitical and logistical vulnerabilities. Tunisia, with its mineral wealth and strategic location between Europe and Africa’s agricultural heartlands, offers
an opportunity to diversify and stabilise supply. The Gasaat Project represents a vital step in that direction.
A large resource with significant growth potential.
Gasaat is wholly owned by PhosCo and holds a large JORC compliant resource of 146 million tonnes of rock phosphate, defined from drilling at just two out of a total of 9 prospects. The resource is set to expand shortly through the nearby SAB and KM prospects, where drilling has encountered some of the thickest and highest-grade phosphate intercepts ever reported in Tunisia. These additional
DIRECTED BY: RUPERT KAY
deposits are lower-strip and closer to the proposed plant site, and therefore expected to positively impact the project’s already impressive economics. Gasaat benefits from established infrastructure, located approximately 200 kilometres from port via sealed road and rail. PhosCo’s development plan targets 1.5 million tonnes per year of export-grade phosphate concentrate, with a mine life exceeding 46 years and first production expected in late 2027.
The company’s approach is methodical and staged. Phase one will focus on establishing a secure and consistent supply of rock phosphate for export, while phase two will expand into downstream beneficiation and in-country processing.
PhosCo’s development plans have just been accelerated by a recently announced €1 million grant from the European Bank for Reconstruction and Development, a landmark endorsement of the company’s credibility and the project’s significance. The grant follows the signing of a Memorandum of Understanding between PhosCo, the EBRD, and the Government of Tunisia, the first such agreement in the country’s mining sector. The MOU provides a clear pathway to development, with a robust framework for environmental, technical, and governance collaboration, ensuring that the project advances under internationally recognised standards.
This institutional support was underscored by PhosCo’s participation at this year’s AFSIC conference in London, where Gasaat was showcased as one of North Africa’s most strategically important mining projects. The project’s combination of geological scale, transparent governance, and local partnership captured the attention of investors and policymakers alike.
Foundation in collaboration.
PhosCo has spent years building trust with Tunisian authorities, communities, and international development partners. The project has been designed from the
PHOSCO LTD
Signing Ceremony at EBRD’s Tunis Office, attended by PhosCo Managing Director Taz Aldaoud, Executive Director Mehdi Ben Abdallah, and EBRD representatives including EBRD’s Associate Director, Anass Joundy and EBRD’s Head of Tunisia, Nodira Mansurova
PHOSCO LTD
outset to deliver benefits at every level; commercial, social, and environmental. The project has strong support from local communities who will benefit from a ten per cent project participation in the project through community companies, ensuring that development directly benefits those who live closest to it. Employment opportunities, skills training, and local supply chain development will further strengthen the project’s social impact and align it with Tunisia’s wider development agenda.
With optimisation work advancing, PhosCo is preparing for its Bankable Feasibility Study, supported by both EBRD funding and existing equity capital. The study is due to commence in early 2026, marking a decisive step toward construction readiness and production.
The timing for such a project could not be more critical. Global phosphate supply is tightening as major producers limit exports, particularly in China where phosphoric acid is not only being retained for domestic fertiliser production but also for the manufacture of electric vehicles (EV’s). Around 30% of an average Lithium Iron Phosphate (LFP) battery is made up of phosphoric acid. Yet despite the limiting of exports, demand continues to grow, driven by population expansion, changing diets, and the push for higher agricultural yields. In this environment, Gasaat offers a secure, long-life source of phosphate from a politically stable jurisdiction that sits at the crossroads of key global markets.
For investors, the appeal lies not only in the project’s scale but in its alignment with long-term demand trends. Food security is one of the most resilient investment themes of the century, and phosphate remains non-substitutable in fertiliser production. PhosCo’s disciplined approach, its commitment to transparency, and its adherence to environmental and social standards provide a compelling proposition for institutional and impact-focused investors alike.
Sustainability is central to PhosCo’s vision. The company’s development philosophy prioritises local participation, environmental protection, and governance excellence. Plans include optimising water usage, minimising waste, and developing in-country beneficiation to capture more value within Tunisia. These measures reflect PhosCo’s determination to operate in harmony with both the environment and the communities that host its operations.
Beyond environmental stewardship, PhosCo is contributing to Tunisia’s broader economic transformation. The project is part of a national strategy to diversify industry, attract foreign investment, and create skilled employment. By anchoring an integrated phosphate value chain, Gasaat has the potential to stimulate secondary industries in fertiliser production, chemicals, and logistics, positioning Tunisia as a regional hub for sustainable resource development.
A highly credentialed team with skin in the game.
PhosCo’s credibility is reinforced by the strength and experience of its team. Amongst the company’s largest shareholders is Lion Selection Group, a publicly listed mining specialist fund with a proven track record in developing successful mining projects across the globe. PhosCo’s Managing Director, Taz Aldaoud, is also backing the PhosCo’s vision. In a serious show of leadership and commitment he has invested substantially into the company over the past 12 months to now become the largest shareholder – a true show of alignment with shareholder interests.
The team’s expertise spans continents and disciplines. Mehdi Ben Abdallah, whose insights and experience in Tunisia provide vital local understanding, complements the company’s international capabilities. Meanwhile, industry veteran Sam Lancuba brings decades of phosphate expertise, having worked on phosphoric acid plants across every continent. Together, they exemplify PhosCo’s ethos: “we all have
skin in the game.” It is this combination of local knowledge, technical depth, and shareholder alignment that gives the company its distinctive edge.
As PhosCo advances towards first production, its mission extends well beyond the extraction of minerals. The company sees its role as cultivating the resources that feed the world, producing the raw materials that enable global agriculture to thrive while creating lasting social and economic value in Tunisia. Its model of shared benefit, rigorous governance, and sustainable growth represents a new standard for resource development in emerging markets.
The road ahead is clear. Following completion of the Bankable Feasibility Study, construction is expected to proceed swiftly, with mining set to commence in 2027. By that time, Gasaat will stand as one of the world’s most significant new phosphate developments, providing stability to global fertiliser markets and opportunity to local communities.
PhosCo’s journey reflects a broader truth about the modern resource sector: that long-term value depends on responsibility as much as geology. The company’s partnerships with the EBRD and the Government of Tunisia demonstrate how international cooperation can deliver progress that is both profitable and principled.
As the world looks for sustainable ways to feed a growing population, PhosCo is helping to lay the groundwork. Every tonne of phosphate produced from Gasaat will contribute to the food systems that sustain billions. In doing so, the company is not merely mining a mineral but cultivating a future, one defined by balance, resilience, and shared prosperity.
PhosCo Ltd (ASX: PHO) is advancing Tunisia’s next great phosphate project, with the EBRD, the Government of Tunisia, and local communities standing firmly behind it.
www.phosco.com.au
MOU signed by PhosCo MD Taz Aldaoud, Minister of Industry, Mines & Energy, Fatma Chiboub, and MD for the Southern and Eastern Mediterranean region at EBRD, Mark Davis.
ENGINEERING
HELBLING
5FLOW HOW 5FLOW ENSURES COMPLIANCEAND NETWORKING IN THE PACKAGING INDUSTRY.
In the world of industrial transformation, few events capture the momentum of change quite like AUTOMA+. Now approaching its fifth edition, the congress has become a global meeting point for decision-makers shaping the future of automation, digitalisation and sustainable manufacturing. This year’s edition, taking place from 24 to 25 November 2025 in Vösendorf, Austria, promises to be the most ambitious yet, a two-day exploration of how data, technology and human expertise are redefining the way industries operate.
