Q3 2026 Featuring:
AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility. Welcome back to the Q3 2026 edition of EU Business News Magazine, where we provide the latest information and insights, as well as a healthy dose of inspiration, to individuals and organisations across Europe. This newest issue sees us tap into developments shaping Europe’s business landscape, and just some of the areas covered within these pages include employee happiness and the importance of authentic leadership. We also take a closer look at some award-winning businesses, with these spanning everything from communications and manufacturing to dog training and claims management. Another celebration of the diversity inherent throughout Europe’s corporate sphere, we hope you enjoy all this edition has to offer. We would like to wish you all a safe and happy end to the third quarter of the year, and are excited to welcome you back once again for our Q4 edition. Sofi Parry, Senior Editor Website: www.eubusinessnews.com Editors Letter
4. News - Employee Happiness – The UnderConsidered Aspect in the Success of Assignments - 87% of Employers Say Overseas Staff Need Additional Support 6. Why Business Leaders Need to Think Like Actors: Matt Zina on Authenticity and Influence 8. Bloomcast Consulting: Best Bespoke Communications Agency 2026 10. Remi Claeys Aluminium: Metal Manufacturing MD of the Year 2026 (Benelux): Peggy Sepanski 12. Hundesenteret AS: Dog Training Centre of the Year 2026 – Norway 13. Germany GmbH: Claims Management CEO of the Year 2026: Tobias Walter & Best Loss Adjusting Services Company 2026 Contents
NEWS Employee Happiness – The Under-Considered Aspect in the Success of Assignments ealth and wellbeing support is key to all-round mental and physical health, it supports the happiness of the employee and, therefore, is likely to have a positive impact on the success of their work too. This plays into the hands of the 26% of employers who, according to our latest research, are concerned that employees overseas may be unhappy and will want to return home, and the 19% of employers who are concerned that the assignment may not work out. Providing robust health and wellbeing support will promote overall wellbeing, thus helping with happiness. And healthy, happy employees tend to be more productive, increasing the success of the employee and the business. Employee happiness when working overseas is, and should be, a genuine concern for employers. Mental and physical health, along with the success of the placement and assignment, are all connected to employee happiness, and employers must, therefore, take a holistic approach to providing support that addresses all these areas. Health, safety and wellbeing should be the top priorities for supporting all employees, whether they are based in the UK or overseas. However, it is arguably even more important to prioritise these areas By Sarah Dennis, head of international for Everywhen H for employees based abroad, where there may be less readily available support and employees can be isolated. Given the time and money it takes to set up an employee overseas it is understandable that an employer is invested in the success of the assignment, but this should not overtake the priorities of health, safety and wellbeing. In fact, supporting health and wellbeing, and therefore happiness, is very likely to improve the success of a posting abroad. Risks associated with working abroad will differ by country and region, and it’s vital that employers are aware of these and offer appropriate support for the safety of their workforce, from guidance on travelling alone to protocols on what to do in an emergency. Similarly, the mandatory health and wellbeing support that employers are obligated to provide for overseas employees will also differ for each region and every country. This can prove complicated but this does not mean, however, that the issues should be overlooked, rather, that expert advice may be needed to help ensure employers comply with the rules of each country in which employees are based. Our research shows the importance of the assignment itself, with 47% saying fulfilling the business objectives is a top priority in supporting employees abroad, and 41% stating career progression is a top priority. Nearly a third of businesses (32%) do not prioritise the health and wellbeing of their employees abroad. Furthermore, just 60% of employers stated that the safety of overseas employees is a top priority. This is a worrying result for the employees themselves, but also for their employers, who may be failing to comply with regulations, and possibly failing in their duty of care. Combined with the fact that 26% of employers worry that their employees will be unhappy and want to return home, employers who take action are likely to see positive outcomes all round. Our research investigated the concerns employers have regarding their employees working abroad. Over a third (35%) are concerned about the mental health and wellbeing of overseas employees, and an equal 35% are concerned about physical health and wellbeing. In addition, 34% have concerns about employees’ personal safety. It may seem at odds that employers are concerned for mental and physical health and personal safety, given 32% of businesses don’t prioritise the health and wellbeing of their overseas employees. The message here is: if employers are concerned about employees, support is available to assist them, and the business. With this in mind, employers may wish to review the support they offer to overseas staff and take a close look at what is required by each country and advised for fostering wellbeing.
