Q4 2025 news 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 to the Q4 2025 issue of EU Business News, providing you with all the latest news, features, and informative pieces from across Europe. This quarter’s editorial of EU Business News Magazine covers a wide range of businesses, individuals, and teams who deliver excellence throughout everything they do. From sustainable infrastructure to food and drink, BioTech to tyre retailers, and more, this quarter we celebrate a very diverse and dedicated selection of award winners. Furthermore, sharing news and insights across the corporate landscape in Europe, our news pieces offer valuable insights into gap analysis in business, apprenticeship excellence, and business continuity plans, not only to improve organisations’ operations but also to improve quality of life across their employees. As always, we are excited to share another issue of our magazine with you. We also look forward to sending Q1 your way in 2026 but, for now, we wish you an excellent end to the year. Sofi Parry, Senior Editor Website: www.eubusinessnews.com Editors Letter
4. News 6. 5 Ways Employers Can Supercharge Their Workforce With Apprenticeships 8. NATURACARE: Most Innovative Natural Health Products CEO 2025: Luc Basthiste 10. miDiagnostics: Best Health Screening Solutions CEO 2025 (Belgium): Katleen Verleysen 12. FITZ: Best Business Services Consultancy 2025 - Netherlands 13. Hynfra Energy Storage: Energy Storage Solutions CEO of the Year 2025 (Central Europe): Jacek Wiśniewski 14. VLAVI Group: Industrial Manpower Solutions CEO of the Year 2025 (Northern Europe): Victor Chaykin 16. MarketingLens Ltd: Data-Driven Marketing CEO of the Year 2025 (Republic of Ireland): Bertalan Bari 18. Sven Parthie: Best Stress Management Coach 2025 (Brussels): Sven Parthie 19. Pneus Occasions Online (TIP TOP PNEU SRL): Best Online Tyre Retailer 2025 – Belgium 20. StrongLite Composites AB: Sustainable Infrastructure CEO of the Year 2025 (Nordics): Michael Nord 22. New Products Group: Food & Beverage CEO of the Year 2025 (CEE): Iryna Ruzhytska 24. PFx Biotech: BioTech CEO of the Year 2025: Ali Osman Contents
NEWS Continuity Planning Is Now the Norm for UK Businesses: 85% have a business continuity plan Databarracks’ latest Data Health Check shows that UK organisations are moving beyond simply having continuity plans – they’re putting planning into practice through more frequent testing and exercising of their response and recovery processes. Since the annual survey began in 2008, continuity has steadily climbed the agenda. In 2025, 85% of UK organisations now have a business continuity plan, compared with just 56% in 2015. Organisations with business continuity plans are also backing them up with broader response structures. Alongside their BC plans: New research from Databarracks also reveals that four in five business continuity plans are up to date T • 92% also have an IT disaster recovery plan • 82% have a crisis management plan • 80% have a crisis communications plan And it doesn’t stop with planning – in the past year, 9 in 10 organisations also tested elements of their recovery process. Testing and exercising are now seen as essential to closing the gap between theory and execution – especially as tolerance for downtime continues to shrink. In 2025, a majority of organisations say they couldn’t survive more than half a day without critical IT systems. Chris Butler, Resilience Director at Databarracks, commented: “This year’s Data Health Check shows a positive shift: continuity isn’t just about documents anymore – it’s about capability. The organisations that test regularly are the ones that recover confidently. “Plans give structure. Testing gives certainty. We’re seeing more organisations learning from real incidents and exercises, then feeding those lessons back into their continuity processes. That’s especially important when recovery doesn’t go to plan – and this year, 9 in 10 organisations that experienced a cyber attack said their recovery could have been more effective. More testing and exercising was the mostcited route to improvement, closely followed by better coordination of response and improved plans and documentation.” However, the research also highlights a continued gap between large and small organisations. While almost all large organisations (97%) have a business continuity plan, only 58% of smaller organisations do – and they are significantly less likely to test those plans regularly. Progress has been made – but levelling up resilience across organisations of all sizes is now essential. Key findings from the 2025 Data Health Check: • 85% of organisations have a business continuity plan. • 89% tested elements of their recovery process in the last 12 months. • Testing and exercising are now the most effective ways to improve confidence in continuity. • Updating continuity plans and testing and exercising are among the top resilience priorities for organisations in 2025, identified as such by 36% and 33% respectively. • Most organisations say they could not survive more than half a day without critical IT systems. Download the full report: https://www.databarracks.com/resources/ data-health-check-2025 Explore the highlights: https://datahealthcheck.databarracks. com/2025
NEWS Research Shows Too Few Overseas Employers Capitalising on Gap Analysis The latest research issued by international benefits specialists at Towergate Employee Benefits shows just 42% of companies with overseas employees are carrying out gap analysis to help with the recruitment and retention of employees in a particular country or region. This means that they may be missing out on the full potential of the analysis and the benefits that gap analysis can bring to employees, and to the business itself. Sarah Dennis, head of international at Towergate Employee Benefits explains: “Gap analysis enables employers to see the gap between the benefits they offer and what is required in the countries where their employees are based. It is important for employers to carry out this evaluation, not only to ensure that they are fully compliant, but also to benefit as a business from the information received.” The research reveals that 76% of