For Business Enquirer’s November issue, AUTOMA+ arrives at just the right time. With digital transformation accelerating across sectors, from pharmaceuticals to energy, this event offers both a snapshot of where we are and a forecast of where we are heading. As our coverage unfolds across this edition, we will be hearing from leaders and innovators attending AUTOMA+, exploring how they are turning complex ideas into practical results.
Where Innovation Meets Purpose
AUTOMA+ is not a typical industry conference. It has earned its reputation as a closed-door, peer-to-peer congress where strategy and implementation meet. Its participants are the people behind the transformation, executives, engineers, digital architects and innovators working within some of the world’s leading pharmaceutical, biotech and manufacturing companies.
THE FUTURE
What makes AUTOMA+ distinct is its focus on real collaboration. The event’s purpose goes beyond discussion; it is about finding solutions, building partnerships and aligning industries that increasingly share common challenges, from energy transition and automation to data governance and sustainability. It is where theory becomes application and where ideas often evolve into long-term projects.
As the event celebrates its fifth anniversary this year, the setting itself feels symbolic. Hosted at the Eventhotel Pyramide & Congress Centre in Austria, AUTOMA+ brings together professionals in a country known for precision engineering, scientific progress and innovation culture. It is a fitting backdrop for a congress that has become a benchmark for technical and strategic excellence.
The Themes Defining 2025
Each year, AUTOMA+ sets its agenda around the most pressing issues faced by industrial and pharmaceutical leaders. For 2025, the programme will dive into digital transformation, automation, artificial intelligence, data management and sustainability, areas that are rapidly reshaping the global industrial landscape.
From the rise of digital twins and predictive maintenance to smarter, datadriven operations, the sessions promise to explore how digital technologies can bridge the gap between concept
ZETA BUILDING THE DIGITAL BACKBONE OF LIFE SCIENCES
MERCK FROM VISION TO REALITY. Q&A WITH MERCK
and execution. What is striking about AUTOMA+ is how it treats these themes not as isolated trends but as interconnected elements of a much larger shift.
Speakers from global leaders such as Merck, Bayer, Takeda, Roche, Octapharma and Sandoz will share practical insights into how automation is driving efficiency, quality and compliance across the value chain. Beyond the technology, expect conversations about culture, leadership and the human side of digital change, a theme that resonates deeply with today’s evolving workforce.
Beyond the Conference Floor
AUTOMA+ has always placed human connection at the centre of its success. Rather than focusing solely on presentations, it builds time and space for people to meet, talk and exchange experience. Its curated B2B sessions, networking breaks and social events are designed to create a sense of community within a fast-changing sector.
As one past attendee put it, the true value lies not just in the insights shared on stage but in meeting people who are living the same challenges and who can offer ideas that work in the real world. That spirit of open exchange, grounded, professional and purposeful, is what keeps AUTOMA+ at the forefront of industry dialogue.
The event’s organisers have also built a reputation for blending structure with spontaneity. Behind the scheduled panels and structured meetings, there is room for discovery, the kind of unexpected conversation that leads to partnerships and innovation that continue long after the congress doors close.
A Platform for Progress Business Enquirer’s coverage of AUTOMA+ reflects a shared mission to explore how intelligent innovation can solve complex challenges. As industries face rising expectations around performance, sustainability and digital readiness, this congress provides a valuable lens through which to understand the direction of change.
Across this issue, we will be speaking to executives, engineers and digital leaders attending AUTOMA+, learning how they are rethinking processes, embedding technology and aligning sustainability with profitability. Our editorial focus mirrors the event’s own ethos, one of curiosity, connection and forward-thinking collaboration.
Automation and digitalisation are no longer the language of tomorrow; they are the operational reality of today. AUTOMA+ offers a clear view of what this transformation looks like in practice and of the people who are making it happen.
Looking Ahead
As we move through November and toward the opening of AUTOMA+ 2025, anticipation is already building. The congress represents a milestone in the ongoing evolution of industrial intelligence, a space where technical insight meets human ingenuity, and where innovation is no longer a buzzword but a tangible force for progress.
For readers of Business Enquirer, this edition serves as both a preview and an invitation. Whether you are attending in person or following our exclusive interviews and features, AUTOMA+ offers a rare chance to see how global industries are rewriting their playbooks for a digital, data-driven future.
Because at the heart of every great transformation lies one constant truth: innovation begins with people.
www.automacongress.com
FROM LAB BENCH TO BATCH RECORD
HOW HELBLING’S DIGITAL TWIN MODEL IS
REWRITING THE RULES OF R&D
In the rapidly evolving world of pharmaceutical and life sciences, the boundaries between research, development, and manufacturing are being redrawn. At the centre of this shift is Helbling, whose Closed Loop Manufacturing (CLM) model is changing how laboratories transition from experimentation to full-scale production. The concept introduces a new level of continuity, connecting every stage of product and process design through a single digital framework.
For Sébastien Martin, Head of Digital Transformation at Helbling, this evolution is not about adding technology for its own sake, but about creating meaningful integration. “We aim to position ourselves as the interface between senior management, business, and technology,” he explains. “Our goal is to provide end-to-end digital solutions that allow organisations to think holistically about how products are designed, developed, and ultimately produced.”
Helbling’s CLM model builds on the idea of the digital twin: a precise, data-driven replica of the laboratory that mirrors every process, parameter, and output in real time. In doing so, it bridges the historic divide between research and manufacturing, two areas that have often operated in isolation. While the use of digital twins in product development is well established, applying the same concept to process design and industrialisation marks a fundamental shift.
DIRECTED BY: RUPERT KAY
Sébastien points out that while many industries have used digital tools for product design since the 1990s, few have extended this thinking to the process itself. “What has changed in recent years,” he says, “is that companies are starting to use digital tools to design the process itself. CLM defines how to digitally design processes and link them directly to the product. This creates a seamless transition from development to operations.”
The model’s strength lies in its ability to provide a consistent data thread from laboratory research to full-scale production. It eliminates the traditional disconnect between departments and replaces fragmented documentation with a single, dynamic environment where every action is captured, verified, and shared. For the pharmaceutical sector, where delays and inefficiencies in tech transfer can be costly, this represents a step change in capability.
At the heart of CLM is the Bill of Process (BOP), described by Sébastien as the “missing link between formulation and manufacturing.” The BOP captures each stage of production, detailing machines, configurations, inspection plans, quality checks, and operational sequences in a structured, object-based format. “The Bill of Process starts by structuring the manufacturing process,” Sébastien explains. “It attaches all the additional supporting elements needed to execute those steps, from machine setups to quality processes. Built in an object-based way, it becomes the backbone of the digital twin of the process.”
Rather than existing as static documentation, the BOP serves as a living foundation for simulation, validation, and automation. It enables scientists and engineers to build digital workflows long before physical production begins. In early stages, the model remains production-site agnostic, allowing flexibility in design. As the process matures, it can be tailored to specific production lines, creating a prevalidated bridge between development and operations. The result is a digital ecosystem where every step can be tested, modified, and approved with full traceability.
This approach also tackles one of the industry’s most persistent challenges: the handover between process development and manufacturing. In many organisations, the transition between these two stages is prone to miscommunication and rework. Helbling’s model removes this friction by embedding manufacturing parameters,
testing protocols, and machine recipes into the process design itself. “By preloading what operations need very early in the process, the handover becomes almost obsolete,” Sébastien says. “The process designer can already design the manufacturing process in a way operations need it. All the recipes, machine parameters, and test methods are predefined and digitally available.”
