RICHGLEN MAINTENANCE SERVICES
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Issue 82
PNG POWER LTD Responsible for generating, transmitting, distributing, and retailing electricity in Papua New Guinea DIALOG FITZROY
Trusted partners in technical excellence and expertise
AMP BANK The banker, the one that couldn’t fail
Across Asia Pacific, Hitachi Energy’s focus is on the priorities utilities are wrestling with. Massimo Danieli, Executive Vice President and CEO – Grid Automation Business Unit, reveals more
RICHGLEN MAINTENANCE SERVICES
D E S I M O N E CÔT E D ’ I VO I R E
B R I T I S H P O R T S A S S O C I AT I O N
N E B R A S K A P U B L I C P OW E R D I S T R I C T
G A S TO N E L E C T R I C A L
TURNER MINING GROUP
HUNTER VALLEY OPERATIONS
L O S
A N G E L E S
G E N E R A L
M E D I C A L Issue 15
WEIR
End-to-end solutions from exploration to extraction
C E N T E R
ST. JOSEPH’S HEALTH SYSTEM
Elevating the patient experience
DIGITAL HEALTH ASSOCIATION
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B2GOLD NAMIBIA
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PNG POWER LTD
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Issue 73
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MBA ENERGY & INDUSTRIAL
On a coal mining mission to champion sustainable practices
MARTIN-BAKER AMERICA, INC. Seat and safety vanguards for the defense sector
VULCAN MOZAMBIQUE
Responsible for generating, transmitting, distributing, and retailing electricity in Papua New Guinea
GERMAN DATACENTER ASSOCIATION
AMP BANK The banker, the one that couldn’t fail
MARTIN-BAKER AMERICA , INC . • CEMENTIS GROUP
Michael Hanisch, Head of Technology Germany, discusses Amazon Web Services’ significant cloud infrastructure investments
A M A Z O N B U S I N E S S • U N I L E V E R • G E P • O R I TA I N
Thermo Fisher Scientific has reinforced its position as a trusted biologics manufacturing partner
The ultimate goal of Virginia Tech Dining Services is to create an environment where students not only eat, but also grow, connect, and thrive as members of the Hokie community
At the helm of Europe’s data centre future
Across Asia Pacific, Hitachi Energy’s focus is on the priorities utilities are wrestling with. Massimo Danieli, Executive Vice President and CEO – Grid Automation Business Unit, reveals more
On a mission to be a leading integrated green coal mining operation
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 futurefacing approach to investment and market growth
Trusted partners in technical excellence and expertise
Drop Access works at the intersection of healthcare and clean energy, as we learn from Norah Magero, co-Founder and CEO
Mark Scott, General Manager of Pinto Valley Mining Corp., delves into Capstone Copper’s Pinto Valley Mine and its importance in Arizona’s Globe-Miami mining district
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
Garry Edwards, VP EMEA at Wolters Kluwer, emphasises the need for formalised, organisation-wide frameworks to ensure responsible use of artificial intelligence
Jason Bontempo, CEO of Gladiator Metals, discusses the resurgence of the Whitehorse Copper Belt in Canada’s historic Yukon mining district
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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EUROPEAN SUBSEA CABLES ASSOCIATION
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Contributing to the nation’s net zero goals
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CBRE www.sustainabilityoutlookmag.com
Contributing to a healthier world
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N O R D I C S
GREEN BUILDING COUNCIL OF AUSTRALIA
OSMOW’S SHAWARMA ISSUE 11
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Real estate solutions of the future
Iss ue 9
Connecting nations and driving innovation
THERMO FISHER SCIENTIFIC
Delivering advanced medicines from Australia to the world
RADIANT LOGISTICS
Built for resilience
Bridging the Beyond Real Humanoid: and Virtual Worlds
Traditional Automation
SHORR PACKAGING
More efficient, optimized packaging solutions
Bringing humanoid robots to the factory floor and reshaping industrial automation
BRITISH PORTS ASSOCIATION
Steven Johnson, Managing Director, UKIE, Nordics, and Eastern Europe Network Operations, explains why operations leadership is critical Network Operations, explains why operations leadership is critical Steven Johnson, Managing Director, UKIE, Nordics, and Eastern Europe
of the Singapore aerospace ecosystem, keeping airlines flying to connect the world Chris Pattinson, CEO, tells us how SAESL has become an indispensable component
Margaret Henry,
VP of Sustainable and Regenerative Agriculture, discusses PepsiCo’s collaborative regenerative farming initiative
From humble potatoes to gourmet crisps, SAVOURSMITHS is transforming snacking with bold flavours and a rich family heritage
Over the last year, Saulsbury has expanded its position as one of North America’s leading engineering, procurement, and construction contractors
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,
decarbonisation and infrastructure across UK ports in recent years Richard Ballantyne OBE, outlines the strong investment in Our latest catch-up with the British Ports Association and CEO,
and reshaping industrial automation Bringing humanoid robots to the factory floor
Traditional Automation and Virtual Worlds Humanoid: Bridging the Beyond Real
SAVOURING THE FLAVOUR OF THE CRISP PARADIGM SHIFT
Our latest catch-up with the British Ports Association and CEO, Richard Ballantyne OBE, outlines the strong investment in decarbonisation and infrastructure across UK ports in recent years
Chris Pattinson, CEO, tells us how SAESL has become an indispensable component of the Singapore aerospace ecosystem, keeping airlines flying to connect the world
solutions optimized packaging More efficient,
ASSOCIATION BRITISH PORTS
PACKAGING SHORR
Built for resilience
LOGISTICS RADIANT Australia to the world medicines from Delivering advanced
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
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
SHIFT PARADIGM OF THE CRISP THE FLAVOUR SAVOURING
Margaret Henry,
TELL US YOUR STORY, AND WE’LL TELL THE WORLD
SCIENTIFIC FISHER THERMO
innovation nations and driving Connecting
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Issue 14
ASSOCIATION SUBSEA CABLES EUROPEAN
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Iss ue 9
healthier world Contributing to a
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ROMANIA DANONE
Canadian Family-run, proudly
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OUTLOOK
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A M A Z O N B U S I N E S S • U N I L E V E R • G E P • O R I TA I N
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
MARTIN-BAKER AMERICA , INC . • CEMENTIS GROUP
Modernising and transforming health systems
ARGO NATURAL RESOURCES
Delivering construction with integrity and expertise
L’Osteria is transforming Europe’s culinary landscape by focusing on creating a distinctive Italian dining destination where guests feel at home
DIALOG FITZROY
Proudly operating the nation’s largest and most successful underground gold mine, B2Gold Namibia continues to flourish with exciting plans in the pipeline
www.healthcare-outlook.com
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EMIRATES RAWABI Uniting food and beverage production under one national banner
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. Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and help you grow your business. Visit www.outpb.com/work-with-us for details on how your company can feature for free in one of our upcoming editions.
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WELCOME FROM THE EDITOR
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 Senior Editor: Lily Sawyer lily.sawyer@outpb.com Editor: Ed Budds ed.budds@outpb.com Editor: Rachel Carr rachel.carr@outpb.com Copy Editor: Lauren Kania lauren.kania@outpb.com
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POWERFUL TRANSFORMATION Welcome to our 82nd edition of APAC Outlook magazine. Towering high on this issue’s front cover is Papua New Guinea’s (PNG) primary electricity authority, PNG Power Ltd (PPL). PPL is a state-owned utility responsible for generating, transmitting, distributing, and retailing electricity in the country. The company serves more than 200,000 customers nationwide, ranging from rural households and government institutions to heavy industry and commercial businesses. However, only around 21 percent of PNG’s population currently has access to electricity; through the PNG Electrification Partnership, PPL is working towards increasing this to 70 percent by 2030. “Reaching 70 percent coverage across the country will require over USD$700 million in targeted investment. It’s ambitious, but achievable with combined grid expansion and off-grid solutions,” outlines Paul Bayly, CEO. As PNG begins to accelerate its electrification strategy and embrace renewable energy, PPL is on hand to transform the country’s operations in this space. DIALOG Fitzroy, meanwhile, has transformed from a regional contractor into a leading provider of integrated technical solutions across a wide range of industries. Clients increasingly want fewer interfaces and greater accountability; rather than manging multiple contractors, many are looking for strategic partners who can take full responsibility for engineering, procurement, and construction (EPC) services and ongoing maintenance. “In response, we have evolved from a traditional contractor model into a business that designs, builds, and maintains critical industrial infrastructure,” explains Managing Director, Kerry Williamson. Likewise, transformation been a consistent theme throughout the career of Sean O’Malley, CEO of AMP Bank. The focus of his last six years in the role has been on transformation that improves customer experiences, strengthens the business, and improves how it delivers banking for Australian customers. “It is one of Australia’s oldest and most recognised organisations, but it was also clear that there was a significant opportunity to transform the business and position it for the future,” O’Malley reflects. Transformation is a central theme throughout this issue, which also includes Richglen Maintenance Services, Aspen Medical, and Webdrill. We hope that you enjoy your read.
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Jack Salter Head of Editorial, Outlook Publishing APAC Outlook Issue 82 | 3
APAC OUTLOOK CONTENTS
TO P I C A L F O C U S
22 Energy & Utilities Powering the Electricity Era Asset reliability and rapid urban growth
82|CONTENTS REGULARS
6 EXPERT EYE Creating measurable business value
8 BU SI N ESS I N SI G H TS
8 Colliers Delivering Purpose-Driven Projects Across Asia Pacific Stronger workplace outcomes
F OOD & BEV ER AG E
14 Guinness Clubhouse 6
A Reimagined Matchday Experience The Premier League and Guinness under one roof
22 EVENT FOCUS
28 International Mining and Resources Conference + Expo Australia’s largest and most influential mining event
176 THE FINAL WORD Which abilities are most crucial when it comes to leadership and why?
APAC OUTLOOK CONTENTS
126 Webdrill
F E AT U R E S
Drilling for Growth Strengthening operations, investing in people, expanding globally
E NE RGY & UTILITIES
134 CPC Engineering
30 PNG Power Ltd Powering a New Future Accelerating electrification and embracing renewable energy
72
Embodying the Timeless Tradition of the Goldfields 50 years of expertise and integrity
CON ST R U C T I ON
72 DIALOG Fitzroy
134
A Journey from Local Roots to International Impact Trusted partners in technical excellence and expertise
80 KDL Property Group Redefining Queensland’s Property Development Landscape Strategic land development, construction expertise, and innovative housing models
H E A LTH C A R E
142 Aspen Medical World-Class Healthcare for the People of Fiji
42 Sulzer
Combining international clinical standards with local expertise
The Repair, Re-Rate, and Reverse Engineer Experts
TE C H N O LO GY
Extending the longevity of critical infrastructure machines
42
80
88 Cushman & Wakefield
150 Universal Communications Group Connecting What Matters Pioneering the future of connectivity
From Design to Delivery More than traditional project management
96 Locus Property Growth by Design Communities built to last
150
F O O D & BEVERAGE
52 Coca-Cola Europacific Partners Papua New Guinea
S U P P LY C H A I N
158 Toll Aviation
Proudly Papua New Guinean People and local capability behind every bottle
64 BNG Trading Strengthening Papua New Guinea’s Food Future Elevating local capabilities in Papua New Guinea
A New Flight Path
96 FINANCE
104 AMP Bank Depositing Financial Mastery The banker, the one that couldn’t fail
Crewed and uncrewed specialised operations and training
MA N U FAC TU R I N G
164 Lumut Naval Shipyard Anchored in Engineering Excellence At the helm of Malaysia’s maritime defence
MINING
116 Richglen Maintenance Services 64
Mining Capability in Action Innovative solutions that strengthen mining operations
164
APAC Outlook Issue 82 | 5
The Mid-Market is Where AI Transformation Will Be Proven Drawing on over two decades of experience in business management, technology, and consulting, Bhavya Kapoor, President, Asia Pacific of professional IT services company Avanade, provides strategic insight into how mid-market organisations can move from experimenting with AI to embedding it into their operations to create measurable business value
leaders globally worry about losing competitive advantage if they move too slowly on AI. Yet, 44 percent remain at the proofof-concept stage, whilst 48 percent are still developing the business case for broader deployment. The ambition is clear; the challenge is turning that ambition into operational value.
Writer: Bhavya Kapoor, President, Asia Pacific, Avanade
Much of the first wave of enterprise AI adoption has centred on productivity. Employees can draft content faster, access information more quickly, and automate routine tasks. These improvements matter, and they often provide an important first step towards broader adoption. But these gains represent only one layer of AI value. The distinction is between ‘AI on the business’ and ‘AI in the business’. AI on the business helps employees perform existing tasks more efficiently. Copilots, assistants, and automation tools can accelerate work whilst leaving the underlying operating model largely unchanged.
A
cross Asia Pacific (APAC), artificial intelligence (AI) has become an economic priority. Governments are investing in infrastructure, skills, and adoption programmes to help businesses move beyond experimentation and start generating measurable value from AI. Singapore’s National AI Impact Programme illustrates this shift. Launched in 2026, it aims to help 10,000 enterprises deepen AI adoption and equip 100,000 workers to apply it within their respective domains and workflows. This challenge is particularly 6 | APAC Outlook Issue 82
relevant for the mid-market. Mid-sized organisations operate at a scale where AI can materially influence productivity, customer experience, and business performance. At the same time, they often have fewer resources available for prolonged experimentation and less tolerance for investments that fail to deliver results. That makes the execution challenge especially acute. According to the Avanade Trendlines: AI Value Report 2025, 85 percent of mid-market
FROM AI ON TO AI IN
EXPERT EYE TECHNOLOGY
AI in the business goes further; it becomes embedded within the workflows, decisions, and processes that shape how the organisation operates. It influences how customers are served, how risks are identified, resources are allocated, and opportunities for growth are pursued. A company can become more productive without becoming fundamentally different as giving employees access to AI assistants may make the existing operating model run faster. Transformation begins when AI starts changing the operating model itself.
WHY THE MID-MARKET HAS AN EDGE Large enterprises often command the biggest AI budgets and attract the most attention, but scale can also create complexity. Multiple business units, legacy systems, competing priorities, and longer decision-making processes can make transformation more difficult to execute consistently across the organisation. Mid-market businesses frequently have a different set of characteristics. Leadership teams are often closer to operations, decisions can be made more quickly, and successful approaches can be extended across the business with fewer organisational barriers. For mid-market leaders, constraint can create focus. With less capacity for sprawling experimentation, they have stronger incentives to prioritise the use cases that matter most, prove value quickly, and expand only what works. This agility matters because the next phase of AI adoption will not be defined by the number of pilots launched. It will be defined by the ability to convert investment into measurable business outcomes. In that sense, the mid-market may
provide the clearest evidence of what successful AI transformation actually looks like.
TURNING AI AMBITION INTO OPERATIONAL VALUE Moving from ‘AI on’ to ‘AI in’ requires leaders to address three fundamental areas. The first is data. Avanade’s research found that 76 percent of mid-market leaders globally believe poor data quality and governance are slowing AI progress, whilst 95 percent are accelerating legacy modernisation efforts because of AI. Organisations cannot expect AI to generate strong outcomes if the underlying data remains fragmented, inaccessible, or unreliable. The second is trust. Governance cannot be treated as an afterthought; leaders need clarity around accountability, risk management, data protection, and the role of human judgment in AI-enabled workflows. The third is people and process. Providing employees with access to AI tools is relatively straightforward; redesigning work around those tools is far more challenging. Organisations need to determine where AI should automate tasks, where it should augment expertise, and where existing processes need to be reimagined altogether. Employees also need the skills and confidence to work effectively alongside AI. The shift from ‘AI on’ to ‘AI in’ happens when organisations rethink how people, processes, and technology work together, not simply when another tool is introduced. That is where AI begins to create lasting business value.
REDEFINING WHAT AI SUCCESS LOOKS LIKE As AI adoption accelerates across APAC, organisations may also need to rethink how they measure progress. The number of pilots
launched or licenses deployed can indicate adoption; it says far less about transformation. More meaningful measures include faster decision-making, stronger customer outcomes, reduced operational friction, improved resilience, and new opportunities for growth. Large-scale AI investments will continue to dominate headlines, but the region’s long-term economic impact will depend on whether AI becomes embedded in how businesses operate. Mid-market organisations occupy a unique position. They are large enough for AI to deliver material business outcomes, yet often agile enough to adapt quickly when opportunities emerge. For the mid-market, the real test is whether AI changes how the business works, competes, and grows. If that becomes the measure of success, this may be the segment where AI transformation is ultimately proven.
ABOUT THE EXPERT Bhavya Kapoor is President, Asia Pacific of Avanade. In this role, Kapoor is the chief executive for Avanade’s most diverse markets, including Australia, Japan, and Southeast Asia. He is responsible for Avanade’s strategic direction and priorities, accelerating growth, expanding the company’s market-leading position, and creating an inclusive culture that prioritises diversity, limitless learning, and well-being.
APAC Outlook Issue 82 | 7
COLLIERS BUSINESS INSIGHTS
PHOTOGRAPHY © COLLIERS
8 | APAC Outlook Issue 82
Delivering PurposeDriven Projects Across Asia Pacific Colliers combines project management discipline, cost intelligence, and sustainability expertise to help occupiers and asset owners deliver capital projects that work harder beyond completion. We speak to Bastiaan van Beijsterveldt, Managing Director, and Wing Yan Chang, Head of Project Management for Colliers Singapore WRITER: LUCY PILGRIM
A
cross Asia Pacific (APAC), project delivery increasingly requires a broader view of real estate. Decisions made at the planning stage can influence everything from cost exposure and operational continuity to workplace performance and long-term asset value. For Colliers, this means bringing project management closer to the way clients make business decisions, rather than treating delivery as a standalone process. Whilst many real estate firms are structured around individual transactions, Colliers’ project management practice is built around long-term client partnerships. By understanding each client’s operating
model, portfolio priorities, and internal processes, the team can tailor advice, anticipate delivery challenges, and provide the level of professional guidance needed to support decisions well beyond a single project.
PROJECT DELIVERY WITH PURPOSE Colliers’ Project Management team delivers more than programme oversight. Its professionally qualified project managers support clients through fully integrated project management and advisory. The focus is practical: protect budget, manage risk, keep stakeholders aligned, and deliver spaces that are ready to perform from day one. Instead of applying a fixed delivery
APAC Outlook Issue 82 | 9
COLLIERS BUSINESS INSIGHTS
model, the team adapts its role to the assignment, from full project management to targeted advisory support. Technology-enabled tools provide structure, whilst local judgment and close client coordination help keep projects moving through each stage. Rather than imposing a separate operating model, Colliers works within each client’s existing governance
framework and functions as an extension of their in-house team. “Our approach is grounded in data, guided by expertise, and driven by purpose. Every decision we support is calibrated to our clients’ strategic goals, enabling smarter, more resilient outcomes that are not only effective today but adaptive for tomorrow,” says Wing Yan Chang, Head of Project Management at Colliers Singapore.
HOW DO COLLIERS’ PROJECT MANAGEMENT EXPERTS MEET THE UNIQUE NEEDS OF EACH CLIENT? Wing Yan Chang, Head of Project Management: “Every client’s needs are unique, so there is no one-size-fits-all approach. Our role is to understand what matters most to their business and provide advice that reflects their specific goals, challenges, and opportunities. “What helps us do that is the combination of our people, market knowledge, and data. We draw on deep local expertise across APAC, supported by proprietary insights and advanced analytics that enable us to forecast trends, assess potential risks and opportunities, and deliver advice that enables clients to stay ahead of the market. “Our partnership with Google Cloud further strengthens those capabilities, giving our experts access to world-leading artificial intelligence (AI) and data-driven insights. Whilst technology is at the forefront, it is only part of the equation; the real value comes from combining those insights with the experience and networks of our people. “Ultimately, clients choose Colliers because they want advice that is informed and unique to their needs. That’s where we believe we make the greatest impact.”
“Our approach is grounded in data, guided by expertise, and driven by purpose. Every decision we support is calibrated to our clients’ strategic goals, enabling smarter, more resilient outcomes that are not only effective today but adaptive for tomorrow”
10 | APAC Outlook Issue 82
PHOTOGRAPHY © COLLIERS
From Singapore, the Project Management team now supports work across Malaysia, Taiwan, and India, with experience spanning corporate workplaces, industrial facilities, chemical plants, and data centres. Under Chang’s leadership, the team has built its regional reach around technical rigour, transparent delivery, and close client alignment. This way of working is reflected in repeat appointments from organisations including Arrow Electronics, QBE Insurance, and Digital Realty, where Colliers has supported clients across markets, sectors, and project types whilst maintaining consistent delivery controls.
COLLIERS BUSINESS INSIGHTS
The team’s recent work with Murex, a global leader in capital markets technology, offered a different but equally complex brief. After 12 years in its previous premises, the company engaged Colliers to support its relocation to a new APAC headquarters, with the project requiring careful coordination across programme, workplace experience, business continuity, and sustainability considerations.
THE COST IMPERATIVE IN CAPITAL PROJECTS
PHOTOGRAPHY © COLLIERS
In 2026, cost performance has become one of the clearest tests of capital project leadership. For corporate occupiers managing portfolios, success depends on APAC Outlook Issue 82 | 11
COLLIERS BUSINESS INSIGHTS
more than keeping spend inside an approved budget. It requires delivery models that give leadership visibility across markets whilst allowing project teams to respond to local conditions, procurement realities, and operational constraints. Colliers applies that discipline from early planning through to closeout, examining each stage through cost optimisation, operational resilience, and measurable value. AI is playing a transformative role in how teams optimise scheduling, leverage AI-driven insights, and make faster decisions, but for Colliers the value comes from combining those tools with experienced project judgment and market-specific knowledge.
HELPING CLIENTS STAY AHEAD Colliers combines local expertise with the strength of a global platform, enabling its professionals to make informed decisions and deliver value for clients. Backed by market-leading research, technology and a culture of collaboration, teams are well positioned to identify opportunities, navigate change, and help clients stay ahead in an evolving market. “By investing in our people, research, and technology, we’re able to bring together expertise from across our business to solve complex challenges and create value for clients,” Beijsterveldt outlines.
“As sustainability expectations become more performance-driven, our focus is on delivering outcomes that fortify, de-risk, and create lasting value within our own operations and our clients” Bastiaan van Beijsterveldt, Managing Director, Colliers Singapore
12 | APAC Outlook Issue 82
PHOTOGRAPHY © COLLIERS
BUILDING LONG-TERM VALUE Colliers believes project delivery is one part of a broader value equation. A project that opens on time but does not support its people, manage operating risk, or advance sustainability commitments has only delivered part of the brief. Clients are increasingly measuring success by how well a completed space performs after handover. Colliers’ sustainability strategy, Built to Last, gives that work a clear framework: helping clients manage decarbonisation and climate resilience, creating workplaces and communities where people can thrive, and upholding strong standards of ethics, transparency, and accountability. “As sustainability expectations become more performance-driven, our focus is on delivering outcomes
that fortify, de-risk, and create lasting value within our own operations and our clients,” says Bastiaan van Beijsterveldt, Managing Director of Colliers Singapore. Colliers’ 2025 Global Sustainability Report shows how that framework is being put into practice, with progress across emissions intensity, renewable electricity, workplace experience, governance, and the responsible adoption of AI. In APAC, Colliers achieved a 41.3 percent reduction in Scope 1 and 2 emissions intensity compared to five years earlier, alongside a 9.26 percent year-on-year improvement. It also sourced 36 percent of electricity for its APAC portfolio from renewable energy and recorded more than 7,260 volunteer hours across the region.
PHOTOGRAPHY © COLLIERS
“We are proud of the progress our professionals in Singapore and across APAC are making and the way Built to Last is sharpening how we deliver impact for our clients, people, and communities. It reflects where we are today and the practical action needed to keep creating value over the long term,” Beijsterveldt concludes.
colliers.com APAC Outlook Issue 82 | 13
GUINNESS CLUBHOUSE FOOD & BEVERAGE
A REIMAGINED MATCHDAY EXPERIENCE
Set across three immersive stories, Guinness Clubhouse brought together the worlds of football and Guinness under one roof for an experience every fan could enjoy. We check in for a football-themed stay with Sean O’Donnell, Marketing Director of HEINEKEN Malaysia, and Pei Wen Loy, Marketing Manager – SEA Beer at Diageo WRITER: GEORGE MARSDEN
Pei Wen Loy, Marketing Manager – SEA Beer, Diageo
14 | APAC Outlook Issue 82
Sean O’Donnell, Marketing Director, HEINEKEN Malaysia
GUINNESS CLUBHOUSE FOOD & BEVERAGE
W
hen the final whistle blows, and your team has just won, all you are left wishing is that the night could go on. Indeed, sports watching culture is changing and it’s time for venues to catch up. Guinness Clubhouse in Kuala Lumpur, Malaysia offered a visionary answer, providing an all-exciting, all-inclusive taste of the future of sports. A uniquely rustic-shaped, three-story building, the venue offered an experience beyond the beautiful game. Everyday within the space was ‘A Lovely Day for a Guinness’, with the brand embedded in everything from the food you ate to the rooms you slept in. Whether you follow every football match closely or simply enjoy the atmosphere the game brings, Guinness Clubhouse was a football-themed stay crafted for all. As the official beer of the Premier League, Guinness is always looking for ways to bring fans closer to the game, and Guinness Clubhouse was one way of doing that. “In Malaysia, many Premier League matches take place late at night, often after midnight. We saw an opportunity to design something around that reality, a space where fans can come together during those hours when most public venues are no longer open,” opens Sean O’Donnell, Marketing Director of HEINEKEN Malaysia.
INTIMATE SETTING With many of the biggest Premier League matches often taking place after midnight in markets like Malaysia, Guinness Clubhouse offered a more personal setting. Rather than a bar or stadium, the venue reimagined the matchday experience by shifting it from public venues into a more intimate, shared environment. Fans could enjoy the smooth and creamy Guinness Draught they would typically order at a bar in a shared space, giving fans a comfortable area to gather, watch matches, and stay the night. “Guinness Draught in Can was an important part of that experience, giving fans a way to enjoy the unmistakably smooth and creamy Guinness Draught experience in an at-home setting. Guinness Clubhouse brought that occasion to life around football, giving fans a space to watch, connect, and enjoy the match together,” O’Donnell sets out. The venue brought together Malaysian fans who typically watch games at home, gather at late-night eateries, or connect with friends throughout the game in one cohesive place. Fans were encouraged to engage with one another – rather than a quick outing, Guinness Clubhouse offered a private space designed entirely around match day, from live screenings and match-night food to interactive elements. 16 | APAC Outlook Issue 82
WHAT COULD GUESTS LOOK FORWARD TO AT GUINNESS CLUBHOUSE? • A giant projector with surround sound, recreating the atmosphere of a football stadium where live Premier League matches could be enjoyed on selected match nights. • Indulging in a bite from the fully stocked kitchen pantry, featuring Guinness-infused snacks and match-night essentials – a foodie’s heaven. • Battling it out in the play zone with foosball, table football, and a pool table. • Football-branded bedrooms that could house up to 20 guests, complete with a starter pack featuring Guinness Draught in a can for those who wanted to continue the celebrations after the final whistle.
GUINNESS CLUBHOUSE FOOD & BEVERAGE
“Guests could move between spaces, spend time with their group, and enjoy the freedom of not having to cut the night short or head elsewhere,” O’Donnell insights. The first floor was ‘where it happens’, as guests could catch live Premier League matches on a large projector with surround sound, recreating the energy of a football stadium in the living room. This was complemented by a fully stocked kitchen and pantry featuring Guinness-infused snacks, match-night essentials, and Guinness Draught in Can. The second floor was a more interactive space, designed as a play zone. It featured foosball and a pool table, giving fans a chance to engage, compete, and connect beyond the screen.
“At its core, Guinness Clubhouse reflected what matchday is really about – the conversations, shared reactions, and rituals that bring people closer to the game and each other” – S E A N O ’ D O N N E L L , M A R K E T I N G D I R E C TO R , H E I N E K E N M A L AY S I A
“In this way, Guinness Clubhouse became a home ground for all kinds of fans – from the diehard to the social viewer – bringing everyone together under one roof,” outlines O’Donnell.
THREE-STOREY IMMERSIVE EXPERIENCE Guinness Clubhouse offered three immersive storeys which brought together Premier League and Guinness fans under one roof, each designed to elevate a different part of the matchday experience.
Above: Football-themed sleeping area accommodating for overnight stays Right: Fridge stocked with Guinness Draught in a can
GUINNESS CLUBHOUSE FOOD & BEVERAGE
The third and final floor offered a more relaxed setting with Guinness and football-inspired bedrooms that could accommodate up to 20 guests, allowing fans to settle and stay after the final whistle was blown. “By building the experience around an overnight stay, Guinness Clubhouse removed the usual constraints of late-night viewing, bringing together great football, great company, and Guinness in a way that made match night worth staying up for,” O’Donnell emphasises.
THE GREATER SHIFT Globally, the football viewing experience is evolving, changing from large, social viewing occasions into a more flexible format that better fits different routines and group dynamics. “What we are seeing is not a move away from large, social viewing occasions, but an expansion of how matchday is experienced,” notes Pei Wen Loy, Marketing Manager – SEA Beer at Diageo. When games are played late at night or early in the morning, it naturally changes how fans choose to watch and, whilst pubs and public screenings remain an important part of football culture, there is a growing demand for more flexible formats that are more suited to different routines and group dynamics.
“What we are seeing is not a move away from large, social viewing occasions, but an expansion of how matchday is experienced” – P E I W E N L OY, M A R K E T I N G M A N A G E R – S E A B E E R , D I A G E O
Outdoor lounge area for guests to relax between matches Top left: Play zone featuring foosball and a pool table for friendly competition Middle: Social seating area within the kitchen space at Guinness Clubhouse
APAC Outlook Issue 82 | 19
GUINNESS CLUBHOUSE FOOD & BEVERAGE
Fans today are creating their own matchday moments – whether heading out, staying in, or bringing a group together in a more private setting. “Guinness continues to play a role across both settings, whether in bars or at home, with Guinness Draught in a can allowing fans to enjoy the same distinctive experience together across different matchday occasions,” Loy tells us. What remains is the desire for connection – sharing the highs, lows, and everything in between, even as the way people choose to consume media is changing. “Guinness Clubhouse reflected this shift. It offered an alternative way to experience matchday, one that complemented traditional settings whilst staying true to what Guinness stands for: bringing people together over great football and a pint,” enthuses Loy.
20 | APAC Outlook Issue 82
GUINNESS CLUBHOUSE FOOD & BEVERAGE
Above: Interactive football gaming area Top middle: Fully stocked kitchen and pantry featuring Guinnessinfused snacks, match-night essentials, and Guinness Draught in a can Left: Subsoccer game setup within the play zone Far left: Living room at Guinness Clubhouse designed for shared matchday viewing
ENCOURAGING SIGNS Every available slot at Guinness Clubhouse was fully booked throughout the campaign period. This highlights a clear appetite for a different kind of matchday experience, one that goes beyond convenience and focuses more on how fans want to spend time together. Increasingly, fans are not just looking for a place to watch the game, but a setting that allows them to enjoy it meaningfully with their friends. This is also reflected in guest feedback, where many highlight the sense of togetherness as a standout. “The space brought together different types of fans, from diehard supporters to more casual viewers, all sharing the same moments, reactions, and conversations throughout the night,” O’Donnell says.
