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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 76th edition of APAC Outlook magazine.
We revisit Swick Mining Services (Swick), a leading provider of drilling services across a wide spectrum of commodities.
It was a record-breaking FY25 for this issue’s cover star, which included the reinforcement of Swick’s gold-focused operations and advancement of its technology portfolio with investment in DeepEX rigs.
“DeepEX enhances stope management, supports backfill planning, and improves safety through better void visualisation,” elaborates Robert Burnett, Business Development Manager, who we last spoke to in June 2023.
Burnett is joined on this occasion by General Manager, Nick Rossides, and Operations Manager, Chris Loo, to reflect on the company’s growth story over the past two years.
From Loo, we head to Wee Siew Kim, Director, Representative Executive Officer, and co-President of Nippon Paint Holdings Co., Ltd and Group CEO of NIPSEA Group.
We apply a fresh coat and delve deeper into the success of Nippon Paint, which is now proudly recognised as the largest paint brand in Asia Pacific.
“Our product offerings are as diverse as the markets we serve. From decorative paints that brighten homes and businesses to automotive coatings that enhance the appearance of vehicles, we provide high-quality solutions that meet a wide range of needs,” Wee prides.
Committed to delivering innovative and sustainable engineering solutions, meanwhile, is award-winning structural and façade engineering firm Eckersley O’Callaghan (EOC).
EOC is unique as it specialises in both structures and façades, which shines through in architectural projects where both are integrated.
“Our dual expertise not only keeps material costs down for the client but contributes to the overall sustainability of each project. We’re focused on creating value from efficiency,” Yanchee Lau, Director – Hong Kong, points out.
“We often say that the simplicity of the outcomes belies the complexity of the engineering behind it.”
This issue also paints a picture of CBM Pte Ltd, Tranzit Group, and Osmoflo, amongst many other colourful corporate stories.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
FEATURES
MINING
40 Swick Mining Services
Sound of the Underground
The leader in mineral drilling
62 REMA TIP TOP
REMA TIP
TOP Leads the Industry in Mining Excellence
A mining leader with a century of expertise
MANUFACTURING
72 Nippon Paint
Painting a New Legacy
Applying a fresh coat
82 Hong Kong Aero Engine Services Limited
A Critical Node in Global Aviation World-class
92 Lumut Naval Shipyard
Vanguard of Malaysian Maritime Defence
A deep-rooted commitment to national security
CONSTRUCTION
100 Eckersley O’Callaghan
Where Form and Function Combine Truly integrating engineering and architecture
112 CBM
Frontrunners in Singaporean Facilities Management
Adopting a sustainable, innovative, and customer-centric approach
126 Worley New Zealand
Engineering for Tomorrow, Delivering Today
Shaping the future of New Zealand’s infrastructure
SUPPLY CHAIN
136 Tranzit Group
The Road to a Century of Success
Promoting a journey of sustainable growth
ENERGY & UTILITIES
144 Osmoflo
A Circular Future for Water
Preserving the world’s most precious resource
OIL & GAS
156 McFall Fuel
Multidimensional Transformation
From fuel supplier to energy partner
164 Central Petroleum
At the Centre of Gas Supply
Reliable gas supply for Australian users
HEALTHCARE
172 Institute of Mental Health
Loving Hearts, Beautiful Minds
An ecosystem of support in Singapore centred around a holistic approach
A new era of connectivity in Fiji and the Pacific region
TIME’S UP ON DATA DRAMA
INDONESIA HAS REINSTATED TikTok’s local operating license after lifting a suspension imposed due to the social media company’s failure to provide requested data linked to nationwide protests.
Home to over 100 million users of the app, Indonesia represents a
RURAL ROBOTS SHOULDER THE LOAD
HYUNDAI MOTOR COMPANY (Hyundai) and Kia Corporation (Kia) are collaborating with South Korea’s Rural Development Administration (RDA) to transform agricultural practices by expanding the use of the X-ble Shoulder – a wearable robot designed to assist workers with overhead tasks.
major market for TikTok, with the ban raising concerns about free speech under President Prabowo Subianto’s administration.
A government official stated that the requested data is necessary to trace accounts associated with online gambling that attempted to monetize the platform’s live stream feature during the anti-government rallies earlier this year.
The protests sought to address issues such as rising living costs, lawmakers’ privileges, and police brutality.
DIGGING DEEP
AUSTRALIA’S ALBANESE AND Crisafulli governments have announced an AUD$600 million bailout over three years for Glencore’s Mount Isa copper smelter and adjoining Townsville refinery.
This decision comes as Western nations seek to strengthen their critical mineral supply chain, driven by concerns over their reliance on China.
The company reported a 14 percent decline in its half-year profit, which fell to AUD$5.43 billion. The rescue package, which is jointly funded by the federal and Queensland state governments, underscores the growing urgency to secure access to minerals vital for the energy transition and defence.
Australian smelters are currently facing challenges due to extremely low fees amidst overcapacity in China, along with high power and labour costs.
The goal of this partnership is to implement the technology across farming sites in South Korea to reduce the strain on workers’ shoulder joints.
This initiative aims to enhance the health and safety of farmers whilst also improving operational efficiency in agriculture.
Since its launch last November, Hyundai and Kia have been investigating the application of X-ble Shoulder across various industries.
FORMULA FUN TAKES FLIGHT
THE SINGAPORE GRAND PRIX provides a significant boost to businesses near the Marina Bay Street Circuit track. However, data indicates that travellers across the Asia Pacific (APAC) region are also spending significantly before and after the three-day Formula 1 (F1) race.
BETTING WITH CARE, NOT CHIPS
MACAU – WHICH SURPASSED Las Vegas nearly 20 years ago as a global gambling hub – is now positioning itself as the world’s centre for healthcare tourism.
A resort hospital recently opened in the Chinese region offering luxury medical services including health screenings, advanced scans, and cosmetic procedures.
Officials are working to shift Macau’s economy away from gambling and towards other industries such as healthcare, technology, and events.
Asia has emerged as a significant
Popular destinations in the APAC region for visitors from the US, Europe, and Australia include Japan, Thailand, and Indonesia, respectively, whilst other travellers are heading to countries such as China, India, South Korea, the Maldives, and Fiji.
Flight bookings analysed by the marketing platform Sojern reveal that other F1 events have also generated tourism revenue beyond the host city.
ENVIRONMENT AS MONGOLIA PREPARES to launch its first sovereign wealth fund, the vast yet sparsely populated East Asian country is planning to establish data centres powered by renewable energy.
player in the medical tourism sector, with affluent patients also travelling to South Korea for cosmetic surgeries and Singapore for advanced medical treatments.
As such, the industry is expected to experience substantial growth over the next decade.
The Chinggis Khaan Sovereign Wealth Fund currently holds assets worth USD$1.4 billion and aims to invest its mineral wealth in social welfare, infrastructure, and the development of large-scale renewable energy power grids and projects to enhance green energy exports.
Historically dependent on mining, the Mongolian government has committed to increasing the country’s renewable energy capacity – particularly wind and solar power –to 30 percent by 2030.
SUPPLY CHAIN
CONQUERING RENEWABLES NAVIGATING TRADE TENSIONS
BANGLADESH HAS APPROVED the import of US wheat under a government-to-government agreement aimed at alleviating trade tensions that arose from import tariffs imposed by the Trump administration.
A total of 220,000 tonnes (t) of wheat, priced at USD$308 per t, will be supplied through Agrocorp International, a trading company based in Singapore and authorised by U.S. Wheat Associates (USW).
The South Asian nation currently relies heavily on lower-cost wheat from the Black Sea region. Additionally, it imports smaller quantities of higher-grade grain from the US and Canada for blending and quality enhancement.
Designing Asia Pacific’s Novel Food Revolution
The production and consumption of synthetic food and lab-grown is increasing at a rapid pace across Asia Pacific. Patrick Niall, Global Creative Director at forpeople, explores how novel foods are changing the region’s food and beverage tradition
Writer: Patrick Niall, Global Creative Director, forpeople
Tomorrow’s dinner might be just as likely to come from a lab as from a farm field. Across the Asia Pacific (APAC) region, we are seeing lab-grown meat and fermentationderived dairy gain momentum as viable foods on our plates.
The promise behind novel foods is, of course, enormous: the sector will enable a major reduction in greenhouse gas (GHG) emissions, improve health and food security, and
ultimately reduce land and water use.
Yet turning that tantalising promise into a mealtime staple is not just a technological difficulty, but a cultural and branding challenge.
How can we make a steak born in a lab feel as loved as a classic local dish?
The answer, I believe, lies in blending those marvels of technological innovation with thoughtful, humancentric design and storytelling to act as a bridge of understanding
and emotional connection between cutting-edge science and the everyday family dinner table.
A NEW DAWN FOR FUTURE FOODS
APAC is becoming the driving force of the global food revolution. Home to over half the world’s population and some of the fastest-growing economies, the region’s influence on food trends is deeply historic and immense.
APAC is therefore culturally, geographically, and nutritionally diverse, with varying dietary expectations. Each country in the region also provides unique challenges and opportunities in food innovation.
For example, Australia’s ecology
suffers from cattle ranching, whilst Singapore has little arable land and is heavily reliant on both food imports and technological innovation to thrive.
As such, investment in alternative proteins in these areas has skyrocketed in recent years. Singapore made history by greenlighting a lab-grown chicken nugget (produced by US-based Eat Just’s GOOD Meat division) in a local restaurant. Australia, meanwhile, became one of the first countries to approve a cultivated meat product in the form of a cell-cultured quail developed by Sydney start-up Vow.
For APAC, food innovation isn’t just a trend, it’s a strategic need. With the growth of the middle classes, the region faces surging protein demand,
all whilst balancing climate and food security concerns.
Alternative proteins therefore offer a solution, and APAC governments and corporations are racing to not fall behind. China’s leadership, for instance, has placed cultivated meat and fermentation-based protein into its national policy plans.
South Korea, meanwhile, is investing heavily in infrastructure, building a government-backed cell culture FoodTech centre to accelerate scale-up, and laying the regulatory groundwork.
OVERCOMING THE CULTURAL CHALLENGE
The region’s rich food culture and history mean that, to succeed, any new products must win hearts and stomachs.
It is worth remembering that food across the region is not just sustenance; it is deeply entwined with heritage, symbolism, and ritual. From the dumplings eaten at Lunar New Year to signify reunion and prosperity, to Japanese osechi ryōri dishes marking good fortune, or mooncakes that celebrate unity and remembrance, meanings are, literally, baked into every bite.
Consumers won’t embrace high-tech cuisine if it feels alien, non-appreciative of history, or tastes inferior. Solving the technical side – better recipes and more efficient production – is part of it, but equally it is about how we position and present these foods.
This is where understanding local tastes and traditions is crucial, from sweeter cheeses to more flavoursome meats.
DESIGN IS THE SECRET INGREDIENT FOR ACCEPTANCE
To bridge the gap between cuttingedge science and age-old food traditions, design and branding are a powerful secret ingredient: our
emotional connection to food is based not just on what is on the plate but the memories and histories which are baked in over thousands of years of food culture.
Leading start-ups and their creative partners are paying close attention to everything from product naming to packaging, visuals, and the narratives around these foods. We need to tell the story of lab-grown products through the language of appetite, history, and emotion.
In practice, this means rebranding the very concept of synthetic food to be appetising. Even the terminology is carefully chosen – advocates avoid the term ‘lab-grown’ in favour of ‘cultivated’ meat, which consumers find more appealing.
The APAC region is so linguistically diverse, that getting that terminology correct will involve skilfully navigating almost 3,000 languages.
Packaging provides one of the richest formats to tell these stories, enabling brands to normalise a new era of food products, whether that is leaning into heritage and continuity with the food codes people feel comfortable with, or redefining what audiences expect through bold and unconventional expressions.
There’s no one-size-fits-all creative strategy – the key to success is understanding and appreciating local cultural nuances from the laid-back traditionalism of Beijing, China to the avant garde sci-fi culture of Seoul, South Korea – it’s about a balance of reassurance and inspiration.
One recent example of this fusion of craft, culture, and science is the collaboration between UK-based Hoxton Farms and Japan’s Mitsui Chemicals, which is looking at how cultivated fat – designed in London – can bring new authenticity to traditional Japanese dishes. The partnership shows how texture and mouthfeel are as important as taste, especially in a cuisine that prizes subtlety and balance.
Ultimately, design is doing the crucial work of normalisation and aspiration. By making the unfamiliar look and feel comfortably familiar, design turns novel proteins from an abstract concept into a tangible dinner option one can imagine serving to family or customers.
It’s a holistic effort, including branding, messaging, and culinary design, all aimed at one goal: making the sustainable choice the desirable choice.
OPPORTUNITIES AND OUTLOOK
For APAC’s business leaders, the rise of synthetic food is, on the one hand, a disruption, but also a USD$5 trillion opportunity to rebuild an out-of-date and broken food system.
Traditional food producers may face an inevitable ‘innovate or lose’ moment as challenger brands capture consumers’ imagination with bold stories around flavour, culture, and sustainability. However, larger forward-thinking companies can ride this wave and even shape it, partnering with early leaders in the US, Europe, and APAC’s own vibrant startup ecosystem.
Crucially, APAC’s C-suite executives should recognise that succeeding in this sector requires a blend of science
and brand knowledge, using great products and crafting a narrative that resonates with cultural and consumer values and tastes.
For example, China’s electric vehicle (EV) revolution has written the rulebook for future food adoption. A combination of imagination, experience, design, cooperation, and incentives has accelerated adoption and powered the country to be a world leader in a new industry.
An optimistic outlook is warranted. As challenges like cost and scale are gradually solved, alternative proteins will take a larger bite of the multibillion-dollar APAC protein market.
The sustainability pressures – from climate change to supply chain vulnerabilities – aren’t going away, and governments in the region are signalling that novel foods will be part of the solution. In short, synthetic food in APAC is moving from novelty to necessity.
THE ROAD AHEAD
The coming years will be pivotal in determining how deeply these novel foods root themselves in APAC’s food systems and cultures.
There is a sense of urgency, with food security to climate experts noting we have only a few years to make major emissions cuts;
transforming how we produce food is one of the most impactful levers we have to support both these goals.
APAC, as both a huge consumer base and a powerful innovation hub, will be at the centre of this transformation. Policymakers, scientists, entrepreneurs, and designers are all collectively working towards turning futuristic foods into everyday fare.
If they succeed, the payoff is game-changing: a more secure food supply for the globe, new industries and jobs, a far gentler footprint on our planet, and even increased health and enjoyment of foods.
Future generations might well look back and see that changing the world’s diet wasn’t about convincing people to give up what they love – it was about reimagining those very foods in smarter, more sustainable, and irresistible ways.
ABOUT THE EXPERT
Patrick Niall, Global Creative Director at forpeople, is a world expert in novel foods strategy, branding, and marketing.
As a creative studio, forpeople works with the start-ups shaping the future of food as well as the global icons who are scaling it.
Beyond food, forpeople partner with companies across automotive, hospitality, tech, and product to make the future more human.
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REINVENTING COOLING
Positioned as the world’s cooling partner, BAC manufactures leading sustainable cooling technology for a growing international customer base. Ted Lim, Global Vice President and Head of APAC, elaborates
Writer: Lucy Pilgrim
The cooling technology sector has significantly evolved in the past 100 years, particularly with the rise of industrialisation and the need for applications that require more efficient heat rejection coinciding with increasing energy and water constraints caused by global warming.
PIONEERING SPIRIT
“For instance, growing urbanisation in recent years means more households are living in denser communities that naturally require more air conditioning (AC). As a result, small, discrete pockets of cooling technology evolve into centralised cooling systems, which require more cooling technology but use less energy per unit,” opens Ted Lim, Global Vice President and Head of APAC at BAC, an industry leader in sustainable cooling technology.
On top of this, growing digitalisation, such as the rise of the Internet of Things (IoT) and artificial intelligence (AI), has resulted in the need for more and faster data management across centralised data centres, which often have significant heat rejection requirements.
At the forefront of meeting such demands, BAC has grown over the last 85 years to offer state-of-the-art cooling technologies for comfort, process, and industrial applications. This mission has remained steadfast since the company’s founding in 1938 by John Engalitcheff Junior, who, after migrating to the US, started BAC on the pretext of having an efficient way of cooling, resulting in the invention of the patented AC coil.
The business has since evolved to produce many cooling solutions for customers around the world in sectors including heating, ventilation, and air conditioning (HVAC), refrigeration, power and process, manufacturing, data centres, hydrogen production, and many more.
“Our cooling technologies are designed for maximum efficiency with minimal environmental impact. As the world’s cooling partner, we serve our customers and community with sustainable cooling, today and in the future,” Lim prides.
PASSION FOR INNOVATION
BAC’s success revolves around development, manufacturing, and the sale of cooling equipment.
In recent decades, with the growing consequences of heat rejection alongside energy and water constraints, the company has reinvented cooling in such a way to develop a range of innovative energy and water efficient products.
Namely, BAC’s extensive portfolio includes hybrid cooling systems, open and closed-circuit cooling towers, evaporative condensers, adiabatic and dry coolers, ice thermal storage systems, immersion cooling tanks, and aftermarket parts and services.
“These solutions are designed to optimise energy efficiency, water conservation, and system performance,” Lim expands.
A ROBUST SUPPLY CHAIN
For BAC, efficient supply chain management operations are just as important as manufacturing.
Indeed, efficient transfer of the company’s raw material supply to its manufacturing facilities, as well as the movement of finished products to customers, are of the utmost importance.
As such, BAC adopts a robust supply chain management strategy that ensures both international and local suppliers are in place for every manufacturing component, guaranteeing product consistency across the world.
“Global customers expect the same products from BAC wherever they are, and we pride ourselves on being able to provide a similar range of products across the globe,” Lim reflects.
“As much as we are international, we want to partner with like-minded global suppliers who are able to provide products with consistent quality and in the most efficient way.
“That said, we also collaborate with local suppliers to allow us to be even more nimble and a responsible local corporate citizen.”
The company’s evaporative cooling systems in particular utilise 100 percent water generation and hybrid, adiabatic cooling products which balance the availability of water and energy, demonstrating BAC’s commitment to sustainable cooling technology.
“These hybrid products are able to cool systems with a limited amount of water whilst certainly reducing the power needs of traditional air coolers,” Lim highlights.
The company also makes a point to deliver upon the individual needs of each customer, no matter their location.
“Our cooling technologies are designed for maximum efficiency with minimal environmental impact. As the world’s cooling partner, we serve our customers and community with sustainable cooling, today and in the future”
– TED LIM, GLOBAL VICE PRESIDENT AND HEAD OF APAC, BAC
“We gather all our customers’ voices and review them in very regular cadence with the aim of providing the most up-to-date sustainable products,” he explains.
BAC has additionally introduced an initiative to achieve more than
a 20 percent vitality index – a measurement of the number of sales contributions made by new products versus total sales per year.
“This initiative was introduced not for the sake of development but more as a motivation for BAC to stay ahead
of the game of being sustainable and more relevant to the constantly evolving industry.”
THE WORLD’S COOLING PARTNER
BAC is also distinguished by its vast global presence as the company is established in every continent and over 190 countries.
Indeed, BAC has 10 factories spanning the Americas, Europe, Africa, and APAC, supported by approximately 3,000 employees who achieved USD$1 billion worth of sales last year.
Possessing manufacturing facilities in each region enable the company to remain close to the marketplace.
For instance, BAC has two manufacturing facilities in the APAC region in order to serve the needs of both Asia and the Pacific. Meanwhile, the company’s facility in Dalian, China serves the country’s substantial market needs, as well as North and Southeast Asia.
“We have huge success in China thanks to our proximity to our customers there. However, with our business in Southeast Asia growing
“BAC thrives on the pretext of upholding our key values of being courageous, embracing responsibilities, earning trust from all stakeholders, and most importantly, being innovative in all we do!”
– TED LIM, GLOBAL VICE PRESIDENT AND HEAD OF APAC, BAC
in the last two decades, which has so far been served by our plant in China, there is a pressing need for the availability of our products in this area,” Lim reports.
As such, BAC has recently made the decision to construct an additional
manufacturing facility in Southeast Asia – slated for completion in 2027 –which will ultimately facilitate shorter lead times for customers.
TRUE SUSTAINABILITY
With the ongoing vision to reinvent
cooling to sustain the world, BAC maintains its committed participation in Scope 3 environmental, social, and governance (ESG) activities, with the overarching aim to be proactive in the global decarbonisation process.
“We have engaged the ESG community and experts in recent years to support us in scoping our opportunities, where we focus first on our production line with the stringent objective to reduce carbon emissions during the manufacturing process,” Lim explains.
In fact, the company has been
able to hit its annual carbon dioxide emission objectives for all its 10 manufacturing facilities by switching to alternative energy, alongside a major investment in solar panels for all its existing and future facilities.
As a result of these efforts, its latest plants are now Leadership in Energy and Environmental Design (LEED)-certified.
Going forwards, BAC strives to continue its upward trajectory in sustainable, cutting-edge manufacturing.
“Our key priorities for the coming year include investing in greater
resources to be present in more countries and high-growth industries where opportunities are abundant,” Lim concludes.
These aims will be achieved by launching numerous water and energy efficiency products, introducing faster and more efficient manufacturing processes in its plants across China and Australia, and having a greater focus on the timely construction of its latest manufacturing plant in Southeast Asia.
MANAGEMENT EXPERT DESIGN
Design management is at the core of Richard Crookes Constructions’ growth and holistic service offering. We explore why this capability is critical to delivering excellence, managing risk, and adding value across complex builds with Samantha Kuiper, General Manager of Design and Innovation
Writer: Jack Salter
Design management is not only expected by clients but also necessitated by the complexity and volume of documentation now required on projects. Without robust design documentation, builders carry increased risk – making expert design management essential.
Bridging the gap between design
and construction is therefore crucial. Samantha Kuiper, General Manager of Design and Innovation at Richard Crookes Constructions (RCC), has been instrumental in achieving this synergy.
Samantha’s career initially unfolded in the world of architecture, where her passion for design and project management flourished.
Since then, her career has been defined by a relentless pursuit of innovation and a steadfast commitment to advancing design management within the construction industry.
Samantha’s move to RCC in 2019 presented an opportunity for her to further advance design management practices.
“We are committed to design management excellence, with one of the largest in-house design management teams in Australia,” she acclaims.
DESIGN MANAGEMENT SERVICE
A consistent experience through the adoption of RCC’s tailored processes
– led by Samantha with the support of a Design Process and Compliance Lead – is critical to the company’s design management service offering and key to the procurement of quality documentation.
To address inconsistency of design management services across projects, RCC’s Design Management Standards (DMS) were produced – a comprehensive handbook covering all elements of market-leading design management.
This document is critical given the complexity and evolving standards of the construction industry in Australia, ensuring both compliance and quality construction.
The DMS guides internal stakeholders with design
management responsibility through the full project lifecycle, including planning, contracts, and processes.
A collaborative approach and problem-solving mindset are also vital to RCC’s design management, as is the ability to challenge designs to mitigate risk and optimise outcomes.
“Challenging designs and encouraging an innovative mindset that can add value to the project for both RCC and our clients is a core part of our service offering. Innovation is central to our approach, and we continue to look for opportunities,” Samantha tells us.
Moreover, RCC drives design outcomes whilst considering other elements that might impact successful project delivery such as cost, time, and compliance.
ELEVATED BY CULTURE
Fundamental to RCC’s design management service offering are a collaborative culture and respectful interactions with the company’s extended delivery team, including consultants, clients, and subcontractors.
“Our ecosystem enjoys working with us, leading to a very productive environment and high levels of repeat engagement,” Samantha notes.
The industry is also shifting, with successful outcomes achieved through support and collaboration.
“If we want to get the best out of our people and delivery partners, it’s important to build relationships and
“WITH A DIVERSE RANGE OF BACKGROUNDS, OUR IN-HOUSE EXPERTS LEVERAGE THEIR SPECIFIC EXPERTISE TO TACKLE COMPLEX DESIGN CHALLENGES ACROSS ALL DISCIPLINES”
– SAMANTHA KUIPER, GENERAL MANAGER OF DESIGN AND INNOVATION, RICHARD CROOKES CONSTRUCTIONS
respect between businesses,” she acknowledges.
At RCC, a culture of design excellence and optimisation sets the tone from project inception to completion.
“With a diverse range of backgrounds, our in-house experts leverage their specific expertise to tackle complex design challenges across all disciplines,” Samantha states.
This culture is widely recognised and respected, setting the company apart and helping it to attract and retain top talent.
Rather than outsourcing, RCC is focused on building an internal capability that futureproofs the business and enables retention due to visability of career pathways and opportunities.
STANDOUT DESIGNS
The restoration of Sirius Building (Sirius) into 75 modern apartments
in The Rocks represents significant adaptive reuse.
A story of survival and adaption, Sirius is one of many Australian buildings to benefit from being redeveloped rather than knocked down and rebuilt.
The skilful regeneration of this landmark building marks an exciting new era for Sirius, which now stands as a beacon for enduring architecture and ambitious retrofit projects in Australia.
Each apartment is a masterpiece, offering panoramic views, bespoke finishes, and an atmosphere of refined elegance.
Designed by BVN, Sirius was brought to life by the design management expertise and construction capability of RCC and demonstrates its commitment to delivering future-focused infrastructure.
The building includes a revitalised common area, which retains original
RCC –AT A GLANCE
• AUD$1.6 billion turnover
• Operational throughout New South Wales, Queensland, and the Australian Capital Territory
• 800+ employees
• 60 percent repeat clients
• 100 percent familyowned and managed
• 49 years in business
features such as timber batten walls and bison artworks.
Innovative engineering solutions preserved the historic façade at Sirius, including prefabricated steel structures and imported copper to retain the original brutalist expression.
Digital engineering, including sophisticated visualisations, building information modelling (BIM), and augmented reality, supported all stages of delivery, whilst vertical transport challenges created by the five interconnected buildings were solved by designing lift cores in the building’s ‘spine.’
Custom springs and shock absorbers were also incorporated to manage load bearing and vibration challenges related to the seven private terrace pools.
Another award-winning RCC development, Kurraba Residences (Kurraba), is located on Sydney’s Lower North Shore and has two standout design features.
“Kurraba’s façade utilises a slip brick cladding system, with corrosionresistant materials built for longevity in its harbourside setting,” Samantha insights.
“The curved sliding doors and windows are also designed to meet extremely high water penetration.”
“OUR TEAM IS ACTIVELY PUSHING THE BOUNDARIES OF FAÇADE DESIGN AND ENGINEERING”
– SAMANTHA KUIPER, GENERAL MANAGER OF DESIGN AND INNOVATION, RICHARD CROOKES CONSTRUCTIONS
RCC worked closely with consultants and subcontractor partners to ensure the suitability of all materials, systems, and finishes at Kurraba, given its close proximity to the harbour.
IN-HOUSE EXPERTISE
RCC has several in-house design experts involved in the delivery of projects like Sirius and Kurraba –including experts in façades, structure services, and digital design.
As the design space has become extremely complex, experienced and knowledgeable subject matter experts are needed to interrogate designs and come up with efficiencies and opportunities.
RCC has an all-encompassing offering in this space with experts that focus on mitigating risk and maximising value opportunities in their niche.
“A façade manager bridges technical and stakeholder needs, reinforcing the role of design management in delivering clarity, alignment, and high standards across all parties,” Samantha outlines.
“Our team is actively pushing the boundaries of façade design and engineering,” she highlights.
This adds value and bolsters RCC’s service offering by developing innovative and efficient procedures that elevate safety and quality standards, whilst minimising risk, to
meet the demands of increasingly complex buildings.
The use of digital tracking tools, meanwhile, enables real-time visibility of production and delivery and transparency around the end-to-end supply chain journey, from procurement, production, and manufacturing to delivery and installation.
ENGINEERING EXPERTISE
Structural engineering is another critical component of design management that often accounts for 20 to 40 percent of the build cost and is central to the construction timeline.
RCC’s in-house structural engineering experts ensure consistency and quality by applying best-practice solutions across projects.
Lessons learnt on one project are rapidly applied to others, helping to mitigate risks and improve design outcomes in real time.
“Due to its complexity and scale, structural engineering requires a deep understanding of both design and construction,” shares Samantha.
“RCC’s delivery capability is strengthened through expert in-house engineering oversight and continuous improvement.”
As part of skillset transfer, RCC provides hands-on mentoring to site engineers and design managers,
encouraging them to challenge assumptions and ask the right questions.
The opportunity to upskill its workforce ensures everyone can review documents and mitigate risk whilst developing their expertise.
This grows the company’s capability and futureproofs RCC by transferring skills from the older generation, who have the building experience, to the younger, techsavvy generation.
“RCC’s design management specialists play a key role upskilling the next generation – ensuring technical literacy is paired with deep construction understanding,” Samantha emphasises.
EVOLVING SPACE
RCC sees the design management space evolving with the greater integration of technology and artificial intelligence (AI) into design processes.
There is unprecedented opportunity to create more efficiency and certainty as teams leverage technology to obtain higher quality documentation.
“I expect data will support faster, more accurate decision-making that is based on evidence. As a result of extensive data collation, RCC will be better equipped to assess the best design decisions with a higher level of
certainty,” Samantha closes.
Industry readiness with technology is one of two challenges the company foresees. With a team of experts eager to evolve, learn, and grow – paired with the organisation’s innovative and progressive mindset – RCC is well placed to navigate the complexities and uncertainties of Australia’s evolving construction industry.
The burden of compliance is the other notable challenge; increased regulation and industry complexity, with more risk passed to the builder, increases administration.
To mitigate this, a focus on strong design management is becoming increasingly more important.
Design management is a necessary part of both RCC’s service offering, and the wider industry. Given Samantha’s involvement, oversight and leadership, RCC is well placed to navigate these challenges into the future.
BU FFECT
Lung for Pop Mart’s ‘The Monsters’ picture book series, the first plush dolls hit the market in 2019, with their popularity growing most noticeably over the last year since going viral across social media platforms such as TikTok and Instagram.
Through its well-thought-out intellectual property (IP) strategy, alongside the occasional release of limited-edition products, Pop Mart has been able to assert undeniable dominance over the collectible toy market.
Labubu’s status as a blind box collectible has also driven sales, with over 70 percent of the company’s revenue in 2019 coming from mystery boxes whose contents are unknown until after purchase – a sales strategy that drives intrigue amongst consumers.
By mid-2025, Labubu had generated billions of dollars in revenue for Pop Mart, with some reports estimating a 1,200 percent increase in sales for the plush toys alone.
As the company seeks to remain resilient and adaptable to evolving market conditions, it’s important to note that behind Labubu’s sudden boom is a complex supply chain being constantly tested, stretched, and re-engineered.
AGILE, ADAPTABLE, AND ALIGNED
With Pop Mart outsourcing nearly all toy production through an original equipment manufacturer (OEM) model, it must strike the perfect balance between scale, quality, speed, and maintaining IP integrity – which has not been without its challenges.
Whilst the company’s primary factories in Guangdong, China, are capable of mass production, the company has been careful to select manufacturing partners who can not only maximise capacity but also meet elevated production standards around materials, finish, packaging, safety, and design fidelity.
Despite the marked benefits afforded by Pop Mart’s decision to focus on product quality, production bottlenecks have emerged over
surged tenfold in the first half of 2025, surpassing 30 million units in August alone.
Navigating this unprecedented rise in demand and the impact on skilled labour, Pop Mart has undertaken internal reorganisation by developing an agile, adaptable, and aligned (3A) supply chain.
In response to this rapid growth, the company has demonstrated great agility. For instance, when celebrities such as Lisa of BLACKPINK endorsed Labubu on social media and sales subsequently skyrocketed, Pop Mart responded with a flexible and responsive supply chain that grants it a competitive edge.
