LG Electronics is expanding its robotics collaboration with NVIDIA, combining decades of manufacturing and logistics data with NVIDIA’s physical AI technologies to accelerate robot training and deployment across industrial environments.

LG Builds Data Factory for Industrial Robotics

LG Electronics is accelerating its collaboration with NVIDIA as it looks to strengthen its position in AI-powered robotics for manufacturing and logistics.

Senior executives from LG and NVIDIA have met at LG’s new Data Factory at the company’s Yangjae R&D Campus in Seoul, following an agreement between LG Group and NVIDIA to collaborate on future business initiatives.

The 10,000 sq m Data Factory, scheduled to become fully operational by the end of 2026, is designed to generate, collect and refine large volumes of data for training robots.

The initiative demonstrates how physical AI, digital simulation and production data could increasingly converge to train robots for complex factory-floor tasks.

Factory Environments Generate Robot Training Data

LG has created dedicated training environments where its CLOiD robots can repeatedly perform physical tasks.

Alongside a replicated home environment, the facility includes a simulated manufacturing area modelled on LG’s washing machine plant in Tennessee. Robots are trained to move, stack and assemble different components.

Robots are also being deployed within LG CNS logistics automation solutions and an LG Innotek environment for training robotic hands.

Data generated through these operations will be integrated with NVIDIA’s robotics technologies, including NVIDIA Omniverse libraries, NVIDIA Cosmos open world models and the NVIDIA Isaac robotics development platform.

LG describes its approach as creating a “data flywheel”, where operational data is continually collected and used to train and improve robotic systems.

100,000 Hours of Robotics Data Targeted

Several hundred robots are expected to operate at the Data Factory by the end of the year.

LG expects directly collected training data, together with synthetic data generated and augmented using NVIDIA Cosmos, to reach 100,000 hours by the end of 2026 – equivalent to around 12 years of data.

The manufacturer plans to use this information to develop its Robot Foundation Model, which is intended to underpin the capabilities of humanoid robots.

The approach could enable LG to combine decades of data from its manufacturing and logistics operations with AI-generated training environments, accelerating the development and validation of robots before wider industrial deployment.

LG Expands Industrial Robotics Strategy

The investment comes as LG increases its focus on robotics as a strategic business area. The company established a dedicated Robotics Business Center in July, reporting directly to its CEO and overseeing robotics activities across the business.a

LG already operates in industrial and commercial robotics and plans to expand into home robotics. Its capabilities include manufacturing expertise and the development of core components such as robotic actuators.

Lyu Jae-cheol, CEO of LG Electronics, said: “Through the synergy built on ‘One LG’ – bringing together core capabilities across the Group – and strategic collaboration with global partners, we will secure our competitiveness in physical AI and become a comprehensive robotics solutions provider.”

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As geopolitical uncertainty, critical minerals demand, and technological change reshape the global resources landscape, IMARC 2026 will bring industry leaders, investors, and policymakers to Sydney to explore how strategy can be transformed into meaningful action. 

The global mining industry is navigating an increasingly complex landscape, shaped by geopolitical instability, the growing urgency to secure critical minerals supply chains, rising demand for essential resources, and the rapid deployment of artificial intelligence (AI). 

Against this backdrop, the International Mining and Resources Conference and Expo (IMARC) will return to Sydney from 27–29 October 2026, bringing together the international resources sector to address one of the industry’s most pressing challenges – moving from ambition to implementation. 

Held under the theme, “From Strategy to Execution: Delivering Responsible, Resilient and Viable Resources”, IMARC 2026 will examine how governments, mining companies, and investors can advance projects, unlock investment, boost productivity, and strengthen supply chains despite regulatory challenges, market volatility, and mounting cost pressures. 

“The conversation has shifted,” IMARC Chief Operating Officer Anita Richards said. “Identifying opportunities is just the start. The focus now is on how to execute projects.” 

A GLOBAL LINE-UP OF INDUSTRY LEADERS  

IMARC 2026 is set to welcome influential figures from across the international resources and investment landscape. 

Among the speakers confirmed for the programme are US mining investor Rick Rule; Dr. Gracelin Baskaran, Director of the critical minerals security programme at the Center for Strategic and International Studies; Abigail Hunter, Executive Director of Securing America’s Future Energy; and Maria van der Hoeven, former Executive Director of the International Energy Agency (IEA) and Extractive Industries Transparency Initiative board chair nominee. 

They will be joined by senior figures from Australia and around the world representing mining, government, finance, investment, technology, and the mining equipment, technology, and services (METS) sector. 

This broad range of perspectives has become a key feature of IMARC, attracting delegates from across the global resources industry and creating opportunities for discussions spanning the sector’s most significant challenges and opportunities. 

A STRENGTHENED EUROPEAN AND US PRESENCE  

The event’s international focus will be particularly prominent in 2026, with the European Union expected to play a significant role through major delegations from countries including Germany, France, Italy, and Finland. 

The growing European presence reflects increasing engagement with Australia around resources and critical minerals, with leaders from the European Commission and the European Investment Bank also set to participate. 

France’s critical minerals envoy, Benjamin Gallezot, will join the programme, while cooperation between Europe and Australia is expected to feature strongly during the opening plenary. 

Meanwhile, the US is also anticipated to send a substantial delegation, with critical minerals security remaining a major topic throughout the three-day event. 

AN ANCHOR FOR GLOBAL ENGAGEMENT  

IMARC’s influence is increasingly extending beyond the conference itself. 

Mining companies, investors, and industry organisations are now using the event as a focal point around which to plan wider business activity in Australia, while governments and organisations are also increasingly turning to IMARC as a platform for significant announcements. 

“IMARC has become a global convening point for the resources sector and an important gateway for international engagement with Australia,” Ms Richards said.  

“IMARC is where relationships are built, investment conversations progress, partnerships take shape, and increasingly, where organisations choose to share significant news. 

BUILDING ON RECORD-BREAKING PARTICIPATION  

Taking place at ICC Sydney, IMARC 2026 is expected to host more than 500 speakers and 500 exhibitors. 

The event will build on the success of last year’s conference, which attracted more than 11,000 registered attendees representing over 120 countries. 

Eligible personnel from major and mid-tier mining companies, as well as mining contractors, will once again be offered complimentary access to the event. The initiative is intended to support participation from mine-site teams, corporate leaders, and procurement decision-makers, ensuring IMARC continues to bring together stakeholders from across the resources value chain. 

As the mining sector responds to an evolving combination of global pressures and opportunities, IMARC 2026 will provide a meeting point for those seeking to turn plans into progress and discussions into practical outcomes.

The post IMARC 2026: Turning Australian Mining Strategy into Action appeared first on APAC Outlook Magazine.

ASICS has unveiled the NIMBUS MIRAI 2, the latest development in its circularity-focused running footwear range, delivering an approximately 20 per cent lower carbon footprint than its predecessor alongside a design intended to support material recovery and recycling at the end of the product’s usable life.

Circular Design Targets Footwear Material Recovery

ASICS is expanding its approach to circular product design with the launch of the NIMBUS MIRAI 2 running shoe.

The new model builds on the original NIMBUS MIRAI, introduced in 2024, which was developed to simplify the recovery and recycling of footwear materials while retaining the comfort and performance associated with the GEL-NIMBUS range.

The original design uses an upper made primarily from a single material to simplify material recovery. It also incorporates an ASICS-developed adhesive that securely bonds the upper and sole during use but allows the components to be separated more easily for recycling when heat is applied.

The NIMBUS MIRAI 2 continues this approach, with its materials and construction designed around recovering resources once the shoe reaches the end of its usable life.

ASICS Cuts Product Carbon Footprint by Around 20 Per Cent

Alongside its circular design features, ASICS has reduced the carbon footprint associated with the new model.

Using ASICS’ carbon footprint methodology version 1.4, the NIMBUS MIRAI 2 has a footprint of 4.9 kg CO2e per pair.

That represents an approximately 20 per cent reduction compared with the original NIMBUS MIRAI, which has a carbon footprint of 6.1 kg CO2e per pair.

The new shoe is also approximately 37 grams lighter than its predecessor while maintaining the cushioning, comfort and performance characteristics of the GEL-NIMBUS range.

Return Programme Supports Circular Footwear Model

Consumers play a central role in ASICS’ circularity strategy through its product return programme.

Runners are encouraged to return NIMBUS MIRAI 2 shoes when they reach the end of their usable life, allowing materials to enter the recycling process and supporting the development of future circular products.

Each pair includes a QR code on the tongue that provides information about the programme and instructions for returning the shoes.

The programme is currently available across the US, UK, the Netherlands, France, Japan, Australia, New Zealand and China.

ASICS said the expansion into additional markets will allow more consumers to participate while supporting its exploration of further approaches to circular footwear design.

Circularity Becomes a Product Design Principle

Yoshiyasu Ando, Manager of Plush Design Team, Performance Running Footwear at ASICS, said: “With the NIMBUS MIRAI™ 2 shoe, we continued exploring what happens when circularity becomes a design principle rather than an afterthought. Traditionally, footwear has been designed with its first life in mind, but with the NIMBUS MIRAI™ franchise we challenged ourselves to think beyond that.

“Every decision, from materials to construction, was guided by the question of how we can help keep valuable resources in use for longer, while still delivering the premium comfort and performance runners expect from ASICS. Ultimately, our ambition is to help create a future where circularity becomes a more natural part of the running journey – where runners can simply run, return and repeat.”

The NIMBUS MIRAI 2 will be available globally from 1 October 2026.

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DHL Express strengthens trade connectivity across China and Indochina with a new daily Shanghai-Bangkok flight, supporting resilient supply chains and global market access for businesses worldwide.

STRENGTHENING TRADE CONNECTIONS

DHL Express has launched a new direct flight between Shanghai and Bangkok, expanding capacity along a key trade lane connecting China with the rapidly growing economies of Indochina.

The new daily service operates on the Shanghai-Bangkok-Bahrain-Brussels-Shanghai route, strengthening links between manufacturing, sourcing, and consumption markets across Asia, the Middle East, and Europe.

Operated by a DHL Boeing 767 freighter with a maximum payload of 50 tons, the service reflects the company’s continued investment in network capacity and infrastructure and responds to evolving trade patterns across high-growth markets.

“This route is a direct response to how trade flows in Asia are shifting,” said Peter Bardens, Senior Vice President for Network Operations & Aviation – Asia Pacific, DHL Express.

“We’re seeing increasing movement of goods between China and Southeast Asia, alongside continued demand from customers in Europe and the Middle East for products manufactured across the region.”

According to Bardens, the new service will provide additional capacity and more direct connections between key production and consumption markets, helping DHL Express adapt its network to where customers need it most.

SUPPORTING INDOCHINA TRADE

Bangkok serves as a strategic gateway to the wider Indochina region, while Bahrain and Brussels operate as key DHL Express hubs.

The new Shanghai-Bangkok connection will allow the company to consolidate shipments originating in China and Southeast Asia before connecting them with destinations across Europe and the Middle East.

The service arrives as manufacturers and traders in Thailand, Vietnam, Cambodia, and Laos increasingly source goods from China. Many of these shipments form part of production chains spanning several countries, making reliable and flexible logistics connections increasingly important.

As trade links between China and Southeast Asia deepen, DHL Express aims to improve speed, flexibility, and network resilience for customers transporting materials, components, and finished products across Asia and onwards to global markets.

The move follows the recent expansion of DHL Express’ Shenzhen gateway at Shenzhen Bao’an International Airport. The facility can now handle 900 tons of cargo daily, approximately three times its original throughput, supporting growing cross-border trade and e-commerce shipments in China.

CONNECTING GLOBAL MARKETS

Businesses across Europe and the Middle East also continue to trade extensively with China and Southeast Asia, spanning sectors from electronics and industrial components to consumer goods.