For companies adopting CLM, the benefits are clear. Time-to-market can be cut to a fraction of traditional timelines, with documentation and regulatory preparation automated along the way. Helbling has seen real-world cases where development cycles were reduced to around 30 percent of their original length, alongside significant cost savings in validation and review.
Compliance, one of the most demanding aspects of pharmaceutical manufacturing, is also transformed by this approach. With digital twins in place, laboratories gain full visibility of their operations and can maintain real-time oversight of every batch. Key regulatory documents such as the Master Production Record (MPR) and Master Batch Record (MBR) are digitised, allowing direct comparison between the planned and executed states. “The Bill of Process is almost a digital copy of the master production record,” Sébastien explains. “When both the MPR and MBR exist digitally, compliance checks can be automated, providing continuous traceability and ensuring production is always in line with defined parameters.”
Automated documentation not only reduces the administrative burden but also improves accuracy and reliability. Errors that might once have been discovered post-production can now be detected instantly. For auditors and regulatory bodies, the availability of real-time data and electronic records represents a new level of transparency and confidence.
The rise of artificial intelligence and connected technologies is expected to amplify these benefits further. “AI tools and machine learning require a digital
foundation,” says Sébastien. “Companies already on the path toward digital twins of their products and processes will see a massive boost. They can automate more, improve accuracy, and even generate regulatory documentation automatically based on configuration.”
Sébastien envisions a near future in which AI systems monitor and optimise processes continuously, fine-tuning production parameters as data flows in and supports validation activities. This would enable a level of operational precision that manual systems could never achieve. However, he also recognises that regulation must evolve alongside innovation. “The question is how fast regulation and notified bodies can evolve to keep pace with these advancements,” he says.
For Helbling, technology is only half of the equation. The other half is people.
“The technological part is often not the hardest,” Sébastien observes. “What is truly challenging is the change in how people work. Process Development and Production/Process Engineering are moving much closer together, and in some companies, they are even merging.”
The company has developed its own change-management methods to guide clients through this transformation, even employing psychologists to assess readiness and support cultural adaptation. “Sometimes it means more effort for one department,” Martin adds, “but it results in massive time savings for another. We show teams how early investment in process definition reduces time for scale-up and tech transfer later on.”
This cultural alignment is key to sustaining digital transformation. When departments share a common language and understand their interdependencies, collaboration improves naturally. In Helbling’s experience, these integrated teams not only work faster but also produce higher-quality results, with innovation cycles shortened and documentation standardised across functions.
Looking to the future, Helbling sees CLM as a foundational technology for emerging areas such as personalised medicine and small production batch in general. Production must adapt to unique or constantly changing requirements, something that manual systems struggle to achieve. “When you produce patientspecific treatments, every batch is unique,” Sébastien explains. “The only way to manage that efficiently is to have digital systems that can automatically generate regulatory documentation, adapt processes in real time, and transfer data directly to production lines.”
Helbling’s vision extends beyond technical innovation. The company views its role as that of an integrator, uniting strategy, operations, and technology into one cohesive system.
“We see ourselves as the connector between management, business, and technology,” says Sébastien.
“Our mission is to provide an end-to-end perspective - from product development through quality, regulatory and operations - that integrates all dimensions of the enterprise.”
This integration, he believes, is the future of laboratory and manufacturing environments. The CLM model creates an ecosystem where experimentation, validation, and execution coexist seamlessly. Every analysis step, equipment use, and recipe is captured digitally, forming a foundation for virtual prototyping, automated documentation, and full traceability.
From lab bench to batch record, Helbling’s Closed Loop Manufacturing model demonstrates what digital transformation looks like when applied with precision and purpose. It is not simply about digitising existing processes, but about redesigning them to work smarter, faster, and with built-in compliance. In Sébastien’s words, “The future of laboratory and production environments lies in digital modularisation. By structuring product and process development digitally, companies can seamlessly integrate automation, data integrity, and regulatory documentation.”
As industries continue their move toward fully digital, compliant-by-design systems, Helbling’s approach is setting a new benchmark. The company is showing how data can connect every stage of the product lifecycle, turning what was once a complex chain of handovers into a continuous, intelligent process. It is a vision that makes the laboratory not just a place of experimentation, but a central hub of innovation and production, where every insight is captured, validated, and ready for the next breakthrough. www.helbling.ch
BUILDING TRUST AT THE SPEED OF CHANGE: HOW 5FLOW KEEPS PACKAGING COMPLIANT AND CONNECTED
In today’s fast-moving consumer world, brands are under increasing pressure to bring products to market more quickly while maintaining the highest standards of quality and compliance. Behind many of these global launches is 5FLOW, the digital backbone powering the Propelis Group. Its technology enables creative, operational and supply chain teams to work together seamlessly, reducing inefficiencies and accelerating every stage of the packaging and content process.
At its core, 5FLOW connects the multiple moving parts of modern product development into a single digital ecosystem. The platform provides complete visibility across creative, regulatory and production workflows, transforming fragmented communication into cohesive collaboration. For the teams that use it, the result is less time spent chasing approvals and more time spent delivering meaningful work.
For 5FLOW, the pursuit of speed has never been about cutting corners but about removing friction. Every aspect of the platform is designed to simplify what has historically been a complex, manual process. “Speed to market ultimately comes down to one thing, removing friction,” says Martin Sliwa, 5FLOW’s Head of Commercial Services
Martin Sliwa, VP Sales EMEA
and a long-standing advocate for process simplification in global packaging operations. With more than a decade of experience in digital transformation and workflow optimisation, Martin brings both technical expertise and a deep understanding of client realities to his role. “Our platform automates repetitive steps, streamlines approvals and gives every stakeholder real-time visibility.” By enabling teams to work in parallel instead of in sequence, 5FLOW helps global brands reduce their time to market by weeks, freeing up resources for creativity and innovation.
Compliance is equally central to the company’s philosophy. Within highly regulated industries such as pharmaceuticals, food and cosmetics, speed is meaningless without control. 5FLOW has built compliance into the very fabric of its technology, ensuring that data security, version traceability and auditability are part of every project from the outset. As Alex Monich, who leads commercialisation for the Americas, explains, “Compliance is not an option for us. It’s built into everything we do. We operate within secure cloud environments, use role-based access controls and maintain detailed audit trails for every action.”
This integrated approach allows clients to move quickly without compromising on rigour. Rather than treating compliance as a final checkpoint, 5FLOW treats it as a continuous process woven throughout the workflow. That alignment of speed and security has helped position the company as a trusted partner to some of the world’s most recognisable brands. Artificial intelligence also plays an increasingly vital role in 5FLOW’s evolution.
Long before AI became an industry buzzword, the company was already applying it to simplify packaging and artwork processes. The platform’s machine learning models automatically extract text from artwork, run compliance checks and tag assets for easier retrieval. These tools help teams identify potential bottlenecks before they occur and reduce the need for manual oversight. One leading retailer reduced artwork lead times by 34% after implementing 5FLOW’s WAVE platform, achieving approval rates that now average 50% faster than before.
“AI turns data into foresight,” Martin says. “It allows our clients to anticipate challenges, optimise approvals and make better decisions with more confidence.” 5FLOW’s approach to AI is deliberately pragmatic, designed to complement human decisionmaking rather than replace it. By building what the team calls “assistive intelligence” into everyday workflows, the technology enhances efficiency while keeping human judgment firmly in control.
