Playing a crucial role in the Australian semiconductor industry, we sit down with Nadia Court , Director of the Semiconductor Sector Service Bureau
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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 73rd edition of APAC Outlook magazine.
For submarines, such as the one boldly surfacing on this issue’s front cover, PMB Defence specialises in supplying superior battery systems.
With a customer base that includes naval forces across Australia, the UK, Canada, and Sweden, the company’s products include the main storage batteries for conventional submarines, backup batteries for nuclear submarines, battery management systems, technical support, and sustainment services.
A world-leading defence manufacturer, PMB Defence’s overall aim is to help customers maximise the performance of their batteries and, therefore, their submarines.
“Our single focus has been the submarine domain. This makes us unusual as most entities that supply submarine battery systems focus on the wider battery market,” informs Stephen Faulkner, CEO.
We also take another deep dive into Fiji Airports, whose reputation for providing first-class aviation services across the island nation has continued to grow in the year since we last spoke.
Important capital projects have resumed across the company’s 15 sites in that time, alongside the replacement of ageing assets, whilst Fiji’s aviation landscape today is stronger than ever having undergone remarkable evolution.
“Recent developments have reinforced our position as the glue of the industry and a central hub for the Pacific region,” prides CEO, Mesake Nawari.
Taking the plunge into Knight Frank Malaysia, the trusted advisory firm helps clients navigate the evolving real estate landscape, ensuring they make well-informed property decisions with its deep market expertise and service excellence.
Matching each client to the property that best suits their needs, Knight Frank Malaysia combines global reach with local expertise.
“As part of the Knight Frank network, a leading independent property consultancy present in over 50 markets worldwide, we leverage international market intelligence, best practices, and a vast referral network whilst maintaining a strong on-the-ground presence in Malaysia,” details Joshua de Souza, Director of Project Management and Consultancy.
This issue is submerged with corporate stories spanning the industrial landscape in Asia Pacific, including the latest from Unita, MB Century, TWL Group, and many more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
MANUFACTURING
48 PMB Defence
Sublime Subsea Capabilities
Superior battery systems for worldclass submarines
56 Kongsberg Defence
Australia
A New Dawn for Defence
State-of-the-art missile manufacturing and maintenance
SUPPLY CHAIN
64 Fiji Airports
The Pacific Aviation Gateway
Tangible growth in the Pacific region
76 TWL Group
An Empowering Logistical Legacy
A prominent player in logistics and transportation
CONSTRUCTION
86 Knight Frank Malaysia
Connecting People and Property, Perfectly
The leading independent property consultancy
98 Unita
Built Better Together
Designed and refined to perfection
108 CapitaLand Development
Asia’s Developer of Choice
Built with sustainability at the heart
ENERGY & UTILITIES
118 MB Century
Innovating Today, Sustaining Tomorrow
Advancing the future of renewable energy
MINING
132 Xanadu Mines
Exploring a Great Copper Frontier Mongolian-focused copper and gold exploration
BUDDHIST BHUTAN ON A HAPPY PLAIN
IN SOUTH ASIA, the Himalayan country of Bhutan is building an airport in Gelephu Mindfulness City, which is currently being constructed near its border with India.
Architecture company, Bjarke Ingels Group, has unveiled its design for Gelephu International Airport, which is set to transform the country significantly.
The renders feature a series of modular, diamond-shaped wooden structures, allowing for easier future updates and expansions to the building.
To reduce the stress associated with airports, the plans incorporate natural elements, reflecting the Bhutanese principle of ‘gross national happiness’, which considers the nation’s well-being in measuring quality of life.
HEALTHCARE
BREAKTHROUGH FOR UNBREAKABLE HEART
AN AUSTRALIAN MAN has successfully lived with a titanium heart implant for 100 days, marking the longest duration to date whilst waiting for a donor transplant.
The patient, in his 40s, is the first individual to leave hospital with the device.
The BiVACOR Total Artificial Heart has a single moving part – a levitated rotor held in place by magnets – that pumps blood to the body and lungs, effectively replacing both ventricles of the failing organ.
Cardiovascular diseases are the leading cause of death worldwide, and the implant is part of Monash University’s Artificial Heart Frontiers Program, which aims to develop three devices to treat heart failure.
STARTING THIS SUMMER, hikers climbing Japan’s tallest peak, Mount Fuji, will be required to pay an entry fee of JPY4,000 – double the amount charged last year.
The UNESCO World Heritage Site has been facing issues with
overtourism, leading to a dramatic increase in visitors that has raised pollution and safety concerns.
Proceeds from the fees will be used to build shelters along the hiking route for use in the event of a volcanic eruption.
Additionally, to help preserve the environment, authorities will limit the number of hikers on the Yoshida Trail, the most popular route, due to its easy access from Tokyo.
SHORT SELLING RESTARTS IN SOUTH KOREA
SHORT SELLING HAS become a significant issue in South Korea as it is blamed for driving down stock values, mainly due to the influence of the country’s large community of retail investors.
In response to a series of breaches involving multiple global investment banks, a ban on this controversial
TECHNOLOGY
RECONNECTING TO INTERNATIONAL MARKETS
THIS MONTH, HUAWEI reported a sharp increase in its 2024 revenues as the Chinese telecommunications titan adapts to cope with US sanctions that have restricted its access to essential hardware, such as semiconductors.
Despite an economic downturn, Huawei, once the world’s largest
practice was implemented in November 2023.
The reintroduction of short selling is anticipated to positively impact the country’s market, however, the Korea Exchange has strengthened penalties and introduced a system to detect naked short selling, which is prohibited in South Korea.
For illicit profits of KRW5 billion or more, enforcement measures have been tightened and offenders may face imprisonment ranging from five years to life.
RETAIL
STAR TRIES TO AVOID GOING SUPERNOVA
AUSTRALIA’S STAR ENTERTAINMENT (Star) is seeking support from US casino group Bally’s Corporation (Bally’s) after an AUD$940 million refinancing deal from investment group Salter Brothers collapsed.
The company is also considering a recapitalisation package valued at AUD$250 million, which would grant Bally’s control over 50 percent of the business.
Formally known as Echo Entertainment, Star has faced mounting debt and ongoing regulatory investigations over the past two years.
In early March this year, the company proposed selling its 50 percent equity interest in Queen’s Wharf Brisbane to Hong Kong-based real estate partners.
MANUFACTURING
CHINA’S SURGE IN SECTORS
smartphone producer, invested over CNY179 billion in R&D last year.
The company is now experiencing a resurgence in its premium product line, including the launch of the first ever tri-fold handset, and is gradually reintroducing devices to the international market.
Huawei also released HarmonyOS 5 in 2024, the first version of its selfdeveloped mobile operating system that does not rely on open-source Android code.
CHINA’S FACTORY ACTIVITY has reached a one-year high, with the increase attributed to innovative technologies and policy packages that have boosted the economy.
The manufacturing sector’s Purchasing Managers’ Index (PMI) rose for the second consecutive month in March, hitting 50.5, which indicates that production and demand are rapidly expanding.
The PMI for high-tech manufacturing now stands at 52.3, reflecting a monthon-month increase of 1.4.
Sectors such as railways, shipbuilding, and aerospace equipment, as well as computers, communications, and electronics, have experienced production and new orders indices exceeding a PMI of 55.0.
The AI-Driven Future of Asia Pacific Travel
Howard Yu, LEGO® Professor of Management and Innovation at the IMD Business School, explores Asia Pacific’s tech-driven travel industry and the increasing impacts of artificial intelligence
Writer:
The biggest risk facing Asia Pacific’s (APAC) travel industry isn’t inflation or geopolitics – it’s invisibility.
As artificial intelligence (AI)powered agents shape how trips are booked, only businesses visible to algorithms will stay in play.
Generative AI tools are already reshaping how travel is planned. Platforms such as Expedia Group’s Romie and Chinese-owned Manus AI let users input a single prompt and receive full itineraries in return. These systems analyse pricing, loyalty data, and preferences to optimise results.
Full automation is not there yet, but the shift is clear – trips will increasingly be built by bots, not browsed. In this model, only the discoverable will survive.
This is the future staring down the region’s airlines, hotel chains, cruise lines, and online travel platforms.
For this reason, I designed the IMD Future Readiness Indicator (IMD FRI) to put focus not simply on who’s performing today but highlight who is building the infrastructure, data, and
and Innovation,
strategic agility necessary to thrive tomorrow.
DOMINANCE OF AI PLANNING
For online travel agencies, the impact of AI could be existential if they do not adapt.
Platforms such as Trip.com and Booking.com have spent years, and in some cases decades, refining their front-end experience with personalised search filters, flash deals, loyalty hooks, and sleek checkouts.
However, the entire interface layer may soon be bypassed. As AI tools take on more of the planning process, the old habit of scrolling through dozens of options, comparing prices, and clicking through filters is already starting to fade.
Whilst many travellers still book this way, a growing number are turning to AI-driven assistants that do the legwork for them.
Data from Kantar shows that 40 percent of global travellers have already used AI to plan a trip, and 62 percent say they’re open to it.
This shift can have major
implications. If platforms aren’t structured in a way that AI agents can easily access and understand – if content isn’t visible, prices aren’t machine-readable, or inventory isn’t indexed – then it won’t show up.
RISK TO AIRLINES
The disruption wrought by generative AI doesn’t stop with online travel.
For low-cost airlines, the risk is obvious. Their model relies on lowbase fares, with revenue generated through extras such as baggage, seat selection, and meals.
AI agents, built to optimise total cost, can parse the fine print and surface the true price. The margin gained through opacity starts to disappear, and with it, the pricing advantage.
For premium carriers such as Singapore Airlines and Cathay Pacific, the challenge is different but just as real. Loyalty programmes that reward long-term behaviour may lose influence if better redemption value or faster routing can be found elsewhere.
Howard Yu, LEGO® Professor of Management
IMD Business School
Hotels and cruise lines face the same issue. Points and perks matter less when booking decisions are driven by data. If a better-value option fits the brief, the AI agent selects it – brand affinity won’t enter the equation.
EMBRACING THE AI SHIFT
Some companies see opportunity in the shift. For instance, hotel giants such as Marriott and Hilton maintain a strong presence across the APAC region, supported by global loyalty programmes, extensive hotel networks, and the infrastructure to succeed.
H World Group, a major Chinese hotelier, ranks mid-table – 17th out of 33 companies – in the 2025 IMD FRI. This suggests there’s room to grow in areas including digital visibility, innovation, and international reach.
Marriott has introduced co-working lounges and rooftop bars at select APAC hotels, including the Las Palmas Rooftop Bar in Singapore, designed not just for comfort but to be photographed and shared.
In addition, Hilton actively partners with influencers across markets such as Thailand and South Korea, showcasing distinctive room features and hyper-local experiences.
These moments generate content – photos, reviews, videos – that boost visibility across platforms and shape how AI systems evaluate travel experiences. In a world where recommendations are driven by data, what gets posted often determines what gets picked.
This means that in the world ahead, traditional marketing will matter less, and shareable moments will matter more.
EMERGENCE OF APAC BRANDS
Amid the disruption, a few APACbased and APAC-operating companies stand out.
Trip.com has been quicker than many of its competitors to adopt
emerging technologies and test new business models, particularly in its home market of China. The company has rolled out AI-powered tools such as Trip Genie, which creates travel itineraries as well as curated recommendation engines, aimed at simplifying travel.
Whilst players such as Booking.com and Expedia Group are also investing heavily in AI, Trip.com’s pace of experimentation and product roll-out puts it amongst the most forwardleaning travel platforms globally.
Singapore Airlines, ranked 12th in the 2025 IMD FRI, continues to outperform regional peers with strong digital infrastructure, from AI-powered customer service to a highly shareable in-flight product.
In a world where what gets shared increasingly shapes what gets recommended, this kind of visibility matters.
In contrast, China Southern Airlines and Air China have faced a more uneven recovery. Both carriers were hit hard by losses caused by the COVID-19 pandemic and are still regaining financial ground.
China Southern Airlines has launched targeted digital initiatives, particularly in back-end operations, but broader consumer-facing innovation remains limited. Air China’s digital progress, meanwhile, is less visible.
Both airlines also remain heavily tied to the domestic market – an advantage during lockdowns, but now a constraint as growth shifts towards international, tech-driven travel.
IMPACTS OF THE US
Whilst AI dominates the long-term outlook, short-term turbulence comes from more traditional sources.
US outbound demand remains a key driver for APAC travel, particularly in high-spend segments such as luxury hotels and cruises. With US consumer confidence weakening, the
risk to advance bookings is growing.
In February 2025, air travel spending fell 10 percent, whilst hotel spending dropped six percent according to figures from Bloomberg.
Major carriers including Delta and American Airlines have since lowered revenue forecasts, pointing to softer demand.
Geopolitical risks also loom. The US has floated the idea of expanding outbound travel restrictions, targeting certain countries – a move that could invite retaliation and reintroduce friction at borders.
For a region still recovering from pandemic-era mobility limits, this kind of disruption would be costly for APAC.
This is why financial resilience still matters. During the pandemic, the companies that endured were not only well-run, but they were also wellcapitalised. This principle still holds true today.
ABOUT THE EXPERT
Howard Yu is the LEGO® Professor of Management and Innovation at IMD Business School, where he leads the Centre for Future Readiness.
Recognised by Thinkers50 and Poets&Quants, Yu helps some of the world’s largest companies prepare for strategic transformation. His award-winning book, LEAP, and case studies have been featured in Harvard Business Review and MIT Sloan.
He co-directs IMD’s Future Readiness Strategy programme and appears regularly on Bloomberg, CNBC, and the BBC. A former banker from Hong Kong, Yu earned his doctorate at Harvard Business School and joined the IMD Business School in 2011.
EV CHARGING DONE BETTER
The mission of Konect, a Gilbarco Veeder-Root business unit, is clear – to do electric vehicle (EV) charging better. We learn about the launch of its EV charging network for fuel retailers in Australia with Managing Director, Merrick Glass
Writer: Jack Salter
For Australia, establishing a reliable and accessible vehicle charging network will be crucial in meeting its environmental targets.
To achieve these ambitions, EV market share in the country must reach 30 percent by the end of the decade.
Australia’s shift to electrified driving has shown promising progress in recent years, with EVs taking nearly 10 percent of the sector in 2024.
In anticipation of further growth,
the government has pledged to install 50,000 public charging stations by 2030.
As a provider of comprehensive EV charging solutions, Konect will support Australian service stations through this transition, ensuring they maintain their high-traffic status in an era where multiple fuel types will be used.
Service stations must evolve into ‘multi-fuel convenience hubs’ that cater to what visitors and local
communities need on a day-to-day basis.
For EVs in particular, fuel retailers must strike the right balance between convenience and charger reliability to attract and retain customers in the electric age whilst ensuring commercial viability.
That is precisely what Konect is designed to help achieve, as President, Merrick Glass, discusses further with us.
APAC Outlook (AO): How is Konect’s EV charging network transforming Australian service stations into multifuel convenience hubs?
Merrick Glass, Managing Director (MG): We believe a multi-fuel future is what the industry will most likely adopt.
The energy transition will not just rely on EVs; a mix of fuels – including compressed natural gas, hydrogen, and traditional fuels – will become the
norm, with adoption rates dependent on application.
Indeed, several global original equipment manufacturers (OEMs) have recently reaffirmed their commitment to internal combustion engine vehicles, alongside ongoing investment in EVs and synthetic fuels.
Given OEMs’ evolving priorities and the diverse demands of their customers, it’s crucial for fuel retailers to cater for a diversified energy mix.
A broad energy offering provides
both flexibility and resilience in the fuel retail sector. With EVs representing one of the critical pathways for the mobility industry moving forwards, a well-developed charging infrastructure will be a vital component of this multi-energy landscape.
AO: What needs of visitors and local communities do these hubs meet?
MG: The charging experience fundamentally needs to evolve.
Drivers’ expectations of their local charging stations are shifting – they want an experience as effortless as petrol refuelling with equally seamless facilities.
Yet, many public charging stations do not currently meet these expectations; lighting may be inadequate, locations can be difficult to find, and amenities to occupy charging time are often lacking.
For a significant number of drivers without reliable home-charging options, these shortcomings can make the difference.
The shift to electric mobility is, of course, a necessity, but it must also offer a convenient and appealing experience for drivers.
Considering both aspects, it is clear that fuel retailers have a major opportunity to bridge this gap.
Positioned along key transport routes, they provide a familiar setting for drivers and offer essential amenities.
Situated on local street corners and along city-to-suburb corridors, these businesses will evolve into hubs of convenience where waiting for an EV to charge is no longer an inconvenience.
AO: Why else should service stations seize this opportunity to deliver the EV charging experience Australians crave?
MG: In our view, the rise of EVs on Australian roads presents the perfect chance for fuel retailers to futureproof their businesses. However, this should not be seen merely as an opportunity but as a necessity for survival.
The number of service stations in Australia has fallen from 25,000 in the 1970s to around 7,000 today.
What’s more, 80 percent of the current fuel retail network will be unprofitable by 2035, according to Boston Consulting Group. Adapting the business model is therefore essential – and that work must begin now.
Crucially, consumer demand and the right conditions for change are already in place. Australia is a market rich in innovation, has a passion for progress, and offers favourable circumstances set to drive strong growth in EV adoption over the coming years.
Fuel retailers simply need to take the same step – with the right strategy and tools to make it happen.
AO: Finally, how does the EV charging network put Konect in a prime position to support Australia’s EV transition?
MG: It is vital to recognise the blockers fuel retailers face in the transition to electric mobility – not just in delivering effective service but also establishing a viable business case for reliable and profitable EV charging.
To help fuel retailers realise their full potential and navigate this shift successfully, we at Konect have ensured that the right support and technical expertise are readily available.
For instance, from the very beginning, retailers need to not only determine the optimal number of
“THE CHARGING EXPERIENCE FUNDAMENTALLY NEEDS TO EVOLVE. DRIVERS’ EXPECTATIONS OF THEIR LOCAL CHARGING STATIONS ARE SHIFTING – THEY WANT AN EXPERIENCE AS EFFORTLESS AS PETROL REFUELLING WITH EQUALLY SEAMLESS FACILITIES”
– MERRICK GLASS, MANAGING DIRECTOR, KONECT
chargers to install but also assess local grid capacity and identify the most efficient charging model for their needs.
This, in turn, ties into the requirement to make the entire operation commercially viable. Retailers require reliable chargers and ongoing servicing to maximise uptime, but they must also explore new, smart revenue streams to strengthen their business case.
This is achieved by integrating the entire charging and retail ecosystem, creating a fully end-to-end, ‘watts-towheels’ experience.
Such a model enables retailers to generate additional revenue through carbon credits, selling stored energy back to the grid and monetising
longer EV charging dwell times by attracting customers into the convenience store.
With fuel retailers and charge point operators working to bridge the charging infrastructure gap, there is a unique opportunity to rethink both charging and fuel retail for a new era.
By helping fuel retailers evolve and transition profitably to electrification, we can accelerate infrastructure deployment and ensure it is fit for purpose in a clean mobility future.
That is precisely what Konect has been designed to achieve, and what we are committed to delivering.
Inspired by an idea conceived on Phia Beach in New Zealand, brothers Matt and Chris Morrison and their friend Simon Coley decided to create a cola with a conscience.
The name Karma Drinks (Karma) was born from using ingredients that are good for the land, the people who grow them, and, of course, consumers.
Researching Fairtrade and organic ingredients led the founders to imagine a product that would balance the inherent inequality of a fantastically weird statistic they uncovered – 1.8 billion cola drinks are consumed around the world every day!
Realising that’s a “shed load of cola”, Karma Cola was born, however
there was another startling discovery – today, the vast majority of cola doesn’t contain the kola nut.
Therefore, the popular beverage offers no benefit to the poorer African communities who were pivotal in initially creating cola by providing the essential ingredient.
To redress this injustice, the founders sought a small village in Sierra Leone to source the first delivery of kola nuts. Once introduced to the amazing people there, the story of Karma began.
KARMA IN A NUTSHELL
Originally discovered by communities in West Africa, the kola nut has been an auspicious symbol for centuries.
Used in ceremonies and important occasions to signify agreement and peace, its qualities have also been recognised for aiding digestion and offering other medicinal benefits.
The most important aspects are its caffeine and theobromine content, providing lasting energy whilst suppressing appetite.
Historically, traders travelling through the desert chewed the nut for sustenance during their journeys, and farmers in West Africa continue to use it to endure arduous days at work.
Throughout time, the nut sourced from Africa has been used worldwide for medicinal and commercial purposes, however beverage companies that previously profited
NOURISHING A NATION THROUGH INSPIRATION
Providing authentic and organic refreshment whilst empowering communities, Karma Drinks’ philosophy centres around positive action. CEO, Jonny Harrison, explains the company’s ideas, initiatives, and impact
Writer: Rachel Carr
from it now utilise artificial flavouring.
“We believed it was not good karma to simply buy nuts from the communities in Sierra Leone, so we established the Karma Foundation,” introduces Jonny Harrison, CEO.
“One percent of revenue from every drink we sell goes towards that. Additionally, we partner with the locals to fund health plans and young girls’ education, build schools and other infrastructure, aid entrepreneurs, and help preserve the precious rainforest where the nut is grown. To date, we have donated over AUD$1 million to support our growers and their communities.”
Karma is committed to upholding the highest ethical standards in all
aspects of its business, and with a B-Corp score of 127.4 – significantly above the qualifying threshold of 80 – is committed to priorities beyond just profit.
“Our community score was notably high, reaching an impressive 54.2 out of 60, reflecting our pledge to ethical sourcing, local support, and impactful work methods. We also achieved a strong score for governance, demonstrating our dedication to transparency, ethical practices, and stakeholder engagement.
“We are very proud of the score we achieved for our environmental efforts, which is underpinned by our devotion to sustainable sourcing, eco-friendly packaging, and carbon
Jonny Harrison, CEO
footprint reduction. We’re passionate about continually improving this impact and making a positive ecological difference,” emphasises Harrison.
FAIRTRADE AND FLAVOURSOME
Karma pays a premium for organic and Fairtrade ingredients. For example, through ethical sourcing, local suppliers receive a fair price for the organic ginger in Karma’s Gingerella Ginger Ale and the organic sugar in its sodas.
“We have recently launched a delicious and refreshing new range of beverages in New Zealand – pure sparkling water infused with real fruit juice. Crafted with 100 percent natural ingredients and containing no added sugar, they are low-calorie and bursting with flavour,” Harrison divulges.
Karma has ambitious growth plans for 2025 and beyond, with the immediate focus on establishing a new product range.
“We are currently observing excellent results from both customers and consumers and have some innovative plans for later in the year.”
A new leadership team based in Australia has recently been appointed, bringing a higher level of expertise and experience to accelerate Karma’s growth.
“We will have significant incremental funding released in the next few months to support our progression. From a marketing perspective, our focus is on enhancing our brand recognition, and we are developing some very bold and exciting ideas which will materialise in 2025,” he teases.
Australia is a key market for Karma this year, and the company will rapidly expand its distribution and marketing support.
“Our ambition is to triple our business revenue over the next four years, fuelled by an understanding
“WE ARE CURRENTLY OBSERVING EXCELLENT RESULTS FROM BOTH CUSTOMERS AND CONSUMERS AND HAVE SOME INNOVATIVE PLANS FOR LATER IN THE YEAR”
– JONNY HARRISON, CEO, KARMA DRINKS
that the more drinks we sell, the greater impact we can have through the Karma Foundation and our Fairtrade agreements,” Harrison reveals.
PROTECTING PEOPLE AND THE PLANET
The Karma Foundation has been instrumental in educating girls and young women in Sierra Leone.