“For Guinness, this reinforces the role we want to play, creating spaces where football, connection, and shared experiences come together to make it ‘A Lovely Day for a Guinness’,” Loy concludes. Guinness Clubhouse is a taste of what is to come – epitomising the future of sports experiences by curating a space where the night does not end at the final whistle.
CLUBHOUSE APAC Outlook Issue 82 | 21
POWERING THE ELECTRICITY ERA Across Asia Pacific, Hitachi Energy’s focus is squarely on the priorities utilities in the region are wrestling with - asset reliability and rapid urban growth. Massimo Danieli, Executive Vice President and CEO – Grid Automation Business Unit, reveals more Writer: Ed Budds
As electricity production and consumption evolve, grid automation and digitalisation are becoming essential to orchestrate an increasingly complex energy system. Hitachi Energy is the market leader in grid automation, supporting 50 percent of the top 250 global electric utilities
TOPICAL FOCUS ENERGY & UTILITIES
APAC Outlook (AO): Firstly, could you introduce us to Hitachi Energy and share some key details about your work? Massimo Danieli, Executive Vice President and CEO - Grid Automation Business Unit (MD): Hitachi Energy is the global leader in electrification, building the grid infrastructure needed for today and for the next generation as the network evolves. We work across utilities, industries, and energy market customers to make power systems more reliable, resilient, and sustainable. In our Grid Automation Business Unit, our mission is to bring intelligence to the grid. We combine automation, digital technologies, and deep power system expertise, connecting field equipment with protection and control systems, secure communications, and enterprise applications. This integrated approach gives operators the visibility and coordination to manage their networks more reliably, securely, and effectively. AO: What trends are currently developing and transforming the industry across the Asia Pacific (APAC) region and how are you responding to them? MD: APAC is one of the world’s most dynamic energy regions and is expected to account for the vast majority of global power demand growth by the end of 2026. Industrial growth, electrification, data centres, artificial intelligence (AI), and the wider digital economy are all increasing demand, whilst renewable capacity continues to expand rapidly. The region therefore faces a dual challenge – expanding grid infrastructure whilst making better use of existing assets.
Grid Automation Hitachi Energy’s grid automation portfolio connects primary electrical equipment with digitally enabled protection and control, real-time visibility, secure connectivity, and enterprise applications to enable full situational awareness and end-to-end coordination across the grid – from field devices to enterprise operations.
Digitalisation and grid automation are central to that response. Real-time data, automation, software, and AI help operators anticipate changing conditions, respond faster, and manage more complex power flows. The opportunity in APAC is not simply to build a bigger grid, but to build a smarter one – and to do both at speed.
“I AM MOST PROUD OF THE IMPACT OUR PEOPLE HAVE ON CUSTOMERS AND SOCIETY – ACROSS DISCIPLINES AND GEOGRAPHIES, THEY COMBINE DEEP ENERGY EXPERTISE, INGENUITY, AND A STRONG SENSE OF PURPOSE TO SOLVE COMPLEX CHALLENGES” – MASSIMO DANIELI, EXECUTIVE VICE PRESIDENT AND CEO - GRID AUTOMATION BUSINESS UNIT, HITACHI ENERGY
Connecting and contextualising data transforms information into actionable intelligence across the energy lifecycle
APAC Outlook Issue 82 | 23
TOPICAL FOCUS ENERGY & UTILITIES
AO: Could you tell us more about the company’s role in supporting Thailand’s USD$6 billion clean energy investment and how this relates to similar deployments in markets such as the Philippines? MD: Our Southeast Asia commitment is directed at the technologies and capabilities needed to turn clean energy ambition into a reliable, operable power system. This includes modernising critical grid infrastructure and expanding smart grid, automation, and digital capabilities. In Thailand and the Philippines, we are working with customers including the Electricity Generating Authority of Thailand and SN Aboitiz Power Group to deploy advanced grid technologies that improve system visibility and control, support renewable integration, and extend the value of existing infrastructure. The differentiator is the combination of physical investment with the digital intelligence needed to operate the grid effectively. Our strategy brings together critical infrastructure, grid automation, software, and digitalisation so customers can modernise the system as an integrated whole. AO: Similarly, can you explain why energy is now more important than ever for security and resilient growth? MD: Energy underpins both security and resilient growth. Greater electrification and renewable integration can diversify supply and reduce exposure to fuel disruptions and price volatility, whilst reliable and affordable electricity keeps industries competitive and powers the digital economy. At the same time, grids must withstand, adapt to, and recover from extreme weather, cyber incidents, and physical threats. Grid automation and digitalisation support that resilience by helping operators anticipate risk, respond faster, and maintain continuity. 24 | APAC Outlook Issue 82
Power electronics and digital technologies are fundamental enablers of a more flexible, responsive, and secure power system
As transport and other sectors electrify, power systems must respond to new patterns of electricity demand, increasing the need for greater flexibility and digital coordination
TOPICAL FOCUS ENERGY & UTILITIES
Advanced power technologies provide the physical foundation of the grid, whilst digital capabilities help make the power system more flexible, responsive, and secure
AO: With the aim of positioning Thailand as a strategic regional hub could you tell us more about how this will be achieved and what benefits this will bring? MD: Thailand is well-positioned to become a regional energy hub because it combines a growing role in the Association of Southeast Asian Nations (ASEAN) power grid with an expanding industrial and digital economy. Realising that opportunity will require a smarter, more flexible, and interconnected power system. By improving visibility, coordination, and reliability across the network, grid automation can help utilities integrate new energy resources, strengthen energy security, and support cross-border power flows – reinforcing Thailand’s competitiveness and regional leadership.
Across the APAC region, electrification is contributing to rising power demand, reinforcing the need to expand grid infrastructure whilst making better use of existing assets through digitalisation and grid automation
AO: As ADIPEC returns to Abu Dhabi in November, what role will Hitachi Energy play at this year’s event? MD: At ADIPEC 2026, Hitachi Energy will contribute practical expertise in grid automation, digitalisation, and power electronics to the industry discussion on moving from ambition to implementation.
I also look forward to discussing how AI is shaping the energy ecosystem. In a safety-critical, highly regulated sector, explainability, verification, and trust are nonnegotiable. AI creates the greatest value when it augments human expertise and keeps decisions transparent, auditable, and accountable to people. APAC Outlook Issue 82 | 25
TOPICAL FOCUS ENERGY & UTILITIES
“THE OPPORTUNITY IN APAC IS NOT SIMPLY TO BUILD A BIGGER GRID, BUT TO BUILD A SMARTER ONE – AND TO DO BOTH AT SPEED” – MASSIMO DANIELI, EXECUTIVE VICE PRESIDENT AND CEO - GRID AUTOMATION BUSINESS UNIT, HITACHI ENERGY
Hitachi Energy has a long operating history in Thailand, with activities spanning manufacturing, assembly, service, sales support, and project execution in the power sector
AO: What recent challenges has the business faced and how have these been overcome? MD: Like many energy businesses, we have navigated rapid market change, supply chain pressure, and evolving grid requirements. We 26 | APAC Outlook Issue 82
have responded by strengthening collaboration across our global teams, building operational resilience, and continuing to invest in innovation. Close partnerships and a deep understanding of customer needs help us adapt quickly and deliver reliable solutions as requirements change.
AO: What are you most proud of in relation to Hitachi Energy overall? MD: I am most proud of the impact our people have on customers and society – across disciplines and geographies, they combine deep energy expertise, ingenuity, and a
TOPICAL FOCUS ENERGY & UTILITIES
Hitachi Energy’s facility in Peenya, Bengaluru, India specialises in grid automation, protection and control systems, and mission-critical communication solutions for power transmission and distribution
strong sense of purpose to solve complex challenges. Their commitment gives me confidence that, together with our customers and partners, we are helping shape a more reliable and sustainable energy system for generations to come. A great example is the recent launch of commercial operations for the Waratah Super Battery in New South Wales, Australia. This is a fantastic achievement by our customer, Akaysha, and was made possible by a stellar Hitachi Energy team that worked tirelessly with a common objective – our customer’s success. AO: Finally, what do the next 12 months look like for the company? MD: Over the next year and beyond, the world will continue to need more electrification, driven by the rapid growth of renewable energy, digitalisation, and AI-powered data centres. This is creating unprecedented demand and driving innovation across the energy network. As utilities modernise ageing infrastructure and navigate growing complexity, grid automation is becoming increasingly critical, providing the visibility, intelligence, and control needed to strengthen reliability and optimise grid performance. Ultimately, it helps ensure electricity is available where and when it is most needed.
Hitachi Energy supports customers through a global services network that combines local presence, 24/7 customer support, and deep lifecycle expertise across more than 100 countries
www.hitachienergy.com APAC Outlook Issue 82 | 27
EVENT FOCUS
International Mining and Resources Conference + Expo Tuesday 27th – Thursday 29th October, ICC Sydney, Australia
Global challenges, local opportunities: IMARC 2026 puts strategy into action as global mining leaders commit to Australia’s biggest mining conference
G
eopolitical instability, the race to secure critical minerals supply chains, rising demand for key resources, and the rapid deployment of artificial intelligence (AI) are reshaping the global mining industry – and putting a new premium on turning ambition into action. That challenge will be at the heart of the International Mining and Resources Conference + Expo (IMARC) when the global resources sector converges on Sydney from 27th to 29th October 2026. Under the theme “From Strategy to Execution: Delivering Responsible, Resilient, and Viable Resources”, IMARC 2026 will focus on the practical challenge confronting governments, miners, and investors: how to move projects forward, secure capital, improve productivity, and build resilient supply chains amid regulatory hurdles, volatile markets, and cost pressures. “The conversation has shifted,” says IMARC Chief Operating Officer, Anita Richards. “Identifying opportunities is just the start – the focus now is on how to execute projects.”
INFLUENTIAL SPEAKERS, COUNTRY DELEGATIONS Some of the world’s most influential resources and investment figures will join the 2026 programme, including US mining investor, Rick Rule; the Center for Strategic and 28 | APAC Outlook Issue 82
International Studies Critical Minerals Security Programme Director, Gracelin Baskaran; Securing America’s Future Energy Executive Director, Abigail Hunter; and former Executive Director of the International Energy Agency (IEA) and Extractive Industries Transparency Initiative Board Chair nominee, Maria van der Hoeven. They will be joined by senior international and Australian leaders spanning mining, government, finance, investment, technology, and the mining equipment, technology, and services (METS) sector – a breadth of participation that has become one of IMARC’s major drawcards for delegates from around the world.
About IMARC IMARC is Australia’s largest mining and resources event, bringing together global leaders, operators, investors, governments, suppliers, and innovators across the mining value chain. IMARC 2026 will be held at ICC Sydney from 27th to 29th October 2026. For further information, please contact connect@imarcglobal.com.
That global reach will be particularly evident in 2026, with the European Union (EU) expected to have a significant presence through major delegations, including from Germany, France, Italy and Finland, reflecting growing engagement with Australia on resources and critical minerals. Leaders from the European Commission and the European Investment Bank will participate, alongside France’s critical minerals envoy, Benjamin Gallezot, whilst Europe-Australia cooperation will feature prominently in the opening plenary. The US is also expected to send a large delegation, with critical minerals security set to remain a prominent theme across the event.
AN ANCHOR FOR GLOBAL ENGAGEMENT WITH AUSTRALIA IMARC’s growing international significance now extends well beyond the three-day conference. Mining companies, investors, and industry organisations often plan broader Australian business activity around IMARC, establishing the event as an anchor for international resources engagement in the region. The event is also increasingly used by governments and organisations as a platform to amplify major announcements. “IMARC has become a global convening point for the resources sector and an important gateway for international
engagement with Australia,” Richards states. “IMARC is where relationships are built, investment conversations progress, partnerships take shape and, increasingly, where organisations choose to share significant news. “Australia has a growing role in bringing together the governments, capital, resources, expertise, and technology needed to respond to some of the biggest challenges facing the global industry, and IMARC is becoming a focal point for that engagement.”
BUILDING ON RECORD GLOBAL PARTICIPATION More than 500 speakers and 500 exhibitors are expected at the event at ICC Sydney, building on last year’s IMARC, which attracted more than 11,000 registered attendees from over 120 countries. Eligible personnel from major and mid-tier mining companies and mining contractors will again receive complimentary access, supporting participation by mine site teams, corporate leaders, and procurement decisionmakers. See the 2026 IMARC programme here.
For more information and to register for IMARC 2026, visit the IMARC website.
APAC Outlook Issue 82 | 29
POWERING A NEW FUTURE As Papua New Guinea’s energy sector begins to accelerate its electrification strategy and embrace renewable energy, PNG Power Ltd is on hand to help transform the country’s operations in this space, strengthen infrastructure, and build a more resilient energy future. We speak with Paul Bayly, CEO, to learn more Writer: Lily Sawyer | Project Manager: Eddie Clinton
T
he energy sector in Papua New Guinea (PNG) stands at a critical juncture as it looks to balance its immense natural resource potential against operational bottlenecks. Historically, the sector has been hampered by a fragmented grid system, high operational costs, and a heavy reliance on imported diesel fuels, which have proven expensive and unsustainable. A long-standing reliance on fossil fuels has left the nation’s energy architecture highly vulnerable to global fuel shocks and negatively affected by escalating financial deficits. Furthermore, PNG’s typically rugged geography and highly dispersed rural population have so far presented extreme physical challenges for traditional infrastructure expansion. Consequently, electricity access has remained low, leaving the vast majority of citizens without reliable power. 30 | APAC Outlook Issue 82
In recent years, however, the sector has evolved significantly through targeted legal, structural, and international interventions. Indeed, the National Energy Authority (NEA) was established in PNG in 2021, modernising regulatory frameworks and paving the way for decentralised energy management and private sector investment.
PNG POWER LTD ENERGY & UTILITIES
PNG POWER LTD ENERGY & UTILITIES
PPL – AT A GLANCE PPL is a fully integrated power authority in PNG responsible for the generation, transmission, distribution, and retail of electricity. The company’s Board of Directors consists of seven members, appointed in accordance with Section 12 of the Kumul Consolidated Holdings Act 2002. With the needs of its stakeholders in mind, the board is dedicated to fulfilling its duties in a lawful and professional manner, with the utmost integrity and objectivity. Serving customers in almost all urban centres throughout the country – including industrial, commercial, government, and domestic needs – PPL is a full-service energy provider whose work also extends to rural communities. Previously, the company performed a regulatory role on behalf of the Independent Consumer and Competition Commission (ICCC), which included approving licenses for electrical contractors and providing safety advisory services for major installations. Under recent legislative reforms, these powers have been fully transferred to the NEA. Corporatised under Section 3 of the Electricity Commission (Privatisation) Act 2002 as the successor to the Papua New Guinea Electricity Commission (ELCOM), all ELCOM’s assets, liabilities, rights, and titles were transferred to PPL.
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These structural shifts have unlocked massive opportunities for renewable energy. By leveraging the country’s vast rivers and expansive, sunny stretches of surplus land, the government has pivoted aggressively towards large-scale hydropower and solar farm initiatives. Despite these positive developments, however, significant challenges remain such as capital shortages and routine infrastructure failures. Resolving these deep-rooted issues will require an unprecedented level of capital investment, institutional discipline, and strategic international coordination – something PNG Power Ltd (PPL), the country’s primary electricity authority, is on a mission to deliver. Indeed, ongoing transformative practices within the country’s energy landscape aim to repair these vulnerabilities, shifting PNG away from its reliance on fossil fuels and towards a cleaner, more resilient energy future.
RESILIENCE, SUSTAINABILITY, AND CUSTOMER FOCUS PPL is a fully integrated state-owned utility responsible for generating, transmitting, distributing, and retailing electricity in PNG. As the nation’s sole power provider, it operates three major grids – Gazelle, Port Moresby, and Ramu – plus 17 provincial systems, with 580 megawatts of installed capacity. The company serves more than 200,000 customers nationwide, ranging from rural households and government institutions to heavy industry and commercial businesses. Since Paul Bayly’s appointment as CEO of PPL in March 2025, he has overseen a major turnaround plan based on seven critical pillars designed to modernise and future-proof. “When I joined PPL, we had not turned a profit in 12 years and the company was technically insolvent, requiring urgent restructuring and recapitalisation,” recalls Bayly.
Coastal Fuel Limited is a locally-based company in Port Moresby with over ten years of experience in the fuel and lubricant distribution industry. We are backed by a wide-reaching network throughout Papua New Guinea. Our operations include managing two significant fuel storage facilities located in Port Moresby and Manus Island, which grants us the capacity to serve our clients reliably. Our objective is to provide efficient services within our existing capacity while also working to expand our reach across the nation. As a long-standing trusted partner to PNG Power Ltd, we supply fuel, lubricants, and vehicle rentals, grounded in commitment, trust, and ethical principles. In collaboration with our primary fuel and lubricant importer and distributor, we ensure a steady supply to power stations nationwide, aiding in keeping the power continuous. To support our clients’ operations, we offer an array of services and solutions: Storage Solutions: We provide 5,000-liter and 10,000-liter fuel tanks at no initial cost, with purchase options available under agreed terms.
INTERVIEW: WATLING SIKE WHAT IS ONE KEY ASPECT OF YOUR COMPANY YOU WOULD WANT TO SHARE WITH A POTENTIAL CUSTOMER YOU MEET IN THE ELEVATOR? Watling Sike, Founder and Managing Director (WS): Coastal Fuel Ltd distributes fuel and manages your inventory, ensuring we replenish your stock before it runs out. WHAT IS ONE STRENGTH THAT KEEPS CUSTOMERS AND CLIENTS RETURNING TO YOUR COMPANY? WS: We prioritize our customers, treating everyone like royalty, no matter their budget. HOW ARE YOU PREPARING YOUR COMPANY FOR THE
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WS: Looking into the future, we are focusing that emphasise perfecting the small details, which will have
For any fuel requirements, please contact us: +64-0204314049 | Digicel: 72248375 wsike@cflgroups.com | mpokau@cflgroups.co | mtsike@cflgroups.com
PNG POWER LTD ENERGY & UTILITIES
The plan included advancing the Ramu transmission lines, upgrading turbines at Yonki, Pauanda, and Rouna, improving supply lines for mining operations, and reducing non-technical energy loss through the introduction of smart metering to safeguard network integrity and improve current systems. “These projects all aim to stabilise supply, reduce outages, and restore financial viability,” he observes. As the energy landscape continues to shift towards resilience, sustainability, and customer focus, this transition requires disciplined execution, with solar farms being one of the most important developments to reduce environmental impacts. PPL currently operates four solar farms, with three more under construction across key locations. “The private sector is also getting involved, and we have a number of solar farm proposals out for which we have signed, or will soon sign, power
34 | APAC Outlook Issue 82
purchase agreements (PPAs). This is an exciting development for PNG,” Bayly outlines.
ACCELERATING ELECTRIFICATION The Asian Development Bank (ADB) recently agreed to loan PPL USD$100 million, providing a policy-based framework to restore sustainability across PNG’s power sector, recapitalise the company, and enable private sector participation in future projects. The loan is part of a larger funding package for the Sustainable Energy Sector Development Programme, which is shifting reliance away from
expensive diesel and towards cleaner, low-carbon, and renewable energy sources to restore the financial and operational health of PNG’s power sector over the next decade. “The ADB’s involvement supports governance reforms, strengthens state-owned enterprise accountability, and funds clean energy expansion,” states Bayly. Half of the funding is going directly into immediate, urgent repairs to stabilise the PNG grid, with the rest supporting PPL’s internal finances and enabling the company to transform into a green energy champion driving PNG’s growth.
“ T H E A D B ’ S I N V O LV E M E N T S U P P O R T S G O V E R N A N C E R E F O R MS , S T R E N GT H E N S S TAT E - O W N E D E N T E R P R I S E ACCOUNTABILITY, AND FUNDS CLEAN ENERGY E X PA N S I O N ” – PAUL BAYLY, CEO, PNG POWER LTD
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PNG POWER LTD ENERGY & UTILITIES
PPL’S VISION, MISSION, AND IMPACT Vision – To expand electricity access across every corner of PNG • Enhancing the socioeconomic development of the nation by leading the development and expansion of electricity supply, aligning and utilising the resources of PPL, government, and the private sector. • Making a significant contribution to economic growth and quality of life for PNG’s citizens by providing reliable and affordable electricity access. Mission – To provide safe, reliable power delivered with integrity and care • PPL is dedicated to providing a safe, reliable electricity service and promoting a profitable, professional, and growing company whilst contributing to the development and well-being of present and future customers. Impact • Urban and commercial coverage – Providing reliable electricity supply to Port Moresby, Lae, and major urban centres powering businesses and households. • Rural extensions – PPL provides rural and remote communities across all provinces of PNG with grid access. • Regulatory role – Operating under the regulatory oversight of the NEA, the company is dedicated to ensuring fair tariffs, service standards, and consumer protection. • Licencing and certification – PPL is on a mission to maintain safety standards nationwide by licensing electrical contractors and certifying equipment.
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“This financing is critical to stabilising PPL’s balance sheet and preparing us for partial privatisation,” he confirms. Bayly and his team have worked assiduously to continue developing deep relationships between PPL and its long-term donors such as the ADB, World Bank, and Australian government. “Their support is critical. These partners bring not only financing but also technical expertise and capacity building,” Bayly emphasises. “They help us to accelerate electrification, integrate renewables, build in-house skills development, and ensure we can deliver on our electrification and renewable energy goals. Without them, our transformation would be far slower,” he adds.
RESTRUCTURING THE GRID As it looks to invest in hydropower and transition away from diesel, PPL is upgrading its Rouna, Yonki, and Warangoi hydropower stations to increase renewable generation and grid stability.
“Hydropower is PNG’s greatest energy asset, which is why we’re upgrading these power stations to boost renewable generation,” highlights Bayly. PNG has a vast hydropower potential of around 15 gigawatts, which is why projects such as Ramu 2 and Naoro Brown are being advanced rapidly with corporate backing. PPL acts as the primary offtaker for both projects under PPAs, helping private developers to build the dams whilst promising to buy the electricity to sell to homes and businesses. At the same time, the company’s work in this area is reducing reliance on costly and environmentally unsustainable diesel fuel generators. “Projects like Ramu 2 and Naoro Brown will be game-changers in cutting costs, emissions, and fossil fuel dependence,” he notes. Elsewhere, PPL is working with the government to restructure the three main grids in PNG – Gazelle, Port Moresby, and Ramu – to decentralise operations, reduce single points of failure, and improve reliability.
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PNG POWER LTD ENERGY & UTILITIES
“Restructuring the grids was necessary to revitalise PPL. Whereas all major decisions were previously made in our head office, we have now decentralised operational control and accountability back to the main centres,” Bayly points out This has helped PPL provide quicker and better local responses, with the overall objective of reliability, efficiency, and financial sustainability for every consumer. The government’s six-month rescue plan includes selling lossmaking provincial centres, focusing investment on profitable grids, and preparing for partial privatisation options.
PNG ELECTRIFICATION PARTNERSHIP Currently, only around 21 percent of PNG’s population has access to electricity, leaving millions of citizens without reliable power. 38 | APAC Outlook Issue 82
Through the PNG Electrification Partnership with Australia, the US, Japan, and New Zealand (NZ) – in which PPL plays a central role – the company is working towards providing 70 percent of households with access to electricity by 2030. The highly ambitious USD$1.7 billion international initiative is designed to transform PNG’s energy
landscape by building out physical energy infrastructure, including power generation plants, transmission lines, and localised rural grids for remote communities. In addition, the institutional overhaul is expected to include improving regulatory frameworks via partners like the National Association of Regulatory Utility Commissioners
PPL – IN NUMBERS • 200,000+ total customers – Comprising households and businesses connected to the national grid across PNG. • 22 provinces served – PPL provides nationwide coverage and delivers electricity to every province in the country. • 30+ years serving PNG – Powering communities, industry, and growth across the nation for over three decades. • 3,500+ daily online payments – Through PPL’s dedicated payment platforms.
PNG POWER LTD ENERGY & UTILITIES
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to unlock private sector investment and foster growth. The partnership pools capital, expertise, and regulatory support from the four main donor nations, with Australia acting as the primary operational coordinator, injecting direct capital through the Australian Infrastructure Financing Facility for the Pacific. The US is offering funding support through the US Agency for International Development, Japan is providing specialised technical cooperation through the Japan International Cooperation Agency, and NZ is focusing its development funding strictly around rural electrification schemes to help isolated villages. “Reaching 70 percent coverage across the country will require over USD$700 million in targeted investment. It’s ambitious, but achievable with combined grid
expansion and off-grid solutions,” Bayly states.
STRATEGIC FUTURE INVESTMENT Having revived its apprenticeship programme after a six-year hiatus, PPL has recently recruited 200 apprentices across five trades – electrical fitting, lines mechanic, power station operator, diesel mechanic, and hydro mechanic. With training taking place at PPL’s training college in Hohola, the programme is more than just a recruitment milestone – it’s a strategic investment bridging the skills gap within the PNG energy sector. Vice Minister for State-Owned Enterprises, Raphael Tonpi, who attended a reopening ceremony last year, acknowledged how PPL’s work in this area directly supports the government’s agenda to expand technical and vocational pathways,
reduce unemployment, and build resilience in critical industries. Apprentices are now rotating through various PNG power centres as part of their education, learn from seasonal professionals, and complete block courses at the company’s training collage, graduating after four years with not only trade certificates but also the skills and confidence to lead PPL into a new era. “This is a long-term investment in workforce sustainability and a way to tackle youth unemployment,” prides Bayly. Indeed, PPL is committed to building a sustainable workforce that will power PNG for years to come. “This year, we will also reactivate our Graduate Development Programme (GDP), which will see 20 graduates joining PPL to undertake a formal 12-month training programme,” he informs us. APAC Outlook Issue 82 | 39
PNG POWER LTD ENERGY & UTILITIES
PPL’S SEVEN GUIDING PRINCIPLES Customer service excellence • Offering prompt, courteous, and helpful advice. • Being attentive towards customers’ needs. • Maintaining open dialogue. • Undertaking informative education programmes. Performance excellence • Focusing on effective staff development and training. • Recruiting motivated and proficient staff members who take pride in their achievements. • Curating an organisation with a strong work ethic and responsible attitudes. • Cultivating a workplace environment conducive to personal and team fulfilment. Technical excellence • Always ensuring employee and customer safety. • Meeting quality and reliability requirements to international standards. • Using modern technologies practically yet innovatively. • Implementing proactive preventive maintenance programmes. Corporate integrity • Promoting honest, professional, and ethical conduct in the workforce. • Encouraging each staff member to cultivate their own work commitment values. • Providing internal and external transparency in all procedures. Leadership and teamwork • Adopting considerate and helpful attitudes amongst employees. • Fostering open and transparent dialogue across the workforce. • Encouraging pride in team performance and achievements. • Enabling staff members to achieve corporate goals by providing a cooperative work environment. • Participating in community services and activities. Accountability • Taking accountability for work quality and outcomes. • Ensuring quality of service when communicating with customers. • Enacting transparent business management with stakeholders. • Maintaining active communication with shareholders to ensure successful commercial outcomes. Achieving success • Exceeding customer expectations. • Meeting commercial targets. • Striving to always complete tasks on schedule. • Aiming to achieve corporate growth. • Cultivating a motivated and fulfilled workforce.
40 | APAC Outlook Issue 82
The comprehensive GDP gives young professionals a direct pathway to permanent jobs in the energy sector. “This is the thing that excites me the most about the future of PPL,” Bayly reflects.
TURNAROUND STRATEGY As it looks ahead, PPL’s priorities are clear as it embarks on a comprehensive turnaround strategy designed to secure financial independence and transition PNG’s energy future. To achieve this, the company is seeking to achieve operational excellence as it works to reduce unscheduled power outages and commercial losses across its networks. In line with its efforts to embrace environmental responsibility,
“A G O O D B U S I N E SS C A N B E R U I N E D BY T H E W R O N G PEOPLE, BUT A BAD BUSINESS CAN BE TURNED AROUND WITH THE RIGHT PEOPLE. LEADERSHIP IS ABOUT BUILDING TRUST, EMPOWERING TEAMS, AND STAYING FOCUSED ON THE MISSION” – PAUL BAYLY, CEO, PNG POWER LTD
renewable integration is also a key priority for PPL, which is why it is expanding its hydropower projects and regional solar farms. It is hoped this shift will contribute to reducing PNG’s heavy reliance on fossil fuels. Grid modernisation is at the top of PPL’s agenda as it actively upgrades legacy infrastructure through the deployment of smart technologies, automated distribution systems, and climate-resilient hardware capable of withstanding severe weather events.
Elsewhere, a primary corporate focus is to stabilise the company’s balance sheet by restructuring legacy debts and improving revenue collection. PPL is preparing its financial foundation to attract the private capital necessary for eventual privatisation. To rebuild public confidence, PPL is also introducing flexible payment models, such as its Easipay pay-as-you-go system, to improve affordability whilst boosting
power reliability for residential and commercial users. Reflecting on the crucial characteristics of leadership, particularly given the adversity PPL has faced in recent years, Bayly highlights the recent resilience the company has shown. “A good business can be ruined by the wrong people, but a bad business can be turned around with the right people. Leadership is about building trust, empowering teams, and staying focused on the mission,” he resolutely concludes.
Tel: 324 3201 / 324 3202 info@pngpowermail.com.pg
www.pngpower.com.pg APAC Outlook Issue 82 | 41
T H E R E PA I R , R E - R AT E , A N D REVERSE ENGINEER EXPERTS Most rotating equipment used in power plants and process industries were built for outdated operating conditions. Brian Byrne, President, East Asia Pacific and Australia at Sulzer Services, explains how restoring existing assets can improve reliability, resilience, and cost performance Writer: Rachel Carr | Project Manager: Eddie Clinton
A
cross the Asia Pacific (APAC) region, turbines, pumps, compressors, and other rotating equipment that keep power plants, mines, and processing facilities running are under mounting pressure. Many of these machines were built for a different operating environment, yet today they must handle greater demand, changing loads, and duties that extend far beyond their original design. Sulzer helps operators meet these challenges through preventive maintenance, advanced diagnostics and testing, targeted repairs, overhauls, and re-engineering. 42 | APAC Outlook Issue 82
By combining broad technical capabilities with local expertise, Sulzer restores performance, improves reliability, and prolongs the working life of critical equipment. “When a machine fails, the downtime disrupts production and causes loss of revenue. New replacements take time operators cannot afford to lose, and for some older machines, the original parts are no longer available. “We help operators get their existing assets performing to today’s operational expectations and extend their lifespan,” introduces Brian Byrne, President, East Asia Pacific and
Australia (EAPA) at Sulzer Services. “We handle the full range of rotating equipment under one roof, from diagnostics and repairs to parts supply, upgrades, and life-extension solutions.” Sulzer’s Pump Services department handles centrifugal pumps; Turbo Services covers steam and gas turbines, centrifugal and axial compressors, and expanders; and Electromechanical Services deals with motors, generators, and select auxiliary equipment. As an original equipment manufacturer (OEM)-agnostic service provider, Sulzer works on equipment
SULZER ENERGY & UTILITIES
Brian Byrne, President, EAPA, Sulzer Services
from any manufacturer, handling a wide portfolio of categories across OEMs and assets, which has enabled the company to develop efficient repair and re-engineering methodologies. “Customers can bring maintenance, repairs, re-rates, and reverse engineering for all their rotating equipment to one provider without managing several vendors,” Byrne emphasises. “Rapid turnarounds and local expertise are important to our customers, including power generators, independent power producers, refineries, petrochemical
plants, mines, and water utilities. “We have over 20 service locations across APAC, including Australia, China, India, Indonesia, Malaysia, and Thailand, which means heavy repair work stays in-region.”
