Samsung Electronics and Mistral AI have entered a strategic partnership to integrate on-premises artificial intelligence across semiconductor operations, supporting more secure, efficient, intelligence-driven chip manufacturing.

BUILDING INTELLIGENCE INTO SEMICONDUCTORS

Samsung Electronics has announced a strategic partnership with Mistral AI, combining the semiconductor giant’s silicon technologies with Mistral’s artificial intelligence capabilities to strengthen chip engineering and manufacturing.

Announced during a state summit between South Korea and France in Paris, the collaboration will see Samsung integrate Mistral’s AI services and solutions, including its flagship Mistral Large large language model, across its semiconductor operations.

The partnership is focused on developing customised, on-premises AI models designed specifically for intelligence-driven semiconductor infrastructure. By bringing AI capabilities directly into its operations, Samsung aims to transform how semiconductors are designed and manufactured, while maintaining control over sensitive technologies and operational data.

For Samsung, the on-premises approach is particularly significant as semiconductor development increasingly depends on the rapid processing and analysis of complex data.

SECURING MISSION-CRITICAL DATA

As semiconductor processes become more advanced, the ability to analyse data quickly and effectively within the fab is becoming increasingly important.

Mistral’s enterprise AI solutions are expected to provide Samsung with a stack of tools that can support this shift, while enabling sensitive information to remain entirely within Samsung’s semiconductor infrastructure.

This approach is designed to deliver the security and flexibility required to process highly sensitive technologies and operational data without moving them beyond the company’s infrastructure. In doing so, Samsung can retain control over its mission-critical technologies while exploring new applications for AI across its semiconductor operations.

Targeted AI models will also be applied to areas including defect detection and equipment optimisation, with the potential to accelerate development cycles, improve manufacturing precision, and support yield stabilisation across Samsung’s advanced memory and logic chips.

ACCELERATING THE AI CHIP ERA

The collaboration comes as the growing complexity of AI chip design and manufacturing creates new demands across the semiconductor ecosystem.

Young Hyun Jun, Vice Chairman and CEO of the Device Solutions (DS) Division at Samsung Electronics, highlights the need for continuous innovation as AI chip technologies evolve, while positioning the partnership as a means of supporting customers and delivering new breakthroughs across the wider semiconductor ecosystem.

For Mistral AI, the partnership represents an opportunity to apply its AI expertise directly to the complex processes underpinning modern electronics and semiconductor manufacturing.

Arthur Mensch, co-founder and CEO of Mistral, describes AI as reshaping how complex technologies are built, from silicon to software, with the collaboration intended to improve chip design and manufacturing while accelerating technical progress across the global semiconductor and AI value chain.

Samsung has further strengthened the relationship by leading Mistral AI’s Series D funding round and securing a strategic equity stake. The investment signals a long-term commitment to technological collaboration, as cross-industry partnerships become increasingly important to the development of advanced chip infrastructure.

By bringing together semiconductor expertise and AI innovation, Samsung plans to continue its broader AI transformation, spanning advanced memory and logic through to foundry services, while responding to the diverse requirements of its customers.

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GSK has entered an eight-year emissions reduction purchase agreement supporting regenerative agriculture across 50,000 hectares in northern India, targeting carbon removals alongside reductions in crop burning, air pollution and water consumption.

GSK Signs Eight-Year Carbon Credit Agreement

GSK is investing in a regenerative agriculture carbon project covering 50,000 hectares of smallholder farmland in the Indian states of Punjab and Haryana as part of its pathway towards net zero.

Earthly facilitated the eight-year emissions reduction purchase agreement between the global biopharmaceutical company and carbon removal developer Varaha.

The project aims to reduce greenhouse gas emissions by helping farmers move away from crop residue burning while increasing the amount of carbon stored in agricultural soils.

It is expected to generate around 100,000 tonnes of removal credits annually between 2028 and 2033, equivalent to approximately seven per cent of GSK’s forecast residual emissions based on its current carbon reduction pathway.

Adele Cheli, Vice President of Environmental Sustainability at GSK, said: “For GSK, environmental sustainability is core to business resilience and human health. This investment demonstrates how we’re progressing in our net-zero journey, whilst also delivering co-benefits for human health, nature and local communities.”

Regenerative Agriculture Targets Crop Burning

Varaha’s project works with smallholder farmers to replace conventional agricultural practices including residue burning, intensive tillage and flood-irrigated rice transplanting.