With international business activity remaining highly dispersed across global markets, the Shanghai-Bangkok service creates additional opportunities for businesses while strengthening access between major production and consumption regions.

As intra-Asia and global trade flows continue to demonstrate resilience, DHL remains focused on expanding its dedicated air network.

Another recent development is DHL Global Forwarding’s introduction of a new transpacific service connecting Southeast Asia with the United States. Together, these network expansions are designed to connect businesses more effectively with global markets while supporting more agile and resilient supply chains.

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DHL Express has expanded its logistics infrastructure and air freight network in China, investing €177 million in its Shenzhen gateway and launching a new intercontinental freighter service to increase supply chain capacity between China and markets across Asia, the Middle East and Europe.

Shenzhen Logistics Gateway Triples Processing Capacity

DHL Express has expanded its Shenzhen ‘Super Gateway’ at Shenzhen Bao’an International Airport as it strengthens logistics capacity supporting international supply chains and cross-border trade.

The €177 million investment is DHL’s largest in mainland China to date and has tripled the facility’s processing capacity to approximately 900 tons per day.

Located in one of China’s major manufacturing and export regions, the gateway supports cross-border trade, e-commerce shipments and time-definite international express services. The expansion will also create more than 1,000 jobs and increase DHL’s network capabilities in Southern China.

New Air Freight Route Connects Key Global Trade Lanes

Alongside the infrastructure investment, DHL Express has launched a new daily Boeing 767 freighter service connecting Shanghai, Bangkok, Bahrain and Brussels before returning to Shanghai.

The route adds up to 50 tons of daily capacity and strengthens connections between China, Southeast Asia, the Middle East and Europe. DHL said the service will provide customers with greater scheduling flexibility and increased capacity for heavier shipments across key trade lanes.

The additional capacity also supports DHL’s Heavyweight Express offering, which enables larger shipments to move through its international time-definite network with door-to-door visibility, customs expertise and predictable transit times.

Supply Chain Investment Responds to Changing Global Trade

DHL said the investments come as global supply chains continue to diversify while China maintains an important role in manufacturing, sourcing, innovation and consumption.

John Pearson, CEO of DHL Express, said: “Global supply chains continue to adapt to changing economic conditions, geopolitical disruption and evolving customer requirements. Our focus is on ensuring customers have the flexible, reliable and high-quality logistics networks they need to connect with suppliers, production locations and consumers around the world.

“These investments enhance the connections between China and global markets and reinforce DHL’s role as the logistics partner of choice for international e-commerce and fast-growing sectors such as data center and semiconductor logistics, life sciences and healthcare and new energy.”

DHL Targets Resilient International Supply Chains

Demand for logistics capacity is growing among customers in technology, industrial manufacturing, semiconductors, healthcare, data centre infrastructure and new energy, according to DHL. Many of these industries depend heavily on manufacturing and supplier networks across China and the wider Asian region.

DHL said it is continuing to invest in infrastructure and transportation capabilities to help customers respond to changing supply chain requirements, access international markets and strengthen operational resilience.

The China expansion follows other investment commitments in regions DHL expects to benefit from changing trade patterns, including Africa, the Middle East, Latin America and India.

The post DHL Invests €177 Million to Expand China Express Logistics Capacity appeared first on APAC Outlook Magazine.

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

PEOPLE-POWERED PERFORMANCE FUELLING PROGRESS

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

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

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

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

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

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

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

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

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

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

“Despite the global push towards decarbonisation, there is currently no viable alternative technology to replace coal in crucial applications, such as blast furnaces for steel production.”

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

PIONEERING A NEW ERA

The current trajectory of technology necessitates the use of both types of coal.

“Despite the common narrative in mainstream media, particularly in Australia, that maintains coal should be viewed as a dirty commodity, companies like ours pride themselves on being good corporate citizens that mine sustainably in accordance with strict environmental regulations.

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

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

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

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

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

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

Argo’s ambition is to become a globally relevant supplier of high-quality coal products. By the end of 2028 to early 2029, it aims to export over 10 million tonnes (t) of coal, leveraging both its existing operations and the growth potential within a 60-km strike length of tenements.

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

EMPOWERING PROGRESS

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

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

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

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

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

Interwoven with Argo’s development initiatives, it is rolling out several health programmes over the subsequent months focused on mental and physical well-being, including exercise, diet, mental health, and resilience.

Rather than mandating participation, it will provide access to resources and support for everyone, including psychological and dietary assistance, to foster overall health.

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

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

SUSTAINABLE DEVELOPMENT

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

The decision to acquire assets in the coal sector stemmed from Livingstone-Blevins and his partners’ previous experience with Fitzroy as part of its founding team in late 2016.

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

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

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

“Together, Fitzroy and Bowen Coking Coal hold around 4 billion t of resources along a 60-km strike length, positioning us to deliver clean, high-quality coal to the market,” Livingstone-Blevins points out.

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

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

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

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

REDEFINING COAL MINING

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

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

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

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

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

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

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

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

COMMITMENT TO SAFE OPERATIONS

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

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

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

“Three core questions drive innovation: Does it improve safety? Does it increase productivity? Does it reduce costs? If the answer to these questions is no, we will reconsider our approach,” Livingstone-Blevins asserts.

With future success largely determined by its people, Argo genuinely prioritises its employees, seeking to grow and develop talent whilst creating an environment that encourages career advancement.

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

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

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

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

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

STAFFING SOLUTIONS

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

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

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

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

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

“In recent years, particularly since the rise of ESG concerns around 2020, interest from graduates has shifted towards more appealing commodities, such as copper, gold, and critical minerals, leaving the coal mining sector in need of skilled professionals.

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

This includes creating effective mentorship programmes and diverse pathways for graduates, as well as exploring alternative skill sets that can be cultivated into traditional mining roles.

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

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

AN INDUSTRY TRANSFORMATION

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

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

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

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

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

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

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

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

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

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

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

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

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

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

A STRATEGIC ROADMAP

In the next 18 months, Argo’s primary focus will be on ensuring the safety and stability of its current operations, particularly as it works to stabilise the recently acquired Fitzroy assets.

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

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

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

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

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

“Finally, we plan to build lasting relationships with our suppliers and customers, as these connections are essential for driving our growth in the years to come,” Livingstone-Blevins optimistically concludes.

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

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

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

As Argo advances in the competitive coal mining industry, its dedication to sustainable practices and community empowerment sets a benchmark for others. With a clear vision and strategic foresight, the company is not only focused on the present but also committed to shaping a more sustainable future.

ARGO NATURAL RESOURCES PARTNERS

The post Argo Natural Resources : People-Powered Performance Fuelling Progress appeared first on APAC Outlook Magazine.

As the backbone of heavy industry in Central Queensland, Gladstone Area Water Board is leading the delivery of a Queensland Government investment in long-term water security, community development, and economic resilience. We speak with Darren Barlow, CEO, to learn more.

SECURING EVERY DROP

Having evolved significantly over the years, Australia’s bulk water sector is no longer about simply delivering a reliable water supply.

Today’s providers must plan for population growth, climate variability, changing industrial demand, and increasing expectations around sustainability and environmental stewardship.

As such, one of the biggest opportunities for those operating in this space is taking a longer-term approach to water security – something Gladstone Area Water Board (GAWB) has been doing since its inception in 1973.

“Because water is so crucial in our region, we cannot have our dam run out. In the last 50-odd years, we have never not supplied water,” opens Darren Barlow, CEO.

GAWB owns and operates the critical bulk water infrastructure which underpins industries, contributing more than AUD$6 billion annually to the Queensland economy. Its customers include Gladstone Regional Council, major industrial users, and local power generators.

“We’re a very different business because of our specific customer base and the economic value attached to our network,” Barlow insights.

“The development benefit and water security we provide is guaranteed – though this does mean we need to account for the additional spending required to keep our operation running without hiccups to reliability,” he adds.

Therefore, the company supports industries which collectively provide more than 13,000 direct and indirect jobs across Central Queensland, alongside providing community facilities in the area that are free to use, particularly around its Awoonga Dam.

These include rail trails – shared paths for walking, cycling, and fitness built along the route of old unused railway lines – alongside barbecues, freshwater swimming areas, and playgrounds.

“For us, providing camping grounds, boating facilities, playgrounds, and recreational areas isn’t a cost – it’s part of our obligation to the community.

“We even stock the Awoonga Dam with around 1.15 million barramundi a year for the public to catch recreationally – making it Australia’s premier freshwater fishing location!” Barlow smiles.

Indeed, as expectations around local procurement, sustainability, and community engagement continue to grow, GAWB is on hand to deliver socioeconomic and environmental benefits – not just an engineering outcome.

HIGH RELIABILITY WATER

GAWB’s asset base includes the Awoonga Dam, water treatment facilities, reservoirs, and more than 300 kilometres (km) of pipeline, alongside the recent Fitzroy to Gladstone Pipeline (FGP) which has been designed to supplement existing water supply for water security purposes.

“An important differentiator for us is our need for absolute supply and higher reliability, irrespective of climatic and other operational issues,” Barlow explains.

This enables GAWB to support its high-stakes industrial clients, for whom an outage is not an option due to the major, often irreparable setbacks it would cause.

“We must provide constant, high-reliability water. We don’t have the opportunity of turning people off or saying we’ll fix the pipeline in two days; failure simply isn’t an option,” he urges.

With reliable water therefore fundamental to Gladstone’s economy, GAWB’s role is to ensure its customers and the community have access to secure and reliable water – both now and in the future.

GAWB’s focus on long-term water security is perfectly exemplified by FGP, which is in place to complement the Awoonga Dam and preserve storage levels during times of drought.

“The FGP has effectively drought-proofed the region, with independent analysis estimating delaying drought restrictions by 3.5 years because of the FGP generates approximately AUD$1.5 billion in direct customer economic benefits,” Barlow tells us.

With safe, resilient, and reliable water supply underpinning the region’s economy, the FGP safeguards existing industries and provides confidence for long-term investment decisions.

“We continue to invest in maintaining and improving our existing assets whilst planning for the region’s future water needs,” he adds.

LONG-TERM PLANNING

As a Queensland Government bulk water supply authority, GAWB works with regulators and industry stakeholders on matters relating to pricing, infrastructure planning, and bulk water management.

“We’re a highly regulated company that takes accountability very seriously. An independent regulator conducts a view of our water pricing every five years, and we are tested on our prudence and efficiency,” Barlow insights.

To remain ahead of the game not only in terms of pricing but also water security, GAWB’s approach to future strategy is crucial.

“A lot of people talk about long-term planning – we actually do it. We have an open mind and spend a lot of time asking what the future is going to look like,” he observes.

A great example of this is the FGP, which is ultimately a result of more than 20 years of planning, investigation, and engagement across government, industry, water users, technical experts, and broader stakeholders.

“This milestone project was not conceived overnight – the need for this pipeline and the additional water security it will bring was identified more than 20 years ago,” Barlow reveals.

“That’s why this project is so unique – it’s not a knee-jerk reaction to ‘we think we have a need’, it’s something that’s been well-thought out and meticulously planned over a number of years,” he highlights.

BEYOND INFRASTRUCTURE

The AUD$983 million government-funded FGP project is the largest infrastructure investment ever undertaken by GAWB and one of Queensland’s most significant water security projects.

Connecting the Lower Fitzroy River to Gladstone’s water network, FGP includes the Laurel Bank intake structure, Alton Downs Sediment Removal Plant, and two 50-megalitre reservoirs at Aldoga.

Once the FGP is operational, water from the Boyne River (via the Awoonga Dam) and water from the Lower Fitzroy River (via the FGP) will be integrated into a single bulk water network.

The FGP will deliver up to 30 gigalitres of raw water each year, providing the region with a second source of supply and significantly strengthening long-term water security.