In addition, the company demonstrates adaptability by not just scaling its factories accordingly but adjusting forecasting models upon the understanding that not all stock-keeping units (SKUs) are
that quality issues, delays, or safety non-compliance are to occur.
It has also upgraded packaging lines – moving from tear-off packaging to a drawstring bag style, improving durability and ease of opening – and even begun to integrate more automation for increased quality control and speed.
STRIKING THE BALANCE
Labubu isn’t just big in China – the market in Southeast Asia has seen sustained success bolstered by Thailand, Vietnam, and Indonesia’s rising youth populations, growing disposable income, and strong digital presence.
The doll has also become popular throughout the US and Europe thanks to celebrity endorsement from the likes of Kim Kardashian, Rihanna, David Beckham, Gemma Collins, (GC), and Dua Lipa.
However, with global expansion also comes logistical complexity such as navigating cross-border exports and tariff constraints and meeting local regulatory compliance requirements like health and safety.
Indeed, amidst the media frenzy caused by Labubu in the UK earlier this year, Pop Mart was forced to pause in-store sales due to safety concerns surrounding crowd management and overnight queuing.
As such, one of the most difficult balances to strike has been between scarcity – which drives demand, exclusivity, and hype – and meeting consumers’ expectations for availability.
Artificial scarcity such as limited product drops has proven to be a sound commercial model – but only
LABUBU-IN NUMBERS
• 726.6 PERCENT Monsters series of which Labubu is a prominent part, as reported in Pop Mart’s 2024 annual report.
• USD$418 MILLION
• The most expensive Labubu ever sold was auctioned for USD$170,000.
• 19,000+ secondary market listings on eBay.
• USD$22,895
SPOTLIGHT ON SOUTH AUSTRALIAN RESOURCES AND ENERGY
As the most profitable industry in the nation, Australia’s ever-expanding resources sector is of crucial importance to the domestic economy as well as underpinning the provision of vital infrastructure
Writer: Ed Budds | Project Manager: Deane Anderton
The South Australian resources sector is at an important point in its history.
The industry was born in 1840, when silver and copper were discovered in South Australia (SA).
Since then, the nation has benefitted from a long journey of investment, strong commodity demand, and new technology which has helped to create a strong and resilient landscape.
From the bronze age, through industrialisation, and into the technology revolution, the sector has not only underpinned innovation but has also fuelled it.
In this way, Australia’s resources industry provides
the materials that are allowing the world to push the boundaries of science.
Today, the sector earns more export income for the country than all other industries combined and generates more than half the total exports.
Similarly, in SA the resources sector underpins the state’s economy and contributes to 50 percent of exports, helping to fund schools, hospitals, and new roads.
At present, resources companies in SA directly employ over 11,000 people in highly paid, highly skilled jobs.
This dedicated and valued workforce earns wages 64 percent higher than the average for all other industries.
INTERVIEW:
The South Australian Chamber of Mines and Energy is the leading industry association in the State, representing resource and energy companies and those who provide services to them. We learn more with CEO, Nicola McFarlane
APAC Outlook (AO): How did you first become interested in the mining industry?
Nicola McFarlane, CEO (NM): When I was younger, I was really interested in problem-solving, which led me to study mechanical engineering at the University of Western Australia. What really drew me to that career path is that it would not only provide diverse opportunities, including travel, but also allow me to be creative.
As a qualified mechanical engineer, I have spent over two decades leading high-impact projects and organisations at the forefront of the global energy transition, both in Australia and the UK.
This has included steering large-scale hydrogen and decarbonisation initiatives for mining and heavy industry as Chief Operating Officer of the Office of Hydrogen Power SA, and prior to that as the Director for Hydrogen and New Energies for the Western Australian government.
I have also worked in safety and risk management roles for the oil and gas energy sectors.
Over that time, I have developed an ability to forge collaborative industry-government partnerships and progress the transformation of advanced technology into commercially viable solutions.
A leadership role in resources that encompasses both mining and energy has been a natural progression. In my role at the South Australian Chamber of Mines and Energy
(SACOME), I now champion a resilient resources sector that underpins SA’s long-term prosperity.
AO: What is your take on the resources industry in Australia at present?
NM: We have an amazing opportunity right now in Australia. We have abundant resource reserves, and there is huge potential for growth – particularly in global markets.
Copper and Gold Projects in World Class Locations
Hillside Project Rex Minerals’ Hillside Copper Project is located 12km south of Ardrossan on the Yorke Peninsula in South Australia. The area has a rich history of copper mining stretching back over 150 years, specifically at Wallaroo and Moonta.
Hillside is an Iron Oxide Copper Gold (IOCG) deposit in the Gawler Craton, and is one of the largest undeveloped copper projects in Australia.
The Hillside Mineral Lease, Miscellaneous Purpose Licence, and Extractive Minerals Lease were granted on 16 September 2014. In July 2020, the South Australian Government approved the Program for Environmental Protection and Rehabilitation (PEPR) for the Stage 1 Mine Plan.
The Hillside deposit is amenable to ore extraction using open pit mining methods. The first stage of the Hillside Project (Stage 1) is approximately 11 years with opportunity for further stages to follow. The pit will be mined in phases, with mining beginning on eastern resources, then progressively moving to west. The topsoil will be removed and stored for later use in rehabilitation of the mining operation. The open pit will be a medium to large size mine by Australian standards in terms of annual material movement and final pit volume.
The Processing Plant will include all ore processing facilities from primary crushing to concentrate load out for transport. The proposed design is based on conventional equipment in a flowsheet specifically designed to achieve excellent copper and gold
recovery and a clean, highly saleable copper gold concentrate. The plant and infrastructure has been designed to a high level to manage our internal and external environmental considerations.
Location and Infrastructure
The Hillside Project is approximately 150kms by road from Adelaide, with access to a significant workforce in neighbouring townships. Temporary workers’ accommodation facilities will be provided for construction at a camp in the vicinity of the Hillside mine. The camp will be built, owned and operated by a facility management company.
A section of the Yorke Highway will be realigned, and modifications and upgrades to sections of the surrounding roads to improve site access and ease of traffic movement. Stage 1 of the realignments has been completed, with the remaining stages well advanced.
The site has access to mains power through the network grid. Saline water will be used for processing and mining operations as per the license conditions, drawn from a small wellfield on the edge of the mining area. The transport of final product will in purpose built covered shipping containers, which is the benchmark for movement of mineral concentrates. The containers will be trucked to Port Adelaide for storage, prior to loading into vessels for transport to overseas smelters. The challenge to develop a productive, modern mine in a responsible way, integrated with the community
presents a unique opportunity for the company and the community to work together. This will not be limited to providing opportunities for local businesses and residents from all backgrounds, but also attract new people to the area for the unique balance of location, lifestyle and employment.
Community
Rex Minerals has a commitment to support the communities in which we operate through long-term partnerships that make a positive and sustainable contribution.
The company is working to improve four key pillars within the community: education, medical services, child care and paramedics, to ensure Ardrossan’s critical services would not be stretched when new workers arrive.
Through our Community Partnership Program, we provide financial assistance and in kind contributions to support projects, events, or initiatives that benefit our local communities in the Yorke Peninsula and South Australia.
In partnership with the Ardrossan Area School, Rex Minerals is proud to be helping students across the Yorke Peninsula pursue careers in the resource sector, hosting Resource Sector School Immersion Days with our industry partners, launching a VR/Simulator School and supporting students to participate in Certificate II in Resources Infrastructure.
This was highlighted at the Copper to the World conference that I spoke at in August. Even if we specifically look at the dialogue on that critical metal, global demand for copper is projected to increase 70 percent by 2050, driven by the accelerating energy transition, higher living standards, and the rise of data centres.
SA is home to two-thirds of Australia’s high-quality copper resources, so the state is exceptionally well
SACOME 2030 VISION
SACOME’s 2030 Vision provides guidance for the next five years. Its mission is to accelerate the advancements of the resources sector for the economic prosperity of the state by delivering impactful strategic policy and advocacy that supports enduring sectoral growth and expansion.
The vision is delivered through:
• Constructive relationships with federal and state governments
• Nurturing an expanding pipeline of talent
• Environmental and social protection
• Enhancement of positive industry awareness
• Economic evaluation of growth opportunities
These initiatives are supported by SACOME’s strategic advocacy pillars, including:
• State economic development
• Energy
• Infrastructure
• Legislation and regulation
• Education, workforce, and skills
positioned to meet this growing demand.
We have an amazing ecosystem within the resources sector, and in collaboration with state and federal governments, we are setting up the enablers to facilitate that growth.
Whether it’s with respect to water, such as the Northern Water Project, which is a key initiative that the government and industry are working on together, or ensuring critical minerals processing at Nyrstar Port Pirie continues to thrive, it comes down to catalysing on what we already have for the future of our member organisations, which will have a natural knock-on effect for the state’s prosperity.
AO: Can you introduce us to SACOME?
NM: I am new to the team and the role of CEO at SACOME, but I can confirm it is an association that prides itself on being the voice for the resources sector and being a strong advocate for industry in SA.
From SACOME’s perspective, our vision for resources in SA is being a trusted and innovative sector that attracts investment and delivers sustainable economic prosperity for our members and the state.
As the industry association, we are in the fortunate position of working across the whole ecosystem of stakeholders, from industry bodies, mining and exploration companies, and gas companies, through to service providers that offer support and supply chain logistics to build growth.
“IT IS IMPORTANT FOR THE WHOLE COMMUNITY TO COME ON THIS JOURNEY AND TO UNDERSTAND THE ROLE THE RESOURCES SECTOR PLAYS IN ENABLING US TO PROSPER IN A DECARBONISED ECONOMY”
– NICOLA MCFARLANE, CEO, SOUTH AUSTRALIAN CHAMBER OF MINES AND ENERGY
Then, with a collaborative approach, taking our advocacy to government on their behalf is our mission to ensure we can realise our potential as an industry in this state.
AO: Have you identified any recent trends developing across the sector, either positive or negative, and how are you responding to them?
NM: Over the last 10 years, the sector has been on a real journey as part of the global landscape of our collective understanding regarding the decarbonisation of our planet.
For the resources sector, significant time, effort, and finances have been invested into understanding how and what steps are needed to enable the energy transition and to catalyse on that to create a decarbonised economy. We have reached a point in time where both government and industry, especially here in SA, are aligned in terms of understanding what enablers are required to take a step in the right direction. It is a journey, but we are really building momentum strongly now to achieve those goals.
AO: What completed, ongoing, or recent projects are you most excited about?
NM: There is an amazing opportunity in resources for SA and there are important enabling infrastructure projects to underpin this, whether that be the Northern Water Project, of which SACOME has been an advocate for several years, or electricity transmission infrastructure.
SACOME is excited about moving forwards with collaboration and building on strong stakeholder relationships to create certainty for investment.
AO: How does the Australian resources sector underpin the broader SA economy?
NM: The Australian mining industry alone has contributed AUD$394.6 billion in taxes and royalties over the last decade.
Undoubtedly, the resources sector is critical to the SA economy, having contributed 6.4 percent of the gross state product (GSP) in 2023/24, equivalent to AUD$1 in every AUD$15 of the state’s economy.
Over the last five years, direct employment has increased by 86 percent, with one in 23 full time jobs now supported by the sector.
Furthermore, there has been a 61 percent uplift in economic contribution in the past five years, highlighting the sector’s significant influence.
AO: Equally, what do you have planned regarding the development of green iron?
NM: Again, SA has an amazing opportunity in terms of the transition of our energy system. We are at almost 80 percent renewables on the grid in the state, and that has enabled us to seriously consider how we can support green iron processing and utilise renewables and direct reduction iron facilities to create a green product.
The Whyalla Steelworks facility is critical to future ambitions for green steel manufacturing, which will be increasingly lucrative as the world seeks to decarbonise.
Steel from Whyalla Steelworks helps Australia build and maintain its infrastructure – including railways,
bridges, schools, hospitals, high-rise towers, transmission infrastructure, and defence assets.
This is why the federal and state governments have worked together to bolster SA’s future with a multi-billiondollar package to salvage Whyalla Steelworks, support local jobs, and encourage more investment into Australianmade iron and steel.
SA has approximately 7.4 billion tonnes of economically demonstrated iron ore, much of which is still at the predevelopment stage. The infrastructure required to progress that – including power, water, and transport – will need further capital investment. SACOME continues to advocate for the strategic development of the infrastructure corridors to support a stronger SA green iron and steel industry.
AO: Looking ahead, what are your key priorities for the coming year?
NM: As part of capitalising on the growth opportunity and strategy for our state’s critical minerals and metals, infrastructure is at the forefront of what the government is working on with industry. Specifically, the Northern Water Project for water infrastructure, and then gas supply and electricity transmission infrastructure. Enabling reliable and affordable energy to support the transition is what’s needed to enable growth within the resource sector.
SACOME’s ResourcefulSA campaign, which has been in market for over 18 months, ensures the resource sector is building trust with the community by educating them on the fundamental role mining plays in our lives everywhere, every day.
The campaign also demonstrates how the resources sector is needed to support decarbonisation, whether from critical minerals such as the copper needed for EVs to silver and iron ore required to support solar and wind infrastructure.
It is important for the whole community to come on this journey and understand the role the resources sector plays in enabling us to prosper in a decarbonised economy.
Building a workforce skilled for the future is also of critical importance to SACOME and our members, and we believe this starts in schools. That is why SACOME adapted a programme initiated and developed by the Chamber of Minerals and Energy of Western Australia (CMEWA) to create our STEM Digital Technologies Programme for reception to Year 10 students.
Initially suggested by industry to address the shortage of skilled resources sector workers, the initiative provides the opportunity to reshape STEM learning in a structured format, which is in alignment with the Australian
curriculum. Importantly, it also supports a generation of teachers with the skills required to teach this challenging discipline.
AO: Finally, what other issues need to be addressed within the industry?
NM: The overwhelming message for delegates and speakers at the recent Copper to the World conference was collaboration. I think that’s a huge opportunity, and we need to accelerate a culture of collaboration.
The energy transition is major, and we can’t work in silos. For SA to be competitive and unlock investment within the state, it is really important that we collaborate and nurture partnerships.
There is no doubt that resilient and focused collaboration not only within the resources sector but between the resources sector and government has the potential to drive progress, unlock new value, and shape the future of sustainable practices for the advancement of the industry.
Strong relationships will ensure that the resources sector remains the cornerstone of SA’s economy.
Tel: 08 8202 9999
sacome@sacome.org.au
sacome.org.au
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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.
SOUND OF THE UNDERGROUND
We revisit mineral drilling contractor Swick Mining Services, whose executive team reflect on the company’s growth story over the past two years
Writer: Jack Salter | Project Manager: Eddie Clinton
It was a record-breaking FY25 for Swick Mining Services (Swick), a leading provider of drilling services across a wide spectrum of commodities.
The company maintained its full client base and secured all contract extensions and renewals, according to Business Development Manager, Robert Burnett, who we last spoke to in June 2023.
“Swick achieved a 21.43 percent increase in drill metres, rising from 1.4 million in FY24 to 1.7 million,” he updates us.
Moreover, its operating sites grew from 22 to 27, supported by an increase in personnel from 753 employees to 907.
Swick, which is now part of the Perenti group of companies, also expanded internationally, successfully entering Canada with the deployment of two rigs under new client contracts.
DRILLING OPERATIONS
Strategically, the company reinforced its gold-focused operations in FY25, with 45 percent of sites operating in this commodity, supported by favourable market conditions.
As well as gold, the commodities Swick actively supports include copper, nickel, cobalt, lithium, tin, zinc, lead, silver, and uranium.
Each of these presents unique geological conditions that influence drilling methodology, equipment selection, and operational planning.
“Swick’s strategic engagement with clients is underpinned by a deep understanding of their operational priorities and the geological complexities associated with each resource,” Burnett outlines.
“Our approach is both adaptive and data-driven, ensuring optimal performance and safety across varied terrains and mineral profiles.”
The company’s drilling operations are tailored to meet the specific demands of each commodity,
with techniques refined to address hard rock formations, reactive and moisture-sensitive environments, deep and structurally complex ore bodies, and soft sedimentary layers.
Swick’s engineering and field teams continuously innovate to overcome these challenges, leveraging proprietary rig designs, real-time data acquisition, and rigorous safety goals.
Strategic client positioning also ensures the company remains aligned with both short-term project goals and long-term resource development.
“This includes customised drilling programmes based on commodityspecific exploration and production targets, integrated reporting and analytics to support client decisionmaking and regulatory compliance, and collaborative planning to optimise rig deployment, reduce downtime, and enhance cost-efficiency,” Burnett tells us.
DEEPEX INVESTMENT
Swick further advanced its technology portfolio in FY25 with investment in DeepEX rigs capable of drilling up to 3,000 metres (m) and large diameter infrastructure holes, providing significant opportunities to clients.
There was a time when the demand for exploration was a lot higher, especially in hole depths of over 1,000m.
However, Swick wasn’t widely known or perceived by the market as being in that space, even though its rigs and personnel were more than capable of doing those types of holes.
The company therefore ended up investing in DeepEX to modify its mobile rig to drill even deeper than its standard rig.
“We’ve used the same people within that, and it’s been a very successful part of our business. It’s a small offering we have there but more and more clients are looking at it,” shares Nick Rossides, General Manager.
DeepEX continues to expand the company’s capabilities in underground engineering, delivering innovative, high-precision solutions tailored to the evolving needs of the mining and geotechnical sectors.
With an operational range effective from -90° to +45° angles, it executes precision breakthrough drilling into underground voids to facilitate Cavity Auto-Scanning Laser System (C-ALS) surveys.
This real-time mapping technology enables accurate measurement of void dimensions, muck pile propagation, and stope or cave geometry.
“DeepEX enhances stope management, supports backfill planning, and improves safety through better void visualisation,” elaborates Burnett.
“DEEPEX ENHANCES STOPE MANAGEMENT, SUPPORTS BACKFILL PLANNING, AND IMPROVES SAFETY THROUGH BETTER VOID VISUALISATION”
– ROBERT BURNETT, BUSINESS DEVELOPMENT MANAGER, SWICK MINING SERVICES
YOUR PARTNERS IN FLEET MANAGEMENT
At Fleet Integrations, we work with you to find the right Fleet and Driver Safety Solution for your business.
Can you provide an insight into the history of Fleet Integrations over the last 20 years and how the industry has evolved over this time?
Fleet Integrations was founded more than two decades ago in the UK and quickly became an industry pioneer. What began as a mission to transform driver safety has become a global success story. Today, the company proudly operates from its head office in Australia, servicing clients across multiple continents and leading the way in driver safety technology and consulting.
Briefly introduce us to Fleet Integrations with an overview of your telematics solutions.
With more than 25 years of experience and an extensive portfolio of successful projects under our belt, Fleet Integrations is now a recognised name in fleet safety and Driver Safety Systems, renowned not just for cutting-edge technology but for its unwavering commitment to protecting
lives, reducing risks and improving driver behaviour.
At Fleet Integrations, we deliver tailored solutions to the complex and evolving challenges faced daily by the Mining and Oil and Gas sectors. From our headquarters in Perth, Western Australia, our team is strategically positioned to mobilise rapidly and deliver results anywhere in the world — with precision, efficiency, and expertise.
How do Fleet Integrations telematics solutions differentiate it from the competition?
Fleet Integrations goes beyond delivering market-leading products — we embed safety into the DNA of your organisation. Our consulting expertise spans Driver Safety Manuals and Policies, Journey Management Planning, Emergency and Incident Procedures, Coaching and Behavioural Programmes, and Risk Collaboration. It’s a truly holistic approach — beginning with hardware integration and culminating in long-term cultural transformation.
Following on from this, in what ways does driver safety underpin the company’s operations and success?
At Fleet Integrations, driver safety isn’t a checkbox — it’s the structural core of our entire operation. It reduces risk, builds trust, and empowers consistent, professional service. Safety is more than compliance; it’s care. When we prioritise driver well-being, we strengthen relationships within our team and with our clients. A fleet recognised for professionalism and safe conduct becomes more than dependable — it becomes a brand known for forward-thinking leadership.
How does Fleet Integrations optimise vehicle fleets for mining and oil and gas operations specifically?
Fleet Integrations empowers fleets with advanced In-Vehicle Monitoring Systems (IVMS), delivering real-time insights into driver behaviour — from the initial login to the vehicle to provide accountability through to all aspects of driving risk and journey monitoring. These systems provide instant in cab alerts irrespective of cellular service and trendbased reporting, enabling immediate intervention and long-term risk reduction.
Pushing past traditional telematics, our AI-driven fatigue and distraction monitoring leverages eye
movement analysis and micro-sleep detection to identify risk before it escalates. In-cabin warnings keep drivers informed, while backend alerts support operations teams in making fast, informed decisions.
Both technologies integrate seamlessly into broader safety strategies, transforming data into decisive action and converting risk into measurable control.
Could you elaborate on your partnership with Swick Mining? In what ways do the two companies mutually benefit each other?
Fleet Integrations was engaged by Swick Mining through the previous works provided within the Perenti Group, as part of a broader initiative to elevate safety and operational efficiency across their light vehicle fleet. Our team implemented advanced IVMS and AI-powered driver monitoring technologies to promote safer driving behaviour, manage fatigue risk, and ensure compliance with stringent site protocols. These integrated solutions have significantly reduced on-road incidents, enhanced driver accountability, and streamlined reporting throughout Swick’s operations.
The partnership has not only strengthened Fleet Integrations’ presence in the mining sector but also deepened our understanding of the unique safety requirements in underground, surface, and remote environments. This insight continues to inform and refine our solutions, allowing us
to better serve the evolving needs of resourcesector clients.
What completed, ongoing, or recent projects would you like to showcase?
One of Fleet Integrations’ most impactful ongoing initiatives is the national deployment of IVMS and AI-based driver fatigue monitoring systems across Swick Mining and Perenti Group assets throughout Australia. This project reflects a significant commitment by both companies to elevate safety standards — particularly in highrisk, remote environments where driver vigilance is essential.
Fleet Integrations was entrusted to design and install a fleet-wide solution encompassing real-time vehicle tracking, fatigue detection technologies, and comprehensive behavioural reporting.
The strategic importance of this roll-out lies not just in its technical execution but in its industry influence: partnering with two of Australia’s most respected mining and drilling providers reinforces Fleet Integrations’ role as a trusted safety partner in the resources sector.
At its core, this initiative prioritises driver wellbeing. This project exemplifies our broader mission: helping operators embed genuine safety cultures through intelligent systems, meaningful insights, and responsive field support.
END OF AN ERA
After 27 years of visionary leadership, Kent Swick, Founder and Managing Director, officially announced his retirement in January this year.
From a modest start-up focused on long hole production, he built Swick into the largest underground diamond drilling company globally, pioneering mobile drill rig technology and expanding into international markets.
Kent’s legacy is not only defined by innovation and growth but by the culture he cultivated – one of integrity, resilience, and excellence.
“His retirement marks the end of an era, but his influence will continue to shape Swick’s trajectory,” Burnett reflects.
Its engineering scope also includes seismic smart marker installations in high-activity ground zones, which can be spaced as close as 50 centimetres apart.
These sensors transmit live geotechnical data to engineering teams, enabling predictive modelling of seismic events and cave behaviour, proactive risk mitigation, and realtime geotechnical monitoring.
“DeepEX also drills and installs stress cells to monitor in-situ stress conditions, supporting structural integrity assessments and mine design optimisation,” Burnett notes.
The rigs additionally provide high-precision drilling for critical underground infrastructure, including drainage systems, electrical and communication cabling, and paste fill lines, which reduces installation time and ensures alignment with mine service layouts.
“Underground infrastructure drilling allows the mine to continue growing and service other areas,” Rossides affirms.
Equally, rigs are equipped to safely drill into and continue through large underground voids, supporting exploration, ventilation, and infrastructure expansion.
“DeepEX rigs are engineered for versatility and performance, with drilling strategies such as top-down collar, bottom-up, and custom fit-forpurpose equipment,” Burnett informs.
“This flexibility ensures compatibility with a wide range of underground applications, from instrumentation to service line installation.”
UPSKILLING DRILLERS
Alongside its investment in DeepEX rigs, Swick is committed to operational excellence through
its comprehensive Driller Training Programme, which is designed to upskill, retain, and develop the next generation of drilling professionals.
The programme’s initiatives begin at Swick’s training facility located in Perth, Western Australia (WA).
This facility provides a controlled environment where new recruits are introduced to the fundamentals of drilling operations, safety protocols, and equipment handling, ensuring they are well prepared before stepping on site.
“Once in the field, training continues through a hands-on,
“ONCE IN THE FIELD, TRAINING CONTINUES THROUGH A HANDS-ON, ENGAGING EXPERIENCE LED BY OUR DEDICATED TECHNICAL TRAINERS, ALONGSIDE EXPERIENCED OFFSIDERS AND DRILLERS”
– CHRIS LOO, OPERATIONS MANAGER, SWICK MINING SERVICES
engaging experience led by our dedicated technical trainers, alongside experienced offsiders and drillers,” reveals Chris Loo, Operations Manager.
“This on-site mentorship model ensures that learning is continuous, allowing new team members to build their skills and capability in the role.”
The collaborative environment fosters knowledge sharing and reinforces a strong safety culture, which is critical to Swick’s operational success.
To formalise and recognise the skills acquired, all offsiders are enrolled in
the Certificate II in Drilling Operations, whilst drillers progress through the Certificate III and IV qualifications.
“These nationally accredited certifications not only validate technical proficiency but also provide clear career pathways within the business,” Loo highlights.
“By investing in structured learning and professional development, we not only enhance workforce capability but also strengthen employee engagement and retention, ensuring our teams are equipped, motivated, and ready to meet the challenges of modern drilling operations.”
AUSTRALIA’S LEADING AND LARGEST 4WD SPECIALISTS
Setting itself apart with high-quality products, a dedicated approach to customer service, and a vast inventory of vehicle parts supported by an Australia-wide courier network, Oriental 4WD and Commercials emerges as a first-choice spare parts supplier.
Specialising in late model low-kilometre vehicles, Oriental 4WD & Commercials (Oriental) is Australia’s largest 4WD, Commercial, and SUV dismantler.
Established in 1966 as one of South Australia’s (SA) very first wreckers, we’ve been here long enough to have built a reputation as Australia’s leading dismantler – a title we strive to live up to every day.
Located in the southern suburbs of Adelaide, our large, well-organised,
five-acre site is fully equipped to provide the best possible products, services, and spares to our clients.
Our unmatched industry expertise, meanwhile, has allowed us to impart unique market knowledge to our customers, going above and beyond to assist them in any way we can.
QUALITY COMES FIRST
At Oriental, we understand the importance of having access to high-quality 4WD spare parts to ensure the smooth running of your vehicle.
Therefore, we are committed to providing our customers with the highest quality parts at the best prices.
Supported by an Australia-wide courier network, our extensive, nationally integrated inventory system ensures parts can be found quickly, accurately, and at a competitive price.
Our dedication to quality is recognised by our customers, who often commend us on the quality, variety, and price point of Oriental’s products. We strive to deliver a fast and reliable service. If we don’t have the parts you need, we will go above and beyond to source them for you!
What’s more, Oriental stands behind the quality of our products with a minimum three-month parts and labour warranty, which can be extended up to six and twelve months depending on the vehicle.
CUSTOMER SERVICE EXCELLENCE
Dedicated to meeting the needs of our customers both online and in person from our main site in Lonsdale, SA, a wellinformed member of our team is always on hand to help – no matter how rare the spare part.
WHY CHOOSE ORIENTAL?
• High quality parts
• Excellent customer experience
• Large network of leading dismantlers
• Save money off new part prices
• Three months minimum parts guarantee
ORIENTAL’S RANGE OF PARTS COVERS:
• Toyota
• Ford
• Nissan
• Mazda
• Mitsubishi
• Holden
• Hyundai
• Isuzu
• Subaru
• Great Wall Motor (GWM)
• Suzuki
• Renault
• Jeep
• Dodge Ram Trucks
• Volkswagen
• Chevrolet Silverado
• LDV vans and utes
• Mercedes vans and utes
A PARTNER OF CHOICE
A valuable partner to Swick Mining (Swick), Oriental’s vast plethora of highquality, low-kilometre components, parts, and services sets it apart from other suppliers.
Having earned its reputation as a key partner to Swick over the years, the company is keen to partner with more mining companies that are seeking specialised replacement and spare parts for their mining fleet vehicles.
Choose Oriental today for the largest range of spare parts and the industry’s most competitive prices.
With the dismantled vehicles located onsite, we go above and beyond to source your spare part from within our inventory – even if it’s not on the shelf.
Having garnered a reputation for customer service excellence over the years, Oriental has secured a solid base of repeat customers who return time and again for not only the company’s extensive portfolio, but its competitive prices.
In addition, our deep-seated passion for the iconic Toyota LandCruiser range, particularly the 79 Series Utes, which we have an extensive inventory of high quality, late model, and low kilometre parts available. Alongside half a century of hands-on experience, we have built an unparalleled
suite of industry expertise and are always eager to share this knowledge with our clients.
WELL-EQUIPPED
In addition to providing top-quality products, Oriental has a fully equipped workshop complete with highly qualified mechanics onsite to service, repair, and fit your part to your vehicle. Committed to recycling – not wrecking –Oriental’s advanced, cutting-edge facilities are equipped to handle the safe removal, separation, containment, and recycling of potentially harmful fluids such as coolants, batteries, and brake fluids. Properly separated by our dedicated team
of professionals, these components can be fully recycled, helping reduce the risk of adverse environmental impacts and waste. In this way, Oriental’s sustainable approach goes hand-in-hand with the environmental, social, and governance (ESG) requirements of many of its clients. Moreover, the company’s longstanding experience in dealing with all types of spare parts, fixtures, and fittings means it can repair or repatriate almost any 4WD vehicle. So whatever parts you need or simply want to find out more about Oriental’s dismantling services, give us a call today. We believe that no job is too big or small, and one way or another, we’ll keep you going!
Illustration above: Oriental 4WD & Commercials’ new stateof-the-art 6,000 square metre (sqm) undercover dismantling yard currently under construction.
EXPERTISE AND EXPERIENCE
Another aspect of Swick’s operational excellence is the expertise and experience of its employees, with around 15 percent of the workforce having been at the company for 10+ years.
Since 2023, the organisation has experienced significant growth in staffing, with the current headcount exceeding 730 direct hires across Australia.
This expansion reflects a strategic
focus on building internal capability whilst leveraging the support of several labour hire businesses.
“The collaboration between direct employment and labour hire partners has proven highly effective, enabling flexible workforce balance and ensuring operational continuity across all sites,” Loo observes.
A strong focus has been placed on upskilling Swick’s supervision and management personnel through a range of targeted
training programmes, including the implementation of the Leadership Development Programme.
The programme is designed to enhance leadership capability and support professional growth across the organisation.
“Additionally, in-house programmes like the Introduction to Supervision training and the redeveloped Drilling Fundamentals course are tailored to support the development of drillers, reinforcing technical proficiency and
operational excellence,” states Loo.
COLLABORATIVE EFFORT
Swick’s maintenance and engineering teams play a critical role in ensuring mechanical availability remains paramount across all operations. Their support is instrumental in driving the performance and growth of both new builds and rebuilds. With the capacity to build multiple rigs through their workshops, the teams are focused on delivering
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Successfully deployed across multiple high-seismic and complex void environments.
high-quality, reliable equipment ready to meet demands in the field.
Swick also has teams that focus purely on specialised programmes for specific customer requirements and can be deployed to certain sites.
“It might be a one-off programme that the client asks for, so we have specific teams we can send. The same can be said for our operations, management, and even health, safety, and environment (HSE) teams,” enlightens Rossides.
