APAC Outlook - Issue 81

GLADSTONE AREA WATER BOARD

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ALTRAD

One of Australia’s most recognised industrial service providers

Issue 81

SAESL

Keeping airlines flying to connect the world

ARGO NATURAL RESOURCES Unearthing coal potential in Australia, Argo Natural Resources champions sustainable mining practices

Brendan Tritton, Managing Director and CEO of Valiant Gold, a Western Australian gold company, discusses advancing the restart of two historic mining centres in the Murchison Goldfields

GLADSTONE AREA WATER BOARD

COMPAGNIE DES BAUXITES DE GUINÉE

DERICHEBOURG | RHEINMETALL UK

DIGICEL HAITI

CBRE TURBOCAM

COOPER FLUID SYSTEMS

K N E U M AY E R C I V I L C O N T R A C T O R S

LONDON FIRE BRIGADE

JOHN A. MORAN EYE CENTER Issue 14

ROBINSON MINE

Unearthing new standards of copper extraction

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Issue 120

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www. northame ricaoutlookmag.com

Issue 81

ALTRAD

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One of Australia’s most recognised industrial service providers

JOSEPH BRANT HOSPITAL

PACKSIZE

SAESL

The pioneering endeavour delivering a new benchmark for golf equipment

Where technology meets tenacity

Transforming waste into valuable resources

BANNERMAN MINING RESOURCES NAMIBIA

Harnessing the nation’s rich resources

DANONE ROMANIA

MONTEGO PET NUTRITION

VULCAN MOZAMBIQUE

ARGO NATURAL RESOURCES

Pad-Up Creations is determined to provide hygiene products with safety, comfort, and sustainability. Olivia Onyemaobi, Founder and CEO, tells us more

Brendan Tritton, Managing Director and CEO of Valiant Gold, a Western Australian gold company, discusses advancing the restart of two historic mining centres in the Murchison Goldfields

On a mission to be the world’s leading integrated green coal mining operation, Vulcan Mozambique continues to drive the country’s mining space

BUILT FOR THE

GRYDALE

Operator safety through world-class dust management solutions

JOURNEY AHEAD Whether on the road or on the water, Lippert enhances all outdoor recreation adventures

Unearthing coal potential in Australia, Argo Natural Resources champions sustainable mining practices

THE 1-2-1 • THE QUESTION • TURBOCAM

Margaret Melanson

President and CEO, shares the organization’s innovative approaches and dedication to quality across its wide network of hospitals and community-based facilities in New Brunswick, Canada

Mopani Copper Mines is a proudly Zambian mining company engaged in the full spectrum of copper production, from ore extraction to the beneficiation of finished copper cathodes ready for export across the globe

Contributing to a healthier world

A well-loved and innovative pet care brand

THE THOUGHT LEADER

Panasonic Connect Europe is a vital bridge between the digital and physical worlds.

Peer Schumacher, Head of Electronics Manufacturing Solutions, gives his insight

• THE 1-2-1 • THE QUESTION

Phil McKee, Chairman and Founder of Appliance Innovation, explores the company’s approach to automation, driven by a commitment to solving operational challenges in the foodservice sector

CO O P L A N DS B A K E RY • D N AG RA R • B RA K E B U S H

KOLEKTOR CONSTRUCTION

Paula Burke, Director, HealthTech and Medical Devices, discusses HSBC Innovation Banking Life Sciences’ UK & Europe: Life Sciences & Healthcare Venture Financing Report

Dr Max Werner, CEO and Founder, details Hades Mining’s proprietary drilling technology, which is set to fundamentally change drilling economics

VECA ELECTRIC & TECHNOLOGIES

N O F A R

E N E R G Y

R O M A N I A

K I N G S PA N

Family-run, proudly Canadian

DANONE ROMANIA

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W W W .CONST RUCT ION-OUT L OOK.COM • ISSUE 4

Real Estate Solutions of the Future

www.foodbeverage-outl ook.com

Locked and loaded

Bridging the Real and Virtual Worlds

Enhancing all outdoor recreation adventures

Real estate solutions of the future

VP of Sustainable and Regenerative Agriculture, discusses PepsiCo’s collaborative regenerative farming initiative Over the last year, Saulsbury has expanded its position as one of North America’s leading engineering, procurement, and construction contractors

As a subsidiary of Dassault Systèmes, DELMIA is on track to shape the manufacturing industry of the future.

We speak to Guillaume Vendroux, CEO Jan Diekmann, Head of Business Development and Manufacturing at Ericsson Enterprise Wireless Solutions, explores how private 5G is transforming the factory floor

Enterprise Wireless Solutions, explores how private 5G is transforming the factory floor Jan Diekmann, Head of Business Development and Manufacturing at Ericsson

Packsize is the global leader in packaging automation. We unbox the company’s right-sized approach with Brian Reinhart, Chief Revenue Officer company’s right-sized approach with Brian Reinhart, Chief Revenue Officer Packsize is the global leader in packaging automation. We unbox the

Johan van Jaarsveld, Managing Director of Montego Pet Nutrition, tells us about the pet care brand’s promise of ‘Better Every Day’ tells us about the pet care brand’s promise of ‘Better Every Day’ Johan van Jaarsveld, Managing Director of Montego Pet Nutrition,

YY Group Holding operates an artificial intelligence-native workforce solutions and integrated facility management platform. CEO, Mike Fu, discusses the company’s established capabilities

Simon Thompson, VP Northern Europe at JAGGAER, explains why artificial intelligence-powered data infrastructure is becoming essential

facility management platform. CEO, Mike Fu, discusses the company’s established capabilities YY Group Holding operates an artificial intelligence-native workforce solutions and integrated

intelligence-powered data infrastructure is becoming essential Simon Thompson, VP Northern Europe at JAGGAER, explains why artificial

procurement, and construction contractors as one of North America’s leading engineering, Over the last year, Saulsbury has expanded its position

We speak to Guillaume Vendroux, CEO track to shape the manufacturing industry of the future.

As a subsidiary of Dassault Systèmes, DELMIA is on

and Virtual Worlds Bridging the Real

Issue 2

Margaret Henry,

From humble potatoes to gourmet crisps, SAVOURSMITHS is transforming snacking with bold flavours and a rich family heritage

LIPPERT

CBRE www.sustainabilityoutlookmag.com

Iss ue 9

SAVOURING THE FLAVOUR OF THE CRISP PARADIGM SHIFT

CBRE’s multidimensional perspective helps businesses find greater success with real estate facilities.

John Kirkman, Senior Managing Director and Supply Chain Leader, gives us the full story

LOCKHEED MARTIN

Contributing to the nation’s net zero goals

OUTLOOK

Contributing to a healthier world Issue 12

N O R D I C S

GREEN BUILDING COUNCIL OF AUSTRALIA

OSMOW’S SHAWARMA ISSUE 10

www.mfg-outlook.com

initiative regenerative farming PepsiCo’s collaborative Agriculture, discusses and Regenerative VP of Sustainable

a rich family heritage with bold flavours and transforming snacking SAVOURSMITHS is to gourmet crisps, From humble potatoes

adventures outdoor recreation Enhancing all

LIPPERT

SHIFT PARADIGM OF THE CRISP THE FLAVOUR SAVOURING

Locked and loaded

MARTIN LOCKHEED

gives us the full story Director and Supply Chain Leader, John Kirkman, Senior Managing success with real estate facilities. helps businesses find greater CBRE’s multidimensional perspective

Margaret Henry,

TELL US YOUR STORY, AND WE’LL TELL THE WORLD the Future Solutions of Real Estate

www.mfg-outlook.com

www.foodbeverage-outl ook.com

Iss ue 9

Issue 12

healthier world Contributing to a

w w w. s u p p ly c h a i n - o u t l o o k . c o m ISSUE 10

ROMANIA DANONE

Canadian Family-run, proudly

W W W .CONST RUCT ION-OUT L OOK.COM • ISSUE 4

OUTLOOK

www.sustainabilityoutlookmag.com

Issue 2

THE THOUGHT LEADER

• THE 1-2-1 • THE QUESTION

CO O P L A N DS B A K E RY • D N AG RA R • B RA K E B U S H

of the future Real estate solutions

CBRE

nation’s net zero goals Contributing to the

AUSTRALIA COUNCIL OF BUILDING GREEN

SHAWARMA OSMOW’S

THE 1-2-1 • THE QUESTION • TURBOCAM

Integrated digital health information

Horizon Health Network

MOPANI COPPER MINES

FORTERRA

REMONDIS BELGIEN

www.healthcare-outlook.com

www.mining-outlook.com • Issue 15

Every product deserves a box that fits perfectly

Keeping airlines flying to connect the world

HARDY DIAGNOSTICS

Building a healthier world

Issue 35

Issue 72

KOLEKTOR CONSTRUCTION

VECA ELECTRIC & TECHNOLOGIES

N O F A R

E N E R G Y

R O M A N I A

K I N G S PA N

N O R D I C S

Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, Supply Chain Outlook, Food & Beverage Outlook, Construction Outlook, and Sustainability Outlook are digital publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world.

With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends, and success stories from across the globe.

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WELCOME FROM THE EDITOR

NATURAL INSTINCT

E D I TO R I A L Head of Editorial: Jack Salter jack.salter@outpb.com Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com

Welcome to our 81st edition of APAC Outlook magazine.

Senior Editor: Lily Sawyer lily.sawyer@outpb.com

Unearthing coal potential in Australia, Argo Natural

Editor: Ed Budds ed.budds@outpb.com

Resources (Argo) champions sustainable mining practices

Editor: Rachel Carr rachel.carr@outpb.com

and our latest front cover.

Copy Editor: Lauren Kania lauren.kania@outpb.com

PRODUCTION Art Director: Stephen Giles steve.giles@outpb.com Senior Designer: Devon Collins devon.collins@outpb.com Designer: Louisa Martin louisa.martin@outpb.com Production Manager: Alex James alex.james@outpb.com Digital Marketing Director: Fox Tucker fox.tucker@outpb.com Senior Website Content Manager: Oliver Shrouder oliver.shrouder@outpb.com Social Media Executive: Jake Crickmore jake.crickmore@outpb.com Trainee Digital Content Executive: Tara Steele tara.steele@outpb.com

BUSINESS CEO: Ben Weaver ben.weaver@outpb.com

The company was recently rebranded to reflect a commitment to a focused, future-oriented approach in the mining industry, signifying a shift towards modern and responsible practices.

Argo’s ambition is to become a globally relevant supplier of high-quality coal products; by the end of 2028 to early 2029, it aims to export over 10 million tonnes of coal.

A key part of the company’s strategy is developing sustainable technologies, with a focus on benefitting the communities where it operates.

“As we look to the future, we aim to demonstrate that coal mining can be conducted sustainably and cleanly, ensuring a positive impact on the community and contributing to the narrative of reduced emissions in our sector,” affirms CEO, Richard Livingstone-Blevins.

SAESL’s impact on the aviation sector has been just as significant, with the company becoming an indispensable component of the Singapore aerospace

Managing Director: James Mitchell james.mitchell@outpb.com

ecosystem, keeping airlines flying to connect the world.

Chief Technology Officer: Nick Norris nick.norris@outpb.com

This year marks its 25th anniversary, which is a hugely important and proud

Content Director: Neil Perry neil.perry@outpb.com Global Head of Media: Lewis Hammond lewis.hammond@outpb.com Global Media Executive: Kai Boyle-Vennard kai@outpb.com

A D M I N I S T R AT I O N Finance Director: Suzanne Welsh suzanne.welsh@outpb.com Finance Manager: Victoria McAllister victoria.mcallister@outpb.com

C O N TAC T APAC Outlook Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom Sales: +44 (0) 1603 804 445 Editorial: +44 (0) 1603 804 431

SUBSCRIPTIONS Tel: +44 (0) 1603 804 431 jack.salter@outpb.com www.apacoutlookmag.com Follow us on LinkedIn: APAC Outlook magazine

milestone for everyone involved.

“I think the single word that encapsulates this milestone is pride. Everyone here is incredibly proud, and I think this marker is a testament to the teams that came before us, as well as the ones we have here today,” acknowledges Chris Pattinson, CEO. Altrad, meanwhile, has supported Australia’s industrial growth for over 40 years.

The company provides industrial services to some of the world’s leading operators and contractors, often on highly complex and critical assets where safety, reliability, and performance are essential.

“Ultimately, our role is to help customers improve productivity, extend asset life, and execute projects safely and efficiently,” details Brendan Chaplyn, CEO of Altrad Australia.

We also highlight the roles of Sitzler, Gladstone Area Water Board, ATEC Facades, Digital Edge DC, Thermo Fisher Scientific, and others.

We hope that you enjoy your read.

Follow us on X: @OutlookPublish

Jack Salter Head of Editorial, Outlook Publishing APAC Outlook Issue 81 | 3

APAC OUTLOOK CONTENTS

TO P I C A L F O C U S

24 Mining Powering Prosperity The enduring impact of coal

81|CONTENTS REGULARS

6 EXPERT EYE The leadership, skills, and innovation needed to deliver infrastructure ambitions

14 MINING

14 Valiant Gold From Proven Assets to Production Advancing the restart of the Comet and Reedy gold projects

24 I N D U STRY S P OTL I G H T

30 Digital Health Association

6

Modernising and transforming health systems

BUS INE SS INSIGHTS

8 Carlsberg Group Asia’s Next Brewing Chapter Accelerating expansion across the continent

18 F OOD & BEV ER AG E

18 Coles Group 8

30

Transforming Producer Ideas into Reality

208 THE FINAL WORD

The game-changing effects of the Coles Nurture Fund

How do you stay ahead of major industry trends?

APAC OUTLOOK CONTENTS

CO N STR U C TI O N

F E AT U R E S

140 Sitzler Built with Confidence

MINING

Precision in construction, confidence in delivery

40 Argo Natural Resources People-Powered Performance Fuelling Growth On a coal mining mission to champion sustainable practices

82 M A N U FAC T U R I N G

82 SAESL Powering Flight, Connecting People Keeping airlines flying to connect the world

158 Atec Facades

114 BOE Varitronix

Custom Design and Functional Façades

Delighting the Journey

64 M Resources

140

The premium automotive partner

Duratec’s newly established specialist arm

E N E R GY & U TI L I TI E S

168 Gladstone Area Water Board

Essential to Steelmaking A future-facing approach to investment and market growth

Securing Every Drop The backbone of heavy industry in Central Queensland

74 UGL Transport Keeping Critical Mining Assets Moving Component exchange, overhaul, and field services

114 OI L & G AS

122 Altrad Sustaining Australia’s Essential Infrastructure

74

One of the nation’s most recognised industrial service providers

168 TE C H N O LO GY

180 Digital Edge DC Building APAC’s AI-Ready Digital Infrastructure Platform Evolving to deliver the next generation of digital infrastructure

H E A LTH C A R E

194 Thermo Fisher Scientific Biologics Manufacturing of Tomorrow Delivering advanced medicines from Australia to the world

122

194

APAC Outlook Issue 81 | 5

Building the Next Decade of Asia Pacific Growth Amidst rapid infrastructure investment and development across Asia Pacific, Dean McGrail, President of WSP Middle East and Asia, discusses the leadership, skills, and innovation needed to deliver the region’s transformation ambitions Writer: Dean McGrail, President, WSP Middle East and Asia

A

sia Pacific (APAC) is entering one of the most important infrastructure decades in its history.

Across the region, economies are expanding, cities are growing, and expectations are rising. APAC is already home to more than 2.2 billion urban dwellers, with its urban population projected to increase by around 50 percent by 2050.

Against this extraordinary scale of demand, the question for the next decade is clear. How can we ensure that what we build today translates into long-term resilience, sustainability, and quality of life?

Over the past decade, infrastructure 6 | APAC Outlook Issue 81

across APAC has been associated with scale, including major transport networks, high-rise urban centres, ports, airports, hospitals, utilities, and new districts delivered at remarkable speed. That scale still matters, but the next decade will require a sharper focus on long-term performance. It must support economies, connect communities, reduce environmental impact, and help cities adapt to a changing climate.

GROWTH STORIES WITH COMMON PRIORITIES The region brings together advanced, highly connected city-states such as Singapore, global financial centres

such as Hong Kong, major industrial and technology markets such as China, and emerging economies across Southeast Asia with significant growth potential.

Each market has different priorities, levels of maturity, and delivery challenges. Yet across that diversity, common priorities are emerging; governments are seeking more resilient infrastructure, investors are looking for long-term value, and communities want better connectivity, improved sustainability, and enhanced quality of life.

Whilst growth trajectories differ, the direction of travel is consistent – future-ready development that supports both economic competitiveness and social progress.

RESILIENCE MUST BE BUILT IN As governments move from climate commitments to implementation, with policies such as China’s goal to achieve carbon neutrality by 2060 and Singapore’s Green Plan 2030, climate risk is now central to infrastructure decision-making. Flooding, extreme

EXPERT EYE CONSTRUCTION

heat, water stress, and pressure on energy systems are already affecting communities, assets, and economies across the region.

In my conversations with clients, partners, and our own experts across APAC, one point has become clear – resilience can no longer be treated as a late-stage design requirement. It must be embedded as a core principle of planning, design, and delivery from the outset.

This is especially important in cities where transport networks, water systems, hospitals, logistics hubs, and energy assets form part of wider systems that support economic activity and everyday life.

Building resilience means understanding those interdependencies and creating infrastructure that can withstand shocks, adapt to change, and continue serving communities over the long term.

The projects that will have the greatest impact are those designed as part of a broader system, connecting infrastructure investment to housing, public health, resource security, industrial growth, and environmental outcomes.

Across APAC, there are already encouraging examples of this thinking in action.

Singapore’s Thomson-East Coast Line shows how mass transit can improve connectivity whilst making more efficient use of scarce urban land. The country’s integrated waste management facilities, meanwhile, point to the value of connecting waste, water, energy, and resource recovery in more joined-up ways.

Elsewhere, Hong Kong’s Tseung Kwan O desalination plant demonstrates how cities are diversifying water supplies to strengthen long-term resource security. Taiwan’s port decarbonisation work reflects the growing importance of cleaner logistics and industrial systems.

The common thread is not simply technical delivery; it is the ability to connect infrastructure decisions to resilience, decarbonisation, resource security, productivity, and liveability.

Our opportunity is to embed this thinking more consistently into the planning and delivery of future programmes.

TECHNOLOGY AS AN ENABLER Technology will also have an important role to play. Digital tools, advanced modelling, artificial intelligence, and data analytics can improve how infrastructure is designed, managed, and operated.

In practice, this can mean using data to assess flood exposure, model passenger demand, plan maintenance, improve energy performance, or understand how a new asset will interact with the wider city.

Taiwan’s Taoyuan International Airport Terminal 3 is one example where digital planning and analytical tools have supported demand testing, design coordination, and the integration of complex airport systems into a future-ready hub of the wider Taoyuan Aerotropolis.

At the end of the day, the value of technology lies in solving real-world challenges. Digital innovation will be most effective when combined with engineering expertise, local knowledge, and a clear understanding of long-term objectives.

As infrastructure ambitions grow, each initiative will need engineers, environmental specialists, planners, project managers, digital experts, and strategic advisers, working together in multidisciplinary teams across sectors and markets to achieve the best outcome.

Across the region, governments are investing in transformation and communities are demanding better outcomes. Recent regional research has underlined the need for more inclusive, sustainable, and climateresilient urban futures, particularly around access to housing and services, environmental liveability, and cities’ exposure to climate and environmental risks.

The opportunity is to move beyond growth for growth’s sake and focus on long-term value. By investing in infrastructure that connects people, supports cleaner growth, strengthens resilience, and improves quality of life, APAC can set a global benchmark for the future.

If we get that right, infrastructure will help define the kind of future the region wants to build.

ABOUT THE EXPERT Dean McGrail is President of WSP Middle East and Asia, leading one of the region’s largest professional services firms.

Appointed President of the Middle East in 2021 and President of the Middle East and Asia in 2024, McGrail brings more than 25 years of experience in professional services and consulting within the construction industry. He remains actively engaged with key clients and external stakeholders whilst leading diverse, multicultural teams across the region.

A FUTURE WORTH BUILDING The path ahead will not be simple.

Climate pressures, skills shortages, funding constraints, and delivery complexity will all require careful navigation.

APAC Outlook Issue 81 | 7

Asia’s Next Brewing Chapter Carlsberg Group is accelerating its expansion across Asia by building on its landmark partnership with Sapporo Breweries, strengthening its premium portfolio, extending its market reach, and advancing its long-term international growth ambitions Writer: Lucy Pilgrim

8 | APAC Outlook Issue 81

CARLSBERG GROUP BUSINESS INSIGHTS

APAC Outlook Issue 81 | 9

CARLSBERG GROUP BUSINESS INSIGHTS

T

he iconic emerald-green hue of a Carlsberg bottle has been a mainstay of the European beer landscape since its creation in 1847.

The Danish pale lager has become a pillar of the continent’s dynamic beer category, with Carlsberg Group (Carlsberg) becoming one of the largest brewery companies in the world.

It is this global mindset that has continued to drive the beer behemoth’s success, amassing lager lovers in over 140 countries across the world.

Carlsberg has deployed a targeted international growth strategy in recent years, typified by an increased focus on sustainability commitments, diversification of its premium beverage portfolio, and, most recently, strategic growth into Asian markets.

Central to this expansion is a number of recent acquisitions and partnerships, the latest being Carlsberg’s agreement with Sapporo Breweries, forming a major strategic joint venture (JV) across Southeast Asia and Hong Kong, as well as a promising partnership to be launched in the UK.

SOLIDIFYING A STRONG RELATIONSHIP The recently announced JV will see the launch of Carlsberg’s existing beverage portfolio in Malaysia, Hong Kong, Singapore, Laos, Vietnam, and Cambodia, with the company also having the exclusive rights to produce and distribute Sapporo Breweries’ premium beer across these markets.

The partnership builds on Carlsberg and Sapporo Breweries’ existing successful collaboration in the sale of the latter’s premium beer in Malaysia, Hong Kong, and Singapore over the past two years, thus solidifying a highly advantageous relationship that promises strong geographic reach for both parties.

As part of the agreement, Sapporo Breweries has also granted Carlsberg the licence to produce and distribute its premium beer in the UK and Myanmar under long-term agreements, with both companies looking to explore further opportunities to introduce the brand to other European and Asian markets.

Carlsberg will hold a 75 percent stake in the JV and retain full operational control. The global beer brand will also receive a cash consideration of USD$643 million, which it will use to repay debt and deliver on its corporate mission.

A UNIFIED BEER FORCE As Japan’s oldest beer brand, Sapporo Breweries’ beloved beverage is world-renowned for its fresh taste and easy drinkability.

BREWING FOR A BETTER TODAY AND TOMORROW Carlsberg’s international growth strategy, Accelerate SAIL, emphasises its ambition to be the most successful, professional, and attractive brewer in newly entered markets worldwide.

Accelerate SAIL centres around building a bold and exciting future of growth, strengthening the foundations that have led to Carlsberg’s success over centuries.

Going forwards, the programme also elevates the company’s position as a market leader and positive force in society as it consistently strives for excellence.

The concept comprises five strategic levers – portfolio, geographies, execution, culture, and funding the journey. Each focuses on an integrated set of activities that ultimately drive shareholder value.

Accelerate SAIL is central to Carlsberg’s long-term ambition for organic growth, particularly in markets across China, Vietnam, and India.

10 | APAC Outlook Issue 81

APAC Outlook Issue 81 | 11

CARLSBERG GROUP BUSINESS INSIGHTS

With premium brand positioning and distinctive Japanese provenance, Sapporo Breweries’ beer is a welcome addition to Carlsberg’s strong product portfolio. Furthermore, Sapporo Breweries’ leading operational footprint in the Southeast Asian market provides an attractive platform to build the brand and enhance future growth.

Speaking on the collaboration, Carlsberg CEO, Jacob AarupAndersen, outlined why he believes the premium Japanese brand will drive the company’s strong portfolio of local and international brands and route-to-market capabilities in the region. This will, in turn, enable Carlsberg to accelerate its growth ambitions in important markets such as Hong Kong.

SAPPORO BREWERIES – AT A GLANCE Founded in 1876 in Sapporo, Hokkaido 6,102 employees Presence across 74 countries No. 1 market share of Asian beer in the US Recorded a revenue of ¥506.9 billion last year

Indeed, Aarup-Andersen looks forward to unifying the two organisations across the JV markets and beyond, facilitating forwardlooking and long-term strategic opportunities.

12 | APAC Outlook Issue 81

Equally, Sapporo Breweries anticipates numerous advantages from its long-standing and successful collaboration with Carlsberg, further bolstered by the recent collaborative development.

Indeed, Sapporo Breweries’ CEO, Hiroshi Tokimatsu, looks forward to combining the premium beer with Carlsberg’s outstanding business platform across Asia and Europe, with the aim to deliver even more world-class and attractive experiences globally.

The partnership represents a significant milestone in the company’s international business strategy, granting the company the confidence to move forward together as trusted partners.

Looking ahead, both Carlsberg and Sapporo Breweries will leverage the alliance as a foundation to deepen their collaboration in both existing and new markets, driving sustainable growth and creating long-term value.

www.carlsberggroup.com

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From Proven Assets to Production

Valiant Gold is a Western Australian gold company advancing the restart of two historic mining centres in the Murchison Goldfields.

Managing Director and CEO, Brendan Tritton, discusses the company’s pathway to production at Comet and Reedy Writer: Ed Budds

VALIANT GOLD MINING

V

aliant Gold (Valiant) (ASX:VAL) was established through the demerger of the Reedy and Comet gold projects from Westgold Resources (Westgold) (ASX:WGX), creating a standalone, Australian Securities Exchange (ASX)-listed company with 100 percent ownership of two established assets in the Murchison Goldfields.

The demerger gave the assets a dedicated board, management team, and funding base, with a clear mandate to progress mine restart activities, grow and improve resource confidence, and establish a pathway back to production.

“What makes Valiant compelling is that we are not starting from a blank page. Reedy and Comet are not greenfield concepts; they are proven brownfield projects with existing granted mining leases and approvals in place, established in a Tier 1 gold district with historical production and access to regional processing infrastructure,” introduces Brendan Tritton, Managing Director and CEO. Together, the projects have produced more than one million ounces (oz) of gold and host a combined mineral resource of over 1.2 million oz.

Both projects are close to established processing infrastructure, and Valiant’s ore purchase agreement with Westgold provides a defined processing pathway as the projects return to production.

“My role as Managing Director and CEO is to turn that foundation into a disciplined development and restart story.

“Our immediate focus is on advancing Comet towards a restart whilst progressing drilling, resource conversion, and mine planning at Reedy – including South Emu-Triton and Boomerang – so that both mining centres can contribute to Valiant’s future production platform,” Tritton explains.

with Westgold provides access to established regional processing infrastructure and supports a staged, capital-conscious approach to mine restart, drilling, and technical studies.

“We are not trying to do everything at once – instead, we are prioritising practical workstreams to reduce risk, build confidence in the resource base, and deliver value for shareholders,” he explains.

JOURNEY TO PRODUCTION

As a recently listed, early-stage company, one of Valiant’s first challenges has been establishing a standalone business whilst simultaneously progressing operational priorities at two historic mine sites.

That has meant building the team and systems, advancing technical and mine planning work, commencing field programmes, and engaging experienced contractors to execute the restart strategy.

Brownfield restarts bring their own unique challenges – these projects have real advantages, including existing development and historical production, but they also require a methodical and diligent approach.

“Dewatering, rehabilitation, mine planning, resource confidence, infrastructure readiness, and contractor selection all need to be managed carefully and in the right sequence.

Today, the Australian gold sector is being shaped not only by a highly constructive gold price environment, but also a market demanding discipline.

Investors want exposure to gold, but they also want credible pathways to production, sensible capital allocation, and teams that can execute.

“We are also seeing renewed interest in brownfields assets. In a higher-cost environment, projects with existing mining leases, historical development, known mineralisation, and nearby processing options can be very attractive because they may offer a faster and more capitalefficient pathway than greenfield developments,” Tritton states.

Valiant has been structured around that opportunity. Its assets have a substantial production history, whilst the ore purchase agreement

A DILIGENT APPROACH

“What makes Valiant compelling is that we are not starting from a blank page. Reedy and Comet are not greenfield concepts; they are proven brownfield projects with existing granted mining leases and approvals in place, established in a Tier 1 gold district with historical production and access to regional processing infrastructure” – BRENDAN TRITTON, MANAGING DIRECTOR AND CEO, VALIANT GOLD

APAC Outlook Issue 81 | 15

VALIANT GOLD MINING

“To address these challenges, we have brought together an experienced board and management team, strengthening our technical and operational capabilities,” Tritton tells us.

In a short period, the team has moved from corporate formation to on-ground execution: completing initial underground re-entry at Comet, commencing dewatering and rehabilitation activities, progressing

mine engineering studies, drilling at South Emu-Triton, and preparing the maiden programme at Boomerang.

Valiant operates with a focused, technically strong team that is practical and accountable. Its approach is to advance each project through clearly defined workstreams, using the existing resource base, infrastructure advantages, and funding position to accelerate value creation.

“For me, the most rewarding aspect

is seeing assets that were not a priority inside a much larger portfolio receive the dedicated focus they deserve.

“Reedy and Comet have history, infrastructure, resource scale, and exploration upside. The demerger has given them a dedicated company and team with one purpose: to bring these assets back into production and unlock their longer-term value,” highlights Tritton.

PRACTICAL TARGETS “That result is significant because it demonstrates the system remains open at depth and supports our

WHAT IMMEDIATE WORKSTREAMS AT VALIANT WOULD YOU HIGHLIGHT?

view that South Emu-Triton has meaningful resource growth potential. The next phase will focus on infill drilling to improve resource confidence and support future mine planning.

Brendan Tritton, Managing

“The third is Boomerang, which

Director and CEO: “The first is the

is another important part of the

Comet restart pathway. Valiant has

Reedy development strategy. It is

completed an initial underground

a walk-up, drill-ready opportunity

re-entry and commenced the staged

on the northern extension of the

dewatering and rehabilitation

Reedy Shear, with a current mineral

programme, giving us direct access

resource of approximately 367,000

to assess conditions and advance

oz of gold and potential open-pit

the work required for the restart of

and underground mining optionality

underground mining.

over time.

“In parallel, our team is advancing

“The maiden programme is designed

mine engineering and technical

to validate and strengthen the

studies to support an initial life-of-

geological model, convert inferred

mine design, infrastructure planning,

material to indicated, test depth and

and the future award of the main

strike extensions, and improve our

underground mining contract.

understanding of the lode geometry

“The second is our drilling programme at South EmuTriton within Reedy. The maiden programme delivered assays

and structural controls. That gives us another near-term development and resource-growth lever alongside South Emu-Triton.

confirming that mineralisation

“Valiant’s near-term growth

extends approximately 400 m below

strategy is to advance the restart

the current resource boundary. The

of two historic mining centres:

standout intercept was 34.2 m at

restart mining activities at Comet,

2.97 grams per tonne (g/t) of gold

supported by drilling, resource

from 1,007.9 m, including 3.6 m at

conversion, and development

15.55 g/t of gold.

studies across Reedy.”

16 | APAC Outlook Issue 81

Moving forward, Valiant’s targets are deliberately practical.

At Comet, underground re-entry has been completed, and the staged dewatering and rehabilitation programme has commenced.

In parallel, Valiant is advancing mine engineering studies, an initial life-of-mine design, and infrastructure readiness, and planning for the award of the main underground mining contract.

At Reedy, the immediate priority is to grow and improve confidence in the resource base through systematic drilling, whilst progressing the technical work required to assess future mining fronts.

“Results from South Emu-Triton confirmed that mineralisation continues approximately 400 metres (m) below the existing resource boundary, strengthening the potential for resource growth and supporting the next phase of infill drilling and mine planning,” outlines Tritton.

“Boomerang is another nearterm development opportunity. The maiden programme is designed to validate and infill the existing model, convert inferred material to indicated, and test extensions that could support both open-pit and underground mining scenarios over time.”

Over the coming year, Valiant intends to keep delivering the de-risking activities set out at initial public offering (IPO): Comet

“For me, the most rewarding aspect is seeing assets that were not a priority inside a much larger portfolio receive the dedicated focus they deserve” – BRENDAN TRITTON, MANAGING DIRECTOR AND CEO, VALIANT GOLD

dewatering and rehabilitation, mine design and contractor readiness, resource drilling at Reedy, evaluation of future mining fronts, and disciplined capital deployment.

The objective is to demonstrate, step by step, that Valiant can convert two proven brownfield assets into a credible near-term production and growth platform.

PATHWAY TO PROGRESS The next 12 months are about execution and de-risking.

At Comet, the focus is to progress dewatering and rehabilitation, restore underground access safely, finalise mine planning and technical work, and advance the contracting and infrastructure workstreams required for the restart of operations.

“Comet is already moving from

planning into physical execution.

Our objective is to complete the key enabling works and position the mine for a disciplined restart, subject to technical outcomes, safe execution, and the normal regulatory approvals,” Tritton sets out.

“At Reedy, drilling remains the immediate focus. South Emu-Triton has delivered a significant extension below the existing resource, and the next phase is designed to improve resource confidence and assess how this mineralisation can support a future mining restart.”

In parallel, the maiden Boomerang programme provides another development and resource-growth pathway, with drilling designed to validate the geological model, improve classification, test extensions, and support future mineral resource

estimate updates and mine planning.

“If we continue to execute these workstreams well, Valiant will move from a newly listed owner of two proven assets to a development company with two clearly advancing mine restart pathways and a platform for future production growth,” closes Tritton.

www.valiantgold.com.au APAC Outlook Issue 81 | 17

Transforming Producer Ideas into Reality Bringing to life a new wave of innovative food and farming practices, Coles Group has awarded more than AUD$3.5 million in grants to eight small to mediumsized enterprises across Australia.

We delve into the Coles Nurture Fund and its game-changing effects Writer: Lucy Pilgrim

C

oles Group (Coles) is an established household name across Australia thanks to its network of 860+ grocery stores that have been keeping the country fed since 1914.

As the environmental, social, and governance (ESG) arm of the group, the Coles Nurture Fund provides funding to an abundance of small to medium-sized enterprises (SMEs) across Australia to drive innovation, boost sustainability benefits, and promote the development of industry-leading products.

Over a decade into the programme, 18 | APAC Outlook Issue 81

the fund has awarded a total of AUD$43 million in financial support to 127 farmers and food producers nationwide.

In its latest round of funding, the programme provided over AUD$3.5 million in grants to eight SMEs in Queensland (QLD), New South Wales (NSW), Victoria (VIC), and Tasmania (TAS), each reflecting the ambition and ingenuity of Australian local producers.

Anna Croft, Coles Chief Commercial and Sustainability Officer, believes the projects show the breadth of

innovation happening across the country – from cutting-edge zucchini grading technology and Indigenousled aquaculture to turning imperfect ginger and turmeric into Australiangrown pantry products.

Indeed, the Coles Nurture Fund supports communities in order to tackle real business and industry challenges for each of its recipients – whether reducing waste, improving efficiency, creating new opportunities for regional communities, or developing more sustainable ways to produce food.

COLES GROUP FOOD & BEVERAGE

This venture is expected to scale the Australian-grown native protein, Cherabin – a beloved protein source of the Hope Vale Aboriginal community – across the country.

The funding will also be used to create meaningful jobs for the surrounding community, opening up opportunities for local people to be part of the wider supply chain.

Additionally, the waste pond water can be reused to irrigate farm crops and cultivate a connected system that links aquaculture and agriculture.

LINKING AQUACULTURE AND AGRICULTURE One of the eight recipients was the Hope Vale Foundation in QLD, a 100 percent Indigenous-owned not-forprofit, which is using the awarded AUD$500,000 Coles Nurture Fund to develop its giant freshwater prawn project.

Following a successful hatchery initiative that produced over 200,000 juvenile prawns, the grant will help the business build its own hatchery and create ponds on its 19-hectare R&D farm near Cooktown.

APAC Outlook Issue 81 | 19

COLES GROUP FOOD & BEVERAGE

FROM NOVELTY TO MAINSTREAM Second-generation blueberry farmer Tallogum Berries was also awarded AUD$495,000 from the Coles Nurture Fund.

The market-leading, Northern Rivers-based business hailing from NSW will allocate the funding to growing its kiwi berries from a novelty product to a more commercially viable berry crop for exportation across Australia.

ADDITIONAL COLES NURTURE FUND RECIPIENTS Zest Element, Sunshine Coast, QLD – Awarded AUD$500,000 to build its inaugural mobile dehydration hub, comprising a solar-powered heat-pump system built into an upcycled semi-trailer. This will help farmers turn excess and out-of-spec produce into 100 percent, Australian-grown fruit powders.