“For every litre of water we bring in from the north, we leave a litre of water in the dam. That’s how FGP is providing water security – it’s not about bringing in extra water to sell but preserving what we’ve already got,” Barlow insists.

Beyond infrastructure itself, the project has helped build regional capability by employing more than 400 local workers during peak construction, supporting 21 traineeships and delivering more than 78,300 hours of employment for First Nations workers.

“Part of our definition of ‘value for money’ is making sure we promote both economic and community development close to home,” he says.

Workforce welfare has also been a focus for GAWB, including its participation in MATES in Construction mental health and well-being programme and supporting local organisations, all of which demonstrate how major infrastructure can deliver broader socioeconomic value.

Recognising its ability to deliver benefits beyond critical infrastructure, the FGP won the Infrastructure Sustainability Council’s Excellence in Economic Outcomes Award and was Highly Commended in the Excellence in Social Outcomes category.

These are an official acknowledgement of GAWB’s ability to work with communities, Traditional Owners, landholders, and local businesses and create long-lasting economic benefits across Central Queensland.

“Infrastructure is measured not only by km of pipeline, but also the legacy it leaves. These awards recognise that broader impact,” Barlow outlines.

INVESTING IN GROWTH

Looking to the future, GAWB’s immediate priority is successfully completing the commissioning of FGP and bringing the significant infrastructure that accompanies it into operation.

Naturally, this will include onboarding more clients to connect to the project.

“As an economic development-centred business, our role is to enable economic growth by providing the water security industry needs to invest, expand, and continue positioning Gladstone as one of Queensland’s major economic contributors,” Barlow emphasises.

This mindset extends all the way into the heart of the organisation, with executives and C-suite staff choosing to make their home in the region – both professionally and personally.

The company’s growing presence in the region will also enable it to continue to create opportunities beyond construction, including supporting local suppliers, engaging with schools, and attending community events.

“Our approach is to listen, build long-term relationships, and contribute in practical ways that reflect local priorities,” he adds.

Beyond that, GAWB’s focus remains on maintaining safe and resilient water services whilst investing in the infrastructure needed to support long-term regional growth.

“Ultimately, our role is to ensure water security is not a constraint on future economic development whilst continuing to manage our assets responsibly,” he passionately concludes.

GLADSTONE AREA WATER BOARD PARTNER

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Having supported Australia’s industrial growth for over 40 years, Altrad is one of the nation’s most recognised industrial service providers. Brendan Chaplyn, CEO, takes us on a journey through the company’s vast capabilities and plans for the future.

SUSTAINING AUSTRALIA’S ESSENTIAL INFRASTRUCTURE

The oil and gas industry is in a period of significant change and opportunity. Traditional energy markets continue to require reliable, safe, and efficient industrial support, whilst at the same time we are seeing growing investment in new energy infrastructure, decarbonisation initiatives, and broader industrial developments.”

The challenge for many organisations within the modern industry is balancing today’s requirements with tomorrow’s opportunities. As noted by Brendan Chaplyn, CEO of Altrad Australia and the broader Asia Pacific (APAC) region, this creates a very dynamic environment, one where businesses must be flexible.

“For companies like Altrad, it is an exciting place to operate because our capability spans the full asset lifecycle, which positions us to support clients regardless of where they are in that journey,” he continues.

Specifically, Altrad is a global leader in industrial services, operating in more than 50 countries, employing 65,000 people, and supporting customers across the energy, oil and gas, resources, infrastructure, manufacturing, and construction sectors.

In Australia and across the broader APAC region, the company’s services span maintenance, shutdowns, and project delivery, specialising in insulation, coatings, mechanical services, fabrication, engineering support, and access, formwork, shoring, and other temporary works solutions.

Altrad supports some of the world’s leading operators and contractors, often on highly complex and critical assets where safety, reliability, and performance are essential.

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

“Our breadth of capability is certainly important, but capability alone doesn’t differentiate businesses anymore.”

What truly serves to differentiate Altrad is its people and culture. The company focuses heavily on long-term partnerships rather than transactional relationships and wants clients to see it as an extension of their team rather than simply a contractor.

Additionally, Altrad combines the strength and resources of a global organisation with local decision-making and responsiveness. Such balance enables it to bring scale and expertise whilst remaining close to customers and communities.

HARNESSING POSSIBILITIES, TOGETHER

Chaplyn has spent nearly two decades across industrial services, engineering, and project environments, progressing through operational and leadership roles before becoming CEO of Altrad Australia and APAC. Throughout this journey, he’s had the opportunity to work across maintenance, construction, major projects, and broader business leadership roles.

“What attracted me to the industry initially was its scale and complexity. Few sectors bring together such a diverse mix of technical capability, people, logistics, and problem-solving,” he expands.

“You are continually working in environments where what you do genuinely matters, whether that is supporting critical energy infrastructure, major resource projects, or helping clients improve safety and performance.”

What has also kept Chaplyn passionate about the industry is the people. With industrial services being built around strong teams, practical leadership, and individuals working together in challenging environments to deliver outcomes safely and efficiently, there is an innate sense of camaraderie and pride in what people achieve together, making it an incredibly rewarding environment.

“The industry also never stands still. Technology evolves, markets shift, and expectations continue to rise, so there is always another challenge to solve and opportunity to improve,” he continues.

To ride this continuous wave of innovation and evolution, Chaplyn’s leadership philosophy centres around visibility, communication, and empowerment to cultivate a culture that balances high performance with genuine care for people.

He strongly believes that leadership starts with visibility.

“People want leaders who are present, approachable, and willing to listen. Whether that is visiting project sites, speaking directly with teams, or maintaining regular communication across the business, visibility creates trust,” he asserts.

Chaplyn also believes people perform their best when expectations are clear and they feel empowered to contribute. High performance and care for people don’t have to be competing ideas; rather, they are closely linked. When people feel valued, respected, and connected to a broader purpose, performance improves.

“My role is to create an environment where people can succeed. We focus on creating opportunities for development and growth, recognising achievements, and ensuring people understand how they contribute to broader business outcomes. People want more than a job; they want purpose, opportunity, and leadership that supports them,” he notes.

DRIVEN BY PEOPLE, DEFINED BY PERFORMANCE

Altrad has worked diligently to remain a partner of choice for its clients whilst maintaining a safe, inclusive, and high-performing workplace.

Clients seek partners who are trusted to deliver safely, consistently, and collaboratively, which only happens when the right culture, capable people, and strong leadership are present throughout the organisation.

“At Altrad, safety is non-negotiable and forms the foundation of everything we do. But maintaining a safe and high-performing workplace today goes beyond systems and compliance. It requires visible leadership, clear expectations, and an environment where people feel respected, empowered, and confident to speak up,” Chaplyn insights.

The company also places a strong emphasis on building engaged teams and creating a culture where accountability and care for people exist cohesively. When team members feel valued and supported, performance naturally improves, and that mindset flows through to the quality of service provided to Altrad’s clients.

From a client perspective, consistency is critical, as they want the confidence that every team representing the company will deliver to the same high standard, regardless of project size or location. Altrad achieves this consistency through strong operational discipline, investment in its people, continuous improvement, and a genuine collaborative mindset.

“Our goal is to be not simply a contractor, but a long-term trusted partner that clients rely on to help solve problems, improve performance, and deliver critical work safely and efficiently,” enthuses Chaplyn.

Altrad’s dedication to being a long-term collaborator can be directly observed in the projects and investments it engages in. Growth and entrepreneurship are deeply embedded in the company’s DNA.

Globally, Altrad has been built through a combination of organic growth, strategic acquisitions, and the integration of complementary capabilities, and that mindset continues to shape its direction across Australia and the broader APAC region.

Over the past year, a major focus for the company has been strengthening its integrated industrial services model and bringing Altrad capabilities together across Australia and New Zealand (ANZ). This includes proceeding to expand service offerings, invest in operational capability, and create a more connected business that can deliver larger and more complex solutions.

“We are also continuing to invest in our facilities, operating asset base, engineering capability, and operational systems that improve productivity, support scalability, and strengthen long-term performance,” explains Chaplyn.

From a project perspective, Altrad continues to support major energy, resources, and industrial clients across maintenance, shutdowns, and project delivery activities. Of particular importance is the company’s ability to combine multiple service lines into integrated solutions rather than operating in silos.

Clients increasingly want partners who simplify delivery, improve coordination, and provide broader capability across the asset lifecycle, and that is an area where Altrad is well-positioned.

SHAPING THE INDUSTRY’S TOMORROW

Of crucial importance to the success of Altrad are the relationships it maintains.

“Strong supplier and partner relationships are critical to the success of our business and the outcomes we deliver for clients,” affirms Chaplyn.

“At Altrad, we see suppliers and partners as an extension of our broader value chain rather than just vendors. In industrial services, reliable supply chains directly influence safety, quality, productivity, and project execution, particularly across large-scale maintenance and project environments where timing and coordination are critical.”

As a global organisation, the company manages a significant outsourced services and supply chain network valued at approximately USD$2.5 billion, providing it with access to broad capability, global procurement strength, and strategic supplier relationships across multiple regions and sectors.

Across the APAC region alone, Altrad’s outsourced services and supply chain spend represent nearly USD$250 million supporting major operations and projects throughout ANZ and broader regional markets.

“We place significant emphasis on developing long-term partnerships built on trust, transparency, performance, and shared objectives. Long-standing relationships generally deliver stronger outcomes than short-term transactional approaches because they create alignment, improve collaboration, and support innovation and continuous improvement over time,” Chaplyn observes.

Importantly, strong supply chain partners also help to strengthen local capability, support communities, and improve resilience across the company’s operations and those of its clients.

Alongside bolstering its various relationships, Altrad’s priorities as it looks ahead are centred around continuing to strengthen business performance, growing sustainably into new markets whilst strengthening its regional presence, building greater capability across the organisation, and pursuing opportunities that complement its long-term strategic direction.

“We see significant opportunities across both traditional and emerging sectors, particularly as clients continue to seek partners who can provide integrated capability, operational reliability, and long-term value,” states Chaplyn.

A key focus for the company will be continuing to grow the business in a disciplined and strategic manner, both organically and through opportunities that enable its capability, geographic reach, and service offering to increase.

Altrad will also maintain its investment in its people, operational excellence, technology, and broader business capability whilst upholding a keen focus on safety, customer outcomes, and long-term partnerships.

“Altrad has a strong global heritage, but what excites me most is the future. We have a clear ambition and strong foundations, but our focus is not simply growth for the sake of growth – it is building a stronger, more capable organisation that creates lasting value for customers, employees, and communities,” concludes Chaplyn.

ALTRAD PARTNERS

The post Altrad : Sustaining Australia’s Essential Infrastructure appeared first on APAC Outlook Magazine.

Through diversification, expansion, and innovation, SAESL has been redefining standards of service for 25 years. CEO, Chris Pattinson, tells us how the company has become an indispensable component of the Singapore aerospace ecosystem, keeping airlines flying to connect the world

POWERING FLIGHT, CONNECTING PEOPLE

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

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

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

“SAESL was incorporated in early 1999, inducted its first engine in 2001, and recently delivered its 5,000th engine from the production line, marking the occasion with a major celebration,” introduces Chris Pattinson, CEO.

At present, the company hosts around 2,500 employees and serves customers worldwide, giving it a genuinely global reach rather than a purely regional presence.

Having started in 2001 with around 200 employees in a single factory, the company is now on a journey that will see it operate eight factories across Singapore, further cementing its position as the world’s largest maintenance, repair, and overhaul (MRO) facility for Rolls-Royce Trent engines.

The Rolls-Royce Trent is a family of high-bypass turbofan aircraft engines known for models like the Trent 900, Trent 1000, Trent 7000, and Trent XWB.