companies with overseas employees do carry out gap analysis, but the important factor is whether they are capitalising on the information and using it to its full potential. Reasons employers give for carrying out gap analysis include: • To ensure all types of staff are supported appropriately, e.g. local nationals, foreign nationals, etc. who may be entitled to, or require different benefits: 55% • To make sure we are offering the benefits required by law in different countries and regions: 47% • To make sure we are not offering benefits over and above what is required by law in different countries and regions (i.e. overcompensating unnecessarily): 46% • To make sure the benefits we offer are competitive and help us recruit and retain staff in a particular country or region: 42% The benefits of going above and beyond legal requirements Employers commonly use gap analysis for legal and compliance reasons – to ensure that they are meeting the legal requirements in each country. However, only doing it for this reason could prove shortsighted. For example, there are countries in which it is not a legal requirement to provide Private Medical Insurance (PMI), but the state provision in practice may be poor. In such cases, gap analysis on a compliance basis would show the company as meeting the requirements, but the employee and, therefore, the business, would almost certainly benefit from the provision of PMI to ensure the employee remains fit and well and has a speedy return to work if they do have a medical issue. Equally, PMI, as with many other benefits, may not be a legal requirement but it may be essential to offer it to support recruitment and retention of talent. Smoothing the complications of having overseas employees Gap analysis can be extremely helpful in smoothing the complications associated with employing people overseas. The world is an unpredictable place and there will always be conflict, health issues, and unforeseen crises somewhere around the globe. Even in the seemingly most stable countries, unexpected and devastating events can occur – as has been made heartbreakingly clear by events such as the summer flash floods in Texas. By fully analysing any gaps in the employee benefits that are offered in each country, an employer may be able to mitigate the risks by aligning the health and wellbeing support appropriately, such as offering support in the event of crisis or conflict. Plan for longevity Companies with overseas employees must plan for the future to be prepared for the needs of their employees. Issues such as political unrest or a health scare can escalate quickly and it is vital that employers are prepared in terms of the support they offer. It is important to have a forward-looking strategy and growth plan. Building a benefits plan is not just about carrying out gap analysis on the here and now, but truly understanding the requirements to future-proof a business, so putting support in place for at least the next three to five years. Taking the right advice Many companies rely of financial advisers and tax consultants for gap analysis. This tends to provide scrutiny on whether the employee benefits being offered meet the regulations in a specific county and provide compliance. However, health and wellbeing support needs to go further, especially for overseas employees. It is far more appropriate to use an international employee benefits expert. They will be able to analyse the offering and requirements in much wider terms, such as how the support can help to recruit and retain employees, keep them healthy, happy, productive and at work, therefore bringing benefits to the business too. Sarah Dennis concludes: “Gap analysis should enable employers to stay ahead with regards to wellbeing, which is becoming increasingly important across all aspects of supporting a business, particularly overseas.”
EU Business News - Q4 2025 5 Ways Employers Can Supercharge Their Workforce With Apprenticeships By Chris McNamara, founder and CEO of Pathway CTM
7. FEATURE It’s no secret that the UK workforce has been struggling over the last few years. The ongoing impact of Brexit and Covid-19, political and economic instability, and huge shifts in how we use technology have changed the workforce, creating staff shortages, skills gaps and uncertainty around job security. Our capacity as a nation to achieve our social and economic priorities depends on having a trained and innovative labour force, according to the Edge Foundation, and this won’t happen without a real effort to invest in skills and development. This is where apprenticeships come in. Not only do they give young people an opportunity for personal development and a chance to learn skills in their chosen field, but they offer real benefits for employers and wider teams, too. Official figures from the government show that for the 2024/2025 academic year [covering August 2024-January 2025] apprenticeship starts were up 1.0 per cent to 202,520, compared to 200,550 in the previous year. If we want to supercharge our workforce and create economic and social growth as a nation, investing in apprenticeships should be a priority. Addressing shortages and filling talent gaps Chronic staff shortages are affecting so many industries, and this is putting the productivity and output of our workforce at serious risk. A recent Skills England report released in June 2025 highlights the extent of the problem. In a study carried out on 743 employers, the report found that these critical skills shortages are leaving many jobs unfilled across key sectors, with some facing a complete breakdown. Some of the most critical sectors include construction, creative industries, digital and technologies, manufacturing, financial services, and adult health and social care. Worryingly, the construction sector alone has 52 per cent of its jobs left unfilled, which poses a huge threat to the government’s target of building 1.5 million new homes by 2029. Additionally, 69 per cent of employers in the creative industries say their staff need urgent retraining in new technologies. Apprenticeships allow people to gain on the job experience at the same time as learning the theory behind their chosen