NEWS 87% of Employers Say Overseas Staff Need Additional Support Research by employee benefits experts, Everywhen, into the support that overseas employees need, shows that 87% of employers think they need additional support compared to employees based in the UK. Mental health support was felt to be needed most, identified by 49% of employers with overseas staff. Sarah Dennis, head of international at Everywhen, says: “One in ten (9% of) employers who believe that overseas employees do NOT need additional support compared to their UK-based colleagues is a significant number. There are quite different challenges that overseas employees face, and these should be recognised and addressed. Those employers not offering specific support for employees working abroad could well be letting down their talent.” Providing the right support It is not solely about providing more support for employees working abroad but, importantly, providing the right support. The research shows that 48% of employers with overseas staff offer the same health and wellbeing benefits to their global employees as to those based in the UK. This signals that they may not be considering the different needs of those abroad. Employees based overseas often face more challenges, such as dealing with cultural differences and language barriers but, they also need different support depending upon the country in which they are based. Some countries and regions have different mandatory support and different wellbeing regulations that need to be complied with. Specialists with in-country expertise can advise employers on this to ensure they meet the health and wellbeing requirements of each country. Providing access to appropriate support Global employers recognise the importance of supporting mental health, and this is indeed vital, it is also vital that the support is accessible. Accessing support from around the world can be different to accessing support from the UK. For instance, in some countries it is still taboo to talk about mental health issues, and some countries may not recognise the term ‘mental health’, so it is important to make support easy to access and in confidence. Likewise, support needs to be accessible for all areas of health and wellbeing. For instance, support for physical health may include access to medical care – as there is no NHS-equivalent in many countries or no access to state care for non-citizens – but also apps and advice on heathy lifestyles, so the stereotype of ‘expat excess’ can be avoided. Financial support may come in the form of education on money matters, including savings and retirement advice. And social health can be supported by local experts who can advise on cultural differences. Sarah Dennis says: “We would encourage employers to think in terms of offering different support, as much as additional support, to those based overseas, and making sure it’s accessible. Employees overseas may have very different requirements to those based in the UK and, therefore, need very different benefits, and need support in accessing it. The employer too will need support in understanding and meeting these needs.” Beware of overcompensating Employers should also beware of overcompensating and providing more costly benefits than required. It is prudent to look at what will be expected or needed, to be competitive. For instance, some employees may be entitled to local care so this won’t need to be funded by an employer. There are different rules and regulations for citizens and expats and from country to country, and experts with local knowledge can advise. Sarah Dennis concludes: “Recognising that overseas employees may need additional support to those based in the UK is a great first step. But understanding how needs differ in each country will make health and wellbeing support really work for those employees, and for the business.”
EU Business News- Q3 2026 Why Business Leaders Need to Think Like Actors: Matt Zina on Authenticity and Influence Matt Zina is an award-winning acting coach, talent agent and peak performance speaker who applies the discipline of screen acting to leadership, communication and business. With more than two decades of industry experience, he is the Founder and CEO of Matt Zina Acting and creator of the internationally used Trinity Acting Method. A former professional actor with credits including Heartbeat, A Touch of Frost and Emmerdale, Matt has built his career around helping people perform confidently under pressure. His work with actors and senior leaders gives him a distinct perspective on authentic communication, camera presence and the growing commercial value of a strong personal brand. In this exclusive interview with the London Keynote Speakers Agency, Matt explains why emotion drives action, what leaders can learn from actors and how authenticity helps speakers earn attention, build trust and change how audiences think. Question 1: How does authentic communication create authority and inspire an audience to act? Matt Zina: “In 2026, authenticity is everything. Let’s break down what authenticity actually looks like. “It looks like people slipping over their words and then going, “Oh, I need to put my teeth in,” laughing about it and getting on with it, rather than starting again if it was a video production. “Most people would be too scared to do that. I wouldn’t, because it shows authenticity. Authenticity over perfection. “What else does it look like? It looks like when you’re given a presentation, all you do is look at the back of the room, go through your slides and expect everybody to listen from beginning to end. “Communication has changed, and we need to adapt to that. We need to work harder on being authentic. It genuinely connects more deeply with the person you’re presenting to. “If they feel there’s a sense of authenticity, they’ll lean in more. Why are we speaking to people? Why are we presenting whatever it is we’re presenting? It’s because we want to create change. This exclusive interview with Matt Zina was conducted by Tabish Ali of the Motivational Speakers Agency.
