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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 74th edition of APAC Outlook magazine.
Controlling this issue’s front cover is Wallis Drilling, a leading drilling services provider with extensive experience throughout Australia.
As one of the country’s largest privately-owned minerals drilling companies, Wallis Drilling has grown impressively since it began operations 60 years ago.
Technology throughout the sector has changed dramatically in that time, with the company now offering a comprehensive array of modern drilling methods.
“We build and design the latest equipment with enhanced safety, fuel efficiency, and productivity benefits. Our aim is to help clients to safely drill more metres per shift, provide accurate samples, and reduce the overall costs to the client,” states CEO and Managing Director, Grant Wallis.
Equipped to deliver high-quality healthcare throughout the Enga province of Papua New Guinea, meanwhile, is the Enga Provincial Health Authority (Enga PHA).
A decentralised government body responsible for managing and coordinating all public health services in the region, Enga PHA’s key services encompass inpatient and outpatient care, maternal and child health, immunisation programmes, disease prevention, and emergency medical response.
“With a workforce of almost 1,340, the authority employs a diverse team of healthcare professionals and support staff to meet the province’s health needs,” outlines, Vincent Pyakalyia, CEO.
Elsewhere, the Australian state of Queensland remains a stand-out contributor to the nation’s economy due to its fast-growing population, abundant mineral reserves, and sophisticated infrastructure, which combine to present an attractive business environment.
CEO of Trade and Investment Queensland, Justin McGowan, discusses the organisation’s role in advocating on behalf of Queensland and supporting the state’s export businesses.
“We’re not just connecting Queensland to the world, we’re reimagining how a state of five million people competes in a global economy of billions,” McGowan tells us.
This issue also connects you with the latest corporate stories from Caravan Resources Group, ACCIONA, Resonac Graphite Business Unit, Silverstone, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
MINING
46 Wallis Drilling
A Passion for Productivity
Innovative custom-designed drill rigs
54 Caravan Resources Group
Pioneers in Processing Ores
A leader in next-generation metallurgy and mining
62 Silverstone
Steered by Sustainability
Safeguarding Australia’s mining and construction industries
72 Titeline Drilling
A Smarter, Safer Future for Drilling One of Australia’s leading mineral exploration contractors
80 Mineral Mining Services
Trusted to Excel
Maximising operational productivity
HEALTHCARE
88 Enga Provincial Health Authority
The Guardian of Enga’s Healthcare Delivering healthcare throughout the Enga province
SUPPLY
CHAIN
106 ACCIONA
Business as Unusual
Leaving a positive legacy for society
116 Inchcape Shipping Services
A Legacy of Industry Leadership Delivering excellence through a global network
MANUFACTURING
124 Resonac Graphite Business Unit
Leaders in an Evolving Electrode Industry
An innovative and sustainable approach
132 Leonardo Australia
Protecting Australia Since 1885
Technologically advanced defence products, services, and solutions
140 ASSA ABLOY Vietnam
Unlocking the Door to Manufacturing Excellence
An integral manufacturing hub unlocking key markets
CONSTRUCTION
146 ESR Real Estate Services
Management Pte Ltd
Sustainability Excellence Through an Operational Approach
The strategic rebrand that reflects a growing presence in real estate
FOOD & BEVERAGE
154 Luv-a-Duck
Duck Yeah!
A quacking culinary legacy
162 Lion Brewery
Crafted with Pride
A roaring legacy of innovation, initiatives, and impact
ENERGY & UTILITIES
170 Suzlon Energy
Powering the Transition Towards an Energy-Secure Future
Global renewable energy technology from India for the world
170
SOUTH AUSTRALIA BOLSTERS FOOD AND WINE EXPORTS
FOLLOWING ON FROM the success of last year’s AUD$1.85 million Wine Exporters China Re-Engagement Support Programme and AUD$475,000 Seafood Export Growth Programme in South Australia (SA), the state has announced a further AUD$5 million in support of its exports.
Capability development programmes across the state’s food and beverage industry are being funded as part of the cash injection, bolstering wine, seafood, and primary produce as the nation navigates stringent new US export tariffs.
Other areas of investment include increasing market intelligence, targeting business missions, and facilitating importer visits to diversify trade and access new markets.
INDIA’S RACE TO SPACE
SET TO LAUNCH from NASA’s Kennedy Space Centre in Florida, US on 10th June 2025, the Axiom Mission 4 (Ax-4) has generated huge interest in India as Group Captain, Shubhanshu Shukla, will become only the second Indian in history to travel to space and the first to reach the International Space Station (ISS).
ENVIRONMENT
NEPAL’S RHINO CONSERVATION CONUNDRUM
A SUCCESSFUL RHINO conservation project in Southern Nepal has recently encountered an unexpected roadblock – the rhinos in question are refusing to return to the wild.
Following unexpected flooding in Chitwan National Park almost eight years ago, conservationists from the National Trust for Nature Conservation took in calves to raise at a local conservation site, which now houses almost 700 rhinos.
Today, the calves are fully grown, and, despite the best efforts of conservationists, many prefer to roam the streets of nearby Sauraha instead of rewilding into the national park –like Meghauli, the ‘celebrity rhino’ that was captured on camera earlier this month, drawing increased attention from tourists.
The Ax-4 team also includes Slawosz Uznański-Wiśniewski from Poland and Tibor Kapu from Hungary, led by former NASA veteran Peggy Whitson, all of whom have been in quarantine since 25th May to prepare for the trip.
Shukla has also been shortlisted to participate in the Indian Space Research Organisation’s Gaganyaan mission – the country’s first human space flight, scheduled for 2027.
REVIVING UK-CHINA ECONOMIC RELATIONS
THE UK’S LABOUR government is set to release its China ‘audit’ later this month – a wide-ranging crossgovernment exercise that intends to review the UK’s relations with China.
The audit is expected to reflect the UK’s need for a consistent and respectful bilateral relationship
A TRIUMPH FOR SOUTH ASIA AT THE MET GALA
INDIAN SINGER DILJIT Dosanjh wowed at his Met Gala debut last month, leaving a lasting impression on fashion fans from across the globe.
The only Punjabi musician to perform at this year’s Coachella music festival in California, US, the 41-year-old is known for intertwining his traditional style with Western influences.
Nepalese-American designer, Prabal Gurung, who curated Dosanjh’s look, has since been praised for his execution and representation of Punjabi culture, heritage, and history through fashion.
As Dosanjh walked the red carpet
with the country, a better organised approach from government, and recognition of the importance of reviving trade relations.
Chancellor of the Exchequer, Rachel Reeves, and Foreign Secretary, David Lammy, visited the country earlier this year, with Business Secretary, Jonathan Reynolds, expected to make a trip before September to reestablish key trade dialogue with Beijing.
in his majestic, bejewelled ensemble, it’s easy to see why the collaboration is still trending on social media across South Asia today and why retail analysts anticipate a spike in Punjabiinspired fashion items in the future.
HEALTHCARE
AUSTRALIA’S MEDICAL RESEARCH SUPERCOMPUTER
THE AUSTRALIAN GOVERNMENT has invested in a supercomputer to support medical research in Victoria to the tune of around AUD$10 million.
Designed to process large-scale health datasets rapidly, the system is currently housed in the Australian Centre for Artificial Intelligence in Medical Innovation at La Trobe University, Melbourne to support research across multiple areas of healthcare.
Strides are expected to be made in precision oncology, immunotherapy, digital pathology, and cardiovascular risk prediction, whilst it is also hoped the benefits afforded will accelerate developments in predicting the risk of breast and colorectal cancer relapses.
MINING
ICM CONFERENCE AND EXPO ADDRESSES KEY TOPICS
THE INDONESIA CRITICAL Minerals (ICM) Conference and Expo was recently hosted in Jakarta.
The event explored topics such as the intersection of critical minerals and technology, environmental, social, and governance (ESG) practices, and sustainable mining and recycling.
As a major producer of nickel and other critical minerals, Indonesia’s strategic importance in the international battery metals market was also a key talking point.
A focus on ensuring the ethical sourcing of minerals was also discussed, alongside how to sustain the evolving technologies that depend on critical minerals, such as lithium-reliant electric vehicle (EV) batteries and touch screens, which rely on indium, a rare metal.
Rubia Soares, Senior Food Business Manager at Compassion in World Farming, discusses driving change and improvement in broiler welfare
Writer: Rubia Soares, Senior Food Business Manager, Compassion in World Farming
In an industry defined by complex supply chains and evolving consumer expectations, Compassion in World Farming (CIWF) is at the forefront of improving farm animal welfare, working with businesses to raise welfare standards across global food systems. By supporting companies in meeting evolving consumer expectations and regulatory requirements, CIWF helps drive meaningful change that benefits both animals and the industry.
Thailand has made considerable progress in animal welfare, with local companies such as Tan-Khun Organic
Farm, KPS Farm, and Klong Phai Farm earning recognition from CIWF for their commitment to better farm practices.
Tan-Khun Organic Farm, winner of the Good Egg Award, is pioneering a new standard in ethical egg production in Thailand by primarily using organic feed and sharing their sustainable livestock methods with a network of local farmers.
The very first Sow Stall Free Award was presented to KPS Farm, a pioneering Thai producer, for implementing a 100 percent sow stallfree system across their entire farm operation, where all sows are grouphoused during the dry period.
Klong Phai Farm received both the Good Egg and Good Turkey Awards, highlighting their dedication to ethical and sustainable farming practices, thriving as a provider of high-quality free-range eggs and a choice of farmto-table products.
Through its ongoing work, CIWF provides businesses with the guidance and practical solutions needed to transition to higher
welfare practices. This approach not only improves animal well-being but also strengthens supply chains and enhances long-term business resilience.
DRIVING CHANGE
As Senior Food Business Manager, I am dedicated to driving change in the industry. With five years’ experience at CIWF, I have helped to drive improvements in broiler welfare across the Asia Pacific and Latin America regions and have worked closely with companies in these diverse markets to help strengthen their policies and practices, promoting higher animal welfare standards.
I also help food companies navigate the complexities of improving broiler welfare in their supply chains by guiding them through policy changes, tackling challenges, and supporting long-term commitments.
My background in the meat trade has given me a solid understanding of how the broiler supply chain works and all the moving parts that
need to align to translate welfare commitments into measurable progress.
I appreciate the challenges businesses face when making changes, but I also see the opportunities and solutions that can make higher-welfare production a viable choice.
BETTER CHICKEN COMMITMENT
One key initiative close to my heart is the Better Chicken Commitment (BCC). This scientifically-backed set of criteria sets clear guidelines for responsible broiler production and was developed to address core welfare issues in conventional farming – fast-growing breeds, overcrowding,
lack of enrichment, and inadequate stunning methods – whilst ensuring solutions remain practical, scalable, and economically viable.
What makes the BCC especially important is its strong foundation in science. It provides an evidencebased framework to improve broiler welfare, which also makes smart business sense.
Many companies are becoming increasingly aware of the reputational and financial risks associated with poor welfare practices, including supply chain disruptions, growing consumer demand for higher-welfare products, and evolving regulations across markets.
The BCC helps businesses futureproof their supply chains, adapt to shifting market expectations, and take a leadership role in ethical food production. It is both achievable and sustainable, providing a pathway for producers and other food companies to transition whilst maintaining profitability.
My work includes supporting companies in gaining clarity on the steps needed to comply with the BCC, sharing successful case studies, connecting them with the right partners, and offering technical guidance to ensure they feel confident in making the transition.
HIGHER ANIMAL WELFARE
Beyond policy and supply chain improvements, CIWF recognises businesses that take action through CIWF’s annual Good Farm Animal Welfare Awards, which celebrate companies taking meaningful steps to improve animal welfare in their supply chains.
At CIWF, we focus on positive collaboration, and the awards celebrate companies that are making a difference by meeting key welfare criteria for the animals in their supply chain. This recognition is incredibly motivating for the industry – it’s my favourite time of year!
And what of the future? I envision one where animal welfare is at the core of a responsible and resilient food system, a future where our food systems are reimagined to prioritise the well-being of animals, the health of our planet, and the resilience of our communities.
There’s still a long way to go, but every step forward matters and the work of our award winners and BCC adopters is driving real change towards this future.
Much remains to be done, but I’m keen to encourage more businesses in the APAC region to make the move to higher animal welfare practices.
ABOUT THE EXPERT
Rubia Soares, Senior Food Business Manager, joined CIWF to re-focus on the core reason she became an animal scientist and dedicate herself to the ethical and sustainable production of animal products.
Soares has a bachelor’s degree in Animal Science from the University of São Paulo in Brazil and specialises in meat production, processing, and quality control of food products.
She has an MBA in International Trade and Commerce and has worked in the meat industry for the past 15 years in different types of businesses, including meat processors, importers and distributors, trading companies, and retailers.
SPECIALISTS IN BESPOKE SERVICES
Blackrock Mining Solutions is a comprehensive resource for geotechnical challenges, emphasising tailored solutions based on client-specific needs and an unwavering commitment to problem-solving. General Manager, Andrew Seccombe, provides strategic insights on the company’s role in the industry
Writer: Rachel Carr
As a nation founded on abundant natural resources,
Australia’s mining industry is a powerhouse that has long been a cornerstone of its economy.
This dynamic sector makes a significant contribution to the country’s GDP and exports. Therefore, it is not surprising that a large number of mining companies, both small and multinational, are listed on the Australian Securities Exchange (ASX). With over 7,400 businesses operating throughout the Australian mining industry, services to provide ongoing support, guidance, and exploration strategies are essential. Primed to deliver these, and much more, is Blackrock Mining Solutions (BMS).
Initially established as a geotechnical consulting company, BMS has since expanded its capabilities and services within the construction and mining industry, which include geotechnical design and consultancy in underground and
surface mining, civil and tunnelling projects, as well as asset remediation projects.
The company also offers solutions for the provision of labour for ground support installation, ventilation device
installation and maintenance, ground consolidation and stabilisation, and waterproofing services.
Additionally, BMS supplies specialised underground mining and construction products, including grouts, cements, resins, and consumables, as well as a wide range of drilling equipment and concrete and shotcrete pumps for hire or sale.
Evidently, BMS is a vital resource for mining projects whose position as a leader in the industry can be attributed to its eagerness for problem-solving.
“Our people love the mining and construction industry; we are passionate about solving problems and delivering solutions – it is what we live and breathe every single day,” introduces Andrew Seccombe, General Manager.
“Our extensive range of products and services, combined with the expertise of our team, ensures our clients receive the best service possible.”
Andrew Seccombe, General Manager
ADDRESSING INDUSTRY ISSUES
As the Australian mining industry continues to grow, it has revealed a significant gap in the workforce, primarily due to a critical shortage of skilled professionals.
This booming sector urgently needs qualified individuals to fill essential roles, underscoring the importance of attracting talent to sustain its growth and operations.
Additionally, there is increasing demand for expertise in specialised areas such as automation and digital technologies. Demand is exceeding supply as certain occupations within the mining industry are witnessing a decline in engineering and geology graduates.
Attracting and retaining talent therefore poses a challenge as many companies face high labour costs and experience competition for skilled workers from other sectors.
“Like many industries, the skills and labour shortage is a challenge and the market is highly competitive, making labour costs a significant portion of business’ expenses. We address this by offering attractive and competitive remuneration packages, training opportunities, and flexible working arrangements,” Seccombe assures.
Other urgent challenges include
“OUR EXTENSIVE RANGE OF PRODUCTS AND SERVICES, COMBINED WITH THE EXPERTISE OF OUR TEAM, ENSURES OUR CLIENTS RECEIVE THE BEST SERVICE POSSIBLE”
– ANDREW SECCOMBE, GENERAL MANAGER, BLACKROCK MINING SOLUTIONS
incorporating sustainability into mining solutions to enhance efficiency whilst minimising environmental impact.
“BMS is accredited with ISO 14001 for environmental management, which means sustainability is at the forefront of everything we do,” he informs.
Mining processes generate toxic waste materials that contaminate the surrounding air and water, thereby harming the communities and wildlife that depend on these resources.
“In recent years, BMS has collaborated closely with its joint venture (JV) partners to create better materials that lessen environmental and health impacts. This effort includes the development of non-toxic and non-hazardous consolidation resins, as well as lowcarbon grouts and cements, filling a gap where there were previously no viable alternatives,” explains
Seccombe.
These innovative materials offer a sustainable solution for the mining industry, significantly reducing the carbon footprint of mining operations and contributing to a greener future.
BESPOKE BENEFITS
BMS has effectively customised its services to address the specific needs of various clients and projects, establishing itself as a comprehensive solutions provider for geotechnical challenges.
“The business structure enables us to first conduct geotechnical design, then tailor and supply appropriate materials, and finally execute the project,” Seccombe outlines.
For a project to achieve success, BMS places significant importance on the engagement stage, which involves collaborating closely with the client to tailor a solution that specifically addresses the project’s unique needs.
“We understand what is effective and what isn’t, so we are transparent and honest about what can be accomplished,” he acknowledges.
BMS is proud to highlight its recent accomplishment in executing an extensive grouting project at an underground coal mine in Queensland, demonstrating dedication to precision and cutting-edge solutions.
BMS PROJECT PORTFOLIO
UNDERGROUND
• Grosvenor Mine
• Eagle Downs Mine
• Broadmeadow Mine
• Moranbah North Mine
• Kestrel Mine
• Carborough Downs Mine
• Ironbark No. 1 Mine
• Aquila Mine
OPEN CUT
• St Ives Mine
• Coppabella Coal Mine
• Moatize Mine
• Vulcan Mine Complex
• Runruno Mine
“The client encountered a faulted zone in the middle of the longwall block and considered relocating it around the fault, which would incur significant additional costs and render part of their resource unusable.
“Our geotechnical engineers designed the drilling and grouting pattern, whilst our cement scientists created the appropriate microfine grout and our operations team successfully completed the pumping and consolidation. As a result, the longwall was able to mine through this zone safely, with minimal stratarelated delays,” prides Seccombe.
SHOWCASING STATE-OF-THEART SOLUTIONS
The year ahead is poised to be productive for BMS as it plans to incorporate new technologies and innovations into geological and geotechnical assessments and solutions.
“We invest in R&D to improve our range of services and provide the best for our clients. In collaboration with one of our JV partners, we developed StrataLock – a non-toxic, non-hazardous, and low-temperature ground consolidation resin,” Seccombe details.
The success of this product led
to the JV company StrataLock Pty Ltd being named 2024 Queensland Mining Contractor of the Year at the Queensland Mining Awards.
“In addition, through our JV partner TerraSolve, we are delivering a stateof-the-art, integrated FLAC3D plug-in for stoping mines, which reduces reliance on consultants to undertake geotechnical numerical modelling, empowering site-based engineers and management to take control of operations.”
Clients can look forward to an array of exciting developments from BMS in the coming year, as the company has clearly outlined its strategic priorities.
“We have some significant plans for further business acquisitions and JVs on the horizon, which will broaden the range of products and services we offer to our clients. The product line-up will include cements, grouts, dust suppression products, and industrial chemicals,” Seccombe concludes.
As BMS embarks on future initiatives, the company remains steadfastly committed to delivering exceptional quality and innovative solutions to clients.
Marley Palin, Head of BHP Xplor, unearths the accelerator programme designed to expedite exploration efforts for early-stage companies seeking critical minerals crucial for the energy transition
Writer: Jack Salter
Aunique six-month accelerator programme, BHP Xplor brings fresh thinking and innovation to the exploration space.
It was launched in 2023 by BHP, a world-leading resources company that produces essential commodities including iron ore, metallurgical coal, copper, and soon, potash.
For such resources, which are driving the energy transition, the reality is that finding new mineral deposits is getting tougher and traditional exploration approaches alone won’t be enough to meet the growing demand.
“We believe that by combining our industry expertise with the agility and creativity of early-stage explorers, we can accelerate the discovery of these essential commodities,” opens Marley Palin, Head of BHP Xplor.
“The programme was started because we could see the potential in
EMPOWERING XPLOR ATION
combining the legacy of a major with the nimble, innovative approach of a junior to help fuel new ideas. Our goal is to empower exploration companies to take big swings at new ideas, knowing they have the support and resources to move quickly and make an impact.”
THINKING OUTSIDE THE BOX
BHP Xplor targets innovative, earlystage mineral exploration companies to find the critical resources necessary to drive the energy transition. It is therefore looking for bold, ambitious explorers who aren’t afraid to challenge conventional thinking.
EMPOWERING ATION
The companies it works with bring fresh perspectives to mineral exploration – whether through advanced geophysical techniques, artificial intelligence (AI)-driven data analysis, or new geological models that unlock previously overlooked regions.
“In the second half of the year, we put out a global call for applications, encouraging teams from around the world to present their ideas,” Palin tells us.
“Our selection process is rigorous – we look at the quality of their geological concepts, technical
capabilities, and ability to execute. Beyond that, we want to see passion, creativity, and a willingness to take calculated risks.”
Once selected, BHP Xplor participants receive up to USD$500,000 in equity-free funding to help advance their projects.
Just as important, however, is the access they gain to BHP’s in-house experts, as well as industry-leading service providers who can help refine their exploration strategies.
“The goal is to give these companies the best possible chance of making a significant discovery – one that could contribute to the supply of critical minerals for decades to come,” outlines Palin.
BHP Xplor is therefore not just looking for incremental improvements, but businesses that think outside the box when it comes to exploration.
That could mean applying novel geophysical methods, leveraging machine learning (ML) for geochemical analysis, or reinterpreting old geological datasets in new ways.
“What excites us most is when we see companies challenge longstanding geological assumptions. Some of the most significant discoveries in history came from questioning what we thought we knew about mineral systems –that’s the kind of thinking we want to foster through BHP Xplor,” she enthuses.
HOW IS THE PROGRAMME BUILDING A SENSE OF COMMUNITY?
Marley Palin, Head of BHP Xplor: “This programme isn’t just about funding or mentorship – it’s about creating a network of explorers, geologists, and industry experts who can share knowledge, support each other, and drive the future of mineral discovery together.
“Exploration is inherently uncertain; it takes resilience, creativity, and a willingness to push boundaries. By bringing together a global cohort of explorers, we’re fostering an environment where participants can learn from each other, collaborate, and challenge traditional thinking.
“At the end of the day, BHP Xplor is about making a real impact for both the companies we support and the broader industry. We want to see more discoveries, increased innovation, and ultimately, a stronger pipeline of critical minerals to support the energy transition.
“We’re just getting started, and I can’t wait to see where this journey takes us next.”
TAILORED GUIDANCE
To help participants prepare for exploration operations and business success, one of the things that makes BHP Xplor unique is the support that goes alongside the funding.
“It’s not only about advancing a single exploration campaign but also building companies that can succeed in the long term,” Palin emphasises.
Over the course of the programme, participants receive tailored guidance in three key areas – technical, business readiness, and operational.
On the technical side, they have access to BHP’s world-class geologists, geophysicists, and data scientists, who help refine their geologic models and improve targeting strategies.
From a business perspective, BHP Xplor connects participants with mentors who can provide insights on everything from securing future investment to navigating regulatory approvals.
“We also expose them to potential partners, service providers, and investors, helping them build the relationships they need to scale,” adds Palin.
“Our goal is to equip these companies with the knowledge, tools, and networks to turn promising ideas into successful exploration programmes and, hopefully, major discoveries.”
The level of talent in BHP Xplor’s applicant pool this year is incredibly exciting, with companies from across the world – including Canada, the US, Serbia, Germany, Peru, Argentina, and Saudi Arabia – each bringing unique ideas and exploration approaches.
What stands out is not just the technical strength of these companies, but also their ambition and creativity.
“Many are using cutting-edge technologies or revisiting regions with fresh geological models, and we believe they have real potential to make meaningful discoveries,” excites Palin.
“WHAT EXCITES US MOST IS WHEN WE SEE COMPANIES CHALLENGE LONG-STANDING GEOLOGICAL ASSUMPTIONS. SOME OF THE MOST SIGNIFICANT DISCOVERIES IN HISTORY CAME FROM QUESTIONING WHAT WE THOUGHT WE KNEW ABOUT MINERAL SYSTEMS – THAT’S THE KIND OF THINKING WE WANT TO FOSTER THROUGH BHP XPLOR”
– MARLEY PALIN, HEAD OF BHP XPLOR, BHP
“One of the most rewarding parts of BHP Xplor is getting to work closely with explorers, sharing knowledge, and seeing how their projects evolve throughout the programme.”
PROGRAMME PRIORITIES
With an exciting 2025 cohort, and applications for 2026 set to open later this year, BHP Xplor is continuing to build on its success by focusing on three key priorities.
First, the programme wants to deepen its support for participants not just through funding, but by giving them even greater access to BHP’s
expertise and technical capabilities.
“We’re expanding the ways we engage with them, providing more hands-on guidance and strategic advice,” Palin informs us.
BHP Xplor is also looking at how it can help exploration companies scale beyond the programme.
As one of the challenges earlystage explorers face is maintaining momentum after an initial injection of funding, it is working on ways to help them build sustainable business models, attract investors, and establish long-term partnerships.
Finally, BHP Xplor is always
thinking about how it can evolve to stay ahead of the curve.
“The industry is changing rapidly, and we want to ensure we’re supporting the most innovative ideas and approaches.
“We’ll continue to refine the programme based on what we learn each year, ensuring we deliver real value to participants and the broader exploration ecosystem,” concludes Palin.
POSITIVELY CARBONNEGATIVE
Bhutan, the world’s only carbon-negative country, is on a mission to maintain this remarkable title as it makes strides in renewable energy and shapes its burgeoning ecotourism product
Writer: Lily Sawyer
Aworld leader in sustainability and environmental conservation, Bhutan has cultivated the impressive distinction of being the only carbon negative country on the planet, meaning it
absorbs more carbon dioxide that it emits.
The country’s commitment to preserving its natural resources has been achieved through various means, including a constitutional requirement for 60 percent of the land to be covered by forestry, alongside a deep-rooted alignment with the UN’s Sustainable Development Goals.
Local communities are actively involved in ecotourism, with many building eco-lodges and leading conservation efforts. Education also plays a crucial role in promoting carbon negativity by integrating environmental awareness in the national curriculum from an early age.
The country is additionally working to conserve its local fish populations, with a recreational catch and release programme being developed around
the golden mahseer – an endangered species revered by Tibetan Buddhists as one of eight auspicious symbols, representing luck and prosperity.
Elsewhere, organic farming initiatives have become integral to the country’s tourism offering, with the government implementing a National Organic Policy to phase out the use of synthetic chemical pesticides and fertilisers. Those that participate in organic farming will be able to actively contribute to this policy.
RENEWABLE REGENERATION
Renewable energy has been integral to Bhutan’s sustainability efforts, helping it to achieve both carbon negativity and energy independence by not only reducing its use of fossils fuels but also its reliance on them.
As the country is now almost entirely dependent on renewable energy, primarily hydropower, it is actively working to diversify its energy portfolio.
Indeed, hydropower today accounts for more than 90 percent of Bhutan’s energy supply, and the country has an estimated 36,900 megawatts (MW) in hydropower potential.
As such, solar energy has emerged as the most viable alternative to complement Bhutan’s hydropower reserves, whilst there is also potential to explore wind and biomass energy.
The Sephu Solar Project in the Wangdue Phodrang district is the country’s first utility-scale solar photovoltaic power plant with planned annual production of 25 gigawatt hours. Part-funded by the Government of Bhutan, the project seeks to build energy resilience.
Elsewhere, Tata Power – a major player in the Bhutanese energy sector – has recently partnered with Druk Green Power Corporation to develop approximately 500MW of solar projects, contributing to the nation’s clean energy goals.
As it continues to enhance its status as a carbon-negative nation, Bhutan is developing a green hydrogen roadmap, which seeks to further explore the potential of renewable hydrogen as it aims to achieve net zero emissions by 2050.
ECOTOURISM MODEL
Bhutan places great emphasis on sustainable tourism that prioritises
both environmental protection and cultural preservation to ensure it continues to benefit local communities, rather than damage them, whilst contributing to GDP.
In line with its proud reputation as a deeply sustainable country, Bhutan aims to establish a comprehensive model for ecotourism.
To achieve this, it is actively promoting a ‘High Value, Low Volume’
tourism policy, which includes a daily tariff or tourist tax that contributes to and supports environmental conservation and socioeconomic development.
In addition, tours are generally guided by locals and all activities are designed to have minimal impact on the environment.
The Biodiversity Finance Initiative (BIOFIN), for example, is training certified river rafting instructors to run authorised tours whilst serving as protectors of Bhutan’s river ecosystems – improving waste management, preventing illegal fishing, and safeguarding endangered species.