REPAIR VERSUS REPLACEMENT Rotating equipment is designed for specific loads and operating patterns. At many plants, however, operating demands have changed significantly since commissioning. In power generation, the grid is driving the transition. As renewable capacity expands, thermal plants designed to provide steady baseload
power are increasingly required to balance intermittent generation. Equipment that once operated at a constant load must now ramp up and down, start and stop more frequently, or run at very low loads beyond its original design parameters –conditions which introduce new stresses. Turbine rotors can develop thermal fatigue at the blade grooves, whilst generator end windings undergo repeated heating and cooling cycles. Insulation may age faster, and pumps can be forced to operate in unstable regions. As a result, operators are APAC Outlook Issue 82 | 43
SULZER ENERGY & UTILITIES
encountering new failure modes in machines that previously ran incidentfree for decades. In extraction and processing industries, including oil and gas and mining, operating demands evolve with the process itself. As fields mature and feedstocks change, pumps may need to handle increasingly abrasive or corrosive fluids, often whilst throughput targets continue to rise. A pump specified for one duty can therefore be pushed outside its preferred operating range, consuming more power, delivering less flow, and wearing out faster. Before recommending a repair, re-rate, or upgrade, Sulzer reassesses
WHAT ARE AN OPERATOR’S OPTIONS WHEN IT COMES TO WORKING WITH OLDER EQUIPMENT WHERE THE OEM MIGHT HAVE STOPPED MAKING PARTS? Brian Byrne, President, EAPA: “When a part can no longer be sourced, we re-engineer it, beginning by reverse engineering the original part using 3D scanning and precision measurement to capture its exact geometry so that work can proceed even without the manufacturer’s drawings. “We then redesign the component to meet the machine’s new operating requirements before manufacturing it in-house or through qualified suppliers. For instance, we supported an independent power producer in West Sumatra, Indonesia, by reverseengineering a turbogenerator that a third party had previously rewound. “When the machine was recommissioned, the stator suffered a major ground fault with
44 | APAC Outlook Issue 82
“ R E PA I R H A S A S M A L L E R C A R B O N F O O T P R I N T. A N E W M A C H I N E C A R R I E S THE EMISSIONS OF CASTING, FORGING, M AC H I N I N G , A N D S H I P P I N G I T AC R OSS T H E W O R L D , W H I C H A R E P A I R AV O I D S ” – B R I A N B Y R N E , P R E S I D E N T, E A S T A S I A P A C I F I C A N D A U S T R A L I A , SULZER SERVICES
each machine against its current operating conditions. It can then monitor performance to confirm that the chosen solution delivers the required improvement. “At one site in Australia, we worked on a high-speed multistage pump handling which produced water from a extensive core damage. The original manufacturer could not offer a repair and quoted USD$5 million for a replacement with a 14-month lead time. “We collected data on-site using scanning and precision measurement, reverse-engineered the stator core, produced new stator half bars in our own manufacturing facility, and assembled the core using a better grade of laminated steel. “The operator saved USD$2.5 million against the replacement quote, cut its lead time by 40 percent, and gained 35 years of life on a core that now runs more efficiently than the original. “For smaller and highly complex geometries, Sulzer leverages additive manufacturing technologies, including selective laser melting (SLM) and laser metal deposition (LMD), to directly manufacture metal components. Combined with computer numerical control (CNC) machining, LMD also provides an effective way to reconstruct, repair, or modify existing pump and turbine components.”
mature oil field. Rising concentrations of formation sand accelerated wear on the pump’s internal components, causing performance degradation and repeated failures. “Because the pumps were installed offshore, frequent maintenance and changeovers to the spare unit created a significant operational challenge. “Therefore, we replaced the original wear-resistant coatings and installed solid ceramic components in critical areas, substantially improving the pump’s resistance to abrasive wear. The average time between repairs increased from six months to more than three years. “The operator subsequently removed the pumps from its list of ‘bad actors’, significantly reducing maintenance requirements and associated operating costs,” Byrne reports.
GIVING EXISTING ASSETS A SECOND LIFE When a critical machine fails, operators may instinctively consider replacing it. However, the existing equipment may still have years of useful life remaining. Sulzer assesses whether a repair can restore the machine safely, reliably, and economically before recommending replacement. “We first look at the cost of an unplanned outage per day, compared with the required downtime. A new unit could take 12 to 14 months to arrive. However, depending on the fault, a specialist could complete a repair in weeks or months,” Byrne explains.
“For example, a project in Malaysia had a gas turbine rotor that began showing rising vibrations after more than a decade, and inspection revealed critical defects. “Replacement through the OEM would have meant a year of downtime and losses of up to RM1 million per day, so we carried out a life extension assessment on the rotor, proposed a repair programme, and completed it in three months.” Downtime cost is the first consideration; subsequently, Sulzer must also determine whether the machine can be restored to the required technical and reliability standards. If the damage is too extensive, or a repair cannot deliver the required performance, the company will recommend replacement. The case for repair is particularly strong for large, bespoke equipment such as rotors, stator cores, and casings, for which replacement parts or complete new units can be expensive and subject to long lead times. For other equipment, restoration can often extend service life significantly, provided the shaft and casing remain intact. “Repair has a smaller carbon footprint. A new machine carries the emissions of casting, forging, machining, and shipping it across the world, which a repair avoids,” he points out. APAC Outlook Issue 82 | 45
“A machine brought back to its original design point also burns less energy to do the same work, which cuts operating emissions and fuel costs. For operators reporting against emissions targets, a repair delivers on time, with savings in money, energy, and emissions.”
REBUILDING OBSOLETE PARTS To ensure older machinery meets modern requirements, Sulzer restores and upgrades equipment to deliver reliable, improved performance. “Once a decision is made to keep a machine in service, we must manage accumulated wear and the duty it now faces. Most of our work falls into repairs, retrofits, re-rates, and lifeextension solutions,” informs Byrne. Repairs and overhauls reverse the effects of degradation. Submerged arc welding, for example, can rebuild worn turbine rotor journals and restore thrust collars and couplings to 46 | APAC Outlook Issue 82
“OUR SOLUTIONS HIGHLIGHT THE G A P B E T W E E N A M AC H I N E ’ S D E S I G N C A P A B I L I T I E S A N D W H AT T O D AY ’ S M A R K E T D E M A N DS , R E V E A L I N G W H E R E T H E M AC H I N E IS LOSING EFFICIENCY AND WHERE IT RISKS FA I L U R E ” – B R I A N B Y R N E , P R E S I D E N T, E A S T A S I A P A C I F I C A N D A U S T R A L I A , SULZER SERVICES
their original dimensions. In addition, laser metal deposition achieves similar results with significantly less heat, making it ideal for components that might otherwise distort. Both processes are typically followed by heat treatment, machining, and balancing. Re-rates and retrofits go a step further by changing what a machine is designed to do. New hydraulics can be installed within an existing pump casing to meet a revised duty point,
whilst requiring minimal changes to the foundations and piping. Steam turbines can also be re-rated to improve operational efficiency or accommodate changes in production output. Rewinds, meanwhile, restore the electrical integrity of motors and generators. Both re-rating and rewinding can incorporate modern materials and technology, improve performance, and potentially extend service life. “The upgrade is the biggest
SULZER ENERGY & UTILITIES
servicing. The lead times put its wind farm customers at risk of penalties for missing availability targets. After qualifying against the manufacturer’s own standards, our team overhauled a three-megawatt generator using laser cladding for metal repairs, which resulted in better durability than conventional metal spraying,” he continues.
opportunity because insulation systems and core lamination steels have improved since most installed machines were built. How much longevity a machine gains depends on its condition and the scope of work,”
Byrne notes. “We worked with one of the world’s largest wind turbine manufacturers in Australia who had no specialist generator repair capability and were shipping machines to Europe for APAC Outlook Issue 82 | 47
The overhauled machine returned better vibration results than units arriving straight from the factory, with an expected service life of 20 to 25 years. Consequently, the machine not only returns ready to meet its revised duty but is also fortified with better materials than when it was new. 48 | APAC Outlook Issue 82
A CHANGING GRID IS RESHAPING EQUIPMENT OPERATION The International Energy Agency (IEA) expects electricity demand to grow by an average of 5.3 percent a year in Southeast Asia and 6.4 percent a year in India through 2030, and operators must meet that growth amidst rising
operating costs, tightening efficiency, and emissions targets, largely with the machines they already have. The energy and heavy industrial sectors face several pressures, with rising operating costs adding to the challenge, whilst mandates require greater energy efficiency and lower carbon emissions.
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“Our solutions highlight the gap between a machine’s design capabilities and today’s market demands, revealing where the machine is losing efficiency and where it risks failure. “We begin with condition assessment, including diagnostics, vibration analysis, inspections, nondestructive tests, material analysis, and electrical testing,” states Byrne. “The process includes repairs, retrofits, or re-rates to bring the machine in line with its current demand, whether that means extending its remaining life or adapting it to how it is being run. Existing equipment can then meet today’s demand for a sustained period, without operators having to buy costly new units.” Byrne’s key advice for operators to maintain performance and uptime is to take a more proactive approach to maintenance and asset management. “That means establishing a clear
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baseline for each machine, monitoring how its condition and performance change over time, and acting on emerging trends before they become failures. The earlier operators can identify these changes, the more options they have to intervene before performance deteriorates or an unplanned outage occurs. “Active asset management can also uncover opportunities to improve efficiency and performance. Ultimately, the goal is to understand how each asset is performing today, anticipate what it will need tomorrow, and keep it delivering reliably for as long as possible,” Byrne ardently concludes.
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APAC Outlook Issue 82 | 49
Exclusive, appetising content, delivered straight to your inbox As 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 the food and beverage sector. A multi-channel brand, Food & Beverage Outlook serves up all the positive global developments driven by companies across the food and beverage industry. Discover exclusive content presented through its website, social media channels and dispatches, delivered straight to your inbox with a bi-weekly newsletter. Through this compelling venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
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P R O U D LY PA P UA N E W GUINEAN Coca-Cola Europacific Partners Papua New Guinea is combining local manufacturing, sustainable logistics, recycling initiatives, and community partnerships to build the next chapter of its long-standing presence in the country. We find out more in a refreshing catch up with Tim Solly, Country Director Writer: Lily Sawyer | Project Manager: Andrew Marjoram
52 | APAC Outlook Issue 82
COCA-COLA EUROPACIFIC PARTNERS PAPUA NEW GUINEA FOOD & BEVERAGE
APAC Outlook Issue 82 | 53
COCA-COLA EUROPACIFIC PARTNERS PAPUA NEW GUINEA FOOD & BEVERAGE
“W
hat makes the Coca-Cola brand proudly Papua New Guinean is not only where its beverages are enjoyed, but the people and local capability behind every bottle.” Coca-Cola Europacific Partners Papua New Guinea (CCEP PNG) has been part of everyday life in Papua New Guinea (PNG) for generations, but maintaining that connection requires far more than producing some of the world’s most recognisable beverages. Across PNG, 545 CCEP PNG employees spanning two production plants and four distribution centres produce, package, sell, and distribute some of the country’s best-known brands, serving customers and communities nationwide.
“Being proudly local means being accountable for the impact we make. This responsibility is shaping how the business operates and grows,” outlines Country Director, Tim Solly, who we last spoke to in April 2024. Whilst Coca-Cola may be a global brand, CCEP PNG’s beverages are proudly made by Papua New Guineans, for Papua New Guineans.
GLOBAL RESOURCES, LOCAL EXPERTISE CCEP PNG’s local operating model combines vast production capabilities with sales, distribution, and infrastructure designed to serve its customers across the country.
WAYS OF WORKING CCEP PNG’s approach to its workforce is shaped by its four core ‘Ways of Working’, which set out the behaviours the company looks to cultivate. • CUSTOMER AND CONSUMER-FOCUSED – Putting customers and consumers first, with an emphasis on acting with speed and agility to respond to their needs. • CURIOUS AND CARING – Encouraging people to keep learning, challenge the status quo, and explore new ideas whilst showing consideration for colleagues and those around them. • EMPOWERING – Building trust and working collaboratively, whilst valuing different perspectives and supporting others to succeed. • PASSIONATE FOR GROWTH – Taking ownership, striving for excellence, and maintaining a commitment to both personal development and the growth of the wider business. Together, these principles provide a framework for how CCEP PNG expects its people to approach their roles, relationships, and responsibilities. They also reflect the company’s desire to create a working environment where employees can contribute ideas, collaborate, and take ownership of their impact.
54 | APAC Outlook Issue 82
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CCEP – AT A GLANCE CCEP is the world’s largest independent Coca-Cola bottler by net revenue. A leading global consumer goods company, it operates as a multinational bottling partner marketing, manufacturing, and distributing beverages across 31 countries spanning Western Europe, Australia, New Zealand, Indonesia, and the Philippines. The group serves over 600 million consumers and manages an expansive portfolio of more than 50 brands – including Coca-Cola, Sprite, Fanta, Monster Energy, plus various waters, coffees, and ready-to-drink alcohol options. Supported by a comprehensive network of around 39,000 employees and 85 manufacturing sites, CCEP is estimated to generate over €20 billion in annual revenue.
CCEP PNG – AT A GLANCE CCEP PNG is key part of the group’s network in PNG, with operations spanning manufacturing, distribution, and customer service across the country and the wider Pacific region. Based in Lae, the company operates two production facilities and four distribution centres, supporting a comprehensive distribution network. In addition to PNG, CCEP PNG serves customers in the autonomous region of Bougainville and the Solomon Islands with a distribution footprint that extends across the entire country, connecting its production and warehouse infrastructure with both major urban centres and remote locations.
56 | APAC Outlook Issue 82
This kind of breadth is important in the fast-moving consumer goods (FMCG) market, where consumer preferences continue to develop and reliable availability is essential. The company’s role therefore extends beyond manufacturing and includes coordinating procurement, production, logistics, and customer relations whilst maintaining quality and efficiency. Previously, Solly highlighted the resilience required to operate in PNG, particularly given challenges around infrastructure and the wider operating environment. CCEP PNG’s response was to build an organisation capable of adapting whilst continuing to prioritise safety, product quality, and service – a local focus supported by CCEP’s global scale. Across the wider group, CCEP combines multinational resources with local market expertise, operating across both Europe and Asia Pacific. This creates opportunities for knowledge sharing whilst ensuring each business remains connected to the market it serves. In this way, CCEP PNG’s ongoing development is not defined by a single initiative but a series of investments spanning manufacturing, distribution, sustainability, and community engagement.
LOWER-CARBON DELIVERY OPTIONS Manufacturing remains central to CCEP PNG’s role in the country as producing beverages locally gives the business greater control over quality, consistency, and availability. Since we last featured CCEP PNG, the company has continued to invest in the local capabilities required to operate effectively in a changing market, including a greater focus on sustainability within its logistics network. “Localness and sustainability are inseparable to us. We are proud to
Tel: +675 4757294/4757292 Mob: +675 72680483 salaslae@tlcholdings.com.pg www.tlcholdings.com.pg
LIFTING EXCELLENCE, SECURING SUCCESS With a company name that stands for Total, Lifting and Company, TLC Holdings is committed to treating every customer, employee, and business partner with professionalism, respect, and genuine care.
This integrated capability enables TLC Holdings to provide complete ‘one-stop’ material handling solutions.
Founded by Cherry Gacayan, TLC Holdings was incorporated in 2014 in Lae City, Papua New Guinea, and is registered with the Investment Promotion Authority of Papua New Guinea. It was established with a vision to deliver world-class material handling solutions backed by exceptional customer service.
Customers and Industry Partnerships
Vision
• •
TLC Holdings aspires to: • Become one of Papua New Guinea’s leading providers of machinery and material handling equipment. • Be a trusted specialist in the repair and maintenance of heavy machinery and industrial equipment. • Be the preferred partner for customers, suppliers, and stakeholders. • Develop a workplace that promotes equal opportunity, professional growth, and excellence.
Growth and Development
The company began as a supplier of industrial packaging materials and personal protective equipment. In 2016, it expanded into the repair and maintenance of light vehicles and forklifts before diversifying into forklift sales, rentals, leasing, and comprehensive after-sales support. Today, TLC Holdings has become one of the country’s leading material handling service providers, managing long-term forklift leasing programmes for major organisations.
Technical Expertise
TLC Holdings employs a highly skilled team of Filipino expatriate mechanics with extensive international experience, supported by Papua New Guinean technical personnel. The company operates a fully equipped workshop capable of providing services, including forklift repair and maintenance, preventive maintenance programmes, machining services, hydraulic hose fabrication and crimping, mechanical and electrical repairs, spare parts supply, and equipment refurbishment.
TLC Holdings is proud to serve some of Papua New Guinea’s leading organisations, including: •
• • • • •
Coca-Cola Europacific Partners (CCEP) Trukai Industries Limited Associated Mills Limited (formerly Goodman Fielder) Air Niugini Limited Nestlé PNG Limited Pagini Kainantu Limited Hugo Canning Company Ltd Chemcare Group Ltd
• • • • • • • •
Frabelle PNG Limited Zenag Chicken (Highland Products Ltd) Lae Biscuit Company Vodafone PNG Schlumberger Seaco Inc. PNG Ramu Agri-Industries Ltd Prima Smallgoods Taylor Pacific Ltd
Authorised HELI Forklift Dealer
TLC Holdings is the authorised dealer of HELI Forklifts and genuine spare parts. The company is certified by the Road Traffic Authority to conduct forklift sales and distribution, ensuring customers receive equipment supported by qualified technical personnel and comprehensive after-sales service.
Supporting CCEP’s Success
As a trusted supplier to Coca-Cola Europacific Partners, TLC Holdings plays an important role in supporting operations. Through its commitment to equipment reliability, safety, and responsive service, TLC helps maximise fleet uptime, improve operational efficiency, and contribute to CCEP’s continued success. For more than a decade, TLC Holdings has remained committed to delivering dependable material handling solutions built on quality, innovation, and lasting partnerships. Guided by its core values, the company continues to support Papua New Guinea’s leading industries whilst contributing to the country’s economic growth and development.
COCA-COLA EUROPACIFIC PARTNERS PAPUA NEW GUINEA FOOD & BEVERAGE
make beverages locally, employ local people, and grow alongside PNG whilst working to protect the environment and create lasting value for generations to come,” Solly affirms. In June 2025, CCEP PNG partnered with Express Freight Management to introduce five electric delivery trucks into its logistics operations – the first electric delivery fleet of its kind in PNG. Four fully electric vehicles (EVs) were allocated to Lae and one to Port Moresby, supporting deliveries within a 300-kilometre radius. The EVs are supported by charging infrastructure at CCEP PNG’s Badili yard in Port Moresby and warehouse in Lae. The introduction of EVs represents a practical example of how sustainability can be integrated into day-to-day operations, rather than treated as a standalone corporate objective. In addition, by working with local 58 | APAC Outlook Issue 82
logistics partners to introduce new technology into the local market, CCEP PNG is helping to develop the infrastructure and operational experience required to support lowercarbon delivery options in PNG. As the fleet develops, it has the potential to contribute to the company’s environmental and operational objectives and reduce reliance on conventional fuel. This approach aligns with CCEP’s
CCEP PNG – IN NUMBERS • 21 provinces served • 545 employees • 6,400 customers • TWO production facilities • FOUR distribution centres
wider sustainability strategy, which seeks to reduce environmental impact whilst continuing to grow the business.
CIRCULAR APPROACH Packaging represents another important area of CCEP PNG’s sustainability agenda, with the company’s overarching ambition to help create a more circular approach. Together with Branis Recycling, CCEP PNG collects polyethylene terephthalate (PET) beverage bottles to help divert plastic from landfill, waterways, and the wider environment. Since the partnership began in 2023, more than 50 million bottles have been collected, including over 29 million in Lae and Port Moresby during 2025. This equates to approximately 791 tonnes (t) of plastic – a significant result which illustrates the impact of a structured collection
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system in a region where plastic waste management remains an environmental challenge. “We are not aware of any other company working to actively recycle PET as we are, and we continue to build momentum with 29 million bottles already collected by the end of August this year,” Solly acclaims. CCEP PNG’s ambition is to collect
60 | APAC Outlook Issue 82
and recycle the equivalent of every bottle it brings to market by 2030. The company is also engaging stakeholders across Port Moresby to build awareness, strengthen cooperation, and encourage shared responsibility for waste. “We know progress requires collaboration across industry, government, civil society, and
communities. Alongside our commitment to carbon neutrality across our value chain by 2040, these partnerships are helping turn ambition into practical action,” he reflects. Importantly, the initiative is not restricted to Coca-Cola packaging, which creates an opportunity for broader industry participation.
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APAC Outlook Issue 82 | 61
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strengthen both business resilience and wider economic participation. It also supports the company’s ability to introduce new technologies and ways of working. The transition towards EVs, for example, requires more than simply purchasing vehicles; it demands trained drivers, charging infrastructure, operational planning, and a willingness to adapt. The same principle applies across manufacturing, sustainability, sales, and distribution, so by investing in both its people and physical infrastructure, CCEP PNG is building the capabilities required to support its next stage of development.
“ W H AT M A K E S T H E C O C A - C O L A B R A N D P R O U D LY P A P U A N E W G U I N E A N I S N O T O N LY W H E R E I T S B E V E R A G E S A R E E N J O Y E D , B U T T H E P E O P L E A N D LO C A L C A PA B I L I T Y B E H I N D E V E RY B OT T L E ” – T I M S O L LY, C O U N T R Y D I R E C T O R , C O C A - C O L A E U R O P A C I F I C P A R T N E R S PA P U A N E W G U I N E A
For CCEP PNG, the longterm objective remains closely connected to its wider sustainability commitments – increasing collection, supporting recycling infrastructure, and moving towards a system in which packaging has continued value beyond its initial use.
POWERED BY PEOPLE Whilst technology, infrastructure, and sustainability are all major components of CCEP PNG’s strategy, the company’s ability to deliver them ultimately depends on its people. In 2024, we discussed the company’s focus on employee development, which included on-thejob mentoring, formal education, and localised technical academies, whilst internship, graduate, and apprenticeship programmes were also on offer to develop future talent. “Our local footprint is strengthened 62 | APAC Outlook Issue 82
by the opportunities we create for our people. Through technical academies, mentoring, internships, graduate pathways, and apprenticeship programmes, we are building capability and equipping Papua New Guineans to lead the business into the future,” Solly sets out. CCEP PNG’s emphasis on talent development has continued, with its 2026 annual business conference welcoming 40 senior managers under the theme ‘Further Together’ to discuss collaboration, capability building, and sustainable growth. People and culture remain a key priority, with the company continuing to position itself as an employer of choice whilst raising capability across areas including the supply chain and workforce training. Such investment is particularly important in a market where developing local expertise can
CELEBRATING NATIONAL IDENTITY At the heart of CCEP PNG’s strategy is its relationship with consumers. Few examples demonstrate this more clearly than the company’s growing involvement in rugby league, which occupies a unique position in PNG, connecting communities and generations through a shared passion for the sport. CCEP PNG has used its presence within rugby league to build connections that go beyond conventional advertising. In September 2026, it became the premier sponsor of the PNG Chiefs under a multi-year agreement ahead of the club’s entry into the PNG National Rugby League (NRL) in 2028, with Coca-Cola branding featuring on the team’s playing sleeves, alongside matchday media and hospitality. “Our commitment to PNG is reflected in our support for the country’s cultural and sporting traditions. From sponsoring cultural shows that bring communities together to recently becoming the premier sponsor of the PNG Chiefs rugby league team, we are proud to support the moments and institutions that unite the nation,” Solly smiles.
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The partnership builds on CCEP PNG’s long-standing involvement with the NRL in the country and provides another platform through which the company can engage with communities. For CCEP PNG, rugby league provides a way to celebrate national identity, support community activity, create opportunities for young people, and participate in moments that matter to consumers across PNG.
THE NEXT CHAPTER Looking ahead, CCEP PNG enters its next chapter with a strategy shaped by the same principles that have underpinned its development over recent years – local relevance, operational resilience, sustainability, people development, and meaningful community engagement. The business is operating within an increasingly complex food and beverage landscape, but its response has been to continue investing so it
can serve customers effectively. Its sustainability programme is already producing measurable results, with the collection of more than 29 million PET bottles during 2025 providing a clear indication of what can be achieved when infrastructure, partnerships, and consumer participation work together. The introduction of an EV delivery fleet adds another dimension to this journey, demonstrating how new technologies can be adapted to accommodate PNG’s unique needs. Continued investment in people, meanwhile, has strengthened CCEP PNG from within, creating the skills and leadership capabilities needed to support future growth. As PNG continues to develop as a nation, its food and beverage sector will face its own evolving combination of challenges and opportunities. For CCEP PNG, the response is increasingly visible across its operations – from the PET bottles
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it collects to the electric trucks it deploys and local communities and sports it supports. By combining the reach of a global beverage business with a distinctly local approach, CCEP PNG is positioning itself not only to meet the demands of today’s market, but to play a role in shaping a more resilient, sustainable, and connected future for the country. “Our ambition is to grow in a way that creates lasting value for PNG – reducing our environmental impact, strengthening the communities we serve, and contributing to a healthier, more sustainable future,” concludes Solly.
www.cocacolaep.com APAC Outlook Issue 82 | 63
STRENGTHENING PAPUA NEW GUINEA’S FOOD FUTURE We catch up with Kevin Wright, Group Marketing and Export Manager at BNG Trading, who updates us on the company’s mission to elevate the local capabilities of Papua New Guinea’s food and consumer production through a nationwide distribution network and expanding brand portfolio Writer: Lucy Pilgrim | Project Manager: Andrew Marjoram
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espite maintaining a clear level of resilience in the face of economic and logistical hurdles, Papua New Guinea’s (PNG) fast-moving consumer goods (FMCG) industry has become more demanding in recent years. Customers are increasingly valueconscious, whilst retailers expect reliable supply, competitive pricing, and stronger promotional support. At the same time, foreign exchange (FX) constraints, freight costs, infrastructure limitations, and the 64 | APAC Outlook Issue 82
high cost of utilities continue to place pressure on imported goods and regional manufacturing. “This environment has reinforced the importance of local production, wider national distribution, and disciplined stock planning,” opens Kevin Wright, Group Marketing and Export Manager at BNG Trading (BNG). “The company has responded by investing in its branch network, cold chain, and manufacturing capabilities, alongside our own-brand portfolio so that we can improve availability
and offer products designed for PNG consumers,” he asserts. Having operated in PNG since 1924, BNG’s growth has been achieved by combining its century-long heritage with a strong willingness to invest, innovate, and take a long-term view. As one of the country’s most established importers, distributors, marketers, and manufacturers of food and consumer products, the company’s nationwide team and customer relationships are fundamental to the business.
BNG TRADING FOOD & BEVERAGE
“Whether we are introducing a global brand, manufacturing a local product, opening a branch in a remote market, or developing a new agricultural industry, the objective is the same: to provide dependable products and services relevant to PNG,” he states. “We are proud to be creating employment, building local capability, and contributing to a more resilient food and consumer goods supply chain.” Indeed, BNG represents major
international brands whilst also developing locally relevant businesses across the grocery, beverages, bakery, frozen and chilled foods, cleaning products, personal care, packaging, and food service markets. Through Papua Niugini Freezers, BNG is also a major manufacturer and supplier of meat and smallgoods, supported by a nationwide cold chain. “Our customers include supermarkets, wholesalers, trade stores, hotels, restaurants, bakeries, caterers, institutions, and mining
operations. We supply more than 600 outlets nationally, operate nine branches and distribution points, and employ approximately 1,000 people across the group,” details Wright.
GROWING FOOTPRINT Since last speaking to BNG at the end of 2023, the company has significantly expanded its distribution footprint – a decision that was central to improving product availability outside of its two largest commercial centres. APAC Outlook Issue 82 | 65
BNG TRADING FOOD & BEVERAGE
BNG now operates across Port Moresby, Lae, Mount Hagen, Kokopo, Alotau, Kiunga, Manus Island, Goroka, Wewak, and Buka. These locations allow the company to hold stock closer to customers, shorten replenishment timelines, and provide a more consistent service across PNG’s most challenging supply routes. “The Buka operation is a good example: it was established to give Bougainville customers more dependable access to essential food products and the same major brands that were available in Port Moresby. “The network also supports our merchandising teams, customer relationships, and national roll-out of both international and BNG-owned brands,” Wright insights. In parallel, BNG is also expanding its manufacturing capabilities beyond its
established smallgoods and meatprocessing base into a broader range of convenient, locally made goods. These include bakery products such as hot pies and croissants, alongside further developing related ingredients. “Our objective is to produce more
CAN YOU TELL US MORE ABOUT THE GROWTH OF BOTH YOUR INTERNATIONAL AND OWN-BRAND PRODUCTS? Kevin Wright, Group Marketing and Export Manager: “We continue to add selected international brands where they fill a genuine market need, whilst placing greater emphasis on the development of our own. These include SunBrite, 5 Masks, Top Chef, Bakery Delights, Peanutter, and SeaKai. “Although our own-brand products can provide improved profitability, their greater strategic value is in the fact that we control the specification, packaging, pricing, and marketing. This enables us to respond more quickly to PNG consumers’ needs and reinvest in local manufacturing, distribution, and brand development. “We are also working on categories such as instant noodles, biscuits, flavoured water, and additional bakery and convenience products, whilst continuing to strengthen our partnerships with established global suppliers.”
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everyday products in PNG, improve freshness and availability, reduce dependence on imported finished goods, and build local skills and employment,” he notes. To achieve this, the company is planning additional manufacturing capacity in both Port Moresby and Lae, with investment focused on modern facilities and production lines that support national distribution. Despite the major longterm benefits offered by local manufacturing, operating costs in PNG today remain high. “Manufacturers must manage expensive and sometimes unreliable power and water supplies, imported machinery and spare parts, specialist maintenance, freight and packaging inputs, and limited access to FX. “Additionally, imported finished products can arrive at a price that is difficult for a local manufacturer to match, particularly when overseas producers benefit from much larger production volumes,” outlines Wright. The challenge, therefore, is to build sufficient scale, maintain strict quality and food-safety standards, improve efficiency, and source more inputs locally where practical. “BNG views manufacturing as a strategic investment in food security, local employment, and a more resilient supply chain, not simply as a short-term profit margin exercise,” he reflects.