Derived from the three-spool architecture of their predecessor, the Rolls-Royce RB211, these engines power a wide range of modern long-range and wide-body commercial aircraft.

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

A REGION ON THE RISE

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

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

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

This level of ambition and investment creates major opportunities for engine MRO manufacturers such as SAESL.

“From our location here, we are surrounded by many of the biggest players in the aviation sector, which reflects the strength and energy of the industry in Singapore.”

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

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

“Having worked in the US and extensively across Europe, I can see that Singapore offers a strong foundation built on political and economic stability. That matters enormously in a long-cycle business such as ours,” he adds.

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

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

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

STABILITY AND TALENT

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

These engines last for decades, so operating in a stable environment is extremely valuable to companies such as SAESL.

“When you combine stability with the growth taking place across the region, Singapore becomes a powerful place to position SAESL,” Pattinson confirms.

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

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

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

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

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

“This rich and diverse pool of talent adds real value to companies such as SAESL, particularly in high-end aerospace manufacturing. We have access to highly capable people, which is exciting, especially as artificial intelligence (AI) and other new aerospace technologies emerge over the next decade,” enthuses Pattinson.

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

NEXT PHASE OF GROWTH

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

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

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

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

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

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

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

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

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

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

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

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

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

RESPONDING TO ADVERSITY

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

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

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

The pandemic caused the most severe disruption in aviation history, resulting in an unprecedented collapse in passenger traffic, trillions in lost revenue, and permanent changes to global flight operations.

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

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

“We have millions of parts moving across the world in order to rebuild jet engines and put them back into service. As a result, we have had to take prudent measures to deal with the effects of inflation and escalation in fuel prices over the short term,” he explains.

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

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

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

MILESTONE ACHIEVEMENT

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

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

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

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

“When you boil it down to what it means to me personally, and what it means to our team, it is about people and continuity. We are celebrating many long-service awards this year, and many of our team members are also marking their 25-year anniversaries with the company.”

This tells its own story and shows that SAESL’s employees enjoy working at the company, there is a great culture, and its people can see a bright future and want to stay.

“We have staff here who have been with us quite literally from day one, so it’s an extremely proud year for us and a hugely transformative time. However, this is not the end – it is just the beginning,” states Pattinson.

Having delivered 5,000 engines in 25 years, the company is resolute in its promise to deliver the next 1,000 engines in just three.

“This gives you a sense of the scale of the expansion and the growth we see in the company, the market, and across APAC. This is a really proud moment, one where we can all stand tall and hold our heads high.”

A PERSONAL JOURNEY

Pattinson has been on a journey through the aerospace sector for more than 20 years, leading to his current position as CEO of SAESL.

In a career that can be viewed through the lens of two distinct halves, he studied engineering at university, then graduated and joined Rolls-Royce, where he spent the first 10 years in a variety of engineering roles, initially in the defence sector, working on global defence applications and highly technical projects.

“Over time, however, you start to understand what you enjoy most and where your strengths lie.

“After around a decade, I became Engineering Director for some of the production facilities and realised I got a great deal of energy from working with people – that was when I began to transition into business and more commercially focused leadership roles,” he recalls.

For the past 10 to 15 years, Pattinson has been running different groups of factories and companies across Rolls-Royce.

Throughout the last seven years, he has overseen new production lines for Rolls-Royce in the UK, Germany, and in Singapore.

That journey ultimately brought him to SAESL, where he now has the huge honour of leading the company as CEO.

“Looking back, during those 10 years in the technical domain, I was also fortunate to have some quite unique opportunities throughout my career. One example is the Airbus A350, one of the most popular aircraft in the wide-body market, and the Trent XWB, the Rolls-Royce engine that powers it.

“I was fortunate enough to be selected to work on one of the very first Trent XWB engines ever built,” he highlights.

Pattinson also spent around two years living in the US, working at a NASA test base in Mississippi where Rolls-Royce has an outdoor engine test stand.

Based in the Deep South, he worked on a site where NASA tests rocket propulsion systems and Rolls-Royce tests next-generation jet engines.

“It was a fantastic and hugely exciting experience that gave me deep technical familiarity with the engine. When I step back now, I can really see how that experience connects to the role I have today,” he remembers fondly.

“When I recently flew from London Heathrow Airport (LHR) to Singapore Changi Airport (SIN), I saw a huge number of Trent XWB engines in operation. Those were the earliest versions I was involved in building, designing, and testing.”

To now see around 1,500 of those engines flying around the world, with many hundreds of them coming through the facility, really brings Pattinson’s story full circle.

“I have a deep connection with these machines as I have spent a great deal of my career working with them, and I am hugely proud to be leading the largest MRO facility for Rolls-Royce Trent engines globally,” he prides.

INVESTMENT IN PEOPLE

As the company expands and enters an exciting period of growth, Pattinson tells us that the single most crucial factor in maintaining a culture of success is the people at SAESL.

“Everything leads back to investment in our people. We have several key strategic pillars, and every single one of our employees is fully aligned to those beliefs,” he details.

That means not only investing in their development, growth, and skills, but also developing their connectivity and the culture that sits around them.

“We’re building some of the most world-class facilities that will exist in the aerospace sector today, but all of that is irrelevant if we do not invest in our people. That is the most important part of our transformation journey – upskilling, reskilling, and training them.”

At the Singapore Airshow in February this year, SAESL announced a memorandum of understanding (MoU) with the EDB to establish a dedicated SAESL training academy.

This is a multi-million-dollar, multi-year investment programme to create a pioneering training academy that will allow the company to train hundreds of thousands of employees every year as it continues to grow.

SMART MANUFACTURING

One of the things that is unique in Singapore and really showcases the combination of a pro-business environment and outstanding technology is the Smart Manufacturing Joint Lab, which was launched in 2017.

“We started this initiative as a strategic partnership between A*STAR, Rolls-Royce, and SAESL,” Pattinson states.

The programme focuses on developing next-generation aerospace manufacturing and MRO capabilities enabled by advanced processes, automation, and digital technologies.

“We have been running this enterprise-wide, multi-million-dollar partnership for several years. It allows us to set some difficult challenges around how we drive productivity in our factories, then use some of the best minds in Singapore and around the world to help us solve them,” he outlines.

Now, through Singapore’s research institutes, SAESL can bring those people together in one place.

At the Advanced Remanufacturing and Technology Centre (ARTC) in the western part of Singapore, the company has a dedicated lab and teams working on technologies that will further drive business performance.

“Now we are seven years in, it’s really exciting to see those technologies being deployed across different parts of the company.

“I can walk around our factories and see a wide range of examples, from automated vision systems that use AI to measure, record, and analyse parts, to automated machines that support different areas of engine repair and assembly,” Pattinson shares.

Parallel to this, SAESL also launched Phase 2 of the Smart Manufacturing Joint Lab last year, representing the next five-year tranche of this technology journey, further cementing this exciting investment in technology and people.

“We launched Phase 2 with Dr Tan See Leng, Minister for Manpower, which shows the level of support we have across the country for aerospace and particularly SAESL,” he insights.

AN ENVIRONMENT TO THRIVE IN

As a testament to those who have been with the business for 25 years, SAESL aims to foster and continue its carefully curated culture in an ever-changing world and constantly shifting business environment.

Therefore, corporate social responsibility (CSR) is taken incredibly seriously.

“We invest heavily every year across a range of areas, including our diversity and inclusion programmes, and our sustainability agenda is very high on the board’s accountability framework,” Pattinson details.

This is complemented by SAESL’s dedication to safety and quality with zero tolerance for defects or harm.

“You have to create pillars that are anchored in stability. Companies must grow, but they must also be resilient; that is one of the key lessons from the recent macroeconomic environment – resilience is king,” he furthers.

Having come through the COVID-19 pandemic, whilst the company still needs to grow and maximise outcomes, what really matters is building a growing, resilient, and competitive business that ultimately delivers value to customers.

PAVING THE WAY

A key element of the company’s ongoing and proactive investment in its people is the crucial process of laying the path for future team members – setting up the next generation of people to come through and join the SAESL family.

“What we are creating is a talent pipeline and an ecosystem. As well as establishing a training academy, which will be a place that inspires technology, innovation, and collaboration, we also announced several collaborations at the Singapore Airshow,” Pattinson elaborates.

One of those was an MoU with Singapore Polytechnic. SAESL also connects with several other polytechnics, building a talent network that gives students a pathway from their studies into the workforce.

“We are specifically curating courses and electives during their studies so that they can progress through their education then graduate into a range of different roles within our business.”

SAESL knows it is vital to provide a coherent vision for people whilst they are learning and studying to show where their training can lead them.

“When people see investment in individuals, that is when they really connect with an organisation. It is about connecting people’s heads and their hearts,” Pattinson continues.

FUTURE VISIONS

Pattinson is keen to express how important the next 18 months are for the company.

“We are at a real turning point in our history in a very positive sense. Over the next year and a half, we will bring two brand-new facilities online and welcome up to 500 additional employees into our teams,” he asserts.

“This is where we really cement the transformation and make it real. When everyone comes to work each day, they will be able to walk past what the future is going to look like.”

To this end, every day, SAESL is investing in its people and the future of the company.

In terms of future expansion into new geographies, the business remains tied to its partners – as such, Rolls-Royce continues to expand into new customers and new regions around the world.

“Publicly, China and India are clearly very large growing markets. From a SAESL perspective, we are part of that ecosystem and will continue to work closely with Rolls-Royce and SIAEC on those ventures,” he comments.

Elsewhere, throughout the rest of the year, anniversary celebrations will continue.

Having already held a large celebration with all its partners to mark the 5,000th engine coming off the production line, the company is also planning a formal reception around its board meeting in September.

“Here, we will invite many of the company’s previous leaders, along with our industry partners and dignitaries, to celebrate this hugely proud moment.

“It will be an opportunity to not only reflect on what we have achieved, but importantly, also look at where we are going and what we all have to look forward to in the years ahead,” Pattinson concludes with pride.

SAESL PARTNERS

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Grant Oliver, National Façade Manager at Duratec, introduces us to the company’s newly established specialist arm, Atec Facades, which he heads up as Managing Director.

CUSTOM DESIGN AND FUNCTIONAL FAÇADES

Duratec is a leading Australian contractor providing assessment, protection, remediation, and refurbishment services to a broad range of assets and infrastructure.

The company’s innovative, cost-effective, and customised solutions extend the life of infrastructure and assets, which are being pushed harder and further than ever before, increasing demand for fully integrated lifecycle solutions.

Since it was established in 2010, Duratec’s operations have expanded to every state and territory in Australia, delivering high-quality, safe, predictable, and cost-effective projects across a wide range of sectors.

Over the past seven to eight years in particular, the company has delivered specialist, major modern façade remediation projects involving glass, cladding, and curtain wall systems across the country through its Building & Façade division.

This includes the successful completion of the Central Park façade refurbishment in Perth, a flagship project of unprecedented scale and complexity that now serves as a benchmark across the remediation industry.

In that time, Duratec developed strong façade design expertise through exposure to a broad range of remediation systems, whilst also enhancing its building information modelling (BIM) capability, procurement approaches, installation methods, and relationships with key local and international suppliers and manufacturers.

“We saw an opportunity to establish a dedicated façade subcontracting business that could deliver façade supply and installation packages as a specialist subcontractor nationwide,” outlines Grant Oliver, National Façade Manager at Duratec and Managing Director of the company’s newly established specialist business, Atec Facades (Atec).

A cabinet maker by trade, Grant has worked in both remedial and new-build façade construction across his career, spanning everything from smaller complex works to major façade developments.

Those experiences with materials, buildability, and logistics are crucial in shaping how Duratec is building Atec today.

FORMALISED CAPABILITY

Atec was recently launched within Duratec’s Building & Façade division to formalise the company’s maturing capability and focus on specialist commercial and institutional façade projects as a supply-and-install contractor.