Whilst visiting the country, travellers are encouraged to stay in eco-accommodations and lodgings, which are typically built using local materials and design elements, showcasing traditional Bhutanese architecture.
In keeping with Bhutan’s focus on cultural preservation, tourists can also learn about local culture through music and dance performances whilst staying at local accommodations, or by sampling dishes produced from local, organic ingredients.
QUEENSLAND TRADE AND INVESTMENT INDUSTRY SPOTLIGHT
As it seeks to sustain an already prosperous economy, Queensland’s trade and investment sector is unlocking fresh export potential, strengthening international partnerships, and positioning itself as a prime destination for investors and innovators
Australia’s economic prosperity has historically relied on its overseas exports as an island nation, having also leveraged foreign direct investment (FDI) to bring in skills and capital.
Despite experiencing a significant pace of change in recent years, particularly in the wake of the COVID-19 pandemic, Australia’s trade and investment landscape remains robust and has cultivated a reputation as a stable and trusted partner.
The state of Queensland in particular remains a stand-out contributor to the nation’s economy due to its fast-growing population, abundant mineral reserves, and sophisticated infrastructure, which combine to present an attractive business environment.
In addition, strategically located at the crossroads of the Asia Pacific region, Queensland has established enviable trade partnerships with many of Southeast Asia’s fastest-growing economies.
Meanwhile, a flourishing academic landscape, renowned for its innovation and ground-breaking R&D,
is a key differentiator fuelled by world-class universities, four of which are listed amongst the QS Top 50 Under 50, which ranks the top universities under 50 years old.
Ahead of the 2032 Olympic and Paralympic Games, which will take place in and around Queensland’s capital city, Brisbane, development of infrastructure and facilities is currently underway, anticipated to have a significant statewide impact on trade and investment to the tune of AUD$8.1 billion in economic and social benefits.
As such, the Queensland Government’s global trade and investment agency, Trade and Investment Queensland, is delivering the 2032 Trade and Investment Strategy, which aims to boost prosperity by leveraging existing competitive advantages in an ever-evolving global economy whilst seeking additional trade and investment opportunities.
It also plans to raise Queensland’s profile as an attractive trade and investment partner by participating in major global events and continuing to attract international investment to grow the job market.
INTERVIEW:
TRADE AND INVESTMENT
QUEENSLAND
We sit down with Justin McGowan, CEO of Trade and Investment Queensland, who discusses the organisation’s role in advocating on behalf of Queensland and supporting the state’s export businesses which are integral to Australia’s national
APAC Outlook (AO): Firstly, could you talk us through the origins and primary goals of Trade and Investment Queensland?
Justin McGowan, CEO (JM): At Trade and Investment Queensland (TIQ), we’re not just connecting Queensland to the world, we’re reimagining how a state of five million people competes in a global economy of billions.
We’re all about representing the state, which today has a half-a-trillion-dollar economy, and its goods and services.
Justin McGowan, CEO (left)
We have officers in 27 locations across 18 global markets, as well as eight offices across Queensland, and we help businesses of all sizes – from small family firms to very large organisations – to leverage global opportunities.
AO: What is your perspective on Australia’s trade and investment landscape, and how has it evolved over the course of your career?
JM: It’s a mix of both challenging and exciting; I think the entrepreneurial spirit that exists both in Queensland and the rest of Australia is positive.
Out of necessity, we’re required to make friends and partners and connect with the world. There are challenges – particularly in light of the headwinds caused by the COVID-19 pandemic.
However, we’ve got a compelling story to tell. We’re a big mining state; we’ve got lots of critical minerals and some of the best coal in the world, particularly coking coal that is essential for making steel.
On the agriculture front, we export 70 percent of what we produce. For example, we’ve got 13.5 million cattle in the state, and we love exporting our beef, whilst exporting fruits and vegetables is also a significant industry for us.
AO: How do you support the collective interests of your clients whilst assisting them in building export potential and facilitating FDI in the state?
JM: Queensland’s scale demands bold leadership. From remote avocado farms to urban artificial intelligence (AI) labs, we ensure no opportunity is too small to support, and no market is too large to reach.
We have offices in the communities we serve to support micro, small, and medium-sized enterprises. One of our smallest exporters started with a single tray of refrigerated mangoes. With our help, they’re now delivering weekly shipments to South Korea. It’s these examples that demonstrate our true value.
All our services are free, and we help businesses to understand where they’re at in terms of their maturity before identifying potential markets to help them get export-ready.
As such, we have a number of grant programmes where we financially support businesses in increasing their maturity. This includes identifying their barriers to entry by providing assistance with labelling standards, for example, or protecting their intellectual property in particular markets.
Then, we come up with a business plan and remain with them for the first 12 months until they secure an initial deal. We don’t let them go until they get a deal across the line.
TIQ PRIORITY INDUSTRIES
As part of the Queensland Government’s Trade and Investment Strategy, TIQ has identified priority industries it believes would benefit most from trade and investment to shore up the state’s economic longevity far into the future. These include:
• Advanced manufacturing – Leveraging strengths in industrial, automotive, and marine manufacturing whilst developing R&D centres of excellence.
• Biomedical – Home to many BioTech and life sciences organisations, TIQ plans to continue supporting world-leading science, research, and innovation.
• Critical minerals – The state has rich deposits of many of the critical minerals the world needs to drive innovation in manufacturing, science, and technology.
• Defence – Continuing to fund and support heavy vehicle manufacturing, maritime maintenance, quantum technologies, and cybersecurity.
• Enabling and innovative technology –Capabilities in transport, FinTech, and robotics R&D set Queensland apart as a centre of innovation.
• Food and agribusiness – Supporting agricultural R&D, internationally recognised research, and safe, high-quality agricultural exports.
• International education and training –Maintaining a strong reputation for quality education.
• Mining and resources – As demand for coal and gas is expected to remain high and mining equipment, technology, and services (METS) capabilities thrive, this is a crucial industry.
• Professional services – Well placed for continued international success, Queensland’s most successful businesses comprise engineering, construction, and healthcare.
• Renewable energy – Queensland’s abundance of energy sources and proximity to major buyers sets it apart.
• Tourism - The state’s tourism infrastructure and experiences promote high-value projects that drive regional growth and showcase Queensland’s unique offering.
Rapidly growing in the heart of booming South East Queensland, is City of Moreton Bay. Australia’s third largest Local Government Area and fifth fastest growing area, offering space, skilled workforce and strategic infrastructure to help bold, innovative, industries grow and thrive. Situated just 30 minutes from Brisbane CBD, Moreton Bay offers businesses connectivity to Asia Pacific markets through the nearby Port of Brisbane and Brisbane International Airport.
It’s a city with a Bigger, Bolder, Brighter future - ready for investment.
Quinbrook’s $2.5B Supernode is set to be Australia’s largest battery and green data infrastructure projectpossibly the biggest in the Southern Hemisphere. With 750 MW and 2,540 MWh capacity, it drives the shift to clean, resilient, digitally enabled energy. Backed by global capital, this landmark project positions City of Moreton Bay to deliver sustainable energy at scale and demonstrates that the City is investment ready.
INVESTMENT READY DESTINATIONS
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Whether you’re an advanced manufacturer, clean energy leader, healthcare or technology innovator –City of Moreton Bay has the infrastructure, people, and partnerships to make your investment a success.
12 population growth fronts, two Priority Development Areas (PDA), and four major industrial precincts will attract and support 308,000 more residents, establish 125,000 new homes, and 85,000 new jobs by 2046. Through projects like UniSC’s future 25,000-student campus, and North Harbour’s $2.7B marina and business hub creating 7,000 jobs, City of Moreton Bay is unlocking investmentready destinations with scale, infrastructure, and vision. investmoretonbay.com.au
AO: How extensively is TIQ involved in contributing to policy and regulatory frameworks that may affect Queensland’s trade and investment landscape?
JM: As the Queensland Government’s dedicated global business agency, we are responsible for trade policy in the state and seek to influence policy where we’re not directly responsible. We may advocate to the Australian Government or other departments of the Queensland Government to make the state as competitive and productive as it can possibly be.
One in four jobs in Queensland are underpinned by trade, and one in eight are underpinned by FDI, which is incredibly important to our economy.
So, yes, we work hard to influence policy settings to ensure everyone in Queensland knows we are a trading state.
The importance of trade and investment is more acute in regional areas –in fact, 42 percent of Queensland exporters are located regionally.
When we’re looking at a small country town with 2,000 people, for example, TIQ can help by introducing a solar farm that creates another 20 jobs to support and maintain the local economy.
“IN AN UNPREDICTABLE WORLD, QUEENSLAND OFFERS INVESTORS SOMETHING RARE - CERTAINTY. HERE, RULES DON’T CHANGE WITH THE WIND”
–
JUSTIN MCGOWAN, CEO, TRADE AND INVESTMENT QUEENSLAND
THE PREEMINENT VENUE AND LIVE EXPERIENCE COMPANY
International Artists we have hosted this year include: • Billie Eilish • Drake • Kylie Minogue •Chris Stapleton
Since 1982, we have proudly and successfully managed our Asia Pacific (APAC) network of venues from our Brisbane based Regional Head Office, providing jobs, professional development opportunities and careers for our head office and venue based teams.
Our 40+ APAC managed venues span from Christchurch to Riyadh, across three continents, eight countries and a local potential audience of over 195 milllion people.
ASM Global already provides jobs to over 2,000 Queenslanders via the venues we manage in Queensland. Our commitment locally also includes our purposeful procurement strategy which emphasises delivering long-term value for our Venue Owners, over short term cost savings.
We are intimately involved at every stage of the of the local, national and global sports and entertainment markets with trusted and established links across all support networks. We cater to local preferences across sports, music, family, community and other live event experiences as we understand the unique programming mix that performs best in Queensland.
ASM Global APAC has been able to leverage our positive relationships across promoter networks to always try and ensure that Queensland does not miss out. Our centralised booking approach means we can help our partners plan well in advance to maximise their time in Australia and across our four venues being:
Brisbane Entertainment Centre
Brisbane Convention and Exhibition Centre
Suncorp Stadium and the Cairns Convention Centre
These venues drive phenomenal economic benefits for both the local and state economies and strong gross profit returns to the owners of the assets. This includes our local and indigenous procurement strategy as well as ASM Global’s Culinary
Philosophy of highlighting the local cuisine or our venues in food and beverage offers.
Instead of paying third-party workforce providers, hiring directly and locally for the majority of venue roles creates jobs, promotes workforce development, and helps retain skilled staff within the State. It is how we achieve our 99%+ local workforce benchmark for all of our Queensland venues.
We work closely with local registered vocational training organisations (RTOs) and tertiary education providers to develop and sustain a strong pipeline of skilled candidates for the ongoing development of the Events industry in Queensland.
Securing international artists to perform in South East Queensland boosts Brisbane and Queensland’s bottom line and adds to the experience economy, which is set to grow at 3% per year to 2031.
Just in February this year at the Brisbane Entertainment Centre we were pleased to host the following international artists:
· Billie Eilish for 4 nights
· Drake for 2 nights
· Kylie Minogue for 2 nights
· Chris Stapleton for 2 shows.
Across these four artists Brisbane Entertainment Centre hosted over 123,000 ticket holders with over 34% or over 41,000 visitors being from interstate, intrastate or overseas. This year will be a record year for the Brisbane Entertainment Centre. There is an under recognised impact that the event industry has on the economy for dedicated fans, seeing a big show is the often the highlight of their year.
ASM Global will continue to bring artists, events and experiences to Queensland audiences across our venues.
This kind of thing makes a huge difference to those small communities.
Therefore, a significant portion of our efforts support regional Queensland as much as the southeast corner, where Brisbane and the Gold Coast are located and a lot of economic activity typically occurs.
AO: How do you leverage the advantages of Queensland’s strategic geographic position at the crossroads of the Asia Pacific region, and how extensively does Queensland’s export market support the national economy?
JM: We’ve got about 20 percent of the country’s exporters, meaning about 8,000 are here in Queensland, and we have approximately half a million businesses.
Queensland and Western Australia do the majority of the heavy lifting in terms of supporting the Australian economy. We export more than Victoria and New South Wales combined, largely because of the commodities we export such as gas and agriculture.
Our proximity to Asia Pacific is a distinct advantage for Queensland, and we know that Southeast Asia is going to be the fourth-largest economy by 2040, so we are currently focusing our efforts on that.
We have offices in Ho Chi Minh City and Hanoi (Vietnam),
EMPOWERING AUSTRALIA’S BIOTECH FUTURE
Australia’s first on-demand current good manufacturing practices (cGMP) manufacturing facility will significantly boost the biomanufacturing landscape when it opens in Brisbane in 2026.
Designed to accelerate BioTech, pharmaceutical, and MedTech innovations, the facility will provide infrastructure that enables companies to scale their production for clinical trials without the overhead of traditional manufacturing models.
Translational Research Institute (TRI) CEO, Professor Maher Gandhi, says the facility addresses a critical gap in Australia’s innovation pipeline, with the option of onshore manufacturing of advanced therapies such as RNA-based products, cell therapies, biologics, and drug-device combinations.
Under construction with AUD$100+ million in investment from TRI and the Queensland Government, the facility will offer companies flexibility whilst retaining control of their processes, intellectual property, and production timelines.
It will provide access to state-of-the-art cleanrooms and wet labs, offer tailored support through regulatory insight and process development expertise, and meet Australian and international cGMP practices and ISO standards.
Strategically located within the Boggo Road Innovation Precinct and adjacent to TRI and its clinical trials facility at the Princess Alexandra Hospital, the facility is positioned to foster collaboration within a dynamic life sciences ecosystem.
The facility will also train a skilled workforce in advanced manufacturing techniques, addressing Australia’s talent shortage in this sector.
Jakarta (Indonesia), and Singapore. We recently relocated our headquarters from Singapore to Vietnam to account for the growing economy there.
Vietnam is the fastest-growing economy in Southeast Asia. Soon, we’ll launch our Southeast Asia-Queensland strategy, reflecting our top priority markets for the state –India and Southeast Asia – accordingly.
We’re currently heavily exposed to China, Japan, South Korea, Taiwan, and India, so we are looking to diversify our economy as much as possible.
AO: Could you talk us through the role TIQ is set to play in the 2032 Olympic and Paralympic Games in Brisbane, the accompanying infrastructure development, and the anticipated trade increase?
JM: When you have the opportunity to host a major global event, you must leverage it.
Currently, when people think of Australia, they might think of Melbourne or Sydney – this is our opportunity to really put Brisbane on the global stage.
We’re looking at a range of activities in the lead up to 2032, and at the moment, Queensland has distinct exposure as a Gold Partner of the Australia Pavilion at Expo 2025 in Osaka, Japan, which is anticipated to welcome more than 28 million people.
A new state-of-the-art biomedical hub in Australia
Proudly funded by the Queensland Government and TRI, the new Translational Manufacturing facility will provide open access GMP production facilities, extending TRI’s capability to support nationally and globally significant biomedical research.
“I’m looking forward to helping deliver what will be a state-of-the-art biomedical hub in Australia with global impact. The addition of TM@TRI will make TRI the largest end-to-end translational research facility of its kind in Australia.”
David Crowley General Manager, Translational Biomedical Manufacturing
Find out more and register your interest scan the code or visit: tri.edu.au/translational-manufacturing
Expo 2025 and the 2032 Olympic and Paralympic Games are not just great events - they are global stages. Our job at TIQ is to turn that spotlight into investment pipelines, partnerships, and a lasting international business legacy for Queensland.
Currently, Queensland is known as a great holiday destination and mining state, but not necessarily as a great place to do business.
This year, we will be accentuating and highlighting the business environment and trade investment opportunities available in the state in a more prominent way.
We have universities here that rank amongst the top 50 in the world, great innovation, and we’re one of the fastestgrowing states in Australia from a domestic migration point of view – lots of people are moving here.
The next wave of trade isn’t about moving goods, it’s about moving ideas, innovation, and trust.
AO: Looking to the future, what are TIQ’s key priorities, and how do you see the investment landscape evolving?
JM: A key priority for us currently is preserving our existing market share against some significant global headwinds.
Specialists in Razor Handle Manufacturing
GSA is a full service design and manufacturing company who are world leaders in the personal care space. Specializing in razor handles, GSA have handled design, development, QA and mass production for most of the world’s biggest shaving brands. In 2025 and beyond, GSA is looking to Queensland for new trainees as well as opportunities in domestic manufacturing. HR Director Clare Daly will head up the search for new project management staff in the Sunshine Coast beginning June 21st as Chief Innovation Officer Will Phillips continues to dialogue with local manufacturers and innovative material suppliers.
CEO Nigel Phillips said Clare Daly has vast experience in the wet shave industry, her knowledge is crucial in identifying the correct candidates, both skilled and trainees, Clare will also be relocating skilled project managers from Hong Kong to assist in this exciting expansion.
“AS THE QUEENSLAND GOVERNMENT’S DEDICATED GLOBAL BUSINESS AGENCY, WE ARE RESPONSIBLE FOR TRADE POLICY IN THE STATE AND SEEK TO INFLUENCE POLICY WHERE WE’RE NOT DIRECTLY RESPONSIBLE”
– JUSTIN MCGOWAN, CEO, TRADE AND INVESTMENT QUEENSLAND
We exported approximately AUD$134 billion worth of goods and services last year, so maintaining our market share is important.
There are also particular markets where we’re seeking to grow and diversify – we’re hopeful Australia will enter into a free trade agreement with Europe over the next 12 to 18 months, which we see as a distinct opportunity.
We already have offices in London and Frankfurt, and we’re potentially expanding our footprint in Europe.
For us, it’s all about respecting our existing trading partners, shoring up those relationships, and then
creating new opportunities – not just in terms of who we trade with, but what we trade. Ultimately, we’re looking at diversifying our range of offerings as a state.
Over the next five years, we anticipate challenges and a degree of uncertainty and volatility surrounding global economies. In part, this is due to changes in the US Administration, but even more broadly, there were 77 federal elections last year, so there’s a lot of turbulence.
In an unpredictable world, Queensland offers investors something rare - certainty. Here, rules don’t change with the wind. Here, your capital doesn’t just find a home, it finds a future.
AO: Finally, are you optimistic about the future of Queensland’s trade and investment sector?
NC: In Queensland, we’re incredibly optimistic, and I think we’ve got good reason to be.
For example, I just attended a BioTech conference with some amazing local companies. People outside of Queensland might not know we have some incredible technology, and we’re due to send over 100 people to the BIO International Convention in Boston, US – the largest BioTech conference in the world.
We’ve got great R&D capability in the state, one example being a company called Vaxxas, which has developed advanced vaccine technology with microneedles.
The technology looks like a Nespresso coffee pod; a spring-loaded mechanism vaccinates you when the technology is activated, and there’s no cold chain storage required. Imagine being able to send this capability anywhere in the world; you can even self-applicate it.
There is an important job to do in highlighting the R&D capability that already comes out of Queensland. It’s worth noting that, as a state, we don’t just send critical minerals and coal around the world.
Having said this, we have recently discovered AUD$500
billion worth of 19 of the world’s 31 critical mineral deposits in the state – and they’re incredibly shallow and easy to mine. So, we’re currently in a kind of gold rush around critical minerals such as vanadium, cobalt, and nickel –many of the critical minerals the world needs.
So, our exports are now pivoting from shipping coal, liquid natural gas (LNG), and fruits and vegetables towards critical minerals.
We’ve got a great offering, and we’re well-balanced in terms of our position in the world.
The reality is, as a state, we’re a half-a-trillion-dollar economy – if we were a country, we’d rank 48th in the world.
I believe Queensland will be one of the world’s most admired subnational economies by 2032 - and I’m here to make sure we get there, not by chance, but by design.
Tel: +61 7 3514 3147 www.tiq.qld.gov.au
NEW ZEALAND MINING SPOTLIGHT
New Zealand is fortunate to have a mining industry that provides some of the vital minerals required for everyday modern life, contributing socioeconomic and environmental benefits to the country
Writer: Jack Salter | Project Manager: Deane Anderton
Given the global geopolitics around the ownership of critical minerals, and who they are being shared with, there is a growing understanding of and interest in them.
These minerals – including lithium, cobalt, rare earth elements, nickel, copper, and many more – are essential for the quality of life many are accustomed or aspire to.
Indeed, almost everything people depend on every day relies on minerals, from phones and computers to cars and refrigerators, and this will only increase in a green tech future.
Soaring gold prices, meanwhile, have also got people’s attention as a safe haven in times of political and economic turmoil.
In New Zealand, the government is enabling mining and committed to doubling exports from the industry in a number of ways.
This includes releasing A Minerals Strategy for New Zealand to 2040 and A Critical Minerals List for New Zealand in January 2025, supported by updated information from GNS Science mapping the mineral potential of New Zealand
Perhaps one of the biggest game-changers, however, has been the passing of the Fast-track Approvals Act (FTAA) in December 2024.
There has been international interest in this law as its purpose is to “facilitate the delivery of infrastructure and development projects with significant regional or national benefits”.
FTAA’s aim is to get important projects up and running without them being drowned in red tape and delayed for many years. The value of this new law is in the ‘one-stop shop’ approach to consenting projects, which saves time and money by allowing applications to be considered in
their entirety by a group of experts.
This is particularly important for the mining industry as to get a mine up and running in New Zealand, it requires applications to numerous different government departments that may treat them in different ways, with different timeframes, and sometimes with the desire to delay or block applications if they have prejudices or other priorities ahead of mining.
Mining and quarrying projects listed in the act include mineral sands, gold, coal, and seabed mining, whilst unlisted projects are also aiming to go through the fasttrack process.
Companies are currently making applications for consideration under FTAA, having opened in February 2025, as the New Zealand government’s support for mining being part of the country’s economic growth is increasingly noticed by global markets.
OceanaGold’s Macraes operation is New Zealand’s largest gold mine, located in the Otago region of the South Island
INTERVIEW :
NEW ZEALAND MINERALS COUNCIL
JOSIE VIDAL CEO, New Zealand Minerals Council
Following a recent rebrand, we speak to the New Zealand Minerals Council’s CEO, Josie Vidal, about the new name advocating for the country’s mining and minerals sectors
APAC Outlook (AO): Firstly, please introduce us to the New Zealand Minerals Council as the industry association representing the New Zealand mining sector.
Josie Vidal, Chief Executive (JV): The New Zealand Minerals Council replaced the name Straterra in April 2025. With the global interest in mined minerals, particularly critical minerals, we believed it was time to better align ourselves with a name that means something to both New Zealanders and those in the global supply chain.
I’m a great believer in keeping it simple and we want people to be able to link our name to what we do, connect with us easily, and understand that minerals are important to the New Zealand economy.
We’re a not-for-profit organisation and our membership
includes mining companies, explorers, researchers, and service providers that support the extractives industry.
The New Zealand Minerals Council’s member charter states that our purpose is to enable socially and environmentally responsible mining, providing minerals for a sustainable and resilient future and enduring value for all New Zealanders.
What that means on a daily basis is a small team based in Wellington, near the base of our central government, poring through proposed policy, rules, and law changes to ensure the extractives industry gets a say in change and is not victim to any unintended consequences that disrupt business.
We do this at a local government level as well, mostly in the parts of New Zealand where mining is impacted by policy and plan changes relevant to that region.
The primary role of the New Zealand Minerals Council is advocacy, and as part of that we need to talk to stakeholders and the general public to ensure they understand the vital role minerals play in all our lives and why New Zealand needs to be making the most of its mineral endowment with enabling and enduring policy and law.
Our Mining means progress page shows the work mining companies are doing and introduces the range of people who work in mining and are committed to good environmental outcomes.
AO: What critical role do mined minerals play in the modern world, and what benefits do they bring to the everyday lives of people in New Zealand?
JV: Like everywhere else in the world, we rely on minerals for energy, technology, medicine, food production, infrastructure, housing, communications, and pretty much everything you can think of. We often point out that when it comes to the origin of all the things we need, if it wasn’t farmed, it was mined – and farming relies on mined minerals.
Mining makes a significant contribution to the New Zealand economy, particularly in regional areas where mining takes place. About 7,470 people are employed in the extractives sector and the economic contribution is NZD$2.83 billion to GDP annually.
The products of New Zealand’s mines make a major contribution to the country and its economy, and there remains a lot of untapped potential to source the minerals the world can’t get enough of to fuel a low emissions future and sustain big data centres running artificial intelligence (AI).
Our mining industry is small compared to other mining jurisdictions, and we felt it was important in developing a minerals strategy that some of the existing mined minerals
should be part of the critical minerals list, including gold and coal. Our critical minerals list reflects our unique environment.
In addition to the minerals already mined, there is scope for some other minerals, including those in mineral sands, that are being mined or will be soon.
Whilst thermal coal is not on the critical minerals list –metallurgical coal is – that does not mean it is not critical to the New Zealand economy, and this is noted in the minerals strategy.
Renewable energy relies on the sun shining, the wind blowing, and the rain falling. When that doesn’t happen, coal is there as a back-up to ensure the lights stay on and businesses can keep running.
In New Zealand, there is a risk to energy security without coal, and this was realised in winter last year. Due to supply constraints, extremely high electricity prices saw manufacturing plants close temporarily –then permanently – and put pressure on ordinary New Zealanders who are already struggling with the cost of living.
Domestically, coal is also used in steel making; cement and lime manufacturing; food processing including milk powder and other dairy products; commercial hothouse heating; timber, wool, and leather processing; and commercial and public facility heating, including schools, universities, and hospitals.
Gold and metallurgical coal are our main exports from mining, so they are critical to the government’s goal of doubling the value of our mineral exports to NZD$3 billion by 2035.
An estimated 2.6 million tonnes of coal are mined annually for both domestic use and exporting, all from open cast mines. We export primarily to Japan, South Korea, China, and India, but also Canada, Saudi Arabia, and Australia, and export markets are strong.
Miners in New Zealand are using innovative ways to clean water, including creating a constructed wetland at Federation Mining’s Snowy River Mine Project
Some New Zealand coal has highly sought-after properties, such as low sulphur and ash content, and superior “swelling” properties for use in blast furnaces. This coal is exported to steelmakers in Japan, India, South Korea, and Australia. At this stage, coal remains essential to steel production.
The reality is the world still needs and is still using coal. As long as there is an international market for New Zealand’s metallurgical coal, there remains potential for growth in the value of exports.
Whilst there is more support for mining, it is still a small industry and there won’t be a mine on every corner.
Mining has the advantage of being a highly productive industry capable of contributing to economic growth with well-paid jobs – the median mining income is 50 percent higher than the New Zealand average (NZD$92,790 vs NZD$59,030 in 2023 according to Stats New Zealand data) – and an increase in export revenue.
The mining and exploration sector is ranked number one in New Zealand for both labour and land use productivity. New Zealand’s productivity ranking is generally low compared to other developed countries, particularly within the Organisation for Economic Co-operation and Development (OECD).
“WITH THE GLOBAL INTEREST IN MINED MINERALS, PARTICULARLY CRITICAL MINERALS, WE BELIEVED IT WAS TIME
TO BETTER ALIGN OURSELVES WITH A NAME THAT MEANS SOMETHING TO BOTH NEW ZEALANDERS AND THOSE IN THE GLOBAL SUPPLY CHAIN”
– JOSIE VIDAL, CEO, NEW ZEALAND MINERALS COUNCIL
AO: Equally, how do you work to ensure decision-makers in government understand the value of responsible mining and its contribution to the well-being of New Zealanders?
JV: This is an important question. New Zealand has the advantage of a relatively stable government with both of the main political parties – National and Labour – being somewhat centrist.
Federation Mining’s Snowy River Mine Project
Federation Mining’s Snowy River Mine Project underground gold mine near Reefton on the West Coast of the South Island
RUA GOLD is an exploration company, strategically focused on New Zealand. With decades of expertise, our team has successfully taken major discoveries into producing worldclass mines across multiple continents. The team is now focused on maximising the asset potential of RUA GOLD’s two highly prospective highgrade gold projects.
The company controls the Reefton Gold District as the dominant landholder in the Reefton Goldfield on New Zealand’s South Island with over 120,000 hectares of tenements, in a district that historically produced over 2Moz of gold grading between 9 and 50g/t.
The company’s Glamorgan Project solidifies RUA GOLD’s position as a leading high-grade gold explorer on New Zealand’s North Island. This highly prospective project is located within the North Islands’ Hauraki district, a region that has produced an impressive 15Moz of gold and 60Moz of silver. Glamorgan is adjacent to OceanaGold Corporation’s biggest gold mining project, Wharekirauponga.
www.ruagold.com | info@ruagold.com |
We have Mixed Member Proportional representation in New Zealand, which means ruling governments can be made up of a number of parties supporting one of the two main parties. We currently have three parties making up the ruling government; our elections are every three years, and the next one is in 2026.