7. FEATURE “Unless people lean into you and have an emotional experience, they will never change anything or come away from that presentation having changed anything about themselves. “One of the things I say constantly in my acting classes, in my other guise as an acting coach, is: emotions drive actions. You’ve got to get people to feel something first. “Stanislavski was probably the grandfather of acting technique. He was Russian, and he was the first to really study what we would call truthful, real acting techniques, where you watch a performance and believe in what the actors are doing. “He realised very quickly that when performers were existing within these characters and being as authentic as possible, the audience would have much more of an emotional experience when watching theatre. “When we go back to “emotions drive actions”, that’s why authenticity works. It helps you achieve your overall aim of getting people to change.” Question 2: Which skills from acting can business leaders apply to strengthen their presence, visibility and influence? Matt Zina: “Actors are business leaders. I’m an agent as well, so I have to tell actors constantly, “Look, you are a business. You’re a business leader.” “The ones who understand that quickly do very well in the acting world. They connect, market themselves and make sure they have a constant presence on social media. They communicate well. “Influence in 2026 has a very strange meaning. Actors often want to stay away from social media because they see themselves as something else. I think many business leaders do the same. They don’t see themselves as a personal brand or somebody who should be on social media. They see themselves as above it. “The biggest source of influence at the minute, whether we like it or not, is social media. “Marketing is, in many ways, very simple. We go to where our customers are. It used to be the town square, where we would hand out pieces of paper. We go to where the people are, tell them what we do and convert customers. “Now it’s very different. Where is everyone? They’re not on the high street or walking down the main road. They are online. “To reach our customers and the people we need to effect change in, we need to be on social media. “I feel for CEOs, directors and senior leaders because they reached that level using a very different skill set. One of the things I have coached many people at that level on is speaking and presenting to camera. That skill set is missing in many people. “When people start using social media and making content, they can get it wrong. They can over-project and make the mistakes everybody makes when they first start. “Actors already have the skill set. They’re comfortable around cameras and present to camera regularly. It’s a big part of auditioning. “Every audition requires an actor to do what’s called a slate, where they say to the camera, “Hi, I’m Matt Zena. I’m 42. I’m from Bradford.” They do that for every audition, so they’re comfortable with it. “For many people outside the industry, these are new skills, and it’s an ever-changing landscape. You’ve got to be committed when you become a personal brand or start using social media. You must create content and remain visible. “You realise there’s a new skill set that you’ve got to learn. That’s when people like me come in because many of the skills I teach actors are transferable. “My book, The Trinity Acting Method, is about teaching actors to give the most authentic performance they can. “When I coach somebody on how to present to camera or give a talk, I’m teaching them to give the most authentic “performance” they can. “The reason it has to be authentic is that when you are authentic, the people listening lean in. They take down their guard and feel more emotion. “Emotions drive actions, and you want those actions to create change.” Question 3: How has personal branding become a commercial asset for business leaders? Matt Zina: “We’ve gone through quite a change. In the ’50s, ’60s, ’70s and ’80s, we thought about big brands such as Coca-Cola and Pepsi, and we were impressed by them. “Brands were clever in portraying a positive image, but the options were limited. You could do it with colours, the way you portrayed or curated your adverts, and your images. “With social media, the changing world and the way people have decided to consume content, the focus suddenly shifted from the brand to the CEO being the brand. Elon Musk, Steve Jobs and, probably the first person to do it, Richard Branson. The CEO became the face of the brand. “Now, lower down the scale, you have florists realising that the strength of their business is the person. “People have always wanted to buy from people. It creates trust, a relationship and a sense of comfort. “It has gone full circle. These brands became so big that, when deciding whether we trusted or had a connection with them, we could only rely on the brand and what they curated for us. We didn’t have the communication devices we have now. “In 2026, the CEO can communicate with us directly on a livestream. Owners and founders can be interviewed, and we can see clips instantly. “Our focus has shifted from the overall brand to wanting to see a person. That’s why it’s called a personal brand and why it’s so important. “It has gone full circle. In Victorian times, if you needed a new jacket and wanted it tailored well, you wanted to know who was tailoring it. “You would go to the town square and meet somebody offering their wares and services. They might appear trustworthy, honest or interesting. They would show you their wares, you would trust them and then buy from them. “The same principle has returned because of the communication devices we now have. “In modern times, brands and companies following the personal-brand route are achieving huge success. “What does that mean for the CEO who has never thought about having to do this? What does it mean for the marketing director who has been told they have to do it? “They have to learn that authenticity is their best friend.”