Alex Monich, VP Sales North America
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IT SOLUTIONS 5FLOW
One of the company’s defining strengths is its ability to adapt its technology to suit each client’s level of digital maturity. Some businesses are ready to adopt 5FLOW’s standardised software-as-a-service platform, while others require bespoke integrations that connect with existing supply chain systems. “We always begin by understanding where an organisation is on its digital maturity curve,” says Alex Monich. “For some, a flexible SaaS model offers the best way forward. For others, a tailored platform ensures we deliver the right level of integration.” This flexibility has been key to 5FLOW’s success in diverse markets, allowing clients to modernise at a pace that suits their operations.
Creativity, compliance and consistency are often seen as opposing forces, yet 5FLOW has shown that they can coexist harmoniously. The platform quietly manages the complex regulatory aspects of packaging, giving branding teams the confidence to push their creative boundaries. Every version, claim and design change is tracked and verified in real time, ensuring both compliance and brand integrity. By balancing freedom with structure, the company enables marketing teams to focus on storytelling without losing control of quality.
Behind this operational precision is a culture of discipline. 5FLOW’s ISO 9001 and ISO 27001 certifications reflect not only its technical compliance but also its internal mindset. The company’s processes are designed for speed through structure, ensuring reliability without rigidity. This culture of organised innovation allows it to deliver consistent results even in the most demanding environments.
5FLOW operates as Propelis’ technology company, and it is entering a new era focused on what is known as “intelligent orchestration. This concept focuses on linking data, people and processes across the content supply chain to achieve complete transparency and control. The company’s Wave workflow management tool embodies this vision, connecting multiple systems within a single operational framework. It is a step towards a future where supply chains are not just faster, but inherently smarter.
“Innovation for us isn’t just about doing things quickly,” says Martin. “It’s about doing them intelligently. The next generation of workflow technology will make connections between teams, data and systems more seamless than ever before.” That pursuit of intelligent orchestration is what defines 5FLOW’s direction for the coming years, as it continues to evolve its platform around predictive insights and interconnected systems.
Beyond technology, the company’s leaders see partnership as the foundation of success. Many of 5FLOW’s client relationships have grown into long-term collaborations built on shared ambition. Alex Monich describes this as one of the most rewarding aspects of the job, explaining that the real transformation happens not just in processes, but in people’s confidence to embrace new ways of working.
“The most exciting part for us is seeing how our clients evolve,” he says. “Once they see the impact - faster approvals, fewer errors, better alignment - they become advocates for change.”
As 5FLOW continues to expand within the Propelis Group, its influence on the global packaging and content management landscape is becoming increasingly apparent.
The company’s technology has redefined what efficiency looks like in a world that demands constant innovation. By merging automation, compliance and creativity into a single, intelligent system, it has created a model for the modern enterprise, one where teams collaborate fluidly, decisions are made confidently and products reach consumers faster than ever before.
The story of 5FLOW is ultimately one of precision and partnership. It demonstrates that true progress lies not in automation alone, but in the thoughtful alignment of technology with human expertise. In doing so, the company has not only changed how brands work but set a new standard for how the creative supply chain of the future should flow.
To learn how 5FLOW is shaping the future of intelligent packaging management, visit www.5flowtech.com
BUILDING THE DIGITAL BACKBONE OF LIFE SCIENCES
In the life sciences industry, the digital revolution has arrived not with fanfare, but with quiet precision. It is transforming the way pharmaceutical and biotech companies design, construct and operate their facilities. At the centre of this transformation is ZETA, a globally operating end-to-end solution provider. that has evolved from pipe fitting to developing fully digital, data-driven production ecosystems for some of the world’s most complex manufacturing environments.
The company’s trajectory is remarkable. Fifteen years ago, ZETA was a modest business of around one hundred employees, primarily focused on piping and mechanical installation. Today, it is a global player with more than two thousand people and a reputation for advancing the digitalisation of pharmaceutical engineering. Its evolution has been shaped by a simple but powerful principle: everything in engineering, from concept to operation, should one day be seamlessly connected through data.
That belief has guided ZETA’s expansion into what it calls Digital Solutions,
a business line that integrates all disciplines of engineering into a single digital environment. It reflects a shift in the company’s mindset from building equipment to building intelligence.
The company’s journey into digitalisation began when one of its long-standing clients asked for more than physical delivery. They wanted ZETA to handle the full engineering scope of a facility, from design to automation. What started as an expansion of service quickly became a transformation in philosophy. ZETA’s leadership recognised that the future of engineering would rely on software as much as steel.
As digital systems advanced, the company began to merge its engineering, automation and design processes into one connected toolchain. Each discipline could now collaborate within the same environment, sharing information in real time and reducing the inefficiencies that had long existed between mechanical design, electrical planning and process automation. This approach became the foundation of ZETA’s integrated digital framework, an ecosystem where every
ZETA
PROJECT DIRECTED BY: RUPERT KAY
stage of a project contributes to a shared, living dataset.
Central to this framework is the digital twin: a virtual representation of a plant that mirrors both its physical structure and its operational logic. ZETA’s model combines two key elements. The first is the physical twin, which represents the layout, materials and equipment. The second is the procedural twin, which defines how the plant operates, from recipes to process parameters. Together, they form a complete digital replica of the facility.
This twin is not a static model, but an evolving intelligence that grows alongside the project. It allows ZETA and its clients to test, validate and optimise designs long before construction begins. Engineers can simulate entire processes, identify risks, and train operators using virtual or augmented reality environments. When the physical facility comes online, the operational data feeds back into the digital model, creating a continuous feedback loop for improvement.
The impact on project timelines and efficiency has been significant. In one recent case, ZETA delivered a biotech manufacturing site for a client facing a critical shortage of a life-saving product. With only three years of supply remaining, the company needed a new production facility designed, built and validated in record time. Using ZETA’s digital methods, the entire project was completed in twenty-four months.
Every element of that plant, from design to training, was developed within the digital environment. Data generated during engineering was reused for automation, commissioning and even workforce onboarding. Virtual reality simulations enabled 150 new employees to familiarise themselves with the facility before it was physically completed. The project demonstrated how digital tools can bridge the traditional gap between strategy and execution.
For the pharmaceutical and biotech
sectors, however, speed is only one side of the equation. Regulatory compliance remains an ever-present demand. ZETA’s systems are designed from the ground up to meet the stringent requirements of FDA and GMP environments, ensuring data integrity, traceability and validation. The company builds its solutions using proven industrial platforms such as Siemens COMOS and AVEVA E3D, which already incorporate features like audit trails, access controls and electronic signatures.
Yet Martin Mayer, Director Business Line Digital Solutions, and his team recognise that technology alone cannot deliver transformation. The real challenge lies in changing how people think and work. Within ZETA itself, the move toward digitalisation began with a major cultural shift. The company replaced isolated software tools with integrated workflows, introduced agile development methods, and encouraged engineers to think more like software designers. To complete the transformation, this toolchain was made available to the market as a service—independent of ZETA’s role as an
engineering partner in a project—marking a significant shift in its business model.
“Digital transformation starts with mindset,” Mayer has often said. Engineers needed to understand that their expertise remained vital, but that the tools for expressing it were changing. The company created a new internal division dedicated to software and IT, bringing together more than eighty specialists who now work on developing and refining its digital platforms. The result is a shared environment where process, mechanical and automation engineers can collaborate without barriers.