As our primary role is advocacy, our daily work includes meeting with decision-makers and those who support them in developing policy, rules, and laws to keep them apprised of the value of mining to the economy and well-being of New Zealanders. We are based in the capital city of Wellington so we can be quickly accessible to decision-makers.
AO: How important is a collaborative, reasonable, and responsible approach to engaging with government and the public on issues in the mining sector?
JV: Our approach to advocacy is to promote education, facts, science, evidence, and reasoned discussions.
Sadly, we are seeing the world over that some politically focused environmental organisations are swinging way wide of environmental issues and taking an approach that extends to aggression and violence.
This is filtering through to New Zealand and we have seen some unpleasant and illegal protest action against mining, which has resulted in arrests and court charges.
In speaking to activists, it seems they want to promote de-growth, de-population, de-industrialisation, and people living with less and going back to some kind of preindustrial lifestyle.
Some of their supporters are unaware of just how extreme the plans are, and it is hard to see generations for whom life has never been easier when it comes to access to food, shelter, healthcare, education, transport, technology, lifestyle, etc. accepting a world that would take that away.
The 2025 Edelman Trust Barometer, an internationally respected temperature test of what the public are thinking and reacting to globally, is grim reading. It shows that 40 percent of those surveyed see hostile activism as a viable means to drive change, which involves:
• Attacking people online
• Intentionally spreading disinformation
• Threatening or committing violence
• Damaging public or private property
We make submissions to the government, appear before select committees when they are considering law changes to explain the position of the mining industry, and engage through media to explain our position on what the government is doing.
Our organisation is apolitical, which means we engage with all politicians to ensure they understand the value of the mining industry. With a relatively short election cycle, it is important any potential new government knows what we do and why.
With a new government, we provide a Briefing to Ministers, which we share with any ministers likely to have an influence on the mining industry, and we meet with key ministers regularly to work through the opportunities and issues we raise for their term of government.
Bathurst Resources’ Stockton mine is the largest opencast mine in New Zealand and delivers high-quality steelmaking coal for export. It also has some spectacular views of the coast and the mountains on the West Coast of the South Island. The company undertakes impressive rehabilitation work in a challenging climate
New Zealand Resources Minister, Shane Jones, and New Zealand Minerals Council CEO, Josie Vidal, at the launch of OceanaGold Corporation’s Hitachi 3600
Drilling down on the demographics, 53 percent of those aged 18-34 support hostile activism.
We will continue to seek a collaborative, reasonable, and responsible approach to engagement on mining, and you have to hope that wins at the end of the day.
AO: How does the New Zealand Minerals Council enable socially and environmentally responsible mining in the country?
JV: It is worth noting that New Zealand’s contribution to the global supply chain of mined minerals comes from highly regulated mines governed by strict health and safety and employment laws as well as stringent environmental regulations.
Whilst this regulatory environment can be challenging for businesses, the plus side is we can assure those in the supply chain that no stone has been left unturned when it comes to caring for people and places.
As the organisation advocating for the industry, we want to preserve and build on its social licence, which is stronger in communities where there is mining. People in
those areas – mainly Waikato and Coromandel in the North Island, the West Coast, and Otago in the South Island – have a greater understanding of how mining works, including the environmental protection measures taken, the direct economic contribution to their area, and the social contribution by miners and mining companies. That social contribution can include sponsorship and financial support for sports clubs and schools, building and subsidising housing, paying for a community’s rescue helicopter, and supporting the arts and community assets.
AO: Can you also tell us how the New Zealand Minerals Council champions health and safety in mining?
JV: I sit on the board of MinEx, the organisation promoting health and safety in New Zealand extractives.
MinEx works with government and industry to implement new legislation, regulation, and training so every quarry and mine puts the health and safety of its workers first. The organisation feeds important information out to the industry weekly and provides relevant training around the country.
Bathurst Resources’ Stockton mine
As I’ve stated, New Zealand has strict health and safety and employment laws to protect workers.
AO: How do you see the mining industry in New Zealand developing over the next five years?
JV: I believe there is huge potential for mining in New Zealand and that we can meet the government’s goal of doubling mineral exports by 2035 and, in fact, hit it out of the park. Mining in New Zealand is a story about opportunities.
If you look at our membership, we have a mix of the big mining companies such as OceanaGold and Bathurst Resources Limited; a range of New Zealand-owned mining companies such as New Zealand Coal and Carbon and Birchfield Coal Mines; gold mines close to full production such as Federation Mining; Santana Minerals on the fast-track list to realise a significant gold deposit in Central Otago; and a number of junior gold miners attracting investors such as RuaGold and SirenGold. We also have companies mining critical minerals in our mineral sands, including Westland Mineral Sands. Going through the fast-track process is Manuka Resources’ Taranaki vanadium titano magnetite (VTM) iron sands project, which has massive potential to boost New Zealand’s minerals exports and create jobs and wealth in the Taranaki region. This is a seabed mining project within New Zealand’s exclusive economic zone.
“THE PRIMARY ROLE OF THE NEW ZEALAND MINERALS COUNCIL IS ADVOCACY, AND AS PART OF THAT WE NEED TO TALK TO STAKEHOLDERS AND THE GENERAL PUBLIC TO ENSURE THEY UNDERSTAND THE VITAL ROLE MINERALS PLAY IN ALL OUR LIVES AND WHY NEW ZEALAND NEEDS TO BE MAKING THE MOST OF ITS MINERAL ENDOWMENT WITH ENABLING AND ENDURING POLICY AND LAW”
–
JOSIE VIDAL, CEO, NEW ZEALAND MINERALS COUNCIL
Given both the activity and prospectivity, we have a host of members that focus on exploration and mine management, mining equipment, professional services, and insurance, and this is a growing membership area. Some of these members are recognised international names that are highly regarded globally.
The price of gold, the need for coal to make steel,
Bathurst Resources’ Stockton mine
the global race for critical minerals, and the geopolitics involved in all of this means mining is being talked about, focused on, and is attracting investment interest.
So, as I said earlier, I think this really is New Zealand’s time to make the most of its mineral wealth and to do so in an environmentally responsible way, with the best care and attention paid to our human resources.
AO: Lastly, what are the New Zealand Minerals Council’s priorities in order to continue representing the New Zealand mining sector?
JV: Our biggest order of business is to ensure either side of our main political parties – centre right and centre left – continue to support enabling policy and law for the extractives sector.
New Zealand has a small population of just over five million people. This means we aren’t awash in capital and require capital investment from other countries for significant developments such as mines.
Investors want to see stable government when it comes to policy and law around their investments. So, we don’t want to see wild swings or new governments coming in and undoing the positive work that has been done so far to unlock New Zealand’s mining potential.
One of the unique features of New Zealand mining is it is an important part of our identity to work with the tangata whenua – the Indigenous Māori people of New Zealand –as they are the original caretakers of the land.
Māori have significant interests in the resources sector and in retaining access to and developing minerals for historical, cultural, and economic reasons. They have been extracting mineral resources for centuries, and today, many Māori work and have business interests in the sector.
The New Zealand Minerals Council is also committed to promoting women in the industry’s workforce, and three years ago we started our Women in Extractives event, which includes awards with the Association and MinEx. Women make up 8.8 percent of the mining and exploration workforce.
Our biggest challenge remains countering the barrage of misinformation about mining that is not based in science, evidence, and facts, but more in emotions and ideology. Whilst it is important to acknowledge how people feel about things, it is 2025 and we have to back science!
We want the government to be proud of the contribution mining makes to the economy and promote the industry. mineralscouncil.co.nz
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A PASSION FOR PRODUCTIVITY
Wallis Drilling is renowned for its innovative custom-designed drill rigs, experienced professional team, and commitment to quality and safety. We speak to CEO and Managing Director, Grant Wallis, about providing drilling solutions for every situation
Wallis Drilling (Wallis) began operations in 1965 and has grown impressively to become one of Australia’s largest privately-owned minerals drilling companies.
Today, the business is a leading drilling services provider with extensive experience throughout Australia, now
boasting a team of more than 350 dedicated employees and over 50 drills.
Technology throughout the sector has changed dramatically since Wallis’ pioneering days of auger and air core drilling in the 1960s, and the company now offers a comprehensive array of modern drilling methods including Wallis Aircore, Reverse Circulation
(RC), Grade Control, Blast Hole, and Mud Rotary.
“At Wallis, we have been building our technical knowledge and hands-on expertise for 60 years,” introduces CEO and Managing Director, Grant Wallis.
Utilising more than 20 years of experience with the company in
Writer: Ed Budds | Project Manager: Eddie Clinton
various management roles, Grant has expertly overseen the Iron Ore, Mine Services, International, and Exploration Drilling divisions.
In 1974, Founder, Jamie Wallis, invented the Wallis Aircore drilling system, which revolutionised drilling globally.
“His passion for solving client
challenges remains central to our company’s culture today, and we continue to lead the industry in developing innovative drill rigs that meet and exceed the expectations of our major resource customers,” Grant follows up.
“We build and design the latest equipment with enhanced safety, fuel efficiency, and productivity benefits.
Our aim is to help clients to safely drill more metres per shift, provide accurate samples, and reduce the overall costs to the client.”
Throughout the industry, these state-of-the-art features are increasingly being embraced by large resource companies as standard operating drill rig specifications.
DEDICATION TO QUALITY
What continues to set Wallis apart is the company’s ability to deliver high-quality drilling services using rigs that it has designed, engineered, and manufactured in-house on Australian soil.
“This level of vertical integration gives us a unique edge. We’re not simply operating equipment – we’re constantly refining it to solve realworld challenges in exploration,” Grant prides.
“Our patented Aircore system is a great example. Developed in-house and continually improved over decades, it delivers uncontaminated samples with exceptional recovery, even in difficult ground conditions like clay, sand, and water-flooded formations,” he expands.
“Clients consistently tell us the difference is in the quality and consistency of the results.”
Elsewhere, Wallis is also proud to be regarded as one of the pioneers in automation and electrification.
JAMIE WALLIS – A PROUD LEGACY
Jamie was named a Member of the Order of Australia for his significant service to the mining sector in 2021.
He began his journey with the company in 1965, marking the beginning of a 60-year association that helped shape Wallis and left a lasting impact on the drilling industry.
Jamie played a key role in many of the company’s most significant developments, including the invention of its Aircore drilling system in the 1970s –a game-changing innovation still widely used in mineral exploration today.
One of the company’s founding shareholders and a true pioneer in the industry, Jamie passed away on 16th April 2025, aged 89.
In recognition of his lifetime contribution to the drilling industry and his community, Jamie was awarded the Medal of the Order of Australia in the General Division in 2021.
Jamie’s long-term vision and investment in the company created a strong foundation for future generations.
As it celebrates a proud 60th anniversary this year, everyone at Wallis remains committed to honouring Jamie’s legacy through the continued delivery of safe, innovative, and high-performance drilling services.
Marty Wallis
Jamie Wallis, Founder
Graeme Wallis
Matchtec Hydraulic & Mechanical Services are a 100% WA owned business.
We are large enough to carry out any scope of work yet still small enough to be innovative and keep close personal contact with our clients ensuring all their expectations are met every time.
Every person working in our production team is trade qualified with a wealth of experience and knowledge.
We strive to provide competitive and sensible pricing.
We are ISO 9001 ISO 45001 quality and safety certified. All operations at Matchtec are carried out in accordance with our integrated management system.
HYDRAULIC SERVICES
We specialise in hydraulic cylinder repairs and cylinder manufacture.
Our modern facilities, including a 16 metre hydraulic stripping bench and high torque nut runner, ensure we provide the best service, quality, and turnaround times possible.
We use only the highest quality materials and parts.
All work carried out is fully traceable via our paperless digital job management system.
All cylinders and components undergo QC testing before being dispatched. 08 9303
BENEFITS OF WALLIS AIRCORE
• Rapid and accurate samples, which increases drilling rates and lowers field costs.
• Compact and powerful rigs that can access difficult-toreach areas with minimal environmental impact.
“OUR CLIENTS DEAL DIRECTLY WITH DECISION-MAKERS, AND OUR CULTURE OF ACCOUNTABILITY, AGILITY, AND LONGTERM RELATIONSHIPS RUNS DEEP. WE’RE BIG ENOUGH TO DELIVER BUT STILL SMALL ENOUGH TO CARE”
– GRANT WALLIS, CEO AND MANAGING DIRECTOR, WALLIS DRILLING
Its impressive fleet includes automated RC and air core rigs, and the company is currently investing heavily in autonomous capability and electric rig development.
Wallis believes that it’s not just about innovation for its own sake – it’s about improving safety, productivity, and sustainability on site.
Additionally, Wallis remains a privately-owned, family-run business.
“Our clients deal directly with decision-makers, and our culture of accountability, agility, and longterm relationships runs deep. We’re
big enough to deliver but still small enough to care,” Grant enthuses.
“We are very proud of our family culture, where employees are respected, trained, and supported to achieve their individual career aspirations. This investment in our people enables us to retain an experienced, stable team, delivering professional service and value to clients,” he states.
BUILDING CAPACITY AND CAPABILITY
Wallis acquired land in Hazelmere in
• Experienced engineering support and a well-equipped machine shop in Perth, WA.
• Available in standard sizes
– Wallis can also design and build customised equipment for specialised drilling requirements.
• Requires lower air pressures than other systems.
the mid-1980s with a long-term plan to develop a dedicated manufacturing and repair facility.
Construction of the new facility finally began earlier this year and is scheduled for completion in Q1 2026.
“Once operational, it will double our manufacturing and repair capacity, significantly expand our main stores and engineering space, and support our projected workload for the next 30 years,” Grant tells us.
Alongside this, Wallis has committed to reducing its carbon footprint and is partnering with a Tier 1 client to develop an electric exploration RC drill rig.
“We were recently awarded a Western Australia (WA) state government Carbon Innovation Grant to accelerate the development of an electric drill,” he confirms.
“At present, Wallis engineers are investigating batteries, electric drive systems, system architecture, and electric truck conversations.”
Congratulations to Wallis Drilling on an incredible 60 years in business—an outstanding milestone that reflects your innovation, and dedication to excellence in the drilling industry. Monaghan Logistics is proud to have partnered with Wallis Drilling for the past 15 years, supporting your operations with specialised transport solutions tailored to the unique demands of remote and challenging environments.
Our team has worked closely with yours to ensure the safe, reliable, and on-time delivery of essential equipment and materials across Australia. At Monaghan Logistics, we understand the critical importance of precision and efficiency in the resources sector, and we’re proud to play a role in keeping your projects moving.
We look forward to continuing this strong relationship and supporting Wallis Drilling through the next chapter of growth and innovation.
This exciting initiative represents the culmination of a two-year project, with completion expected in Q4 2026.
A GREENER FUTURE
Wallis has been managing its environmental impacts for a long time and taking a circular view of all operations.
Over the past year, the company has committed to establishing its first sustainability report which aims to embrace transparency, accountability, and a commitment to a greener future.
As a primary drilling contractor and an original equipment manufacturer (OEM), Wallis aligns itself with customers to achieve a more sustainable output.
“Our circular way of operating is standard practice and covered in both our strategic plan and annual sustainability report,” Grant sets out.
“For example, our facility in Midvale is powered by a 68 kilowatt
“WE’RE NOT SIMPLY OPERATING EQUIPMENT – WE’RE CONSTANTLY REFINING IT TO SOLVE REAL-WORLD CHALLENGES IN EXPLORATION”
– GRANT WALLIS, CEO AND MANAGING DIRECTOR, WALLIS DRILLING
commercial solar system, which has been in place for 10 years. We have seen a 70 percent reduction in our power draw from the state grid, greatly reducing our carbon footprint,” he elaborates.
Elsewhere, Wallis also recycles its scrap steel, waste oils, paper, and cardboard.
Meanwhile, the company’s Aircore drilling system has been designed to support a number of rotatable components to support their refurbishment and reuse.
Furthermore, the new Wallis 300RC and 400RC drills have been designed to reduce wear and tear on drill
rods, doubling the lifespan of these components.
This is expected to reduce diesel consumption by an estimated 239,000 litres and CO2 emissions by 649 tonnes per year, per drill.
DEPLOYING THE MANTIS
One key project Wallis remains particularly proud of is the development and successful deployment of its Mantis 200 air core rig.
“This represents the latest evolution of our in-house engineering capability – a fully self-contained, high-capacity air core rig with advanced safety and automation features,” acclaims Grant.
Designed for deeper holes and tougher conditions, the Mantis 200 has proven itself in the field and been recognised with multiple industry awards, including the DMIRS Safety Innovation Award and ADIA Engineering Excellence Award.
“For us, the Mantis 200 reflects our broader commitment to driving innovation from the ground up – not just adopting new technology but building it ourselves to suit real client needs,” he posits.
In the iron ore sector, Wallis has delivered significant advancements in automation by manufacturing a fleet of RC rigs – including the 300RC and 400RC – that feature automated rod handling, remote operation, and onboard diagnostics.
“These rigs are currently operating in double-shift programmes with Tier 1 iron ore clients in the Pilbara region of WA and have been central to our ability to meet safety, efficiency, and carbon reduction goals whilst
and mining environments.
We supply:
• Drilling Consumables – Reliable RC, water well, drill blast and diamond drilling tools
• Breakout Jaws – Precision engineered for drill rigs
• Hose and Fittings – High-pressure hydraulic and industrial solutions
• PPE – Safety gear for full site compliance
• DTH Hammers and Bits – Maximum impact, longer life With fast delivery, competitive pricing, and dedicated support, we help keep your operations moving.
maintaining a high standard of production.”
Another standout success for the company has been its custombuilt Mantis 60 and Mantis 80 rigs, developed specifically for bauxite, mineral sands, nickel, copper, and gold exploration and operating throughout Australia. Respectively, the Mantis 60 and 80 are engineered for minimal ground disturbance and high-quality sample recovery in challenging terrains.
Their low environmental impact and reliable performance have made them the preferred choice for long-term contracts with many Tier 1 miners.
“Each of these exceptional projects demonstrates our philosophy –when the drill rig is designed by the same people who operate and maintain it, performance improves across the board – from safety and sample quality to uptime and client satisfaction,” Grant asserts.
“Overall, with the global economic
outlook uncertain, our main goals for the next 12 months are the safe execution of the current order book, completion of the new facility in Hazelmere, and smooth relocation of the business,” he concludes optimistically.
PROCESSING ORES
Mining is a vital industry in Central Asia and significantly contributes to its economy, with Kazakhstan dominating this thriving sector due to its abundant fossil fuel reserves and vast deposits of minerals and metals.
Against this backdrop, Caravan Resources Group (Caravan Resources), which was founded in 2015 and
is based in the region, aims to revolutionise mining by focusing on complex ore bodies often overlooked by traditional operators in copper.
“What began as a modest and determined endeavour has grown into a vertically integrated enterprise,” introduces Kairat Satylganov, Chairman of the Board.
“We deliberately chose a narrow specialisation,
ORES
Caravan Resources Group is redefining the mining landscape in Central Asia, positioning Kazakhstan as a leader in next-generation metallurgy and mining whilst addressing the challenges of dwindling mineral resources. Kairat Satylganov, Chairman of the Board, and CEO, Rustam Dussipov, shares insights into the company’s unique approach
Writer: Rachel Carr | Project Manager: Eddie Clinton
rather than concentrating on widely-spread traditional production, and we prioritise achieving excellence which distinguishes our approach to business,” he continues.
Caravan Resources employs over 3,000 geology, mine and metallurgy, chemical engineering, and manufacturing professionals and its main production facilities are at the Almaly and Ashyktas deposits in Central Kazakhstan,
where it tests the innovative heap leaching procedure for base metals and gold/silver.
Caravan Resources focuses on processing poor-quality feedstock with a copper grade below 0.3 percent and gold grade of around one gram per tonne (g/t), a method rare in Central Asia that is used by only a few companies globally. Kazakhstan’s ore resources are depleting, and the quality
of remaining deposits is declining, necessitating the adoption of efficient technologies for low-grade minerals.
Recent projects have focused on low-metal-content ores with substantial reserves, but many are either already developed or unsuitable for traditional mining methods.
Caravan Resources’ expertise in processing poor and complex ores helps utilise previously wasted resources represented by tailings and dumps, and creates new opportunities for industry growth, including in international markets.
“As the feedstock base has decreased, processing accumulated technogenic formations is becoming a more viable alternative to conventional mining. Our expertise
gives us a competitive edge, allowing us to utilise previously wasted resources without affecting people or the environment.
“For Caravan Resources, Kazakhstan is not just a mining hub – it represents a frontier for next-generation metallurgy, and the work we are doing here is attracting worldwide attention,” impassions Rustam Dussipov, CEO.
EQUIPPED WITH INNOVATION
Caravan Resources applies newgeneration leaching technologies adapted to processing low-grade ores and anthropogenic feedstock, including previously difficult-toprocess sulphide minerals.
“Our experience and continuous
development allow us to effectively engage feedstock with copper content of 0.2 to 0.3 percent into processing, achieving recoveries between 75 and 80 percent, comparable to costly plant flotation schemes,” Dussipov outlines.
This technology utilises an industrially proven chlorine-sulfuric acid leaching method, optimised for primary and secondary sulphides and exhausted feedstock.
It features low capital and operating costs, high climate resilience, and a strong tolerance for harmful impurities like arsenic.
“Unlike traditional mill-based methods, the technology produces high-purity copper cathode directly at the mine site without the concentrate
stage and associated logistics and processing costs. Simultaneously, water and electricity consumption remain significantly lower, and construction of the facilities takes no more than two to three years,” Dussipov explains.
The technology is scalable and easily integrated into new projects, including flotation tailings and other waste processing.
It has proven efficient for various copper sulphide minerals – oxidised (malachite and azurite), secondary (chalcocite and covellite), and primary (bornite, enargite, and chalcopyrite) – the latter with recovery rates of up to 75 percent.
“In parallel, we are actively developing technologies for gold containing feedstock, including the leaching of gold from poor and hardto-recover ores using state-of-the-art equipment and innovative reagent combinations,” Dussipov tells us.
“Thus, the industrial reliability, technological flexibility, and experience in working with such minerals make our methods one of the most effective solutions for the sustainable processing of raw ore in the current market and environmental conditions.”
A TECHNICALLY SKILLED COMPANY
What sets Caravan Resources apart from other companies is its specialisation, flexibility, and deep understanding of technology.
“We built Caravan Resources from the ground up, focusing on an efficient and scalable low-cost copper production model. Our streamlined structure allows for agile decisionmaking, quick implementation of technology and organisational solutions, and adaptation to field conditions, which significantly
“Our expertise lies in leaching, combining local specialists experienced in handling poor, complex compositions and harmful impurities like arsenic, bismuth, and antimony. By collaborating with an international team, we leverage local knowledge and global experience, providing us with a technological edge.”
Caravan Resources’ technology has proven effective in the continent’s sharp climate, which is characterised by frigid winters and hot summers, across various types of ores including oxidised, secondary, primary, and high clay ores.
“We collaborate closely with leading engineering companies to provide innovative solutions and integrated equipment supplies and maintain our internal infrastructure, including engineering and research centres, a construction company, logistics, and a trading house. This set-up allows us to initiate projects from geology to production efficiently at minimal cost,” notes Dussipov.
CARAVAN RESOURCES’ PRIMARY PROJECTS
ALMALY DEPOSIT – Caravan Resources’ first bold step into the industrial-scale heap leaching deployment of sulphide ores has been operational since 2018 and produced over 60,000 tonnes (t) of cathode copper to date. The current expansion phase, Almaly-2, adds another 30,000t annually and introduces new modular automation systems.
ASHYKTAS DEPOSIT – The Ashyktas Gold Processing Complex in Ulytau, commissioned in December 2023, utilises experimental heap leaching methods to extract gold-bearing alloys. This major investment aims to increase gold production to 1.5t per year, showcasing innovative metallurgical techniques and sustainable mining practices.
ADAIKOL PROSPECT – Looking ahead, Adaikol represents Caravan Resources’ most ambitious vision yet. With a copper reserve of around 2 million t and a projected capacity of 60,000t of copper production per year, it will be Caravan Resources’ largest and most integrated site, with the full roll-out scheduled for 2026 to 2028.
“EACH PROJECT IS A CHAPTER IN OUR EVOLUTION WHERE WE BUILD, LEARN, AND PUSH THE BOUNDARIES EVEN FURTHER”
– RUSTAM DUSSIPOV, CEO, CARAVAN RESOURCES GROUP
Caravan Resources is expanding internationally, planning to leverage its experience in Chile, Latin America, Africa, and the Commonwealth of Independent States (CIS). It is eager to pursue joint projects and partnerships in new regions, particularly where unique technological solutions are required.
Thus, Caravan Resources is always looking for cooperation with major copper producers for the utilisation of tailings and dumps, seeking sustainable technological solutions.
“We see significant potential in processing technogenic formations, which pose environmental challenges for companies and can lead to lost profits. However, we view these as valuable resources.
“Our team has the experience and technology to work with these materials, and we excel at tackling difficult challenges where others may give up,” Dussipov acknowledges.
Reliable Solutions for Harsh Conditions
Mining and mineral processing facilities face extreme conditions—high temperatures, heavy vibrations, and abrasive dust—that put immense strain on machinery. Failures can lead to costly downtime, safety risks, and rising maintenance costs. Additionally, energy constraints, water scarcity, and strict regulations are driving the need for smarter solutions.
SKF provides innovative technologies to extend equipment life, enhance performance, and reduce Total Cost of Ownership. From advanced bearings, seals, and lubrication systems to condition monitoring and asset management consulting, SKF helps businesses:
• Boost production and profitability
• Minimize downtime and maintenance costs
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• Support sustainability and regulatory compliance
With expertise in mining machinery, SKF delivers customized solutions for drills, trucks, conveyors, crushers, and mills. By integrating IoT technology and real-time diagnostics, SKF optimizes rotating equipment performance for maximum efficiency and reliability.
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SKF Central Asia and South Caucasus: SKF.Kazakhstan@SKF.com www.skf.kz
Partner for Positive Change
Metso is a frontrunner in sustainable technologies, end-to-end solutions and services for the aggregates, minerals processing and metals refining industries globally.
Caravan Resources copper projects reflect a strong commitment to innovation and technical excellence. To enhance copper recovery operations, Metso has supplied advanced hydrometallurgical technology — including the modular VSF®X solvent extraction and electrowinning plant — demonstrating how innovative partnerships can drive meaningful progress in complex operating environments. Installed directly at mine sites, this technology establishes a new benchmark for sustainable and efficient local copper production. Engineered for energy efficiency, safety, and resilience in extreme climates, the VSF®X system is part of the Metso Plus sustainable offering, helping to reduce emissions while ensuring high reliability. These installations are expected to serve as a key reference for Metso in Kazakhstan’s growing copper sector.
Metso is a global supplier of sustainable technologies and services for the minerals processing and metals refining industries. With a presence in over 50 countries, the company offers solutions across the full minerals processing value chain — from crushing and grinding to filtration, hydrometallurgy, and automation. In Central Asia, Metso has supported mining operations for more than 30 years, providing equipment and expertise tailored to the region’s specific needs.
VSF® X unit
CARAVAN RESOURCES’ STRATEGIC GOALS
• Scaling Almaly’s copper output to 40,000 tonnes per annum through Almaly-2.
• Validation of experimental methods through increasing gold production at Ashyktas.
• Piloting chloride leaching at new sites.
• Launching of Adaikol with a world-class manufacturing infrastructure, enabling the use of green technologies to eliminate negative impact on the environment.
• Fully deploying its ERP system to streamline production and planning.
“WE ARE SCALING UP WITH INTENT. IT’S NOT JUST ABOUT PRODUCING MORE – IT’S ABOUT DOING IT SMARTER, CLEANER, AND WITH A LASTING IMPACT”
– KAIRAT SATYLGANOV, CHAIRMAN OF THE BOARD, CARAVAN RESOURCES GROUP
EMPOWERING GROWTH AND COMMUNITY IMPACT
Aside from innovation and cuttingedge technology, Caravan Resources values empowerment; far from a buzzword, it is part of daily operations.
As such, whether analysing metallurgical samples or managing field logistics, its people are
open dialogue, transparency, and sustainable community impact.
“We’re deeply connected to the communities we serve. Our contributions aren’t just financial, but cultural and structural, helping build long-term resilience,” affirms Satylganov.