Pirrone Brothers, Ayr, QLD – Received AUD$500,000 to install an artificial intelligence (AI) zucchini grading system, enabling the third-generation farm to grade the crop more effectively, reduce waste, and make better use of the vegetable as it grows.

Wintergreen Farm, Somerton, NSW – Recipient of AUD$500,000 to construct a 30 megalitre above-ground water storage system using interconnected water bladders. This supports the family-owned broiler chicken farm in creating a closed and controlled water supply for its growing poultry operation.

EcoHarvest, Liffey Valley, TAS – Given AUD$90,000 to develop its irrigation system, automate soil moisture monitoring and mowing, and support soil health across the first-generation certified organic berry farm.

20 | APAC Outlook Issue 81

For this to materialise, Tallogum Berries is acquiring a commercial plot to house its state-of-the-art kiwi berry genetic programme, enabling it to test selected varieties on a larger scale and extend the fruit’s short supply window.

Relatively underrepresented in the country’s fruit market, kiwi berries can be described as a small snackable version of a kiwi fruit with a smooth, edible skin.

Indeed, the funding will help build the foundations for a more robust kiwi berry supply chain and allow more Australians to sample its delicious, underrated taste for the first time.

Thus, with Coles’ support, Tallogum Berries can take the next step towards making kiwi berries a fruit more Australians can try and buy regularly.

COLES GROUP FOOD & BEVERAGE

TRANSFORMING DAILY WASTE From sweet berries to earthy spices, half a million dollars has been awarded to Mount Sylvia Fresh (Mount Sylvia) – a three-generation family business building an on-farm food manufacturing facility for ginger paste and turmeric powder.

The business has been growing the two aromatic spices since its inception in 1967, and the new facility will help optimise its produce even further.

More specifically, the funding will be allocated to helping reduce farm waste and creating new value from crops that aren’t ordinarily sold as fresh produce.

Currently, only around half of Mount Sylvia’s turmeric crop and three quarters of its ginger can be sold as fresh produce. Therefore, the facility creates the optimum environment to turn imperfect and excess produce into something customers can use every day. This will also help reduce food waste and improve water and energy usage for growing crops.

Mount Sylvia is a case study for the ways in which the Coles Nurture Fund gives farmers the confidence and capital to bring big ideas to life whilst creating convenient Australian-grown products.

Wayne Dallinger, Head of Operations

Mount Sylvia corporate video

Interview with Clinton Crust, a third-generation farmer from Mount Sylvia

APAC Outlook Issue 81 | 21

COLES GROUP FOOD & BEVERAGE

DRIVING FARMING TECHNOLOGY FORWARDS Cummaudo Farms, a VIC-based potato and onion producer, has received AUD$500,000 to support the development of next-generation driverless tractor technology on its farm in Mirboo North.

Run by three generations of potato farmers, the family business has been a core pillar of the Gippsland farming community for over half a century, having evolved from growing potatoes to onions.

The driverless tractor technology will transport the farm into a new era, highlighting how automation can support local growers by alleviating some of the farm’s most repetitive and time-consuming tasks.

22 | APAC Outlook Issue 81

The equipment is ultimately increasing efficiency as it controls itself using GPS and pre-programmed computer systems.

As a result, the autonomous tractor can work consistently and accurately on long, repetitive tasks, which will help reduce fatigue, limit human error, and make better use of the team’s time.

Without the Coles Nurture Fund, investments such as these are difficult to pursue, proving how it can help producers explore practical innovations that improve farm efficiency, support growers well beyond their own business, and ultimately transform farming in Australia.

Mariska Sartori, Operations Manager at Cummaudo Farms

www.colesgroup.com.au

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Discover exclusive content distributed through the brand’s website, online magazine, social media campaigns, and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Sustainability Outlook will continue to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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24 | APAC Outlook Issue 81

TOPICAL FOCUS MINING

POWERING PROSPERITY Nick Jorss, Founder of Coal Australia, candidly discusses the driving force behind his company, sheds light on the often-misunderstood coal industry – advocating for its pivotal role in the nation’s economy – and explores ways to reshape public discourse around coal’s future Writer: Rachel Carr

APAC Outlook (AO): Firstly, could you introduce Coal Australia, its mission, vision, and key achievements since its inception?

Nick Jorss, Founder (NJ): Coal Australia is the dedicated national voice for the country’s coal industry.

As a not-for-profit membership organisation, we represent the people and companies committed to building a secure future for Australian coal – thermal and metallurgical producers, suppliers, customers, employees, local businesses, and our critical coal communities.

Coal Australia has an agile team and is run by our indomitable CEO, Stuart Bocking, with a goal to

promote the positive contribution coal makes to the country, bring rightful pride back to the industry and our coal communities, improve public understanding of what coal is used for, advocate for public policy that allows the industry to keep investing here, and support the next generation of skilled workers.

In simple terms, Coal Australia exists because coal has become an industry everyone talks about, but too few people are prepared to speak for it directly.

Since our launch in 2023, we have made a real impact. Our grassroots Ready & Reliable campaign has reached millions of Australians; we have built a 140,000-strong Friends of Coal network, held town halls in

coal regions, secured support from political and industry leaders, and put pride back into an industry vital to Australia’s prosperity.

That is the achievement I am most proud of: coal workers and communities finding their voice again.

AO: How do government policies and regulations affect the coal industry, and what economic benefits can coal provide?

NJ: Government policy is one of the biggest determinants of whether coal investment stays in Australia or moves offshore. The industry understands that it must pay its fair share, just as it always has.

APAC Outlook Issue 81 | 25

TOPICAL FOCUS MINING

“COAL ROYALTIES AND TAXES HELP FUND SCHOOLS, HOSPITALS, POLICE, ROADS, AND OTHER PUBLIC INFRASTRUCTURE. A FAIR POLICY FRAMEWORK WOULD NOT PUT THIS AT RISK; IT WOULD SUPPORT THE COMMUNITIES AND SERVICES THAT RELY ON THE INDUSTRY’S SUCCESS”

regional supply chains.

Coal royalties and taxes help fund schools, hospitals, police, roads, and other public infrastructure. A fair policy framework would not put this at risk; it would support the communities and services that rely on the industry’s success.

– N I C K J O R S S , FO U N D E R , C OA L A U ST R A L I A

AO: What strategies can be implemented to reclaim the narrative around coal, emphasising its contributions to Australia’s economy and the importance of effective public policy to support the sector?

Unfortunately, in Australia, policy goals have stopped being about fair returns to the community and become a blunt political weapon.

For instance, the coal royalty regime in Queensland (QLD) is the clearest example of a punitive policy that increases costs and risks the coal industry.

Specifically, it taxes revenue, not profit, with the top tier applying at 40 percent to revenue above the relevant threshold, meaning a mine can be losing money and still pay enormous

26 | APAC Outlook Issue 81

royalties before it pays investors or reinvests in jobs, equipment, and communities.

That is not a sustainable tax system.

It puts mines, workers, suppliers, and future royalties at risk.

The economic contribution of coal to Australia is not theoretical – it remains the country’s second-largest export after iron ore, contributing tens of billions of dollars to the economy, directly employing tens of thousands of Australians, and supporting hundreds of thousands more in

NJ: “Coal does not need a sympathy campaign. It needs a facts campaign.

The first step is to stop apologising for an industry that Australians rely on every day. In fact, coal keeps the lights on, makes steel, supports regional communities, and earns export income for the nation – that is not a marginal story, but a national prosperity story.

TOPICAL FOCUS MINING

The second step is to put people and facts at the centre of the debate. To achieve this, Coal Australia has focused on town halls, local sponsorships, supporters, merchandise, digital campaigns, and direct engagement because the best advocates for coal are the workers, families, suppliers, and communities who live its contribution.

Furthermore, the industry’s opponents often speak in slogans, and we need to answer with facts, faces, and local consequences.

The third step is policy discipline – we need to advocate for internationally competitive royalties, faster, more predictable approvals, a workable emissions policy, the restoration of access to finance and insurance, and recognition that both metallurgical and thermal coal remain important.

Reclaiming the narrative is about making sure decisions are made on evidence, not ideology.

AO: What specific challenges do coal producers and communities face in adapting to changing market demands and environmental regulations, both domestically and globally?

NJ: Coal producers operate in a global market, but many of the biggest pressures are domestic and policycreated.

Prices move in cycles, and costs have risen sharply; approvals are slow and uncertain, whilst finance and insurance have become harder to secure. Additionally, environmental and emissions requirements are increasingly complex.

If you combine those pressures with excessive royalties, you can turn a world-class resource into an uninvestable project – communities feel that first.

A coal mine is not just a mine; it represents apprenticeships, engineering firms, trucking businesses, workshops,

local sport, schools, housing demand, and council revenue. When investment stops, the first people hurt are often the small businesses and young workers who have the least ability to absorb the shock.

Globally, the demand for coal is not disappearing; it is actually increasing.

In fact, it currently sits at a record high.

If Australia withdraws from supply, customers do not stop needing energy or steel. They buy from elsewhere, often from countries with lower environmental, safety, and labour standards.

This leads to the uncomfortable fact at the heart of the coal debate – shutting down high-standard Australian supply does not reduce global demand; it simply shifts supply to competitors.

AO: How does Coal Australia plan to address environmental concerns associated with coal mining whilst advocating for the industry’s role in sustainable energy solutions?

What steps can the coal industry take to enhance its reputation as a responsible sector?

NJ: We address environmental concerns directly, not defensively.

Coal mining already meets very

high standards for safety, water management, dust control, land rehabilitation, biodiversity, methane emissions, and community engagement.

However, the industry has to keep improving and be transparent about those improvements.

At the same time, the environmental debate has to be honest about trade-offs. Coal is a key input into steel, which is required for homes, hospitals, roads, bridges, transmission towers, wind turbines, solar farms, and the infrastructure of modern life.

Moreover, reliable, affordable energy is also essential to economic and social well-being. Coal’s role in a sustainable future is not to replace every other technology; it is to provide reliability and materials the world still needs whilst we pursue practical emissions-reduction technologies.

The industry’s reputation will improve when it shows, not just tells.

That means publishing rehabilitation outcomes, bringing journalists and politicians to sites, highlighting local procurement, apprenticeships, and Indigenous employment, supporting schools and sport, and being honest when standards need to be lifted.

APAC Outlook Issue 81 | 27

TOPICAL FOCUS MINING

The industry should be proud of its contribution, but that pride must be matched by performance.

AO: What role does coal play in the Australian steel industry, and how might shifts to greener technologies affect this relationship?

NJ: Metallurgical coal is not just another fuel; it is a raw material in the dominant steelmaking method.

Around the world, 70 percent of steel is produced using metallurgical coal and iron ore in blast furnaces and basic oxygen furnaces.

Consequently, that steel goes into the buildings, transport systems, defence equipment, energy infrastructure, and consumer goods that modern economies rely on.

Furthermore, Australia is fortunate

28 | APAC Outlook Issue 81

“WE ADDRESS ENVIRONMENTAL CONCERNS DIRECTLY, NOT DEFENSIVELY. COAL MINING ALREADY MEETS VERY HIGH STANDARDS FOR SAFETY, WATER MANAGEMENT, DUST CONTROL, LAND REHABILITATION, BIODIVERSITY, METHANE EMISSIONS, AND COMMUNITY ENGAGEMENT” – N I C K J O R S S , FO U N D E R , C OA L A U ST R A L I A

to have some of the world’s highestquality metallurgical coal. QLD, in particular, has a strategic role in supplying steelmaking coal to Asia, where urbanisation, industrial development, and infrastructure demand remain very strong.

The energy transition itself increases the need for steel through transmission, wind turbines, solar

infrastructure, ports, rail, grid upgrades, and data centres.

Australia should and will always be part of innovation in the steel industry.

However, despite billions spent on ‘green steel’ technologies, they have proven extremely expensive and unsuitable for use at scale – after all, we need to be honest about these things.

TOPICAL FOCUS MINING

Most of the renewable energy used to produce ‘green hydrogen’ for ‘green steel’ is lost in the process. These technologies are not a commercial substitute for metallurgical coal at the volume the world requires.

Therefore, the responsible approach is to support innovation whilst recognising that high-quality Australian metallurgical coal will remain essential for many decades.

AO: How does the coal industry contribute to job creation in regional communities, and what professional development opportunities can help prepare the next generation of skilled workers?

NJ: Coal is one of the great regional job creators in Australia. These are not abstract career opportunities on a spreadsheet; they are operators, fitters, electricians, engineers, environmental scientists, geologists, surveyors, rail workers, port workers, contractors, caterers, and small businesses across towns in QLD and New South Wales such as Moranbah, Dysart, Emerald, Blackwater, Muswellbrook, Singleton, and the Hunter Valley.

The strength of coal communities is that the benefits flow well beyond the whole town. Whilst a mine supports direct employment, it also supports suppliers, local sport, schools, apprenticeships, housing, medical services, and community organisations.

Moreover, this interconnectedness illustrates why policy decisions made in capital cities can have very real consequences in regional Australia.

Looking forward, the opportunity for the next generation is to make mining more attractive, more skilled, and more technologically advanced. Coal Australia works with organisations like the Resource Centre of Excellence in Mackay.

Ultimately, the next generation of

coal workers will still need practical mining skills, but they will also need digital, automation, environmental monitoring, and safety and leadership capabilities.

AO: Finally, how has coal demand evolved over the past decade, and what are the industry’s projections for the future, particularly regarding the transition to renewable energy?

NJ: Although the demand story is often misrepresented, the reality is global coal demand has not collapsed – it has remained extremely resilient and recently reached record levels.

Indeed, some developed countries have reduced thermal coal use. Asia and emerging markets continue to source reliable, low-cost power from coal, and the world continues to need steel.

Metallurgical and thermal coal are both critically important to global prosperity and development.

Steel demand is inextricably tied to development and infrastructure. A renewable energy system cannot be built without vast amounts of

steel, concrete, aluminium, copper, transmission infrastructure, ports, and heavy industry.

The same is true for the emerging artificial intelligence and datacentre economy, which will require enormous investment in electricity and construction.

Therefore, the future of Australian coal depends less on whether the world needs coal and more on whether Australia chooses to remain a trusted, high-standard supplier. If we tax and regulate our industry out of existence, the demand does not vanish; competitors meet it.

Coal Australia argues that the country should supply high-quality coal responsibly, keep energy affordable and reliable, and make the transition debate honest about costs, materials, and security.

coalaustralia.com APAC Outlook Issue 81 | 29

S P OT L I G H T

ON NEW ZEALAND DIGIT Encompassing a wide range of technologies and applications, digital healthcare is designed to improve outcomes, increase efficiency, and empower patients. New Zealand is embracing this developing landscape by integrating mobile and wearable devices, telemedicine, and IT to support prevention, diagnosis, and treatment Writer: Rachel Carr | Project Manager: Joseph Perfitt 30 | APAC Outlook Issue 81

DIGITAL HEALTH ASSOCIATION INDUSTRY SPOTLIGHT

TAL HEALTH O

ver the past 30 years, digital healthcare has evolved considerably to support in-person medical appointments, with notable developments in the 1990s when electronic health records (EHRs) became widely adopted, prompting radical reforms across health systems.

Undergoing a significant transformation, New Zealand (NZ) is actively advancing its cyber medical services through national initiatives, telehealth, secure digital identity, and the integration of artificial intelligence (AI).

Moreover, the country is embracing revolutionary advancements to modernise and transform its health systems, including remote patient monitoring, which will facilitate earlier patient discharge and enhance overall care.

A unified EHR system will streamline and secure the flow of medical information amongst general practitioners (GPs), specialists, and hospitals.

Furthermore, NZ is advancing into the digital age by enhancing its national breast cancer screening programme with innovative technology. The upgrade features a digital platform that allows users to enrol, book, and manage mammogram appointments through secure links or QR codes, making the process more convenient and accessible.

These investments are part of a broader strategy to create a more connected and accessible healthcare system, ultimately benefitting both patients and clinicians.

Digital healthcare in NZ has been rapidly evolving; the integration of IT into healthcare has facilitated improved data management, sharing, and analysis. Indeed, the nation has made significant progress in adopting health informatics, thereby enhancing patient outcomes and streamlining operations.

For example, the COVID-19 pandemic accelerated the adoption of telehealth services, allowing patients to consult healthcare providers remotely. This model has proven especially beneficial for those in rural and underserved areas, improving access to medical advice and treatment.

Many healthcare providers now offer online patient portals where individuals can access their medical records, schedule appointments, and communicate with health professionals. This in turn enhances patient engagement and encourages proactive management of health conditions.

The NZ government, along with various health organisations, has launched initiatives to promote digital health solutions.

Additionally, the use of wearable devices for monitoring health metrics, such as heart rate, physical activity, and sleep patterns, is on the rise. These technologies empower individuals to take charge of their health whilst providing valuable data to healthcare providers.

Ultimately, there is a growing movement in NZ towards creating a collaborative health ecosystem in which the public and private sectors work together to innovate and implement digital healthcare solutions for both patients and providers.

APAC Outlook Issue 81 | 31

APAC Outlook (AO): Firstly, could you talk us through the origins of the Digital Health Association, its inception, and initial mission and vision?

Stella Ward, CEO (SW): The Digital Health Association (DHA) started in 2002 as New Zealand Health IT (NZHIT). At that point, technology was only beginning to shape healthcare, and the sector itself recognised the need for a coordinated voice to work with government, providers, and policymakers in a fragmented system.

The purpose was practical and strategic from day one: to connect industry with decisionmakers and ensure innovation aligned with national health priorities and could actually be adopted. It was about helping businesses not just build technology, but get it into real-world use and scale.

The early mission held three ideas: give the sector a strong collective voice, build collaboration across it, and accelerate the uptake of technology to improve care.

INTERVIEW:

D I G I TA L H E A LT H A S S O C I AT I O N

Stella Ward, CEO

32 | APAC Outlook Issue 81

Stella Ward, CEO of the Digital Health Association, shares insights into the evolution of digital healthcare in NZ, discussing the association’s mission, the unique strengths of Kiwi HealthTech companies, and the opportunities and challenges they face in global markets

DIGITAL HEALTH ASSOCIATION INDUSTRY SPOTLIGHT

In 2022, we rebranded as DHA to reflect a broader, system-wide view, moving beyond an IT focus to encompass the full span of digital health, including data, interoperability, and patient-centred care.

The underlying vision has remained constant: digital innovation can deliver better health outcomes at scale.

Our role is to amplify members’ voices, connect them into the health system, and turn innovation into system-wide impact.

AO: What specific opportunities and challenges do companies in NZ face in the digital healthcare sector when looking to expand into global markets?

SW: NZ HealthTech companies bring real strengths to global markets because we work in a small, integrated health system; they often build solutions that span the entire continuum of care, from primary and community settings through to hospital and aged care.

That breadth is attractive overseas, where health systems want connected, end-to-end tools. There is momentum too, with several companies already taking AI-enabled products offshore, backed by a wider government push to grow high-value exports.

The challenges are mostly structural. Regulation is the biggest barrier: every major market, whether in the US, UK, European Union (EU), or Australia, has its own compliance rules, which are costly and slow to navigate, especially for smaller firms. Health procurement is also slow, riskaverse, and highly local, so sales cycles are long and need sustained investment.

Proving scale is another hurdle. NZ is an excellent testbed, but its size makes it harder to show the largescale deployments international buyers want as proof.

That is where industry coordination matters. Through our Healthtech International Industry Group (HIIG), companies receive support to identify export pathways, share insights, and connect with partners, including New Zealand Trade and Enterprise (NZTE).

AO: How can companies effectively market their digital healthcare solutions to a wider audience, and what resources or support systems are available to help them transition into international markets?

SW: Marketing digital health solutions overseas comes down to credibility, relevance, and relationships. Health buyers care less about features and more about proven outcomes, so the companies that do well can show measurable impact, such as shorter wait times, fewer errors, or better patient outcomes.

Solutions co-designed with clinicians and consumers land harder because they signal real-world usability.

DHA MEMBER SUCCESS STORIES • Volpara Health in Wellington (now trading as Lunit) – The standout export story: NZ-founded breast imaging AI, now in 2,000+ healthcare facilities worldwide, reaching approximately 15 million patients a year, with 95 percent of revenue coming from the US, including a five-year contract with the US Department of Defense.

• Orion Health in Auckland – Used by over 70 customers across 25 countries, covering more than 150 million lives, the platform is strongest in NZ, Australia, the UK, and North America.

• Chiptech in Christchurch – The company has successfully translated its strong foundation in NZ into sustained international growth.

Since entering the UK market in 2019, it has become a leading provider of digital telecare products, supporting over 200,000 users. Chiptech is now expanding its reach further through a new strategic distribution agreement in the Nordics.

This is a prime example of an NZ company leveraging proven local deployment, product reliability, and trusted partnerships to capture new markets abroad.

• Groov in Auckland – A strong example of a digital mental health solution in NZ designed for broad accessibility, especially for individuals in rural or underserved communities who may have difficulty accessing in-person support.

This free app is available nationwide and has been clinically reviewed as an evidence-based tool to help manage stress, anxiety, and overall well-being.

More recently, its Ask Groov feature became Health New Zealand’s first endorsed AI-powered well-being guide for adults, providing people with 24/7 access to trusted, clinically approved support and the ability to escalate to human services when more assistance is needed.

• CyberCX and SSS Cybersecurity in Wellington – These two DHA members are well-positioned to assist the sector in enhancing resilience and building trust.

CyberCX is already collaborating with Health New Zealand on security reviews and brings extensive expertise in the health sector, particularly in risk management, testing, and incident response.

Meanwhile, SSS Cybersecurity provides agile, locally based cyber services, including managed security, identity protection, and round-the-clock threat detection.

Together, they demonstrate the significant capabilities available in NZ to improve cyber maturity across the health system.

APAC Outlook Issue 81 | 33

DIGITAL HEALTH ASSOCIATION INDUSTRY SPOTLIGHT

Reference sites and trusted networks are also important; a proven deployment, even in a market the size of NZ, is a powerful proof point when backed by strong clinical evidence and user testimonials.

There is a growing set of supports to help companies scale. Within DHA, HIIG connects exporters, shares market insights, and helps members navigate complex procurement processes.

We also connect members with NZTE, the Ministry of Business, Innovation, and Employment (MBIE), and the Ministry of Foreign Affairs and Trade (MFAT) so they can access trade networks and market intelligence.

Our events, the Digital Health Week Conference, and member channels give companies a platform to showcase results and meet partners and decision-makers.

AO: What emerging technologies in AI and robotics should digital healthcare companies focus on, and what key trends in domestic and global markets should they be aware of to remain competitive?

SW: AI is the dominant theme in digital health right now, with the clearest opportunities in clinical decision support, administrative automation, and patient navigation. We are already seeing practical uses, such as AI-enabled triage, image analysis, and remote monitoring, that ease pressure on frontline services whilst improving access.

Recent moves towards AI-driven digital front doors, especially in mental health, show how these tools can guide people into the system and improve equity of access. Policy now needs to catch up with the economics and the opportunity; AI readiness should be a mandatory design requirement.

Building systems without AI capability embedded from the outset will lock in avoidable remediation costs later, whilst getting this right at the design stage is far cheaper and creates one of the strongest available levers to lift clinical productivity in a workforce already under structural pressure.

Interoperability sits right alongside AI. The global shift to Fast Healthcare Interoperability Resources (FHIR)based data standards is both a technical necessity and a commercial opportunity.

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“ H E A LT H C A R E I S H E A D I N G T O WA R D S S O M E T H I N G M O R E C O N N E C T E D , I N T E L L I G E N T, A N D P AT I E N T- D R I V E N , W I T H D I G I TA L AT T H E C E N T R E O F H O W C A R E I S ACC E SS E D A N D D E L I V E R E D ” – S T E L L A WA R D , C E O , D I G I TA L H E A LT H A S S O C I AT I O N

Companies that design for interoperability from the start are far better placed to integrate with established systems and scale into markets such as Australia, the UK, and the US. In robotics, global growth in surgical systems, dispensing, and hospital logistics is strong, but it is capitalintensive and heavily regulated. For most NZ companies, the nearer opportunity is in the software layer – the AI tools that support clinical workflows – rather than hardware.

Recently, a new scanner technology company, MARS Bioengineering, has received approval from the Food and Drug Administration (FDA) and is entering the international market.

The bigger trend, here and globally, is the shift from episodic care to continuous, data-driven health management. Wearables, remote monitoring, and personalised medicine are converging towards more proactive, preventative care.

To build sector capability, DHA is launching an AI in Healthcare Community of Practice (CoP) in August and runs a Digital Interoperability CoP to help members work with standards like FHIR and build solutions that scale across borders.

AO: Are there any effective strategies the association utilises to demonstrate value to its members and ensure their satisfaction?

SW: Demonstrating value comes down to relevance, influence, and access. A big part of that is giving members a direct line into decision-making.

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Through regular engagement with Health New Zealand’s executive leadership and other senior stakeholders, such as ACC, we ensure members’ views are heard at the top. For smaller companies in particular, that kind of access would be very hard to get on their own.

Advocacy is the next pillar, which is grounded in member input. DHA helps shape policy and position digital health in the wider system, including input to legislation and structured recommendations to government.

Value also shows up in participation. Our Special Interest Groups give members hands-on opportunities to work with peers, providers, and policymakers on shared challenges, moving beyond discussion to real problem-solving.

Channels such as the Issues and Opportunities Register give members a structured way to raise concerns and shape the advocacy agenda, whilst quarterly engagement with Health New Zealand, newsletters, and regional events keep members informed and involved.

We also complete regular member surveys – our latest one went out in June, and this helps us respond to member needs. The strategy is simple: turn membership into real influence, useful connections, and practical chances to shape the direction of digital health in NZ. AO: How do you see the growth of the digital mental health sector compared to other areas, and how are related services being designed to ensure accessibility for diverse populations, including those in rural or underserved areas?

SW: Digital mental health is one of the fastest-growing parts of the sector, driven by rising demand and the clear advantages of digital delivery over long-standing access barriers such as geography, stigma, wait times, and cost. It has grown quickly because it can meet people where they are.

DHA supports this through our Digital Mental Health Industry Group, which brings together providers and 36 | APAC Outlook Issue 81

technology partners across e-mental health, addiction, and digital well-being.

The group offers sector leadership and informed systems thinking, including our submission to the Minister of Mental Health on a national Digital Health Roadmap outlining how these services can scale and reach more people.

The design challenge is real. Services have to work for people with different levels of digital literacy and across devices ranging from smartphones to low-bandwidth devices.

Accessibility is cultural as well as technical, so co-designing with communities, particularly Māori and Pacific, is critical to meaningful engagement. Our approach is guided by ‘Te Tiriti o Waitangi’, with a focus on participation, partnership, protection, and improving access and outcomes for underserved groups.

The key now is making sure investment goes to genuinely inclusive solutions that reach rural communities and people who have faced barriers to care, not just those already well-served.

AO: Is the association currently involved in any notable projects, events, or key initiatives that you would like to showcase or bring attention to?

SW: A few things stand out right now. The most significant is Budget 2026, which committed NZD$300 million to the Health Digital Investment Plan over its first three years; NZD$35 million for a new electronic patient record for Hato Hone St John; and NZD$153.6 million to cybersecurity across the health system, including primary care.

DHA welcomed this as a clear signal that digital health is now treated as critical national infrastructure. The focus shifts to delivery, and our members are well-placed to bring design, integration, and operational expertise to turn that investment into results.

We also convene the sector through flagship events: the Digital Health Leadership Forum, Parliamentary Dinner, and HealthTech Week with the Medical Technology Association of New Zealand (MTANZ) and MedTech-iQ; the Tech Users Summit with the Telecommunications Users Association of New Zealand (TUANZ), and the Digital Health Week Conference with Health Informatics New Zealand (HINZ).

These bring industry, government, and clinical leaders together to share insight and strengthen connections.

We have also strengthened sector alignment through our memorandum of understanding (MoU) with HINZ. The partnership means a more coordinated industry voice and makes it easier for government to engage the right expertise.

DIGITAL HEALTH ASSOCIATION INDUSTRY SPOTLIGHT

“ D I G I TA L M E N TA L H E A LT H I S O N E O F T H E FA S T E S T- G R O W I N G P A R T S O F T H E S E C TO R , D R I V E N BY R I S I N G D E M A N D A N D T H E C L E A R A D VA N TA G E S O F D I G I TA L D E L I V E R Y O V E R L O N G - S TA N D I N G A C C E S S B A R R I E R S S U C H A S G E O G R A P H Y, S T I G M A , WA I T T I M E S , A N D C O S T. I T H A S G R O W N Q U I C K LY B E C A U S E I T C A N M E E T P E O P L E W H E R E THEY ARE” – S T E L L A WA R D , C E O , D I G I TA L H E A LT H A S S O C I AT I O N

Lunit MRI technology

There is a growing focus on system resilience and trust, especially after the independent review of the ManageMyHealth cyber incident. The government’s commitment to act on the review’s 26 recommendations reinforces the point that digital systems are integral to patient safety and continuity of care, areas where DHA is actively engaged.

AO: Finally, how do you envisage the digital health sector evolving over the next five years regarding advancements in technology, regulation, and patient engagement shaping healthcare delivery?

SW: Over the next five years, we expect the sector to change fast across all three.

Regarding technology, AI will become embedded across the system, moving from point solutions to core infrastructure, with greater use in clinical decision support, predictive analytics, and workflow automation, alongside continued growth in remote monitoring and virtual care.

These tools will increasingly run on interoperable data platforms, with standards like FHIR letting information flow across providers, which is essential for scaling at home and abroad.

On regulation, expect a shift towards structured, risk-based frameworks for digital health and AI. As these tools move closer to clinical decisions, regulators will focus more on safety, transparency, accountability, and cybersecurity.

We are also likely to see more alignment between international regulators, which should help NZ companies enter global markets, provided they build with compliance in mind from the start.

Patient engagement will change too, moving from episodic, provider-led care to continuous, consumer-centred health management.

People will expect digital access as the default, from booking and triage through to monitoring and personalised support. Digital front doors, AI-driven navigation, and integrated care platforms will become standard.

Alongside all of this, equity and inclusive design will matter more, ensuring solutions reach diverse populations, including rural and underserved communities, by designing for varying levels of digital literacy, connectivity, and cultural context from the start.

The next phase is about moving from innovation to scale, embedding these tools in the health system in a way that is secure, interoperable, and delivers measurable outcomes.

Healthcare is heading towards something more connected, intelligent, and patient-driven, with digital at the centre of how care is accessed and delivered.

admin@dha.org.nz www.dha.org.nz

APAC Outlook Issue 81 | 37

Discover our exclusive content, delivered straight to your inbox As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

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PEOPLE-POWERED PERFORMANCE FUELLING PROGRESS

ARGO NATURAL RESOURCES MINING

Unearthing coal potential in Australia, Argo Natural Resources champions sustainable mining practices. Richard Livingstone-Blevins, CEO, delves into how the employee-centric company has an innovative and dynamic approach to its assets and operations Writer: Rachel Carr | Project Manager: Thomas Arnold

T

he coal mining industry is a cornerstone of Australia’s economy and energy landscape, providing essential resources that support both development and sustainability.

In recognition of the vast potential for expansion and innovation in this sector, Argo Holdings Queensland was established at the end of last year to strategically capitalise on emerging market opportunities.

To realise its ambitious vision, the company acquired a 70 percent stake in Fitzroy Australia Resources (Fitzroy) and recently rebranded it as Argo Natural Resources (Argo).

“We believe in coal and wanted to build a platform,” ardently introduces Richard Livingstone-Blevins, CEO of Argo.

The rebrand reflects a commitment to a focused, future-oriented approach in the mining industry, signifying a shift towards modern and responsible practices, which led to the formation of the company as it is today.

It also acquired Bowen Coking Coal following its administration, positioning the company as a mid-tier coal player.

This pivotal milestone allows Argo to actively engage in Queensland’s steelmaking coal mining industry, leveraging a rich portfolio of highquality deposits that promise superior products.

The company benefits from access to exceptional transport infrastructure, ensuring efficient logistics and service delivery, with Dalrymple Bay Coal Terminal providing efficient and reliable access to consumers, further enhancing its ability to supply high-quality steelmaking coal.

APAC Outlook Issue 81 | 41

ARGO NATURAL RESOURCES MINING

This coal not only supports the construction of modern cities but also plays a vital role in sustaining livelihoods and contributing to a robust and thriving society.

“Our decision was driven by a strong belief in the long-term potential of coal, particularly in the metallurgical sector, but also recognising the ongoing need for thermal coal. Our conviction is rooted in the understanding that emerging markets are approaching a stage where they aspire to develop like advanced economies that have relied on coal for decades,” LivingstoneBlevins outlines.

“Despite the global push towards decarbonisation, there is currently no viable alternative technology to

replace coal in crucial applications, such as blast furnaces for steel production.”

This reliance on coal is essential not only for industrial growth and infrastructure development, but also to meet society’s energy needs, particularly in regions where energy resources remain limited.

PIONEERING A NEW ERA The current trajectory of technology necessitates the use of both types of coal.

“Despite the common narrative in mainstream media, particularly in Australia, that maintains coal should be viewed as a dirty commodity, companies like ours pride themselves

on being good corporate citizens that mine sustainably in accordance with strict environmental regulations.

“We are dedicated to providing the world with coal in the cleanest and most sustainable manner possible,” emphasises Livingstone-Blevins.

Currently, Argo uniquely holds a 60-kilometre (km) strike length of consolidated tenements in the heart of the Bowen Basin, the world’s premier coking coal basin.

This provides the company with a significant continuous land and tenement portfolio, which includes four operational coal mines: Carborough Downs, Broadlea, Ironbark No.1 and, soon, the Burton Mine Complex.

The operation of these mines is strategically supported by an extensive network of interconnected haul roads and shared infrastructure that service Argo’s mine sites.

“We have two independent coal processing hubs and train loadouts, allowing us the ability to mine, process, and transport our coal very efficiently, with risk amelioration which is second-to-none.

“Additionally, we have a substantial package of development opportunities to enhance our market presence,” Livingstone-Blevins imparts.

Argo’s ambition is to become a globally relevant supplier of highquality coal products. By the end of 2028 to early 2029, it aims to export

“AS WE LOOK TO THE FUTURE, WE AIM TO DEMONSTRATE THAT COAL MINING CAN BE CONDUCTED SUSTAINABLY AND CLEANLY, ENSURING A POSITIVE IMPACT ON THE COMMUNITY AND CONTRIBUTING TO THE NARRATIVE OF REDUCED EMISSIONS IN OUR SECTOR” – RICHARD LIVINGSTONE-BLEVINS, CEO, ARGO NATURAL RESOURCES

over 10 million tonnes (t) of coal, leveraging both its existing operations and the growth potential within a 60-km strike length of tenements.

“With strategic plans in place, we

see the possibility of increasing our output to 15 million t over the next five to six years, whilst maintaining the highest-quality coal in the market,” he assures.

APAC Outlook Issue 81 | 43

The Partner Behind Performance

The ABM Group partners with Australia’s leading mining companies to deliver operational capability through skilled teams, specialised equipment and practical contracting solutions.

I

n an era where corporate marketing often outpaces real-world performance, Queensland’s mining sector continues to value something far more important—delivery.

Companies are judged not by the promises they make, but by the projects they complete, the safety standards they uphold, and the confidence they inspire in their clients. The ABM Group appears intent on building its reputation around exactly those principles.

Headquartered in Emerald in Central Queensland, ABM has established itself as a diversified mining services contractor, supporting operations across Queensland and New South Wales. Rather than offering isolated services, ABM has built an integrated contracting model encompassing underground mining services, civil contracting, ground stabilisation, shotcrete and injection works, asset management, equipment maintenance, fabrication and workforce solutions. This breadth reflects an understanding of modern

mining: today’s projects demand partners capable of solving complex operational challenges across development, production support, construction and ongoing operations.

As mines become deeper, infrastructure more complex, and labour markets increasingly competitive, contractors are expected to contribute more than manpower alone. They must bring technical capability, operational

discipline, and an unwavering commitment to safety. These are the attributes ABM consistently highlights as central to its business philosophy.

One notable aspect of the company’s strategy is its emphasis on vertical integration. Through its contracting divisions, specialist equipment fleet and integrated asset management operations, ABM seeks to reduce reliance on external suppliers while maintaining greater control over quality, scheduling, and project execution. In industries where downtime can cost hundreds of thousands of dollars per day, that level of operational control can represent a significant competitive advantage.