This integration has since extended to ZETA’s clients. Through secure cloudbased systems, project partners and suppliers can access a unified database, enabling true parallel engineering. Multiple disciplines can progress simultaneously while maintaining full visibility across design stages. This not only reduces delays but also enhances the overall quality of information, ensuring that data remains accurate and consistent throughout the project lifecycle.
Martin Mayer Director Business Line
Solutions
Modular production for flexible, compliant life sciences manufacturing
Modular production is reshaping life sciences manufacturing, and COPA-DATA’s zenon software platform stands at the forefront of this transformation. As drug development cycles shorten and regulatory demands increase, producers need scalable, repeatable processes that maintain quality across multiple sites. zenon’s flexible architecture enables modular production by standardizing control, visualization, and data handling into reusable building blocks via drag and drop.
By encapsulating recipes, equipment logic, and compliance checks into configurable modules, manufacturers can accelerate validation, reduce engineering effort, and deploy consistent production cells from bench to plant. For life sciences, where traceability and auditability are paramount, zenon integrates electronic batch records, alarm management, and secure historian functions to ensure data integrity while supporting rapid changeovers.
Beyond technical benefits, modularity improves organizational agility. Cross-functional teams can assemble validated modules without redesigning entire systems. COPA-DATA supports this shift with tools for versioning, role-based access, and standardized interfaces that simplify integration with 3rd party systems, such as PAS-X MES, classic MES, and building management systems.
Sustainability also gains from modular strategies: smaller, optimized units consume less energy and facilitate scalable capacity expansions without large capital expenditures. In a sector where responsiveness can dictate patient access, zenon’s approach helps manufacturers adapt to demand variability and regulatory updates more quickly.
The convergence of modular production and robust software platforms like COPA-DATA’s zenon creates a pragmatic path toward flexible, compliant, and efficient life sciences manufacturing. It’s not just about equipment – it’s about rethinking processes so innovation reaches patients faster and safer.
Modular production becomes reality
with the zenon Software Platform
The advantages of this approach continue well beyond construction. All engineering data is harmonised and carried into the operational phase, forming the basis for predictive maintenance, performance analytics and continuous optimisation. The same digital twin that once served as a design tool becomes a living operational resource.
ZETA’s use of simulation and artificial intelligence further extends this capability. The company’s acquisition of the simulation specialist INOSIM has strengthened its ability to model complex production processes. These simulations allow teams to test different scenarios, from equipment configurations to energy efficiency strategies, supporting clients in balancing economic and environmental goals.
Artificial intelligence is also beginning to influence the way ZETA will design plants in the future. Instead of engineers manually drafting process diagrams and then extracting data from documents, AI
tools will soon enable the reverse: data will generate the documents automatically. This shift, currently being developed in partnership with Siemens, AVEVA and NVIDIA, represents a fundamental change in how engineering knowledge is captured and applied.
Mayer believes this transformation is essential if European industry is to remain globally competitive. The demand for efficiency, he argues, is growing faster than traditional methods can deliver. “We need to be at least fifty percent more efficient in the next five years,” he has remarked in other discussions. “Without embracing digital and AI, that will not be possible.”
The move toward modular and flexible manufacturing is another area where ZETA’s digital expertise is proving influential. By standardising design principles and creating reusable digital modules, the company is helping clients move away from one-off custom builds toward scalable, configurable systems.
This modular approach allows facilities to expand or adapt quickly, reducing costs and improving sustainability.
In practice, ZETA’s modular strategy is supported by automation standards such as MTP (Module Type Package), which enables different equipment units to communicate seamlessly within a common control system. The combination of standardisation, modularity and digitalisation has become the foundation of what Mayer calls “the smart building blocks of life sciences,” a system where digital design and physical flexibility meet.
Looking ahead, ZETA’s ambitions reach well beyond engineering. The company aims to position itself as a leading partner for digital transformation across the life sciences sector. In the short term, this means expanding from integrated engineering to integrated operations, with its digital platform evolving from a service into a product. The newly branded FrameWorks offering will serve as a scalable foundation for clients to manage their entire digital ecosystem.
In the longer term, ZETA’s focus lies in the emerging concept of Pharma 4.0, a fully connected, intelligent manufacturing landscape where AI, digital twins and modular production combine to create adaptable facilities capable of producing everything from niche therapies to largescale vaccines. Through partnerships with global technology leaders, ZETA is already developing AI-driven operational support tools that can assist human operators in real time.
Sustainability also plays a key role in this vision. By simulating energy use and material flow, ZETA’s digital systems allow clients to design processes that minimise waste and emissions. The company’s expertise in both engineering and software gives it a unique perspective on how digitalisation can accelerate decarbonisation across the sector.
Although ZETA’s digital reach is expanding globally, its strongest relationships remain in Europe, where its transformation story began. Many of its customers have witnessed its growth from traditional plant builder to digital pioneer. That trust, built over years of collaboration, is now helping the company lead a new era of partnership between physical and digital engineering.
The story of ZETA is, in many ways, a story about the future of the life sciences industry itself. It is a reminder that innovation does not always begin with disruption, but with evolution, the steady integration of technology, knowledge and purpose. As pharmaceutical manufacturing becomes more intelligent, sustainable and data-driven, ZETA stands as one of the organisations quietly shaping that transformation from within.
Digitalisation, in Mayer’s view, is not about replacing engineers, but empowering them. It is about using technology to extend human capability, connect disciplines and build smarter systems. The tools are changing, but the principle remains the same: excellence in engineering, guided by precision and imagination.
www.zeta.com
Q&A WITH MERCK
AQHow is SYNTHIA® reshaping the way chemists approach the earliest stages of drug discovery?
SYNTHIA® is fundamentally changing early drug discovery by empowering chemists to rapidly generate, visualize, and evaluate multiple synthetic routes for target molecules— even those never made before. By automating retrosynthetic analysis, we enable researchers to move from idea to actionable synthetic plans in minutes, not weeks. This accelerates hit-to-lead and lead optimization, reduces risk, and allows teams to focus their creativity on the most promising compounds.
QIn what ways do algorithms and machine learning give researchers an advantage over traditional retrosynthesis methods?
ASYNTHIA® combines expert-coded chemical rules with advanced algorithms and machine learning to scan vast chemical spaces and propose innovative, feasible pathways. Unlike traditional methods, which rely heavily on individual expertise and literature precedents, SYNTHIA® can uncover nonobvious disconnections, optimize for cost, step count, or green chemistry, and instantly access a catalog of over 12 million commercially available building blocks. This breadth and speed are simply not possible with manual planning.
QCould you share an example where SYNTHIA® directly influenced the success or speed of a synthesis project?
AAbsolutely. In a recent case, published in April this year, SYNTHIA®’s algorithms specified in planning shared synthetic pathway for multiple molecules, were connected to continuous flow chemistry. The study resulted in identifying and optimizing synthesis for multiple active pharmaceutical ingredients (APIs).
The results led to reduced resource use and improved operational conditions across multiple APIs. The integration of SYNTHIA® with continuous flow chemistry achieved a 95% isolated yield at optimized conditions, significantly enhancing productivity. The approach improved the overall environmental footprint, increasing the GreenMotion score by 25%, particularly in the 'Process' and 'Solvent' categories, indicating a more sustainable synthesis.
In summary, the combination of SYNTHIA® and flow chemistry allowed for greater flexibility and scalability in the production of multiple APIs, addressing challenges associated with traditional batch synthesis.