BNG TRADING FOOD & BEVERAGE
“ O U R O B J E C T I V E I S T O P R O D U C E M O R E E V E R Y D AY P R O D U C T S I N P N G , I M P R O V E F R E S H N E S S A N D AVA I L A B I L I T Y, R E D U C E DEPENDENCE ON IMPORTED FINISHED GOODS AND BUILD LOCAL S K I L L S A N D E M P LOY M E N T ” – K E V I N W R I G H T, G R O U P M A R K E T I N G A N D E X P O R T M A N A G E R , B N G T R A D I N G
PNG PROTEIN PARK Supporting its expanding capabilities, PNG Protein Park (PX3) is BNG’s agricultural and food-security initiative at Koitaki Farm on the Sogeri
Plateau – just a one-hour drive from Port Moresby. The project is developing the locally adapted sheep-meat industry using improved animal husbandry,
breeding, and feeding systems. The farm includes elevated ‘sheep sheds’ to keep the livestock dry and fodder production using the drought-tolerant Redlands leucaena shrub. APAC Outlook Issue 82 | 67
BNG TRADING FOOD & BEVERAGE
“ B N G V I E W S M A N U FA C T U R I N G A S A S T R AT E G I C I N V E S T M E N T I N F O O D S E C U R I T Y, L O C A L E M P L O Y M E N T, A N D A M O R E R E S I L I E N T S U P P LY C H A I N , N O T S I M P LY A S A S H O R T-T E R M P R O F I T M A R G I N E X E R C I S E ” – K E V I N W R I G H T, G R O U P M A R K E T I N G A N D E X P O R T M A N A G E R , B N G T R A D I N G
“Our homegrown ToeaKina sheep are being bred for PNG conditions, with the longer-term aims of increasing domestic red meat production, reducing reliance on imports, and creating opportunities for rural farmers,” Wright informs us. Over the last three years, the farm has expanded its breeding capacity and infrastructure, having now doubled in size. Moreover, the recent birth of lambs from sheep born and raised in the PX3 programme is an important milestone. “It demonstrates the flock 68 | APAC Outlook Issue 82
is adapting, reproducing, and progressing through successive generations under local conditions. We have developed a third generation of sheep and continue to grow the number of breeding ewes, sheep sheds, and managed grazing areas,” he highlights. Going forward, PX3 aims to become both a production hub and practical training centre that can transfer knowledge, breeding stock, and proven systems to participating communities. As such, the project’s next stage
will focus on increasing scale in a controlled way whilst maintaining animal health, genetics, nutrition, and accurate production records. “Our ambition is to build a sustainable breeding hub that can ultimately support a much wider PNG sheep industry rather than simply operating as one isolated farm,” Wright envisages.
STRENGTHENING PRODUCTION AND DISTRIBUTION Alongside PX3, BNG is investing in several projects that strengthen PNG’s
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supply chain and production capacity. These include new manufacturing facilities and lines in Port Moresby and Lae; continued expansion of cold storage, warehousing, and national distribution; and the development of local food brands tailored to PNG households. The company is also progressing agricultural opportunities involving crops and livestock, alongside expanding export capability through Antap International Pty Ltd to connect PNG-made products with customers across the Pacific. “Through related group businesses, we continue to develop logistics, packaging, food service, and connectivity services that support customers beyond traditional FMCG distribution. Each investment is assessed against the same priorities: reliable supply, local employment, import replacement, and long-term commercial sustainability,” shares Wright.
Looking to the future, BNG’s priorities for 2027 are to continue growing its national distribution reach, improve service levels and product availability, and accelerate the contribution of BNG and PNGowned brands. The company is equally targeting further growth through local manufacturing, stronger execution in stores, and closer partnerships with major customers. Another key focus will be progressing new manufacturing capacity in Port Moresby and Lae, including bakery, convenience, and dry-grocery categories, whilst maintaining the quality and food-safety standards expected across the group. “We also intend to expand PX3’s breeding and training capability, strengthen our export programme, and develop our people so that the organisation has the operational and leadership capacity required for its next stage of growth,” closes Wright.
Tel: +675 303 6500 info@bngtrading.com
www.bngtrading.com.pg
APAC Outlook Issue 82 | 69
Adding to the success of its regional titles; Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook, Outlook Publishing is proud to introduce a new platform dedicated to the construction sector. A multi-channel brand, Construction Outlook brings you the positive developments driven by organisations across the global construction industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter. Through these compelling media channels, Construction 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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A JOURNEY FROM LO C A L R O OT S TO I N T E R N AT I O N A L I M PAC T DIALOG Fitzroy has transformed from a regional contractor into a leading provider of integrated technical solutions across a wide range of industries, including an extensive history in services for oil and gas facilities. Managing Director, Kerry Williamson, discusses the company’s long-term partnerships and how it continues to evolve alongside its clients Writer: Rachel Carr | Project Manager: Eddie Clinton
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ith more than 65 years of experience, DIALOG Fitzroy has become a leading engineering, procurement, and construction (EPC) contractor, earning a strong reputation for technical excellence, expertise, and reliability. Founded in 1959 as Fitzroy Engineering in New Plymouth, in the Taranaki region of New Zealand (NZ), the company has grown from its regional Taranaki origins into a diversified project delivery partner. It serves clients across multiple sectors, including energy, infrastructure, storage terminals, food and beverage, industrial, and manufacturing. Today, DIALOG Fitzroy employs over 500 people spanning a network 72 | APAC Outlook Issue 82
of offices, workshops, and project sites across New Zealand’s North Island and Australia’s East Coast. Its core capability is providing endto-end solutions, bringing together engineering, fabrication, construction, and maintenance services through a single delivery partner. This includes delivering pressure vessels, tanks, piping systems, structural steel, process equipment, modular systems, and other specialist industrial components through DIALOG Fitzroy’s integrated workshops and client site-based operations. This enables DIALOG Fitzroy to support clients’ process plants and assets from initial concept through construction and into ongoing operation.
“A defining point in our history was joining the DIALOG Group (DIALOG) in 2011, combining Fitzroy Engineering’s construction and maintenance expertise with DIALOG’s engineering, tankage, and terminal capabilities. “DIALOG is a leading integrated technical services and energy infrastructure group, with upstream, storage terminals, asset management, and EPC services across Southeast Asia. Being part of DIALOG enables us to offer clients a broader integrated solution from concept through to ongoing operations and maintenance,” introduces Kerry Williamson, Managing Director of the major multidisciplinary service provider.
DIALOG FITZROY CONSTRUCTION
DIALOG FITZROY CONSTRUCTION
Indeed, in recent years, the Taranaki energy sector has undergone significant transformation, prompting companies to adapt their business models to meet evolving client demand. As a Taranaki-based company, DIALOG Fitzroy has achieved this seamlessly, diversifying its client base across industrial sectors and establishing key regionally focused positions. However, Williamson admits that clients increasingly want fewer interfaces and greater accountability. Rather than managing multiple contractors, many companies are looking for strategic partners who can take full responsibility for EPC services and ongoing maintenance. “In response, we have evolved from a traditional contractor model into a business that designs, builds, and maintains critical industrial infrastructure. We call it ‘End-to-End’
“WHILST WE EXPECT CONTINUED GROWTH, OUR FOCUS IS LESS ON CHASING SIZE AND M O R E O N B U I L D I N G A S T R O N G E R P L AT F O R M FOR THE FUTURE. WE ARE INVESTING I N P E O P L E , S Y S T E M S , FA C I L I T I E S , A N D C A PA B I L I T Y TO E N S U R E W E C A N C O N T I N U E D E L I V E R I N G C O N S I S T E N T LY A S O U R B U S I N E S S E X PA N D S ” – K E R R Y W I L L I A M S O N , M A N AG I N G D I R E C TO R , D I A LO G F I T Z R OY
delivery. We are not a consultant; we design, build, and maintain and continue to invest in engineering capability, project delivery systems, regional infrastructure, and specialist technical expertise so we can support our clients across the full asset lifecycle,” he explains. “Technology continues to play an important role in our business. We have advanced fabrication technologies, digital project
management systems, 3D design tools, and modern quality and project controls that improve safety, productivity, and delivery certainty for our clients.” Importantly, DIALOG Fitzroy’s focus on relationships has remained constant, with the company positioning itself as a long-term partner rather than simply a contractor delivering a single scope of work.
WHAT ARE THE MAIN INDUSTRY CHALLENGES CURRENTLY FACING DIALOG FITZROY, AND HOW ARE YOU ADDRESSING THEM? “Many of our strongest client relationships have developed over years and continue to grow because we consistently deliver safe, reliable, and practical outcomes,” Williamson declares.
A PATH TO SUSTAINABLE GROWTH DIALOG Fitzroy’s success has primarily been driven by long-term client partnerships, consistent execution, and a demonstrated ability to deliver complex industrial projects with certainty. “Many of our longest-standing client relationships started with relatively small pieces of work. We did a good job, developed an understanding of our clients’ businesses, and over time earned their trust to take on larger and more complex projects. “We have focused on staying close to our clients, understanding their long-term challenges, and investing ahead of demand in the capabilities they require,” Williamson outlines.
KERRY WILLIAMSON, MANAGING DIRECTOR: “Firstly, a major issue facing the sector is workforce capability. The demand for skilled people continues to grow whilst major projects across Australia and NZ compete for the same resources. Our response is to build capability across a regional operating model, focusing on early client engagement to understand short and medium-term needs. We effectively develop and deploy expertise where our clients need it most. “The second is balancing growth with service quality. As clients undertake larger and more complex projects, it is important that we do not lose sight of the long-term relationships and maintenance work that form the backbone of our business. We focus on balancing our portfolio so we can deliver the same level of service to both new major projects and long-standing regional clients. “Finally, we continue to see pressure from increasingly price-driven procurement models. Whilst up-front cost will always be important, our focus is on helping clients achieve the best outcomes. We differentiate ourselves through demonstrating safety, quality, reliability, and the ability to support assets throughout their lifecycle. In the long term, that creates greater value than selecting a contractor on price alone.”
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Therefore, rather than chasing every opportunity, the company has concentrated on building long-term partnerships that create sustainable value for both parties. It has also diversified its portfolio across industries and geographies, reducing reliance on any single market sector. As DIALOG Fitzroy builds the road ahead, its strategic direction emphasises strengthening the
company’s foundation rather than merely increasing its scale. “Whilst we expect continued growth, our focus is less on chasing size and more on building a stronger platform for the future. We are investing in people, systems, facilities, and capability to ensure we can continue delivering consistently as our business expands. “Additionally, we are noticing opportunities in the energy transition, industrial infrastructure, asset integrity, and major capital projects where clients are looking for integrated delivery partners,” Williamson observes.
KEY TO A RESILIENT SUPPLY CHAIN Established relationships are essential for maintaining a stable supply chain at DIALOG Fitzroy. “Long-standing relationships with suppliers and subcontractors are critical to our success. Just like with our clients, many of these partnerships have been built over decades. Trusted suppliers enable us to respond quickly, uphold quality standards, and deliver consistency across multiple projects and locations. “The best outcomes occur when clients, contractors, and suppliers work together as an integrated team, all focused on a common objective,” Williamson points out.
Meanwhile, with a strong and growing presence across Australasia, DIALOG Fitzroy must ensure effective communication and collaboration amongst its teams in such diverse locations. As a result, it will continue to implement, maintain, and foster a collaborative company culture across its international offices as communication and alignment become increasingly important to organisational growth. “Over the past few years, we have implemented a regional operating model that brings decision-making closer to our clients and people whilst maintaining consistency across the business,” he highlights. “Regular leadership forums, monthly company-wide safety meetings, and a strong focus on shared values help maintain alignment across our operations. Whether someone is working in Brisbane, Whangārei, Taupo, Wellington, Sydney, or New Plymouth, we want our people to feel part of the same team with shared objectives, which include empowerment, common standards, company values, and a one-company mindset.” Ultimately, the relationships within DIALOG and DIALOG Fitzroy are built around delivering the best outcome for the client, regardless of where the capability sits within the broader group.
DIALOG FITZROY CONSTRUCTION
Photo credit: Surveyor G. Finlayson
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EVERY SINGLE DAY. The Hawk Ellery Project Division is dedicated to the safe and efficient transport of oversized and out-of-gauge (OOG) cargo, delivering solutions tailored to the specific needs of even the most complex logistical challenges. From oversized specialised machinery to vessel chartering and heavy lifting projects and everything in between, our experienced team will manage every step of the process with attention and care, from origin to destination with thorough route planning, transport equipment, and project management to ensure each move is safe and on schedule. Whatever challenge your cargo may present, whether it be weight, access, or dimensional, the Hawk Ellery team will deliver reliable, expert end-to-end logistical solutions and open communication with clients every step of the way to maximise efficiency and minimise risk. We value every client and project and will consistently deliver a successful outcome across a wide range of industries and locations, no matter the challenge. Hawk Ellery Freight Services Level 1, 76 Montgomerie Rd Manukau 2150, Aukland Airport, New Zealand Phone office: 09 275 8080
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DIALOG FITZROY CONSTRUCTION
INNOVATIONS IN INDUSTRIAL EXCELLENCE DIALOG Fitzroy’s strength lies in delivering construction-led engineering solutions for complex industrial projects, which is a key differentiator. Indeed, the company operates in sectors where safety, quality, technical capability, and delivery certainty are critical. Moreover, its clients increasingly value having engineering, fabrication, construction, and maintenance expertise available through a single provider. “We are particularly strong in heavy steel fabrication, tankage, terminals, industrial infrastructure, towers remediation, and complex brownfield environments where understanding how an operating facility actually functions, and its associated risks, are just as important as the engineering design itself,” Williamson notes. Furthermore, DIALOG Fitzroy’s practical construction experience helps it engineer construction-led solutions that can be delivered effectively on client sites, reducing risk and creating value for clients. By delivering End-to-End industrial project services across a wide range of sectors, the company exhibits strong evidence of its growing capability. This is demonstrated by recent and significant investments in new workshops and offices and exemplified by key projects, including delivering storage infrastructure for the Royal New Zealand Air Force’s (RNZAF) Base Ōhakea, conversion of Channel Infrastructure’s Tank 06, working with Southern Oil Refinery in New South Wales, and the Good Earth Green Hydrogen and Ammonia (GEGHA) project, led by Hiringa Energy and Sundown Pastoral Company. Collectively, these projects highlight DIALOG Fitzroy’s expanding footprint, scalability, and performance in delivering infrastructure 78 | APAC Outlook Issue 82
development and innovative energy projects through regional delivery centres.
FOUNDATION FOR THE FUTURE DIALOG Fitzroy’s evolution from a regional contractor to a recognised
industry leader has been built on trust, partnerships, and technical excellence. With a strong focus on long-term client relationships and continuous innovation, the business is wellpositioned to meet the changing
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demands of the market. Looking ahead, DIALOG Fitzroy’s priorities are clear: complete its regionalisation strategy, strengthen and streamline the supply chain, and continue building capability across engineering, construction, and maintenance whilst supporting clients to deliver critical projects. “We want to continue helping clients deliver strategic projects whilst never losing sight of the fundamentals: safety, operational excellence, and customer service. As we grow, maintaining the quality, culture, and performance that have driven our success remains essential,” Williamson informs. Looking ahead to the next five years, DIALOG Fitzroy continues to see opportunities in energy security, industrial infrastructure, asset life extension, tank storage and terminals, and practical renewables energy solutions. As the industry shifts towards
“MANY OF OUR STRONGEST CLIENT R E L AT I O N S H I P S H AV E D E V E L O P E D OV E R Y E A R S A N D CO N T I N U E TO G R OW B E C A U S E W E C O N S I S T E N T LY D E L I V E R SA F E , R E L I A B L E , A N D P R AC T I C A L O U TCO M E S ” – K E R R Y W I L L I A M S O N , M A N AG I N G D I R E C TO R , D I A LO G F I T Z R OY
integrated delivery models, DIALOG Fitzroy is positioned to provide far more than construction and maintenance services. “Our role is not simply to build or maintain assets; it is to help clients solve complex challenges across the full lifecycle of their plant, infrastructure, and projects. This is where DIALOG Fitzroy creates real value,” Williamson confidently concludes. This client-focused approach strengthens DIALOG Fitzroy’s reputation as a trusted partner
and provides a solid foundation for continued growth in an increasingly competitive market.
Tel: AUS: 07 3900 4500; NZ: 06 759 5252 contact@dialogfitzroy.com
www.dialogfitzroy.com APAC Outlook Issue 82 | 79
Redefining Queen Development Land As demand for affordable housing continues to grow across Southeast Queensland, KDL Property Group combines strategic land development, construction expertise, and innovative housing models to support delivery at scale. Kent Leicester, Managing Director, tells us more Writer: Lucy Pilgrim | Project Manager: Sam Thomas
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nsland’s Property dscape
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F
ounded in 2012 on the belief that property development could be done differently, KDL Property Group (KDL) is a fast-growing Queensland residential property developer with an increasingly integrated approach to land development and housing delivery. Headquartered in Broadbeach, the company’s land development and housing delivery operations are primarily focused on high-growth regions across Southeast Queensland. “At its core, KDL identifies and acquires well-located development sites, manages planning and approvals, and designs communities. We then oversee the civil works required to create serviced residential lots, taking projects through registration, sales, and settlement,” opens Kent Leicester, Managing Director. KDL’s wholly owned construction arm, Ryse Construction, adds the capability to deliver completed homes across selected projects. This integrated model gives KDL a broad customer and partner base. Alongside traditional builders, the business is increasingly working with government, institutional investors, and community housing providers to deliver large-scale affordable housing programmes. KDL is also expanding into community-focused projects such as childcare, medical, and neighbourhood centres that complement its residential developments. The KDL and Ryse Construction team now totals 26 people, supported by a long-standing network of civil contractors, planners, engineers, and other specialist consultants. The company has a pipeline of approximately 3,700 lots, with approximately AUD$2.5 billion in value across its land and housing development pipeline.
RYSE CONSTRUCTION With a growing portfolio of projects underway and planned, Ryse Construction has become an APAC Outlook Issue 82 | 81
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important part of KDL’s integrated delivery model. “Ryse Construction connects KDL’s property development knowledge with what happens on-site every day,” says Leicester. The division allows KDL to consider housing design, procurement, and trade capacity earlier in the development process. It also provides direct feedback from construction teams that can help improve the planning and delivery of future stages. “The advantage of having KDL and Ryse Construction working collaboratively is that we can test lot dimensions, driveway locations, and general buildability early in the process before the design is locked in. That reduces wasted land, avoids unnecessary construction costs, and generally produces a more functional home,” he sets out. This designed-by-builders
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philosophy means layouts are more practical, specifications can be better controlled, and the company has repeatable systems that support volume without making every home the same. It can also reduce some of the delays and complexity associated with traditional retail building, including repeated design variations and fragmented administration. Leicester says this is an important point of difference for the business. “Ryse Construction isn’t trying to be a traditional retail home builder. We don’t carry a huge catalogue of designs or deal with individual variations. “Our point of difference is that homes can be designed around the land and project requirements from day one. That is particularly valuable when delivering hundreds of homes through affordable housing programmes,” he outlines.
SUPPORTING CRITICAL DEMAND KDL’s capabilities are increasingly relevant to one of Southeast Queensland’s major challenges: delivering enough housing to meet population growth and demand, including affordable housing. “I believe the industry still has to overcome a difficult delivery equation. It’s not just about affordability – it’s about identifying the right land, zoning more land, and getting it approved with the right mechanisms and supportive infrastructure in place to achieve completion,” says Leicester. Amongst the major constraints are the timing and availability of enabling infrastructure. New housing depends on the coordinated delivery of roads, water, sewers, and other essential services, with sufficient capacity to support growing communities. Infrastructure such as this therefore
HOW HAS KDL STAYED TRUE TO ITS FOUNDING PRINCIPLES WHILST EVOLVING TO MEET THE NEED FOR MORE DIVERSE AND AFFORDABLE HOUSING? Kent Leicester, Managing Director: “When I founded KDL in 2012, the guiding principle was that property development could be done differently, with a strong focus on people, processes, and partnerships. “KDL began as a land subdivision business with a small team focused on identifying growth locations early. “Looking for well-located land, we were guided by straightforward principles: anticipate where people want to live, plan with purpose, and create spaces that retain value beyond settlements. “The principles haven’t changed – but the way we apply them has evolved. We’ve moved from smaller subdivisions into larger projects and more complex land amalgamations, as well as more recent government and institutional housing partnerships. “The launch of Ryse Construction in 2022 was a major step because it allowed us to connect land planning with the design and delivery of completed homes and take a more integrated, design-led approach. “That allows us to consider the end housing product earlier and work backwards through the development process. The affordable housing challenge has reinforced the importance of finding efficiencies without compromising design or quality. “Affordability shouldn’t be achieved through poorer design or short-term thinking. It requires smarter land use, disciplined delivery, and a long-term view of the communities we create.”
requires effective planning and swift delivery to support the timely development of new land. “Infrastructure delays don’t just affect the developer. They can delay a builder’s start, a buyer’s home, and ultimately the date a resident can move in. When you’re delivering housing at scale, those delays can have a significant impact,” he states. KDL is also broadening the housing mix across its pipeline to help deliver greater choice and make efficient use of well-located land. “Instead of just delivering
“Our point of difference is that homes can be designed around the land and project requirements from day one. That is particularly valuable when delivering hundreds of homes through affordable housing programmes” – K E N T L E I C E ST E R , M A N AG I N G D I R E C TO R , K D L P R O P E R T Y G R O U P
detached housing, we’re looking at smaller more efficient homes, townhouses, and dual-key designed homes where standardised layouts and procurement allow more
properties to be constructed in the same areas,” informs Leicester. Whilst the housing mix is becoming more diverse, Leicester says quality remains a priority. APAC Outlook Issue 82 | 83
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“Improving affordability shouldn’t mean reducing quality. The opportunity is to remove waste from the process, use land intelligently, and shorten the time between land registration and construction by designing homes earlier and making them efficient to build and economical to live in,” he says.
DYNAMIC HOUSING OPPORTUNITY With the Queensland government recently announcing a target to build one million homes by 2044, Leicester sees an opportunity for the public and private sectors to work together to overcome the housing demand challenge. “For KDL, it creates an opportunity to deliver affordable housing programmes at scale. We have a substantial pipeline of land, and Ryse Construction gives us another capability to help translate that pipeline into a broader range of completed homes,” Leicester highlights. The company is already participating in major affordable housing initiatives involving government, institutional, and community housing partners. For example, in collaboration with the Housing Australia Future Fund (HAFF), KDL and Ryse Construction are currently delivering 359 homes across four different communities in 84 | APAC Outlook Issue 82
“Our business is ultimately about communities. We want our contribution to extend beyond just the physical development of homes by supporting organisations that promote wellness and a sense of connection – K E N T L E I C E ST E R , M A N AG I N G D I R E C TO R , K D L P R O P E R T Y G R O U P
Logan City and the City of Moreton Bay. The housing mix includes a range of bedroom configurations and dwelling types, including dual-key homes. “Dual-key housing allows two selfcontained dwellings to be delivered on one residential lot, creating greater flexibility in the mix of one, two, three, and four-bedroom homes we can provide,” notes Leicester. The approach can increase housing choice within established suburban areas and make more efficient use of residential land. “The real advantage of this model is that we can produce a different kind of dwelling mix that’s well-designed
and supportive of dual-key living homes, delivering what we call ‘gentle density’ – increasing the number of residents in a house without changing the character or standards of a suburban neighbourhood,” he explains. This allows projects to cater for a wider range of households, including couples, families, key workers, older residents, and multi-generational households. KDL is also the exclusive land partner in the Everyone’s Place affordable housing initiative, with 291 of the company’s lots supporting the delivery of 483 homes across four communities.
KDL PROPERTY GROUP CONSTRUCTION
THE EXPERIENCE YOU DESERVE
Building Stronger Communities Through Partnership Since 1974, Burchills Engineering Solutions has brought expertise, practical thinking and a collaborative approach to shaping communities across Queensland. Our people work closely with clients and consultants, building relationships based on trust and finding practical solutions that deliver quality outcomes. For more than five years, Burchills has been proud to work alongside KDL Property Group (KDL), building a relationship based on a commitment to quality communities.
Our relationship has seen us deliver Elridge Estate, whilst we are currently involved in four developments - three in Ripley and one in Toowoomba. Collectively, these projects represent approximately 1,900 allotments and medium-density development, progressing through Development Approval. What sets KDL apart is their collaborative approach. They have a clear vision and work closely with their consultant team to achieve quality outcomes. We value our relationship with KDL and are proud to contribute to their success. We look forward to more successful projects together.
Phone: 07 5509 6400 Email: admin@burchills.com.au www.burchills.com.au
Signature Joinery is a trusted Gold Coast-based manufacturer specialising in highquality kitchens and bespoke cabinetry for homes across the Gold Coast, Brisbane and surrounding regions. From our Burleigh Heads factory, our experienced team designs, builds and installs custom solutions that combine craftsmanship, functionality and contemporary style. With decades of industry expertise and a commitment to precision, we deliver exceptional results for residential builders, developers and homeowners seeking durable, beautifully finished cabinetry that elevates every space.
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APAC Outlook Issue 82 | 85
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STRATEGIC, COORDINATED GROWTH KDL’s multi-billion-dollar pipeline is the result of long-term acquisition and planning, with the business focused on sustainable growth rather than growth for its own sake. “We’re not a company that needs to grow as quickly as possible – we need to grow sustainably, which is why we’re focused on expanding in the areas that reflect our model and what we do. “It’s very easy to get distracted in property development, but we have stayed true to our core product – residential, low-density housing,” affirms Leicester. KDL is further distinguished by its ability to manage the entire project lifecycle, which offers numerous advantages.
THE IMPORTANCE OF PARTNERSHIPS KDL’s projects rely on strong, long-standing relationships with consultants, civil contractors, builders, and financiers, together with government, institutional investors, and community housing providers. “It’s really important to acknowledge our close relationships with our partners. They are an extension of our team and critical to our process,” Leicester acknowledges. “Indeed, our growth hasn’t come from trying to be the biggest developer in the field, but from consistently delivering projects off the back of good people and partnerships. “We are invited into larger opportunities because our partners know that we can execute efficiently – and that trust has been built over time,” he says.
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Bringing acquisition and planning, development, sales, and construction under a common strategy can improve coordination and allow decisions to be made with the completed home and future resident in mind. “There are many parties involved in our projects – developers, consultants, civil contractors, sales teams, and others. Alignment helps everyone work towards the same outcome and can improve both speed and certainty. “For the end buyer, that can mean greater consistency, clearer accountability, and shorter delivery times. We’re seeing that when the different parts of the process work together, we can deliver a more reliable and efficient product that is suited to the land,” Leicester observes. Oversight across the complete development lifecycle also improves
visibility of civil works, titles, procurement, and construction, allowing potential cost and delivery issues to be identified earlier.
FORGING STRONG COMMUNITY BONDS Supporting the communities in which it operates has been part of KDL’s philosophy since its founding. “Our business is ultimately about communities. We want our contribution to extend beyond just the physical development of homes by supporting organisations that promote wellness and a sense of connection,” Leicester emphasises. The company has built strong connections with notable charity organisations across Southeast Queensland, including the Ronald McDonald House Charities and OneWave – a not-for-profit surfing
KDL PROPERTY GROUP CONSTRUCTION
charity that offers meaningful mental health programmes across the community. KDL also supports a number of sporting organisations, such as the Bond University Rugby Club and Queensland rugby union pathway programmes. The company is particularly proud to be a naming-rights sponsor for the Emerging Reds Cup in collaboration with Queensland Rugby Union. “We look for partnerships that have a real tangible local impact and where the organisation’s values align with our own. We also try to involve our team and industry partners because shared participation creates more impact than just a corporate donation,” Leicester expands.
SCALING AND EXECUTION EXCELLENCE Having built a substantial pipeline of approximately 3,700 lots, KDL’s priority is now to convert that pipeline into approvals, serviced lots, and completed homes at a reliable and consistent pace. This includes the continued delivery
of its Housing Australia Future Fund (HAFF)-supported projects, with the current programme expected to be completed by the end of Q1 2027. The company is also progressing projects across Logan, Moreton Bay, Ipswich, and Toowoomba, with a continued focus on quality and delivery. Another priority is the responsible growth of Ryse Construction, with hundreds of homes in its forward pipeline alongside its commercial projects. “We want to invest in experienced leadership, build stronger systems, have more disciplined procurement and trade capacity relationships, and make sure growth is controlled,” Leicester adds. KDL also plans to expand selectively in emerging residential growth areas and continue building its capability to deliver community infrastructure alongside housing. Waraba and Ripley are major focus areas, with KDL having assembled a substantial long-term development pipeline across Ripley and South Ripley already.
“We’re proud that we can design and deliver these projects the right way through major product diversifications. Alongside the acquisition and purchase of more land, our primary focus is on the sustainable, responsible scaling and execution of what we have in our pipeline,” concludes Leicester.
Tel: +61 7 5676 5034 info@kdlproperty.com.au
kdl.com.au
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FROM DESIGN TO D E L I V E RY The Project & Development Services teams at Cushman & Wakefield deliver end-to-end solutions globally. We learn about its work across Australia and New Zealand, headed by Todd Hanrahan and Hutch Bykerk Writer: Jack Salter | Project Manager: Sam Thomas
“P
roject & Development Services (PDS) has become far more than traditional project management.” The PDS teams at global commercial real estate services leader, Cushman & Wakefield, manage every phase of the project lifecycle, delivering end-to-end solutions. “Clients are increasingly looking for 88 | APAC Outlook Issue 82
strategic advisors who can help them navigate complex property decisions, from the earliest stages of planning through to delivery and long-term asset performance,” continues Todd Hanrahan, Head of PDS – Australia and New Zealand (ANZ). Project delivery has become significantly more complex over the past few years, with clients also asking
Cushman & Wakefield to become involved much earlier in the project lifecycle. Indeed, they’re often seeking advice before sites are acquired, designs are finalised, and funding decisions have been made. “Today’s projects are being delivered against a backdrop of rising construction costs, evolving
CUSHMAN & WAKEFIELD CONSTRUCTION
N Y procurement models, artificial intelligence (AI) impacts, planning reform, and changing occupier expectations. Early strategic advice has become just as valuable as the delivery phase itself,” insights Hutch Bykerk, Head of PDS – Australia. At the same time, clients are after advisers who understand the bigger picture.
“They’re not simply asking us to deliver a building – they’re asking us to help them achieve broader business, investment, and operational outcomes,” Hanrahan sets out. “That’s where being part of Cushman & Wakefield makes a real difference. We can draw on expertise from across our capital markets, leasing, valuation, research, and asset
services teams to provide advice that extends well beyond project delivery.”
INTERNATIONAL EXPERTISE, LOCAL KNOWLEDGE The breadth of PDS is one of Cushman & Wakefield’s greatest strengths. As part of a global business with a significant presence across Asia Pacific (APAC), it combines APAC Outlook Issue 82 | 89
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international expertise with deep local knowledge. “Our clients benefit from both the scale of a global organisation and responsiveness of teams that understand their local markets,” Hanrahan states. That national capability is particularly important in Australia, where clients are delivering increasingly complex projects across multiple locations and sectors. “Our teams operate across every major market, giving us the ability to deliver consistent outcomes whilst still tailoring our approach to local conditions,” outlines Bykerk. “It’s also the diversity of our expertise that sets us apart. Whether it’s workplace, industrial and logistics, government, healthcare, education, data centres, or emerging living sectors, we’re applying lessons from one market to another and helping clients make better-informed decisions.”