The company’s project portfolio—including projects such as Moolarben Operations, Ironbark No.1, Coronado Mammoth Underground, Kestrel Coal and Centurion— illustrates its involvement across multiple stages of Australia’s mining sector. Whilst each project presents unique technical and logistical challenges, they collectively demonstrate an organisation seeking long-term partnerships rather than one-off contracts.

Perhaps more importantly, ABM reflects a broader trend occurring across Australia’s resources industry. Mining contractors are no longer viewed simply as labour providers.

Increasingly, they are expected to deliver integrated operational capability through skilled personnel, specialised equipment, technical expertise and disciplined project execution.

Companies capable of integrating these services under one organisational structure are becoming increasingly valuable as mine operators seek efficiency without compromising safety or compliance.

Like every business operating within the mining sector, ABM faces an environment defined by labour shortages, rising operating costs, tightening environmental expectations and rapid technological change. Success in this landscape will depend on continual investment in skilled people, modern equipment and operational innovation. Those challenges are substantial, but so too are the opportunities for companies prepared to evolve alongside the industry they serve.

ABM GROUP EQUIPMENT AND CAPABILITY • Coal-compliant roadheaders • Underground loaders • Drift runners

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Ultimately, reputation in mining cannot be manufactured through advertising alone. It is earned underground, on construction sites, through successful project delivery, strong safety performance and enduring client relationships. Judging by its stated focus on quality, reliability and integrated capability, ABM is positioning itself to compete on precisely those measures.

For Queensland’s mining industry, where performance remains the ultimate currency, that may prove to be the strongest foundation of all.

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EMPOWERING PROGRESS Central to Argo’s success is its dedicated team, which underpins all of the company’s aforementioned efforts.

“The essence of our organisation lies in our people. Whilst we have proven our ability to execute transactions, our success will be measured by our safe execution at our operations, and it is ultimately our people that will drive our future success,” prides Livingstone-Blevins.

With four operations running at full capacity, Argo expects over 1,200 people, including employees and contractors, to support its daily operations.

“Recognising the importance of investing in our team, we’ve already initiated several people development programmes. Partnering with Talisman Edge, we are implementing leadership training initiatives throughout the organisation, engaging everyone from the boardroom to front-line workers.

46 | APAC Outlook Issue 81

“Our goal is to empower individuals to understand themselves, their colleagues, and how their teams operate, enabling them to become the best versions of themselves at work,” Livingstone-Blevins states.

Interwoven with Argo’s development initiatives, it is rolling

out several health programmes over the subsequent months focused on mental and physical well-being, including exercise, diet, mental health, and resilience.

Rather than mandating participation, it will provide access to resources and support for everyone,

ARGO NATURAL RESOURCES MINING

including psychological and dietary assistance, to foster overall health.

“We’ve already started some high-performance programmes with our leadership teams, bringing in coaches from professional sports, which emphasises our commitment to maximising the potential of our people.

“By prioritising their development and well-being, we believe we can create a thriving work environment that drives our success,” LivingstoneBlevins enthuses.

SUSTAINABLE DEVELOPMENT Driven by a passion for creating value in the mineral resources sector, particularly as many major players exit the coal space, Argo’s focus is on providing long-term, quality employment opportunities.

The decision to acquire assets in the coal sector stemmed from Livingstone-Blevins and his partners’

previous experience with Fitzroy as part of its founding team in late 2016.

“When the opportunity arose to invest due to the major shareholder’s exit, we felt confident in our knowledge of the business, assets, and people, making the acquisition of Fitzroy a straightforward choice,” recalls Livingstone-Blevins.

Focusing on that opportunity first and foremost, the unexpected administration of Bowen Coking Coal then accelerated plans to acquire a second company, which they had always viewed as a complementary asset to Fitzroy due to its geographic proximity and shared infrastructure.

This strategic merger not only enhances operational synergies but also opens opportunities for further development and access to valuable coal reserves.

“Together, Fitzroy and Bowen Coking Coal hold around 4 billion t

of resources along a 60-km strike length, positioning us to deliver clean, high-quality coal to the market,” Livingstone-Blevins points out.

Moreover, he underscores the importance of suppliers, who play a crucial role in Argo’s success.

“A significant portion of the procurement is focused locally, particularly in the Bowen Basin and Mackay regions, thereby strengthening community ties and fostering economic support in those areas.

“We prioritise long-term partnerships over transactional relationships with suppliers, believing that mutual success is achievable through collaboration with our suppliers, the local councils, and government,” he affirms.

This commitment to fostering lasting, win-win opportunities with suppliers and partners is essential to the company’s future growth.

APAC Outlook Issue 81 | 47

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ARGO NATURAL RESOURCES MINING

REDEFINING COAL MINING A key part of Argo’s strategy is developing sustainable technologies, with a focus on benefitting the communities where it operates.

The growing emphasis on environmental, social, and governance (ESG) principles has driven innovation in the industry, particularly in areas like coal mine waste gas management.

“We are exceptionally proud of our efforts at the Ironbark No.1 mine, where we are upgrading our gas-fired power plant. Fitzroy led the way by partnering with Carbon Logica, which has been instrumental in providing part of the mine’s energy needs by constructing a five-megawatt (MW) coal seam gas power plant.

“We’ve just entered into an agreement to expand this capacity to 20 MW, so it will be one of the largest in the industry, generating sufficient power to cover all of Ironbark’s requirements from drainage gas that would have been flared in the past with no beneficial use.

50 | APAC Outlook Issue 81

SUPPLYING GLOBAL STEEL Argo produces high-quality coking coals from the Rangal Coal Measures, which are Late Permian coal-bearing strata located in the Bowen Basin. These strata form a key unit for coal and coal seam gas resources.

The products are widely accepted internationally and in high demand for steel manufacturing processes. Argo takes great pride in its commitment to quality assurance and reliability.

Currently, product coal is transported via the Goonyella rail line to the Dalrymple Bay Coal Terminal in Mackay, where it is then exported to various regions including Asia, Europe, and South America.

“With our gas from our drainage programme being supplied to Carbon Logica’s power plant, we are seeing not only environmental benefits but also improved commercial outcomes through our long-term power supply agreement with Carbon Logica,” notes Livingstone-Blevins.

This expansion not only fuels Argo’s operational power needs but also showcases a unique approach in the coal mining industry.

“Our project benefits from support through the Queensland Treasury’s Low Emissions Investment Partnerships (LEIP) programme, which encourages the promotion of low-emission technologies,” he highlights.

“As we look to the future, we aim to demonstrate that coal mining can be conducted sustainably and cleanly, ensuring a positive impact on the community and contributing to the narrative of reduced emissions in our sector.”

Decarbonising coal mining: Turning methane challenges into energy solutions As global industry accelerates its decarbonisation efforts, the Australian coal sector faces a distinctive challenge: managing emissions intensity whilst continuing to supply the high-quality metallurgical coal on which global steel production depends.

F

or coal producers, particularly those operating under Australia’s Safeguard Mechanism, reducing Scope 1 emissions is no longer optional. It is a business imperative.

Carbon Logica was built for exactly this. We are an Australian company designed to deliver practical, scalable abatement in hard-to-abate sectors, with coal mining as our focus.

Our speciality is capturing waste methane – coal mine waste gas – and putting it to beneficial use as reliable, dispatchable electricity. Rather than venting or flaring a potent greenhouse gas, we work alongside mine operators to design, fund, and operate infrastructure that turns waste into value: lower emissions and increased energy security.

A GROUNDED BUSINESS WITH DEEP MINING DNA

Carbon Logica was founded by engineers with decades of combined experience in the resources industry. We understand first-hand the operational realities of a mine site and the technical challenge of managing methane in both underground and open-cut environments.

What sets us apart is our ability to combine mining expertise with carbon market fluency and energy infrastructure delivery, allowing us to design abatement solutions that are technically viable, commercially bankable, and operationally sound.

REAL EMISSIONS REDUCTION

Together with the associated gas collection infrastructure in 2024, we delivered our first commercial-scale waste coal mine gas power station at Ironbark No.1 (part of Argo Natural Resources) near Moranbah in Queensland’s Bowen Basin.

Stage 1 is operational at 5MW and expandable to 20MW, abating more than 180,000 tonnes of CO2e annually at full capacity.

In April 2026, we commissioned our second coal mine waste gas power station in the region at Centurion, 8.5 months from financial commitment to commercial operations and stage 1 is operational at 5MW, generating 40,000MWh a year and cutting emissions by approximately 62,000 tonnes CO2e.

Our development pipeline exceeds 130MW, with a vision to reach 200MW across multiple mining regions. These projects will create meaningful emissions reductions, contributing to Australia’s 2030 and 2050 climate goals.

DESIGNED FOR THE SAFEGUARD ERA

The Safeguard Mechanism Reforms have reset emissions expectations for around 90 coal mines nationally. For underground mines, methane capture is often the most material and cost-effective pathway. For open-cut operations, where fugitive methane can represent up to 80 percent of site emissions, commercially viable solutions have been scarce.

Carbon Logica provides a full turnkey solution, including capital, engineering, operations, and carbon market navigation. We offer flexible commercial models, ranging from power offtake to performance-based abatement agreements that align incentives and minimise disruption to mining operations.

AN INVITATION TO COLLABORATE

Australia’s mining industry has a proud history of solving complex problems through innovation, engineering, and partnership – and emissions abatement should be no different.

We’re not just installing engines; we’re building a bridge between operational reality, environmental responsibility, and commercial value.

If you are a mining leader working through emissions compliance, or you want to set the pace on sustainability in your sector, we welcome the conversation. Let’s reduce emissions, generate net-negative electricity from waste gas, and help secure the future of Australian mining – together.

T+61 407 277 815 | scott.barker@carbonlogica.com www.carbonlogica.com

ARGO NATURAL RESOURCES MINING

COMMITMENT TO SAFE OPERATIONS Argo’s focus on innovation extends beyond new technologies; it emphasises improving day-today operations and empowering employees to find better, safer, and more efficient ways to mine coal and operate processing plants.

With a big focus on promoting safer, more productive, and costeffective mining practices, Argo sees the adoption of technology not as the solution, but as an enabler to help its people be their best and most effective in their roles.

As part of this effort, Argo is embarking on an AI journey utilising Talisman Technical to explore developing solutions that align with its goals, taking a coordinated approach and ensuring it is implemented in an employee-ready way.

“Three core questions drive innovation: Does it improve safety?

Does it increase productivity? Does it 52 | APAC Outlook Issue 81

reduce costs? If the answer to these questions is no, we will reconsider our approach,” Livingstone-Blevins asserts.

With future success largely determined by its people, Argo genuinely prioritises its employees,

seeking to grow and develop talent whilst creating an environment that encourages career advancement.

“We’re a people business that mines coal; we look after employees so they see Argo as a career destination,” he considers.

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ARGO’S CORE VALUES AND GUIDING PRINCIPLES • United – Working as one team with one objective, supporting each other, and staying connected under pressure.

• All-in – Committing to the plan, team, and outcome, bringing urgency, ownership, and discipline to the work that matters most.

• Integrity – Doing as it says, acting with honesty, making the right decisions, and holding itself accountable for actions and results.

• Agile – Assessing, adapting, and responding with purpose, making informed decisions, staying solution-focused, and moving quickly when conditions change.

• Care – Caring about people, processes, and performance, listening, following through, and continually improving to build a safer, stronger business.

• Safety and well-being – Prioritising the health and safety of its people, ensuring everyone returns home safe and well at the end of every day.

• Performance and growth – Recognising and rewarding contributions fairly whilst creating opportunities for continuous development and improvement.

• Integrity and respect – Engaging with each other openly, honestly, and with mutual respect.

• Accountability – Honouring commitments and taking responsibility for delivering on promises.

• Custodians of the land – Being a responsible steward of the land, prioritising the environment and the communities in which it operates, ensuring compliance with current environmental regulations, conducting thorough internal audits, and fostering strong relationships with local councils and state governments.

“Being a private company is a distinct advantage, enabling nimble decision-making without the bureaucratic constraints often found in larger organisations. This flexibility delivers an environment where people can make decisions, driving learning and personal growth, which aids in the ongoing requirements to develop our future leaders and ensure they are ready for the challenges that exist in our operations and industry.”

Argo believes in differentiating itself by combining excellent business practices with coal mining, underscoring that these aspects are not mutually exclusive.

“There is a commitment to educating our people on the business side of mining, including financial literacy, cost management, and environmental oversight. By investing in employees, we aim to cultivate teams capable of managing significant operations and driving sustainable success,” LivingstoneBlevins explains.

“Our objective is to immerse our leaders in the complete value chain of our business, emphasising the fundamental nuance between being a coal mining operation and a business that mines coal. We prioritise high margins over sheer volume, aiming to educate and empower our teams to act as effective business managers, which will set us up for future success.”

STAFFING SOLUTIONS The mining industry is currently facing significant challenges, particularly in terms of skills and cost management.

A major issue is the declining interest in mining education, largely influenced by the mainstream media’s negative portrayal of coal mining.

As a result, many universities have stopped offering undergraduate degrees in mining and mining engineering, leading to fewer graduates entering the field.

54 | APAC Outlook Issue 81

ARGO NATURAL RESOURCES MINING

The situation has gradually worsened since the global financial crisis in 2008, during which companies reduced their investment in talent development due to economic instability.

An industry that was once seen as a career destination of choice now struggles with an ever-worsening skills shortage that threatens to impede the future growth needed to meet global coal supply requirements.

“In recent years, particularly since the rise of ESG concerns around

2020, interest from graduates has shifted towards more appealing commodities, such as copper, gold, and critical minerals, leaving the coal mining sector in need of skilled professionals.

“To overcome these challenges, the industry must take genuine steps to improve its talent development strategies rather than merely paying lip service to the importance of training and development,” Livingstone-Blevins tells us.

This includes creating effective mentorship programmes and diverse

“THE ESSENCE OF OUR ORGANISATION LIES IN OUR PEOPLE. WHILST WE HAVE PROVEN OUR ABILITY TO EXECUTE TRANSACTIONS, OUR SUCCESS WILL BE MEASURED BY OUR SAFE EXECUTION AT OUR OPERATIONS, AND IT IS ULTIMATELY OUR PEOPLE THAT WILL DRIVE OUR FUTURE SUCCESS” – RICHARD LIVINGSTONE-BLEVINS, CEO, ARGO NATURAL RESOURCES

56 | APAC Outlook Issue 81

pathways for graduates, as well as exploring alternative skill sets that can be cultivated into traditional mining roles.

“Additionally, embracing technology, including AI, is crucial for bridging skill gaps and enhancing the industry’s capacity to thrive in the future.

“This shift will require a transformative approach to how the industry attracts and develops talent, ensuring it can meet the demands of the evolving market,” he divulges.

AN INDUSTRY TRANSFORMATION Investing in employee development within an organisation is crucial for maintaining a robust workforce and ensuring continuity when key personnel leave.

Livingstone-Blevins believes the current external approach to talent acquisition has become unsustainable, with the industry in a cycle in which companies compete for the same limited talent.

ARGO NATURAL RESOURCES MINING

ARGO’S OPERATIONS Ironbark No.1 – An underground longwall operation situated 25 km north of Carborough Downs, this operation shares essential infrastructure with Argo’s other sites. The ROM production will be transported to the existing coal handling plant at Carborough Downs for processing and train loading.

The mine achieved its first coal output in 2022, just seven months after construction began. At full production, the mine is expected to employ approximately 360 workers and produce between 4.5 and 5.5 million t per annum (Mtpa).

Burton Mine Complex – Equipped with two modules capable of processing 8.5 Mtpa, this mine features a 3,500 t per hour train loadout that facilitates coal transportation to the port.

Broadlea – This open-cut mine is situated about 9 km northwest of Carborough Downs and shares important surface infrastructure, such as the coal handling and preparation plant and train loading facilities.

The mine uses a truck-and-shovel method to extract coal from the Leichardt, Vermont, and Girrah seams, with production ranging from 1 to 1.9 Mtpa.

Carborough Downs – The mine is an underground bord and pillar operation located 25 km east of Moranbah in the heart of the Bowen Basin. It extracts coal from the Leichhardt seam, which has a thickness ranging from 4.5 to 5.7 metres, producing steelmaking coal to meet growing demand.

Since starting production in 2006, the mine has proudly contributed to the local and regional economies. It currently employs approximately 300 people and produces between 1.6 and 2 Mtpa.

In the pipeline 12 Mile Project – This project represents an opportunity to develop a significant open-pit and underground mining operation.

Currently in the early stages of exploration and assessment, it is situated near several world-class metallurgical coal mines. Argo’s growth potential is promising, with access to both the Rangal and Moranbah Coal Measures.

58 | APAC Outlook Issue 81

“To counter the unsustainable approach for employees, companies must cultivate talent internally, taking workers from the frontline and preparing them to become future leaders and managers,” Livingstone-Blevins posits.

“Historically, organisations were very successful in this kind of internal development during the 1990s and early 2000s, but this practice has diminished over time, leaving a significant gap in the industry.”

Another pressing issue the industry is grappling with is the rising costs faced by mining companies due to inflationary factors.

“There is a need to optimise operations and enhance efficiency through technology and a renewed focus on productivity. Over the past decade, the industry has seen a steady decline in productivity, leading to a situation in which more personnel and equipment are required to achieve the same output levels as before.”

Addressing these challenges will be essential for the industry’s growth and sustainability moving forward.

“The current landscape of the commodity market has shifted dramatically, with cycles now occurring as frequently as every three to six months, compared to the historical pattern of three to five years,” Livingstone-Blevins reveals.

“This rapid fluctuation makes it challenging for companies to manage their operations to mimic the cycles, as there is insufficient time to adjust activities and cost bases between boom and downturn periods. Consequently, the industry must prioritise consistent and sustainable productivity and costs, with a particular focus on output per employee, echoing earlier practices.”

As cost pressures escalate and margins tighten, mining companies face significant challenges, particularly in coal markets.

Despite these pressures, the industry has not invested substantially in new mining operations over the past decade. This lack of investment has led to a developing deficit in metallurgical coal supply, especially as current mines reach the end of their operational lives in the coming decades.

Australia, which controls approximately 50 to 55 percent of the seaborne metallurgical coal market, is positioned crucially in this supplydemand dynamic.

“With existing mines depleting their resources, and with reduced productivity due to factors such as increased depth, technical complexity, and depleting skills, the industry faces a looming supply issue due to insufficient replacement coal coming online, which has been exacerbated over the years with complicated and 60 | APAC Outlook Issue 81

“WITH STRATEGIC PLANS IN PLACE, WE SEE THE POSSIBILITY OF INCREASING OUR OUTPUT TO 15 MILLION T OVER THE NEXT FIVE TO SIX YEARS, WHILST MAINTAINING THE HIGHESTQUALITY COAL IN THE MARKET” – RICHARD LIVINGSTONE-BLEVINS, CEO, ARGO NATURAL RESOURCES

uncertain approval processes.

“As a result, the future of coal supply appears increasingly precarious, underscoring the importance of strategic management and a focus on enhancing productivity within existing operations, whilst attracting investment for the establishment of replacement coal,” he implores.

A STRATEGIC ROADMAP In the next 18 months, Argo’s primary focus will be on ensuring the safety and stability of its current operations, particularly as it works to stabilise the

recently acquired Fitzroy assets.

“Within the Fitzroy-acquired operations, we are investing more than AUD$100 million a year over the next two years into equipment and infrastructure to ensure that the assets are set up for long-term sustainability,” Livingstone-Blevins sets out.

This reinvestment will enhance the company’s infrastructure and equipment, supporting long-term sustainable operations whilst allowing for future growth towards its goal of over 10 million t in market production.

ARGO NATURAL RESOURCES MINING

Australia’s Trusted Partner in Underground Mining Ventilation and Support With over 27 years of experience supplying high-quality underground mine ventilation and support equipment Australia-wide Brennan’s Welding has built a reputation for reliability, trust, innovation, and hands-on expertise.

Founded in 1998, the business was born from a clear need for dependable, custom-built mining equipment in regional Queensland. Brennan’s Welding has continued to grow, driven by strong demand and a reputation for excellence.

To meet this growth, we’ve expanded operations with a purposebuilt, large-scale fabrication facility in New South Wales to manage a wide range of metal fabrication projects across all industries, while our Emerald site continues to focus on serving the coal mining sector. At Brennan’s Welding, we take pride in the strong, longstanding relationships we’ve built with the most respected contractors and mining companies in the country. From coal to hard rock mining, our clients trust us to deliver high-quality solutions for the demands of the toughest environments.

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0749875214 sam@brennanswelding.com

0268453883 chris@brennanswelding.com

Website: www.brennanswelding.com.au

Practical Engineering, Built for Underground Mining Walton Mine Services is proud to support Argo Natural Resources as it develops and strengthens its underground mining operations. Our relationship is built around practical engineering, equipment reliability, safety, and longterm asset support.

Established in 2012, Walton Mine Services operates workshops in New South Wales and Queensland, supported by experienced engineering, mechanical, hydraulic, fabrication, machining, and field-service personnel. Our capabilities include equipment design and manufacture, mobile bolter and mining equipment overhauls, hydraulic component repairs, service exchange, spare parts supply, and ongoing site support.

Our approach considers the full asset lifecycle, from condition assessment and engineering review through to overhaul, component support, and maintenance. The focus is on improving asset condition, extending service life, and ensuring equipment remains practical to operate and maintain.

Compatibility and spare-parts availability are also key considerations. Wherever practical, equipment is designed or upgraded using established mining systems and commonly supported components. This helps customers retain access to familiar equipment, available spare parts, and experienced technical support, while reducing the risks associated with obsolete or difficult-to-source components.

Walton Mine Services continues to work closely with Argo on equipment and asset improvement solutions that combine in-house engineering, modern 3D design, workshop capability, and practical underground experience.

“Argo has taken a practical and collaborative approach to the management of its underground assets. We value the opportunity to work alongside their team and provide solutions based on the actual requirements of the operation.

Our objective is to improve asset condition, extend equipment life and deliver reliable, maintainable equipment that can be supported with readily available parts throughout its operating life.

1300 Walton for all Branches admin@waltonmineservices.com.au sales@waltonmineservices.com.au www.waltongroup.com.au

APAC Outlook Issue 81 | 61

Additionally, Argo will concentrate on integrating Bowen Coking Coal into its operations and the safe restart of the Burton Mine Complex, which is expected to commence in a few months and will produce up to 4 million t of run-of-mine (ROM) coal per annum.

Looking further ahead, whilst Argo stabilises its existing sites this year, it will shift focus towards internal growth projects in 2027, specifically developing the 12 Mile Project, Ironbark South, Broadlea, and Carborough Downs extensions.

These will strengthen the long-term assets within the company’s portfolio, particularly as it integrates the Burton Mine Complex, which is located within the critical 60-km strike length.

“Finally, we plan to build lasting relationships with our suppliers and customers, as these connections are 62 | APAC Outlook Issue 81

essential for driving our growth in the years to come,” LivingstoneBlevins optimistically concludes.

Argo’s long-term success is fundamentally linked to the effectiveness and responsibility of its operations.

The company demonstrates a strong commitment to innovative and disciplined mining practices that enhance efficiency whilst prioritising the safety and well-being of its workforce.

This operating philosophy not only reflects the standards and behaviours guiding decision-making but also shapes the organisation’s culture and underpins its overall performance.

As Argo advances in the competitive coal mining industry, its dedication to sustainable practices and community empowerment

sets a benchmark for others. With a clear vision and strategic foresight, the company is not only focused on the present but also committed to shaping a more sustainable future.

Tel: 07 3153 2200 info@argonr.com.au www.argonaturalresources.com.au

ARGO NATURAL RESOURCES MINING

Protecting Workers, Enhancing Productivity Global Mining Supplies (GMS) works in proud partnership with Argo Natural Resources (Argo), supporting Carborough Downs and Ironbark Mines in the advancement of diesel particulate matter (DPM) control.

All commercially available DPM filter technologies were independently evaluated under Argo’s operating conditions, assessing performance, service life, and cost of ownership. The GMS filter delivered the strongest overall performance, providing an expert balance of worker health, operational safety, and value.

GMS is proud to be Argo’s preferred diesel emissions management partner, driving continuous improvement across its operations with confidence and reliability.

intouch@gmsupplies.com.au www.gmsupplies.com.au

Servicing the central highlands We Do.... What They Don’t!

Central Highlands Mining Services (CHMS) is a trusted mining support contractor built on one simple philosophy: “We do what they don’t.”

We provide reliable, flexible solutions across building maintenance, construction, surface and underground labour, mine maintenance, equipment hire, salvage and waste management services.

Whether it’s filling critical workforce gaps, tackling specialised projects, or delivering practical solutions where others can’t, CHMS is committed to getting the job done safely, efficiently, and to the highest standard. When your operation needs dependable support from inception to completion, CHMS delivers.

0400 754 353 | admin@chminingservices.com.au | www.chminingservices.com.au

APAC Outlook Issue 81 | 63

64 | APAC Outlook Issue 81

M RESOURCES MINING

Essential to Steelmaking M Resources delivers a suite of essential steelmaking raw materials, infrastructure, and mining and logistics services to steelmakers across the globe. Matt Latimore, Founder and President, details the company’s future-facing approach to investment and market growth Writer: Lucy Pilgrim | Project Manager: Thomas Arnold

T

rends in the Australian resources sector reflect the larger economic and technological changes taking place across the world.

The international energy sector is seeing the most significant shift, where the large-scale transition to electrification is well underway, whilst the extensive adoption of artificial intelligence (AI) is driving demand for

compute and energy on a global scale not seen before.

M Resources is a key player in this environment that continues to expand its strong metallurgical coal supply business, whilst extending into futurefacing raw materials to meet these challenges.

“Over the years, we have worked to build a vision for a company tapping

into global imperatives, looking to anticipate future patterns of supply and demand,” opens Matt Latimore, Founder and President.

M Resources is consistently looking to the horizon to anticipate changes in global economics, geopolitics, and technological developments, proactively working to meet these evolving needs.

M RESOURCES MINING

Case in point, the company has created a 30-to-50-year strategy focused on important global imperatives including metallurgical coal supply, green steel readiness, and investment in critical minerals.

Through this strategy, M Resources is building a diversified, asset-backed portfolio aligned with global steel and energy trends.

“To be visionary, we need to have a very high awareness of the environment. We need to understand the most significant influences, whilst anticipating how we expect change to occur. We continue to develop our plans based on our strategic intent,” Latimore sets out.

M Resources has adopted a strategic vision since its inception.

Established in 2011, the first five years of the company’s journey were spent procuring coal from big suppliers and selling it to steelmakers across the world. In 2016, M Resources added

its first adjacency by investing in metallurgical coal companies whilst gaining additional marketing rights.

“When we started, we were doing around 1.8 million tonnes (t) of coal exports. Today, that business has grown to export over 25 million t per annum (Mtpa). We’ve been able to expand our presence in the steelmaking sector,” outlines Latimore.

DRIVING GLOBAL STEELMAKING M Resources proudly ranks amongst the top three metallurgical coal movers in the world.

Leveraging the extensive network

of its parent company, M Resources maintains a global presence with representatives from the US, UK, Switzerland, Singapore, China, India, Germany, and South America, alongside its headquarters in Australia.

“We’ve built a strong metallurgical coal supply business, exporting more than 25 Mtpa of coal, placing us amongst the top three coal exporters globally,” Latimore highlights.

Additionally, M Resources has achieved over AUD$3.5 billion in assets under management, with a revenue of over AUD$2 billion.

The company has strong confidence in the ongoing demand

“We’ve built a strong metallurgical coal supply business, exporting more than 25 Mtpa of coal, placing us amongst the top three coal exporters globally” – MATT LATIMORE, FOUNDER AND PRESIDENT, M RESOURCES

M RESOURCES MINING

How do your services in steelmaking contribute to local socioeconomic development? for steelmaking coal and continues to look for opportunities to evolve its core business.

Australian coal and iron ore have been critical to the global steelmaking complex for decades.

As the world continues to develop and demand for steel increases, these commodities will continue to play a prominent role in supporting construction, infrastructure, and electrification across expanded energy grids, serving everything from wind turbines and solar panels to electric vehicles (EVs).

“In our view, trying to shift too quickly to green steel would result in a slower, more expensive, and disorderly energy transition, which would hit the developing world the hardest,” Latimore posits.

“Production of steel at scale is only possible using metallurgical coal for the time being. Given it is an essential ingredient for the energy transition, continuing to produce steel in the quantities required by the global economy is central to an orderly and

Matt Latimore, Founder and President: “By delivering the raw materials for steelmaking to our clients, M Resources contributes to socioeconomic development.

“Building with steel means more, better, and longer-lasting infrastructure, schools, hospitals, and homes. Steel also helps create resilient communities and enhances quality of life worldwide.

“Moreover, as economic development continues in India, Southeast Asia, and Africa, there will be continued demand for steel to support new buildings and infrastructure across new suburbs and cities. We are proud of the role we play in supplying the materials which make life safer and increase standards of living.”

just transition and lowering global emissions.”

For example, the Chinese government has decided to reduce its overall steel production capacity.

It is also targeting for 30 percent of domestic steel production to come from low-emission electric arc furnace (EAF) technology by 2035.

At the same time, however, India’s government has a steel production target of 300 Mtpa by 2030 – an

increase on current production levels of around 50 percent. By 2047, the country intends to increase its annual steel production capacity to 500 Mtpa. This will be predominantly achieved using metallurgical coal.

With new steel production from India using metallurgical coal and feeding a world with an increasing appetite for steel, traditional steelmaking methods will remain critical over the next 30 years.

APAC Outlook Issue 81 | 67

M RESOURCES MINING

“Blast furnace-basic oxygen furnace (BF-BOF) steelmaking using metallurgical coal will increase as the scale of production escalates. This method is going to be around for a long time, with strong demand in India and Southeast Asia, and we’re wellpositioned to supply that,” Latimore informs.

Abreast with industry developments, M Resources is also assessing opportunities for steelmaking with EAF technology.

“EAF is a method of steelmaking that’s going to become more popular as time goes by. For example, steel products being imported into the European Union (EU) are subjected

to the Carbon Border Adjustment Mechanism, causing higher embedded carbon emissions to have an impact on price,” he tells us.

“Where these or similar rules apply, low-emission steel may have an advantage, and we are staying in touch with all of these developments.”

CRITICAL MINERAL DIVERSIFICATION Going forwards, M Resources is diversifying across the energy value chain into critical minerals through M Critical Minerals (MCM). Part of the M Group portfolio, it is committed to remaining at the forefront of critical minerals exploration.

MCM has developed an enviable set of resources, with substantial assets in vanadium, graphite, copper, and rare earth metals – minerals integral to the foundation of a sustainable future and a range of high-tech applications, including in the medical and defence sectors.

It is growing a strong presence in the sector through the exploration and development of high-quality critical minerals and rare earths resources. This aligns with the increase in both electrification and renewable energy requirements, which are generating greater demand for more durable battery storage.

“To be visionary, we need to have a very high awareness of the environment. We need to understand the most significant influences, whilst anticipating how we expect change to occur. We continue to develop our plans based on our strategic intent” – M AT T L AT I M O R E , F O U N D E R A N D P R E S I D E N T, M R E S O U R C E S

68 | APAC Outlook Issue 81

M RESOURCES MINING

“Graphite is the dominant anode material used in modern lithium batteries, so we expect demand to grow strongly in the coming years.

For example, EVs require 50 to 100 kilograms of graphite, whilst EV sales are projected to grow more than 30 percent annually,” Latimore explains.

Meanwhile, vanadium flow batteries (VFBs) are predicted by the International Energy Agency (IEA) to become commercially suitable in 2030, growing modestly to capture a wider market for storage applications in large renewables projects.

“If VFBs achieve widespread commercialisation earlier than expected, then utility-scale storage technology could shift more quickly. An early commercialisation scenario for these could result in 2.5 times more demand for vanadium compared to the base case in 2030 and 50 percent more demand in 2040,” Latimore says.

APAC Outlook Issue 81 | 69

Copper is another strong driver of modern technology and the clean energy transition as it can be recycled indefinitely without degrading in quality, making it a leader in material choices.

Furthermore, copper is in high demand for electrical applications including power grids, renewable energy, and EVs. In fact, EVs require four times more copper than traditional vehicles, whilst solar and wind power also call for substantial levels of copper.

“Vanadium, graphite, and copper present strong avenues for growth as the energy market evolves, particularly in the US and Europe, where these minerals are of strategic significance,” adds Latimore.

rare earth metals through the launch of M Battery Materials (MBM), which is planned for an Australian initial public offering (IPO) and listing on the Australian Stock Exchange (ASX) later this year.

“A new focused entity sitting within the broader M Group, MBM includes world-class assets, such as three highgrade graphite deposits in Northwest Queensland (QLD), including Mount Dromedary and Burke, which have amongst the highest-grade total graphitic carbon in Australia,” Latimore notes.

This is just one example of the ways in which M Resources is building and enabling future-leaning investments in critical minerals.

POWERING THE ENERGY OF TOMORROW

At its strategic retreat at the end of 2025, Latimore and the M Resources executive team agreed to double revenue, or to have the settings in place to achieve this, by the end of 2026.

M Resources is building an alternative supply chain to provide new options for the supply of critical minerals and

70 | APAC Outlook Issue 81

STRONG OUTLOOK

M RESOURCES MINING

M Resources’ steelmaking infrastructure GM3 – Jointly owned with Golden Energy and Resources (GEAR), GM3 has emerged as an important and growing Australian metallurgical coal mining entity. M Resources has operating rights of its Dendrobium Mine, Appin Mine, and Port Kembla Coal Terminal.

Mastermyne – The company holds a majority shareholding in Mastermyne, one of Australia’s largest underground mining services companies that completes work for GM3, Anglo American, Whitehaven Coal, Peabody Energy, and more. The business has a strong commitment to safety, efficiency, and maintaining strong partnerships across the nation’s coal sector.

OneRail – Offers complex raw material haulage services for domestic end-users in the Hunter Valley Coal Chain, facilitating coal transportation from numerous mine sites to the Port of Newcastle. M Resources has a 50 percent shareholding in the subsidiary. With an approximate valuation of USD$1.26 billion, it moves 65 million t of metallurgical coal between QLD and New South Wales.

MCM – A subsidiary of the M Group, MCM has substantial assets in vanadium, graphite, copper, and rare earth metals. The subsidiary supports renewable energy and nextgeneration industrial technologies.

Stanmore Resources – M Resources is a large shareholder and holds exclusive marketing rights.

APAC Outlook Issue 81 | 71

M RESOURCES MINING

M RESOURCES MINING

“The vision for M Resources is to expand our investments in infrastructure, mining services, and different commodities with a multi-generational, long-term view, meeting the growing needs of new commodities in the future” – MATT LATIMORE, FOUNDER AND PRESIDENT, M RESOURCES

In mid-2026, the company had already achieved an AUD$2 billion run rate, signalling this important goal was well within reach.

To achieve its revenue target, M Resources has a clear set of priorities.

The company is working to expand its core business by growing its coal tonnage into new areas.

“We believe in a strong outlook for metallurgical coal, particularly in India and Southeast Asia, and we are looking into large-scale expansions in those markets,” Latimore reveals.

M Resources is also increasing its footprint and exposure to the steelmaking complex by exploring opportunities in natural adjacencies to metallurgical coal, such as highquality iron ore and steel scrap – two elements that align with the global direction of the steelmaking economy.

The company is additionally in the process of acquiring additional mining and port operations across various locations in Australia and South America. Moreover, M Resources is seeking to increase its investment

in low-emission steelmaking as it continues to be associated with world-class steel production.

This points to the company’s mission to make future-leaning investments in critical minerals, mining, and sustainable infrastructure through a clear future strategy that spans half a century.

“The vision for M Resources is to expand our investments in infrastructure, mining services, and different commodities with a multi-generational, long-term view, meeting the growing needs of new commodities in the future,” Latimore concludes.

Tel: +617 3188 5221 info@mresources.com.au

mresources.com.au

APAC Outlook Issue 81 | 73

Ke e p i n g C r i t i c a l M i n i With a growing reputation in component exchange, overhaul, and field services, UGL Transport is helping mining companies maximise asset reliability, reduce downtime, and extend equipment life across Australia’s major resource regions. We learn more with James McKewen, Area Business Manager Writer: Lucy Pilgrim | Project Manager: Thomas Arnold 74 | APAC Outlook Issue 81

T

he Australian mining logistics sector remains a critical pillar of the national economy, continuously evolving and becoming increasingly competitive.

This makes for a highly exciting operational environment due to the scale of projects across regions including the Bowen Basin, Hunter Valley, and Pilbara, compounded with ongoing fleet and infrastructure investment as well as growing

UGL TRANSPORT MINING

ing Assets Moving opportunities to innovate in asset lifecycle management.