MERCK KGAA, DARMSTADT, GERMANY PROJECT DIRECTED BY: RUPERT KAY
FROM VISION TO REALITY: HARNESSING DIGITAL SOLUTIONS FOR BREAKTHROUGH INNOVATIONS IN CHEMICAL SYNTHESIS AND DRUG DISCOVERY
Q&A WITH MERCK Q&A
EWA GAJEWSKA
HEAD OF PRODUCT MANAGEMENT, SYNTHIA® RETROSYNTHESIS SOFTWARE
Dr. Ewa Gajewska is the Head of Product Management at Merck KGaA, Darmstadt, Germany, where she leads the development of SYNTHIA® Retrosynthesis Software – a groundbreaking software for computer-assisted synthetic planning. She graduated in biotechnology and chemistry from the Gdansk University of Technology and was a recipient of the Outstanding Achievements Award from Poland’s Minister of Science and Higher Education. In 2020 she received her PhD from the Institute of Organic Chemistry at the Polish Academy of Sciences. Her passion for tackling complex scientific challenges within commercial settings and the unique blend of her interdisciplinary skills drive the realization of innovative features of SYNTHIA Retrosynthesis Software.
QHow does the software encourage creativity in pathway design while ensuring the results are practical in the lab?
ASYNTHIA® acts as a creative partner, suggesting diverse, sometimes unconventional routes that chemists might not consider. At the same time, it grounds its suggestions in proven expert-coded reaction rules and published precedents, and allows users to filter by practicality—such as excluding hazardous reagents or requiring commercially available starting materials. This balance inspires new ideas while ensuring routes are realistic and executable.
QWhat impact can digital retrosynthesis tools have on cost efficiency and timelines in pharmaceutical R&D?
ADigital tools like SYNTHIA® can dramatically reduce both costs and timelines. By automating route scouting, minimizing failed experiments, and optimizing for cost-effective reagents, we’ve seen up to 90% reductions in manual planning time and significant savings in material and labor costs. This means faster progression from concept to candidate, and ultimately, to the clinic.
AQHow does SYNTHIA® support collaboration across research teams and disciplines?
SYNTHIA® is designed for collaboration. Users can share analyses, comment on pathways, and tag results for group projects. Our cloud-based platform ensures secure, realtime access for teams across locations and disciplines, making it easy for medicinal, process, and computation chemists to work together seamlessly.
QWhat are the biggest challenges you see in encouraging wider adoption of digital tools in chemical synthesis?
AThe main challenges are cultural and educational. Many chemists are used to traditional methods and may be skeptical of software predictions. We address this by demonstrating real-world successes, offering hands-on training, and emphasizing that SYNTHIA® is a tool to augment—not replace—human expertise. As more chemists experience the productivity gains, adoption is accelerating.
QAs drug targets grow more complex, how does SYNTHIA® help researchers navigate increasingly difficult synthesis routes?
ASYNTHIA® excels with complexity. Its algorithms can handle large, multifunctional molecules and propose routes that integrate both published and unpublished steps, predicted based on SYNTHIA®’s huge expert-coded rules database. For natural products and other challenging targets, SYNTHIA® has identified unique disconnections and strategies that have inspired successful syntheses, even when literature precedent is lacking.
AQWhat future developments or integrations do you see enhancing retrosynthesis software further?
We’re excited about deeper integration with AI-driven molecule design platforms, automated synthesis hardware, and green chemistry scoring tools. Our recent partnership with AIDDISON™ is a great example— combining generative AI for molecule design with SYNTHIA®’s synthesis planning creates an end-to-end digital workflow from virtual idea to real-world compound. We’re also expanding our API capabilities for seamless integration into enterprise R&D environments.
QDo you see digital intelligence as a supportive tool for chemists or something that could fundamentally transform how synthesis is carried out?
ADigital intelligence is both a supportive tool and a transformative force. It augments chemists’ intuition, accelerates routine tasks, and opens new creative possibilities. Ultimately, it’s not about replacing chemists, but empowering them to achieve more—faster, greener, and with greater confidence. The labs of the future will be defined by the synergy between human ingenuity and digital intelligence.
www.sigmaaldrich.com
Dubai’s Skyline Redefined: Four Hotels Setting a New Standard for Urban Luxury The Future of Luxury Beauty: Personalized Tech-Integrated Pampering Beyond First Class The New Era of Bespoke Luxury Travel at The Ritz-Carlton, Koh Samui Sky and Sea: Redefining Ultra-Exclusive Travel in Monaco
Beyond First Class The Ritz-Carlton, Koh Samui
Dubai’s Skyline Redefined:
Four Hotels Setting a New Standard for Urban Luxury
Dubai continues to redefine luxury hospitality with a series of new landmark hotels that combine architectural brilliance, world-class amenities, and immersive experiences. This October and beyond, four extraordinary properties are opening their doors, each promising to elevate the city’s reputation as a playground for affluent travelers seeking sophistication, comfort, and innovation.
Nestled in the twisting form of Wasl Tower on Sheikh Zayed Road, Mandarin Oriental Downtown Dubai opens this October as a symbol of contemporary elegance. The hotel offers 259 rooms and suites with panoramic views of the Arabian Gulf and city skyline, complemented by 224 branded residences. Every detail reflects thoughtful design and refined comfort. Ten world-class dining venues deliver global and local flavors, while the spa spans two floors of wellness innovation, blending ancient healing practices with modern technologies. Advanced energyefficient features, including natural cooling fins integrated into the tower’s ceramic façade, ensure that luxury and sustainability go hand in hand.
Jumeirah Marsa Al Arab
Adjacent to the iconic Burj Al Arab, Jumeirah Marsa Al Arab brings a fresh, nautical-inspired approach to resort luxury. Opening earlier this year, the hotel spans 58 acres along the pristine coastline and features 300 guestrooms and 86 suites, many with private plunge pools overlooking the Arabian Gulf. Its design draws inspiration from classic Italian Riva boats, combining elegance with contemporary comfort. The TALISE spa offers holistic therapies,
while immersive culinary experiences celebrate Mediterranean flavors alongside locally inspired seafood creations. With direct access to the beach and nearby attractions, this resort combines privacy and adventure seamlessly for the ultimate high-end getaway.
Ciel Dubai Marina
Ciel Dubai Marina, part of the Vignette Collection, is poised to become the world’s tallest hotel when it opens in November 2025. The 365-meter tower offers 1,004 rooms with floor-to-ceiling windows that showcase sweeping views of the marina and city skyline. A rooftop infinity pool on the 76th floor provides the ultimate vantage point for sunsets over the water. Inspired by natural elements such as water, fire, and earth, the interiors combine opulent textures and innovative design. Guests will find a mix of restaurants, bars, and social spaces curated to offer a full spectrum of experiences, from intimate fine dining to lively lounge settings, all elevated by breathtaking panoramic backdrops.
Corinthia Dubai
Scheduled to open in 2027, Corinthia Dubai is an architectural marvel set along Sheikh Zayed Road near the Museum of the Future. Towering over 500 meters, the twin structures feature a cantilevered sky lobby 200 meters above the city, offering unmatched views of the skyline. The hotel promises luxurious rooms and suites, a wellness-focused spa, and curated dining options that emphasize contemporary global cuisine. Corinthia Dubai combines innovation with elegance, creating an immersive environment for travelers who value design, exclusivity, and sophisticated urban experiences. Its strategic location ensures seamless access to Dubai’s cultural landmarks and business hubs, making it ideal for both leisure and business travelers seeking world-class comfort.