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Complementing the PDS platform is Building Consultancy, which has become an increasingly important part of Cushman & Wakefield’s offering. Clients are looking for integrated advice throughout the entire lifecycle of an asset, from acquisition and technical due diligence through to redevelopment, repositioning, and ongoing capital planning. “Building Consultancy strengthens our ability to provide that end-to-end advice,” Hanrahan clarifies. Having those technical specialists working alongside Cushman & Wakefield’s project delivery teams enables it to identify risks earlier, improve decision-making, and ultimately deliver better outcomes.
“It provides a more holistic service offering and reinforces our position as trusted advisors rather than simply project managers,” explains Bykerk.
INDUSTRY APPEAL Having spent nearly three decades working across construction, infrastructure, and the built environment, Hanrahan joined Cushman & Wakefield seven years ago. Since then, he has had the opportunity to lead PDS in Japan and ANZ, working across everything from major commercial developments and workplace projects through to infrastructure and emerging sectors. Projects such as Salesforce Tower and the Porsche Experience Centre in Japan have been particular highlights, whilst more recently, PDS has been expanding into areas such as digital infrastructure and social infrastructure.
“What attracted me to commercial real estate was really the complexity of it. Property sits at the intersection of investment, development, construction, and the way people ultimately use buildings – you’re constantly solving different problems and working with clients to turn an idea or business requirement into something tangible,” Hanrahan tells us. For Bykerk, who has spent more than 28 years across property development and construction, the appeal has always been that no two projects are quite the same. “There’s a very practical side to development and construction, but there’s also a strategic and commercial element,” he notes. “The challenge is understanding what a client is ultimately trying to
“Clients are increasingly looking for strategic advisors who can help them navigate complex property decisions, from the earliest stages of planning through to delivery and long-term asset performance” – TO D D H A N R A H A N , H E A D O F P R OJ E C T & D E V E LO P M E N T S E RV I C E S – A U S T R A L I A A N D N E W Z E A L A N D , C U S H M A N & WA K E F I E L D
achieve, then finding the best way to deliver it, manage risk, and create long-term value.”
SIGNIFICANT OPPORTUNITY Currently, the commercial real estate industry in ANZ is at an interesting point in the cycle. Greater clarity is returning to
the market, but clients remain very disciplined around where and how they deploy capital. Across the region, that means there is a much stronger focus on the fundamentals of a project: location, infrastructure, feasibility, delivery risk and, ultimately, the resilience of the asset. APAC Outlook Issue 82 | 91
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At the same time, the definition of commercial real estate is broadening. Traditional office, industrial, and retail remain incredibly important, but some of the strongest areas of growth are increasingly around data centres,
WHAT SETS PDS APART? THE RIGHT PEOPLE – Experienced teams take ownership of each project, surpassing expectations by aligning closely with a client’s culture and goals to shape the built environment together. CONFIDENT DELIVERY – PDS excels in providing end-to-end solutions – from insight to endproduct – to ensure a consistent vision. BUSINESS OUTCOMES – Clients are offered complete support with strategies, practical implementation, and risk management, empowering them to confidently bring their business goals to life, no matter the complexity of the project.
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living, healthcare, education, and social infrastructure. “For our PDS business, that creates a significant opportunity because these are often highly complex projects where clients need specialist development, cost, programme, and delivery expertise,” highlights Hanrahan. “Cushman & Wakefield’s 2026 Australian outlook similarly points to structurally supported demand across key asset classes, whilst emphasising asset selection, infrastructure readiness, and income durability.” From an Australian perspective, clients are being much more forensic about projects before they commit. Construction costs, funding, programmes, procurement, and risk all have a much greater influence on whether a project proceeds and how it is structured. However, that doesn’t mean activity has stopped; in many respects, it has made good advice and project management more important. “Clients want to understand the risks earlier, test feasibility properly, and make informed decisions before significant capital is committed,” Bykerk acknowledges. The built environment is also
responding to some very significant structural changes, from population growth and housing demand through to digital infrastructure, sustainability, and the changing requirements of occupiers. That is creating opportunities across a much broader range of sectors than what is traditionally considered part of the commercial property market. “The challenge for our industry is making sure we have the skills and capability to deliver that next generation of assets,” he affirms.
DATA CENTRE GROWTH Data centres continue to be one of the most significant growth sectors across the APAC region. This is underpinned by cloud computing, AI, and the rapid expansion of digital infrastructure. “ANZ is well-positioned within that broader regional growth story, and we’re seeing increasing demand from both local and international investors seeking experienced project partners,” Hanrahan observes. From a delivery perspective, data centres are amongst the most technically demanding assets in the market.
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“Today’s projects are being delivered against a backdrop of rising construction costs, evolving procurement models, AI impacts, planning reform, and changing occupier expectations. Early strategic advice has become just as valuable as the delivery phase itself” – H U TC H BY K E R K , H E A D O F PROJECT & DEVELOPMENT SERVICES - AUSTRALIA, C U S H M A N & WA K E F I E L D
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Every project requires careful coordination around power, resilience, commissioning, security, and operational continuity. “Our teams have developed considerable experience managing those complexities whilst helping clients balance speed to market with long-term performance,” assures Bykerk. They’re also active across the industrial and logistics and emerging living sectors. Industrial and logistics continues to evolve rapidly, particularly in markets such as Sydney where land constraints are driving more innovative development solutions, including multi-level industrial facilities. Meanwhile, there is significant momentum across student accommodation, build-to-rent, co-living, and senior housing as developers respond to demographic
change and Australia’s ongoing housing supply challenges. “What links all of these sectors is increasing complexity. Clients are looking for advisers who understand not only how to deliver projects, but also the commercial drivers behind them,” Hanrahan explores. “Whether it’s logistics, living, or social infrastructure, success depends on aligning delivery with long-term operational outcomes.”
BIGGEST OPPORTUNITIES Cushman & Wakefield’s focus is on continuing to build a connected ANZ business that’s closely aligned with its broader APAC platform whilst investing in the sectors experiencing the strongest long-term growth. “We’ll continue expanding our capabilities in areas such as data centres, industrial and logistics,
infrastructure, and living, whilst ensuring clients have access to the best expertise from across our global network,” reveals Hanrahan. At the same time, the company will continue investing in its people, technical capability, and project delivery expertise. “As projects become more complex, clients increasingly value advisers who can combine strategic thinking with practical delivery experience – that’s exactly where we see our greatest opportunity,” Bykerk closes.
Tel: +61 2 8243 9999
www.cushmanwakefield.com
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G R OW T H BY D E S I G N Against the backdrop of Western Australia’s continually evolving housing market, Locus Property combines disciplined investment, thoughtful design, and long-term vision to deliver communities built to last. We sit down with Cameron Alder, Director, to learn more Writer: Lily Sawyer | Project Manager: Sam Thomas
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A
s the property development landscape in Western Australia (WA) continues to present both challenges and opportunities, it is an exceptionally exciting time for the industry. Indeed, Perth’s combined population growth, influx of employment opportunities, and lifestyle appeal have resulted in a growing recognition that the city requires a broader range of housing choices. “A significant demand for welldesigned homes in established locations has arisen – particularly apartments and medium-density housing that allows people to remain connected to their communities as their circumstances change,” introduces Cameron Alder, Director of WA’s privately-owned,
diversified property investment and development group, Locus Property (Locus). At the same time, delivering new housing at this scale has proven complex, with construction capacity, labour availability, cost escalation, infrastructure coordination, approval timeframes, and access to development funding all influencing whether a project is commercially viable. For capable and disciplined developers like Locus, however, these conditions create opportunity. “Demand alone does not make a successful project. Developers need to select the right locations, understand their customers, maintain financial discipline, and assemble experienced teams capable of navigating the full development
process,” Alder points out. “We remain optimistic because WA has strong longterm fundamentals. Our focus is on creating developments that respond to genuine housing and community needs rather than simply following short-term market cycles,” he adds.
CREATING LASTING VALUE Established in 2015 and headquartered in Cottesloe, WA, Locus’ current portfolio spans residential, mixed-use, retail, and industrial property. Its residential portfolio includes projects such as Harbour Sorrento, Harbour Hillarys, Monument East in Fremantle, Park Lane in Stirling, Norfolk Residences in Cottesloe, and Altimo Wembley.
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“Our commercial and investment portfolio includes assets such as the Alkimos Gateway Shopping Centre, Woodvale Boulevard Shopping Centre, and Hutton Street precinct in Osborne Park,” Alder informs us. As a company that places considerable emphasis on transparency, communication, and alignment throughout the investment and development process, Locus’ clients and stakeholders include residential purchasers, private investors, wholesale investors, joint venture (JV) partners, retailers, and commercial tenants. “Our core operations are currently concentrated in WA, particularly metropolitan Perth, where we deliberately maintain a relatively focused and experienced
internal team, supported by specialist consultants, architects, builders, planners, engineers, sales professionals, and other delivery partners,” he explains. Combining the discipline of an investment business with the creativity and customer focus of a property developer, Locus seeks to be recognised for the quality of its decisions, the places it creates, and the value it delivers to investors, purchasers, and communities. The company is highly selective about the opportunities it pursues, carefully considering the location, planning environment, customer profile, capital structure, delivery risk, and long-term relevance of the proposed development before
acquiring a site. “That discipline continues through design, approvals, funding, construction, marketing, and settlement,” clarifies Alder. Placing quality before quantity, Locus is supported by three fundamental principles – daring to be different, maintaining a strong local focus, and creating lasting value. Further setting it apart from the competition is the company’s investment in high-quality design, alongside its ability to maintain close relationships with investors, customers, and project partners. “Decisions are made by people who are directly invested in the outcome and accountable for delivering it,” he confirms.
WHAT DOES SUCCESSFUL PROPERTY DEVELOPMENT MEAN TO LOCUS? CAMERON ALDER, DIRECTOR: “An important part of the Locus story is that we view property as a long-term responsibility. “A development is not successful simply because it obtains approval, achieves sales, or reaches completion. The true test is how it performs over time – that residents enjoy living there, it contributes positively to the streetscape, businesses succeed within it, and investors receive the outcomes they were promised. “That perspective influences the way we approach site selection, design, funding, and delivery. We are willing to spend more time getting the fundamentals right because the consequences of poor development decisions can remain visible for generations. “We also believe developers in WA have a significant role to play in addressing the housing challenge. That does not mean delivering the same product everywhere but understanding the diverse needs of firsttime buyers, families, downsizers, renters, and investors, and providing a range of housing types in appropriate locations. “For Locus, successful development is about balancing commercial performance with design quality and genuine community benefit. “We do not see those objectives as competing with one another; when a project is properly conceived and executed, these objectives strengthen each other.”
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LOCUS – IN NUMBERS Locus’ current portfolio spans residential, mixed-use, retail, and industrial property, comprising:
“ O U R F I R ST R E S P O N S I B I L I T Y I S TO L I ST E N . T H I S I N C LU D E S E N G AG I N G W I T H NEIGHBOURS, LOCAL AUTHORITIES, C O M M U N I T Y R E P R E S E N TAT I V E S , A N D R E L E VA N T O R G A N I S AT I O N S D U R I N G PLANNING AND DESIGN” – C A M E R O N A L D E R , D I R E C TO R , LO C U S P R O P E R T Y
FULL DEVELOPMENT LIFECYCLE With an integrated approach that maintains continuity and accountability across the entire lifespan of a project, Locus is involved from initial site identification and due diligence through to acquisition, construction, marketing and, where relevant, asset management. “That continuity is important because decisions made at the beginning of a project can have significant consequences several years later; a planning assumption can affect construction efficiency, a design decision can affect
marketability, and a procurement decision can affect quality and cost,” Alder cautions. As Locus remains involved in the full development lifecycle, it can assess these decisions in the context of the overall project instead of treating each stage in isolation. Rather than dealing with disconnected advisors responsible for only one component, investors and project partners have access to a clear point of accountability throughout. “Our team coordinates the various disciplines and maintains the project’s strategic direction, from acquisition through to delivery,” he prides.
• Four completed projects • Eight projects under management • AUD$1.14 billion total project value • AUD$380 million assets under management across 10 property funds
Locus’ development, funds management, and syndication capabilities also allow it to structure opportunities around the particular characteristics of each project, including bringing together aligned investors, providing regular reporting, and ensuring commercial objectives remain connected to the development strategy.
MAJOR STEP FORWARD Harbour Sorrento represents a major step forward for Locus and is an important part of its long-term vision for the gateway to Hillarys Boat Harbour. APAC Outlook Issue 82 | 99
“ O U R G O A L I S N O T S I M P LY T O A C C U M U L AT E P R OJ E C TS B U T TO B U I L D A R E S P E C T E D, E N D U R I N G WA P R O P E R T Y C O M P A N Y K N O W N F O R Q U A L I T Y, I N T E G R I T Y, A N D T H E A B I L I T Y TO D E L I V E R O N CO M M I T M E N TS ” – C A M E R O N A L D E R , D I R E C TO R , LO C U S P R O P E R T Y
Comprising 83 premium residences with an estimated value of approximately AUD$166 million, the development was designed by Hillam Architects to be a high-quality coastal development offering ocean views, residential amenities, and direct connectivity to the harbour. “Our involvement has extended across the complete development process, from site acquisition through to sales and construction planning. “One of the most important elements has been ensuring the design responds sensitively to its coastal setting, with the building form, landscaping, material palette, and apartment orientation developed to create an appropriate transition 100 | APAC Outlook Issue 82
between the coast, harbour, and surrounding residential community,” Alder emphasises. Although a commercially significant property for Locus, Harbour Sorrento’s importance goes beyond monetary value, demonstrating the company’s capacity to deliver larger, design-led developments whilst establishing the foundations for the broader harbour precinct. “The strong market response to Harbour Sorrento also reinforces our view that there is genuine demand for high-quality apartment living in established coastal locations – particularly amongst people who want to downsize without leaving the area and community in which they
have built their lives,” he adds. Harbour Hillarys, meanwhile, has reached an important milestone, having recently received development approval in June this year. It comprises two multi-storey buildings containing 87 premium residences, a substantial ground floor retail and commercial complex incorporating food and beverage premises, landscaping, and public realm improvements. The project is valued at approximately AUD$220 million and expected to enter the market in 2027. Like Harbour Sorrento, the design of Harbour Hillarys has been carefully considered to optimise ocean views whilst creating a welcoming gateway to Hillarys Boat Harbour. Together, Harbour Sorrento and Harbour Hillarys represent a transformational investment, offering greater housing diversity, new retail services, and employment opportunities whilst strengthening the connection between the surrounding community and harbour. For Locus, receiving development
LOCUS PROPERTY CONSTRUCTION
Four developments. One trusted supply partnership
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Locus Developments partners with Retravision Commercial to deliver premium Bosch, Nero and Neff fitouts across every stage of residential development — from concept to completion, on time and to spec.
Park Lane, Stirling
Nero Tapware
Monument, East Fremantle
Bosch Appliances, Nero Tapware
Harbour, Sorrento
Nero Tapware, Neff Appliances
Every project delivered with the support of our trusted suppliers — BSH Home Appliances and Nero Tapware. This is what a long-term supply partnership looks like, built project by project across the WA market.
approval for Harbour Hillarys is not only a significant achievement, but also the beginning of the next phase. “Our focus now turns to detailed design and project delivery to ensure the development fulfils the quality and community outcomes we set out to achieve,” details Alder.
LONG-TERM RELATIONSHIPS Fundamental to Locus’ daily activities are its investors, partners, and suppliers. “Property development is not an individual pursuit. Every successful project depends on the collective expertise of investors, architects, planners, engineers, builders, trades, sales teams, local authorities, community representatives, and other stakeholders,” Alder sets out. Indeed, Locus’ investors provide more than just capital – they bring long-term relationships, commercial experience, and an understanding of the WA market.
Hillarys
Nero Tapware, Neff Appliances
Talk to us about your next development 1300 738 266 | commercial.retravision.com.au
LOCUS PROPERTY CONSTRUCTION
A DIVERSE PORTFOLIO With several projects demonstrating the diversity of its portfolio, Locus is proud to present: • Monument East, Fremantle – A major urban renewal project within the evolving Knutsford precinct. The approximately AUD$89.5 million development comprises 57 two-storey homes, 24 apartments, and commercial tenancies across a 1.4-hectare site. Construction is underway, with completion currently anticipated in 2027. Monument East is particularly important because it brings new housing diversity into an established inner-urban location whilst responding to Fremantle’s distinctive character, demonstrating how former industrial land can be progressively transformed into a connected residential community. • Park Lane, Stirling – A collection of 22 premium townhouses positioned beside a park. The development reflects Locus’ sustained interest in thoughtfully designed, medium-density housing in established suburbs and is targeted for completion later this year. • Joondalup site – Yet to be announced, this development in Joondalup, Perth is set to include 300 townhouses, 150 apartments, and a mixed-use retail development. Alongside its burgeoning property development portfolio, Locus has continued to expand its commercial and investment activities, including JVs across the: • Alkimos Gateway Shopping Centre. • Woodvale Boulevard Shopping Centre. • Hutton Street precinct in Osborne Park. These investments allow Locus to apply its development and asset management expertise across different sectors whilst creating diversified opportunities for investors. Across all projects, the common theme is disciplined acquisition and active management. Whether the property is residential, retail, mixed-use, or industrial, Locus looks for opportunities where its team can improve the asset, address a genuine market need, and create sustainable value.
The company’s syndication model brings together aligned investors and seeks to create a transparent environment in which they remain informed and have confidence in the project strategy. “Local consultants and suppliers understand the characteristics of building in WA – from planning and climate considerations to construction conditions and buyer expectations. Their knowledge helps us identify risks earlier, make more informed decisions, and create projects that are appropriate to their location,” he reflects. As a company that values longterm relationships over transactional ones, Locus chooses partners who understand the way it works, enabling a more collaborative and efficient project timeline. “We also believe that supporting WA businesses allows more of the economic benefit generated by our developments to remain within the local community,” asserts Alder. With its developments becoming a central part of local neighbourhoods for many decades, community engagement is central to Locus’ approach. “Our first responsibility is to listen. This includes engaging with neighbours, local authorities, community representatives, and relevant organisations during planning and design. “Constructive engagement can identify issues that may not be apparent from a technical review alone and can help produce a better project,” he adds. Locus also seeks to support local organisations and community initiatives through sponsorship, participation, and direct contribution.
BUILDING QUALITY AND INTEGRITY Fostering a genuine and connected relationship with the places in which it operates, Locus’ goal is to create 102 | APAC Outlook Issue 82
developments that contribute positively to their surroundings. “Our published community commitment is based on transforming urban landscapes through sustainable and considered design and maintaining active involvement with local groups and initiatives,” Alder states. In this way, the company’s ambition going forward is to remain disciplined, sustainable, and consistent with its values. Recognising the significant opportunities in established metropolitan locations where new housing, retail services, and urban renewal can create lasting community value, Locus intends to expand its portfolio across residential, mixed-use, and commercial property whilst maintaining a strong focus on WA. As such, the company will continue building its funds management and investment platform, giving investors access to carefully selected opportunities supported by rigorous due diligence, transparent communication, and active management. Locus also seeks to increase the scale and complexity of the projects it can deliver, exemplified
by developments such as Harbour Sorrento and Harbour Hillarys. Growth in project size, however, will not come at the expense of attention to detail or financial discipline. “Our goal is not simply to accumulate projects but to build a respected, enduring WA property company known for quality, integrity, and the ability to deliver on commitments. “We will continue investing in our people and relationships because the strength of our business ultimately depends on the quality of our team, partners, and the confidence placed in us by our investors and customers,” Alder passionately concludes.
Tel: +61 488 333 288 Info@locusproperty.au
www.locusproperty.au
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Depositing Financial Mastery AMP Bank has worked diligently to become a stalwart of Australia’s financial landscape. Sean O’Malley, CEO, tells us more about the company’s innovation, partnerships, digital banking, and unwavering commitment to helping Australians achieve their financial goals Writer: Ed Budds | Project Manager: Joshua Mann
“T
ransformation has been the consistent theme throughout my career, and that was one of the reasons I joined AMP Bank. It is one of Australia’s oldest and most recognised organisations, but it was also clear that there was a significant opportunity to transform the business and position it for the future.” The opening salvo from Sean O’Malley, CEO of AMP Bank, sets the scene for his last six years in the role, where his focus has been on transformation that improves customer experiences, strengthens the business, and improves how the company delivers banking for Australian customers. “My background in technology, transformation, and people leadership 104 | APAC Outlook Issue 82
has shaped how I approach both my role and the business today,” he adds. What initially attracted O’Malley to financial services was the opportunity to make a genuine difference in people’s lives. He passionately believes banking can help individuals, families, and businesses achieve their goals, whether that is buying a home, building wealth through property, starting a small business, or running and growing an existing business. “Banking in Australia is a great industry to be part of – whether it is supporting small businesses or helping people create wealth through property, banking plays an important role in helping customers achieve their ambitions,” he enthuses.
AMP BANK FINANCE
Sean O’Malley, CEO
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AMP BANK FINANCE
THE FUTURE OF FINANCE Part of what O’Malley was attracted to regarding the finance industry is how ambitious yet challenging it remains across the nation – Australia has an incredibly competitive banking market and a digitally aware and astute population. “When I compare Australian banking with markets elsewhere, the standard of digital banking, and the standard customers accept is very high. Banks have generally done a good job of responding to those expectations, although there is still more to do,” he sets out. However, small business banking is an important exception. “We saw a gap in the market when we started AMP Bank GO,
and I continue to see a shortage of great digital services for small businesses,” O’Malley adds. More broadly, digital banking needs to become more integrated into the everyday experiences and journeys of small businesses and Australians. Undoubtedly, artificial intelligence (AI) will play a major role in the future of banking – changing how consumers and businesses interact with their bank and what they expect from it, whilst also having the potential to level the playing field by enabling smaller banks to compete more effectively with larger institutions in delivering great customer service. “I think it’s essential that Australia continues to have smaller,
challenger banks. It would be a bad outcome if we see more smaller banks unable to compete and ultimately disappear – sustainable competition is required for customers to continue to receive great services,” O’Malley predicts.
TRANSFORMATIVE SOLUTIONS Historically, AMP Bank has been a specialist home lender, and for nearly three decades, it has helped Australians buy their own homes and create wealth through property investment. This remains a very important part of who the business is today. “Over the past few years, however, we have deliberately broadened our ambition. We launched AMP Bank GO,
CAN YOU EXPLAIN THE IMPORTANCE OF PARTNERS AND VENDORS TO AMP BANK? SEAN O’MALLEY, CEO: “Partnerships are essential to us winning. As a challenger bank in a highly competitive market, our ability to work with the right firms, wherever they sit in the value chain, is fundamental to our ability to deliver for customers. “For me, the defining qualities of a great partner are shared aspiration, culture, and beliefs. Whether it is Engine by Starling, Simpology, Genpact, Mastercard, Helia, or our aggregator and broker partners, the most important distinction between a true partner and a supplier is alignment around what we are trying to achieve together. “For example, we draw on Genpact’s expertise across customer operations and, most recently, financial crime. They bring together process knowledge, operational capability, and increasingly technology to help deliver strong outcomes. “We don’t always get everything right, and strong partnerships require honest and sometimes brave conversations. Those conversations must be two-way, transparent, and open. They allow us to learn from one another and to be better together than either organisation could be individually. “One of the things I most commonly ask our partners is to be brave and tell us where we could be better. In that spirit of openness and candour, we improve and deliver a better service for our customers.”
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“Additionally, what makes me particularly proud is our spirit and capability for innovation – we built and launched a whole new digital division within 12 months, and we have continued to innovate in our products, customer experiences, and ways of working,” O’Malley prides. AMP Bank combines the trust and stability of an established financial institution with the mindset and agility of a challenger bank, benefiting from its long heritage while deliberately fostering a culture of innovation, change, and transformation. What differentiates the business is its willingness to challenge traditional assumptions about banking and to solve genuine customer problems. “AMP Bank GO is a strong example – we built an entirely new digital division at start-up pace inside an established bank,” he continues. PHOTOGRAPHY © ADAM MORK
“Ultimately, the greatest point of difference is not any single product – it is our ability to continue to innovate and evolve in ways that help customers achieve their goals, whether that is buying a first home, starting a business, or creating wealth through property” – S E A N O ’ M A L L E Y, C E O , A M P B A N K
a digital-only banking division built in partnership with Engine by Starling, serving small business and personal customers,” informs O’Malley. Moreover, as a digital-only bank, customers engage with AMP Bank directly through digital channels or through partners such as mortgage
brokers rather than through a traditional branch network. “I often describe our position as a new digital start-up bank, AMP Bank GO, operating inside AMP Bank, which has been running for almost 30 years, within a wealth manager with a 177year heritage,” he furthers.
Helia – Australia’s risk partner for home lending Home ownership can provide a strong foundation for long-term financial wellbeing. That’s why Helia partners with lenders to manage risk and help make home ownership accessible to more people. For more than 60 years, we have supported lenders through solutions such as Lenders Mortgage Insurance (LMI), which protects the lender if a borrower is unable to repay their home loan. Building on our heritage as Australia’s first LMI provider, we help support a strong and sustainable home lending market. Whether someone is entering the market for the first time, buying an investment property or moving home, we help our customers safely provide loans to people with smaller deposits. Since 2010, we have helped more than 1.2 million people achieve home ownership. Our vision is to be Australia’s most trusted risk partner for home lending. This focus is reflected in the collaborative way we work with our customers, combining risk expertise, market knowledge and practical
solutions to support confident lending decisions. One of our longest-standing partnerships is with AMP Bank. For more than 20 years, we have built a relationship based on trust, collaboration and a shared commitment to supporting home buyers across the different stages of property ownership. Throughout the relationship, we have contributed our expertise, market insights and risk perspectives to help AMP Bank respond to changing economic conditions, customer expectations and developments in the Australian lending market. Our partnership has continued to evolve as we have collectively adapted to new opportunities and challenges across the home lending sector. Our partnership with AMP Bank brings together the bank’s expertise and
understanding of its customers with our insights into borrower behaviour, market conditions and emerging risks. These complementary perspectives help inform decision-making and lending strategies across different customer segments. Our operations are designed to manage risk while simplifying the lending journey and supporting faster lending decisions. These capabilities help AMP Bank respond to customer needs while maintaining appropriate controls and supporting responsible lending outcomes. By enabling lending with a smaller deposit, we can help customers purchase property sooner while providing AMP Bank with an additional layer of credit risk protection. We also work closely with AMP Bank to interpret and respond to changes in lending policy, regulation and industry expectations. By sharing knowledge and maintaining an open dialogue, we can identify potential impacts early and collectively consider how best to respond. Our relationship with AMP Bank demonstrates the value of long-term collaboration. By combining shared expertise with the ability to adapt, we support lender growth, strengthen the lending experience and ultimately help more people accelerate financial wellbeing through home ownership.
Accelerating financial wellbeing through home ownership. Australia’s home lending risk partner for more than 60 years.
Learn more about Helia at helia.com.au
AMP BANK FINANCE
Broker platform launch panel
Meanwhile, Equity Flex is another example of the company developing a solution around the needs of property investors. Equity Flex is a 40-year loan, with 10 years of interest-only, aimed at investors and helping them manage their cash flows, as well as lowering their monthly repayments. “Ultimately, the greatest point of difference is not any single product – it is our ability to continue to innovate and evolve in ways that help customers achieve their goals, whether that is buying a first home, starting a business, or creating wealth through property,” O’Malley excites. 110 | APAC Outlook Issue 82
AMP BANK GO AMP Bank GO is a major transformation for AMP Bank, and it is not a project that is completed once launched – it is the continual evolution of the company’s offering. “I am extraordinarily proud that we built and launched an entirely new digital division within 12 months of board approval,” O’Malley notes. The idea began about 18 months prior when AMP Bank identified a gap in how small businesses, particularly micro-businesses and sole traders, were being served by Australian banks.
“Our research repeatedly told us that small businesses did not believe their banks understood them or genuinely cared about them. That became the cornerstone of AMP Bank GO: making banking more accessible and better for the smallest of small businesses,” he recalls. The company also wanted AMP Bank GO to deliver more open, transparent, and fairer banking, having witnessed customers being asked to navigate complex conditions to access attractive savings rates, including transaction requirements, deposit conditions, and introductory rates.
Cotality sees the property ecosystem from every angle — above, below, and beyond the limits of what’s visible. The property market is complex, and every property has a deeper story to tell. Cotality powers the industry across Australia and New Zealand with comprehensive data, platforms and solutions that help organisations see that story more clearly. By delivering deep property intelligence across every stage of the property lifecycle, we enable decisionmakers across the property ecosystem to identify opportunities, manage risk, support customers and make critical decisions with confidence.
cotality.com/au
AMP BANK FINANCE
“We deliberately chose a ‘what you see is what you get’ approach. Customers should not have to jump through hoops or rely on small print to understand the value they are receiving,” O’Malley follows. Today, around 18 months after going live, AMP Bank GO serves both small business and personal customers. The service initially launched with transaction and payment capabilities, then added overdrafts, savings, and fixed-term savings propositions. Its future will be shaped by customer feedback and emerging gaps in the market rather than by a fixed roadmap, and partnerships will remain essential because the needs of small businesses and personal customers will not be met by banks alone. “I am excited by how AMP Bank GO has scaled so far, but even more 112 | APAC Outlook Issue 82
“Products will change, but a strong culture and capability for innovation allow us to keep adapting to what customers need” – S E A N O ’ M A L L E Y, C E O , A M P B A N K
excited by what is still to come,” he enthralls.
PROUD TO BE DIGITAL AMP Bank has been branchless since its inception almost 30 years ago – an operating model choice made by the founders, and one that has been built on and strengthened ever since. Today, both AMP Bank and AMP Bank GO continue to operate as digital banks, whether customers deal with the company directly or through a broker.
“Not having the challenges and costs of a legacy branch network is a significant advantage as it allows us to focus investment and attention on the end-to-end customer journey. It also forces us to ensure that our journeys are genuinely digital, rather than only partly digital before defaulting to a face-to-face process,” O’Malley divulges. The company isn’t the only digital bank but remains one of the few that is digital-only. This distinction matters as digital-only does not mean
AMP BANK FINANCE
Team planning day
relationships are less important. “Our mortgage brokers and other partners remain central to how we serve customers and our role is to give them strong digital journeys and technology that support however they choose to work with customers, whether face-to-face or digitally.” Moreover, innovation is essential to being a challenger bank. “It is a capability we have deliberately developed within AMP Bank and one that is extraordinarily important to us, representing one part of our broader organisational 114 | APAC Outlook Issue 82
capability,” says O’Malley. Over the past 12 months, examples include Equity Flex, with a 40-year loan term designed to support investor borrowing capacity and cash flow, a 10-year interest-only option, and the company’s re-entry into lending to self-managed superfunds with a refreshed approach. “Meanwhile, AMP Bank GO takes innovation beyond an individual product and into the overall proposition. We were also the first Australian bank to deliver a numberless card, in partnership with
Mastercard,” he adds. Whilst product solutions are important, the most valuable capability is the ability to keep innovating and evolving in a way that helps customers achieve their goals. “Products will change, but a strong culture and capability for innovation allow us to keep adapting to what customers need,” O’Malley assures.