At the same time, industry operators must overcome pressing challenges including ageing fleets, cost pressures, efficiency expectations, and supply chain complexity and disruption.

“These dynamics require providers to evolve their offering and invest in next-generation capability to sustain growth,” James McKewen, Area

Business Manager of UGL Transport, says.

In under 10 years, UGL Transport has grown its mining component solutions business into a strong, efficient, and competitive service. The company provides component exchange, overhaul, and field services for mining customers across Australia.

Core capabilities include mechanical and electrical component overhaul, service exchange

programmes, reliability and asset management, and field service support for operations across Queensland, New South Wales, and Western Australia.

UGL Transport’s national delivery model is upheld by a large, dedicated workforce across the company’s mining components solutions business.

“Backed by an AUD$20+ million service exchange core pool, the APAC Outlook Issue 81 | 75

business serves major mining operations across Australia’s key resource regions and is supported by both domestic and international supply chains,” James outlines.

POSITIONED FOR GROWTH UGL Transport was built on a foundation of delivering reliable, highquality engineering, maintenance, and infrastructure services to some of Australia’s most critical industries.

“Over more than a century, the business has remained focused on 76 | APAC Outlook Issue 81

quality, safety, operational excellence, and delivering strong outcomes for customers,” states James.

“In the mining sector, those principles translate into a strong focus on asset lifecycle management, technical capability, continuous improvement, and long-term customer partnerships.”

In January 2026, Japan-based Sojitz Corporation (Sojitz) acquired a 50 percent stake in UGL Transport, enabling the company to expand into new markets, strengthen global

supply chain capability, and scale operations through established international relationships.

This reputable status means UGL Transport maintains a stronghold in the mining industry, providing clients with comprehensive component solutions, particularly in electric drive systems for haul trucks such as the Komatsu 830E and 930E. As the Australian contracting environment continues to evolve, the company stays ahead by monitoring fleet transitions, investing

UGL TRANSPORT MINING

HOW DO UGL TRANSPORT’S THREE MINING COMPONENT SOLUTIONS FACILITIES ACROSS AUSTRALIA HELP SERVE THE NEEDS OF LARGE-SCALE PROGRAMMES FOR THE MINING INDUSTRY? James McKewen, Area Business Manager: “Our three core workshops across Australia enable us to directly support major mining regions, deliver highquality overhaul and repair services, and maintain consistent standards across all operations.

“These facilities are equipped with heavy maintenance and machining capabilities, advanced diagnostic and testing equipment, and electrical overhaul infrastructure.

“This ensures UGL Transport can deliver reliable and scalable support for large fleets whilst helping customers maximise equipment availability and minimise downtime.”

in next-generation capabilities, expanding into new markets early, and leveraging global partnerships and supply chains.

“Continuous improvement in key metrics such as turnaround time, utilisation, and market share ensures our sustained competitiveness,” says James.

“OVER MORE THAN A CENTURY, THE BUSINESS HAS REMAINED FOCUSED ON QUALIT Y, S A F E T Y , O P E R AT I O N A L E X C E L L E N C E , A N D DELIVERING STRONG OUTCOMES FOR CUSTOMERS” – JAMES MCKEWEN, AREA BUSINESS MANAGER, UGL TRANSPORT

A PARTNER ACROSS THE ASSET LIFECYCLE Whilst UGL Transport maintains strong capabilities across the rail and transport sectors, its mining component solutions business has established a strong position in Australia’s resources industry through an integrated service offering spanning component overhaul, exchange programmes, reliability APAC Outlook Issue 81 | 77

UGL TRANSPORT MINING

services, asset management, and field support.

“Unlike many providers that focus on a single area, we support customers throughout the component lifecycle, from overhaul and service exchange through to field service and ongoing reliability improvement,” James says.

Mining customers are increasingly seeking partners that can improve equipment availability whilst managing maintenance costs.

“UGL Transport’s service exchange programmes, overhaul capability, and field support services provide customers with reliable, cost-effective alternatives that help maximise fleet performance and minimise operational downtime.

“Our focus is not simply repairing components; it is helping customers achieve better long-term operational 78 | APAC Outlook Issue 81

A MAJOR MILESTONE UGL Transport recently completed its first 930-5-wheel motor overhaul – an achievement that reflects more than its technical capability.

“It highlights the strength of our people, their commitment to continuous improvement, and their focus on delivering long-term value for our customers,” James says.

The company is now building on this momentum, with the service exchange core recently reaching market availability, an important step in expanding UGL’s capability and effectively supporting customers.

“Great outcomes are driven by great teams, and this achievement is the result of strong collaboration, ownership, and a shared commitment to raising the bar.”

UGL TRANSPORT MINING

A Global Solution to a World of Parts Hypac Australia has specialised in sourcing quality parts for electric-drive haul trucks, mining equipment, and heavy machinery worldwide since 2009.

We understand that equipment downtime results in lost productivity and revenue, which is why we prioritise fast RFQ response times, efficient procurement, and dependable delivery. Our experienced teams in Australia and the US carefully manage every stage of the process, from sourcing and quality inspections to customised packaging and in-house export and import documentation.

At Hypac Australia, customer service is at the centre of everything we do. We work closely with our clients, including UGL Transport, to simplify complex sourcing challenges and provide cost-effective solutions that minimise delays and keep operations running efficiently. Through our extensive global supplier network, we deliver reliable parts solutions tailored to our customers’ operational requirements.

Committed to quality, reliability, and innovation, Hypac Australia is a trusted global partner to the mining and heavy equipment industry.

02 6674 4518

admin@hypacaustralia.com.au

“ O U R F O C U S I S N O T S I M P LY R E PA I R I N G COMPONENTS; IT IS HELPING CUSTOMERS A C H I E V E B E T T E R L O N G -T E R M O P E R AT I O N A L O U T C O M E S T H R O U G H G R E AT E R R E L I A B I L I T Y AND ASSET PERFORMANCE” – JAMES MCKEWEN, AREA BUSINESS MANAGER, UGL TRANSPORT

outcomes through greater reliability and asset performance,” James sets out.

PIVOTING TOWARDS THE NEXT GENERATION UGL Transport’s strategic priorities focus on reinforcing its strong market position in Australia whilst building a platform for sustained international growth.

“In the near term, the business is consolidating its position across

established fleets, securing longterm service agreements, and driving performance across its existing customer base,” James says.

UGL is actively pivoting towards next-generation platforms, scaling its aftermarket capability to support evolving haul truck fleets, and ensuring it remains ahead of asset lifecycle transitions.

“We are also pursuing targeted expansion into high-growth markets, particularly within the Asia Pacific

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region, where demand for reliable, cost-effective aftermarket solutions continues to increase.

“This is complemented by an ongoing investment in capability, enabling UGL Transport to support a broader range of components and deliver more integrated solutions than many of its competitors,” James concludes.

Looking ahead, UGL Transport seeks to further establish itself as a preferred global partner for mining aftermarket services, underpinned by a strong focus on reliability, operational performance, and sustainable value delivery in an increasingly competitive market.

www.ugltransport.com.au APAC Outlook Issue 81 | 79

A production-line of exclusive content, delivered straight to your inbox As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through its various platforms.

Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

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POWERING FLIGHT, CONNECTING PEOPLE Through diversification, expansion, and innovation, SAESL has been redefining standards of service for 25 years. CEO, Chris Pattinson, tells us how the company has become an indispensable component of the Singapore aerospace ecosystem, keeping airlines flying to connect the world Writer: Ed Budds | Project Manager: Josh Whiteside

82 | APAC Outlook Issue 81

SAESL MANUFACTURING

APAC Outlook Issue 81 | 83

SAESL MANUFACTURING

A

t a time when the global aviation industry continues to grow at pace and new players are entering the market, SAESL stands out as one of the pioneers in the sector, with 25 years of experience, pedigree, and excellence behind it.

The company represents a joint venture (JV) between Rolls-Royce and SIA Engineering Company (SIAEC).

Today, the business finds itself at a unique point in its history as this year marks its 25th anniversary, which is a hugely important and proud milestone for everyone involved.

“SAESL was incorporated in

84 | APAC Outlook Issue 81

early 1999, inducted its first engine in 2001, and recently delivered its 5,000th engine from the production line, marking the occasion with a major celebration,” introduces Chris Pattinson, CEO. At present, the company hosts around 2,500 employees and serves customers worldwide, giving it a genuinely global reach rather than a purely regional presence.

Having started in 2001 with around 200 employees in a single factory, the company is now on a journey that will see it operate eight factories across Singapore, further cementing its position as the world’s largest maintenance, repair, and overhaul

(MRO) facility for Rolls-Royce Trent engines.

The Rolls-Royce Trent is a family of high-bypass turbofan aircraft engines known for models like the Trent 900, Trent 1000, Trent 7000, and Trent XWB. Derived from the three-spool architecture of their predecessor, the RollsRoyce RB211, these engines power a wide range of modern long-range and wide-body commercial aircraft.

Currently, approximately 25 percent of the world’s Rolls-Royce Trent engines pass through SAESL, propelling aircraft such as the Airbus A380, A330neo, and A350, as well as the Boeing 787 Dreamliner.

SAESL MANUFACTURING

A REGION ON THE RISE Right now, the Asia Pacific (APAC) region is a huge growth market for aviation, including India, China, and the wider Association of Southeast Asian Nations (ASEAN) region.

Singapore sits at the apex of that growth and is widely recognised as a thriving epicentre for the aviation sector.

“You only have to look at the country’s ambition in aviation, including the construction and commencement of Changi Airport Terminal 5, a massive, 1,080-hectare (ha) mega-terminal which is expected to double air traffic in Singapore by the mid-2030s,”

“ I T I S A P L E AS U R E TO D O B U S I N E SS I N SINGAPORE ALONGSIDE LIKE-MINDED PA R T N E R S W H O S H A R E A H I G H L E V E L O F A M B I T I O N A N D PAC E ” – C H R I S P AT T I N S O N , C E O , S A E S L

Pattinson excites.

This level of ambition and investment creates major opportunities for engine MRO manufacturers such as SAESL. “From our location here, we are surrounded by many of the biggest players in the aviation sector, which reflects the strength and energy of

the industry in Singapore.”

For SAESL, being based here is a significant advantage because the regional growth is substantial and there is a real sense of buoyancy across the market.

As Pattinson is keen to point out, another important factor is the nation’s overall stability.

APAC Outlook Issue 81 | 85

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SAESL MANUFACTURING

“Having worked in the US and extensively across Europe, I can see that Singapore offers a strong foundation built on political and economic stability.

That matters enormously in a longcycle business such as ours,” he adds.

With a government that is genuinely pro-business, the speed at which SAESL can mobilise, change, and adapt to macroeconomic trends, as well as internal trends, is vital to the company’s success to date.

These favourable attributes allow the company to remain nimble and react to any fluctuating industry trends and developments it encounters.

“That is undoubtedly why the growth we are seeing across the MRO sector in APAC is so strong right now,” affirms Pattinson.

STABILITY AND TALENT During a product lifecycle, an engine is built, fitted to an aircraft, and flown for several years before returning for planned maintenance, after which it goes back into service.

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WHAT ELEMENTS OF YOUR ROLE GIVE YOU THE MOST SATISFACTION? CHRIS PATTINSON, CEO: “There are probably three elements I would highlight. First, being CEO of a company that is a JV between Rolls-Royce and SIAEC is an incredible honour.

“It is very exciting, and a huge amount of accountability comes with it.

You are dealing with like-minded and highly capable people, and we are doing this at a time of maximum growth and significant change, which is excellent.

“Second, in addition to that growth, we are now positioned at the forefront of technology. We are working at the absolute cutting-edge with some of the best minds focused on solving highly complex problems. We are making huge inroads, and that is incredibly exciting.

“Third, and very importantly for me, is the people. Here in Singapore, the culture, teams, government, and businesses all have such a can-do mindset.

“The energy and level of ambition we have for the future are incredibly high.

That really inspires me and makes this such a great place to work.”

These engines last for decades, so operating in a stable environment is extremely valuable to companies such as SAESL. “When you combine stability with the growth taking place across the region, Singapore becomes a powerful place to position SAESL,” Pattinson confirms.

Elsewhere, technology is another major trend right now, and Singapore, including government agencies such as the Singapore Economic Development Board (EDB), is strongly pro-business, which is particularly important in today’s rapidly changing world.

Companies face pressures now that did not exist before, so being in a business environment that supports progress, growth, and innovation is a real advantage.

“It is a pleasure to do business in Singapore alongside like-minded partners who share a high level of ambition and pace,” he gushes.

APAC Outlook Issue 81 | 91

Shaping smarter manufacturing: Hexagon on innovation, resilience, and regional growth In this interview, Frederick Lim, Managing Director of Hexagon Metrology Asia Pacific Pte. Ltd., shares how the company is advancing precision manufacturing across ASEAN through next-generation metrology technologies and integrated digital ecosystems.

He discusses Hexagon’s approach to differentiation, risk mitigation, and strategic partnerships, offering insights into how Hexagon helps manufacturers strengthen productivity, quality, and long-term competitiveness.

1. Briefly introduce us to Hexagon Metrology Asia Pacific, Pacific with an overview of your main products and services, locations, client base, number of employees, etc.

Founded in 2003, Hexagon Metrology Asia Pacific is a fully owned subsidiary of Hexagon AB and serves as the Singapore regional office for Hexagon Manufacturing Intelligence. We provide advanced metrology solutions that enhance manufacturing efficiency across aerospace, defence, automotive and general manufacturing sectors. Our portfolio includes CMMs, portable measuring arms, laser trackers and 3D optical scanners, strengthened by a comprehensive suite of software for quality and productivity improvements.

Supported by a global infrastructure of more than 20 production facilities, 70 precision centres and over 100 distribution partners worldwide, we offer end-to-end support from design and development through to production and final inspection. In ASEAN, Hexagon Metrology Asia Pacific operates offices in Singapore, Malaysia, Indonesia, Thailand and Vietnam, complemented by innovation centres that showcase advanced manufacturing technologies and promote regional innovation.

2. What, for you, differentiates Hexagon Metrology Asia Pacific from the competition?

Hexagon offers both metrology hardware and a full software ecosystem, providing not just measurement tools but end-to-end digital manufacturing intelligence that enables customers to build a continuous, data-driven workflow across their entire production value chain. From microns to Mars, we measure what matters for the future. Alongside its aerospace leadership, with Hexagon technologies influencing 90 percent of aircraft produced worldwide, Hexagon’s impact extends even further by enabling 95 percent of cars and 75 percent of smartphones manufactured globally.

For aerospace customers, this translates into proven reliability, superior measurement accuracy and confidence in a partner whose systems have been validated at the highest scale of global manufacturing.

3. How does the company mitigate risks, maintain business continuity, and optimise operations across various industries?

By bringing our talents, resources, technologies, and supply chains closer to customers in their specific territories, Hexagon effectively mitigate

risks, ensure business continuity, and optimise operations across various industries. This approach enables us to foster resilience and sustainable growth, even in a rapidly changing environment. Our ongoing transformational strategy involves constant analysis, allowing us to respond swiftly to shifts and new growth opportunities in different sectors and countries. The global operating model offers our local teams greater flexibility, operational breadth, and the ability to nurture unique local specialisms. These functional teams, including our factories and product development units, are properly trained and assigned to adapt quickly and effectively.

Frederick Lim, Managing Director of Hexagon Metrology Asia Pacific Pte. Ltd

4. Could you elaborate on your partnership with SAESL? How do the two companies mutually benefit each other, and what complementary strengths do you bring?

Our partnership with SAESL exemplifies how collaboration accelerates progress in the aerospace sector. Built on trust, innovation and a shared commitment to operational excellence, the relationship brings together SAESL’s world-class aero engine MRO expertise with Hexagon’s leadership in measurement and digital manufacturing technologies. Our joint efforts have enabled SAESL to produce faster, smarter, safer, and more cost-effective results delivering higher quality outcomes based on real-time, reliable data. This partnership grants SAESL access to the latest technologies and innovations, enhancing MRO capabilities and service offerings. Ultimately, we streamline processes, set new industry benchmarks, and deliver greater value to clients. As the aerospace industry evolves, our partnership continues to inspire us to explore new opportunities, embrace emerging technologies, and expand our collaborative ventures, ensuring we are well-positioned to shape the industry’s next chapter.

5. Looking ahead, what are Hexagon Metrology Asia Pacific’s key priorities?

Looking ahead, Hexagon remains focused on evolving with the needs of the aerospace, automotive, electronics, semiconductor and energy sectors. Priorities include accelerating digital transformation through smart-manufacturing metrology, artificial intelligence (AI)-enabled capabilities and data-driven solutions. The organisation is expanding its presence across Southeast Asia, the Pacific, Korea and Japan through enhanced local support, new service centres and strategic partnerships.

Close collaboration with teams in Greater China, the Americas and EMEA ensures global customers receive consistent, best-in-class support.

Continued investment in R&D and talent development underpins a strong innovation pipeline focused on automation, AI and advanced measurement systems, equipping teams to meet the demands of high-performance industries and drive long-term customer value.

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SAESL MANUFACTURING

Finally, the most important ingredient of SAESL’s location is the people.

Indeed, Singapore has a strong and plentiful talent base, supported by its universities, polytechnics, and institutes of technical education.

“This rich and diverse pool of talent adds real value to companies such as SAESL, particularly in high-end

94 | APAC Outlook Issue 81

aerospace manufacturing. We have access to highly capable people, which is exciting, especially as artificial intelligence (AI) and other new aerospace technologies emerge over the next decade,” enthuses Pattinson.

Undoubtedly, being positioned in Singapore gives SAESL a strong platform for future success.

NEXT PHASE OF GROWTH Over the past 25 years, SAESL has delivered 5,000 engines, but this is just the beginning of its next phase.

“We’re now in the process of undergoing a bold transformation of the company and investing USD$190 million to increase our production capacity to 400 engines per year,” Pattinson reveals.

SAESL MANUFACTURING

“ W E H AV E S TA F F H E R E W H O H AV E B E E N W I T H U S Q U I T E L I T E R A L LY F R O M D AY O N E , S O I T ’ S A N E X T R E M E LY P R O U D Y E A R F O R U S A N D A H U G E LY T R A N S F O R M AT I V E T I M E .

H OW E V E R , T H I S I S N OT T H E E N D – I T I S J U ST THE BEGINNING” – C H R I S P AT T I N S O N , C E O , S A E S L

This ambitious target represents a 40 percent increase in engines coming off the production line, as well as a doubling of the work content in the factory.

SAESL is building two new factories in Singapore, a development which is hugely exciting for Pattinson.

“We’re also growing our team from 2,000 employees to 2,500, creating 500 new skilled jobs across the wider ecosystem. That is a real testament to the success and foundations we have built over the past 25 years,” he emphasises.

Alongside, the company is driving significant technological development across the business.

This involves introducing high levels of automation and AI across the company, implementing new systems and enterprise planning capabilities, and advancing repair technology.

“I am really proud of our teams because we are developing some of the most advanced repair technologies that exist today – there are only a handful of companies in the world that can do what we do.”

Through the company’s links in Singapore, including with the Agency for Science, Technology, and Research (A*STAR), SAESL has made huge strides in areas such as additive manufacturing.

“This allows the repair of different engine components using laser powder, 3D printing, and additive manufacturing technologies that, quite frankly, do not exist amongst many of our competitors,” Pattinson acclaims.

These advancements are currently being applied across different areas of the company, and much of it is enabled by two key factors.

The first is that SAESL is differentiated by having Rolls-Royce, an original equipment manufacturer (OEM), as its partner. The second is being located in Singapore, where there is highly capable talent and a pro-business government that has enabled the establishment of world-class research labs.

APAC Outlook Issue 81 | 95

TPS Solutions GmbH - Precision Thermal Spray Technology for the Future of Flight In modern aerospace engineering, each coating layer and every process parameter matters.

At TPS Solutions GmbH, we deliver thermal spray systems engineered to drive measurable component performance improvements - higher-temperature capability, longer component life, reduced oxidation, and improved structural resilience. Powered by Swiss precision and customer-specific engineering, our solutions help aerospace manufacturers strengthen their competitive edge.

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Engineering Excellence Built for Aerospace Performance Aerospace components operate under extraordinary thermal and mechanical stress. To meet these challenges, we offer tailor-made APS, HVOF, Multi-Process, VPS, CAPS, LPCS Coating systems, each purpose-built around specific customer requirements.

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Atmospheric Plasma Systems (APS): High-temperature plasma systems (up to 20,000°C) designed to apply metallic and ceramic coatings with excellent density and wear resistance.

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High-Velocity Oxygen Fuel (HVOF) Systems: A high-energy combustion-based spray process that propels partially molten particles at supersonic speeds to create extremely dense, high-bond strength coatings. Available in Gas or Liquid fuel variants.

Vacuum Plasma Systems (VPS): Cutting-edge industrial systems, operating inside a large vacuum chamber enabling precise control of particle heating and velocity for ultra-low porosity coatings and reactive materials like titanium and silicon; designed to apply high-performance protective coatings to aerospace components.

Low-Pressure Coating System (LPCS): Designed for high-volume automated manufacturing, with continuous loading and unloading of turbine blades without breaking the vacuum. “A VPS machine optimised for high-volume automated manufacturing”.

Multi-Process Systems: Versatile systems capable of performing APS, HVOF, Combustion and Electric Arc spraying within one platform to support diverse coating requirements.

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Automation that Elevates both Capability and Confidence Our systems integrate the latest industrial automation platforms to deliver aerospacegrade control. Through these platforms, users gain: • An intuitive operator interface • Robust safety interlocks • Automated sequence programming • Intelligent parameter control Combined with high-precision process monitoring sensors, our systems support continuous monitoring and comprehensive quality assurance, ensuring every coating cycle meets aerospace standards.

Traceability and Quality Assurance for Flight-Critical Parts Aerospace regulations demand full transparency and traceability across coating processes. That is why we offer integrated data acquisition systems capable of recording all major spray and process variables throughout the entire coating cycle.

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hardness, adhesion, and microstructural integrity. These services support customers through qualification, process optimisation, and ongoing validation activities to ensure coating processes consistently meet demanding OEM expectations.

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SAESL MANUFACTURING

“We have a hugely exciting journey ahead, and it is important we continue on that path because this is setting up the next 25 years of SAESL’s success,” he sets out.

RESPONDING TO ADVERSITY Pattinson knows that running a company brings challenges every day at different scales.

“Clearly, the decisions we took as the world navigated the COVID-19 pandemic were hugely important, particularly because the aviation sector was so heavily impacted as countries across the world closed their borders,” he reflects.

Global air passenger numbers plunged from over 4.5 billion in 2019 to roughly 1.8 billion in 2020, a drop of over 60 percent.

The pandemic caused the most severe disruption in aviation history, resulting in an unprecedented collapse in passenger traffic, trillions in lost revenue, and permanent 98 | APAC Outlook Issue 81

“ I A M R E A L LY P R O U D O F O U R T E A M S BECAUSE WE ARE DEVELOPING SOME OF THE M O S T A D VA N C E D R E P A I R T E C H N O L O G I E S T H AT E X I S T T O D AY – T H E R E A R E O N LY A H A N D F U L O F C O M PA N I E S I N T H E W O R L D T H AT C A N D O W H AT W E D O ” – C H R I S P AT T I N S O N , C E O , S A E S L

changes to global flight operations.

Such challenges are not taken lightly by SAESL and, amid current global tensions – particularly in the Middle East – there are further obstacles to overcome.

“SAESL is a JV between RollsRoyce in the UK and SIAEC in Singapore, so we do a huge amount of trade between those two countries.

“We have millions of parts moving across the world in order to rebuild jet engines and put them back into service.

As a result, we have had to take prudent measures to deal with the effects of

inflation and escalation in fuel prices over the short term,” he explains.

The company is well-positioned to respond in this way because SAESL is creating a business built on fantastic people, outstanding technology, and strong capabilities, which has enabled it to remain resilient.

“Looking ahead to the next 18 months, despite such challenges, we are continuing to invest USD$190 million in our company and our people because we can see the growth that will come on the back of that investment.”

Our Core Capabilities 1) Shot Peening Systems

• High-precision control of media flow, velocity, and coverage • Repeatable, uniform surface enhancement for fatigue critical parts • Custom configurations for aerospace component geometries 2) Abrasive Blasting Systems • Controlled surface preparation for coating adhesion and repair • Customised processes for aerospace materials and specifications 3) Blasting and Shot Peening Services • One-stop precision surface treatment • Scalable capacity with process customisation • Approximately 50 percent of AE’s business, demonstrating deep operational expertise

Precision Innovations

Through the AE-A*STAR (Agency for Science, Technology and Research) Joint Labs, AE developed next generation technologies, including: • The world’s first microwave media dosing unit, enabling highly accurate control of blasting media

Abrasive Engineering Pte Ltd -

Innovative Surface Engineering for Aerospace Excellence Who We Are

• Precision media dosing unit for ferro-magnetic media, improving surface uniformity and coating performance • Automated blasting and shot peening systems sold locally and globally These innovations directly support aerospace demands for process repeatability and surface integrity.

Quality and Credibility

• ISO 9001-certified for design and development • ISO/IEC 17025-certified media flow rate valves • Nadcap-certified for aerospace quality system (AC7004) and surface enhancement

Founded in 1990, Abrasive Engineering Pte Ltd (AE) is a Singapore• Several patents granted in Singapore the US, the EU, and China based specialist in blasting and shot peening machine design, for media flow rate control solutions fabrication, and precision surface treatment services. With over three decades of experience, AE supports aerospace manufacturing • Proven track record with multinational customers and maintenance operations that demand tight tolerances, high • Strong experience supporting the aerospace, energy, marine, repeatability, and uncompromising quality. automotive, and medical industries AE is one of the few local companies capable of end-to-end • Trusted partner for high-precision, high-reliability applications machine design, fabrication, process development, and service Your Trusted Aerospace Partner delivery, enabling us to support both production and MRO AE continues to invest in AI-enabled systems, advanced process environments with speed, reliability, and accountability. control, and sustainable manufacturing. With a strong R&D pipeline Our Aerospace Solutions and global outlook, Abrasive Engineering is positioned to support AE’s technologies and processes are deployed across critical aerospace customers with smarter, more accurate, and futureaerospace use cases, including: ready surface treatment solutions.

• Fatigue life enhancement of structural and rotating components • Surface preparation for coating, bonding, and repair • Consistent surface roughness and compressive stress profiles • Precision treatment of complex geometries and high-value parts Our systems are designed to support safety-critical components where process stability and documentation are essential.

Website URL: www.abrasiveengineering.com.sg Email addresses: abrasive@singnet.com.sg Office Number: +65 6863 4555

SAESL MANUFACTURING

Moreover, with a firm belief in a long-term vision and resilience baked into the fabric of the company, SAESL is ready to respond to any new challenge.

MILESTONE ACHIEVEMENT Reflecting on SAESL’s 25-year anniversary this year, Pattinson believes it is important to celebrate what this milestone means in terms of legacy and what the company is ultimately striving for.

“I think the single word that encapsulates this milestone is pride.

Everyone here is incredibly proud, and I think this marker is a testament to the teams that came before us, as well as the ones we have here today,” Pattinson says.

It is also testament to the partnership between Rolls-Royce and SIAEC, bringing together two of the most iconic brands globally to create real excellence.

SAESL’S PURPOSE, VISION, MISSION, AND VALUES PURPOSE • Keep airlines flying to connect your world.

VISION • To be the most admired engine MRO facility.

MISSION CUSTOMERS • Deliver engines safely, reliably, cost-effectively, and on time.

• Enable customers’ growth through sustainable business practices and solutions to optimise engine time on-wing.

EMPLOYEES • Provide purposeful employment and personal/career development.

• Empower employees to drive innovation and continuous improvement.

• Foster an inclusive culture that respects differences and promotes well-being.

100 | APAC Outlook Issue 81

COMMUNITY • Reduce environmental impact and carbon footprint.

• Partner on environmental, social, and governance (ESG) initiatives.

• Engage educational institutions to develop industry talent.

INVESTORS • Deliver returns through sustainable growth with a resilient business model.

• Enhance investors’ public image and branding through sustainable business practices.

MRO ECOSYSTEM • Provide value-added jobs aligned with Singapore’s industrial and global MRO hub strategy.

• Partner with small to medium-sized enterprises (SMEs) and suppliers on supply chain resilience and growth.

• Lead indigenous technology development and contribute to thought leadership.

VALUES • Safety, innovation, respect, teamwork, integrity, and communication.

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SAESL MANUFACTURING

Equally as crucial to the company’s ongoing success is the synergistic partnership between the UK and Singapore.

“When you boil it down to what it means to me personally, and what it means to our team, it is about people and continuity. We are celebrating many long-service awards this year, and many of our team members are also marking their 25-year anniversaries with the company.”

This tells its own story and shows that SAESL’s employees enjoy working at the company, there is a great culture, and its people can see a bright future and want to stay.

“We have staff here who have been with us quite literally from day one, so it’s an extremely proud year for us and a hugely transformative time.

However, this is not the end – it is just the beginning,” states Pattinson.

Having delivered 5,000 engines in 25 years, the company is resolute in 102 | APAC Outlook Issue 81

“ W E A R E AT A R E A L T U R N I N G P O I N T I N O U R H I STO RY I N A V E RY P O S I T I V E S E N S E .

O V E R T H E N E X T Y E A R A N D A H A L F, W E W I L L B R I N G T W O B R A N D - N E W FA C I L I T I E S O N L I N E A N D W E LCO M E U P TO 5 0 0 A D D I T I O N A L E M P LOY E E S I N TO O U R T E A M S ” – C H R I S P AT T I N S O N , C E O , S A E S L

its promise to deliver the next 1,000 engines in just three.

“This gives you a sense of the scale of the expansion and the growth we see in the company, the market, and across APAC. This is a really proud moment, one where we can all stand tall and hold our heads high.”

A PERSONAL JOURNEY Pattinson has been on a journey through the aerospace sector for more than 20 years, leading to his

current position as CEO of SAESL. In a career that can be viewed through the lens of two distinct halves, he studied engineering at university, then graduated and joined RollsRoyce, where he spent the first 10 years in a variety of engineering roles, initially in the defence sector, working on global defence applications and highly technical projects.

“Over time, however, you start to understand what you enjoy most and where your strengths lie.

Engineering the Future of Material Handling and Logistics Efficiency OUR ORIGINS

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At its core, MHE is about movement, precision, and enabling infrastructure. MHE provides a full spectrum of material handling solutions: from design, manufacturing, engineering, and rental, to service, and support.

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• In 2023, Jebsen & Jessen’s acquisition of MHEDemag’s IPD business marked a strategic expansion in the group’s industrial engineering capabilities.

These milestones serve as proof of MHE’s ability to deliver at scale, in complexity, and with long-term reliability.

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We build customised solutions with the client, making sure they’re involved in every step of the process. From conceptualisation to execution, every solution we design is unique to every customer, addressing their every need. ✓ Warehouse Solutions We offer reliable, efficient, and cost-effective solutions for the warehousing and logistics industry, from reach trucks, lift trucks, docking equipment, to stackers, and narrow aisle trucks. ✓ Warehouse Automation Our automation solutions range from Automated Storage and Retrieval Systems (ASRS), Vertical Storage Systems, and Automated Guided Vehicles, making operations efficient whilst complying with safety standards and regulations. ✓ Building Access Systems From gondolas, vertical, and boom lifts, to car parking systems, we offer a wide range of building access systems that comply with safety rules and regulations while enhancing security and efficiency. ✓ Cranes and Components Our standard cranes deliver reliable, scalable performance, as well as fully customised cranes designed for specialised lifting demands to accommodate every need and industry. ✓ Rail Fastening System We design and engineer solutions for crane rail interfaces, customisable to your needs, whilst ensuring regulations and safety standards are being met. ✓Aftersales Service and Refurbishment We are proud to offer all brands servicing throughout the customer journey to ensure your operations run smoothly. From preventive maintenance, repairs and refurbishment, and digitalisation, we’ve got you covered every step of the way.

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From the mechanisms behind world-class buildings to the cranes and lift systems that power factories and logistics hubs - we craft each solution with integrity, partner with our clients in design, and stand behind every movement with support and service.

SAESL MANUFACTURING

“After around a decade, I became Engineering Director for some of the production facilities and realised I got a great deal of energy from working with people – that was when I began

to transition into business and more commercially focused leadership roles,” he recalls.

For the past 10 to 15 years, Pattinson has been running different groups

QUALITY AND SAFETY Quality and safety are primary considerations for all operations undertaken by SAESL across every facet of the organisation.

As evidenced by the company’s airworthiness approvals and other numerous certifications, the integrity of its customers’ engines and components are of the highest priority.

To this end, SAESL has established quality and safety management systems that ensure customer needs are fully met, whilst complying with regulatory and legal requirements at all times.

SAESL has a culture of quality and safety that is embraced by all employees. This is nurtured through various training and awareness programmes, fostering an atmosphere of open reporting and prompt feedback between leadership and teams, who form the backbone of SAESL’s core competencies.

104 | APAC Outlook Issue 81

of factories and companies across Rolls-Royce.

Throughout the last seven years, he has overseen new production lines for Rolls-Royce in the UK, Germany, and in Singapore.

That journey ultimately brought him to SAESL, where he now has the huge honour of leading the company as CEO. “Looking back, during those 10 years in the technical domain, I was also fortunate to have some quite unique opportunities throughout my career. One example is the Airbus A350, one of the most popular aircraft in the wide-body market, and the Trent XWB, the Rolls-Royce engine that powers it.

“I was fortunate enough to be selected to work on one of the very first Trent XWB engines ever built,” he highlights.

Pattinson also spent around two years living in the US, working at a

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In addition to crating, Richbox Manufacturing (S) Pte Ltd also provides wooden pallet manufacturing.

Pallets are a crucial component in modern logistics, allowing goods to be easily transported and handled using forklifts and other equipment. The company produces pallets that are durable, stable, and capable of supporting heavy loads, helping businesses streamline their operations and improve warehouse efficiency.

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SAESL MANUFACTURING

NASA test base in Mississippi where Rolls-Royce has an outdoor engine test stand.

Based in the Deep South, he worked on a site where NASA tests rocket propulsion systems and Rolls-Royce tests next-generation jet engines.

“It was a fantastic and hugely exciting experience that gave me deep technical familiarity with the engine. When I step back now, I can really see how that experience connects to the role I have today,” he remembers fondly.

“When I recently flew from London Heathrow Airport (LHR) to Singapore Changi Airport (SIN), I saw a huge number of Trent XWB engines in operation. Those were the earliest versions I was involved in building, designing, and testing.”

To now see around 1,500 of those engines flying around the world, with many hundreds of them coming 106 | APAC Outlook Issue 81

“WHEN PEOPLE SEE INVESTMENT IN I N D I V I D U A L S , T H AT I S W H E N T H E Y R E A L LY C O N N E C T W I T H A N O R G A N I S AT I O N . I T I S ABOUT CONNECTING PEOPLE’S HEADS AND THEIR HEARTS” – C H R I S P AT T I N S O N , C E O , S A E S L

through the facility, really brings Pattinson’s story full circle.

“I have a deep connection with these machines as I have spent a great deal of my career working with them, and I am hugely proud to be leading the largest MRO facility for Rolls-Royce Trent engines globally,” he prides.

INVESTMENT IN PEOPLE As the company expands and enters an exciting period of growth, Pattinson tells us that the single most

crucial factor in maintaining a culture of success is the people at SAESL. “Everything leads back to investment in our people. We have several key strategic pillars, and every single one of our employees is fully aligned to those beliefs,” he details.

That means not only investing in their development, growth, and skills, but also developing their connectivity and the culture that sits around them.

“We’re building some of the most world-class facilities that will exist in the aerospace sector today, but all of

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SAESL MANUFACTURING

that is irrelevant if we do not invest in our people. That is the most important part of our transformation journey – upskilling, reskilling, and training them.”

At the Singapore Airshow in February this year, SAESL announced a memorandum of understanding (MoU) with the EDB to establish a dedicated SAESL training academy.

This is a multi-million-dollar, multi-year investment programme to create a pioneering training academy that will allow the company to train hundreds of thousands of employees every year as it continues to grow.

SMART MANUFACTURING One of the things that is unique in 108 | APAC Outlook Issue 81

Singapore and really showcases the combination of a pro-business environment and outstanding technology is the Smart Manufacturing Joint Lab, which was launched in 2017.

“We started this initiative as a strategic partnership between A*STAR, Rolls-Royce, and SAESL,” Pattinson states.

