New data from the GEP Global Supply Chain Volatility Index shows manufacturers across North America, Europe and Asia are accelerating inventory build-ups and front-loading purchases as concerns over inflation, shortages and supply chain disruption intensify, raising questions about supply chain resilience in the second half of 2026.

Key Regional Findings May 2026

Global supply chains remained under significant pressure in May as manufacturers increased purchasing activity and expanded safety stock levels in anticipation of higher costs and potential supply disruptions later this year, according to the latest GEP Global Supply Chain Volatility Index.

The index, which draws on survey data from approximately 27,000 businesses worldwide, indicates that companies are taking proactive measures to secure supply and manage inflation risks, driving a sharp increase in inventory accumulation and raw material purchasing.

• ASIA: Index fell from 3.79 to 2.96, signalling a slight easing of pressures versus April. Nonetheless, the index was indicative of significant supply chain stress for Asian manufacturers. 
• NORTH AMERICA: Index rose to 1.69, from 1.52, its highest level since August 2022. Stronger purchasing activity, particularly in the U.S., and greater stockpiling, drove the rise in supplier capacity pressures. 
• EUROPE: Index fell to 1.43, from 1.64, as factory purchasing volumes across the continent were tapered. This reflected fresh signs of weakness in the German and French manufacturing economies. 
• U.K.: Index rises to three-and-a-half year high of 1.34, up from 0.96 in April, pointing to greater capacity constraints for suppliers used by U.K. manufacturers.  

Manufacturers Accelerate Inventory Build-Up to Mitigate Risk

Safety stockpiling reached its highest level since January 2023, reflecting a growing trend among manufacturers to build inventory buffers against anticipated price increases and supply constraints.

The increase in precautionary purchasing pushed global demand for raw materials, commodities and intermediate goods to its strongest level since March 2022. Manufacturers across Asia, North America and Europe reported more aggressive inventory strategies as geopolitical tensions and supply uncertainty continued to influence procurement decisions.

The data suggests businesses are prioritising supply assurance over inventory optimisation, a trend reminiscent of behaviours seen during the height of the 2021–2023 supply chain crisis.

Supply Shortages Continue to Worsen Across Global Markets

Compounding the situation, material shortages intensified in May, reaching their highest level in three-and-a-half years.

The combination of constrained supply and stockpile-driven demand is placing additional pressure on suppliers and contributing to rising factory-gate costs. Elevated transportation expenses have further amplified supply chain challenges, despite some easing from the record highs recorded in April.

May marked the third consecutive month in which stockpiling activity, shortages and transportation costs all remained elevated simultaneously — a pattern rarely observed outside major supply chain disruptions.

According to GEP, similar conditions in the past have often been followed by a period of correction as inventory levels normalise and purchasing activity slows.

North America Records Highest Supply Chain Pressure Since 2022

Regional data highlighted growing pressure on supplier capacity, particularly in North America.

The North American index rose to 1.69 in May, its highest reading since August 2022, driven by stronger purchasing activity and increased inventory accumulation, particularly among U.S. manufacturers.

Asia remained the most strained region globally despite a modest easing in conditions. The regional index fell from 3.79 to 2.96, although manufacturers continued to report significant supply chain stress. Increased purchasing activity was reported across several key manufacturing economies, including Japan, India, South Korea and Taiwan.

In Europe, supply chain pressures eased slightly as procurement activity slowed, reflecting continued weakness in major manufacturing economies such as Germany and France. However, the UK diverged from the broader European trend, with its index climbing to a three-and-a-half-year high as supplier capacity constraints intensified.

Procurement Teams Face a Potential Demand Correction

The latest findings suggest that current procurement activity may represent a temporary surge rather than a sustained increase in underlying demand.

John Piatek, Vice President, Consulting at GEP, said the current wave of purchasing reflects efforts by businesses to limit exposure to future inflationary pressures.

“The path for inflation is already being set, and companies are trying to limit the damage,” said Piatek.

“The surge in purchasing we saw in April and May is likely temporary. Once companies have built inventory, they and their customers will pull back, which means supply chain pressures may ease.”

He added that inventory drawdowns later in the year could contribute to softer economic conditions and reduced purchasing volumes across supply chains.

“But, even if the Strait of Hormuz is opened fully, economic conditions will likely weaken in the second half of the year as companies will pull back on their input purchasing to draw down the inventories they’ve built up.”

About the GEP Global Supply Chain Volatility Index

The GEP Global Supply Chain Volatility Index is produced by S&P Global and GEP. It is derived from S&P Global’s PMI® surveys, sent to companies in over 40 countries, totalling around 27,000 companies.

The headline figure is a weighted sum of six sub-indices derived from PMI data, PMI Comments Trackers and PMI Commodity Price & Supply Indicators compiled by S&P Global.

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Hitachi and Intel have launched a strategic collaboration spanning physical AI, semiconductor manufacturing, energy systems, quantum computing and factory automation, aiming to help manufacturers and infrastructure operators deploy next-generation industrial intelligence at scale.

Hitachi and Intel expand partnership around industrial AI

Hitachi and Intel have announced a strategic collaboration designed to accelerate the deployment of artificial intelligence across manufacturing, energy, mobility and other critical industrial sectors.

The partnership combines Hitachi’s expertise in information technology (IT), operational technology (OT) and industrial systems with Intel’s computing, semiconductor and AI capabilities to develop new solutions that support smarter, more resilient infrastructure and production environments.

The companies will initially focus on five areas: semiconductor foundry tools, quantum computing, energy optimisation, custom silicon and edge AI, and factory automation.

Physical AI emerges as the next industrial frontier

A central focus of the collaboration is the development of what the companies describe as “physical AI” – the application of artificial intelligence to real-world industrial systems, equipment and infrastructure.

Rather than concentrating solely on enterprise software applications, the partnership aims to bring AI closer to industrial operations, enabling predictive maintenance, autonomous systems, intelligent automation and real-time operational optimisation.

The initiative reflects growing industry efforts to move AI beyond data analysis and into the management of physical assets and production processes.

Semiconductor manufacturing a key focus

One of the first areas of collaboration will be semiconductor manufacturing.

Hitachi plans to combine data generated from its metrology and etching systems with its ExTOPE integrated platform to support predictive diagnostics and maintenance optimisation in chip production environments.

The companies say the approach could help improve manufacturing yields, enhance product quality and reduce time to market in increasingly complex semiconductor fabrication processes.

The partnership comes as semiconductor manufacturers continue to seek AI-driven approaches to improve operational efficiency and process control.

Energy optimisation and factory efficiency

Energy management is another major component of the agreement.

Hitachi’s HMAX Energy platform is expected to be deployed within Intel fabrication facilities to provide managed services for core power infrastructure. At the same time, Intel plans to supply high-voltage silicon chips designed to enhance the performance of Hitachi’s power systems.

The collaboration highlights the increasing convergence of energy management, digital infrastructure and manufacturing operations as companies seek to reduce costs and improve resilience.

Quantum computing and industrial innovation

The companies also intend to deepen existing research collaboration in quantum computing.

Joint development efforts between Hitachi and Intel research teams are expected to focus on accelerating the advancement of quantum technologies and exploring future industrial applications.

While still emerging, quantum computing is increasingly being viewed as a potential tool for solving complex optimisation, simulation and materials science challenges across manufacturing and infrastructure sectors.

Factory automation and edge AI opportunities

Beyond semiconductor production and energy systems, the companies are exploring opportunities in custom silicon, edge AI and factory automation.

These areas are expected to leverage Intel’s advanced computing platforms alongside Hitachi’s operational technology expertise to support more intelligent industrial environments.

Potential applications include autonomous industrial equipment, AI-enabled monitoring systems and advanced automation technologies capable of operating closer to the production edge.

Building the infrastructure for industrial AI adoption

The partnership reflects a broader shift in how industrial organisations are approaching AI deployment.

As manufacturers and infrastructure operators seek to modernise operations, the focus is increasingly moving from standalone AI applications toward integrated platforms that combine computing power, industrial data and operational expertise.