Alternatives include Direct Seeded Rice (DSR), reduced tillage and incorporating crop residue back into the soil.

Farmers receive subsidised access to machinery alongside a share of the carbon credit revenue generated by changing their agricultural practices.

According to the project partners, participating farming households have recorded average income increases of between 12 and 16 per cent since joining the programme, supported by higher yields, lower fertiliser expenditure and carbon revenues.

Madhur Jain, Co-Founder and CEO of Varaha, said: “India burns roughly 100 million tonnes of crop residue a year. It burns because for a smallholder with a few days between harvest and sowing, fire is free and every alternative costs money.”

“We work with more than 200,000 farming families and the lesson is consistent: burning stops when the alternative pays. Credit revenue pays for the equipment and the extra labour.”

Project Links Carbon Reduction with Air Quality

Alongside its carbon impact, the programme is intended to reduce fine particulate matter (PM2.5) released through crop residue burning.

During its first monitoring period, covering 42,000 hectares, the project avoided the release of 4,574 tonnes of PM2.5 from burning and saved approximately 59.5 billion litres of water, according to Earthly and Varaha.

The partners are positioning these outcomes as important co-benefits of the carbon project, alongside increased farmer income and improved soil conditions.

Reporting will take place quarterly across carbon, water, farmer income and community engagement outcomes, with credits structured for delivery through to 2034.

Carbon Credits Undergo Independent Verification

The project is certified under Verra’s Verified Carbon Standard using its VM0042 methodology for improved agricultural land management.

As part of the GSK agreement, it is upgrading to VM0042 version 2.2, which has been approved under the Integrity Council for the Voluntary Carbon Market’s (ICVCM) Core Carbon Principles.

Carbon removals are quantified using remote sensing and machine learning-based monitoring before being independently verified.

Earthly has also assessed the project using its Keystone 3.0 methodology, which evaluates projects across carbon, biodiversity and people criteria.

Lorenzo Curci, Co-Founder and Chief Commercial Officer at Earthly, said: “This deal shows long-term corporate commitments are still firmly on the agenda for leading corporates and that securing credits from projects that deliver across multiple social and biodiversity outcomes is critical.”

GSK Targets 80 Per Cent Emissions Reduction by 2030

The agreement forms part of GSK’s wider climate strategy, under which it aims to reduce carbon emissions by 80 per cent from a 2020 baseline by 2030.

The remaining 20 per cent is expected to be addressed through investment in high-quality nature protection and restoration projects that also deliver benefits for human health.

GSK plans to retire its first carbon credits in 2030 and its investment approach prioritises long-term projects with benefits extending beyond carbon, including health, nature and local communities.

By linking carbon finance with changes to agricultural practices, the India programme is intended to demonstrate how corporate climate investment can simultaneously support emissions reduction, carbon storage, air quality, water conservation and smallholder livelihoods.

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The USD$550 million APM Terminals Laldia project will add more than 800,000 TEU of annual capacity to Chattogram and create hundreds of jobs once operational.

APM Terminals has officially broken ground on its new Laldia terminal in Chattogram, Bangladesh, taking the USD$550 million project into the construction phase. 

The development represents one of the largest public-private partnership (PPP) investments in Bangladesh’s history and is the flagship outcome of a government-to-government (G2G) partnership between Bangladesh and Denmark.  

Through the partnership, Bangladesh invited Denmark to bring the expertise and investment of its shipping and logistics companies to help modernise the country’s critical trade infrastructure. 

The terminal is being developed in partnership with the Chittagong Port Authority (CPA) and local partner QNS Container Services Ltd. Senior government leaders from Bangladesh and Denmark attended the groundbreaking ceremony, highlighting the two countries’ shared commitment to investment-led growth. 

Sayed Mohammad Moniruzzaman, Rear Admiral of the Bangladesh Navy and Chairman of the CPA, commented: “Laldia Container Terminal marks a historic new chapter for Chattogram Port and Bangladesh’s maritime sector.  

“As Bangladesh’s first green port being developed under the landlord port model through a PPP, it sets a new benchmark for sustainable and internationally competitive port development.  

A NEW GATEWAY FOR TRADE  

APM Terminals Laldia is being fully designed, financed, built, and operated by APM Terminals and its partners. The model is a first for Bangladesh’s port sector, while ownership of the port asset will remain with Bangladesh throughout the project. 