The enterprises belonging to Caravan Resources make significant tax contributions in the regions where they operate, thereby making a substantial contribution to the formation of national and regional budgets.
These funds support the construction of social facilities and modernisation of local infrastructure, enhancing the quality of life for local populations.
“We maintain close ties with residents and public authorities and emphasise corporate social responsibility and charitable initiatives,” Satylganov highlights.
encouraged to make decisions and grow into leadership roles.
“It means being available, listening, and trusting people to take the initiative,” Satylganov expresses earnestly.
Caravan Resources is equally committed to social responsibility, running various annual social and charitable projects, focusing on
STRATEGICALLY REVOLUTIONISING OPERATIONS
Investment in digital transformation – particularly in implementing a new enterprise resource planning (ERP) system, advanced mine planning, scheduling systems, and manufacturing execution systems (MES) solutions – is a cornerstone for Caravan Resources.
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“We view this as more than a technology upgrade; it’s a strategic shift with significant return on investment. Digitisation is key to enhancing efficiency across our business, from procurement to production planning and financial visibility. An integrated system enables us to operate faster, smarter, and with full transparency,” Dussipov explains.
The ERP roll-out is the backbone of Caravan Resources’ broader goal to streamline decision-making, enhance agility, and drive collaboration across departments and external partners. Thus, it’s a transformation that goes far beyond IT.
“We’re not just implementing software – we’re reshaping how we work together as a team and deliver value to the business,” adds Satylganov.
Caravan Resources is transforming its supply chain into a data-driven backbone, aiming to implement an
end-to-end procure-to-pay (P2P) process via an advanced ERP system this year.
This digital transformation will enhance transaction transparency, inventory tracking, and real-time supplier collaboration.
“Our goal is to turn procurement into a strategic function. By integrating planning and budgeting, we become faster and more responsive,” Satylganov points out.
In tandem with this system upgrade, Caravan Resources is pursuing long-term strategic partnerships with key international suppliers, especially in areas where specialised process knowledge and high-quality equipment are essential.
These partnerships will extend beyond simple transactions to include co-development, co-planning, and technical innovation. As Caravan Resources grows, these alliances will help maintain consistent standards across all locations.
A collaborative approach and forming partnerships with companies like Metso is essential. This involves purchasing equipment and the joint development of new solutions that have not existed previously.
“Caravan Resources is more than its technology or production figures. It’s a belief system – mining can be intelligent, responsible, and transformative.
“We’re building a legacy for our employees, communities, and the industry. That sense of responsibility drives us every day,” Satylganov emphatically concludes.
With sustainability at the heart of every decision it makes, Silverstone is committed to providing flexible and innovative solutions to safeguard the future of Australia’s mining and construction industries. Kenny Keogh, Managing Director, reflects on the company’s holistic management approach and the importance of cultivating a safe and innovative workplace
Writer: Lily Sawyer | Project Manager: Eddie Clinton
Along-standing contributor to the nation’s economy, Australia’s mining sector continues to shore up GDP, exports, and employment as it navigates a fascinating crossroads.
On the one hand, it is witnessing strong demand persist across key commodities, particularly those tied to the energy transition.
At the same time, the sector faces challenges around cost competitiveness – particularly when it comes to emerging players – which have pushed Australian operators to adapt, improve, and focus on longterm value rather than short-term gain.
“What excites me most are the shifts we’re seeing around sustainability and innovation,” introduces Kenny Keogh, Managing Director of Silverstone, which was established to provide the Australian resources and construction industries with a flexible and innovative approach to energy.
“There’s now a serious push towards decarbonisation – not just talking about it but embedding it into operational decisions,” he adds.
As a result, companies integrating electrification, renewables, and closed-loop systems, Keogh predicts, are going to lead the way.
From a workforce perspective,
WHAT INITIALLY DREW YOU TOWARDS A CAREER IN THE MINING INDUSTRY?
Kenny Keogh, Managing Director: “My career has been driven by a passion for building high-performing teams and delivering complex projects in challenging environments.
“I originally started out as a forklift driver for a mining services provider, where I developed a strong foundation.
“Over time, I found myself increasingly drawn to the mining industry – not only for its scale and complexity but also for the opportunity it presented to make a real impact through innovation, culture, and safety.
“What really drew me in was the challenge. Mining isn’t just about equipment and resources – it’s about people, planning, and execution under pressure. I saw the chance to bring something different to the table – balancing commercial outcomes with culture, leadership, and long-term partnerships.
“That’s what led me and my fellow directors to establish and grow Silverstone. We started with a clear vision – to be a business that not only delivers operational excellence but also creates a workplace where people feel supported, valued, and proud to be part of something bigger.
“Mining gave me the platform to apply my skills, challenge the status quo, and build something sustainable. That’s what continues to drive me every day.”
the industry has witnessed a strong movement towards culture, safety, and continued professional development – areas in which Silverstone is investing heavily.
“We believe companies that look after their people and embrace smart technology are the ones that will endure,” he observes.
“In short, the sector is evolving fast, and those willing to embrace change, lead with purpose, and think longterm will shape the next decade of mining across the region.”
RAISING THE STANDARD
As a proudly Western Australian business providing integrated
“WE TAKE OWNERSHIP, ARE PROACTIVE, AND ALWAYS AIM TO BE PART OF THE SOLUTION. WE MOVE QUICKLY, REMAIN HANDS-ON, AND OPERATE WITH HONESTY, EVEN WHEN THE CONVERSATIONS ARE TOUGH”
– KENNY KEOGH, MANAGING DIRECTOR, SILVERSTONE
services to the mining, construction, and energy sectors, Silverstone has a growing footprint in the Pilbara and Goldfields regions and is actively expanding to the East Coast and broader Asia Pacific markets.
The company’s core capabilities span labour hire, project delivery, and structural mechanical piping and dewatering works, alongside ancillary services such as plant hire, recruitment, and site services.
“What sets us apart is our ability
to deliver end-to-end support, from workforce solutions to execution on site, whilst maintaining a sharp focus on safety, reliability, and culture,” Keogh insights.
Supporting a wide range of Tier 1 clients, including BHP, Rio Tinto, Roy Hill, and all major gold companies in the region, Silverstone boasts a growing workforce of over 450 personnel.
“At its core, Silverstone is about building partnerships with clients,
people, and the communities we work in. We’re not just here to do the job –we’re here to raise the standard,” he prides.
Differentiating the company from the competition is its culture and people, having built a business that prioritises relationships, reliability, and accountability.
“This is something that our clients can feel on the ground, not just something they see on a slide deck,” Keogh explains.
Another key difference is how Silverstone supports its workforce, investing heavily in training, safety, and well-being.
“We know that if we look after our people, they’ll look after the job. That mindset is reflected in how we attract and retain first-rate employees in a tight market, and it’s why we continue to grow through repeat business and word-of-mouth.”
A CONNECTED SUPPLY CHAIN
More than a mere labour provider or contractor, Silverstone is a genuine delivery partner.
“This means we take ownership, are proactive, and always aim to be part of the solution. We move quickly, remain hands-on, and operate with honesty, even when the conversations are tough,” Keogh outlines.
SILVERSTONE’S KEY VALUES
SAFETY – The company believes health and safety is paramount and consistently works on improving its systems and processes as a result. In doing so, it hopes to improve performance and achieve a zero-harm work environment.
SERVICE – Silverstone values having a dynamic workforce that embodies its values, offering a reliable, innovative, and solution-oriented service, translating to a high-end, quality experience for clients.
EXCELLENCE – Providing the highest standard of service is what sets the company apart. As such, it provides first-class expertise and services to enable clients to meet their business needs.
PARTNERSHIP – Silverstone believes in relationships based on trust, commitment, and shared outcomes. As such, it is dedicated to keeping promises and delivering on expectations.
INNOVATION – With an open culture that nurtures innovation and challenges the norm, the company gives its people the space to discover solutions and take calculated risks.
PROVIDING TRANSPORT AND STOCKPILE MANAGEMENT FOR ALMOST 50 YEARS
Century West Transport Services Pty Ltd is one of Western Australia’s leading privately owned transport companies and has provided integrated transport and stockpile management solutions to pipeline projects since 1978.
With a history of supplying logistical services to large project works, Century West is proud to partner industry growth in WA and has the resources and knowledge required to effectively meet our clients’ transportation needs by designing and tailoring unique solutions to fit each individual circumstance. Through the application of ideal load configurations, our aim is to minimise costs by maximising load capacity and efficiency.
Due to our wealth of experience in the field, Century West possesses a knowledge of pipeline transport that is second to none.
The team at Century West Transport also work closely with project safety personnel to achieve maximum compliance with site safety and environmental requirements. Our service extends beyond the simple provision of supplying a truck and trailer; we assist with all aspects of loading and unloading procedures, advising on best practice solutions, e.g. string-out, pre-sling, as well as stockpiling methods and consolidation of your goods.
We offer a range of services, including but not limited to the following:
• Integrated project management
• Pipeline Transport
• Pipeline Stockpiling Management
• Extendable loads up to 25 metres long
• Oversize Road Trains
• Extendable Road Trains (up to 21 metres per trailer)
• Steel Trusses
• Conveyors
• Transportable Buildings
• General Mining Equipment
• Storage and Handling
• Weekly general service to the North West
“AT THE END OF THE DAY, SILVERSTONE’S EDGE IS SIMPLE –WE CARE, ACT FAST, AND GET THE JOB DONE PROPERLY”
– KENNY KEOGH, MANAGING DIRECTOR, SILVERSTONE
As such, the company has built a deep level of trust with a number of Tier 1 clients over the years.
With a smooth supply chain being a critical part of Silverstone’s ability to deliver consistently and at a high standard, it relies on strong, reliable partnerships to support its operations across multiple sites and projects.
“Whether it’s plant, materials, logistics, or specialist services, we don’t treat our suppliers as transactional – we see them as an extension of our business,” he tells us.
This means Silverstone maintains open communication with those facilitating its supply chain, aligning on expectations from day one.
The company works hard to build relationships with suppliers who share its values around safety, accountability, and performance.
“This means when challenges arise – as they inevitably do in this industry – having mutual trust keeps things moving forwards,” Keogh asserts.
Silverstone also views its supply chain partners as strategic
collaborators in innovation, whether trialling new equipment, improving lead times, or creating more agile procurement models.
“We want suppliers that are willing to grow with us,” he states.
Ultimately, Silverstone knows that it is only as strong as the partners it works with, which is why the company puts just as much effort into cultivating mutually beneficial supplier relationships as it does with its clients and workforce.
“It’s all connected and key to our success,” Keogh adds.
At Freight Tranz, we’re proud to support Silverstone, an industry leader featured in this edition. As their trusted logistics partner, we manage every aspect of freight, from international sea and air freight to domestic road and rail - including hotshots. With proactive tracking and tailored solutions, we ensure Silverstone’s operations run smoothly across Australia’s mining and construction sectors.
Congratulations to Silverstone on this welldeserved spotlight, your commitment to sustainability and excellence is inspiring, and we’re delighted to play a role in your journey.
Freight TranzLogistics Delivered
PROLIFIC PROJECTS
Over the past year, Silverstone’s teams have been working on a range of dewatering projects across the mining industry.
From large-scale water management solutions to specialised dewatering programmes, the company has supported clients in keeping their operations running efficiently, safely, and sustainably.
In keeping with its understanding of the importance of staff, Silverstone recognises how none of this would have been possible without the dedication, expertise, and hard work
of its workforce, which collectively dedicated over 200,000 on-site hours to the projects.
The company also recently completed work in Pilbara on the design, supply, installation, and commissioning of a two megavoltamperes power station.
The project’s safe, timely, and on-budget completion is a testament to the company’s ability to provide sustainable energy solutions alongside top-tier reliability.
“At the end of the day, Silverstone’s edge is simple – we care, act fast, and get the job done properly,” Keogh states.
As a vertically integrated energy business that serves as a one-stop shop from initiation to completion, Silverstone has managed various turnkey projects for a vast range of clients.
Notable examples include an electric vehicle (EV) charging station in collaboration with Pilbara Minerals, a dewatering project in collaboration with BHP, and the relocation of potable water boreholes at the South Jimblebar deposit.
FUTURE FOCUS
Looking ahead, Silverstone’s priorities
for the next 12 months centre around sustainable growth, diversification, and building a resilient, values-driven business.
“We’re focusing on deepening our footprint in the mining and construction sectors, particularly through long-term partnerships with all our clients,” Keogh insights.
As such, the company is actively exploring opportunities to drive enhanced efficiency within the business, and a key goal for Silverstone is to strengthen its ability to self-perform across all five of its divisions – people solutions,
construction, energy, maintenance, and surveying.
In doing so, the company seeks to acquire greater control of the delivery chain and offer a more complete solution to its clients.
“We’re also investing in systems, safety, and leadership development to ensure that as we grow, we don’t lose the culture and quality that set us apart,” he continues.
Concerning its workforce, the company is targeting growth whilst maintaining high staff retention, which means continuing to back its people, developing talent internally,
and building a workplace people are proud to be part of.
“Ultimately, it’s about scaling the right way, staying agile, backing our relationships, and delivering consistently – that’s what will keep driving Silverstone forwards,” Keogh confidently concludes.
With a steadfast commitment to maintaining both technological advancement and safety across Australia’s most demanding mining environments, Titeline Drilling has grown to become one of the country’s leading mineral exploration contractors. Matthew Zanette, CEO, tells us more
Writer: Lucy Pilgrim | Project Manager: Eddie Clinton
The mining industry in Australia has significantly evolved in recent years to cater to the growing emphasis on renewable energy.
Whilst there is still a keen focus on traditional mining strengths such as iron and coal, a concurrent shift towards critical materials such as copper, lithium, and other rare earths essential for renewable energy generation and battery technologies is also present.
Equipped with such varied capabilities, the Australian mining landscape is well-positioned to meet the expectations of this industry change.
“With increasing geopolitical uncertainty, countries are looking for stable, responsible suppliers of resources, and Australia is seen as a reliable partner,” opens Matthew Zanette, CEO of Titeline Drilling (Titeline), a leading drilling services company.
The steady progress in both technology and sustainability also brings automation, artificial intelligence (AI), and data analytics to the forefront of the nation’s mining activities, enabling the industry to operate more efficiently and safely.
This is compounded by the growing importance of environmental, social, and governance (ESG) and increasing ESG expectations from investors, communities, and regulators.
Titeline’s advanced solutions and adaptability, however, mean it is able to respond to such targets whilst also overcoming industry challenges including workforce shortages, regulatory complexity, and supply chain pressures, helping the industry navigate global market volatility.
PUSHING THE BOUNDARIES OF DRILLING
Founded in Victoria over 20 years ago, Titeline has earned a reputation for delivering high-quality, advanced
drilling solutions across Australia and overseas in regions including Africa, Southeast Asia, South America, and many more.
The company’s projects exemplify a bold commitment to redefining the drilling industry through relentless innovation and a passion for safety, efficiency, and technological advancement.
“At the heart of our mission lies a drive to push the boundaries of what’s possible, transforming traditional drilling operations into streamlined, intelligent systems,” Zanette impassions.
Indeed, Titeline’s key strength lies in its deep expertise in directional drilling, which enables precise subsurface targeting in complex geological conditions.
This is further enhanced by its specialisation in the development and operation of hands-free drilling technologies, which improve safety, efficiency, and automation on mining sites.
HOW IMPORTANT ARE CORPORATE SOCIAL RESPONSIBILITY PRACTICES TO TITELINE?
Matthew Zanette, CEO: “At Titeline, we feel incredibly honoured to work in vibrant communities that welcome us. Giving back is not just something we do – it’s a part of who we are.
“We’re deeply committed to supporting local organisations, charities, and community groups that make a real difference in people’s lives. Wherever possible, we choose to partner with local suppliers because we believe in growing together and strengthening the places we call home.
“At the heart of everything we do is a simple belief that when communities thrive, we all thrive. We help a number of local charities, sporting clubs, and community groups including Hand in Hand Ballarat, which provides proactive resources for kids and helps set them up with tools to improve their mental health.
“The company also works with Variety – the Children’s Charity, which supports disadvantaged children and families facing challenges such as sickness or living with disabilities.”
Led by senior leadership that boasts 170 years of combined experience and supported by a highly capable operations team, Titeline has built long-term relationships with a plethora of major mining companies on a number of significant projects.
These include BHP’s Olympic Dam, Oak Dam, Carrapateena, and Prominent Hill mines; Rio Tinto’s Winu project; and Newmont Corporation’s Tanami mine.
“These collaborations reflect the company’s commitment to trust, performance, and innovation. Titeline continues to play a key role in advancing exploration and mining projects worldwide,” he asserts.
AUSTRALIA’S SAFEST DRILLING OPERATORS
By utilising hands-free technologies, Titeline is leading the charge for safer
“BY EMBRACING BOLD IDEAS AND PIONEERING NEW APPROACHES, TITELINE IS NOT JUST ADAPTING TO CHANGE – IT’S LEADING IT, ENSURING THE INDUSTRY REMAINS RELEVANT, EFFICIENT, AND FORWARD-THINKING”
– MATTHEW ZANETTE, CEO, TITELINE DRILLING
and more sustainable explorations.
Indeed, the company’s systems minimise human exposure to hazardous environments, reduce operational downtime, and enhance precision through automation and real-time data integration.
With this in mind, its approach reflects a deep understanding of the industry’s evolving needs that converge digital transformation, environmental responsibility, and workforce safety.
“From advanced rig designs to integrated control systems, Titeline’s innovations aren’t just about keeping pace – they’re about setting the pace. Its forward-thinking ethos ensures every project is a step towards a smarter, safer, and more efficient future in drilling,” Zanette insights.
The company likewise has a founding belief that the most advanced technologies are only as powerful as the people who operate them.
As a result, it strives to foster a culture of continuous learning, curiosity, and innovation across every level of its team, from experienced professionals to entry-level drilling assistants.
By instilling these values, Titeline empowers its workforce to challenge the norm, strive for excellence, and uphold the highest standards of safety.
“There is a shared commitment to doing things the right way – not the easy way – as we refuse to cut corners or take unnecessary risks,” shares Zanette.
“Whilst our machines are designed to remove workers from hazardous environments, it’s our people who choose to stay safe, think critically, and lead with integrity.”
A NEXT-GENERATION SOLUTION
Amongst its multitude of innovative products, Titeline’s flagship asset is the ULT-R, a modular electrohydraulic robotic core drill rig designed specifically for underground mine exploration and grade control.
“What sets the ULT-R apart is its integration of robotics, automation, and autonomous systems, which significantly enhance safety, efficiency, and productivity,” Zanette informs us.
“TITELINE’S BROADER VISION IS TO CREATE AN INTELLIGENT UNDERGROUND DRILLING ECOSYSTEM THAT NOT ONLY IMPROVES OPERATIONAL PERFORMANCE BUT ALSO ENSURES SAFER WORKING CONDITIONS”
– MATTHEW ZANETTE, CEO, TITELINE DRILLING
The technology features two independent modules – the drill rig and rod carrier module – mounted on a track crawler chassis.
This modular design allows for flexible setup configurations and optimised coverage in underground environments measuring up to 5.5 x 5.5 metre mine workings.
The ULT-R offers a number of forward-thinking solutions, including automated rod handling to reduce manual steel interaction and improve safety; a user-friendly operative environment for ease of use and maintenance; and advanced analytics, machine learning (ML), and Internet of Things (IoT) integration for real-time, data-driven decision-making.
“Titeline’s broader vision is to create an intelligent underground drilling ecosystem that not only improves operational performance but also ensures safer working conditions,” he
insights.
Ultonotec, the result of a strategic joint venture between Titeline, Newland Precision Engineering, and Exploration Drill Masters (EDM), is the leading commercialisation platform of the ULT-R.
“Ultonotec is now actively bringing the ULT-R to market, offering mining and drilling companies around the world a next-generation solution that reduces operational risks, lowers costs, and enhances performance even in the most challenging environments,” Zanette expands.
Meanwhile, the integration of the ULT-R capability has also enabled Titeline to eliminate high-impact injuries commonly suffered by personnel operating in close proximity to live drilling equipment and reduce the long-term musculoskeletal impacts that are prevalent amongst workers in the industry.
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Mobile Seed Grader
“By minimising the manual handling requirements of the role, we have also opened the door to a more diverse workforce as the physical strength once deemed essential is no longer a limiting factor.”
LONG-LASTING RELATIONSHIPS
Titeline’s success and ability to innovate in such a way are deeply rooted in the strength of its relationships, as it has built enduring partnerships with its suppliers founded on trust, mutual respect, and a shared commitment to excellence.
TITELINE’S SERVICES –AT A GLANCE
DRILL RIGS – The company offers a multitude of modern rigs that are highly flexible to meet clients’ environmental, safety, and programme requirements.
DIAMOND DRILLING – Expert diamond drilling solutions are tailored for surface and underground projects, ensuring experience customers can trust and results driven by quality, innovation, and efficiency.
“These industry partners are more than just suppliers – they are an integral part of our journey and continued growth.
“We proudly recognise that without their unwavering support, Titeline would not be where it is today. That’s why we place immense value on collaboration and long-term engagement with businesses that share our values,” Zanette reflects.
The company is particularly passionate about supporting Australian-owned businesses that manufacture Australian-made products.
By choosing to work with local suppliers, Titeline ensures the highest standards of quality and reliability.
“This commitment demonstrates our belief in the power of local industry and pride in being part of a broader community that champions Australian innovation, craftsmanship, and enterprise,” he urges.
Equally, Titeline is dedicated to the well-being of its 300-strong workforce, which combines a wealth of experience with a strong focus on innovation and safety.
When the company decided to embrace technological advancement, safety and welfare were at the heart of every move.
“Every investment in innovation, from robotics to automation, has been driven by a single purpose – to protect and empower our people,” Zanette emphasises.
These advancements have not only made the company’s operations safer but also opened doors, giving team members the opportunity to gain hands-on experience in areas once considered out of reach through integrating robotic controls, coding, and advanced systems.
Such upskilling is not only enhancing individual careers but also positioning the business as a leader in an industry rapidly evolving through robotics and AI.
“By prioritising both safety and career development, we ensure our team doesn’t just keep up with change but leads it, as without them, there is no Titeline,” Zanette emphasises.
Looking to the future, as the drilling industry faces increasing pressure to evolve alongside rapid advancements in technology and sustainability, the company remains steadfast in its commitment to innovation.
Indeed, Titeline is poised to continue pushing the boundaries of what’s possible, driving the step changes necessary to keep the drilling sector aligned with broader industrial transformation.
“By embracing bold ideas and pioneering new approaches, Titeline is not just adapting to change – it’s leading it, ensuring the industry remains relevant, efficient, and forward-thinking,” Zanette concludes. Tel:
TRUSTED TO EXCEL
Mineral Mining Services specialises in providing comprehensive and tailored solutions that unlock value and drive long-term results. We speak to CEO, Robert Ryan, to find out about the company’s singleminded approach and dedication to creating exceptional results
Writer: Ed Budds
Project Manager: Eddie Clinton
Mineral Mining Services (MMS) delivers full turnkey contract mining services to established and start-up mines in Western Australia (WA).
The company’s contract mining services handle every facet of client operations – from machinery and equipment provision, to load and haul services and professional support on-site.
“Our solutions scale up or down to meet the unique needs of your operation, which means you maximise return on your investment (ROI) and
increase productivity on the ground,” introduces CEO, Robert Ryan.
With extensive experience in the mining sector, Ryan has a proven track record of leading successful projects and driving business growth. His strategic vision and unwavering commitment to excellence are instrumental in guiding MMS’s continued success.
“We provide modern fleets and equipment, with skilled operators, load and haul services, drill and blast, 24/7 mechanical assistance, heavy haulage transport, technical services,
and other mining services crucial to the smooth operation of a mine,” he adds.
Today, MMS’s people include engineers, heavy mechanical fitters, quarry managers, geologists, surveyors, operators, project managers, and other mining professionals, backed by decades of practical experience across various commodities and mines.
Every member of its expert team is committed to doing safe and efficient work that maximises productivity on-site.
SERVING THE REGION
SINCE
YOU WERE APPOINTED CEO IN NOVEMBER 2024, HOW HAVE YOU NAVIGATED THE ROLE?
Robert Ryan, CEO: “It’s been a busy and incredibly rewarding period. My focus has been on driving the company forwards, not just in the mining contracting space, but also in developing our own gold mining projects in the Kalgoorlie region.
“A key initiative has been reinforcing our commitment to developing a pipeline of projects that we can own and operate. This extends to a significant push towards strategic joint venture (JV) partnerships.
“We bring not only operational excellence but also the financial acumen to help get projects off the ground. Our expertise in structuring and managing these JVs allows for effective cost recovery and the potential for significant shared profits.
“We’re actively building this pipeline, aiming to secure exceptional returns beyond what you’d typically see from a mining services business. For example, our collaboration with Black Cat at the East Kal Project is a prime illustration, demonstrating our ability to align interests, contribute valuable resources, and work collaboratively towards mutual success.
“We’ve also continued to refine our client-focused approach, ensuring we consistently deliver tailored solutions that add real value.”
regarded as the region’s leading and most trusted mining partner.
“We pride ourselves on
driven. At MMS, we’re not just your average mining contractor. Whilst we provide comprehensive mine services across the Goldfields region, our real strength lies in tailoring specific solutions to our clients’ unique needs,” Ryan confirms. Utilising its department, the company more holistic approach to project development.
“We often work with companies, that have excellent resources but may lack in-house capabilities to bring them into production. We can fast-track those projects from ounces in the ground to money in the bank,”
“OUR PEOPLE ARE THE HEART OF OUR OPERATION, AND WE ARE PROUD OF THE EXCELLENT WORK THEY DO EVERY DAY”
– ROBERT RYAN, CEO, MINERAL MINING SERVICES
This involves everything from initial project development, through approvals, drilling, and comprehensive technical evaluation, to deliver the desired result.
“Our client base is quite diverse, but we particularly excel at supporting those who need that all-encompassing service to get their projects off the ground and into production,” he elaborates.
PEOPLE ARE THE PRIORITY
At MMS, the company believes an operation is only as good as the people who drive it.
“This is why we are committed to supporting our employees with ongoing safety training and opportunities to upskill. Making sure our staff achieve a healthy work and life balance is critical to our culture,” details Ryan.
“Our people are the heart of our operation, and we are proud of the excellent work they do every day,” he enthuses.
MMS aims to ensure it offers everyone a pathway to continue growing in their career. In this way, the company continually invests in its people’s overall development, ensuring they grow alongside the business itself.
“The ‘can-do’ attitude, safetyfirst approach, and efficiency our team portrays every day are the real drivers behind MMS’s rapid growth and continued success. It’s really rewarding to see that attitude every day,” Ryan tells us passionately.
“It’s about empowering our team to make decisions, take initiative, and work collaboratively towards our common goals.”
BUILDING PARTNERSHIPS
Crucial to the smooth navigation of its operations, MMS’s supply chain is indeed proudly relationship-based, and long-standing relationships, both locally and internationally, are absolutely critical to the company’s ongoing success.
“In this industry, trust and reliability are paramount. Maintaining strong relationships with our suppliers ensures we have access to the best equipment, materials, and support, allowing us to consistently deliver on our commitments to our clients,” Ryan claims.
Locally, these relationships are vital for supporting the communities in which MMS operates and ensuring a responsive and efficient supply of everyday necessities.
Servicing Perth Metro area, Goldfields, through to the Greater Pilbara regions.
We offer a full comprehensive service management of your fleet. No matter whether it’s tracked or wheeled, our staff are trained to carry out a full condition and wear report whilst offering product advice and training. Open
Undercarriage management Ground Engagement Tools (GET) and wear reports
• Product recommendations Condition and wear inspections and reports
• Assistance with scheduled undercarriage change-outs
“WE PRIDE OURSELVES ON BEING AGILE AND RESULTS-DRIVEN”
– ROBERT RYAN,
CEO, MINERAL MINING SERVICES
“Internationally, they give us access to specialised equipment and technologies that might not be available domestically,” he follows up.
Furthermore, for MMS, it’s about building partnerships that ensure seamless operations, competitive pricing, and the ability to adapt quickly to changing project needs.
“We make sure we maintain a direct line of communication with our key stakeholders and involve them in our business.”
DIVERSIFICATION AND DEVELOPMENT
Having grown exponentially in recent years, MMS’s key priorities for the future are clear.
“Over the next four months to two years, we’re focused on two main areas – firstly, continuing to build our pipeline of clients across the Goldfields region, ensuring we remain their trusted partner,” Ryan lays out.