FUTURE STRATEGY Moving forward, the company is very clear on its strategy – it is prioritising helping more Australians, whether
PHOTOGRAPHY © ADAM MORK
by scaling AMP Bank GO, helping more people create wealth through property, or, for the broader AMP Group, helping more people prepare for and live their best retirement. “Within the bank, scaling AMP Bank GO is our number one priority. We have delivered strongly so far, but there is much more to do, especially in helping more small businesses with banking that is simple, transparent, and designed around their needs,” O’Malley acclaims. “Our second priority is to continue to challenge ourselves and deliver
innovation. That is not about one product – it is a capability that allows us to keep identifying customer needs and bringing better solutions to market. “The third priority is people. I want to ensure we continue to create an environment where people can flourish and achieve extraordinary things beyond what they previously thought possible,” he states. O’Malley knows that these goals are achieved together, and that AMP Bank will deliver great things for its customers.
Tel: 133 888 info@ampbanking.com.au
amp.com.au
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Mining
Capability in
AC T I O N
S
tarting with a man, a ute, and a vision, Richglen Maintenance Services (Richglen) has evolved from its humble origins 12 years ago into an expert in all things mining across the Queensland region. As a Mackay-based business providing mechanical, electrical, and industrial services across the mining, milling, and port sectors, Richglen began in 2014 during a significant downturn in the industry. “I had the experience and a clear vision for providing clients with a more flexible and cost-effective maintenance model, but very little in the way of resources. I initially borrowed my father’s ute to travel to mine sites, speak with clients, and test for support of the idea,” introduces Matt Borg, Managing Director. “Within the first year, we had grown to six employees and secured our first major maintenance contract at Curragh Mine. From there, we continued to build our reputation through strong technical capability and delivering safe, quality, and costeffective outcomes.” An early milestone for Richglen was completing a complex dragline boom lowering and raising at Rolleston Mine in five days – an outage that would normally have taken 10. In 2026, the company has expanded 116 | APAC Outlook Issue 82
Delivering safe, efficient, and cost-effective services, Richglen Maintenance Services is Queensland’s go-to company for innovative mining solutions. Matt Borg, Managing Director, tells us more about the company’s vast repertoire Writer: Lauren Kania Project Manager: Thomas Arnold
from one man and a ute to a team of approximately 240 people, alongside moving from mechanical maintenance and shutdown services into electrical, capital project, and industrial service capabilities, operating from its purpose-built facility in Paget. Richglen’s capabilities include dragline, shovel, and coal-handling and preparation plant (CHPP) shutdowns and maintenance; capital projects; high-voltage and electrical works; specialised planning; project management; and industrial cleaning solutions. “Whilst our services and capabilities are important, our people remain key to Richglen’s success. We believe
RICHGLEN MAINTENANCE SERVICES MINING
RICHGLEN MAINTENANCE SERVICES MINING
the experience, commitment, and technical ability of our team are what allow us to consistently deliver safe, high-quality, and cost-effective outcomes for our clients,” states Borg.
LEADERS IN INNOVATIVE SOLUTIONS Borg first encountered the scale and complexity of the heavy equipment used throughout the mining industry when he joined a local workshop as a boilermaker. Soon after, he attended his first dragline shutdown, which set the direction of his career – progressing from trade-based roles into supervision, project management, operational management, and, eventually, senior leadership. “After leaving my previous company, I considered stepping away from the industry altogether. However, having time to reflect renewed my enthusiasm for the work and opportunities within the sector. Rather than leaving mining, I decided to take a different path and establish Richglen, creating a fresh business
built on the experience, relationships, and lessons I had gained throughout my career,” explains Borg. Currently, he views the mining industry as a strong and exciting place to be, despite it facing financial and cost pressures. However, these challenges create opportunities for service providers, such as Richglen, to work more closely with clients and develop practical, economical solutions without compromising on safety or quality. “I believe the ability to deliver that balance is essential to building trusted relationships, retaining clients, and achieving sustainable outcomes for everyone involved,” he enthuses. Richglen differentiates itself in myriad ways. Whilst the size and capability of the business have changed considerably, the original vision remains the same – employ good people, give them opportunities to grow, and deliver genuine value. Borg is confident that his team have been the key to Richglen’s development and will remain the foundation of its future.
The recognition the company has received through the Resource Industry Network Awards reinforces that ideology. Winning the Champion Culture Award in 2025 and the Safety Foremost Award a year later were proud moments for the team since both awards reflect its commitment to both areas. Culture and safety aren’t separate priorities for Richglen; they’re closely connected. In 2026, the team achieved more than 300,000 recordable injury-free hours and more than 900 consecutive lost-time injury-free days. “We’re proud of the recognition, but more importantly, it validates our belief that when you invest in people, build trust, and create a culture where team members feel supported and empowered, the results follow for both our people and our clients,” expands Borg.
A REPUTATION FOR EXCELLENCE A recent project that showcases Richglen’s capabilities is one of its permanent maintenance contracts
HOW DOES RICHGLEN DELIVER SERVICES TO THE RESOURCE INDUSTRY? Matt Borg, Managing Director: “Partnering with our clients and building strong relationships from the early stages of a project are key to delivering successful outcomes. By working collaboratively, we can understand the client’s priorities, identify potential challenges early, and develop practical solutions that balance safety, quality, productivity, and cost. “We also take accountability for the outcomes of every project, be that good or bad. We are open about what worked, what could have been done better, and what we need to change moving forward. That willingness to take ownership and continually learn from our experiences helps us improve the way we plan and execute our work, whilst strengthening the trust our clients place in us.”
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in the Blackwater region. Whilst the company is well-known for shutdowns and project work, this opportunity highlights another important side of the business – building and sustaining long-term embedded maintenance teams that become part of a client’s operation. “When you have experienced maintenance professionals embedded within an operation, you’re able to identify issues earlier, respond faster, and build a deeper understanding of the assets you’re maintaining. It’s a model that creates real value for our clients and is an important part of Richglen’s longterm growth strategy,” Borg details. Additionally, the company is growing in its industrial cleaning capability. Over the past few years, it has invested heavily in equipment, people, and systems to strengthen this part of the business. “Industrial cleaning is often seen as
“ W H I L S T O U R S E R V I C E S A N D C A PA B I L I T I E S A R E I M P O R TA N T, O U R P E O P L E R E M A I N K E Y TO R I C H G L E N ’ S S U CC E S S. W E B E L I E V E T H E E X P E R I E N C E , C O M M I T M E N T, A N D T E C H N I C A L A B I L I T Y O F O U R T E A M A R E W H AT A L L O W U S T O C O N S I S T E N T LY D E L I V E R S A F E , H I G H Q U A L I T Y, A N D C O S T - E F F E C T I V E O U T C O M E S FO R O U R C L I E N T S ” – M AT T B O R G , M A N A G I N G D I R E C T O R , R I C H G L E N M A I N T E N A N C E S E R V I C E S
a support service, but in reality, it plays a critical role in keeping operations safe, compliant, and productive,” he adds. Richglen’s cleaning teams do far more than housekeeping. They help manage material build-up, dust accumulation, blocked access ways, and equipment contamination. What makes this capability special is its behind-the-scenes impact. Much of
the work is carried out in challenging operating environments where safety, responsiveness, and flexibility are vital. “Together, these areas reflect where the company is heading. Richglen is investing in long-term partnerships and diversified service offerings that help clients keep their operations running safely, efficiently, and reliably, with people at the centre. APAC Outlook Issue 82 | 119
Keeping Queensland’s Industry Moving Family-owned and operated, Smart State Rentals has combined local knowledge, mine-spec expertise and inhouse fleet capability to keep Mackay, the Bowen Basin and some of Australia’s hardest-working industries moving.
retaining something increasingly difficult to replicate at scale – local decision-making and the personal accountability of a family-owned and operated company.
For more than a quarter of a century, Smart State Rentals has been part of the business landscape in Mackay – a city where vehicles are more than a means of getting from A to B. Across Queensland’s resources sector, they are an essential part of keeping people, projects and operations moving.
BUILT BY FAMILY Locals Louis and Maxine Kinsey established Smart State Rentals in Mackay in 2000 and spent the following decades building the business around relationships, hard work and an understanding of what customers in regional Queensland need from their suppliers.
Founded in 2000 by husband-and-wife team Louis and Maxine Kinsey, Smart State Rentals has grown from its local roots into an established fleet provider across the whole of Queensland, specialising in mine-compliant vehicles and flexible rental solutions for mining, engineering, industrial and commercial customers.
Today, the business supplies everything from mine-spec dual-cab utilities and 4WDs to commuter buses, passenger vehicles, vans and trucks, supporting requirements that range from individual vehicles to larger project fleets. Behind the fleet sits a vast amount of local knowledge, an in-house mechanical workshop, specialist mine-spec capability and a team that understands the operational realities of working in one of Australia’s most important resources regions. It is a combination that has enabled Smart State Rentals to build longterm relationships with Australian and multinational businesses whilst
Following Louis’ passing in 2025, the family has remained committed to continuing the business and the legacy he and Maxine created together. Maxine remains at the heart of Smart State Rentals, alongside the next generation of the Kinsey family. Eldest son Damien has worked in the business alongside his parents for
Mining and industrial projects place very different demands on vehicles from conventional road use. Compliance requirements, remote operating environments, high utilisation and the cost of vehicle downtime mean fleet decisions cannot be based on rental price alone. Smart State Rentals has consequently developed its business around providing vehicles that are prepared for the environments in which its customers actually operate.
SMART STATE RENTALS – AT A GLANCE Established: 2000 Based: Mackay, Queensland Ownership: Family-owned and operated Specialisation: Mine-compliant vehicle rental and fleet solutions Fleet: 4WDs, dual-cab and single-cab utilities, passenger vehicles, SUVs, commuter buses, vans and commercial trucks Workshop capability: In-house servicing, maintenance, vehicle modification and roadworthy inspections through Fourways Autocare Customers: Resources, mining, engineering, industrial and commercial businesses, construction and civil projects, government organisations and the wider Mackay community Service options: Short- and long-term rental and flexible commercial fleet solutions
more than a decade and now serves as Chief Commercial Officer, whilst daughter Madonna joined the company two years ago as Chief Operating Officer. Youngest son Duane is also contributing to the company’s next phase, working across areas including digital transformation, systems, artificial intelligence (AI) and business development. The values on which Louis and Maxine built Smart State Rentals remain firmly embedded in the business, whilst the next generation is investing in the systems, technology, people and management capability required to take it forward. For customers, that combination matters. Smart State Rentals offers the accessibility and responsiveness of a locally owned company, backed by the processes and capabilities expected by major corporate and resources-sector clients.
“Mum and Dad built Smart State Rentals on relationships, hard work and genuinely looking after their customers. As the next generation, our responsibility is to protect those values whilst continuing to evolve the business – investing in our people, fleet, technology and systems so we can support our customers and the resources sector for the next 25 years and beyond.” - Madonna Kinsey, Chief Operating Officer, Smart State Rentals BUILT FOR THE RESOURCES SECTOR Operating from Mackay places Smart State Rentals at the gateway to Queensland’s Bowen Basin and at the centre of one of Australia’s most significant mining and mining services communities. It is an environment the company understands well.
Its fleet includes mine-compliant 4WDs and utilities alongside commuter buses, passenger vehicles and other commercial vehicles, allowing the company to support a broad range of operational and project requirements. Just as importantly, its team understands that those requirements can change. Projects mobilise and demobilise. Workforce numbers fluctuate. Contract requirements evolve. Vehicles may be needed for a short assignment, an extended project or as part of a larger fleet solution. Smart State Rentals’ ability to respond to those changing requirements has helped it build enduring relationships with mining companies, contractors, engineering businesses, government organisations and other commercial customers throughout the region. The objective is straightforward: to give customers access to the vehicles they need, configured appropriately for the work they need to perform and supported throughout the hire. MORE THAN A RENTAL COMPANY One of Smart State Rentals’ greatest strengths can be found behind the fleet itself. Through Fourways Autocare, its mechanical workshop, the company has in-house capability to service, maintain and modify vehicles rather than relying solely on external providers. For customers operating in demanding environments, that integration provides an important advantage. Fleet reliability can directly affect productivity. A vehicle unavailable for work is not simply a mechanical inconvenience; on a major project it can affect people, schedules and operations.
FOURWAYS AUTOCARE – IN-HOUSE CAPABILITY Smart State Rentals’ mechanical workshop provides: • Manufacturer logbook servicing • Roadworthy inspections • Mechanical servicing and light vehicle repairs • Vehicle modifications • Mine-spec vehicle preparation and maintenance • Qualified and experienced automotive technicians • Services for both the Smart State Rentals fleet and the general public
Its relationship with Richglen Maintenance Services is an example of that approach. As a Mackay-based provider supporting the mining and resources sector, Richglen operates in an environment where access to appropriate, dependable vehicles is an important part of keeping its people and projects moving. Smart State Rentals is proud to support Richglen as part of the network of local businesses contributing to its operations and continued growth. By bringing rental operations and mechanical expertise together, Smart State Rentals has greater visibility and control over the condition and preparation of it’s fleet, and can plan for and reduce any downtime.. Qualified technicians maintain vehicles across passenger, 2WD, 4WD and mine-spec applications, whilst the workshop’s modification capability enables vehicles to be prepared for specialised industry requirements. Fourways Autocare is also a registered member of the Motor Trades Association of Queensland (MTAQ) and provides services to the wider Mackay community, including manufacturer logbook servicing, roadworthy inspections and light vehicle repairs.
For Smart State Rentals, however, the workshop represents something broader: an integrated approach to fleet management in which the vehicle, its maintenance and the customer relationship sit within the same local business. PARTNERSHIPS THAT KEEP PROJECTS MOVING For Smart State Rentals, the strongest customer relationships have never been purely transactional. The company has built its reputation in a regional business community where suppliers need to understand their customers’ operations, respond when circumstances change and become part of the solution.
The relationship also reflects something broader about the Mackay resources community. Behind every major mining operation sits an extensive ecosystem of specialist contractors, service providers and locally based businesses. Those partnerships create employment, retain expertise within the region and provide the responsiveness required to support projects operating across regional and remote Queensland. Smart State Rentals sees itself as part of that ecosystem – not simply as a company supplying vehicles, but as a fleet partner helping other businesses deliver. ONE FLEET, MANY REQUIREMENTS Whilst mining and commercial fleet
solutions form an important part of Smart State Rentals’ business, the company’s fleet has deliberately remained diverse. Alongside mine-spec vehicles, customers can access passenger cars, SUVs, buses, vans and commercial trucks for short- and long-term hire. That breadth allows Smart State Rentals to support the many different people and businesses that make up the Mackay community – from resources and engineering companies to local businesses, residents and visitors. For customers moving people, there are passenger vehicles, 4WDs and commuter buses. For those moving equipment, furniture or materials, the commercial fleet includes vans and trucks such as the Hino Pantech with tailgate lifter. The principle is the same regardless of the vehicle: make the process straightforward, provide the right solution for the requirement and support the customer locally. LOCAL ROOTS, MODERN BUSINESS 25 years in business provides experience, but Smart State Rentals is equally focused on what comes next. The company is investing in the modernisation of its operations,
introducing new technology and systems across fleet management, finance and administration whilst exploring how emerging tools such as AI can improve efficiency, decisionmaking and customer service. At the same time, the business continues to invest in its people, fleet and internal capability. The aim is not to replace the personal service on which Smart State Rentals was built, but to strengthen it. Technology can make information faster, processes more efficient and fleet management more sophisticated. What it cannot replace is local knowledge, accountability or a team that understands a customer’s business. Smart State Rentals believes the future lies in combining both. That philosophy is shaping the next chapter of the company: retaining the accessibility and relationships of a family business whilst continuing to develop the systems, governance and operational capability of a modern fleet organisation. READY FOR THE NEXT 25 YEARS Much has changed since Louis and Maxine Kinsey established Smart State Rentals in Mackay in 2000. The resources sector has evolved.
Customer expectations have increased. Technology has transformed the way fleets are managed and businesses operate. Smart State Rentals has evolved with them. What has remained constant is the company’s connection to Mackay, its customers and the family behind it. As the next generation takes a greater role in the business, Smart State Rentals is looking confidently towards its next phase – building on more than 25 years of experience whilst continuing to invest in the fleet, technology, people and partnerships that will shape its future. For the Kinsey family, growth is not simply about putting more vehicles on the road. It is about building a stronger business capable of supporting the companies and communities around it for another generation. Proudly Mackay-based, proudly familyowned and built around the industries that drive regional Queensland, Smart State Rentals remains focused on the purpose that has underpinned the business from the beginning:
Keeping its customers moving.
smartstaterentals.com.au
RICHGLEN MAINTENANCE SERVICES MINING
HOW DOES RICHGLEN ENCOURAGE A POSITIVE WORKPLACE CULTURE THAT HELPS EMPLOYEES ADVANCE IN THEIR CAREERS? Matt Borg, Managing Director: “Staying true to our core values is critical in every decision we make. Transparency means keeping our people informed, sharing the reasoning behind our choices, and being honest about both our successes and challenges. Integrity is demonstrated through our actions, taking accountability, and doing what’s right, even when it may not be the easiest option. “Developing our people also requires our leaders to be willing to let others take the reins. We encourage them to invest their time and knowledge in the next tier of the business; not simply overseeing staff but elevating them. Our role is not to be the smartest person in the room; it is to make the room smarter by sharing what we have learned, building confidence, and allowing others to lead. “That type of leadership does not always come with recognition, nor should it. When someone’s confidence grows, their team performs well, or their project succeeds because of the support they have received – that is the mark of a great leader. By developing people quietly, consistently, and without seeking credit, we create genuine career pathways whilst building a stronger, more capable, and resilient business.”
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Equally, the company is proud of its recent dense medium cyclone upgrade, which involved removing the existing cyclones across both the north and south CHPPs, completing structural modifications, and installing larger upgraded units, all within the tight timeframes of a major shutdown. “What makes this project significant is the outcome delivered for the client. Initial testing has shown the upgraded cyclones achieved their targeted yield recovery, helping the plant recover more saleable product from the coal it processes,” explains Borg. The project highlights an important capability of Richglen’s that isn’t always as visible as its primary work. The upgrade showcases the company’s ability to bring together multiple disciplines and deliver technically complex projects safely, efficiently, and to a high standard within demanding operational environments.
CREATING SUSTAINABLE GROWTH Richglen prides itself on giving back to its communities and leaving a positive legacy. In particular, the company participates in Star’s School of the Year, launched in partnership with the radio station Star 101.9 to give back to local schools and support projects that make a meaningful difference for students and their communities. Richglen has committed an AUD$10,000 donation to the programme, where schools share in 100 words or less how they would use the funding to benefit students before the surrounding community votes on which vision to bring to life. 2026 marks the third consecutive year that Richglen has donated to this initiative. “As a locally owned business, we believe strong communities start with strong schools. Our business was built in this community, and giving back has always been important to us. Schools play such an important
RICHGLEN MAINTENANCE SERVICES MINING
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0456 526 302 | labour@kjsmining.com.au | www.kjsmining.com.au | Facebook: KJ’s Mining
“ W H E N Y O U H AV E E X P E R I E N C E D MAINTENANCE PROFESSIONALS EMBEDDED W I T H I N A N O P E R AT I O N , Y O U ’ R E A B L E T O I D E N T I F Y I S S U E S E A R L I E R , R E S P O N D FA S T E R , A N D B U I L D A D E E P E R U N D E R S TA N D I N G O F T H E A S S E T S Y O U ’ R E M A I N TA I N I N G ” – M AT T B O R G , M A N A G I N G D I R E C T O R , R I C H G L E N M A I N T E N A N C E S E R V I C E S
role in shaping young people, and we’re proud to support projects that create positive experiences and opportunities for local students,” Borg states. Additionally, Richglen supports both BMA CQ Rescue and CapRescue through a matched giving programme, where team members’ donations are matched dollar for dollar. In 2025, this resulted in a combined AUD$31,000 donation to the two emergency helicopter services.
“Supporting organisations that help keep our communities safe is an important part of who we are as a business and reflects our commitment to giving back to the regions where we live and work,” he affirms. Having built a strong reputation as one of the leading service providers in the dragline shutdown and maintenance space, Richglen is working to continue that capability as it looks towards the future. Its priority is to use its established strengths to further diversify its business across
long-term maintenance contracts, capital projects, ports, and other areas of the resource sector. It’s not about moving away from what has made Richglen successful; it is about building on that foundation, broadening its opportunities, and reducing the reliance on any one market or service stream. “Ultimately, our goal is sustainable growth, creating more opportunities for our people, strengthening the resilience of the business, and continuing to deliver the same safe, high-quality, and cost-effective outcomes for our clients,” Borg concludes.
Tel: 1300 878 470 admin@richglen.com.au
www.richglen.com.au
APAC Outlook Issue 82 | 125
WEBDRILL MINING
126 | APAC Outlook Issue 82
DRILLING FOR GROWTH As demand for underground diamond drilling continues to rise, Webdrill is strengthening its operations, investing in its people, and expanding its global ambitions. We speak with Jared Webb, CEO, who outlines how the company continues to create long-term value for its clients Writer: Lily Sawyer | Project Manager: Thomas Arnold
APAC Outlook Issue 82 | 127
WEBDRILL MINING
O
ne of the most significant mining jurisdictions globally, Western Australia (WA) continues to be the engine room of Australia’s resources sector. “Over the course of my career, I’ve seen the industry evolve through multiple commodity cycles, periods of rapid expansion, and times of market uncertainty,” opens Jared Webb, CEO of Webdrill – a leading Australian contractor providing underground diamond drilling services. Whilst there has been a slowdown across parts of the industry in recent years, the sector has shown remarkable resilience. Today, the company is seeing renewed confidence driven by strong gold prices, along with continued diamond investment and increased demand for more rigs across the board. “It’s a common theme across all clients – drill it out as fast as you can. Exploration activity has remained strong, and many operators are investing in smart resource development and drill drives to speed up the efficiency of drilling and reduce underground mining interactions or frustrations,” he insights. Like many mining contractors, however, labour and cost pressures have presented Webdrill with challenges. Proactively, it views many of these hurdles as opportunities for the business to focus on culture, efficiency, and building strong client relationships. “Organisations such as ours – who can consistently deliver value, maintain high safety standards, and adapt to changing market conditions – are well-positioned for future growth,” Webb outlines. Indeed, the company has never been stronger, with demand for its services remaining high as it continues to partner with clients whose values align closely with its own. “We are easy to work with – we get 128 | APAC Outlook Issue 82
this comment a lot from our clients,” he tells us. As it continues on this upward trajectory, one of Webdrill’s greatest opportunities is its ongoing international expansion. The company is increasingly focusing on opportunities on the global stage and, whilst Australia remains its foundation, is open to supporting clients across multiple jurisdictions as it scales the business over the next 25 years.
CHALLENGING THE STATUS QUO Webdrill was founded on a simple principle – to deliver high-quality drilling services with transparency, integrity, and a genuine commitment to its clients’ success.
Having emerged from a vision to challenge the status quo, today it specialises in underground diamond drilling, providing high-quality core samples that assist clients in resource definition, exploration, and mine development. “Put simply, we focus on accurate results,” Webb asserts. What differentiates Webdrill is its method – the company believes in operating ethically, communicating openly, and building meaningful relationships with its customers. “For our clients, there are no hidden costs, surprises, or shortcuts. We focus on delivering core samples safely and to the highest possible standard,” he points out. With the company’s recent quarterly update revealing its
WHY IS IT IMPORTANT FOR WEBDRILL TO HAVE A PRESENCE AT INDUSTRY EVENTS. HOW DOES THIS KIND OF EXPOSURE AND KNOWLEDGE-SHARING BENEFIT THE BUSINESS? Jared Webb, CEO: “For Webdrill, industry events such as the recent Diggers & Dealers Mining Forum, RIU Conferences, and other events play an important role in maintaining and strengthening relationships across the business. “Whilst these conferences provide valuable opportunities for mining companies to share their story, they also allow us to find everyone in one room, so to speak. “They enable us to connect directly with clients, industry partners, suppliers, and peers whilst staying informed about emerging trends and future opportunities. “Events like these bring together the entire mining industry. From formal presentations and exhibitors at the booth to informal conversations away from the conference, they create opportunities to explore new partnerships. “For Webdrill, participating in these forums demonstrates our commitment to the industry and ensures we remain closely connected to the people and organisations helping shape its future.”
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WEBDRILL MINING
strongest financial year on record, Webb reflects on the hard work that has enabled Webdrill to achieve such success. “This milestone is the result of several years of strategic planning, disciplined growth, and investment in our people and rig-build capabilities,” Webb prides. “We’ve continued to expand our client base and increase the number of active drilling rigs operating across our projects.” At the same time, Webdrill has invested heavily in new technologies and innovations to redesign and build its own drill rigs in-house. “It’s been a journey, to say the least!” he exclaims. Bringing this capability under Webdrill has significantly improved its operations, reduced reliance on external suppliers, and enabled it to
130 | APAC Outlook Issue 82
“ O R G A N I S AT I O N S S U C H A S O U R S – W H O C A N C O N S I S T E N T LY D E L I V E R VA L U E , M A I N TA I N H I G H S A F E T Y S TA N D A R D S , A N D A D A P T T O CHANGING MARKET CONDITIONS – ARE WELL-POSITIONED FOR FUTURE GROWTH” – JARED WEBB, CEO, WEBDRILL
better manage costs. Having complete control over the design and manufacturing process also provides greater certainty around maintenance, parts management, and equipment performance. Importantly, it has also allowed the company to continuously refine and improve its rigs based on operational feedback from its teams in the field and create equipment specifically tailored to the challenges and harsh
requirements of underground diamond drilling. “The result is a fleet of highly capable rigs that deliver outstanding results whilst supporting operational efficiency across the business,” Webb states. “Combined with strong client demand and an elite reputation, these initiatives have helped position Webdrill for sustained, long-term growth potential,” he adds.
HIGH-PERFORMANCE LUBRICANTS Our core focus is product supplier to performance partner When a lubricant solution is designed around specific equipment, environment and performance objectives of a mining operation, lubrication moves from routine to a genuine source of competitive advantage. Beyond Lubrication: engineering bespoke solutions for mining efficiency & performance. In mining, lubrication is rarely just about keeping equipment moving, it’s about protecting productivity, managing risk and extending operating life whilst maintaining efficiency in some of the most demanding environments. From drills, mills, Gear drives, Boggers and processing equipment, every application presents its own combination of load, temperature, speed, contamination and operating conditions. A lubricant that performs well in one environment may deliver very different results in another. This is where a bespoke approach can create measurable Value. Bespoke doesn’t mean complicated. Moving beyond the one product fits all Approach. Mining operations increasingly recognize that lubrication performance is influenced by far more
than lubricant specification alone, equipment design, duty cycle, environmental conditions, maintenance practices and application methods all contribute to the outcome. Efficiency and reliability Performance where it matters most through datadriven lubrication decisions using FTIR spectral data and proven experience in a multitude of environments across a variety of assets. A customized lubrication solution does not require greater complexity, a technically appropriate lubricant can be an important contributor to equipment operational efficiency and reliability.
We share in the success of business partners Enquires: sncsrd@yahoo.com | Tel: +61 (8) 62059497 Technical Mob: 0448 955 517, 0487 595 886 www.ncslubricants.com.au
CURATING A SAFETY ENVIRONMENT As safety is a top priority for Webdrill, it operates on the ethos that each individual involved in underground mining deserves to return home safely at the end of every shift. Indeed, the company is dedicated to curating a safety environment built on more than mere policy and procedure, but on a genuine commitment to the physical and mental well-being of each member 132 | APAC Outlook Issue 82
of staff. “At Webdrill, safety is embedded into every aspect of our operations. We maintain strict safety systems, invest in quality equipment and personal protective gear, and continually review our processes to identify opportunities for improvement,” Webb says. Importantly, it also takes a proactive approach to injury prevention by being realistic about the nature of its business.
“We understand underground drilling can be physically demanding and repetitive, and conditioning the role is a timely process,” he insights. As such, ensuring its people are well prepared and properly supported helps Webdrill to reduce risk whilst improving performance. “Looking out for people is not simply a responsibility. It is fundamental to the success of our business because people are our assets,” Webb outlines.
WEBDRILL MINING
“FOR OUR CLIENTS, THERE ARE NO HIDDEN CO STS , S U R P R I S E S , O R S H O R TC U TS . W E FOCUS ON DELIVERING CORE SAMPLES S A F E LY A N D T O T H E H I G H E S T P O S S I B L E S TA N D A R D ” – JARED WEBB, CEO, WEBDRILL
environmental impact. This includes adopting more sustainable products and practices wherever possible, such as environmentally responsible drilling fluids from Mudex.
SETTING THE BENCHMARK
Indeed, when it comes to sustainability, Webdrill believes its responsibilities extend far beyond the environment. “For us, sustainability encompasses how we operate, treat our people, and the impact we have on the communities and industries we work in,” Webb emphasises. From an operational perspective, the company actively works with suppliers and partners who share its commitment to reducing
When it comes to company culture, Webdrill has built a real sense of equality and autonomy across the organisation, where people are the foundation of success and everyone feels valued, respected, and empowered to contribute. “People are never just numbers – every individual has a voice, role to play, and opportunity to make a meaningful impact. “We have created a culture built on teamwork, accountability, and mutual respect – something that consistently stands out to those who join our organisation, and it’s a key reason we continue to attract and retain great people,” Webb reflects. Looking ahead, the future is bright for Webdrill, whose immediate focus is on supporting existing client rig demand whilst continuing to scale the business responsibly. “Over the coming financial year, we expect to build approximately 10 additional rigs to support current contracts and future growth opportunities,” he adds. This expansion represents a significant investment in the company’s people, workshops, maintenance teams, and operational infrastructure. At the same time, it will continue focusing on safety, operational
excellence, and developing talent. Elsewhere, international growth options remain a key strategic focus for Webdrill, alongside strengthening relationships with existing clients and pursuing opportunities with new partners who align with its values. “Ultimately, our goal is simple – to continue setting the benchmark for underground diamond drilling whilst creating long-term value for our clients and opportunities for our people,” Webb passionately concludes.