Powering Precision in Mining: TotalEnergies and the Rubia Works Advantage
In the demanding world of mining and drilling, reliability isn’t just expectedit’s essential. With machinery operating in high-dust, high-load environments and pushed to extremes across remote locations, lubricant choice can mean the difference between costly downtime and continuous production. That’s where TotalEnergies steps in, with its Rubia Works range of lubricants engineered specifically for the realities of mining operations.
As one of the world’s largest integrated energy companies, TotalEnergies brings unmatched expertise in lubrication technology, combining global innovation with practical, onthe-ground understanding of mining sector challenges. The result is a range of heavy-duty engine oils that not only protect engines but actively enhance performance and reduce costs.
DESIGNED FOR HARSH OPERATING CONDITIONS
Mining and drilling equipment faces some of the most punishing operating conditions across any
industry. Extended run times, abrasive contaminants, heavy load cycles, and high-temperature environments place continuous strain on engines and hydraulic systems.
TotalEnergies’ Rubia Works 4000 and 5000 ranges have been formulated specifically to handle these extremes. Using high-quality base oils and advanced additive systems, these lubricants deliver outstanding thermal stability, wear protection, and shear resistance.
Rubia Works 4000 15W-40 is engineered for extreme off- and on-highway conditions, offering exceptional oxidation resistance, extended drain intervals, cleaner engines, and proven performance under high temperatures. It meets top OEM approvals and is a premium, low-SAPS lubricant meeting the latest API CK-4 Standard.
Rubia Works 5000 10W-40 is formulated with synthetic technology base oil and the latest generation additives, providing enhanced
piston cleanliness and lubrication performance. Rubia Works 5000 10W40 is the ultimate solution for engines operating in demanding environments such as quarrying, construction and mining. This high-performance engine oil is engineered to endure long working periods under severe conditions, including high loads, dust and heat.
Whether running under full load in the heat of an open cut or grinding through abrasive material in underground tunnels, Rubia Works is proven to hold up under pressure.
GLOBAL EXPERTISE, LOCAL DELIVERY
With operations in more than 130 countries and a presence across key mining regions worldwide, TotalEnergies combines global resources with regional responsiveness. The company operates 47 lubricant manufacturing plants, nine grease
facilities, and two world-class R&D centres, and combines industrial strength with rapid delivery and technical support where it’s needed most.
Its technical teams collaborate closely with mining operators and OEMs to ensure compatibility with evolving engine technologies.
Rubia Works lubricants are approved by leading manufacturers including Caterpillar, Komatsu, Hitachi, and Volvo, making them a trusted choice for mixed fleets and standardised maintenance programs.
SUPPORTING EQUIPMENT LONGEVITY AND LOWER COSTS
Equipment performance and profitability in mining are
deeply interconnected. Unplanned maintenance, accelerated wear, and suboptimal oil performance all lead to increased operating costs. Rubia Works addresses these risks with a formulation that:
• Protects against high-temperature oxidation and breakdown
• Maintains stable viscosity under mechanical stress
• Promotes piston cleanliness and sludge control
• Enables extended drain intervals, reducing service frequency This translates to lower total cost of ownership and greater equipment availability - key benefits for operators focused on maximising production.
BUILT FOR MINING. BACKED BY TOTALENERGIES.
Rubia Works is more than just an engine oil. It’s the result of extensive field testing, ongoing collaboration with OEMs, and decades of experience supporting industrial and off-highway sectors. Every formulation is developed
with the unique requirements of mining in mind - high temperatures, harsh environments, and the need for continuous, high-load operation.
And with TotalEnergies’ commitment to quality control, logistics support, and technical expertise, mining operations have a lubricant partner that understands the pace and pressure of their industry.
THE BOTTOM LINE
In an industry where uptime is critical and failure is costly, TotalEnergies Rubia Works offers performance you can count on. Built for endurance and proven in extreme conditions, it keeps mining equipment moving - safely, efficiently, and without compromise. When it comes to protecting assets and powering productivity in mining, Rubia Works does more than meet the challenge. It’s built for it.
“All these people have come from an operational background within Swick, so they’ve actually experienced that type of work and have the solutions. It’s not just something they’ve read –they’ve actually lived it themselves, which goes a long way in terms of what
“I’VE BEEN WITH THE COMPANY FOR NEARLY 20 YEARS, AND WHEN I STARTED, WE HAD THREE DRILL RIGS. WE’VE NOW GOT 84 OPERATING GLOBALLY, BUT WE STILL INSTIL THAT FAMILY FEEL”
– NICK ROSSIDES, GENERAL MANAGER, SWICK MINING SERVICES
our clients expect, so that’s been a very big part of our success story.”
COMPANY CULTURE
Whilst being one of the world’s largest mineral drilling contractors, specialising in underground diamond
coring, Swick has always held onto and maintained its family values.
“I’ve been with the company for nearly 20 years, and when I started, we had three drill rigs. We’ve now got 84 operating globally, but we still instil that family feel,” Rossides prides.
CADmine Engineering is a multi-disciplined engineering and manufacturing business, servicing the mining and grain handling industries.
Founded in 2009 as a result of customer demand for reverse engineered parts, the company specialises in designing, developing and manufacturing quality products for a broad range of applications including new machine and workshop safety equipment, replacement parts for OEM machines and reverse engineering to reduce costs for the consumer. Our key strength along with our quality of products and service is our ability to find and develop solutions for those who are looking for gains in safety and efficiency in the workplace.
Roam with confidence with WCS, the trusted name in suspension for all truck, light commercial and 4WD vehicles.
Reliable Suspension Components for Superior Performance
At West Coast Suspension, we are dedicated to product excellence. Our suspension parts are crafted from high-quality materials, rigorously tested to withstand the harshest conditions. We offer a broad selection of shocks, springs, bushings, GVM upgrades, and other integral components that maximise your vehicle’s suspension system’s strength and reliability. By choosing our products, you’re not only getting superior performance but also longevity that stands the test of time.
Phone: 08 9378 2133 | Email: sales@jenkins.com.au www.westcoastsuspensions.com.au A proximity warning system that creates an active exclusion zone around moving machinery. When someone enters the zone, it alerts operators and pedestrians instantly.
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Located in Bellevue, we are a family-owned and operated local business since 1978, specialising in tyres, wheels, and batteries in a vast range from lawn mowers to agricultural products and everything in between.
We also have a specialised department for alignments for everyday cars, including early classic and late luxury cars, and have the capacity to do small truck and bus up to 8 tonnes with over 45 years of combined experience.
We provide services for mining products to suit most mine-specific needs. We pride ourselves on friendly customer service and offer follow-up maintenance services. Come see our friendly staff at 38-40 Robinson Road, Bellevue, Midland WA, or contact us on (08) 9274 4744 from 8am to 5pm Monday to Friday and from 8am to 12pm on Saturdays.
ESG, INNOVATION, AND DELIVERING VALUE
“Swick remains committed to environmental, social, and governance (ESG) principles, innovation, and delivering value to clients and shareholders.
“The company continues to support decarbonisation and safety through automation with the scheduled launch of the Gen3 E-Rig in FY26, positioning Swick for sustained growth and leadership in underground diamond drilling.”
– Robert Burnett, Business Development Manager
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“We’re very big on rewarding and promoting the good work that our people do. It’s not just a case of here’s your pay and away you go – we’re quite flexible in our work rosters and very family-orientated.
“We include families in a lot of things we do. That’s a priority for us because we know they support our people back home, so we’re very mindful of celebrating families and try to do that as much as possible,” he continues.
Keeping the family feel of the business goes a long way and isn’t limited to what Swick does out in the field, as everyone in its corporate offices also has the same attitude.
“We all roll our sleeves up and get stuck into the work. Everyone’s very invested in what we do to see the business succeed.”
Along with family, safety and being solutions-focused are important values for Swick, with the latter something the company has always driven to uphold.
Innovation is the biggest thing the company is known for, having designed the first true underground mobile rig.
“That was a big innovation in itself, but we also look at the way we work, the applications we put in place, the way we treat our people, and our systems as innovation as well,” acclaims Rossides.
“We’re very big on taking innovation from the field, so those that are working on the rigs will come up with some of these solutions. We design what we can in-house to better the rigs themselves and make them safer and more productive,” he concludes.
REMA TIP TOP LEADS THE INDUSTRY IN MINING EXCELLENCE
As one of Australia’s largest on-site service networks and providers of material processing and surface protection products, REMA TIP TOP is an industry expert with over a century of experience. We speak with the management team to learn more about the company’s history and exciting prospects
Writer: Lauren Kania | Project Manager: Eddie Clinton
LEADS IN EXCELLENCE
First conceptualised over 100 years ago, REMA TIP TOP has worked to construct a time-tested and reliable reputation, delivering top quality for its international clientele.
Providing a global service network backed by a broad range of material processing products such as conveyor
belts, rollers, hoses, and technology, as well as surface protection products including polymer-based products and linings, alongside the automotive sector, REMA TIP TOP is a true industry leader. Setting the stage with innovation and technological developments, the company’s products are used across the globe to extend service life and
reduce maintenance costs for its customers’ assets.
REMA TIP TOP provides products and services for Australia’s major mining houses, original equipment manufacturers (OEMs), engineering, procurement, and construction management (EPCM) companies, and other organisations and suppliers.
The company’s services span everything from specialist rubber lining wear and corrosion protection to total conveyor maintenance, management, and product supply, making REMA TIP TOP a proud global market leader in products and services for materials processing and surface protection.
REMA TIP TOP differentiates itself from the competition in a variety of ways.
“In Australia, we have one of the largest service networks and currently hold major contracts with companies like Broken Hill Proprietary Company (BHP), Fortescue Metals Group (FMG), Rio Tinto, and BHP Mitsubishi Alliance, to name a few,” introduces Dean Lancaster, General Manager –Operations and Services.
Additionally, Kevin Exeter, Work Health, Safety, Environment, and Quality Manager, finds that the company’s constant pursuit to be the
best, deliver the highest standards, and remain committed to safety and welfare serve to differentiate it.
“REMA TIP TOP retains the feeling of family whilst growing, and it is the determination of every one of our workers that keeps us growing,” he details.
For Danielle Staniskov, Senior HR Business Partner, it’s truly the hard work and dedication of the company’s employees that make REMA TIP TOP such a distinctive workplace.
“Our primary differentiator isn’t just our products; it’s our people. Our core strength lies in our culture and our dedicated team,” she expands.
The passion, skills, and commitment to continuous improvement shown by employees are what make a long-term difference. REMA TIP TOP believes that through supportive, flexible, and engaging environments, its team is
empowered to deliver the highest quality products and services.
A HISTORY OF INNOVATION
Due to REMA TIP TOP’s vast history of successful innovation and progress, it has a reputation for only offering the best and most advanced products and services.
The company utilises its extensive experience, laboratory, and field tests to select the right materials for every kind of operating condition and make the respective protection systems fully effective.
Improving the availability of its customers’ plants is REMA TIP TOP’s main objective. The company’s products – and their proven reliability – provide plants with the most effective and long-lasting protection, helping customers reduce maintenance costs and extend the service life of equipment.
As a pioneer of the rubber
CAN YOU TELL US ABOUT REMA TIP TOP’S SUPPLY CHAIN OPERATIONS AND HOW IMPORTANT YOUR EMPLOYEES ARE TO MAINTAINING THESE PARTNER AND SUPPLIER RELATIONSHIPS?
Danielle Staniskov, Senior HR Business Partner:
“Partner and supplier relationships are crucial and maintained by our people. We have a dedicated and skilled team that builds these connections through mutual respect and trust.
“The success of our business, and the reliability of our supply chain, is a direct result of the strong relationships our employees construct.”
manufacturing industry, the company’s legacy is a testament to the creativity and innovative spirit of its people. It fosters an environment where team members are encouraged to be curious, challenge the status quo, and propose new ideas.
“We believe that innovation isn’t a top-down process – it comes from the people on the ground who have first-hand knowledge of our products and customer needs. By empowering
them, we ensure our tradition of technological advancement continues to thrive,” insights Staniskov.
THE BUILDING BLOCKS OF SUCCESS
REMA TIP TOP follows values that define its identity as a company, how it works, and what it stands for. These values consist of respect, equality, MateSafe, and accountability (REMA) – empowering the team
and strengthening relationships with customers, partners, and the communities.
“The underlying sentiment behind this rollout was to have a set of values that were easy for employees to learn and understand. Using the REMA acronym has made it easy for our team to learn, understand, and practice these values on a day-today basis,” highlights Lancaster.
“WE BELIEVE THAT INNOVATION ISN’T A TOP-DOWN PROCESS – IT COMES FROM THE PEOPLE ON THE GROUND WHO HAVE FIRST-HAND KNOWLEDGE OF OUR PRODUCTS AND CUSTOMER NEEDS. BY EMPOWERING THEM, WE ENSURE OUR TRADITION OF TECHNOLOGICAL ADVANCEMENT CONTINUES TO THRIVE”
– DANIELLE STANISKOV, SENIOR HR BUSINESS PARTNER, REMA TIP TOP
Specifically, the company’s MateSafe initiative reinforces a strong safety culture where looking out for one another is second nature. MateSafe builds on the Australian culture of mateship and consists of working collaboratively to ensure safety at every turn.
Respect and equality entail everyone being treated the same and different opinions being respected, which allows for a safer
environment where people are free to express themselves and feel empowered. These attributes are also demonstrated through the company’s flexible approach to work, which allows employees to manage personal commitments.
“These values strengthen our teams by prioritising safety and ensuring people feel confident in speaking up and sharing their thoughts. The best ideas always come from the staff on
–
site; our workers have a phenomenal amount of knowledge,” details Exeter.
As the foundations of REMA TIP TOP’s culture, these values are also crucial to the company’s continued success and longevity. According to Staniskov, this culture of care and accountability builds strong relationships – both internally and with the company’s external partners and communities.
“REMA TIP TOP RETAINS THE FEELING OF FAMILY WHILST GROWING, AND IT IS THROUGH THE DETERMINATION OF EVERY ONE OF OUR WORKERS THAT KEEPS US GROWING”
KEVIN EXETER, WORK HEALTH, SAFETY, ENVIRONMENT, AND QUALITY MANAGER, REMA TIP TOP
Across the Ocean Shipping
Your Global Logistics Partner –Critical Parts. Major Projects. Delivered Worldwide.
With offices in Australia, the US, and a worldwide network of trusted partners, Across the Ocean Shipping delivers seamless logistics solutions across every continent.
We integrate closely with our clients to provide full supply chain visibility 24/7 through our advanced tracking platform, The Pulse, so you’re always in control.
For the mining sector, we specialise in:
Time-Critical Shipments – Express Air Freight to keep projects moving.
• Project Mining and Bulk Cargo –From pit to port, no job is too big.
• Out-of-Gauge and Oversized Deliveries – Expert handling of complex loads.
• Sea Freight, Warehousing and Distribution – Full end-to-end solutions.
Across the Ocean Shipping –Your cargo, our commitment.
As REMA TIP TOP looks towards the future, it has various goals and priorities to further its footprint and services provided.
“Over the past three years, operations have increased our labour pool, service capabilities, and revenue by 10 to 15 percent year-on-year,” specifies Lancaster.
Additional priorities include focusing on enhancing the employee experience, as REMA TIP TOP is continually prioritising improvements to its internal systems and processes, and working on strengthening communication to ensure everyone feels included.
“Our primary goal is to create a culture of open feedback, so REMA TIP TOP remains an exceptional place to work for our staff,” prides Staniskov.
EMPOWERING PEOPLE AND COMMUNITY
REMA TIP TOP’s thriving peoplecentric culture is the ultimate driver of its success. The company’s ability to listen to its employees, provide them with flexibility, and empower them to innovate is its greatest strength, ensuring
continued industry leadership.
“The success of our products is a direct reflection of the talent and expertise of our people. From sales and customer service staff to engineers, every member of our team is dedicated to providing the best solutions possible,” expands Staniskov.
“We invest heavily in training and development, which includes sending staff to facilities around the globe, ensuring they have the technical knowledge to not only understand our products but also advise customers on how to maximise the longevity and efficiency of their assets. Our people are the real solution providers.”
As staff are the most valuable asset any company can have, REMA TIP TOP is dedicated to ensuring every team member feels heard, valued, and recognised for their contributions.
Equally, the company also participates in corporate social responsibility (CSR) practices to ensure the longevity and growth of the communities in which it operates.
“We believe in empowering our
people to drive our community involvement,” notes Staniskov.
This includes sponsoring employee sports teams, along with indigenous children’s sports teams in remote locations. Additionally, REMA TIP TOP partakes in regular charity drives for causes such as breast cancer awareness, men’s health, general mental health initiatives, blood donations, winter appeals, and charitable fun runs.
“These kinds of initiatives not only give back but also build a stronger sense of camaraderie and pride within our teams,” Staniskov cheerfully concludes.
At National Freight Management, we are experts in freight. We understand how important it is for your freight to get delivered in a timely and cost effective manner. By using NFM you can send Cartons, Satchels, Skids, Pallets and Full loads anywhere in Australia through a variety of Road, Rail and Direct services. We specialise in time sensitive deliveries to Mining Locations all over Australia.
Our Clients choose us for more than just a delivery. They trust us for reliability, transparency, and a freight solution that supports their business for the long term.
National Freight Management can: Reduce your Total Transport Expenditure
• Improve your Overall Service
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ONE LOGIN – ONE INVOICE – ONE SOLUTION
To the mining world, we move as one.
Brain’s deep partnership with global powerhouse Rema Tip Top is built on shared values and a commitment to seamless, smart solutions. We co-design and manufacture innovative components - like custom conveyor pulleys and advanced polyurethane protection for underground vehicles - tailored to the mining industry’s toughest demands. Rema delivers them directly to site, engineered to exact mine specifications.
What began as collaboration is now complete integration.
One vision. One solution. One powerful force in mining. Brain + Rema Tip Top. www.brainindustries.com.au
A production-line of exclusive content, delivered straight to your inbox
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.
PAINTING A NEW LEGACY
Nippon Paint supplies innovative paint and coating solutions to numerous nations and regions worldwide and is now proudly recognised as the largest paint brand in Asia Pacific. We apply a fresh coat and delve deeper into the company’s success with Wee Siew Kim, Director, Representative Executive Officer, and co-President of Nippon Paint Holdings Co., Ltd and Group CEO of NIPSEA Group
Writer: Ed Budds | Project Manager: Josh Whiteside
As a continent, Asia is experiencing rapid urbanisation, rising GDP per capita, and an expanding middle class, all of which drive demand for paint and coatings.
In markets such as Indonesia and China where the economies and urbanisation are accelerating, paint demand is set to keep rising. These countries represent significant growth opportunities as they undergo rapid infrastructure development and become subsequently wealthier. Capitalising on this current industry
upswing is Nippon Paint, a global industry leader working towards a sustainable future through customercentric growth focused on enriching the world through the power of science and imagination.
“Despite significant current global economic fractures, the paint and coatings industry in Asia is incredibly exciting right now, and I believe it offers immense potential for growth,” introduces Wee Siew Kim, Director, Representative Executive Officer, and co-President of Nippon Paint Holdings Co., Ltd and Group CEO of
NIPSEA Group.
In terms of broader industry trends, one of the key developments is the rapid move towards sustainability and eco-friendly solutions.
Consumers, especially in Asia, are becoming increasingly aware of the environmental impact of their choices, which is driving demand for more sustainable and lower volatility organic compound (VOC) coatings.
Nippon Paint is fully embracing this shift, ensuring that its product range aligns with the growing demand for sustainable solutions.
“Today, the coatings industry in Asia is vibrant, full of potential, and rapidly evolving, which makes it an exciting time to be working in this space – more so for Nippon Paint as I believe we are culturally and organisationally well-positioned to enrich a larger share of the value pool,” he sets out.
EXPANSION OF THE BRAND
Having worked tirelessly to establish itself across a plethora of geographies, Nippon Paint now enjoys an impressive presence across
48 countries and regions throughout Asia, Europe, and the US.
“Our product offerings are as diverse as the markets we serve. From decorative paints that brighten homes and businesses to automotive coatings that enhance the appearance of vehicles, we provide high-quality solutions that meet a wide range of needs,” Wee prides.
Meanwhile, the company also specialises in industrial and marine coatings, ensuring durability and protection in some of the toughest environments.
In addition, its ‘Paint++’ approach extends to adjacent areas like sealants, adhesives, and fillers (SAF), external thermal insulation composite systems (ETICS), and construction chemicals (CC), providing a comprehensive suite of products for every project.
“NIPSEA Group’s success is built on its leadership in decorative paints, where we proudly hold the number one market share in six countries – China, Singapore, Malaysia, Sri Lanka, Türkiye, and Kazakhstan,” he acclaims.
From raw materials to responsible solutions
Innovation and collaboration are key for the building sector to contribute to a more sustainable society. Partnering with companies that share the same commitment is essential. Omya helps customers reduce their carbon footprint, replace harmful substances, accelerate reformulation, and ensure seamless compatibility of its minerals and cross-sector solutions in final product formulations.
In all markets, there is an increasing focus on improving sustainability and reducing carbon footprint. Omya knows it and works closely with its customers to help them meet their sustainability targets. This often means finding ways of helping customers to reduce their carbon footprints, optimize their use of resources, minimize waste, improve circularity or protect the environment. Always thinking of tomorrow, providing global technical support, focusing beyond carbon reduction, offering practical toolkits and formulation intelligence and providing a holistic solution are the 5 scalable ways Omya helps customers reach their goals.
Innovating while thinking of tomorrow
Omya is a leading global producer of essential minerals, and a worldwide distributor of specialty materials. “Thinking of Tomorrow” is part of Omya’s
DNA and testifies to its commitment in continuing thinking and developing innovative products and solutions that make life better for current and future generations.
That is why Omya has committed to achieving carbon neutrality by 2050 and a 50% reduction in Scope 1 and 2 emissions by 2030 with a baseline year of 2019. It plans to deliver this by decarbonizing its operations and value chain, investing in renewable power generation and energy efficiency projects, purchasing green energy, and replacing fossil fuels with green fuels.
Global solutions for trusted performance
Omya’s long history started more than 140 years ago and still flourishes in the over 50 countries where it operates, among 9,000 employees of over 70 nationalities.
With technical laboratories at their headquarters in Switzerland, and dedicated regional technical service hubs throughout Europe, the Americas, Middle East and Asia, Omya offers laboratory analysis, reformulation support and implementation assistance to customers worldwide to deliver comprehensive and sustainable solutions for improved performance.
It’s Omya’s global perspective and expertise that enable the development of the highest-performance and most sustainable product solutions and support.
Beyond carbon reduction with Omya’s toolkits
Omya is fully engaged in the development of sustainable solutions beyond focusing just on carbon footprint and for this reason it developed specific toolkits for the construction industry to pursue sustainable goals across key sectors from paints and coatings, adhesives and sealants, and mortar and concrete.
How many ways can you make your paint more sustainable?
Each of these toolkits are designed to help Omya’s customers face specific market needs.
For example, Omya’s sustainability toolkit for paints and coatings offers solutions that help selecting, formulating and implementing sustainable offerings to align with SDGs (United Nations Sustainable Development Goals, or Global Goals), ESPR criteria (Eco-design for Sustainable Products Regulations) and improve their LEED score (LEED or Leadership in Energy and Environmental Design rating system) for building development.
Omya’s toolkits combine innovative product portfolios with comprehensive technical expertise and support, ensuring high-performance and sustainable paints.
Omya’s solutions include reducing substances of concern, with, for example, our unique modified calcium carbonate technology (MCC), harmless to health (non-silica based), for superior matt paints or multifunctional neutralizing agents allowing biocidefree or biocide-low formulations.
The toolkit also focuses on creating healthier working conditions with lightweight fillers and enhancing comfort through improved thermal insulation, leading to energy savings, and much more.
Accelerating speed to market with formulation intelligence
The flagship service for paints and coatings arrived at Omya many years ago, when the company decided to drive important investments to support its customers during the formulation process: meet Flexshuttle, the first fully automated formulation laboratory in the mineral industry, based on HTE (High Throughput Experimentation) and supported by AI.
Flexshuttle is used to increase speed to market and to be compliant with regularly and quickly changing regulations which affect paint producers.
With up to 50 samples per day, 17 modules and 5 performance tests, Flexshuttle offers paint producers faster evaluation, creative solutions and efficient processes.
“WITH OUR DIVERSE PRODUCT RANGE, STRONG BRAND PRESENCE, AND COMMITMENT TO EXCELLENCE, THE COMPANY IS TRULY POISED TO TAKE ON THE CHALLENGES THE FUTURE WILL SURELY BRING”
– WEE SIEW KIM, DIRECTOR, REPRESENTATIVE EXECUTIVE OFFICER, AND CO-PRESIDENT, NIPPON PAINT HOLDINGS CO., LTD AND GROUP CEO, NIPSEA GROUP
As of December 2024, Nippon Paint Group employs over 46,000 people worldwide. Its dedicated and talented team is what drives the company forwards as it continues to innovate and expand, delivering world-class coating solutions to customers across the globe.
“With our diverse product range, strong brand presence, and commitment to excellence, the company is truly poised to take on the challenges the future will surely bring.”
Furthermore, Nippon Paint is now one of the most recognised names in the industry, consistently ranked amongst the ‘Top 10 Most Valuable Paint Brands in the World’ by Brand Finance for four years running. This recognition speaks to a
commitment to quality and innovation and the trust customers have in Nippon Paint.
COLOURING LIVES
Since its inception, Nippon Paint has been dedicated to creating innovative solutions that bring colours and joy to people’s everyday lives.
“As part of our commitment to sustainable development, the company strives to support and promote the well-being of communities through our business activities,” Wee explains.
To achieve this, the company has established three priority areas of focus encompassing education, empowerment, and engagement.
The education pillar focuses on providing access to learning for
children and youths through an art and colour educational programme, whilst the empowerment pillar supports activities and vocational training for socially vulnerable people.
Additionally, Nippon Paint works with non-governmental organisations (NGOs) and local communities under the engagement pillar to provide disaster support and improve cultural preservation.
A particular point of pride for the company is the N’Shakti initiative in Tamil Nadu and Karnataka, India, which has trained over 1,100 unskilled rural women in professional painting skills, giving them not only a livelihood but also the opportunity to become small paint dealership owners in the future.
“By connecting these trained painters with potential clients and supporting them through a membership app and digital marketing, we provide them with a sustainable pathway to long-term empowerment,” Wee adds.
“Meanwhile, our support for fishing communities in Kuala Penat, East Lampung in Indonesia has seen us donate paints to coat and protect
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ADVANCED POLYMER TECHNOLOGY FOR HIGH-PERFORMANCE EXTERIOR COATINGS
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their fishing boats – supporting their livelihoods, benefitting their families and community, and transforming them into vibrant expressions of local identity and pride.”
Nippon Paint’s commitment to ‘Colouring Lives’ has already made a meaningful difference in the shape of 84 varying corporate social responsibility (CSR) initiatives, impacting the lives of more than 28 million people worldwide.
“Together, these efforts reflect not just our responsibility as a company, but our belief in using the power of colour and innovation to create lasting, positive impact,” Wee elaborates.
INNOVATION AT THE CORE
Nippon Paint is committed to delivering high-quality coatings solutions across a wide range of industries, from automotive and construction to industrial and decorative applications.
“Our extensive product portfolio includes interior and exterior paints, functional coatings, and speciality products designed to meet the diverse needs of our clients. We take pride in our ability to provide durable, innovative solutions that enhance both the aesthetics and functionality of the environments in which they are applied,” Wee explains.
As such, innovation is at the core of the company’s approach to creating value for customers.
“Our innovation strategy is built around three pillars – building an adaptive organisation, developing core enabling technology competency, and expanding into adjacencies and emerging markets.
“These pillars drive our efforts to introduce cutting-edge solutions to the coatings industry, enabling us to be part of the frontier of coating advancements,” he passions.
PRIDE OF THE WORLD EXPO
One of the most recent highlights for
HOW DID YOU ARRIVE AT YOUR CURRENT POSITION AND WHAT WAS YOUR INITIAL INTRODUCTION TO THE INDUSTRY?
Representative Executive
Officer,
and co-President, Nippon Paint Holdings Co., Ltd and Group CEO, NIPSEA Group (WSK): “My career has been a series of evolving opportunities that have shaped my path, unfolding without a scripted plan.
“Imbued from a young age with the belief in the value of learning and personal growth, I sought out educational opportunities that would challenge me.
“In 1984, I began my professional journey as an engineer at Singapore Aircraft Industries – now Singapore Technologies Aerospace (ST Aerospace).
“It was in this industry where I first developed my awareness of the importance of collaboration amongst people and countries, as well as the virtue of patience and long-term thinking.
“Over the years, I moved up to various leadership roles, and later even served as a Member of Parliament in Singapore from 2001 to 2011, which opened my eyes to the true goodness of people – so many volunteers doing their bit for the betterment of the community in little or big ways.
“As for the coatings industry, my
journey into this field began when my shareholder employer, Mr Goh Hup Jin, approached me and sold me on his vision. I mentioned the virtue of patience, long-term thinking, and tenacity – he took this to another level, which is why I was inspired to come on board.
“It’s been an incredibly fulfilling journey, allowing me to apply my background in engineering, business, and leadership to a totally different industry. The journey continues as the vision crystallises and evolves.”
WHAT ARE YOU MOST PROUD OF REGARDING THE BUSINESS?
WSK: “NIPSEA Group was already a vibrant organisation some 20 years ago. It was already gaining leadership in several key markets and was actually pivotal in the development of emerging areas like China and Indonesia.
“But if you compare today’s NIPSEA Group with the one that entered this millennium, the composition of its businesses is very different. However, one thing stood the test of time – the culture and spirit of our people.
“NIPSEA Group’s people and their core behavioural traits retained the same dynamism even as the group has grown in size, scope, and spread. Maintaining this organisational ethos through leadership generational transitions is no simple feat. In fact, this is the essence of our continuing success – a shared history and belief system that gives all of us confidence that we will prevail in the face of vicissitudes as we forge forward.
“As a diverse group, we celebrate our people’s achievements every day. However, all this is only possible if we maintain the culture that drives us and sets us apart from other organisations. Keeping the essence of what makes us successful is the continuing singular achievement and one I’m very proud of.”
– Wee Siew Kim, Director,
the company is its partnership with the Singapore Tourism Board for Expo 2025 in Osaka, Japan.
“We are honoured to have contributed our coatings for both the interior and exterior of the Singapore Pavilion, helping to bring the nation’s vision to life at this global event.
“Developing, supplying, and applying five shades of red, we brought to life the rich hue of the Little Red Dot pavilion of Singapore. In addition, we supplied our specialised Target Line Paint for the electric autonomous bus transportation service at Expo 2025, further showcasing our expertise in cuttingedge technologies,” Wee expands.
Target Line Paint, a prime example of its product innovation, is designed to be detected by lidar sensors installed in autonomous vehicles. When applied to roadways, it enables the sensors to follow painted lines, ensuring accurate and stable autonomous navigation.
This technology was applied to three autonomous bus routes at the Osaka Expo 2025, helping transport visitors safely throughout the event.
Showcasing at Expo 2025 underscores Nippon Paint’s commitment to providing sustainable, innovative solutions that make a tangible impact on high-profile projects, reinforcing the brand’s leadership in the coatings industry.
BEIJING DAXING INTERNATIONAL AIRPORT
Another one of the company’s most significant collaborations was with Beijing Daxing International Airport in 2019, an iconic and expansive facility known for its striking starfish-like design, created by the renowned Zaha Hadid Architects.
“We are proud to have contributed our specialised coatings to the hangar and maintenance docking areas of this groundbreaking airport.