trade, creating a ready-made talent pipeline that can help plug these gaps. Training an apprentice also means employers can focus on areas of the job that are most in demand and tailor training programmes accordingly, so it’s a win-win. Upskilling and learning the ropes The specialist skills needed in any job take time to master, so it makes complete sense for employers to tackle this early on by training up an apprentice who can learn alongside their studies. After all, many industries simply don’t have time to waste, so training individuals in the specific skills needed should be a no-brainer for employers. It’s also worth noting that alongside the more technical skills required for any job, every workplace needs its employees to develop the skills to work at that organisation. Perhaps certain software is used for HR or organisation purposes, or there are routine meetings and associated admin that need to be covered. Taking on an apprentice to learn the ropes of these skills early on means once they are fully trained, they are ready to step into a full-time role with the knowledge and experience they need to get the job done, helping boost the productivity and output of the whole team. Widening the talent pool There are so many talented people looking for opportunities to learn, develop and get into employment, but not everyone has access to the traditional route of a university education. Tuition fees will rise to £9,535 later this year, and the cost-of-living crisis is still impacting finances, so many simply can’t afford to take this path. Apprenticeships offer an alternative route, giving individuals the chance to earn while they learn and allowing employers the opportunity to hire hardworking, talented people who may otherwise be pushed out. Research from the Office of National Statistics [ONS] found that young people from disadvantaged backgrounds are less likely to feel in control of their future than those from higher socioeconomic backgrounds. Employers can give a boost to their teams by hiring these people who need to be given a chance to learn and grow. Boosting morale and motivation Employee satisfaction is key to a productive workplace, and taking on an apprentice can have a surprising impact on increasing the morale and motivation of the wider team. Choosing existing employees to act as mentors for an apprentice can give them a sense of responsibility and confidence that their employer trusts them, which is crucial for morale in the workplace. Apprentices often bring fresh perspectives and ideas to a company, helping create a wider culture of learning and development in the team. Collaboration and interaction between colleagues of different levels and seniority can also help drive innovation and productivity. In fact, government research has found that 78 per cent of businesses noted increased productivity as a result of hiring apprentices. It may seem simple, but these small changes and decisions can have a lasting impact on the direction of a business and its people. Retaining talent Employers who show their commitment to the learning and development of the team will attract, and retain, the best people. We all want to work for forward-thinking businesses that understand their wider social responsibility and their role in helping people develop, and investing in apprenticeships is a perfect example of this in action. Employees want to feel valued, and what better way to show that than investing in skills development. Retaining top talent has never been more important for the UK workforce, with so many sectors crippled by huge staff and skills shortages. It’s not enough to hope that people will stay, and a real effort should be put into investing in the skills needed to keep our labour force at its best. Final thoughts There is no time to waste in supercharging our talent given how many sectors are struggling, and apprenticeships need to take centre stage to help tackle the problem. Investing in skills training is a no brainer when it comes to developing capable, adaptable and well-equipped teams, and this is exactly what’s needed to boost our people. Apprenticeships don’t just offer a lifechanging opportunity for those who complete the training, they provide real value for employers and teams. It’s time to take apprenticeships seriously and supercharge our workforce for good.
EU Business News - Q4 2025 With its headquarters based in Nantes, France and with several decades of experience beneath its belt, the Naturacare group is dedicated to the design, production and packaging of food supplements promoting the improvement of human and animal health. The choice of ingredients selected, thanks to the their scientifically proven effectiveness and the quality of controls at the entry and exit, allows the firm to ensure optimal quality to its innovatively finished products. In addition to the experience acquired over more than 40 years on the most appropriate solutions to address the food supplements market, Naturacare has developed specific expertise to better address natural health products in a logic of multi-channel development. More than 1,500 materials selected from plants, vitamins, minerals, trace elements, probiotic strains, enzymes and other substances are utilised in order to produce very specific, state-of-the-art formula solutions to customers. One of the firm’s historical know-how on probiotics resulting from the mastery of preservation, production and formulation processes with a dedicated scientific team is a unique added value to improve the availability of B2B customers to develop new ranges and innovative galenics on the probate segment. Within the company’s five internal laboratories, and by collaborating with external experts in flavouring, Naturacare has developed group expertise on the flavouring of different galenics for different target markets. Experienced in drinkable liquid solutions, hardcaps, tablets, chewing gum and effervescents, powder solutions to be mixed with water in stick form, the teams have developed real know-how via protocols and numerous flavours available suitable for different targets and technical constraints. Today, Naturacare’s clients include brands and pharmaceutical companies