“Building on more than 40 years of trust with Intel, we are delighted to launch a comprehensive strategic collaboration,” said Toshiaki Tokunaga, President & CEO, Hitachi, Ltd.

“As the emergence of Physical AI brings a significant impact on our society, this collaboration will accelerate AI transformation across a wide range of industries that support social infrastructure. By combining Hitachi’s IT, OT, and products with Intel’s advanced computing capabilities, we are well positioned to advance the deployment of AI in mission-critical social infrastructure worldwide. We will also create new value in frontier fields such as quantum computing.”

“The coming wave of physical AI will transform the industrial edge of our economy through new advances in robotics, autonomous machines, and other AI edge devices,” added Lip-Bu Tan, CEO, Intel Corporation.

“By combining Intel’s advanced computing and AI capabilities with Hitachi’s deep OT expertise and world class IT capabilities, we are uniquely positioned to help industries capture the enormous opportunity represented by physical AI at industrial scale. Together, we will accelerate the deployment of intelligent, real-world systems and bring the benefits of AI to more businesses and industries around the world.”

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New Haleon manufacturing facility and expanded community outreach aim to improve oral health access for more than 300 million additional consumers.

A Key Strategic Market

Haleon is investing £175 million in India to expand oral health manufacturing capacity, strengthen rural healthcare access and accelerate distribution of preventive health products, as the company targets more than 300 million additional consumers in one of the world’s fastest-growing consumer health markets.

India’s growing focus on preventive healthcare and self-care is creating significant opportunities to address unmet health needs, particularly in rural communities where access to healthcare services remains limited.

Haleon has announced plans to invest approximately £175 million in a new oral health manufacturing facility in Madhya Pradesh, alongside an expanded rural distribution and health education programme designed to improve access to oral healthcare across underserved regions.

The investment forms part of Haleon’s broader ambition to reach one billion more consumers globally by 2030, with India identified as a key strategic growth market.

Strengthening Capacity to Meet Rising Healthcare Demand

The new manufacturing facility will increase Haleon’s local production capabilities for oral health brands including Sensodyne and parodontax, while also supporting supply to other Asian markets.

According to the company, strengthening in-house manufacturing and supply chain capabilities will improve resilience and enable faster responses to evolving healthcare needs.

India’s consumer health market is forecast to exceed £23 billion by 2030, driven by increasing awareness of preventive health and growing adoption of self-care solutions.

The facility is expected to open in early 2028, with production commencing the following year.

“India is a key strategic market for Haleon and an important driver of our long-term growth,” said Brian McNamara, CEO, Haleon.

“This investment strengthens our local manufacturing footprint and expands our reach in one of the world’s fastest-growing consumer health markets. By increasing access to our trusted brands and building our capabilities on the ground, we are well positioned to capture the significant opportunities ahead.”

Addressing Significant Oral Health Gaps in Rural Communities

Haleon’s investment comes as significant oral health challenges persist across rural India, where healthcare access remains constrained.

The company notes that rural areas account for approximately 65% of India’s population, spread across more than 650,000 villages. Access to dental services remains limited, with a single dentist often serving around 250,000 people in some rural regions.

Low utilisation of preventive dental care contributes to untreated oral health conditions, including tooth sensitivity and tooth decay.

To address these challenges, Haleon plans to expand distribution to more than three million retail outlets by 2030, while increasing availability of lower-cost oral healthcare products, including small-format Sensodyne packs designed to improve affordability.

Expanding Community-Based Health Outreach

Alongside product distribution, Haleon is increasing investment in community health engagement programmes aimed at improving oral health awareness and early intervention.

The company is doubling the number of frontline health teams operating in rural areas. Equipped with diagnostic tools, testing kits and product samples, these teams work directly with communities that may have limited access to traditional healthcare channels.

Haleon is also expanding its network of mobile oral health education units, which provide oral health awareness activities, gum health assessments and sensitivity checks within local communities.

These initiatives are designed to help identify oral health issues earlier while encouraging greater adoption of preventive care practices.

Workforce Expansion Supports Healthcare Access Strategy

Supporting the expansion is a significant investment in workforce development.

Haleon has recruited more than 500 additional sales and distribution employees over the past 12 months to strengthen market coverage and improve access to healthcare products in underserved areas.

The new manufacturing facility is expected to create up to 500 additional jobs while strengthening local technical and manufacturing capabilities in central India.

Healthcare Access at the Centre of Growth Strategy

Haleon says the combined manufacturing, distribution and community engagement investment reflects the growing role of preventive healthcare within emerging markets and the need for innovative approaches to reaching underserved populations.

“We aim to expand access to better everyday health for more than 300 million additional consumers in India. This will be key to achieving our broader ambition to reach one billion more consumers globally by 2030,” said McNamara.

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Hunter Valley Operations’ vision embodies economic, environmental, and community commitment as it plays a leading role in the Australian coal mining industry. General Manager, David Foster, explains how the company leverages its rich heritage and strategic joint venture expertise to drive innovation and sustainability.

HUNTING FOR COAL POTENTIAL

Coal is an essential and versatile resource that supports daily lives by providing a vital energy source and serving as a material for steel production, cement manufacturing, and chemical processes.

For instance, both thermal coal, which serves as the backbone of energy generation, providing the fuel for electricity production, and semi-soft metallurgical coal, a fundamental building block for construction and infrastructure development, play integral roles in sustaining modern society.

Moreover, these resources are essential for various industrial processes, further underscoring their importance.

Amongst the world’s premier coal miners is Hunter Valley Operations (HVO), situated in the picturesque Upper Hunter Valley of New South Wales (NSW), Australia.

The region is famous for its abundant geological deposits, and its history, heritage, and suburbs have been closely connected to coal mining for generations.

HVO contributes significantly to Hunter Valley’s energy security and economic stability as a major exporter of high-quality coal, mainly to Asian markets.

Spanning across two vast open-cut coal mines, recognised as one of the largest coal mining operations in NSW, the company’s impressive HVO North and HVO South pits are geographically divided by the meandering course of the Hunter River.

The mines are conveniently located near the historic towns of Singleton and Muswellbrook – lively communities where agriculture and mining drive local employment and leave a positive legacy.

HVO is a joint venture (JV) between two industry giants – Glencore and Yancoal – which acquired the company from Mitsubishi Development and Coal & Allied Industries, a Rio Tinto subsidiary, in 2017.

Glencore is one of the world’s largest natural resource companies, responsibly supplying fundamental commodities. It has operated in Australia for nearly 30 years and is today the country’s largest producer of coal, cobalt, nickel, lead and zinc.

Yancoal, meanwhile, is a specialised coal producer focused on maximising the value of Australian resources with a significant customer presence in the Asia Pacific region.

In this JV, Yancoal holds a majority share of 51 percent, with Glencore holding a 49 percent stake. Together, they harness their strengths to produce top-tier coal that fuels industry in various countries that are important trade partners for Australia.

“It’s an exciting time for HVO at the moment; there’s been a lot of recent developments with the JV. Our mining roots are in the Hunter Valley region, and our story began over 70 years ago, providing us with an extensive history,” opens David Foster, General Manager.

Over the years, HVO has evolved from several smaller, distinct operations that merged over time to form the large open-cut mine we see today.

“The last significant merger occurred around 2000 when three major operations – the Lemington open-cut, both Hunter Valley operations, and the Howick Mine – were combined into what we now refer to as HVO,” continues Foster.

“Since that time, there’s been a significant amount of change to the mine. We’re now purely an excavator/shovel and truck operation. We did have two draglines operating, but the last of those was parked back in 2023, which we are currently dismantling.”

SUCCESSFULLY LEVERAGING EXPERTISE

As an independently operated JV, HVO enjoys several distinct advantages, particularly in terms of governance and operational flexibility.

The site has a dedicated board of directors that oversees it, enabling strategic decisions tailored to the mine’s unique needs.

For Foster, the primary focus is on maintaining the nimbleness and agility typically associated with smaller companies, as evidenced by his ability to manage such a large and complex operation.