Once operational in 2030, the terminal will provide more than 800,000 twenty-foot-equivalent (TEU) of annual container-handling capacity. This is expected to help ease congestion at Chattogram and improve supply chain reliability for key export industries, including textiles, apparel, and manufacturing. 

The facility has been designed with a deeper draft and extended quay, enabling the Port of Chittagong to accommodate container vessels carrying up to 6,000 TEU. This is more than double the current limit of around 2,800 TEU. 

The ability to handle larger vessels is expected to improve efficiency through faster turnaround times while helping to reduce logistics costs. 

Romesh David, CEO, APM Terminals Laldia, said, “Breaking ground at Laldia is a promise turning into reality. We are building far more than a terminal by giving Bangladesh’s exporters deeper water, bigger ships, cleaner operations and a genuinely world-class gateway, while the asset stays firmly in Bangladeshi hands.  

INVESTING IN LOCAL TALENT  

The project is expected to create more than 1,000 jobs during construction and over 500 operational roles, as well as significant indirect employment across logistics, manufacturing, and services. 

Workforce development will form part of the project, with dedicated training and apprenticeship programmes being established to develop local maritime skills. 

This investment in people will accompany the development of the terminal itself, helping to build a highly skilled maritime workforce in Bangladesh. 

SUPPORTING LOW-EMISSION LOGISTICS  

APM Terminals Laldia is also designed to be amongst Bangladesh’s first energy-efficient, low-emission terminals, supporting the country’s long-term climate goals. 

Electrified cargo-handling equipment, solar power installations, and shore-power-ready systems will be incorporated into the terminal. Together, these measures are intended to reduce greenhouse gas emissions, noise, and air pollution for employees and surrounding communities. 

The benefits of lower-emission logistics also extend to Bangladesh’s exporters. As buyers in Europe, North America, and other Western markets increasingly prioritise decarbonised supply chains, the Laldia project is expected to support ready-made garment, apparel, and manufacturing exporters in meeting their customers’ environmental requirements. 

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Rio Tinto is celebrating 60 years in Western Australia, marking six decades since its first Pilbara iron ore shipment departed Dampier for Japan and highlighting the growth of its mining, workforce and supplier footprint across the state.

Six Decades Since First Pilbara Iron Ore Shipment

Rio Tinto is marking the 60th anniversary of its operations in Western Australia, commemorating the first shipment of iron ore from Dampier to Japan on 22 August 1966.

The shipment left aboard the Houn Maru following an agreement with Japanese steel mills to purchase 65.5 million tonnes of iron ore over 15 years.

At the time, Rio Tinto said the agreement was the largest export deal in Australian history and provided the commercial certainty required to support development of the Pilbara.

Since then, more than 8 billion tonnes of iron ore from Rio Tinto’s Pilbara operations have been shipped to customers around the world.

Pilbara Remains Core to Rio Tinto Iron Ore

The Pilbara remains at the centre of Rio Tinto’s global iron ore business, supported by operations linked to six residential towns in the region and five additional regional locations through its fly-in fly-out programme.

The company’s Western Australian footprint also includes Perth, which is home to its remote operations centre and the headquarters of its global iron ore business.

Matthew Holcz, Chief Executive of Rio Tinto Iron Ore, said: “Our story in Western Australia began in the Pilbara, which remains the heart of our iron ore business.”

“As we mark 60 years in Western Australia, we reflect on the people who came before us – whose hard work laid the foundations for the business we have today and for the future we are building.”

Local Supply Chain Spend Reaches AUD$12 Billion

In 2025, the company spent a record AUD$12 billion with Western Australian businesses, with local supply chain expenditure doubling over the previous four years.

Over the past five years, Rio Tinto has also invested approximately AUD$500 million in community initiatives across Western Australia.

The company said the growth of its iron ore business has been supported by employees, Traditional Owners, communities, governments, joint venture partners, customers and suppliers.

“We could never have built this business alone. We thank the generations of employees, Traditional Owners, communities, governments, joint venture partners, customers and suppliers who have built it with us,” Holcz said.

Rio Tinto Looks to Long-Term Pilbara Future

While the anniversary reflects on six decades of mining development, Rio Tinto said it is also focused on maintaining a long-term presence in Western Australia.