offering Most Innovative Natural Health Products CEO 2025: Luc Basthiste Naturacare is a leading European contract development and manufacturing organisation (CDMO) in food supplements, with a strong presence in four countries and a one-stop-shop offering. We find out more from Chief Executive Officer, Luc Basthiste as he wins a much-coveted place in this year’s European CEO of the Year Awards. May25277 nutraceutical products in the pharmacy channel, either online or in retail establishments. “At Naturacare, we conceive and produce natural health products for both humans and animals,” states Chief Executive Officer, Luc Basthiste. “This is backed up with a strong belief that innovation goes far beyond product development.” When it comes to differentiating the firm from competitors and marking itself out as the best choice, Luc sees three key elements that clearly position Naturacare as a leader. Firstly, he strongly believes that "innovation begins with trust" and that trust is the basis of the relationship the business builds with its loyal customers. Secondly, the one-stop-shop offering, combined with a full-service approach, gives the organisation a clear competitive advantage to address the major players in the market who rely on Naturacare to help to develop new and innovative products and anticipate emerging trends prior to them coming to fruition. Finally, the quality and ESG policy are of the utmost importance to improve existing partnerships and develop new products with the company’s clients. Luc has held the position as CEO of Naturacare since 2021, although prior to this appointment he has always held roles in industrial companies, beginning in production and managerial positions, before moving into business development after 12 years. He tells us how his career path to date has helped to shape his work at Naturacare. “Thanks to these experiences, I have a 360° view of our business with a mix of science, technology and marketing to better understanding the needs of our customer,” he begins. “My scientific background also influences my conviction that innovation is key to develop the business, that's why I position innovation as a pillar of my development strategy.” As a visionary within the industry, Luc tells us that his leadership style is very much based on strong, clear communication – something which is essential in a multicultural company where four different cultures are represented – these being French, Dutch, Belgian and Italian. Luc is keen to pay specific attention to explaining and communicating regularly with his teams, instilling the firm’s objectives and ensuring that achievements are known and recognised. “My leadership style is very participative,” he elaborates. “I built a European group where the local specificities are taken into account and considered to adapt my strategy... But the main objective has remained the same since 2019 – to become a European CDMO leader in the nutraceutical market.” Having a consistent and clear vision helps Luc and the team to follow the trajectory he has set for the firm, and he is a firm believer in trust – something which forms a large part of his role as a leader. Giving autonomy, accountability and responsibility to team members will not only help develop them in their careers, but also lead the company forward to success. With his strategy being to continue to develop the company and team’s expertise in Europe to confirm its number one positioning within the sector, Luc has a strong industrial plan to achieve this which revolves around modernising and investing in the five plants and the associated production tools continuously. As well as this, Luc also commits to continuing investment in Naturacare’s R&D department and processes in order to develop more innovative solutions and to continually improve the firm’s scientific knowledge. Finally, he will also consolidate the business’s European footprint in the next years with considerable acquisitions in similar organisations. Despite this stellar business model and resounding success to date, much like every entrepreneur since 2019, Luc has come up against obstacles in his race to the top such
9. Most Innovative Natural Health Products CEO 2025: Luc Basthiste as the Covid-19 crisis and inflation... yet he confides in us that the most challenging situation he has faced to date was to continually adapt the organisation and the management team as the company grew from 5M€ revenue to 100M€ in a timeframe of just six years. “You need to structure your team, recruit the right managers, integrate the new companies recently acquired, and implement new internal processes,” he explains. “That means transmit your vision, your values, and keep the team members in the dynamic too.” Today, the industry is growing fast as the demand for the food supplements climbs ever higher. Likewise, industry standards and regulations continue to evolve too, in order to provide quality products that are safe for consumers. To this end, Naturacare must always be reactive with its product innovations, one step ahead of the game, and pre-empting every new and emerging trend or change. Recently recognised for his commitment to the sector, his visionary leadership approach and his dedication to keeping his team happy and motivated, Luc received the notable accolade of Most Innovative Natural Health Products CEO 2025 in the CEO of the Year Awards 2025. Now, as the future of food supplements beckons Luc and the team, he tells us that his plans for the firm include the extension of its facility in France, plus the preparation for significant investment in Italy in two plants, which will ultimately double the company’s production capabilities in the country. “As I always say, for me, the most important thing is to have fun and pleasure in my activity,” Luc enthuses, with a smile. “This is the case, however I still have a lot to do in Naturacare tin order to position the group to exactly where I want it to be – and I intend to do just that!” Contact: Luc Basthiste Company: NATURACARE Web Address: www.naturacare.com