Each year, Karma supports 150 girls through school, and so far, five of these women have graduated to attend university.
By providing bursaries and
encouragement, they have become the first-ever undergraduates from villages the company has worked alongside.
“Empowerment through education is one of the most effective ways to help a community develop, and it has a significant impact. It was the first initiative that individuals supplying our kola nut chose to fund with the profits from the first bottles of Karma we sold,” impassions Harrison.
“They have become role models, inspiring younger girls in the community to pursue an education, and the numbers are rising.”
The foundation has also supported 80 female entrepreneurs and traders with loans and training, enabling their businesses to grow and deliver goods to remote communities.
This allows people to transition from trading on small stalls outside their homes to providing commodities such as salt and spices and goods like shoes, solar torches, and clothing, amongst other items.
“Additionally, the Karma Foundation provides a healthcare insurance scheme for all, enabling individuals with serious illnesses to afford treatment and contribute back to the fund,” Harrison expands.
It has also assisted farmers in reconstructing their farms using sustainable and forest-friendly processes after a decade-long war in which the villagers sought refuge in the forest and abandoned their agriculture.
APAC OUTLOOK: WHAT INSPIRES THE KARMA TEAM TO CREATE SUCH DISTINCTIVE PACKAGING DESIGNS, AND HOW SUSTAINABLE ARE THEY?
Jonny Harrison, CEO: “Ultimately, they are incredibly motivated by our core purpose and the opportunity to make a positive impact through the drinks we craft. To bring this mission to life, we decided to use our packaging to communicate with consumers about how their purchases support our Fairtrade growers and the communities in Sierra Leone. On the back of every can or bottle, there’s an impact message about our foundation along with a QR code for more information.
“Beyond that, we aspire to be a bold and playful brand, having fun whilst staying true to our purpose. There’s a huge amount of love amongst our consumers for our Karma-verse characters that feature on products such as Lemony Lemonade and Gingerella Ginger Ale.
“Moreover, ‘Better for the Planet’ is one of our core pillars. We have never served our drinks in plastic bottles, and we never will; instead, we use cans and glass bottles for our products as they are a more sustainable option and fully recyclable.”
KARMA’S CRUCIAL CONNECTION
The company has a meaningful friendship in Africa with Chief Kadie, the democratically elected leader of Boma village in Sierra Leone, and her late husband, Chief Hindowa, who were pioneers and leading champions of the Karma Foundation.
“She encouraged communities to collaborate with us and commit to the programmes and criteria, including sustainable agriculture, direct contributions, and ongoing support of women and girls,” urges Harrison.
Chief Kadie has been a steadfast advocate for educational support, particularly for girls, with illiteracy rates reaching approximately 60 percent in the communities of Boma.
“She runs the village with a team of leaders and is very clear on her objectives for working with us,” he enthuses.
“We have supported some communities in developing seed banks to maintain local varieties and prevent exploitative prices of non-indigenous forest varieties. The foundation is also collaborating with the community to develop a restoration programme.”
Furthermore, Karma and One Tribe, a climate action platform that helps fund nature-based solutions, are working together to protect the rainforest.
One Tribe connects Karma directly to rainforest protection charities through its platform, allowing every sale to make a positive environmental impact on the Indigenous tribes and biodiversity that inhabit the rainforest.
This also enables funding for on-the-ground projects to save and continually protect the land.
“Every purchase made via our website in the UK automatically saves trees in the rainforest, combatting the climate crisis by reducing carbon dioxide (CO2) levels in the atmosphere, thus improving the carbon footprint associated with each sale,” Harrison concludes.
A NEW ARCHITECTURAL BENCHMARK
Chinese architectural design practice, aoe, is on a mission to improve living environments by utilising new technologies and materials. For its recent development – a world class campus for Deloitte University in Beijing, China – aoe was awarded the prestigious Grand Prize at this year’s Asia Design Prize. We explore how the campus presents an intelligent education base for the future
Writer: Lily Sawyer
More than just an architectural company, aoe carefully designs its spaces to reflect the vivid, interconnected relationship between an overall structure, interior space, and those that use it.
Its innovative projects are designed to have a positive impact on society, with a solution-oriented approach that seeks to capitalise on every available space.
As it continues to focus on the goal of improving living environments, aoe’s dynamic designs, sustainable
materials, and unique approach are a force for good in a fast-changing world.
One project that particularly reflects the company’s emphasis on both innovation and sustainability is Deloitte University Asia Pacific China (DU AP China), one of seven global DU sites and the first independent campus of its kind in the region.
Centred around four concepts – future technology, green sustainability, rooted in local culture, and refined industrial memory – the
ASIA DESIGN PRIZE 2025
DU AP China received high praise from judges at this year’s Asia Design Prize. The structure’s seamless integration of technology, sustainability, and cultural heritage were commended, as was its ability to transform an educational space into an immersive learning environment for the future.
In particular, the Magnetic Wall and Tree of Culture and Values were praised for reflecting aoe’s smart green campus vision, whilst the 40 adaptable classroom spaces and flexible learning environments were said to set a new benchmark for intelligent educational facilities.
project’s objective is to create a world-class green and intelligent education base for the future.
In combining both digital and human elements, aoe seeks to encourage interconnection and collaboration for those that use the site, cultivate new learning habits, and support leadership development.
FUSING MODERINTY WITH TRADITION
Combining contemporary technology with classical elegance, upon entry,
DU AP China’s lobby features a threestorey space with large interactive screens, creating a sense of futurism.
Encircled by a glass curtain wall through which natural light streams and surrounding foliage is visible, the lobby fuses modernity with nature.
Meanwhile, an installation in the foyer modelled on the traditional Chinese belief in ‘the perfect match’ – which seeks to achieve balance and harmony – juxtaposes contemporary style with tradition.
A large geometric lantern in the centre of the building represents aoe’s modernised interpretation of a Chinese lantern, made of red, double-layer translucent ethylene tetrafluoroethylene (ETFE) film.
Beneath, wooden steps featuring colour-changing cushions provide a comfortable place for students to rest and socialise.
On the first floor of the campus’ central atrium is the Historical Gallery, above which the Magnetic Wall and Tree of Culture and Values preside, reflecting a link between the site’s history and the latest technology.
AN INSPIRING BENCHMARK
Meanwhile, 40 independent classrooms are connected via futuristic ‘space tunnels’, including the Future Classroom which promotes digital interaction, new learning habits, and leadership development, equipped with state-of-the-art technology.
DU AP CHINA – KEY DESIGN CONCEPTS
To successfully merge technology, sustainability, and tradition, aoe built DU AP China around four key concepts:
FUTURE TECHNOLOGY – To create an environment reminiscent of a futuristic space station, the company integrated modern digital elements throughout the campus.
GREEN SUSTAINABILITY – To achieve a sustainable design, energy efficient processes and eco-friendly materials were used.
ROOTED IN LOCAL CULTURE – Traditional Chinese elements have been incorporated by designers to merge tradition with modernity.
REFINED INDUSTRIAL MEMORY – To honour the site’s history, architects worked to transform old industrial cues into the sophisticated architectural language seen today.
Elsewhere, skywalks connect students with various functional areas, including the Grand Ballroom which houses lectures and events.
The Grand Ballroom’s design, featuring dragon scale-shaped lighting, wave-patterned wallpaper, and elegant carpeting, is intended to represent an intersection of both local culture and futuristic technology whilst, at the same time, radiating sophistication.
By combining historical references in its design alongside forwardthinking innovation, DU AP China transcends a traditional university campus, reflecting how the past and future can harmoniously coexist.
As such, it emerges as an inspiring benchmark for how architectural companies may create transformative, sustainable, and innovative education spaces for the future.
SPOTLIGHT ON AUSTRALIAN SEMICONDUCTORS
Striving for a more self-sufficient and autonomous future, Australia’s semiconductor sector is leveraging its strengths in R&D, innovation, and advanced design capabilities as it seeks to develop a robust national approach
Having had a transformational impact on both technology and science over the years, Australia’s contribution to global innovation cannot be overstated, with notable inventions including the black box flight recorder and the cochlear hearing implant. What is not widely recognised, however, is how such developments are often enabled by advanced semiconductor technologies.
Australia’s role in the semiconductor sector, although foundational in terms of system design and integration, has been largely overshadowed in recent years by the global dominance of Asian competitors such as the Taiwan Semiconductor Manufacturing Company (TSMC),
whose production infrastructure is unrivalled.
As such, Australia has missed the opportunity to gain market share in a rapidly increasing global semiconductor industry, largely due to a shortage of local talent, declining investment, and little consensus surrounding the direction the sector should take.
Despite this, Australia remains a key player in highly specialised areas such as quantum computing, medical devices, and defence technologies, particularly in terms of semiconductor design and system integration as the enabling capability for all these technologies.
Companies like BluGlass, Silanna, and Hendon Semiconductors, alongside start-ups innovating in areas
such as photonics, radar systems, and communication technologies, showcase Australia’s ongoing strength in semiconductor technology.
Meanwhile, the Australian and Queensland governments’ recent AUD$940 million investment in PsiQuantum to advance Australia’s quantum computing capabilities demonstrates a growing public interest in supporting deep tech innovation which is underpinned by semiconductor design and material advancements.
To secure a meaningful position in the global semiconductor supply chain going forwards, the New South Wales (NSW) government has identified a need to focus on supporting small and medium-sized enterprises
(SMEs), fostering collaboration between academia and industry, and making strategic investments.
Unlike Taiwan, whose high-volume manufacturing has seen it become responsible for 90 percent of the world’s super-advanced semiconductor chips, Australia can thrive by focusing on specialised, high-tech sectors where expertise in systems design and engineering will provide the country with a unique advantage and a competitive edge.
In short, a cohesive national approach, long-term investment, and policy support will be crucial to ensuring Australia’s role in the future of the global semiconductor industry.
SEMICONDUCTOR SECTOR SERVICE BUREAU
We sit down with Nadia Court, Director of the Semiconductor Sector Service Bureau, who outlines the organisation’s crucial role in building consensus for Australia’s semiconductor sector at both state and federal level, carving out a place for it in the global supply chain, and promoting the enabling capabilities of semiconductors across various industries
INTERVIEW:
APAC Outlook (AO): Established as a joint venture (JV) in 2022, could you talk us through the primary goals of the Semiconductor Sector Service Bureau?
Nadia Court, Director (NC): In 2020, the NSW Chief Scientist and Engineer commissioned a report into Australia’s semiconductor sector entitled the Australian Semiconductor Sector Study.
The report identified what the sector looked like at the time and the opportunities and challenges it faced. One of the key recommendations was the establishment of the Semiconductor Sector Service Bureau (S3B), a non-profit organisation created to support and grow the sector.
In 2022, a JV was formed between the University of Sydney, Macquarie University, and The University of New South Wales after a call from government for NSW entities to host S3B.
The report also identified some of the challenges faced locally by the start-up community in accessing the global supply chain and understanding wider opportunities within the sector. At the time, there was also a lot of siloed activity and little interconnectivity, so the bureau was established to address some of those concerns.
We have been formed around four key focus areas. The first is semiconductor ecosystem development, where we
look to build active collaboration and participation.
The second is to identify and address talent gaps in the industry, and the third is to provide strategic and functional market information to sustain and grow the sector.
Finally, we seek to enable supply chain access to support the sector and entities that don’t have much experience in navigating a complex global marketplace.
In addition, we’ve grown into the role of advocating on behalf of the sector, promoting semiconductors and their enabling capabilities across many areas of Australian industry.
AO: What is your current take on the semiconductor sector in Australia?
NC: By global standards, Australia’s semiconductor sector can be considered nascent. We don’t have the maturity or investment of semiconductor industries overseas, and whilst we have historical strengths, we lack critical mass, particularly in manufacturing.
We have a lot of smaller companies and start-ups in this space, but no big companies. We also have some small teams within multinationals, but Australia is not necessarily well-known when we attend global industry conferences – often, people don’t even recognise we have a semiconductor sector.
In recent years, it’s been exciting to see growth, particularly in areas where our work is quite cutting-edge such as quantum technologies. There’s a lot of research occurring in our universities within this space, meaning we’re now starting to see start-ups emerge.
I would also say there’s been a shift in sentiment since the formulation of S3B; as a community, we now seem to be more united.
One of the challenges we face, however, is that we’re an entity solely funded by the NSW government – there’s no one quite like us in the country. Although we work with people from state, interstate, and federal governments, we don’t necessarily have a national remit.
Because there isn’t any national coordination, the sector can be difficult to navigate as there’s no documented consensus on where we should be heading as an industry or, in the absence of US or Europe-style “Chips Acts”, how we leverage our comparatively modest funding and infrastructure.
In NSW, there’s been an overall focus on training, designing, and establishing paths to production including advanced packaging. The NSW government has also invested in the Advanced Manufacturing Readiness Facility (AMRF), which specifically focuses on advanced
packaging for semiconductors, a back-end technique to enable higher performance compared to traditional chips and packaging techniques which would allow the Australian market to capture global market share without competing with the likes of the pure-play foundries in Taiwan.
In short, although challenging, S3B continues to play an important role in coordinating interests from industry, academia, and government on the Australian semiconductor sector in the absence of a national body.
AO: How do you assist your members in building capacity, connectivity, and collaboration throughout the sector, establishing linkages with global entities?
NC: Whilst we build linkages and collaborations throughout the sector through events and workshops, it’s also about making connections between people who have similar interests.
For instance, we will pair up members of the industry – if S3B members express interest in working with academic teams, we can make those connections.
Alongside enabling local connections and collaborations, we’ve recently established a bi-annual multi-project wafer (MPW) and computer-aided design (CAD) access subsidy to build capacity for emerging Australian entities that both commercial and academic applicants can apply for. We’re also supporting low-cost licences to lower barriers for entry into the semiconductor space.
Meanwhile, we support new businesses and start-ups in navigating the supply chain, and we’ve even got a dedicated role to facilitate access to local and international capabilities and products for new entrants or companies unfamiliar with the semiconductor industry. We’re also encouraging our university partners to ramp up training in this area as we see the demand for new talent amongst the workforce increase.
“AS A COUNTRY, WE NEED TO COME TOGETHER TO DEVELOP AND INVEST IN A COHESIVE SEMICONDUCTOR INDUSTRY”
– NADIA COURT, DIRECTOR, SEMICONDUCTOR SECTOR SERVICE BUREAU
AMRF – AT A GLANCE
S3B has been working closely with the NSW government’s AMRF, a specialist advanced manufacturing facility located at the heart of the new city of Bradfield and adjacent to the new 24-hour international airport. AMRF offers:
• High-value manufacturing solutions from design to manufacturing and process validation, all in one place.
• Increased speed-to-market through affordable access to world-class technologies, expertise, training, and industry networks.
• An expert team of engineers on hand to provide independent advice to de-risk investments and provide application guidance for manufacturing technologies, from prototypes to large-scale production.
• Practical, hands-on staff training to support business’ ability to scale-up and accelerate technology adoption.
In Australia, there’s not a huge knowledge of the semiconductor sector because it is so small, so we’re also educating the investment community.
Last year, we co-hosted Semiconductor Australia, a conference and sector showcase in collaboration with one of our industry partners, BluGlass. The event was centred around educating investors about the emerging semiconductor opportunities in Australia.
In terms of linkages overseas, as well as helping people navigate supply chains and make introductions, we also represent the sector globally at conferences, helping to build international linkages with academic, research, and industry entities and promoting the strengths of the Australian sector.
AO: How extensively is S3B involved in contributing to government policy and regulatory frameworks which may affect the Australian semiconductor industry?
NC: We’re continuing to refine our role at both state and federal government level by identifying a consensus on the direction the Australian semiconductor industry should take.
Currently, there are myriad options – we could go down the route of manufacturing, packaging, or design, and each state has a different area of focus and established expertise in each of these fields.
S3B is also involved in the most recent phase of AMRF, which is due for completion in 2026 and consists of a second building made up of four
Aquila is rapidly scaling its Lightway technology to extend and improve energy distribution, similar to how Wi-Fi extended and improved dial-up connectivity. We’re starting by integrating Lightway wireless charging into drones - powering them so they never have to land for border security and defence.
Our first product, Lightway Sentry, is a drone that can fly forever within an 800m sphere of influence, enabling non-stop aerial security in critical infrastructure and defence. Successive generations will create a new wireless energy networking platform for a plethora of robotics applications, deliver railway-esque energy infrastructure for the aerospace sector, and, eventually, move renewable energy through space.
Part of our role is thinking about how we build a consensus and bring people together from across the country to discuss what the industry should look like and the opportunities this brings to the Australian economy.
Whilst I’ve already mentioned AMRF, it’s important to note that although this is an initiative of the NSW Government, we see this as a nationally relevant piece of infrastructure that’s going to be important to all states across the country.
As such, AMRF presents an opportunity to unite interested parties who can provide input as to what capability and technology outputs are of strategic importance and relevance to the domestic market.
As it’s going to be focused on advanced packaging, we see a real opportunity to leverage Australia’s existing strengths in design and systems engineering.
Part of our role is being a voice for the industry, so when the government are making investment decisions and deciding on areas of focus, we’re on hand to provide our insight into the semiconductor sector.
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AO: Could you talk us through how your recent 2024-27 strategic plan provides a framework for increasing the commercial impact of semiconductors throughout the sector?
NC: Our 2024-27 strategic plan was initially funded to focus on four key areas, namely:
1. Developing a connected ecosystem.
2. Cultivating a thriving talent pool.
3. Distributing influential market information.
4. Enabling an active and accessible supply chain.
Whilst the focus of the S3B strategy continues to be in these areas, we’ve also been able to build greater relationships with government at both state and federal level.
As I mentioned, we’re advocating on behalf of the industry and building consensus, helping AMRF to develop in line with national priorities, implementing initiatives to drive activity, and lowering barriers to entry for people wanting to get into the sector.
How can we support emerging technologies developed either by universities or in our start-ups? By getting products to market and enabling first proof-of-concept prototypes whilst educating key members of the
community on the importance of the semiconductor sector.
It’s all about ensuring we represent the whole sector so we can grow and build a thriving, globally connected industry in Australia. To do that, we need to continue to communicate the global significance of semiconductor technology and influence national coordination.
AO: What are S3B’s key priorities going forwards, particularly in terms of supporting priority areas such as defence and critical technologies?
NC: It’s all about distinguishing semiconductors as the ultimate underpinning and enabling component, capable of bolstering national defence capabilities and supporting advances in fundamental areas such as artificial intelligence (AI), robotics, quantum mechanics, and clean energy, to name a few.
Australia has identified key areas of focus, such as robotics, quantum technologies, and advanced manufacturing.
Our priorities moving forwards, particularly this year, are about driving more activity, building capability, and leveraging our existing strengths.
Australia has expertise in systems engineering, and we’ve got a lot of companies like Cochlear and ResMed who are recognised globally for their ability to leverage these strengths. Of course, one way to enable systems is to utilise semiconductor technologies.
With Australia’s existing strengths in mind, it’s about leveraging semiconductors to build and grow our industries.
“OUR PRIORITIES MOVING FORWARDS, PARTICULARLY THIS YEAR, ARE ABOUT DRIVING MORE ACTIVITY, BUILDING CAPABILITY, AND LEVERAGING OUR EXISTING STRENGTHS”
– NADIA COURT, DIRECTOR, SEMICONDUCTOR SECTOR SERVICE BUREAU
Some of S3B’s ongoing activities are therefore about training and building increased design capability, not necessarily to support the semiconductor industry, but those in systems engineering spheres who could potentially benefit from custom chips, providing them with a competitive edge.
Often, the only way to do that this is to build capability by enabling activity, so that’s where a lot of our work is focused.
This comes in the form of workshops where we try to bring people together to make sure there’s a melting pot
of people from different backgrounds. By enabling an environment where people can share ideas, we can lower barriers to entry to get things started.
AO: Are you optimistic for the future of Australia’s semiconductor sector?
NC: I’m cautiously optimistic. It’s interesting to watch what’s happening in the global semiconductor industry at the moment, which has seen a big focus on onshoring and huge investments in the US and Europe to shore up supply chains and build sovereign capacity.
We haven’t yet seen that same level of interest from the Australian government, which is partly why I remain cautiously optimistic.
Government recognition of the sector is important as we’re currently unable to compete with the likes of TSMC and a lot of our Asian neighbours who have very highvolume manufacturing capabilities. When we don’t have much manufacturing infrastructure in place, we can’t just build it from scratch.
we need to come together to develop and invest in a cohesive semiconductor industry. We see opportunity for coordination, policy, and incentives to encourage activity and investment into the sector.
It’s interesting talking to international colleagues who recognise Australia’s strengths. There are certainly opportunities that we could leverage to build the sector and carve out a place for it in the supply chain, but it requires coordination and collaboration with government.
Although challenging, because we have strengths in areas such as design, niche manufacturing, and leadingedge technologies, we must position ourselves to move in the right direction for the sector.
We are very optimistic about continuing to build a competitive semiconductor industry for Australia.
AO: Finally, what unique opportunities can you see emerging for Australia’s semiconductor sector going forwards?
NC: AMRF is a real opportunity for the country, and the fact there is already a commitment from the NSW government to invest in the facility is extremely positive.
Meanwhile, there is a lot of interest in building sovereign capability in Australian manufacturing overall. The view that S3B has formed is focused on capitalising on advanced packaging and market growth in chiplet technologies as an opportunity. As a relatively nascent area with not a lot of big suppliers, the move towards advanced packaging and chiplets is a real shift within the industry.
There’s a real an opportunity for new entrants into this market both in manufacturing and design.
There are also opportunities for Australia in the forwardthinking technology space, which is something we as an organisation can provide support for in terms of offering advice and expertise.
Our team has first-hand knowledge of emerging technologies within the sector, so we can provide technical expertise to industry and government and advise them on what opportunities they should be seeking out.
So, we need to look at what we can do, our areas of strength, and existing opportunities. As a country, info@s3b.au
AUSTRALIAN SPACE SPOTLIGHT
Australia’s world-leading space facilities are strengthening national industries and providing the country with enhanced technological capabilities
Writer: Ed Budds | Project Manager: Deane Anderton
The value of the global space economy surpassed USD$600 billion in 2023, and many experts predict it could be worth up to USD$1.8 trillion by 2035.
Australia’s space industry generates around AUD$4 billion in revenue annually and currently employs more than 16,000 people.
In recent years, Australia has adopted a “whole-ofgovernment” approach to outer space, beginning to collate what was once a fragmented sector into a more coherent approach.
The Australian space sector recognises that the opportunities and challenges presented by space are too
important – both commercially and strategically – to be dealt with by any one government department alone.
It also highlights a pressing need to collectively raise awareness of the importance of space exploration and development.
As the global depth, pace, and scale of space activities continue to increase year by year, Australians are dependent on this exciting frontier as it enables positioning, navigation, and timing (PNT) systems used for telecommunications, GPS, financial transactions, international banking, and shipping.
A swathe of Australian industries are embedded with,
and benefit from, space technologies. For example, Earth observation data is used by the mining industry for resource exploration, mapping, and utilisation, and can help aid agriculture by tracking drought conditions, monitoring crop and soil health, and observing the weather.
Space equally saves lives in the fields of bushfire monitoring and response as well as emergency management for other natural hazards, such as floods and severe weather, by using satellite imagery.
During the 2019-20 Australian bushfire season, often referred to as the “Black Summer”, space-based data
played a crucial role in supporting the management and control of the fires. Satellite imagery and remote sensing technologies provided real-time information on fire locations, intensity, and movement, which was essential for effective decision-making by emergency services.
Future generations will benefit from space-derived data which can provide information on the health of Australia’s ecosystems, including the Great Barrier Reef, and is integral to climate change mitigation, adaptation, and resilience.
