
HIMA Group continues growth path, strengthening its position as key solutions provider
Dubai: HIMA Group, a leading provider of safety-related automation solutions, has continued its significant growth path in the fiscal year 2024. Revenue increased to EUR 186 million, driven largely by international expansion and an increasing focus on digital solutions.
Following an already very successful fiscal year 2023, the HIMA Group continued its growth momentum in 2024. Revenue rose by 23 percent, from EUR 151 million in 2023 to EUR 186 million in 2024. Organic growth was 12 percent in 2024.
Jörg de la Motte, CEO of HIMA Group, said, 'With the acquisition of Sella Controls and Origo Solutions in 2023 and 2024, we have brought new expertise into the company and strengthened our market position as a key solutions provider. In addition, we have further expanded our operations outside Europe to support demanding customer projects locally.'
In Europe, 24 percent of sales were generated from Germany, Austria and Switzerland, 19 percent from other EU countries, 11 percent from the United Kingdom, and 9 percent from Norway. The Asia-Pacific region contributed 19 percent to sales, followed by the Middle East and India with 12 percent and the Americas with 6 percent.
Dr. Michael Löbig, CFO of HIMA Group, said, 'The encouraging sales performance is a clear signal of the viability of our business model. We expect further sales growth in the current year, although the market environment remains challenging, particularly in Germany.'
Railway sector witnessed strong growth
In 2024, HIMA recorded substantial growth, particularly in the railway sector, with one of the reasons being new customer projects supported by Sella Controls. The railway industry now accounts for 17 percent of sales. An expanded product and solution portfolio was presented for the first time at InnoTrans 2024. It was very well received by trade visitors, particularly because of its high flexibility, easy integration, cost efficiency, and ability to promote the digital transformation of railway transport.
International expansion continues
Following the opening of a new subsidiary in Saudi Arabia in 2023, another was established in India in November 2024. In addition, new sales offices and service centers were opened in several countries. In China, for example, a new service center commenced operations in Zhanjiang to better serve customers in the southeastern part of the country. In addition, a subsidiary was opened in Colombia, and a branch is planned in Peru. Further expansion in these growth markets is planned to support large and demanding customer projects locally. In regions where the HIMA Group does not have a direct presence, the partner program has been further expanded.
'With these investments in high-growth regions, we are further expanding our customer proximity and strengthening our international position,' added Jörg de la Motte.
Investments in digitalization and artificial intelligence (AI)
The portfolio has been expanded to include new digital solutions such as cockpits for controlling safety lifecycle management, SCADA+, and safeHMI. The safeHMI, developed in partnership with DEUTA-Werke, replaces classic, hard-wired visualization solutions with secure, flexible control panels. The long-standing cooperation with security specialist genua has also been further intensified in order to strengthen the resilience of automation systems against cyber threats.
Jörg de la Motte said, 'Our strategy with a clear focus on digitalization under the motto #safetygoesdigital is paying off. With our digital cockpits for controlling safety lifecycle management, safeHMI, and SCADA+, we offer our customers real added value.'
Continuing education is also embracing digitization. With the "Digital HIMA Academy", the company is digitizing all training processes and offering employees and customers a digital learning platform.
HIMA Group is increasingly focusing on AI-based innovations and has expanded its own innovation lab, 'himalaya', in Mannheim to accommodate this. Solutions developed here that are already in pilot use include AI-supported remote diagnosis, which detects anomalies in safety control systems at an early stage and enables proactive maintenance. The company's internal chatbot, 'Ask Paula', which specializes in functional safety, will be introduced in June 2025.
Dr. Michael Löbig said, 'AI has great potential for HIMA Group, both internally and externally. Our innovation lab, 'himalaya', is the right place to quickly identify and tap into applications and potential.'
Sustainability as a priority
"At HIMA Group, sustainability is a central component of our corporate philosophy and serves to secure the future of our company," explains Steffen Philipp, Managing Partner of HIMA Group.