“While we reflect the past, we also turn to the future. We plan to be in Western Australia for decades to come, helping create further opportunities for future generations of Western Australians,” Holcz said.

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Coca-Cola Europacific Partners is introducing new electric trucks to the roads of Papua New Guinea, Australia, and the Philippines, facilitating a more sustainable beverage distribution network across the region.

A QUIET CHANGE 

Across Australia, the Pacific and Southeast Asia (APS), Coca-Cola Europacific Partners (CCEP) is introducing electric vehicles to its delivery operations, marking a series of practical steps towards more sustainable logistics. 

From Papua New Guinea (PNG) and Australia to the Philippines, new electric trucks are being introduced across the regional network, supporting delivery operations whilst helping to reduce carbon emissions across the busy streets and industrial hubs of the region.  

PNG 

PNG has welcomed the country’s first-ever fleet of electric delivery lorries, representing a small but significant step towards decarbonising logistics in the Pacific. Five new vehicles are already supporting CCEP’s operations in Lae and Port Moresby.  

The fleet has been introduced in partnership with local logistics provider Express Freight Management. 

AUSTRALIA 

In Australia, CCEP is working with logistics partner Toll Group to bring 12 all-electric rigid trucks into operation across key national distribution routes. 

The 12 Volvo FM vehicles have a charging range of up to 270 kilometres, enabling them to complete multiple deliveries across metropolitan routes. Collectively, the fleet is expected to reduce an estimated 283 tonnes (t) of carbon emissions each year. 

To support their operation, four distribution sites have been fitted with dedicated charging infrastructure following a joint investment by CCEP and Toll Group. 

The vehicles are also equipped with advanced safety systems and technology designed to support drivers, improve service delivery performance, and enhance community safety. 

THE PHILIPPINES  

Meanwhile, the Philippines has introduced its first-ever electric truck to the national fleet. 

Stationed at CCEP’s Santa Rosa bottling site in Laguna, the zero-emissions vehicle is expected to reduce carbon emissions by a further 54 t each year. 

The new battery-powered truck forms part of wider efforts to develop a more sustainable local supply chain in the Philippines. These initiatives include the installation of more than 23,000 solar panels across bottling sites, alongside energy-saving measures across production lines. 

Improvements include enhancing boiler efficiency, reducing leaks, and installing more energy-efficient lighting, further supporting efforts to improve the sustainability of local operations. 

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Marking a key milestone in Australia, Siemens Mobility has delivered the first metro train to the country in 20 years, signifying the start of one of Australia’s most advanced rail infrastructure projects.

STATE-OF-THE-ART METRO SYSTEM

Siemens Mobility – a division of Siemens that specialises in rail transport – has delivered the first of 12 three-car trains for the Sydney Metro-Western Sydney Airport. As one of Australia’s most advanced transport initiatives, this project is a crucial milestone.

This initial train was specifically designed to meet the specific requirements of the Sydney Metro-Western Sydney Airport line, and was based on Siemens Mobility’s existing Inspiro High Capacity platform. Under a consortium comprising Siemens Mobility, Plenary Group, Webuild, and RATP Dev, the project’s outcome will see all trains running at Grade of Automation 4 (GoA4), enabling a fully automated service on the new 23-kilometre line and connecting Greater Western Sydney with the Western Sydney International Airport.

“The arrival of the first train in Australia marks an important milestone for the Sydney Metro-Western Sydney Airport project and for Siemens Mobility’s turnkey business globally. We can now proceed to the next project phase, which involves dynamic testing in Sydney. Together with our Parklife Metro partners and Sydney Metro, we are delivering a state-of-the-art, fully automated metro system while introducing Railigent X to Australia for the first time to enhance predictive maintenance and network performance,” states Léon Soulier, CEO Turnkey Business Unit at Siemens Mobility.

The metro trains will merge innovative technology with passenger comfort, featuring large windows, flexible layouts, and accessibility features including level access, wheelchair spaces, low noise engineering, and wide doors.

Additionally, the interior design of the train cars is a nod to the cultural and natural heritage of the Cumberland Plain, which is home to the new metro line. The upholstery showcases elements of Ngurra (Country) and Badu (Water), inspired by First Nations traditions and creating a distinct visual identity that reflects the landscape and region.

CUTTING-EDGE TECHNOLOGY

Ahead of their delivery in Australia, each of the 12 trains underwent myriad commissioning and testing activities in Vienna and at the Test and Validation Center Wildenrath in Germany to ensure reliable operation under a range of environmental conditions.