Space technologies, capabilities, and data are also essential to ensuring the national security of Australia.
SPACE INDUSTRY ASSOCIATION OF AUSTRALIA INTERVIEW:
The Space Industry Association of Australia (SIAA) is the national peak body for Australia’s space sector. SIAA works closely with its members across governments, international partners, academia, and industry to advance the country’s space sector and economy, as CEO, Dan Lloyd, tells us
APAC Outlook (AO): Firstly, could you talk us through the origins of SIAA – when was it founded and what was its initial vision?
Dan Lloyd, CEO (DL): SIAA’s story is much the same as the Australian space industry’s tenacity, innovation, and momentum.
It was founded in 1992 as a small volunteer-run organisation with an ambitious vision to establish and kickstart a thriving Australian space industry.
Together, we have been quietly driving extraordinary capability and growth ever since. A vital point in history was when Australia won the right to host the world’s biggest space forum, the International Astronautical Congress (IAC), in 2017, which really put it on the international stage.
The Australian Space Agency was then announced and established, and we now have a sector with over 600 space organisations. Additionally, SIAA has professionalised with a full-time CEO, team, and over 80 member organisations.
The fact that SIAA, the Australian Space Agency, and
the Government of New South Wales (NSW) are hosting the IAC in Sydney in 2025 is a tremendous recognition of Australia’s increasing prominence in the global space industry and a catalyst for further growth.
AO: Since its inception, how has SIAA developed and progressed in terms of its key objectives?
DL: The initial aim was to be the national peak body for the nation’s space industry, and we have undeniably achieved this with a membership that reflects the Australian space value chain and the recognition of SIAA as a trusted, authoritative voice in the Australian and international space sector.
We’re now looking to the future and remain focused on how Australia can capture the exponential socioeconomic and security opportunities that are ours for the taking.
AO: What are currently the major challenges and developments in the Australian space sector?
DL: The major challenge for the Australian industry
GPC Electronics: Pioneering Excellence in Electronic Manufacturing Services
GPC Electronics is a beacon of innovation and reliability in Electronic Manufacturing Services (EMS). With a presence across three strategic locations: Australia, New Zealand, and China, GPC Electronics has cemented its reputation as a leader in delivering high-quality electronic manufacturing services to various industry sectors.
Global Footprint and Capabilities
Our state-of-the-art facilities are strategically located to serve our global clientele efficiently. In Australia, our Sydney site boasts a 10,000 m² manufacturing facility equipped with the latest technology to handle complex manufacturing processes. Our New Zealand site in Christchurch spans 2,500 m² and provides a vital service to the New Zealand industry. Meanwhile, our 6,500 m² facility in Shenzhen, China, ensures we remain competitive globally.
Industry Leadership
GPC Electronics is at the forefront of providing EMS to sectors such as Defence, Space, Medical, Automotive, Mining, Aerospace, and Industrial. Our commitment to quality and innovation underpins our expertise in these areas. We are proud to support the Defence sector with advanced RF and communication solutions, ruggedised electronics, and components that meet the stringent requirements of military applications. In the Space sector, our components have a proven track record, with many parts already orbiting the Earth, contributing to critical missions.
Robust Systems and Quality Accreditations
Our commitment to excellence is reflected in our robust systems and quality accreditations. GPC Electronics is certified to international standards such as ISO9001, ISO14001, IATF16949, ISO13485, ISO27001 and AS9100D. These certifications underscore our dedication to maintaining the highest quality standards in every aspect of our operations.
Our systematic and controlled methods for managing production ensure that every step is executed with precision and quality. This includes rigorous quality checks, standardised workflows, and efficient resource management.
Scalability and Collaboration
One of our core strengths is our ability to scale operations to meet the needs of our clients. Whether it’s a multinational corporation requiring large-scale production or a start-up needing specialised support, GPC Electronics has the flexibility and expertise to deliver. Our collaborative approach ensures that we work closely with our clients, providing tailored solutions that drive their success. From design for manufacture to final product testing, we offer comprehensive services that cover the entire product lifecycle.
Space Heritage
GPC Electronics has a rich Space industry heritage, supplying components integral to various space missions. This heritage is a testament to our engineering expertise and commitment to pushing the boundaries of what is possible. Our contributions to space missions highlight our capability to deliver high-performance solutions that meet the exacting standards of the aerospace industry.
Conclusion
GPC Electronics continues to lead the way in Electronic Manufacturing Services, driven by a commitment to quality, innovation, and customer satisfaction. Our global presence, industry expertise, robust systems, and collaborative approach make us the partner of choice for companies looking to excel in their respective fields. As we look to the future, we remain dedicated to advancing technology and delivering solutions that make a difference.
Holmes Imager is the smallest payload currently offered by HEO, developed for in-orbit non-Earth imaging (NEI) applications. It achieved TRL 9 on its initial launch in June 2023. Operating as a hosted payload, Holmes Imager captures resolved imagery of space objects as they fly past the host spacecraft.
is making the leap from innovative start-ups to scale commercialisation. Whilst it is great to see the Australian government’s National Reconstruction Fund and private equity investing in high-potential, space-related companies, there is a need to develop better pathways that enable them to make the leap.
The Asia Pacific (APAC) region is full of space sector opportunities, with many countries including India, Japan, and New Zealand all driving growth and increasing collaboration.
There is also a real opportunity for Australia to be a regional leader in the Indo-Pacific region. The country hosted the 30th Asia Pacific Regional Space Agencies Forum last year in Perth, which offered a range of Australian companies and organisations the opportunity to engage with this important forum and highlight the nation’s capability to partners across the APAC region.
Australia has unique geographical advantages reinforced by its pivotal role in regional security partnerships, including the Quad, a diplomatic partnership between Australia, India, Japan, and the US, the highly successful International Space Investment (ISI) India Projects grants, and extensive business between Australian and Japanese companies.
The importance of US-Australia partnerships is highlighted by the Australia-US Technology Safeguards Agreement, which has enabled aerospace companies such as Southern Launch and Varda to deliver a world-first spacecraft return from low-Earth orbit to a commercial spaceport.
“AUSTRALIA IS TEETERING ON THE VERGE OF TRANSFORMATIONAL SOCIOECONOMIC OPPORTUNITIES, AND HOSTING IAC 2025 IS THE BEST WAY TO ENSURE WE DON’T MISS THEM”
– DAN LLOYD, CEO, SPACE INDUSTRY ASSOCIATION OF AUSTRALIA
AO: What trends are currently developing and transforming the industry, and how are you responding to them?
DL: Opportunities for Australia to work closely with international partners to support global space sector uplift are transforming our industry.
Space is a worldwide industry, and Australia has a range of advantages as an international partner in space activities.
Not only does Australia’s unique geography enable launches into multiple orbits, but it also has an established regulatory environment to support commercial launches and returns, as well as ground segment and space situational awareness capabilities that are enhanced by our position in the Southern Hemisphere.
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help enhance decision-making and support year-round disaster preparedness and recovery efforts for flooding, droughts and bushfires.
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PlanetScope • Wollemi National Park New South Wales, Australia February 29, 2024
Planet
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1, 2021
Neumann Space is an Australian-owned company whose mission is to enable the sustainable economic development of space. The company is focused on delivering superior mobility in space through the development and manufacture of simple, safe, and efficient electric propulsion systems and the commercialisation of those products for satellites and spacecraft.
The Neumann Drive® marks a revolution in the field of satellite propulsion. The company’s lightweight products use its patented Centre-Triggered Pulsed Cathodic Arc Thruster (CT-PCAT) technology to convert solid conductive metal rods (including from recycled space debris) into plasma and produce thrust. Its product range creates value for customers in all space operations and travel.
Neumann Space provides a sovereign in-space electric propulsion capability. With two in-orbit demonstrations completed last year, and another scheduled for later this year, the company is now ready to take orders.
Australia is already a close partner and ally of many like-minded nations. All these factors, and our world-class capability across the Australian space value chain, make our nation a natural space sector partner.
AO: What key investments or recent projects are you working on?
JOIN THE FUTURE OF SPACE
This year’s IAC in Sydney offers a rich programme featuring plenary and technical sessions, networking opportunities, and the latest advancements in space exploration.
Researchers are invited to submit their work through the call for papers, contributing to global discussions.
Visitors can also enhance their experience with technical tours across Australia and New Zealand, showcasing regional space industries, and will have the opportunity to participate in adjacent events such as the New Zealand Aerospace Summit.
Gunggandji Aerospace (Gunggandji) is a consulting company with over 100 years of civilian and defence experience, providing a range of defence, aviation, and space-based consulting services. Headquartered in Brisbane, Gunggandji hosts locations on Ngambri, Naarm, and Boorloo land. The company is proudly 100 percent Australian Aboriginal-owned. Gunggandji maintains consultancy relationships with stakeholders across both civil and defence aerodromes, air traffic control establishments, regulatory bodies, and sovereign defence industries. The company’s core capabilities include project management across aerospace and defence, including scheduling, stakeholder, and cost management, as well as First Nations management. Gunggandji’s driving mission is to provide unmatched value-for-money by increasing Indigenous participation in the aviation, space, and cyber domains, enabling Australian Defence Force veteran employment and supporting opportunities to ‘Close The Gap’.
DL: We’ve just successfully delivered our major annual conference, Southern Space, at the Avalon Airshow and are now focused on the biggest space event on the planet, the IAC, which we’re bringing to Sydney this September.
The eyes of the world will be on Australia, and I’m really looking forward to the recognition and momentum this will give our industry and government.
SIAA is also very focused on the development of a national Space Industry Academy to support pathways from education to careers and continuous professional development for Australian space sector professionals.
Our nation has extraordinary talent, and we want to do everything we can to ensure Australia maximises its potential and capability.
AO: Finally, how do you see SIAA developing over the next five years, and what specific targets do you hope to achieve moving forwards?
DL: I see SIAA, the industry, and government all progressing on an accelerating path to scale and success.
There is a very good chance that we will look back in five years and say that 2025 was a pivotal year for space, delivering exponential socioeconomic benefits for Australia.
Securing our future
The National Resilience and Security (NRAS) Program office is facilitating world-class industry partnerships. We’re advancing new technologies and talent pipelines to contribute to Indo-Pacific regional security and prosperity.
To explore new ideas and learn more about partnering with Curtin University, please contact NRAS@curtin.edu.au
SIAA is really focused on delivering a successful IAC 2025 in Sydney this September in partnership with our co-hosts, the Australian Space Agency and NSW government.
This is a major catalyst for Australia to step up to the next level with even more ambitious goals across the industry and government. The country is teetering on the verge of transformational socioeconomic opportunities, and hosting IAC 2025 is the best way to ensure we don’t miss them.
SIAA is very focused on constructive long-term partnerships across the industry with government and international partners.
Recently, we published a long-term roadmap that suggests a range of important initiatives, including a refreshed national space strategy and targeted investments in areas where Australia leads the world, such as microgravity research.
We’re also very keen to inspire the nation by enabling the first astronaut to fly under an Australian flag, Katherine Bennell-Pegg, to do what she’s spent years training for.
Lastly, we hope to continue to grow our membership alongside accelerating our focus on the Indo-Pacific region.
world-first all-sky multibeam phased array receiver tracks dozens of satellites at once and supplies mission-critical Space Domain Awareness data
Lunar Outpost Oceania – part of the ELO2 Consortium
The ELO2 Consortium has been selected to deliver Australia’s first lunar rover.
The AUD$42 million Australian Space Agency project will see ELO2 design, construct, and operate the Australian-made rover, “Roo-ver”, on the lunar surface. Its mission is to foster new horizons in the Australian space sector, focusing on the development of essential services for lunar exploration missions.
As part of this program, the ELO2 Consortium is dedicated to showcasing and advancing Australian aerospace and robotics capabilities through the design of a cutting-edge, remotely-operated, autonomous robotic asset on the lunar surface. By actively contributing to NASA’s Artemis programme, it is paving the way for an exciting future in space exploration.
operations@spaceindustry.com.au
spaceindustry.com.au
Quasar’s
to the US Space Force.
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As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through its various platforms.
Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Manufacturing Outlook will continue to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
SUBLIME CAPABILITIES
Supplying superior battery systems for world-class submarines, product knowledge and reputation for engineering excellence.
Writer: Lily Sawyer | Project
SUBSEA CAPABILITIES
submarines, PMB Defence sets itself apart through its niche excellence. We take a deep dive with Stephen Faulkner, CEO Manager: Cameron Lawrence
As the defence environment in Australia undergoes a period of significant change, particularly in terms of policy, companies operating in this space must constantly evolve to remain ahead of the curve.
PMB Defence (PMB), a worldleading defence manufacturer with a core focus on submarines, is currently in the early stages of a generational change in sovereign capability.
“Overall, it’s an exciting time to be a manufacturer in this industry,” opens Stephen Faulkner, CEO.
Specialising in submarine battery systems and associated products and services, PMB’s current customer base includes naval forces across Australia, the UK, Canada, and Sweden. Its products include main storage batteries for conventional submarines, back-up batteries for nuclear
submarines, battery management systems, technical support, and sustainment services.
The company’s overall aim is to assist customers in maximising the overall performance of their batteries and, therefore, their submarines.
“Our single focus has been the submarine domain. This makes us unusual as most entities that supply submarine battery systems focus on the wider battery market,” he informs.
Employing around 200 people across its two sites – the Osborne Naval Shipyard precinct in Adelaide, Australia and a smaller nickel-zinc (NiZn) manufacturing facility in Ebbw Vale, Wales – PMB is well placed to serve international markets.
10 YEARS OF EVOLUTION
A decade ago, PMB’s core focus was delivering supplies to the Royal
Australian Navy’s Collins-class submarines whilst positioning itself for success on the Australian Future Submarines (AFS) programme, one of the largest capability acquisition initiatives in the country’s history.
“Both these endeavours significantly grew our sovereign capability, meaning that by the time bidding into AFS came about, we were confident in our ability to deliver a superior outcome to the selected designer,” Faulkner details.
Work on the early stages of lithium battery development in Sweden, meanwhile, further bolstered the company’s credibility.
At the same time, it was developing an exclusive understanding of the challenges associated with designing, building, and maintaining a system for the unique Australian mission profile.
“MANY
OF OUR TECHNICAL AND MANAGEMENT STAFF HAVE PREVIOUSLY WORKED IN THE DEFENCE INDUSTRY, WHICH HAS TRANSLATED INTO WELLINFORMED INTERACTIONS WITH CUSTOMERS IN THE SECTOR BOTH IN AUSTRALIA AND ABROAD”
– STEPHEN FAULKNER, CEO, PMB DEFENCE
opportunities also arose to gain new capabilities, with the company acquiring NiZn battery equipment, intellectual property (IP), and in a separate transaction, designs and equipment for various
“Establishing these new capabilities, in both Wales and Australia respectively, occurred largely during the COVID-19 pandemic, which amplified the difficulties involved. However, our teams did well to navigate these,” he prides.
Since then, PMB has successfully delivered products to a diverse range of customers inherited over the course of this period and won further contracts in an increasingly competitive market environment.
As such, its production volumes have grown approximately fourfold over the past five years.
ENGINEERING EXCELLENCE
Focused on a ‘whole of system’ engineering approach in terms of the submarines it facilitates, PMB’s outlook is unusual and serves as a key differentiator.
To support its operations, the company has a broad spectrum of technical staff on hand, including both traditional chemists and chemical engineering experts.
PMB also employs a wide group of mechanical, electrical, electronic, and mechatronic engineers, a metallurgist, and even a physicist who collectively assist the manufacturing and system delivery process to provide better outcomes.
PROLIFIC PARTNERSHIPS
As a relatively small company, partners and suppliers are very important to PMB.
With quality and responsiveness at the top of its priority list, local suppliers are preferred as they generally translate to a degree of care that is harder to come by from suppliers who do not see PMB as a key or essential customer.
However, whilst localising its supply chain is important, the company notes how it must carry this out carefully and choose partners wisely given the significance of product quality in the defence industry.
“A localised supply chain is certainly our preference. Whilst we still procure some key components from overseas, the majority of our supply is now local,” Faulkner confirms.
“Many of our technical and management staff have previously worked in the defence industry, which has translated into wellinformed interactions with customers in the sector both in Australia and abroad,” Faulkner reveals.
The company’s widespread credibility, meanwhile, has helped it to acquire and retain the right customers over the years.
“The fact our services are so specific within the defence manufacturing domain has given confidence to our stakeholders that we are in it for the long haul,” he outlines.
As such, PMB’s overall value to Australia’s defence sector, specifically in terms of its niche submarine battery manufacturing capabilities, is second to none, supported by the long-standing trust it has gained from clients and its reputation for engineering excellence.
A WEALTH OF EXPERTISE
In addition to its prolific engineering abilities, PMB is proud to be involved in ongoing R&D initiatives to optimise
submarine battery performance.
For over a century, the default battery for submarines has been leadacid. Whilst not risk-free, management of this technology is generally well understood by stakeholders.
Moreover, new technologies such as lithium-ion have been explored over the past two decades, however, safety concerns have continued to make in-service use challenging and therefore rare.
“Back in 2018, we identified that NiZn may be a strong candidate for use in submarines due to its high energy potential and relatively benign failure modes when compared to lithium-ion,” Faulkner recalls.
Having successfully completed an initial study of the material, PMB has since translated this into a larger development programme that continues today.
Elsewhere, battery management and decision support tools are a key focus for the company, especially since most in-service submarines have relatively poor monitoring of cell and therefore system health.
Utilising our industry knowledge along with our multiple sales and distribution centres across Australia and New Zealand, we aim to service our customers with a comprehensive range of high-quality products and solutions, all of which are competitively priced and delivered on time with superior technical support.
Our key strengths include low-cost operations, strong brands which are synonymous with high product quality, and an extensive and efficient distribution network around Australia and New Zealand. Product development and quality control are supported by our modern in-house laboratory.
CAgroup offers products and services in four distinctive markets as detailed below:
CAgroup & PMB
Including bullet lead wire, electroplating anodes, solder, D-lead hygiene products, and more.
Including white metals, heritage lead alloys, tin, zinc, aluminium, electroplating metals, jewellery, and more.
Providing high-quality electroplating anodes to clients across the globe, as well as recycling services to reduce the amount of scrap metal that would otherwise end up in landfill.
Including roof flashing, damp proof courses, foil insulation, silicone sealants and applicator guns, concrete expansion joints, brazing rods, radiation lead, and more.
CAgroup has been a business partner with Pacific Marine Battery (PMB) for 30+ years, and in that time a strong collaborative partnership has formed between the two companies. CAgroup has worked together with PMB in the development of new lead alloys and parts.
Accredited to ISO 9001Quality and 45001 Safety & Occupational Health standards, CAgroup aims to supply goods to the highest standards. CAgroup’s in-house technical team is equipped with the latest analytical testing equipment to ensure the highest levels of tolerances and specifications are adhered to in the supply of parts and alloys to PMB.
To ensure the highest quality and consistency, CAgroup uses only primary lead alloys in the manufacture of PMB alloys and parts.
Recycling
CAgroup is Australia’s recycler of lead and tin-based metals, providing PMB with a closed loop solution for their scrap and waste products. These products are reprocessed in a safe and environmentally-responsible manner. Our main site at Thomastown is an EPA regulated site with the strictest controls on emissions. In recycling these products, we are helping in a small way to preserve the scarce natural resources of our planet.
Solder Strip Parts
Ingot Casting Line
Parts
A YEAR OF MILESTONES
Reflecting on a year of tangible success, PMB celebrated significant contracts, awards, and milestones in 2024. These included:
• Securing a £13 million contract with the UK Ministry of Defence.
• Winning Export Business of the Year at the Defence Connect Australian Defence Industry Awards.
• Qualifying as finalists for the Defence Teaming Centre (DTC) Teaming Award.
• Chairman, Kim Scott, receiving the Tony Martin Defence Industry Achievement Award from DTC.
• Celebrating the graduation of several team members from various industry programmes.
• Establishing a charity partnership with Returned and Services League of Australia in the Northern Territory and Broken Hill, New South Wales.
• Welcoming 21 new permanent employees across its multinational teams.
• Celebrating 22 staff members reaching significant service milestones, including five that were amongst the first hired in Wales.
“We have products that provide excellent data, as well as a wealth of experience in the interpretation of this information,” he elaborates.
For PMB, expertise in this area is important as it recognises how small improvements in the understanding of battery status and management can have a material impact on the capabilities of a submarine.
“For example, whilst an extra hour travelling at four knots would result
in a search area of approximately 107 square kilometres (sqkm), two hours at this speed would expand the area to approximately 707 sqkm,” he explains.
REFLECTING ON SUCCESS
As a smaller, product-based company, PMB is proud of the quality of talent that it continues to attract and its ability to keep them engaged.
“Our work is very hands-on, meaning that staff can see their fingerprints – sometimes literally – on the products and services we deliver,” Faulkner reflects.
This is not always the case when working within the wider defence industrial landscape, as bigger projects lasting many years with thousands of employees are not always able to provide staff with the same reward feedback.
As the unmanned underwater vehicle (UUV) and autonomous underwater vehicle (AUV) markets continue to evolve at a fast pace, PMB is engaging with potential new technology applications in this field, particularly in the UK.
“We think we have both the product knowledge and industry expertise that would be applicable in these areas,” he confirms.
The company’s experience and understanding of the process involved in moving new battery technology from prototype to qualified, particularly in the submarine domain, is significant and not something that is well understood more broadly.
Reflecting on a successful year for PMB, Faulkner observes the significant volume of contractual deliveries as well as prospects that are coming to maturity.
“Progressing the technical maturity of a number of our products is a key focus, and success in this area will position us favourably for future growth,” he concludes optimistically.
A1Anco Engineering is an Australian owned and operated manufacturing and engineering company, supplying a diverse range of products and services to clients within Australia and around the world for over 50 years.
Using the wide variety of machining, fabrication, and welding processes, A1Anco manufactures precision components or complete products, ranging from simple pins through to complex, technically advanced products with fine tolerances.
A1Anco is capable of machining or welding a range of materials including: brass, aluminium, stainless steel, mild steel, bronze, bisalloy, copper, titanium, high tensile (all types), nylon and plastics, castings (all grades), and forgings.
The products we make are as diverse as the customers we service.
We catch up with John Fry, Managing Director of Kongsberg Defence Australia, about the organisation’s new state-of-the-art missile manufacturing and maintenance facility
Writer:
Lucy Pilgrim | Project Manager: Thomas Arnold
The Australian defence industry has significantly evolved over the last 18 months, with the conduct of the Defence Strategic Review in 2023 and the subsequent release of the National Defence Strategy (NDS) by the Australian government last year.
The NDS was accompanied by a comprehensive investment programme which provided the defence sector with a clear direction and list of priorities for the country’s future capabilities.
This definitive blueprint, coupled with the increasing number of defence capability programmes emerging from the Commonwealth, has seen the industry landscape gear towards quicker, more direct decision-making.
“There’s a real acknowledgement that schedules need to be maintained in order to preserve access to funding, as this has become more constrained now there are some significant capability investment programmes such as nuclear-powered submarines,” introduces John Fry, Managing Director of Kongsberg Defence Australia.
In the context of increased industry demand, the company understands the importance of maintaining an accelerated schedule.
“This is a key requirement for our customers and we’ve consistently delivered on or ahead of schedule. This includes the successful live firing of the Naval Strike Missile (NSM) at the Rim of the Pacific (RIMPAC) Exercise last year, which occurred within 18 months of contract signature; this is pretty much an unprecedented achievement in the industry,” he details.