Delivering high-quality façade builds for complex commercial and institutional construction projects, the Western Australia (WA)-based subsidiary brings deep technical expertise across the full project lifecycle, from conception through to completion.

Indeed, whereas façade subcontractors commonly navigate complex project environments, with dispersed stakeholders depending on disconnected platforms and manual processes, Atec redefines the façade delivery model – spanning design, procurement, fabrication, and installation.

This enables Duratec to deliver design-led façades end-to-end, extending beyond remediation alone.

The aim is a bespoke, better-value service for clients and a clearer pathway from concept to installation.

“Duratec typically works as a head contractor engaged directly by the client, whilst Atec generally operates as a specialist subcontractor delivering façade works on behalf of the builder,” explains Grant.

Façades shape the identity of a building and are often the feature people notice and remember most. Think function and fashion – they protect occupants from the environment, such as harsh weather, loud noise, and fire spread, whilst also defining the property’s appearance.

The experienced team at Atec specialises in façade projects that involve bespoke designs, complex geometries, distinctive material selections, and tailored delivery strategies.

“We work closely with clients to understand their objectives, develop practical and buildable design solutions, and provide early guidance on elements that may present challenges during delivery,” he tells us.

“Because many of our projects are driven by custom design outcomes, we are also able to offer clients a wider range of procurement options, including both local and international supply pathways.”

FAÇADE PROJECTS

Today, Atec is completing the façade installation of an art gallery in the Northern Territory (NT), featuring a modular anodised aluminium cladding system designed for Darwin’s cyclonic conditions.

The building will form a major part of the city’s revitalisation, bringing together art and architecture whilst imbuing a distinct sense of place.

Once the initial design concept had been presented, Duratec was engaged to review the design from a constructability perspective.

“We reviewed the original architectural façade and provided advice on buildability and delivery efficiency. The initial concept featured a significant amount of primary and secondary steel framing, together with face-fixed red anodised cladding panels,” Grant informs us.

“In response, we developed an alternative modular solution that substantially reduced the extent of primary steel, secondary framing, and face-fixing requirements.”

The client adopted Duratec’s revised design, which delivered cost savings, improved procurement and fabrication efficiencies, reduced installation time on-site, and maintained a high-quality architectural outcome.

“The completed design includes custom aluminium extrusion modular framing, solid aluminium panels with a red anodised finish, high-performance glazing, two-stage performance louvre systems, perforated screening, modular external screening, and internal architectural linings,” he sets out.

Along with the art gallery façade, Atec is delivering the design, supply, and installation of the façade package for a highly complex higher education lab facility located in WA.

The works on this facility include bespoke curtain and window walling, stainless steel and aluminium sun-shading systems, glazed louvres, unitised balustrades, high-performance skylights, frameless lift glazing, and architectural cladding.

“This project is unique due to the custom design elements for almost every scope of work, including the size of the panels and structural requirements to satisfy the architectural intent,” highlights Grant.

“We have completed the design and procurement phases and are on track to complete installation by September 2026.”

BIM WORKFLOWS

As the construction industry continues to evolve, Atec demonstrates how specialist subcontractors can lead the way, using digital technology to foster stronger collaboration, smarter project execution, and improved outcomes.

All design-led façades are developed in 3D, supported by industry-standard 2D documentation.

End-to-end BIM workflows enable enhanced visualisation, greater control over materials, quantities, and costs, and earlier design-for-manufacturer decisions, whilst also accelerating research and development (R&D) across materials, fabrication techniques, and installation methodologies.

“BIM continues to transform the façade industry, creating meaningful efficiencies throughout the design process,” Grant enthuses.

Duratec and Atec have been investing in internal BIM capability and collaborating with software providers to strengthen the link between concept design models and fabrication documentation.

“This is delivering clear benefits across design coordination, procurement, fabrication, installation, and overall project tracking. I expect this capability to keep evolving in Australia, enabling the delivery of increasingly complex façade solutions,” he notes.

Duratec’s investment in BIM began in 2020, initially focused on improving visibility across design development, material procurement, and installation progress.

As both the technology and the company’s internal capability have advanced, BIM is now embedded throughout the full project lifecycle – from early concept and detailed design through to shop, fabrication, and assembly drawings, clash detection, procurement, fabrication tracking, logistics, installation progress, material non-conformance reports, and overall quality management.

“By integrating this information into our BIM models, we enable project teams to deliver with greater efficiency, accuracy, and control,” acclaims Grant.

“On completion, these models are handed over to the facility owner to support ongoing facility management, providing access to detailed information such as material specifications, exact dimensions, product data, and replacement requirements where needed.”

STRENGTHEN, GROW, EXPAND

Atec is strengthening its BIM and broader digital capabilities, which it believes will deliver significant efficiencies for clients from early concept through to site delivery.

Another key priority is growing Duratec’s Perth-based team whilst establishing an Atec presence in Queensland and New South Wales over the next two to four years.

“More broadly, we are targeting opportunities with clients delivering high-rise projects that require custom façade designs, complex geometry, and high-performance façade solutions,” Grant closes.

Atec continues to expand whilst also supporting Duratec’s Building & Façade division on projects nationwide.

In addition, Duratec and its subsidiaries are delivering live projects and maintaining a strong future pipeline across the defence, mining, marine, energy, infrastructure, and industrial sectors.

ATEC FACADES PARTNER

The post Atec Facades : Custom Design and Functional Façades appeared first on APAC Outlook Magazine.

With a vision of becoming the market leader in intelligent automotive displays and solutions, BOE Varitronix has positioned itself as the ideal premium partner of choice. We hear more from Chief Strategy Officer, James Park.

DELIGHTING THE JOURNEY

Today, a car is no longer just a means of transport.

Thanks to over-the-air update capabilities, it is rapidly evolving into a mobile intelligent space that integrates mobility, entertainment, and even relaxation.

As such, the automotive industry is currently undergoing two major transformations.

First, electrification has fundamentally disrupted the traditional internal combustion engine paradigm.

With the rise of the ‘three-electric’ system – battery, motor, and electronic control – electric vehicles (EVs) now provide a robust power architecture and hardware foundation that fully enable vehicle intelligence.

Building on that, the competitive battleground has shifted to the smart cockpit arena.

“We’re seeing multi-display setups, onboard large language models, and multimodal interaction technologies being rolled out at scale, which will fundamentally reshape how drivers and passengers interact with the vehicle,” opens James Park, Chief Strategy Officer of BOE Varitronix.

Similarly, digital cockpit services have become a key differentiator for original equipment manufacturers (OEMs) and a sustainable revenue driver over the vehicle lifecycle.

In terms of in-cabin display form factors, the industry has moved far beyond the old single small-size centre stack paired with mechanical gauges. The trend is clearly moving towards larger screens and seamless integration.

Full-width pillar-to-pillar and rear-seat passenger displays, full-digital instrument clusters, co-driver entertainment screens, and augmented reality head-up displays (AR-HUDs) are increasingly becoming mainstream specifications and the number of displays per vehicle has grown significantly.

At the same time, innovative solutions like integrated borderless curved screens, flexible free-form and transparent window-type displays will increasingly be adopted.

“Essentially, every surface inside the cabin has the potential to become an interactive interface – delivering both driving safety and an enriched entertainment experience for all occupants,” he sets out.

Within this burgeoning realm, BOE Varitronix – a subsidiary of BOE Technology Group – serves as the exclusive global platform responsible for developing, manufacturing, and distributing automotive display and system solutions, with a strategic focus on both the automotive and industrial sectors.

ESTABLISHING GLOBAL REACH

Varitronix Limited was established in 1978 and listed on the main board of the Hong Kong Stock Exchange (HKEX) in 1991, where the business was originally focused on automotive and industrial displays.

In 2016, BOE Technology Group acquired Varitronix, and the company was renamed BOE Varitronix.

“As BOE Technology Group’s global automotive business platform, we have been deeply engaged in the smart mobility sector for years. We have a broad global footprint and a well-diversified automotive business portfolio, building strong, long-term relationships with more than 100 automakers and Tier 1 suppliers worldwide,” Park explains.

Headquartered in Hong Kong with operations across China, South Korea, Europe, and the US, the company now employs over 7,800 people.

“Currently, we operate manufacturing facilities in Heyuan and Chengdu in China, as well as Vietnam, which support our global supply chain and customer commitments.

“Our primary focus is on smart cockpit solutions, and our client base includes global luxury car brands and Tier 1 automotive suppliers,” he adds.

According to the latest data released by global technology research and advisory group, Omdia, BOE Varitronix has secured the number-one position globally in automotive display shipments – both in unit volume and by total area – for three consecutive years as of 2025.

Within the mid-to-large-size category (eight inches and above), the company has also maintained global leadership in both shipment volume and area for the same period.

“In the centre stack display segment, we have ranked first in global unit shipments for two consecutive years. Furthermore, our smart cockpit solutions have now been comprehensively adopted by all major automotive brands worldwide,” Park prides.

PRODUCT, DELIVERY, AND QUALITY

BOE Varitronix approaches customer satisfaction from three key dimensions – product, delivery, and quality.

The product is the starting point of customer value, and the company has established a comprehensive portfolio covering the full spectrum of automotive display technologies, size specifications, and cockpit application scenarios.

“From small-format clusters to large-format pillar-to-pillar displays and AR-HUDs, our product matrix enables rapid response to customised development requirements across traditional internal combustion engine, new energy, and commercial vehicles,” lists Park.

BOE Varitronix provides one-stop solutions from hardware to complete cockpit display systems, anticipating trends like mini LED, organic LED (OLED), and flexible displays to reduce supplier complexity for clients.

“Stable delivery is the critical enabler for honouring commitments. We have established a global manufacturing network with three intelligent production bases across Asia.”

The company’s domestic bases in Chengdu and Heyuan provide proximity service to local OEMs, whilst its Vietnam facility serves overseas customers.

This agile, multi-factory model enables it to handle large-scale mass production whilst flexibly reallocating capacity to hedge against geopolitical and logistics-related supply chain risks, ensuring OEMs’ vehicle production schedules remain unimpeded.

“On the quality front, we are advancing the deep integration of artificial intelligence (AI) and intelligent manufacturing, upgrading from single-point intelligence to closed-loop control across the process flow.

“Our goal is consistent excellence. We uphold this quality standard across customer experience, design, manufacturing, components, and systems,” he notes.

Ultimately, this is all underpinned by deep technological collaboration. BOE Varitronix interacts with over 40 ecosystem partners globally to co-develop products, ensuring its solutions are precise, scalable, and highly reliable.

“This approach has earned us numerous customer accolades, including recognition for being an outstanding supplier, our technology innovation, and best delivery,” Park excites.

H.E.R.O. 3.0 ECOSYSTEM

A major focus for the company is its upcoming H.E.R.O. 3.0 ecosystem, which it will showcase at the Consumer Electronics Show (CES) 2027, under the slogan ‘Beyond Mobility’.

“Since HERO 2.0, we have refined our branding to the punctuated acronym H.E.R.O. – representing health, entertainment, relaxation, and office – to emphasise our identity as a sophisticated technological ecosystem rather than invoking traditional superhero imagery.

“This project is crucial because it envisions seamlessly connecting the vehicle, home, and office into one continuous, enriched life experience,” Park enthuses.

The H.E.R.O. 3.0 architecture introduces eight core innovations to create an ultimate smart space. BOE Varitronix utilises rollable OLED screens that can transform the cabin into a mobile office or entertainment lounge.

“For safety, we incorporated invisible under-display cameras (UDCs) for driver monitoring,” he details.

FUTURE-FACING INNOVATION

Last year, BOE Varitronix officially unveiled its five-dimensional operational guideline, the ‘5V’ framework – volume, vehicle, value, various, and vision.