The programme focuses on developing next-generation aerospace manufacturing and MRO capabilities enabled by advanced processes, automation, and digital technologies.

“We have been running this enterprise-wide, multi-million-dollar partnership for several years. It allows

us to set some difficult challenges around how we drive productivity in our factories, then use some of the best minds in Singapore and around the world to help us solve them,” he outlines.

Now, through Singapore’s research institutes, SAESL can bring those people together in one place.

At the Advanced Remanufacturing and Technology Centre (ARTC) in the western part of Singapore, the company has a dedicated lab and teams working on technologies that will further drive business performance.

“Now we are seven years in, it’s really exciting to see those technologies being deployed across

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SAESL MANUFACTURING

different parts of the company.

“I can walk around our factories and see a wide range of examples, from automated vision systems that use AI to measure, record, and analyse parts, to automated machines that support different areas of engine repair and assembly,” Pattinson shares.

Parallel to this, SAESL also launched Phase 2 of the Smart Manufacturing Joint Lab last year, representing the next five-year tranche of this technology journey, further cementing this exciting investment in technology and people.

“We launched Phase 2 with Dr Tan See Leng, Minister for Manpower, which shows the level of support we have across the country for aerospace and particularly SAESL,” he insights.

AN ENVIRONMENT TO THRIVE IN As a testament to those who have been with the business for 25 years, SAESL aims to foster and continue 110 | APAC Outlook Issue 81

“ I H AV E A D E E P C O N N E C T I O N W I T H T H E S E M A C H I N E S A S I H AV E S P E N T A G R E AT D E A L OF MY CAREER WORKING WITH THEM, AND I A M H U G E LY P R O U D T O B E L E A D I N G T H E L A R G E S T M R O FA C I L I T Y F O R R O L L S - R O Y C E T R E N T E N G I N E S G L O B A L LY ” – C H R I S P AT T I N S O N , C E O , S A E S L

its carefully curated culture in an ever-changing world and constantly shifting business environment.

Therefore, corporate social responsibility (CSR) is taken incredibly seriously.

“We invest heavily every year across a range of areas, including our diversity and inclusion programmes, and our sustainability agenda is very high on the board’s accountability framework,” Pattinson details.

This is complemented by SAESL’s dedication to safety and quality with

zero tolerance for defects or harm.

“You have to create pillars that are anchored in stability. Companies must grow, but they must also be resilient; that is one of the key lessons from the recent macroeconomic environment – resilience is king,” he furthers.

Having come through the COVID19 pandemic, whilst the company still needs to grow and maximise outcomes, what really matters is building a growing, resilient, and competitive business that ultimately delivers value to customers.

SAESL MANUFACTURING

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APAC Outlook Issue 81 | 111

SAESL MANUFACTURING

PAVING THE WAY A key element of the company’s ongoing and proactive investment in its people is the crucial process of laying the path for future team members – setting up the next generation of people to come through and join the SAESL family.

“What we are creating is a talent pipeline and an ecosystem. As well as establishing a training academy, which will be a place that inspires technology, innovation, and collaboration, we also announced several collaborations at the Singapore Airshow,” Pattinson elaborates.

One of those was an MoU with Singapore Polytechnic. SAESL also connects with several other polytechnics, building a talent network that gives students a pathway from their studies into the workforce.

“We are specifically curating 112 | APAC Outlook Issue 81

courses and electives during their studies so that they can progress through their education then graduate into a range of different roles within our business.”

SAESL knows it is vital to provide a coherent vision for people whilst they are learning and studying to show where their training can lead them.

“When people see investment in individuals, that is when they really connect with an organisation. It is about connecting people’s heads and their hearts,” Pattinson continues.

“This is where we really cement the transformation and make it real. When everyone comes to work each day, they will be able to walk past what the future is going to look like.”

To this end, every day, SAESL is investing in its people and the future of the company.

In terms of future expansion into new geographies, the business remains tied to its partners – as such, Rolls-Royce continues to expand into new customers and new regions around the world.

“Publicly, China and India are clearly very large growing markets. From a SAESL perspective, we are part of that ecosystem and will continue to work closely with Rolls-Royce and SIAEC on those ventures,” he comments.

Elsewhere, throughout the rest of the year, anniversary celebrations will continue.

Having already held a large celebration with all its partners to mark the 5,000th engine coming off the production line, the company is also planning a formal reception around its board meeting in September.

“Here, we will invite many of the company’s previous leaders, along with our industry partners and dignitaries, to celebrate this hugely proud moment.

“It will be an opportunity to not only reflect on what we have achieved, but importantly, also look at where we are going and what we all have to look forward to in the years ahead,” Pattinson concludes with pride.

FUTURE VISIONS Pattinson is keen to express how important the next 18 months are for the company.

“We are at a real turning point in our history in a very positive sense.

Over the next year and a half, we will bring two brand-new facilities online and welcome up to 500 additional employees into our teams,” he asserts.

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SAESL MANUFACTURING

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APAC Outlook Issue 81 | 113

Delighting the Journey With a vision of becoming the market leader in intelligent automotive displays and solutions, BOE Varitronix has positioned itself as the ideal premium partner of choice. We hear more from Chief Strategy Officer, James Park Writer: Ed Budds | Project Manager: Tyler Sheppard

T

oday, a car is no longer just a means of transport.

Thanks to over-the-air update capabilities, it is rapidly evolving into a mobile intelligent space that integrates mobility, entertainment, and even relaxation.

As such, the automotive industry is currently undergoing two major transformations.

First, electrification has fundamentally disrupted the traditional internal combustion engine paradigm.

With the rise of the ‘three-electric’ system – battery, motor, and 114 | APAC Outlook Issue 81

electronic control – electric vehicles (EVs) now provide a robust power architecture and hardware foundation that fully enable vehicle intelligence.

Building on that, the competitive battleground has shifted to the smart cockpit arena.

“We’re seeing multi-display setups, onboard large language models, and multimodal interaction technologies being rolled out at scale, which will fundamentally reshape how drivers and passengers interact with the vehicle,” opens James Park, Chief Strategy Officer of BOE Varitronix.

Similarly, digital cockpit services have become a key differentiator for original equipment manufacturers (OEMs) and a sustainable revenue driver over the vehicle lifecycle.

In terms of in-cabin display form factors, the industry has moved far beyond the old single small-size centre stack paired with mechanical gauges. The trend is clearly moving towards larger screens and seamless integration.

Full-width pillar-to-pillar and rear-seat passenger displays, full-digital instrument clusters, co-driver

BOE VARITRONIX MANUFACTURING

entertainment screens, and augmented reality head-up displays (AR-HUDs) are increasingly becoming mainstream specifications and the number of displays per vehicle has grown significantly.

At the same time, innovative solutions like integrated borderless curved screens, flexible free-form and transparent window-type displays will increasingly be adopted.

“Essentially, every surface inside the cabin has the potential to become an interactive interface – delivering both driving safety and an enriched

entertainment experience for all occupants,” he sets out.

Within this burgeoning realm, BOE Varitronix – a subsidiary of BOE Technology Group – serves as the exclusive global platform responsible for developing, manufacturing, and distributing automotive display and system solutions, with a strategic focus on both the automotive and industrial sectors.

ESTABLISHING GLOBAL REACH Varitronix Limited was established in 1978 and listed on the main board

of the Hong Kong Stock Exchange (HKEX) in 1991, where the business was originally focused on automotive and industrial displays.

In 2016, BOE Technology Group acquired Varitronix, and the company was renamed BOE Varitronix.

“As BOE Technology Group’s global automotive business platform, we have been deeply engaged in the smart mobility sector for years. We have a broad global footprint and a well-diversified automotive business portfolio, building strong, long-term relationships with more than 100 APAC Outlook Issue 81 | 115

BOE VARITRONIX MANUFACTURING

automakers and Tier 1 suppliers worldwide,” Park explains.

Headquartered in Hong Kong with operations across China, South Korea, Europe, and the US, the company now employs over 7,800 people.

“Currently, we operate manufacturing facilities in Heyuan and Chengdu in China, as well as Vietnam, which support our global supply chain and customer commitments.

“Our primary focus is on smart cockpit solutions, and our client base includes global luxury car brands and Tier 1 automotive suppliers,” he adds.

According to the latest data released by global technology research and advisory group,

Omdia, BOE Varitronix has secured the number-one position globally in automotive display shipments – both in unit volume and by total area – for three consecutive years as of 2025.

Within the mid-to-large-size category (eight inches and above), the company has also maintained global leadership in both shipment volume and area for the same period.

“In the centre stack display segment, we have ranked first in global unit shipments for two consecutive years. Furthermore, our smart cockpit solutions have now been comprehensively adopted by all major automotive brands worldwide,” Park prides.

BOE Varitronix, Chengdu

HOW HAVE YOU CREATED SUCH A POSITIVE WORK CULTURE AT BOE VARITRONIX? James Park, Chief Strategy Officer: “We’ve rolled out a comprehensive training system designed to support employee growth and unlock talent potential. This includes tailored management development programmes, structured onboarding for fresh graduates, and regular professional seminars aimed at fostering continuous career development.

“To recognise contributions, we established a robust rewards framework.

One of our most prestigious accolades is the BOE achiever award. We also introduced the women role model award to actively promote gender diversity, recognise exceptional contributions, and ensure an equitable workplace.

“Additionally, we hold dignified retirement ceremonies to honor the dedication of departing colleagues, reinforcing a corporate culture of gratitude.

“By streamlining operating processes and focusing on energy-efficient hardware development, we enable our teams to concentrate on high-value technological advancements.

“We also organise a diverse range of team-building activities, including cross-departmental sports events and collaborative workshops, breaking down communication barriers and cultivating a vibrant, positive workplace atmosphere.”

116 | APAC Outlook Issue 81

PRODUCT, DELIVERY, AND QUALITY BOE Varitronix approaches customer satisfaction from three key dimensions – product, delivery, and quality.

The product is the starting point of customer value, and the company has established a comprehensive portfolio covering the full spectrum of automotive display technologies, size specifications, and cockpit application scenarios.

“From small-format clusters to large-format pillar-to-pillar displays and AR-HUDs, our product matrix enables rapid response to customised development requirements across traditional internal combustion engine, new energy, and commercial vehicles,” lists Park.

BOE Varitronix provides one-stop solutions from hardware to complete cockpit display systems, anticipating trends like mini LED, organic LED (OLED), and flexible displays to reduce supplier complexity for clients.

“Stable delivery is the critical

geopolitical and logistics-related supply chain risks, ensuring OEMs’ vehicle production schedules remain unimpeded.

“On the quality front, we are advancing the deep integration of artificial intelligence (AI) and intelligent manufacturing, upgrading from single-point intelligence to closed-loop control across the process flow.

BOE Varitronix, Vietnam

enabler for honouring commitments.

We have established a global manufacturing network with three intelligent production bases across Asia.”

The company’s domestic bases in Chengdu and Heyuan provide proximity service to local OEMs, whilst its Vietnam facility serves overseas customers.

This agile, multi-factory model enables it to handle large-scale mass production whilst flexibly reallocating capacity to hedge against

BOE Varitronix, Heyuan

APAC Outlook Issue 81 | 117

BOE VARITRONIX MANUFACTURING

“Our goal is consistent excellence.

We uphold this quality standard across customer experience, design, manufacturing, components, and systems,” he notes.

Ultimately, this is all underpinned by deep technological collaboration.

BOE Varitronix interacts with over 40 ecosystem partners globally to co-develop products, ensuring its solutions are precise, scalable, and highly reliable.

“This approach has earned us numerous customer accolades, including recognition for being an outstanding supplier, our technology innovation, and best delivery,” Park excites.

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“Currently, we are systematically advancing a threestep strategic transformation, moving progressively from display components to display systems and ultimately to comprehensive smart cockpit solutions” – J A M E S PA R K , C H I E F S T R AT E GY O F F I C E R , B O E VA R I T R O N I X

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H.E.R.O. 3.0 ECOSYSTEM A major focus for the company is its upcoming H.E.R.O. 3.0 ecosystem, which it will showcase at the Consumer Electronics Show (CES) 2027, under the slogan ‘Beyond Mobility’.

“Since HERO 2.0, we have refined our branding to the punctuated acronym H.E.R.O. – representing health, entertainment, relaxation, and office – to emphasise our identity as a sophisticated technological ecosystem rather than invoking traditional superhero imagery.

118 | APAC Outlook Issue 81

Flexible display technology

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BOE VARITRONIX MANUFACTURING

“This project is crucial because it envisions seamlessly connecting the vehicle, home, and office into one continuous, enriched life experience,” Park enthuses.

The H.E.R.O. 3.0 architecture introduces eight core innovations to create an ultimate smart space.

BOE Varitronix utilises rollable OLED screens that can transform the cabin into a mobile office or entertainment lounge.

“For safety, we incorporated invisible under-display cameras (UDCs) for driver monitoring,” he details.

FUTURE-FACING INNOVATION Last year, BOE Varitronix officially unveiled its five-dimensional operational guideline, the ‘5V’ framework – volume, vehicle, value, various, and vision.

“Currently, we are systematically advancing a three-step strategic transformation, moving progressively from display components to display systems and ultimately 120 | APAC Outlook Issue 81

“Our goal is consistent excellence. We uphold this quality standard across customer experience, design, manufacturing, components, and systems” – JA M E S PA R K , C H I E F S T R AT E GY O F F I C E R , B O E VA R I T R O N I X

to comprehensive smart cockpit solutions. We plan to significantly expand our R&D and capital investments in AI-driven scenario applications over the coming years,” Park reveals.

“Our key priority for the coming year is to prepare our smart mobility ecosystem for global showcases, aiming to scale the adoption of our energy-efficient and highly integrated displays.

BOE VARITRONIX MANUFACTURING

“We will continue deepening our co-development partnerships across both the consumer electronics and automotive sectors to make concepts like H.E.R.O. 3.0 a market reality,” Park tells us.

He is keen to reiterate how the company’s ‘AI-Driven Leadership, Dual-Engine’ strategy drives comprehensive premiumisation and business model reinvention.

The company is positioning AI as the foundational engine powering its entire operation, whilst advancing two parallel growth pillars – the primary track of intelligent automotive solutions, and a dual-engine business

growth pattern encompassing both automotive and broader industrial display applications.

By leveraging AI to connect the entire value chain, BOE Varitronix is breaking beyond the confines of pure hardware manufacturing.

“Ultimately, I always look to emphasise our long-term commitment to a tech-driven green development model. Our objective goes beyond simply manufacturing displays – we are focused on systematically building a fully sustainable mobility ecosystem that spans eco-friendly production methods to innovative end-user products,” he concludes.

Tel: +852 2197-6000 info@boevx.com

www.boevx.com APAC Outlook Issue 81 | 121

SUSTAINING AUSTRALIA’S ESSENTI INFRASTRUCTURE 122 | APAC Outlook Issue 81

IAL

ALTRAD OIL & GAS

Having supported Australia’s industrial growth for over 40 years, Altrad is one of the nation’s most recognised industrial service providers. Brendan Chaplyn, CEO, takes us on a journey through the company’s vast capabilities and plans for the future Writer: Lauren Kania | Project Manager: Eddie Clinton

APAC Outlook Issue 81 | 123

ALTRAD OIL & GAS

The oil and gas industry is in a period of significant change and opportunity.

Traditional energy markets continue to require reliable, safe, and efficient industrial support, whilst at the same time we are seeing growing investment in new energy infrastructure, decarbonisation initiatives, and broader industrial developments.”

The challenge for many organisations within the modern industry is balancing today’s requirements with tomorrow’s opportunities. As noted by Brendan Chaplyn, CEO of Altrad Australia and the broader Asia Pacific (APAC) region, this creates a very dynamic environment, one where businesses must be flexible.

“For companies like Altrad, it is an exciting place to operate because our capability spans the full asset lifecycle, which positions us to support clients regardless of where they are in that journey,” he continues.

Specifically, Altrad is a global leader in industrial services, operating in more than 50 countries, employing 65,000 people, and supporting customers across the energy, oil and gas, resources, infrastructure, manufacturing, and construction sectors.

In Australia and across the broader APAC region, the company’s services span maintenance, shutdowns, and project delivery, specialising in insulation, coatings, mechanical services, fabrication, engineering support, and access, formwork, shoring, and other

temporary works solutions.

Altrad supports some of the world’s leading operators and contractors, often on highly complex and critical assets where safety, reliability, and performance are essential.

“Ultimately, our role is to help customers improve productivity, extend asset life, and execute projects safely and efficiently,” details Chaplyn.

“Our breadth of capability is certainly important, but capability alone doesn’t differentiate businesses anymore.”

What truly serves to differentiate Altrad is its people and culture.

The company focuses heavily on long-term partnerships rather than transactional relationships and wants clients to see it as an extension of their team rather than simply a contractor.

HOW DOES ALTRAD STRENGTHEN ITS POSITION AS A TRUSTED LEADER IN INDUSTRIAL SERVICES AND DELIVER LASTING VALUE FOR EMPLOYEES, CLIENTS, AND THE COMMUNITIES IT SERVES? Brendan Chaplyn, CEO: “We focus on three things: people, performance, and longterm partnerships. We continue to invest in capability, leadership development, and operational improvement whilst strengthening how we collaborate across the broader Altrad network.

“Trust is built over time through consistent delivery and doing what you say you will do. We want employees to see opportunity, clients to see value, and communities to see a responsible organisation contributing positively.”

124 | APAC Outlook Issue 81

Additionally, Altrad combines the strength and resources of a global organisation with local decisionmaking and responsiveness. Such balance enables it to bring scale and expertise whilst remaining close to customers and communities.

HARNESSING POSSIBILITIES, TOGETHER Chaplyn has spent nearly two decades across industrial services, engineering, and project environments, progressing through operational and leadership roles

before becoming CEO of Altrad Australia and APAC. Throughout this journey, he’s had the opportunity to work across maintenance, construction, major projects, and broader business leadership roles.

“What attracted me to the industry initially was its scale and complexity.

Few sectors bring together such a diverse mix of technical capability, people, logistics, and problemsolving,” he expands.

“You are continually working in environments where what you do genuinely matters, whether

that is supporting critical energy infrastructure, major resource projects, or helping clients improve safety and performance.”

What has also kept Chaplyn passionate about the industry is the people. With industrial services being built around strong teams, practical leadership, and individuals working together in challenging environments to deliver outcomes safely and efficiently, there is an innate sense of camaraderie and pride in what people achieve together, making it an incredibly rewarding environment.

APAC Outlook Issue 81 | 125

Engineering Solutions That Deliver.

Safely and sustainably bringing energy to life.

Momentum Engineering is an Australian-owned and operated engineering consultancy specialising in the delivery of multi-disciplinary engineering, project, and advisory services to the energy and infrastructure sectors.

Established in Perth in 2005, the company has built a strong reputation for delivering optimised, practical engineering solutions across the full project lifecycle, supporting clients throughout Australia.

At its core, Momentum Engineering was founded on a straightforward premise: to provide high-quality engineering services delivered by experienced professionals who understand the operational realities of the assets they support. Over two decades of operation, this philosophy has translated into a proven track record of execution across brownfield and greenfield developments, particularly in the oil and gas sector, as well as emerging energy markets including hydrogen, renewables, and broader decarbonisation initiatives.

Purpose, Culture, and Values Momentum Engineering’s purpose is simple yet highly aligned to the evolving needs of the energy industry: to “safely and sustainably bring energy to life.” This purpose underpins a culture that prioritises safety, quality, collaboration, and long-term client relationships.

The business has deliberately positioned itself as “big enough to deliver, small enough to care,” balancing the capability and systems required to execute complex engineering scopes with the agility and responsiveness of a mid-tier consultancy. This cultural positioning enables Momentum to maintain close engagement with clients, ensuring solutions are pragmatic, fit-for-purpose, and tailored to each project’s operational constraints.

A key differentiator is the company’s strong emphasis on relationships— both internally and externally.

Momentum invests in its people and leadership development, promotes a collaborative team environment, and works closely with clients to

CORE SERVICE OFFERING Momentum Engineering provides a comprehensive suite of engineering, project, and consulting services across the entire project lifecycle. Its capabilities span from early concept development through to detailed design, construction support, and operational optimisation.

Core services include: • Conceptual engineering and feasibility studies • Front-End Engineering Design (FEED) • Detailed engineering and design • Project and program management

understand their challenges at a strategic and asset level.

Industry Focus and Market Position Momentum Engineering operates predominantly in the energy sector, supporting upstream, midstream, and downstream assets across Australia. Its experience includes oil and gas extraction, gas transmission pipelines and compressor stations, processing facilities, and energy infrastructure.

The company has also expanded into new energy markets, including hydrogen and renewables, aligning with global decarbonisation trends and positioning itself to support the energy transition.

• Procurement management and support • Construction and commissioning support • Asset integrity and lifecycle management • Maintenance and operational support • Independent design verification and assurance services These services are delivered through a highly capable multi-disciplinary engineering team, with expertise spanning process, mechanical and piping, civil and structural, electrical, instrumentation and controls, and pipeline engineering.

Momentum has established itself as a trusted partner for asset owners and operators, delivering both capital projects (CAPEX) and operational expenditure (OPEX) scopes. This includes “Stay in Business” project portfolios and brownfield modifications—areas that require a strong understanding of existing infrastructure, operational constraints, and risk management.

Through this focus, the business has developed long-standing relationships with major energy clients and has consistently delivered projects that prioritise safety, operability, and cost efficiency.

Delivery Model and Approach Momentum Engineering’s delivery model is built on practicality, integration, and responsiveness.

The company combines deep technical capability with a strong focus on execution, ensuring that designs translate effectively into constructed and operational assets.

Key features of the delivery approach include: Fit-for-Purpose Engineering Momentum prioritises solutions that are right-sized for the project, avoiding unnecessary complexity while ensuring compliance with safety and performance requirements.

Brownfield Execution Expertise The company’s experience in brownfield environments enables it to manage constraints associated with existing infrastructure, live operations, and limited access, delivering modifications with minimal disruption.

Integrated Lifecycle Delivery By providing services across all phases of the project lifecycle, Momentum ensures continuity of

knowledge and alignment between design, procurement, construction, and commissioning.

is structured to grow into more advanced engineering services over time.

Agile Project Execution

Over the long term, the GEC is planned to expand into areas such as pipe stress engineering and other specialist technical disciplines, supporting increasingly complex project delivery requirements.

As a mid-tier consultancy, Momentum offers a high degree of flexibility and responsiveness, allowing it to mobilise quickly and adapt to evolving project requirements without the constraints of larger organisations.

Global Engineering Centre (India) Capability A key component of Momentum Engineering’s future growth strategy is the development of its Global Engineering Centre (GEC) in Mumbai, India. This capability is designed to enhance delivery capacity, improve efficiency, and provide access to a broader pool of engineering and drafting resources.

The GEC model enables Momentum to deliver a blended execution approach, combining Australianbased engineering leadership with offshore capability for defined scopes of work. Initially focused on high-volume drafting and detailing activities—such as piping isometrics, structural detailing, and 2D drawing updates—the capability

The integration of the GEC into Momentum’s delivery model provides several strategic benefits: • Scalability: Ability to rapidly increase resourcing to meet project demand • Efficiency: Competitive delivery of repetitive or lower-complexity tasks • Consistency: Standardised processes and alignment with Momentum systems • Capability Growth: Access to a broader talent pool and specialist skills Importantly, the GEC operates as an extension of Momentum’s core business, with governance, quality assurance, and technical oversight maintained by the Australian leadership team. This ensures that all deliverables meet the same

Partnerships and Collaboration

QUALITY, SAFETY, AND GOVERNANCE Momentum Engineering maintains a strong focus on quality, safety, and governance, recognising these as critical to successful project outcomes.

The company operates under a Business Management System aligned with ISO9001 standards, supported by structured processes for quality assurance and continuous improvement.

• Continuous improvement processes based on feedback and lessons learned • Ongoing training and competency development for personnel This disciplined approach ensures that Momentum consistently meets industry expectations for safety and quality while maintaining flexibility in how projects are delivered.

Momentum Engineering adopts a collaborative approach to project delivery, forming strategic partnerships where appropriate to enhance capability and provide integrated solutions.

This approach enables the company to combine its core engineering expertise with complementary capabilities, supporting broader project scopes and delivering value across multiple stages of the asset lifecycle.

The ability to integrate with partners—combined with its agile structure—positions Momentum as an effective contributor within multi-party project environments.

Key elements of its governance framework include: • Dedicated QA/HSE leadership • Regular audits and performance reviews

Strategic Direction

• Safety-in-design principles integrated into all engineering activities

Momentum Engineering’s strategic direction is focused on sustainable growth, capability expansion, and adaptation to the evolving energy sector.

Key priorities include: • Expanding into new energy and decarbonisation markets • Strengthening integrated project and consulting services • Enhancing digital engineering capability • Scaling global delivery through the Global Engineering Centre • Building long-term partnerships across the energy value chain This strategy reflects a commitment to maintaining relevance in a changing industry while preserving the company’s core strengths in engineering delivery and client service.

standards of quality and safety, regardless of delivery location.

Capability and Scale Momentum Engineering operates with engineering teams based in Perth and Brisbane, supported by its evolving global delivery capability.

The organisation is structured to provide multi-disciplinary engineering services through integrated project teams, supported by central leadership and governance functions. This

approach ensures consistency in delivery while maintaining the flexibility required to respond to project-specific needs.

The company’s strength lies in its people—experienced engineers and designers with deep industry knowledge and a practical understanding of project delivery.

This expertise enables Momentum to provide solutions that are technically sound while also being constructible and cost-effective.

Learn more:

momentumengineering.com.au (08) 9321 6566 Momentum Engineering Pty Ltd @momentum_eng Momentum Engineering

ALTRAD OIL & GAS

“The industry also never stands still. Technology evolves, markets shift, and expectations continue to rise, so there is always another challenge to solve and opportunity to improve,” he continues.

To ride this continuous wave of innovation and evolution, Chaplyn’s leadership philosophy centres around visibility, communication, and empowerment to cultivate a culture that balances high performance with genuine care for people.

He strongly believes that leadership starts with visibility.

“People want leaders who are present, approachable, and willing to listen. Whether that is visiting project sites, speaking directly with teams, or maintaining regular communication across the business, visibility creates trust,” he asserts.

Chaplyn also believes people

“ O U R G O A L I S T O B E N O T S I M P LY A C O N T R A C T O R , B U T A L O N G -T E R M T R U S T E D P A R T N E R T H AT C L I E N T S R E LY O N T O H E L P S O LV E P R O B L E M S , I M P R O V E P E R F O R M A N C E , A N D D E L I V E R C R I T I C A L W O R K S A F E LY A N D E F F I C I E N T LY ” – B R E N D A N C H A P LY N , C E O , A LT R A D A P A C

perform their best when expectations are clear and they feel empowered to contribute. High performance and care for people don’t have to be competing ideas; rather, they are closely linked. When people feel valued, respected, and connected to a broader purpose, performance improves.

“My role is to create an environment where people can succeed. We focus on creating opportunities for development and growth, recognising

achievements, and ensuring people understand how they contribute to broader business outcomes. People want more than a job; they want purpose, opportunity, and leadership that supports them,” he notes.

DRIVEN BY PEOPLE, DEFINED

BY PERFORMANCE Altrad has worked diligently to remain a partner of choice for its clients whilst maintaining a safe, inclusive, and highperforming workplace.

Clients seek partners who are trusted to deliver safely, consistently, and collaboratively, which only happens when the right culture, capable people, and strong leadership are present throughout the organisation.

“At Altrad, safety is non-negotiable and forms the foundation of everything we do. But maintaining a safe and high-performing workplace

today goes beyond systems and compliance. It requires visible leadership, clear expectations, and an environment where people feel respected, empowered, and confident to speak up,” Chaplyn insights.

The company also places a strong emphasis on building engaged teams and creating a culture where accountability and care for people exist cohesively. When team

members feel valued and supported, performance naturally improves, and that mindset flows through to the quality of service provided to Altrad’s clients.

From a client perspective, consistency is critical, as they want the confidence that every team representing the company will deliver to the same high standard, regardless of project size or location.

APAC Outlook Issue 81 | 131

®

HYBRID BY DESIGN: EPSA AND WILD DESERT REDEFINE POWER FOR REMOTE OIL AND GAS OPERATIONS In Australia’s oil and gas sector, innovation is often discussed in terms of what comes next.

For Wild Desert, the focus was on building it now.

The Queensland-based field services company recently launched Rig 34 - Australia’s first hybrid workover rig package - combining battery energy storage technology with conventional generation to create a more efficient, responsive, and lower-emission power solution for remote operations.

“We didn’t want to wait - so we built first,” said Tynan Farndon, Asset Development and Innovation Manager at Wild Desert.

“Hybrid solutions were emerging globally, but nothing had been purpose-built for Australian workover operations. Rather than waiting for a solution to be developed elsewhere, we chose to design something fit for our environment.”

Turning that ambition into a working reality, however, required the right technical partner.

Wild Desert partnered with Energy Power Systems Australia (EPSA) to engineer, integrate, and support the advanced hybrid

energy package powering the next-generation rig - a project that represented a first for both companies and the wider Australian industry.

BUILDING FOR AUSTRALIAN CONDITIONS Founded in Roma, Queensland, Wild Desert specialises in well servicing rigs, remote camps, and transport operations for the oil and gas sector across regional Australia.

Rig 34 was designed specifically for the realities of operating in remote environments like the Cooper and Surat Basins, where reliability, efficiency, and safety are critical.

“Our rigs operate in harsh and isolated environments where support is limited,” Farndon said. “Equipment needs to be robust, reliable, and capable of sustained 24/7 operations.”

The company designed and assembled the rig locally using its in-house engineering and fabrication teams, while also working with suppliers and businesses throughout the Surat Basin.

But while Wild Desert led the rig design and operational vision, integrating battery storage technology into a workover rig application required specialist energy expertise.

“EPSA brought the technical capability and proven Cat hybrid technology that allowed us to confidently deliver this project,” Farndon said.

“The complexity of integrating battery storage into a drilling application meant we needed a partner with deep engineering knowledge and long-term support capability.”

DELIVERING THE HYBRID SOLUTION EPSA worked closely with Wild Desert from concept design through to commissioning, delivering a fully integrated hybrid energy solution tailored specifically for the project.

The package included: • • • •

A Cat® PGS1260 Battery Energy Storage System (BESS) Two Cat® C18 770kVA generators Advanced power management and control systems Full system integration and testing

“The Wild Desert project demonstrated how hybrid energy systems can deliver practical operational improvements in demanding industrial environments,” said Gemma Collins, Executive General Manager, Operations.

“This was Australia’s first battery-driven drilling rig package and the first Cat battery installation of its kind in the country.”

EPSA’s engineering team played a critical role in sizing, integrating, and optimising the hybrid system to suit the operational profile of the rig.

“One of the biggest technical challenges was integrating battery technology into an application traditionally powered purely by diesel engines,” Collins said.

“We worked closely with Wild Desert to understand the rig’s load profile and operational requirements to ensure the system could deliver reliable performance under demanding field conditions.”

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The hybrid system allows the battery to power the rig during operations while the generators recharge the system at optimal efficiency levels. A secondary generator provides full redundancy to maintain uptime in remote field conditions.

“The battery system significantly reduces the amount of time generators need to operate continuously under low load conditions,” Collins added. “That improves fuel efficiency, lowers emissions, and reduces unnecessary engine runtime.”

Importantly, the project demonstrates that lower-emission technologies can already be implemented in remote industrial environments using commercially proven systems and specialist integration expertise.

The system is also able to capture regenerative energy generated during lowering operations - energy that would traditionally be lost.

“For off-grid industrial applications, hybrid systems offer an immediately deployable solution without compromising reliability or performance,” Collins said.

“The battery can capture and reuse that energy when required, improving overall system efficiency,” Collins said.

SOLVING REAL OPERATIONAL CHALLENGES For Wild Desert, the project was about solving long-standing operational challenges associated with conventional workover rigs.

A PARTNERSHIP DRIVING INDUSTRY CHANGE The success of Rig 34 was built on close collaboration between both companies throughout the design and delivery process.

Traditional systems often rely on multiple diesel engines operating continuously, leading to fuel inefficiencies, increased maintenance requirements, and higher operational risk.

“EPSA worked closely with us from the early concept stages right through to commissioning,” Farndon said. “The project succeeded because both teams shared a focus on building something practical, reliable, and future-ready.”

“The inspiration behind Rig 34 was the opportunity to improve efficiency, safety, and environmental performance,” Farndon said.

For EPSA, the project reflects growing demand across industrial sectors for integrated energy solutions that balance operational performance with sustainability goals.

“The outcomes are meaningful - reduced fuel consumption, lower emissions, fewer maintenance interventions, and reduced exposure to high-risk activities such as field servicing and fuel transport.”

“We are seeing increasing interest in hybrid systems across oil and gas, mining, construction, and remote infrastructure sectors,” Collins said.

The quieter operating environment has also improved conditions for crews working on site and reduced noise impacts for surrounding landholders.

“Projects like Rig 34 demonstrate that meaningful improvements in efficiency and sustainability can be achieved today through practical innovation and strong industry partnerships.”

ALTRAD OIL & GAS

Altrad achieves this consistency through strong operational discipline, investment in its people, continuous improvement, and a genuine collaborative mindset.

“Our goal is to be not simply a contractor, but a long-term trusted partner that clients rely on to help solve problems, improve performance, and deliver critical work safely and efficiently,” enthuses Chaplyn.

Altrad’s dedication to being a long-term collaborator can be directly observed in the projects and investments it engages in. Growth and entrepreneurship are deeply embedded in the company’s DNA. Globally, Altrad has been built through a combination of organic growth, strategic acquisitions, and the integration of complementary capabilities, and that mindset 134 | APAC Outlook Issue 81

ALTRAD’S PURPOSE AND VALUES • PURPOSE – To empower its people and partners to achieve their full potential by creating a supportive environment that delivers the nation’s most important projects by harnessing possibilities, together.

• RESPECT – Altrad conducts business with exemplary standards of transparency, integrity, and honesty, treating people with consideration regardless of their position.

• SOLIDARITY – The company is a united team, supporting and depending on each other and putting the common good before personal interests.

• COURAGE – Always challenging team members to explore new ways of thinking and doing things, overcoming difficulties to achieve the best outcome.

• HUMILITY – Altrad acts in the spirit of inclusion and remains open to different perspectives, knowing it can learn from anyone, anywhere.

• CONVIVIALITY – The company shares in shaping a working environment that reflects the spirit of its teams, every day.

Your Trusted Partner for Mining and Heavy Industry Solutions Safe, compliant, and reliable support that keeps your site productive – that’s what we at Asset Solutions WA guarantee with every project, every time

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roudly Western Australian (WA) and locally operated, Asset Solutions WA delivers dependable industrial services to mining and heavy industry clients across the state. With proven industry experience, we support major operations with skilled people, specialised machinery, and a disciplined, audit-ready operational capability.

We work where precision matters most – around live plants, under low clearance conveyors, in confined spaces, and in high-risk environments. Our focus is simple: safe, compliant, and reliable support that keeps your site productive for the long run.

Based in Geraldton, WA, our quality team of industry experts ensures a seamless project completion from start to finish, with open, transparent communication a fundamental aspect of our method to keep you informed every step of the way.

Our dependable industrial solutions for mining and heavy industries are more than just a one-size-fits-all service; rather, we pride ourselves on our commitment to providing completely customised, longterm solutions that address your needs, no matter how specific.

SAFE, COMPLIANT, RELIABLE

Servicing the mining, construction, and hire industry, we at Asset Solutions WA are dedicated to delivering tailormade solutions for our clients. We aim to ensure rapid and efficient results whilst guaranteeing an unparalleled commitment to safety, compliance, and reliability.

This can be directly seen through our Dugless wet hire services, which can be applied to conveyor cleanouts, confined space access, shutdown free material

recovery, tunnel and bin clearance, emergency spill removal, and the reduction of environmental impact.

With no shutdowns, no operator entry, and no compromise, we’re WA’s only specialist Dugless 900 wet hire provider north of Perth, delivering fully operated, remote-controlled cleanouts across mine sites. Purpose-built for safe, shutdown-free removal in confined areas, our fleet is maintained in-house for fast, reliable services.

If you’re ready to mobilise with the utmost confidence, contact Asset Solutions WA today for immediately available units and experienced operators. Let us reduce your downtime, improve safety, and get the job done right – quickly and on time.