Kongsberg Defence Australia, in collaboration with its parent company, Kongsberg Defence & Aerospace (KDA), has done a power of work since we last spoke 12 months ago, installing NSM onto its first surface combatants for the Royal Australian Navy (RAN)
“THERE IS A BELIEF THAT IAMD IS AN AREA THAT REQUIRES MORE INVESTMENT. THIS MAY BE A FOCUS GOING FORWARDS WITH THE UPCOMING UPDATE OF THE NDS AND THE INTEGRATED INVESTMENT PROGRAMME”
– JOHN FRY, MANAGING DIRECTOR, KONGSBERG DEFENCE AUSTRALIA
as well as completing the delivery of its National Advanced Surface-to-Air Missile System (NASAMS) major end items in April 2024.
AIR, LAND, AND SEA
Kongsberg Defence Australia continues to be a valuable asset to the Australian Defence Force (ADF), providing long-term support to its air, land, and sea operations.
For the latter, it supports the RAN through the ongoing replacement of Harpoon missiles with NSM on its surface combatants.
“We’ve completed that for an initial number of destroyers and frigates, and the rollout for those will continue this year on a number of additional platforms,” Fry informs.
Meanwhile, in the land domain, the company has completed its NASAMS capability deliveries but continues to provide comprehensive training support for the Australian Army, ensuring the optimum performance of its systems.
Kongsberg Defence Australia is also a strategic partner to Hanwha Defence Australia, delivering the CORTEX C4 solution – a command, control, communications, and computers (C4) capability – for AS9 self-propelled howitzers and AS10 armoured ammunition resupply vehicles, under the Australian Army’s LAND 8116 Phase 1 – Protected Mobile Fires programme.
In the air domain, the company is supporting KDA in Norway through the delivery of the Joint Strike Missile (JSM) for the F-35A Lightning II capability for the Royal Australian Air Force (RAAF), which will commence later this year.
On top of this, Kongsberg Defence Australia was announced as a strategic partner of the Sovereign Guided Weapons and Explosives Ordnance (GWEO) Enterprise, a key component of the Australian government’s future defence plans.
This resulted in an AUD$850 million commitment to establish a
manufacturing and maintenance factory for both NSM and JSM in Australia, underscoring the company’s long-term commitment to manufacturing and maintaining key weapon systems across its service life.
STATE-OF-THE-ART FACILITIES
Last year, Kongsberg Defence Australia began production at its purpose-built facility in Mawson
KONGSBERG DEFENCE AUSTRALIA’S MAIN CAPABILITY PROGRAMMES
• NSM
• JSM
• Integrated combat solutions
• Remote weapon systems
• NASAMS air defence systems
THE IMPORTANCE OF NASAMS DELIVERY
Kongsberg Defence Australia has a keen focus on the delivery of NASAMS and promoting the importance of integrated air and missile defence (IAMD), having played a key role in delivering this capability to the Australian Army.
More recently, the company has seen how important IAMD is and how effective the NASAMS air defence capability has been to the war in Ukraine.
“This is gaining attention, particularly in defence think tanks and local media, as there is a belief that IAMD is an area that requires more investment. This may be a focus going forwards with the upcoming update of the NDS and the Integrated Investment Programme,” Fry insights.
Lakes, Adelaide which it uses for a number of programmes and capabilities.
Namely, the company is currently conducting maintenance of the major end items required for NASAMS, alongside the production of its C4 kits for the AS9 self-propelled howitzers. It has also started manufacturing
“WE ARE AIMING VERY HIGH TO DO AS MUCH AS WE CAN IN TERMS OF SUSTAINABILITY AT OUR NEWCASTLE FACILITY”
– JOHN FRY, MANAGING DIRECTOR, KONGSBERG DEFENCE AUSTRALIA
certain components for the shipbased equipment for the NSM capability and its future installations.
The company’s workforce in Adelaide has grown by over 50 percent thanks to the cuttingedge facility in preparation for the production ramp-up of the NSM launcher later this year.
Meanwhile, the Commonwealth announced the approval of a significant investment in 2024 to establish the company’s missile manufacturing and maintenance facility, which will be located in proximity to Newcastle Airport.
“This facility will further increase KDA’s ability to manufacture and maintain both NSM and JSM globally. We will be the second missile production facility following one that opened in Norway last year,” Fry highlights.
Indeed, the interest in both NSM and JSM capabilities continues to increase internationally.
“We are seeing most Western nations replace their legacy Harpoon capability with NSM, and more F-35 Lightning II users are showing interest in JSM,” he adds.
Back on home soil, Kongsberg Defence Australia anticipates identifying other platforms suitable for the NSM capability, including programmes such as the Hunter-class frigate used by the RAN, the generalpurpose frigate, and an NSM coastal defence capability.
SECURING THE SUPPLY CHAIN
Kongsberg Defence Australia has a key focus on ensuring Australian companies populate its supply chain, manufacturing specialist components
for unparalleled equipment solutions.
“Most of the work we have been doing so far has been around establishing build-to-print (BTP) capabilities and second sources of supply for the company,” Fry outlines.
This involves continual efforts in its NASAMS and NSM programmes, for which it has established significant supply partnerships.
In fact, Kongsberg Defence Australia has already signed its first export contract whereby it supplies coastal defence consoles with a similar hardware make-up to the air defence consoles used in the NASAMS capability back into a key European capability programme.
“This demonstrates how we have a strong supply chain and are leveraging it for both our Australian and international programmes.”
Such advancements also have correlative positive effects by bolstering local workforces across the entire supply chain and supporting the growth of partner companies.
“Everyone is always concerned about maintaining their workforce and growth, noting it can be quite difficult to retain jobs in this industry because the work can ebb and flow,” discusses Fry.
As a result of increased collaboration and engagement with its suppliers, Kongsberg Defence Australia’s programmes have allowed suppliers to retain their existing technical workers and continue to grow and evolve, ultimately building greater resilience across the entire Australian defence sector.
ENACTING CHANGE
Kongsberg Defence Australia
Australian Precision Technologies
Australian Precision Technologies (APT), an advanced manufacturing business in the South East of Melbourne, Australia, has been manufacturing complex precision machined parts and sub-assemblies for customers in the defence and aerospace industries for more than 25 years.
Now part of the Hosico Engineering Group, APT offers manufacturing solutions for customers with a broad range of capability including design, development, prototyping and testing, tooling, precision machining, injection moulding, aluminium pressure die-casting, turnkey cleanroom assembly and bespoke automated manufacturing cells.
The APT team was delighted to partner with Kongsberg Defence Australia (KDAu) to supply complex machined components for the Naval Strike Missile Launcher under Project SEA 1300 Phase 1 – Navy Guided Weapons. The success of this program and the close working relationship between APT and KONGSBERG has led to APT becoming a key supply partner to KDAu as part of their global supply chain.
has maintained a strong focus on sustainability throughout its operations.
For instance, the company’s Mawson Lakes facility was specifically designed according to Leadership in Energy and Environmental Design (LEED) principles, which it hopes to uphold across the entire building and operating process.
It is currently in the final stages of the LEED Building Design and Construction (BD+C) certification, with the objective of achieving Platinum level, which would make the facility one of the first BD+C buildings in Australia to achieve the recognition.
The company hopes to replicate these same design principles when designing and constructing its Newcastle facility, where it hopes to achieve LEED Gold certification.
“We are aiming very high to do as much as we can in terms of sustainability at our Newcastle facility,” Fry states.
Additionally, Kongsberg Defence Australia proactively supports veterans in both the local community and internally, with ADF veterans comprising approximately 40 percent of the workforce.
The company works with a number of non-profit organisations, including Soldier On Australia and Legacy Australia, which are committed to supporting the veterans and their families.
Regarding sponsorships, the company also conducts numerous
grassroots sponsorship activities in the areas where its employees are located, including supporting sports clubs in Adelaide and Canberra.
“We’ll be looking to do the same as we establish and grow our workforce in Newcastle,” Fry concludes.
Indeed, 2025 is set to be a year of significant growth for Kongsberg Defence Australia, centred around the construction of the new facility and introduction of a committed workforce in Newcastle as well as a dedicated upskilling programme to ensure smooth operations as its capability demands increase.
The global resource for supply chain professionals and organisations
Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.
As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
THE PACIFIC AVIATION GA TE WA Y
Established in 1999, Fiji Airports is a government-owned enterprise with a reputation for providing first-class aviation services across the country. We catch up with Mesake Nawari, CEO, who reflects on a year of tangible growth for the company and its continued focus on expansion, innovation, and sustainability
Writer: Lily Sawyer | Project Manager: Andrew Lewis
Since Mesake Nawari assumed the role of CEO of Fiji Airports 18 months ago, the company has continued to grow and develop.
A year on from when we last spoke, important capital projects have resumed across the company’s 15 sites, alongside the replacement of ageing assets.
“I’m glad I joined at an exciting and crucial time when changes were needed to further modernise our airports,” Nawari opens.
Fiji Airports’ refreshed perspective for 2025 includes cultivating a new vision, building a dynamic team, developing sustainability, and strengthening diversity and social inclusion.
At the heart of it all, the company’s 25-year Nadi Airport Airside Master Plan (NAAMP), endorsed by the Prime Minister of Fiji, Sitiveni Rabuka, is paving the way forward.
Designed to cater for growing passenger and cargo traffic and
aligned with Fiji Airports’ vision to become a world-class aviation hub, NAAMP is set to cost around USD$1 billion and will be one of the biggest infrastructure projects in the country.
Meanwhile, the company’s new 10-year strategic plan, which runs until 2034, will further support this transformational journey, including developments in infrastructure, digitalisation, financial growth, stakeholder and community engagement, and sustainability.
“We are also in the process of rolling out an accompanying three-year business plan across the company,” he reveals.
Having already ordered six new aerobridges to accommodate wide-body aircraft and commenced construction of the new Labasa Airport terminal building, the business plan is well underway.
“It has taken decades to get to this point, and I’m very grateful to the Board of Directors at Fiji Airports for their support in making this investment happen at a critical time,” Nawari adds.
INDUSTRY EVOLUTION
Having undergone remarkable evolution over the past year, Fiji’s aviation landscape today is stronger than ever.
“Recent developments have reinforced our position as the glue of the industry and a central hub for the Pacific region,” Nawari prides.
The past year was a period of celebration and preparation for Fiji Airports as the company marked its 25th anniversary and laid the foundations for significant growth in the sector, driven by a strong recovery from the COVID-19 pandemic, increased demand for commercial air travel, and infrastructure investment.
Elsewhere, passenger traffic has also seen a robust rebound with a steady increase in international arrivals, particularly from key markets like Australia, New Zealand, and the US, testament to Fiji’s reputation as a premier tourist destination in the Blue Pacific region.
APAC
OUTLOOK:
CAN YOU TELL US ABOUT YOUR ONGOING SUSTAINABILITY FOCUS AND HOW YOU INTEND TO HARNESS
SOLAR POWER AND UTILISE ELECTRIC VEHICLES (EVS) ACROSS YOUR AIRPORTS?
Mesake Nawari, CEO: “Fiji Airports’ sustainability efforts continue to be implemented at Nadi and Nausori International Airports and four of our 13 domestic airports, with plans to extend further.
“In December last year, the Renewable Energy Special Projects team fitted 33 kilowatts of hybrid solar panels on the rooftop of Nadi International Airport’s domestic terminal to power the 14 EVs we acquired last year. Fiji Airports is currently the owner of the largest EV fleet in Fiji.
“Solar panel installations at Labasa, Savusavu, Matei, and Rotuma Airports also form part of this exciting project, and we are in the process of designing our solar photovoltaic (PV) groundmounted solar array.
“We have also enhanced power efficiency by combining the use of direct solar PV energy to charge EVs during the day, with the storage of surplus energy in a battery bank used to power streetlights in the Nadi International Airport car park area and external signage at night.
“Our sustainability investment has also moved onto our residential compound with all streetlights at the Fiji Airports Estate Compound also being converted to solar.”
Mesake Nawari, CEO
In addition, improved air connectivity has been afforded by recent upgrades which have played a crucial role in facilitating the growth of tourism.
“One of the highlights of the past year has been the modernisation, planning, and replacement of our ageing assets at Nadi International Airport,” he outlines.
The company has also undertaken projects aimed at enhancing the sustainability of its facilities, including energy-efficient technologies and a waste reduction initiative.
“This aligns with our broader commitment to environmental sustainability and our ambition to lead in green airport practices in the region,” Nawari adds.
COMMITTED TO CONNECTIVITY
Over the past year, Fiji Airports has been working to strengthen its partnerships with existing airlines. This expansion includes direct
flights from new markets with a strong focus on Asia.
“Strengthening our global connectivity ensures Fiji remains a vital gateway for international travellers and enhances business opportunities in both tourism and trade. Nadi International Airport is developing its status as a key transit point,” he shares.
The company is also working closely with airlines to ensure seamless and efficient flight operations, which has further improved on-time performance and operational excellence, contributing to a smoother travel experience.
These enormous infrastructural projects have provided employment opportunities for local people, supporting Fiji Airports’ respect and involvement of the Traditional Owners of the land.
“We are unwavering in our commitment to continue providing employment to Fijians, including
Traditional Owners, also offering them business opportunities at the airport,” Nawari informs.
Focused on continuing to build on the foundations it laid in 2024, Fiji Airports is dedicated to further enhancing the efficiency and sustainability of its operations, expanding its global connectivity, and ensuring it is well-positioned to meet future challenges.
In short, the evolution of Fiji’s aviation landscape over the past year has been marked by resilience, innovation, and a deep commitment to passenger safety, security, and services, whilst focus on stakeholders and communities also remains a priority.
“We are excited about the future and ready to continue our role as a key player in the global aviation network,” he says.
CONTINUED GROWTH
Due to the number of flights, passengers, and related services rising sharply over the past year, Fiji Airports has grown its staff base to more than 500 across Nadi and Nausori International Airports and its 13 domestic airports.
“We needed to fill roles and positions that augur well with the various plans we are launching and teams we are developing,” Nawari details.
Nadi control tower
Prouds has been a pioneer in duty and fine store shopping and leading shopping in Fiji for the past five numerous world renowned and Free is the oldest running duty the world. Prouds Duty Free stores International Airport Departure, Jewellery Galleria.
duty free, luxury travel retail leading the way in world class five decades. Associated with and local brands, Prouds Duty duty free concessionaire brand in stores operates at Nadi Departure, Arrival Lounges and
Briefly introduce me to Motibhai Group, e.g., a brief overview of your main products and services, locations, client base, and number of employees.
Established in 1931, Motibhai Group is a leading business house with diverse operations, including luxury domestic and travel retail, manufacturing, importation, export, and wholesaling of fast-moving consumer goods. Moreover, the group has a strong presence in print/digital news media, real estate, and service departments, along with quick-service restaurants and regular food and beverage outlets.
Waqavuka Development Company Pte Ltd, a wholly owned subsidiary of Motibhai Group, operates duty-free stores at Nadi International Airport Departure and Arrival lounges trading as Prouds and Jewellery Galleria. Prouds Duty-Free (Prouds) has pioneered duty-free, luxury travel retail, and fine-store shopping, leading the way in world-class shopping in Fiji for the past five decades. Associated with numerous world-renowned and local brands, Prouds is the oldest running duty-free brand in the world.
The company has also extended duty-free operations in Papua New Guinea.
With approximately one thousand five hundred employees, Motibhai Group’s business thrives on purpose, shaped by its unique heritage and entrepreneurial innovation. The group upholds a vision where its past enriches its present and inspires the future with renewed passion and enthusiasm.
What are some ongoing or recent projects people should be aware of?
With the launch of Prouds’ online duty-free shopping in May, we will offer several benefits for travellers, making the shopping experience more convenient, cost-effective, and hassle-free through Prouds Arrivals and Departure stores.
Among the standout successes is the Pure Fiji range, which has firmly established itself as the preferred choice for tourists. Moreover, we have introduced an exciting new range of wines and spirits, including Papa Salt Gin, Awildian Gin, Macallan
Whiskies, and Jameson Triple Triple, and are expanding the confectionery selection with more world-renowned brands like Cavendish Harvey and Whittaker’s. In addition, Fiji’s destination products, including deli, handicrafts, and souvenirs, offer visitors an exciting opportunity to take a piece of the island back home. Moreover, our success can be attributed to the strengthened relationships we have nurtured with all our suppliers, which have paved the way for strategies for mutual growth. This has ensured that we continue to meet and exceed the expectations of our customers.
What, for you, differentiates Motibhai Group from the competition?
Prouds is undoubtedly the South Pacific’s most comprehensive duty-free outlet, offering travellers a unique shopping experience. Be sure to browse at your leisure for the world’s finest names upon arrival and departure.
Over the past year, our company’s travel-retail and downtown operations have experienced good growth and success in several key areas. We have successfully expanded our market presence and launched innovative products, which have all notably enhanced our market footprint, introducing a dynamic range of products catering to diverse consumer needs and preferences.
In the realm of fashion, we have widened our offerings in shoes to include dresses, casual wear, and sportswear, catering to a wide array of lifestyle needs. Additionally, travel and hand luggage segments have also witnessed an exciting expansion in order to cater to the needs of discerning shoppers and modern travellers.
We are passionately associated with Fijian entrepreneurs who come up with unique products. We get involved with them as genuine partners by engaging with planning and production, which also includes customised packaging so visitors to our shores can take something unique from Fiji.
That is what sets us apart from others as we leave a lasting impression and offer a real taste of Fiji to our customers.
Founded in 1984, TFWA is the world’s largest duty-free and travel retail association with a membership of more than 500 companies that supply the global market. Prouds is well represented annually in the Tax-Free World Association (TFWA) Asia Pacific Exhibition and Conference.
Could you tell us about some of the major challenges faced within the industry and the business itself and how these have been overcome?
Duty-free sales are directly tied to international travel, making them highly vulnerable to disruptions caused by economic downturns, geopolitical instability, and global crises such as pandemics. Any decline in passenger traffic directly impacts revenue, requiring businesses to adopt flexible strategies to sustain profitability.
Additionally, regulatory complexities pose a significant challenge. Different countries enforce strict duty-free allowances, taxation policies, and product restrictions, necessitating constant adaptation to compliance requirements. These legal barriers add to operational complexities and can limit product offerings.
Competition is another major factor affecting sales. Domestic and online retailers, along with international duty-free
businesses, offer competitive pricing and convenience, making it harder for Prouds to attract customers. Travellers now have more options to shop outside airports, challenging the traditional duty-free advantage.
Furthermore, high operational costs at Fiji Airports, including rental fees, maintenance expenses, and labour wages, place a financial strain on the business. Balancing profitability while maintaining competitive prices and offering premium products remains a critical challenge.
To stay ahead, Prouds is focusing on innovation, customer service, and exclusive product offerings. Enhancing the passenger shopping experience through personalised services, digital integration, and strategic partnerships with airports has become a key differentiator. By leveraging technology, improving customer engagement, and curating unique travelexclusive products, Prouds is positioning itself as a leader in this dynamic and competitive industry.
In addition, Prouds stores are offering exclusive duty-free discount vouchers on minimum purchases so that customers can enjoy shopping with more savings.
What are your major future ambitions going forward and how will these goals be achieved?
The general travel retail shop is the most used concept at Prouds stores, covering the full range of categories, such as perfumes and cosmetics, wines and spirits, watches and jewellery, fashion and leather, snacks and confectionery, tobacco goods, souvenirs, toys, electronics, and more.
As a global travel retailer, Prouds aims to further improve the overall traveller experience in our shops as we welcome an average of 38 international scheduled flights on a daily basis and initiate growth opportunities that benefit brands, airports, and travellers alike by developing attractive shopping environments.
Looking ahead, our focus remains on driving sustainable growth, fostering innovation, and enhancing customercentricity and experience. We will continue to invest in digital technologies, expand our product offerings, and prioritise sustainability initiatives to meet evolving consumer preferences and market demands. Furthermore, we remain committed to fostering strategic partnerships, including those with our principals and suppliers, embracing agility, and capitalising on emerging trends to ensure long-term success and resilience in an ever-changing landscape.
Could you tell us more about any CSR initiatives that you have in place?
The Motibhai Group has always been at the forefront of community support, especially in times of need. Our strong commitment to corporate social responsibility (CSR) is well reflected in the various community projects that we are involved in, including but not limited to:
• Bushells Fiji’s Biggest Morning Tea Campaign in partnership with the Fiji Cancer Society.
• Association with Foundation for Rural and Integrated Enterprises and Development (FRIENDS) providing support in times of natural disasters and global pandemics.
• Teaming up with the Fiji National Blood Services.
• Oral health promotion, initiatives to improve oral health in the community.
• Burger King has been a proud supporter of the Foundation for the Education of Needy Children in Fiji (FENC) for the past eight years, recognising the vital role education plays in overcoming poverty and empowering communities.
What are you most proud of about Motibhai Group overall?
The Motibhai Group’s ongoing investment and expansion into new areas of the Fijian and regional markets reflects its commitment to the continued growth and development of the booming Fijian economy.
We are most proud of our commitment to excellence, innovation, and the positive impact we have on our customers, employees, and community. Through dedication and resilience, we have built a strong company culture, delivered high-quality products and services, and contributed to meaningful change.
Our success is driven by a passionate team, customer trust, and a vision for continuous growth and sustainability. With a proven track record of excellence, our group has won three coveted awards at the Prime Minister’s International Business Awards 2024. Further reinforcing our commitment to people and professional growth, we have been honoured with the Gold Award for HR Talent Development, among other HR accolades, at the 2024 Fiji Human Resources Institute Awards.
What does the next 12 months look like for Motibhai Group?
In Fiji, we embrace every opportunity that arises within airport environments, and we are always open to the possibility of tendering for new travel-retail outlets. We are currently exploring tenders that come up within the region, with a focus on expanding our footprint in key markets and capitalising on emerging opportunities.
Additionally, we have expansion plans aimed at diversifying our revenue streams and strengthening our position as a market leader in the travel retail industry in the Pacific by also looking at Papua New Guinea (PNG), where we currently have both departure and arrivals stores at Jackson International Airport. We also have tendered for a Prouds Store at another PNG airport.
This includes Fiji Airports’ new Projects Management Unit, which oversees the roll-out of master plans and major projects across all airports.
As part of the team, it now has a Gender Equality, Diversity, and Social Inclusion (GEDSI) Officer and a Planning Monitoring Evaluation Manager – a first for Fiji Airports as it seeks to cultivate equality amongst staff.
“We also have a Sustainability Officer who drives programmes that aim to reduce the carbon footprint across our airport facilities, working closely with our newly formed Renewable Energy Special Projects team.”
In addition, the company’s Airport Bula Champions, nine of which are based at Nadi International Airport, provide a seamless and unique Bula and Fijian experience for those arriving or departing.
Meanwhile, the number of tenants and licensees at the airport has grown significantly, with an increase in airport lounges sponsored by hotel brands transforming the appearance of the arrivals concourse.
“We are also seeing an increase in demand for transport services, with tour companies increasingly applying for office and parking spaces,” he adds.
WAIQELE AIRPORT TERMINAL DEVELOPMENT
Waiqele Airport in Labasa is the main gateway to Vanua Levu, Fiji’s second-largest island. The construction of a modern terminal building at the airport is set to enhance air connectivity and economic activity for the company’s Northern Division.
The new terminal aligns with major infrastructure investments currently underway at Labasa Airport and adds to the bustling economy in Northern Fiji, where both business and consumer activity have been on the rise.
For more than 50 years, the existing terminal has faithfully served the people of Northern Fiji. However, due to an onslaught of technological advancements and increasing travel demand, Fiji Airports saw the need to construct a new terminal building to cater for the ever-increasing domestic air travel demand in the region.
OPERATIONAL IMPROVEMENTS
In terms of improvements to operational efficiencies, Fiji Airports has constructed new gates, apron areas, and aerobridges in recent months, alongside an upcoming stateof-the-art domestic terminal and upgrades to cargo facilities, baggage handling, and biometric and check-in systems.