“Our solutions offer exceptional protection and durability to both airport staff and consumers, ensuring that the airport’s complex infrastructure not only stands up to the heavy demands of aircraft maintenance and repair operations, but also provides enhanced fire safety during emergencies,” details Wee.
This collaboration highlights Nippon Paint’s expertise in providing robust, high-quality coatings for largescale, high-traffic environments and reinforces the brand’s commitment to supporting global infrastructure
projects with cutting-edge technology and sustainable solutions.
Nippon Paint has a whole litany of innovations in the architectural, industrial, automotive, and marine segments.
“Throughout the years, our presence at World Expos and our work with Beijing Daxing International Airport stand out as iconic achievements that will stand the test of time,” he adds.
PROMOTING A CULTURE OF GROWTH
The sustainable growth experienced by Nippon Paint is rooted in its customer-centric approach and the unwavering commitment of its people, who are dedicated to achieving excellence across every facet of the business.
A major driver behind this mindset is its ‘lean for growth’ culture, which fosters collaboration and sharing best practices, knowledge, and experiences across all teams.
This focus on leanness creates an environment that allows the company to remain adaptable and able to continuously evolve with market demands.
Regarding its people as its most valuable asset, Nippon Paint is also committed to creating an environment where every employee can unleash their potential and receive appropriate recognition for their contributions.
Singapore Pavilion at Expo 2025 in Osaka, Japan
N’Shakti painting training for women
Beijing Daxing International Airport
“We strive to continually remind ourselves of our early entrepreneurial days – the traits that set us apart – and to balance their preservation even as we grow, adjusting to the increasing diversity of cultures in our mix,” Wee pronounces.
As a business with global operations, the management team in each region demonstrates leadership under an autonomous and decentralised approach, respecting the diverse values and strengths of its employees.
“To further support employee growth and encourage willingness to take on new challenges, we promote a range of talent development and career support initiatives, including strengthened global talent management programmes and the development of female leaders,” he continues.
ENVIRONMENTAL STEWARDS
Nippon Paint aims to achieve net zero for Scope 1 and 2 greenhouse gas emissions by 2060.
For Scope 3, Nippon Paint calculates emissions for the majority of group companies, further strengthening its response to climate change. In addition, NIPSEA Group aims to reduce energy consumption by eight percent in 2025 compared to 2021 levels.
For example, in China, NIPSEA Group is actively promoting the transition to renewable energy sources. By the end of 2023, solar photovoltaic (PV) panels had been installed at 19 factories, generating a total of 12.73 million kilowatt hours annually.
Through these efforts, NIPSEA Group aims to gradually incorporate alternative sources of energy into its facilities. The installation of solar PV panels is also being expanded to additional factories in China from 2024 onwards.
In addition, NIPSEA Group has
“TODAY, THE COATINGS INDUSTRY IN ASIA IS VIBRANT, FULL OF POTENTIAL, AND RAPIDLY EVOLVING, WHICH MAKES IT AN EXCITING TIME TO BE WORKING IN THIS SPACE”
–
WEE SIEW
KIM,
DIRECTOR, REPRESENTATIVE EXECUTIVE OFFICER, AND CO-PRESIDENT, NIPPON PAINT HOLDINGS CO., LTD AND
GROUP
CEO, NIPSEA GROUP
installed solar PV panels in Singapore and undertaken initiatives such as replacing incandescent lamps with high-efficiency LED lighting in Vietnam.
In Japan, Nippon Paint is working to reduce its Scope 3 emissions by purchasing renewable electricity through an off-site solar power purchase agreement (PPA).
Meanwhile, as part of its water resource management efforts, the company’s Shanghai factory in China successfully minimised wastewater discharge and met quality assurance requirements for water production conductivity through a water purification system modification project.
“As a result, the factory achieved a 90 percent reduction in wastewater discharge, with 80 percent of treated water now finding its way back into production processes and 10 percent allocated for fire-fighting reserves,” Wee informs us.
A LEGACY TO BE CELEBRATED
As Nippon Paint celebrates 140 years of global success, 2025 holds even greater significance as it marks the 60th anniversary of its key partner, NIPSEA Group, establishing its first
manufacturing plant in Singapore – an event that fittingly coincides with the nation’s 60th year of independence.
“It’s a milestone that fills us with immense pride, as it symbolises not only our growth but also our deep connection to Singapore’s transformation over the decades,” Wee confirms.
This shared history of growth, innovation, and legacy is a reflection of how far the company has come, initially playing its part in Singapore’s new landscape before subsequently springboarding from the tiny island country to the rest of Asia and beyond.
“We take great pride in having contributed to Singapore’s iconic landmarks, safeguarding buildings against the elements, and helping turn houses into homes with our highquality coatings.”
Now, as Wee reflects on the entire journey, he is reminded of the lasting impact NIPSEA Group has had and will continue to enjoy.
“This legacy is something we carry with us as we move forwards, celebrating both our achievements and the bright future ahead,” he finishes joyfully.
pressoffice@nipsea.com.sg nipsea.group
Brightening Indonesia’s fishing boats
A CRITICAL NODE IN GLOBAL AVIATION
Providing world-class aero engine and component repair services to some of the most respected airlines, Hong Kong Aero Engine Services Limited is a global name in engineering. George Edmunds, CEO, tells us more about the company and its plans for a high-flying future
Established in 1997 as a joint venture between Hong Kong Aircraft Engineering Company Limited (HAECO) and Rolls-Royce, Hong Kong Aero Engine Services Limited (HAESL) has established itself as a globally recognised maintenance, repair, and overhaul (MRO) provider specialising in Rolls-Royce Trent engines.
With its headquarters based in Tseung Kwan O Industrial Estate, the company offers a full suite of services, including engine overhaul, testing, and component
repair. Since its inception, HAESL has proudly serviced over 5,500 engines and is set to achieve a record engine throughput of between 360 and 375 engines in 2025.
The company serves over 35 global airline customers, with strong representation in Hong Kong, the Chinese mainland, Asia Pacific (APAC), the Middle East, Europe, and North America. With growing demand from across the globe, as reflected in this year’s record engine overhaul volumes, HAESL has seen significant growth in its staff numbers, which now stands at over 1,650.
CAN YOU TELL US MORE ABOUT HOW YOU OVERHAUL ENGINES FROM ACROSS THE GLOBE, WITH THE UNITED ARAB EMIRATES BEING A MASSIVE PART OF YOUR CUSTOMER CHAIN?
George Edmunds, CEO: “HAESL’s customer base spans global airlines, original equipment manufacturers (OEMs), and strategic partners, with a strong presence in the APAC region.
“Within the region, we provide overhaul services to major carriers, including Cathay Pacific, Hong Kong Express (HK Express), Hong Kong Airlines, Singapore Airlines, AirAsia X Berhad (AirAsia X), All Nippon Airways (ANA), Japan Airlines, and major operators from the Chinese Mainland. In the EMEA region, Qatar Airways, Etihad Airways, and British Airways are also significant contributors to HAESL’s workload.”
“Managing this remarkable growth is a testament to our collaborative spirit and commitment to excellence,” introduces George Edmunds, CEO.
“To support this growth, we have actively looked to widen the talent pool we recruit from, moving from a
traditional male-centric workforce to a more diverse one. For success, it is essential that our people feel supported and know that our dedication to diversity and inclusion is unwavering. To ensure this, we have active internal networks that
foster a sense of belonging and ensure everyone’s voice is heard. Regular health checks and well-being workshops further demonstrate our commitment to creating an inclusive and supportive workplace for all.”
Safety is also an area in which HAESL has made significant strides. It achieved record-low lost-time injuries, which speaks volumes about the company’s robust approach to ensuring workplace safety. This starts with a proactive safety risk identification system, where crossfunctional engagement reflects the sense of shared responsibility in maintaining a safe environment – a feature of the company’s culture.
Equally, community engagement is a cornerstone of HAESL’s culture. It has collectively volunteered over 4,000 hours this year and made significant donations to local causes, reflecting a deep-rooted commitment to giving back and making a positive impact.
Over 10 Years of Great Service
Since our establishment in 2012, SAMWO (CHINA & HK) CO., LIMITED, along with several packaging product manufacturers, jointly initiated a unified overseas sales strategy to achieve mutual development and win-win cooperation.
Since its establishment, our company has fulfilled its blueprint for exporting its products to various parts of the world. We have also become a designated supplier of materials to the Hong Kong SAR government.
Our main products include:
• Carton box (Material H838Y carton box) (Size: according to customer request.)
• Bearing box (Size: according to customer request.)
• NGV carton box with foam.
• 15 or 70 lattice box with foam.
• Carton paper (Size: according to customer request.)
We solemnly promise:
Guaranteed product quality and on-time delivery.
If you have special packaging requirements, our engineering term are happy to cooperate and provide samples until your satisfaction is achieved.
“THE AIRCRAFT MAINTENANCE INDUSTRY IN HONG KONG IS CURRENTLY EXPERIENCING A DYNAMIC AND PROMISING PHASE, MAKING IT AN EXCITING SPACE TO BE WORKING IN”
– GEORGE EDMUNDS, CEO, HONG KONG AERO ENGINE SERVICES LIMITED
“These accomplishments are a testament to the strength of our culture and the incredible people who make up our team. We continue to build on this momentum and strive for even greater heights,” notes Edmunds.
A HUB FOR INNOVATION
Hong Kong is situated as a key hub for aviation. This position is built on a combination of geographic, economic, infrastructural, and strategic advantages that make it uniquely competitive both locally and internationally.
The region is the aviation gateway to the Greater Bay Area (GBA), consisting of 86 million people and a gross domestic product (GDP) of USD$1.9 trillion.
“Hong Kong’s aviation hub status is not just about location – it’s about connectivity, capability, and strategic foresight. With its infrastructure upgrades, integration into the GBA, and strong cargo and MRO capabilities, it remains a critical node in global aviation,” insights Edmunds.
Located in the heart of Asia, within a five-hour flight radius of half the world’s population, Hong
Kong is a truly ideal transit point for both passenger and cargo traffic, efficiently connecting the East and West.
Additionally, Hong Kong International Airport (HKG) is consistently ranked amongst the world’s best, with over 220 destinations served globally, alongside being the busiest international cargo airport, handling over 4.3 million tonnes of cargo annually.
Despite the setbacks caused by the COVID-19 pandemic, HKIA has recovered to 80 percent of prepandemic passenger levels, whilst cargo operations remained strong throughout.
This resurgence after the pandemic is fuelling demand for MRO services across all categories, including engine, airframe, components, and interiors. The Hong Kong aircraft maintenance market is projected to grow steadily through to 2031, driven by increasing air traffic in the APAC
BRIDGING CUSTOMER NEEDS WITH TECHNOLOGY AND EXPERTISE
At Jebsen & Jessen Technology – Industrial Services Division, we are dedicated to supporting the aerospace industry in Singapore, Malaysia, Thailand, Indonesia, and Hong Kong with advanced technical solutions.
True to our mission of “Bridging customer needs with technology and expertise”, we believe the best results come from working hand in hand with our customers. By taking the time to understand their needs, operations, and delivery timelines, we build relationships that go beyond transactions — relationships founded on partnership.
Guided by our corporate values of trust, entrepreneurship, prudence, commitment, and partnership, we have earned the confidence of many long-term customers. Amongst them is HAESL, with whom we are proud to share a strong and enduring partnership.
in HAESL over
Over the past 20 years, PORTS Connection Cargo (HK) Ltd has become an important player in the global aerospace supply chain, streamlining the flow of parts, developing relationships with component vendors, and providing comprehensive AOG services. Extensive experience and in-depth knowledge allow us to assist clients with this challenge and achieve excellence.
region, technological advancements in aircraft systems, and government investment in aviation infrastructure.
“The government is actively investing in aviation talent, smart airport technologies, and crossboundary cooperation to future-proof the sector,” details Edmunds.
“Whilst the outlook is positive, there are also some challenges. These include availability of talent, increasing regulatory complexity and compliance demands, and, more recently, increasing geopolitical tensions and economic fluctuations. It is essential that we have strategies in place to navigate these challenges to ensure we can be confident to continue to make investments in the long term.”
CAN YOU EXPAND UPON HAESL’S SUPPLY CHAIN OPERATIONS AND HOW THEY’RE COORDINATED WITH ROLLS-ROYCE?
George Edmunds, CEO: “HAESL’s supply chain operations are tightly integrated with Rolls-Royce through a multi-tiered governance framework that ensures alignment across delivery, cost, quality, and risk management.
“Regular business reviews are jointly conducted by HAESL and Rolls-Royce stakeholders, covering critical areas such as parts input, kitting issues, turnaround time deviations, and subcontract repair delivery. A shared MRO performance scorecard tracks key performance indicators (KPIs) over time.
TRANSFORMING THE SECTOR
“Strategic planning is supported by sales and operations planning (SOP) processes that synchronise engine induction volumes and parts forecasting. Joint workshops, such as the SAP S/4HANA transition sessions, have produced actionable outputs around data exchange policies, inventory catalogue control, and governance mechanisms. These efforts are designed to modernise HAESL’s digital infrastructure whilst maintaining seamless integration with Rolls-Royce systems.
“Component repair development is another area of collaboration, with RollsRoyce supporting HAESL’s repair capability expansion through fair approvals and proprietary process sharing. Risk management is embedded into our supply chain strategy, with HAESL identifying over-reliance on Rolls-Royce and regulatory delays as key risks. Mitigation strategies include dual sourcing, crosscalibration protocols, and vendor diversification.”
To ensure that HAESL is well-placed to take advantage of the current uptick in MRO demand, the company is embarking upon various projects to improve its efficiency and increase its expertise.
At the heart of this transformation is HAESL’s digital ambition, which seeks to unlock efficiencies and redefine how aero engine MRO operations are managed through the adoption of new digital technologies.
“A dedicated digital team was only established a year ago. Despite this, they have already launched a fully integrated customer portal, which
streamlines everything from purchase order approvals to audit compliance. The portal supports real-time visibility into reservations, stock levels, and planner-customer workflows,” explains Edmunds
More fundamentally, HAESL has commenced an enterprise resource planning (ERP) system replacement, which will be delivered over the next two years. This will include the implementation of SAP Business Suite 4 SAP HANA (SAP S/4HANA), and iMRO as a manufacturing execution system.
Alongside efforts to ensure all data is available through a full migration to cloud storage, HAESL is building a
“HONG KONG’S POSITION AS A KEY AVIATION HUB IS BUILT ON A COMBINATION OF GEOGRAPHIC, ECONOMIC, INFRASTRUCTURAL, AND STRATEGIC ADVANTAGES THAT MAKE IT UNIQUELY COMPETITIVE BOTH LOCALLY AND GLOBALLY”
– GEORGE EDMUNDS, CEO, HONG KONG AERO ENGINE SERVICES LIMITED
future-ready digital backbone that will support artificial intelligence (AI) forecasting, Microsoft’s Power BI dashboards, and software development and IT operationsdriven app development.
In addition, HAESL is investing in cutting-edge technologies to enhance precision and reduce turnaround times through its smart manufacturing initiatives.
The Connector Inspection System, for example, is a portable, automated solution that minimises human error and inspection time, whilst a robotic welding project introduces AI-driven optimisation for complex shapes, improving safety and reducing fatigue-related turnover.
“These innovations are part of our broader strategy to become a centre of excellence in component repair and
advanced manufacturing,” explains Edmunds.
Finally, to meet growing demand, HAESL is expanding its physical footprint and operational capacity. Recent upgrades include the purchase of additional computer numerical control (CNC) milling machines and coordinate measuring machines, as well as facility expansion, both on-site through innovative storage solutions and off-site through the rental of additional space.
HAESL’s capacity expansion strategy could lead to the company overhauling up to 425 engines annually, as well as up to 50 module sets.
A COMMITMENT TO SUSTAINABLE GROWTH
Sustainability is a central pillar of HAESL’s business strategy, with
clear goals and measurable progress across environmental, social, and governance areas.
The company has made significant strides in reducing its environmental footprint, achieving a 17.1 percent reduction in carbon intensity and lowering water usage to 46 litres per attended hour. Waste management initiatives, such as centralised recycling stations, support HAESL’s goal of 60 percent waste diversion by 2030.
“We also emphasise sustainable procurement, aiming for full compliance with our Supplier Code of Conduct by 2030,” explains Edmunds.
“We encourage suppliers to reduce packaging and adopt recyclable materials and collaborate with Rolls-Royce on standards. EcoVadis assessments have helped identify areas for improvement in procurement ethics and environmental documentation, with corrective actions already underway.”
On the social front, HAESL promotes inclusion and community engagement. Internal programmes such as the HAESL Women’s Network (HWN) and Male Allies were established in 2023 to support gender equality.
With an initial target in 2023 of 13 percent female representation in a male-dominated industry, the percentage of females employed has now grown to 16 percent of a larger workforce, indicating progress in this area. Community outreach also includes youth development and partnerships with non-governmental organisations (NGOs), reinforcing the company’s role as a responsible corporate citizen.
Looking ahead to 2026, HAESL is setting ambitious targets that reflect its commitment to operational excellence, innovation, and sustainability.
“We plan to maintain engine output at above 360 units, and with increasing richness in the workscopes
of the engines we overhaul, this will deliver a record three million workload hours in 2026, requiring a further seven percent increase in headcount, on top of double-digit increases already seen in the last two years. Achieving this growth will be challenging and require enhanced planning and capacity management, but none of this is new to HAESL,” furthers Edmunds.
He also notes that the forward projection for engine demand in the coming years continues to look promising. As a result, HAESL is confident it can provide a stable working environment where staff can develop traditional MRO skills whilst learning new ones as the company unlocks the potential of new technologies.
Edmunds believes technology advancements will transform the
working environment, making the industry more attractive to a new generation coming into the workforce. To create this environment, the company will be investing over USD$300 million in the coming 10 years, with investments focused on automation, digital infrastructure, and facility upgrades.
“Innovation remains a key focus, with continued investment in new technologies such as automated welding and additive manufacturing technologies,” expands Edmunds. These advances aim to streamline processes, improve safety, and eliminate workshop bottlenecks.
However, unlocking the opportunities these technologies represent will only be possible if it can support this through relevant talent development.
As a result, HAESL remains committed to upskilling its current
workforce, with promotions and role expansions planned across key departments, supported by the right training, reinforcing the company’s commitment to internal career growth.
“None of these plans will deliver further growth and efficiencies without strategic alignment with Rolls-Royce and collaboration through joint governance reviews on areas such as cost model refinement and coordinated planning for future engine capability,” concludes Edmunds.
cb@haesl.com
www.haesl.com
VANGUARD OF MALAYSIAN MARITIME DEFENCE
MALAYSIAN
Lumut Naval Shipyard (LUNAS) is united by a shared purpose and mission to serve, protect, and advance Malaysia’s maritime defence capabilities. We learn about the company’s deep-rooted commitment to national security with CEO, Ir. Azhar Jumaat
Writer: Jack Salter | Project Manager: Josh Whiteside
Based in Lumut, a coastal town in the state of Perak on the west coast of the Malay Peninsula, LUNAS has established itself as a leader in the shipbuilding and ship repair (SBSR) industry.
With a current workforce of over 1,000 skilled employees and more than four decades of SBSR expertise, LUNAS is Malaysia’s largest naval shipyard and recognised as a national asset in the industry.
Over the course of its 40-year history, the company has stood side by side with its primary client, the Royal Malaysian Navy (RMN), through evolving challenges.
“What sets LUNAS apart is our deep-rooted commitment to national security. We don’t just deliver vessels – we deliver confidence to the RMN and assurance to the people of Malaysia,” affirms Ir. Azhar Jumaat, CEO.
“Our long-standing partnership with the RMN, role as a custodian of sovereign defence capabilities, and investment in local talent are what truly differentiate us.”
By ensuring the RMN has capable and reliable assets, LUNAS contributes to Malaysia’s maritime sovereignty, which plays a constructive role in a security context for the Association of Southeast Asian Nations (ASEAN).
LUNAS’S VISION, MISSION, AND CORE VALUES
VISION:
To build ships that propel Malaysia forwards and build the talent that carries its legacy.
MISSION:
To strengthen Malaysia’s maritime future by delivering worldclass SBSR services; powered by technology, sustained by innovation, and driven by the continuous growth of its people.
CORE PILLARS:
EXCELLENCE – Uphold the highest standards in SBSR, ensuring safety, quality, and reliability.
INNOVATION – Embrace technology and creative solutions to drive continuous progress.
PEOPLE FIRST – Invest in developing skills, talent, and leadership across all levels.
NATION-BUILDING – Commit to contributing to Malaysia’s growth, resilience, and maritime strength.
SUSTAINABILITY – Operate responsibly, safeguarding the environment and future generations.
LCS PROGRAMME
The Littoral Combat Ship (LCS) programme, in which LUNAS is building a class of five stealth frigates for the RMN, is laying the groundwork for Malaysia’s maritime future.
This complex and strategic defence project positions the country to emerge as a regional maritime hub, one where its engineers, shipbuilders, and innovators stand shoulder to shoulder with the best in the world.
Today, LUNAS is seeing the programme achieve concrete progress, with LCS 1 MAHARAJA LELA in the setting-to-work phase and on track for physical handover by the end of 2026.
LCS 2 RAJA MUDA NALA was launched in early July 2025, whilst the naming and launching of LCS 3 and 4 are expected to take place next year.
“These milestones are more than symbolic – they demonstrate that the programme is moving forwards in tandem with LUNAS’s corporate governance reforms,” acclaims Ir. Azhar.
It has been a challenging journey, but with the reforms LUNAS has put in place, governance and transparency are now the company’s highest priorities.
“Lessons from the past have shaped stronger oversight, tighter financial
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practices that ensure accountability at every stage,” he asserts.
Despite the challenges, the LCS programme has been a catalyst for industrial growth, technology transfer, and talent development within the country.
Indeed, it’s more than just a defence contract – it’s a long-term investment in Malaysia’s economic and security ecosystem and ‘rakyat’ (citizens).
“For the RMN, it represents a generational leap in capability. Equally, for Malaysia, it represents jobs for our people, opportunities for local small to medium-sized enterprises (SMEs), and the strengthening of an ecosystem that supports national resilience,” Ir. Azhar elaborates.
This is fully aligned with the Malaysian government’s agenda, ensuring strategic projects deliver tangible value for the rakyat, not just the armed forces.
Alongside the LCS shipbuilding programme, LUNAS’s ship repair services
are equally critical as they ensure the RMN and Malaysian Maritime Enforcement Agency maintain their operational readiness every single day.
“These projects are special because they embody both our technical expertise and duty to the nation,” he prides.
“For us, it starts with the ‘amanah’ (trust). That sense of responsibility drives us to deliver excellence in every project.”
CLASSROOM, BATTLEFIELD, AND HOME
Ir. Azhar was entrusted to lead the LCS programme after retiring from the RMN, where he proudly served from 1990 until 2016.
“For 26 years, the sea was my classroom, battlefield, and home. I retired as a captain, but truthfully, the navy never leaves your heart,” he fondly reflects.
Electrical System Integrator for Littoral Combat Ships Malaysia
SAM Electronics are proud to support LUNAS and the Royal Malaysian Navy
Contact: www.wartsila.com/sam-electronics
Email: info.sam.de@wartsila.com
SAM ELECTRONICS
“It was there I learned that a ship is not just steel, but a lifeline, carrying the hopes of people and guarding the sovereignty of our nation.”
That experience gave him a rare perspective, blending operational knowledge with the challenges of shipbuilding.
“It provided me a front-row seat in shipbuilding at the highest level,
combining technical expertise with leadership, and deepened my respect for the SBSR industry as more than just an economic driver, but as a pillar of national resilience,” Ir. Azhar informs us.
When he was later given the ‘amanah’ to become CEO of LUNAS in 2022, Ir. Azhar saw it not as a career move but as a continuation of service to the nation.
SAM Electronics is providing the electrical system integration package for the LCS programme.
As per the previous project for the Royal Malaysian Navy, SAM Electronics is responsible for the integration of all electrical systems on the platform and the supply of numerous electrical systems, such as switchboards, power distribution, lighting and degaussing systems as well as the installation of the entire cable plant.
SAM Electronics in Hamburg has specialised in electrical system integration for naval vessels for more than 40 years. During this period, SAM Electronics has successfully contributed its system integration competence to numerous projects on national and international shipyards.
We are proud to contribute to the success of LUNAS and the Royal Malaysian Navy with our competences as one of the most trusted leading electrical system integrators for newbuild and service.
“FOR 26 YEARS, THE SEA WAS MY CLASSROOM, BATTLEFIELD, AND HOME. I RETIRED AS A CAPTAIN, BUT TRUTHFULLY, THE NAVY NEVER LEAVES YOUR HEART”
“I carry the values of trust, care for people, and respect for the mission. This is about protecting our waters, developing our people, and leaving behind a sustainable legacy for future generations.”
CATALYST FOR NATION-BUILDING
In Malaysia, under the MADANI framework launched in July 2023 by Prime Minister, Anwar Ibrahim, LUNAS is recognised as a catalyst for nation-building.
MADANI is based on six fundamental pillars, namely sustainability, prosperity, innovation, respect, trust, and compassion.
Beyond defence, LUNAS contributes to nation-building by
“WHAT SETS LUNAS APART IS OUR DEEPROOTED COMMITMENT TO NATIONAL SECURITY. WE DON’T JUST DELIVER VESSELS – WE DELIVER CONFIDENCE TO THE RMN AND ASSURANCE TO THE PEOPLE OF MALAYSIA”
–
IR. AZHAR JUMAAT, CEO, LUMUT NAVAL SHIPYARD
developing local talent, uplifting SMEs in its supply chain, and nurturing industrial capabilities that strengthen Malaysia’s economy.
This is in line with the MADANI values of sustainability, prosperity, and respect, ensuring the benefits of LUNAS’ work extend beyond shipyards.
“When our shipyard thrives, it creates a domino effect, uplifting the surrounding community, empowering local SMEs, and strengthening the wider economy.
“That is what excites me most –being part of an industry that uplifts our people, empowers our SMEs, and strengthens our nation’s self-reliance,” outlines Ir. Azhar.
“We see every project as more than just delivering a ship. It’s about creating opportunities for Malaysians, generating jobs, developing skilled engineers, and providing steady work for local SMEs who form the backbone of our supply chain.”
The supply chain is an essential part of the company’s success as it collaborates with a wide range of both local and international partners and places strong emphasis on transparency, integrity, and mutual growth – which have contributed to an increase in trust.
“By strengthening our relationships with local suppliers and SMEs, we are creating a sustainable ecosystem that supports the entire SBSR industry in Malaysia,” Ir. Azhar enlightens.
TRANSFORMING BLUEPRINTS INTO VESSELS
The SBSR industry is at a very exciting crossroads, with digitalisation, automation, and green shipbuilding transforming the way vessels are designed and maintained.
LUNAS embraces innovation across all departments, and its digitalisation journey in shipbuilding is making way for sustainable solutions that meet global standards.
“We are adopting digitalisation in shipbuilding technologies and building partnerships with global players to accelerate knowledge transfer,” Ir. Azhar tells us.
“Most importantly, it’s the human element – our people’s dedication – that transforms blueprints into vessels.”
Many staff members have dedicated decades of their lives to LUNAS, carrying with them skills that form the backbone of its shipbuilding legacy.
“We take talent retention seriously, because our future depends on it. That is why we have restructured our salary scale, introduced better benefits, and created clearer promotion pathways to ensure our
people see their role not just as a job, but as a long-term career path with LUNAS,” he sets out.
This reflects the MADANI principle of prosperity, where growth is shared fairly amongst those who contribute.
Beyond career growth, LUNAS also believes in nurturing ‘keharmonian’ (harmony) in the workplace.
“Our Eid and iftar gatherings and bowling tournaments bring people together as one entity and strengthen bonds across departments,” highlights Ir. Azhar.
“We emphasise recognition to create an environment where every employee feels valued, connected, and proud to contribute to a bigger national agenda. This is how we
live the MADANI spirit through our people,” he concludes.
LUNAS wants to be a platform for nurturing the next generation of Malaysian engineers and technicians.
In doing so, the company aligns itself with the MADANI vision of a sustainable, prosperous, and resilient nation.
Tel: (+605) 690 7000
commercial@mylunas.com.my www.mylunas.com.my
WHERE FORM AND FUNCTION COMBINE
Founded by Brian Eckersley and James O’Callaghan in 2004, Eckersley O’Callaghan is an award-winning structural and façade engineering firm with a shared vision of a design practice that truly integrates engineering and architecture. Yanchee Lau, Director –Hong Kong, reflects on how the industry in Asia is evolving and outlines some of the company’s stand-out projects
Writer: Lily Sawyer | Project Manager: Andrew Marjoram
Acompetitive environment with many clients seeking to distinguish themselves from the crowd, the construction landscape in Asia Pacific (APAC) has evolved in recent years, with constant advancements enabling it to rapidly become bigger, faster, and better. A leader in office towers, retail and
transport-orientated developments, and mixed-use buildings, Asia is home to many impressive structures that often incorporate unique features to help them stand out.
A structural and façade engineering consultant for architectural construction projects, Eckersley O’Callaghan (EOC) is ideally
positioned to help clients in this growing market achieve their goals, collaborating with architects, designers, engineers, consultants, and contractors across all sectors.
“We focus on technical challenges and enhancing architecture no matter the scale. Often, clients come to us when they have a particularly
challenging engineering problem, and we offer a solution that they might have thought not possible,” opens Yanchee Lau, Director – Hong Kong.
The company also supplements its services with sustainability and digital design expertise depending on the nature of each project.
Whilst EOC is nominally a British company headquartered in London, it maintains an international mindset and has a global network of offices across the US, Europe, and APAC with whom it actively collaborates.
“We pool the knowledge and expertise gleaned from all our local markets for the benefit of other
markets,” Lau explains.
In APAC, the company has a studio in Hong Kong, China – with more offices in Delhi, India and Sydney, Australia – and serves many countries across the region, including mainland China, Macau, Taiwan, South Korea, Japan, Singapore, Malaysia, and Thailand.
“These are all different markets with their own styles and local practices. As such, we remain agile and adaptable in how we work – but the common thread continues to be intelligent engineering,” Lau outlines.
AMONGST THE CLOUDS
A carefully integrated structural composition of steel and glass, Banquet Hall – also known as Cloud 39 – is an event space enclosed by a 600 square metre (sqm) skylight structure featuring an integrated composition of glass and long-span steelwork to maximise transparency.
“We’re very proud of our involvement in this project, which was conceived for maximum transparency and elegance to enable connection with the outside,” Lau continues.
Banquet Hall crowns The Henderson – a 200 metre (m)-tall office tower designed by Zaha Hadid Architects and the latest addition to the iconic architecture of Hong Kong’s Central Business District.
One of the biggest challenges the company faced when working on this project were the very high wind loads often faced in the country from typhoons, which can measure at a factor of up to five times higher than in Europe.
As such, the issue with having so much glass in a structure like this is controlling its movement.
“If it moves too much, the glass might break – it’s all a balancing act. So, we really had to sharpen our pencils to keep elements slim and integrated –there’s a reason why it’s extremely rare for a tower to be crowned by such a steel and glass structure,” he explains.
In response, EOC implemented clever design techniques – such as a frameless 7 m glass wall and glass beams in the skylight – to guarantee Banquet Hall’s structural stability whilst delivering the desired aesthetic.
“The glass wall enables uninterrupted views across Hong Kong’s iconic skyline,” Lau adds.
The Henderson, Hong Kong
CAN YOU TELL US MORE ABOUT YOUR RECENT LANDMARK WORK ON ATLASSIAN CENTRAL?
Yanchee Lau, Director – Hong Kong: “Atlassian Central is a landmark 200 m-tall office tower in Sydney, Australia that is currently under construction.