“Secondly, and significantly, we expect to start building a portfolio of projects that we can own and operate ourselves, often through JVs,” he adds.
By diversifying into owning and operating its own projects and entering into strategic JVs, MMS is embarking on a tactical journey that it believes will deliver exceptional returns, over and above what is generally seen from a pure mining services business.
As such, the company sees
increased opportunities to develop projects with favourable resources that may not have the capabilities to enter production.
“Moving forwards, our goal is to leverage our substantial expertise, whether as a contractor or through collaborative JVs, to fast-track towards development and create lasting value for all stakeholders,” Ryan finishes earnestly.
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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.
A multi-channel brand, Healthcare Outlook brings you the positive developments driven by organisations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered safely to your inbox with a bi-weekly newsletter.
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.
THE GUARDIAN OF ENGA’S HEALTHCARE
Equipped to deliver high-quality healthcare throughout the Enga province of Papua New Guinea, the Enga Provincial Health Authority goes above and beyond to reach the area’s most hard-to-access regions. Vincent Pyakalyia, CEO, shares more
Writer: Lucy Pilgrim | Project Manager: Harry Thurlow
The healthcare industry in Papua New Guinea (PNG) is full of potential having addressed significant challenges, particularly in the Enga province.
Although several hurdles remain, including delayed or limited government funding and workforce shortages, promising developments are on the horizon to ensure critical healthcare reaches even the most remote districts.
Prepared to fulfil its founding mission, the Enga Provincial Health Authority (Enga PHA) is a decentralised government body responsible for managing and coordinating all public health services in the region.
PHAs were first enacted in PNG in 2007 under the PHA Act, a legislative framework established by the government to integrate and streamline local health
service delivery.
Enga PHA was established in June 2013 with a mission to bring healthcare decision-making closer to the rural communities it serves, ensuring care is responsive, accessible, and aligned with local needs and priorities.
“Prior to the introduction of PHAs, our healthcare system was quite rigid and centralised. All public health was primarily managed by the provincial governments, which meant funding across the country was limited as adjacent public services also needed to be managed,” introduces Vincent Pyakalyia, CEO of Enga PHA.
Consequently, healthcare lacked the necessary variability to effectively reach rural districts due to a disconnect between the primary curative health services and public health outreach.
Nowadays, following the implementation of PHAs, the authority provides both curative and public health services through government support. This streamlines health service delivery, ensures better coordination between national and provincial health efforts, and enhances access to quality healthcare for the people of the Enga province.
BALANCING THE NEEDS OF GOVERNMENT AND PEOPLE
Enga PHA has a primary obligation
to ensure that health services are delivered on behalf of the provincial government as it continues to work towards building a more resilient and responsive health system through improved infrastructure, staff training, and data-driven decision-making.
The authority’s key services encompass inpatient and outpatient care, maternal and child health, immunisation programmes, disease prevention, and emergency medical response.
OVERCOMING WORKFORCE OBSTACLES
Despite recent developments, the current PNG health system is hindered by a limited workforce, leading to insufficient staff numbers to provide services to their full potential.
Consequently, the authority is dedicated to retaining and developing health workers to the best of its ability.
“At Enga PHA, staff members are the backbone of service delivery, spanning from frontline clinicians to support personnel. Recognising their dedication is essential to maintaining a motivated and high-performing workforce,” Pyakalyia notes.
Employee empowerment begins with continuous learning and professional development, ensuring they possess the necessary skills and confidence to deliver highquality care.
Additionally, recognition is provided both formally and informally through regular staff awards, acknowledging exceptional performance, and celebrating milestones, all of which contribute to a culture of appreciation.
“Most importantly, actively listening to staff feedback and acting on their insights demonstrates that their voices matter and contributions are valued.”
Based in Wabag, the provincial capital, Enga PHA also functions across five additional local districts –specifically Wapenamanda, Lagaip, Porgera-Paiela, Kompiam-Ambum, and Kandep – serving a population of around 571,000.
“With a workforce of almost 1,340, the authority employs a diverse team of healthcare professionals and support staff to meet the province’s health needs,” Pyakalyia outlines.
Through direct government funding, the authority has been able to expand its services and partnerships with stakeholders, which has subsequently enabled Enga PHA to establish its own healthcare delivery programme.
“Working on behalf of the provincial government gives us the economy and autonomy to drive and manage our people as a technical advisory body to the Department of Health, granting us the power to manage health in the province according to the needs of our people,” he explains.
“AS A FLAGSHIP FACILITY, ENGA PROVINCIAL HOSPITAL SIGNIFICANTLY DIFFERENTIATES ENGA PHA FROM OTHERS BY POSITIONING IT AS A NATIONAL LEADER IN HEALTHCARE INNOVATION AND SERVICE DELIVERY”
– VINCENT PYAKALYIA, CEO, ENGA
PROVINCIAL HEALTH
AUTHORITY
Enga PHA also has the opportunity to connect with development partners and organisations such as the World Health Organisation (WHO), UNICEF, and other institutions in the health sector.
The authority works directly with these partners to seek support, whether that involves funding for training or donations of equipment, appliances, and medicines.
“The evolution of Enga PHA reflects a commitment to providing equitable, effective, and sustainable health services for all,” Pyakalyia states.
A LANDMARK HEALTH FACILITY
A notable development under the authority’s management is Enga Provincial Hospital – a modern, 300-bed facility featuring state-ofthe-art technology and sustainable infrastructure to enhance health delivery in the region and meet international standards.
The hospital, which opened in March 2025, marks a groundbreaking development in PNG’s healthcare landscape, particularly as it is the country’s first purposebuilt greenfield facility since gaining independence in 1975.
Introduction
BP Home Centre Ltd is a locally registered company operating in Papua New Guinea, specifically established to cater to the growing demands for building and hardware materials.
Founded in Wabag, Enga Province, the company focuses on supplying and delivering high-quality
BP Group of companies:
BP Building & Hardware
Suppliers Limited
BP Home Centre Limited
BP Freighters Limited
BP Restaurant Limited
construction supplies to contractors and builders across the Highlands region. Committed to integrity, transparency, and customer satisfaction, BP Home Centre and BP Building and Hardware Supplies Ltd is well-positioned to contribute significantly to the nation’s development efforts.
Current Market Position
BP Home Centre Ltd is strategically located in Wabag, allowing it to serve clients efficiently within the Enga Province and surrounding areas. The company operates in a market characterized by increasing demands for construction materials due to ongoing infrastructure development in Papua New Guinea. The experienced management team and dedicated staff provide a competitive advantage by delivering timely and reliable services
Financial Outlook
With a single director holding 100 percent shareholding, BP Home Centre Ltd is agile in decision-making and can swiftly adapt to market changes. The company’s partnership with Bank South Pacific ensures
robust financial management and operational efficiency. As construction activities in Papua New Guinea increase, the company anticipates steady revenue growth in the coming years.
Health and Safety Commitment
BP Home Centre and BP Building & Hardware Supplies Ltd prioritizes the health and safety of its employees. An Occupational Health and Safety (OHS) framework ensures a safe working environment, and personal protection equipment is provided to all staff. This commitment not only enhances employee satisfaction but also elevates the company’s reputation in the industry.
Strategic Goals
To solidify its market position, BP Home
Centre and BP Building & Hardware Supplies Ltd will focus on the following strategic goals:
Expand Product Range
Identify and introduce additional products that meet emerging market demands.
Enhance Supply Chain Efficiency
Streamline logistics and procurement processes to reduce costs and improve delivery times. Strengthen Customer Relationships
Develop personalized engagement strategies to understand client needs better and enhance service delivery.
Investment in Technology
Leverage technology for inventory management and sales tracking to optimize operations.
SERVICES OFFERED
• The core business of BP Groups of Companies encompasses:
• General Hardware Materials
• A diverse selection of tools and equipment essential for construction projects.
• Building Construction Materials
• Quality supply of materials required for residential and commercial construction.
• Plumbing Materials
• Comprehensive range of plumbing supplies tailored for all project sizes, from small repairs to large installations.
Home Good White goods and small appliance sole suppliers based in Wabag, Enga Province.
Restaurant
Provide a competitive restaurant in Wabag second to none. Freighters
We provide best and competitive freighters services to colleague business house and individuals business owners in the highlands of Papua New Guinea.
I)Challenges
Market Competition
There is a growing number of competitors in the hardware supply sector, necessitating continuous improvement in service and product offerings.
Supply Chain
Disruptions
Fluctuating availability of materials and shipping delays could impact operations.
ii) Opportunities
Infrastructure Development
The ongoing government push towards infrastructure development presents substantial opportunities forsupply contracts.
Partnerships with Contractors
Building strategic partnerships with contractors and project developers can enhance market presence and customer base.
Conclusion
BP Group of Companies are poised for growth and success in Papua New Guinea’s construction sector. With a strong commitment to customer satisfaction, operational efficiency, and employee safety, the companies are well-prepared to meet the diverse needs of its clients while contributing to the nation’s development ambitions. By continuously aligning its objectives with market demands and leveraging its competitive advantages, BP Home Centre and BP Building and Hardware Supplies
Ltd aims to establish itself as a leading supplier of building and hardware materials within the region, going forward. This company outlook aims to inform stakeholders about BP Building & Hardware Supplies Ltd.’s vision, operational strengths, and growth potential. All interested parties are encouraged to explore partnership opportunities and engage with the company as it takes steps toward fulfilling its strategic goals.
bpgroup04@gmail.com
www.bpgroupcompanies.com
“As a flagship facility, Enga Provincial Hospital significantly differentiates Enga PHA from others by positioning it as a national leader in healthcare innovation and service delivery,” Pyakalyia highlights.
With advanced diagnostic and surgical units, along with specialised services such as maternal and neonatal care, the hospital not only enhances clinical capabilities but also reinforces the authority’s commitment to delivering healthcare in rural settings.
In addition,, Enga PHA is fortunate to have strong political support, as the province’s Governor, Sir Peter Ipatas, GCL, KBE, MP, is wellrespected and one of the longestserving members of parliament in PNG.
“He’s a very practical person, and
this hospital is the culmination of one of his visions. It’s not going to be an easy project, but we’re all committed to getting it done.”
Enga Provincial Hospital showcases the authority’s strategic vision, robust governance, and capacity to attract top-tier partnerships and investments – elements that distinguish it from other PHAs in the country.
“It serves as a benchmark for future healthcare infrastructure projects in PNG,” Pyakalyia boasts.
FACILITATING VITAL HEALTHCARE PROCEDURES
One area of care Enga PHA aims to advance at Enga Provincial Hospital is endoscopic surgery, following the department’s earlier closure due to insufficient technology and equipment.
“Given many people come from quite remote areas for surgeries, patients often remain in the hospital for extended periods. Sometimes that’s not economical, so we aim to shorten their stay, and the new endoscopic approach will provide us that opportunity,” Pyakalyia explains.
Enga PHA also aims to introduce robotic surgery at the hospital and across the province, helping to enhance the hospital’s visibility and promote it as a distinctive facility.
The authority aims to meet the needs of the local community by ensuring adequate outreach and proactive healthcare.
“Endoscopic surgery has come a long way since it was first rolled out here, so I think PNG is in a better position to implement something
ENGA PHA’S ESG PRACTICES
The authority actively engages in environmental, social, and governance (ESG) practices that align with its mission of sustainably delivering quality healthcare. These include:
ENVIRONMENTAL INITIATIVES
Enga PHA is involved in the Strengthening Integrated Sustainable Landscape Management (SISLaM) project in the province, established by the UNDP. This initiative tackles environmental challenges such as land degradation, deforestation, biodiversity loss, and climate change.
Through SISLaM, over 10,000 farmers have been trained in eco-friendly agricultural practices, whilst sustainable management procedures have been introduced across 20,000 hectares of agricultural, forest, and pastoral ecosystems.
SOCIAL PROGRAMMES
In collaboration with significant development institutions, Enga PHA has conducted province-wide immunisation campaigns to protect children from preventable diseases and organised mental health awareness weeks that include workshops and seminars aimed at promoting better mental health and well-being.
GOVERNANCE PRACTICES
Operating within a structured governance framework, Enga PHA has a Board of Governance that ensures effective oversight and strategic direction for the authority.
like this compared to previous years, so that’s where we’ll start,” he states.
Elsewhere, Enga PHA will dedicate considerable time to refurbishing all six district hospitals to support the outreach of Enga Provincial Hospital, deploying skilled staff throughout the province.
This will be further compounded by the introduction of aid posts –smaller health centres that provide specialist care to more rural areas –and partnerships with church health providers, ensuring individuals in harder-to-reach areas can still receive care.
LEVERAGING INNOVATIVE TECHNOLOGY
In line with the upward technological trajectory of PNG’s healthcare sector, Enga PHA is investing in innovative
solutions, such as delivering medical supplies by drone to remote areas.
“Drones can easily pick up and drop off supplies in certain locations, so this is probably our biggest innovation that will change how we provide our services to remote areas,” Pyakalyia comments.
Through its partnership with the UN Development Programme (UNDP), the authority also has the opportunity to deploy Starlink across the province to address logistical barriers.
Indeed, the satellite constellation provides better access to information for remote health centres and assists hospitals in engaging in virtual teaching, ultimately having farreaching impacts.
Elsewhere, Enga PHA has recently set up a fuel depot and vehicle maintenance workshop to tackle some of its major expenses and geographical challenges.
For instance, the authority relies heavily on the regular supply of fuel to operate in areas with limited power availability, which consumes a significant portion of its operational budget.
QUALITY Matters
Our mission is to develop and set the benchmark for doing business in Papua New Guinea and abroad, guided by Christian values and principles.
The Mobo Group of Company Limited (MGCL) was incorporated by its directors, and registered with the PNG Investment Promotion Authority (PNGIPA) in 2006. The initial original core business of the company was the provision of medical health care services to the remote rural masse populace and the urban disadvantage; however since then, the
company had business expansion and subsequently established its subsidiaries. Our goal is to provide outstanding service delivery to our customers. MGCL is backed by our multifunctional team of highly qualified personnel both at Strategic Management and Operational levels. MGCL believes in its capabilities to deliver services beyond clients’ expectations.
Mobo is a leading PRIMARY HEALTH CARE SERVICE PROVIDER, together with its complimentary Pharmaceutical services providing basic primary health care to the rural populace and the urban disadvantaged. We are based in Gerehu Stage three (3), serving the urban disadvantaged; having served in the remotest places in KIKORI DISTRICT hospital, KAPUNA rural hospital, TINSLEY Baptist rural hospital, in MUL BAIYER electorate, LUMUSA health center, UGINI aid posts, etc.…Our Vision is to be the Primary Health Care Service Provider of Choice for Private Public Partnership (PPP) with the National Government, Provincial Governments, Faith Based Organizations, and Non-Government Organizations, in the delivery of basic primary health care service to the people.
Our Mission
Develop and set the benchmark for doing business in Papua New Guinea and abroad guided by Christian values and principles.
Our Vision
To do quality business using biblical principles: “be fruitful, multiply, replenish, subdue, and have dominion”: genesis 1: 28
However, due to Pyakalyia’s previous experience, he can access a main supplier, thereby sufficiently supplying a comprehensive fuel depot.
Furthermore, the establishment of a vehicle maintenance workshop enables Enga PHA to avoid outsourcing fleet maintenance services, utilising its team of mechanics and ultimately reducing costs.
STREAMLINING THE SUPPLY CHAIN
Most of Enga PHA’s medical and pharmaceutical supplies provided by the government are transported from Mount Hagen, the capital of the neighbouring Western Highlands province, and travel by truck.
“As a result, partner and supplier relationships are paramount for timely and quality distribution,” Pyakalyia attests.
Enga PHA has also engaged with Australian healthcare expert Dr. Grant Muddle, ML, to assist in
459 K
799 K 1,658 K
2,592 K 6,006 K
sourcing high-quality, fit-for-purpose equipment for Enga Provincial Hospital.
“Employed by the Enga Provincial Government, Muddle brings decades of international experience and deep knowledge of the latest healthcare technologies and medical equipment. His global network of trusted
suppliers has enabled us to source equipment at highly competitive prices,” he explains.
In a resource-constrained environment, this procurement model ensures the authority receives the best value for money.
Beyond cost and quality, Muddle’s expertise and experience have helped
to streamline and standardise the equipment used across Enga PHA.
This has led to simpler training for clinical and biomedical teams, easier access to spare parts, and improved efficiency in equipment maintenance and repairs.
“Ultimately, this has enabled us to build a more innovative, sustainable procurement model, supporting better patient care and more efficient resource management across the entire health network,” Pyakalyia concludes.
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As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
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BUSINESS AS UN USUAL
Headquartered in Madrid, Spain, and with extensive operations across Europe, Asia Pacific (APAC), and beyond, sustainable infrastructure management company ACCIONA is on a mission to leave a positive legacy for society.
Carlos Cerezo Ramos, APAC Water Regional Director, tells us more
Writer: Lily Sawyer | Project Manager: Ben Weaver
USUAL
As it faces rapid urbanisation, climate change, and resource scarcity, the sustainability outlook across the APAC region is complex, with a mix of developed and developing countries at different stages in their climate journeys.
Australia, for example, is currently doing everything it can to reduce greenhouse gas emissions by 43 percent below 2005 levels by the end of the decade, which aligns with its Nationally Determined Contribution (NDC) under the Paris Agreement.
In Southeast Asia, meanwhile, organisations are seeking to decrease their carbon footprint by purchasing renewable energy certificates (RECs) and carbon credits, particularly in areas with limited access to renewable energy.
Driven by its ambition to design a better planet, ACCIONA, a leader in renewable energy and water management, is redefining how sustainable infrastructure is implemented across the APAC region to assist nations in achieving their sustainability targets.
“ACCIONA flies the flag for sustainability, implementing projects that utilise renewable energy so we can mitigate the impact of carbon emissions,” introduces Carlos Cerezo Ramos, APAC Water Regional Director.
In response to global water scarcity, the company is working to ensure universal access to the vital resource through comprehensive and sustainable water infrastructure and management systems.
“We are aware that the water business, especially desalination, consumes a lot of energy, so we’re finding ways to implement more
sustainable projects in the near future,” Ramos adds.
FACILITATING THE PHILIPPINES
ACCIONA’s activities in the Philippines began in 2016 with the Putatan 2 direct water treatment plant (DWTP) for Maynilad Water Services, Inc. (MWSI), which is adjoined to the existing Putatan 1 DWTP and has a capacity of up to 150,000 cubic meters (cbm) per day, supplying clean drinking water to almost six million people across Manila.
The company has recently increased its presence in the country, having successfully commissioned Laguna Lake DWTP earlier this year, adding a further 150,000 cbm per day of capacity.
“Between both projects, we supply the majority of Southern Manila with safe drinking water,” Ramos states.
Elsewhere, ACCIONA is undertaking the East Bay 2 DWTP in the north of the Philippine capital for Manila Water.
“In this case, the project will have a capacity of 200,000 cbm per day to serve a population of two million,” he clarifies.
Something that both projects have in common is their source, Laguna de Bay – the largest inland freshwater lagoon in the Philippines and the second largest in Southeast Asia.
Utilising Laguna de Bay has helped ACCIONA ensure a clean and healthy water supply for Manila when other methods have proven challenging.
With two large dams close to Manila – Kaliwa and Laiban – not expected to reach completion until at least 2027, the water supplied from Laguna de Bay has proven crucial in sustaining the population in the interim.
Meanwhile, the quality of untreated water remains unsuitable for consumption, tainted by rainfall and runoffs from agricultural irrigation containing ammonia, solids, and organic materials.
“Desalination is also not an option for Manila, with the sea being so far from the city and the costs associated with this process being too high,” Ramos points out.
Therefore, extracting from Laguna de Bay presents the most sustainable and cost-effective option for supplying the capital with fresh drinking water, which is why ACCIONA has been the first choice in overseeing the city’s last three DWTP initiatives.
“We consider the design and execution of these projects in the Philippines to be a major success, and we hope to continue to do more,” he prides.
ENABLING AUSTRALIA
With a presence in Australia spanning more than two decades, ACCIONA
“ACCIONA FLIES THE FLAG FOR SUSTAINABILITY, IMPLEMENTING PROJECTS THAT UTILISE RENEWABLE ENERGY SO WE CAN MITIGATE THE IMPACT OF CARBON EMISSIONS”
– CARLOS CEREZO RAMOS, APAC WATER REGIONAL DIRECTOR, ACCIONA
has been involved in numerous successful projects in the country, namely the Adelaide desalination plant in South Australia (SA) and the Mundaring DWTP in Western Australia (WA).
Delivering water to the Goldfields region, over 500 kilometres away from the source, the Mundaring DWTP continues to supply one of the longest water networks on Earth – a project Ramos has been personally
involved in since its inception 15 years ago.
“WA’s water connection network remains one of the best I’ve seen in the world, with advanced treatment plants and processes in place,” he reflects.
However, the recent lack of rainfall in WA and Perth specifically has led to some of the city’s subterranean water supply and underground well systems drying up.
ACCIONA WATER DIVISION – AT A GLANCE
559.82 CUBIC HECTOMETRES (HM3) of desalinated water in 2024
128.95 HM3 of drinking water in 2024
1,362.71 HM3 total volume of treated water in 2024
55 PERCENT of the water treated in waterstressed countries
170 MILLION+ people have benefitted from ACCIONA’s services throughout its history
When combined with the rising demand for drinking water caused by a rapidly growing population and subsequent residential and industrial development, the need for further water infrastructure has been recognised.
Therefore, ACCIONA has been selected to lead a consortium on behalf of Water Corporation, the pre-eminent water utility in WA, to develop the Alkimos Seawater Desalination Plant (ASDP) in Perth over the next 10 years.
The third desalination plant in the city, ASDP will be responsible for supplying clean drinking water to the north of Perth, with a network featuring an integrated water supply scheme capable of delivering 332 billion litres annually to over two million people.
Presenting an innovative solution, ACCIONA’s Water Corporation will utilise treated wastewater to replenish existing underground systems in Perth.
“This natural filtration method
will ensure that even farms and communities far away from the capital can access water for agriculture and businesses,” Ramos insights.
“This is the perfect use of a water cycle in WA, to which we are actively contributing. In this way, the state continues to be a leader in water treatment,” he adds.
AN EMPLOYER OF CHOICE
Having renewed its Top Employer certification in 12 of its global markets in 2025, ACCIONA’s ability to attract and retain talent is second to none.
A prestigious accolade awarded to only those with a first-class working environment and high employee well-being statistics, the company has proven its status as an employer of choice.
“Our approach is a combination of training young talent whilst maintaining equality and diversity targets and investing in areas of the business owned by minorities,” Ramos shares.
GENERATION
Wastewater Treatment Plant USA
2250KG Hybrid
Water
Singapore
9600KG as 0.8% Sodium Hypochlorite
Water Treatment Plant
Hong Kong
3400KG Hybrid
Commercial Bleach Producer
South Africa
1125KG as 12.5% Sodium Hypochlorite
Treatment Plant
MANAGING THE INTEGRAL WATER CYCLE, STEP-BY-STEP
1. WATER COLLECTION – From different sources
2. DESALINATION – Removal of salt and other minerals from seawater or brackish water to make it fit for irrigation or human consumption
3. PURIFICATION – Water treatment for human consumption
4. DISTRIBUTION – Maintenance of the water distribution network
5. WATER SUPPLY – To populations and for agricultural irrigation
6. SANITATION – Maintenance of the sanitation network
“WE VALUE THE BALANCE BETWEEN WORK AND FAMILY, WHICH HAS LED TO MANY OF US WORKING FOR THE COMPANY FOR OVER 20 YEARS”
–
CARLOS CEREZO RAMOS, APAC WATER REGIONAL DIRECTOR, ACCIONA
ACCIONA’s PEOPLE strategy, which is part of its 2025 Sustainability Master Plan, places individuals at the core through four key areas of focus – recognition of merit, diversity and inclusion, a transformative work environment, and leadership –each of which has been recognised by the company’s Top Employer certification.
“We value the balance between work and family, which has led to many of us working for the company for over 20 years,” he adds.
Rather than working in silos, ACCIONA maintains positive interdepartmental interactions whilst
promoting the values at the heart of the company – sustainability, social impact, local interest, and innovation.
In addition, ACCIONA maintains ongoing agreements with equipment companies, meaning that when projects ramp up, they can go to market quickly.
The agility afforded by this agreement allows the company to remain ahead of the curve, offering greater job stability to employees.
Elsewhere, internal mobility is very important to ACCIONA, with the company committed to providing flexibility and travel opportunities for its employees.
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“As I look to the future, these are the values that will attract new generations to ACCIONA,” Ramos surmises.
LOOKING AHEAD
As the company continues to grow and provide water services throughout the APAC region, ACCIONA is seeking to expand its presence in Southeast Asia whilst continuing to develop further projects in Australia.
The company has also recently entered New Zealand, having been contracted to carry out various transportation projects in the country, where it hopes to expand its presence to include the Water Division in 2025.
“In addition to our Tseung Kwan O (TKO) desalination plant currently in operation, we are also bidding on projects in Hong Kong and beginning to look into other countries in Southeast Asia,” Ramos tells us.
With plans to extend beyond
its waterworks in the Philippines to Vietnam, ACCIONA anticipates future development across Thailand, Malaysia, and Indonesia, with conversations already taking place on the logistics of exploring the markets in these nations.
“We’re not exploring China purely because there are other developing nations in the region that require more help from us,” he assesses.
As such, ACCIONA’s mission to bring water to the people, expand the
brand, and prioritise sustainability is clear.
“In short, those are our targets for the year – to expand in Southeast Asia and continue our growth in Australia,” Ramos concludes.
A LEGACY OF INDUSTRY LEADERSHIP
A global provider of port agency, marine services, and digital solutions, Inchcape Shipping Solutions takes care of all its clients’ international needs so they can concentrate on staying ahead of the competition. We revisit the company with David Pratt, Regional CEO –Asia Pacific
Writer: Lauren Kania
Project Manager: Poppi Burke
With a mission to use technology and a vast global network to help partners connect to a smoother, smarter ocean, Inchcape Shipping Services (Inchcape) boasts nearly two centuries of experience to support its clients’ operations, wherever they may occur.
Having been in business since 1847, the company recognises that international trade has always been dependent on port services and prides itself on providing the local knowledge and means to deliver port calls that enable businesses to ship smoothly and trade successfully.
“With 260 offices in over 60 countries and an extended network of partner agents, Inchcape covers approximately 85 percent of the world’s commercial ports,” introduces David Pratt, Regional CEO – Asia Pacific.
Though port agency is Inchcape’s primary offering, it is truly a marine services provider, delivering services for marine supply chain and logistics, survey and inspections, a full range of liner agency products, information solutions, and global hub solutions such as its OneCape HUB and OneCape DA products.
The latter are designed to provide outsourced solutions to customers in terms of port call management and managing, auditing, and optimising disbursement accounts – a key part of a port call.
David Pratt, Regional CEOAsia Pacific
“It’s about port cost control and management on behalf of our principals, enabling us to continue our role as a reliable partner on both the operational and financial side and ensuring customers know they are always working with a trusted, global partner,” Pratt details.
Port agency plays a very unique role within the industry, one that Inchcape excels at. Although it may not be the most well-known part of the shipping process, port agency requires a team to coordinate safe, efficient, and costeffective solutions for both vessel and crew calling at a port.
Port agency can encompass anything from berth and operational planning for cargo operations to providing local support to crew and vessel, such as water supply or medical support. It’s a critical part of the shipping process and Inchcape provides a global solution, acting as a partner to vessel operators, charterers, ship managers, and shippers and receivers.
Since last featuring the company in 2022, the industry has notably evolved alongside the global economy.
One of the areas where Inchcape sees a strong growth opportunity is providing tailored solutions to each customer.
“There is huge opportunity out there in the supply chain market at the moment, but it requires having a deep understanding of customers’ requirements and building solutions that hit the mark and add value to their business,” Pratt confirms.
LEVERAGING A GLOBAL NETWORK
Inchcape differentiates itself from the global competition in a variety of ways. Most notably, it leverages the power of its global network to the benefit of its customers to improve operations, reduce costs, and make better data-driven decisions in every port.
HOW DOES YOUR UNIQUE GEOGRAPHICAL FOOTPRINT
ALLOW YOU TO OFFER CUSTOMERS A FULL RANGE OF SOLUTIONS DELIVERED WITH EXCEPTIONAL SERVICE AROUND THE WORLD?
David Pratt, Regional CEO – Asia Pacific: “Our global process ensures that every customer, whether they are dealing with us in Singapore or South Africa, is going to receive a consistent, high-quality service and product.