This streamlined approach is further enhanced by a compact management committee, allowing HVO to make timely decisions without the delays that can often impede larger organisations.

As such, this structure fosters a responsive and adaptive operational environment, essential for meeting the dynamic demands of the market.

Moreover, HVO is commercially supported by two large mining companies, whose combined experience and expertise contribute to its success.

“Within the JV arrangements, the marketing of our product is specifically split into two jurisdictions, with Yancoal responsible for the marketing of coal in China as well as Taiwan, and Glencore specialising in the rest of our key markets in Asia, including Japan and Korea,” Foster clarifies.

There are several benefits associated with a strategic JV. For example, gaining access to resources and expertise can be crucial for development, particularly when entering new markets.

By leveraging connections, companies can navigate the complexities of unfamiliar markets more effectively.

Additionally, JVs can enhance a company’s competitive advantage, help mitigate risks, increase financial gains, and yield economies of scale by combining capabilities, thereby reducing costs and increasing efficiency.

The HVO JV between Glencore and Yancoal exemplifies these benefits, showcasing how a strategic alliance can revitalise operations and spur growth.

With these enhancements, HVO aims to embody safety, sustainability, and reliability to meet future energy demands.

BUILDING COMMUNITY TRUST

HVO is currently seeking NSW and Australian Government approval to continue operating until 2045.

This would enable it to continue providing over 1,500 direct jobs and supporting 750 businesses, many of which are located in the Hunter Valley. The HVO Continuation Project has achieved an impressive 91 percent approval rating from the local community.

Foster’s first job in the mining industry was at HVO, where he began as Mine Operations Engineer before moving into the Production Superintendent role. After leaving in 2010 to join Glencore, he eventually returned to HVO as General Manager three years ago.

“I’ve grown up in Singleton and lived in the community my whole life, so I’m heavily invested in the region. Through that time, HVO has had a very good reputation here, largely due to the size of the operation and the benefit it brings to so many local people.”

As an economic anchor in a relatively small community, the company’s data and analysis indicate there are significantly more indirect jobs attributed to HVO than just the direct 1,551 employed at the mine.

This is a major driver of the Hunter Valley mining community, particularly since 95 percent of its employees live locally.

“We’re not like some of the operations in Queensland, which have fly-in, fly-out workers that don’t really contribute to the local area. Wages directly go into the local community and businesses,” Foster distinguishes.

Additionally, according to its most recent analysis, HVO has contributed AUD$6.9 billion to the economy over the last four years. This includes its spend of AUD$3.8 billion on goods and services from 750 suppliers with nearly half of those located locally.

“There are probably not too many single companies, certainly within Hunter Valley, that contribute so much to the economy. There is a good reason why we’ve got a high level of support for our extension project,” he emphasises.

On top of that, HVO has a strong track record of compliance with its obligations to the community and the environment, minimising any negative impact on both.

“We have quite a number of residents who live close to the operation. Noise, dust, and air quality are therefore important to both of us, so we do a lot of work to minimise that impact,” assures Foster.

“In recent years, we have made significant efforts to further establish effective processes and improve our mining practices. Meanwhile, at the core of all this are our people; it is crucial to have dedicated individuals who genuinely care about the company they work for.”

Continuous improvement is crucial, especially in a large organisation like HVO, however, this can be quite challenging and requires significant effort.

“I have always been very passionate about fostering a positive culture in every workplace I’ve been part of, so this challenge has been particularly important to me over the past few years.”

Foster acknowledges that the key to a healthy workplace culture and achieving positive outcomes is strong on-site leadership.

“We need leaders who openly engage with and genuinely care for their team, but also hold them to account when required. Over the last three years, we’ve invested heavily in a leadership programme to really drive that,” he voices.

REVOLUTIONISING THE INDUSTRY

Innovation plays a crucial role in modern mining, and HVO is at the forefront, leveraging cutting-edge technologies and practices to enhance efficiency and safety.

“All of our mining fleets have technology on them these days. We monitor the location, the speed, and just about every aspect of the vehicles in real time,” Foster states.

To support all HVO’s key environmental obligations, particularly regarding noise and dust, the company has a real-time monitoring network managed by its dispatch team.

“We also have a fatigue management system called Guardvant, a camera that monitors operator eye closure events. In terms of safety, fatigue is obviously one of the biggest risks in open-cut coal mining, particularly for our truck operators” he informs.

“Since we’ve had that system in place, it has really been a game-changer for fatigue management in our industry.”

In the next two years, HVO will install collision avoidance technology similar to that found in most modern vehicles.

This cutting-edge technology will enhance safety and efficiency by alerting operators of light and heavy vehicles of pending collisions, significantly improving the overall driving experience.

“Recently, we’ve really started to investigate the use of artificial intelligence (AI) technology to improve efficiency, particularly around truck spotting at diggers and with our excavators mining coal. Our goal is to ensure we obtain high-quality coal whilst minimising the inclusion of the surrounding waste material,” Foster implores.

POWERING PROGRESS

An important initiative for HVO is the Unearthing Leadership Program, which aims to enhance leadership skills and qualities for effective team management and operational success.

This programme has played a crucial role in improving performance and laying the groundwork for ongoing success by training leaders to become more efficient, responsible, and sustainable. It also encourages participants to think critically, engage deeply, and show care – values that are central to HVO.

In addition, the company is undertaking a second crucial mining efficiency project, Dig In, launched last year.

“Dig In has significantly improved our mining practices; this is especially true for the interactions between our excavator-and-shovel fleet and our trucks. The initiative has been a major contributor to our success over the past 12 months,” acclaims Foster.

“Aside from that, our efforts at the moment are focused on obtaining approval for the HVO Continuation Project. We’re just about to embark on a key stage in the approval process with the project‘s referral to the NSW Independent Planning Commission for determination.”

HVO is seeking to extend the life of its North operation until 2045 and its South operation until 2042. This plan has been developed and improved through significant consultation with government agencies, local residents, and community groups over several years.

There will be no increase to currently approved annual production rates and importantly, the Project is consistent with the NSW Government’s policy position on coal, the State’s emissions reduction targets and the Commonwealth Government’s Safeguard Mechanism. 

Two unexpected benefits to the area are a proposed road realignment and a new bridge over the Hunter River to replace a flood-prone crossing, providing road users with a safer, faster passage during wet weather.

Continuing mining at the existing site offers numerous benefits to the local community. It provides both ongoing and temporary jobs, supports local businesses and charities, improves water management infrastructure, and generates royalties and taxes that can be used to build schools, roads, and hospitals.

In the last four years, HVO has paid more than AUD$1.7 billion in taxes and royalties to the Australian and NSW Governments.

Furthermore, the final land rehabilitation can be enhanced using the latest design principles to achieve a more natural outcome.

Coal has been mined on-site for more than 70 years, and high-quality coal remains in demand by other countries – the vast majority of whom have signed the Paris Agreement on climate change – to meet short to medium-term energy needs.

PAVING THE PATH TO SUSTAINABILITY

Sustainability has become an increasingly pressing issue within various sectors, with mining in particular facing intense scrutiny.

As the demand for natural resources around the world continues to rise, mining companies need to balance resource extraction with environmental stewardship and social responsibility.

However, HVO is integrating sustainable practices into its operations, aiming to reduce emissions whilst minimising ecological impact and promoting economic growth.

“Greenhouse gas (GHG) emissions have been a major consideration of ours through the project approval process. We support the global transition to net zero, but we also believe there needs to be a sustainable and pragmatic path to achieve it.

“That’s particularly important for areas like the Hunter Valley, which rely heavily on the mining industry for jobs and economic growth,” Foster points out.

As HVO is seeking mine extension approval through to 2045, the company strongly believes there will be a robust coal market for its product until then.

“We’ve also put a lot of effort into making sure our proposal – the extension to 2045 – meets the NSW government’s requirements to get to net zero by 2050. We recently made a significant change to the Continuation Project and restricted mining to 2045 instead of the original plan of 2050.