“It will set benchmarks in sustainability, including embodied carbon – the carbon emissions associated with production – since we engineered a design that incorporates a high proportion of timber within its structure to replace concrete and steel where possible.
“Timber has significantly lower embodied carbon than concrete and steel, but it’s not as strong and is therefore challenging to build tall structures with it alone.
“As such, we came up with a hybrid solution that comprises a steel structure every five floors within the building – like a bookcase. Then, four-storey timber buildings are constructed within those steel shelves.
“It’s an innovative way of maximising the volume of timber used as, typically, materials of much higher carbon intensity would have been used instead.”
“WE OFTEN SAY THAT THE SIMPLICITY OF THE OUTCOME BELIES THE COMPLEXITY OF THE ENGINEERING BEHIND IT”
– YANCHEE LAU, DIRECTOR
– HONG KONG, ECKERSLEY
O’CALLAGHAN
The company is also responsible for engineering the elevated pedestrian walkways around the ground level of the building which are knitted into the fabric of existing paths.
“The Henderson is a truly unique and visionary project, and in many ways gives generously to the public,” he explains.
Cloud 39 at The Henderson
Where Every Glass Becomes Art
GNew Performing Arts Venue
lass is no longer a silent component of modern buildings; it has become the medium through which architecture communicates with light, space, and culture. At NorthGlass, each pane of glass is envisioned not merely as a building material but as a piece of art that carries the soul of a city. This philosophy has guided the company for nearly three decades, transforming it from a pioneer in glass tempering technology into a global leader in architectural glass innovation.
Transforming Architecture Through Glass
From iconic skyscrapers to cultural landmarks, NorthGlass has continuously demonstrated how advanced glass processing can elevate architecture beyond function. In Shenzhen, the OPPO Headquarters showcases more than 70,000 square metres (sqm) of super energy-saving curtain wall glass, including nearly 10,000 pieces of superlarge, multi-curved, and irregularly shaped glass panels. Each element was engineered with extreme precision, enabling the headquarters to embody both technological progress and aesthetic brilliance.
The National Speed Skating Oval in Beijing, known as the ‘Ice Ribbon’, stands as another striking example. Here, more than 2,000 tempered half-tubes of varying sizes were integrated seamlessly with a complex steel structure through dynamic simulation technology.
The resulting curtain wall system resembles flowing ribbons of glass, echoing the speed and rhythm of athletes on the ice. The project not only tested the limits of glass shaping and installation but also elevated structural engineering into a visual performance.
Further afield, the Mori JP Tower in Tokyo’s Azabudai Hills development—currently the tallest building in Japan—adopts super glass crafted by NorthGlass. Despite its massive scale, the façade maintains exceptional flatness and optical clarity, reflecting the skyline of Tokyo. Similarly, at Two Taikoo Place in Hong Kong, glass panels with an area of 12 sqm each were installed at a height of 190 metres (m).
Even under challenging environmental conditions, the panels maintain mirror-like reflection, projecting Victoria Harbour as a flawless moving image across the façade.
From the corrugated glass curtain wall of Bloomberg’s European headquarters in London to the New Performing Arts Venue in Brisbane, NorthGlass’ architectural glass solutions are redefining the relationship between material and design on a global stage.
Leading with Innovation
Behind these achievements lies relentless innovation. One of the company’s most transformative breakthroughs is the gapless forced convection system, which redefined the industry standards of flat tempered glass. By introducing an intelligent
temperature control system, advanced convection design, and upgraded wind grille technology, NorthGlass significantly improved optical quality and flatness. Inspection data confirms that the flatness of NorthGlass tempered glass reaches 0.06/300 millimetres, whilst bow is controlled within one percent - a level of precision that ensures uninterrupted visual purity across even the largest glass façades. Equally important are advances in safety and durability. In the NorthGlass Safety Standard Laboratory, laminated glass is subjected to rigorous testing. Even when struck by heavy steel balls, the glass develops only spider-web cracks whilst maintaining structural integrity. This resilience is the result of a composite lamination process that enables the glass to resist not only extreme weather events such as typhoons but also explosive shockwaves, ensuring that modern buildings meet the highest safety requirements.
Two Taikoo Place
Tokyo Azabudai Hills
Intelligent Manufacturing and R&D Power
NorthGlass’ achievements are inseparable from its intelligent manufacturing ecosystem. At the Tianjin base of the NorthGlass Glass Deep Processing BU, automated production lines integrate advanced tempering furnaces, digital monitoring, and quality control systems. In this environment, a single sheet of nearly 20 sqm of low iron coated glass can be shaped with consistency and accuracy at temperatures reaching 650°C.
The company invests more than 8.5 percent of its annual revenue into research and development, maintaining continuous progress through provincial and ministerial key laboratories. By integrating coating lines, lamination processes, and tempering technologies into a collaborative innovation chain, NorthGlass pushes the boundaries of what architectural glass can achieve. The result is an expanding portfolio that ranges from Low-Iron and Low-E coated glass to bespoke, special-shaped, and curved tempered products.
Driving Sustainable Futures
As the global construction industry faces increasing pressure to address climate change, NorthGlass is at the forefront of providing sustainable glass solutions. Its super energy-saving products are designed to minimise heat transfer, reduce reliance on artificial cooling or heating, and significantly lower carbon emissions. In tropical regions such as Southeast Asia, these high-
performance façades have become vital tools for reducing energy consumption in commercial buildings. Moreover, the company’s intelligent production lines prioritise resource efficiency. Closed-loop water systems, optimised energy use in furnaces, and advanced coating technologies all contribute to greener manufacturing. By aligning innovation with environmental responsibility, NorthGlass ensures that every pane of glass not only enhances a building’s beauty but also supports the planet’s long-term health.
Global Footprint and Cultural Resonance
With projects spanning all over the world, NorthGlass is not only a supplier of high-quality glass but also a cultural ambassador of Chinese innovation. Each international landmark bearing NorthGlass products is a testimony to the company’s ability to merge technology with artistry across diverse architectural styles and climates.
The company’s ethos is deeply rooted in the spirit of craftsmanship. The Tianjin base is often referred to as the “cradle of glass craftsmen,” where innovation and tradition blend seamlessly.
Here, NorthGlass nurtures a new generation of engineers and designers who treat every piece of glass as a canvas. It is this belief - that technology and art resonate most powerfully when they intersectthat has shaped the company’s global reputation.
Tianjin NorthGlass
The Future of Glass as Art
As cities continue to evolve, architectural glass will play an even greater role in balancing sustainability, safety, and beauty. NorthGlass is committed to developing solutions that reduce energy consumption, improve structural performance, and inspire new forms of architectural expression.
Ultimately, NorthGlass envisions architecture not simply as shelter or utility but as a spiritual totem of the city. When technology meets art through the medium of glass, buildings transcend their physical roles and become symbols of collective aspiration. By shaping glass into art, NorthGlass is helping shape the future of cities themselves.
Tianjin Base:
No.20 Baozhong Road, Baodi District, Tianjin, China
Shanghai Base:
No.328, Guanghua Road, Songjiang District, Shanghai, China
Luoyang Base:
No.20, Binhe Road, High-tech Development Zone, Luoyang, Henan, China
T +86-22-59280088
E tngsales@northglass.com https://www.northglass.com
World’s Leading Supplier for Glass Processing Solutions and Processed Glass
Founded on May 18, 1995, NorthGlass, located in the Luoyang National High-Tech Industrial Development Zone, specialises in the research, design, manufacturing, and sales of glass processing equipment and processed glass products. There are three production bases in Luoyang, Shanghai, and Tianjin, with 9 BU. In 2011, NorthGlass made its mark on the global stage by successfully listing on the Shenzhen Stock Exchange (Stock Code: 002613).
Beijing Library
Luoyang NorthGlass
Recognised for its excellence, Banquet Hall was shortlisted for two awards at this year’s Society of Façade Engineering (SFE) Façade 2025 Design and Engineering Awards: Project of the Year – New Build (International), and Innovation (International).
IN RELENTLESS PURSUIT OF ELEGANCE
EOC is unique as it specialises in both
structures and façades, which shines through in architectural projects where both are integrated.
“Our dual expertise not only keeps material costs down for the client but contributes to the overall sustainability of each project. We’re focused on creating value from efficiency,” Lau points out.
A long-term client which has benefitted from this industry expertise is a global technology
company whose iconic stores are known for their extensive use of structural glass.
Not only does the client favour glass façades for the transparent aesthetic they provide but also enjoys the use of glass throughout each structure –even down to the staircases.
“The relentless pursuit of elegance through simplicity ultimately describes this client’s brand, which – project by project – has created an incremental increase in demand for glass innovation. We are proud to be part of that journey,” he tells us.
It can be argued that glass has made more strides than any other construction material in the past few decades, and with some of this client’s most spectacular projects located in Asia, EOC’s presence in the region can be seen to have played a significant role.
“We often say that the simplicity of the outcome belies the complexity of the engineering behind it,” Lau details.
As he continues to reflect on the intricacies involved in glass engineering, Lau notes how innovation with this material not only requires visionary clients and architects, but also a strong supplier network.
“The whole supply chain of suppliers, fabricators, and contractors must all pull in the same direction,” he adds.
NorthGlass in China, for example, and Sedak in Europe are major players fabricating large format curved glass who have proven this to be true.
PROJECTS OF NOTE
In terms of ongoing projects, EOC is currently working on a large retail development in Sanya, China, on Hainan Island.
The development will provide 300,000 sqm of above-ground retail space, comprising around 30 blocks with key stores for high-end retail, boulevards, and feature structures.
“It’s almost like building a small
Two Taikoo Place
WORKING FOR HUMAN’S LIVING ENVIRONMENT AND HEALTH
JANGHO Group (A-share stock code: 601886. SH) is a multinational enterprise group listed on the Main Board of the Shanghai Stock Exchange.
Founded in 1999 and headquartered in Beijing, the Group adheres to a “dual-core, diversified” development strategy, with core businesses encompassing building envelope systems (including facade, interior fitting out, and design, under brands such as JANGHO Curtain Wall, Sundart Group, JANGHO BIPV, Gangyuan Decoration, and SLD Steve Leung Design Group) and healthcare.
JANGHO Group expanded overseas for the first time in 2006 by entering the Macau market, followed by Hong Kong in 2010.
To date, it has completed over 70 percent of the casinos and hotels in Macau, along with numerous significant projects in Hong Kong, establishing itself as a top-tier façade
town from scratch – just one example of the sheer scale of many construction projects currently underway in China,” Lau emphasises.
Elsewhere, the company has completed construction of a dome structure in South China which, coincidentally, has similar proportions to the dome at the Pantheon in Rome, Italy.
Using advanced digital design techniques, EOC carefully integrated and optimised the steel structure within the architectural geometry of the dome.
“We love this project because it is showcases a pure engineering process from start to finish,” he details.
“We took the steelwork from design to fabrication and even defined how pieces would be constructed in the factory and assembled on-site.”
Another example of a project that required intelligent engineering is Two Taikoo Place in Hong Kong.
The Group’s operations span multiple countries and regions worldwide, including: Mainland China, Hong Kong, Macau, Taiwan, Singapore, the Middle East (Dubai, Abu Dhabi, Saudi Arabia, Qatar, etc.) the Philippines, Malaysia, Indonesia, Vietnam, Cambodia, and Thailand in Asia; Australia in Oceania; as well as Europe, North America, and South America.
In 2024, the Group achieved annual revenue of RMB 22.4 billion, ranking as the world’s largest facade company by revenue.
An office tower for Swire Properties, EOC provided façade engineering for the project, which utilises an impressive 3 m-wide glass
curtain wall unit to maximise views over the city for tenants – doubling the industry standard of a 1.5 m-wide glass curtain.
Jangho Group’s Selection of Super High-Rise Skyscraper Projects
Jangho Group’s Jeddah
Jangho Group’s Hong Kong Lee Garden Eight Project (Facade Area: 75,000 sqm) (Image courtesy of Foster + Partners Architects)
Jangho Group’s AIRSIDE (Facade Area: 46,000 sqm) – The Tallest Commercial Building in East Kowloon, Hong Kong
K11 Art and Cultural Centre, Hong Kong
The design of the bridge balances functionality with elegance, creating a minimal and fluid form that connects seamlessly to the wider bike network. ECKERSLEY O’CALLAGHAN
SYDNEY HARBOUR BRIDGE CYCLEWAY
Designed with sensitivity to country, heritage, and setting in mind, EOC is working on the construction of the Sydney Harbour Bridge cycleway, slated for completion in early 2026.
The 190m cycleway bridge presents a new route connecting Sydney Harbour Bridge with Bradfield Park North – a connection which currently requires cyclists to ascend or descend a 50-step stairway.
However, the star of the show is the 15 m tall glass lobby, which incorporates tension rods within the vertical joints between the glass panels to create the illusion of a seamless, curved glass façade.
“This avoids the use of mullions or any other kind of visible structure – I often joke that it looks like something is missing in a good way!
“The objective of this project was to achieve a truly minimal aesthetic, so it’s a great example of incredibly high-level, involved engineering for minimalism.”
A BRIGHT FUTURE
As this year marks two decades of EOC, Lau reflects on what this important milestone means to both the business and his own career.
“I’ve been with the company for a decade and, during that time, the scale of the projects we are equipped to handle has grown significantly,” he observes.
Whilst EOC may have once been considered niche in terms of its technical expertise, today it provides solutions that unlock complex challenges for the benefit of projects across a wide plethora of locations and market sectors.
“Not many companies make it to 20 years, and our founders Brian and James remain deeply invested in
our day-to-day operations, running and managing our global network of offices,” he reveals.
“Our motivation continues to be working on the most interesting construction projects in the world.”
As the demands of the market continue to constantly shift, EOC has remained agile in adapting to these changes.
SKP Chengdu
Ecersley O’Callaghan London office on their summer trip in Folkestone
SKP CHENGDU
EOC oversaw the bespoke and advanced structural glass design of the ‘water cube’ entrance way for high-end shopping centre, SKP Chengdu in China.
In collaboration with architects Sybarite, the company engineered the façades and canopies in the main entrances of two department stores, three glass boxes including the main glass box located at the centre of the plot, and the Y-shaped pedestrian bridge.
“The water cube is the entrance to the subterranean mall, where water encased within glass façades creates an aesthetic trickle effect – it’s quite unique,” Lau observes.
As a result of its truly ‘Instagrammable’ features, SKP Chengdu is garnering a reputation for its unique architectural design, establishing itself as a recognisable landmark in the city.
EOC has played an important role in the project being shortlisted for a handful of prestigious awards, including:
• The World Architecture Festival Awards 2023 – Shortlisted as part of the Future Project category
• ArchDaily Building of the Year 2024 – Nominated for the Public and Landscape Architecture category
• Architizer A+ Awards 2024 – Jury winner in the Commercial Shopping Centre category
Looking ahead, Lau sees the company expanding its footprint in Southeast Asia, India, and Australia in the coming years.
In particular, he anticipates sustainability emerging as a key trend across APAC going forwards – in the same way it is a dominant priority for construction projects across Europe today.
“The climate crisis is real, and we at EOC are well placed to transfer our lessons learned from global projects,” Lau concludes.
“As we see more typhoons and weather phenomena in the region, we must ask ourselves – are our buildings designed for today also robust enough for tomorrow?”
Tel: +852 9799 8812
hello@eocengineers.com
www.eocengineers.com
FRONTRUNNERS IN SINGAPOREAN FACILITIES MANAGEMENT
CBM Pte Ltd is on a mission to deliver cuttingedge integrated and total facilities management services to the burgeoning Singaporean market. Roy Chiang, President and CEO, details the company’s sustainability, innovation, and customer-centric approach
Writer: Lucy Pilgrim | Project Manager: Andrew Marjoram
Ensuring the efficiency and safety of the built environment, the integrated facilities management (FM) sector in the increasingly diverse landscape of Singapore has undergone significant transformation over the last 20 years, evolving from traditional, reactive operations to a technologydriven, predictive, and strategic industry.
Indeed, major trends, milestones, and significant events have accelerated digital transformation and smart FM operations across the country, including the green certification of notable buildings,
such as the Building and Construction Authority’s (BCA) Green Mark Certification Scheme, and the COVID19 pandemic.
The sector has also witnessed an increased focus on sustainability, most pointedly demonstrated by the introduction of the Singapore Green Building Masterplan (SGBMP), which has given rise to the development of the government’s Smart Nation initiative.
As a result, energy efficiency technology, including building and energy management systems and Internet of Things (IoT) sensors and devices, can be leveraged far easier.
Such developments have also led to better resource management –particularly regarding electric, water, gas, waste, and manpower – as well as greater data analysis and optimisation and the emergence of integrated FM platforms.
“The use of these technologies formed the model for datadriven, technology-enabled, and sustainable FM, such as automated work order systems, asset lifecycle management, and overall integration with sustainability goals,” opens Roy Chiang, President and CEO of CBM Pte Ltd (CBM) – Singapore’s leading integrated FM services provider at the helm of this evolution.
“A focus on innovation, sustainability, and customer-centric service continues to underpin both our growth and reputation in the market,” Mr Chiang prides.
ACHIEVING SUSTAINED GROWTH
Originally known as City Building Management, CBM was founded in 1971 as a subsidiary of City Developments Limited (CDL).
Its initial mission was to provide basic in-house engineering, cleaning, and security services for CDL’s property portfolio, ensuring internal quality control, operational efficiency, and high standards within the group.
CDL has been a critical driver of CBM’s steady growth, providing robust corporate backing in the form of financial strength, sound governance, and a ready base of properties within its wider portfolio.
“Such a strategic anchor not only helped CBM navigate its formative years but also enabled sustained investment in people, technology, and expertise – investments that would
“Understanding CBM’s enduring success is incomplete without recognising this foundation of corporate stability and strategic support.”
Later, in 2007, the company underwent significant transformation thanks to Mr Chiang’s proactive leadership, which resulted in CBM shifting from being CDL-centric to serving a much broader client base, both locally and internationally.
The company’s growth during this period was achieved by leveraging and strengthening its core competencies, developing new growth platforms, expanding its current business footprint, and refining its internal processes.
Following this transformation, CBM achieved a number of key milestones,
City Square Mall
including the diversification of services by implementing valueadding integrated FM solutions, project and managing agent services, car park operations, system integration, commercial laundry, and green consultancy.
In 2009, it launched CBM Solutions, one of the few accredited Energy Service Companies (ESCOs) in Singapore, to focus specifically on the latter.
CBM enjoyed considerable geographical expansion in the following years, entering into Qatar, Thailand, and Taiwan in 2009, 2013, and 2024, respectively.
The company simultaneously underwent substantial digital and technological transformations. For example, CBM has developed mobile apps for various services, including asset lifecycle tracking, and built smart in-house software solutions platforms using IoT, artificial intelligence (AI), cloud, and
“A FOCUS ON INNOVATION, SUSTAINABILITY, AND CUSTOMER-CENTRIC SERVICE CONTINUES TO UNDERPIN BOTH OUR GROWTH AND REPUTATION IN THE MARKET”
– ROY CHIANG, PRESIDENT AND CEO, CBM PTE LTD
data analytics solutions.
Combined with 5G and robotics, this enables integrated, predictive maintenance, real-time monitoring, and more efficient FM operations.
SUSTAINABLY ORIENTATED, INNOVATIVELY MINDED
Upholding a customer-centric philosophy enables CBM to create tailored, cost-effective solutions based around sustainability and innovation.
“Our solutions help both clients and companies gain a competitive edge, enhancing brand value and enabling customers to fulfil their business
objectives, which leads to improved relations and long-term success,” Mr Chiang highlights.
As such, the company’s belief in innovation and investing in the development of new and sustainable products also sets CBM apart from its competitors.
To meet the growing needs of its clients in an ever-evolving digital landscape and industry, the company has developed digiHUB, a smart property management system with a remote facility dashboard that leverages IoT, AI, machine learning (ML), analytics tools, and other technologies such as remote security surveillance systems.
INTRODUCING DS
DS M&E Pte Ltd (DS), a company incorporated in 2014, was founded by Mr Don Siew who worked for 15 years in facility and admin with various MNC and government sectors before venturing into the facilities management business.
The company was granted OHSAS 18001 just three years after it began operations. This certificate binds the company to provide and maintain all occupational health and safety standard systems. The company also achieved a bizSAFE STAR in the same year after gaining recognition from WSH. Mr Don Siew is also a certified Green Mark Manager who possess the knowledge and skills in the operation of environmentally-friendly buildings.
MISSION
We at DS strive to deliver cost-effective and customer-centric facility management solutions to help our business partners in eco-friendly building and focus on the essentials.
VISION
The company has pioneered the concept of Facility Management Services by providing the highest standards of service to our clients, regular training of our employees, targeted oriented services, and constantly upgrading our range of services.
Additionally, CBM has implemented various sustainable practices internally that have helped distinguish it in recent years.
“Energy-efficient technologies, like the upgrading of the Central Laundry Plant to use continuous batch washers, are one of many initiatives which not only result in a quantum leap in our productivity but also help save on resource use,” explains Mr Chiang.
CBM is also endeavouring to reduce carbon emissions by electrifying 100 percent of its internal combustion engine fleet by 2030.
ALWAYS TIME FOR SAFETY
“IN AN EVER-EVOLVING INDUSTRY, CLIENT DEMAND CONTINUES TO GROW AND CHANGE. THUS, THERE IS A MANDATE TO CONTINUOUSLY EXPAND OUR CAPABILITIES THROUGH TRAINING AND STAFF DEVELOPMENT”
– ROY CHIANG, PRESIDENT AND CEO, CBM PTE LTD
This will help boost its reputation and appeal to environmentally conscious consumers who use its services.
The company’s dedication
Safety remains a top priority for CBM. Through its Always Time for Safety campaign, the company reinforces a vital message – ‘Think Safe, Work Safe, Go Home Safe’.
“This is championed by our leadership team down to every employee, with regular safety engagement sessions, a proactive risk management committee, and workers’ representatives upholding high safety standards,” Mr Chiang tells us.
The company also maintains rigorous workplace safety standards, supported by quarterly meetings with its Risk Management Committee and regular communication at its workplace health and safety insights and bulletins.
“These initiatives reflect our proactive approach and unwavering commitment to ensuring every employee can work in a secure and supportive environment.”
to delivering quality service and operational excellence has led to various international accreditations, including being the first company in Singapore to achieve ISO 41001 for establishing and maintaining effective FM management systems, ISO 9001 for quality management systems, ISO 45001 for occupational health and safety management systems, ISO 14001 for environmental management systems, and many more.
Its industry-leading position is additionally emphasised by the fact CBM sits on one of the subcommittees of the Real Estate Industry Transformation Map – a government initiative launched in 2018.
“Our vision involves transforming various aspects of the integrated FM sector today for the future of FM. This includes shifting from a high reliance on manpower to reducing on-the-ground manpower and improving productivity, maximising the operational efficiency of buildings,
and upskilling the workforce to bridge the gap between building tech and integrated FM skills,” Mr Chiang explains.
ENDURING, ESTABLISHED RELATIONSHIPS
As Singapore’s integrated FM sector shifts its focus to sustainable living, prioritising the SGBMP and looking for ways to be less reliant on manpower, government bodies have begun to craft their contracts to be more comprehensive and have longer tenures.
“The latter allow us to invest in technological solutions and encourage more resilient relationships with our clients. The larger and higher value contracts also lead to a more rigorous screening of service providers with proven track records like us,” Mr Chiang adds.
The trend towards longer, more outcome-driven integrated FM contracts gives CBM a natural competitive advantage as extended contracts offer more predictable, recurrent income streams that keep the business afloat and allow
it to invest in technology and skills development, improving overall efficiency.
Thanks to its sound fundamentals and proven history, CBM is able to more than meet the requirements detailed in government contracts and break ground in both technology and sustainability.
The company is equally able to perform to specified key performance indicators (KPIs) and retain relationships with government agencies and clients alike that have high expectations.
“Due to our strengths and wide competency range hitherto, CBM has been successful in establishing long-term relationships with many government agencies, some on total FM services and others in specific expertise,” Mr Chiang elaborates.
A*Star Fusionopolis
CBM’S SERVICES – AT A GLANCE
• INTEGRATED FM – The synergy of all CBM’s in-house key competencies, working together to deliver one-stop FM solutions.
• ENVIRONMENTAL – Professional cleaning, housekeeping, and waste management.
• ENGINEERING – Building and property maintenance, mechanical and electrical systems, air conditioning and mechanical ventilation, and professional technical consultancy.
• PROJECT MANAGEMENT – End-to-end coordination for renovation, upgrading, and retrofitting projects.
• MANAGING AGENT – CBM subsidiary Empire City Consultant oversees estate management, financial administration, and regulatory compliance for condominiums and commercial Management Corporation Strata Title properties.
• CAR PARK OPERATIONS – Car park management across Singapore, including digital payment solutions.
• SUSTAINABILITY AND ENERGY MANAGEMENT –Energy audits, Guaranteed Energy Savings Performance contracting, green building certification, and professional engineering consultancy.
• SECURITY – Customised security solutions for different property types, including remote surveillance, access control, and event security.
• SYSTEMS INTEGRATION – CBM subsidiary Ingensys, one of Singapore’s largest customised car park system providers, oversees the development and provision of technological systems.
• LAUNDRY AND LINEN MANAGEMENT – Another CBM subsidiary, Systemic Laundry and Healthcare Services Pte Ltd, offers high-quality, cost-effective, and sustainable solutions built on innovation and adoption of the latest laundry technologies.
For example, CBM provides FM services for the Ministry of Home Affairs (MHA), Ministry of Defence (MINDEF), and operates car parks across the island for clients like Jurong Town Corporation (JTC) and the Housing and Development Board (HDB).
NEXT-GENERATION DEVELOPMENTS
Aside from MINDEF and MHA, CBM has also been involved in undertaking other iconic government projects, including being the first managing agent to provide engineering services for facilities in Gardens by the Bay, as
well as providing 400 housekeepers to service 6,000 rooms daily for 5,000 athletes and team officials in the world’s first Summer Youth Olympics in 2010.
The company is also involved in multiple commercial contracts spanning the private sector, particularly under its parent company.
Naturally, CBM is proud to be the FM service provider for most of CDL’s investment properties, especially its flagship building – Republic Plaza, and Singapore’s first eco mall – City Square Mall (CSM).
For the former, CBM has been hard at work driving the smart
transformation of integrated FM services, which are anchored by digiHUB to address manual routines, slow response times, and labourintensive management.
More specifically, the digiHUB dashboard leverages cutting-edge technologies that harness the power of IoT and AI for predictive maintenance and real-time monitoring, advanced analytics for data-driven decision-making, and autonomous equipment such as ECOBOT Scrubber 50s, i-mops, and SpaceVac systems for efficient cleaning.
digiHUB also facilitates smart toilets through smart toilet monitoring systems. These systems ensure hygiene and operational uptime by enabling ground staff to monitor ammonia levels, toilet usage, and stocks of resources such as toilet paper, which further enable employees to anticipate maintenance needs for each loo.
On the security front, video analytics and security robots are utilised for enhanced surveillance, and FacilityOS solutions are adopted for seamless visitor management services.
“This ecosystem automates repetitive tasks, enables proactive issue resolution, and provides realtime insights into property operations.
JTC Space @ Tuas
Car park gantry systems developed by Ingensys and located at a car park managed by CBM Parking Pte Ltd
“The state-of-the-art technology that we implemented in this venture increased the efficiency of integrated FM operations and improved the productivity of staff, allowing Republic Plaza to demonstrate its attractiveness as an iconic Grade A office building for tenants in the Central Business District,” Mr Chiang details.
digiHUB and its unparalleled ecosystem are also present at CSM, with an added focus on operating as an ecocentric mall.
Additionally, CBM’s project management team helped install the CDL MicroFarm – a vertical hydroponics farm – at the Singapore Sustainability Academy on Level 6 of CSM. This innovative urban farming concept not only maximises space but also supports local food production and lowers the carbon footprint associated with traditional farming and transportation.
“All these efforts help support CSM to be the place for families to shop, dine, play, and learn fun eco-facts.”
AT THE COMPANY’S CORE
With a workforce of over 2,000 people, CBM’s people are the driving force behind its success, bringing passion, resilience, and an unwavering commitment to excellence every day, no matter the challenge.
Beyond their professional skills, employees also embody the company’s core values – customerorientated, being the best, making a difference, and teamwork.
“We are proud of the diverse strengths and experiences our employees bring, which not only drive our success but also create a vibrant and supportive culture. It’s their dedication and collaborative spirit that allow us to consistently deliver quality service to our clients,” Mr Chiang smiles.
In order to ensure its staff become the best in what they do, CBM emphasises building a culture of
lifelong learning in the workplace.
This is materialised by the company’s specialist training arm, which facilitates and provides continuous learning and upskilling for all age groups, alongside the annual CBM Learning Day, where skills, knowledge, and insights are shared across the business.
“This gives everyone an opportunity to broaden their understanding of the groundbreaking technologies and methodologies the company is adopting.”
On top of this, CBM is committed to supporting employee welfare through its well-being framework, which centres around five core ideas
Batch washer at Systematic Laundry and Healthcare Services Pte Ltd’s Central Laundry Plant
– positive health, cohesion, sense of security, workplace harmony, and personal growth.
In aid of these objectives, staff enjoy free annual health screenings, comprehensive health insurance plans, and wellness programmes tailored to support their physical and mental well-being.
Equally as important is the company’s dedication to a respectful and harassment-free workplace, which is reflected by its AntiHarassment at Work policy.
“By fostering an environment of cohesion and teamwork, we ensure all employees thrive without fear of harassment.”
Together, these initiatives reflect CBM’s holistic approach to ensuring every employee can flourish in a safe, healthy, and supportive environment.
Such efforts were recently recognised after the company was ranked as Singapore’s top 250 employers for three consecutive years (2023, 2024, 2025) by The Straits Times and Statista, as well as receiving the Silver award at the SkillsFuture Employer Awards.
LASTING POSITIVE CHANGE
CBM’s corporate purpose involves offering both sustainable FM services to clients whilst giving back to the community through FM expertise.
“We believe in involving our people to engage in the surrounding communities so we can create lasting, positive change in the industry, society, and the world,” Mr Chiang reflects.
To do so, the company has participated in various corporate social responsibility (CSR) initiatives, such as planting trees along Compassvale Road as part of the National Parks Board’s OneMillionTrees movement and
celebrating Earth Day by cleaning up Singaporean beaches.
CBM is also involved in two major annual CSR initiatives, namely the Home Refresh Programme and Assisi Fun Day.
The former delivers pro bono, maintenance, and deep cleaning services to public housing estates for elderly and underprivileged individuals.
This collaborative effort involving the People’s Association (PA), St Andrew’s Junior College (SAJC), and local Residents’ Network (RN) fosters multi-generational and multi-stakeholder engagement in community care. With the help of the RN and PA, students from SAJC and staff from CBM can socially connect with the residents and are exposed to the challenges they face in their day-to-day living, whilst the company fulfils the home maintenance needs of these communities.
The Home Refresh Programme also gives staff at CBM the opportunity to empower residents in these communities by teaching them basic maintenance skills. In 2026, CBM aims to expand the scale of this initiative and serve 1,000 units.
“Through the Home Refresh Programme, we foster camaraderie and an understanding of living across generations – from SAJC students and working executives to the silver generation,” Mr Chiang points out.
Republic Plaza
Elsewhere, organised annually by Assisi Hospice and CDL, the Assisi Fun Day is a charity carnival with over 100 stalls offering food, games, and entertainment.
Proceeds from coupon sales go towards funding compassionate care for terminally ill patients and supporting their families.