Jul22546 EU Business News - Q4 2025 r. Katleen Verleysen is a visionary leader maintaining an impressive position at the very cutting-edge of advancement. Recognised as an instrumental player within the life sciences sector, she has dedicated more than two decades to advancing and enhancing its operations – leveraging her broad expertise to lead the charge. She is uniquely prepared to steer this mission, having achieved a significant volume of academic and professional success since first entering the field. Katleen’s journey began with the achievement of a B.Sc. and PhD in Analytical Chemistry from Ghent University, followed by a postdoctoral fellowship at Duke University, North Carolina, within the Department of Pharmacology and Cancer Biology. More recently, she has completed certification in Artificial Intelligence: Implications for Business Strategy from MIT Sloan School of Management. Across her educational experiences, Katleen received a high calibre of rigorous scientific training that contributed towards reshaping her mindset. She developed an unwavering commitment to evidencebased thinking, analytical precision, and a continuous drive to explore and learn. These are principles that have long served Katleen, guiding her through every stage of her career in the life sciences sector. Over the last 20 years, Katleen has been instrumental in founding, funding, and successfully exiting multiple biotech and medtech companies across both the US and Europe, holding various CEO, Senior Management positions, and Board roles across the sector. This has included serving as CEO at Pronota, CellSeeQ, and DNameIt; and holding Board of Director positions at ImmunExpress, PharmaFluidics, and the Center for Medical Innovation. Every stage of Katleen’s professional journey has been a continuous learning experience – from producing early stage proof-of-concepts to delivering scalable products. These moments have taught Katleen how to effectively navigate complexity, build performing teams centred around a shared vision, and translate cutting-edge science into tangible value for patients and healthcare systems alike. Today, CEO Katleen stands at the helm of miDiagnostics, steering the team with an expert hand. miDiagnostics was founded in 2015, as a spin-out of the global nanoelectronics leader imec with a large scale strategic collaboration with Johns Hopkins University, a premier medical research facilitation. Now, the company is on a mission to redefine the future of diagnostics and quality control tests for biomanufacturing. Connecting advanced engineering with critical medical needs, miDiagnostics supports a wide range of partners in pharmaceutical services, healthcare systems, and diagnostics. Its focus, however, lies in cell and gene therapy manufacturing – where its impact will be most tangible. After a decade, miDiagnostics now stands as a renowned Best Health Screening Solutions CEO 2025 (Belgium): Katleen Verleysen Healthcare professionals are increasingly demanding quick, high quality testing technology for rapid and reliable results. Enter miDiagnostics, a healthcare technology company redefining the future of diagnostics and quality control tests for biomanufacturing. Steering this forward-thinking firm is Dr. Katleen Verleysen, its CEO and a key figure in the life sciences sector. We caught up with Katleen below for more information, in the wake of her recent recognition in the European CEO of the Year Awards 2025. D Contact: Dr. Katleen Verleysen Company: miDiagnostics Web Address: www.midiagnostics.com Jun25084
11. company entrusted by its clientele to deliver forward-thinking solutions that are compliant with the most stringent regulatory standards. miDiagnostics’ core programme focuses on rapid sterility testing for CAR-T and other advanced therapy batch releases. Using its proprietary silicon-based PCR technology, the company enables biopharmaceutical companies to dramatically reduce release times for life-saving therapies. In a highly specialised area – where every hour matters – miDiagnostics’ platform can help save countless lives by accelerating access to personalised treatments. At the heart of everything miDiagnostics does lies a deep commitment to people. Whether pushing the boundaries of diagnostic science, pivoting an entire business, or navigating complex ecosystems, the company has and always will champion an unfaltering dedication to promoting the human side of innovation. As Katleen explained: “Innovation only matters if it reaches patients, if it empowers teams, and if it transforms lives. That is the lens I apply to every decision I make as a CEO.” Of course, the journey has not been without its challenges for miDiagnostics, though Katleen’s strategic, human-centric approach has driven the company forward even in the face of adversity. One of the most defining challenges Katleen has faced during her time at miDiagnostics has been navigating the transition from COVID-19 to a post-pandemic landscape. At the height of the pandemic, miDiagnostics developed one of the fastest, most accurate RT-qPCR tests on the market – a true benchmark in point-of-care diagnostics. When the urgency of the pandemic subsided, however, so too did the demand for such solutions. As with many diagnostic companies, miDiagnostics was faced with a stark reality: choose reinvention or risk irrelevancy. Whilst the industry moved en masse toward respiratory panels and STI testing, miDiagnostics made the deliberate and bold decision to pivot towards pharmaceutical services – focusing specifically on the field of sterility testing in cell and gene therapy, where their PCR platform can have a transformative impact. This pivot not only required technological reorientation, but also strong leadership through a period of great uncertainty. “Investors were understandably cautious,” Katleen recalled, “internal teams were anxious about the unknown and external stakeholders were divided in their expectations. Yet we remained committed to our vision, adapting quickly, communicating transparently, and making data-driven decisions to realign the organisation around a new, more sustainable direction. That strategic shift is now proving to be highly successful.” A second significant obstacle that miDiagnostics has navigated has been scaling its platform from lab-scale prototypes to