BIL was established in 1987 by Fijian Holdings Limited (FHL). It became the parent company of two of FHL’s very first investment acquisitions i.e. Standard Concrete Industries Limited, a rock quarrying and concrete company, and Humes South Seas Limited, a precast concrete manufacturer. Both were pioneer companies in Fiji in their respective fields of business, originally established in the 1950s by companies out of Australia. Over the years Standard Concrete and Humes have become well-known brand names in Fiji for various construction material products like readymix concrete, concrete blocks & pavers, decorative masonry products, quarry aggregates, spun concrete pipes, concrete power poles, precast concrete bridge beams, box culverts, columns & beams, wall panels, flooring systems and various other precast and prestressed concrete products. Standard Concrete and Humes products are widely recognized locally as high-end quality products and have been used on many iconic buildings and landmark public utility structures around the country. Our products are also well known in other Pacific Island countries where we export to.
Air Traffic Management (ATM) system integrates oceanic, terminal area, and tower control capabilities in a single system, providing air traffic controllers with the latest technology including electronic flight strips, advanced flight and surveillance data processing, and training capabilities.
The new technology continues to enhance fuel efficiency by offering direct routing and continuous climb/ descent operations and overall airspace efficiency.
Featuring optimal fuel-efficient routing in the procedural environment with reduced separation minima for airspace efficiency, it gives controllers the tools they need to provide a five nautical mile separation using Automatic Dependent SurveillanceBroadcast (ADS-B)-based surveillance.
10-YEAR STRATEGIC
PLAN
“WE ARE EXCITED ABOUT THE FUTURE AND READY TO CONTINUE OUR ROLE AS A KEY PLAYER IN THE GLOBAL AVIATION NETWORK”
– MESAKE NAWARI, CEO, FIJI AIRPORTS
“Fiji Airports operates a single, integrated system for oceanic, en route, approach, and tower control operations that enables it to provide the most efficient service possible to airlines,” Nawari informs us.
“We are proud to be one of the first countries in the world to transition from procedural control to ADS-B without prior radar experience.”
2025 UPGRADE PLANS
Fiji Airports’ upgrade plans for 2025 are anticipated to significantly enhance the passenger experience and support the growing demand for
Fiji Airports’ 10-year strategic plan redefines its new mission and vision – to be a world-class aviation hub for the Blue Pacific.
Whilst the company can already be considered an aviation hub, it seeks to further enhance its position in the region and is therefore developing various areas to achieve this goal.
In a transformational journey, Fiji Airports will invest in infrastructure and technology for safe and secure aviation, alongside associated services, sharing its experience and expertise with neighbours in the region.
Moreover, it aims to attract and effectively manage exceptional talent, grow shareholder value sustainably, and collaborate and grow with partners.
“We are committed and working together to achieve our goal; teamwork is crucial in this journey,” Nawari asserts.
air travel in the country.
Focusing on several key areas, upgrades include the development of a state-of-the-art transit hotel which will provide guests with more comfortable and convenient accommodation options.
“Located within the airport complex, the hotel will offer travellers a place to rest, refresh, and relax between flights,” Nawari divulges. It will feature modern amenities, high-quality service, and easy access to the terminals, making it a perfect solution for transit and business travellers.
To better cater to both passengers and the local community, the company is also planning to develop retail services and commercial facilities beside the transit hotel, including a range of shops, dining options, and services to elevate the shopping and leisure experience.
“We are also expanding our parking facilities to accommodate the growing number of vehicles,” he adds.
With more flights, passengers, and visitors expected in the coming years, this expansion will ensure travellers can park their vehicles easily and safely, with Fiji Airports set to introduce more spaces for long and short-term parking as well as improved traffic flow infrastructure and accessibility features for
Fiji Airports’ EV hire fleet
Innovating the Future of Engineering
GECI Group is a global leader in technology and engineering solutions for transportation, energy, and infrastructure, both civil and military. With over 40 years of experience across five continents, 60 percent of its operations are international.
GECI provides system integration, aircraft maintenance, and project management — including airport construction and navigation systems.
It also excels in logistics and supply chain management, delivering customised solutions for aircraft and component operations and maintenance.
Other ongoing works include a new multi-level car park, upgrades to navigation and surveillance systems, improvements to aviation fire and rescue service facilities, the development of the Regional Aviation Academy, and the modernisation of infrastructure at all airports.
“This comprehensive upgrade plan is all about making improvements to meet future demand whilst delivering a world-class experience for both passengers and visitors.”
The projects will also create significant economic benefits, from job creation to increased tourism and business opportunities.
“We’re proud to be part of the continued growth of Fiji as a key hub in the Pacific region, and these upgrades will help solidify our position as a leading international airport destination,” Nawari surmises.
THINKING AHEAD
Going forwards, Fiji Airports’ work to upgrade its government-owned airports continues.
For example, the construction of the new Labasa Airport terminal building began earlier this year and is expected to be completed by mid-2026, whilst work on the landside master plan for Nadi and Nausori International Airports has also commenced.
Maintaining safety and security across its facilities likewise remains a top priority for Fiji Airports, and the company has seen significant advancements in this area.
Over the past year, it has focused on upgrading security systems and training personnel to meet evolving global standards.
“We have also ensured that we comply with all international safety protocols to maintain the highest levels of passenger confidence,”
Nawari tells us.
Moreover, Fiji Airports remains committed to supporting its stakeholders and the local communities that its airports serve.
Having strengthened its corporate social responsibility (CSR) initiatives, including supporting local businesses, promoting cultural tourism, and investing in the local workforce through job creation and training programmes, this commitment is notable.
“Our airports serve as a gateway not only for international visitors but also the people of Fiji, and we are dedicated to being a positive force in the communities where we operate,” he passionately concludes.
AN EMPOWERING LOGISTICAL
LEGACY
AIn Papua New Guinea’s resource-driven economy, TWL Group is a prominent player in logistics and transportation. Managing Director, Larry Andagali, and COO, Andrew Fury, discuss the company’s commitment to fair representation and benefits for local communities
Writer: Rachel Carr | Project Manager: Andrew Lewis
s the most populous Pacific Island country, Papua New Guinea (PNG) boasts unique topography characterised by tropical rainforests, breathtaking highland peaks, and unspoiled coastlines, harbouring much of the world’s biodiversity.
However, PNG is more than an ecological treasure; it is rich in resources such as gold, copper, crude oil, and natural gas, which play a significant role in the country’s economy.
TWL Group (TWL), a world-class logistics services provider based in PNG, has an illustrious and storied history in the country, with its name inspired by the tale of a true Indiana Jones-type adventurer.
In 1936, Jack Hides embarked on an expedition into the heart of PNG, discovering the people of Hela Province living in hidden mountain valleys after assuming that only the coastal areas were inhabited.
Hides observed that the local population in the province lived in an advanced state of subsistence, with farming as a prevalent way of life, and consequently named the area Papuan Wonderland.
“We inherited the Trans Wonderland Limited name from our shareholders as it unites everyone,” introduces Larry Andagali, Managing Director.
Established in 2009, TWL’s founding contract was
a USD$192 million transportation undertaking for ExxonMobil as part of the PNG Liquefied Natural Gas (LNG) project.
It is one of the largest landowner companies in the PNG LNG project area, encompassing seven petroleum development licenses (PDLs) and a range of associated pipeline, hydrocarbon processional, and operational facilities.
“WE
ARE IN DISCUSSIONS WITH PNG POWER, WHICH SUPPLIES DIESEL FOR THE COASTAL CENTRES, AS WE WANT TO REPLACE ALL THE DIESEL GENERATORS WITH MORE COST-EFFECTIVE LNG ONES”
–
LARRY ANDAGALI, MANAGING DIRECTOR, TWL GROUP
“The PNG LNG project touched many people on the wellhead, pipeline, and land where road access was built and the airfield was constructed,” Andagali adds.
“We created sustainable business for these people beyond the PNG LNG project construction phase.”
Andagali aimed to ensure fair representation and benefits for everyone in the project area, bringing them all on board for the journey.
Under his astute leadership, TWL has become one of PNG’s major transportation and logistics companies.
SIX DIVISIONS, ONE VISION
TWL comprises several divisions, including TWL Trucking, TWL Energy Ventures, and Argo Marine (formerly TWL Logistics).
TWL Data, meanwhile, was established in 2014 and operates a Cessna Caravan aircraft equipped with a light detection and ranging (LiDAR) camera for geospatial surveys in various regions, including PNG, Australia, Guam, Indonesia, and New Zealand.
The division primarily serves power line companies as well as government agencies and defence operations in Australia and the US.
Lastly, the TWL Fuels division was recently formed in mid-2021 and deals in the wholesale supply and distribution of petroleum products.
“We are also developing a new division, TWL Supply Chain Solutions, which will expand beyond trucking into warehousing, freight forwarding, and customs clearance,” informs Andrew Fury, COO.
Alongside its numerous divisions, TWL formed PenTrans in 2022, a joint venture company (JVC) with Pentagon Freight Services to support the PNG operations of global energy company Santos.
Sarens PNG, another JVC with crane rental services, heavy lifting, and engineered transport leader Sarens, specialises in heavy lifting and transport solutions.
TWL believes that diversification is not only the key to growth, but crucial to building a lasting legacy.
“We’ve diversified our integration strategies, focused on vertical integration to maintain our supply chain, and identified opportunities in warehousing and laydown services,” states Fury.
Third-party logistics (3PL) and fourth-party logistics (4PL) are essential for many clients seeking end-to-end solutions as TWL aims to be an integrated transport and logistics business.
“Our vision is to be PNG’s most respected transport and logistics company, with a long-term growth plan to expand into the broader region,” Fury shares.
“We were fortunate to establish strong contracts with Santos and ExxonMobil, which helped us create a solid foundation.
“We plan to expand beyond oil and gas into other areas such as mining, fuel transport, local trucking, and food distribution. This reflects our strategy of diversifying our services and industries,” he affirms.
ADVANCING WITH ACQUISITIONS
TWL emphasises that the quickest way for a company to significantly grow is through acquisitions, as organic growth is a much slower process and takes time and effort in a different way.
APAC OUTLOOK: HOW DOES TWL FACILITATE POSITIVE CHANGE WITHIN PNG’S SUPPLY CHAIN INDUSTRY?
Andrew Fury, COO: “Our primary focus is training young Papua New Guineans to eventually replace current managers and supervisors. There is also a global shortage of quality truck drivers, heavy vehicle fitters, and auto electricians, and we recognise the challenges of these professions.
“We’ve established a registered apprenticeship programme in PNG to help combat this, in which we recruit young people from local schools and technical colleges and provide them with two to three-year apprenticeships. This also includes six weeks of on-the-job training for younger students, giving them practical experience in auto electrics and heavy vehicle maintenance.
“Additionally, we have a development pathway programme open to motivated individuals, ensuring a wider succession plan for our current managers. There are also five young Papua New Guineans, aged 27 to 35, rotating through various departments to gain exposure to HR, finance, operations, health and safety, and strategic planning.
“As a 100 percent PNG-owned company, we are committed to prioritising local development. Our partnerships with international companies help fill workforce gaps whilst contributing to the communities where we operate.”
HBS recognised the need for a heavy-duty 6x6 tipper configuration for its operations in Papua New Guinea (PNG). Immediately after establishing HBS, the company became heavily engaged in the Harmony Goldfield Project at Hidden Valley in the Wau region.
Historically, PNG’s primary source of trucking capacity has been reliant on traditional Japanese brands, with limited exposure to European and American brands. After extensive research and brand comparisons, HBS decided to travel to Italy to explore the Astra range of products and configuration options.
What quickly became evident was that the Astra range was designed from the ground up as a heavyduty off-road prime mover. The chassis load capacity of Astra trucks is at least 8 tonnes heavier than all common European, American, and Japanese trucks. The model selected was the Astra HD8, equipped with a 440 hp Curser engine and the Astronic automatic transmission.
HBS and
Once HBS committed to the Astra brand and the conceived specifications, an immediate challenge arose: identifying someone to manage product support, technical support, and maintenance for the brand. After an extensive series of interviews, HBS appointed Steve Draper as the Product Support and Technical Manager for the Astra brand.
As the Hidden Valley mine rapidly advanced, the HBS fleet expanded significantly, and within two years, the company was operating a fleet of over 50 units. Due to a complex downhill conveyor system developed for the mine and continuous delays, it became necessary for the mine to engage HBS to supply over 38 tipper units operating 24/7 under very challenging conditions. This included a roughly 8km fully loaded downhill haul, with a maximum grade exceeding 20% at one point and two wet crossings.
The first 20 Astra trucks are hauling a 56-tonne payload in Hidden Valley, tackling a 25 percent gradient.
Steve all driver A standout that trucks primarily braking 13-litre in 16-speed which safe without During several recommendations technical of fully future with incorporated
and ASTRA
Steve Draper was heavily involved in all aspects of this operation, including driver training and maintenance issues. standout aspect of the training was that drivers learned to operate the trucks at full capacity while relying primarily on the exceptional engine braking capacity of the Curser 13-litre engine, a market leader performance, coupled with the 16-speed Astronic automatic gearbox, which allowed drivers to maintain safe travel speeds during the descent without exposure to brake overheating.
During this period, Steve identified several issues and made numerous recommendations to the Astra technical team. Over the years, many these minor adjustments have been fully adopted into the design of all future units produced at the factory, with no less than 15 recommendations incorporated into the Astra product line.
In 2016, HBS was given a similarly challenging downhaul at the Simberi operations. We then upgraded to a larger tipper, the HHD9, which featured an even larger payload capacity and an upgraded engine delivering 485 hp, now standard across all units in our fleet.
Due to the successful completion of the contract and a general reduction in work, Steve left HBS to join TWL in a similar role.
To date, HBS has become the 10th largest customer of the Astra Group, with over 600 units in operation.
Furthermore, we are proud to be the largest distributor in the Australia/New Zealand and Pacific markets.
Astra
TRANSWONDERLAND
Operational Challenges
TWL operates in some of the most challenging environments globally, facing not only severely testing road conditions but also significant social challenges, including law and order issues and safety concerns. These factors create unique challenges, particularly in managing a large shareholder base while ensuring operational efficiency.
In light of these hurdles, the TWL team has united to become a beacon of excellence in the road haulage industry, focusing on business development and a steadfast commitment to shareholder interests over personal agendas.
unless potential clients understood the true capabilities of the Astra brand, we would encounter significant difficulties in sales.
At this point, HBS was deeply engaged at the Hidden Valley mine, which was grappling with severe transportation issues. A major flooding event had drastically impacted road conditions at Mutzing, particularly affecting site access roads that were poorly constructed. Fully laden trucks were expected to navigate a particularly narrow section of road with a steep 25% grade.
First Chapter: Transition to the Astra Brand
As the PNG LNG projects progressed, major contracts were awarded to various overseas contractors, and TWL became heavily involved in the haulage sector. HBS was approached to evaluate how our trucks compared in the local market and how they could handle major off road conditions.
Initially, the specifications for the trucks requested by TWL excluded automatic transmissions and other key features of the Astra brand, which posed a challenge for the Astra brand. It became clear that
Most trucks traversing this segment required towing assistance, and at various stages, the mine owner enlisted HVC (HBS Joint Venture with the landowner company) to provide machinery support. This included wheel loaders, graders, a log skidder, and eventually, a modified Astra Prime Mover to assist trucks through this challenging area.
Most trucks had a load restriction of 20 tons, but we arranged for an Astra Prime Mover to travel this road with a 30-tonne payload. A representative from TWL rode along in the prime mover, while another team member monitored the most difficult section from the ground.
During this test trip, the Astra was the only prime mover to successfully negotiate the challenging section without assistance. The ground crew observed that the Astra exhibited reduced wheel spinning due
Left to Right:
Angelo Andaija (GM TWL), Andrew Fury (Group COO TWL), Stephen Draper (National Workshop Manager TWL), with Aaron Smith, former HBS representative in Astra Factory, Italy
(TWL) and HBS
to its hub reduction, and the transmission was consistently in the optimal range. The performance also demonstrated that the truck could achieve maximum torque at one of the lowest engine speeds available on the market.
Upon returning to Lae, the team promptly concluded that manual transmissions were not a viable option for their operations and committed to ordering 20 units of the HD8 with Astronic Transmissions.
Over the years, TWL has operated a diverse fleet under challenging conditions but has consistently recognised Astra as the most successful unit when the going gets tough.
Steve Draper has made several trips to the factory to address performance issues directly with the manufacturer. During one of these visits, he finalised the specifications for an Astra-based recovery unit, which has since been put into service. With over 10 years of operation, the unit continues to perform strongly.
TWL’s ingenuity is also showcased in its Toyota 6x6 adaptation HBS is dedicated to providing comprehensive assistance with spare parts consignments across various locations, and we are equally committed to supporting fleet management, especially after major accidents causing component failures. Our partnership with TWL has flourished for nearly 15 years, and we are eager to see it continue well into the future.
We have great respect for TWL’s achievements throughout the years, and the overall condition of their facilities, encompassing loading and operational areas, demonstrates a steadfast commitment to maintaining high standards that are often rare in PNG.
In 2023, Larry, Angelo, and Steve embarked on a trip to the factory in Italy to witness firsthand the production processes of the trucks. Since placing their initial order, TWL has significantly increased its commitments for additional trucks. In fact, TWL’s orders now surpass our own usage of the Astra product line.
Co-engineered by TWL and HBS, this fuel truck is designed for ultimate versatility. Built on the Astra HD9 66.48 (6x6) chassis, its modular design allows it to be taken apart like LEGO, seamlessly converting into a flatbed or a 20ft container carrier. This innovation makes it truly one-of-a-kind in PNG.
TWL Multipurpose Service Truck
Few roads in the world test trucks like those in PNG. TWL and HBS knew this better than anyone. That’s why, when Astra arrived, it had to prove itself where so many others had failed.
“We have done a half measure of snapping up other businesses by identifying international partners such as Pentagon Freight Services and Sarens, with whom we have developed great relationships. That is why we are still in the logistics business.
“It isn’t just a monetary gain – it’s knowledge and understanding of the different aspects of the industry. Our growth strategy is to look at acquisitions at some point in the future simply because we will need to,” Fury explains.
TWL’s tactic has been to partner with like-minded international businesses willing to impart knowledge and intellectual property to train young Papua New Guineans to be first-class operators in the logistics field.
“Larry’s philosophy has always been a 50-50 partnership – contribute, benefit, and lose equally. Business is simple, and that’s how we make money - we share,” Fury reveals.
By creating a transparent and honest environment, TWL values its partnerships and hopes for a long-term footprint rather than completing projects and leaving.
“We build in-country infrastructure where skills and expertise are passed on and developed. This is what we should be doing for our young Papua New Guineans, particularly in the extractive industries.
“That’s where PNG is right now; it’s similar to Arabian countries regarding its oil reserves. They’ve developed technology and knowledge because that’s their commodity and are extracting the maximum value from it,” Fury acknowledges.
In the long term, building a legacy business for PNG is the key to using fewer imported companies to conduct high-end technical work, such as drilling within the oil and gas and underground mining industries.
As a 100 percent PNG company, TWL wants people to maximise gains from the reserves that are beneath their feet daily.
“Indeed, other businesses within PNG are doing likewise,
TWL’S SUSTAINABLE AND INNOVATIVE OPERATIONS
Sustainability is central to TWL’s operations and vision for the future. One key innovation the company is embracing is dual-fuel equipment for its transportation fleet.
The company aims to significantly lower its carbon footprint by reducing greenhouse gas (GHG) emissions and enhancing fuel efficiency, which is crucial as the company manages a growing fleet.
In addition to dual-fuel equipment, TWL is actively exploring electric vehicles (EVs) for urban journeys. Since many of its operations involve short, round-trip routes averaging 40 to 45 kilometres (km), EVs present a viable solution for minimising emissions associated with idling diesel engines.
TWL has also established robust environmental, social, and governance (ESG) requirements increasingly necessitated by its international partners. This commitment is reflected in its excellent scores on corporate compliance metrics, demonstrating a proactive approach to ESG.
Furthermore, TWL recognises the importance of community engagement and support, ensuring that local people benefit from its operations through initiatives that pay dividends.
The company fosters a collaborative approach that enhances positive stakeholder relationships by providing information and involving community members in decision-making processes.
but when dealing with international partners, we ask how they can help us develop the next project and how much benefit we can derive from it,” clarifies Fury.
TWL believes that developing its local capabilities to achieve 100 percent of project requirements without relying on companies overseas is an attainable goal.
GENERATING A BETTER FUTURE
To support TWL’s operations, the company continues to develop its infrastructure covering sites in Lae, Goroka, Mount Hagen, Tari, Moro, and Port Moreseby.
“We are expanding our footprint and improving our depots, workshop, offices, and facilities for our drivers. Their accommodation is also very important to us; they must eat and sleep properly before departing on another journey, so that is an area of focus,” notes Andagali.
In PNG’s capital, Port Moresby, the company is building warehousing infrastructure, including a permanent home for its expanding operations.
“We also have an oil field and a gas field – that’s around 2.6 trillion cubic feet (cbft) and 74 million barrels of condensate still stranded in the Western Province, which we are trying to develop,” Andagali discloses.
Discussions are also being held on small-scale LNG to replace diesel usage at the Ok Tedi Mine.
“400 billion cbft of gas will be supplied to the OK Tedi Mine, an opportunity to embark on a very interesting project,” he continues.
Another vital project for TWL is the Stanley gas field in the Western Province, with the PDL 10 aiding the development of the PNG domestic gas market.
LNG can be supplied to generate power for coastal centres to create cleaner and cheaper energy.
“We are in discussions with PNG Power, which supplies diesel for the coastal centres, as we want to replace all the diesel generators with more cost-effective LNG ones,” Andagali divulges.
“LARRY’S PHILOSOPHY HAS ALWAYS BEEN A 50/50 PARTNERSHIP – CONTRIBUTE, BENEFIT, AND LOSE EQUALLY. BUSINESS IS SIMPLE, AND THAT’S HOW WE MAKE MONEY - WE SHARE”
– ANDREW FURY, GROUP COO
TWL is also collaborating with PNG’s national oil company, Kumul Petroleum, and international partners.
“We are open to developing our stranded gas fields, which we own. This will strengthen our position with our international partners, particularly with Sarens, whom we work closely with. Continuing to develop the capabilities between the two companies is important to us as we want a seamless transition,” announces Andagali.
In light of the upcoming Wafi-Golpu project, the expansion of ExxonMobil and Santos’ PNG operations, and the development of other oil and gas fields in the Western Province, implementing 3PL and 4PL models is critical for the company to enhance its in-house capabilities.
“Building infrastructure for our network, including warehouses to support our expansion into 3PL solutions, is critical for our growth strategy. We have a new racking system coming from Australia for our warehouse in Lae, which will allow greater flexibility in storing our clients’ cargo and is a change of strategy for TWL. From an operational perspective, that’s where our priorities lie,” Fury concludes.
Tel: +675 320 2173
infotrucking@twl.com.pg www.twl.com.pg
CONNECTING PEOPLE AND PROPERTY, PERFECTLY
PEOPLE
Providing quality solutions for clients, understanding their needs, and going beyond the mere premise of basic professional service, Knight Frank Malaysia is home to the very best property experts. We speak to Joshua de Souza, Director of Project Management and Consultancy, to learn more
Writer: Lauren Kania Project Manager: Andrew Marjoram
In the property world, there’s an important element that is too easily overlooked – the human side of business.
This is where Knight Frank Malaysia (KFM) steps up to the plate.
By building long-term relationships and personal interactions with clients, the company provides personalised, clear, and considered advice on areas in key markets.