“By offering our team the same training globally and working to continually refresh and upgrade our training materials, it enables us to drive what we define as operational excellence and set a clear expectation for our team of a service level that we are proud to deliver to our customers.
“We are a service industry, and it’s the power of our people that makes a big difference. We need to ensure we’re always putting the best service forwards.
“Globally, Inchcape is investing in new system implementation, providing a common upgraded global platform which will continue to drive our industryleading service delivery whilst also supporting new products for our customers. Continual improvement helps us strive to be the market leader in our industry whilst being supported by the largest international global network, enabling us to combine local and global knowledge to streamline and optimise port operations.”
“Our people, global connections, and product range are key factors for us,” Pratt specifies.
“It’s about understanding what our customers are looking for and how we can work to deliver value as part of that process.”
The company also recognises that trust is crucial for a long-term client relationship, and it works to ensure a mutual partnership to not only achieve the best results but also truly make a difference.
“We can see that Inchcape has been growing strongly for the last few years, and it’s because we’ve been able to deliver valueadding outcomes whilst investing in new technology that assists with providing perspective and transparency what is happening in global trade lanes and at local port level,” he expands.
Equally, the company provides strong governance and focuses on health, safety, security, and environment (HSSE) within the industry, always working to drive operational efficiency and ensure it’s functioning in the safest, most costeffective manner.
Inchcape prides itself on helping clients concentrate on their core businesses by providing real-time port data and information generated by its global network.
The company’s various networks allow it to source information at a local level whilst also providing global market intelligence to customers. This ability to offer insights and impacts on the logistics chain is crucial for many customers.
“Information is becoming a strong part of our service delivery. Cargo moves from origin to destination, so the ability to have our own local port network and business partners in over 85 percent of global ports gives us a key ability to provide global information across the entire cargo movement rather than in a single location,” further informs Pratt.
“THERE IS HUGE OPPORTUNITY IN THE SUPPLY CHAIN MARKET AT THE MOMENT, BUT IT REQUIRES HAVING A DEEP UNDERSTANDING OF CUSTOMERS’ REQUIREMENTS AND BUILDING SOLUTIONS THAT HIT THE MARK AND ADD VALUE TO THEIR BUSINESS”
–
DAVID PRATT, REGIONAL CEO – ASIA PACIFIC, INCHCAPE SHIPPING SERVICES
INNOVATION DRIVING EFFICIENCY
Inchcape has achieved enviable logistics growth over the past few years, with the company having recently expanded to 260 offices and opened new warehouses in Singapore.
“We looked at our ability to service the current logistics demands of our clients and recognised there are further opportunities in places like Singapore where customers are looking for additional support from their marine services provider,” Pratt explains.
The company opened its first warehouse 18 months ago, and within
INCHCAPE VALUES
GLOBAL PERSPECTIVE – The company connects the world and sees the bigger picture.
POWER OF PEOPLE – Inchcape leverages the strength of local agents’ knowledge and relationships.
PROGRESS – The company adopts new thinking and pushes for positive change in the industry.
just six months, it was full. Inchcape is now taking that growth capability and moving to a new facility later this year, quadrupling the size of the space available within the country.
However, Singapore is not the only location where Inchcape has expanded. It acquired and opened new offices in Norway, South Korea, Spain, the UK, Denmark, and the Philippines to name a few, with the company also looking to open in Brunei and other key locations in 2025.
“Customers come to us looking for an international agency that can represent and protect their interests within these locations, so we are expanding to meet these needs,” he informs.
Equally as important to continuing this growth is Inchcape’s ability to consistently provide reliable supply chain logistics.
Being a key component of each customer’s business in one form or another, the company delivers an effortless way to manage both the procurement and logistics process.
“Procurement can be an outsourced solution for a lot of our customers, helping them streamline their logistics channel, providing anything from provisions to spare parts,” insights Pratt.
“We give them full access to
a global network and reliable and carefully selected suppliers, streamlining communication through one centralised point and ensuring 24/7 worldwide access that’s fully supported with a strong governance and compliance mechanism.”
As a marine services provider, the company also enables its customers to optimise their supply chain from a pricing perspective, ensuring they receive the best service possible and tailoring each solution to individual requirements.
“Each customer is different and has unique needs. Our solution gives them that operational resilience whenever they need it,” asserts Pratt.
DEDICATED TO A CONNECTED FUTURE
With a long and storied history, Inchcape readily recognises that one of the primary components of its long-term success is its workforce.
Dews Pte Ltd has been licensed by the Maritime and Port Authority of Singapore since 2016 to supply freshwater using water tankers in the port of Singapore. We operate desalination plants that are mounted on water tankers to ensure a more sustainable and efficient way of delivering freshwater to the marine industry in Singapore. Our fleet consists of two water tankers, with a combined capacity to supply up to 1,000 metric tons of freshwater daily.
“People are our most valuable asset. We’re a service industry, so we need to be focused on supporting and enabling our staff,” Pratt affirms.
“People are the cornerstone of what we do on a day-to-day basis, and we have to be cognisant of how we can
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leverage their strength, knowledge, and relationships within the industry and provide them with room to grow and become entrepreneurial.”
In parallel, Inchcape prioritises corporate social responsibility (CSR) initiatives and works to assist its clients in lowering their emissions and carbon footprint.
As these customers move vessels around the world, Inchcape helps them manage their Scope 3 emissions in port through various methods.
“Our inventory management tool, which allows customers to manage and monitor their emissions, helps minimise both their costs and environmental impact,” he details.
Additionally, the company provides other eco-friendly offerings to its customers, including underwater cleaning, inspection for biofouling, and even sustainable boiler suits, further proving its ability to deliver innovative solutions.
As Inchcape looks towards the
Our expert team helps maritime clients reduce their environmental footprint, improve operational efficiency, and achieve sustainability goals while adhering to international environmental regulations and industry best practices.
future of the global supply chain logistics industry, it is planning to continue expanding its geographical footprint.
With the market constantly adapting and shifting in line with trade patterns and the global economy, the company is identifying growth opportunities and how it can further connect its customers to ports around the world in a seamless manner.
“We utilise our network to connect customers to our overall global capabilities. We are able to adapt to whatever market changes occur and provide customers with a solution wherever they may need it,” Pratt concludes.
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LEADERS IN AN EVOLVING ELECTRODE INDUSTRY
In a world marked by trade tensions and economic uncertainty, Resonac Graphite Business Unit is redefining its approach to sustainability, innovation, and customer partnerships. Tim Saxon, CMO, reflects on the current challenges as we revisit the company
Writer: Rachel Carr | Project Manager: Nicholas Kernan
Today’s headlines are filled with discussions about tariffs and trade wars, making the future of global commerce a topic of widespread concern.
We reconnect with Resonac Graphite Business Unit (RGBU) to explore how these developments have affected the company since we last spoke a year ago.
“Regardless of the outcomes in the current trade discussions, I believe this period will have a lasting impact on how businesses think about their suppliers, operations, and customers in the future,” introduces Tim Saxon, CMO.
The last year has been challenging for the graphite electrode (GE) industry, with most major competitors finishing 2024 in a financial deficit, and worryingly, Q1 2025 has not seen much improvement.
“Much like the steel producers we serve, we operate in an industry where China manufactures over half of the world’s supply.
“With enough capacity to meet its domestic needs four times over, China exports its ‘subsidised overcapacity’ to other global markets. This puts significant downward pressure on domestic pricing and harms the local suppliers and regions where they
operate,” Saxon points out.
Fortunately, various government and trade organisations have begun understanding the need for a healthy domestic electrode industry, as demonstrated by tariffs and anti-dumping duties on Chinese electrodes in the EU, US, and Japan, which just announced their preliminary duties in February this year.
“80 percent and 75 percent of the total spend of our Japanese and US electrode plants stayed inside the respective countries. These funds will support domestic energy suppliers, local and regional governments in
the form of taxes, domestic workers, and the communities where they live,” Saxon explains.
EVER-EVOLVING ELECTRODES
As with all industries, the GE market is continuously evolving, and RGBU primarily services customers who use electric arc furnaces (EAFs) to melt scrap steel into new products, creating 75 percent less carbon dioxide emissions than the traditional blast furnace method of steel production.
One of the many advantages of an EAF is its flexibility and agility. Depending on customer orderbooks,
the furnace can run to maximise production volumes or run to maximise efficiency and minimise energy consumption.
“We are very excited to be a critical part of the circular economy, in that our electrodes are essential for this type of steel recycling. It is widely agreed that the future is bright for the EAF industry, and we are glad to be partners with electric steelmakers worldwide,” Saxon enthuses.
A GE is needed to make every tonne of EAF steel, and the product is becoming increasingly commoditised. This is the primary contributor to the current global challenge of balancing
supply and demand.
“We are optimistic that the proper authorities are addressing those challenges in places where they are needed most.
“Regardless of the outcomes in trade cases or geopolitical conflicts, we understand our responsibility is to be innovative and continuously add value to our customers’ operations. Like many industries, we believe future success in the steel and GE business is moving towards digitalisation and value-added services,” he acknowledges.
Though the electrode is an essential part of melting steel, it is
“OUR EMPLOYEES ARE OUR FOUNDATION, AND WE ARE COMMITTED TO FOSTERING A SAFE, SUPPORTIVE WORKPLACE FOR THEIR GROWTH. ESG IS NOT JUST PART OF OUR STRATEGY; IT IS OUR STRATEGY”
– TIM SAXON, CMO, RESONAC GRAPHITE BUSINESS UNIT
just one instrument in the orchestra that makes up the symphony of an EAF operation. The electrode’s performance is impacted by how the furnace operates, which is ultimately determined by the customer’s needs.
A SYMBIOTIC SYMPHONY
By acquiring AMI Automation (AMI), RGBU can help customers meet their business needs in real time through EAF optimisation.
“This acts as a ‘digital conductor’ of the orchestra (the EAF) to achieve the optimum symphony (the EAF performance), with the electrode as the instrument,” Saxon analogises.
When RGBU acquired AMI, many people viewed it as a paradox that a large, traditional electrode supplier would purchase an innovative technology company known for helping customers reduce their electrode consumption.
“We view our role as a way to serve our steelmaking partners better. As an electrode supplier for 80+ years, we have continually invested in R&D to manufacture the best products on the market. By utilising AMI’s products and services, our customers can achieve peak performance from their EAF, including the electrode,” Saxon expresses.
“For decades, RGBU has manufactured premium GEs, but
their performance can be hindered by factors unrelated to the electrode in the furnace. Imagine a skilled, firstchair violinist playing a Stradivarius being drowned out by a novice in the back, honking on a cheap trumpet. The true quality of an electrode shines in a fully optimised EAF; thus, we see the RGBU and AMI partnership as a fusion of tradition and innovation.”
Within this partnership, RGBU can now work with customers in
APAC OUTLOOK: WHAT SIGNIFICANT PROJECTS IS RGBU CURRENTLY UNDERTAKING?
Tim Saxon, CMO: “For years, AMI has benefitted from its AMITech Center (ATC) in Monterrey, Mexico, where engineers monitor customer furnace performance in real time. This 24/7 service has become integral to customers’ operations, often alerting them to issues before their internal teams do.
“AMI has officially opened an ATC in A Coruña, Spain to provide our global customer base with enhanced support from top EAF optimisation engineers.
“Additionally, we’ve introduced AMITech Talks, which are customerfocused events aimed at optimising the EAF steelmaking process through interactive workshops on cutting-edge technologies, with the inaugural talk scheduled for May 20th-21st in A Coruña. These efforts reflect our commitment to innovation and collaboration within the global electric steelmaking community.”
other areas such as employee safety, supply chain management, and decarbonisation.
Through collaborating with RGBU, AMI has additionally developed digital tools designed to detect potential issues with the furnace and electrodes.
These early warning indicators not only allow the furnace crew to react and mitigate issues but also provide an opportunity to clear the furnace floor, ensuring the safety of operators.
TRANSITIONING TO A NEW MARKET
After laying out a prudent and measured approach, RGBU has entered the electric vehicle (EV) battery business through its pilot plant in Spain.
Whilst the GE and EV battery industries rely on synthetic graphite, they have different views on global supply and demand. The latter in particular recognises the strategic importance of graphite and is taking steps to reduce dependence on one
region.
The EU and US classify graphite as a critical mineral essential for modern technologies and national security. In contrast to the locally rooted global steel and GE industries, which have consolidated over decades with over half of production in China, the EV battery market has rapidly expanded due to surging demand for EVs and synthetic graphite.
“The early, long-term projections for EVs resembled a modern-day gold rush, and China had the resources, capacity, and economic environment that allowed it to become the dominant supplier, producing 97 percent of the world’s battery anode materials by 2018,” Saxon comments.
As the COVID-19 pandemic exacerbated geopolitical stability and supply chain resiliency, EV battery producers began diversifying their supplier base, particularly in the US and Europe, with the optimistic growth forecast suddenly leading to the same artificial gold rush in these regions.
“The projections for EVs have softened a bit, but at RGBU, we are not necessarily disappointed. We had a plan from the beginning and are taking a prudent, measured approach to that market. This softening could benefit us because we are not overleveraged whilst implementing our plan,” he reports.
GREEN AND CLEAN
As a Resonac company, RGBU prioritises environmental considerations and decarbonisation in its mission to “change society through the power of chemistry.”
“We harness the power of graphite to enhance societal well-being by enabling steel recycling with our GEs
A SPELLBINDING SUSTAINABILITY STORYBOOK
Recycling is Like Magic is a series of children’s books and educational materials designed to teach young minds about the importance and benefits of recycling metal. It aims to engage readers in eco-friendly practices to encourage them to make sustainability part of their daily routine.
“If you are interested in learning more about steel recycling, look out for the third book from the Recycling is Like Magic series. I’m told the main character, Ellie, and her friends are going to visit one of Nucor’s steel mills to learn more about remelting scrap steel. If you look closely, you might even see an RGBU GE!” Saxon informs us.
and supplying graphite for renewable energy storage in batteries,” urges Saxon.
It’s crucial for RGBU to differentiate between sustainability and decarbonisation; the latter focuses on production processes and emissions, whilst the company highlights the significance of environmental, social, and governance (ESG) factors.
“Our employees are our foundation, and we are committed to fostering a safe, supportive workplace for their growth. ESG is not just part of our strategy; it is our strategy. We are dedicated to continuously improving, lowering our carbon footprint, and ensuring a resilient supply chain,” he highlights.
“Long before it was trendy, our plants in Austria and Japan utilised renewable energy from hydropower, and our facility in A Coruña, Spain invested in local wind energy.”
At the inaugural Global Steel Climate Council® Member Forum in Brussels, Belgium, discussions around green steel highlighted the need for clear definitions and the complexities
PROVIDING MOLDING SOLUTIONS FOR GROWING MARKETS
WHO WE ARE:
• Established in 1970 and headquartered in Cherryville, North Carolina.
• A family-owned and operated business with a strong emphasis on family values.
• Second-generation ownership since 2019.
• Recognized nationally and internationally as in industry leader in Expanded Polystyrene. (EPS) and Expanded Polypropylene (EPP) Technology.
• State-of-the-art EPS and EPP moulding facility.
WHAT WE DO:
Modern Polymers manufacture lightweight, durable, and energy-absorbing materials used for safety protection in automotive applications such as bumper assemblies, crash pads, and carpet inserts, as well as in child safety seats. We also produce customized packaging solutions tailored to precise customer specifications, offering nearly unlimited shapes and sizes. Our impactresistant packaging is designed to protect products with specific requirements for impact transfer.
of monetising sustainable products.
“It’s evident that the future is green, yet the term is overused. Therefore, manufacturers must scrutinise investments carefully,” Saxon warns.
Indeed, whilst many support clean products, real investments require consumer willingness to contribute to the extra expense, or they just end up benefitting less responsible players.
“WE VIEW OUR ROLE AS A WAY TO SERVE OUR STEELMAKING PARTNERS BETTER. AS AN ELECTRODE SUPPLIER FOR 80+ YEARS, WE HAVE CONTINUALLY INVESTED IN R&D TO MANUFACTURE THE BEST PRODUCTS ON THE MARKET”
– TIM SAXON, CMO, RESONAC GRAPHITE BUSINESS UNIT
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“Decarbonisation is more of a regional than a global effort. We anticipate that supplying a GE with an Environmental Product Declaration (EPD) will soon be as standard as providing a safety data sheet, and RGBU is ready for this shift,” he states optimistically.
ENHANCING MARKET OPPORTUNITIES
An area where RGBU has wisely invested in its future is its Ridgeville location in the US, where a new, stateof-the-art GE machining line is set to be operational this summer.
This investment focused on the challenges of the US steel industry, hinging on the need for preciselymachined electrodes for new EAF furnaces.
“The project utilised US-made steel, ensuring the same customers using these electrodes to turn scrap steel into building materials were
involved in creating the structure that machines them,” Saxon observes.
Recognising the complexities of modern EAF steelmaking and having the country’s newest advanced electrode machining line, alongside cutting-edge EAFs, will ensure RGBU remains the benchmark of the US steel industry.
“Considering the current state of our industry, our priorities for the coming year are straightforward. We aim to establish ourselves as a responsible and respected leader in the synthetic graphite sector,” he impassions.
“Whilst factors such as critical mineral designations, regional outlooks, tariffs, anti-dumping duties, and unfair competition are relevant to our industry, it is essential to understand that these issues alone will not make us a true leader.”
With this in mind, RGBU is committed to being the supplier
of choice in synthetic graphite by delivering maximum value for its customers and aiding them in challenging business environments by striving to offer competitive products and services, ensuring sustainability and value in the marketplace.
“Looking ahead, we aim to keep our business sustainable for our colleagues, customers, suppliers, and stakeholders. This involves being economically, environmentally, and managerially sustainable whilst upholding our core values – these are our priorities for the future,” Saxon concludes.
www.graphite.resonac.com
PROTECTING AUSTRALIA SINCE 1885
Advancing the country’s sovereign defence capability, Leonardo Australia delivers technologically advanced products, services, and solutions to the nation’s land, air, and sea domains.
Giorgio Mantegazza, Chairman of the Board, discusses the company’s unparalleled impact
Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence
The defence manufacturing landscape in Australia has significantly evolved in recent years, making it both a challenging and exciting environment.
This is primarily due to a number of industry regulatory reviews from the government that have greatly impacted the future of the country’s defence capability.
Namely, the Defence Industry Development Strategy and Sovereign Defence Industrial Priorities (SDIPs) offer clear guidance around key sovereign defence requirements. Thus, major industry players have had to carefully assess their future strategies to ensure they meet these evolving national requirements.
As a subsidiary of the global industrial group, Leonardo Australia identifies niche areas in which it can contribute to the requirements
of defence across the country and broader Commonwealth.
The group plans to transfer technology, production, and sustainment for its products and services in Australia to effectively provide a comprehensive sovereign defence capability, as well as leveraging its UK and US network to boost capabilities as per the AUKUS defence partnership between the three nations.
“This will translate into an increase in manufacturing capabilities that will also support the rise in demand for defence products in line with the recently-launched rearmament programmes,” opens Giorgio Mantegazza, Chairman of the Board at Leonardo Australia.
The company has been active Down Under since 1885 with the delivery of 30 torpedoes across Australia to Victoria (VIC), South Australia, and
Tasmania. It subsequently grew as a systems integrator and partner with both defence and civil customers.
Today, Leonardo Australia is a key player in the aerospace, defence, and security solutions sectors, with a significant in-country base of installed equipment and sites operating in Melbourne, Perth, and the capital, Canberra.
MISSION-READY AIRCRAFT
Leonardo Australia has cultivated a renowned reputation across the nation, with its primary product lines of business in helicopters and electronics.
“We are able to draw on the full capabilities of the global Leonardo group. With a broad portfolio spanning helicopters, aeronautics, electronics, space, and cybersecurity, we are uniquely positioned to deliver comprehensive, turnkey solutions for
complex and sophisticated services,” Mantegazza insights.
Leonardo Australia has over 150 helicopters across Australia and New Zealand for a range of applications, namely military, civil, health and emergency services, VIP, and transport and training.
Its services, meanwhile, include aircraft maintenance, maintenance, repair, and overhaul (MRO), customer support and account management, and material and product support engineering.
Primarily operating from Port Melbourne and Essendon Fields (EF) in Melbourne, its helicopter services in particular include everything from aircraft painting and component replacement to full helicopter assembly, as well as pre-purchase, pre and post-lease evaluations, and condition inspections.
“These end-to-end services ensure aircraft remain mission-ready, safe, and fully compliant with operational requirements,” he asserts.
The company’s headquarters and core capabilities allow it to deliver defence technologies that facilitate flexible technology transfer and local industrial participation in Australia.
This provides significant advantages for manufacturing and production processes, helping to build Australia’s sovereign capability.
Leonardo currently has C-27J Spartan military transport aircraft in service with the Royal Australian Air Force (RAAF). The logistics support and sustainment for the aircraft is provided from Richmond, New South Wales and Amberley, Queensland.
“In collaboration with Leonardo Germany, our electronics capabilities
also continue to install new weather radars for the Bureau of Meteorology across the country, including many remote and regional locations,” Mantegazza informs us.
In addition, Leonardo Australia’s cybersecurity technology, automatic number plate recognition (ANPR) technology, and supervisory control and data acquisition (SCADA) systems have been deployed for the Queensland Police Service and Perth Transport Authority of Western Australia, respectively.
UNPARALLELED CAPABILITIES
Created in collaboration with the Commonwealth, Leonardo Australia’s helicopter main gearbox MRO facility in Port Melbourne is one of three across the world and is the only facility of its kind in the Southern Hemisphere.
LEONARDO AUSTRALIA’S STAFF BASE
The company’s people are at the heart of its success, bringing deep technical knowledge, professionalism, and a commitment to excellence to the forefront.
“We empower them by investing in continuous learning and development and offering both local and international training opportunities, including specialised technical programmes at Leonardo’s global headquarters in Italy.
“This ensures our teams stay at the cutting edge of innovation and capability, whilst also building sovereign expertise here in Australia,” Mantegazza shares.
Leonardo Australia works hard to foster a collaborative and inclusive work environment where staff are trusted with their responsibilities, encouraged to contribute ideas, and take ownership of outcomes.
Their contributions are subsequently recognised through direct engagement, open communication, and opportunities to grow within the business.
The company also creates equal opportunities for its people, encouraging fair treatment for all regardless of race, nationality, political creed, religion, gender, age, physical ability, or sexual orientation.
As such, Leonardo Australia continuously respects the dignity of each employee.
“Ultimately, we aim to ensure our people feel supported, respected, and proud to play a role in delivering critical capability for Australia.”
A ROBUST SUPPLY NETWORK
A localised and resilient supply chain is central to Leonardo Australia’s strategy and directly supports Australia’s SDIPs.
“In-country repair, overhaul, and component sustainment are not just operational enhancements – they are critical to maintaining platform readiness, reducing turnaround times, and easing the logistical burden on defence in an increasingly volatile global environment,” Mantegazza urges.
In addition, Australia is the first country to implement a global supply chain optimisation programme. Developed by Leonardo Italy, the model is designed to boost sustainment capabilities and customer proximity across the APAC region.
Key support functions, as well as logistics capabilities such as helicopter MRO, SEA1442 Phase 4, and ANPR are also being transitioned from overseas to Australia, enabling a faster local response and greater control over critical systems.
Pointedly, the facility conducts the complete overhaul and testing of Leonardo’s AW139 and NH90 main gearboxes, certified by the aviation safety authorities in Australia and Europe.
The MRO facility’s core capabilities are unlocked by a custom-designed and manufactured 120-tonne test bench capable of autonomously operating gearboxes by reproducing and simulating the dynamics of flight conditions in helicopter transmissions.
The cutting-edge bench is also able to accommodate the various gearbox types of a range of helicopters.
“With complex electrical power, hydraulic, lubrication, and rotor systems, it can simulate dual jet engine inputs at 21,000 revolutions per minute, ensuring each gearbox meets the operational specifications for high performance and guarantees product safety,” Mantegazza explains.
The MRO facility has extended Leonardo Australia’s industrial aerospace proficiency with capabilities including non-destructive testing, an aerospace-grade paint booth, an electroplating facility, sophisticated surface finishing and cleaning equipment, a machining shop, and a state-of-theart parts warehouse.
It is overseen by an all-Australian
team of 15 aviation technicians and engineers who have undertaken more than 12 months of dedicated transmissions training in both Australia and Italy.
“The MRO capabilities afforded by the facility will primarily support emergency medical services in Australia and the defence sector throughout the Asia Pacific (APAC) region with the overhaul of main gearboxes locally,” he elaborates.
ENHANCED ELECTRONICS
On the electronics side of the business, the ANZAC Communications Upgrade Programme is particularly important to Leonardo Australia as it upgrades the communications systems on eight ANZAC-class frigates utilised by the Royal Australian Navy.
“This is the first defence electronics programme for Leonardo Australia and has provided the local capability to expand our electronics services,” Mantegazza tells us.
In light of its long history of providing torpedoes to Australia, the company has also been selected to support the integration of the torpedo launch system for the Australian government’s SEA5000 Hunter-class frigates.
Leveraging these capabilities, Leonardo Australia is actively pursuing other defence electronics opportunities such as communications, combat systems, armaments, ammunition, and guided weapons.
With this in mind, the company is engaged in F-35 Lightning II
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“IN-COUNTRY
REPAIR, OVERHAUL, AND COMPONENT SUSTAINMENT ARE NOT JUST OPERATIONAL ENHANCEMENTS – THEY ARE CRITICAL TO MAINTAINING PLATFORM READINESS, REDUCING TURNAROUND TIMES, AND EASING THE LOGISTICAL BURDEN ON DEFENCE IN AN INCREASINGLY VOLATILE GLOBAL ENVIRONMENT”
– GIORGIO MANTEGAZZA, CHAIRMAN OF THE BOARD, LEONARDO AUSTRALIA
electronics and avionics maintenance, SEA3000 general purpose frigates, LAND 8710 landing craft, and the Guided Weapons and Explosives Ordinance Enterprise.
Leonardo Australia is additionally well-positioned to support upcoming infrastructure programmes across airports, ports, and metro systems
with its integrated technologies. These include advanced air traffic management systems for both manned and uncrewed aircraft, airport surveillance and cyber solutions, baggage handling automation, port management information systems, and SCADA systems.
“We’re excited to grow into these new areas as we can draw on Leonardo’s global expertise and flexible technologies to deliver smart, effective solutions that improve operations and help keep communities safe across the aviation, transport, and maritime sectors,” Mantegazza prides.
STEADFAST SOCIAL COMMITMENTS
Leonardo Australia contributes to the socioeconomic development of the communities in which it operates by transferring its technologies and expertise.
This is evidenced by its active participation in local bodies to support and grow its communities, such as FB IDEAs, a new not-for-profit that promotes a collaborative culture in Fishermans Bend, Australia’s largest urban renewal project in Melbourne.
VicWorx, a proposed innovation hub at Fishermans Bend, aims to bring together small to medium-sized defence enterprises and research institutions to provide a reliable means for fostering innovation, collaboration, and problem-solving.
“WITH A BROAD PORTFOLIO SPANNING HELICOPTERS, AERONAUTICS, ELECTRONICS, SPACE, AND CYBERSECURITY, WE ARE UNIQUELY POSITIONED TO DELIVER COMPREHENSIVE, TURNKEY SOLUTIONS FOR COMPLEX AND SOPHISTICATED SERVICES”
– GIORGIO MANTEGAZZA, CHAIRMAN OF THE BOARD, LEONARDO AUSTRALIA
“The long-term vision is to develop a collaborative hub designed to bolster Victoria’s advanced manufacturing and defence technology sectors,” states Mantegazza.
In addition, Leonardo Australia offers guided tours of its MRO and hangar facilities in order to share its
industry knowledge and operational expertise with universities and flight academy students.
“These visits provide students with a real-world perspective on aircraft maintenance, engineering practices, and the day-to-day workings of a professional aviation environment,” he comments.
MRO test bench gearbox
MRO test bench
In support of its Indigenous engagement commitments, Leonardo Australia additionally celebrates Aboriginal and Torres Strait Islander peoples as traditional custodians of the land and recognises the present and future generations of the Kulin Nation.
As an equal opportunity company, Leonardo Australia is likewise committed to increasing its engagement with Indigenous enterprises and their communities and works hard to develop these longterm relationships.
“We have successfully built relationships with Indigenous communities, as well as employment agencies and businesses in Melbourne and Perth where we have a significant technical employee base comprising maintenance, repair, installation, and engineering capabilities,” he outlines.