“This change means we will reduce the proposed mining footprint by 220 million tonnes of run-of-mine (ROM) coal and reduce total Scope 1 emissions by 43 percent,” he adds.

As part of its commitment, HVO is continuously exploring innovative solutions that could potentially enhance the company’s capabilities in reducing emissions.

“Firstly, we have committed to conducting a three-yearly formal review of available mining technologies, particularly low-emissions technologies for mining fleets. However, they are still quite new, and there is currently significant speculation about their economic viability. The three-yearly review will ensure that we stay abreast of the latest technology as it evolves,” says Foster.

This initiative is important given that HVO is currently facing significant challenges in obtaining approval for its Continuation Project, which is crucial for its mining operations beyond 2026.

“The approval process with the NSW government began back in 2019, but due to the lengthy planning requirements for large coal mines, progress has been slow.

“During this time, HVO has had to adapt to evolving legislation and increasing political pressure regarding GHG emissions,” Foster reveals.

As a result, the project has undergone several revisions, including the notable change nearly two years ago when HVO shortened its original timeline, seeking approval for 2045 rather than 2050.

This amendment included avoiding mining in particular areas known to contain high concentrations of methane, aligning more closely with the NSW government’s goals for achieving net zero by 2050.

HVO believes the revised project offers very substantial economic benefits to the community whilst also emphasising sustainability.

The company remains committed to minimising environmental impacts and reducing emissions, making this a strong, sustainable project for the future.

A NATURAL BALANCE

As HVO plans to extend mining operations until 2045, it is important to consider the potential impacts on local communities and the environment.

The company operates responsibly and sustainably, always striving to meet stringent environmental conditions.

To secure its Continuation Project, the company wants to highlight its importance as an economic anchor, particularly in the Hunter Valley.

Another large supplier of coal is the Mount Arthur Coal Mine. However, this BHP-operated facility has recently announced it will close in 2030, which is only four years away.

“If we don’t get our approval through, it will be such a huge hit to the local economy. So, straight away, the economic benefits of our project are quite obvious, particularly for the local community,” attests Foster.

“In terms of minimising the impact to the environment, you could not get a better plan for the size of our open-cut mine. With most of our mining areas for the next 19 years going back through previously disturbed areas, minimising the impact to ecological communities.”

HVO now has a newer, larger, and more technologically advanced mining fleet, enabling it to mine much deeper and more economically than before.

Indeed, the company is mining back into areas that were previously mined out and is now mining the seams much deeper.

HVO consistently rehabilitates and maintains areas following the completion of mining activities through aerial seeding.

It uses a native woodland seed mix of locally sourced plant species to create habitats for local wildlife and implements a pasture and light woodland mix that is suitable for grazing in areas designated for agriculture.

CULTIVATING A CULTURE

Through targeted programmes and initiatives, HVO supports the workforce and helps team members grow and develop.

Foster is a strong advocate of the DuPont Bradley Curve, a measure of site culture that was highlighted by the Unearthing Leadership Program.

“It was originally developed by DuPont back in the 1990s as a measure of safety culture, but safety culture is just an overall measure of culture,” he insights.

The DuPont Bradley Curve is a model used in safety management to illustrate the relationship between safety performance and safety culture within an organisation.

The curve represents four stages of safety culture maturity, which influence the level of safety incidents in a workplace.

“There are four stages of the DuPont Bradley Curve. It’s all about moving towards what we call interdependence: personally motivated individuals who work really well as a team,” Foster sets out.

“Still, they can work independently without needing to be overly supervised, but when they do, they’re comfortable engaging with their supervisor and leadership team and challenging each other to be better every day.”

The stages within the DuPont Bradley Curve are:

• Reactive – Where safety is regarded as a hindrance to production. Compliance with safety regulations is minimal, and incidents are often ignored or underreported. Employees do not engage in safety practices, focusing primarily on production.
• Dependant – Where organisations respond to incidents after they occur. Whilst safety procedures may be in place, they are often seen as compliance requirements rather than an integral part of workplace culture. Employees may participate in safety processes, but often do so out of obligation rather than commitment.
• Independent – Where organisations have established systematic safety processes and standards. There is an acknowledgement of the importance of safety, and efforts are made to analyse incidents and implement improvements. Employees begin to feel more valued regarding safety and may actively engage in discussions about safety practices.
• Interdependent – Where safety is deeply embedded in the organisation’s culture, there is a strong focus on continuous improvement, and it is considered a shared responsibility amongst all employees. Workers are committed to safety, and there is a culture of open communication about potential hazards and risks.

The DuPont Bradley Curve emphasises that as an organisation advances through these stages, a decline in safety incidents should be observed, reflecting the positive impact of a strong safety culture.

The model encourages an assessment of the current safety culture and identifies strategies for improvement.

However, to Foster, the holy grail of culture is a fully interdependent workforce.

“We’re on the journey; we’re certainly not fully there yet, but the Unearthing Leadership Program really encourages our leaders to engage openly and honestly with their teams. Having the balance of being able to hold them to account when they need to is key to driving that culture towards interdependence,” he opines.

“We began nearly three years ago and originally used a consultant with a number of coaches on site to do the lion’s share of bringing our leadership team along.”

The Unearthing Leadership Program is now being run in-house by HVO’s own leaders, teaching its next round of leaders and their teams to continually improve.

HONOURING HEROES

HVO has implemented measures to define a workplace ‘win’ and acknowledge these successes across the company through various methods.

“If we can create a highly engaged and committed workforce, most employees will genuinely love the company they work for,” Foster impassions.

“Therefore, a win for them is a win for the business and for everyone. That’s why the success we had in 2025, meeting all our key performance indicators (KPIs), generated so much gratitude and excitement.”

HVO takes pride in celebrating achievements within its workforce. Recently, the company distributed a selection of high-quality belts, each imprinted with the HVO logo and its core values.

These handcrafted leather accessories are recognised for their timeless Australian style and exceptional quality.

“In 2025, we achieved excellent results, which was fantastic! I attended Anzac Day, a significant event in Singleton, and noticed many of our employees proudly wearing their HVO belts. It was truly a special moment; experiences like that remind me why I love my job!” he reflects.

Anzac Day is a national day of remembrance in Australia and New Zealand, observed annually on 25th April.

This day commemorates the members of the Australian and New Zealand Army Corps (ANZAC) who served and lost their lives in various military operations, particularly during World War I, beginning with the Gallipoli campaign in 1915.

Anzac Day honours not only those who died but also all veterans who have served in conflicts involving Australia and New Zealand.

Ceremonies are held across both countries, including dawn services, parades, and the laying of wreaths at memorials.

It is a time to reflect on the sacrifices made by soldiers and recognise the values of courage and sacrifice associated with their service.

VISION FOR THE FUTURE

After achieving impressive results in 2025, HVO’s year was marked with notable milestones that define its future.
“2025 was a marvellous year for the company and a real accumulation of our efforts over a number of years. It was the first time since the JV’s inception that the site had met every one of its important budgetary targets,” Foster states.

“Our goal is to establish ourselves as a mine with a strong reputation for providing a reliable supply of our product, which is crucial for both our JV owners. Naturally, we aim to generate steady profits and ensure we are a dependable supplier to our customers.”

The main action that HVO has taken during this timeframe is revising its mine plan.

“We’ve now got a mine plan that is achievable and gives us foresight for the longer term,” observes Foster.

“As we pursue our application process to extend or continue mining, it’s essential to have a long-term vision for the mine plan. This vision should align with our medium-term strategy and guide our short-term execution.”

The project plans must integrate seamlessly, which is why HVO has been diligently refining them over the past few years.

A major component of this effort has been the JV’s substantial investment in a new, modern, and reliable mining fleet, including trucks and excavators, as well as upgrades to the entire ancillary fleet over the last five years.

Crucially, this investment aligns with the core objectives of the Unearthing Leadership Program, which focuses on building an engaged and committed workforce essential for success.