“Currently, we are systematically advancing a three-step strategic transformation, moving progressively from display components to display systems and ultimately to comprehensive smart cockpit solutions. We plan to significantly expand our R&D and capital investments in AI-driven scenario applications over the coming years,” Park reveals.

“Our key priority for the coming year is to prepare our smart mobility ecosystem for global showcases, aiming to scale the adoption of our energy-efficient and highly integrated displays.

“We will continue deepening our co-development partnerships across both the consumer electronics and automotive sectors to make concepts like H.E.R.O. 3.0 a market reality,” Park tells us.

He is keen to reiterate how the company’s ‘AI-Driven Leadership, Dual-Engine’ strategy drives comprehensive premiumisation and business model reinvention.

The company is positioning AI as the foundational engine powering its entire operation, whilst advancing two parallel growth pillars – the primary track of intelligent automotive solutions, and a dual-engine business growth pattern encompassing both automotive and broader industrial display applications.

By leveraging AI to connect the entire value chain, BOE Varitronix is breaking beyond the confines of pure hardware manufacturing.

“Ultimately, I always look to emphasise our long-term commitment to a tech-driven green development model. Our objective goes beyond simply manufacturing displays – we are focused on systematically building a fully sustainable mobility ecosystem that spans eco-friendly production methods to innovative end-user products,” he concludes.

The post BOE Varitronix : Delighting the Journey appeared first on APAC Outlook Magazine.

Our latest catch-up with Digital Edge DC and Group CEO, John Freeman, shifts the narrative to reflect on how the platform has evolved.

BUILDING APAC’S AI-READY DIGITAL INFRASTRUCTURE PLATFORM

“We’ve moved decisively from building a portfolio of individual assets to operating as an integrated regional platform capable of delivering AI-ready infrastructure sustainably at speed, at scale, and to consistent global standards.” 

The evolution of Digital Edge DC (Digital Edge), who we last spoke to in August 2025, is important because the next generation of digital infrastructure cannot be delivered through isolated projects, according to Group CEO, John Freeman. 

Rather, it requires a regional platform with repeatable capabilities across development, design, construction, operations, customer delivery, capital formation, and sustainability, combined with deep local execution in each market. 

“We have invested in those capabilities at platform level whilst retaining strong local leadership in each market,” outlines Freeman.  

“That allows us to apply common standards and institutional discipline without losing the market knowledge, relationships, and responsiveness required to execute successfully across Asia.” 

The Singapore-headquartered digital infrastructure platform, backed by Stonepeak, is on a mission to build the foundation for the world’s digital future. 

To fulfil this mission, Digital Edge needs to do more than grow quickly – it needs to create infrastructure that customers, lenders, governments, and communities can rely on for decades. 

Sustainability is therefore integral to its licence to grow; the company is targeting 100 percent renewable or carbon-free electricity across its operations by 2030, expanding renewable energy procurement,  advancing the use of recycled and reclaimed water, and linking its financing strategy to measurable environmental outcomes. 

“Ultimately, platform maturity is demonstrated through consistency: delivering safely, meeting customer commitments, allocating capital responsibly, and creating sustainable value in every market in which we operate. That is the standard against which we measure our progress,” Freeman sets out. 

INFRASTRUCTURE REQUIREMENTS 

The Asia Pacific (APAC) data centre (DC) market continues to accelerate, but the conversation has moved beyond simply meeting demand for more capacity. 

Now, the defining challenge is whether that capacity can be delivered at the scale, density, and speed required by artificial intelligence (AI). 

“Cloud adoption remains a significant growth driver, but AI inference and increasingly large-scale AI factory deployments are reshaping infrastructure requirements,” insights Freeman. 

“Customers need campuses with secure, scalable power, advanced cooling, resilient connectivity, and a credible path to expansion. Above all, they need certainty that capacity can be delivered when promised and operated reliably over the long term.” 

This environment favours platforms with the capital, technical capability, and local market expertise to convert demand into operating infrastructure.  

Over the past year, Digital Edge has demonstrated that capability through major customer commitments, the expansion of its campuses in South Korea, India, Thailand, and Indonesia, and more than USD$2 billion of financing raised across the platform. 

“It’s a substantial opportunity, but scale without discipline creates risk. Our focus remains on staying ahead of customer needs whilst maintaining capital discipline, operational resilience, and responsible environmental stewardship,” Freeman assures. 

“The companies that lead this next phase will not necessarily be those that announce the most capacity, but those that consistently deliver it.” 

ROUTE TO DEPLOYMENT 

AI has made digital infrastructure a strategic constraint as well as a strategic enabler.  

The availability of suitable land, power, cooling, and connectivity will increasingly influence where AI ecosystems can develop and how quickly countries and companies can participate in the opportunity. 

This is particularly significant in APAC; demand is regional, but infrastructure conditions are highly local.  

“Power availability, permitting, land constraints, regulation, and sustainability expectations vary considerably from one market to another. Our role is to navigate that complexity with deep market knowledge, trusted local relationships, and platform-wide expertise, giving customers a scalable, credible route to deployment across APAC,” explains Freeman. 

Digital Edge’s campuses are being designed for higher-density environments, including liquid cooling applications and next-generation AI workloads, whilst its recognition as an NVIDIA DC partner is also strategically important.  

“It connects us more closely with the broader AI ecosystem and strengthens the technical foundation from which we can support customers as their requirements evolve,” he informs. 

More widely, AI is only one part of the transformation taking place; DCs support cloud adoption, digital financial services, e-commerce, communications, enterprise modernisation, and public-sector digitisation.  

As these services become more central to economic activity, DCs are increasingly being recognised as essential infrastructure. 

“Digital Edge’s role is to build that infrastructure responsibly, enabling innovation whilst contributing to the long-term resilience and digital competitiveness of the markets we serve,” Freeman tells us. 

DIFFERERENT DIMENSIONS OF GROWTH 

India is one of APAC’s most strategically important DC markets, combining strong domestic digital growth, increasing international hyperscale demand, and access to a sophisticated renewable energy ecosystem. 

The company’s existing BOM campus in Navi Mumbai has multiple buildings under construction and significant customer commitments already secured. 

India, along with Thailand and Indonesia, each represent a different dimension to the company’s regional strategy. 

However, all three demonstrate Digital Edge’s ability to identify long-term demand, secure the necessary infrastructure, and build platforms capable of scaling with customers.  

In Thailand, the company’s BKK campus in Chonburi is being developed within the Eastern Economic Corridor as a major hyperscale and AI-ready destination.  

The first two buildings represent 100 MW of committed capacity, with BKK1 scheduled to be ready for service in Q4 2026 and BKK2 to follow. 

“Our partnership with B.Grimm Power combines its local energy expertise and institutional relationships with our regional DC capabilities,” Freeman notes.  

“The result is a campus designed for scale, resilience, and efficiency, including an annualised power usage effectiveness (PUE) target of 1.25, hybrid closed-loop cooling that helps minimise water consumption whilst maintaining operational efficiency, and infrastructure that supports long-term sustainability and increased renewable energy utilisation.” 

Indonesia, meanwhile, illustrates the breadth of the company’s evolution particularly well. It began by establishing EDGE1 and EDGE2 in Central Jakarta, supported by Indonet’s fibre and connectivity network.  

Indonet remains a significant differentiator; its network of more than 500 kilometres of fibre connects Jakarta’s principal DC hubs and allows Digital Edge to combine carrier-neutral colocation with highly reliable connectivity.  

“As customers increasingly seek integrated infrastructure solutions, that combination strengthens our customer proposition and positions us to play a broader role in Indonesia’s digital development,” highlights Freeman. 

Digital Edge is now developing its CGK campus – a USD$4.5 billion, 500-MW, AI-ready hyperscale campus with the potential to scale to one gigawatt (GW) – located in the Greenland International Industrial Centre (GIIC) in the Bekasi Regency. 

“The first building is targeted to be ready for service in Q4 2026. We have also entered into Indonesia’s largest single-campus power agreement with PLN, securing 1.45 GW of long-term power capacity,” he shares. 

DISCIPLINED REGIONAL EXPANSION 

Beyond India, Thailand, and Indonesia, Digital Edge continues to deepen its presence in APAC’s leading digital markets, including Japan, South Korea, and the Philippines.  

These markets give it a balanced regional portfolio across established digital hubs and high-growth metro-adjacent locations. 

“Our strategy is not to be everywhere – it is to build meaningful positions in markets where we can secure the right combination of customers, power, land, connectivity, and long-term scalability,” Freeman elaborates.  

“That discipline allows us to offer customers a multi-market platform without compromising the quality or economics of individual projects.” 

The company also continues to invest in the capabilities behind the physical infrastructure. As technology and customer requirements evolve, the ability to attract, develop, and retain exceptional people will be just as important as its access to land and power.  

Digital Edge is therefore strengthening its leadership, technical expertise, operating systems, and organisational capacity across the platform. 

The appointment of Andy Rigoli – who we previously interviewed a year ago – as Chief Sustainability Officer is part of that evolution.  

Rigoli previously led Indonet and now has executive responsibility for the company’s platform-wide environmental, social, and governance (ESG) and corporate social responsibility (CSR) agenda.  

“The creation of this role reflects our belief that responsible growth requires dedicated leadership, measurable objectives, and clear accountability,” affirms Freeman.  

Under Rigoli’s leadership, Digital Edge is formalising its CSR programme around three principal areas: education; women in technology; and health, environment, and communities.  

The objective is to move beyond individual initiatives and create programmes capable of delivering sustained, measurable impact across the communities in which the company operates. 

“Our success should be judged by not only the capacity we develop, but also whether we help expand digital opportunity, develop future talent, and leave a positive, lasting contribution in our markets,” Freeman acknowledges. 

STRATEGIC ENABLER 

Access to capital is essential in the DC industry, but the real competitive advantage is the ability to deploy it with discipline against secured demand, power, and executable projects. 

In the first half of 2026, Digital Edge raised more than USD$2 billion across the platform through green financings and its inaugural HoldCo facility.  

This provides the company with both the capacity and flexibility to fund its growth pipeline whilst maintaining a prudent and diversified capital structure. 

Several of these transactions established new market benchmarks. For example, it secured a USD$665 million green loan for the first phase of the CGK campus, the largest green loan for a DC project in Indonesia.  

Digital Edge and B.Grimm Power also completed a USD$880 million green loan for the BKK campus, the largest DC financing in Thailand and its greatest green loan to date.  

In addition, its USD$575 million inaugural HoldCo facility provides greater flexibility to allocate capital efficiently across the platform. 

“These financings are important not only because of their size. The support of leading international and domestic lenders demonstrates confidence in our strategy, governance, execution capability, and long-term customer proposition,” Freeman emphasises. 

“We view capital as an enabler of our strategy rather than the strategy itself. Our objective is to match long-duration capital with high-quality, customer-led infrastructure opportunities and generate sustainable value by delivering those projects well.” 

CAPTURING THE OPPORTUNITY 

Ultimately, since our previous conversation with Digital Edge, the company’s ambition has not changed – it remains intent on being the leading provider of next-generation, AI-ready digital infrastructure across APAC. 

What has changed, however, is the scale of the opportunity and level of execution now required to capture it. 

“We have assembled a substantial development pipeline across our core markets, supported by secured land, power, and customer demand. The priority is now to convert that pipeline into operating capacity safely, sustainably, predictably, and efficiently,” asserts Freeman. 

“That means delivering our committed projects on time and on budget, maintaining world-class operational performance, and continuing to secure the next generation of strategic sites and power positions.  

“It also means standardising designs and processes where doing so improves safety, speed, and reliability, whilst retaining sufficient flexibility to meet different customer and market requirements,” he adds. 