Asset Solutions WA industrial services for mining and heavy industry • Shutdown and contract labour support • Mobile plant mechanical services • Product build-up control and site cleaning • Dugless remotely operated machinery

• Tilt tray transport service • Elevated work platform (EWP) compliance and major inspections • Plant hire • Skilled labour • Operations procurement support

Supporting major mining and heavy industry operations across WA. www.assestsolutionswa.com.au | admin@assetsolutionswa.com.au | 0428 103 775

Asset Solutions WA

ALTRAD OIL & GAS

“ U LT I M AT E LY, O U R R O L E I S T O H E L P C U S T O M E R S I M P R O V E P R O D U C T I V I T Y, E X T E N D A S S E T L I F E , A N D E X E C U T E P R O J E C T S S A F E LY A N D E F F I C I E N T LY ” – B R E N D A N C H A P LY N , C E O , A LT R A D A P A C

continues to shape its direction across Australia and the broader APAC region.

Over the past year, a major focus for the company has been strengthening its integrated industrial services model and bringing Altrad capabilities together across Australia and New Zealand (ANZ).

This includes proceeding to expand service offerings, invest in operational capability, and create a more connected business that can deliver larger and more complex solutions.

“We are also continuing to invest in our facilities, operating asset base, engineering capability, and operational systems that improve productivity, support scalability, and strengthen long-term performance,” explains Chaplyn.

From a project perspective, Altrad 136 | APAC Outlook Issue 81

continues to support major energy, resources, and industrial clients across maintenance, shutdowns, and project delivery activities. Of particular importance is the company’s ability to combine multiple service lines into integrated solutions rather than operating in silos.

Clients increasingly want partners who simplify delivery, improve coordination, and provide broader capability across the asset lifecycle, and that is an area where Altrad is well-positioned.

SHAPING THE INDUSTRY’S TOMORROW Of crucial importance to the success of Altrad are the relationships it maintains.

“Strong supplier and partner relationships are critical to the success

of our business and the outcomes we deliver for clients,” affirms Chaplyn.

“At Altrad, we see suppliers and partners as an extension of our broader value chain rather than just vendors. In industrial services, reliable supply chains directly influence safety, quality, productivity, and project execution, particularly across large-scale maintenance and project environments where timing and coordination are critical.”

As a global organisation, the company manages a significant outsourced services and supply chain network valued at approximately USD$2.5 billion, providing it with access to broad capability, global procurement strength, and strategic supplier relationships across multiple regions and sectors.

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SEALUMET AND ALTRAD For nearly two decades, Sealumet and Altrad have successfully collaborated on many complex Industrial projects including some of the most remote sites worldwide.

Sealumet does more than supply products; we build long-standing alliances. Our shared history stands as a testament to what can be achieved when technical expertise meets precise execution.

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Setting new benchmarks for Industrial excellence, Sealumet provides the material integrity, technical support, and strict quality assurance that world-class contractors like Altrad rely on.

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138 | APAC Outlook Issue 81

ALTRAD OIL & GAS

BNE | GLA | MKY | PER

Across the APAC region alone, Altrad’s outsourced services and supply chain spend represent nearly USD$250 million supporting major operations and projects throughout ANZ and broader regional markets.

“We place significant emphasis on developing long-term partnerships built on trust, transparency, performance, and shared objectives.

Long-standing relationships generally deliver stronger outcomes than short-term transactional approaches because they create alignment, improve collaboration, and support innovation and continuous improvement over time,” Chaplyn observes.

Importantly, strong supply chain partners also help to strengthen local capability, support communities, and improve resilience across the company’s operations and those of its clients.

Alongside bolstering its various

relationships, Altrad’s priorities as it looks ahead are centred around continuing to strengthen business performance, growing sustainably into new markets whilst strengthening its regional presence, building greater capability across the organisation, and pursuing opportunities that complement its long-term strategic direction.

“We see significant opportunities across both traditional and emerging sectors, particularly as clients continue to seek partners who can provide integrated capability, operational reliability, and long-term value,” states Chaplyn.

A key focus for the company will be continuing to grow the business in a disciplined and strategic manner, both organically and through opportunities that enable its capability, geographic reach, and service offering to increase.

Altrad will also maintain its investment in its people, operational

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excellence, technology, and broader business capability whilst upholding a keen focus on safety, customer outcomes, and long-term partnerships.

“Altrad has a strong global heritage, but what excites me most is the future.

We have a clear ambition and strong foundations, but our focus is not simply growth for the sake of growth – it is building a stronger, more capable organisation that creates lasting value for customers, employees, and communities,” concludes Chaplyn.

Tel: +61 (08) 9235 9500 au.info@altrad.com

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B U I LT W I T H CONFIDENCE Providing precision in construction and confidence in delivery, Sitzler is known for delivering quality, high-profile projects across Australia. Jacob Latter, CEO, discusses Sitzler’s next phase of growth, and continuing a legacy of resilience, capability, and confident delivery Writer: Lauren Kania | Project Manager: Sam Thomas

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s construction specialists for over half a century, Sitzler is known for delivering quality, high-profile, and complex projects that create lasting value for both clients and local communities.

With roots dating back seven decades, the company has grown from its Northern Australian origins into a trusted partner combining capability, scale, and a deep understanding of client needs to deliver successful outcomes across the country.

“Sitzler is a truly exciting place to be.

We are a proudly Australian-owned, private company, celebrating our 50th anniversary, and we’ve experienced significant growth over the past five years,” introduces Jacob Latter, CEO. “We’re now a top 10 defence contractor in the country, which is a monumental feat for us. Over the years, we’ve expanded our footprint across Australia whilst staying true to the values and practical approach that have shaped our success from the beginning.”

One of the ways Sitzler has achieved this goal is through strategically resourced teams across the country, supplemented by industry professionals with technical expertise and experience to ensure the company remains a low-risk partner.

With experienced teams based throughout Australia, Sitzler combines local knowledge with national capability to deliver projects across a diverse range of sectors and locations. Backed by strong project management, technical knowledge, and a practical approach to delivery,

HOW DOES SITZLER MAINTAIN SUPPLIER RELATIONSHIPS ACROSS REMOTE AREAS OF THE COUNTRY? Jacob Latter, CEO: “Our supply chain is critical to our success. We value our suppliers and subcontractors and do our best to bring them along the journey of growth with us, where we can.

“In remote areas, it is critical to be able to trust that people will not only show up, but also do the job with reliable delivery. Sitzler spends a significant amount of effort and resource level nurturing our relationships with subcontractors and our supply chain to ensure we have the right people in the right places. It’s this priority that is a significant part of our business and what continues to set us apart from the rest.”

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Sitzler provides clients with confidence from planning through to completion.

The company differentiates itself in a variety of ways – one of which is its treatment of people, who remain at the centre of Sitzler’s success. For Latter, one of the company’s defining strengths is its genuine commitment to its people.

“Our approach to people is really extraordinary. After nearly 30 years in the industry, I can wholeheartedly say that Sitzler has a genuine interest in its people, and they remain at the core of the business,” expresses Latter.

That same philosophy extends to the company’s approach to project delivery. Known for taking on technically complex projects in remote and challenging environments, Sitzler has built a reputation for delivering where

“ W E ’ R E C R E AT I N G A N E N V I R O N M E N T W H E R E T H E T E A M I S R E A D Y, S O W H E N C H A N G E C O M E S , W H I C H I T I N E V I TA B LY W I L L , T H E Y DON’T SEE IT AS A CHAL L ENGE BUT JUST A N O T H E R D AY ” – J A C O B L AT T E R , C E O , S I T Z L E R

capability, experience, and meticulous planning are essential.

“We’re not a high-volume, highrise residential builder or basic civil contractor. We work on technically challenging design and construction projects, such as galleries, convention centres, correctional facilities, hospitals, and complex civil infrastructure,” he specifies.

Sitzler’s ability to deliver projects in remote and challenging locations remains one of its defining strengths.

Backed by experienced teams, strong local partnerships, and proven logistics capability, the company is trusted to deliver where planning, adaptability, and execution matter most.

CONSTRUCTION IN AUSTRALIA With nearly three decades of proven leadership expertise in heavy infrastructure, maintenance, and engineering, Latter prioritises delivering projects to the highest possible standards.

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DRIVING AUSTRALIA’S MOST CRITICAL ASSETS For over 26 years, Endfire Engineering has built a reputation for protecting some of Australia’s and New Zealand’s most critical assets. From defence installations and major transport infrastructure to petrochemical facilities and special-hazard environments, tertiary hospitals, bulk fuel storage facilities, data centres, and landmark public buildings, the Australian-owned specialist fire protection contractor delivers integrated fire protection systems where protection, dependability, and operational efficiency are paramount.

Established in 2000, Endfire Engineering has successfully delivered more than 1,400 projects, supporting clients across Australian and international defence, healthcare, transport, industrial, specialist hazards, and major infrastructure. Today, operating throughout Australia and New Zealand, the company is recognised for delivering technically complex fire protection solutions in challenging environments that demand robust engineering, dependable protection, and uncompromising performance.

Whilst the technology, complexity, and scale of projects have evolved significantly over the past two decades, the company’s philosophy has remained remarkably consistent: invest in people, embrace innovation, build lasting

relationships, and deliver every project with professionalism, integrity, and technical excellence.

Behind every successful project is more than engineering expertise. It is the relationships developed over years of working alongside clients, consultants, builders, and project partners who share the same commitment to delivering quality outcomes. Among those relationships, the partnership between Endfire Engineering and Sitzler represents an important chapter in the company’s journey, one built over more than 15 years through collaboration, mutual respect, and the consistent delivery of successful projects together.

AN ENDURING PARTNERSHIP WITH SITZLER Endfire Engineering’s growth has never been driven by chasing the biggest projects or the fastest expansion. Instead, it has been built project by project and relationship by relationship, earning the confidence of clients through consistent delivery, technical capability, and a willingness to take on increasingly complex challenges.

The company’s entry into the Northern Territory market marked a defining moment in that journey. In 2011, Endfire partnered with Sitzler to deliver the Northern Territory Secure Facilities, establishing not only its first project with Sitzler but also the beginning of a long-standing presence in the Territory.

Like many successful partnerships within the construction industry, the relationship developed through delivery rather than declaration.

Every completed project strengthened mutual confidence, creating a shared understanding of expectations, communication, and quality that only develops through years of working together.

As project complexity increased, so too did the trust placed in both organisations.

Since then, Endfire Engineering and Sitzler have collaborated on numerous significant projects, including AIR7000 across RAAF Darwin and RAAF Base Tindal, Darwin Private Hospital, and other high priority defence project. Whilst each project presented different technical challenges, all reinforced the same principles that continue to define the partnership today: professionalism, collaboration, and a shared commitment to delivering exceptional outcomes.

As Sitzler celebrates its 50th anniversary, Endfire Engineering is proud to have shared part of that journey. More importantly, this partnership reflects something both organisations understand well – exceptional projects are not built by individual companies alone, but by teams who trust one another, work collaboratively, and remain committed to delivering excellence long after construction is complete.

PROJECTS THAT DEFINE CAPABILITY The breadth of Endfire Engineering’s experience is best demonstrated through the diversity of projects it has helped protect. Each project reflects a commitment to delivering integrated fire protection systems tailored to the unique

operational requirements of the niche environment.

Across AIR7000 projects in Darwin, Tindal, and Townsville, Endfire has delivered specialist fire protection systems for infrastructure supporting advanced maritime surveillance and aviation capability. Looking across the country, there is Project Caymus – the Northern Territory’s largest fuel storage facility, which required Endfire to deliver a highly complex fire protection system designed for the specific risks associated with large-scale fuel storage.

Additionally, Endfire has built an impressive portfolio across multiple sectors through Australia, New Zealand, and Malaysia. For example, within the healthcare industry, projects such as Christchurch Hospital Acute Services Building demonstrate the company’s capability within the live environment.

The company’s experience also extends into critical digital infrastructure, as seen through the NEXTDC Darwin Data Centre, alongside architecturally significant public facilities such as the National Performing Arts Venue. Together, these diverse projects illustrate the breadth of Endfire’s ability to deliver reliable solutions across some of the globe’s most crucial sectors.

Regardless of sector, every project shares a common objective: protecting the people,

1800 24 FIRE

infrastructure, and operations that communities, industries, and governments rely upon every day.

LOOKING FORWARD Whilst technology and project delivery continue to evolve, Endfire believes lasting success is still built on the fundamentals: experienced people, trusted relationships, and consistently delivering quality outcomes. Those principles have guided the business for more than 26 years and continue to shape every project undertaken today.

Australia | New Zealand

enquiries@endfireengineering.com.au

www.endfireengineering.com.au

A MESSAGE FROM THE DIRECTOR For nearly three decades, Endfire Engineering has been committed to delivering fire protection systems for projects where safety, reliability, and performance matter most.

Whilst our business has continued to grow, the values that define us have remained unchanged – integrity, technical excellence, collaboration, and the strength of the relationships we build.

Every project presents new challenges, but what remains constant is our commitment to delivering quality outcomes through experienced people, practical engineering, and a genuine desire to do the job properly.

One of the greatest strengths of our business has always been the partnerships we’ve built along the way. Our relationship with Sitzler is a wonderful example of this. Since first working together on Northern Territory Secure Facilities in 2011, we’ve had the privilege of collaborating across a range of significant defence, commercial, healthcare, and infrastructure projects throughout the Northern Territory.

As Sitzler celebrates this remarkable milestone, Endfire Engineering is proud to acknowledge the journey we have shared. On behalf of our entire team, congratulations to everyone who has contributed to 50 years of success. We thank Sitzler for the trust placed in us and look forward to continuing our partnership for many years to come.

Mat Farmer Director

Having entered the CEO role at Sitzler in March 2026, he is working to lead the company into its next era of business evolution by leveraging his experience in problem-solving through innovative solutions and tenacity to drive long-term sustainable growth. Currently, Latter views the industry as one particularly exciting to work in, especially from a technical perspective.

“As young engineers and construction professionals come out of training, whether in trade craft or construction, building things is always interesting. You can look at the substantial amount of construction work going on globally, where countries are grappling with what the future looks like in the midst of evolving economies,” he insights.

Specifically, Australia is coming to grips with what it means to build Olympic venues concurrent with critical transportation links to provide connectivity of the three largest 148 | APAC Outlook Issue 81

SITZLER’S SERVICES – AT A GLANCE • Construction and civil contracting • Design and construct • Delivery of quality client outcomes • Major public and private infrastructure projects • Project management • Roadworks and bridgeworks • Guaranteed project outcomes • Client support throughout the journey • Construction management • Property development • Protection of client and stakeholder interests • On-time delivery, every time

population centres of Melbourne, Sydney, and Brisbane in a resourceconstrained industry.

Making these opportunities attractive to the workforce and looking after people as they’re away from their support network, whilst still delivering value for money for clients, is the key.

“What’s challenging in the construction industry is navigating the expectations of work-life balance, family, and career versus home, because what we do is fast-paced, remote, and sometimes requires relocation to get to project sites,” Latter details.

“It is an exciting industry to be a part of. Despite its challenges, construction continues to offer rewarding career opportunities and the chance to deliver projects that create lasting value for communities across Australia.”

The industry’s ongoing demand for skilled workers presents both

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a challenge and an opportunity, reinforcing the importance of investing in training, development, and career pathways for future construction professionals.

50 YEARS OF CONSTRUCTION EXPERTISE Notably, 2026 marks Sitzler’s 50th anniversary of delivering high-profile infrastructure across Australia. Having started from humble beginnings, the company has found continuous success through upholding the highest standards of execution and reliable delivery of quality, sustainable, and safe outcomes.

“Especially in construction, 50 years is an impressive feat and one that we’re particularly proud of.

We’re in great shape, with a healthy pipeline and legacy we are committed to building on through thoughtful, innovative changes that position the company for the future,” Latter insights.

One of the most significant recent milestones in that journey has been the appointment of Latter as the company’s first CEO. “The role was introduced to help guide the company’s continued growth and provide greater clarity

and focus as the business evolves. We are immensely proud of our ability to support a Northern Territory (NT) business and extend its reach to other regions in Australia. This is a great export story for our region, providing opportunities for NT locals to show and develop their skills on a bigger stage,” he notes.

This approach is just one example of the importance to both Sitzler and its leadership of the people behind the company. Latter believes the company’s strength lies in its people and relationships built across the business, project teams, and communities in which it operates.

Textum won multiple safety awards for their commitment to OH&S standards on the INPEX Oil and Gas project, with works including over 30,000m² of roof sheeting, 15,000m² of wall cladding and 7000m² of soffit sheeting.

TEXTUM: LEADING ROOFING AND CLADDING EXPERTS IN THE NT

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hen it comes to Australian conditions, cyclones, extreme heat and torrential downpours sit at the pointy end of the ‘difficult’ scale, but it’s these challenges that make the successful delivery of multimillion-dollar projects and satisfied return clients all the sweeter for Northern Territory-based roofing specialists, Textum.

Established in Darwin in 1987, the company has gone from strength to strength, steadily becoming a major player in the Top End’s residential and commercial roofing market, before segueing into the defence sector.

Majority of their current projects now specialise in defence, and with a recent delivery list that includes living-in accommodation at RAAF Tindal, and Delamere Air Weapons Range for the Australian Airforce, plus current projects at Robertson Barracks for the United States, Textum general manager Darren Mullan is busier than ever.

Construction Outlook Magazine (CO): Welcome to Construction Outlook Magazine, Darren.

Textum has dominated in the defence scene for over three decades, and is now one of the most trusted roofing and cladding contractors across Northern Australia. Was this something you envisioned when you first began 35 years ago?

Darren Mullan (DM): Textum’s come a long way from its humble beginnings, but some things have remained a constant; a focus on quality workmanship, delivering on our commitments and long-term relationships. We always had a vision of what the company could be, and along with plenty of hard work, this success is a genuine reflection of the people in our team. People remain our greatest strength, and we’re extremely proud to have longserving employees that have reached 20, 18, 12 and 10 years of service. I’ve been with the company since 1992, and the breadth of knowledge and experience within our team is invaluable. As a manager, I think it reflects a strong safety culture, exceptional workmanship and enduring client relationships.

Palmerston Regional Hospital: A 15-month project supporting the construction of a major regional healthcare facility, utilising 16,760m2 of roof sheeting and a combination of external wall cladding.

It takes a strong team of skilled specialists to work in these complex environments. As well as the capability to manage large-scale projects, our team is experienced working safely at extraordinary heights, in extreme weather conditions, in some of the most remote parts of Australia.

A trusted delivery partner in defence, the team at Textum consistently meet the rigorous quality, safety and security standards for defence infrastructure, while working in live operational bases.

CO: In the early years, Textum played a significant role in Indigenous housing rectification programs throughout the Northern Territory. That chapter of the business was a completely different direction to the projects you work on today, but I expect it was a foundational experience?

DM: It was a great introduction to the unique conditions and vastness of the Top End, travelling through wetlands and deserts in outback Australia to some of the most remote communities. This 10 year project took the Textum team down to the Red Centre, across to the West Australian border, north to the islands across the Top End, and throughout Arnhem Land. We also worked on extensive residential roofing and cladding projects within Darwin city and suburbs, Palmerston, and the nearby towns of Katherine, Kununurra and Gove.

Those projects really set the tone for Textum’s future direction, honing the logistics expertise and resilience that still underpins the business today.

Over the years, our portfolio has included critical infrastructure projects for Power and Water Corporation, refurbishment of major water storage tanks in Darwin and Katherine, the INPEX Ichthys LNG Project, works at Ranger Mine and McArthur River Mine, and numerous commercial and industrial developments throughout Northern Australia. Other project highlights include rebattening the uniquely-shaped Mindil Beach Casino before recladding with Colourbond, roofing the new Warradjan Aboriginal Cultural Centre in the isolated but spectacular Kakadu National Park and a highly complex roof and façade at the Darwin Convention Centre.

Delamere Air Weapons Range: Recent roofing and cladding works were completed ahead of schedule for the Royal Australian Air Force during the NT’s biggest wet season on record.

CO: What prompted the company’s transition into commercial and industrial sectors?

DM: We saw a clear demand for more infrastructure to help meet the needs of the Territory’s booming population, which grew by about 30,000 people in our first decade in business. As well as targeted opportunities to grow the business alongside Northern Australia’s infrastructure needs, we continued investing in the Top End, using a local workforce, a Territory-first procurement model, and private investments to deliver complex projects that strengthen the NT’s future, its people and its infrastructure.

Katherine Ground Water Tank: The roof removal and reinstallation on the Katherine 9ML ground water tank was a multi-faceted delivery for Power Water, involving over 17,000m2 of aluminium roof sheets and over 1965 lineal metres of aluminium purloins.

These critical refurbishment works were delivered on time and to specification — ensuring minimal disruption to essential water services.

Defence capable contractors: As a trusted delivery partner for defence, the Textum team have worked on extensive structures to protect all manner of military aircraft, including the F35 jets.

CO: Northern Australia has a longstanding defence presence, and Textum has collaborated on many projects across the Australian and United States bases. Was it straightforward to move into this space?

DM: I’ve always believed anything worth doing is worth doing well, whether it’s replacing a house roof in the outback or a specialist commercial contract delivering complex defence projects.

I wouldn’t say it was straightforward, but it was an excellent direction for our company, and the skills, experience and capability of our team.

As a strategic gateway to the Indo-Pacific, Darwin has always had a strong defence presence and multiple military bases throughout the region. The major expansion of Robertson Barracks during the 1990s marked a significant period of growth that kept Textum actively engaged in defence construction projects.

RAAF Darwin Joint Health Command Building: A complex but highly-rewarding project featuring products from the Lysaght Zenith architectural cladding range, completed during an exceptionally heavy wet season.

As well as being CAL accredited for all NT Government projects, and NCIP compliant for federal government projects, all Textum workers have DCAC passes to enable easy access to defence critical job sites, ensuring a swift start to projects. We’ve successfully delivered roofing and cladding works at RAAF Base Darwin, RAAF Base Tindal, Delamere Air Weapons Range, Larrakeyah defence Precinct and Robertson Barracks, and consistently meet the rigorous quality, safety and security standards required for defence infrastructure, while working within live operational bases. Supporting Australia’s defence estate has paved the way for many professional highlights. We’re continually looking for opportunities to contribute within this industry and strengthening the strong working relationships we’ve developed on these projects.

CO: Can you share some of those highlights within the defence sector?

DM: There have been many over the years, but more recently the NACC 8000 F-35 Joint Strike Fighter Squadron Facilities and the AIR 7000 Phase 1B MQ-4C Triton Remotely Piloted Aircraft System Facilities, both at the RAAF Base Tindal, are prime examples of Textum’s quality workmanship and scope. These nationally significant projects showcase our specialist roofing and cladding systems, and our drive to support Australia’s sovereign defence capability and critical operational infrastructure.

CO: Looking to the future, can you share what’s in the pipeline for Textum?

DM: We’ve recently been awarded two further defence projects: the Santaka Defence Project at Shoal Bay and the NAVFAC American P949 Project at RAAF Base Darwin. These projects are again a reflection of our hard-working team. We’re proud to be a trusted delivery partner for defence and allied infrastructure programs, bringing local knowledge, disciplined delivery and a strong safety culture to complex, high-security environments.

CO: For those who haven’t visited Darwin, there are two distinct seasons – the Dry and the Wet. I imagine those severe climatic conditions, including cyclones, high humidity and monsoonal rain, must prove challenging at times?

DM: The harsh weather certainly factors into our planning, workflow and product choices, but after

decades of experience living and working in such conditions, we’ve gained a reputation for delivering high-spec projects on time and on budget. Over the years, we’ve carefully refined our techniques to undertake demanding work in the NT’s extreme weather conditions.

CO: As well as roofing and cladding, what else does Textum offer?

DM: We provide expertise across all areas of roofing, cladding, flashings, section J compliant insulation systems, vapour barriers, soffit lining, architectural cladding and insulation systems and permanent height safety and access systems. We also install single and double stage wall louver systems, vent ridge systems, and can supply and install all aluminium and stainless steel purloins and components, as showcased in the Power Water critical infrastructure upgrades.

Holding a Commercial Builder’s License also adds another layer of professionalism to the Textum offering, and we’re passionate about building the infrastructure that builds the Territory. We warmly welcome new clients to get in touch via our website www.textum.au With more than 35 years of proven performance, 48 Northern Territory construction awards, an experienced workforce and an unwavering commitment to quality, safety and delivery, Textum provides specialised roofing and cladding solutions for government, defence, commercial and industrial clients across Northern Australia.

WWW.TEXTUM.AU

RAAF Base Tindal: Textum’s roofing upgrades help protect the Air 7000 drones from the harsh NT elements.

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“There has long been a perception that capability needs to be brought into the NT. What we’re seeing today is the opposite. We have developed exceptional people, skills, and expertise here, and we’re now taking that capability into other parts of Australia as the business continues to grow,” he outlines.

By creating an environment that brings together diverse skills, experiences, and perspectives, Sitzler boasts a workplace that thrives on innovation, problem-solving, and collaboration.

“We’re maintaining our commitment to our people and looking after the supply chain whilst growing and educating the next generation of the construction workforce. That’s really close to my heart because the industry doesn’t survive without new people,” impassions Latter.

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DELIVERING WITH CONFIDENCE Sitzler has built a reputation for delivering high-profile, complex projects that create lasting value for clients and communities.

With the capability and resources to deliver projects across Australia, the company has a long history of success in the defence and space, civil infrastructure, community and commercial, and industrial sectors. It remains focused on projects aligned with its expertise, but thrives on delivering bespoke projects with a high level of complexity, such as the space surveillance telescope delivered in remote Western Australia.

“One of the best measures of our reputation is the work we’ve delivered across often complex, technically challenging, and remote environments, requiring strong

planning, collaboration, and delivery expertise. These projects are a great example of how Sitzler creates lasting value for our clients and the communities in which we operate,” Latter details.

“The defence sector has provided opportunities to deliver some of the most complex and technically demanding projects in our portfolio.

These demonstrate our ability to plan, adapt, and deliver successful outcomes in remote locations and under challenging conditions.”

Another example of Sitzler’s proven expertise is the Royal Darwin Hospital Mental Health Inpatient Facility in the NT. Currently under construction, the new three-storey facility is designed to provide a safe, modern, and therapeutic environment for patients requiring acute mental health care.

No matter where work takes you, we’ll make it feel like home Discovery Workstay understands that business happens everywhere, not just in the big cities.

With a diverse network of properties in regional and remote locations across Australia, Discovery Workstay offers flexible accommodation for project teams of all sizes. From specialised camp management services to project-based accommodation solutions Discovery Workstay is well positioned to support your workforce needs. At the end of a long day, we know your team needs a comfortable place to rest, recover and reset.

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SITZLER CONSTRUCTION

“ W E ’ R E M A I N TA I N I N G O U R C O M M I T M E N T T O O U R P E O P L E A N D L O O K I N G A F T E R T H E S U P P LY C H A I N W H I L S T G R O W I N G A N D E D U C AT I N G T H E N E X T G E N E R AT I O N O F T H E C O N S T R U C T I O N W O R K F O R C E . T H AT ’ S R E A L LY C L O S E T O M Y H E A R T B E C A U S E T H E INDUSTRY DOESN’T SURVIVE WITHOUT NEW PEOPL E” – J A C O B L AT T E R , C E O , S I T Z L E R

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The project incorporates specialised clinical areas, secure patient accommodation, and supporting infrastructure that must meet rigorous healthcare design and construction standards. As the NT government’s incumbent health contractor over the past decade, Sitzler is delivering the facility with a focus on safety, quality, and long-term functionality for clinicians, patients, and the wider community.

Additionally, across the country, Sitzler has delivered a diverse portfolio of projects, including highquality, high-footfall facilities such as convention centres and art galleries as well as road infrastructure required to endure extreme climatic conditions.

This infrastructure is critical for remote communities, particularly across Northern Australia, to combat what used to be months of isolation during the monsoonal season.

Opportunities for those who live locally to the site are embedded within the company’s delivery teams, leaving a legacy of a more capable delivery capacity for ongoing maintenance long after handover is achieved.

“That’s our mission: we will not only build what the community uses, but also build up the community by supporting local community groups and charitable initiatives in addition to the development of our own people and those of our supply chain. We are a part of the community in which we operate and don’t shy away from the role we play in helping them thrive,” expands Latter.

MAKING A LASTING IMPRESSION Of the utmost importance to Sitzler is working with the communities in which it operates. The company provides ongoing support for various charitable organisations, sporting clubs, training initiatives, Indigenous employment pathways, and community projects.

One example is its partnership with the Rirratjingu Aboriginal Corporation (RAC) based in Nhulunbuy through Rirratjingu Project Management (RPM), a long-term joint venture established to support the futureproofing and economic selfsustainability of the local community with the closure of bauxite mining operations, which the town has relied upon for the past 50 years.

Through the partnership, RPM combines local knowledge and Indigenous participation with project management expertise to help deliver infrastructure projects, strengthen regional capability, and create employment and training opportunities for Yolngu people.

“These partnerships are more than just business and revenue; it’s community support and interaction,” Latter notes.

As Sitzler continues to look forwards to future success and further milestones, it is keeping these community relationships at the forefront, along with reshaping the company to be not just prepared for the future but leading the charge.

“This year is about stabilising and solidifying our approach to take the business forwards. We’ve had a successful year in terms of winning work and have a solid pipeline of forward orders booked, which we’d like to expand upon and ensure we have the right people in the right places,” confidently concludes Latter.

“We’re creating an environment where the team is ready, so when change comes, which it inevitably will, they don’t see it as a challenge but just another day.”

Tel: +61 8 8922 4000 marketing@sitzler.com.au

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The NT Art Gallery in its construction phase, June 2026

ATEC FACADES CONSTRUCTION

CUSTOM DESIGN AND FUNCTIONAL FAÇADES

Grant Oliver, National Façade Manager at Duratec, introduces us to the company’s newly established specialist arm, Atec Facades, which he heads up as Managing Director Writer: Jack Salter | Project Manager: Sam Thomas

Grant Oliver, Managing Director

D

uratec is a leading Australian contractor providing assessment, protection, remediation, and refurbishment services to a broad range of assets and infrastructure.

The company’s innovative, costeffective, and customised solutions extend the life of infrastructure and assets, which are being pushed harder and further than ever before, increasing demand for fully integrated lifecycle solutions.

Since it was established in 2010,

Duratec’s operations have expanded to every state and territory in Australia, delivering high-quality, safe, predictable, and cost-effective projects across a wide range of sectors.

Over the past seven to eight years in particular, the company has delivered specialist, major modern façade remediation projects involving glass, cladding, and curtain wall systems across the country through its Building & Façade division.

This includes the successful completion of the Central Park façade

refurbishment in Perth, a flagship project of unprecedented scale and complexity that now serves as a benchmark across the remediation industry.

In that time, Duratec developed strong façade design expertise through exposure to a broad range of remediation systems, whilst also enhancing its building information modelling (BIM) capability, procurement approaches, installation methods, and relationships with key local and international suppliers and manufacturers.

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ATEC FACADES CONSTRUCTION

“We saw an opportunity to establish a dedicated façade subcontracting business that could deliver façade supply and installation packages as a specialist subcontractor nationwide,” outlines Grant Oliver, National Façade Manager at Duratec and Managing Director of the company’s newly established specialist business, Atec Facades (Atec).

A cabinet maker by trade, Grant has worked in both remedial and new-build façade construction across his career, spanning everything from smaller complex works to major façade developments.

Those experiences with materials, buildability, and logistics are crucial in shaping how Duratec is building Atec today.

END-TO-END PROJECT DELIVERY Atec’s full capability covers every stage of a project’s lifecycle: EARLY CONTRACTOR INVOLVEMENT - Early engagement providing conceptual design input/development.

TENDER – Façade solutions are accurately priced using digital insights to assess risk, constructability and cost certainty.

DESIGN – Designs are translated into compliant, buildable façade systems through coordinated design and digital engineering.

FABRICATION – Façade components are manufactured to precise tolerances using BIM data to ensure quality, consistency and performance.

LOGISTICS – Materials and components are planned, tracked, and sequenced to align deliveries with site access, project programmes, and installation requirements.

INSTALLATION – Façade systems are installed safely and efficiently using engineering methodologies that ensure quality, accuracy, and programme

FORMALISED CAPABILITY

certainty.

Atec was recently launched within Duratec’s Building & Façade division to formalise the company’s maturing capability and focus on specialist commercial and institutional façade projects as a supply-and-install contractor.

Delivering high-quality façade builds for complex commercial and institutional construction projects, the Western Australia (WA)-based subsidiary brings deep technical expertise across the full project lifecycle, from conception through to completion.

Indeed, whereas façade subcontractors commonly navigate complex project environments, with dispersed stakeholders depending on disconnected platforms and manual processes, Atec redefines the façade delivery model – spanning design, procurement, fabrication, and installation.

This enables Duratec to deliver design-led façades end-to-end, extending beyond remediation alone.

The aim is a bespoke, better-value service for clients and a clearer pathway from concept to installation.

QUALITY ASSURANCE AND CONTROL – Each stage of delivery is rigorously

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inspected, tested, and verified by Atec’s team of specialists to ensure compliance with design, performance, and regulatory requirements.

BIM model of the NT Art Gallery

2,200,000 m2/year Production Capacity

100,000 m2 Total Land Area

Your Trusted Vietnamese Façade Partner for Global Projects As a leading Vietnamese façade company, BM Windows delivers end-to-end solutions through an integrated platform covering engineering, design development, manufacturing, quality control, and project delivery. Beyond its domestic foundation of over 650 completed projects, the company operates internationally as a high-performance manufacturing and supply partner for general contractors, consultants, and local stakeholders across Australia, New Zealand, North America, Europe, and the Middle East.

Australia stands as a primary strategic market for BM Windows, anchored by landmark developments such as 55 Pitt Street, a 55-storey Sydney commercial tower aiming for top-tier 6-Star Green Star, NABERS Energy, and WELL Core & Shell Platinum sustainability ratings.

The company’s footprint in the region extends through prominent projects in Sydney and Canberra, including 133 Liverpool Street – Hyde Metropolitan, The Grande, 15 Sydney Avenue, and 1A Constitution Avenue.

In North America, BM Windows is actively shaping urban skylines by contributing to Toronto’s first supertall building, the 85-storey One Bloor West, as well as SkyLiving at Surrey City Centre and ongoing projects across the United States. Combining large-scale production with globally connected logistics, the company efficiently executes complex, demanding façade systems for international clients.

Underpinning this international reach is the newly operational BM Windows Chau Duc Factory, a 100,000-square-meter facility built to LEED Gold environmental standards.

Ranking among Southeast Asia’s largest façade manufacturing plants, it offers a production capacity of up to 2,200,000 square meters of façades.

The facility is equipped with German Elumatec production lines, five-axis CNC machinery, and advanced automation systems to maintain rigorous quality standards. Through this combination of manufacturing power, technical precision, and end-to-end service, BM Windows delivers high-performance, sustainable façade solutions for modern cities around the globe.

Phone: +84 91 124 12 33 | Email: chau.huynh@bmwindows.vn | https://bmwindows.vn/en/about-us

ATEC FACADES CONSTRUCTION

“Duratec typically works as a head contractor engaged directly by the client, whilst Atec generally operates as a specialist subcontractor delivering façade works on behalf of the builder,” explains Grant.

DIGITAL ENGINEERING FOR SMARTER DECISION-MAKING

Display model for a higher education facility, built in Atec’s warehouse

Atec leverages advanced digital engineering practices to connect workflows and integrate global supply chains, delivering façade solutions that are precise, efficient, and transparent at every stage.

High-level commercial façades are complex systems where tolerances are tight and interfaces are critical. Through digital

“BIM continues to transform the façade industry, creating meaningful efficiencies throughout the design process” – GRANT OLIVER, MANAGING DIRECTOR, ATEC FACADES AND NATIONAL FAÇADE MANAGER, DURATEC

engineering, façade systems can be fully modelled in 3D, giving early warning to constructability challenges before they impact project timelines.

This early visibility results in fewer design changes during construction, reduced rework and defects, and greater confidence for all stakeholders.

Digital engineering also enables accurate quantity measurement, material tracking, and installation sequencing directly from the 3D model, which delivers improved cost certainty and supports more reliable programming across the project lifecycle.

Combined, these capabilities provide greater precision, stronger collaboration, and smarter decision making – delivering consistent, high-quality outcomes at every stage of façade delivery.

164 | APAC Outlook Issue 81

Façades shape the identity of a building and are often the feature people notice and remember most. Think function and fashion – they protect occupants from the environment, such as harsh weather, loud noise, and fire spread, whilst also defining the property’s appearance.

The experienced team at Atec specialises in façade projects that involve bespoke designs, complex geometries, distinctive material selections, and tailored delivery strategies.