Matching each client to the property that best suits their needs, KFM combines global reach with local expertise.
“As part of the Knight Frank network, a leading independent property consultancy present in over 50 markets worldwide, we leverage international market intelligence, best practices, and a vast referral network whilst maintaining a strong on-theground presence in Malaysia,” details Joshua de Souza, Director of Project Management and Consultancy at KFM.
APAC OUTLOOK:
HOW DO YOU ENSURE CLIENTS ARE MATCHED TO PROPERTIES THAT BEST SUIT THEIR NEEDS?
JOSHUA DE SOUZA, DIRECTOR OF PROJECT MANAGEMENT AND CONSULTANCY: “We take the time to understand our clients’ long-term goals to match them with the right properties and investment strategies.
“Our approach is highly personalised as we prioritise face-to-face interactions, whether through client meetings, market briefings, or exclusive property tours.
“This hands-on engagement helps us provide tailored solutions that truly meet the unique needs of each client.”
“This enables us to provide insights that are both globally informed and locally relevant.”
Established in 2002, KFM has grown into a trusted advisory firm specialising in real estate consultancy, valuation, project marketing, capital markets, property management, and research.
Currently, it has a team of over 800 professionals operating from offices in Kuala Lumpur, Penang, Johor, Sabah, and Sarawak.
The company’s diverse client base includes institutional investors, multinational corporations, government agencies, property developers, landlords, and private clients, reflecting its extensive experience in handling a wide range of real estate needs.
Currently, de Souza notes that the construction industry is evolving at an unprecedented pace – one of the main reasons he was drawn to it.
“It’s always exciting and every project is unique, presenting their own set of challenges and requiring tailored solutions. There’s no onesize-fits-all approach which keeps the work dynamic and engaging – this is what makes the industry so rewarding,” he expands.
“If you enjoy the thrill of thinking on
“WITH OUR DEEP MARKET EXPERTISE AND SERVICE EXCELLENCE, WE HELP CLIENTS NAVIGATE THE EVOLVING REAL ESTATE LANDSCAPE, ENSURING THEY MAKE WELL-INFORMED PROPERTY DECISIONS”
– JOSHUA DE SOUZA, DIRECTOR
OF PROJECT MANAGEMENT AND CONSULTANCY, KNIGHT FRANK MALAYSIA
your feet, adapting to new challenges, and continuously refining solutions, then construction is the perfect industry to be in.”
NAVIGATING THE REAL ESTATE LANDSCAPE
For de Souza, the path to a career in construction was born out of a passion for design and architecture.
“I pursued architecture, but over time, I realised I wasn’t drawn to becoming a ‘starchitect’. Instead, I found fulfilment in solving construction challenges and developing innovative solutions,” he insights.
This realisation led him to transition from architecture to project management – a role that aligns more with his strengths and interests.
“I still have a deep appreciation for design and architecture, but now I contribute from a more strategic perspective, shaping design solutions in a broader, more impactful way.”
This passion and vast experience have helped de Souza to distinguish KFM from the competition in a variety of ways.
The company proudly stands out due to its people-first approach, research-driven insights, and commitment to personalised client service.
Whilst many real estate firms focus solely on transactions, KFM prioritises building long-term relationships, ensuring its clients receive tailored solutions and the highest level of professional advice.
The real estate firm is also recognised for its thought leadership in research and advisory services.
“Publications such as Real Estate Highlights, The Wealth Report, and our environmental, social, and governance (ESG) white papers offer clients valuable insights into market trends, sustainable property strategies, and emerging opportunities, helping them navigate the evolving real estate landscape with confidence,” explains de Souza.
COMMITMENT TO PERSONALISED SERVICE
KFM’s mission is to be the most trusted property professional in real estate, delivering exceptional service, expert advice, and tailored solutions that truly add value.
This commitment shapes everything the company does, from the way it engages with clients to how it develops business strategies.
“We believe in quality over quantity, focusing on long-term value rather than volume.
EXCELLING IN
SPACES
FILLED WITH SOUL
Malaysian-based company,
DSGN Development Sdn Bhd, offers an extensive array of comprehensive services within the realm of interior design, significantly enhancing the aesthetic and functional appeal of commercial buildings.
By bringing clients’ visions to life, DSGN creates lasting impressions and has partnered with numerous prestigious companies on various high-profile projects. With an approach that integrates design, construction, and project management for a seamless execution, the company is committed to client satisfaction and delivering successful outcomes.
Tailoring its services to meet specific client requirements and budgetary considerations, DSGN flawlessly blends style with practicality. This commitment to delivering exceptional results stems from over a decade of rich industry experience in commercial buildings and interior design and deep-seated expertise in innovative techniques.
At the heart of DSGN is a talented team that fosters a dynamic culture of collaboration and creativity. This synergy empowers them to transform spaces into beautifully orchestrated environments that exude purpose and elegance.
With a track record of excellence, DSGN has successfully completed a diverse range of projects across commercial, retail, healthcare, and industrial sectors, solidifying its reputation as a leader in the field.
EXCEEDING EXPECTATIONS WITH EXCELLENCE
DSGN embraces innovation and creativity, providing unique solutions that push boundaries whilst maintaining a high level of professionalism. The company ensures efficiency and excellence in all aspects of its work.
Its unique selling points include deep industry expertise, a people-centric approach, efficient project delivery, and effective communication.
A skilled and passionate team, driven by innovation and dedicated to delivering the best results, is always available to assist with clients’ needs.
Furthermore, DSGN’s personnel can be relied upon to cultivate a strong foundation of trust and collaboration with clients, driving both parties towards shared success.
Dedicated team members meticulously streamline processes to ensure high-quality projects are delivered on time with exceptional precision. Taking immense pride in their craft, they prioritise transparent communication and provide regular updates.
Environmental
DSGN is committed to minimising harm to both the natural and built environments across our operations by identifying and implementing initiatives that add value to the built environment. This includes reducing electrical energy consumption, water usage, waste generation, and carbon emissions, whilst simultaneously enhancing sustainable design elements, green spaces, indoor air quality, and comfort.
Social DSGN is committed decisions and taking promote the safety, and welfare of as all individuals our business operations, acting in the best society. DSGN of how its service and contractors values and address responsibilities and business practices. Our ESG Commitments
Interconnected elements
Creativity, professionalism, and integrity are present in every interaction. DSGN’s philosophy is built on being people-centric and fostering trust, with collaboration, unity, and team cooperation encapsulated and emphasised in the company logo.
This collaborative approach allows DSGN to transform its clients’ visions into captivating realities, making each project not just a task but a partnership in creativity and innovation.
Transforming user experiences through the careful planning of innovative spaces whilst drawing on the expertise of its talented team, who believe that understanding clients’ unique visions and requirements is crucial, is what the company excels at. Therefore, it will immerse itself fully in its hopes and aspirations to craft tailored, optimal solutions.
The subsequent construction phase is where creativity meets craftsmanship. Here, carefully designed concepts come to life as the company meticulously manages every detail to ensure no element is overlooked.
Project delivery is designed to be a seamless transition, supported by an unwavering commitment to excellence. The team strives to go above and beyond with ongoing support at every turn, ensuring clients receive lasting value long after the project is completed.
OPERATING WITHIN AN ETHICAL FRAMEWORK
In addition to its commitment to creating elegant design spaces, DSGN is dedicated to environmental, social, and governance (ESG) practices.
To develop robust ESG policies and processes that integrate sustainable and responsible design into its
committed to making taking actions that safety, inclusivity, employees, as well individuals impacted by operations, whilst best interest of also remains mindful service providers contractors uphold these address the social of their employees practices.
Governance
DSGN’s shareholders and senior management team are deeply committed to guiding the business with positivity, integrity, confidence, strategic insight, and professional expertise.
The company is dedicated to aligning its processes, policies, and procedures with its overarching goals, whilst adhering to established management standards and industry best practices.
operations, the company has partnered with Knight Frank Malaysia as a consultant to establish its policy, framework, and strategy. This proactive approach underscores DSGN’s commitment to building a responsible business and promoting sustainable and ethical practices in the industry.
DSGN is committed to minimising its environmental impact by reducing energy consumption, water usage, waste generation, and carbon emissions, whilst simultaneously enhancing sustainable design elements, green spaces, indoor air quality, and overall comfort.
Beyond environmental stewardship, DSGN prioritises people. The company upholds safety, inclusivity, and the well-being of its employees and communities affected by its operations. This unwavering commitment to both environmental and social responsibility serves as a foundational pillar in every aspect of the company’s activities.
The shareholder and senior management teams at DSGN are committed to guiding the business with positivity, integrity, confidence, strategic insight, and professional expertise.
The company demonstrates its dedication by aligning its processes, policies, and procedures with its main goals whilst following established management standards and industry best practices.
“ULTIMATELY, OUR COMMITMENT TO COLLABORATION IS ABOUT FOSTERING A DYNAMIC ECOSYSTEM WHERE INNOVATION, EXPERTISE, AND EFFICIENCY COME TOGETHER TO CREATE LASTING VALUE FOR OUR CLIENTS AND THE INDUSTRY AS A WHOLE”
– JOSHUA DE SOUZA, DIRECTOR OF PROJECT MANAGEMENT AND CONSULTANCY, KNIGHT FRANK MALAYSIA
“Our approach is consultative and data-driven, ensuring that our insights are backed by research and market expertise,” dictates de Souza.
“By staying ahead of industry trends, we help clients make informed decisions, whether in structuring complex real estate deals, identifying investment opportunities, or managing property portfolios.”
What truly sets the company apart is its personalised approach to clients, working to meet their individual needs and offering tailored services.
By fostering strong relationships and providing innovative,
client-centric strategies, KFM strives to not only meet but exceed expectations at every step.
Equally as important to the company’s success are its partner and supplier relationships.
As a strong and well-integrated supply chain is crucial to delivering prompt solutions, KFM prioritises building strategic partnerships that enhance the quality and efficiency of its services.
The company collaborates closely with developers, architects, contractors, property managers, and technology partners to ensure the
seamless execution of projects, from initial planning to final delivery.
“These relationships enable us to provide end-to-end solutions that align with market demands, ensuring our clients receive highquality, sustainable, and future-ready properties,” notes de Souza.
Beyond project execution, the company’s strong industry network
THE ACCESS GROUP
The Access Group’s new workspace stands as a testament to innovation and excellence, located within one of Kuala Lumpur’s most iconic landmarks, The Exchange 106. Renowned for its architectural brilliance and prestige, the building provided the perfect backdrop for this significant milestone.
Knight Frank Project Services (KFPS) was proud to deliver comprehensive project and cost management consultancy for this project. Executed in two distinct phases, the development spanned two floors. Each phase demanded meticulous planning and execution to meet The Access Group’s exacting standards and vision.
Given the client was unfamiliar with local construction standards and practices, the team took on the role of bridging this knowledge gap. It ensured every aspect of the project adhered to stringent regulations whilst maintaining seamless delivery from inception to completion.
The successful outcome of this project was made possible through the collaborative efforts of trusted partners and stakeholders. Despite its scale and complexity, the entire workspace was brought to life in seven months, reflecting a commitment to delivering exceptional results with efficiency and precision.
This achievement underscores The Access Group’s dedication to fostering a world-class work environment and reinforces KFPS’ reputation for delivering complex projects with unwavering professionalism and expertise.
allows it to stay ahead of emerging trends, regulatory changes, and evolving client expectations.
By maintaining close partnerships with government agencies, financial institutions, and key stakeholders, it can anticipate market shifts and provide clients with strategic insights that drive smarter investment decisions.
“Ultimately, our commitment to collaboration is about fostering a dynamic ecosystem where innovation, expertise, and efficiency come together to create lasting value for our clients and the industry as a whole.”
FOSTERING A DYNAMIC ECOSYSTEM
ESG, sustainability, and repurposing buildings are hugely important for KFM.
“Sustainability is no longer a ‘nice-to-have’ – it’s a necessity. We integrate ESG principles into our advisory and consultancy services, ensuring sustainability is at the forefront of real estate decisionmaking,” expands de Souza.
Key initiatives include green building advocacy, with KFM actively promoting Leadership in Energy and Environment Design (LEED), Green Real Estate (GreenRE), and Green Building Initiative (GBI) certifications.
The company also implements energy efficiency strategies and measures across commercial buildings and advises on repurposing ageing buildings into sustainable, income-generating assets instead of tearing them down.
Moreover, the company recently launched its ESG consulting arm, helping businesses align their real estate portfolios with ESG standards.
“We believe that sustainable real estate is the future, and we are committed to guiding our clients in making responsible, forward-thinking property decisions,” explains de Souza.
ØRSETD
A significant milestone in 2024 was the successful completion of the Ørsted office in Bangsar South, covering approximately 43,000 square feet across three floors. This modern workspace reflects a commitment to employee wellbeing and operational efficiency.
One of the most distinctive elements is the internal staircase connecting levels 38 and 39. This feature facilitates seamless movement between departments and provides easy access to the cafeteria on the upper floor. The office caters to employee needs with an in-house café, a designated surau for prayers, and a shower room.
The entire project was completed in just three and a half months, and KFPS Services played a pivotal role by providing project management consultancy. This project posed a unique challenge due to its delivery model – unlike the conventional design-and-build approach, the design and contractor teams operated independently. As a result, the project involved extensive coordination, including numerous requests for information, design clarifications, and contractor-supplied shop drawings.
Despite the complexity and volume of variation orders, the project’s success was driven by effective collaboration. The contractor’s commercial team worked closely with KFM and the client, ensuring all issues were swiftly addressed. This proactive communication and agile problem-solving were instrumental in delivering the office on schedule, creating a dynamic and employee-centric environment.
Equally as fundamental to KFM’s core values is the way it treats employees.
The company fosters a culture of continuous growth, collaboration, and recognition, ensuring every team member has the opportunity to excel and contribute meaningfully.
“We know our people are our greatest asset, and we believe that
Beyond professional growth, the company believes in recognising and celebrating achievements through town hall meetings held bi-annually which serve as a platform to keep teams informed, engaged, and aligned with the company vision.
KFM’s Rockstar Awards, meanwhile, spotlight outstanding contributions, ensuring hard work and dedication don’t go unnoticed.
“We also have initiatives such as annual company trips, team-building activities, and social events to help foster camaraderie and a strong sense of belonging, reinforcing our commitment to a positive, people-first workplace culture,” states de Souza.
As KFM continues to look towards the future of the ever-evolving construction industry, it is focusing on expanding its ESG and sustainability services, strengthening its presence in key property sectors, and enhancing its digital capabilities to offer more technology-driven real estate solutions.
“We connect people and property, perfectly,” concludes de Souza.
investing in them is key to our success,” prides de Souza.
To empower its employees, KFM provides structured training programmes, mentorship opportunities, and career development pathways, equipping individuals with the knowledge and skills needed to thrive in an evolving real estate landscape.
Headquarters: IWC Asia Sdn. Bhd. No. 99, Jalan KP7, Kawasan Perindustrian Kota Puteri, 48100 Batu Arang, Selangor, Malaysia.
Welcome to IWC Group, the leading provider of bespoke and innovative space solutions.
Since 2012, our team has manufactured high quality acoustic solid and glazed operable walls, acoustic glazed partition, glazed door and movable acoustic pods.
Our products have been installed in international corporate offices, hotels, banquet hall, restaurants, universities and schools in Malaysia and overseas.
Let’s transform your space with our operable walls, system glazed partition and embrace a new level of flexibility, efficiency and acoustic performance.
Whether you need an open collaborative space or meeting rooms, our walls adapt effortlessly to your needs. Contact us today to discover more.
SMART WORKPLACE SOLUTIONS FOR NOW & THE FUTURE
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Interested to learn more? contact us now at sales@wipatec.asia www.wipatec.asia
Redefining the possibilities within bespoke construction, Unita specialises in design, fit-outs, and refurbishments for the workplace, retail, hospitality, hotel, fitness, and health sectors. We talk to COO, Matt Lane, about the power of transforming spaces and the company’s burgeoning portfolio of projects
Writer: Ed Budds | Project Manager: Ben Weaver
Since Unita first opened its doors, the company has been driven by its overarching mandate – ‘built better together’.
A respected market leader in the Australian construction industry for over two decades, Unita’s dedicated team of experts work as one across multiple disciplines to build better businesses for its numerous clients.
“It’s an exciting time to be involved in the construction sector, but also a defining one. The industry is evolving fast, expectations are higher, timelines are tighter, and clients want more certainty,” introduces COO, Matt Lane.
“The biggest trend we are currently witnessing is integration. Companies that bring design, manufacturing, and construction under one roof are the ones staying ahead,” he insights.
As such, more businesses now recognise the value of spaces that truly reflect their brand.
Fit-outs, the process of making an interior space ready for occupation, are no longer just about functionality but creating experiences that connect with people, and these undertakings represent a significant portion of Unita’s portfolio of work.
BESPOKE CAPABILITIES
Unita now proudly delivers projects all over Australia and New Zealand and has expanded its team to 150 members.
Alongside, the company has offices in Sydney, Brisbane, Melbourne, and Perth, as well as utilising satellite teams that operate in Tasmania, South Australia, and across New Zealand.
“We craft bespoke spaces that bring brands to life. That means handling everything from design and manufacturing to the build and fit-out process,” Lane sets out.
“Our expertise spans the hospitality, retail, workplace, entertainment, fitness, and health sectors, and we work with brands that want more than just a functional layout – they want a space that reflects their identity, enhances customer experience, and delivers long-term success.”
Uniquely, Unita has developed its own in-house manufacturing facility and global procurement arm.
This now enables the company to produce quality bespoke joinery, furniture, and custom stainless steel locally and with faster turnaround times.
“By controlling the supply chain, including offshore procurement, goods management, logistics, and manufacturing, we’re able to deliver seamless build experiences and save time and money for our clients,” he expands.
It’s all about control and flexibility for Unita, whose newly established in-house manufacturing capabilities ensure quality is never compromised.
“With global procurement, we source the best materials at the best value, which means we’re not waiting on third parties and avoid unnecessary delays and cost blowouts. Clients get a streamlined experience with faster delivery, better pricing, and a higher standard of finish,” explains Lane.
Regularly recognised for the quality of its work, Unita remains committed to a core set of values which promote collaboration, integrity, and, above all else, great service.
BETTER THAN EVER
In an increasingly saturated market, construction companies such as Unita must work harder than ever to ensure they stand out from the vast swathes of industry competitors.
“BECAUSE WE CONTROL THE ENTIRE PROCESS, FROM GLOBAL PROCUREMENT TO IN-HOUSE MANUFACTURING, WE DELIVER PROJECTS FASTER, MORE EFFICIENTLY, AND WITH AN UNMATCHED LEVEL OF QUALITY”
– MATT LANE, COO, UNITA
Your outsourced joinery partner
Firstly, can you outline Arcular’s experience and expertise as an outsourced joinery supplier?
When we founded Arcular in 2011, we envisioned bringing world-class joinery craftsmanship to clients globally without the typical headaches of overseas manufacturing. That vision has grown into what we are today.
Our journey has led us to establish two state-of-the-art manufacturing facilities in China – a 20,000 square meter factory in Guangzhou and an impressive 100,000 square meter facility in Shandong. What truly sets us apart, though, is our team of over 1,000 master craftspeople who pour their expertise and passion into every piece we create.
We’ve intentionally built local offices and partnerships in multiple countries because we understand clients’ concerns about overseas joinery. This approach allows us to provide a truly end-to-end service, delivering joinery that meets quality expectations and budget requirements. We can source complementary products, so clients receive 80-90 percent of their store needs in a single container, guarantee delivery dates with local support, and, most importantly, take full responsibility when challenges arise. Creating bespoke, oneof-a-kind pieces sometimes means encountering unexpected issues, but our commitment is unwavering – we stand behind our work and resolve any problems promptly.
What extensive range of clients do you work with, and which sectors and countries do you create projects with them in?
We create joinery for the world, supporting clients in all industries.
Some of our recent projects include:
• Retail and Fashion (Fred, Cartier, Adidas, Zegna, David Jones, etc.)
• Medical/Healthcare (Bupa, Health 2000, Lifestyle Nutrition, etc.)
• Hospitality (ST. ALi, Dark Sheppard, Flying Tigress, etc)
• Office/Showrooms (Hoyts, H&R Block,)
• You can find more examples of our work at www.arcular.com.au
How does Arcular combine in-house insights with detailed studies of global shop fitting trends?
We are fortunate to be able to build for clients from all around the world. This enables us to see trends as they emerge from different regions, allowing us to share this knowledge with clients from other parts of the world.
We have found that more brands, builders, and architects are looking to go direct as their confidence in overseas quality increases. By going overseas, they have an increased budget to spend on better materials, including the research and development of new ones.
At Arcular, we love investing in R&D with our partners and working together to develop spaces that have never been done before and wow those who interact with it.
What enables you to deliver joinery and shop fittings of the highest quality whilst ensuring both luxury and financial viability for clients?
We have most of the trades required for an in-house project. This includes metal, wood, stone, painting (powder coat and 2pac), etc. This means that the project isn’t broken up between multiple suppliers, and we are able to give our clients a factory finish on all their joinery.
To ensure quality, we pre-build all orders prior to shipping so that our clients can inspect them before ensuring that all their expectations are met. We welcome all clients and potential clients to visit our factory and see the quality and craftsmanship that goes into every piece.
Whilst we always prioritise quality, we regularly work with customers to value engineer their projects so that they can hit their budgets.
An example would be when we worked with a high-end perfume brand that uses a lot of solid wood carvings. These were heavy and expensive. We helped them develop a new method by combining injection moulding with wood printing to allow them to create a solution that was lightweight, cheaper and hard to discern with the naked eye.
Why else do clients choose Arcular’s comprehensive one-stop service, and what are the advantages of doing so?
In today’s competitive marketplace, our clients choose Arcular for one fundamental reason: we transform complexity into simplicity.
Arcular’s comprehensive approach eliminates these concerns through a single point of accountability. We handle everything: material sourcing, quality control, international shipping, customs clearance, and installation coordination. This integration doesn’t just streamline communication – it fundamentally transforms the client experience.
We believe great partnerships begin with a conversation about your specific challenges and objectives. Whether planning a single flagship location or a multi-store rollout, we invite you to discover how Arcular’s integrated approach can deliver exceptional results while simplifying your process.
Contact us to explore how we can transform your next joinery project into a seamless experience from concept to completion.
“It comes down to understanding, innovation, and execution; we take the time to truly understand our clients, their needs, and their goals–to create tailored spaces that unlock value and amplify success,” Lane tells us.
“Because we control the entire
process, from global procurement to in-house manufacturing, we deliver projects faster, more efficiently, and with an unmatched level of quality,” he prides.
‘Built better together’ is not just Unita’s mantra but the foundation of how it works, as the company firmly
believes that the best spaces come from deep collaboration between its team, clients, and partners.
“Transparency is key. We work closely with clients at every stage, ensuring they’re involved, informed, and confident that their vision is coming to life exactly as planned.”
SHAPING NEW SPACES
At present, Unita has some incredible projects in development across its vast and impressive portfolio that showcase the breadth of its capabilities.
“Our work on the Total Fusion Chermside expansion project is a
great example of how we create spaces that enhance both experience and functionality. It’s more than a gym fit-out – it’s a wellness space designed to inspire and support people in their fitness and health journeys,” Lane enthuses.
Elsewhere, at Queen’s Wharf, the company has brought four high-end restaurants to life, helping shape one of Brisbane’s most exciting new precincts.
It was a project that demanded precision, collaboration, and the ability to deliver at scale whilst maintaining the character and individuality of each venue.
“We’re also working with the Australian fashion label Sabo Skirt, rolling out new stores in Sydney that capture their brand’s evolution and provide customers with a seamless, elevated shopping experience,” he follows up.