industrial-grade, validated systems that can operate reliably at scale. Innovation within the field of diagnostics can be inconsistent, often stalling between proof-of-concept and real-world implementation. miDiagnostics, however, has made significant strives in this sphere by embracing multidisciplinary collaboration, conducting rigorous validation, and engaging world-class partners to accelerate industrialisation efforts, such as Thermo Fisher. Since joining miDiagnostics, Katleen has directly demonstrated that when an individual is willing to question their assumptions, adapt strategically, and lead with clarity, transformation not only becomes possible, but impactful. This attitude towards emerging obstacles has shaped Katleen’s approach, opened her eyes to the importance of authenticity and transparency in leadership – enabling her to better serve her team at miDiagnostics. “I believe we need to talk more openly about resilience in leadership,” she told us. “Not just celebrating success, but acknowledging the ambiguity, the pivots, and the tough calls that come with building something meaningful. True leadership is not about having all the answers; it is about being willing to listen, adapt, and bring others with you on the journey.” And for miDiagnostics, the journey is far from over; as we progress through 2025, the company is focused on expanding its pharmaceutical services offering – with a particular emphasis on ultra-fast, highperformance PCR sterility testing for CAR-T and other Advanced Therapy Medicinal Products. These are areas where demand for speed, reliability, and compliance is only increasing over time and, under Katleen’s expert guidance, miDiagnostics is well-positioned to support that growth. As for Katleen, she has never been one to follow a formal career plan. Instead, the CEO has been fortunate to encounter opportunities throughout her journey, making conscious decisions based on where she currently is in life, the impact she believes she can make, and the time and energy she can commit to each project. These ventures are never financially motivated, instead driven by purpose – specifically the potential for science and technology to create meaningful change for patients and society. Equally important to Katleen is giving back. She believes it her responsibility to mentor the next generation of leaders – especially CEOs navigating the complex landscape of life sciences. Having walked the path from deep academic science to venture-backed entrepreneurship and executive leadership, Katleen recognises that sharing what she has learned and learning from them in return is one of the most meaningful ways she can contribute to shaping a future built on purpose and innovation. Moving forward, Katleen informed us that she will continue to observe the broader industry as it advances, keeping a close eye on specific areas of interest. She shared: “Looking ahead, I remain energised by the promise of cell and gene therapies to redefine the boundaries of medicine. I’m also increasingly intrigued by the frontiers of neuroscience, artificial intelligence, and their broader implications for human health and society. These are not just intellectual results; they reflect a deep curiosity about the future of life, cognition, and connection.” Contact: Dr. Katleen Verleysen Company: miDiagnostics Web Address: www.midiagnostics.com
EU Business News - Q4 2025 Best Business Services Consultancy 2025 - Netherlands Established in 2000, FITZ – formerly Quoratio – has become a leading consultancy and staffing firm – a one-stop shop for business operations, with a focus on people, processes, data, and technology. With a team of more than 1,000 professionals, FITZ has strong ambitions and it has a clear vision for the future of business operations. We speak to CEO, Jochem Kentgens to learn more about the award-winning firm. FITZ occupies a unique position in a market taken over by both large, generic staffing providers and small niche players. Specialising across diverse domains, from HR and finance to pension administration, data and IT, it is a company that also offers the breadth needed to support an organisation’s entire back office, with clients turning to it for expert consultancy, staffing, outsourcing, training, and project-based solutions. “We are not boardroom consultants delivering lengthy reports, but handson professionals who apply their knowledge directly in practice,” says Jochem. “FITZ experts combine analysis and advice with real execution – sometimes through process improvements, sometimes via system optimisation, and increasingly through the use of new technologies such as RPA (robotic process automation) and AI.” Notably, the company’s 2024 rebranding from Quoratio to FITZ saw the introduction of integrated services, improved collaboration across disciplines, and the ability to win large tenders and framework agreements. Today, FITZ has the capability to fully relieve clients from the complexities of their business operations and IT landscape, no matter their sector or scale. Jochem explains, “Through an active acquisition strategy – eleven acquisitions in nine years – the organisation has grown explosively in size and strength. Revenues, profitability and workforce have increased sevenfold over that period. After years of operating with separate labels for each area of expertise, all disciplines were brought together under one unified name and identity.” “At the heart of FITZ’s success is its commitment to continuous learning and development. Through structured traineeships, an online learning campus and tailored coaching programmes, FITZ ensures that every professional remains future-ready – in expertise, technology and personal growth.” While FITZ is most definitely thriving, that’s not to say that it doesn’t come without its hurdles to overcome. Jochem tells us that the flexible staffing and consultancy sector does face significant challenges in the form of macroeconomic uncertainty, cautiousness among clients when it comes to external hiring, and increasing regulatory pressure. Yet, FITZ only sees opportunities. As early as 2019, the company launched its Zero Admin mission: a future where repetitive human tasks become a