Tel: Australia: +61 8 9349 2296 US: +1 907 302 2931
webdrill.com.au
APAC Outlook Issue 82 | 133
EMBODYING THE TIMELESS TRADITION OF THE GOLDFIELDS With a reputation built over 50 years of expertise and integrity, delivering engineering design, construction, and maintenance services to the mineral resources sector, CPC Engineering continues to thrive. We hear more from CEO, Glen Weir Writer: Ed Budds | Project Manager: Thomas Arnold
C
ommencing operations from a small office and fabrication workshop in Kambalda, Western Australia (WA) in 1970, CPC Engineering (CPC) has grown impressively into a vertically integrated engineering company that provides design, construction, and maintenance services to the mining, energy, infrastructure, and agriculture industries. The original owners identified a niche within the market for mine and plant maintenance and engineering services in and around Kambalda, particularly for its major client, Western Mining Corporation. In the 1980s and 1990s, CPC gradually expanded its operation to include a machine shop, stainless 134 | APAC Outlook Issue 82
steel fabrication, and a small fleet of mobile cranes, trucks, and light vehicles. In addition to process plant work, CPC patiently expanded into underground maintenance and construction. This side of the business continued to grow until the late 1990s when the company had gained an enviable industry-wide reputation for the design, fabrication, and construction maintenance of mining-related infrastructure projects. “We employ approximately 180 people across our maintenance and operating divisions from offices and workshops located in Port Hedland, Karratha, Kalgoorlie, Esperance, and Albany,” introduces Glen Weir, CEO.
CPC ENGINEERING MINING
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CPC ENGINEERING MINING
“In addition, we employ a further 180 people from our major projects division located in West Perth, which undertakes engineering studies, design, and construction projects,” he sets out. Weir was born in Kalgoorlie, where his father began his career as an underground miner on the Golden Mile, a legendary, highly productive gold-bearing region once known as the ‘richest square mile on Earth’. He brings over 40 years of experience to the minerals resources sector, with expertise spanning all project phases. “There is a special bond between those people who were born, lived, and worked in the Goldfields, and I would say that mining and mineral processing was in my blood,” he recalls fondly.
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JOURNEY OF GROWTH In Australia, the big three mining commodities remain iron ore, copper, and gold. Recently, the industry has seen a dramatic increase in work associated with battery or energy minerals and a near total reduction in work associated with nickel. “The mining and mineral processing industry has always been exciting to work in – the people are larger than life and there is an incredibly diverse range of professions and skillsets required to operate effectively,” Weir assesses. “There have always been new discoveries and the mining industry, in my experience, has always been ready to embrace new technology.” From a CPC perspective, the journey has been one of growth since
Weir joined the company. “We have made our fair share of mistakes along the way, but we now stand at an inflexion point where demand for our services has never been better and is growing,” he affirms. The company regularly carries out strategy sessions and has a clear understanding of what the business looks like in its current state. “Our vision for the near future is clear, and CPC has some serious decisions to make in the next 12 months – the future looks even more exciting than the past,” enthuses Weir.
RESPONSIBLE OPERATIONS Corporate social responsibility (CSR) is central to how CPC operates. “We are committed to fostering a safe, inclusive, and supportive
“THE MINING AND MINERAL PROCESSING I N D U S T R Y H A S A L W AY S B E E N E X C I T I N G T O WORK IN – THE PEOPLE ARE LARGER THAN LIFE A N D T H E R E I S A N I N C R E D I B LY D I V E R S E R A N G E OF PROFESSIONS AND SKILLSETS REQUIRED TO O P E R A T E E F F E C T I V E LY ” – GLEN WEIR, CEO, CPC ENGINEERING
environment for our employees, clients, and the communities in which we work,” Weir asserts. “This includes maintaining a safe and respectful workplace in accordance with the Work Health and Safety Act 2011, whilst promoting diversity across recruitment, development, and leadership.” CPC recognises and respects the rights, interests, and cultural heritage of Indigenous Australians and Traditional Owners, and strives to engage responsibly with communities
connected to its projects. Through local employment, supplier engagement, and community partnerships, the company seeks to deliver lasting social and economic benefits in the regions where it operates. “Supporting employee well-being is also a key priority, with mental health resources and assistance through internal initiatives and external Employee Assistance Programme (EAP) providers, ensuring our people have access to professional support
when needed,” expands Weir. “In addition, we uphold fair labour practices throughout our business and supply chain, maintaining compliance with the Modern Slavery Act 2018 whilst promoting ethical, transparent business conduct.” Moreover, through ongoing stakeholder engagement and responsiveness to community concerns, CPC works to build trust and create positive outcomes for all stakeholders. APAC Outlook Issue 82 | 137
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SECRETS TO SUCCESS CPC BELIEVES THERE ARE two main factors that differentiate the company from the competition and remain the secrets to its success: • As a private company, CPC is extremely nimble and able to make decisions quickly. It has worked hard to maintain a culture where people are valued and feel like they’re part of a team, not just individuals. As a result, CPC has attracted and retained a team of competent professionals at all levels of the organisation. • Today, CPC remains a vertically integrated company, with a design office in West Perth, a construction division, and an operating division consisting of the five regional workshops. This structure gives CPC access to its clients at all levels and locations and enables the divisions to feed off and support each other. There is no other engineering business in WA that has this capability.
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ENVIRONMENTAL GUARDIANS Parallel to the company’s CSR work, sustainability is integrated into CPC’s approach to project delivery and factors into its firm commitment to operational excellence. “We are committed to minimising our environmental footprint whilst supporting the responsible development of Australia’s natural resources,” Weir tells us. “Through robust environmental management systems, we ensure compliance with all relevant Australian environmental legislation and continuously seek opportunities to improve resource efficiency across our operations.”
Design is compromise. Choose yours carefully.
E
very plant design is a balancing act between the features you want and the budget and schedule you have.
transform our systems, but we can prepare by ensuring we have the data available when we need it.
Once you are in production, the bottlenecks reveal themselves. You can go back and improve on what was deferred, if it makes sense to do so.
Native format engineering deliverables, smart drawings, and metering of energy and raw material inputs, measuring recovery and monitoring plant equipment will simplify digitalisation of the plant and its key systems.
Some compromises are not recoverable, and in today’s world the clearest example is the acquisition of process data.
Before significant equipment packages are awarded, specify open communications protocols, complete tag lists, diagnostics, and internal setpoints.
Today, our data supports faster fault finding, improved reliability, and better production decisions. In the not-toodistant future, it will provide the foundation for the next epoch - AI-driven optimisation, predictive maintenance, and operations.
Get it wrong and the consequences can last beyond the life of the current plant and well into the next.
Capturing a comprehensive dataset costs very little when planned for during the plant design stage. Deficient data acquisition is a lost opportunity, particularly during start up. Retrofitting capability to an operating plant is costly and time-consuming. In our experience, the integration of vendor packages is where today’s plant control systems most often fall short. Too often, valuable diagnostics is locked away in the ‘black box’, and degraded to basic run/alarm status signals. Regardless of how valuable your dataset is to your operations today; it will be worth far more in the future. We can barely imagine artificial intelligence (AI) will
WHO WE ARE WHAT WE DO Process E & I, is a privately owned Western Australian engineering company, based in Perth, specialising in electrical, instrumentation and control (EIC) engineering services. We have successfully delivered projects across Australia and internationally, with experience spanning mining, mineral processing, power infrastructure, materials handling, and associated non-process infrastructure (NPI). Our experience includes Mining projects for Iron Ore, Gold, Nickel, Copper, Lithium Hydroxide, Spodumene, Graphite, Molybdenum, Zinc, Uranium, and Diamonds. We are proud to have partnered with CPC Engineering, directly and indirectly, on multiple projects for over a decade.
Process E & I Pty Ltd, Level 1, 16 Altona Street, West Perth, WA 6005 PO Box 70, West Perth, WA 6872 T +61 8 9344 6030 | www.processei.com.au
CPC ENGINEERING MINING
CPC consistently monitors and reports on environmental performance, enabling it to identify improvements and maintain accountability throughout the business. “We also recognise the importance of biodiversity protection and responsible land stewardship, particularly when working in ecologically sensitive environments, and incorporate environmental safeguards into project planning and execution,” notes Weir. As demand grows for critical minerals and energy storage solutions, the company is proud to support battery-related projects that contribute to Australia’s energy transition. “Our commitment to environmental stewardship, workplace safety, and quality outcomes is further underpinned by our numerous 140 | APAC Outlook Issue 82
“OUR VISION FOR THE NEAR FUTURE IS CLEAR AND CPC HAS SOME SERIOUS DECISIONS TO MAKE IN THE NEXT 12 MONTHS – THE FUTURE LOOKS E VEN MORE E XCITING THAN THE PAST” – GLEN WEIR, CEO, CPC ENGINEERING
internationally recognised certifications encompassing environmental management, occupational health and safety management, and quality management.” he emphasises.
DRIVING SOCIAL VALUE One of CPC’s greatest achievements is the founding of First Nation Engineering (FNE), a majority Indigenous-owned engineering company founded by the Carey Group and CPC.
“FNE’s mission is to drive powerful social value and economic improvements for Indigenous people through tangible and long-lasting community programmes across WA,” Weir acclaims. This will be achieved through major and long-term projects with Tier 1 clients. “The initiative has achieved moderate success in the last two years, and it is our goal to mount a major campaign across the mining industry over the next two years
CPC ENGINEERING MINING
Specialised Engineering Services In WA 0474 843 583 info@westde.com.au christian.brekalo@westde.com.au tegan.waller@westde.com.au westdesignandengineering.com.au
West Design & Engineering Pty Ltd brings proven design and engineering expertise to projects across Western Australia, specialising in structural and mechanical piping. Backed by an ISO 9001:2015-certified quality management system, our team delivers reliable, high-standard outcomes on time and on budget. From concept through to completion, we partner with clients to solve complex engineering challenges with precision and care. Based in Kwinana Beach, we’re proud to support industry with practical, qualitydriven solutions.
to increase the company’s profile and deliver on our commitment to Indigenous people,” he informs. Staff are not just important to the company; they are everything. CPC sells a service, not a product, and it could not sell what it considers to be a superior service without good people. “We like to empower our people by pushing down the decision-making process as low as possible. We believe this contributes to a highly motivated and happy workforce,” Weir explains. For example, CPC carries out a strategic review of the business at board level every four years. For the following three years, each business unit down to supervisor level is involved in reviewing the strategy and formulating the business plan for the next financial year. “This creates ownership of the plan at a granular level; meanwhile, other programmes are in place at worker
level to review and optimise processes and procedures at regular intervals,” he details.
STRONG AND LASTING RELATIONSHIPS The demand for CPC’s services has increased dramatically over the last 18 months. “Our collective priority looking ahead is to successfully execute the pipeline of work we currently have on the books. In conjunction with this, the board will consider what the next phase of growth looks like for CPC,” Weir maps out. Moreover, as the company continues to go from strength to strength, partner and supplier relationships will remain critical to its success. “There are always issues and obstacles to overcome in our line of work, so by forming strong and
lasting relationships with our partners, we can work together to achieve a successful outcome,” he outlines. CPC endeavours to reach a place where it is as important to its valued partners as they are to the company. It likewise strives to maintain strong relationships with the communities in which CPC lives and operates. “We started off in a small country town and would not be where we are today without the help of local communities and local people,” concludes Weir.
Tel: 08 9365 0300 cpcengineering@cpceng.com.au
www.cpcengineering.com.au
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WO R L D - C L A S S H E A LT H C A R E FOR THE PEOPLE OF FIJI Focused on providing the highest-quality healthcare, Aspen Medical expertly combines international clinical standards with local expertise. Gavin Whiteside, CEO of Aspen Medical in Fiji, tells us more Writer: Lauren Kania | Project Manager: Ben Weaver
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elivering world-class healthcare outcomes through investment in people, infrastructure, technology, and continuous improvement, Aspen Medical is a global healthcare solutions provider of safe, high-quality care dedicated to improving patient outcomes. Established in 2003 and headquartered in Canberra, Australia, Aspen Medical provides healthcare and related services across multiple countries and regions. These services include hospital and health facility 142 | APAC Outlook Issue 82
management, clinical services, occupational health, emergency and disaster response, health infrastructure, training and capacity building, and specialist medical services. “We work with governments, healthcare institutions, defence, and private sector partners to deliver our services in complex and diverse environments,” introduces Gavin Whiteside, CEO of Aspen Medical in Fiji. The organisation employs a large international workforce of
healthcare professionals, allied health practitioners, and support staff across international operations, serving patients and communities in a range of settings. Specifically, in Fiji, Aspen Medical is working in partnership with the government through Health Care (Fiji) Pte Limited, managing the Lautoka and Ba Hospitals. “Through these two facilities, we provide comprehensive hospital services to patients across the Western Division and other parts of the country, whilst supporting the development of clinical capabilities,
ASPEN MEDICAL HEALTHCARE
healthcare infrastructure, technology, education, and quality improvement. Our services in Fiji span emergency medicine, surgery, maternity, paediatrics, oncology, cardiology, dialysis, intensive care, diagnostic imaging, pathology, rehabilitation, and a growing number of specialist services, ensuring Fijians have greater access to high-quality healthcare closer to home,” Whiteside continues. Having started his professional journey in the Australian Army’s Infantry Corps, where he served for nearly 20 years, Whiteside’s
transition into healthcare followed a conversation with a former military colleague who introduced him to an opportunity that would challenge him in a vastly different operational environment. “My experience provided a strong foundation in leadership, teamwork, problem-solving, resilience, and building high-performing cultures. The prospect of applying my leadership experience in a sector focused on improving lives was incredibly appealing and set me on a new career path,” he details.
Over the past 13 years, Whiteside has led operations across the Pacific, with roles spanning healthcare, emergency management, and public services, and a consistent focus on delivering better outcomes for communities. “What has kept me passionate about healthcare is the opportunity to help deliver services that make a genuine, lasting difference in people’s lives, whilst supporting teams that are driven by a shared purpose of improving community well-being,” he smiles. APAC Outlook Issue 82 | 143
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MAKING A LASTING IMPACT What truly sets Aspen Medical apart is its ability to combine international clinical standards with local expertise and partnerships. The organisation invests in its people, infrastructure, technology, and continued innovation to deliver sustainable healthcare outcomes. In Fiji, rather than operating two hospitals, the organisation works alongside the Ministry of Health and Medical Services and the government to strengthen the country’s healthcare system for the long term. “Our focus extends beyond delivering healthcare services. We aim to build capability, develop future healthcare leaders, introduce modern clinical practices, and continuously improve patient safety and quality,” insights Whiteside. “Internal accreditation, investment in advanced medical technologies,
and the recruitment of visiting specialist teams are all examples of our commitment to delivering healthcare that reflects best global practice whilst remaining responsive to local needs.” For Aspen Medical, delivering world-class healthcare starts with maintaining high clinical standards and ensuring patients receive safe,
evidence-based care. Since assuming management of the Lautoka and Ba Hospitals, the organisation has invested significantly in facilities, technology, workforce capability, and specialist services to improve access and outcomes for patients across Fiji. It has also strengthened emergency care, enhanced diagnostic capability, introduced advanced cardiac
“ What has kept me passionate about healthcare is the opportu nity to help deliver services that make a genuine, l a s t i n g d i f f e r e n c e i n p e o p l e’s l i v e s , whilst supporting teams that are driven by a shared purpose of improving community well-being” – G AV I N W H I T E S I D E , C E O , A S P E N M E D I C A L I N F I J I
ASPEN MEDICAL HEALTHCARE
CAN YOU TELL US MORE ABOUT YOUR ETHOS AND HOW THE ORGANISATION PRIORITISES PATIENT-CENTRED CARE, PROFESSIONALISM, AND RESPECT ON A DAILY BASIS? Gavin Whiteside, CEO: “Everything we do begins with the patient. Patient-centred care means listening carefully, treating every individual with dignity and compassion, involving families in care decisions where appropriate, and ensuring services are accessible, safe, and respectful. “Professionalism is reflected in our commitment to clinical excellence, ethical practice, accountability, and continuous learning. We believe respecting and supporting our people is essential to delivering outstanding patient care, which is why these values are embedded throughout our organisation and guide every interaction, every decision, and every investment we make.”
interventions, improved cancer care, and modernised clinical processes across both hospitals. “Equally important is our culture of continuous improvement. Every investment we make is guided by a single objective: improving patient outcomes and delivering safer, higherquality care,” informs Whiteside.
INVESTING IN SUSTAINABLE OUTCOMES One of the most significant initiatives Aspen Medical recently undertook was a major investment in and redevelopment of the Lautoka and Ba Hospitals in 2022. At Lautoka Hospital, the organisation upgraded infrastructure, clinical equipment, and patient services. Specifically, these improvements included expanding specialist clinical services, upgrading operating theatres, improving critical care areas, enhancing diagnostic equipment, and modernising digital health technologies.
One of the most significant additions has been the establishment of Fiji’s first public cardiac catheterisation laboratory in the Western Division, enabling life-saving coronary interventions locally and reducing the need for patients to travel overseas,” informs Whiteside.
“Other investments include expanded dialysis capacity, advanced imaging technology, oncology services, improved neonatal equipment, new medical waste management infrastructure, digital clinical systems, and enhanced patient safety technologies.” APAC Outlook Issue 82 | 145
Your trusted partner in the healthcare industry, known for marketing leading brands and exceptional products with a portfolio of over 60,000 products trusted by hospitals, healthcare professionals, and the community.
Act Justly, Love Mercy, Walk Humbly How Hesed Med Delivers Shared Optimism in the South Pacific In an era where healthcare systems are under unprecedented pressure, reliability, transparency, and resilience in medical supply chains have become non-negotiable. Hesed Med has emerged as a trusted partner for organisations across Australia, the Pacific, and beyond, built on a growing catalogue of more than 60,000 medical products supplied to hospitals, healthcare professionals, and community providers. Its reach spans the Association of Southeast Asian Nations (ASEAN),, Australia, the US, New Zealand, and the South Pacific, positioning the company as a bridge between global manufacturers and the diverse healthcare environments that rely on them, from metropolitan hospitals to remote Pacific clinics. Essity, Life Healthcare, Multigate, MDevice, Halyard, Mentholatum, Church & Dwight, and Nestlé Nutrition to ensure transparency, safety, and regulatory compliance from factory floor to patient bed. A Track Record Built on Capability and Trust
A Company Built on Its Name Hesed Med is a 100 percent Australian-owned, NDIS-registered medical supplier headquartered in Sydney. Built on the ethos of its Hebrew name, Hesed, meaning loving-kindness and compassion, the company has transformed how critical medical consumables, pharmaceuticals, and devices move through Australia and the South Pacific. Its operations are anchored in three pillars: Act Justly, Love Mercy, and Walk Humbly, principles that connect complex logistical execution with genuine community care and shape how the company works with hospitals, government agencies, and community providers alike. Extensive Medical Supply Coverage Hesed Med’s partnerships with globally recognised manufacturers enable it to deliver a comprehensive medical supply solution, from pharmaceuticals
and medical consumables to equipment, health and beauty products, and specialised clinical items. Its range includes pharmaceuticals, surgical specialities, venous access, respiratory and urology products, and a comprehensive selection of hospital consumables. This breadth reflects Hesed Med’s mission to be a dependable, valuesdriven partner, supporting healthcare organisations through routine operations, emergency response, and long-term system strengthening, whether that means keeping a single clinic stocked or supplying a government tender. Rather than operating as a simple intermediary, Hesed Med coordinates directly with Tier 1 global manufacturers, including Medline, Cardinal Health, Teleflex, Terumo, ICU Medical, Becton & Dickinson, Haines, Reynard, Gama HealthCare, Parker HealthCare, GE Healthcare, Baxter,
Hesed Med’s capability is demonstrated through a growing portfolio of multi-country government and health sector projects, delivered across Australia, Fiji and the wider Pacific, often in environments where logistical complexity and urgent timelines demand precision. Recent projects include: • Tender RFT No. 3/2025-2026 The Ministry of Lands and Mineral Resources, Government of Fiji, 2025-2026, successfully executed within the three month lead time requested by Ministry of Lands. • National Centre for Childbirth and Obstetric Care, 2025 World Health Organisation, (WHO), Solomon Islands, completed on schedule, meeting WHO’s three-month lead time requirement • Study Implementation Support, Variant Bio’s research collaboration with the Ministry of Health Tahiti, Centre Hospitalier de la Polynésie française 2025, executed efficiently within Variant Bio’s stipulated onemonth timeframe. • Tender Supply of Medical Consumables to Pacific Games 2023: Supply of Medical
A Word From Our Managing Director What makes Hesed Med compelling is that we are far more than a supplier. We are a capability-driven, results-focused partner solving real problems in healthcare. We understand the pressures clinicians face and the responsibility they carry to provide trusted, reliable products that restore dignity, comfort, and hope to every clinical environment.
Consumables, successfully executed within the three-month lead time requested by the South Pacific Games Committee. • Tender RFT 2025, Aspen Medical Fiji 2026, Supply of Medical Consumables for Lautoka and Ba Hospitals, contract in progress • Ongoing supply of RFQ’s 2026-current to the Ministry of Health in the South Pacific Region. Provide ongoing supply with prompt responses to RFQs, delivering on time and meeting hospital needs and clinical requirements with consistency and care. Strengths That Set Hesed Med Apart These strengths are grounded in delivery history rather than positioning: • Execution of multi-agency programmes supported by ministries of health, WHO, NSW Health, including anti-malaria initiatives, equipment, surgical specialties, laboratory support, pharmaceutical supplies hospital procurement and geophysical equipment. • Proven tender capability across orthopaedics, medical consumables, laboratory supplies, and specialised equipment procurement, including high-stakes national tenders and timecritical emergency supply programmes. • Experience supporting international research collaborations across the Pacific, contributing to scientific, genomic, and population health studies.
• NDIS registration, enabling supply into the disability care sector. • Direct sourcing from Tier 1 manufacturers such as Medline, Cardinal Health, Teleflex, Terumo, ICU Medical, Becton & Dickinson, Haines, Reynard, Gama HealthCare, Parker HealthCare, GE Healthcare, Essity, Life Healthcare, Multigate, MDevice, Halyard, Mentholatum, Church & Dwight, and Nestlé Nutrition, reducing intermediary risk. • We draw on decades of market experience working with locals and extensive product knowledge to support hospitals with reliable, informed supply solutions.
Our mission, ACT Justly, Love Mercy and Walk Humbly, the call of Micah 6:8, is rooted in Hesed Med and embodies Love, Kindness and Mercy. It is the compass behind everything we do. Every delivery reflects that purpose. When we strengthen supply chains, we strengthen lives. When we support healthcare professionals, we inspire hope in the world they serve. Every project we undertake is driven by hope for the lives touched by our work, and by the belief that acting justly, loving mercifully, and walking humbly can transform not only systems, but people. -Jasmin Teh, Managing Director
Looking Ahead As healthcare demand across the Asia Pacific region continues to grow, Hesed Med is investing in its supplier network, digital procurement systems, and logistics infrastructure to keep pace. The company’s focus remains straightforward: reliable delivery, transparent sourcing, and long-term partnership with the healthcare organisations that depend on it. This includes deepening relationships with existing Tier 1 manufacturers, extending NDIS and government tender coverage, and strengthening digital procurement.
Email: info@hesedmed.com.au www.hesedmed.com.au
ASPEN MEDICAL HEALTHCARE
HOW DOES ASPEN MEDICAL CONTRIBUTE TO THE LOCAL COMMUNITY? Gavin Whiteside, CEO: “As a healthcare provider, our responsibility extends beyond the hospital walls. Our staff regularly participate in health awareness campaigns, environmental initiatives, blood donation drives, clean-up activities, and sporting partnerships. “Through our annual Tree of Hope initiative, we support vulnerable children and families across Lautoka and Ba. We also work closely with local organisations, non-government organisations, sporting bodies, and government agencies to promote healthier communities throughout Fiji.”
recognised standards across every aspect of healthcare delivery, from clinical governance and infection prevention to medication management, patient safety, leadership, and quality improvement,” Whiteside prides. This achievement reflects years of dedication from every member of the Aspen Medical team. It represents countless hours of training, auditing, collaboration, and commitment to continuous improvement. Most importantly, it provides patients and the community with confidence that care is delivered to internationally recognised standards.
DEVELOPING HEALTHCARE LEADERS
At Ba Hospital, Aspen Medical introduced the first CT scanner at a Fijian sub-divisional hospital, significantly improving diagnostic capability for communities across the Western Division. The organisation also introduced a modern nurse call system that enables patients to alert nursing staff instantly, improving response times, enhancing patient safety, and delivering a more responsive, patient-centred care experience. 148 | APAC Outlook Issue 82
These investments in Ba Hospital have been so monumental that the hospital recently received international accreditation. “Achieving Joint Commission International (JCI) Gold Seal of Approval® is one of the most significant milestones in our journey in Fiji as JCI is recognised globally as the gold standard for healthcare quality and patient safety. Achieving accreditation demonstrates that Ba Hospital meets internationally
Aspen Medical recognises that continued success is only due to the hard work and dedication of its team members and celebrates that people are its greatest asset. “We invest in professional development through structured education programmes, simulationbased training, leadership development, mentoring, clinical placements, and international partnerships,” expands Whiteside. “Our teams regularly participate in emergency response training, specialist clinical workshops, patient safety programmes, and continued professional development initiatives. By investing in our people today, we are helping develop the healthcare leaders Fiji will rely on tomorrow.” This is crucial because healthcare is ultimately about people. Whilst infrastructure, technology, and accreditation are important, it’s the people who make the greatest difference on a daily basis. “I would like to acknowledge the dedication, professionalism, and compassion of every member of our team. Their commitment enables us to
ASPEN MEDICAL HEALTHCARE
“Ou r focus extends beyond deliveri ng h e a lt h c a r e s e r v i c e s . We a i m to b u i ld c a p a b i l i t y, d e v e lo p f u t u r e h e a lt h c a r e leaders, introduce modern clinical practices, and continuously improve patient safety and quality” – G AV I N W H I T E S I D E , C E O , A S P E N M E D I C A L I N F I J I
deliver exceptional care, strengthen Fiji’s health system, and improve outcomes for the communities we serve,” Whiteside recognises. As Aspen Medical continues to look towards a successful, sustainable future, the organisation’s priorities remain focused on three areas: improving access, enhancing quality, and ensuring long-term sustainability. It will continue investing in modern healthcare infrastructure, digital
transformation, workforce capacity, specialist services, and safety initiatives. Strengthening partnerships with the Ministry of Health and Medical Services remains central to achieving these goals. “We also aim to further expand specialist clinical services, improve operational efficiency, continue our quality improvement journey, and build on the international standards we have already achieved,” concludes Whiteside.
Tel: +679 666 0399
https://www.aspenmedical.com https://aspenmedical.com.fj
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Connecting What Matters Universal Communications Group is at the forefront of where the telecommunications industry is heading today. We speak to co-CEO, Dillip Kanji, about how the company is pioneering the future of connectivity across the Asia Pacific region Writer: Ed Budds | Project Manager: Joshua Mann
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I
n the realm of telecommunications (telecoms) and technology, New Zealand (NZ) is moving from one era into the next. The nation has essentially finished the build phase of its domestic fibre story, with uptake now above 75 percent and the retirement of its copper network imminent. That is a profound shift for an
UNIVERSAL COMMUNICATIONS GROUP TECHNOLOGY
industry that has spent 15 years defined by rollout. The work is no longer just about laying new fibre – it is about migration, provisioning, sustaining a network at scale, and doing it whilst customer expectations keep climbing. Demand is a further trend on the rise, whereby average residential data use has passed 690 gigabytes (GB) a
month and business use is growing at nearly 20 percent a year. Meanwhile, artificial intelligence (AI) workloads, cloud, and video are pushing traffic in a way that will drive densification, edge capacity, and mobile investment for the next decade. Networks that were designed for a different consumption pattern are being asked to do far more.
Across the Pacific, the picture changes again – subsea investment and multilateral funding have opened the door, but the last mile is still missing in many island nations, and that is where digital equity is won or lost. For a company like Universal Communications Group (UCG), being involved in the Pacific nations and going full circle as it has done APAC Outlook Issue 82 | 151
UNIVERSAL COMMUNICATIONS GROUP TECHNOLOGY
in NZ is critical. UCG is a telecoms infrastructure business that has been operating in Australia since 1990 and in NZ since 2014. “We are headquartered in Auckland, and today we operate across NZ, the Pacific Islands, and the Philippines. We remain a founder-led business with Rafael Luna, who founded UCG and is still actively involved in the business and with whom I share the CEO role - and that same leadership team will continue to run the business as
we become part of the Australian Securities Exchange (ASX)listed GenusPlus Group (Genus),” introduces Dillip Kanji, co-CEO.
BROAD OPERATIONAL SPECTRUM Today, UCG delivers the full lifecycle of network infrastructure – strategic consulting, land access and approvals, survey and design, construction, installation and commissioning, and ongoing operations and maintenance
— all wrapped in its own project management and delivery systems, including its proprietary siteTRAX® job management platform. “In practice, that means we take a client from a line on a map to a live, maintained network without handing them between three different contractors,” Kanji explains. The company’s anchor client in NZ is Chorus, where it holds a longterm Field Services Agreement for approximately 50 percent of the population.
HOW DID YOU FIRST BECOME INTERESTED IN THE TELECOMS INDUSTRY? Dillip Kanji, co-CEO: “I graduated from the University of Auckland in 1992, and I have not worked outside telecoms for a single day since. “After a vast and varied career spanning many roles and geographies, I joined UCG in 2018 as Business Performance Officer, became Chief Operating Officer in 2019, and was appointed Co-CEO in April 2025. “What has kept me here for more than three decades is that the industry keeps reinventing itself. Analogue to digital, copper to fibre, and now connectivity as critical national infrastructure rather than a consumer convenience. “What draws me to the design, cabling, and construction side specifically is that it is where engineering meets the physical world. Software gets the headlines, but somebody still has to secure the land access, survey the route, dig the trench, haul the cable, splice the fibre, and keep it running for the next 30 years. “Having started my own career doing exactly that work, I have never lost respect for the people who do it, and I have never forgotten that health, education, commerce, and emergency response all sit on top of it.”
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“Beyond that, we work with a range of clients including World Bank-funded projects across the Pacific. We have been very active in Micronesia, Tuvalu, Kiribati, the Marshall Islands and, more recently, Samoa,” he sets out. Collectively, UCG has connected more than one million premises to high-speed internet, and currently employs around 150 staff across six offices in NZ, approximately 80 resources based out of the Philippines, and is supported by a broader deliver partner network across its operating regions.
BUILDING A SUCCESSFUL PARTNERSHIP UCG’s Chorus Field Services Agreement encompasses its longterm contract covering network build and maintenance across Auckland and the greater Auckland region. It is the backbone of the company’s NZ portfolio and, more
“Chorus is a demanding client and appropriately so, given they are custodians of critical national infrastructure. They have pushed us to be better in safety, quality systems, and data, and we are a materially stronger company because of that relationship” – D I L L I P K A N J I , C O - C E O , U N I V E R S A L C O M M U N I C AT I O N S G R O U P
importantly, it is where UCG proves its operating model every single day at metropolitan scale. “Our relationship with Chorus began in 2014, when we were awarded work connecting multidwelling units in Auckland and Wellington under the Ultra-Fast Broadband programme,” Kanji recalls. “That was a narrow, technically difficult scope, but we took it because we believed that if we solved the hard
problem well, the rest would follow, which it did, but slowly and on merit,” he adds. This work grew into a ten-year design and construction agreement for multi-dwelling units and, in April 2022, into the seven-year Field Services Agreement for Auckland and the surrounding region, plus threeyear North Island provisioning. Then, in February 2025, the relationship was extended again. APAC Outlook Issue 82 | 153
Serving New Zealand’s Demand for Reliable Infrastructure Operating within the utility network construction and maintenance sector, Data Stream NZ Limited delivers safe, compliant, and reliable network infrastructure work across New Zealand The utilities and telecommunications (telecoms) industries are crucial to modern infrastructure, forming the indispensable digital and physical backbone that powers today’s society, ensuring economic stability, and delivering modernisation efforts. The companies that meet these growing demands are pivotal to daily life, enabling essential services to run smoothly and power the world. One such company that is a stalwart in this crucial industry is Data Stream NZ Limited (Data Stream NZ), based in Auckland, New Zealand.