EU Business News- Q3 2026 Best Bespoke Communications Agency 2026 Communication for businesses is about more than visibility. Rather, it is a strategic management function and a long-term reputational asset. As a leading media relations and press office in Portugal, Bloomcast knows the importance of communication, and has proven capable of connecting traditional media with today’s digital environments. Its status as a specialist consultancy is underpinned by the wider capabilities of its parent group, a combination that has put Bloomcast in a league of its own. Rodolfo Oliveira, Bloomcast’s managing partner, told us more. Part of the WYgroup, the largest independent and most complete business communication ecosystem for Portugal’s customer experience, marketing, and digital services industries, Bloomcast is a strategic communications consultancy based in the town of Oerias, near Lisbon. For more than a decade, the agency has worked with national and international organisations across a host of sectors, with its clients including LG Electronics Portugal, European Commission, TetraPak, E-REDES, Forvis Mazars, and Cushman & Wakefield. These clients receive integrated services spanning everything from corporate communications and reputation management to media relations, content, employer branding, and more. These services are delivered according to the agency’s unchanged values of integrity, transparency, excellence, citizenship, and a client focus. Whilst the values themselves have not altered, what has is how they are applied, as communication has become much faster, but also more fragmented, since the agency opened its doors back in 2012. Having continuously evolved its skills and introduced new service areas to the agency over the last 14 years, all while keeping the same commitment to close, ethical, and effective partnerships, Bloomcast is renowned for its ability to listen closely, understand a client’s business in context, identify the audiences that matter, and build a strategy that connects messages, channels, and actions. It even remains involved post-strategy, covering execution, measurement, and adjustment for its clients. In this way, Bloomcast becomes part of a client’s team, and the trust this builds and the relationships it forms are what this strategic communications consultancy in Portugal is most proud of. Rodolfo explained: “Being invited to act as part of a client’s team, especially when the situation is complex or reputationally sensitive, is the strongest recognition of the value we provide.” The challenge faced by the client is always where the agency begins, and this foundation underpins the bespoke service a business can expect. Early on in the process, Bloomcast will also define the right mix of its services for that particular client, leveraging its size to stay nimble and involved but drawing on the broader ecosystem of technological expertise the WYgroup delivers when it is required. By giving every client the responsiveness of a specialist consultancy but backing it up with the capabilities of an innovative group, Bloomcast ticks all the boxes. “Our unique selling point is not simply what we deliver, but how closely strategy and execution are connected to produce relevant, measurable results.” What really differentiates Bloomcast is the combination of proximity, subject matter expertise, senior involvement, and a results-driven culture it offers. This culture, which Rodolfo recognises as being demanding, collaborative, curious, and human, takes great pride in continuous learning, especially when it comes to analysis and improvement. This is a strong foundation from which the agency can provide effective results, something it remains committed to as we move through the rest of 2026 and beyond. Commenting on this, Rodolfo told us: “For Bloomcast, 2026 and the years ahead are about focused, sustainable growth. We want to continue strengthening the areas in which clients increasingly need strategic support: corporate reputation, media relations, digital and social communication, content, and stakeholder engagement. We will keep investing in our team, in better measurement, and in the responsible use of technology, including regular work with AI, while protecting the human judgement and creativity effective communication requires.” Rodolfo continued: “Our ambition is not to grow for scale alone, but to deepen the value we create for clients and expand alongside them, including in international contexts. We want to remain close, anticipate change, and continue doing things differently and better.” Offering the benefit of working side by side with some of the best talent in Portugal, and, as part of WYgroup, providing customers with the best possible service in all areas of marketing and communication, Bloomcast is more than fitting of being recognised with the two deserved titles of Best Bespoke Communications Agency 2026 and Public Affairs Excellence Award 2026. More on its services and their impact can be found at the link below. Contact: [email protected] Company: Bloomcast Consulting Web Address: https://www.bloomcast.pt/