“Our biggest achievement is the work we’ve done regarding leadership, and we certainly receive a lot of feedback from the workforce and the local community now that HVO is becoming an employer of choice in the local area,” Foster expands.

Whilst HVO’s primary goal is to secure approval for the Continuation Project, the subsequent step is to ensure the efforts made over the past three to four years have culminated in a successful and sustainable business.

“We’re nearly halfway through the year and quite a way ahead on our budget. For us, it is important to continue the effort of strengthening our culture and finding areas for improvement. Strong leadership is key to driving this”.

“HVO is such a large site that it can be challenging to get everyone to collaborate and move in the same direction. Last year, we successfully achieved that goal, and we now have continued to build and capitalise on that momentum” Foster earnestly concludes.

The company stands as a testament to the power of community, collaboration, and innovation in the mining industry.

HVO has not only adapted to the evolving demands of coal production but also prioritised the well-being and development of its workforce.

With a strong foundation built on a rich history and strategic partnerships, it continues to set benchmarks for sustainable growth whilst maintaining a remarkable connection with the local community.

As it navigates the complexities of modern mining, HVO’s unwavering commitment to its people and the environment positions it for a thriving future in the heart of the Hunter Valley.

HUNTER VALLEY OPERATIONS PARTNER

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With the largest fleet of drill rig units in Australia and a deeply committed approach to meeting customers’ needs, Cougar Group sets the standard in underground equipment manufacturing and services. Justin Tredinnick, Group COO, delves deeper into the company’s continued success.

UNDERGROUND DRILLING WITH A DIFFERENCE

Currently, the Australian mining industry is evolving at a rate never before seen. As a result, the underground equipment sector presents a wealth of opportunity.

In the underground coal category specifically, there is an increasing emphasis on automation within productivity-linked equipment as well as the evolution of safety technology, with more mines adopting proximity detection systems.

At the forefront of this space is Cougar Group (Cougar) – an original equipment manufacturer (OEM) of underground technology that is continuously investing in Australian manufacturing operations with systems and process automation, ultimately enhancing the customer experience.

With a highly skilled workforce of over 400 staff members, the group offers equipment, services, and solutions to the Australian underground coal industry across New South Wales (NSW) and Queensland (QLD).

Cougar’s manufacturing solutions include personnel transporters, graders, drill rigs, longwall relocation, and auxiliary power equipment.

“With our services, Cougar is the industry leader in underground in-seam gas drainage, supplemented by a complete portfolio of equipment available for hire and a first-class overhauls team,” introduces Chad Dillinger, CEO.

“We have 24 drill rig units – the largest fleet in the underground in-seam gas drainage segment in Australia.” Adds Justin Tredinnick.

MANUFACTURING AND SERVICES EXCELLENCE

Founded in 1999, Cougar achieved early success by employing dedicated people, maintaining close customer relationships, and building a robust network of industry partnerships.

“There are many suppliers who have been there from the beginning and many others who have joined our journey along the way – it’s in our best interests that both Cougar and our suppliers are successful and continuously working on our partnership to serve the industry,” Tredinnick shares.

Another key factor in the group’s growth was the strategic decision to invest in and acquire complementary businesses and intellectual property, including the Industrea Mining Equipment assets from General Electric (GE) Mining in 2018 and fleet assets from VLI Drilling.

Fast forward to today, and the group is about to build the 100th Cougar-branded personnel carrier since acquiring the intellectual property from GE Mining.

The group has also expanded its capabilities as its clients’ needs have evolved and proactively responds to customers’ continuous feedback, resulting in a vast range of services and equipment that differentiates Cougar from its competitors.

“Underground coal requires complex equipment and is often operated in challenging conditions. Cougar has one of the most comprehensive offerings of any underground OEM by offering new build equipment, hire equipment, and repairs and overhauls in the support equipment and drilling segments, along with complimentary products such as utilities and services pipes,” Dillinger outlines.

Also central to Cougar’s success is its recent decision to synergise all its individual brands under one banner, highlighting the number of facets of the underground coal industry the group operates in.

“We’re reaching the point where we can leverage our footprint through the consolidated brands to respond to customers faster. Aligning our divisions, systems, and resources enables stronger collaboration and faster decision-making across projects,” affirms Dillinger.

“This, in turn, strengthens our ability to deliver integrated, end-to-end solutions – reinforcing Cougar as a reliable partner in demanding underground environments.”

TRUSTED PROJECT PARTNER

No stranger to technology innovation, the group is continuing to evolve across its many business segments, demonstrated by an impressive product portfolio.

For instance, Cougar has a long history of partnering and supplying equipment and services to the upper and lower regions of the Hunter Valley, NSW.

The group has recently introduced an equipment financing service that is gaining popularity across the region and offers customers a pathway to new equipment without the burden of upfront capital expenditure.

“We’re proud to be part of Malabar Resources’ journey, which for us started at the very early stages of mine development where we partnered with PYBAR Mining Services to modify two hard rock jumbo drills for compliance in underground coal to develop the drift roads for the Woodlands Hill seam,” Tredinnick recalls.

Although drift development isn’t Cougar’s typical business model, the project showcases the group’s ability to innovate and provide customers with unique solutions to their challenges.

Elsewhere, Cougar recently worked with a mine in the Illawarra region in NSW, developing an operator protection system for the mine’s recent new build grader order.

Cougar also has a prominent role in the Centurion Coal Mine in QLD, supplying a world-class suite of new build equipment to support day-to-day mine operations, as well as equipment for installation and completing the relocation of a longwall system.

“We provide underground in-seam drilling services to site along with hire equipment. During the longwall installation, we also provided skilled labour that assisted with on-site operations,” he tells us.

Cougar is deeply committed to giving back to the communities where its projects take place. Across the Hunter Valley, South Coast, and more broadly in QLD, the group’s local investment programmes focus on health, education, and local development.

“We actively support initiatives that uplift the region, from sponsoring local events to funding scholarships and community projects. Our goal is to create a lasting positive impact and strengthen the bonds we share with local people,” Tredinnick details.

FUNDAMENTAL VALUES

Cougar’s unwavering commitment to safety and sustainability is at the core of its operations.

The group is dedicated to driving a sustainable equipment future by investing in cutting-edge R&D, which focuses on improving equipment efficiency, reducing environmental impact, and enhancing safety standards.

“Through our overhaul programmes, we extend the lifecycle of machinery, minimising waste and promoting resource conservation. Additionally, our service exchange initiatives ensure that equipment downtime is reduced, enabling seamless operations whilst supporting sustainability goals,” explains Tredinnick.

Given that its employees are the backbone of its success, Cougar ensures its staff and stakeholders operate in a secure environment through rigorous training programmes and state-of-the-art safety equipment.

“Our implementation of the safety programme Plan and Work Safe (PAWS) is having a positive impact, fostering a proactive safety culture, and empowering our team to prioritise safety in every task,” Dillinger assures.

Alongside safety, Cougar also prioritises creating a supportive and inclusive work environment where every team member feels valued.

Through ongoing training programmes, career development opportunities, and open communication, the group empowers its employees to reach their full potential. It also celebrates their contributions through recognition programmes, awards, and team-building activities.

“We provide secure employment and foster a supportive workplace where innovation, teamwork, and personal growth are encouraged. By providing opportunities for advancement, recognising achievements, and maintaining a healthy work-life balance, we ensure that our team feels motivated and valued every day,” Dillinger smiles.

As it looks towards the rest of the year, the group’s key priorities include enhancing its operational efficiency, expanding its service offerings, and exploring opportunities for diversification.

“We aim to achieve specific sustainability targets, strengthen our community partnerships, and continue investing in innovative technologies. Growth and adaptability remain central to our strategy as we navigate the evolving needs of the industry,” concludes Tredinnick.

COUGAR GROUP PARTNER

The post Cougar Group : Underground Drilling with a Difference appeared first on APAC Outlook Magazine.

As South Australia’s mining sector gains momentum, Agile Mining Services is helping junior miners unlock value through operational expertise, technology integration, and capital-backed end-to-end project delivery. Kerry Mudge, Founder and Managing Director, tells us more.