thing of the past, and professionals, by leveraging data and AI, can fully devote their time toward value creation instead. “With a specialised unit of 50 data and AI consultants, FITZ not only develops strategies but also builds and implements tangible solutions,” states Jochem. “Central to this approach is the belief that AI will not replace professionals but will strengthen them. In the future, every consultant will arrive with a toolbox of AI solutions – delivering more value to clients while reducing their need for external hires.” In terms of the future of FITZ, it looks very bright as it continues to innovate and make the lives of its business clients easier. With over 1,000 employees, revenues of approximately €125 million, and offices in Utrecht, Groningen, Eindhoven, Zwolle, Nijmegen, Rotterdam, and Haarlem, FITZ is poised for continued growth. Jochem tells us that the goal is to double again in size and results over the next five years. Playing a key role in this will be its continued development of its professionals through a strong programme of permanent education, ensuring they remain relevant in terms of expertise, technology, regulation, and personal development. As it looks to add more people to its team, it seeks individuals who are curious, knowledgeable, and above all else, driven to make a real difference for its clients. Furthermore, new propositions, such as HR professionals, healthcare logistics (planning and rostering), and international payroll – are already in development and expected to mature by 2026. Simultaneously, its data and AI practice is expanding, ensuring that technology becomes a natural part of every solution it innovates. Jochem concludes, “FITZ operates at the heart of a sector undergoing significant transformation. With a strong history, a broad range of expertise, and a clear vision for the role of technology, the company is ready for the future. What sets FITZ apart is not only the knowledge and skills of its professionals, but also the conviction that business operations can be smarter, more efficient, and more human-centred – today and in the world of tomorrow.” Company name: FITZ Contact name: Jochem Kentgens Email: [email protected] Website: www.fitz.nl
Jul22493 13. Hynfra Energy Storage (HES) – an integral part of the Hynfra Group – is a Polish company specialising in Battery Energy Storage Systems (BESS). The company innovates solutions that enhance the flexibility of power systems and integrate renewable energy sources to support the creation of a clean, stable, and sustainable future. Jacek Wiśniewski has been CEO of HES since July 2024, and in just a short space of time, has already had quite the impact as a visionary, result-driven leader, maximising the potential of his team. We speak to Jacek to learn more about his mighty work and influence following his recognition within our European CEO of the Year Awards 2025. The Hynfra Group exists to develop green hydrogen and ammonia technologies, implement zeroemission projects, and ensure long-term environmental stewardship. Under its umbrella is Hynfra Energy Storage, led by Jacek Wiśniewski, which contributes key energy storage competencies toward the overall strategy, supporting grid stability and renewable energy integration. This synergy makes possible both local investments in Poland and global energy transition projects, including Europe, Asia, and the MENA region. Jacek gives us a deeper insight into HES’s role: “The company designs, implements, and manages large-scale BESS that balance supply and demand, stabilise the grid, and enable efficient use of wind and solar energy. These technologies allow for storing energy surpluses and releases them flexibly during peak demand. Currently, HES is developing projects totalling nearly 3 GWh and coordinating, as project engineer, investments totalling 2 GWh. It is also participating in a tender for a 0.5 GWh system and has an additional 2 GWh in the pipeline.” HES’s approach is comprehensive – from concept, through design and implementation, to system servicing – and it is underscored by core values of sustainability, innovation, transparency, and collaboration. The company delivers projects for industry, local governments, state-owned companies, and both public and private sector entities, all with the aim of supporting climate goals, strengthening grid resilience and flexibility, and contributing to a low-carbon economy. Jacek goes on to tell us about his threedecade career, which hasn’t been limited to the energy sector, but he has gained highly valuable, varied experience, combined with education in Organisation and Management. As such, he formed solid theoretical foundations and the skills needed to effectively manage businesses across a range of sectors. “Before joining HES, I developed companies in the pharmaceutical and space industries,” he shares. “Over the years, I honed the ability to build effective teams of people with deep industry expertise – passionate individuals who think and act outside the box, for whom nothing is impossible. My role in such a team is to maximise the use of their potential.” He continues, “Our team’s experience in renewable energy and storage infrastructure projects allows us to combine the vision of energy transition with a practical investment approach. As CEO, I focus on creating the company’s long-term strategy. I look at the market in terms of years, not quarters – this enables decisions that bring value not only to the company but also to the entire ecosystem in which we operate.” There is no denying the incredible work that Jacek has done for HES so far – but that’s not to say that it doesn’t come without its challenges. He tells us that the biggest challenge has been regulatory instability and sudden energy price fluctuations. To adapt, he and the team introduced flexible project models and diversified financing sources, which increased investment resilience to market volatility. Meanwhile, there are plenty of opportunities, too, such as the dynamic growth of energy storage across Europe, driven by the energy transition, falling energy costs, and growing demand for grid flexibility. Jacek shares that HES is leveraging this trend by investing