As the event’s facilities partner, CBM assists with booth set-up, goody bag preparation, car park marshalling, and ensuring the venue remains safe and clean throughout the day.
“CBM staff play an active role in enabling the smooth running of the event and contributing to its charitable mission,” Mr Chiang informs us.
A PREMIER PROVIDER
Going into next year, CBM strives to continue working towards its vision – to be a premier provider of total FM services, offering sustainable solutions to all its clients.
“In an ever-evolving industry, client demand continues to grow and change. Thus, there is a mandate to continuously expand our capabilities through training and staff development,” Mr Chiang insights.
As CBM empowers its staff with new skills, such as improving their literacy so they can leverage AI and solve problems, the company increases efficiency to meet the business demands of prospective clients.
Additionally, CBM will focus
on developing and adopting technologies whilst exploring mergers and acquisitions to broaden its service delivery.
“This will further solidify our position as the leading total integrated FM service provider in Singapore, as well as other markets in Thailand, Qatar, and Taiwan,” he concludes.
Tel: +65 6513 0808
feedback@cbm.com.sg
www.cbm.com.sg
ENGINEERING FOR TOMORROW, DELIVERING TODAY
We speak with Paul Minchin, Location Director – Aotearoa, about Worley’s role in the transformation of New Zealand’s energy sector, commitment to sustainable development, and role in shaping the future of infrastructure and engineering across the country
Writer: Lily Sawyer | Project Manager: Joshua Mann
Whilst the energy landscape in New Zealand (NZ) has been relatively static over the past few decades, it has undergone a seismic shift in the last five years.
When Worley – a global professional services company in the energy, chemicals, and resources industry – initially onboarded Paul Minchin in 2006, its operations in the country were heavily focused on oil and gas.
“I joined as a process engineer and, at the time, most of our work was focused on oil and gas in Taranaki and at the refinery in Northland,” introduces Minchin, who is now positioned as Location Director – Aotearoa.
Over the subsequent decade, Worley grew substantially in NZ, with oil and gas remaining its key sector and accounting for around 80 percent of its output.
However, the government’s ban on offshore exploration in 2018 marked a turning point for the company, that has since seen a steady decline in oil and gas activity in NZ, culminating in the closure of the country’s only refinery in 2022.
Today, the balance has flipped for
Worley’s operations in the country, with only 20 percent of its work now rooted in oil and gas and over 80 percent originating in other sectors.
“This transformation has required us to adapt rapidly, develop new capabilities, and diversify our portfolio to meet the evolving needs of NZ’s energy future,” he observes.
MULTIDISCIPLINARY EPC DELIVERY
Worley is NZ’s only multidisciplinary engineering, procurement, and construction (EPC) delivery company, offering end-to-end services from consulting and feasibility studies to design, construction, and commissioning.
“Our integrated teams span process, mechanical, automation, electrical, and civil/structural engineering, working seamlessly with our project and construction teams,” Minchin explains.
This in-house capability reduces interference, lowers costs, and ensures cohesive project delivery.
Thanks to the country’s low population density, Worley’s NZ customers are spread from the far north right down to Invercargill in the far south.
As such, it has offices across the country, allowing it to remain close to customers nationwide.
“Our customer base is diverse, ranging from traditional oil and gas companies like OMV and Todd Energy to power sector leaders such as Contact Energy,” he reveals. It has also recently completed construction of a major facility for MSD Animal Health - a
leading science-driven veterinary pharmaceutical company – in Upper Hutt, north of Wellington.
CAPITALISING ON RENEWABLES
As it seeks to capitalise on the momentum of the nation’s fastgrowing renewables sector, Worley has played a leading role in solar, battery energy storage systems (BESS), electrification, biogas, and geothermal developments.
“Renewable energy has always played a large role in NZ’s electricity sector, with hydropower, wind, and geothermal playing leading roles, however we have recently seen significant growth in other areas and we’re proud to be at the forefront of this movement,” Minchin reflects.
As such, Worley is currently supporting a large number of clients with projects at various stages of development.
The company’s global network has allowed it to bring in subject matter experts to support local projects.
“This global-local synergy is a key advantage in delivering innovative, technically sound solutions,” Minchin assesses.
SAFETY AT THE FOREFRONT
With safety embedded within everything it does, Worley is proud to be a member of the Business Leaders’ Health and Safety Forum –an NZ-based organisation dedicated to carving a path towards a safer working environment.
Taranaki’s legacy of high safety standards, driven by global oil and gas companies in the region, has helped to shape Worley’s culture over the years.
“As one of the founding members of the Business Leaders’ Health and Safety Forum, we have long been committed to zero-harm workplaces,” Minchin asserts.
“INVESTING IN YOUTH AND STEM IS ESSENTIAL FOR BUILDING A RESILIENT, INNOVATIVE WORKFORCE FOR THE FUTURE”
– PAUL MINCHIN, LOCATION DIRECTOR – AOTEAROA, WORLEY
Today, the forum includes over 440 CEOs across 20 industries, and its vision has evolved to focus on building cultures where people and businesses thrive.
At Worley, safety starts with design and, as such, its safety and risk teams ensure process safety is prioritised from the outset.
Meanwhile, the company’s construction teams maintain rigorous safety standards on site.
“We’re proud to contribute to raising safety performance across NZ,” adds Minchin.
KEY PROJECTS AND DEVELOPMENTS
Having recently secured a contract with Channel Infrastructure, NZ’s largest fuel import terminal, for a new flagship bitumen facility at Marsden Point, Worley is showcasing its multidisciplinary engineering capabilities.
“We’re leveraging our global expertise – particularly from Worley’s Canadian bitumen specialists – and collaborating with local contractors to deliver a high-quality solution,” Minchin outlines.
The facility will enable Higgins – a major NZ-based company specialising in civil construction, road maintenance, and the manufacture of bitumen products – to efficiently service infrastructure projects across Northland, Auckland, and the Waikato.
Whilst not directly tied to decarbonisation, the project supports regional development and infrastructure resilience, which are essential components of a sustainable future.
Elsewhere, Worley is seeing strong growth across several sectors. Its work
WORLEY IN NZ – AT A GLANCE
Headquartered in Australia, and established more than 50 years ago, Worley’s global presence has grown exponentially over the years. Today, it employs over 45,000 energy, chemicals, and resources experts across 44 countries worldwide.
In NZ, Worley is proud to work closely with its customers through every stage of the project lifecycle – from initial concept to sustaining and enhancing assets through to shut down, management, and remediation.
For example, the company was responsible for the EPC delivery of OMV’s Pohokura Depletion Project in 2021, which included the installation of NZ’s largest electrically-driven variable speed drive (VSD) compressor – an impressive milestone.
“RENEWABLE ENERGY HAS ALWAYS PLAYED A LARGE ROLE IN NZ’S ELECTRICITY SECTOR, WITH HYDROPOWER, WIND, AND GEOTHERMAL PLAYING LEADING ROLES, HOWEVER WE HAVE RECENTLY SEEN SIGNIFICANT GROWTH IN OTHER AREAS AND WE’RE PROUD TO BE AT THE FOREFRONT OF THIS MOVEMENT”
– PAUL MINCHIN, LOCATION DIRECTOR – AOTEAROA, WORLEY
in water infrastructure, for example, is expanding rapidly, with key projects for Watercare and Wellington Water addressing aging systems and futureproofing supply.
In the power sector, meanwhile, it is supporting solar energy developments and helping clients like Contact Energy transition to lowcarbon solutions.
The company’s collaboration with dairy cooperative Fonterra on decarbonisation is another highlight, with projects that are not only
technically complex but also critical to NZ’s climate goals.
“Each initiative reflects our commitment to sustainable development and ability to deliver impactful solutions across industries,” he prides.
INVESTED IN THE FUTURE
As a company that works with various institutions to promote STEM, it is important for Worley to engage with the workforce of tomorrow in conversations around the industry.
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“STEM engagement is a cornerstone of our community involvement. We’ve consistently hired graduate engineers, many of whom have grown into leadership roles at Worley in NZ and across our global offices,” Minchin details.
Beyond recruitment, Worley actively supports educational initiatives such as science fairs and school events to inspire the next generation.
The Worley Foundation is an
initiative focused on community impact through skilled volunteering and funding, with a significant emphasis on advancing STEM education across the globe.
Through the foundation, Worley has partnered with Big Brothers Big Sisters, a registered non-profit organisation providing one-to-one mentoring for young people facing adversity to help them overcome barriers to education.
“Investing in youth and STEM is essential for building a resilient, innovative workforce for the future,” he emphasises.
FUTURE FOCUS
Looking to the future, Worley’s top priority is delivering exceptional outcomes for its customers.
“In a small country like NZ, reputation is everything,” Minchin states.
Beyond this, the company is focused on growing in water, power, and new energy – sectors that not only align with its capabilities but also offer significant opportunities and are central to NZ’s sustainability goals.
“In this way, we’re well-positioned to lead the way,” he adds.
Worley will also continue to invest in talent, technology, and partnerships to drive innovation and expand its impact.
Keen to emphasise the importance of adaptability, Minchin points out how the energy transition has required Worley to rethink its business model, retrain teams, and reimagine its role within NZ’s infrastructure landscape – throughout which the company has continued to positively contribute to society.
“Our ability to evolve whilst maintaining our core values and commitment to excellence has been
key to our success. We’re excited about what’s ahead and proud of the journey we’ve taken so far,” he passionately concludes.
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THE ROAD TO A CENTURY OF SUCCESS
As Tranzit Group approaches its 100-year anniversary, the company reflects on its rich history whilst embracing an innovative future. With a commitment to sustainable transport solutions and community engagement, the senior leadership team highlights a journey of growth
Writer: Rachel Carr | Project Manager: Saxon Figg
Commemorating a centennial is a remarkable achievement, and for Tranzit Group (Tranzit), the largest family-owned transport and tourism company in New Zealand (NZ), it embodies the company’s phrase ‘the journey keeps getting better’.
“The upcoming 100-year celebration is a proud milestone for our family. It provides an opportunity to reflect on the company’s history and to acknowledge everyone who has contributed to Tranzit’s success and future direction,” introduces Jenna Snelgrove, General Manager – Tranzit Coachlines, InterCity, and Tourism Division.
“As part of the activities, we will celebrate our people and the communities we live and work in, recognise our stakeholders, partners, and customers, and how we have helped our key clients achieve their business objectives,” she continues.
A special exhibition at the Aratoi Wairarapa Museum of Art and History in Masterton will showcase Tranzit’s history through memorabilia, photos, and storytelling, opening on 8th November for three months.
The event will feature original oil paintings by Wally Trickett, a former Tranzit mechanic and bus driver, who has painted 100 works of art in tribute to the company that show how it is interwoven into the communities in which it serves throughout NZ.
There will also be a celebration day for team members, as well as a dinner for long-term stakeholders, suppliers, and customers.
Additionally, in 2026, the Snelgrove family and Tranzit’s senior leadership team will embark on a roadshow to connect with their teams at their various depots across NZ, sharing stories and discussing the company’s future.
Jenna Snelgrove, General Manager –Tranzit Coachlines, InterCity, and Tourism Division
Currently, the fourth generation of the Snelgrove family is guiding the company forwards, and after significant growth in the last decade, success clearly runs in their genes.
“We can attribute our growth to diversified contracts, which span tourism, and school and public transportation services, including transitioning to electric buses to help NZ reduce emissions,” Jenna exclaims.
Another boost to the business in recent years has been the expansion of the Cross Country Rentals (CCR) division run by James Snelgrove.
Today, it operates four brands: CCR, Maugers Rentals, Rite Price Rentals, and Luxury Airport Shuttles and offers rental cars at or near airports in Christchurch, Wellington, Palmerston North, Napier, Tauranga, Auckland, and soon to be Queenstown.
In addition, CCR holds Ministry of Education Special Education School Transport Assistance (SESTA) contracts throughout NZ. Tranzit also demonstrated innovative responses to adversity, particularly during the COVID-19 pandemic.
It secured the transport contract to transfer passengers on the first
Wuhan evacuation flights arriving at Auckland Airport and significant contracts with district health boards to transport patients to and from hospitals or into isolation.
Moreover, many of Tranzit’s urban drivers delivered essential public transport services during the NZ lockdowns.
INNOVATING FOR A SUSTAINABLE FUTURE
Tranzit is known for its innovative approach. The company launched NZ’s first electric bus in 2018 and now plans to expand its services whilst transitioning to a fully electric fleet in the coming years.
“In 2017, we were awarded significant public transport contracts in Wellington and Auckland, allowing
them to promote alternatives to diesel buses. Electric buses were a new concept in NZ and worldwide,” states Keven Snelgrove, Tranzit’s Director of Transport and Operations.
“Everyone was requesting electric or low-emission vehicles, and Wellington wanted double-decker buses. However, no one in the world was producing electric double-decker (EVDD) buses,” adds Keven.
Together with Managing Director, Paul Snelgrove, Keven explored global options, visiting China and Europe, before ultimately deciding to introduce electric buses in NZ based on their research into the best innovations.
Tranzit soon developed its first electric bus, EV1, in collaboration with the Auckland University of Technology and with funding from the Energy Efficiency and Conservation Authority (EECA).
In 2018, it launched EV1, closely followed by NZ’s first fleet of 10 EVDD buses into Wellington in partnership with Greater Wellington Regional Council. These were built at Kiwi Bus Builders with the chassis and battery imported from China.
“We introduced a fleet of Euro 6 diesel buses as well as 10 EVDD buses into Wellington. We then expanded this fleet by introducing a further 31 EVDD buses, and installed two super-fast chargers, allowing for quick 12-minute charging,” discusses Keven.
Since then, Tranzit has introduced electric buses into regional NZ. The first was a single deck electric bus into Palmerston North in 2021 in partnership with Horizons Regional Council.
Indeed, the partnership with Horizons Regional Council continued when Tranzit launched Australasia’s first 100 percent fully electric bus fleet in Palmerston North and Ashhurst in the North Island in March 2024. It has also expanded its electric bus operations into Taranaki, Taupo, and Waikato.
Earlier in 2025, the company also expanded its urban operations in Auckland, introducing a fleet
“PUBLIC TRANSPORT IS AN INCREDIBLY IMPORTANT PART OF OUR ENVIRONMENT AND IS PART OF THE FUTURE, WHICH IS WHY WE HAVE INVESTED SO MUCH IN IT”
– PAUL SNELGROVE, MANAGING DIRECTOR, TRANZIT GROUP
of brand-new single deck and EVDD buses, operating under the Tranzurban Auckland brand.
These services on the key WX1, 11T/11W, and 120 bus routes were in addition to the NX2 service it has operated since 2018.
As part of this expansion, Tranzit has invested in building a new depot that will accommodate 110 vehicles and feature three megawatt (MW) of charging capability, meaning Tranzit will own one of NZ’s largest private charging infrastructure networks.
It will also feature a modern depot for drivers and operations teams, a workshop, and parking, ensuring a safe and sustainable workplace.
“Public transport is an incredibly important part of our environment and is part of the future, which is why we have invested so much in it,” prides Paul.
By prioritising upskilling, Tranzit’s internal workshop and project
teams are focused on continuous improvement to work on the growing fleet of electric buses as well as charger installation and maintenance.
“By having both teams work closely, we enhance design effectiveness. Our trained in-house maintenance team safely manages electric chargers, whilst our suppliers perform annual checks.
“We develop our charging infrastructure internally and collaborate with select installers for effective implementation,” details James Howard, Senior Projects Manager, who has been a key driver in the company’s electric bus journey.
CHARGING IN FLEET FIRST
The electric bus fleet project with Horizons Regional Council involved hiring 50 additional drivers and tripling the network size with the addition of 42 electric buses imported from China.
PHOTOGRAPHY BY CHARLOTTE CURD
PHOTOGRAPHY BY BRENDON O’HAGEN
It also required charging infrastructure to be upgraded to 1 MW and updating the Palmerston North depot. Collectively, the partnership will help Horizons Regional Council reduce land transport emissions by 30 percent by 2030.
The installation included 10
THE EVOLUTION OF TRANZIT
Tranzit’s long and proud history dates back to 1925, when Albert Snelgrove established the Grey Bus Service in Wairarapa with one vehicle.
After changing its name to the Royal Blue Bus Service five years later and then to the Blue Bus Service in 1947, it was in the early 1980s that third-generation brothers Paul and Keven Snelgrove acquired the company, steering it in new directions.
By 1984, and with a fleet of 32 vehicles, it rebranded as Tranzit to reflect an expansion into freight and tourism.
chargers with capacities ranging from 80 kilowatt hours (kWh) to 160 kWh and upgrading a transformer to support the fleet whilst maintaining operations.
“The set-up allows for overnight charging of 43 electric buses, including the original vehicle
introduced in 2021, as well as 42 new ones, using dual charger technology, enabling charging of two buses or fast charging for one.
“Monitoring via EVisi systems ensures smart charging and cost management, contributing to a zeroemission fleet,” Howard enlightens.
The Palmerston North depot was also upgraded with the addition of an extra workshop space, ensuring a safe and sustainable workplace.
Meanwhile, Tranzit’s new depot build in West Auckland includes a 3 MW transformer with a single switchboard. To address space challenges for charging, especially for its high-kilometre (km) West Auckland services, a ‘fuel station’style set-up was designed with eight chargers, each with a 240 kWh capacity, enabling each bus to charge in under two hours and minimising downtime.
Since introducing electric buses into NZ, Tranzit has continued to lead the way and has been happy to share its learnings with industry.
“In 2018, we introduced EVDD buses – the first in NZ – with small battery packs into Wellington as part of our urban contract with the Greater Wellington Regional Council.
PHOTOGRAPHY BY CHARLOTTE CURD
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These packs allowed for a range of 120 km on a full charge. To extend this, we installed two pantograph chargers at key locations, enabling a full charge in 12 minutes whilst in transit.
“The charging system, delivered through an on-bus ‘riser,’ was redesigned to be mounted on the rear of the vehicle due to height constraints. This successful set-up has been vital to our electric bus operations,” explains Howard.
A COMMITMENT TO DRIVERS AND SUPPLIERS
For Tranzit, the safety and professionalism of its drivers are paramount. As such, each driver must complete a comprehensive induction programme that includes both classroom and practical training, closely supervised to ensure an understanding of responsibilities and safe practices.
“No one can operate company vehicles until all training is completed and documented. Our accredited instructors facilitate ongoing driver training as part of our internal system, ensuring drivers are only assigned to vehicles they are qualified to operate,” Jenna assures.
“Furthermore, our training covers essential topics such as health and safety protocols, company procedures, the use of personal protective equipment (PPE), emergency evacuation, situational awareness, passenger safety, hazard identification, and customer service techniques.”
Depending on driving responsibilities and experience, initial training lasts three to 20 days, with ongoing refresher courses throughout the year.
“We continuously update our training to reflect industry best practices, reinforcing our commitment to safety, efficiency, and service excellence,” she confirms.
A source of pride, Tranzit Coachlines – a subsidiary of the wider
“WE CONTINUOUSLY UPDATE OUR TRAINING TO REFLECT INDUSTRY BEST PRACTICES, REINFORCING OUR COMMITMENT TO SAFETY, EFFICIENCY, AND SERVICE EXCELLENCE”
– JENNA SNELGROVE, GENERAL MANAGER – TRANZIT COACHLINES, INTERCITY, AND TOURISM DIVISION, TRANZIT GROUP
group with a focus on providing group transport in multiple sectors – is a leader in school bus safety, with over 20 years of targeted campaigns that promote positive behaviours amongst students and ensure community safety.
Recently, the company was recognised for its overall safety efforts, being shortlisted for the 2025 Australasian Fleet Champions Awards in the Road Safety in the Community category. Additionally, Tranzit Coachlines was listed as a finalist for the NZ Workplace Health and Safety
Award in Leadership.
Each regional manager is also allocated a sponsorship budget to support education, sports, and community connections.
As a fourth-generation family business, Tranzit also nurtures its supply chain relationships from a long-term perspective.
“Some of our suppliers have been with us for over 80 years – one for 100 years – and are essential to our operations, providing everything from diesel for our fleet to tyres and windscreens. Given our 24/7
nationwide service, it’s crucial that we can quickly address issues, such as a puncture on Christmas Day. We prioritise reliable suppliers over low prices,” Howard acknowledges.
Tranzit balances nationwide diesel and spare parts suppliers with local cleaning equipment providers.
“With more suppliers from China, we’ve adapted our approach, recognising NZ’s relative isolation; we need to ensure they’re committed to us, even during times of low volume.
“We’re invested in long-term partnerships and have spent time visiting and vetting suppliers to cultivate relationships,” he highlights.
DRIVING TOWARDS A SHARED VISION
The opening of Tranzit’s new depot in Auckland, which will accommodate its growing driver team and new electric bus fleet, is a key priority for the company, enabling it to continue
• Fleet and facilities – Over 3,000 vehicles, 15 workshops, 35 depots, in addition to significant charging infrastructure to support Tranzit’s growing electric bus fleet. Its headquarters are in Masterton, where it thrives – growing existing team members and attracting new talent to the region.
• Sectors – Tourism, public transport, school buses, event charters, car rentals and lease vehicles, and electric buses. Tranzit is behind some of NZ’s most renowned brands, such as Tranzit Coachlines, Tranzit InterCity, Tranzit Tours, Pacific Tourways (Auckland) Ltd, Royale Coachlines, Tranzurban, CCR, Maugers Rentals, Luxury Airport Shuttles, Rite Price Rentals, and Bus Travel NZ Ltd. Additionally, Tranzit is a 50 percent shareholder of Entrada Travel Group, which owns and operates InterCity in NZ and Greyhound in Australia, as well as various marine-based tourism brands in Australia.
• Employees – Over 2,000 working throughout NZ, connecting the communities they live and work in. Many employees are long-serving, with one driver having been with the company for over 50 years.
delivering services for Auckland Transport.
This is in addition to a new contract in regional NZ – it was recently announced that Tranzit was awarded a tender to introduce electric buses to Feilding in the North Island.
“Being awarded a tender will ensure our partnership with Horizons Regional Council will continue, alongside our transition to electric buses outside the main centres,” Jenna notes emphatically.
Indeed, Tranzit’s roadmap for the future is anchored in six foundational pillars: operational excellence, innovation, people, sustainability, stakeholders, partnerships, and growth.
“Our mission is partnering with our people and communities as the leading and trusted provider of quality, safe, innovative, and sustainable transport solutions. Our vision is ‘your journey; our team’,
all of whom will play a key role in keeping this strategy alive as we move forwards and ensure the company’s family values are kept alive,” she concludes passionately.
0800 TRANZIT (872 6946)
www.tranzit.co.nz
A CIRCULAR FUTURE FOR
WATER
On a mission to build a sustainable water future, we revisit Osmoflo and its passion for preserving the world’s most precious resource. Carmine Ciccocioppo, CEO, tells us about the company’s recent endeavours and plans for future success
Writer: Lauren Kania | Project Manager: Ben Weaver
Water is fundamental to life, and every day our water treatment systems are vital to the well-being of thousands of people around the world.”
Water scarcity is a growing issue
that continues to affect communities worldwide.
The need to address this problem and provide innovative, sustainable, and long-term solutions is one that companies like Osmoflo are tackling,
as voiced by Carmine Ciccocioppo, CEO.
Established in 1991, Osmoflo has specialised in the design, build, and operation of over 650 reverse osmosis desalination and advanced
recycling plants, alongside operating and maintaining approximately 100 plants on behalf of global clients. Its headquarters are based in Adelaide, with operations across Australia, the Middle East, India, and Asia.
The company’s mission is to provide value-based water solutions that contribute to a circular economy, which it carries out by offering a range of water treatment services with a whole-of-life management approach.
Services include large-scale customised project solutions, emergency
water rentals, and the operation and maintenance of plants, complemented by innovative technology and strategic growth initiatives.
“Osmoflo boasts an extensive portfolio of high-quality clients, customers, partners, vendors, and collaborators around the globe, supported by our Osaka-headquartered parent company, Kanadevia Corporation (KVC),” details Ciccocioppo.
Having last spoken to Ciccocioppo in 2022, he confirms that the global water sector remains an immensely
exciting place to be, with the entire industry facing enormous and unprecedented challenges – the largest of which is climate change. The impact of this environmental phenomenon is manifesting in two ways, the first of which is the growing threats to the reliability of traditional sources of surface and groundwater. Second is the severity and frequency of extreme climate events, which are testing the capacity, resilience, and reliability of existing water supply and sanitation infrastructure.
Additionally, the water sector is facing other significant challenges, such as rapidly ageing infrastructure, making innovation and adaptability key to sustaining and optimising these assets.
At the same time, the industry is looking to steadily decarbonise by seeking increasingly energy-efficient and circular options to support ongoing operations.
“The role of infrastructure and technology solution providers like Osmoflo is as important as ever, as is the need for industry-wide collaboration, and there has never been a more exciting time to be a water industry practitioner,” states Ciccocioppo.
ADDRESSING WATER SCARCITY
When rebranding in 2022, Osmoflo adopted its ‘A Circular Future for Water’ tagline, highlighting the company’s commitment to making a significant contribution to a
sustainable future where all water needs are met.
“These concepts are fundamental to how we approach every challenge – in other words, the needs of all our global stakeholders, whether they are individuals, organisations, or the environment, must be met sustainably,” expands Ciccocioppo.
The company aims to minimise waste and harness as much as possible from its treatment processes, thereby minimising non-regenerative and non-renewable inputs to ensure that the choices made don’t burden future generations.
Osmoflo accomplishes this goal by using nearly 35 years of experience and over 650 project references to work closely with clients to meet complex, specific requirements.
As a tailored solutions provider for water treatment, desalination, and advanced reuse applications, the company is always focused on
minimising total cost of ownership and delivering the lowest long-run, risk-weighted marginal cost of water.
“That means designing and delivering plants that provide the right quantity and quality of water, whenever it’s needed, for decades into the future,” asserts Ciccocioppo.
For many private and public sector organisations and asset owners, their focus is on the up-front capital cost of such infrastructure. However, what they tend to overlook is that the capital cost accounts for as little as 30 to 40 percent of the long-run marginal cost of water, depending on the overall asset life, target levels of asset availability, and complexity of the treatment process.
“Our objective is to always work collaboratively with our clients to look at the bigger picture and carefully consider the long-term costs and risks of their water needs,” informs Ciccocioppo.
“THE ROLE OF INFRASTRUCTURE AND TECHNOLOGY SOLUTION PROVIDERS LIKE OSMOFLO IS AS IMPORTANT AS EVER, AS IS THE NEED FOR INDUSTRY-WIDE COLLABORATION, AND THERE HAS NEVER BEEN A MORE EXCITING TIME TO BE A WATER INDUSTRY PRACTITIONER”
– CARMINE CICCOCIOPPO, CEO, OSMOFLO
Equally as significant to Osmoflo’s process are its five core values –being agile, quality-driven, teamoriented, innovative, and committed – which drive the company’s focus, day-to-day decision-making, and fundamental value proposition to clients.
The company’s commitment to innovation is embedded deeply into its corporate DNA, and it invests strongly in fundamental R&D, collaborating with leading academic institutions and scouring the global technology space for market-leading technologies that can be adopted and integrated into solutions.
GLOBAL WATER TREATMENT SOLUTIONS
To address global water scarcity and the growing need for water treatment solutions during urgent situations, Osmoflo is utilising a fleet of emergency treatment equipment for critical projects.
“As climate extremes are continuing to increase and place escalating pressure on traditional sources of water, we are seeing more examples of utilities and private sector organisations being faced with unprecedented challenges to the resilience and capacity of their existing water and wastewater infrastructure,” details Ciccocioppo.
Australia’s trusted Valve Distributor and Supplier
Braeco Sales is a Perth-based valve distributor, supplying to clients throughout Australia, as well as servicing a number of established export markets.
Projects:
Phil Gold
In 2008, Braeco supplied a large number of manual and actuated valves for the Masbate Gold Project. Since then, we have continued to supply valves for day-to-day stores replenishment, expansion projects and upgrades.
Sepon Gold Project
In 2002, Braeco Sales was awarded the manual and actuated valve packages for the Sepon Gold Project. Since then, we have continued to supply plant spares on an ongoing basis, as well as valve packages for a number of upgrades and smaller projects.
In 2020, the old gold plant was recommissioned and once again Braeco was invited to participate as a major supplier of manual and actuated valves.
Craigie Leisure Centre
Supported our client with the supply of manual valves and pressure gauges for the
swimming pool filtration and dosing systems. Further to this we also supplied manual and actuated valves for the water playground.
Adventure World – Kracken Water Slide
Supported our client with the supply of manual valves and expansion bellows for the use on their Kracken Water Slide.
Our products:
Actuators and Accessories
- Actuator Accessories
- Actuator Positioners
- Electric Actuator
- Filter Regulator
- Hydraulic Actuators
- Mounting Kit, Brackets and Couplings
- Pilot Solenoid Valve
- Pneumatic Actuator
- Switchbox
Automated and Control Valves
- Automated On-Off
- Gas Regulators
- Low Flow Regulators
- Modulating Control
- Pressure Reducing Valves
- Temperature Control
- Upstream Pressure Regulators
Valves
- Actuated Valves
- Air Release Valve
- Butterfly Valves
- Check Valves
- Control Valve
- Diaphragm Valve
- Float Valve
- Foot Valves
- Gate Valve
- Globe Valve
- Knife-Gate Valve
- Needle and Instrument Valve
- Pinch Valve
- Pressure Reducing Valves
- Pressure Relief Valve
- Pressure Sustaining
- Solenoid Valve
- Steam Valves
- Strainers
Thermoplastic Valves
- Actuated
- Angle Seat Globe Valves
- Ball Valves
- Butterfly Valves
- Check Valves
- Diaphragm Seal
- Diaphragm Valves
- Pressure Reduction
- Pressure Relief
- Solenoid Valve
- Strainers
- Variable Area Flow Meters
- Vent Valves
- Venturi Injector (Eductor)
Controls and Instruments
- Flowmeters
- Pressure Gauges
- Tags-Valve and Instrument
- Temperature Gauges
CAN YOU PLEASE EXPAND UPON THE RECENT UPDATE THAT OSMOFLO’S SHAREHOLDER, KVC, UNDERWENT?
Carmine Ciccocioppo, CEO: “KVC underwent a major change in the last 12 months, rebranding from Hitachi Zosen Corporation, with a philosophy to ‘create value, useful to society, with technology and integrity to contribute to a prosperous future’, further aligning both organisations around the mission of a circular future.
“Osmoflo continues to be a key pillar in the shareholder’s global water business, striving boldly, learning broadly, and thinking deeply to achieve success. Founded in 1881 and now with over 12,000 employees, KVC’s business portfolio spans environmental systems, machinery and infrastructure, carbonneutral solutions, and industrial materials, incorporating a large range of internally developed, advanced technologies and products.”
Osmoflo’s emergency water rental fleet can greatly assist during critical periods by providing a range of brackish water and seawater systems, with pre-treatment, post-treatment, and demineralisation options to deliver fit-for-purpose water with very short lead times.
“Any emergency water needs, capacity increases, water quality improvements, or environmental factors are where Osmoflo’s offering can provide services and support,” he
Alongside the company’s emergency water rental fleet, it is engaging in various projects to further its footprint in the wider Pacific region, the rental space, and the Australian municipal sector.
Specifically, Osmoflo’s successful plants, operations and maintenance, remote monitoring, and on-site training in Kiribati and the
ECS Project Logistics –Delivering Confidence in Every Project
ECS Project Logistics (ECS) is a trusted leader in time-sensitive, project-based transport services, proudly supporting Australia’s Construction, Defence, Energy, and Resources sectors. With deep local knowledge and a reputation built on reliability, ECS specialises in moving the equipment, machinery, and project cargo that keep
complex, multi-stage sequence of cargo, ECS has the resources, vehicles, and expertise to ensure successful outcomes for project planners and managers overseeing major works in a variety of industries.