AGILITY IN MOTION

“The mining industry in South Australia (SA) is on the cusp of something special – we have not been able to say that honestly for a long time.” 

The opening words of Kerry Mudge, Founder and Managing Director of South Australian iron ore contractor Agile Mining Services (Agile), reflect a wider sentiment of optimism that can be felt across the region. 

With a mature project pipeline and a commodity mix consisting of iron, copper, gold, uranium, and rare earths working in the state’s favour, SA’s mining status is on the rise.  

Following 20 years with iron ore at the pinnacle, copper is now emerging as a leading asset for major mining houses such as BHP.  

Indeed, junior mining companies in SA are now well placed to attract capital – not just chase it – which is why operationally credible delivery partners are becoming increasingly crucial.  

“The bottleneck is delivery, not deposits,” he points out.   

Challenges within the industry continue to persist, however, with more expensive capital, stretched lead times, and a lack of skilled operators.  

In this context, Agile recognises that the opportunity is bigger than the challenge, which is why it has spent six years acting as the conduit between deposits and capital.  

“Our core service is end-to-end open-pit mining – and end-to-end means three things: project intelligence, operational excellence, and capital conduit,” Mudge outlines.  

For Agile, project intelligence is where its engagement starts – working alongside the resource owner’s geology team, pressure-testing the resource model against the orebody, and rebuilding the mine plan based on reality rather than feasibility.  

“Pit design, life-of-mine, short-interval planning, drill-and-blast pattern design tuned to the rock rather than the equipment – all of it sits in the intelligence layer,” he explains. 

Operational excellence is the part the market sees, with one operator assuming full accountability and one delivery partner running the full chain.  

Capital conduit is what Agile believes matters most to its resource partners as it entails investing in assets via structured offtaker finance, equipment finance, and working capital packages.  

“Agile-operated assets attract capital that unmanaged or piecemeal-operated assets cannot,” Mudge prides.

PROLIFIC PROJECTS

Two iron ore projects are the heart of Agile’s story. 

The first had been in care and maintenance for a decade before the company came in, restarted the mine, and lifted production from 1.2 million tonnes per annum (tpa) to 3.2 million tpa. 

Having executed the plan end-to-end – which saw the ramp up and stabilise stages selling 9 million (t) of iron ore into seaborne markets – Agile’s team then transitioned to its second project. 

A greenfield deposit, the second project was built from scratch under the company’s end-to-end model. 

“Once running, the reserve started to grow, which came from understanding the deposit, investing in it, and turning new resources into reserves through in-house engineering,” Mudge details. 

As a result, the reserve has grown to 14 million t during operations, with Agile now targeting 20 million t. 

“That is a near-tripling of the asset’s enterprise value, earned through project intelligence – geology, exploration, and engineering – not just operations,” he emphasises. 

“You cannot deliver that as a contractor who only loads and hauls. You have to be inside the geology and the planning, which is what the project intelligence does for the asset owner.” 

On the global market, SA’s favourable characteristics comprise world-class geology, lower geopolitical complexity, and a growing mid-tier producer base that is genuinely accountable for what it ships. 

“For much of the market, this kind of accountability is the only reason to consider SA hematite at all. It is therefore our job to be the most reliable name in that group,” Mudge asserts. 

BUILDING A STORY 

Alongside its two core iron ore projects, Agile has also demonstrated its capabilities to move quickly when the market conditions are right. 

“Our third iron ore project was sitting in care and maintenance with a small footprint and a complicated history. Then, the iron ore price spiked” Mudge informs. 

Agile restarted the site quickly to catch the rising iron ore price whilst the window was open, bringing in dry magnetic separation technology to lift the product specifications to where the deposit required it. 

The company also engineered a flexible logistics solution that moved ore to port without getting caught by rail and port-slot bottlenecks that would have killed the economics. 

Although a small job, the speed of turnaround was a challenge as the market window would not wait. 

“In a price cycle like that one, sometimes you only get one chance, and it can be easily missed. We mined the deposit well and moved on once the work was done,” he highlights. 

This third project proved Agile can move quickly, deploy specialised technology, and engineer commercial flexibility when the window is open and the operating environment demands it. 

“That capability is exactly what the next generation of SA producers – and the capital that backs them – is looking for,” Mudge points out. 

Whilst its active operation continues, the company is working with several clients to unlock the whole province around the project, which includes further hematite and magnetite deposits and copper, mineral sands, and gold resources – a multi-year, multi-asset opportunity. 

Beyond this, Agile is progressing a pipeline with junior and mid-tier resource owners across Australia, including both restart candidates and greenfield sites. 

“There is a real opportunity to replicate what we have achieved in SA – owners with proven deposits who need a partner that can rapidly set up an operation, run it smoothly and profitably, and build a story the capital markets will underwrite,” he surmises. 

POWER OF TECHNOLOGY 

Whilst mining technology is often sold as a transformation story, Agile believes that, when properly deployed, it lets a smaller operator behave like a larger one without inheriting the overhead. 

“That is the lever we are pulling – and we have pulled it harder than most contractors of our size would,” Mudge confirms. 

The clearest example is Agile’s partnership with Perth-based mining technology business, RaptorTech. 

RaptorTech’s fleet management, collision avoidance, and high-precision GPS guidance solutions all run through one ecosystem, and Agile deployed and integrated the RaptorOS fleet management platform into its operations. 

In practice, this involves live visibility, machine location, and asset status all mapped in a 3D digital twin of the pit. 

As a result, in 2024 the partnership won the Premier’s Award for Productivity Improvement (Resources), issued by the South Australian Department for Energy and Mining. 

“Agile and RaptorTech took the prize jointly, which is the right way for that award to land – the technology and the operator both have to deliver for it to mean anything,” he asserts. 

The productivity gains afforded by RaptorTech across Agile’s operations have been significant and the Premier’s Award is a valuable third-party validation. 

Elsewhere, the Agile Operating System is the company’s internal integrated platform – the data spine, workflow planner, and connective tissue that takes live data from the fleet and turns it into real-time decisions. 

“Most smaller operators integrate vendor tools loosely and call it a system – we have gone further,” Mudge prides. 

When it comes to automation and artificial intelligence (AI) more broadly, the early gains have been in maintenance scheduling, drill pattern optimisation, dispatch logic, and document handling. 

“We are not running an autonomous fleet – we are using machine intelligence to take the cognitive load off our planners and supervisors so they can spend their day on the decisions that actually move the cost line,” he tells us. 

As such, the Agile Operating System is what positions the company well to absorb the next wave of AI and automation as it lands. 

“Our philosophy is if a tool does not pay back inside 12 months, we do not deploy it. The companies that get hurt by technology are the ones who buy the brochure instead of the outcome,” Mudge states. 

RESPONSIBLE OPERATOR 

With a holistic view of sustainability at its core, Agile is dedicated to protecting the environment, land, people, and cultures around it. 

Environmentally, the company believes it should be able to leave a site and return it to the community in better shape than it found it. 

“We plan to rehabilitate the mine from the outset – both because it is operationally right and because it shortens the rehabilitation tail that capital and regulators both watch,” Mudge outlines. 

When it comes to people, sustainability means overseeing a workforce that can do the job for 30+ years without burning out, getting hurt, or giving up the family life that brought them to a regional operation. 

“This shows up in our roster design, safety leading indicators, and turnover numbers. It is also the part of sustainability we are most disciplined about because it drives operating performance,” he points out. 

In terms of culture and country, Agile takes the responsibility of operating on Aboriginal land seriously – as any SA-owned operator should. 

It works with Traditional Owners on every site and treats heritage management as a core part of its operations, rather than a compliance function. 

“There is no version of long-term mining in this state that does not start with that relationship being right,” Mudge impassions. 

More than holding itself to high standards as an environmental, social, and governance (ESG) leader, Agile sees itself as a contractor that intends to still be here in 20 years. 

“That ambition forces sustainability into every decision, whether we label it that way or not,” he assures. 