Digital Edge will continue investing in its people, technology, operating systems, and platform capabilities so the organisation scales with the same discipline as its physical portfolio – delivering consistent performance for customers whilst advancing sustainable growth across APAC.  

It will also maintain capital discipline, because long-term leadership in this sector will be determined by the quality and returns of the infrastructure delivered, not simply the size of the development pipeline announced. 

Sustainability will remain central to every aspect of that agenda, from renewable energy and water stewardship to green finance, community engagement, and governance.  

“Our objective is not only to grow Digital Edge, but also demonstrate what responsible, institutionally managed digital infrastructure growth should look like in APAC,” Freeman closes.

DIGITAL EDGE DC PARTNERS

The post Digital Edge DC : Building APAC’s AI-Ready Digital Infrastructure Platform appeared first on APAC Outlook Magazine.

M Resources delivers a suite of essential steelmaking raw materials, infrastructure, and mining and logistics services to steelmakers across the globe. Matt Latimore, Founder and President, details the company’s future-facing approach to investment and market growth.

ESSENTIAL TO STEELMAKING

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

The international energy sector is seeing the most significant shift, where the large-scale transition to electrification is well underway, whilst the extensive adoption of artificial intelligence (AI) is driving demand for compute and energy on a global scale not seen before.

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

“Over the years, we have worked to build a vision for a company tapping into global imperatives, looking to anticipate future patterns of supply and demand,” opens Matt Latimore, Founder and President.

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

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

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

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

M Resources has adopted a strategic vision since its inception. Established in 2011, the first five years of the company’s journey were spent procuring coal from big suppliers and selling it to steelmakers across the world. In 2016, M Resources added its first adjacency by investing in metallurgical coal companies whilst gaining additional marketing rights.

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

DRIVING GLOBAL STEELMAKING

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

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

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

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

The company has strong confidence in the ongoing demand for steelmaking coal and continues to look for opportunities to evolve its core business.

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

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

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

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

For example, the Chinese government has decided to reduce its overall steel production capacity. It is also targeting for 30 percent of domestic steel production to come from low-emission electric arc furnace (EAF) technology by 2035.

At the same time, however, India’s government has a steel production target of 300 Mtpa by 2030 – an increase on current production levels of around 50 percent. By 2047, the country intends to increase its annual steel production capacity to 500 Mtpa. This will be predominantly achieved using metallurgical coal.

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

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

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

“EAF is a method of steelmaking that’s going to become more popular as time goes by. For example, steel products being imported into the European Union (EU) are subjected to the Carbon Border Adjustment Mechanism, causing higher embedded carbon emissions to have an impact on price,” he tells us.

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

CRITICAL MINERAL DIVERSIFICATION

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

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

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

“Graphite is the dominant anode material used in modern lithium batteries, so we expect demand to grow strongly in the coming years. For example, EVs require 50 to 100 kilograms of graphite, whilst EV sales are projected to grow more than 30 percent annually,” Latimore explains.

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

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

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

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

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

POWERING THE ENERGY OF TOMORROW

M Resources is building an alternative supply chain to provide new options for the supply of critical minerals and rare earth metals through the launch of M Battery Materials (MBM), which is planned for an Australian initial public offering (IPO) and listing on the Australian Stock Exchange (ASX) later this year.

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

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

STRONG OUTLOOK

At its strategic retreat at the end of 2025, Latimore and the M Resources executive team agreed to double revenue, or to have the settings in place to achieve this, by the end of 2026.
In mid-2026, the company had already achieved an AUD$2 billion run rate, signalling this important goal was well within reach.

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

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

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

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

The company is additionally in the process of acquiring additional mining and port operations across various locations in Australia and South America. Moreover, M Resources is seeking to increase its investment in low-emission steelmaking as it continues to be associated with world-class steel production.

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

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

The post M Resources : Essential to Steelmaking appeared first on APAC Outlook Magazine.

Providing precision in construction and confidence in delivery, Sitzler is known for delivering quality, high-profile projects across Australia. Jacob Latter, CEO, discusses Sitzler’s next phase of growth, and continuing a legacy of resilience, capability, and confident delivery.

BUILT WITH CONFIDENCE

As construction specialists for over half a century, Sitzler is known for delivering quality, high-profile, and complex projects that create lasting value for both clients and local communities.

With roots dating back seven decades, the company has grown from its Northern Australian origins into a trusted partner combining capability, scale, and a deep understanding of client needs to deliver successful outcomes across the country.

“Sitzler is a truly exciting place to be. We are a proudly Australian-owned, private company, celebrating our 50th anniversary, and we’ve experienced significant growth over the past five years,” introduces Jacob Latter, CEO.

“We’re now a top 10 defence contractor in the country, which is a monumental feat for us. Over the years, we’ve expanded our footprint across Australia whilst staying true to the values and practical approach that have shaped our success from the beginning.”

One of the ways Sitzler has achieved this goal is through strategically resourced teams across the country, supplemented by industry professionals with technical expertise and experience to ensure the company remains a low-risk partner.

With experienced teams based throughout Australia, Sitzler combines local knowledge with national capability to deliver projects across a diverse range of sectors and locations. Backed by strong project management, technical knowledge, and a practical approach to delivery, Sitzler provides clients with confidence from planning through to completion.

The company differentiates itself in a variety of ways – one of which is its treatment of people, who remain at the centre of Sitzler’s success. For Latter, one of the company’s defining strengths is its genuine commitment to its people.

“Our approach to people is really extraordinary. After nearly 30 years in the industry, I can wholeheartedly say that Sitzler has a genuine interest in its people, and they remain at the core of the business,” expresses Latter.

That same philosophy extends to the company’s approach to project delivery. Known for taking on technically complex projects in remote and challenging environments, Sitzler has built a reputation for delivering where capability, experience, and meticulous planning are essential.

“We’re not a high-volume, high-rise residential builder or basic civil contractor. We work on technically challenging design and construction projects, such as galleries, convention centres, correctional facilities, hospitals, and complex civil infrastructure,” he specifies.

Sitzler’s ability to deliver projects in remote and challenging locations remains one of its defining strengths. Backed by experienced teams, strong local partnerships, and proven logistics capability, the company is trusted to deliver where planning, adaptability, and execution matter most.

CONSTRUCTION IN AUSTRALIA

With nearly three decades of proven leadership expertise in heavy infrastructure, maintenance, and engineering, Latter prioritises delivering projects to the highest possible standards.

Having entered the CEO role at Sitzler in March 2026, he is working to lead the company into its next era of business evolution by leveraging his experience in problem-solving through innovative solutions and tenacity to drive long-term sustainable growth. Currently, Latter views the industry as one particularly exciting to work in, especially from a technical perspective.

“As young engineers and construction professionals come out of training, whether in trade craft or construction, building things is always interesting. You can look at the substantial amount of construction work going on globally, where countries are grappling with what the future looks like in the midst of evolving economies,” he insights.

Specifically, Australia is coming to grips with what it means to build Olympic venues concurrent with critical transportation links to provide connectivity of the three largest population centres of Melbourne, Sydney, and Brisbane in a resource-constrained industry.

Making these opportunities attractive to the workforce and looking after people as they’re away from their support network, whilst still delivering value for money for clients, is the key.

“What’s challenging in the construction industry is navigating the expectations of work-life balance, family, and career versus home, because what we do is fast-paced, remote, and sometimes requires relocation to get to project sites,” Latter details.

“It is an exciting industry to be a part of. Despite its challenges, construction continues to offer rewarding career opportunities and the chance to deliver projects that create lasting value for communities across Australia.”

The industry’s ongoing demand for skilled workers presents both a challenge and an opportunity, reinforcing the importance of investing in training, development, and career pathways for future construction professionals.

50 YEARS OF CONSTRUCTION EXPERTISE

Notably, 2026 marks Sitzler’s 50th anniversary of delivering high-profile infrastructure across Australia. Having started from humble beginnings, the company has found continuous success through upholding the highest standards of execution and reliable delivery of quality, sustainable, and safe outcomes.

“Especially in construction, 50 years is an impressive feat and one that we’re particularly proud of. We’re in great shape, with a healthy pipeline and legacy we are committed to building on through thoughtful, innovative changes that position the company for the future,” Latter insights.

One of the most significant recent milestones in that journey has been the appointment of Latter as the company’s first CEO.

“The role was introduced to help guide the company’s continued growth and provide greater clarity and focus as the business evolves. We are immensely proud of our ability to support a Northern Territory (NT) business and extend its reach to other regions in Australia. This is a great export story for our region, providing opportunities for NT locals to show and develop their skills on a bigger stage,” he notes.

This approach is just one example of the importance to both Sitzler and its leadership of the people behind the company. Latter believes the company’s strength lies in its people and relationships built across the business, project teams, and communities in which it operates.

“There has long been a perception that capability needs to be brought into the NT. What we’re seeing today is the opposite. We have developed exceptional people, skills, and expertise here, and we’re now taking that capability into other parts of Australia as the business continues to grow,” he outlines.

By creating an environment that brings together diverse skills, experiences, and perspectives, Sitzler boasts a workplace that thrives on innovation, problem-solving, and collaboration.

“We’re maintaining our commitment to our people and looking after the supply chain whilst growing and educating the next generation of the construction workforce. That’s really close to my heart because the industry doesn’t survive without new people,” impassions Latter.

DELIVERING WITH CONFIDENCE

Sitzler has built a reputation for delivering high-profile, complex projects that create lasting value for clients and communities.

With the capability and resources to deliver projects across Australia, the company has a long history of success in the defence and space, civil infrastructure, community and commercial, and industrial sectors. It remains focused on projects aligned with its expertise, but thrives on delivering bespoke projects with a high level of complexity, such as the space surveillance telescope delivered in remote Western Australia.

“One of the best measures of our reputation is the work we’ve delivered across often complex, technically challenging, and remote environments, requiring strong planning, collaboration, and delivery expertise. These projects are a great example of how Sitzler creates lasting value for our clients and the communities in which we operate,” Latter details.

“The defence sector has provided opportunities to deliver some of the most complex and technically demanding projects in our portfolio. These demonstrate our ability to plan, adapt, and deliver successful outcomes in remote locations and under challenging conditions.”

Another example of Sitzler’s proven expertise is the Royal Darwin Hospital Mental Health Inpatient Facility in the NT. Currently under construction, the new three-storey facility is designed to provide a safe, modern, and therapeutic environment for patients requiring acute mental health care.

The project incorporates specialised clinical areas, secure patient accommodation, and supporting infrastructure that must meet rigorous healthcare design and construction standards. As the NT government’s incumbent health contractor over the past decade, Sitzler is delivering the facility with a focus on safety, quality, and long-term functionality for clinicians, patients, and the wider community.

Additionally, across the country, Sitzler has delivered a diverse portfolio of projects, including high-quality, high-footfall facilities such as convention centres and art galleries as well as road infrastructure required to endure extreme climatic conditions.

This infrastructure is critical for remote communities, particularly across Northern Australia, to combat what used to be months of isolation during the monsoonal season. Opportunities for those who live locally to the site are embedded within the company’s delivery teams, leaving a legacy of a more capable delivery capacity for ongoing maintenance long after handover is achieved.

“That’s our mission: we will not only build what the community uses, but also build up the community by supporting local community groups and charitable initiatives in addition to the development of our own people and those of our supply chain. We are a part of the community in which we operate and don’t shy away from the role we play in helping them thrive,” expands Latter.

MAKING A LASTING IMPRESSION

Of the utmost importance to Sitzler is working with the communities in which it operates. The company provides ongoing support for various charitable organisations, sporting clubs, training initiatives, Indigenous employment pathways, and community projects.

One example is its partnership with the Rirratjingu Aboriginal Corporation (RAC) based in Nhulunbuy through Rirratjingu Project Management (RPM), a long-term joint venture established to support the futureproofing and economic self-sustainability of the local community with the closure of bauxite mining operations, which the town has relied upon for the past 50 years.