UNITA’S DIVERSE AREAS OF EXPERTISE
HOSPITALITY – For two decades, Unita has delivered over 2,500 hospitality fit-outs for top local and global brands. From cafés to sleek restaurant designs and vibrant pubs or clubs, the company handles every detail to create spaces that don’t just look great but feel unforgettable.
RETAIL – Unita brings an exceptional legacy in retail projects, having successfully constructed over 4,000 retail stores. Its expertise in creating remarkable in-store experiences sets the company apart as an industry leader with a comprehensive range of meticulous design and construct services.
WORKPLACE –The company specialises in delivering impressive large-scale office projects. From the initial planning and strategy stages through to completion, the company oversees every aspect.
HOTEL AND LEISURE – With an enviable track record, Unita stands as a trusted leader in delivering long-lasting solutions in the hotel and leisure sector. From creating captivating accommodation and entertainment precincts to crafting vibrant social hubs and leisure destinations, its diverse portfolio showcases a wealth of expertise.
MEDICAL AND WELLNESS – Unita has delivered award-winning results for many of Australia’s most well-respected health brands. This includes projects in medical centres, gyms, dental practices, and aged care facilities.
“Beyond this, we’ve got some very exciting flagship stores in the works across the country that will set new benchmarks for retail design. These projects are pushing boundaries in both aesthetics and functionality.”
ENVIRONMENTAL PRESERVATION
Unita cares deeply about the preservation and conservation of the environment and remains passionate about creating a better future for the planet and the community in which it lives and works.
“Through our environmental management system (EMS), we are committed to continually improving our credentials and reducing our impact on the Earth,” Lane elaborates.
“By championing a team culture that values environmental principles and seeks sustainable alternatives, we ensure every project we complete adheres to current legislation and transcends industry best practices,” he adds.
Sustainability is factored into every process at Unita, whose EMS helps minimise waste, reduce energy consumption, and ensure materials are responsibly sourced.
“We create spaces that are
“TRANSPARENCY IS KEY. WE WORK CLOSELY WITH CLIENTS AT EVERY STAGE, ENSURING THEY’RE INVOLVED, INFORMED, AND CONFIDENT THAT THEIR VISION IS COMING TO LIFE EXACTLY AS PLANNED”
– MATT LANE, COO, UNITA
future-proofed, ethical, and environmentally responsible,” Lane ensures.
MEANINGFUL GROWTH
Working together, Unita believes it can help determine a range of expansion objectives for its clients, identify market opportunities, prepare schedules and timelines, and support its partners in growing their business into a national brand.
“Once the development phase is completed, our team works to ensure every stage of a project runs smoothly and consistently across all sites, from planning through to construction,” Lane excites.
Moving forward, growth is a priority for Unita, but the company resolutely maintains that it must be meaningful.
“We’re expanding to offer even greater capability, investing in innovation, and refining how we
deliver value. Every step we take is about creating high-quality spaces that not only meet client expectations but exceed them,” he qualifies.
In this way, Unita ensures the brand’s uniqueness is reflected and its long-term success is supported in every new project.
“Our creations are experiences that influence people, shape brands, and drive success. That’s what we do at Unita – create environments that work, inspire, and grow with the businesses they house,” Lane concludes proudly.
Ausglobe Logistics is an independently owned Australian company that focuses on tailoring its logistics solutions to its customers needs, through complex practices of managing their import/export processes and their International Freight and Landside Logistic requirements.
Our current in house capabilities include:
1. International freight forwarding, door-door (Air/Sea Import and Export)
2. Project Logistics
3. Licenced customs brokers (Corporate and Individual)
4. Licenced Biosecurity accreditation class 19.1 and class 19.2
5. Biosecurity Approved Arrangement class 1.3
6. HAACP approval
7. In house transport, tail lift, sensitive freight and de-crating
8. Pick / pack / 3pl warehousing and inventory reporting
ASIA’S DEVELOPER OF CHOICE
With sustainability at the heart of everything it builds, CapitaLand Development’s projects across Singapore, China, and Vietnam diligently meet the needs of a growing number of homebuyers and tenants. Jonathan Yap, CEO, tells us how
Writer: Lucy Pilgrim | Project Manager: Andrew Marjoram
DEVELOPER
Akin to many of Asia’s real estate markets, Singapore is experiencing a mix of both challenges and opportunities.
The former includes higher interest rates and recent government cooling measures, which have resulted in a more cautious residential property landscape.
Coupled with a maturing industry, these factors have caused homebuyers and investors to become more discerning, particularly in the luxury and foreign buyer segments.
Additionally, land supply for new commercial and industrial developments is more limited compared to the residential market, which is experiencing an uptick in demand due to positive economic performance in Singapore.
Despite this, leading real estate developer CapitaLand Development (CLD) remains optimistic about the resilience of the country’s real estate market.
“At CLD, our strategy is centred around adapting to evolving consumer preferences, keeping pace with changing government policies, and navigating the economic landscape, which includes rising interest rates,” introduces Jonathan Yap, CEO.
Recent industry evolutions have focused on digital innovation, suburban development, and sustainability, as evidenced by initiatives such as the Singapore Green Plan 2030 which emphasises the need to achieve green certifications and attract environmentally-conscious buyers and tenants.
Thankfully, CLD has long been integrating sustainability and digital innovation into its projects to meet the growing demands of homebuyers and tenants across Singapore, China, and Vietnam – its three core markets.
Mansion@8, a residential project in Hangzhou, China
CLD IN NUMBERS
As of December 2024, CLD has:
• SGD$21.5 BILLION worth of assets under management
• 21+ MILLION square metres (sqm) of gross floor area developed in core markets
• 100,000+ homes, including units under development
• 4.8+ MILLION sqm of commercial space built
• 10,000+ hectares (ha) of master-planning space
“We focus on innovation, collaboration, and technology to ensure that we remain ahead of real estate trends whilst ensuring our developments are environmentally responsible,” Yap adds.
“CLD believes that the real estate industry in Singapore will continue to thrive and evolve, shaping a more sustainable future for urban living.”
PUSHING REAL ESTATE BOUNDARIES
As the privately held development arm of CapitaLand Group (CLG), which celebrates its 25th anniversary this year, CLD is one of the continent’s largest and most diversified real
estate organisations.
The company is distinguished by its end-to-end capabilities across a wide range of asset classes, including integrated developments, retail, offices, residential, business parks, logistics, and data centres.
This is bolstered by a varied portfolio that spans commercial, residential, and new economy sectors.
“Our expertise in master-planning and project management has enabled us to deliver numerous award-winning developments,” Yap surmises.
CLD remains focused on adapting to evolving market trends, such as the increased demand for sustainable building practices, digital innovation,
The Canopy at Geneo, Singapore Science Park
and flexible spaces.
“Our team is always exploring ways to innovate and push the boundaries of real estate development, ensuring that we are at the forefront of creating spaces that meet the evolving needs of businesses, tenants, and communities,” he affirms.
A key element of the company’s forward-thinking solutions is the consistent consideration of sustainability, which is at the core of everything it develops.
“From the design phase, we incrementally adopt low-carbon materials and innovative blueprints to progressively reduce emissions across our projects,” explains Yap.
In particular, CLD’s collaboration with government regulators, institutions, and supply chain partners is key to driving sustainable construction and contributing to a greener built environment.
Its commitment to eco-friendly practices is also exemplified by the initiatives it champions and the work of the CapitaLand Hope Foundation (CHF), the philanthropic arm of CLG.
CHF supports programmes that positively impact the communities where CLD operates to create a better and more sustainable future, going beyond real estate development.
“Our purpose is to enrich lives and uplift communities by creating
high-quality spaces for people to work, live, and play. CLD’s developments foster community well-being, contributing to the broader environment and social good,” he prides.
SUPPORTING VIETNAM’S HOMEBUYERS
Over the last three decades, CLD has built a credible reputation for delivering quality residential offerings throughout Vietnam.
To date, its residential portfolio in the country includes over 18,000 homes spanning 18 developments and comprising units that are either completed or under construction.
The company recently increased its target to create 30,000 units by 2029, further reinforcing CLD’s long-term commitment to being the trusted developer of choice both in Vietnam and across the continent.
“Leveraging our full capabilities across the real estate value chain, from conceptualisation and planning to execution and delivery, CLD is dedicated to creating expertly crafted living spaces and high-quality amenities that meet the aspirations of homebuyers in Vietnam,” Yap insights.
Last year, all four of the company’s residential launches were met with strong demand, emphasising the confidence that homebuyers have in CLD.
All 3,950 units at the Lumi Hanoi development, for example, sold out in three phases, whilst The Senique Hanoi, located in the eastern part of the capital, achieved a 96 percent sales rate.
Meanwhile, both low and highrise developments in the company’s Sycamore project in the Binh Duong province were positively received with sales surpassing 90 percent.
“These robust numbers underscore our ability to deliver homes that align with people’s desires and lifestyles,” enlightens Yap.
Building with Integrity
Photos: Showcasing
CapitaLand projects built by Woh Hup
Founded in 1927, Woh Hup began humbly as a one-man business by the late Mr. Yong Yit Lin. Dedication and hard work have paved the way for us to establish our foothold as one of Singapore’s leading privately-owned building and civil engineering companies.
We have grown alongside Singapore and are marking the country’s milestones with many of our notable and iconic developments including Clifford Pier, MacDonald House, Gardens by the Bay, Reflections at Keppel Bay, The Interlace, Oasia Downtown Hotel and Jewel Changi Airport.
We continuously strive to stay at the forefront of the built environment industry by providing high-quality, sustainable, and innovative construction solutions in our work that supports sustainability to create positive impact on the society and our environment.
WOH HUP (PRIVATE) LIMITED 217 Upper Bukit Timah Road, Woh Hup Building Singapore 588185
T +65 6385 8585 | E general@wohhup.com
In addition to its highly successful launches, CLD also handed over two residential developments, DEFINE and Heritage West Lake, to homeowners in 2024, demonstrating the company’s commitment to timely delivery and the provision of quality homes that meet the expectations of buyers.
“As we continue to strengthen our residential portfolio in Vietnam, we see the potential for CLD to tap into opportunities in the country’s burgeoning commercial, industrial, and logistics sectors in tandem with its ascent as a global manufacturing hub.”
CONSCIOUS DESIGNS
CLD has continually incorporated environmentally-conscious designs, low-impact construction materials, as well as energy and waste-efficient systems into its developments.
Case in point, both Sycamore and Lumi Hanoi are designed to achieve Excellence in Design for Greater Efficiencies (EDGE) certification from the International Finance Corporation (IFC).
In addition, the company was also recognised as the Best Sustainable Developer at the PropertyGuru Vietnam Property Awards in 2021, 2023, and 2024, further
acknowledging its commitment to sustainability in real estate development.
“As Vietnam increasingly emphasises sustainable development, we will leverage CLD’s strengths in sustainability and work closely with local authorities and partners to contribute meaningfully towards Vietnam’s economic development and urbanisation journey,” Yap enthuses.
Beyond real estate, CLD is dedicated to uplifting communities across the country through CHF and its philanthropic efforts in education and health, along with its well-being initiatives for children, youth, and seniors.
CapitaSpring, Singapore
In Vietnam, the foundation has donated more than SGD$3.5 million to beneficiaries since 2011, supporting more than 19,000 children and aiding the refurbishment of five schools across the country.
CHF has also partnered with the Blue Dragon Children’s Foundation, a charity dedicated to supporting vulnerable children and young people in Vietnam.
Through this partnership, CHF pledged up to USD$270,000 to improve social mobility by providing access to education.
INNOVATIVE DEVELOPMENTS
CLD has had an exciting start to 2025 with the launch of PARKTOWN Residence – the largest integrated development in Singapore.
A joint venture with UOL Group Limited and Singapore Land Group Limited, it is the company’s first major project of the year.
“OUR PURPOSE IS TO ENRICH LIVES AND UPLIFT COMMUNITIES BY CREATING HIGH-QUALITY SPACES FOR PEOPLE TO WORK, LIVE, AND PLAY. CLD’S DEVELOPMENTS FOSTER COMMUNITY WELLBEING, CONTRIBUTING TO THE BROADER ENVIRONMENT AND SOCIAL GOOD”
– JONATHAN YAP, CEO, CAPITALAND DEVELOPMENT
Launch weekend saw 87 percent of the 1,193 units snapped up, emphasising the development’s strong appeal.
“With its strategic location in one of Singapore’s most sought-after residential estates and seamless connection to retail spaces, dining options, lifestyle amenities, and transportation hub, PARKTOWN Residence is poised to meet the evolving needs of modern homeowners,” excites Yap.
In addition, CLD is developing Geneo, a 55ha life sciences and innovation cluster at the Singapore Science Park (SSP), slated for full completion this year.
Comprising three properties with five state-of-the-art sustainable buildings, Geneo marks the latest phase of SSP’s rejuvenation, adding 180,600 sqm of gross floor area to the park, of which 80,000 sqm will be purpose-built infrastructure to support biomedical R&D.
CLD’S SUPPLY CHAIN OPERATIONS
CLD takes a collaborative approach to overcome challenges and seize opportunities.
As a developer, it works with a wide network of contractors, suppliers, consultants, and partners, all of which play a vital role in the success of each project.
An example is a common data environment (CDE) used by CLD and its network to centralise data, enabling real-time collaboration and driving innovation.
“Having reliable partners who share our commitment to excellence is key to ensuring smooth operations, meeting timelines, and adapting quickly to changing conditions,” Yap expands.
“OUR COMMITMENT TO SUSTAINABILITY IS NOT JUST ABOUT COMPLIANCE – IT’S ABOUT RESPONDING TO THE VALUES OF THE NEXT GENERATION OF HOMEBUYERS AND TENANTS WHO ARE INCREASINGLY ENVIRONMENTALLY-CONSCIOUS AND TECH-SAVVY”
– JONATHAN YAP, CEO, CAPITALAND DEVELOPMENT
The workspaces will be complemented by first-rate lifestyle amenities and curated placemaking programmes to create a well-rounded environment that helps companies attract and retain talent.
On top of this, an upcoming residential development is to be connected to the cluster, which is a first for SSP. This is in line with CLD’s aim to transform the park into a holistic work-live-play innovation district.
Catering to the needs of sustainability-minded tenants, Geneo has obtained notable green credentials, with two properties being awarded WELL Core Precertification from the International WELL Building Institute (IWBI).
Additionally, 7 Science Park Drive, a key building in the Geneo development, has achieved Building and Construction Authority (BCA) Green Mark Super Low Energy (SLE) certification and earned the BCA
Project of the Year award in 2024.
Beyond Singapore, China remains a core market for CLD as one of the first foreign real estate companies to gain a foothold in the country.
“We have built a strong foundation in China across multiple asset classes and gained extensive knowledge of local markets,” insights Yap.
The company has also played an important role in government-togovernment developments between Singapore and China, including the China-Singapore Guangzhou Knowledge City, which is celebrating its 15th anniversary this year.
BEDROCK OF SUCCESS
CLD’s people are its most valuable asset and the bedrock of its success as each team member brings unique strengths and experience, enabling the company to stay ahead in an ever-evolving market.
Moreover, CLD’s cultural pillars –learning, progressive, fun – guide the company’s engagement with its people.
Artist’s impression of The Senique Hanoi, Vietnam
Recognising this commitment to workplace well-being, CLD is proud to be the first real estate developer in Singapore to earn the WELL Equity Rating from IWBI for its headquarters.
Innovation is also at the core of CLD’s culture as it fosters a supportive environment for collaboration and empowers its team to think outside the box.
To support its innovation efforts, CLG launched the CapitaLand Innovation Fund (CIF) in 2021, forming an SGD$50 million initiative to foster a culture of forward-thinking solutions across the group.
CIF supports test beds and proof of concept projects globally, focusing on sustainability, digital transformation, operational excellence, and customer experience.
Since its inception, CIF has funded 100 pilot projects including the use of carbon-mineralised concrete at Geneo and artificial intelligence (AI)based site safety management tools in China, making it a key player across the Asian real estate market.
All photos are credited to CapitaLand.
Tel: +65 6713 2888
www.capitalanddevelopment.com
Green Oasis at CapitaSpring, Singapore
Artist’s impression of Lumi Hanoi’s façade, Vietnam
PARKTOWN Residence, Singapore
Mural painted at Tien Son Primary School in Bac Giang Province by CapitaLand staff
INNOVATING TODAY, SUSTAINING TOMORROW
As New Zealand’s (NZ) energy sector navigates the commercial reality of providing sufficient infrastructure across a large country with a comparatively small population, it seeks to strike a delicate balance.
Key to achieving this equilibrium is being able to generate enough power in peak winter months, whilst not over-investing in or holding onto underutilised assets during periods of lower demand.
“This makes our industry incredibly dynamic and constantly challenging as we navigate how to best support our generator clients,” opens Alan Stewart, CEO of MB Century.
A leading energy services provider specialising in renewables, the
company is well placed to support the government’s Electrify NZ commitment, which seeks to double the country’s renewable energy output by 2050.
Offering world-class drilling expertise, reservoir services, geothermal and hydropower (hydro) engineering, and comprehensive power station refurbishment, MB Century’s suite of services is extensive.
Additionally, the company offers rehabilitation project delivery through dedicated project managers and experienced hydro and geothermal mechanical fitters, all supported by specialist standalone workshops providing precision machining, fabrication, and industrial coatings services.
“Ours is an exciting and dynamic market, and our breadth of services is critical in helping to manage clients’ tight timeframes – particularly during critical outages, maximising uptime and our ability to respond,” he explains.
As it continues to overcome industry challenges and recognise the commercial realities of power supply, the company will work collaboratively with key market players to build a stable and growing talent pool for the future.
Alan Stewart, CEO
Steered by a holistic and sustainable approach, MB Century is committed to advancing the future of renewable energy, providing reliable, innovative solutions for its clients. Alan Stewart, CEO, reflects on 75 years of success for the company
In support of the energy sector’s push towards supercritical and geothermal exploration, MB Century’s decades of expertise mean it is ideally positioned to provide innovative and technical energy solutions.
“Our strong capabilities and extensive experience provide the necessary foundation to present cutting-edge geothermal technologies that can help support harnessing the immense potential of supercritical geothermal resources,” Stewart tells us.
RELIABLE AND SUSTAINABLE SOLUTIONS
In the past 75 years, MB Century has evolved from a division of the NZ government’s former Ministry of Works – initially formed to oversee exploratory drilling – into an energy solutions provider offering comprehensive services across the geothermal, hydro, hydrogen, and industrial sectors.
“All of this underscores our commitment to delivering reliable and sustainable energy solutions,” Stewart confirms.
Part of the Tūaropaki Trust (Tūaropaki), a Māori organisation that owns and operates a geothermal power station, 11 hectares of geothermally-heated glass houses, and a product processing facility that utilises geothermal heat, MB Century has access to an extensive library of industry activities.
For example, as part of a recent joint venture between Tūaropaki and Japanese construction company, Obayashi Corporation, it has been
MUARA LABOH GEOTHERMAL POWER PLANT PROJECT
This geothermal steam field design for Fuji Electric’s Muara Laboh Geothermal Power Plant project in West Sumatra, Indonesia, is a key example of MB Century’s expertise in delivering comprehensive and effective engineering solutions for the geothermal sector.
The company supported the design of the steam gathering system, which delivered a timely and cost-effective solution for the process design service, including the sizing and detailing of the dual flash separation plant.
Its experienced geothermal engineering and design team, based in Taupo, was responsible for the design of the dual flash separation plant, piping, and pressure let-down station.
Throughout the project, MB Century also provided valuable on-site commissioning assistance and, using advanced design software such as AutoPIPE, MicroStation, and SOLIDWORKS® Simulation, ensured it adhered to industry standards and was completed with the highest level of precision.
Having become operational in 2019, the power station is a vital asset to Indonesia’s renewable energy infrastructure today.
Its successful commissioning is testament to MB Century’s ability to manage complex geothermal projects globally and deliver quality solutions that meet the technical needs of high-profile clients like Fuji Electric.
This collaboration also highlights the company’s ongoing contribution to the global shift towards sustainable and efficient energy generation.
involved in constructing NZ’s first green hydrogen plant.
The initial stages of the project, including equipment reviews and local compliance requirements, were managed by MB Century, whilst it played an integral role in the procurement of equipment, Hazard and Operability (HAZOP) study, power supply design, alongside the facility’s overall compliance.
Furthermore, it is proud to continue to operate and maintain the plant today.
“Being part of Tūaropaki has allowed for an alignment of values, particularly in terms of our commitment to environmental stewardship and sustainable development,” Stewart prides.
Working alongside Tūaropaki and supporting its aspirations has allowed MB Century to enhance its ability to deliver innovative, sustainabilityfocused solutions whilst reinforcing its dedication to creating a lasting and positive impact.
“All of this is underpinned by the strong ethical standards that have defined us for over 75 years,” he adds.
As such, MB Century will continue to share its deep geothermal knowledge with a range of clients, particularly those operating within the Ring of Fire zone – NZ’s most volcanically active plate boundary that powers countless geothermal stations.
Meanwhile, having grown its hydro services throughout the country, the company is also expanding into the South Island, New Zealand, and targets international growth.
GLOBAL REACH
MB Century is proud to have been a pioneer of renewable energy advancement since its inception, having created the globe’s first wet steam power station in Taupo, through to its recent involvement in NZ’s first green hydrogen plant.
“We continue to advance the
“OUR SUCCESS IS NOT MEASURED SOLELY BY THE PROJECTS WE COMPLETE, BUT THE TRUST WE CULTIVATE, FOSTERING STRONG RELATIONSHIPS, AND OUR CONTRIBUTION TO A SUSTAINABLE FUTURE”
– ALAN STEWART, CEO, MB CENTURY
industry by innovating technologies with world-leading geothermal wireline tools,” Stewart informs us.
The company’s ongoing collaboration with top research and science organisations continues through its partnership with preeminent geological research institute, the Institute of Geological and Nuclear Sciences (GNS Science), which supports leading renewable energy initiatives.
It connects regularly with schools, universities, and the community through public events to help disseminate industry information and attract the next generation of talent
through successful apprenticeship and graduate schemes.
“We regularly attend both national and international geothermal conferences, whilst also providing workshops to a range of global clients,” he expands.
By supporting clients across Indonesia, Taiwan, and the Philippines, MB Century seeks to partner with countries on the path to implementing renewable energy strategies.
“We appreciate our position as a world-leading geothermal and power solutions provider and, as such, seek to leverage our expertise,” Stewart outlines.
Providing bespoke pumping and power solutions and services to New Zealand industry and infrastructure
Introducing NES Hire
NES Hire Power & Pump Solutions is a leading industrial hire company specialising in power and pump solutions. Our core product range includes diesel generators, diesel and submersible pumps, diesel and hybrid lighting towers, and associated accessories. We cater to a diverse client base spanning industries
such as events, civil construction, geothermal, utilities, mining, and underground projects. What started as a small operation in Waihi has grown into a well-established business with 40 employees across five branches in the North Island. Despite our growth, we remain committed to providing tailored, reliable, high-quality solutions for every client.
NES Hire’s Origins
NES Hire began as a local company in Waihi, New Zealand, with a simple yet powerful mission: to provide exceptional service and practical solutions from project conception to completion.
No matter the scale or complexity of a job, our team is dedicated to maintaining a personal, hands-on approach. Even though we have grown beyond our humble beginnings, our Waihi branch is still a hub of expertise, where our skilled personnel can manufacture or modify equipment
to meet the unique demands of any project. This adaptability ensures our clients receive the right solutions, every time.