Mandarin Oriental Downtown Dubai
Dubai’s New Standard in Luxury
Together, these four properties illustrate the evolution of Dubai’s luxury hotel scene. Each offers a distinct interpretation of high-end hospitality, from the contemporary sophistication of Mandarin Oriental Downtown Dubai to the nauticalinspired elegance of Jumeirah Marsa Al Arab, the sky-high spectacle of Ciel Dubai Marina, and the futuristic grandeur of Corinthia Dubai. They redefine what it means to experience urban luxury, blending architectural innovation, worldclass service, immersive wellness, and unforgettable dining experiences.
For travelers seeking an exclusive escape, these hotels do more than provide a place to stay—they curate a lifestyle. Whether gazing over the Arabian Gulf from a
private suite, floating above the city from a rooftop pool, indulging in avant-garde spa treatments, or savoring cuisine designed to delight every sense, guests will discover that Dubai’s hospitality landscape is not just about opulence but about creating moments that linger long after departure.
Dubai’s skyline is ever-changing, and with these new additions, it promises experiences that marry design, technology, and culture. Each hotel stands as a landmark in its own right, inviting guests to witness the city from perspectives both elevated and intimate.
For anyone planning a luxury visit to Dubai in 2025 and beyond, these properties represent the pinnacle of modern urban indulgence and offer a blueprint for the future of luxury hospitality in the region.
London has long been at the forefront of style, elegance, and refined experiences, and the city’s luxury spa scene is no exception. In 2025, The Landmark London introduces a new era of beauty and wellness that combines traditional pampering with cutting-edge technology. The hotel’s spa has become a sanctuary where modern innovation meets timeless indulgence, offering guests a deeply personalized approach to skincare and wellness.
The Landmark London’s spa stands as a prime example of how luxury hospitality is evolving to meet the demands of discerning travelers. The moment guests enter the space, they are immersed in an environment designed for both relaxation and advanced treatment. The interiors are a study in sophistication, with muted tones, soft lighting, and elegant textures that immediately convey serenity. Every detail, from the carefully chosen materials to the ambient soundscapes, has been curated to enhance the sensory experience, creating a seamless transition from the bustle of the city to a world of calm.
At the heart of this spa experience is the integration of technology into traditional wellness rituals. AI-powered skin analysis allows guests to understand their skin at a level never before possible. Through advanced scanning and diagnostic tools, the spa can map areas of concern, detect underlying conditions, and provide tailored recommendations for treatments and skincare routines. This information enables therapists to create bespoke facials that address individual needs with precision, ensuring every guest receives a unique and highly effective treatment.
Beyond facials, the spa incorporates noninvasive aesthetic treatments that use innovative technologies to rejuvenate the skin. Techniques such as microcurrent therapy, LED light treatments, and ultrasonic infusion allow for visible results without the downtime of surgical procedures. These treatments are combined with expert manual techniques, ensuring that guests enjoy both the science of technology and the artistry of traditional spa therapy. The fusion of these approaches exemplifies the modern definition of luxury in the wellness world, where personalization and effectiveness are paramount.
The Landmark London also places a strong emphasis on holistic wellness. Treatments are designed to address not only external appearance but also inner well-being. This includes stress reduction therapies, body contouring treatments, and rituals that focus on balance and relaxation. The spa’s team of experts is trained to consider each guest’s lifestyle, skin type, and personal goals, creating a comprehensive program that nurtures both body and mind. This level of attention transforms a simple spa visit into a deeply restorative experience that lingers long after guests leave.
Luxury in this context extends beyond services and treatments to encompass the environment and amenities offered.
The Landmark London provides private treatment suites for those seeking complete discretion and exclusivity. Each suite is equipped with climate control, ambient lighting, and sound systems that can be adjusted to individual preference. The spa also offers access to relaxation lounges, saunas, and hydrotherapy pools, allowing guests to customize their experience and enjoy moments of tranquility at their own pace.
Culinary wellness complements the physical treatments, with nutrition and hydration playing a central role in the overall approach to beauty. Guests can enjoy curated wellness menus and bespoke beverages designed to enhance skin health, boost energy, and support the body’s natural balance. This integration of nutrition, treatment, and environment creates a comprehensive luxury wellness experience that caters to every aspect of the guest’s lifestyle.
What makes The Landmark London’s spa particularly notable is how it embodies the intersection of tradition and innovation. The hotel has long been known for its classic luxury and impeccable service, and the spa builds on this heritage by embracing technology in a thoughtful and seamless manner. The result is an experience that is at once cutting-edge and timeless, appealing to guests who value both performance and indulgence.
In addition to the spa itself, The Landmark London leverages technology to provide seamless guest experiences throughout the hotel. From online booking platforms that allow detailed customization of spa appointments to integrated apps that track treatment histories and preferences, the hotel ensures that every aspect of the visit reflects the individuality of the guest. This approach reinforces the spa’s commitment to personalization and underscores how technology can enhance, rather than replace, human care and expertise.
Luxury Beauty
The rise of tech-integrated luxury spas reflects a broader trend in the hospitality industry, where customization and innovation are becoming key differentiators. Travelers are increasingly seeking experiences that are tailored to their specific needs, that deliver measurable results, and that provide a sense of exclusivity. By combining AI diagnostics, bespoke treatments, and holistic wellness programs, The Landmark London has positioned itself at the forefront of this movement, offering a blueprint for the future of luxury spa experiences.
For visitors to London, The Landmark London spa offers more than just relaxation. It provides an opportunity to experience the future of luxury beauty, where personalized care, technological innovation, and refined environments converge to create an unforgettable journey. Each visit is a chance to reconnect with oneself, indulge in sophisticated treatments, and experience the transformative power of modern spa artistry. In this space, luxury is defined not only by elegance and comfort but also by the precision and care with which each guest is treated.
In 2025, The Landmark London demonstrates that luxury in wellness is evolving. Guests can expect experiences that are curated, scientific, and indulgent, reflecting the needs and desires of a new generation of travelers. The combination of human expertise, technological innovation, and timeless sophistication ensures that every visit is both a personal journey and an exemplary expression of modern luxury.
BEYOND FIRST CLASS THE NEW ERA OF BESPOKE LUXURY
TRAVEL
AT THE RITZ-CARLTON, KOH SAMUI
Luxury travel in 2025 is no longer defined solely by first-class flights or five-star accommodations. It is measured by the level of personalization, exclusivity, and immersive experiences that allow travelers to connect with a destination on a profound level. The Ritz-Carlton, Koh Samui, embodies this evolution, offering a private, oceanfront sanctuary where bespoke travel meets the highest standards of comfort and sophistication.
Situated on 58 acres of lush coastline, the resort overlooks the azure waters of the Gulf of Thailand. Its private villas, each featuring infinity pools, expansive terraces, and unobstructed ocean views, provide a sense of seclusion and serenity. The architecture blends modern luxury with Thai-inspired design, incorporating natural materials, soft textures, and open layouts that create harmony with the surrounding landscape. The villas are meticulously designed to ensure that each guest experiences both elegance and tranquility, whether enjoying a quiet morning by the pool or an evening under the tropical sky.
The Ritz-Carlton, Koh Samui, has redefined luxury travel by focusing on bespoke experiences tailored to individual preferences. Guests can engage in private cultural excursions that offer a deep understanding of Thai traditions and local life. Guided tours of nearby temples, artisanal markets, and traditional fishing villages provide an intimate look at the region’s heritage. Travelers can also participate in hands-on experiences, such as Thai cooking classes or private Muay Thai training sessions with expert instructors, creating memories that extend far beyond typical tourist activities.