This is particularly evident in the responsible use of resources and the protection of people and the environment. To operate successfully and responsibly in the long term, HIMA pursues economic, ecological, and social goals. These include participation in sustainability initiatives, the establishment of a global CSRD team, sustainable location and trade fair concepts, as well as ideas competitions and awards for particularly successfully implemented projects.
"For every customer feedback, HIMA makes a contribution to tree planting and thus makes an active contribution to environmental protection," adds Dr. Michael Löbig.
For further information, please contact:
Orient Planet Group (OPG)
Email: media@orientplanet.com
Website: www.orientplanet.com
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


The National
34 minutes ago
- The National
Europe must choose: reform and resilience − or drift into irrelevance
Donald Trump has been called many things but his newest label – the great unifier of Europe – might just stick. That provocative notion may raise eyebrows in Brussels, Paris, or Berlin, but Mr Trump's return could be the shock that finally compels Europe to do what it has long known it must: to become more self-reliant. The world has changed. Russia's war in Ukraine shattered the illusion of permanent peace in the region. China 's economic ascendancy is reshaping global competition. And now, with Mr Trump launching a trade offensive against allies and adversaries alike, one truth is impossible to ignore: no one is coming to Europe's rescue. For too long, Europe has assumed that peace, prosperity and US protection were permanent. That illusion is gone. Mr Trump's transactional approach to alliances – where strength is rewarded and weakness punished – has exposed a hard truth: Europe can no longer outsource its defence. His worldview owes more to 19th-century protectionism than 20th-century idealism. But the implications extend beyond defence. Mr Trump's America is not merely retreating from global leadership – it is actively dismantling the postwar order that enabled Europe's rise. Nato, the World Trade Organisation, the International Monetary Fund – these institutions anchored European prosperity and security. That architecture may not include Europe by default next time. Unless Europe steps up, it risks being left behind. Europe faces a choice: reform and lead or stagnate and drift. The first path begins with taking responsibility for its own defence. That demands more than budget increases, with Germany poised to channel as much as €1 trillion ($1.15 trillion) into defence and infrastructure under Chancellor Friedrich Merz. It means aligning strategic priorities, co-ordinating procurement, and deepening military integration – ideally through a 'coalition of the willing', rather than waiting for unanimity. This group could include the UK, Norway, Canada and, potentially, Switzerland. Europe must also fix its chronic economic underperformance. Between 2014 and 2023, nominal US GDP grew 57 per cent; the euro area just 15 per cent. That gap reflects more than demographics – it points to structural inefficiencies. Fragmented capital markets and limited access to risk capital force many European entrepreneurs to look abroad. A genuine capital markets union would change that, unlocking investment in green tech, artificial intelligence, life sciences and more. It's not just about growth. Innovation is the new battleground. Energy is the third pillar. The war in Ukraine didn't cause Europe's energy crisis, but it exposed the risks of dependence. Swapping Russian gas for American liquefied natural gas won't delivery energy security. Resilience will come from accelerating renewables, upgrading grids, building storage and revisiting nuclear energy – not just for climate goals, but for sovereignty. In this optimistic future, Europe is more integrated, more dynamic and more secure. It competes globally and stands on its own terms. The second path is easier – for now. No hard choices. No integration. Just drift. In that future, defence stays fragmented. Capital remains trapped. Europe continues to punch below its weight. And, as the world grows more volatile, Europe becomes less relevant. We've seen this before. In the mid-1980s, Europe was adrift – weak growth, institutional fatigue, geopolitical anxiety. Then-US president Ronald Reagan's arms race unnerved many after a decade of detente. Europe responded with the 1986 Single European Act, which laid the groundwork for the single market. It streamlined decision-making and revived the integration agenda. Europe rose to the moment then – and it must again. This time, the stakes are higher. The next round of reforms must secure not just prosperity, but sovereignty. Business has a role to play too. Just as industrial leaders helped drive integration in the 1990s, today's chief executives must help shape Europe's renewal − not just because it's good policy, but because a fragmented, inward-looking Europe is bad for business and worse for