What Sets Us Apart
Our ability to provide bespoke solutions is what truly differentiates us. Unlike many competitors, we don’t just supply equipment — we tailor it. Thanks to our experienced team and specialist Waihi branch, we can modify any piece of our equipment to meet project-specific requirements. This level of customisation, combined with our commitment to reliability
and service excellence, makes us a trusted partner in the industry.
Project Spotlight
One of our standout recent projects involved the installation and commissioning of a ventilation system with gas detection in a tunnel being bored under State Highway 1 — the main entrance into Wellington. Despite the client having little site knowledge and no electrical plans, our team overcame these challenges to deliver a seamless solution. Our ability to quickly adapt to evolving site conditions, troubleshoot issues, and provide highly reliable equipment ensured the project was completed efficiently before the Christmas break. The client had previously
experienced frequent breakdowns with other suppliers’ gear, making our dependable solutions a gamechanger for the success of their project.
Looking Ahead
Our key focus for the coming year includes:
- Expanding into the South Island to better serve a growing client base.
- Diversifying our product range with cutting-edge solutions, including Battery Energy Storage Systems (BESS), camera towers, and an expanded hybrid lighting tower lineup.
- Continuing to refine and enhance our services, ensuring we remain
at the forefront of the industry by providing innovative and sustainable solutions.
Final Thoughts
At NES Hire, we’re more than just an equipment provider — we’re a solutions partner. Our commitment to reliability, innovation, and customer-focused service ensures we continue to set industry benchmarks whilst helping our clients achieve their project goals efficiently and effectively.
Our Partnership with MB Century
NES Hire has a longstanding relationship with MB Century, providing critical power and pumping solutions for well testing and drilling operations. Our services include:
- Supplying both hot and cold-water pumps for well testing and site works.
- Providing temporary water supply pumps during new well drilling.
- Delivering generators to support existing pump operations.
- Offering lighting towers for rig sites as required.
Our Sales and Systems Design Specialist, Georgia, works closely with MB Century from the initial design phase to project completion, ensuring each solution is precisely tailored to their operational needs.
Phone: 0800 999 582
Email: info@neshire.co.nz
Website: www.neshire.co.nz
MOKAI MK26 END-TO-END PROJECT
Spearheaded by MB Century, this critical initiative is aimed at enhancing the fuel security of the Mokai Geothermal Power Station (Mokai), with a focus on drilling MK26, a new well, and ensuring the continuous supply of geothermal fluid.
Working alongside trusted partners like SAJJ Geothermal Limited, Halliburton NZ, and General Compression Ltd, MB Century has leveraged a combination of cutting-edge technology and engineering expertise to design, drill, and connect the new MK26 well to Mokai.
The project involved not only the drilling of the well using MB Century’s Drill Rig32 and extensive wireline and output testing, but also the complete design, procurement, and commissioning of the new pipeline to deliver twophase geothermal fluid to the plant.
In addition, the company carried out vital remedial sealing and well clearing activities, demonstrating its versatility, all provided within budget.
The successful integration of the new well into Mokai’s system, which has been operational since 2000, ensures continued support for Tūaropaki’s operations and serves as a testament to MB Century’s capacity to deliver comprehensive solutions in the renewable energy sector, offering clients innovative engineering and technical capabilities.
The MK26 project exemplifies the forward-thinking and integrated approach needed to secure and optimise energy resources for the future as renewable energy continues to grow in importance..
Across Southeast Asia, a wealth of untapped natural resources, combined with myriad governments’ commitments to reducing greenhouse gas (GHG) emissions, presents an opportunity to accelerate the development of renewable energy, with geothermal energy set to play a key role.
“Our strength is partnering and collaborating with clients to provide cost-effective, innovative, and safe energy solutions,” he asserts.
As such, MB Century’s proven track record of providing stateof-the-art technical innovation and deep industry knowledge will be instrumental in unlocking new geothermal resources and ensuring sustainable, low-carbon energy options for countries across Southeast Asia.
RELIABILITY, RESPECT, RESPONSIBILITY
Thriving as more than a leading energy solutions provider, MB
Servicing New Zealand and overseas industries for almost 60 years
Century’s business model is powered by a set of core values that drive every project, decision, and relationship.
“At the heart of our business are the principles of pono, aroha, and kaitiakitanga – key values in how we strive to operate,” Stewart says.
These principles have helped the company earn a reputation for reliability, respect, and responsibility over the course of its 75 years in existence, creating a legacy that it is proud to build on every day.
Pono, meaning “doing the right thing, at the right time, for the right reason”, is the cornerstone of MB Century’s philosophy, driving it to approach every challenge with honesty, transparency, and integrity.
More than just a commitment to ethical business practices, pono is the company’s promise to its clients, partners, and each other that it will always do what is right.
Holster Engineering Co (2003) Ltd is located in Tokoroa (in the centre of North Island) and hosts modern, well-equipped engineering workshops with some of the largest vertical and horizontal lathes in New Zealand. Along with a well-equipped metallizing workshop and New Zealand’s first ever 6Kw laser cladding cell.
Contact us today for our expertise and to find out how we can help with your engineering needs:
+64 7 8867179 | holsters@xtra.co.nz
www.holsters.co.nz
Holster Engineering Co (2003) Ltd has been at the forefront of Engineering in NZ for almost 60 years, providing medium to heavy machining, metalizing, and now laser cladding services. With the introduction of laser cladding to NZ, high-quality results can be achieved (compared to other coating methods, where its low heat input can give minimal dilution on substrate material), resulting in high-performance surfaces that extend operating life and the reclamation of worn components, and also enhance erosion and corrosion solutions. www.holsters.co.nz
“OUR PROACTIVE APPROACH NOT ONLY STRENGTHENS THE WORKFORCE BUT ALSO ENSURES A PIPELINE OF FORWARDTHINKING LEADERS WHO WILL SHAPE THE FUTURE OF CLEAN ENERGY SOLUTIONS”
– ALAN STEWART, CEO, MB CENTURY
“This dedication has earned us the trust of our stakeholders and shaped us into the ‘team that gets the job done’,” he smiles.
However, pono is just part of the story; the company’s belief in aroha, the art of building meaningful and empathetic relationships, is what binds it together.
With a belief that great relationships are built on understanding, acceptance, and support, MB Century embraces the uniqueness of each individual and values diversity. As such, team members, partners, and
clients are all part of the company’s whānau (family),.
Finally, kaitiakitanga embodies guardianship of the environment and reflects MB Century’s unwavering commitment to sustainability.
Through this key value, the company recognises the sacredness of the physical environment and is therefore dedicated to protecting it for future generations.
“This is why we continually innovate, ensuring that our activities have a positive impact on the land, waterways, and air,” Stewart elaborates.
Holster Engineering Co (2003) Ltd has a long and established history with MB Century and its customers, ensuring quality and completion times are maintained during many hydro and geothermal station overhauls.
Through collaboration with its business partners, MB Century holds itself accountable to the land and the communities it serves, and as it looks to the future, it remains grounded in these core values.
“We will continue to push
forwards with integrity, empathy, and responsibility, striving to be the company that not only meets the needs of today but builds a better tomorrow.
“Our success is not measured solely by the projects we complete, but the
trust we cultivate, fostering strong relationships, and our contribution to a sustainable future,” he shares.
ENABLING A SUCCESSFUL FUTURE
MB Century is a professional development partner (PDP) of Engineering New Zealand (EngNZ), the nation’s professional engineering body that administers the necessary integrity and qualifications of the country’s engineers.
“The purpose of the PDP programme is to provide engineering graduates with an exciting opportunity to experience a variety of fields within their engineering discipline and the wider company,” Stewart explains.
Those who graduate from the programme gain a broad knowledge of the business and the services MB
ROXBURGH HYDRO POWER STATION TURBINE REHABILITATION PROJECT
MB Century is delivering the on-site execution for Contact Energy’s Roxburgh Hydro Power Station Turbine Rehabilitation Project—a landmark upgrade that modernises one of New Zealand’s oldest and most iconic hydroelectric stations. Originally commissioned in 1956, the Roxburgh turbines are undergoing a comprehensive overhaul to increase generation efficiency and extend the lifespan of the assets for decades to come. The project, delivered in partnership with Voith Hydro, a world reconginsed international OEM, will see four generating units fully refurbished over a two-year programme.
At the core of the upgrade are new turbine runners, distributors, and associated components supplied by Voith Hydro. These critical parts will replace the aging original equipment, significantly improving hydraulic performance and enabling the generation of additional gigawatt-hours annually. MB Century’s role focuses on the precision disassembly, inspection, and reassembly of each unit—work that requires extensive technical expertise.
What sets this project apart is not just the scale of its engineering ambition, but the strength and capability of the team behind it. MB Century has assembled a diverse and experienced crew that blends long-standing internal expertise with a skilled local workforce. This approach reflects MB Century’s broader strategy to build and embed capability in the South Island.
As the Roxburgh turbines move into a new era of performance, MB Century continues to demonstrate its ability to deliver complex, high-value engineering projects with precision, care, and strategic foresight. This project is a clear example of our commitment to excellence in hydro services, regional skill and people development, and collaborative delivery—hallmarks of our approach across New Zealand’s energy sector.
Century offers through foundational training.
As such, the company believes in the importance of supporting its people through ongoing skills development to ensure that, as a business, it is kept up to date with industry trends and is able to provide an engaging, supportive, and attractive workplace for its team.
Moreover, as the global energy sector continues to shift towards sustainability, MB Century remains deeply committed to attracting and educating the next generation of professionals and experts in the renewable energy field.
Through strategic partnerships and hands-on training programmes, it is empowering new talent with the technical knowledge and practical expertise required to meet the
growing demands of the global renewable energy sector.
“Our proactive approach not only strengthens the workforce but also ensures a pipeline of forward-thinking leaders who will shape the future of clean energy solutions,” he details.
This focus on talent development is a key part of the company’s broader vision to support the energy transition whilst contributing to local communities and international sustainability goals.
Elsewhere, MB Century is dedicated to helping clients achieve their renewable energy generation goals by providing tailored, innovative solutions that align with the growing demand for clean, sustainable power.
“We are keen to continue to deliver high-quality work and best-in-class industry solutions,” Stewart surmises.
By leveraging its technical capabilities and industry expertise, the company will continue to support and enable the international market to navigate the complexities of renewable power generation, reduce its carbon footprint, and contribute to a cleaner, more resilient energy future.
“This commitment to supporting clients underscores our role as a trusted partner in the global transition to renewable energy,” he concludes passionately.
Tel: +64 7 376 0422
info-NZ@mbcentury.com mbcentury.com
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As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
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Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Mining Outlook continues to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
EXPLORING COPPER
Committed to Mongolia’s vast mining potential, international porphyry copper-gold mines in the Cole, Chief Development Officer, and Colin
Writer: Lauren Kania | Project
FRONTIER
A GREAT FRONTIER
potential, Xanadu Mines discovers and defines the country and the surrounding region. Spencer Moorhead, Managing Director, tell us more Project Manager: Eddie Clinton
Committed to Mongolia and its vast potential as one of the last remaining great copper landmarks, Xanadu Mines (Xanadu) is an exploration company that discovers and defines globally significant porphyry copper-gold deposits.
As an Australian Securities Exchange (ASX) and Toronto Stock Exchange (TSX)-listed operation, Xanadu provides investors exposure to globally significant, large-scale copper-gold discoveries and low-cost inventory growth.
Equally, it remains one of the few junior explorers to jointly control a globally significant mineral deposit with its 50-50 joint venture (JV) partner, Zijin Mining Group (Zijin).
“We see Mongolia as our key advantage – underexplored, flat, a great mining culture, a well-educated population, a location just north of China, and a government that invests in mining infrastructure,” introduces Spencer Cole, Chief Development Officer.
Xanadu is led by an expert team of exploration and mining professionals with a track record of discovery and
company is progressing each project in its portfolio to create value for shareholders.
The company boasts well-trained Mongolian geology and operations teams with vast experience running large exploration programmes and no expatriate (expat) presence on site or in country.
Currently, the industry is facing new and rapidly emerging technological advancements whilst navigating a turbulent geopolitical world.
“The nature of the mining industry has always been closely associated with geopolitics and movements in the global economy. Who we work with and what we focus on moves with both these factors,” details Cole.
This is directly illustrated through new trends such as nickel, lithium,
APAC
OUTLOOK: WHAT, FOR YOU, DIFFERENTIATES XANADU FROM THE COMPETITION?
Spencer Cole, Chief Development
“Our differentiators are our position, experience, and network in Mongolia – an underexplored jurisdiction with significant opportunity and a much lower drilling cost than most other
Colin Moorhead, Managing “Xanadu’s joint control of Kharmagtai with a pre-feasibility study of high-level international standard makes us stand out.
“Our board and executive team have broader and deeper experience than most exploration juniors and are specifically assembled to move Kharmagtai up the value curve to commercialisation.”
copper, and gold alongside recent events in countries such as Russia and China.
Equally, there is much focus on human impact on the planet and how companies can reduce their environmental footprint and resource consumption.
“Mining is ultimately the solution rather than the problem,” insights Colin Moorhead, Managing Director.
“Solar arrays, wind farms, electric cars, and smart grids all depend on effective output from the mining industry. Communicating that effectively is a challenge for the industry.”
THE FIVE VALUES OF SUCCESS
After graduating with a mechanical and materials engineering degree, Cole began his career as an aerospace material and process engineer in California, eventually moving to ExxonMobil.
It wasn’t until a trip to Australia that he began thinking about transitioning to the mining industry.
After working in myriad commercial and project roles in the booming sector, he received an invitation to join Xanadu in 2020.
Colin Moorhead, Managing Director
Spencer Cole, Chief Development Officer
“My purpose was to help move the company and its flagship project from an exploration play up the value curve to commercialisation,” he expands.
Conversely, Moorhead has been in the mining industry since the get-go, having trained as a geologist and worked in operations, resource development, and discovery exploration.
With a team that discovered the Ridgeway Mine at Cadia Valley and the Cracow Mine in Queensland, Moorhead has enjoyed a long and successful career in mining, culminating in his position as Managing Director of Xanadu.
Both Cole and Moorhead have brought their expertise to the company, working to leverage the experience and relationships developed over their careers to deliver low-cost and effective discovery and resource growth.
Equally, to continue its growth and reputation for success, Xanadu adheres to five key values – sustainability, integrity and honesty, scientific basis, disciplined capital management, and culture and performance.
On the former, Cole notes that Xanadu is a good corporate citizen and neighbour to its partners in Mongolia.
“We operate and explore in a way that keeps our team safe, cares for the environment, and supports the communities where we operate,” he dictates.
Regarding integrity and honesty, the company goes out of its way to comply with all standards and requirements alongside operating to the highest levels of safety, sustainability, and disclosure.
To ensure a scientific basis, Xanadu uses modern techniques and best practices for exploration and project development.
“We aim to fail fast. If results and science fail to back a project to deliver our objectives, we move on to the next,” insights Moorhead.
“WE LEAD BY EXAMPLE, SUPPORT EACH OTHER TO ACT WITH INTEGRITY AND ACCOUNTABILITY, AND CONSISTENTLY LIVE OUT OUR VALUES EVERY DAY”
– COLIN MOORHEAD,
MANAGING
DIRECTOR, XANADU MINES
The management team treats shareholder money like their own to ensure disciplined capital management. Equally, the company behaves as owners and emphasises long-term value creation over short-term gains. Finally, in terms of culture and performance, Xanadu promotes technical excellence and innovation, aiming to attract and retain the best people.
“We lead by example, support each other to act with integrity and accountability, and consistently live out our values,” dictates Moorhead.
A REPUTATION FOR EXPERTISE
Xanadu’s most substantial endeavour to date is the Kharmagtai copper-gold project located in Omnogovi Province, approximately 420 kilometres (km) southeast of Ulaanbaatar.
XANADU’S STRATEGIC ADVANTAGE
The company’s position in Mongolia provides numerous strategic advantages, including:
SCALE OF DEPOSITS – Multiple globally significant discoveries are still underexplored.
LOCATION – On the doorstep of China, which is a key global copper consumer, Mongolia has lots of land and a sparse population.
INFRASTRUCTURE – Mongolia has established grid power, road, rail, and water infrastructure that enables short production times and low capital development intensity.
MINING CULTURE – Mining represents 21 percent of the country’s GDP and 85 percent of exports. There are approximately 40,000 Mongolian mining professionals in the workforce.
STABLE AND DEMOCRATIC – Mongolia has a 30-year history of democratic elections and a 98 percent literacy rate.
As an estimated 2.2 billion tonne (t) resource containing 4.7 metric tonnes (Mt) of copper and 11 million ounces (Moz) of gold, the project has been granted a 30-year mining licence and is now certified as a registered water resource, signifying its importance.
“Scale and mine life are globally meaningful. The project will likely extend to become an underground block cave mine,” details Cole.
The role of core scanning in reducing risk and time moving through pre-feasibility:
A Case Study from Xanadu Mines.
Introduction: Xanadu Mines utilised Geotek Ltd’s BoxScan automated core scanner combined with machine learning to help shorten the timeframe and reduce risk during the Kharmagti project pre-feasability study (PFS).
Context: Xanadu Mines delivered the 18-month PFS for the Kharmagtai project in October 2024, confirming its potential as being a globally significant, long-life, low-cost and low-risk copper-gold mine. The study projects annual production of 60-80 ktpa Cu and 165-170 kozpa Au over a nearly 30-year mine life1.
BoxScan was used to generate a robust, objective, consistent and reliable dataset used as the foundation for machine learning modelling and decision making, helping to accelerate the PFS timeline whilst maintaining a high level of confidence.
Technique: Two BoxScan multi-sensor core logging systems were deployed on site and scanned around 150km of core from the Kharmagtai project. Machine learning was applied for lithology and texture classification and sulphide classification. Here, machine learning models were trained on a comprehensive range of analytical techniques made possible using the BoxScan, including digital imagery, mineralogy (VNIR-SWIR hyperspectral) and physical fracture properties derived from laser profiler analysis. One machine learning model was developed for prediction of disseminated versus vein sulphide observed downcore, which helps to constrain metallurgical performance, including target grind size and acid
forming characteristics for geometallurgical and PAF/NAF modelling (Fig. 2).
1Xanadu Mines Pre-Feasibility Study - Kharmagtai Copper-Gold Project. October 2024. https://www.xanadumines.com/kharmagtai/pre-feasibility-study
On BoxScan, Xanadu says “[BoxScan] adds only 10-15 USD per m to XAM drill costs with only two geologists logging per 12 hour rosta compared with eight geologists to log and eight field technicians to move core to relog the core by hand.”
Technology: The BoxScan system from Geotek Ltd is an automated core logging system with multiple sensor options for geochemical, physical and mineralogical properties to be measured. Data includes pointchemistry, digital core images (wet and/or dry), VNIR and SWIR hyperspectral mineralogy, magnetic susceptibility, RQD and fracture identification, with onboard core curation including location and depth metadata. A range of machine learning models can be applied to augment this data prior to exporting to a wide range of modelling packages.
Fig 2. Discrimination of disseminated vs veined sulphides (left), vein size (centre) and NAF model (right).
Fig 1. The Lassonde Curve demonstrates where an enhanced understanding of core can minimise risk and time.
Size of vein
Ratio of Disseminated Sulphide vs Vein (blue=more vein)
The Kharmagtai deposit remains open at depth, demonstrating increasing grade as it goes further down and indicating vast potential for a significant underground discovery.
In 2023, Xanadu joined a 50-50 JV with Zijin for the project’s progression, highlighting that the deposit is one major companies are interested in.
“Kharmagtai is too big for us to build on our own, which is why we brought in Zijin. This gave legitimacy to the project, funding for the next stage, and clarity that there was sufficient financial heft to develop it into a fruitful success,” notes Moorhead.
Equally, whilst many new projects are taking longer to come online due to being deeper, harder to mine, and
burdened with environmental, social, and governance (ESG) barriers, Kharmagtai is a conventional truck and shovel mine with an outcropping orebody which has the capacity to be up and running within the next three years due to available infrastructure, government support, flat ground, and its proximity to the Chinese border.
The project will be the third
“WE OPERATE AND EXPLORE IN A WAY THAT KEEPS OUR TEAM SAFE, CARES FOR THE ENVIRONMENT, AND SUPPORTS THE COMMUNITIES WHERE WE OPERATE”
– SPENCER COLE, CHIEF DEVELOPMENT OFFICER, XANADU MINES
global-scale copper mine in the country and the second established by foreign direct investment (FDI) – something the Mongolian government is directly supporting.
“The DNA of the company is to explore, discover, develop, and move projects on to deliver a liquidity event for our shareholders and then do it all again,” explains Moorhead.
XANADU
DISCOVERING A BRIGHT FUTURE
As Xanadu continues to look towards a successful future of exploration and discovery, it is highlighting its sustainability efforts and support for local communities.
The company endeavours
to commit to safe and healthy operations, minimise its environmental footprint, develop and maintain strong relationships with communities and government, and act transparently and ethically.
“One of our key initiatives is a school refurbishment programme
in regional communities near our operations,” discloses Cole.
“This has been highly successful and is currently being expanded.”
Alongside its school refurbishment programme, Xanadu supports local communities through hospital upgrades, education initiatives to
send local students to university, and various health programmes.
It also pays for groundwater wells and training for well monitoring and water quality analysis, provides animal feed during cold winters, and takes part in cultural events and celebrations.
In addition to its sustainability endeavours and community support, the company’s key priorities for the upcoming year include the continual progression of Kharmagtai alongside its Red Mountain and Sant Tolgoi projects.
Ultimately, as Xanadu works towards further triumph and expansion in the mining industry,
it is continuing to emphasise the qualities that make it truly unique.
By creating value for shareholders through giving exposure to largescale copper-gold discoveries in Mongolia, creating liquidity events at peak points in the mining life cycle, and progressing projects from discovery to pre-feasibility, Xanadu is positioned for continued growth and success well into the future.
“We will also continue to evaluate new base metals and copper-gold project opportunities in Mongolia and the surrounding region and process new project acquisitions at the appropriate time,” Cole concludes.
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
WHAT IS YOUR FAVOURITE THING ABOUT YOUR WORKPLACE AND WHY?
Larry Andagali
Managing Director, TWL Group
“Reflecting on my journey from England to Papua New Guinea, I feel fortunate to be part of TWL Group. Over the past 15 years, I have seen our Board of Directors evolve from a casual group into a professional team.
“Our company structure aligns with our cultural setting, allowing tribal leaders to collaborate effectively. The Board of Directors represents various clans, ensuring fair distribution of profits and maintaining harmony amongst different groups.”
Mesake Nawari CEO, Fiji Airports
“As the CEO of Fiji Airports, one of my favourite things about my workplace is the opportunity to foster meaningful connections between cultures and people from all around the world and create a memorable experience for everyone as soon as they arrive on our shores.
“Fiji is a hub for tourism, and our airports play a crucial role in creating positive first and last impressions for our visitors. It’s incredibly rewarding to see the impact we have on the travel experience, from ensuring safety and efficiency to offering a warm Fijian Bula and Sota Tale. It’s also inspiring to work with such a motivated group of people who are committed to making Fiji Airports a key part of the country’s growth and success.”
Joshua de Souza
Director of Project Management and Consultancy, Knight Frank Malaysia
“The best thing about working at Knight Frank Malaysia is the people and culture. It’s a place where teamwork, innovation, and professional growth are genuinely valued. The collaborative environment makes every challenge an opportunity, and that’s what makes coming to work exciting every day.”
Matt Lane
COO, Unita
“The people, no question. The best businesses aren’t built on strategy alone – they are built on trust, passion, and a team that is willing to go all in. At Unita, we share a vision, push boundaries, and create spaces that make a real impact. That’s what makes it exciting every day.”
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