ON THE HORIZON
Leonardo Australia is proud to have technologies and innovative solutions that are trusted to satisfy the Australian government in critical sectors such as defence, cybersecurity, infrastructure, and mobility.
Leonardo Australia is therefore focused on the continued improvement and enhancement of its ongoing programmes, including the ramp-up of the AW139 main gearbox, SEA1442 Phase 4 and 5, weather radar installations for the Bureau of Meteorology, and its ANPR system.
“Besides our ongoing programmes, we are following with great attention the development of the Australian market and the new requirements expressed in the various reviews issued by the Ministry of Defence,” Mantegazza sets out.
Indeed, Leonardo Australia is proposing its M-346 jet aircraft to respond to the AIR6002 programme for the replacement of RAAF’s Hawk training aircraft with a new lead-in fighter training system.
“This is the most advanced jet trainer present in the market, and the new Block 20 version will grant the full ability to train pilots for decades to come,” he explains.
In the naval sector, meanwhile, Leonardo Australia is promoting the 127-millimetre (mm) gun used for Project Sea 3000 and the 30mm gun used for the Project Land 8710.
“These guns, together with their
guided and pre-fragmentated ammunitions, will provide unique capabilities to the Australian Armed Forces and represent the best valuefor-money solution.”
The company is also working with local agencies and universities to develop solutions in the aerospace sector, working in the areas of earth observation, satellite sensors, and payloads.
Leonardo Australia is additionally involved in several initiatives concerning cybersecurity and automation, working with its local partners to provide valuable solutions for airports, ports, and border control.
“Our cutting-edge technologies are ideal to satisfy Australian requirements, and with the dedicated transfer of technology programmes, we will be able to assure strategic sovereign capabilities in all these critical sectors,” Mantegazza concludes.
UNLOCKING THE DOOR TO MANUFACTURING EXCELLENCE
The Vietnamese division of ASSA ABLOY, a global leader in access solutions, is an integral manufacturing hub for the production of smart door locks, hardware, and more. Alison Astarita, Vice President of Operations, highlights the company’s two cutting-edge facilities and commitment to innovation
Renowned across the globe for producing outstanding smart locks, doors, keys, gates, and automatic entrances, to name a few, ASSA ABLOY products are utilised by billions of people across the world.
The inception of the company’s Vietnamese manufacturing hub occurred when its greenfield factory was established in 2020, solely dedicated to producing smart door locks for the residential segment.
Fast forward four years, the company’s journey continued with a USD$30 million investment in a second state-of-the-art facility that specialises in door closers, which is expected to ramp up production to two million units per year once it reaches full capacity in the near future.
Alison Astarita, Vice President of Operations
“Vietnam plays a key role in ASSA ABLOY’s growth strategy, so we can expect to continue expanding our manufacturing footprint in this
fast-growing nation,” introduces Alison Astarita, Vice President of Operations.
Indeed, Vietnam is ripe with potential for manufacturing companies thanks to its favourable business climate, strategic location, and highly skilled workforce, making it an attractive destination for organisations looking to expand.
Additionally, nationwide government initiatives to improve infrastructure and support industrial growth further enhance its appeal.
“As technological advancements and market needs converge, Vietnam presents new opportunities for innovation and service delivery, creating a vibrant and dynamic environment for manufacturing companies,” she expands.
“AS
TECHNOLOGICAL ADVANCEMENTS AND MARKET NEEDS CONVERGE,
VIETNAM PRESENTS NEW OPPORTUNITIES FOR INNOVATION AND SERVICE DELIVERY, CREATING A VIBRANT AND DYNAMIC ENVIRONMENT FOR MANUFACTURING COMPANIES”
– ALISON ASTARITA, VICE PRESIDENT OF OPERATIONS, ASSA ABLOY VIETNAM
CONTROL AND EFFICIENCY
ASSA ABLOY’s presence in Vietnam makes it a key manufacturing hub for smart locks and door closers, exporting high-quality products to customers around the globe, with Europe and Asia Pacific in particular being key markets.
One of the company’s two factories across the country, ASSA ABLOY Smart Technology Vietnam (AASTV),
is strategically located north of Noi Bai International Airport in Hanoi and has produced state-of-the-art smart locks since 2020.
ASSA ABLOY’s second facility, meanwhile, situated in Haiphong – the principal port city of the Red River Delta – opened its doors in September last year and is equipped with nextgeneration machinery and technology that ensure precision manufacturing and high-quality output.
“These locations not only enhance our logistical efficiency but also position ASSA ABLOY’s Vietnamese operations at the heart of industrial growth in the region,” Astarita insights.
Both of these world-class facilities are specifically designed to support large-scale production with an emphasis on control and efficiency.
Alongside its facilities, ASSA ABLOY is further distinguished by its commitment to innovation, quality, and customer service.
Indeed, the company’s focus on integrating cutting-edge technology with a user-centric design ensures that its products are not only advanced but also practical and reliable.
ASSA ABLOY’s smart locks, for example, incorporate the latest in biometric and connectivity technology, making them secure and user-friendly.
AASTV building
GREEN INITIATIVES
The company has made significant investments to ensure its factories operate as sustainable and ecofriendly facilities.
These include implementing energy-efficient technologies such as LED lighting, eliminating the use of plastics, reducing waste through recycling programmes, and adopting sustainable practices throughout its manufacturing process.
For example, its brand-new door closer facility has been designed to minimise its environmental impact and align with ASSA ABLOY’s global commitment to sustainability.
MAINTAINING A PRESTIGIOUS POSITION
ASSA ABLOY continuously expands its product portfolio to not only improve its own capabilities but also meet evolving market needs.
Recent additions to the product line include advanced access control systems, smart video doorbells, and high-security locking mechanisms. This approach allows the business to stay ahead of industry trends, offer comprehensive solutions that cater to a wide range of security requirements, and address new market segments.
“The introduction of new products provides opportunities for crossselling and upselling to existing clients, further enhancing customer satisfaction and loyalty.
“By constantly innovating and expanding its product range, ASSA ABLOY ensures it remains a leader in the security solutions industry,” Astarita points out.
This prestigious position is further
cemented by strong local partner and supplier relationships, allowing the company to secure a steady supply of high-quality materials and components.
“ASSA ABLOY’s supply chain strategy focuses on collaboration, transparency, and mutual benefits, building long-term supplier relationships. This approach keeps the company competitive and efficient with a flexible supply chain that quickly adapts to market changes and customer needs,” she affirms.
The company’s local partnerships and deep understanding of various markets likewise enable it to offer tailored solutions specific to regional challenges.
“The rapid ability of our Vietnamese operations to adapt to market changes and customer feedback also differentiates us,” Astarita highlights.
EMPOWERING STAFF
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“BY CONSTANTLY INNOVATING AND EXPANDING ITS PRODUCT RANGE, ASSA ABLOY ENSURES IT REMAINS A LEADER IN THE SECURITY SOLUTIONS INDUSTRY”
– ALISON ASTARITA, VICE PRESIDENT OF OPERATIONS, ASSA ABLOY VIETNAM
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ASSA ABLOY’S GLOBAL VISION AND MISSION
VISION
To be the global leader in innovative access solutions that help people feel safe and secure, enabling them to experience a more open world.
MISSION
• Building sustainable shareholder value.
• Providing added value to customers, partners, and end users.
• Being a world-leading organisation where people succeed.
• Conducting business in an ethical, compliant, and sustainable way.
workforce comprises approximately 300 steadfast individuals, each integral to maintaining high standards of manufacturing and innovation.
With this in mind, the company places great importance on empowering its staff and recognising their contributions.
This is evidenced by the various initiatives implemented to support employee development, including training programmes, career advancement opportunities, and a variety of communication channels that create a positive working environment.
More specifically, ASSA ABLOY regualrly offer workshops and seminars on the latest technologies and industry and leadership trends, helping employees enhance their skills and stay updated.
The company also has a comprehensive recognition programme that regularly celebrates staff achievements and milestones.
Therefore, by valuing and investing in its employees, ASSA ABLOY fosters a motivated and committed workforce that drives the company’s success.
ASSA ABLOY’s culture of continuous improvement and collaboration ensures employees feel valued and engaged in their work.
“As the business continues to flourish, we have ambitious plans for further expansion, promising new opportunities and major advancements within our teams,” Astarita closes.
As a manufacturing hub still relatively in its infancy, ASSA ABLOY’s main aim is to continually grow the business whilst keeping a competitive edge through its talented workforce and commitment to operational excellence.
Tel: +84 211388 8286
www.assaabloy.com
SUSTAINABILITY EXCELLENCE THROUGH AN OPERATIONAL APPROACH
ESR Real Estate Services Management Pte Ltd is the new name managing a portfolio of iconic retail and commercial properties across Singapore and China. Head of Sustainability, Teo Feng Fu, highlights the company’s sustainable approach to property management
Writer: Jack Salter | Project Manager: Andrew Marjoram
In a strategic move that reflects its growing presence in the regional real estate landscape, APM Property Management Pte Ltd rebranded as ESR Real Estate Services Management Pte Ltd (ESR RESM) in April 2025.
The rebranding marks a significant milestone following the company’s successful integration into ESR Group, the largest real asset manager in the Asia Pacific (APAC) region and the world’s third-largest listed real estate investment manager.
This alignment not only enhances ESR RESM’s capabilities but also strengthens its position within a rapidly evolving real estate industry.
With over USD$140 billion in gross assets under management, ESR Group operates a fully integrated
development and investment management platform across key APAC markets.
These include China, Japan, South Korea, Australia, Singapore, India, New Zealand, and Southeast Asia, representing over 95 percent of GDP
in the region, whilst its presence in Europe and the US is also expanding.
ESR RESM brings a number of strengths to the group, which lie in enhancing the sustainability performance of developments, strategic marketing, retail and office
leasing, and large-scale project management.
“Development planning, retail advisory and consultancy, mall repositioning, and pre-opening services are some of the value-added offerings we provide in delivering
asset enhancement strategies,” opens Teo Feng Fu, Head of Sustainability at ESR RESM.
“Together with our in-house technology, this constitutes a holistic approach to property management, enhancing asset value by covering all aspects.”
AN INNOVATIVE AND SUSTAINABLE APPROACH
To drive its integrated real estate services, ESR RESM’s in-house technology derives valuable insights and analytics.
This innovative approach helps enable operational efficiencies, strong customer relationships, and brand loyalty.
“Innovations in building materials and equipment technologies are making it easier and more cost-effective to enhance the sustainability performance of properties,” Feng Fu tells us.
Aside from the company’s comprehensive service offering and in-house technology, ESR RESM is also differentiated by its expertise and leadership.
Indeed, the company is led by a team of dedicated and qualified
professionals with years of leadership experience.
“This expertise allows us to deliver high-quality services and innovative solutions tailored to the needs of our clients,” Feng Fu outlines.
Another differentiator is ESR RESM’s focus on sustainability and environmental, social, and governance (ESG) principles.
The APAC real estate sector is increasingly recognising the importance of sustainability, with many companies now integrating ESG strategies into their core operations and demand rising from investors for sustainable real estate projects.
This shift is partly driven by regulatory pressures and the growing awareness amongst investors and consumers about the environmental
impact of real estate developments.
APAC is also home to some of the world’s fastest-growing economies and urban centres, which means there is tremendous scope for innovative and impactful projects. The push towards net zero buildings and the adoption of smart technologies are just a few examples of the dynamic changes happening in this space.
Feng Fu’s current role is particularly meaningful as it enables him to contribute positively to the environment, communities, and future generations.
“Recognising we spend around 90 percent of our time in real estate, I realised a career in this industry would allow me to directly apply my knowledge and skills to aspects of everyday life,” he reflects.
“THE REAL ESTATE SERVICES WE PROVIDE ARE DESIGNED TO ENHANCE CUSTOMER JOURNEYS AND OPERATIONAL EFFICIENCIES WHILST PROMOTING SUSTAINABLE PRACTICES”
– TEO FENG FU, HEAD OF SUSTAINABILITY, ESR REAL ESTATE SERVICES MANAGEMENT PTE LTD
“The real estate services we provide are designed to enhance customer journeys and operational efficiencies whilst promoting sustainable practices.”
ESR RESM aims to create environments that meet the needs of today whilst ensuring future generations can thrive.
This involves integrating sustainability into every aspect of its operations and fostering a culture of environmental stewardship.
SUNTEC CITY
As one of Singapore’s largest integrated developments at around five million square feet (sqft), Suntec City demonstrates ESR RESM’s focus on sustainability.
Nestled in the heart of the bustling Marina Central precinct, this vibrant mixed-use development offers a unique blend of shopping, dining, lifestyle, and entertainment experiences.
Visitors can explore a diverse range of retail options, from high-end fashion brands to everyday essentials, and enjoy a wide array of dining choices, from local delicacies to international cuisines.
The lifestyle and entertainment options are equally as impressive, featuring attractions such as the Fountain of Wealth and the serene Sky Garden.
Additionally, Suntec City regularly hosts events and promotions, ensuring there’s always something new and exciting for visitors to enjoy.
“This dynamic destination truly has something for everyone, making it a perfect spot for both locals and tourists to shop, dine, and unwind,” Feng Fu praises.
“The entire development is also well connected by mass rapid transit (MRT) stations, street-level plazas, and underground walkways,” he adds.
Suntec City successfully reduced annual energy consumption in common areas by 26 percent in 2024
ESR RESM’S SUSTAINABILITY VISION, MISSION, AND SERVICES
SUSTAINABILITY VISION – To be the leading provider of real estate services, creating a positive impact on the environment through systematic innovation.
SUSTAINABILITY MISSION – To drive long-term sustainable growth for asset owners by reducing environmental footprints, enhancing resource efficiency, and promoting sustainable development. The company spearheads innovative and efficient operational strategies to create a lasting sustainable impact.
SUSTAINABILITY SERVICES – ESR RESM provides a comprehensive suite of consultancy services, including green certifications, energy management, GRESB submissions, and sustainability reporting.
against 2019, an achievement driven by several key initiatives.
These included incorporating best practices in maintenance, operational optimisation, close monitoring of energy performance on its energy dashboard, upgraded air handling units, lighting improvements, and energy-efficient lifts.
“Such efforts significantly enhanced the property’s energy performance and were instrumental in achieving the Green Mark Platinum certification for Suntec City’s office towers and Green Mark Gold for its
retail mall,” emphasises Feng Fu.
DIVERSE PORTFOLIO
Along with commercial landmarks such as Suntec City, ESR RESM’s diverse portfolio includes data centres, industrial facilities, logistics hubs, hospitals, and public and educational institutions.
Another notable project in which the company achieved a 14 percent improvement in energy consumption is 61 Robinson Road, a 20-storey commercial building in Singapore’s buzzing Downtown Core.
Impressively, this was accomplished in around six months solely through operational improvements without any capital expenditure (CapEx), raising the building’s Green Mark certification from Gold to Platinum.
“Singapore’s Building and Construction Authority consequently invited us to host a learning journey on this case study, showcasing our strategic approaches to decarbonisation in the built environment,” Feng Fu informs us.
Similarly, in Raffles Place – the heart of Singapore’s Financial District – ESR RESM optimised the operations of 27-year-old air handling units (AHUs) at Prudential Tower that had reached the end of their lifespans.
This effort secured the renewal of the tower’s Green Mark Gold Plus certification and demonstrated the company’s capability to defer significant CapEx for AHU replacements, thereby reinforcing its value proposition to clients.
“Leveraging close to 30 years of expertise in property management, we bring a unique approach to sustainability. We collaborate closely with asset owners and managers to help them achieve their sustainability goals, focusing on operational efficiencies to minimise CapEx.
“This approach is exemplified in our work with Suntec City, 61 Robinson Road, and Prudential Tower,” prides Feng Fu.
SUSTAINABILITY AT EVERY STAGE
ESR RESM’s team is diverse and highly qualified, with certifications in various domains such as Leadership in Energy and Environmental Design (LEED), Green Mark, and GRESB. This enables the company to continuously work with clients to improve the sustainability performance of their developments and subsequently enhance their
WHY ESR RESM IS A LEADING REAL ESTATE MANAGEMENT SERVICE PROVIDER IN APAC
REGIONAL PRESENCE – ESR RESM’s operations span across key markets in APAC, including Singapore and China. This extensive regional presence allows it to understand and cater to its clients’ diverse needs.
CLIENT-CENTRIC APPROACH – The company is driven to delight customers whilst enhancing the value of the assets it manages. This client-centric approach ensures ESR RESM consistently delivers high-quality services and exceeds expectations.
PROVEN TRACK RECORD – With a portfolio of over 11 million sqft of retail and commercial properties, ESR RESM has a proven track record of successful property management and asset enhancement.
brand reputation, operational efficiencies, and long-term cost savings.
“Our collective experience spans property and project management, green consultancy, and equipment vendors, ensuring we deliver highquality services that are both practical and cost-effective,” Feng Fu insights.
The company is also certified under ISO 14001 and 50001, establishing a robust framework to continuously enhance its environmental and energy performance.
A key component of this framework is ESR RESM’s holistic approach to managing environmental performance, which involves its vendors and emphasises sustainable supply chain operations.
“We ensure that we manage and build relationships with a diverse range of contractors who share our commitment to sustainability, prioritising partners who adhere to responsible practices and standards,” affirms Feng Fu.
Moreover, ESM RESM actively engages with its contractors to implement sustainable solutions throughout the supply chain.
This includes sourcing eco-friendly materials, reducing waste, and optimising logistics to minimise carbon footprints.
“By fostering collaborative
Everpaint Enterprise Pte
Ltd is a painting contractor, established in 2004. Our business activities include:
relationships, we integrate sustainability at every stage of our projects,” Feng Fu assures.
Additionally, the company conducts regular assessments and audits to ensure compliance with sustainability goals and continuously seeks innovative ways to improve its supply chain operations.
This approach not only enhances the environmental performance of ESR RESM’s projects but also reinforces its reputation as a leader in sustainable development.
LASTING POSITIVE IMPACTS
In the coming years, ESR RESM is dedicated to expanding both the breadth and depth of its sustainable business offerings.
“Our goal is to continuously enhance the value we provide to our customers by developing innovative solutions that address their unique sustainability challenges,” Feng Fu sets out.
Northcroft Lim Consultants is a leading quantity surveying consultancy in Singapore, providing expert cost and contract management solutions. With a legacy of excellence, we help clients deliver projects on time and within budget. Our expertise spans commercial, residential, and infrastructure developments, ensuring cost efficiency and value. From feasibility studies and tendering to project cost control, we bring precision and integrity to every project. Backed by ISO 9001 and 14001 certifications, we uphold the highest standards in quality and sustainability. Visit northcroft.sg to learn more.
“This involves not only improving existing services but also introducing new, cutting-edge offerings that drive sustainable growth and resilience.”
ESR RESM is also committed to leveraging advanced technologies to optimise its sustainability initiatives.
By harnessing the power of artificial intelligence (AI), big data, and the Internet of Things (IoT), the company can better monitor environmental impacts, improve resource efficiency, and make informed decisions that promote sustainable development.
“These technologies enable us to track progress in real time, identify areas for improvement, and implement effective strategies to achieve our sustainability goals,” notes Feng Fu.
Lastly, ESR RESM recognises the dynamic growth and potential of the APAC region and is focused on expanding its business operations in key markets such as China, Vietnam, the Philippines, and Malaysia.
The company’s strategy involves establishing strong partnerships, understanding local sustainability needs, and tailoring its solutions to meet the specific demands of these diverse markets.
“In doing so, we aim to contribute to the region’s sustainable development and create lasting positive impacts,” Feng Fu boldly finishes.
Exclusive, appetising content, delivered straight to your inbox
Adding to the success of its regional titles; Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook, Outlook Publishing is proud to introduce a new platform dedicated to the food and beverage sector.
A multi-channel brand, Food & Beverage Outlook serves up all the positive global developments driven by companies across the food and beverage industry. Discover exclusive content presented through its website, social media channels and dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.
To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
DUCK YEAH!
Encouraging consumers to explore and embrace the versatility of duck meat, Luv-a-Duck’s farm-to-fork products offer a succulent meal, elevating cuisine in Australia and beyond. CEO, Daniel Shoppee, discusses his family’s culinary legacy and heritage
The duck farming industry is beginning to take flight in Australia as a delicious protein option, reflecting the country’s diverse agricultural landscape and cultural influences.
A good source of protein with twice the iron of beef, duck is a great source of several key amino acids and magnesium, which are essential for muscle repair, growth and bone health – yet it is not as commonly consumed as other staple meats.
One company on a mission to promote it as a popular choice in
restaurants, homes, and retail is Luv-a-Duck.
Carving a niche in Australia’s culinary realm, Luv-a-Duck’s products are ethically reared and proudly
produced with a focus on showcasing the potential of duck meat and inspiring food enthusiasts – whether a home cook or professional chef – to incorporate this nutritious and delicious product into their everyday cooking routines.
Luv-a-Duck is a family business with a catchy and enjoyable name that originated from the company’s founder, Art, the grandfather of current CEO, Daniel Shoppee. Established in 1968, the business started in the small town of Nhill in the state of Victoria (VIC).
Daniel Shoppee, CEO
Notably, Art had no prior experience in the industry when he transitioned from owning a drycleaning business to producing ducks.
“Nhill is an isolated place, but that’s where we started and have remained ever since. The company was founded on a challenge when my grandfather and his best friend returned from a trip to Melbourne with 20 ducks each and raised them in their backyards. Whoever could grow the biggest and best birds would win!” Shoppee smiles.
Art firmly believed providing birds with high-quality feed, rather than kitchen scraps, was the key to winning the bet, and this principle continues to be a guiding mantra for the company today.
“We are what we eat. The same goes for ducks.”
DUCK DOWN UNDER
In the food service industry, duck is recognised for its plump, juicy meat and premium taste, which the Shoppee family has long understood.
However, it has not yet achieved the same level of popularity as more common meats in Australia.
“The consumption of duck meat is around 300 grams per person, per annum, whereas chicken is 50 kilogrammes (kg) – that’s a huge disparity. We aim to make it more approachable and easier to use,” Shoppee informs.
“People shouldn’t be scared of duck meat; it is special and there to be enjoyed. This is what my grandfather came to realise when he pivoted away from a career in the foodservice sector and ended up introducing a whole range of precooked duck portions and flavours.”
This was a turning point in the Luva-Duck story as the company entered the retail sector, marking a significant milestone and a new era.
As a family-owned business, its heritage has been passed down through the generations and continues today with Shoppee’s
HOW DO YOU INCORPORATE SUSTAINABILITY INTO LUV-A-DUCK’S PRODUCTION AND PACKAGING PROCESSES?
Daniel Shoppee, CEO: “We have transitioned all our consumer-facing packaging from plastic trays to cardboard boxes, which looks fantastic and enhances our commitment to recyclability. We are making positive progress towards fully recyclable packaging across our products, from our retail range to foodservice.
“We collaborate with farmers at the beginning and end of our process. Our farming practices are circular; not all our farmers grow ducks as they also engage in broadacre farming.
“The entire area relies heavily on the week’s production. During the clean-out of sheds, which involves fertilisers and manures, we encourage reusing these materials on the fields to enhance the growth of wheat and other crops.
“From a production standpoint, we are focusing on utilising biogas, which involves converting waste materials into heat to power our plants.
“Additionally, given our location in Australia, we are harnessing solar energy, especially in rural areas, as it plays a significant role in our operations.”
“TO PROMOTE THE LUV-A-DUCK BRAND EFFECTIVELY, IT IS ESSENTIAL TO TRUST IN THE QUALITY OF OUR PRODUCTS. WE MUST CONSISTENTLY UPHOLD HIGH STANDARDS THROUGHOUT EVERY STAGE, FROM RAISING THE DUCKS TO PRIMARY PROCESSING AND PACKAGING”
– DANIEL SHOPPEE, CEO, LUV-A-DUCK
mother and aunt at the helm.
“Having two females in leadership roles in both a manufacturing and farming business is quite unique. I joined the company straight out of high school and worked through various divisions before becoming CEO. Now, I am dedicated to taking Luv-a-Duck to the next stage of its development,” he shares.
A QUACKING NEW FACILITY
As a vertically integrated operation, Luv-a-Duck maintains complete control over the entire supply chain,
ensuring the quality of its products from breeding to hatching and primary processing.
“Our complete livestock division is based in Nhill, with a new facility in Ballarat, which we opened in 2021. We remain committed to being regional as it is part of our history and identity,” Shoppee prides.
The value-added plant in Ballarat has positively impacted Luv-a-Duck’s offerings, with the purpose being to create a retail product range that is convenient, easy to use, and high-quality.
“We previously relied on a manual process that, whilst effective, was labour-intensive. To enhance our operations, we opened a new facility and expanded into the retail space, making our products appealing and accessible to a wider audience.
“We invested significantly in technology, upgraded our cooking processes, and implemented new automation for flavouring and portioning. These changes have dramatically transformed our business.”
Luv-a-Duck’s decision to launch an entirely new product line has proven successful, as no other company in the country offers precooked duck portions. Australians are starting to acquire a taste for ‘home-cooked’ duck in this new pack format, and the demand is growing for new flavours and product innovation.
Furthermore, with more than five million ducks produced yearly, the company can maintain quality control throughout the supply chain thanks to its vertical integration.
I understand Allround Packaging specialises in innovative and functional packaging solutions. Could you provide a brief overview of your day-to-day activities and the client base you typically serve?
At Allround Packaging, we support some of Australia’s most recognisable food, FMCG, and retail brands with highperformance packaging solutions. We work closely with customers to solve technical challenges, manage specifications, trial new materials, to ensure an exceptional end product. From branded films and pouches to branded shopper bags and ecommerce packaging in retail, our expertise spans both flexible, paper and fabric packaging categories.
How do you tailor your packaging to successfully reflect the company and product they encase?
We start by understanding the customer’s brand, product, machinery, and market. From there, we recommend structures, materials, and finishes that not only protect and present the product but align with their sustainability targets and operational requirements. Our in-house team manages every step, from concept through to delivery to ensure strong shelf and brand presence.
What, in your opinion, is the company’s key differentiator? What do you do to stand out from the competition?
We’re known as problem-solvers with years of industry experience and manufacturing knowledge. What sets us apart is our technical expertise, responsiveness, and ability to scale while still offering individual support. Our dedicated team at Allround bring a wealth of knowledge and exceptional support. We bring a practical understanding of speed, cost and outcome that translates into a better finished product for our customers.
Can you talk about your work with Luv-a-Duck, and any recent projects or jobs you have collaborated on?
We’ve proudly partnered with Luv-a-Duck for over 25 years, supplying packaging across multiple formats, including shelfstable and chilled barrier films. Recent work has focused on optimising film structures to align with recyclability targets without compromising on shelf life or performance while increasing efficiency through automation.
How has your reputation for speed of response, quality, value, and reliability enabled you to cultivate deep relationships with your clients over the years?
Many of our customer relationships span decades, this longevity is a testament to the trust and performance our customers have come to expect from Allround. We’re known for being hands-on and responsive to our customers’ needs. Our entire team offer individual support backed by our systems and experience.
Finally, what are your key priorities, targets, and goals for the year ahead?
Our focus is on continuing to expand our ready to recycle and recycled packaging offering and continuing to support our customers with packaging that’s fit for today, and ready for tomorrow. As markets evolve, we remain committed to staying ahead through research, innovation and service.
“From start to end, everyone works in quality control teams under one umbrella. That is one of the unique advantages of being vertically integrated; it is absolutely critical to maintain control,” Shoppee expresses.
“To promote the Luv-a-Duck brand effectively, it is essential to trust in the quality of our products. We must consistently uphold high standards throughout every stage, from raising the ducks to primary processing and packaging. We remain committed to these steps without compromise.”
REDEFINING GOURMET DINING
Luv-a-Duck focuses on specific products to meet consumer preferences by offering ranges to suit any skill of entertainer or home chef, including Peking duck breast, confit duck legs, duck à l’orange, and Chinese pancake kits.
“We’re developing the next range of convenience with frequent releases. We have our red duck curry, which is deboned, cooked, and flavoured. The next layer is bao buns, spring rolls, dumplings, and the like. There will be products for every occasion, from
BBQs and festive seasons to dinner parties,” Shoppee excites.
One of the reasons Luv-a-Duck has expanded into a fully cooked range is that many people are unsure how to prepare a meal with duck.
The company aims to eliminate this concern, allowing consumers to enjoy duck without worrying about complicated cooking processes.
Branding is crucial for Luv-aDuck, especially in Australia, where duck consumption per capita is low. Therefore, strategies need to be put in place to raise consumer awareness.