Established in March 2016 by Krunal Patel – the company’s sole director and shareholder – Data Stream NZ was founded to serve the country’s expanding need for reliable utility and telecoms network infrastructure. Carrying data, power, and communications to homes and businesses, this physical connection is only growing more crucial by the day.
As an owner-operated business, Data Stream NZ combines the responsiveness of a small team with the discipline of a registered contractor. More than a decade since its founding, the company’s focus remains the same – delivering safe, compliant, and dependable network infrastructure work, one project at a time.
Data Stream NZ started from a base in Blockhouse Bay in West Auckland, quickly building a reputation for hands-on network construction and maintenance work. In 2021, the company relocated to South Auckland on the Manukau Harbour, positioning itself to serve the fast-growing communities of Auckland and the wider area whilst continuing to support clients across New Zealand’s South and North Islands.
Data Stream NZ’s approach comprises four pillars: • Safety first – Work carried out to New Zealand health and safety and industry standards. • Reliability – An owner-operated team that is accountable for every job. • Local knowledge – Based in Auckland and serving surrounding regions. • Long-term relationships – Built through consistent, quality delivery since 2016.
These values enable the company to continue to serve the industry with unparalleled dedication, world-class results, and a passion for continued innovation to provide clients with the most modern products and services.
ADDRESSING A GROWING DEMAND Data Stream NZ has proudly been serving clients across Auckland and parts of the North and South Islands for over a decade. Operating within the utility network construction and maintenance sector, the company’s services are vast. They include telecoms and fibre network construction, installation, and maintenance; underground and overhead cabling, ducting, and trenching; network connections, upgrades, and fault repairs; and site works supporting utility and infrastructure providers. Additionally, for Data Stream NZ’s endto-end utility pole services, it offers installation and removal of streetlight and power poles; over 11 years of direct experience in utility pole projects; and significant project experience working with major companies. This is alongside the company’s fibre optic network services, which include fibre installation provisioning, maintenance, and fault rectification and experience managing major fibre faults, such as inside and outside plant work streams in Auckland.
Equally, Data Stream NZ provides specialist equipment and plant operations. The company boasts fully certified and experienced elevated work platform (EWP) and insulated buckettruck operators, with two bucket trucks at its disposal. To increase capability, it also has crane trucks and certified operators for handling and installing complex infrastructure assets for minor and major civil works and trenching. With additional Internet of Things (IoT) device installation and commissioning, telecoms auditing, utility pole auditing and testing, and traffic management solutions, Data Stream NZ is an undeniable powerhouse and partner in the utility and telecoms sector.
STRONG PLATFORM FOR A STRONG FUTURE Having led Data Stream NZ for over 10 years, Patel is responsible for the company’s operations, client relationships, and the quality delivered across the scope of work it undertakes for all major players in the industry. Specifically, Data Stream NZ is currently working in collaboration with Traffica Roading Services on an innovative initiative aimed at minimising road accidents and improving safety for all road users by replacing traditional streetlights with advanced, technologydriven solutions. Additionally, Data
Stream NZ has partnered with Telco Contracting Limited – New Zealand’s first business-only telecoms company to offer an international guarantee on every connection supplied from ADSL2+ through to HSNS Superior Fibre – to provide utility pole auditing and testing alongside telecoms auditing of manholes and pits. Another prime example is the company’s work with Universal Communications Group in Sydney, Australia, which helps network operators create and maintain faster, more reliable telecoms networks. Here, Data Service NZ delivered hybrid fibre-coaxial (HFC) and multi-dwelling unit (MDU) projects. The company has the capability to create future workforce and employment opportunities. As it continues to expand its operations and take on new projects, Data Stream NZ is building its workforce and particularly interested in providing opportunities to new migrants willing to undertake training and develop a career in the infrastructure, utilities, and telecoms sectors. It believes its diverse range of projects and specialised capabilities provide a strong platform for training, upskilling, and long-term employment. Contact Data Stream NZ today to discuss current and future workforce requirements and explore potential opportunities to work together.
datastreamnzltd@gmail.com
“What I would say about that journey is that it was never won on price – it was won on consistency, on transparency when things went wrong, and on cultural fit. Chorus is a demanding client and appropriately so, given they are custodians of critical national infrastructure. They have pushed us to be better in safety, quality systems, and data, and we are a materially stronger company because of that relationship,” Kanji attributes. Today UCG remains one of their major delivery partners, a responsibility that the company takes as an obligation rather than an entitlement. Contracts get renewed on performance, not history.
FUTURE TARGETS Looking ahead, UCG’s focus is firmly set on growth and diversification, and doing both without loosening its grip on safety and quality. “Concretely, that means four things.
Firstly, deepening our position in NZ as the market moves through copper retirement. That migration is a significant body of work over the next two years, and we intend to carry a meaningful share of it,” Kanji elaborates. “Second, broadening our client base: formalising and growing our scope with some of the other clients we have in NZ. “Thirdly, scaling the Pacific,” he adds. UCG has proven it can deliver in some of the hardest environments in the region. The company sees a developing pipeline of multilateralfunded connectivity work across the islands and wants to be the delivery partner of choice. “Fourth on the agenda is commercialising augmentAI® beyond our own operations. We built it to solve our problem, but the problem is universal in critical infrastructure, and we see a potential
“We have spent a decade quietly building credentials which involved connecting more than a million premises, earning a long-term contract with NZ’s largest operator network, taking domestic engineering into the Pacific, and building certified systems that stand up to the toughest client audits in the country” – DILLIP KANJI, CO-CEO, U N I V E R S A L C O M M U N I C AT I O N S GROUP
UCG CSR INITIATIVES UCG believes that the most meaningful corporate social responsibility (CSR) is embedded in the work itself rather than sitting alongside it. • The clearest example is the company’s Pacific Programme. Connecting Tuvalu, Kiribati, and the outer states of Micronesia is not a commercially straightforward business, but it is genuinely transformational for those communities, and UCG structures those projects around local employment and skills transfer so capability stays behind when it leaves. Digital equity in the Pacific is something UCG cares about well beyond the mere contract value. • Closer to home, the Christchurch Red Zone project is another point of pride for the company. Over 550 redundant Chorus poles have been removed from an area that has been through more than its share, and none have been sent to landfill. The timber now stands in a community park where families gather. That took Chorus, Christchurch City Council, and UCG’s field crews all deciding the easy disposal option wasn’t good enough. It represents a broader push to reduce the footprint of a business that runs a large vehicle fleet across the country.
156 | APAC Outlook Issue 82
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opportunity to offer the technology to other participants in the critical infrastructure sector. If we can get these priorities right, the commercial results follow. If we get them wrong, no amount of revenue growth compensates,” Kanji cautions.
POISED TO EXCEL UCG has flown under the radar for a long time, and to some extent that has been deliberate. “We have spent a decade quietly building credentials which involved connecting more than a million premises, earning a long-term contract with NZ’s largest network operator, taking domestic engineering into the Pacific, and building certified systems that stand up to the toughest client audits in the country,” Kanji prides. That work doesn’t generate headlines – nobody writes about a fibre splice that held for fifteen years, but it is the reason UCG can now do the more visible things, such as exporting
jgttelecomltd@gmail.com its own AI technology, winning AsiaPacific innovation awards, and taking on work in markets where it would not have been credible five years ago. It is also why Genus (ASX: GNP), the Australian end-to-end specialist in essential power and communications infrastructure, has agreed to acquire UCG. Completion is expected at the end of October 2026, subject to customary approvals. “There is a strong strategic fit between the two businesses,” Kanji says. “UCG brings deep telecommunications capability, longstanding customer relationships, and proven delivery across NZ and the Pacific, whilst Genus brings complementary communications and power infrastructure capability, scale, and an established Australian platform. Together, we have a much broader capability and are wellpositioned to pursue growth across
www.jgtlimited.com Australia, NZ, and the Pacific. “For our clients, the important thing is continuity. The same leadership, the same people, and the same systems will continue to deliver the work, but now with the broader capability and scale of Genus behind us,” he affirms. The quiet phase built the foundation. The next phase is growth and diversification – more clients, more markets, and more of UCG’s own technology in the field, now with an ASX-listed group behind it. “We are now poised and ready to be a bit less invisible,” Kanji concludes boldly.
Tel: +64 9347 1498 talk-to-us@ucg.co.nz
www.ucg.co.nz
APAC Outlook Issue 82 | 157
A New Flight Path Toll Aviation is taking off, with growing demand and opportunities across its various portfolios, particularly uncrewed. We consider the company’s uncrewed potential with Senior Vice President, Scott Watkins, who also highlights its purpose-built training centre and the need to carefully manage business growth Writer: Jack Salter | Project Manager: Ben Weaver
“W
e’re Australia’s largest aeromedical aviation operation, and that includes rotary-wing, fixed-wing, and uncrewed – it is a unique proposition for a business to undertake all three.” Utilising state-of-the-art helicopters, aeroplanes, and uncrewed aerial systems, Toll Aviation (Toll) is a trusted provider of crewed and uncrewed specialised operations and training. The company delivers both standalone and integrated solutions to support the government, defence, and civil sectors in Australia. “We focus on aeromedical services for various state and territory governments and similar service provisions around aviation support for the Australian Defence Force (ADF) and other defence forces regionally,” outlines Scott Watkins, Senior Vice President of Toll Aviation. 158 | APAC Outlook Issue 82
Watkins has always been interested in military aviation and, for around 25 years, was a helicopter pilot in the Australian Army, one of three service branches that comprise the ADF. In September 2016, he stepped out of the military and joined Toll Group, who at the time was mobilising Australia’s largest aeromedical helicopter contract for NSW Health. “I started working for the business in the early stages of that contract and have been here ever since,” Watkins tells us.
UNCREWED POTENTIAL Toll is currently seeing growing demand for helicopters in the rotarywing space, as well as a number of opportunities in fixed-wing aircraft. Whilst the uncrewed business is currently its smallest function, this is likewise expected to grow over time.
TOLL AVIATION SUPPLY CHAIN
TOLL AVIATION SUPPLY CHAIN
“We acquired a successful drone business in 2023 that we felt could integrate into our business and grow. They’re a key part of our broader strategy and the diversification of our offering,” he outlines. “You don’t need to be an expert in aviation to understand there’s going to be significant growth in this area, so we need to be well positioned to take advantage of that.” As with its rotary- and fixedwing business, Toll is focused on government and defence contracts for its uncrewed portfolio. “From our experience, those customers have been asking us over the last few years to provide an uncrewed solution,” Watkins informs us.
160 | APAC Outlook Issue 82
“They love what they get from our crewed capability and want that replicated in an uncrewed service provision.” The greatest strength of Toll’s uncrewed systems capability lies in its expertise navigating both Civil Aviation Safety Authority (CASA)regulated and defence airspace requirements, which makes the company unique in the market. However, whilst there’s a lot of potential within its uncrewed portfolio, the industry maturity isn’t quite there yet. “That’s in relation to how it’s going to be funded, what customers actually want, and how much they’re prepared to pay,” explains Watkins.
“I’m sure we’ll see cost reductions over time, but the reality is it’s not just about what you’re going to save in relation to cost. It is another saving in terms of, say, risk; you accept less risk as a result of using a drone for a certain task as opposed to somebody flying an aircraft, so it’s an interesting space,” he notes.
STATE-OF-THE-ART TRAINING Alongside rotary-wing, fixedwing, and uncrewed, Toll’s fourth portfolio is it’s The Aeromedical Crewing Excellence (ACE) Training Centre, which provides state-ofthe-art training for aircrew and aviation clinical staff.
“The ACE Training Centre has an enviable reputation in terms of the quality of training it delivers through simulation” – S C O T T WAT K I N S , S E N I O R V I C E P R E S I D E N T, T O L L AV I AT I O N
This purpose-built centre of excellence, located at Bankstown Airport (BWU) in Sydney, offers world-class aviation and aeromedical training facilities, highly realistic mission simulation technology, and some of the industry’s most experienced instructors.
“The ACE Training Centre has an enviable reputation in terms of the quality of training it delivers through simulation,” acclaims Watkins. Toll has been developing an exciting new training concept, the Mixed Augmented Virtual Reality (MAV) simulator, in a collaborative research
partnership with the University of New South Wales (UNSW). MAV leverages cutting-edge extended reality (XR) technology, allowing crew members to move within a physical cabin of an AW139 whilst being fully immersed in an interactive virtual environment. APAC Outlook Issue 82 | 161
TOLL AVIATION SUPPLY CHAIN
What makes Toll a trusted provider of crewed and uncrewed specialised operations and training? Scott Watkins, Senior Vice President: “That’s a really good question. We see ourselves as a trusted provider; our culture and values inform pretty much everything, and trust comes from that. “I would argue we’re successful because our clients trust us. That means we invest in getting to know our customers; they’re able to speak to us with candour and express concerns or raise issues with us, and we’re able to do the same with them, so it’s a two-way street. “That pays real dividends because the customer is heard and it allows us to work with them closely to deliver exactly what they’ve asked for. “One of the other things that makes us trusted is that we’re always looking to innovate and prioritise investment in innovation. There are a number of examples over the years where we’ve led the industry and brought new innovations into aviation as it relates to aeromedical or even broader aviation training. “We’re always looking to see what we can do in terms of what’s next and better outcomes for our clients.”
This advanced system enables air and medical teams to interact with role-specific equipment, cabin doors, simulated monitors, and treat patients realistically. Meanwhile, aircrew can navigate in real time using electronic flight bags, flying through high-resolution satellite-mapped landscapes to familiarise themselves with local areas and rehearse mission scenarios. “MAV has been years in the making, and our clients are thrilled. It’s great to see our investment in innovation 162 | APAC Outlook Issue 82
“We’re Australia’s largest aeromedical aviation operation, and that includes rotary-wing, fixed-wing, and uncrewed – it is a unique proposition for a business to undertake all three” – S C O T T WAT K I N S , S E N I O R V I C E P R E S I D E N T, T O L L AV I AT I O N
translate directly to training outcomes, and it complements the ACE Training Centre’s Aquatic Rescue Theatre and AW139 Full Flight Simulator,” highlights Watkins.
MANAGING GROWTH Toll is a growing business. This includes mobilising a new contract in South Australia, which will take up a lot of bandwidth and attention for senior management. “We’re also mobilising a second contract next year in a similar time
frame,” Watkins reveals. Concurrent to these contracts, there are a number of fixed-wing and uncrewed opportunities the company will be pursuing. However, Watkins acknowledges that Toll’s growth requires careful management. “We’ve taken a deliberate decision to continue focusing on and prioritising our culture, values, and purpose in a well-managed way because, in the end, that is what has made us successful.
“Trying to retain those elements that have made you successful in a larger organisation poses real challenges, but we’re protecting them as best we can as we grow. I’m sure there are areas where we could do better in that regard, but we’re on the right path,” he closes.
www.tollaviation.com.au APAC Outlook Issue 82 | 163
W
e last spoke to Lumut Naval Shipyard (LUNAS) in October 2025; since then, it has been a defining period for Malaysia’s shipbuilding and ship repair industry. “We are witnessing an important evolution from building platforms to building enduring national capability,” introduces Ir. Azhar Jumaat, Group CEO. 164 | APAC Outlook Issue 82
Indeed, the launch of the National Defence Industry Policy (NDIP) earlier this year provides a strong strategic foundation for the industry and reinforces Malaysia’s commitment to a more resilient, self-reliant defence industrial ecosystem. It accelerates localisation, strengthens local supply chains, nurtures highly skilled talent, and creates more opportunities for
Malaysian companies to participate in high-value defence programmes. Equally encouraging is the transformation of international collaboration. Today, partnerships are no longer centred solely on procurement; they increasingly focus on technology transfer, capability development, knowledge exchange, and building sustainable industrial capacity. For LUNAS, this shift is reflected in
LUMUT NAVAL SHIPYARD MANUFACTURING
Anchored
in Engineering Excellence Continuing its seafaring journey at the helm of Malaysia’s maritime defence ambitions, Lumut Naval Shipyard is charting a course in sovereign capability. Group CEO, Ir. Azhar Jumaat, updates us on how the company has navigated the past year Writer: Rachel Carr | Project Manager: Josh Whiteside
its strategic collaborations. “During Defence Services Asia 2026, we signed seven memoranda of understanding (MoUs) with both international and Malaysian companies, namely HD Hyundai Heavy Industries, Hull Vane, Ocean Infinity, Labuan Shipyard and Engineering, G7 Marine Technology, MTC Engineering, and a tripartite with MHV Holdings and Sillinger S.A.S.
“Our collaborations represent more than commercial ventures; they reflect our commitment to building a stronger maritime ecosystem by combining global expertise with Malaysian capabilities,” Ir. Azhar expresses. Through these alliances, LUNAS aims to accelerate knowledge sharing, strengthen local participation, and create opportunities for Malaysia to
progressively enhance its sovereign capabilities whilst remaining connected to the global defence and maritime communities. “I believe Malaysia is at an important inflection point as it drives a sustainable maritime industrial ecosystem that develops worldclass engineering talent, propels innovation, creates high-value employment, and strengthens APAC Outlook Issue 82 | 165
LUMUT NAVAL SHIPYARD MANUFACTURING
LUNAS is people-driven
national security whilst contributing meaningfully to economic growth,” he emphasises.
BUILDING TALENT, STRENGTHENING CAPABILITY Since we last spoke to LUNAS, the company has grown in both people and capabilities. “The past year has been an important journey for us, not only through our programme’s 166 | APAC Outlook Issue 82
progress, but also by strengthening our organisation and building the expertise needed to support Malaysia’s defence industry aspirations,” declares Ir. Azhar. “Our people have been central to this. We have continued to build Malaysian talent through international knowledge transfer, technical collaboration, and hands-on experience gained from one of Malaysia’s most complex naval
shipbuilding programmes.” These developments have strengthened LUNAS’s engineering, systems integration, and shipbuilding capabilities, whilst building a team increasingly confident and capable of delivering complex defence solutions to global standards. “We are not only building expertise but also nurturing the next generation of Malaysian maritime and defence professionals who are confident,
capable, and ready to take on greater responsibilities. Our greatest investment will remain in our people, because they are the foundation of our long-term growth and success,” he continues. Equally, LUNAS continues to work closely with its strategic partners, including Naval Group and Thales, to deepen technical capabilities whilst progressively increasing Malaysian participation across the programme.
Each step strengthens the company’s local shipbuilding capability, bringing it closer to greater self-reliance. Diversification is also an important part of LUNAS’s long-term growth strategy. As such, entering the oil and gas sector and working on exploration and drilling vessels is an advantageous move for the company. “Whilst defence remains our core business and strategic priority, we are
also looking at opportunities across adjacent maritime sectors where our capabilities can create greater value for the industry and the nation,” Ir. Azhar explains. “Our experience in complex shipbuilding, advanced maritime engineering, fabrication, systems integration, and project management provides a strong foundation to support opportunities beyond naval platforms, including offshore energy, APAC Outlook Issue 82 | 167
LUMUT NAVAL SHIPYARD MANUFACTURING
“Our objective is to build a more resilient and sustainable business portfolio by maximising our world-class facilities, growing our talent base, and creating new opportunities for Malaysian maritime to thrive” – I R . A Z H A R J U M A AT, G R O U P C E O , L U M U T N AVA L S H I P YA R D
specialised commercial vessels, and other maritime solutions.” The capabilities developed through LUNAS’s Littoral Combat Ship (LCS) Programme have strengthened its technical expertise, operational discipline, and workforce. These competencies are highly transferable and position the company to contribute across a wider maritime ecosystem. “Our objective is to build a more resilient and sustainable business portfolio by maximising our worldclass facilities, growing our talent base, and creating new opportunities for Malaysian maritime to thrive,” acknowledges Ir. Azhar. Ultimately, diversification enables LUNAS to strengthen its role as a trusted partner whilst continuing to support Malaysia’s ambition to develop a competitive and sustainable maritime industry.
FROM SHIPYARD TO SEAPOWER Whilst there is a slight delay due to cancellation of missile from Norway, LUNAS is on track for the physical handover of its first frigate, LCS1, 168 | APAC Outlook Issue 82
COULD YOU TELL US ABOUT THE CHALLENGES LUNAS FACED DURING ITS TRANSFORMATION? Ir. Azhar Jumaat, Group CEO: “I want people to understand that LUNAS’s journey hasn’t been easy. Transforming an organisation and delivering a programme of this complexity takes time, commitment, and perseverance. Along the way, we faced significant pressure, difficult decisions, and moments when people doubted and questioned our capabilities and commitment. “We recognise that a national project of this importance comes with high expectations and close public scrutiny. That is part of the responsibility that comes with delivering a capability that matters to the country. “What has kept us moving forward is our shared purpose, people’s resilience, and commitment to fulfilling the trust – ‘amanah’ – placed in us. “Throughout this journey, we stay focused on what matters most: strengthening our capabilities, improving how we work, and delivering with integrity. We don’t take shortcuts because we believe delivering the right capability safely and responsibly is paramount. “Every achievement we have reached today reflects the dedication and commitment of our people, support of our partners, and continued trust of our stakeholders. The journey may not have been easy, but we have stayed true to our values and remained committed to doing things the right way.”
LUNAS at NDIP launch
Hull Vane and LUNAS sign MoU for naval applications in the Asia Pacific region
LUMUT NAVAL SHIPYARD MANUFACTURING
LCS1 sea trial phase
to the Royal Malaysian Navy (RMN) in April 2027, marking a historic milestone as the first locally built warship. “The upcoming physical handover of the first LCS will be a significant milestone not only for us, but also for Malaysia’s defence industry and maritime capability,” Ir. Azhar proudly states. However, this achievement does not stand in isolation; it is built on a strong 170 | APAC Outlook Issue 82
foundation. LUNAS previously demonstrated its shipbuilding capability by successfully constructing, integrating, and delivering the Kedah-class Next Generation Patrol Vessels (PV 3 to 6), all in its own shipyard. That programme proved Malaysia’s core shipbuilding capability. However, that capability is being taken to a new level.
“The LCS Programme moves our shipyard from building patrol platforms to building complex, stateof-the-art surface combatants,” he emphatically tells us. “We have come a long way to reach this point. This achievement reflects years of commitment, collaboration, and perseverance involving the RMN, the government, our strategic technology partners, trust and support from
LCS4 and LCS5 construction phase
our stakeholders, and the many Malaysians who have contributed to the programme.” The LCS Programme is one of Malaysia’s most complex defence schemes, requiring advanced engineering, complex systems integration, and close coordination across multiple stakeholders. More importantly, this milestone demonstrates Malaysia’s growing capability to build, integrate, and
sustain a modern naval combat platform by combining international expertise with locally developed skills and experience. “Beyond the delivery of the ship itself, the greatest value of the LCS Programme lies in the capability it has built within our people and our industry,” Ir. Azhar outlines. “Thousands of Malaysians, including engineers, naval architects, technicians, project managers, local
suppliers, and industry partners, have gained valuable knowledge and experience throughout this journey. This is an important investment in Malaysia’s human capital and industrial capability.” For LUNAS, it means building a stronger foundation for the future, strengthening Malaysia’s maritime industry, enhancing self-reliance, and developing capabilities that will support the nation for years to come. APAC Outlook Issue 82 | 171
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LUMUT NAVAL SHIPYARD MANUFACTURING
Visit by His Excellency Marc Abensour, Ambassador of France to Malaysia
A STRONG MARITIME FUTURE ON THE HORIZON For 2027 and beyond, LUNAS’s priorities remain clear – to deliver on its commitments, continue strengthening capabilities, and position the company for long-term growth. “Our immediate focus is to deliver the LCS Programme successfully. We remain committed to working closely with the RMN, the government, and our partners to ensure every stage meets the required standards of quality, safety, and operational readiness. “Ultimately, this is not just about delivering ships but delivering the capability the RMN requires and the nation deserves,” Ir. Azhar resolutely says. At the same time, LUNAS will continue strengthening as an organisation by improving processes, 174 | APAC Outlook Issue 82
PREPARING TO DELIVER MALAYSIA’S NEXTGENERATION NAVAL CAPABILITY LUNAS looks forward to the upcoming Multi-Role Support Ship (MRSS) programme, which the RMN has long awaited. “We are ready to work alongside the selected international shipbuilder to deliver part of the MRSS here in Lumut,” Ir. Azhar reveals. “To support this programme, we are embarking on a significant shipyard infrastructure and capability enhancement initiative, scaled to the MRSS, including upgrading our shiplift capability to handle larger, heavier vessels.” In parallel, LUNAS is digitalising operations, further strengthening workforce development, and entering the unmanned surface vessel (USV) segment. “Our Langkawi shipyard has extensive experience in designing and building aluminium vessels, and we are building on this expertise in partnership with Ocean Infinity Australia, a recognised leader in marine robotics, including opportunities to fabricate their vessels locally. “Concurrently, we are working with local industry and research institutions to build domestic USV capability, so that Malaysia can design, build, and sustain these systems itself,” he points out.
Ir. Azhar recognised as CEO of the Year at the Business Leader of the Year Awards 2026
13-metre utility boat locally built by LUNAS
Naming and launching of LCS3
LUNAS named Nation’s Pride – Leader in Naval Shipbuilding, Maritime Innovation, and Nation Building at The BrandLaureate Awards 2025
“Our collaborations represent more than commercial ventures; they reflect our commitment to building a stronger maritime ecosystem by combining global expertise with Malaysian capabilities” – I R . A Z H A R J U M A AT, G R O U P C E O , L U M U T N AVA L S H I P YA R D
embracing digital solutions, enhancing productivity, and further developing engineering and shipbuilding capabilities. “We want to build a more efficient and agile organisation that is ready to take on more complex maritime projects in the future,” reports Ir. Azhar Jumaat. “Beyond defence, we will continue exploring opportunities across the wider maritime sector, including commercial and specialised vessels. We aim to
build on the capabilities we have developed and create a sustainable maritime industry that contributes to Malaysia’s economic and industrial growth.” Meanwhile, the company will demonstrate its capabilities at a premier event in the near future – the Langkawi International Maritime and Aerospace Exhibition (LIMA’27), taking place in April. “LUNAS is looking forward to participating in LIMA’27, where we plan to showcase LCS1 as a
representation of Malaysia’s growing maritime and defence capabilities. Bringing LCS1 to LIMA will be an important milestone for us,” Ir. Azhar excitedly concludes. As LUNAS continues to invest in its workforce and deliver increasingly complex vessels, it builds on more than four decades of experience, helping Malaysia navigate an innovative, resilient, and self-reliant maritime future.
Tel: (+603) 2181 8104 / (+603) 2181 6954
www.mylunas.com.my
APAC Outlook Issue 82 | 175
THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question W H I C H A B I L I TI ES ARE MOST C RUCIAL W H EN I T CO MES TO L EA D ERSHI P A ND WHY? Paul Bayly CEO, PNG Power Ltd “Turnaround leadership, resilience, and people management. A good business can be ruined by the wrong people, but a bad business can be turned around with the right people. “Leadership is about building trust, empowering teams, and staying focused on the mission.”
Kerry Williamson Managing Director, DIALOG Fitzroy “For me, the most important leadership qualities are authenticity, accountability, and the ability to bring people together around a common purpose. “Leadership isn’t about having all the answers; it is about creating clarity, making decisions when needed, and building an environment where people can perform at their best. “In our industry, success is achieved through teams, not individuals. The ability to listen, build trust, and align people behind a shared objective is ultimately what drives long-term results.”
Sean O’Malley CEO, AMP Bank “Leadership is fundamentally about caring for people. As a leader, I am constantly thinking about how to create an environment in which people can be at their best. “For people to be at their best, they need to be able to bring their whole selves to work. They need to feel comfortable challenging one another, pushing boundaries, and testing themselves beyond what they may have thought possible. Innovation and transformation depend on people feeling able to contribute openly and challenge ideas constructively. 176 | APAC Outlook Issue 82
“Every day, if I can help people do their best, grow, and develop, then I feel I have achieved my goals.”
Matt Borg Managing Director, Richglen Maintenance Services “I believe the most important leadership abilities are accountability, humility, clear communication, and the ability to develop others. “A leader must be prepared to take ownership of outcomes, good or bad, and create an environment where people feel comfortable being honest, raising concerns, and contributing ideas. “Trust is built when leaders are transparent, consistent, and willing to make the right decision, even when it is difficult. “Humility is equally important. Leadership is not about being the smartest person in the room or receiving the credit; it is about making the people around you more capable. “Great leaders share their knowledge, build confidence in others, and are willing to step back and let someone else take the reins. The success of the people you develop is one of the strongest measures of your own leadership. “In an industry as fast-moving and unpredictable as mining, leaders must also be adaptable and solutions-focused. Plans will change and challenges will arise, but how a leader responds sets the tone for the entire team. “Remaining calm, communicating clearly, and shifting the conversation from identifying problems to asking, ‘How can we solve this?’, helps people move forwards with confidence and purpose.”
Gavin Whiteside CEO, Aspen Medical in Fiji “Effective leadership begins with integrity, humility, and the ability to listen. Leaders earn trust by acting with honesty, remaining grounded, and genuinely understanding the perspectives of others. “In healthcare – where change is constant and decisions can have a profound impact on people’s lives – leaders must also be adaptable, balancing
evidence-based decision-making with compassion and long-term thinking. Equally important is the ability to empower and develop others. “Great leaders create environments where people feel valued, supported, and inspired to achieve their full potential. When individuals and teams thrive, organisations perform at their best, leading to better outcomes for patients and the communities they serve. “Ultimately, leadership is not about having all the answers; it’s about bringing together talented people, creating a shared vision, and enabling teams to accomplish extraordinary outcomes together. “The most effective leaders foster collaboration, encourage innovation, and build a culture where everyone is committed to a common purpose.”
Dillip Kanji Co-CEO, Universal Communications Group “Attracting, motivating, and keeping good people who are curious and prepared to make hard decisions and at the same time. They do what they do because they believe in it. They don’t come to work to do a 9-to-5 job. “Leadership in an infrastructure business is mostly decision-making with incomplete information. You rarely get the full picture in time, so the ability to weigh imperfect inputs, make a call, and be clear about why you made it is the core skill. Teams can cope with a decision they disagree with; they cannot cope with drift. “People will follow a leader they can predict far more readily than one who is brilliant on their good days – especially in a business where safety depends on people doing the right thing when nobody is watching. “And finally, humility. Nobody running a business like this has all the answers, and pretending otherwise is the fastest way to lose the people who do.”
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Issue 82
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