The fully automated, driverless trains provide unparalleled operational efficiency, setting a new benchmark in rail transportation and offering cutting-edge digital technology for seamless operations. Railigent X, which will bring together asset operations and condition data to help organisations tackle challenges and optimise service reliability, is significantly enhancing operational efficiency by leveraging predictive maintenance.

Siemens Mobility was awarded the turnkey contract in 2022, which includes 12 fully automated, driverless metro trains, alongside digital rail infrastructure, such as signalling, electrification, telecoms, platform screen doors, and a depot.

Railigent X will be deployed as an Internet of Things (IoT) suite for services and applications for deeper insights and artificial intelligence (AI)-powered analytics, and will support proactive fleet monitoring, remote diagnostics, and early issue resolution, all within a 15-year full-service maintenance contract.

The carbon-neutral and fully automated project, which will connect the new Western Sydney International Airport with the Bradfield City Centre, is anticipated to create approximately 14,000 construction jobs and drive economic growth in New South Wales and across the entire country.

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Hyundai Motor Group is advancing its evolution from an automotive manufacturer into a future mobility company. Through Hyundai-AutoEver, the group has consolidated its fragmented ERP landscape on AWS for RISE with SAP, creating a foundation for new retail channels, connected vehicle experiences, and AI-driven innovation.

THE NEXT ERA OF MOBILITY  

Hyundai Motor Group’s (Hyundai) ambitions extend beyond traditional automotive manufacturing, with the company investing strategically in areas including robotics, electrification, and advanced air mobility. 

As the group’s dedicated IT solutions and services provider, Hyundai-AutoEver supports major subsidiaries, including Hyundai Motor Company and Kia, across their global operations. As Hyundai continued to expand, however, it identified the need to modernise the technology infrastructure underpinning its growing business. 

The group was preparing to broaden its retail offering by becoming the first to offer vehicles through Amazon.com, whilst also planning to integrate Alexa into all new vehicles to create a more intelligent and connected driving experience. 

Supporting these initiatives required a new ERP business foundation capable of operating at global scale whilst retaining the flexibility needed to address regional requirements. 

Hyundai therefore set out to establish a unified platform, globally scalable architecture, comprehensive high availability and disaster recovery capabilities, and a technology environment prepared for artificial intelligence (AI) and automation. 

OVERCOMING A FRAGMENTED ERP LANDSCAPE 

As Hyundai expanded internationally, its existing ERP environment became increasingly complex. 

“We rolled out our ERP system using a traditional method. Over time, this led to more than 30 separate SAP ERP systems around the world, creating big challenges for our future,” said Sunwoo Kim, VP and Head of Solution Division at Hyundai-AutoEver. 

Independently developed systems across different countries were operating on varying versions and platforms, creating inconsistencies between headquarters and subsidiaries. This made it more difficult to harmonise processes globally and respond to changing market requirements and emerging business models such as mobility-as-a-service. 

The group was also facing limitations associated with its existing SAP ECC environment, which is scheduled for end-of-service in 2027. The legacy infrastructure was unable to support evolving requirements, including AI-driven innovation, whilst rising infrastructure and licensing costs added further pressure. 

Document management was another area requiring improvement, with long-term retention proving both costly and cumbersome. 

At the same time, Hyundai’s existing architecture did not provide the level of disaster recovery required for global manufacturing and sales operations. Regional variations in sales processes, influenced by local regulations and dealer relationships, also resulted in customised system builds that increased both complexity and maintenance costs. 

“Our current architecture could not ensure disaster recovery at scale, and fragmented systems increased outage risks,” said Kim. 

DEVELOPING A GLOBAL OPERATIONS MODEL  

Looking ahead, Hyundai is focused on standardising processes, integrating master data, and establishing a global operations model that could still accommodate regional differences. 

A unified master data system would allow all entities to operate using standard codes, improving the speed and accuracy of data collection and analysis. 

Rather than implementing a single global ERP instance, the company adopted a five-region strategy covering Korea, America, Europe, APEC and China. This approach was designed to reduce failure risk while supporting compliance with regional data privacy requirements. 

When selecting its cloud provider, Hyundai assessed SAP support, the availability of global regions, high availability architecture, cross-continental disaster recovery capabilities, and access to SAP BTP services. 