Indeed, Agile’s perspective on community development and corporate social responsibility (CSR) in regional SA is consistent. 

“One of the institutions that works hardest for our people here is the Royal Flying Doctor Service (RFDS) – every operator at every one of our sites is one bad day away from needing the RFDS,” Mudge reflects. 

Therefore, when a client came to Agile with an opportunity to contribute to RFDS, the answer was immediately yes. 

Beyond this initiative, Agile is proud to buy local, employ local, and back the regional supply chain that keeps small SA towns viable. 

“That kind of contribution compounds, because it builds the economic base of the place rather than the visibility of the brand,” he posits. 

A BRIGHT FUTURE 

Looking ahead, Agile intends to be the most capable end-to-end mining services business in Australia. 

“Not the biggest: the most capable. Capability and scale are different paths, and we are not interested in scaling past our ability to operate well,” Mudge confidently says. 

The macro context defines this year, with SA on the cusp of a generational shift in terms of its pipeline maturity, commodity mix, and plethora of well-led junior miners attracting capital. 

Agile is well-placed to deliver in this context, acting as the conduit between the credibility on the ground and the capital that wants to back it. 

The company plans to grow its active iron ore operation towards its reserve target through disciplined operations. 

Agile is also looking to convert the next opportunity in its pipeline – either a restart or greenfield project – without dropping the ball on existing operations. 

Elsewhere, the company intends to continue investing in its people, particularly in operators and supervisors developed from within. 

“We will also extend the Agile Operating System so we can run more sites without losing the operating signal and build the capital relationships that allow Agile-operated assets to access the funding the moment is creating,” he tells us. 

The company’s medium-term ambition is to be the contractor Australian junior and mid-tier miners think of first when they have a deposit and a decision to make – and the contractor that capital managers and overseas investors think of when they are underwriting a producer. 

“Whether the deposit is in care and maintenance or has never been mined, or whether the commodity is iron ore, copper, or something further down the periodic table – we are well on the way,” Mudge  passionately concludes.

The post Agile Mining Services : Agility in Motion appeared first on APAC Outlook Magazine.

Global mining technology leader Weir tackles its customers’ biggest sustainability challenges, from extraction to comminution, processing, and tailings. Mick Henderson, Regional Managing Director – APAC, delves into the company’s end-to-end mining solutions, highlighting its new range of ENDURON® screens and crushers.

MINING TECHNOLOGY FOR A SUSTAINABLE FUTURE

Asia Pacific (APAC) remains one of the world’s most strategically important mining regions for several reasons.

Indeed, it has high-grade deposits, strong production hubs – including Australia, Indonesia, and China – and fast-growing demand for critical minerals such as copper, nickel, lithium, and rare earths, which will continue as the world decarbonises and electrifies.

Governments across APAC are now reaccelerating permitting and project approvals, recognising mining’s important role in the energy transition.

However, the region is no longer just production-focused – it’s becoming a testbed for next-generation mining technology.

“Many customers in APAC are moving towards the adoption of new technology, digital tools, and sustainable processing solutions,” opens,” Mick Henderson, Regional Managing Director – APAC at Weir.

The industry has developed significantly in the five years since we last featured Weir in October 2021.

Mining is experiencing a steep decline in ore grades, intensifying the need for high-efficiency comminution, advanced wear solutions, and real-time insights.

Customers are also demanding better throughput, reduced operating costs, and lower water and energy intensity.

Moreover, they want end-to-end solutions, local service centres that are close to mine sites, and a strong understanding of their needs.

“We expect that growth in APAC mining over the next decade won’t be about more equipment – it will be about smarter equipment and integrated solutions that help customers mine more sustainably,” Henderson sets out.

MINING TECHNOLOGY LEADER

The Weir Group is a market-leading technology provider to the mining industry.

The group recognises Earth’s future depends on the transition to renewable energy. This can only happen with the metals and minerals delivered by its mining customers who, at the same time, are taking steps to reduce their impact on communities and the environment by making their operations more sustainable.

Combining its deep customer insights, world-class engineering, materials science expertise, and intelligent automation, Weir delivers innovative end-to-end mining technology solutions that help its clients move less rock, use less energy, use water wisely, and create less waste – accelerating the path to smart, efficient, and sustainable mining.

Weir, whose purpose is to enable the sustainable and effective delivery of the natural resources essential to creating a better future for the world, has been powering progress in major industries for over one-and-a-half centuries, challenging norms through engineering innovation and deep process knowledge.

Today, the group’s technologies and expertise sit at the core of critical mining processes, helping customers to drive the energy transition.

“We’re a global leader in mining technology with over 150 years of engineering experience,” says Henderson.

“We work closely with customers, bringing together deep customer insight, engineering expertise, and technology that is designed for high-wear, high-impact applications.”

The Weir Group’s engineered hardware and equipment-agnostic software solutions are used in some of the world’s most demanding environments, helping keep mission-critical operations running safely, reliably, and efficiently, addressing sustainability challenges and building the resilience and trust needed for a long-term licence to operate.

Globally, the group has a team of over 12,000 experts across 50+ countries, supported by a network of technology hubs, manufacturing operations, and service centres.

In APAC, Weir has 1,900 colleagues working from 30 facilities. This means the company is close to its customers, working with them to keep mission-critical operations running and driving real results in efficiency, sustainability, and performance.

With local manufacturing capability in Australia, China, India, and Malaysia, the group constantly invests in its facilities, technology, and capability to expand production capacity and meet increasing customer demand in APAC.

“We’re investing in long-term capability in the region so customers have access to globally leading technology right at their doorstep.

“We’re heavily invested in regional service hubs, local engineering capability, manufacturing, R&D, and distribution centres aligned to our APAC operations,” confirms Henderson.

END-TO-END SOLUTIONS

Weir provides the APAC mining industry with engineered processing solutions and is a global leader in engineering, manufacturing, and servicing the processing technology used in abrasive, high-wear mining applications.

Working with customers, Weir uses its technical expertise and extensive footprint to help solve problems and optimise entire processes.

From reducing downtime to boosting throughput and increasing plant capacity, the company provides customised, fully integrated solutions.

“We’ve got some world-class solutions to provide better total cost of ownership and throughput for our clients.

“Our engineered hardware solutions are about tackling our customers’ biggest sustainability challenges, from extraction to comminution, processing, and tailings,” notes Henderson.

Weir is improving extraction equipment durability and enabling more efficient material flow, which helps to reduce downtime, improve safety, and support more resource-efficient extraction.

As miners want to reduce the effort spent on processing zero and low-grade ore, Weir helps them to optimise the material entering their processing plant.

In comminution, the division’s engineered hardware reduces material size and is digitally enabled to provide the visibility and control needed to optimise performance.

“This maximises throughput, manages wear, and improves process stability whilst reducing energy and water intensity and minimising reprocessing,” Henderson explains.

In today’s very energy-intensive mining industry, Weir’s solutions deliver significant energy savings and lower carbon dioxide (CO₂) emissions.

For processing, the company’s products support efficient material movement and separation, whilst its digital solutions provide insight and control to optimise processing performance.

Combined, these technologies improve recovery, increase recycling, and reduce water intensity, supporting stable operations and more effective resource management.

As water is fundamental in minerals processing, Weir’s solutions increase water recovery and recycling and introduce water-free steps.

In tailings, the division provides solutions that improve dewatering, reduce volumes, and recover more water by reuse.

Today, over 90 percent of waste rock ends up in tailings; Weir helps to manage the tailings produced more safely and sustainably.

By creating less waste and supporting safer tailings storage, the company lowers environmental risk and contributes to more sustainable long-term tailings management.

“We put a lot of focus into how we support mining technology for a sustainable future, looking at how we move less rock, use less energy, use water wisely, and create less waste,” asserts Henderson.

“It’s really focused on what we can bring to make the whole process more sustainable, use less resources, and be more cost-effective. That comes from some of the novel technologies and best-in-class products we have.”