ECS has strategically located depots and mechanical support workshop services giving them superior reliability. By maintaining their own fleet to the highest standard, ECS minimises downtime and maximises efficiency — ensuring clients can meet even the strictest project schedules and deadlines.
Comprehensive Transport Solutions
One of ECS’s greatest strengths is flexibility. We are equipped to handle an extensive range of project cargo, from smaller containerised
freight, vehicles, and rolling stock to oversized and over-mass equipment requiring specialist planning consultation and permits. This versatility allows project managers and procurement teams to streamline operations and consolidate more freight through a single provider, saving time, reducing complexity, and improving overall project efficiency. ECS also has a strong in-field representation, deploying supervisors to ensure compliance and efficient operations on project sites to assist clients.
Expertise in Time-Critical Logistics
In industries where delays can be costly, ECS is a proven partner for time-critical logistics. Planning and execution processes are considered in detail to deliver reliability and key milestones. By anticipating challenges, navigating compliance requirements, providing excellent communication, and leveraging its nationwide footprint, ECS is consistently build on a returning customer base who all appreciate the confidence and trust ECS has developed with them.
Partnership Built on Reliability
At ECS, we don’t just move cargo — we build long-term partnerships. Clients view ECS as an extension of their team: a logistics provider who takes ownership of the challenge, applies deep industry knowledge, and provides solutions tailored to specific requirements. Transparency, integrity, and reliability are at the core of everything ECS measures itself on.
The ECS Advantage
• Specialised fleet for oversized, over-mass, and time-sensitive cargo
• Nationwide coverage with multiple depots and support hubs
• Proven expertise in Construction, Defence, Energy, and Resources logistics
• End-to-end solutions from general loads to over-sized and over-mass heavy haulage
• Commitment to deadlines through precision planning and execution
OVER THE COURSE OF YOUR CAREER, WHAT HAVE BEEN SOME OF YOUR PROUDEST WORKPLACE
ACCOMPLISHMENTS?
Carmine Ciccocioppo, CEO:
“I’ve had so many varying career inflexion points and twists and turns, so it’s difficult to pick a single specific accomplishment.
“For me, the proudest moments and biggest accomplishments are not individual achievements but sharing the reward and immense satisfaction of collective organisational achievement and knowing that what we are doing is making a genuine difference to the communities and jurisdictions where we operate.
“In more recent times, I’ve been proud to see Osmoflo come of age as an organisation and start fulfilling its true potential by playing key roles in globally significant projects.
“I’ve also been immensely proud to help build a world-class operation and maintenance division and see us using that strength to help build and grow capacity in small Pacific nations so locals have the confidence, experience, and capability to sustainably manage their own water infrastructure in the years and decades ahead.”
Marshall Islands are an example of its ability to deliver bespoke water plants to challenging environments whilst ensuring reliability and performance in line with design life.
In Kiribati, a significant milestone was recently reached with the delivery of the first water from the McKenzie seawater reverse osmosis (SWRO) plants, designed and delivered by Osmoflo in collaboration with its joint venture partner CCB Envico, into South Tarawa’s drinking water distribution system.
“This achievement marks a critical step forward in addressing the region’s long-standing water scarcity issue, providing ongoing access to sustainable, reliable, and high-quality potable water for the local community,” highlights Ciccocioppo.
With this milestone, Osmoflo has demonstrated its commitment to increasing sustainable
water production and will continue to support ongoing efforts to enhance infrastructure, build skills and capacity in the local community, and improve water accessibility for the entire nation.
Elsewhere, the company is working on nationally significant, large-scale projects, including the Coastal Water Supply Sustaining Project for Rio Tinto in Western Australia (WA), which comprises two separate phases of 12 megalitres per day (MLD)capacity ultrafiltration (UF)-SWRO plants to provide potable quality water for both Rio Tinto’s own port operations in Dampier as well as drinking water for surrounding communities in the Pilbara region.
Additionally, Osmoflo is acting as a technology provider for the John Holland Group and Hunter Water Corporation to deliver the 30 MLD Belmont Desalination Plant, which will help provide a vital, climateindependent water source for the Greater Newcastle region.
Redefining Desalination: The Automatic Alternative to Cartridge Filters.
Running a desalination plant means constant pressure:
• Rising energy costs • Membranes at risk from biofouling
• Labour-intensive upkeep • Cartridge disposal
You need a filtration solution that protects your investment, lowers OPEX, and supports sustainability goals — without adding downtime.
Continuous Protection
Your membranes stay safe with automatic six-hour flushing that cleans during filtration, as smart sensors track differential pressure and trigger cleaning only when needed, ensuring consistent, zerointervention performance.
Designed for Operators
Titan is built from SMO254 so it’s designed to be corrosion resistant and for easy maintenance:
• Largest horizontal screen area
• Ground-level access, no cranes or walkways
• One-person maintenance in minutes
• Cleans during operation to cut downtime
NSF/ANSI 61 certified model available for drinking water applications.
Proven Results in the Field
At a 140 MMY plant, switching from cartridges to automatic filtration led to:
• 90% lower energy consumption
• 28% less labour
• 68% reduction in consumables and waste
Together: over AUD$845,000 in annual savings, plus 90% lower CO₂ emissions.
Technology You Can Rely On
• Everclear™: advanced selfcleaning for consistent performance
• NozzleX™: patented nozzles for thorough, efficient screen cleaning
• Smartweave™: four-layer sintered screens with exceptional durability
Your plant needs reliability. Filtersafe delivers it — automatically.
Filtersafe Australia and Osmoflo: Delivering world-class filtration and water treatment systems for every industry.
Learn more: filtersafe.net/australia/ and OSMOFLO osmoflo.com
“These projects serve as examples of our growing capability to deliver large-scale, high-quality infrastructure solutions for both the resources and municipal sectors,” states Ciccocioppo.
CREATING A CIRCULAR ECONOMY
Osmoflo recognises that its success stems from the continual dedication and hard work of its staff members.
“As a service-oriented and solutions-driven company, our staff are critically important. Our numbers have increased significantly in the last year in response to strong company growth within both our projects business and operations division,” specifies Ciccocioppo.
Focused on providing its team
“WATER IS FUNDAMENTAL TO LIFE, AND EVERY DAY OUR WATER TREATMENT SYSTEMS ARE VITAL TO THE WELL-BEING OF THOUSANDS OF PEOPLE AROUND THE WORLD”
– CARMINE CICCOCIOPPO, CEO, OSMOFLO
with rewarding and challenging careers, Osmoflo is investing in their professional development and ensuring remuneration is competitive against industry benchmarks.
In parallel, when it comes to inclusivity and diversity, Osmoflo is strongly committed to constantly improving the gender equity and diversity of its global workforce. In its Australian business alone, around
30 nationalities and cultures are represented, with staff originating from all corners of the globe.
Equally as significant is Osmoflo’s emphasis on corporate social responsibility (CSR) and environmental sustainability.
One such example is WaterAid – an international not-for-profit organisation working to provide clean water, decent toilets, and good
hygiene to people in developing countries.
With the goal of making these essential services a normal part of daily life, Osmoflo has been a strong supporter and consistent contributor to WaterAid.
“Relationships like this show our commitment to future-proofing the global water treatment sector and ensuring all global communities have access to the basic human rights of clean drinking water and sanitation that many developed nations take for granted,” explains Ciccocioppo.
Additionally, Osmoflo is well-suited to assist in times of crisis through its emergency rental offering. In 2023, when Turkey was hit by a series of devastating earthquakes, the company donated three
containerised water treatment and desalination plants to provide relief and access to safe drinking water for thousands of displaced locals, with quick deployment of its readily available rental assets.
This initiative was highlighted at the 2024 International Desalination Reuse Association (IDRA) World Congress, presenting Osmoflo with an award as the CSR leader for addressing global water scarcity in times of crisis.
As the company continues to look towards a more sustainable and innovative future, it is focusing on three primary themes – strengthening, diversifying, and growing the business. Osmoflo is further investing in its systems, procedures, and people to provide strength to the business and enable it to ‘flex up’ and ‘spread
wider’ as it steadily increases the sales, diversity, and geographic spread of its business.
“Overall, we are looking to at least double the size of the existing business by 2030 through a combination of organic and inorganic growth as well as geographic, product, and technology diversification – the future is definitely an exciting one for Osmoflo!” Ciccocioppo positively concludes.
Tel: +61 8 8282 9700
osmoflo.com
MULTIDIMENSIONAL TRANSFORMATION
Richard Small, Chief Operating Officer, talks us through the transformation of McFall Fuel into a broader energy partner
Writer: Jack Salter | Project Manager: Eddie Clinton
The past year has been one of the most significant in our history. Our goal has been to evolve from being seen as just a fuel supplier to being recognised as a broader energy partner.”
The transformation of McFall Fuel (McFall), one of the leading fuel distribution companies in New Zealand (NZ) with operations stretching across the North Island, comes against the backdrop of rapidly shifting expectations in the fuelling industry.
Whilst there is ongoing traditional demand from farming, forestry,
marine, aviation, and commercial operators – sectors that are the backbone of the economy and depend on reliability of supply to thrive – there is more focus than ever on sustainability, efficiency, and the future of energy.
Businesses are therefore looking at alternative fuels, biofuels, electrification, and smarter delivery systems.
“The industry is under pressure to deliver for the needs of today and evolve to meet the energy needs of tomorrow,” continues Richard Small, Chief Operating Officer at McFall.
MULTIDIMENSIONAL TRANSFORMATION
“That’s what makes it so exciting. We’re no longer just in the business of supply – we’re in the business of resilience and transition. Our role is to help shape how energy needs are managed, ensuring both rural and urban communities remain connected and supported as the sector evolves.”
Community connection has been central to the McFall story from the very beginning and will continue to shape its future.
The company remains steeped in family values, having started out as a family-owned operation built around meeting the needs of its community.
WHAT DREW YOU TO THE FUELLING INDUSTRY AND ATTRACTED YOU TO MCFALL?
Richard Small, Chief Operating Officer:
“I’ve always been drawn to industries where people and operational excellence come together.
“My career began in healthcare, where I trained as a physiotherapist and spent more than 25 years developing into senior leadership and management roles. Making a lasting difference in communities and people’s lives has always been a priority for me.
“Over time, I had the opportunity to work across most of the healthcare sector, gaining perspective in a variety of roles, from frontline delivery to national leadership. My last position was as General Manager of Surgical Services, leading a team of more than 1,600 staff.
“During the COVID-19 pandemic response, I was involved in rapid system redesign and was later asked to lead the development of a new national service for cancer patients, working with the Ministry of Health, Pharmac, hospitals, and clinical teams. We took it from concept to delivery in just five weeks.
“I’ve always enjoyed working in complex systems, where there are multiple stakeholders with different needs and perspectives, and the challenge is to bring those together into a clear and effective solution. That’s what attracted me to McFall.
“The energy sector has a similar complexity. It’s critical to our nation’s infrastructure, impacts every community, and is undergoing significant transformation to meet future needs in both demand and sustainability.
“Joining McFall has given me the chance to combine strategy with delivery in a sector that keeps NZ moving and be part of a company that is ambitious about its future whilst remaining deeply people-focused.”
“That legacy of care, quality, and high standards continues to shape who we are today. Over the years, we’ve grown and adapted with our customers, which reflects our agility and ability to meet ever-changing needs,” Small elaborates.
“From supporting local initiatives to ensuring reliable supply to remote regions, McFall plays a critical role in keeping NZ moving.”
TRANSFORMATION DIMENSIONS
McFall’s transformation has several dimensions, including the strengthening of its executive leadership team to ensure the company has the capability to lead through change and growth.
The executive team has been expanded with a mix of deep sector expertise and fresh perspectives, a deliberate blend designed to balance operational excellence with innovation and adaptability.
“Our leadership team brings experience from multiple sectors, and together we’re focused on aligning people strategy, operational strength, and long-term opportunities,” outlines Small.
“The aim is to enable McFall to deliver against our strategic goals, meet customer needs more effectively, and stand out in what is a very competitive environment. At the heart of that is our commitment to safety, care, and customer focus –those values guide us every day.”
Alongside its executive team expansion, the company’s transformation has involved significant investment in technology and digital solutions to enhance both the customer and employee experience.
This includes a robust customer relationship management (CRM) platform, new website, and improved internal communication systems such as intranet, which provides a central repository of crucial information.
“The transformation is about preparing for the future. We want to be more agile, at the forefront of NZ’s fuel and energy infrastructure development, ready to introduce new and alternative fuels, and positioned to deliver long-term sustainability,”
Small sets out.
“It’s about setting McFall up to meet the future energy needs of NZ businesses.”
As well as investing in digital tools, the company has built a modern, high-spec fleet of trucks, tankers, and vehicles to deliver bulk fuel, lubricants, and oils.
The fleet is designed to meet the demands of both urban sites and remote locations, as well as the needs of its diverse client base, which ranges from large-scale forestry and transport operators to marine and aviation businesses as well as small family farms and contractors.
“This not only strengthens our service today but also ensures we’re ready for tomorrow’s demands,” Small tells us.
CORNERSTONE PARTNERSHIPS
Alongside the fleet, McFall has established four regional hubs
– Central, North, South, and East –across NZ to create a strong alignment between its operational leadership, route planning, and drivers.
The result is a more responsive and reliable service, underpinned by very strong local knowledge, scaling the company’s capabilities whilst staying close to customers.
Another focus is reimagining how McFall delivers its lubricant services, with the company looking at
operating models that will enable it to be more efficient and cost-effective whilst still delivering high-quality products and support.
McFall is also exploring joint ventures, partnering with other businesses to combine strengths and provide better solutions.
“A good example is our upcoming work in the Ohakune area and our partnership with Fuel Storage,” Small highlights.
Damar Industries, a proudly New Zealand-owned company since 1986, leads the way in manufacturing high-quality aerosols, coatings, and chemicals from its state-of-the-art Rotorua facility.
Renowned for compliance-driven innovation, Damar specialises in niche market solutions, offering contract manufacturing, product development, and warehousing services. With over 30 years of supplying various markets, including the forestry and timber processing industries, Damar’s commitment to quality and safety shines through.
The SprayWell range, a cornerstone of Damar’s offerings, is trusted by New Zealand’s forestry and timber processing industries. Developed in 1992 to address worker safety, SprayWell aerosol markers deliver vibrant, durable, and fast-drying marks on logs, timber, and other surfaces, even in wet conditions. With excellent adhesion, high opacity, and low-odour formulas, SprayWell ensures costeffective, reliable performance, covering approximately 3m² per can, making it the go-to choice for professionals.
Its partnership with BP, meanwhile, is a cornerstone of McFall’s business as it enables customers to be supplied with high-quality fuel backed by a globally trusted brand.
BP is also a shareholder, which underlines the strength of the collaboration.
“We work closely with BP across the retail, marine, and aviation sectors. For customers, it means certainty of supply and the confidence that they are supported by both global expertise and local service,” Small informs.
McFall is also proud to partner with Fuchs, a global leader in highquality oils and lubricants, whose products complement the company’s fuel offering and allow it to provide customers with a full-service solution – from fuel to lubricants and consumables.
“It’s a partnership built on innovation and reliability, which are values that align closely with our own.
“BY THE END OF 2026, OUR AMBITION IS TO BE RECOGNISED NOT JUST AS A LEADING FUEL SUPPLIER, BUT AS A TRUSTED ENERGY PARTNER ACROSS NZ”
– RICHARD SMALL, CHIEF OPERATING OFFICER, MCFALL
FUEL
For our customers, it means they can trust McFall to provide everything they need to keep machinery, vehicles, and equipment running at their best,” he states.
WORKPLACE WELL-BEING
McFall’s transformation has also made workplace well-being a real priority for its 160+ employees by introducing flexible working options where possible, investing in well-being programmes, and implementing a leadership approach that ensures people feel valued and supported.
The company’s view is that safety
is not just physical – it includes mental and emotional well-being, too.
“We also provide internal training programmes and are committed to maintaining a safe and supportive workplace,” assures Small.
“We want our people to be able to succeed in their careers without sacrificing life outside of work – that balance is key to our culture and the strength of our business. We’re investing in them so they’re not only equipped for today but also ready for the skills and demands of the future.”
As well as building a workplace culture that its employees are proud
of, the company’s priorities are to strengthen customer relationships and continue to invest in infrastructure to support resilience and growth.
Despite navigating an economically challenging environment, McFall sees this as an opportunity to strengthen its systems, focus on efficiency, and set itself up for long-term success.
“We’re also working closely with our partners – both suppliers and customers – to find new ways of meeting evolving needs,” Small closes.
“By the end of 2026, our ambition is to be recognised not just as a leading fuel supplier, but as a trusted energy partner across NZ.”
Tel: 0800 623 255
info@mcfallfuel.co.nz
www.mcfallfuel.co.nz
AT THE CENTRE OF GAS SUPPLY
Leon Devaney, CEO and Managing Director, updates us on how Central Petroleum has progressed in its mission to secure a reliable gas supply for Australian users over the past year
Writer: Jack Salter | Project Manager: Eddie Clinton
When we last spoke to Leon Devaney, CEO and Managing Director of Central Petroleum, in October 2024, there was much anticipation that new gas contracts would prove pivotal to the company’s future.
Now, the strategic work conducted in recent years is beginning to yield tangible results, positioning it for longterm growth and resilience.
“The catalyst for our transformation has been the successful gas marketing initiatives undertaken in 2024,” Devaney informs us.
Central Petroleum’s landmark, multiyear gas agreement with the Northern Territory (NT) government, which Devaney previously described as the most transformative in the company’s
history, is already delivering significant benefits.
These include the successful drilling of two new production wells at Mereenie and significant increases in its gas revenues, cash flow, margins, and profits.
The agreement has also helped Central Petroleum with the mitigation of risks related to Northern Gas Pipeline (NGP) closures, extension and restructuring of its debt facility, and launch of its inaugural share buy-back programme, marking the company’s first return to shareholders.
“Our new gas agreements enable nearly all anticipated firm gas production from existing wells to be delivered into the NT market, independent of NGP availability,
through to 2027,” outlines Devaney.
“The resulting sales portfolio is now more robust, less vulnerable to pipeline disruptions, and commands a significantly higher average price compared to legacy contracts that expired this year.”
The impact of this initiative is directly reflected in the financial performance of Central Petroleum, whose revenues increased by 17 percent year-onyear and underlying earnings before interest, depreciation, amortisation, and exploration (EBITDAX) rose by 43 percent.
“We achieved an underlying profit of AUD$6.5 million – a significant turnaround from last year’s AUD$1.4 million underlying loss,” Devaney acclaims.
MEREENIE INVESTMENT
The NT gas market remains finely balanced – the NGP was closed for three quarters of the financial year, whilst Central Petroleum’s Amadeus Basin fields continue to supply approximately half of the NT’s gas needs, with the remainder sourced
THE NT MARKET, INDEPENDENT
from offshore, including gas diverted from liquefied natural gas (LNG) exports when necessary.
Looking ahead, supply outlooks for the NT market are evolving.
The well-publicised Beetaloo Basin shale gas projects continue to progress and could contribute to supply as early as next year, subject to ongoing appraisal results.
These market dynamics naturally create uncertainty regarding the longterm supply landscape.
“We are proactively engaging with the market for both short and longterm contracts, including for potential output from future wells at Mereenie and Palm Valley,” Devaney notes.
“Whilst we have advanced preparations and approvals for new wells, any future production investments will be contingent on securing suitable long-term offtake agreements.”
Central Petroleum’s biggest investment this year is the two new
wells at its Mereenie field, totalling approximately AUD$30 million between the joint venturers.
The company’s objective in 2025 was to increase its production capacity to supply gas to customers in the NT, and this has now been successfully achieved.
Having secured long-term offtake commitments from customers on attractive terms, the company was able to move quickly to drill these wells as it had already pre-invested in securing long lead items and the necessary landholder, environmental, and regulatory approvals.
“Mobilising the equipment and various contractors to execute each stage efficiently is critical,” he emphasises.
“The logistical challenges of drilling in such a remote location shouldn’t be underestimated, and it was a great effort from our team to drill those wells safely, ahead of schedule, and under budget.”
EXCEEDING EXPECTATIONS
Central Petroleum tailored the design of the two new wells at Mereenie after taking previous drilling results in the field into account.
As a result, they have performed above pre-drill expectations, providing much-needed gas into the NT.
“There is a lot of planning that goes into selecting well locations and target formations,” Devaney insights.
“The wells were designed to maximise the production rate potential by applying air drilling techniques in a highly deviated well bore at crestal locations. We knew from previous wells what could be achieved, so an initial aggregate flow rate of about nine terajoules per day was a great success.”
The gas resources that lie within Central Petroleum’s portfolio of permits in the Amadeus Basin in Central Australia, where the Mereenie field is located, are potentially much
larger than its three producing gas and oil fields.
Its exploration permits are relatively underexplored and have the potential for significant additional gas resources, including helium and naturally-occurring hydrogen.
The company is committed to unlocking value from this exploration portfolio through targeted activity, funded where possible through the introduction of new co-venturers.
“We are actively pursuing a restart of sub-salt exploration, with a priority on drilling an appraisal well at Mount Kitty, given its world-class helium and hydrogen concentrations,” affirms Devaney.
“Additionally, there is renewed industry interest in conventional exploration across the western Amadeus Basin, specifically targeting our Mamlambo oil prospect and EP115, which sits on trend with Mereenie and Palm Valley.”
CENTRAL PETROLEUM’S CORE VALUES
CHARACTER
• Put safety first.
• Respect the environment and communities it works with.
• Value its people and stakeholders.
TOGETHER
• Work hard, efficiently, and effectively as a team.
• Listen to and work in partnership with stakeholders.
• Engage in a collaborative manner and act with integrity.
PERFORMANCE
• Committed to increasing shareholder value.
• Dynamic and agile.
• Professional, resourceful, and proficient.
RELATIONSHIPS FOR REMOTE OPERATIONS
“WE ARE PROACTIVELY ENGAGING WITH THE MARKET FOR BOTH SHORT AND LONG-TERM CONTRACTS, INCLUDING FOR POTENTIAL OUTPUT FROM FUTURE WELLS AT MEREENIE AND PALM VALLEY”
–
LEON DEVANEY, CEO AND MANAGING DIRECTOR, CENTRAL PETROLEUM
Central Petroleum’s operations in the Amadeus Basin are as about as remote as you can get in Australia –literally thousands of kilometres from the country’s capital cities.
Relationships with contractors, service providers, and logistics operators are therefore critical for safe, reliable, and efficient operations.
G & S Transport is a family-owned company with over 30+ years of experience specialising in remote area bulk material haulage and heavy haulage, along with the supply of quarry materials and civil contracting. Based in Alice Springs and Port Hedland we have an extensive fleet of Kenworth trucks, side tipper trailers, drake floats, CAT loaders, Graders, Dozers, Excavators, water tankers and remote camp equipment enabling us to efficiently meet the needs of our customers operating in the most remote areas of Australia. gstransportnt
“The personnel that work at our production facilities at Mereenie and Palm Valley are reliant on our partners and suppliers, who provide all the food, equipment, parts, and consumables required to keep gas flowing to customers across the NT,” Devaney notes.
“This involves a dedicated supply chain for day-to-day operations and is particularly evident for major projects,
such as the recent drilling campaign which required over 60 trailers of equipment for the drilling rig to be mobilised to Mereenie.
“Similarly, even relatively routine operations and major overhauls of processing plants require precise coordination between contractors and suppliers to minimise downtime,” he adds.
Beyond its production operations,
Central Petroleum is open to new opportunities that align with its objective of delivering lower-risk, high-impact growth.
The company’s stronger balance sheet provides it with the flexibility to consider a range of capital allocation options, including share buy-backs, investment in new production capacity, early debt repayment, exploration, merger and acquisition opportunities, and potential dividend distributions.
“Each option offers distinct advantages and, collectively, they underscore the substantial transformation we have achieved in the past five years, providing multiple pathways for nearterm value enhancement,” Devaney closes.
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As organisations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.
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Through these compelling media channels, Healthcare 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.
LOVING HEARTS, BEAUTIFUL MINDS
With a rich history of mental health care, the Institute of Mental Health is creating an ecosystem of support in Singapore centred around a holistic approach. A/Prof Daniel Fung, CEO, outlines the nation’s changing attitude towards mental illness and the institution’s vision to facilitate accessible care throughout the community
Writer: Lucy Pilgrim | Project Manager: Harry Thurlow
The identification, care, and treatment of mental illness have historically been influenced by social and structural stigmas that have contributed to a complex relationship with mental health across the globe.
For centuries, the realm of mental illness has been hidden from public view, with many sufferers being kept in asylum facilities or cared for in religious settings such as temples.
In a Singaporean context, the fear of the unknown and notion of hiding mental illness behind closed doors was reflected by the Mental Hospital, which was built in 1928 in a remote part of the country away from any residential or commercial areas.
“Relative to other hospitals in Singapore, it was first built very far north. The reason for this was very simple – it was a mental hospital,” states A/Prof Daniel Fung, CEO of the Institute of Mental Health (IMH).
A physical representation of the social stigma in the 1920s, the Mental Hospital was renamed Woodbridge Hospital in 1951, going through subsequent transformations that reflected the changing attitudes around mental illness.
Woodbridge Hospital later became IMH in 1993 when it moved to the current premises in Hougang which, significantly, is far more integrated into the community, leading to much
greater public awareness around the treatment of mental health as a result. Fast-forward to today and IMH has worked to transform the realm of mental health care in Singapore, both internally within its 2,000-bed hospital and across the community.
THE ERA OF RECOGNITION
Recent developments have enabled IMH to progress into people-centric and accessible support, offering a comprehensive range of psychiatric, rehabilitative, and counselling services.
Formerly known as Woodbridge Hospital and isolated from the local community (top photo), IMH is now nestled in a vibrant residential neighbourhood (bottom photo), signalling a clear departure from the previous custodial care model to one of rehabilitation, recovery, and integration
This wouldn’t be possible without the country’s growing focus on mental health and changing attitudes in the last 20 years.
“Mental health care in Singapore is in an exciting era; there is a lot more attention, support, and recognition being given,” Fung smiles.
Indeed, Singapore has implemented a multitude of significant mental health policies in the last two decades – including the Singapore National Mental Health Blueprint in 2007, which evolved into the Community Mental Health Masterplan in 2012 – each giving rise to the National Mental Health and Well-Being Strategy launched two years ago, which was prefaced around having a stepped care model.
Referred to in Singapore as a tiered system, the strategy acts as a benchmark for global best practices and creates a supportive ecosystem for those with mental health needs.
It spans from Tier 1, which focuses on promoting general well-being and resilience, to Tier 4, which provides tertiary and quaternary care for severe and complex cases.
“With the stepped care model, we can better help individuals receive the appropriate services, allowing for
better access and affordability and providing a combined mental health blueprint,” Fung elaborates.
With this in mind, the evolving role of IMH is evermore important as the institution sustains positive mental health support across Singapore.
EXPANDING CARE TO THE COMMUNITY
Prior to the launch of the National Mental Health and Well-Being Strategy, IMH had started engaging the community as early as 2007 – the same year the Singapore National Mental Health Blueprint was introduced.
The institution’s community efforts in the subsequent five years included the Early Psychosis Intervention Programme (EPIP), which offered early detection and treatment for individuals with psychosis between the ages of 16 and 40.
Meanwhile, the Response, Early intervention and Assessment in Community mental health (REACH) initiative and Community Mental Health Team (CMHT) were both launched in 2007 to provide early detection and intervention to those at risk of a mental health condition, whilst supporting those recovering
from a mental health condition in the community.
Today, IMH continues its community-focused approach by building off the cornerstones of the National Mental Health and WellBeing Strategy and the tiered-care model framework, directing its focus
IMH GREEN PLAN
In support of the Singapore Green Plan 2030 and alignment with the Green Gov.SG movement, the IMH Green Plan seeks to secure and sustain a sustainably driven facility. The initiative is outlined by five key pillars:
• Build organisational awareness through green education.
• Reduce carbon footprint.
• Boost energy efficiency and conserve water.
• Reduce, reuse, and recycle.
• Green procurement and conscious purchasing.
IMH is also part of the Global Green and Healthy Hospitals network that spans 72 countries and represents nearly 43,000 hospitals and health centres.
A/Prof Daniel Fung, CEO
Through clinical trials, such as personalised transcranial magnetic stimulation, IMH aims to validate the efficacy of cutting-edge treatments and precision modality in helping patients achieve better recovery outcomes and improve their quality of life
IMH’s CMHT visits patients in their homes to provide care to promote their independence and integration in the community
Partnering with IMH to Shape Modern, Patient-Centred Healthcare Spaces
VIC Interior Pte Ltd is proud to support the Institute of Mental Health (IMH) in creating safe, functional, and patient-focused healthcare environments. As Singapore’s only tertiary psychiatric hospital, IMH plays a vital role in the nation’s mental healthcare landscape, and VIC Interior is privileged to contribute to its ongoing transformation and development.
Visit us at www.vic.com.sg or connect via email at: sales@vic.com.sg
Phone: +65 68101358
Our team prioritises durable, medical-grade finishes, patient-friendly layouts, and compliance with BCA, SCDF, and healthcare safety regulations. By integrating meticulous planning and innovative design solutions, we help create spaces that enhance operational efficiency, staff workflow, and patient experience.
VIC Interior’s work reflects our commitment to quality, reliability, and precision, ensuring that each project supports IMH’s mission of excellence in clinical care, research, and community engagement. We take pride in partnering with leading healthcare institutions and delivering projects that combine functionality, aesthetics, and safety, tailored to the unique requirements of mental health facilities.
With extensive experience in live hospital renovations, clinic fit-outs, and IT infrastructure upgrades, VIC Interior ensures that projects are delivered with minimal disruption to ongoing operations. Our expertise spans design, project management, and turnkey execution, enabling IMH to maintain high standards of care while modernising its facilities.
Key Strengths:
• Specialised in live hospital and clinic renovations
• End-to-end design and project management solutions
• Strict adherence to healthcare safety and regulatory standards
• Focus on patient-centric, durable, and functional interior solutions
• Trusted partner of IMH and other major healthcare institutions
Through our partnership with IMH, VIC Interior continues to strengthen its reputation as a leading healthcare interior specialist, delivering environments that inspire confidence, efficiency, and care.
“MENTAL HEALTH CARE IN SINGAPORE IS IN AN EXCITING ERA; THERE IS A LOT MORE ATTENTION, SUPPORT, AND RECOGNITION BEING GIVEN”
– A/PROF DANIEL FUNG, CEO, INSTITUTE OF MENTAL HEALTH
on capability-building to equip community partners to support patients in Tiers 1 to 3.
As a result, IMH can facilitate early interventions and preventative care before significant mental illnesses emerge.
“As we developed a new tieredcare model, we asked how our care would change. In the past, we used to conduct long-term chronic care that addressed a legacy of patients who were admitted to hospital for a long time,” Fung recalls.
“If the stepped care model really works, then we will have less of such patients and more who can be treated in community and don’t require hospitalisation. This means our facility will be able to manage acute care a lot
better and earlier, which is the kind of transformation that we are trying to achieve.”
With this in mind, one of the institute’s main priorities is to facilitate greater access to key resources in the community, allowing outreach centres to effectively manage individuals’ needs beyond simple care and management.
“We strive to ensure people are well maintained within their community and the services they need are affordable,” he continues.
At the core of this endeavour is IMH’s long-standing partnerships with primary care and community partners in the local area, allowing the institute to train and equip community service providers so they can step up and support those with mild to moderate health needs and disorders.