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EU Business News- Q3 2026 More than 30 countries from around the world benefit from the precision profiles engineered by Remi Claeys, which serves a wide range of industrial sectors. From stepladders and scaffolding to crutches, irrigation systems, tents, and even air HVAC tubes, these thin-walled and thick-walled aluminium tubes (which range from 0.65mm to 2.5mm) have a variety of uses, offering extremely precise tolerances and uniform wall thickness. Since aluminium has the unique property of being infinitely recyclable without losing its original quality, Remi Claeys’ primary business drivers are sustainable innovation and the circular economy. For instance, its production is based on 97% scrap metal that is collected across Europe, including post-consumer waste like used beverage cans. Then there is the 36 million euros the company spent on its new, high-tech melting and casting facility in Lichtervelde, which is able to use post consumer scrap and has reduced its national gas consumption by around 40%. The benefits of this facility go much further, as its strategic location in Lichtervelde puts it within easy reach of the UK and all of Western Europe. It also offers critical logistics, infrastructure, and environmental advantages to drive the company forwards. As well as this, the Benelux region excels when it comes to collecting waste and applying circular recycling streams. This gives Remi Claeys easy access to the highquality secondary raw materials that are instrumental for its pioneering, sustainablefocused casting process. However, this is just the beginning of Remi Claeys’ innovative streak. As Peggy told us: “We believe in working smarter, not harder. By embedding lean methodologies across our production floors, we target zero errors and 100% stability to eliminate time and material waste.” Of course, no machine can run without people to operate Metal Manufacturing MD of the Year 2026 (Benelux): Peggy Sepanski The future of metal manufacturing is lightweight and sustainable, and that is why Remi Claeys Aluminium in Belgium provides high-frequency welded aluminium tubes that are exactly that, with a variety of applications across the home and in commercial environments. With Peggy Sepanski, the company’s managing director, being celebrated within the pages of this issue, we caught up with her for more on the role she plays at the helm of Europe’s market leader for welded aluminium tubes. it, and that is why the company puts an equal focus on its culture and developing all of its employees. From encouraging employees to take direct responsibility to sharing knowledge and actively pursuing cross-training, Remi Claeys’ internal initiatives are designed to nurture a healthier, adaptable, and collaborative workplace. Every member of staff should live and breathe the company’s core values: agility, operational excellence, ownership, collaboration, and innovation. More than values, these are pillars that guide every operational choice made by Peggy and her team, and they even underpin the capital investments they make. Peggy is no stranger to making these kinds of decisions, having spent many years in the construction industry managing large-scale projects and leading prominent construction firms. Her background in civil engineering means she excels across crucial areas like structural complexity, strict execution deadlines, and intensive resource planning. Peggy added: “In the construction sector, you learn very quickly that success depends on precise coordination between diverse stakeholders, tight budget control, and clear communication.” Stepping into the role of managing director of an esteemed company like Remi Claeys, which has been operating now for more than 75 years, felt like the natural next progression in Peggy’s career. She took the position in May 2022 with the clear objective of applying the rigorous operational discipline, execution speed, and structural focus of her background to transform this heritage brand into an agile, competitive, self-reliant market leader. Discussing this shift in more detail, Peggy explained: “Guiding a business through a major structural transition requires a strong focus on empowerment and clear communication. Moving Remi Claeys to a self-reliant SME meant that leadership had to focus on short lines of communication and clear objectives.” What made this all the more difficult was the fact that in 20222023 the industry was impacted by severe market headwinds due to the energy crisis/ prices, with global sales dipping, aluminium scrap becoming scare, and raw material upcharges surging. Rather than going into defence mode, Peggy saw these challenges as a way to accelerate the strategic transformation she had in the works for Remi Claeys, and this quickly came to define everything from its aforementioned plant upgrades to how it runs major building sites. Today, short lines of communication are commonplace throughout the business, and the company sets clear objectives that it knows its talented team can achieve. “We prove every day that resilience is about using adversity to build a prouder, stronger, and more profitable enterprise.” As this demonstrates, Peggy prides herself on being a results-driven leader, the kind who values pragmatism, action, and no-nonsense execution over corporate buzzwords and empty, faceless leadership. Having come up through the industry in engineering and heavy construction roles, Peggy knows any business is only as strong as its foundation. This is why she emphasises transparency and being an authentic leader, and she is open about wins and failures, giving people the unvarnished truth. And they respect her more for it. Under Peggy’s leadership, Remi Claeys’ internal culture is entering an exciting phase in its evolution. The move away from siloed departments into a dynamic environment