“We work closely with clients to understand their objectives, develop practical and buildable design solutions, and provide early guidance on elements that may present challenges during delivery,” he tells us.

“Because many of our projects are driven by custom design outcomes, we are also able to offer clients a wider range of procurement options, including both local and international supply pathways.”

FAÇADE PROJECTS Today, Atec is completing the façade installation of an art gallery in the Northern Territory (NT), featuring a modular anodised aluminium cladding system designed for Darwin’s cyclonic conditions.

The building will form a major part of the city’s revitalisation, bringing together art and architecture whilst imbuing a distinct sense of place.

Once the initial design concept had been presented, Duratec was engaged to review the design from a constructability perspective.

“We reviewed the original architectural façade and provided advice on buildability and delivery efficiency. The initial concept featured a significant amount of primary and secondary steel framing, together with face-fixed red anodised cladding panels,” Grant informs us.

“In response, we developed an alternative modular solution that substantially reduced the extent of

The NT Art Gallery

primary steel, secondary framing, and face-fixing requirements.”

The client adopted Duratec’s revised design, which delivered cost savings, improved procurement and fabrication efficiencies, reduced installation time on-site, and maintained a high-quality architectural outcome.

“The completed design includes custom aluminium extrusion modular framing, solid aluminium panels with a red anodised finish, high-performance glazing, two-stage performance louvre systems, perforated screening, modular external screening, and internal architectural linings,” he sets out.

Along with the art gallery façade, Atec is delivering the design, supply, and installation of the façade package for a highly complex higher education lab facility located in WA.

ATEC FACADES CONSTRUCTION

The works on this facility include bespoke curtain and window walling, stainless steel and aluminium sun-shading systems, glazed louvres, unitised balustrades, highperformance skylights, frameless lift glazing, and architectural cladding.

“This project is unique due to the custom design elements for almost every scope of work, including the size of the panels and structural requirements to satisfy the architectural intent,” highlights Grant.

“We have completed the design and procurement phases and are on track to complete installation by September 2026.”

BIM WORKFLOWS As the construction industry continues to evolve, Atec demonstrates how specialist subcontractors can lead the way, using digital technology to foster stronger collaboration, smarter 166 | APAC Outlook Issue 81

“We saw an opportunity to establish a dedicated façade subcontracting business that could deliver façade supply and installation packages as a specialist façade subcontractor nationwide” – GRANT OLIVER, MANAGING DIRECTOR, ATEC FACADES AND NATIONAL FAÇADE MANAGER, DURATEC

project execution, and improved outcomes.

All design-led façades are developed in 3D, supported by industry-standard 2D documentation.

End-to-end BIM workflows enable enhanced visualisation, greater control over materials, quantities, and costs, and earlier design-for-manufacturer decisions, whilst also accelerating research and development (R&D) across

materials, fabrication techniques, and installation methodologies.

“BIM continues to transform the façade industry, creating meaningful efficiencies throughout the design process,” Grant enthuses.

Duratec and Atec have been investing in internal BIM capability and collaborating with software providers to strengthen the link between concept design models and fabrication documentation.

ATEC FACADES CONSTRUCTION

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We manage the full supply chain from production to delivery, working closely with builders, contractors, and facade specialists to ensure quality, compliance, and on-time delivery. Tailored solutions, responsive service, and competitive pricing come as standard.

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“This is delivering clear benefits across design coordination, procurement, fabrication, installation, and overall project tracking. I expect this capability to keep evolving in Australia, enabling the delivery of increasingly complex façade solutions,” he notes.

Duratec’s investment in BIM began in 2020, initially focused on improving visibility across design development, material procurement, and installation progress.

As both the technology and the company’s internal capability have advanced, BIM is now embedded throughout the full project lifecycle – from early concept and detailed design through to shop, fabrication, and assembly drawings, clash detection, procurement, fabrication tracking, logistics, installation progress, material non-conformance reports, and overall quality management.

“By integrating this information

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“On completion, these models are handed over to the facility owner to support ongoing facility management, providing access to detailed information such as material specifications, exact dimensions, product data, and replacement requirements where needed.”

STRENGTHEN, GROW, EXPAND Atec is strengthening its BIM and broader digital capabilities, which it believes will deliver significant efficiencies for clients from early concept through to site delivery.

Another key priority is growing Duratec’s Perth-based team whilst establishing an Atec presence in Queensland and New South Wales over the next two to four years.

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opportunities with clients delivering high-rise projects that require custom façade designs, complex geometry, and high-performance façade solutions,” Grant closes.

Atec continues to expand whilst also supporting Duratec’s Building & Façade division on projects nationwide.

In addition, Duratec and its subsidiaries are delivering live projects and maintaining a strong future pipeline across the defence, mining, marine, energy, infrastructure, and industrial sectors.

Tel: 08 6206 6900 info@duratec.com.au

www.duratec.com.au/atec-facades APAC Outlook Issue 81 | 167

SECURING EVERY DROP As the backbone of heavy industry in Central Queensland, Gladstone Area Water Board is leading the delivery of a Queensland Government investment in long-term water security, community development, and economic resilience. We speak with Darren Barlow, CEO, to learn more Writer: Lily Sawyer | Project Manager: Eddie Clinton

168 | APAC Outlook Issue 81

GLADSTONE AREA WATER BOARD ENERGY & UTILITIES

H

aving evolved significantly over the years, Australia’s bulk water sector is no longer about simply delivering a reliable water supply.

Today’s providers must plan for population growth, climate variability, changing industrial demand, and increasing expectations around sustainability and environmental stewardship.

As such, one of the biggest

opportunities for those operating in this space is taking a longerterm approach to water security – something Gladstone Area Water Board (GAWB) has been doing since its inception in 1973.

“Because water is so crucial in our region, we cannot have our dam run out. In the last 50-odd years, we have never not supplied water,” opens Darren Barlow, CEO. GAWB owns and operates the

critical bulk water infrastructure which underpins industries, contributing more than AUD$6 billion annually to the Queensland economy.

Its customers include Gladstone Regional Council, major industrial users, and local power generators.

“We’re a very different business because of our specific customer base and the economic value attached to our network,” Barlow insights.

APAC Outlook Issue 81 | 169

Safe Sustainable Solutions for Deadline Driven Customers Please introduce us to Roadpak and the services you provide.

RoadPak Industries was established in 1999 in Gladstone, Central Queensland, where our head office remains today. Over the past 25 years, we have grown from a local civil contractor into a trusted delivery partner, completing projects across the majority of Queensland.

With a highly skilled team of approximately 40 people, RoadPak delivers practical, reliable civil construction solutions for water corporations, local and state government, and Tier 1 and Tier 2 civil contractors and builders. Our core capabilities include pipelines and utilities, bulk earthworks, roads, drainage, site preparation, and a broad range of civil construction works.

Supported by specialist plant and equipment and strong in-house project delivery capability, RoadPak is equipped to respond efficiently to projects of varying scale and complexity. From essential water infrastructure and public works to major construction support, we bring the experience, flexibility, and handson expertise required to deliver quality outcomes safely, efficiently, and on schedule.

What, for you, sets RoadPak apart from the rest?

What truly differentiates RoadPak is our people. We invest heavily in our team, skills, and culture because we know that a capable, connected workforce is the foundation of every successful project. This

approach enables us to achieve more with a lean, highly effective team — without compromising safety, quality, or delivery.

Combined with our specialist plant and equipment, our in-house capability gives RoadPak the versatility to respond quickly to changing client needs. Rather than depending on multiple external providers, we can mobilise the right people, resources, and equipment efficiently, maintain control over delivery, and provide practical solutions when challenges arise.

Ultimately, it is this combination of strong culture, experienced people, and selfsufficient operational capability that sets RoadPak apart: a responsive, reliable civil construction partner that can deliver more, with confidence.

How does RoadPak ensure reliable civil construction from start to finish for its customers?

RoadPak ensures reliable civil construction from start to finish by combining more than 25 years of Queensland industry experience with an integrated, in-house delivery model.

Rather than relying on multiple contractors across a project, RoadPak manages the key stages itself — including land clearing, bulk earthworks, detailed excavation, drainage, utility installation, concreting, and final site preparation. This provides clearer accountability, better coordination, and stronger control of programme, budget, and quality.

Every project is supported by experienced project managers who oversee planning, sequencing, site activity, and delivery milestones. RoadPak’s ISO-accredited management systems also underpin its approach to quality, safety, and environmental responsibility, helping ensure work is completed compliantly and consistently.

For customers, this means a dependable partner able to anticipate site challenges, respond efficiently to changing conditions, and maintain momentum from the first mobilisation through to project completion.

Whether delivering major infrastructure, public works, commercial development, or critical maintenance, RoadPak’s focus remains the same: safe, precise, and practical execution that keeps projects on track.

Could you elaborate on your partnership with Gladstone Area Water Board and how the two companies mutually benefit each other?

RoadPak Industries and the Gladstone Area Water Board have worked in close collaboration for more than 20 years.

Gladstone Area Water Board was one of RoadPak’s first government clients and remains one of our key customers today.

The long-standing relationship has been built on trust, consistent performance, and a shared commitment to maintaining essential water infrastructure for the Gladstone community.

Over the years, RoadPak has delivered a range of contracts for the Gladstone Area Water Board, with the Pipeline Repair and Maintenance Contract remaining a cornerstone of the partnership. RoadPak has successfully retained this contract through each renewal since 2015, demonstrating the confidence Gladstone Area Water Board places in our people, systems, and ability to deliver under pressure.

For Gladstone Area Water Board, RoadPak provides a known and trusted team that can be relied upon during critical maintenance works, urgent repairs, and time-sensitive shutdowns. Our experience in pipelines, utilities, excavation, drainage, and civil construction — together with our specialist plant and equipment — allows us to respond efficiently and manage work in-house. This is particularly important when protecting the continuity of the water supply and minimising disruption to the community.

In return, the relationship has provided RoadPak with the opportunity to grow our expertise in water services and develop a deep understanding of the operational, technical, and safety requirements associated with critical water infrastructure. Working alongside Gladstone Area Water Board has strengthened our capabilities, expanded our industry knowledge, and helped RoadPak evolve into a trusted civil construction partner for water authorities, government, and major contractors across Queensland.

At its core, the partnership is mutually beneficial because it combines Gladstone Area Water Board’s responsibility for vital regional water assets with RoadPak’s practical delivery capability, responsive field team, and proven experience in maintaining essential infrastructure. We provide Gladstone Area Water Board with a known and trusted team they can rely on in their most critical times.

Are there any recent projects or investments that you would like to highlight?

Recently, RoadPak Industries completed more than three kilometres of watermain replacement works across the Gladstone township for the Gladstone Regional Council. The project was an important opportunity to demonstrate the depth of our team’s experience in critical water infrastructure, from planning and excavation through to pipeline installation, reinstatement, and safe project completion.

Delivering works within an active township requires careful coordination, strong safety systems, and a practical understanding of how to minimise disruption to residents, businesses, and essential services. Our team’s commitment to quality, safety, and efficient delivery was central throughout the project.

The successful completion of these watermain upgrades reinforces RoadPak’s capability to deliver complex pipeline and utility works, whilst supporting the longterm reliability of Gladstone’s essential water network.

Looking ahead, what are RoadPak’s key priorities and goals?

RoadPak Industries’ priorities are centred on the disciplined execution of our longterm growth strategy: expanding our capability and footprint across Queensland whilst continuing to deliver the reliable, high-quality outcomes our clients expect.

Over the coming years, we aim to grow from a strong Central Queensland base into a broader Queensland utilities and civil construction partner, with particular focus on pipeline, water, drainage, and essential infrastructure projects. We see a significant

opportunity to build on our established experience in water services and apply that capability to more complex, larger-scale utility projects across the state.

Importantly, this growth will be deliberate rather than growth for its own sake. That means continuing to invest in the right people, systems, plant, and commercial discipline before taking on larger or more complex work.

Building our team is central to the plan.

As client requirements and project scale increase, RoadPak will expand its project management, site supervision, estimating, engineering, and contract administration capabilities. Our goal is to ensure our people, systems, and capacity grow ahead of demand, allowing us to remain responsive while maintaining the hands-on, reliable service that has always differentiated RoadPak. Ultimately, RoadPak’s ambition is to become an even stronger, more capable civil and utilities contractor across Queensland — known for safe delivery, trusted relationships, disciplined project management, and the ability to deliver critical infrastructure from the ground up.

Head Office: 24 Morgan Street, Gladstone, QLD 4680 Head Office Number: (07) 4972 7002 Email: reception@roadpak.com.au roadpak.com.au

GLADSTONE AREA WATER BOARD ENERGY & UTILITIES

WHAT, FOR YOU, IS THE TRUE VALUE OF DELIVERING A PROJECT LIKE FGP? Darren Barlow, CEO: “FGP has always been about much more than constructing infrastructure; it’s about creating confidence in Gladstone’s future.

“Projects of this scale are only possible through the support and collaboration of many people, including our project partners, Traditional Owners, landholders, local businesses, government, and employees.

“I would like to acknowledge and thank everyone who contributed to delivering such an important legacy for the region.”

174 | APAC Outlook Issue 81

“The development benefit and water security we provide is guaranteed – though this does mean we need to account for the additional spending required to keep our operation running without hiccups to reliability,” he adds.

Therefore, the company supports industries which collectively provide more than 13,000 direct and indirect jobs across Central Queensland, alongside providing community facilities in the area that are free to use, particularly around its Awoonga Dam. These include rail trails – shared paths for walking, cycling, and fitness built along the route of old unused railway lines – alongside barbecues, freshwater swimming areas, and playgrounds.

“For us, providing camping grounds, boating facilities, playgrounds, and recreational areas isn’t a cost – it’s part of our obligation to the community.

“We even stock the Awoonga Dam with around 1.15 million barramundi a year for the public to catch recreationally – making it Australia’s

premier freshwater fishing location!”

Barlow smiles.

Indeed, as expectations around local procurement, sustainability, and community engagement continue to grow, GAWB is on hand to deliver socioeconomic and environmental benefits – not just an engineering outcome.

HIGH RELIABILITY WATER GAWB’s asset base includes the Awoonga Dam, water treatment facilities, reservoirs, and more than 300 kilometres (km) of pipeline, alongside the recent Fitzroy to Gladstone Pipeline (FGP) which has been designed to supplement existing water supply for water security purposes.

“An important differentiator for us is our need for absolute supply and higher reliability, irrespective of climatic and other operational issues,” Barlow explains.

This enables GAWB to support its high-stakes industrial clients, for whom an outage is not an option due to the major, often irreparable setbacks it would cause.

Supporting Queensland’s Water Security and Industrial Development For more than 30 years, Coogee Chemicals has contributed to Queensland’s industrial development through ongoing investment in critical infrastructure, regional employment and the reliable supply of essential chemicals and services to key industries across the state. Through its operations in Gladstone and throughout Queensland, Coogee plays an important role in supporting industrial growth, water security, and supply chain resilience.

The Gladstone operation represents a significant component of Coogee’s Queensland presence, providing infrastructure and logistics capability that supports both local industry and regional economic activity. Through ongoing investment in facilities, technology, and workforce development, Coogee continues to strengthen the capability and resilience of the supply chains upon which many essential industries depend.

Established in 1971, Coogee Chemicals is a privately owned Australian company with specialist expertise in chemical manufacturing, bulk liquid storage, terminal operations and integrated logistics services. The company operates strategically located infrastructure across Australia, including its Gladstone facility, which supports the import, storage and distribution of products essential to industrial and water treatment customers throughout Central Queensland and surrounding regions.

Safety, quality, and long-term partnerships are central to Coogee’s operating philosophy. Supported by extensive experience in the management of major hazard facilities, robust governance systems and advanced logistics capabilities, the company maintains a strong focus on operational excellence, regulatory compliance and responsible stewardship of critical infrastructure.

A key differentiator of Coogee’s business model is its integrated capability to manufacture, store, and deliver chemical products through a single operating platform. This approach provides customers with a secure, efficient, and reliable supply chain solution whilst maintaining high standards of safety, operational performance, and service delivery.

Coogee’s chlor-alkali operations form an important part of Queensland’s water treatment supply chain. The company supplies critical treatment chemicals to water and wastewater service providers across the state, including Gladstone Area Water Board.

These products are fundamental to the provision of safe and reliable water and wastewater services for Queensland communities and industry.

Coogee also recognises the importance of building enduring relationships with customers, government agencies, regulators and the communities in which it operates. This collaborative approach has underpinned the company’s continued growth and its ability to support essential services and industrial development throughout Queensland.

As demand for industrial and water infrastructure continues to evolve, Coogee remains committed to investing in its people, assets and capabilities to ensure it can continue to provide reliable, safe and sustainable solutions for customers across Queensland and Australia.

35 South Street, Lytton QLD 4178 | Phone: +617 3893 7500 | Email: csqld@coogee.com.au | www.coogee.com.au |

“A N I M P O R TA N T D I F F E R E N T I AT O R F O R U S I S O U R N E E D F O R A B S O L U T E S U P P LY A N D H I G H E R R E L I A B I L I T Y, I R R E S P E C T I V E O F C L I M AT I C A N D O T H E R O P E R AT I O N A L I S S U E S ” – D A R R E N B A R L O W, C E O , G L A D S T O N E A R E A WAT E R B O A R D

“We must provide constant, highreliability water. We don’t have the opportunity of turning people off or saying we’ll fix the pipeline in two days; failure simply isn’t an option,” he urges.

With reliable water therefore fundamental to Gladstone’s economy, GAWB’s role is to ensure its customers and the community have access to secure and reliable water – both now and in the future.

GAWB’s focus on long-term water security is perfectly exemplified by FGP, which is in place to complement the Awoonga Dam and preserve storage levels during times of drought.

176 | APAC Outlook Issue 81

“The FGP has effectively droughtproofed the region, with independent analysis estimating delaying drought restrictions by 3.5 years because of the FGP generates approximately AUD$1.5 billion in direct customer economic benefits,” Barlow tells us.

With safe, resilient, and reliable water supply underpinning the region’s economy, the FGP safeguards existing industries and provides confidence for long-term investment decisions.

“We continue to invest in maintaining and improving our existing assets whilst planning for the region’s future water needs,” he adds.

LONG-TERM PLANNING As a Queensland Government bulk water supply authority, GAWB works with regulators and industry stakeholders on matters relating to pricing, infrastructure planning, and bulk water management.

“We’re a highly regulated company that takes accountability very seriously. An independent regulator conducts a view of our water pricing every five years, and we are tested on our prudence and efficiency,” Barlow insights.

To remain ahead of the game not only in terms of pricing but also water security, GAWB’s approach to future strategy is crucial.

“A lot of people talk about longterm planning – we actually do it. We have an open mind and spend a lot of time asking what the future is going to look like,” he observes.

A great example of this is the FGP, which is ultimately a result of more than 20 years of planning,

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investigation, and engagement across government, industry, water users, technical experts, and broader stakeholders.

“This milestone project was not conceived overnight – the need for this pipeline and the additional water security it will bring was identified more than 20 years ago,” Barlow reveals.

“That’s why this project is so unique – it’s not a knee-jerk reaction to ‘we think we have a need’, it’s something that’s been well-thought out and meticulously planned over a number of years,” he highlights.

BEYOND INFRASTRUCTURE The AUD$983 million governmentfunded FGP project is the largest infrastructure investment ever undertaken by GAWB and one of Queensland’s most significant water security projects.

Connecting the Lower Fitzroy River to Gladstone’s water network, APAC Outlook Issue 81 | 177

“INFRASTRUCTURE IS M E A S U R E D N O T O N LY

BY KM OF PIPELINE, BUT ALSO THE L E G A C Y I T L E AV E S ” – D A R R E N B A R L O W, C E O , G L A D S T O N E A R E A WAT E R B O A R D

FGP includes the Laurel Bank intake structure, Alton Downs Sediment Removal Plant, and two 50-megalitre reservoirs at Aldoga.

Once the FGP is operational, water from the Boyne River (via the Awoonga Dam) and water from the Lower Fitzroy River (via the FGP) will be integrated into a single bulk water network.

The FGP will deliver up to 30 gigalitres of raw water each year, providing the region with a second source of supply and significantly strengthening long-term water security.

178 | APAC Outlook Issue 81

“For every litre of water we bring in from the north, we leave a litre of water in the dam. That’s how FGP is providing water security – it’s not about bringing in extra water to sell but preserving what we’ve already got,” Barlow insists.

Beyond infrastructure itself, the project has helped build regional capability by employing more than 400 local workers during peak construction, supporting 21

traineeships and delivering more than 78,300 hours of employment for First Nations workers.

“Part of our definition of ‘value for money’ is making sure we promote both economic and community development close to home,” he says.

Workforce welfare has also been a focus for GAWB, including its participation in MATES in Construction mental health and well-being programme and supporting local organisations,

GLADSTONE AREA WATER BOARD ENERGY & UTILITIES

all of which demonstrate how major infrastructure can deliver broader socioeconomic value.

Recognising its ability to deliver benefits beyond critical infrastructure, the FGP won the Infrastructure Sustainability Council’s Excellence in Economic Outcomes Award and was Highly Commended in the Excellence in Social Outcomes category.

These are an official acknowledgement of GAWB’s ability to work with communities, Traditional Owners, landholders, and local businesses and create long-lasting economic benefits across Central Queensland.

“Infrastructure is measured not only by km of pipeline, but also the legacy it leaves. These awards recognise that broader impact,” Barlow outlines.

INVESTING IN GROWTH Looking to the future, GAWB’s immediate priority is successfully completing the commissioning of FGP and bringing the significant

infrastructure that accompanies it into operation.

Naturally, this will include onboarding more clients to connect to the project.

“As an economic developmentcentred business, our role is to enable economic growth by providing the water security industry needs to invest, expand, and continue positioning Gladstone as one of Queensland’s major economic contributors,” Barlow emphasises.

This mindset extends all the way into the heart of the organisation, with executives and C-suite staff choosing to make their home in the region – both professionally and personally.

The company’s growing presence in the region will also enable it to continue to create opportunities beyond construction, including supporting local suppliers, engaging with schools, and attending community events.

“Our approach is to listen, build long-term relationships, and

contribute in practical ways that reflect local priorities,” he adds.

Beyond that, GAWB’s focus remains on maintaining safe and resilient water services whilst investing in the infrastructure needed to support long-term regional growth.

“Ultimately, our role is to ensure water security is not a constraint on future economic development whilst continuing to manage our assets responsibly,” he passionately concludes.

Tel: (07) 4976 3000 gawb@gawb.qld.gov.au

www.gawb.qld.gov.au APAC Outlook Issue 81 | 179

B u i l d i n g A PA C ’s AI-Ready Digital Infrastructure Platform Our latest catch-up with Digital Edge DC and Group CEO, John Freeman, shifts the narrative to reflect on how the platform has evolved Writer: Jack Salter | Project Manager: Josh Whiteside

We’ve moved decisively from building a portfolio of individual assets to operating as an integrated regional platform capable of delivering AI-ready infrastructure sustainably at speed, at scale, and to consistent global standards.”

180 | APAC Outlook Issue 81

The evolution of Digital Edge DC (Digital Edge), who we last spoke to in August 2025, is important because the next generation of digital infrastructure cannot be delivered through isolated projects, according to Group CEO, John Freeman.

Rather, it requires a regional

platform with repeatable capabilities across development, design, construction, operations, customer delivery, capital formation, and sustainability, combined with deep local execution in each market.

“We have invested in those capabilities at platform level whilst

DIGITAL EDGE DC TECHNOLOGY

retaining strong local leadership in each market,” outlines Freeman.

“That allows us to apply common standards and institutional discipline without losing the market knowledge, relationships, and responsiveness required to execute successfully across Asia.”

The Singapore-headquartered digital infrastructure platform, backed

by Stonepeak, is on a mission to build the foundation for the world’s digital future.

To fulfil this mission, Digital Edge needs to do more than grow quickly – it needs to create infrastructure that

customers, lenders, governments, and communities can rely on for decades.

Sustainability is therefore integral to its licence to grow; the company is targeting 100 percent renewable or carbon-free electricity across its operations by 2030, expanding renewable energy procurement, APAC Outlook Issue 81 | 181

DIGITAL EDGE DC TECHNOLOGY

advancing the use of recycled and reclaimed water, and linking its financing strategy to measurable environmental outcomes.

“Ultimately, platform maturity is demonstrated through consistency: delivering safely, meeting customer commitments, allocating capital responsibly, and creating sustainable value in every market in which we operate. That is the standard against which we measure our progress,” Freeman sets out.

INFRASTRUCTURE REQUIREMENTS The Asia Pacific (APAC) data centre (DC) market continues to accelerate, but the conversation has moved beyond simply meeting demand for more capacity.

Now, the defining challenge is whether that capacity can be delivered at the scale, density, and speed required by artificial intelligence (AI).

“Cloud adoption remains a

significant growth driver, but AI inference and increasingly large-scale AI factory deployments are reshaping infrastructure requirements,” insights Freeman.

“Customers need campuses with secure, scalable power, advanced cooling, resilient connectivity, and a credible path to expansion. Above all, they need certainty that capacity can be delivered when promised and operated reliably over the long term.”

This environment favours platforms with the capital, technical capability, and local market expertise to convert demand into operating infrastructure.

Over the past year, Digital Edge has demonstrated that capability through major customer commitments, the expansion of its campuses in South Korea, India, Thailand, and Indonesia, and more than USD$2 billion of financing raised across the platform.

“It’s a substantial opportunity, but scale without discipline creates risk.

Our focus remains on staying ahead of customer needs whilst maintaining

capital discipline, operational resilience, and responsible environmental stewardship,” Freeman assures.

“The companies that lead this next phase will not necessarily be those that announce the most capacity, but those that consistently deliver it.”

ROUTE TO DEPLOYMENT AI has made digital infrastructure a strategic constraint as well as a strategic enabler.

The availability of suitable land, power, cooling, and connectivity will increasingly influence where AI ecosystems can develop and how quickly countries and companies can participate in the opportunity.

This is particularly significant in APAC; demand is regional, but infrastructure conditions are highly local.

“Power availability, permitting, land constraints, regulation, and sustainability expectations vary considerably from one market to another. Our role is to navigate

“We’ve moved decisively from building a portfolio of individual assets to operating as an integrated regional platform capable of delivering AI-ready infrastructure sustainably at speed, at scale, and to consistent global standards” – John Freeman, Group CEO, Digital Edge DC

that complexity with deep market knowledge, trusted local relationships, and platform-wide expertise, giving customers a scalable, credible route to deployment across APAC,” explains Freeman.

Digital Edge’s campuses are being designed for higher-density environments, including liquid cooling applications and next-generation AI workloads, whilst its recognition as an NVIDIA DC partner is also strategically important.

“It connects us more closely with the broader AI ecosystem and strengthens the technical foundation from which we can support customers as their requirements evolve,” he informs.

More widely, AI is only one part of the transformation taking place; DCs support cloud adoption, digital financial services, e-commerce, communications, enterprise modernisation, and public-sector digitisation.

As these services become more central to economic activity, DCs are increasingly being recognised as essential infrastructure.

“Digital Edge’s role is to build that infrastructure responsibly, enabling innovation whilst contributing to the long-term resilience and digital competitiveness of the markets we serve,” Freeman tells us.

DIFFERERENT DIMENSIONS OF GROWTH India is one of APAC’s most strategically important DC markets, combining strong domestic digital growth, increasing international

hyperscale demand, and access to a sophisticated renewable energy ecosystem.

The company’s existing BOM campus in Navi Mumbai has multiple buildings under construction and significant customer commitments already secured.

India, along with Thailand and Indonesia, each represent a different dimension to the company’s regional strategy.

However, all three demonstrate Digital Edge’s ability to identify longterm demand, secure the necessary infrastructure, and build platforms capable of scaling with customers.

APAC Outlook Issue 81 | 183

Inside the Industry with Michael L. Gierges,

President, Climate Solutions Asia Pacific, Middle East & Africa, Carrier

Could you elaborate on your collaboration with Digital Edge?

How do the two companies mutually benefit each other, and what complementary strengths do you bring?

Our collaboration with Digital Edge is built on a shared commitment to delivering high-quality, innovative and scalable data centre infrastructure across Asia Pacific. As Digital Edge continues its rapid expansion, it is looking for partners that can provide standardization, speed of deployment, innovation, consistency across multiple markets, and reliable long-term service support. These requirements align closely with Carrier’s strengths and have formed the foundation of our collaboration.

Carrier supports Digital Edge’s growth strategy through innovative solutions such as packaged chiller rooms

and modular chiller plants, which can reduce both construction and commissioning timelines by nearly 20 percent. Beyond accelerating deployment, we work closely with Digital Edge to support its vision for efficient and sustainable data centre operations by incorporating advanced technologies such as free cooling and trim cooling into our system designs.

This enables Digital Edge to meet evolving performance, energy efficiency and sustainability requirements while maintaining speed to market.

The collaboration is mutually beneficial.

Digital Edge provides Carrier with the opportunity to support large-scale, multi-country deployments and a strong growth pipeline in one of the most dynamic sectors of the economy.

In return, Carrier delivers consistent products, engineering expertise and aftermarket services across the geographic regions where Digital Edge

operates, helping ensure operational reliability and a seamless customer experience.

Perhaps most importantly, our two organizations share common values.

Both Digital Edge and Carrier prioritize speed, quality and a customer-centric approach to project execution. This cultural alignment, combined with our complementary capabilities, enables us to work together effectively to deliver mission-critical infrastructure that meets the needs of today’s rapidly evolving digital economy.

Data centres are becoming a critical part of the global digital economy. How is Carrier positioning itself to support this rapidly evolving sector, and what differentiates Carrier’s approach to helping customers achieve both operational excellence and sustainability goals?

Data centres have become the backbone of the digital economy, and the rise of AI and high-performance computing is fundamentally reshaping cooling requirements. Carrier recognized early that customers need more than cooling equipment. They need a trusted partner that can manage the entire thermal ecosystem while balancing performance, reliability, efficiency and sustainability. That’s why we developed QuantumLeap™, our integrated “chip-to-chiller” thermal management platform that combines advanced cooling technologies, intelligent controls, DCIM software, predictive analytics and lifecycle services into a single ecosystem, helping customers optimize performance, improve energy efficiency and scale with confidence.

What further differentiates Carrier is the combination of our 125year engineering heritage, deep R&D expertise and end-to-end accountability. As the inventor of modern air conditioning, we bring decades of experience in missioncritical environments and continue to invest in next-generation cooling technologies for AI-ready data centres. We also work closely with hyperscalers and colocation providers as a strategic engineering partner, codeveloping solutions that address their unique performance, scalability and sustainability goals. Our collaboration with Digital Edge is a strong example, where modular and packaged cooling solutions have helped accelerate deployment while enhancing operational resilience and efficiency.

Today, Carrier supports more than 300 data centres globally, enables the management of over one million racks and more than 10 million live

operational data points. Combined with our service network spanning more than 50 countries, customers benefit from real-time monitoring, predictive maintenance, dedicated technical expertise and lifecycle support that maximize uptime and operational performance across their portfolio.

Sustainability remains central to our strategy. Through intelligent thermal optimization, advanced liquid cooling and digital platforms such as Abound™, we help customers reduce energy consumption and emissions while maintaining the resilience required for mission-critical environments. By combining engineering innovation, collaborative customer partnerships and global lifecycle expertise, Carrier helps customers achieve both operational excellence and sustainability goals while preparing for the next generation of AI-powered infrastructure.

Looking ahead, what are Carrier’s key priorities and goals?

Carrier is focused on enabling the next generation of digital infrastructure by helping customers address the growing demands of AI, high-performance computing, energy efficiency and sustainability. Data centres remain a strategic growth priority for the company, and Carrier is aligning its investments, innovation, acquisitions and talent development tosupport the industry’s rapid evolution.

A key priority is advancing AI-ready thermal management solutions, including next-generation air and liquid cooling technologies that can support increasing rack densities and higher computing loads. Carrier is also continuing to invest in intelligent

controls, predictive analytics, digital platforms and lifecycle services that help customers maximize uptime, optimize performance and scale with confidence.

Another major focus is helping customers achieve their sustainability and energy-efficiency goals. Through integrated solutions such as QuantumLeap™ and Abound™, Carrier is enabling customers to reduce energy consumption, improve thermal efficiency, optimize resource utilization and lower emissions while maintaining the operational resilience required for mission-critical environments.

Ultimately, Carrier’s goal is to become the industry’s most trusted thermal management partner. By combining cooling infrastructure, intelligent controls, digital intelligence and lifecycle expertise into a unified ecosystem, Carrier aims to help customers confidently scale AI, improve sustainability, enhance operational resilience and build the high-performance data centres that will power the global digital economy for decades to come.

Connect with us at: www.carrier.com

DIGITAL EDGE DC TECHNOLOGY

In Thailand, the company’s BKK campus in Chonburi is being developed within the Eastern Economic Corridor as a major hyperscale and AI-ready destination.

The first two buildings represent 100 MW of committed capacity, with BKK1 scheduled to be ready for service in Q4 2026 and BKK2 to follow.

“Our partnership with B.Grimm Power combines its local energy expertise and institutional relationships with our regional DC capabilities,” Freeman notes.

“The result is a campus designed for scale, resilience, and efficiency, including an annualised power usage effectiveness (PUE) target of 1.25, hybrid closed-loop cooling that helps minimise water consumption whilst maintaining operational efficiency, and infrastructure that supports longterm sustainability and increased renewable energy utilisation.”

Indonesia, meanwhile, illustrates the breadth of the company’s

evolution particularly well. It began by establishing EDGE1 and EDGE2 in Central Jakarta, supported by Indonet’s fibre and connectivity network.

Indonet remains a significant differentiator; its network of more than 500 kilometres of fibre connects Jakarta’s principal DC hubs and allows Digital Edge to combine carrierneutral colocation with highly reliable connectivity.

“As customers increasingly seek integrated infrastructure solutions, that combination strengthens our customer proposition and positions us to play a broader role in Indonesia’s digital development,” highlights Freeman.

Digital Edge is now developing its CGK campus – a USD$4.5 billion, 500-MW, AI-ready hyperscale campus with the potential to scale to one gigawatt (GW) – located in the Greenland International Industrial Centre (GIIC) in the Bekasi Regency.

Regional scale, local execution One of the most important

elements of Digital Edge’s strategy is its ability to combine regional

scale with genuine local execution.

APAC is not a single, homogeneous market; each country has different infrastructure constraints,

regulatory frameworks, business practices, and stakeholder expectations.

A purely centralised organisation will struggle to respond to those differences, whilst a collection

of independently managed local

businesses will struggle to deliver consistency and scale.

Digital Edge has been designed to bridge that gap. At platform

level, the company provides capital strength, customer relationships, technical standards, governance, and specialist capabilities. Within each market, experienced local teams bring the relationships,

judgement, and execution expertise required to turn that platform capability into results.

This model allows customers to

receive a consistent, high-quality experience whether they are

deploying in Mumbai, Bangkok, Jakarta, Seoul, or Tokyo, whilst

ensuring each project is grounded in its local market.

That balance between global

customer expectations, regional platform strength, and local accountability is difficult to

replicate. It is one of the principal

reasons why Digital Edge has been able to scale successfully and will remain a defining competitive advantage.

186 | APAC Outlook Issue 81

“Our objective is not only to grow Digital Edge, but also demonstrate what responsible, institutionally managed digital infrastructure g row t h s h o u l d l o o k l i k e i n A PAC ” – John Freeman, Group CEO, Digital Edge DC

“The first building is targeted to be ready for service in Q4 2026. We have also entered into Indonesia’s largest single-campus power agreement with PLN, securing 1.45 GW of long-term power capacity,” he shares.

DISCIPLINED REGIONAL EXPANSION Beyond India, Thailand, and Indonesia, Digital Edge continues to deepen its presence in APAC’s leading digital markets, including Japan, South Korea, and the Philippines.

These markets give it a balanced regional portfolio across established

digital hubs and high-growth metroadjacent locations.

“Our strategy is not to be everywhere – it is to build meaningful positions in markets where we can secure the right combination of customers, power, land, connectivity, and long-term scalability,” Freeman elaborates.

“That discipline allows us to offer customers a multi-market platform without compromising the quality or economics of individual projects.”

The company also continues to invest in the capabilities behind the physical infrastructure. As technology

and customer requirements evolve, the ability to attract, develop, and retain exceptional people will be just as important as its access to land and power.

Digital Edge is therefore strengthening its leadership, technical expertise, operating systems, and organisational capacity across the platform.

The appointment of Andy Rigoli – who we previously interviewed a year ago – as Chief Sustainability Officer is part of that evolution.