These collaborations have seen IMH provide training and resources to general practitioners (GPs) through a range of programmes, including the Graduate Diploma in Mental Health and the Mental Health-GP Partnership Programme, thus greatly increasing mental health capabilities across the community, as well as providing training and capability-building programmes for social service agencies.
PIONEERS OF CRITICAL RESEARCH
IMH’s propensity for world-class research means that it remains up to date in the latest medical advancements and is able to obtain key information vital to policymakers and the general public, publishing over 1,000 papers in peer-reviewed journals over the last 20 years.
For instance, the institute launched the Singapore Mental Health Study (SMHS) in 2007 – a landmark study that provided insight into the prevalence of mental illness across the general population.
A follow-up study conducted in 2016 found that one in seven people in Singapore had experienced a mental illness at some point in their lifetime. Such findings from the SMHS helped to initiate and inform subsequent research, including the Well-Being of the Singapore Elderly (WiSE) study, indicating the prevalence of dementia and depression in elderly populations. Additionally significant, Mind Matters: A Study of Mental Health Literacy, published the following year, examined public awareness and the perception of mental illness in Singapore.
Other more groundbreaking research conducted by IMH includes the use of advanced intermittent theta burst stimulation (iTBS) to test how brain stimulation can help patients with schizophrenia better manage their emotions and behaviours.
More recently, the institute also launched personalised Transcranial Magnetic Stimulation for treating treatment-resistant depression.
BUILDING VITAL CAPABILITIES
IMH’s key focus going forwards is to increase bed capacity in the longterm whilst ensuring those who require urgent services are able to access help in the short-term.
“We want to make sure there are no long wait times across all levels of the hospital, whether it be for an
IMH
Guardians of Care, Partners in Trust
At the Institute of Mental Health (IMH), every moment counts – because healing begins with safety and stability.
Since 2011, AETOS, Singapore’s leading security solutions provider, has been entrusted to safeguard this environment so healthcare teams can fully focus on their duty of care.
In close collaboration with IMH, AETOS auxiliary police and security officers undergo specialised training to respond with professionalism, readiness, and empathy. They provide assurance at every encounter, safeguarding patients, healthcare staff, and visitors with care.
As IMH continues to shape the future of mental healthcare and clinical excellence in Singapore, AETOS stands committed as their trusted security partner — protecting what matters, every day.
sales@aetos.com.sg | www.aetos.com.sg
emergency, getting an appointment to see a psychiatrist, or as an outpatient in the community,” Fung urges.
IMH also hopes to expand its research focus to not only cover epidemiological research but also translational, clinical, and implementation research, helping the institute to better understand the state of mental health across the Singaporean population, further advance the identification and treatment of mental health conditions, and shape mental health policies.
“Our expansion must be undergirded by some sort of evaluation or research; developing an academic
“Working
hand in hand with IMH, we ensure our officers are not only trained in security protocols, but also equipped with the empathy needed in a healthcare environment.”
NATIONAL MENTAL HEALTH AND WELLBEING STRATEGY –AT A GLANCE
The strategy allows those with mental health needs to effectively seek help without stigma and comprises four key focus areas:
1. Expanding capacity of mental health services.
2. Enhancing capabilities of service providers for early identification and intervention.
3. Promoting mental health and well-being.
4. Improving workplace mental health and well-being.
clinical programme around mental health is important,” Fung closes.
In aid of this objective, the institute is carrying out clinically relevant research that will help it better understand
the mechanisms underlying various mental disorders and translating these findings into interventions that relieve the suffering of patients with mental illness, whilst also helping to address the real-world challenges faced by them and their families.
IMH also conducts large-scale, population-based studies to address knowledge gaps and raise awareness on mental health issues amongst Singapore’s general population and policymakers.
Going forwards, IMH will continue to collaborate with researchers, universities, and educational institutions to provide competency-based training for its support providers, be it doctors, nurses, or allied health professionals.
www.imh.com.sg
DATA CENTRES WITH A DIFFERENCE
Datacom proudly brings technology and expertise together, delivering innovative IT solutions that help its customers to streamline operations, raise productivity, enhance service delivery, and increase client engagement. We hear more from Director of Data Centres, Matt Neil
Writer: Ed Budds | Project Manager: Sam Thomas
In the next decade, the Asia Pacific (APAC) region is poised to become the epicentre of global data infrastructure growth.
As the vast data centre landscape continues to evolve at pace, Datacom is setting itself apart by delivering scalable, secure infrastructure powered by 100 percent renewable energy in its New Zealand (NZ) data centres and increased use of renewable energy in its collocated data centres in Australia. Continuing to flourish and evolve, the company offers 100 percent
uptime guarantees designed to meet the growing demands of artificial intelligence (AI), hybrid cloud, and regulatory compliance.
With AI adoption continuing to accelerate, the demands on data centres are rapidly evolving. As such, organisations now require not only scalable and secure infrastructure but also the ability to support highdensity, data-intensive workloads.
As one of Australasia’s largest locally owned technology companies, Datacom is well-positioned to respond to these rapidly evolving
WHAT STEPS IS DATACOM TAKING TO ENSURE ACCESS TO RENEWABLES AND LONGTERM PRICE CERTAINTY?
Matt Neil, Director of Data Centres:
“A major advantage for Datacom in NZ is the high proportion of grid electricity from renewables, which has enabled us to secure a 100 percent certified renewable energy agreement for its locally-owned and operated data centres.
“To provide additional certainty for our customers, we have secured power agreements at competitive fixed rates - under USD$0.08 per kWh - extending well into the next decade. This not only locks in price stability but also increases our appeal to organisations seeking to ensure their operations are backed by a sustainable energy supply.
“We also engage directly with utilities and council bodies to anticipate and plan for future expansion, ensuring access to both power and water is guaranteed before we scale facilities.”
requirements with a network of resilient data centres located across NZ and Australia.
“We operate six highly resilient, interconnected data centre locations – four in NZ in Auckland, Hamilton, Wellington, and Christchurch, and two in Australia with our partner AirTrunk in Sydney and Melbourne,” says Datacom’s Director of Data Centres, Matt Neil.
“We currently have around 40 megawatts (MW) of installed capacity and are scaling up rapidly as customer demand grows.”
“WITH TECHNOLOGIES LIKE AI AND EDGE COMPUTING BECOMING MAINSTREAM, THE NEED FOR RESPONSIVE, SECURE, AND SUSTAINABLE INFRASTRUCTURE IS GREATER THAN EVER”
– MATT NEIL, DIRECTOR OF DATA CENTRES, DATACOM
CREATING A POINT OF DIFFERENCE
Today, Datacom’s biggest strength is the breadth and integration of its services.
“Unlike a pure-play data centre provider, we offer everything across the technology spectrum, from hardware and software procurement to managed services and cloud solutions,” says Neil.
“Having expertise across the digital infrastructure landscape means we can advise clients on the best mix of digital infrastructure from on-premises, private cloud, public
cloud, data centre, or hybrid solutions, tailoring infrastructure to their journey and requirements.”
Drawing on 60 years’ worth of experience and a deep presence and enviable reputation in both NZ and Australia, the company is now uniquely positioned to act as a trusted advisor, not just a vendor, for organisations pursuing digital transformation, transition, and modernisation.
What sets Datacom apart is its holistic approach. Beyond colocation, the company offers end-to-end IT solutions, enabling clients to navigate
complex digital transformations. From re-platforming legacy systems to enabling hybrid cloud environments, Datacom supports the full spectrum of customer needs.
Notable examples include the rapid deployment of NZ’s My Vaccine Pass system during the COVID-19 pandemic and the creation of a cloud data lake for Auckland Transport, processing over 80 million records daily.
SUSTAINABILITY AT THE CORE
Underpinning everything that the company does, sustainability is central to Datacom’s overarching strategy.
All of the company’s data centres in NZ have a 100 percent certified renewable energy contract underpinning their power supply, with a 10-year pricing agreement ensures customers can access a stable electricity rate of approximately USD$0.073 per kilowatt hour (kWh), fixed until 2032.
Powering New Zealand’s Digital Backbone: Singer Electric and Datacom’s Data Centre Partnership
Established in 1953, Singer Electric is a leading New Zealand-owned electrical company energising the transformation of infrastructure to achieve a more sustainable future. Our vision is to create connected buildings and transportation systems that are energy-responsive and predictive, and our mission is to enhance electrical systems
Meeting the Needs of a Changing Digital Landscape
The demands placed on data centres are evolving rapidly. Cloud adoption, AI-driven workloads, and the shift towards sovereign infrastructure are increasing the need for facilities that combine high performance with uncompromising reliability. Singer Electric has been a trusted partner in this transformation, providing the electrical backbone that allows Datacom’s facilities to deliver guaranteed uptime and long-term resilience.
The growth of artificial intelligence and hyperscale environments highlights just how much precision is now required. Where traditional racks might have drawn 8–10 kilowatts, AI racks are consuming up to 150 kilowatts or more. Power, cooling, redundancy, and security systems must operate in perfect synchronisation, and the margin for error is effectively zero.
Singer Electric has delivered large-scale, high-
through technology continually. In an industry undergoing rapid change, we see electrification not simply as a service but as an opportunity to fundamentally improve how organisations design, build, and operate their energy infrastructure.
This commitment sits at the heart of our long-standing partnership with Datacom, one of New Zealand’s most respected
resilience data centres that incorporate advanced technologies, robust redundancy designs, and meticulous commissioning processes to meet these expectations.
Sustainability at the Core
Like Datacom, we believe that sustainability must be at the forefront of every infrastructure project. Achieving New Zealand’s carbon-neutral future requires rethinking how energy systems are designed and delivered. Singer Electric applies this lens from the earliest design stages, helping ensure facilities operate with efficiency, scalability, and adaptability.
Our purpose is the smart electrification of New Zealand. We actively design energy-efficient systems that minimise wastage, maximise the benefits of renewable generation, and create infrastructure capable of adapting to tomorrow’s demands.
technology companies. For more than fifteen years, we have worked alongside Datacom to deliver critical data centre projects from concept to completion. In this environment, uptime, resilience, sustainability, and scalability are essential—and our role is to ensure that every stage of delivery meets the highest standards of performance.
In data centres, this means carefully sequencing and verifying every stage of a project to maintain operational efficiency, introducing advanced monitoring tools to optimise energy performance, and ensuring that redundancy systems deliver resilience without unnecessary overhead. We also take a lifecycle view: the systems we design and build today must be capable of operating reliably for decades, even as energy and cooling technologies evolve.
Delivering Certainty in High-Stakes Environments
Singer Electric’s strength lies in our ability to integrate every phase of a project into one seamless delivery process. We combine electrical engineering expertise, disciplined project management, and national resourcing to take projects from initial design through construction, commissioning, and handover with complete control over quality and programme. This ensures
that design intent is maintained, interfaces between trades are managed, and delivery risks are mitigated before they can impact the build.
While greenfield facilities allow us to optimise design and construction from the outset, some of our most complex and rewarding work has been in live environments. Expanding or upgrading operational facilities without impacting service requires a highly controlled process. Power cannot simply be shut down, and each stage must be sequenced, tested, and verified before moving forward. We bring the planning discipline, technical skill, and stakeholder coordination needed to execute these works without incident, while maintaining full compliance and delivering to the programme.
For customers and main contractors, delivery certainty is paramount. Singer Electric provides that certainty through clearly defined milestones, live progress control, and resourcing depth that ensures the right expertise is on site at the right time. We coordinate seamlessly with other trades, maintain disciplined programme control, and take ownership of the electrical scope so the overall build can progress without disruption.
“Singer Electric bring an exceptional level of organisation to every project.”
- Gordon Penver, Associate Director, DataCentre Facilities
Safety, Compliance, and Maintenance
Safety and compliance underpin everything we do. We maintain rigorous quality assurance processes and adhere to both New Zealand and international ISO standards, ensuring our work passes inspection the first time. This is about protecting people and assets, safeguarding the reputation of not only the customer but all stakeholders, and ensuring the client’s operational requirements are met from the day the facility goes live.
Beyond construction, we deliver ongoing monitoring and maintenance that protects the operational integrity of critical infrastructure. Our maintenance approach combines planned preventative servicing with rapid-response capability for unplanned issues. We schedule work around operational priorities to minimise disruptions, regularly test backup and redundancy systems, and maintain detailed digital service records to support compliance.
Having delivered both the construction and the maintenance phases of multiple data centres, including work with Datacom, we understand how design decisions impact long-term performance and use that knowledge to fine-tune systems so they operate at peak efficiency.
Our relationship with Datacom extends across their Auckland and Hamilton facilities, where our embedded maintenance teams respond quickly and manage preventative programmes. This integrated model ensures the people who built the systems are the same ones maintaining them, providing unmatched familiarity with the site and the confidence that every service action supports long-term reliability.
“Singer Electric bring an exceptional level of organisation to every project. Their teams integrate seamlessly with ours, communicating clearly, responding quickly to changing priorities, and taking ownership of their assigned scope. At an organisational level, they are collaborative, professional, and committed to making the entire delivery team succeed.” Gordon Penver, Associate Director, Datacentre Facilities.
Building for the Future
Alongside Datacom, we recognise that the growing electrification demands on infrastructure are reshaping what it means to deliver critical facilities. Our approach integrates efficiency and resilience from the outset, ensuring that new facilities can adapt to future capacity requirements without major rework. In the high-stakes environment of a data centre build, this forward-thinking approach reduces whole-of-life costs and safeguards longterm operational performance.
Datacom values working with partners who can operate in mission-critical environments without disrupting live services, and our proven track record demonstrates why we have become a trusted extension of their team.
“Every project we have worked on with Singer Electric has been delivered to an exceptional standard, on time and without compromise. Their attention to detail, commitment to quality, and ability to hit programme deadlines consistently make them a contractor we can depend on.”
Grant Collie, GM Datacentre Facilities.
The demand for data capacity in New Zealand is expected to continue growing, driven by the adoption of cloud services, the rise of artificial intelligence, and the expansion of digital services. Meeting these demands will require partnerships capable of delivering complex, multi-phase projects under strict timeframes and operational constraints.
Singer Electric’s collaboration with Datacom demonstrates our ability to meet this challenge. We bring project discipline, sustainable design principles, and proven high-stakes delivery to ensure critical infrastructure is completed on time, on budget, and to the highest standard. From hyperscale greenfield developments to intricate live-environment expansions, we give main contractors and customers alike the assurance that their project is in capable hands.
Our purpose: to drive the smart electrification of New Zealand in every decision we make. Achieving a carbon-neutral future is a journey, and we aim to be the trusted advisor and delivery partner for organisations navigating that path.
If you are a consultant or main contractor preparing for a data centre project, connect with Singer Electric and gain a partner who will deliver certainty at every stage.
Sales@singer.co.nz
“With a commitment to net zero carbon emissions by 2030, Datacom is also investing in energy-efficient technologies such as direct liquid cooling, rear-door heat exchangers, and real-time telemetry for resource transparency,” says Neil.
“Our facilities are designed for resilience, guaranteeing 100 percent uptime backed by robust service level agreements (SLAs). Each rack is equipped with dual power feeds, uninterruptible power supplies, and 48-hour fuel reserves.”
Additionally, the company’s decade-long partnership with the Uptime Institute also ensures its operations meet stringent global standards.
DATACOM’S COMMITMENT TO PEOPLE, PERFORMANCE, PLANET, AND PRICE
PEOPLE
Utilising over 30 years of experience in designing, building, and operating data centres, Datacom offers end-to-end relocation services.
PERFORMANCE
The company boasts 100 percent uptime SLAs in its highly certified and independently reviewed data centres. This is alongside excellent cloud connectivity and carrier-neutral facilities.
PLANET
Datacom is targeting carbon net zero by 2030. It designs and operates energy-efficient infrastructure in low-carbon data centres, reducing emissions.
PRICE
The company offers flexible commercial terms which deliver value to the unique needs of its clients. Datacom also offers pay-as-you-go or fixed power pricing with transparent billing.
Setting the Benchmark in Premium Electrical and Communication Services.
Our ISO-certified processes (ISO 9001, 14001, 45001) ensure every deployment meets the highest standards of quality, safety, and environmental compliance.
Interlink is a trusted partner in delivering high-performance cabling infrastructure for data centres and mission-critical environments.
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- Microsoft North Sydney Office
Client - Mastercard Head Office, St Leonards
Client - Raphael Lane Dining Precinct, Sydney
Client - Baker McKenzie, Barangaroo
“UNLIKE A PURE-PLAY DATA CENTRE PROVIDER, WE OFFER EVERYTHING ACROSS THE TECHNOLOGY SPECTRUM, FROM HARDWARE AND SOFTWARE PROCUREMENT TO MANAGED SERVICES AND CLOUD SOLUTIONS”
– MATT NEIL, DIRECTOR OF DATA CENTRES, DATACOM
To date, it is the only provider in NZ with this level of certification and one of only around 10 data centre operators in the wider Australasian market.
BALANCING SUSTAINABILITY WITH INNOVATION
At present, the requirements for AI workloads are driving a seismic shift in data centre design.
“Where the traditional rack might
draw between three and five kilowatts (kW), AI racks are consuming up to 100-150 kW or more. This massive increase in power density means dramatic changes in the way that we design, build, and operate data centres and the electrical and cooling infrastructure needed within,” says Neil.
Notably, the industry is reversing a long trend of removing water from the data centre floor and instead
adopting advanced water-based cooling systems, from facilities management and support all the way to water at the rack.
“At Datacom, we are investing in purpose-built environments to support dense AI workloads and upgrading our data centres to suit.”
Sustainability remains at the heart of the company’s strategy, with the goal to be net zero by 2030. Thus, every decision around expansion
or technology adoption is weighed against this commitment.
Meanwhile, AI and other emerging technologies are driving up energy demands, so the challenge becomes one of increasing efficiency, not simply limiting energy use.
Datacom, like all data centre operators, is facing the fundamental paradox of reducing environmental impact and driving towards sustainability to reach net zero targets whilst AI workloads are demanding exponentially more power – a demand that shows no signs of slowing.
“NZ presents a compelling solution to this paradox, with over 85 percent of the country’s electricity generated from renewable sources – primarily hydropower and geothermal –providing an ideal foundation for sustainable AI workloads.”
As such, the country’s mild climate and cooler winter temperatures enable extensive use of “free” cooling systems that significantly reduce energy consumption.
Along with the advantages, Datacom is deploying advanced cooling technologies such as immersion cooling and direct-to-chip systems to dramatically improve thermal efficiency.
A CRUCIAL ROLE TO PLAY
Data centre migrations and expansions are complex undertakings, and Datacom approaches them with a structured, transparent methodology.
From initial scoping and risk assessment to execution and postmigration validation, each phase is managed by dedicated teams that prioritise clear communication and collaboration.
This process has been refined through many successful projects, building trust and ensuring smooth transitions.
Looking ahead to a bright future for both Datacom and the industry, regional providers in Australia and NZ will play a pivotal role in the global digital economy.
“With technologies like AI and edge computing becoming mainstream, the need for responsive, secure, and sustainable infrastructure is greater than ever,” Neil confirms.
“Datacom’s unique value lies in its ability to deliver integrated solutions – from colocation and cloud to cybersecurity and software – underpinned by a deep understanding of local markets and a commitment to customer outcomes,” he concludes.
In the complex and highly competitive environment that organisations find themselves operating in, Datacom now offers more than just data centre services – it provides local organisations with a future-ready platform for growth, innovation, and resilience, enabling customers to turn technology into a strategic advantage.
datacom.com
NAVIGATING THE DIGITAL WAVE
Leading Fiji and the Pacific region into a new era of connectivity, Amalgamated Telecom Holdings is at the forefront of transforming telecommunications services. CEO, Ivan Fong, discusses enhancing digital infrastructure and driving financial inclusivity
Writer: Rachel Carr | Project Manager: Sam Thomas
The telecommunications (telecoms) sector in Fiji is rapidly evolving and positioning the country as a leading digital gateway for the Pacific region, which is poised to harness new opportunities.
The tropical paradise, comprising over 300 islands, aims to expand connectivity, strengthen cybersecurity, improve services, and bridge the digital divide, supported by robust submarine cables and fibre networks.
At the forefront of this digital innovation and expeditious development is Amalgamated Telecom Holdings (ATH) – a Fiji-based company formed in 1998 from state-owned entities in the telecoms and IT sectors.
Currently, ATH’s major shareholder is the Fiji National Provident Fund, a defined contribution scheme that
holds approximately 73 percent of its shares.
The Fijian government holds a residual stake of roughly 15 percent, whilst the remaining 12 percent is owned by retail and institutional shareholders.
“In the last decade, we’ve expanded
around the Pacific into seven markets, namely Fiji, Papua New Guinea (PNG), Samoa, American Samoa, Vanuatu, the Cook Islands, and Kiribati,” opens Ivan Fong, CEO.
“We consider various factors in making investment decisions,
particularly when evaluating opportunities originating from Fiji, but we also consider the broader Pacific markets.”
The island nation has a population of less than one million, with a relatively mature market and an aggressively competitive environment; however, Fong recognises there are opportunities for growth by extending ATH’s networks.
“Broadband services, including fibre and satellite connectivity, are still lacking in some markets. There’s also potential in value-added services, such as mobile wallets and digital payments, particularly for the large unbanked populations in the Pacific region.
“The way to build financial inclusivity is through participation in mainstream economies, where they can live and grow,” he continues.
AN EVOLVING LANDSCAPE
In response to the increasing demand in the Pacific region, ATH plans to enhance its data solutions and broadband services.
“Improving connectivity is a huge task from our perspective, but one of the things we’re doing is acquiring spectrum to deliver 5G services, and we’ve just been granted the licences to do that in Fiji,” Fong states optimistically.
“We’ve launched our networks across the Pacific and plan to expand to 5G broadband. Whilst we don’t yet offer ubiquitous fibre-to-the-home, we are enhancing our infrastructure to provide high-speed broadband, especially for large corporations.”
ATH also ensures small and medium-sized businesses, as well as residences, can afford the high-speed broadband that fibreoptic cables provide.
“On the international front, most markets we operate in require additional
connectivity and resilience so we’re always looking for solutions, whether it’s satellite or submarine fibre, to increase connectivity and bandwidth in the countries where we operate.”
However, expanding the 5G network infrastructure is not without challenges, and Fong understands that no initiative or project is immune to obstacles in the FinTech space, particularly considering digital wallets.
“Starting a FinTech business in Fiji has underscored the need for continuous development. As our company has matured, the issues of fraud and security have become increasingly critical, which is
particularly relevant as more people gain access to broadband.
“Regulators have generally recognised these as new services and acknowledge potential risks. They prefer a collaborative approach to foster growth, and if challenges arise, we can address them effectively,” assures Fong.
Currently, regulators are beginning to tighten their focus, especially as adoption of digital financial services increases and dealing with issues related to fraud and money laundering becomes more important.
In digital financial services (DFS) markets, ATH will increasingly become subject to Know Your
WHAT STRATEGIES DO YOU HAVE IN PLACE TO CULTIVATE TALENT AND DEVELOP THE WORKFORCE NECESSARY FOR EXPANDING TECHNOLOGY SERVICES?
Ivan Fong, CEO: “The perennial challenge in the Pacific is the flight of qualified and skilled workers to markets like Australia, New Zealand, the US, and Asia.
“Most employers and investors in the region experience this, so they often try to foster loyalty amongst their employees. Our organisation continues to train and educate people with the hope that some of them will choose to stay in the area.
“We’ve seen success in boosting loyalty and are exploring a labour mobility model to enable individuals to work across various markets, which may enhance their commitment to the
“Furthermore, we are in discussions with major players like Google and Meta and proposing the idea of establishing centres of excellence in markets such as Fiji and other Pacific locations.
“Since their infrastructure already operates in these areas, our goal is to collaborate with them to support local economies and development by utilising a workforce that we’ll train and certify to meet their specific requirements.”
Customer (KYC) processes and reporting and compliance requirements typically applied to banks and financial institutions, whilst adapting them to the digital space.
INNOVATING FOR IMPACT
ATH is considering plans to leverage emerging technologies, such as advanced metering infrastructure and machine learning (ML), to enhance the customer experience.
“Customer experience is a priority. One of the easiest ways we’ve experimented with artificial intelligence (AI) is by implementing AI agents for customer service, which can handle common billing inquiries and service questions,” reveals Fong.
“This approach helps reduce the number of calls we receive from customers, and we are already utilising this in our operations.”
The company has also recognised a significant opportunity for AI to enhance operational efficiency by reducing its energy requirements.
ML technologies, meanwhile, are
“ON THE INTERNATIONAL FRONT, MOST MARKETS WE OPERATE IN REQUIRE ADDITIONAL CONNECTIVITY AND RESILIENCE SO WE’RE ALWAYS LOOKING FOR SOLUTIONS, WHETHER IT’S SATELLITE OR SUBMARINE FIBRE, TO INCREASE CONNECTIVITY AND BANDWIDTH IN THE COUNTRIES WHERE WE OPERATE”
– IVAN FONG, CEO, AMALGAMATED TELECOM HOLDINGS
expected to save a considerable amount of energy in terms of network infrastructure.
“ML not only benefits us from a sustainability standpoint but also brings financial advantages by lowering operational costs,” he outlines.
“Whilst we are not fully engaged in hyperscale initiatives, we are currently rolling out 5G networks and exploring potential add-ons from vendors and solutions providers to support these initiatives. We believe there are
substantial opportunities ahead.”
It’s worth noting that most of the Pacific markets in which ATH operates are likely too small for major hyperscalers to deploy their core AI workloads. However, companies like Google are considering entering some of the company’s markets.
From a sustainability perspective, their presence can help them achieve their own environmental, social, and governance (ESG) goals, particularly given the region’s mix of renewable and fossil fuel energy sources.
ATH is also exploring ways to enhance its renewable energy initiatives with a view to achieving greater sustainability, making Fiji and the Pacific Islands a more attractive destination for these customers. However, the typical challenges arising from the terrain and geography of the Pacific region persist.
“We frequently face natural disasters, particularly cyclones and floods, which cause significant damage to our networks and impact the livelihoods of those in the markets we serve.”
Despite this, ATH continue to build its networks. One of the company’s current initiatives involves discussions with development agencies and other sovereign nations that may have funds to contribute to the markets in which it operates.
STRATEGIC RELATIONS AND MARKET DYNAMICS
ATH effectively manages relationships with key suppliers, including Ericsson, Huawei, and ZTE. The company typically remains agnostic regarding operators, suppliers, and solutions providers, focusing on what drives business.
“I believe that all the boards and management teams across our operations in the region are dedicated to developing solutions tailored to meet the specific needs of customers in their respective markets,” notes Fong.
Importantly, many Pacific markets have low levels of disposable income, which necessitates the creation of solutions that are affordable for end-users, presenting a significant challenge.
“Whilst we do choose vendors primarily due to their competitive price points, our teams remain neutral in vendor selection. We are aware of the differences in pricing for equipment, services, and other offerings,” he points out.
“However, we continue to engage in discussions with potential financiers, development and sovereign agencies, and others to explore outcomes that align with geopolitical interests, regardless of market conditions. We are open to achieving solutions, provided they meet requirements that fit with the end users’ realities.”
These discussions aim to help individuals develop practical innovations or solutions.
“We advocate for improving infrastructure resilience in these areas, acknowledging affordability as a key issue. Whilst consumers and businesses can cover basic services, additional investments for enhanced resilience can be challenging.
“This remains a work in progress and an ongoing discussion – we will see what outcomes arise from it,” Fong emphasises.
TECHNOLOGICAL ADVANCEMENTS
Since launching in PNG three years ago, ATH has made a meaningful impact in this new market.
Main Business
“Business surveys in PNG revealed that the lack of quality, reliable telecoms services was one of the top three issues affecting companies in the country.
“However, we recently noted the latest business surveys conducted in PNG, which indicated that telecoms as a critical challenge has now fallen significantly to about number 10 on the list,” Fong elaborates.
That coincides with ATH’s entry into the PNG market, where it has made an effort to build nearly 1,000 telecoms towers and currently serves around 1.5 million customers.
“In PNG, we’re doing our bit to help improve the supply of services and tap into any latent demand. There’s still more to do, but we feel that our investment decision is validated,” confirms Fong.
Google is constructing data centres in Fiji, collaborating with ATH to provide infrastructure that connects Australia to the US, as well
as intra-Pacific cables connecting Fiji with Guam and French Polynesia.
“The impact is more significant when major companies like Google enter our markets to help build knowledge and capacity amongst the people of Fiji and the Pacific region. This support can help us catch up with the rest of the world,” he resolutely expresses.
“One immediate benefit is being able to roll-out 5G technologies. We’re enhancing services and expanding our capabilities and, from a server perspective, continue to work on improving international connectivity.”
Additionally, ATH has experienced growth primarily in the Pacific region with revenues increasing to FJD$1billion, which has undoubtedly helped it become a substantial group in the area.
“We still need to restructure and streamline our operations. Our goal is to implement necessary changes whilst enhancing synergies and
efficiencies, including upgrading billing and operational support systems,” closes Fong.
ATH is not only enhancing the customer experience but also paving the way for a new digital age in the Pacific region.
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
HOW DO YOU HELP YOUR EMPLOYEES ACHIEVE A BETTER WORK-LIFE BALANCE?
Danielle Staniskov
Senior HR Business Partner, REMA TIP TOP
“We provide flexibility for our employees to manage personal and family responsibilities, such as allowing them to work from home when they need to or from other offices and countries. We understand that a healthy and happy team is also a productive team, and we are committed to supporting our people’s overall well-being.”
Ivan Fong CEO, Amalgamated Telecom Holdings
“We’re working to help people connect socially as a group to better understand their colleagues and families, recognising the importance of support in reducing work-related stress. We adapted to remote working during the COVID-19 pandemic and plan to continue this approach for the time being.
“Additionally, we’re focused on improving health and diets at work through workshops and gym facilities, allowing employees to prioritise their well-being.”
Jenna Snelgrove
General Manager – Tranzit Coachlines, InterCity, and Tourism Division, Tranzit Group
“Tranzit prioritises a healthy worklife balance, emphasising family values and team culture. With many long-serving employees, including one with 55 years of service at the company, Tranzit celebrates pursuits outside of work.
“We offer an Employee Assistance Programme to support employee well-being and flexible arrangements that balance family needs.
“Professional development is key at Tranzit, with partnerships for leadership training and opportunities for courses in strategic leadership and project management. These investments support personal growth and enhance the team’s effectiveness.
“Tranzit also promotes a healthy lifestyle through initiatives such as free flu vaccinations, Movember support for men’s health, and the observance of Pink Shirt Day for inclusivity. Team members are encouraged to take scheduled
breaks and maintain leave balances, demonstrating our commitment to work-life balance and adhering to the five ways to well-being.”
Roy Chiang
President and CEO, CBM Pte Ltd
“We recognise that a healthy work-life balance is essential for our employees’ overall well-being and sustained performance.
“Since 2017, we have implemented flexible work arrangements, including staggered work hours and remote work options, to give our employees greater control over their schedules. These initiatives empower our team to manage their work alongside personal commitments more effectively.
“Beyond flexible policies, we offer supportive leave benefits such as paternity leave, shared parental leave, maternity leave, and national service leave, recognising the importance of family and life milestones. We also host events celebrating festive occasions and family-related milestones, fostering stronger family engagement and a sense of community within the organisation.”
Paul Minchin
Location Director – Aotearoa, Worley
“Flexibility is fundamental to our culture. We offer work from home options and flexible hours, allowing our people to manage school dropoffs and pick-ups.
“Our core hours model supports personal commitments whilst maintaining team cohesion. We also have a leave buy-back scheme, enabling people to purchase up to four additional weeks of leave annually. These initiatives reflect our belief that a balanced life leads to better performance, stronger engagement, and a healthier workplace.”
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