11. Metal Manufacturing MD of the Year 2026 (Benelux): Peggy Sepanski of shared ownership and collective agility is already underway, but Peggy knows that implementing a full cultural shift is not something that happens overnight. It is a journey, and Peggy remains dedicated to seeing it through and driving the transformation step by step. This leads us to the future plans for Remi Claeys, which are all about delivering results and continuing to prioritise its concrete, execution-driven approach. Two major projects are also currently in the works over at the company, a state-of-the-art automated foundry and a Smart Solar and Storage network. Finally, for the operations team here, it is all about working towards the standard of zero errors and 100% stability touched on above, something that requires minimising material waste and optimising throughput speed. Summing up the next steps for this forwardlooking manufacturing company, Peggy commented: “We have a clear strategy, the right investments are being made, and every new day is a fresh start to make our operations tighter and stronger. The coming year is all about disciplined execution and proving what an agile, self-reliant SME can achieve.” As the team here roll up their sleeves and build the future of Remi Claeys Aluminium, we take a moment to celebrate the work Peggy Sepanski has done in her four years at the head of the company. Having already started to transform this esteemed, long-running brand into her vision of what it looks like in the future, we eagerly anticipate what it might stand for in another four years’ time, over the next decade, and even further beyond. To explore its versatile aluminium welded tubes or stay up to date on everything this beacon of Belgian manufacturing prowess is doing, visit Remi Claeys at the link below. Contact: Peggy Sepanski Company: Remi Claeys Aluminium Web Address: https://www.remiclaeys.com/
12. EU Business News- Q3 2026 Norway, and wider Scandinavia, is home to a high number of working dogs. From sled and pulling dogs to search and rescue dogs, hunting dogs and service dogs to detection dogs and dogs that work in schools, this is a region renowned for its thriving canine population. These dogs all require a solid foundation before beginning their work, which is precisely where Hundesenteret steps in, a comprehensive dog centre widely considered to be one of the largest dog schools in Norway. We heard more from Mascha Meland, Owner, Manager, and Chairman of the Board, as Hundesenteret was recently named in the Scandinavian Business Awards 2026. Founded in 2019, Hundesenteret has since become the largest dog school in Norway. The company is devoted to delivering the most premium dog training services available in the region, working tirelessly from a barn which it rebuilt to provide the perfect environment and enrichment for its clients’ canines. Located in Tiller, just south of Trondheim, Hundesenteret has cultivated an atmosphere that is synonymous with peace, tranquility, and care every step of the way, ultimately encouraging every dog to learn and perform at their best. Hundesenteret serves anyone who owns a dog. Some clients approach the centre with a brand new puppy and are seeking a calm everyday life; others are competing in dog sports such as obedience, rally, agility, nosework, and tracking. Throughout every crucial step of any training plan, Hundesenteret prioritises canine comfort as well as peace of mind for their owners who come from all over to receive the prestigious service on offer. This means dog-owners needn’t be from Trondheim to be a part of this canine community. Through its online club, Lydig og Lykkelig Bestevenn, Hundesenteret reaches members wherever they are in the world through online courses, live talks, weekly training plans, and a community they can lean on. Speaking of the key component to success, Mascha shared: “For me, it always comes back to the relationship between a person and their dog. That is the heart of it. Training should be built on trust and good communication, and it should be fun for both of them. We are not interested in drilling obedience into a dog. We want owners to understand their dog and enjoy the work they do together.” Uniting canines and their owners, and weaving each partnership into its community, Hundesenteret’s tagline of “for oss med hund”, meaning “for all of us who have a dog”, it’s clear to see why so many people trust the company with the wellbeing of their dogs in training. In addition to its courses and sports, Mascha told us: “We also run dog assisted therapy and alternative school days for children and young people who do not fit into an ordinary classroom. We build these together with the schools and the health service, and every session has a clear goal. It’s not a ‘come and cuddle the dog’ arrangement. There are many hours of planning behind every hour of therapy. “I worked with therapy in schools for fifteen years with my own dogs, so I have seen what it can do. There is good research behind it too. Contact with animals lowers stress and blood pressure and helps with anxiety and depression. But the thing that stays with me is always the people.” On a mission to live up to its reputation for excellence, Hundesenteret keeps its groups small so its instructors can be deeply involved with each canine/owner partnership and ensures that people can have access to its online club to never have to miss out regardless of where they live. Mascha is a firm believer that all this accolade-worthy company does is built on empowering clients and enriching their relationships with their dogs. “Everything we do is relationship based and built on positive reinforcement, and we want people to actually enjoy themselves while they learn. Just as important, everyone who comes to us should feel seen and heard, and go home feeling they got help for exactly their dog and their situation, not some standard recipe,” said Mascha. Here at EU Business News, we’re proud to bestow Hundesenteret with the title of Dog Training Centre of the Year 2026 in Norway. The company’s success in our Scandinavian Business Awards is a milestone but only one drop in the ocean of its grand success story, and we’re excited to see what comes next. Contact: Mascha Meland Company: Hundesenteret AS Web Address: www.hundesenteret.no Dog Training Centre of the Year 2026 – Norway