“We are still a small business with a limited marketing budget, so to capture people’s attention, we have
LUV-A-DUCK’S MEANINGFUL AND IMPACTFUL PARTNERSHIPS
The company employs and supports 50 farmers in the region where it operates, most of whom have had long-standing ties with the company for the past 20 years.
“I am now signing contracts with farmers whose parents signed the same contracts with my grandfather. There are second and third generations in their businesses who are still working with us,” reflects Shoppee.
“We have very strong relationships with them; living in a rural area fosters a sense of community. Recently, we’ve had several farmers eager to grow birds for us, and it’s noteworthy that their fathers or grandfathers had also collaborated with mine in the past.”
Loyalty and support have been present through three generations of both Luv-a-Duck and its farmers.
employed some clever wordplay in our latest advertising campaigns. Whilst our approach is a bit cheeky, our brand has a strong presence and resonates amongst retailers and consumers in Australia,” he enthuses.
“We don’t take ourselves too seriously, nor should our marketing. We enjoy having fun with it, and the team culture aligns with this approach. Our strategy is to get noticed on a small budget.”
The campaign is showing positive results as duck consumption in Australia is increasing.
“People often compare duck to chicken, but in reality, it should be compared to beef or lamb, which are both red meats. Duck will never be just another low-cost commodity; instead, we want it to be valued alongside premium cuts like beef ribeye and lamb leg – this is where duck deserves to be,” acknowledges Shoppee.
EDUCATE TO ELEVATE
Regarding the ongoing Luv-a-Duck legacy, the company is expanding its operations and targeting specific markets for potential product exports.
“We recently attended the FHAFood & Beverage 2025 trade event in Singapore, as the Southeast Asian region is becoming increasingly
“THE ULTIMATE GOAL IS TO ENCOURAGE PEOPLE TO TRY THIS AMAZING PRODUCT. MY FAMILY AND I ENJOY IT. IT’S A DELICIOUS AND FANTASTIC SOURCE OF PROTEIN”
– DANIEL SHOPPEE, CEO,
LUV-A-DUCK
important for us. Some people thought I was being overly ambitious by trying to sell Australian duck in the Asian market, but the brand is well-recognised, and the quality is outstanding,” Shoppee assures.
“The Wimmera district in VIC upholds the highest biosecurity standards, and we are the only operators in the area with no biosecurity issues encountered. Our high-quality products and strict biosecurity measures are in demand in Southeast Asia, particularly amongst upscale resorts and restaurants that appreciate a compelling provenance story.”
Additionally, Luv-a-Duck operates a cooking school in Melbourne, which serves as an education hub to further encourage consumers to embrace duck.
“We offer a variety of classes, totalling about seven each week, where we teach participants how to prepare a wide range of duck dishes.
During the two to three-hour sessions, participants can enjoy wine and taste what they have made. Our goal is for them to feel confident enough to recreate these dishes at home.”
Recognising the importance of educating consumers on how to mitigate duck disasters in the kitchen is aided by the company’s most significant investment to date.
The new value-added plant in Ballarat, equipped with cutting-edge technology to enhance the duck consumption experience, has proven successful in this regard, yielding high-quality products that can be easily cooked and enjoyed at home. All consumers need is an air fryer to achieve restaurant-quality duck.
“Outside of China and Southeast Asia, duck consumption globally is limited. We aim to increase its visibility with our branding and marketing, centred on capturing the public’s attention,” he emphasises.
In the upcoming year, Luv-aDuck’s main priorities are focused on expanding the business and increasing duck consumption to 1kg per person, per year. The aim? To “Duck Every Dish”.
“The ultimate goal is to encourage people to try this amazing product. My family and I enjoy it. It’s a delicious and fantastic source of protein,” Shoppee optimistically concludes.
Tel: 1300 64 9000
sales@luvaduck.com.au
luvaduck.com.au
CRAFTED WITH PRIDE
Lion Brewery’s strong heritage, blended with innovative brewing techniques, guarantees that each sip honours its commitment to high-quality ingredients. We rejoin Madhushanka Ranatunga, Chief Sales and Marketing Officer, at an exciting phase in the company’s journey
With a rich and storied history that extends over 140 years, Lion Brewery is a cornerstone of the beverage industry.
Founded in Sri Lanka, the brewery has cultivated a distinguished reputation for excellence and craftsmanship, masterfully combining time-honoured brewing techniques with innovative modern practices.
Moreover, the company is deeply committed to sustainability and actively engages in various community initiatives, reinforcing its enduring legacy and positive impact within the region.
“Lion Brewery is a cultural icon woven into life’s most meaningful
moments. Whether celebrating the great outdoors after a hike or gathering with friends for sports or festivals, our brand is always part of the occasion,” introduces Madhushanka Ranatunga, Chief Sales and Marketing Officer.
The company has made significant advancements since our last discussion a year ago, having expanded its presence both locally and globally, launched new products, and entered new categories in Sri Lanka.
“We continue to innovate and grow despite challenging macroeconomic conditions. In international markets, we implement a disciplined
route-to-market model by partnering with distribution companies that have the reach, capability, and commitment to growing mindshare within our target group,” Ranatunga tells us.
“This strategy drives sustainable volume growth and brand distinction, enabling us to seize opportunities in both mature and emerging markets.”
THE GOLDEN GLOBAL STANDARD
Lion Brewery uses quality-assured ingredients in its brews, including select materials sourced through its partnership with the Carlsberg Group’s worldwide brewery network.
“Ingredients are carefully chosen to achieve the desired flavour profiles for our beers. We also conduct stringent checks at every stage of the brewing
process, including laboratory analysis, sensory evaluations, and controlled packaging assessments,” assures Ranatunga.
State-of-the-art German technology further supports quality assurance by enabling real-time monitoring through advanced control systems. This ensures precision and consistency at every stage, from raw material intake to final packaging.
The Krones Brewnomic toolkit optimises utilities as part of Lion Brewery’s continuous improvement journey. This concept, developed by Krones subsidiary, Steinecker GmbH, enables a brewery to be energy self-sufficient by smartly using and recovering the residual materials from the brewing and filling processes.
“We’re committed to waste-to-value
initiatives that improve efficiency, enhance capacity, and reduce our environmental impact. For example, we have invested in waste-to-energy by using methane generated from our wastewater treatment process as fuel for our boiler,” he shares enthusiastically.
“Additionally, we have repurposed waste kieselguhr into concrete paving bricks used at our depots. These efforts continue to reinforce our commitment to innovation and sustainability.”
Alongside promoting a more sustainable future, the company is dedicated to innovation. This inclination towards environmental responsibility aligns with Lion Brewery’s creative spirit, which celebrates the rich heritage of its
HOW DO YOU SEE THE CRAFT BEER INDUSTRY EVOLVING, AND WHAT ROLE DO YOU HOPE LION BREWERY WILL PLAY?
Madhushanka Ranatunga, Chief Sales and Marketing Officer: “The brewing industry in Sri Lanka is still in its early stages, but there is a growing customer demand for unique, high-quality beverages, indicating significant potential for growth. Our new innovation brewery will enhance our product development capabilities.
“We have also established dedicated teams to manage newly-launched products across brand marketing, trade marketing, and our draught beer network. These initiatives will contribute to a robust craft beer proposition for the brand in the future.
“Furthermore, as the demand for healthier options continues to rise in Sri Lanka and globally, we plan to introduce a range of beers that cater to this important need.”
“LION BREWERY IS A CULTURAL ICON WOVEN INTO LIFE’S MOST MEANINGFUL MOMENTS. WHETHER CELEBRATING THE GREAT OUTDOORS AFTER A HIKE OR GATHERING WITH FRIENDS FOR SPORTS OR FESTIVALS, OUR BRAND IS ALWAYS PART OF THE OCCASION”
– MADHUSHANKA RANATUNGA, CHIEF SALES AND MARKETING OFFICER, LION BREWERY
community through local cultural influences.
Draught offerings include Lion Lager, Lion Strong, and limitededition brews in select draught beer venues and tourist destinations.
Exciting new releases such as Pure Ceylon Tea Beer and Ambalavi Mango Beer, meanwhile, use local ingredients inspired by Sri Lankan cuisine and culture, offering exclusive experiences to consumers.
A PRINCIPLED PROCESS
Sustainability lies at the heart of Lion Brewery’s operations. The company is committed to investing in cuttingedge technology and dedicated to harnessing renewable and clean energy sources, significantly reducing its carbon footprint.
“Our primary packaging utilises returnable glass bottles with a significant percentage of recycled materials, and we’re increasing
our draught beer offerings in returnable containers. We reuse materials wherever possible, such as repurposing collateral during campaign changes to minimise waste,” Ranatunga proudly outlines.
Notably, alongside operating sustainably, Lion Brewery actively supports local community initiatives through programmes aligned with its environmental, social, and governance (ESG) framework.
Melting Point is a key initiative that upcycles used aluminium cans into souvenirs, supports local craftsmanship, creates opportunities for artisans, and promotes ecofriendly practices.
“In environmental conservation, we collaborate with other organisations to combat ocean pollution. Equally, we participate in reforestation projects through the Lion Nation Foundation.”
Indeed, in acknowledgement of its environmental stewardship, Lion Brewery was recognised at the Presidential Environment Awards 2024 with a Silver Award in the Food and Beverage category.
In the realm of renewable energy, Lion Brewery assists its retail partners in installing solar panels that reduce operational costs and power product coolers sustainably. This collaborative effort promotes eco-friendly solutions for innovative green facilities.
PORTFOLIO OF LUXURY LION BREWERY BRANDS, BREWS, AND BEYOND
LION – Lager; Stout; Strong; and Ice.
BEER AND CIDER – Ryder’s Wild Apple; Ryder’s Ginger Blast; GB Export; Corona Extra; Somersby; Tsingtao; Hoegaarden; and Stella Artois.
SPIRITS – Blended whisky; single malts; gin; vodka; rum; tequila; liqueurs; American whisky; cognac.
WINE – Coopers Creek; Jam Jar; La Boscana; Cantini Ronco; Spoletoducale; Sutter Home; Champagne Jacquart; Sangria; Covides; Long Country; Indaba Wines; Gossips; and Gik – the only blue wine imported into Sri Lanka, created from two organic pigments and a unique combination of grape varieties.
“Additionally, we facilitate technical brewery visits for institutions like the Sri Lanka Institute of Tourism and Hotel Management, sharing industry best practices with aspiring professionals. Through the Lion Bar
Academy, we develop human capital in the hotel, restaurant, and catering (HoReCa) sector by training staff in beer-pouring techniques, beverage knowledge, and customer service to enhance the consumer experience.
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“AS CONSUMER PREFERENCES AND LIFESTYLES EVOLVE, LION BREWERY WILL PROVIDE A RANGE OF CHOICES AND VARIETIES THAT ALIGN WITH THESE CHANGING NEEDS, ASSISTING CONSUMERS IN UPGRADING WHILST FOSTERING A STRONG BEER CULTURE IN SRI LANKA”
– MADHUSHANKA RANATUNGA, CHIEF SALES AND MARKETING OFFICER, LION BREWERY
“We also conduct tasting sessions and food pairing workshops that equip staff in the modern trade channel with valuable skills and expertise,” impassions Ranatunga.
BRIMMING WITH OPPORTUNITIES
The future for Lion Brewery is very promising as the company is currently embarking on several significant investments, with some projects already in progress.
“We’re entering into new international markets to strengthen our global presence, expanding our brewery in Sri Lanka to increase capacity and meet demand, and investing in an innovation brewery to support the development of exciting new flavours and styles,” Ranatunga
states optimistically.
Investments are vital to Lion Brewery’s long-term strategy for sustainable growth and global expansion, allowing it to remain adaptable and continue providing innovative products to customers.
The company’s primary objective for the upcoming year is to drive local and international strategic growth.
Domestically, Lion Brewery is elevating the consumer experience by broadening its draught beer network and unveiling an enticing array of flavours and styles. This expansion aims to delight customers and foster a deeper appreciation for craft brewing.
“As consumer preferences and lifestyles evolve, Lion Brewery will provide a range of choices and varieties that align with these
changing needs, assisting consumers in upgrading whilst fostering a strong beer culture in Sri Lanka.
“We also plan to enhance the country’s tourism experience by increasing our presence in key tourist destinations. Internationally, we are targeting markets and segments that complement our brand proposition and partnering with the right stakeholders to expand Lion Brewery’s global footprint,” Ranatunga concludes.
The Lion Brewery team attending the FCMG Asia Awards 2025
POWERING THE TRANSITION TOWARDS AN ENERGY-SECURE FUTURE
A world leader in clean energy and pioneer of wind power in India, we explore the ways in which Suzlon Energy’s innovation and technology expertise are redefining the renewables sector
As India’s number one wind energy solutions provider, Suzlon Energy (Suzlon) has spent the past 30 years revolutionising and redefining the way wind resources are harnessed across the world with a singular mission of making energy affordable and accessible for the millions of people living in the dark.
Suzlon was amongst the first wind turbine manufacturers to lay
the foundation for energy security in the overlooked markets of Australia, Brazil, and China, which had significant wind potential. Today, some of these countries have some of the highest wind energy installations in the world.
From offering end-to-end wind energy solutions, erection, and post-commissioning services to positioning wind as a viable solution for a low-carbon economy, Suzlon has
a remarkably impactful footprint.
The company started with the objective of boosting green jobs and sustainable manufacturing whilst reducing carbon emissions caused by fossil fuels in countries where power costs were either eating into consumers’ pockets or weren’t affordable.
By targeting emerging markets, Suzlon empowered several countries to build on their renewable energy
ecosystems and reduce fossil fuel imports, achieving true energy independence. It did so by utilising local talent to ensure the indigenous people of every country earned a livelihood.
One of the pioneering voices in climate change advocacy, Suzlon’s innovative approach to wind energy’s business models transformed the way renewable energy’s viability was perceived and convinced both private
and government players to buy into the promise of clean energy at the onset of the 2000s.
Through its customer-first philosophy, Suzlon eliminated several bottlenecks that hindered the expansion of both India and the global wind energy industry. With the historic acquisition of Hansen (now ZF Group), the company resolved the gearbox crisis for all stakeholders, putting the power of demand
generation in its customers’ hands and debottlenecking the industry’s growth forever.
Cementing its international expertise with 21.1 gigawatts (GW) of installations worldwide, Suzlon is the first and only Indian wind energy company to achieve 20GW of global wind energy installations within three decades of operations.
In India, the company is a market stalwart with over 111 wind farms and
an installed capacity of more than 15.1GW. Here, it has developed some of Asia’s largest operational onshore wind farms in nine states, including Gujarat, Rajasthan, Maharashtra, and Tamil Nadu.
As the leader of India’s energy transition journey, Suzlon holds the greatest market share in the country at 30 percent and the largest fleet of assets under maintenance. Furthermore, Suzlon has India’s largest wind energy orders in the public sector undertaking (PSU) and commercial and industrial (C&I) segments and the highest-ever order book of 5.6GW, making it the wind original equipment manufacturer (OEM) and operator of choice.
The company’s diverse client portfolio spans power utilities and electricity producers in the private
and public sectors. With a presence in 17 countries across Asia, Australia, Europe, Africa, and the Americas, Suzlon’s turnkey solutions, lifetime support, and best-in-class products make it an unparalleled international force for customers looking to grow their green portfolio and build a sustainable world through renewable energy systems.
Ultimately, Suzlon aims to make renewable energy not only simple but cost-effective, meeting the breadth and depth of customer requirements across the renewable energy value chain and working towards its vision of growth driven by sustainable development.
THE FATHER OF INDIA’S RENEWABLE ENERGY
Suzlon is not only home to constant
innovation and progress but also a rich and fascinating history.
Tulsi Tanti, Founder of Suzlon Group, was the driving force behind the company’s international growth. His strategic vision and business acumen transformed the energy company, making it an unparalleled global powerhouse.
A mechanical engineer, Tanti initially owned a family textile business in Gujarat facing challenges due to the high cost of electricity and frequent power outages. Wanting to explore alternative ways to fuel his business’s need for power, he purchased two wind turbines to produce his own electricity and bring down power costs. After experiencing the power of wind energy himself, he soon realised he had unearthed the one solution that would make India’s textile
SUZLON AT A GLANCE
THE NUMBER ONE WIND ENERGY SOLUTIONS PROVIDER IN INDIA
20,949 MW INSTALLED CAPACITY
13,070 WTG s INSTALLED
1,900+ CUSTOMERS GLOBALLY
30-YEAR TRACK RECORD
industry globally competitive.
Tanti made the bold decision to shift gears and enter the energy sector in 1995, and thus, Suzlon was born.
After the company’s establishment, it quickly gained a reputation as a world-class provider of complete wind energy solutions, going so far as to establish a technical relationship with German company Südwind Energy GmbH to strengthen and build its expertise in designing wind turbine generators (WTGs).
This expertise allowed Suzlon to set up WTGs across India, further its product innovation, and fast-forward its efforts to become one of the most vertically integrated wind turbine manufacturers in the world.
In just a few years, Suzlon achieved its first milestone of 1GW of installed
capacity in India. In 2005, the company was listed on the Bombay Stock Exchange and National Stock Exchange after attaining a leadership position in wind power generation. Its initial public offering was oversubscribed 15 times, winning it the ‘IPO of the Year’ award by Ernst & Young in 2006.
In the following years, Suzlon embarked upon its landmark initiatives – the Pure Air Lovers’ Society – which gave India its largest community of over a million environmentalists under its ‘Clean Air Revolution’ and state-of-the-art training centres for wind technicians in North America and India, which successfully prepared trainees to lead the future of renewable energy.
Tanti was a global voice for climate change. He joined a group of influential individuals working towards energy transition called ‘Energy Shapers’, headed by Klaus Schwab, former Chairman of the World Economic Forum, to ensure clean energy received its rightful place in meaningful climate conversations.
In 2009, Tanti became the first of only three Indians to receive the prestigious ‘Champion of the Earth’ title by the UN. Suzlon’s efforts were recognised by the UN Framework Convention on Climate Change (UNFCCC) at the Conference of the Parties to the Convention on Biological Diversity, where it received the Gigaton Prize for global leadership in emission reduction.
Today, India is the third-largest producer of wind energy and the fourth-largest market for renewable energy employment in the world. Suzlon helps prevent 53.37 million tonnes of carbon emissions annually, which is equivalent to 4.43 billion trees absorbing CO2 every year – all because of one man’s vision and untiring commitment to fighting for the planet and its most vulnerable communities.
Rotating Equipment Services for Mining, Oil and Gas, and Power Generation
Sulzer’s Services division is your partner for uptime and enhanced performance for rotating equipment and more, providing unrivalled service and expertise to meet your operational needs – anytime, anywhere.
Sulzer serves customers through three dedicated and highlyspecialised divisions, each with their own industry-leading expertise. Cutting-edge parts, as well as maintenance and repair solutions for rotating equipment such as pumps, turbines, compressors, motors, and generators, are provided via the Services division.
Sulzer operates one of the largest service networks in the industry comprising more than 100 service locations, many of which are in Asia Pacific, with our regional footprint including Australia, New Zealand, Indonesia, Thailand, the Philippines, India, Japan, South Korea, China, and more.
We service our own original equipment and all associated third-
party rotating equipment run by our customers, maximising sustainability and life cycle cost-effectiveness.
The division’s technology-based solutions, fast execution, and expertise in complex maintenance projects are available at your doorstep across Asia Pacific, ensuring minimal downtime.
THE SULZER ADVANTAGE
The Services division offers significant advantages when it comes to the life cycle management (LCM) and total cost of ownership (TCO) of rotating equipment.
We optimise your operational
efficiency with our customised solutions and enhance your competitive edge with our expertise through energy efficiency, improved production output, and extended maintenance cycles.
As a service partner, we also find the right solutions together with our dedicated service teams and stay by your side during each project phase to develop the best solution for your needs.
Rapid turnarounds, meanwhile, minimise disruption and keep your projects on track, whilst our outstanding service solutions can be implemented at any time to increase
the reliability and availability of your equipment.
By supporting you with bespoke engineering and servicing solutions, we improve the performance of plants and the life cycle of your machines.
INDUSTRY IMPACT
Our Services division provides these dedicated rotating equipment services across Asia Pacific for numerous industries, including the mining, oil and gas, and power generation markets where we make the most impact.
Mining – We offer repairs and maintenance support to a wide range of mining equipment. Be it AC/DC motors, sag mill or ball mill motors, alternators, generators, gearboxes, transformers or pumps, Sulzer provides leading-edge solutions through our network of competence centres.
Oil and gas – As a world-leader in the oil and gas industry, we understand that availability, reliability, and efficiency are key. With a constant desire to push back technical barriers, Sulzer provides services to meet the most stringent specifications in the upstream, midstream, and downstream fields. Power generation – Sulzer has many years of experience in the maintenance of turbines, pumps, compressors, generators, and motors used in both conventional and renewable power generation applications.
ROTATING EQUIPMENT AND
OEM-AGNOSTIC SERVICES FOR ASIA PACIFIC AND OCEANIA
Pumps
As one of the world’s leading pump manufacturers, with an illustrious 150+ year history and track record dating back to 1834, Sulzer provides a wide range of maintenance and engineering solutions for a large variety of centrifugal, vertical, and horizontal pumps. We offer an extensive range of pump services and engineering solutions to increase the reliability, efficiency, availability, and service life of industrial and commercial pumps, which play a vital role in powering
processes across the world.
Our pursuit for innovation and technical excellence has enabled us to develop a comprehensive suite of intuitive digital solutions that optimise and complement the maintenance and operational requirements of your pumps.
Turbomachinery
Located at the heart of modern industry, turbomachinery is in operation extensively across the globe.
Sulzer has the resources and expertise to guarantee long-term efficiency and reliability, offering technical solutions across an extensive suite of turbomachinery such as turbines, generators, compressors, motors, and more, ensuring operational continuity for industrial facilities.
We offer a complete range of engineering solutions, from routine maintenance to complete overhaul and retrofits, to extend operational performance and enhance availability.
By working with one service partner, you can experience reduced downtime and improved cost efficiency.
Sulzer’s Services division is capable of fulfilling all your needs for general maintenance, outages, and even upgrades for all rotating equipment.
Electromechanical equipment
Sulzer offers a comprehensive suite of services for heavy
industrial electric motors, drives, and generators that optimise performance through enhanced engineering.
From monitoring and reporting to retrofits and rebuilds, we deliver high-quality service and technical solutions across an extensive range of electromechanical equipment, such as generators and electric motors, ensuring operational continuity for industrial facilities and production sites.
In Australia, our network of seven service centres offer a wide range of in-house and on-site electromechanical services for all industries.
IDEAL SERVICE PARTNER
With this comprehensive range of rotating equipment services for the Asia Pacific region, Sulzer’s Services division is your ideal service partner.
Get in touch to find out more about how Sulzer can support you with the LCM and TCO of your rotating equipment in the mining, oil and gas, and power generation markets.
SUZLON’S VALUES
Suzlon’s journey towards holistic, sustainable development is built on five foundational pillars:
• AGILITY – Efficient, prompt, and timely action defines the way Suzlon conducts its business and goes forward in its endeavour to achieve growth and create value for stakeholders.
• CREATIVITY – Constant innovation and the creation of new models are the cornerstones of Suzlon’s untiring efforts to unlock the potential of renewable energy.
• VALUE ADDITION – Suzlon’s efforts are always concentrated on delivering maximum stakeholder value.
• COMMITMENT – Suzlon is committed to building a sustainable tomorrow, and for this, it constantly partners and collaborates with all stakeholders.
• INTEGRITY – Complete honesty and transparency form the foundation of Suzlon’s stakeholder relationships.
CONTINUOUS INNOVATION
With a vision of being the best global renewable company, Suzlon actively innovates for sustainable, socioeconomic, and ecological development, creating a better life for future generations.
Suzlon’s 3 megawatt (MW) series has taken its home market by storm, owing to its high performance even in low-wind sites, and has made meeting net zero targets for corporations fairly uncomplicated.
In addition to offering 40-43 percent higher energy output than its predecessors, the S144 wind turbine from this series has the lowest recorded carbon emissions of any
turbine in the world at 6.16 grams of CO2 (gCO2 per kilowatt hour (kWh), setting a new benchmark for global wind technology.
The company’s multidimensional approach to value engineering and cost reduction provides better margins and a competitive advantage, allowing it to provide and sustain the very best in renewable energy solutions.
Some of Suzlon’s initial batch of wind turbines are still operational about 28 years later. Not only is this a testament to the company’s reliability, but the long lifecycle of the technology is also an assurance of increased profitability from each turbine for its customers.
A GREENER TOMORROW FOR ALL
Suzlon believes the business and the surrounding environment are interdependent and, therefore, the focus should be on strengthening the organic link between them. It provides sustainable development to the villages around its wind farms, seeding hope and joy into the lives of those it serves.
Specifically, Suzlon’s corporate social responsibility (CSR) mission comprises four main goals – having minimal impact on the natural environment, enabling local communities to develop their potential, empowering employees
to be responsible civil society members, and committing to ethical business practices that are fair to all stakeholders.
To achieve these goals, the company launched the Suzlon Foundation in 2007, through which it proudly makes a positive impact on society across the five capitals of financial, social, physical, natural, and human. With its Zero programmes and innovative livelihood support, the foundation has positively impacted 1.2 million people and over one million animals whilst conserving 47 million cubic metres of water.
Whilst the foundation is predominantly India-focused at the moment, it anticipates expanding globally.
Under its environmental, social, and governance (ESG) commitments, Suzlon is aligned with 16 of the 17 UN Sustainable Development Goals (SDGs). The company is on track to achieve net zero Scope 1 (direct emissions) and Scope 2 (purchased electricity emissions) well ahead of its 2035 target. It has also achieved 90 percent zero waste to landfill (ZWTL) at group level against its target of achieving 100 percent ZWTL by 2028.
As the company continues to work towards powering a greener tomorrow, it acknowledges that future generations deserve a healthy, sustainable environment and that the integration of environmental and socioeconomic values into business operations will be key to long-term success.
www.suzlon.com
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
HOW WOULD YOU DESCRIBE YOUR STYLE OF LEADERSHIP?
Grant Wallis
CEO and Managing Director, Wallis Drilling
“I would say my leadership style is the democratic, participative type. I strongly believe the personnel working at Wallis Drilling are the best in their class. By encouraging them to be involved and collaborate in many strategic areas, the company delivers real solutions to our clients and staff to enable safe and efficient production with worldleading equipment.”
Daniel Shoppee
CEO, Luv-a-Duck
“I am very strategic and team-oriented, with a strong focus on results. However, I also emphasise authenticity, especially since this is a family business; it’s because of this background that I bring a genuine leadership style to
my team. I believe that fostering trust amongst team members is essential as it enables us to achieve some truly great things together.”
Vincent Pyakalyia CEO, Enga Provincial Health Authority
“As a healthcare professional who practices all three leadership styles, I see myself as a situational leader – authoritarian, democratic, and laissez-faire. I can adapt my leadership style based on the needs of the situation, team dynamics, and urgency of care.
“My behaviour as a healthcare professional is guided by the Hippocratic Oath, which is centred around ethics, compassion, and a duty to do no harm. This manifests in my role as both a healthcare worker and a leader by guiding my decisions, behaviours, and organisational structure.”
Matthew Zanette CEO, Titeline Drilling
“My leadership style is rooted in leading from the front. Having progressed from an entry-level position to my current role, I bring a deep understanding of the business at all levels.
“This journey enables me to effectively coach and mentor team members, fostering a culture of safety, productivity, and continuous improvement. I believe in being present and engaged, using my experience to bridge gaps, inspire growth, and drive results through hands-on leadership.”
Kenny Keogh
Managing Director, Silverstone
“I’d describe my leadership style as hands-on, people-focused, and outcome-driven. I’m a big believer in leading from the front – not just setting direction but being actively involved in the day-to-day challenges our team faces. I’ve never been one to sit back; I like being on site, understanding the detail, and supporting the team where it matters most.
“For me, leadership is about setting the tone. I work hard to create a culture of accountability, trust, and respect – where people feel safe to speak up, take ownership, and take pride in their work. I back my team and expect high standards, but I also make sure they know they’re supported.
“Communication is key – being clear, honest, and consistent. I don’t believe in overcomplicating things. Set the vision, get the right people around you, remove roadblocks, and stay focused on the outcome.
“Ultimately, my goal is to build leaders within the business. If I can create an environment where people grow, perform, and enjoy what they do – that’s success for me.”
Wallis Drilling has told its story.
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