Rigoli previously led Indonet and now has executive responsibility for the company’s platformwide environmental, social, and governance (ESG) and corporate social responsibility (CSR) agenda.

“The creation of this role reflects our belief that responsible growth requires dedicated leadership, measurable objectives, and clear accountability,” affirms Freeman.

APAC Outlook Issue 81 | 187

AI ready data center systems from grid to chip

Connect with us to explore how we can help you prepare for an ever-changing future

With the rise of big data, edge computing, and the cloud, data centres are under pressure to be more high-performing, sustainable, and costeffective than ever, without compromising resilience or security.

At the same time, new opportunities and revenue streams require faster speed-to-market. With our digital intelligence, world-class cyber-secure products and services, reliable, compatible solutions, and engineering expertise, we help data centres realise real business benefits today while optimising their operations for the future.

Our Data Centres as a Grid approach enables data centres to reshape their electrical infrastructure to drive new levels of efficiency, sustainability, and revenue growth.

Q&A Briefly introduce us to Eaton and the differentiators that set the company apart from the rest.

Eaton is a global intelligent power management company dedicated to improving quality of life and protecting the environment through the safe, efficient, and sustainable use of power. With a heritage spanning more than a century, we serve customers in over 180 countries across data centres, utilities, industrial, commercial, and residential markets.

Here in Asia Pacific, we’re playing an important role in supporting the rapid growth of digital infrastructure. We work closely with hyperscalers, colocation providers, and enterprise customers, providing solutions that include uninterruptible power supply (UPS) systems, power distribution, energy storage, software, and services to help keep data centres resilient, efficient, and ready to scale.

What sets Eaton apart is the combination of our global expertise and strong local presence. That allows us to help customers manage growing power demands, meet sustainability goals, and maintain business continuity in an increasingly digital world.

How does Eaton solve critical power management challenges with innovative technologies that meet the everchanging needs of the world?

The data centre industry is evolving rapidly, driven by AI workloads, electrification, and the growing focus on sustainability. At Eaton, we address these challenges through an integrated approach that combines hardware, software, and services.

Our advanced UPS and power distribution systems provide the foundation for resilient operations, protecting critical loads and ensuring uptime. On top of that, our intelligent power management software provides operators with real-time visibility into their infrastructure, helping them optimise performance, improve efficiency, and identify potential issues before they become problems.

We’re also continually investing in R&D. One of our latest developments is the 800Vdc Medium-Voltage Solid-State Transformer (MVSST), designed to support the rapid growth of AI data centres, particularly those running high-density AI servers. Innovations like these help operators reduce energy

consumption, lower carbon emissions, and improve operational efficiency.

Just as importantly, our solutions are modular and scalable, allowing customers to futureproof their infrastructure whilst adapting to higher power densities and rapidly changing technology requirements.

Could you elaborate on your partnership with Digital Edge DC? How do you mutually benefit each other, and what complementary strengths do you bring?

Our partnership with Digital Edge is built on a shared commitment to delivering resilient, sustainable, and future-ready digital infrastructure across Asia.

Digital Edge brings extensive expertise in designing, developing, and operating data centres, whilst Eaton contributes deep power management capabilities and decades of experience in mission-critical environments.

Together, we’re delivering high-performance electrical infrastructure that supports Digital Edge’s continued expansion across key markets.

Our solutions help improve uptime, enhance operational efficiency, and support sustainability goals across its facilities. But the partnership goes beyond technology.

It’s built on close engineering collaboration, strong local support, and a shared long-term vision. By combining our strengths, we’re well-positioned to support the next phase of digital transformation and data centre growth across the region.

Please tell us more about any recent projects or investments that you are working on.

Eaton continues to invest in strengthening its capabilities across Asia Pacific to meet the rising demand for sustainable and resilient data centre infrastructure.

One of our key initiatives is our collaboration with the National University of Singapore on the Sustainable Tropical Data Centre Testbed (STDCT), an industry-academia programme focused on validating next-generation data centre architectures designed specifically for tropical environments. We’ve been involved since Phase 1 began in 2022, contributing equipment, engineering expertise, and technical support.

Building on that work, we’ve expanded our involvement into Phase 2, which focuses on

developing and validating AI-driven, highdensity data centre power architectures.

This marks a shift from providing individual components to delivering more integrated, modular power solutions for next-generation, GPU-intensive workloads. A key part of this phase is Eaton’s 2.5-megawatt MVSST container, designed to support AI-powered workloads operating on 800Vdc applications.

The STDCT acts as a living testbed, allowing technologies to be validated under real tropical operating conditions. The insights gained will help shape future data centre designs and standards whilst reducing deployment risks.

Alongside this, we’re supporting major data centre developments across Southeast Asia and North Asia whilst continuing to invest in local capabilities and sustainability-focused innovation.

Looking ahead, what are some of your key priorities?

Our priorities are closely aligned with the major trends shaping the industry: electrification, digitalisation, and sustainability.

We’ll continue to innovate in intelligent power management, developing solutions that deliver greater efficiency, visibility, and resilience as infrastructure becomes more complex. Sustainability will remain central to everything we do, with a focus on helping customers reduce their environmental impact through energy-efficient technologies, renewable energy integration, and lifecycle optimisation.

We’re also strengthening our presence across key growth markets in Asia Pacific so we can provide local expertise and support as customers continue to expand. Finally, collaboration will remain essential. We’ll continue working closely with partners such as Digital Edge and industry stakeholders to develop solutions that meet evolving customer needs and support the growth of next-generation digital infrastructure.

DIGITAL EDGE DC TECHNOLOGY

Under Rigoli’s leadership, Digital Edge is formalising its CSR programme around three principal areas: education; women in technology; and health, environment, and communities.

The objective is to move beyond individual initiatives and create programmes capable of delivering sustained, measurable impact across the communities in which the company operates.

“Our success should be judged by not only the capacity we develop, but also whether we help expand digital opportunity, develop future talent, and leave a positive, lasting contribution in our markets,” Freeman acknowledges.

to fund its growth pipeline whilst maintaining a prudent and diversified capital structure.

Several of these transactions established new market benchmarks.

For example, it secured a USD$665 million green loan for the first phase of the CGK campus, the largest green loan for a DC project in Indonesia.

Digital Edge and B.Grimm Power also completed a USD$880 million green loan for the BKK campus, the largest DC financing in Thailand and

its greatest green loan to date.

In addition, its USD$575 million inaugural HoldCo facility provides greater flexibility to allocate capital efficiently across the platform.

“These financings are important not only because of their size. The support of leading international and domestic lenders demonstrates confidence in our strategy, governance, execution capability, and long-term customer proposition,” Freeman emphasises.

“We view capital as an enabler of

Digital Edge – at a glance Solutions – Hyperscale and retail colocation, interconnection and, in selected markets such as Indonesia, fibre and connectivity.

Employees – More than 800 across the region, together with its regional

STRATEGIC ENABLER

headquarters in Singapore and corporate office in Hong Kong.

Access to capital is essential in the DC industry, but the real competitive advantage is the ability to deploy it with discipline against secured demand, power, and executable projects.

In the first half of 2026, Digital Edge raised more than USD$2 billion across the platform through green financings and its inaugural HoldCo facility.

This provides the company with both the capacity and flexibility

Customers – Leading global hyperscalers, cloud and AI platforms, financial

190 | APAC Outlook Issue 81

institutions, carriers, digital-native businesses, and domestic enterprises.

Operations – Across nine APAC markets, with DCs operating or under development across Japan, South Korea, India, Indonesia, China, Thailand, and the Philippines.

What increasingly differentiates Digital Edge is not simply the breadth of its footprint, but how customers use it.

Many larger customers now work with the company across multiple metros and countries, which reflects confidence in its ability to offer a consistent regional standard whilst navigating the very different commercial, regulatory, and infrastructure environments within each market.

DIGITAL EDGE DC TECHNOLOGY

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our strategy rather than the strategy itself. Our objective is to match long-duration capital with highquality, customer-led infrastructure opportunities and generate sustainable value by delivering those projects well.”

CAPTURING THE OPPORTUNITY Ultimately, since our previous conversation with Digital Edge, the company’s ambition has not changed – it remains intent on being the leading provider of next-generation, AI-ready digital infrastructure across APAC. What has changed, however, is the scale of the opportunity and level of execution now required to capture it.

“We have assembled a substantial development pipeline across our core markets, supported by secured land, power, and customer demand.

The priority is now to convert that pipeline into operating capacity safely, sustainably, predictably, and

efficiently,” asserts Freeman.

“That means delivering our committed projects on time and on budget, maintaining worldclass operational performance, and continuing to secure the next generation of strategic sites and power positions.

“It also means standardising designs and processes where doing so improves safety, speed, and reliability, whilst retaining sufficient flexibility to meet different customer and market requirements,” he adds.

Digital Edge will continue investing in its people, technology, operating systems, and platform capabilities so the organisation scales with the same discipline as its physical portfolio – delivering consistent performance for customers whilst advancing sustainable growth across APAC. It will also maintain capital discipline, because long-term leadership in this sector will be determined by the quality and returns

Yim Koh - Chief Project Officer Phone: (65) 9369 5735 Email: Yim.Koh@accesstech.com.sg https://accesstech.com.sg/

of the infrastructure delivered, not simply the size of the development pipeline announced.

Sustainability will remain central to every aspect of that agenda, from renewable energy and water stewardship to green finance, community engagement, and governance.

“Our objective is not only to grow Digital Edge, but also demonstrate what responsible, institutionally managed digital infrastructure growth should look like in APAC,” Freeman closes.

info@digitaledgedc.com

https://digitaledgedc.com/

APAC Outlook Issue 81 | 191

Brand new exclusive content, delivered safely to your inbox As organisations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.

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Biologics Manufacturing of Tomorrow Thermo Fisher Scientific’s progress over the last two years has reinforced its position as a trusted biologics manufacturing partner by expanding its sovereign capability, strengthening ecosystem partnerships, and supporting the delivery of advanced medicines from Australia to the world. We catch up with Kym Baker, General Manager, Brisbane Biologics Writer: Lily Sawyer | Project Manager: Robert Payne

194 | APAC Outlook Issue 81

THERMO FISHER SCIENTIFIC HEALTHCARE

S

ince we last spoke with Thermo Fisher Scientific (Thermo Fisher) in 2024, its evolution continues to be defined by disciplined growth and technical excellence at its site in Brisbane, Queensland (QLD), underpinned by a very clear purpose – to help its customers bring important biologic medicines to their patients.

The site specialises in clinical and commercial manufacturing and single-use biologics technology and sits within Thermo Fisher’s global biologics manufacturing network alongside other major sites in the US and Europe.

“My role is to ensure we keep delivering for our customers whilst

also building the capability, culture, and resilience of the site for the longterm,” introduces Kym Baker, General Manager, Brisbane Biologics.

For Baker, this means balancing dayto-day operational performance with strategic priorities such as workforce development, quality, maturity, digital enablement, safety, customer engagement, and continued future growth.

“Over the past two years, our focus here in Brisbane has been on strengthening the site’s role as a trusted advanced manufacturing partner,” she insights.

As such, the company’s activities in the QLD capital have continued

to support Thermo Fisher’s wider scale-up and the organic growth of its advanced manufacturing services for recombinant proteins and monoclonal antibodies.

The site also reinforces the systems, talent, and cross-functional collaboration required to operate in a highly regulated biologics environment, alongside seeking multiple regulatory approvals to support its commercial programmes.

With Brisbane located in a highly collaborative biomedical ecosystem, it benefits from its proximity to research institutes, hospitals, universities, and translational partners.

APAC Outlook Issue 81 | 195

THERMO FISHER SCIENTIFIC HEALTHCARE

These local institutions give Thermo Fisher a real opportunity to contribute not only as a manufacturer, but as a partner in Australia’s broader life sciences and sovereign capability agenda.

“A major part of our work has been building stronger ecosystem connections,” Baker confirms.

can offer substantial savings for companies looking to take their products into the clinic at costcompetitive rates within Australia, with the added security of a strong regulatory framework,” she emphasises.

The Brisbane biologics site,

HEALTHIER, CLEANER, SAFER On a mission to enable its customers to make the world healthier, cleaner, and safer, Thermo Fisher continues to provide scientific technologies across the life sciences, healthcare, applied sciences, diagnostics, environmental, industrial, and research markets in Australia.

Through the Patheon™ pharma services brand, the company offers contract development and manufacturing services across the drug development journey.

Indeed, the Brisbane site is specifically focused on biologics manufacturing, including clinical and commercial manufacturing, single-use technologies, and scale-up services for recombinant proteins and monoclonal antibodies.

“Our client base includes pharmaceutical and biotechnology (biotech) companies, emerging biotech innovators, research organisations, universities, government agencies, and customers working across research and applied science, clinical development, and commercial manufacturing,” Baker specifies.

More than 50 percent of Thermo Fisher’s Brisbane client base is Asia Pacific (APAC)-focused, though global clients are increasingly choosing Australia to leverage the R&D tax incentives and Clinical Trial Notification scheme, alongside Thermo Fisher’s PPD™ clinical research business, which supports trials across the entire development lifecycle.

“Together, these incentives 196 | APAC Outlook Issue 81

therefore, forms part of a wider global network, allowing customers to access both Australian expertise and Thermo Fisher’s international scale.

GROWING DEMAND Having continued to evolve rapidly over the past few years, Australia’s

permitting the intellectual property (IP) to also remain here, which is critical for the industry.”

Can you explain why university integration and STEM collaborations across government, industry, and academia are so important?

Kym Baker, General Manager, Brisbane Biologics: “Collaboration is essential because no single organisation can build the future of healthcare alone.

“The path from discovery to patient impact requires universities, hospitals, government, industry, manufacturers, regulators, investors, and skilled talent to work together.

“In QLD, we are fortunate to be part of a biomedical ecosystem that is naturally collaborative. TRI is an example of that model, bringing together partners including Metro South Health, The University of Queensland, Queensland University of Technology, and Mater Research.

“The Brisbane site’s proximity to this type of translational environment is extremely valuable because it helps connect early-stage science with the realities of development, scale-up, quality, and manufacturing.

“We have historically manufactured products spun off from the University of Queensland for clinical trials, therefore translating and maintaining sovereign capability and

Recent examples of Thermo Fisher’s broader collaborations include: • Memorandums of understanding (MoUs) – The company has signed MoUs with both the University of Queensland and Griffith University, focused on advancing innovation across health, biotech, and translational research. The partnerships are anchored in key health and knowledge precincts to support industry-led growth, workforce capability, high-value jobs, and stronger local-to-global innovation pathways.

• STEM focus – Thermo Fisher supports several schools with work experience opportunities and universities in STEM, alongside offering work-integrated learning internships supporting key student bodies and an Australia and New Zealand (ANZ) graduate programme. This intervention matters because not only does it help students and researchers excel in their field, but grants the industry early access to emerging talent. For the company’s Brisbane site, for example, STEM collaboration is especially important because it requires scientists, engineers, operators, supply chain experts, and leaders who truly understand advanced biologics manufacturing.

healthcare and life sciences industry has witnessed a growing demand for advanced therapies, biologics, personalised precision medicines, diagnostics, digital health, and more resilient supply chains post the COVID-19 pandemic.

At the same time, the healthcare system faces ongoing challenges when it comes to workforce shortages, rising demand, cost pressures, digital disruption, and the need to modernise infrastructure and care models.

From a biopharmaceutical manufacturing perspective, the opportunity is clear – Australia has world-class research, strong clinical capability supporting 10 percent of global Phase 1 clinical trials, a trusted regulatory environment, and a growing appetite to translate discovery into commercial and clinical outcomes.

“The challenge now is ensuring that promising scientific discoveries do not stall because of gaps in scale-ups,

“When people feel connected to the purpose of the work and supported by their teams, they are more willing to learn, contribute ideas, and step into greater responsibility” – KYM BAKER , GENER A L M A N A G E R, BRI S BA N E BI O LO G I C S , TH E RM O FI S H E R S C I E N TI FI C

manufacturing capabilities, capital, or workforce capacity,” Baker urges.

Australia’s sovereign capability has also become more prominent in recent years, with ongoing global disruptions reinforcing the importance of being able to manufacture critical medicines, vaccines, diagnostics, and other health technologies closer to home.

Indeed, the National Reconstruction Fund Corporation has highlighted how sovereign control over vaccine platforms, diagnostic reagents, and medical device manufacturing helps Australia

be better prepared for health crises and less dependent on fragile global supply chains.

“For QLD specifically, the opportunity is significant,” she reflects.

Equipped with a highly integrated biomedical sector, the state brings together clinical care, research, manufacturing, and global industry partners with health precincts, connecting hospitals, universities, research institutes, and industry.

“That is exactly the kind of environment where advanced manufacturing can thrive,” Baker adds.

APAC Outlook Issue 81 | 197

Engineering Efficiency and Containment in Modern Therapeutic Manufacturing The rapid evolution of biopharmaceutical pipelines driven by biologics, cell and gene therapies, and high-potency compounds has placed unprecedented demands on manufacturing systems. Facilities are under continuous pressure to improve speedto-market, ensure operator safety, and maintain strict contamination control, all while navigating increasingly complex regulatory expectations.

Within this environment, the importance of engineered containment and single-use technologies has expanded significantly. These solutions are no longer viewed as incremental improvements; they are now critical enablers of modern therapeutic manufacturing.

ILC Dover, an Ingersoll Rand business, has been at the forefront of this shift, supporting life sciences manufacturers with engineered solutions designed to improve process efficiency and mitigate risk across the production lifecycle.

Rising Complexity in Bioprocessing

Biopharmaceutical manufacturing is undergoing a structural transformation. Therapeutic modalities have evolved from traditional small molecules to include monoclonal antibodies, antibody-drug conjugates (ADCs), mRNA-based therapeutics,

and personalised cell and gene therapies. Each of these modalities introduces distinct processing and containment challenges.

For example, highly potent active pharmaceutical ingredients (HPAPIs) require robust containment strategies to protect operators and prevent environmental exposure. At the same time, advanced biologics manufacturing demands strict control of sterile conditions to avoid cross-contamination and ensure product integrity.

This convergence of potency and sterility requirements has increased reliance on flexible containment solutions and closed processing systems. Manufacturers are seeking technologies that can maintain high levels of control while supporting operational agility.

The Role of Single-Use Technologies

Single-use systems have become a cornerstone of modern bioprocessing strategies. Their adoption is driven by several well-documented benefits, including reduced cleaning validation requirements, faster turnaround times, and improved flexibility in multi-product facilities.

In powder and liquid handling applications, singleuse solutions also offer significant advantages in minimising cross-contamination risk and enabling safer handling of hazardous materials. These capabilities are particularly important in facilities working with potent compounds or small-batch, high-value therapeutics.

However, the shift toward single-use is not without challenges. Integration into existing workflows, material compatibility, waste management considerations, and operator training all require careful planning. As a result, manufacturers increasingly look to solution providers not only for products but also for expertise in system design and implementation.

Containment as a Process Enabler

Historically, containment has often been treated as a compliance requirement and necessary component of facility design to meet occupational safety standards. Today, this perspective is changing.

Containment is increasingly viewed as a process enabler that can directly impact productivity and product quality.

Advanced containment systems, including flexible isolators and closed transfer solutions, allow manufacturers to handle potent or sensitive materials without compromising process efficiency.

By reducing exposure risks and minimising contamination pathways, these technologies support more consistent and reliable operations.

In addition, well-designed containment solutions can streamline workflows by reducing the need for extensive personal protective equipment (PPE) and simplifying material transfer steps. This can translate into shorter process times and improved operator ergonomics factors that are gaining importance as labour shortages and operational efficiency remain key industry concerns.

Integration Across the Workstream

One of the key challenges in modern manufacturing is ensuring that individual process improvements translate into overall efficiency gains. Optimising a single unit operation in isolation can sometimes create bottlenecks elsewhere in the workflow.

To address this, there is growing emphasis on integrated solutions that consider the full manufacturing workstream, from material handling and upstream processing to downstream purification and final fill.

Providers with a systems-level understanding of bioprocessing are better positioned to identify interdependencies and design solutions that align with end-to-end process requirements.

This approach helps minimise disruptions, improve scalability, and support more seamless technology transfer between development and commercial manufacturing.

ILC Dover has positioned itself within this context as a provider of integrated solutions, leveraging experience across multiple process stages to support holistic workflow optimisation.

Supporting Advanced Therapies

The rise of advanced therapies, including cell and gene treatments, is introducing new technical and operational challenges. These therapies often involve small batch sizes, high product value, and complex handling requirements, making traditional large-scale manufacturing approaches less applicable.

Flexible, modular systems are therefore essential.

Single-use containment solutions can support the scalability and adaptability needed for these therapies, enabling manufacturers to operate efficiently while maintaining stringent quality standards.

In addition, the handling of viral vectors, genetically modified cells, and highly potent compounds requires precise control of both containment and sterility. This places further emphasis on engineered solutions that can meet dual requirements without adding unnecessary complexity to the process.

Digitalisation and Future Manufacturing Trends

Looking ahead, several key trends are expected to shape the future of therapeutic manufacturing: • • • •

Digital integration and process analytics to improve visibility and control Modular facility design to support flexible production capacity Sustainability considerations, particularly in relation to single-use systems Expansion of decentralised and regional manufacturing models

These trends will further increase the need for adaptable, efficient, and integrated solutions.

Manufacturers will require technologies that not only meet current demands but can also evolve alongside changing production paradigms.

Balancing Innovation and Compliance

As innovation accelerates, regulatory expectations continue to evolve in parallel. Agencies are placing greater emphasis on risk-based approaches, quality by design (QbD), and lifecycle management.

This creates a dynamic environment in which manufacturers must continuously balance innovation with compliance. Engineering solutions that are robust, validated, and well-documented play a critical role in achieving this balance.

Solution providers that can demonstrate a deep understanding of regulatory requirements while delivering technologies that enhance performance will remain key partners in the industry.

Conclusion

The expansion of GLP 1 therapies, alongside continued innovation in advanced modalities, is redefining expectations for pharmaceutical manufacturing. Contract development and manufacturing organisations (CDMOs) are at the centre of this shift, facing increasing pressure to deliver both scalability and flexibility while maintaining stringent standards for safety, quality, and regulatory compliance.

For CDMOs, this challenge is particularly acute.

Facilities must support a diverse client base, manage multiple products with varying containment requirements, and scale production rapidly from

clinical batches to commercial volumes - often within the same infrastructure. This places greater emphasis on adaptable technologies that can streamline changeovers, reduce cross-contamination risk, and ensure consistent performance across campaigns.

Containment and single-use technologies have emerged as key enablers in this environment. They allow CDMOs to operate closed, flexible systems that can be deployed quickly, reconfigured efficiently, and validated with reduced complexity. This not only improves operational efficiency but also enhances the ability to meet tight client timelines and evolving regulatory expectations.

Within this context, ILC Dover supports CDMOs by providing engineered solutions specifically designed for multi-product, high-mix manufacturing environments. Its portfolio of flexible containment systems and single-use technologies enables safe handling of both high-potency and high-volume materials, while minimising downtime associated with cleaning and changeover.

By integrating containment into single-use workflows, ILC Dover helps CDMOs achieve: • • • •

Improved facility utilisation through faster batch turnaround Reduced risk of cross-contamination across client programmes Scalable solutions that transition from development to commercial manufacturing Enhanced operator safety and process consistency

About ILC Dover, Part of Ingersoll Rand Today, ILC Dover (an Ingersoll Rand business) delivers a broad portfolio that includes flexible containment systems, single-use bioprocessing solutions, bulk packaging, inflatable structures, and personal protective equipment. These solutions are designed to protect people, products, and critical infrastructure in hazardous conditions, supporting industries that require high levels of safety, contamination control, and operational efficiency Driven by innovation and customer-centric design, ILC Dover partners with organisations globally to solve complex technical challenges - particularly in life sciences manufacturing and advanced aerospace applications - while enabling safer, more efficient processes.

Equally important, ILC Dover’s partnership-driven approach aligns with the CDMO business model.

By working closely with customers to understand process requirements and facility constraints, the company helps design solutions that integrate seamlessly into existing operations rather than requiring extensive reconfiguration.

As therapeutic pipelines continue to diversify, spanning high-growth products such as GLP 1 therapies alongside advanced modalities, CDMOs will play an increasingly critical role in global manufacturing capacity. Supporting this evolution requires technologies that combine flexibility, containment, and efficiency within a unified framework.

Through its expertise in engineered containment and single-use systems, ILC Dover is positioned to support CDMOs in meeting these demands, enabling more agile operations, improved scalability, and the reliable delivery of life-saving therapies to patients worldwide.

CONTACT US

THERMO FISHER SCIENTIFIC HEALTHCARE

CULTURE AND COLLABORATION

retaining IP within the country.

How does the sovereign manufacturing of medicinal products enable Thermo Fisher to contribute to a strong Australian pipeline?

Kym Baker, General Manager, Brisbane Biologics: Sovereign manufacturing matters because medicines are not just commercial products; they are a critical health infrastructure.

“The COVID-19 pandemic, geopolitical disruption, and global supply chain constraints have all demonstrated how important it is for countries like Australia to have local capability in areas such as vaccines, biologics, diagnostics, and advanced therapies to prevent supply disruptions.

“For Australia, sovereign manufacturing supports health security, economic resilience, skilled jobs, and the ability to translate local research into patient outcomes and a pathway to

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“It also provides emerging biotech companies with a stronger translational pathway to move from discovery to clinical trials and, eventually, commercial supply.

“The Brisbane site contributes by providing specialised biologics manufacturing capability within Australia.

“Our work in clinical and commercial manufacturing, singleuse biologics technology, and scale-up for recombinant proteins and monoclonal antibodies helps strengthen the bridge between Australian innovation and global patient impact.

“We also contribute to the ecosystem by developing people.

A strong pipeline is not only about products; it is about talent.

“By building advanced manufacturing skills locally and collaborating with universities, research institutes, government, and industry partners, we help ensure Australia has the capability to support the next generation of medicines.”

Guided by Thermo Fisher’s ethos that culture and collaboration can provide the ideal infrastructure for advanced manufacturing success, Baker believes they are the ‘secret sauce’ to how the company has operated and conducted business successfully so far.

“Advanced manufacturing is often discussed in terms of equipment, facilities, automation, and technology.

Whilst these are critical, they are not enough on their own. The real infrastructure is culture – how people communicate, solve problems, make decisions, escalate risks, learn from mistakes, and work across functions,” she highlights.

Being situated on a hospital campus only adds to this culture, with the company’s staff reminded every day of why they come to work – to make a difference and manufacture lifesaving medicines for its clients’ patients.

“In biologics manufacturing, success depends on quality, consistency, discipline, and trust. A strong culture ensures that every person understands the importance of the work – from the production floor to quality assurance, engineering, supply chain, technical operations, and customer-facing teams.”

This kind of collaboration also reduces friction, as Baker believes that when they are relationshipdriven, teams can move faster without compromising on quality.

“They can identify risks earlier, respond to customer needs more effectively, and maintain the level of transparency required in a highly regulated environment,” she points out.

At Thermo Fisher’s Brisbane site, culture is not separate from performance, but the enabler of it – helping the company operate safely, meet customer expectations, support compliance, and continue improving.

Driving Innovation in Fluid Management

Watson-Marlow Fluid Technology Solutions (WMFTS) is a world leader in peristaltic pumps and associated fluid path technologies.

Dedicated to innovative fluid management solutions that help customers run more efficient, safe, and reliable processes – ensuring accurate metering, dosing, transfer and filling while reducing downtime and cost.

We are experienced problem solvers in fluid management and manufacturers of bioprocessing equipment. Our solutions optimise cell culture processes by tightly controlling critical process parameters and maximising cell viability - driving consistent performance across workflows.

Our validation testing services team develops rigorous, industry-standard validation studies in collaboration with fully qualified partners. Together, we deliver customised regulatory and compliance solutions that help you meet quality assurance standards with confidence - accelerating time to approval and maximising operational efficiency. +61 (2) 8787 1400 info.au@wmfts.com wmfts.com/en-au LinkedIn: watson-marlowfluid-technology-solutions

Defining purpose As a company that takes pride in the purpose of its work, Thermo Fisher understands that every decision it makes ultimately connects to someone’s health and quality of life – despite not always being able to see the patient at the end of the process.

The Brisbane site is a strong example of what the company can offer in this context – scientific capability, manufacturing discipline, trusted quality systems, and a collaborative ecosystem.

“Our opportunity now is to keep building on that foundation so that more Australian science can move through translation, development, manufacturing, and clinical trials to deliver a global impact,” Baker reflects.

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CONNECTED TO THE CAUSE With a leadership structure built around cross-functional accountability, at Thermo Fisher’s biologics manufacturing site, no single function can succeed in isolation.

“Manufacturing, quality, engineering, supply chain, technical operations, environment, health, and safety (EHS), finance, human resources (HR), and customer-facing and commercial teams all need to be aligned,” Baker details.

As General Manager, her role is to create clarity around priorities, remove barriers, and ensure teams are connected to both the site strategy and Thermo Fisher’s broader mission.

“We rely on leaders who are technically strong, commercially aware, client and quality-focused, and people-centred,” she states.

A relationship-driven culture has been essential to the company’s lasting success because it encourages

open communication and trust, and has been critical in helping Thermo Fisher to develop future leaders.

“In a complex manufacturing environment, issues need to be raised early and solved collaboratively. That requires psychological safety, mutual respect, and a shared commitment to doing the right thing for both our customers and patients.

“When people feel connected to the purpose of the work and supported by their teams, they are more willing to learn, contribute ideas, and step into greater responsibility,” Baker continues.

She goes on to highlight Thermo Fisher’s ongoing efforts in workforce development, STEM engagement, internships, work-integrated learning, and university collaborations.

“These initiatives are critical to building the skills Australia needs for advanced manufacturing and biopharmaceutical innovation,” Baker prides.

THERMO FISHER SCIENTIFIC HEALTHCARE

Quantity Meets Quality Manufacturing timelines are shrinking.

Quality expectations aren’t.

Charles River Laboratories’ suite of QC and biosafety testing products and services can help streamline workflows, accelerate release decisions, and maintain compliance, so you can bring safe, effective therapeutics to patients faster.

Partner with us

“Our focus is to remain close to customers, understand their programmes deeply, and partner with them to provide solutions that support both immediate milestones and long-term product strategies” – KY M B A KE R, GE N E RAL MAN A GER , BR ISBANE BIOLOGICS, T HERMO FI S H E R S C I E N TI FI C

STRONG REPUTATION Historically, Thermo Fisher’s Brisbane site has made a continuous and widely acknowledged contribution to biologics manufacturing in Australia.

“The site has a strong reputation, including its recognition as the International Society for Pharmaceutical Engineering’s 2014 Facility of the Year award for Process Innovation early in its lifecycle,” she smiles.

More recent accolades include the facility being awarded Best Biologics contract manufacturing organisations (CMO) in Australasia by IMAPAC in

2023 during the Asia Pacific Biologics CMO Excellence Awards.

In this way, the company remains focused on clinical and commercial biologics manufacturing using singleuse technology.

Another important theme to highlight, Thermo Fisher’s location alongside the Translational Research Institute (TRI) on the campus of the Princess Alexandra Hospital – QLD’s second-largest hospital – places the company within one of Australia’s leading health and medical research environments.

Funded by the QLD government and TRI, the adjacent ENTRI facility adds flexible current good manufacturing practice (cGMP) capability and will further strengthen the ecosystem’s translational manufacturing output, helping to accelerate the translation of new therapies into clinical trials.

“That proximity reflects the strength of the local biomedical precinct and the importance of connecting research, clinical translation, and manufacturing from research through to translation and commercial manufacturing,” Baker emphasises.

The APAC region continues to be strategically important to Thermo Fisher’s overall scientific growth trajectory due to its scientific growth, expanding healthcare needs, strong clinical research activity, and increasing demand for high-quality biopharmaceutical development and manufacturing services.

APAC Outlook Issue 81 | 205

“For customers, the priorities are consistent – quality, reliability, speed, regulatory confidence, technical expertise, supply chain resilience, and transparent communication,” she distinguishes.

Indeed, emerging biotechs need partners who can help them scale, whilst larger pharmaceutical companies require dependable networks that can support complex global programmes and research organisations that need access to technologies and services that help move science forwards.

FUTURE PRIORITIES Due to its combination of local capability and global scale, Thermo 206 | APAC Outlook Issue 81

THERMO FISHER SCIENTIFIC HEALTHCARE

highest standards of safety, quality, and compliance,” Baker asserts.

Thermo Fisher is also focused on building capability, which includes investing in its people, leadership, technical depth, digital tools, process improvement, and forging stronger connections with the wider Australian biomedical ecosystem.

More broadly, it will continue to support customers across the life sciences and healthcare value chain.

“Our goal is to help customers move faster and more confidently, whether they are conducting research, developing future medicines or diagnostics, running clinical trials, scaling biologics, or bringing medicines to patients,” she passionately concludes.

Fisher possesses a distinct advantage.

“The Brisbane site provides highly specialised biologics manufacturing capability in Australia, whilst our broader network gives customers access to international expertise, technologies, and pathways across development, manufacturing, clinical research, and commercialisation,” Baker insights.

Having grown significantly over the last two years, the company has increased capacity supply by 40 percent to meet continued client demand ahead.

“Our focus is to remain close to customers, understand their programmes deeply, and partner with them to provide solutions that

support both immediate milestones and long-term product strategies,” she confirms.

Looking ahead, Thermo Fisher’s future priorities are centred on quality, customer success, operational excellence, talent development, and sustainable organic growth to meet the growing need for sovereign biomanufacturing.

For the Brisbane site, this means continuing to strengthen its position as a trusted biologics manufacturing partner of choice in the APAC region.

“We want to ensure the site remains ready to support complex customer programmes, from clinical development through to commercial manufacturing, whilst maintaining the

Tel: +61 7 3896 2800; +1 919 226 3200 pharmaservices@thermofisher.com

thermofisher.com/patheon APAC Outlook Issue 81 | 207

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

H OW DO YO U STAY AH EAD O F MA JOR I N D U STRY TRE NDS? Brendan Chaplyn CEO, Altrad APAC “I think staying ahead starts with curiosity and remaining closely connected to the market.

“You need to spend time with customers, employees, suppliers, and industry peers and maintain a strong understanding of what is changing across the sectors and regions you operate in.

“One of the great advantages of industrial services companies like Altrad is that we operate across multiple clients, industries, geographies, and project environments simultaneously.

That gives us a unique perspective on emerging trends, operational challenges, and changing customer expectations. We often see shifts occur across one sector or region before they become more broadly adopted elsewhere.

“That creates an opportunity not just to respond to change, but also to help connect ideas, capability, and innovation across industries and markets and position ourselves at the forefront of where the sector is heading.

“I also believe leaders need to balance data with practical insight.

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Trends only become meaningful when you understand how they will affect people, customers, and the long-term direction of the business.”

Jacob Latter CEO, Sitzler “You need to be the one creating and developing the trend. If you’re not testing the edges, you’re going to get left behind.

I’ve been part of a few different approaches to construction, and I’ve learnt that if it’s what we’re doing today, we can’t be doing it tomorrow.”

Darren Barlow CEO, Gladstone Area Water Board “The water industry is evolving rapidly, particularly in areas such as climate resilience, technology, sustainability, and changing industrial demand.

Good leadership means looking beyond today’s operational challenges and preparing the organisation for what’s coming next.”

Grant Oliver Managing Director, Atec Facades and National Façade Manager, Duratec “One of the defining trends in the industry is the ongoing rise of digital engineering and building information modelling (BIM). Clients and builders are increasingly looking to embed these tools across the full lifecycle of a project, although parts of the subcontractor market are still

maturing in how they apply them to improve delivery, procurement, and overall project outcomes.

“At Atec Facades, we have invested heavily over the past five years in building our team’s capability and integrating digital tools across the project lifecycle, from concept design through to fabrication, with minimal to no redrafting. This has created strong efficiencies for clients across early design, coordination, procurement, fabrication, and on-site installation.

“We expect this space to continue advancing as software platforms become more capable, interoperability between systems improves, data becomes easier to use, and clients, builders, and subcontractors develop a deeper understanding of the value BIM can deliver.”

Matt Latimore Founder and President, M Resources “Over the years, we have worked to build a vision for a company tapping into global imperatives, looking to anticipate future patterns of supply and demand, building models, testing those models, and then being willing to make investment calls. We are constantly looking to the horizon and beyond to anticipate what is coming next across the global economy, geopolitics, and technological change.

“To be visionary, we need to have very high awareness of the environment as it is, understand the most significant influences, but also anticipate how we expect it to change. We are continuing to develop and implement our plans based on our strategic intent.”

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