Aug22136 13. Claims Management CEO of the Year 2026: Tobias Walter & Best Loss Adjusting Services Company 2026 The world’s leading risk and claims administration partner, Sedgwick employs more than 33,000 colleagues and supports 10,000 clients across 80 countries. In Germany, the company has earned a strong reputation for its loss adjusting and claims management expertise, supporting insurers, brokers, and corporate clients with a broad range of services. As Sedgwick Germany is recognised as the Best Loss Adjusting Services Company 2026 and CEO Tobias Walter receives a leadership award, we take a closer look at the business and the people behind its success. For more than 40 years, Sedgwick Germany has delivered claims management solutions and loss adjusting services to insurers, brokers, and organisations across Germany and internationally. Its full-service approach is supported by a robust IT suite that helps ensure efficient claims processes. According to Tobias Walter, what sets Sedgwick Germany apart is the combination of local expertise and the scale of a global organisation. The result is a consistent service model across claims and industries. Clients value Sedgwick Germany’s ability to manage their entire portfolio, from desktop claims handling to complex losses worth millions of euros. Across all cases, the company is guided by its commitment to making a positive difference for clients. This extends beyond handling losses, with tailored processes designed to support clients and their customers. The objective is to simplify complexity while helping to achieve positive outcomes for stakeholders. The consistent, proven approach Sedgwick Germany takes pride in delivering is built around its people, processes, and technology. Tobias explained: “This combination of experts, structured processes, and advanced technology enables us to deliver reliable, scalable, and compliant services across all claim types. It positions Sedgwick as a trusted insurance claims partner in an increasingly complex and regulated environment.” Today, an outstanding claims experience is defined by the combination of expert human judgement, speed, transparency, and realtime data availability. Sedgwick Germany aims to deliver across all these areas through its expertise, processes, and technology. With the market evolving at a faster pace than Tobias has experienced throughout his more than 25 years in the industry, he believes this combination is valued more than ever by clients and their customers. The company’s platform approach also enables it to scale efficiently, introduce new services, and respond quickly to changing client requirements while leveraging the latest technologies. Detailing Sedgwick Germany’s business strategy, Tobias told us of the three pillars it is built on: people, partnerships, and a long-term view of the market. There is simply nobody else in Germany capable of supporting large corporate clients with loss adjusting services and claims management solutions proven on a global scale. The fact that Sedgwick operates in more than 80 countries, across numerous languages and currencies, while utilising a single claims management platform, provides a unique data advantage. Recognition for its loss adjusting capabilities is particularly significant for Sedgwick Germany. Historically, this area has been more strongly associated with some of Sedgwick’s larger international markets, such as the UK. The award reflects Sedgwick Germany’s expanded loss adjusting capabilities over the past five years, as well as the expertise and commitment of the team behind it. Tobias added: “It is a strong validation of the journey we have taken as an organisation.” However, Sedgwick Germany is not the only one being recognised within these pages, as Tobias has also been named Claims Management CEO of the Year 2026. After more than two decades in the insurance and claims industry and a period of significant growth in Germany, Tobias remains characteristically humble about the recognition. Despite featuring in our German CEO Excellence Awards for the second consecutive year, he is quick to credit his team, clients, and partners for the company’s success: “Without them, no one would even know me.” “For me, this award is a reflection of collective success rather than an individual achievement.” Tobias’ ethos reflects the culture at Sedgwick Germany, built on empowerment, accountability, and trust. Being named a top company by kununu for the third consecutive year highlights this focus, and Tobias is keen to build on that momentum by delivering speed, transparency, and innovation for clients. Lastly, Tobias spoke of his pride in leading a business built on talented and dedicated individuals: “Our people are at the heart of everything we do, and they are the reason why clients trust us in critical moments. This combination of expertise, commitment, and care is what truly defines Sedgwick Germany.” Contact: Tobias Walter Company: Sedgwick Germany GmbH Web Address: www.sedgwick.com/europe/germany/
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