in innovative solutions, including the company’s proprietary evolutionary algorithm system for optimising storage performance, and developing strategic partnerships domestically and internationally. Jacek reveals, “We plan to launch several large energy storage projects in Poland and enter foreign markets with a comprehensive Powerto-X offering. In the long-term, HES intends to expand into EPC (Engineering, Procurement and Construction) competencies. The next step will be managing and serving the built energy storage facilities.” What about his own career? He tells us, “I aim to develop Hynfra Energy Storage as a leader in energy technology integration in the CEE region and as an expert voice in international energy transition debates. I plan to scale up storage projects, invest in innovation, and strengthen our network of strategic partnerships. An important element is actively participating in shaping regulations that support renewable energy and storage, to not only respond to market changes but also help create them.” Company name: Hynfra Energy Storage Contact name: Magdalena Piekarska Email: [email protected] Website: www.hynfra.com; www.hynfraenergystorage.com Energy Storage Solutions CEO of the Year 2025 (Central Europe): Jacek Wiśniewski
EU Business News - Q4 2025 Industrial Manpower Solutions CEO of the Year 2025 (Northern Europe): Victor Chaykin “I have always really enjoyed leading people and bringing them together around a great idea,” Victor begins. “By reading a lot and constantly learning, I involved increasingly educated and experienced people in my activities. By bringing together a professional and experienced team, it is possible to achieve the desired results.” Indeed, at VLAVI, Victor has brought together a 200-strong team which employs welders, installers, and assemblers with technical mindset, in addition to a reserve of more than 1,000 qualified candidates ready to step in as required. All the professionals on the team are certified according to ISO 9606-1 (MIG/MAG/MMA/ TIG), and its welders are qualified in line with EN 1090 and EN ISO 3834-2. Its team members undergo regular training to maintain top industry standards, ensuring high quality, safe work that clients know they can trust. VLAVI provides innovative manpower solutions that allow companies to fully focus on their core business and achieve outstanding results. “In order to increase productivity and ensure the success of our partners’ businesses, our mission is to provide them with high-quality works in time and guarantee the transparency in human resources management,” Victor explains. “VLAVI is a bridge that connects an effective international recruitment process and companies with their needs of professional workers.” The cost of VLAVI services covers workers’ salaries, including taxes, as well as all required certificates and permits. It also enables the company to provide employees with work clothes, safety shoes, welding masks, and consumables, along with travel expenses, company vehicles, accommodation when necessary, and both travel and accident insurance. Clients pay for all of this with one invoice, which significantly saves time, which is especially important for companies that work in the metal welding industry. “My management style is to gather smart, responsible professionals, unite them around a single goal, and give Victor Chaykin is a natural born leader. Ever since the beginning of his career, he has held leadership positions. At university, he was the head of his group, and soon enough, he became a founder and CEO of different companies, before holding various leadership positions at JSC Liepājas Metalurgs. Today, he is the Founder and CEO of VLAVI Group (VLAVI), a professional European welding company striving to be the most reliable partner in the manpower solutions field in Scandinavia and Europe. In light of Victor’s success within the European CEO of the Year Awards 2025, we speak to the man himself to learn more about his leadership style and the success of VLAVI to date. them the opportunity to make decisions independently, make mistakes, and correct their own mistakes.” “We start each project with the detailed investigation of the client’s needs and requirements,” Victor tells us. “To ensure we do it correctly, we have established integral procedures and quality control. Our technical manager visits each project on the first day to make sure we have no unpredicted surprises. Besides that, we have a very special tailormade recruiting process. “This process includes several steps, during which we first focus on a candidate’s soft skills and only then evaluate the hard skills. To ensure the quality, we also do the internal training and continuous skills development.” Underpinning everything VLAVI does are its core values: Responsibility - with a commitment to ensuring that skilled professionals meet clients’ needs; Mobility - providing the necessary specialists within two weeks of signing a contract; Legality - operating in full compliance with the highest standards and local legislation of the labour market; and Partnership - establishing long-term relationships with clients while proactively considering future opportunities. So, where did the VLAVI journey actually begin? Victor tells us that, of course, any business begins with identifying a problem to solve and striving to meet each client’s needs When it is possible to identify a need in the B2B sector, he advises that it is preferable that the market be large and significant. “In our market, there is a blue ocean and an enormous number of opportunities,” he states. “Therefore, by organising a professional team around this idea, it is possible to achieve great heights and build a large company.” He acknowledges that there are many poorly organised companies out there, with all competitors focused on immediate profit, sometimes violating tax laws, rather than thinking about quality and long-term cooperation with their clients. He says, “The main challenge of our business is to organise high-quality management of Company name: VLAVI Group Contact name: Victor Chaykin Email: [email protected] Website: www.vlavi.com
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