society. Leaders like Henrik Andersen, chief executive of Danish wind turbine maker Vestas, offer a useful example. He has urged Brussels to align energy, trade and industrial policy – not out of idealism, but because Europe's competitiveness in clean tech depends on it. So what must Europe do − urgently and decisively? First, it must provide for its own defence. With US electoral cycles growing ever more unpredictable, European security can no longer hinge on transatlantic assumptions. A credible defence posture is essential − not to replace Nato, but to rebalance it. Second, Europe must unlock capital and innovation. Fragmented financial markets continue to stifle scale and ambition. While North America accounts for 60 per cent of global scale-ups, the EU claims just 8 per cent. A capital markets union is now critical to mobilise European savings, fund its own innovation, and reduce reliance on US capital. Third, the green transition must accelerate − not simply as a climate imperative, but as a strategy for resilience and sovereignty. Renewables, and where appropriate nuclear, should anchor an energy strategy capable of withstanding geopolitical shocks. And finally, Europe must engage globally with coherence and purpose. It has a foreign minister, but still lacks a foreign policy. That must change. Building stable, values-driven partnerships with powers like India, Saudi Arabia and even China will be essential if Europe is to remain an active shaper − rather than a passive observer − of the global order. It's one of history's ironies: Mr Trump may be the catalyst for European renewal. By making US commitments less reliable, he's made European responsibility unavoidable. By rejecting global rules, he's made European leadership indispensable. This is not just another chapter in Europe's integration story. The world has changed − and with it, the stakes. The time for hesitation is over.


Khaleej Times
3 hours ago
- Khaleej Times
Dubai: Grant or loan? Housing assistance for citizens explained
Navigating government housing assistance can be confusing, but it doesn't have to be. Whether you're building your first home, need a prefabricated home, or want to renovate and maintain your existing home, understanding the difference between grants and loans is the first step. Here's what you need to know and how to determine if you qualify. The Mohammed bin Rashid Housing Establishment continues to support Dubai citizens with housing services through two main options: housing grants and housing loans. Each option is designed to meet the needs of applicants based on their income, marital status, and living conditions. According to the Establishment's website, its mission is to provide housing services to those eligible, prioritising and addressing their needs, ensuring a decent life for them, and preserving the characteristics and benefits of the residential communities it establishes. Who Can Apply? Dubai citizens can apply for a grant or loan, subject to several eligibility criteria. Housing grants are generally provided to widows, divorcees with children, people of determination, and low-income families who do not own a property registered in their name in Dubai or other emirates. The applicant must be an Emirati holding a Dubai passport, and the property must be located in Dubai. On the other hand, housing loans are typically granted to citizens with a stable income who are able to repay the loan over a period of time. Applicants must be at least 22 years old, employed in the government or private sector, or self-employed, with proof of income. They must not have previously received housing support from federal or local entities. Married applicants, especially those with children, are given priority for both types of support. In some cases, separated or divorced individuals may apply jointly or individually, depending on the custody status and court rulings. According to WAM, the Foundation's responsibilities include allocating residential land, constructing housing and residential complexes, allocating them to beneficiaries, leasing them, providing soft loans and financial grants necessary for the construction and purchase of housing, and covering the costs of maintenance, additions, or replacement. The Foundation also rehabilitates existing housing for citizens in older areas of the emirate, resettling them in these areas, improving housing services, and undertaking all necessary actions, including the purchase, ownership, reconstruction, or renovation of housing, in coordination with relevant government agencies. Required documents Applicants must prepare a set of official documents, including: A copy of their Emirates ID card and family book Proof of income (such as a salary certificate or bank statement) A valid land title deed or signed approval (if applying for construction support) Marriage certificate (if applicable) Court documents in the event of divorce or custody Medical reports if applying under the category of people with special needs All documents must be submitted through official