“We had over 100 legacy systems running on AWS, and our team has had a great experience with the Migration Support Service for SAP RISE (MSSR), powered by AWS Countdown Premium. AWS guarantees fast response and works closely with SAP Enterprise Cloud Services if any RISE-related issues occur,” said Kim. 

During the migration, severe latency issues threatened the project timeline. The MSSR team identified the underlying causes, developed the evidence required for infrastructure replacement, and coordinated resource re-provisioning with Hyundai-AutoEver. 

Throughout the critical five-day cutover period, the team also provided 24/7 monitoring across all infrastructure layers. 

UNIFYING ERP FOR GLOBAL SCALE  

Hyundai subsequently brought its disparate ERP systems together within a single environment on AWS for RISE with SAP. 

The new architecture was designed to support the group’s continued international expansion whilst strengthening security, compliance, and resilience. Hyundai also introduced its own approach to zonal high availability and cross-continental disaster recovery. 

“In each region, we use multiple availability zones with synchronised active and standby databases within 50 kilometres. We added disaster recovery across continents using synchronous replication, so even in extreme situations – natural disasters, political issues – we can keep business running,” explained Kim. 

For example, Hyundai’s headquarters operations in Seoul have a standby environment also located in the city, alongside disaster recovery capabilities in a US region. 

“Our journey with SAP RISE on AWS has truly gone beyond a typical ERP implementation. We require the best architecture for a complex network environment,” said Kim. 

TRANSFORMING DOCUMENT MANAGEMENT  

Alongside its ERP transformation, Hyundai addressed the costs associated with long-term document retention by developing a cloud-based document management solution using Amazon S3. 

The system integrates with both SAP and non-SAP applications and provides encrypted storage, version control, and faster search capabilities. 

This approach enabled the company to improve the management of documents required to be retained for extended periods whilst reducing the costs associated with traditional storage methods. 

INTRODUCING AI-DRIVEN ERP MONITORING  

ERP environments manage significant volumes of transaction data and connect numerous interfaces across an organisation. Hyundai recognised that traditional monitoring methods could struggle to identify potential issues early enough to prevent operational risks. 

To address this, the company developed an integrated, real-time ERP monitoring solution using Amazon Quick for predictive inference. 

Amazon Quick combines agentic teammates for research, business intelligence, and automation within a unified digital workspace. Through its Quick Index, the service creates a secure and searchable repository that brings together documents, files, and application data to support AI-driven insights and responses. 

The implementation provides Hyundai with a further foundation for applying AI and automation to its ERP operations. 

DELIVERING COST AND PERFORMANCE IMPROVEMENTS  

As a result of the transformation, Hyundai consolidated approximately 30 separate on-premises ERP instances into 11 instances across five global regions on AWS for RISE with SAP. 

The regional instance strategy and cloud migration delivered operational and capital expenditure savings of more than 30 percent. The new document management approach also reduced the cost of 10-year document retention by 85 percent, whilst document search speeds improved by more than two times. 

AWS Global Infrastructure further supports Hyundai’s zonal high availability and cross-continental disaster recovery architecture. 

“For documents that need to be stored for 10 years, we cut costs by 85 percent. And by moving from a traditional directory structure to a key-value approach, search speed improved by more than 2x,” Kim explained.  

PREPARING FOR THE FUTURE  

The transformation supports Hyundai’s wider ambitions to reshape its automotive business through new customer channels, enhanced in-vehicle experiences, and a more agile operational foundation. 

“We’re reimagining the automotive business with Amazon in three ways. First, expanded reach through vehicle sales on Amazon.com, creating an entirely new customer channel and revenue stream. Second, enhanced experience by embedding Alexa into new vehicles for a smarter, more connected driving experience. Third, transforming our ERP system with SAP RISE on AWS improves agility, efficiency, and resilience, and gives us a foundation for the future,” concluded Kim.

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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.”

The post LG Electronics and NVIDIA Accelerate AI Robotics Push for Manufacturing appeared first on APAC Outlook Magazine.

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.

The post How ASICS is Cutting Running Shoe Carbon Emissions by 20 Per Cent with Circular Design appeared first on APAC Outlook Magazine.

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.

The post DHL Express Expands Asian Connectivity: “This route is a direct response to how trade flows in Asia are shifting” appeared first on APAC Outlook Magazine.

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

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