Through the partnership, RPM combines local knowledge and Indigenous participation with project management expertise to help deliver infrastructure projects, strengthen regional capability, and create employment and training opportunities for Yolngu people.

“These partnerships are more than just business and revenue; it’s community support and interaction,” Latter notes.

As Sitzler continues to look forwards to future success and further milestones, it is keeping these community relationships at the forefront, along with reshaping the company to be not just prepared for the future but leading the charge.

“This year is about stabilising and solidifying our approach to take the business forwards. We’ve had a successful year in terms of winning work and have a solid pipeline of forward orders booked, which we’d like to expand upon and ensure we have the right people in the right places,” confidently concludes Latter.

“We’re creating an environment where the team is ready, so when change comes, which it inevitably will, they don’t see it as a challenge but just another day.”

SITZLER PARTNERS

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Thermo Fisher Scientific’s progress over the last two years has reinforced its position as a trusted biologics manufacturing partner by expanding its sovereign capability, strengthening ecosystem partnerships, and supporting the delivery of advanced medicines from Australia to the world. We catch up with Kym Baker, General Manager, Brisbane Biologics.

BIOLOGICS MANUFACTURING OF TOMORROW

Since we last spoke with Thermo Fisher Scientific (Thermo Fisher) in 2024, its evolution continues to be defined by disciplined growth and technical excellence at its site in Brisbane, Queensland (QLD), underpinned by a very clear purpose – to help its customers bring important biologic medicines to their patients.

The site specialises in clinical and commercial manufacturing and single-use biologics technology and sits within Thermo Fisher’s global biologics manufacturing network alongside other major sites in the US and Europe.

“My role is to ensure we keep delivering for our customers whilst also building the capability, culture, and resilience of the site for the long-term,” introduces Kym Baker, General Manager, Brisbane Biologics.

For Baker, this means balancing day-to-day operational performance with strategic priorities such as workforce development, quality, maturity, digital enablement, safety, customer engagement, and continued future growth.

“Over the past two years, our focus here in Brisbane has been on strengthening the site’s role as a trusted advanced manufacturing partner,” she insights.

As such, the company’s activities in the QLD capital have continued to support Thermo Fisher’s wider scale-up and the organic growth of its advanced manufacturing services for recombinant proteins and monoclonal antibodies.

The site also reinforces the systems, talent, and cross-functional collaboration required to operate in a highly regulated biologics environment, alongside seeking multiple regulatory approvals to support its commercial programmes.

With Brisbane located in a highly collaborative biomedical ecosystem, it benefits from its proximity to research institutes, hospitals, universities, and translational partners.

These local institutions give Thermo Fisher a real opportunity to contribute not only as a manufacturer, but as a partner in Australia’s broader life sciences and sovereign capability agenda.

“A major part of our work has been building stronger ecosystem connections,” Baker confirms.

HEALTHIER, CLEANER, SAFER

On a mission to enable its customers to make the world healthier, cleaner, and safer, Thermo Fisher continues to provide scientific technologies across the life sciences, healthcare, applied sciences, diagnostics, environmental, industrial, and research markets in Australia.

Through the Patheon™ pharma services brand, the company offers contract development and manufacturing services across the drug development journey.

Indeed, the Brisbane site is specifically focused on biologics manufacturing, including clinical and commercial manufacturing, single-use technologies, and scale-up services for recombinant proteins and monoclonal antibodies.

“Our client base includes pharmaceutical and biotechnology (biotech) companies, emerging biotech innovators, research organisations, universities, government agencies, and customers working across research and applied science, clinical development, and commercial manufacturing,” Baker specifies.

More than 50 percent of Thermo Fisher’s Brisbane client base is Asia Pacific (APAC)-focused, though global clients are increasingly choosing Australia to leverage the R&D tax incentives and Clinical Trial Notification scheme, alongside Thermo Fisher’s PPD™ clinical research business, which supports trials across the entire development lifecycle.

“Together, these incentives can offer substantial savings for companies looking to take their products into the clinic at cost-competitive rates within Australia, with the added security of a strong regulatory framework,” she emphasises.

The Brisbane biologics site, therefore, forms part of a wider global network, allowing customers to access both Australian expertise and Thermo Fisher’s international scale.

GROWING DEMAND

Having continued to evolve rapidly over the past few years, Australia’s healthcare and life sciences industry has witnessed a growing demand for advanced therapies, biologics, personalised precision medicines, diagnostics, digital health, and more resilient supply chains post the COVID-19 pandemic.

At the same time, the healthcare system faces ongoing challenges when it comes to workforce shortages, rising demand, cost pressures, digital disruption, and the need to modernise infrastructure and care models.

From a biopharmaceutical manufacturing perspective, the opportunity is clear – Australia has world-class research, strong clinical capability supporting 10 percent of global Phase 1 clinical trials, a trusted regulatory environment, and a growing appetite to translate discovery into commercial and clinical outcomes.

“The challenge now is ensuring that promising scientific discoveries do not stall because of gaps in scale-ups, manufacturing capabilities, capital, or workforce capacity,” Baker urges.

Australia’s sovereign capability has also become more prominent in recent years, with ongoing global disruptions reinforcing the importance of being able to manufacture critical medicines, vaccines, diagnostics, and other health technologies closer to home.

Indeed, the National Reconstruction Fund Corporation has highlighted how sovereign control over vaccine platforms, diagnostic reagents, and medical device manufacturing helps Australia be better prepared for health crises and less dependent on fragile global supply chains.

“For QLD specifically, the opportunity is significant,” she reflects.

Equipped with a highly integrated biomedical sector, the state brings together clinical care, research, manufacturing, and global industry partners with health precincts, connecting hospitals, universities, research institutes, and industry.

“That is exactly the kind of environment where advanced manufacturing can thrive,” Baker adds.

CULTURE AND COLLABORATION

Guided by Thermo Fisher’s ethos that culture and collaboration can provide the ideal infrastructure for advanced manufacturing success, Baker believes they are the ‘secret sauce’ to how the company has operated and conducted business successfully so far.

“Advanced manufacturing is often discussed in terms of equipment, facilities, automation, and technology. Whilst these are critical, they are not enough on their own. The real infrastructure is culture – how people communicate, solve problems, make decisions, escalate risks, learn from mistakes, and work across functions,” she highlights.

Being situated on a hospital campus only adds to this culture, with the company’s staff reminded every day of why they come to work – to make a difference and manufacture lifesaving medicines for its clients’ patients.

“In biologics manufacturing, success depends on quality, consistency, discipline, and trust. A strong culture ensures that every person understands the importance of the work – from the production floor to quality assurance, engineering, supply chain, technical operations, and customer-facing teams.”

This kind of collaboration also reduces friction, as Baker believes that when they are relationship-driven, teams can move faster without compromising on quality.

“They can identify risks earlier, respond to customer needs more effectively, and maintain the level of transparency required in a highly regulated environment,” she points out.

At Thermo Fisher’s Brisbane site, culture is not separate from performance, but the enabler of it – helping the company operate safely, meet customer expectations, support compliance, and continue improving.

CONNECTED TO THE CAUSE

With a leadership structure built around cross-functional accountability, at Thermo Fisher’s biologics manufacturing site, no single function can succeed in isolation.

“Manufacturing, quality, engineering, supply chain, technical operations, environment, health, and safety (EHS), finance, human resources (HR), and customer-facing and commercial teams all need to be aligned,” Baker details.

As General Manager, her role is to create clarity around priorities, remove barriers, and ensure teams are connected to both the site strategy and Thermo Fisher’s broader mission.

“We rely on leaders who are technically strong, commercially aware, client and quality-focused, and people-centred,” she states.

A relationship-driven culture has been essential to the company’s lasting success because it encourages open communication and trust, and has been critical in helping Thermo Fisher to develop future leaders.

“In a complex manufacturing environment, issues need to be raised early and solved collaboratively. That requires psychological safety, mutual respect, and a shared commitment to doing the right thing for both our customers and patients.

“When people feel connected to the purpose of the work and supported by their teams, they are more willing to learn, contribute ideas, and step into greater responsibility,” Baker continues.

She goes on to highlight Thermo Fisher’s ongoing efforts in workforce development, STEM engagement, internships, work-integrated learning, and university collaborations.

“These initiatives are critical to building the skills Australia needs for advanced manufacturing and biopharmaceutical innovation,” Baker prides.

STRONG REPUTATION

Historically, Thermo Fisher’s Brisbane site has made a continuous and widely acknowledged contribution to biologics manufacturing in Australia.

“The site has a strong reputation, including its recognition as the International Society for Pharmaceutical Engineering’s 2014 Facility of the Year award for Process Innovation early in its lifecycle,” she smiles.

More recent accolades include the facility being awarded Best Biologics contract manufacturing organisations (CMO) in Australasia by IMAPAC in 2023 during the Asia Pacific Biologics CMO Excellence Awards.

In this way, the company remains focused on clinical and commercial biologics manufacturing using single-use technology.

Another important theme to highlight, Thermo Fisher’s location alongside the Translational Research Institute (TRI) on the campus of the Princess Alexandra Hospital – QLD’s second-largest hospital – places the company within one of Australia’s leading health and medical research environments.

Funded by the QLD government and TRI, the adjacent ENTRI facility adds flexible current good manufacturing practice (cGMP) capability and will further strengthen the ecosystem’s translational manufacturing output, helping to accelerate the translation of new therapies into clinical trials.

“That proximity reflects the strength of the local biomedical precinct and the importance of connecting research, clinical translation, and manufacturing from research through to translation and commercial manufacturing,” Baker emphasises.

The APAC region continues to be strategically important to Thermo Fisher’s overall scientific growth trajectory due to its scientific growth, expanding healthcare needs, strong clinical research activity, and increasing demand for high-quality biopharmaceutical development and manufacturing services.

“For customers, the priorities are consistent – quality, reliability, speed, regulatory confidence, technical expertise, supply chain resilience, and transparent communication,” she distinguishes.

Indeed, emerging biotechs need partners who can help them scale, whilst larger pharmaceutical companies require dependable networks that can support complex global programmes and research organisations that need access to technologies and services that help move science forwards.

FUTURE PRIORITIES

Due to its combination of local capability and global scale, Thermo Fisher possesses a distinct advantage.

“The Brisbane site provides highly specialised biologics manufacturing capability in Australia, whilst our broader network gives customers access to international expertise, technologies, and pathways across development, manufacturing, clinical research, and commercialisation,” Baker insights.

Having grown significantly over the last two years, the company has increased capacity supply by 40 percent to meet continued client demand ahead.

“Our focus is to remain close to customers, understand their programmes deeply, and partner with them to provide solutions that support both immediate milestones and long-term product strategies,” she confirms.

Looking ahead, Thermo Fisher’s future priorities are centred on quality, customer success, operational excellence, talent development, and sustainable organic growth to meet the growing need for sovereign biomanufacturing.

For the Brisbane site, this means continuing to strengthen its position as a trusted biologics manufacturing partner of choice in the APAC region.

“We want to ensure the site remains ready to support complex customer programmes, from clinical development through to commercial manufacturing, whilst maintaining the highest standards of safety, quality, and compliance,” Baker asserts.

Thermo Fisher is also focused on building capability, which includes investing in its people, leadership, technical depth, digital tools, process improvement, and forging stronger connections with the wider Australian biomedical ecosystem.

More broadly, it will continue to support customers across the life sciences and healthcare value chain.

“Our goal is to help customers move faster and more confidently, whether they are conducting research, developing future medicines or diagnostics, running clinical trials, scaling biologics, or bringing medicines to patients,” she passionately concludes.

THERMO FISHER SCIENTIFIC PARTNER

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