channels and updated continuously throughout the process. Financial details Eligibility is also affected by the applicant's income. While there is no fixed minimum, grants are typically awarded to those with a monthly income of less than Dh15,000, while loans are granted to those with incomes above this limit, based on their ability to repay. The maximum support provided by the Mohammed bin Rashid Housing Establishment can reach up to Dh1 million, depending on the type of housing product and the assessment of the case. Financial loans are granted to beneficiaries pursuant to a contract concluded between the Establishment and the beneficiary. This contract specifies the loan amount and its purpose, the method, amount, and duration of the collection guarantee, and any other conditions the Establishment deems appropriate. Regarding collection, financial loans are collected in monthly installments, the amount of which is determined according to regulations and standards. The beneficiary's monthly income is taken into account when determining the installment amount, and the full loan repayment period must not exceed twenty-five years. How to apply The process begins by creating an account on the Mohammed bin Rashid Housing Establishment's smart platform or using the Dubai Now app. Applicants must complete the online application form and upload all necessary documents. After submitting the application, it undergoes an initial review phase, followed by a technical and financial evaluation. The Mohammed bin Rashid Housing Establishment also provides advisory support for those unsure of which service is right for them. The Khaleej Times recently reported that the Foundation had implemented a training initiative for citizens on efficient and sustainable housing construction. Participants were provided with a detailed guide covering housing services, construction guidelines, and smart systems, as well as sustainable home management practices. They also learned how to estimate construction costs, determine an appropriate budget, choose the right home dimensions, and align the home design with the family's needs and financial resources. In addition, participants were introduced to the differences between building a new home and purchasing a ready-made home, as well as an overview of available financing options. Types of housing support The Mohammed bin Rashid Housing Establishment offers a variety of housing grants and loans, designed to meet the various stages of a citizen's housing search journey. Among the most common types of grants are: Construction grants for citizens who own land but cannot afford construction costs. Home maintenance grants for families living in old properties that need urgent repairs. Ready-built home purchase grants for low-income families eligible for a ready-built home. Replacement grants for the demolition and reconstruction of unsafe buildings. For housing loans, there are a variety of options to suit different income brackets: Each type has specific conditions, repayment terms (for loans), and technical requirements. The Corporation's responsibilities, also include owning, constructing, leasing, and renting land and real estate; designing and implementing residential units and complexes for beneficiaries, either by itself or through institutions and companies it contracts for this purpose; and designing and implementing service facilities related to these units and complexes, in coordination with relevant government agencies.


Arabian Business
5 hours ago
- Arabian Business
Dubai's Global Village opens vendor applications for Season 30 as visitor numbers hit 10.5m
Global Village Dubai has officially opened applications for vendors to participate in its milestone Season 30, inviting proposals for the 'Restaurant and Coffee Shops' and 'Open Market' categories. Entrepreneurs, culinary innovators, and retail traders are encouraged to submit their concepts for key areas across the attraction, including popular zones such as Road of Asia and the iconic Indian Chaat Bazaar. There is also an opportunity to propose new open market ideas, making Season 30 a launchpad for fresh, high-impact business concepts. Global Village in Dubai The call for proposals follows the success of Season 29, which welcomed a record 10.5m visitors and featured: More than 3,500 retail outlets More than 250 dining experiences More than 75 new partners 80 new concepts launched across categories This performance underscores the high visibility and business potential that Global Village offers to participants each year. Global Village continues to serve as a powerful platform for entrepreneurial growth, combining footfall, diversity, and world-class infrastructure. Its focus on cultural celebration, unique shopping experiences, and international cuisine attracts a broad visitor base from across the UAE and beyond. The venue's reputation for business support, operational stability, and innovation-friendly environment makes it an attractive destination for startups and established brands alike. How to apply