Wellness is a cornerstone of the resort’s offerings, with programs designed to
nurture both body and mind. The spa incorporates traditional Thai therapies alongside modern wellness innovations, providing treatments that focus on balance, rejuvenation, and relaxation. Guests can enjoy private yoga sessions on the beach at sunrise, meditation overlooking the water, or personalized wellness consultations that integrate nutrition, fitness, and holistic therapies. Each element of the wellness experience is carefully crafted to meet the unique needs of the guest, making every moment a reflection of thoughtful luxury.
For those seeking adventure without compromising privacy, the resort offers bespoke excursions that combine exploration with elegance. Private yacht charters allow guests to discover hidden coves, snorkel among vibrant coral reefs, or watch the sun set over the horizon in complete seclusion. Helicopter tours provide a bird’s-eye view of the island, offering a new perspective on its natural beauty. Each adventure is curated with meticulous attention to detail, ensuring comfort, exclusivity, and personalized service at every turn.
Culinary experiences at The Ritz-Carlton, Koh Samui, further exemplify its approach to bespoke luxury. Private dining on the beach, tasting menus created by world-class chefs, and curated wine and cocktail pairings transform meals into multi-sensory events. Guests can request personalized menus tailored to dietary preferences, seasonal ingredients, and even special celebrations. The resort’s focus on culinary excellence ensures that every dining experience is both intimate and unforgettable.
Luxury at The Ritz-Carlton, Koh Samui, extends beyond services and activities. Every aspect of a guest’s stay is designed to provide effortless comfort and exclusivity. Private check-ins, dedicated concierge teams, and seamless integration of requests ensure that the experience is smooth, personalized, and
Ritz-Carlton, Koh Samui
tailored to individual lifestyles. The resort’s attention to detail in both tangible and intangible elements reinforces the sense of being in a place where nothing is standard and everything is curated.
The Ritz-Carlton, Koh Samui, represents a shift in how luxury travelers define their experiences. It is no longer sufficient to stay in a lavish hotel; guests now seek journeys that reflect their personal tastes, offer meaningful engagement with a destination, and provide opportunities for wellness, adventure, and cultural enrichment. The resort delivers on all fronts, making it a destination that is both a sanctuary and a gateway to bespoke exploration.
Every element of a stay at The RitzCarlton, Koh Samui, is designed to make guests feel not only pampered but also connected to the environment and culture around them. Whether floating in an infinity pool while watching the sun rise over the Gulf of Thailand, practicing Muay Thai with a private instructor, or savoring a multi-course meal prepared specifically for them, visitors experience a level of personalization that defines the future of luxury travel.
For travelers seeking privacy, refinement, and curated adventure, The Ritz-Carlton, Koh Samui, offers a blueprint for modern luxury. Here, every day can be designed to match the desires of the guest, from wellness and relaxation to cultural immersion and oceanfront adventure. It is a destination where every detail has been anticipated, every experience customized, and every moment elevated. The resort exemplifies what bespoke travel has become: an art form that balances exclusivity, personalization, and indulgence in one unforgettable experience.
and Sea: Redefining Ultra-
Luxury travel has evolved far beyond the traditional notions of comfort and convenience. In 2025, it is defined by the ability to move seamlessly, privately, and in complete control of every moment. Monaco has emerged as the epicenter of this ultra-exclusive mobility, where private jets and mega-yachts combine to create a lifestyle of unparalleled indulgence and freedom.
Arriving in Monaco by private jet is an experience in itself. Aircraft interiors are now being reimagined with bespoke luxury in mind. Wellness pods, zero-gravity seating, and personalized climate controls ensure that every journey is comfortable, restorative, and tailored to the needs of each traveler. On-demand gourmet dining elevates in-flight meals to the level of a Michelin-starred restaurant, offering curated menus based on individual preferences. The combination of privacy, speed, and customization makes air travel not just a way to get from one place to another, but a luxurious part of the overall experience.
Port Hercules, Monaco’s iconic marina, provides a natural extension of this lifestyle. Mega-yachts have become floating palaces, designed for both comfort and spectacle. Interiors feature expansive lounges, private cinemas, and state-of-the-art entertainment systems, while decks include infinity pools, sun terraces, and open-air dining areas. Some yachts incorporate wellness facilities such as floating spas, meditation zones, and private gyms, allowing guests to maintain routines and indulge in relaxation while at sea. Every detail, from lighting to furniture placement, is curated to create an atmosphere of opulence and exclusivity.
The itineraries offered by yacht operators in Monaco are as bespoke as the vessels themselves. Private dives to secluded coves, island-hopping adventures along the Mediterranean, and intimate cultural excursions are planned to meet the
specific desires of guests. Activities are not limited to leisure; high-end concierge services can arrange events ranging from pop-up art exhibitions to private concerts on board. The integration of luxury, privacy, and unique experiences ensures that each journey is singular and unforgettable.
A significant aspect of this lifestyle is the seamless integration between air and sea travel. Private jet schedules are coordinated with yacht departures, allowing travelers to move effortlessly from landing on the Riviera to boarding their vessel without exposure to the public eye. This level of coordination and personalization transforms travel into a continuous experience, where convenience, exclusivity, and luxury coexist. It reflects a new paradigm in mobility, where the journey is as important as the destination.
Monaco’s appeal extends beyond its infrastructure and natural beauty. The principality’s cultural and social offerings enhance the luxury travel experience. High-end boutiques, exclusive galleries, and world-class entertainment venues provide curated experiences that cater to refined tastes. Travelers can disembark from a yacht or jet and enter a world where privacy and sophistication are standard, not exceptional. This combination of mobility, environment, and culture defines the new luxury lifestyle in the Mediterranean.
The evolution of private jet and yacht travel also mirrors broader trends in the ultrahigh-net-worth lifestyle. Personalization, wellness, and curated experiences have become defining features. Technology plays a central role, from aircraft navigation systems that reduce travel time to yacht automation that maximizes comfort and efficiency. Every element is designed to allow travelers to focus on enjoyment and experience, removing the stress or limitations associated with conventional travel.
Security and discretion remain paramount in this sphere. Private jets and yachts offer a level of privacy that traditional accommodations cannot. VIP boarding procedures, private terminals, and secure berths ensure that guests can move freely and confidently. This emphasis on control and autonomy reinforces the appeal of this lifestyle, allowing travelers to dictate the pace, timing, and scope of every activity.
The combination of luxury aviation and high-end yachting exemplifies a broader philosophy of modern affluence: the pursuit of experiences over possessions. While material opulence remains a hallmark of this lifestyle, the emphasis has shifted to creating unforgettable moments, achieving well-being during travel, and accessing the world on one’s own terms. In Monaco, this philosophy is fully realized, offering travelers the rare opportunity to curate their own journeys through air and sea.
Ultimately, the private jet and yacht lifestyle in Monaco represents the pinnacle of ultra-exclusive mobility. It provides freedom, privacy, and personalized experiences that define what it means to travel as a modern luxury connoisseur. Every flight, every voyage, and every curated activity reinforces the notion that the journey is a central component of the luxury experience. This is travel reimagined for a generation that values autonomy, refinement, and the unparalleled thrill of discovery, all while indulging in the highest levels of comfort and sophistication.
For those who seek more than just a destination, Monaco offers a blueprint for the future of travel. Here, the sky and sea are not boundaries but opportunities to experience luxury in motion. The combination of private aviation, megayacht lifestyles, and personalized service sets a standard that will influence the world of high-end travel for years to come.