TECHNOLOGY OFFERING

Weir continues to invest in expanding its technology offering to address its customers’ most pressing operational challenges.

“We combine world-class engineering, innovation, and a vertically integrated manufacturing base to deliver highly engineered original equipment, integrated process solutions, and aftermarket products that solve our customers’ biggest challenges with the lowest total cost of ownership,” Henderson emphasises.

Weir has a number of innovative technologies across the mineral processing flowsheet, from extraction all the way through to comminution, processing, and tailings.

“We’re talking crusher screens, pumps, valves, cyclones, hoses, wear materials, and dewatering through our Terraflowing™ solution,” he outlines.

“We also manufacture the positive displacement pumps used in tailings and concentrate pipelines. As far as the processing plant is concerned, we have a significant brand stack.”

These signature brands include ESCO®, ENDURON®, WARMAN®, CAVEX®, LINATEX®, and GEHO®.

By combining its market-leading, trusted brands, Weir delivers transformational flowsheets for customers.

Digitalisation, meanwhile, is a game-changing capability and no longer an add-on in APAC mining – rather, it’s becoming a prerequisite for the license to operate.

“Digital and data are unlocking new levels of performance in mining,” observes Henderson.

Weir provides intelligent digital solutions for its products that help monitor wear life, enable predictive maintenance, and support process optimisation.

It also now has the broadest portfolio of equipment-agnostic software solutions across the mining value chain, from exploration to extraction.

“We know that investing in technology maintains our competitive edge,” he acknowledges.

SOFTWARE EXPANSION

This equipment-agnostic software suite, which spans exploration data, orebody modelling, mine design, operations management, and real-time monitoring, has been expanded by two recent acquisitions.

In February 2025, Weir acquired Micromine, a top-tier global software provider to the mining industry with comprehensive solutions across the upstream value chain, headquartered in Perth, Australia.

The AUD$1.3 million acquisition is a significant step in Weir’s strategy of investing in technology to drive smart, efficient, and sustainable mining.

“It really accelerates our digital vision and is the foundation of our software solutions business,” highlights Henderson.

The acquisition also provides a compelling opportunity for strong value creation in the immediate and long-term.

Combined, Weir and Micromine will create a sector-leading, globally scaled platform to optimise performance across the mining process.

This will allow the former to further harness digital technology to drive productivity and sustainability for the global mining industry.

“APAC, particularly Australia, is Micromine’s largest market, and our customers in the region are early adopters of artificial intelligence (AI)-driven modelling, predictive maintenance, and digital twins,” Henderson tells us.

Then, in September last year, Weir also acquired Fast2Mine, a mining software provider with a focus on mine management solutions.

The acquisition complements Micromine’s existing suite of mine planning and control software.

“There’s growing appetite in APAC for integrated digital and mechanical solutions, particularly in brownfield optimisation,” affirms Henderson.

Prior to acquiring Micromine and Fast2Mine, Weir also launched NEXT Intelligent Solutions (NEXT), an advanced digital twin platform.

NEXT optimises mining equipment performance by providing accurate, real-time data and actionable recommendations.

The platform’s AI-based automation technology is the next step in digitally empowered mining. Acting as an intelligent assistant, NEXT constantly updates to meet mine site challenges and offers step-by-step support to achieve sustainability, productivity, and safety goals.

“NEXT delivers real value to our customers with increased plant throughput, reduced energy and water usage, predictive wear monitoring, and prevention of unplanned downtime,” Henderson elaborates.

“It helps our customers look at their product health, faults, errors, throughput, wear detection, and all of the digitalisation that’s required to run a modern plant.”

SCREENING EQUIPMENT

Another technology, Weir’s ENDURON® vibratory screens, are designed for the tough conditions of the mining and minerals processing industries.

The screens are renowned for their performance and high capacity within fine-sizing applications. Indeed, they offer exceptionally high throughput per screening area and are very effective where the minerals to be classified contain a large amount of fine material.

ENDURON® vibratory screens make particle size separation possible, protect crushers from abnormal feeds, and process the crusher’s discharge before feeding the next phase of the circuit.

Each screen is expertly designed following in-depth material testing and review of the application’s particle size distribution.

Built for maximum throughput and efficiency, ENDURON® vibratory screens offer outstanding performance and use the latest in materials technology, providing long service life, even in very demanding applications.

Like most highly engineered equipment, product selection is key to ensuring the screens operate at optimum performance.

“We manufacture a wide variety of screens, all of which have been purpose-built to meet specific requirements,” informs Henderson.

“From dewatering to horizontal and multi-slope vibrating screens, each variation has specific features and benefits to ensure they excel in their specific application.”

There are two new products in the range that were recently launched, namely the ENDURON® Elite and ENDURON® Orbital screens.

The former, a multi-slope vibratory screen designed for dry and wet screening applications within hard rock mining and mineral processing, has been well-received by the market.

All ENDURON® Elite banana screens are engineered to suit particular needs, meaning they fit perfectly and are fully equipped to perform in each specific application.

“ENDURON® Elite offers exceptionally high throughput per area, delivering significant advantages in efficiency and lowering total flowsheet energy consumption by up to 40 percent when the flowsheet includes high-pressure grinding rolls (HPGRs) and stirred mills,” Henderson reveals.

“Our double-deck banana screens have simplified maintenance requirements, ensuring minimal downtime. The first ENDURON® Elite screens have just been completed in South Africa and will soon be manufactured in India.”

ELITE PERFORMANCE

From an operational perspective, ENDURON® Elite has allowed customers – particularly those in remote locations – to simplify their maintenance activities and reduce their inventory management.

The screens have been designed based on stress analysis for gigacycle fatigue, including natural frequency identification and tuning, resulting in large operating windows.

They are manufactured to withstand the effects of dynamic loading, with careful consideration paid to wear distribution and the lining materials used.

Whereas most machines of comparable size on the market today require three exciters, ENDURON® Elite screens are driven by just two, featuring the largest vibration-duty bearings in the world.

The two patented ETX exciters are mounted comparatively closer to the side plates, which reduces the force acting on the middle of the exciter beam.

Moving the exciters closer to the side plates also reduces the localised bending movement at the beam and side plate interface.

In contrast, screens with three exciters experience higher levels of deflection in the exciter beam, which results in heavier designs.

ENDURON® Elite screens can be used for secondary cone crusher, tertiary, large-throughput, and product screening, as well as feed preparation and desliming.

Perhaps most notably, though, they excel in screening HPGR discharge applications.

This application typically requires very large screens because HPGR circuits operate with up to a 200 percent recirculation load, resulting in high screen-feed rates.

Moreover, because the cut size of typical HPGR screens ranges from one to four millimetres (mm), larger screens than those usually employed in typical mining applications are required to ensure optimal performance.

ORBITAL OPERATIONS

Also new to the market, ENDURON® Orbital fills an important gap for smaller, lower-tonnage mining operations.

Available in both circular (C-series) and elliptical (E-series) motion screens, ENDURON® Orbital is well-suited to crushing circuits in both secondary and tertiary screening duties.

“ENDURON® Orbital horizontal and inclined vibrating screens feature an all-bolted construction and deliver exceptional screening efficiency and accuracy,” shares Henderson.

During the development phase, Weir consulted its customers and used their feedback to directly inform some of its most important design decisions.

The most significant design feature – and thing that separates ENDURON® Orbital from other comparably sized screens on the market – is its all-bolted construction, which removes all welding from the main screen body.

Weir’s rationale for this design decision was straightforward – most screen failures are caused by high stress in welded joints, so eliminating these ensures more reliability.

The screens are manufactured to leading finite element analysis (FEA) and high-cycle fatigue standards.

They are also manufactured using automated computer numerical control (CNC) techniques – including laser profiling, bending, cutting, and drilling – to ensure the process is replicable.

The other benefit of the all-bolted design, which uses locking bolts in lieu of welding, is that it streamlines maintenance during the replacement of components.

“Individual components can be easily replaced thanks to the modular screen construction, whilst common interchangeable screen parts reduce inventory overflow,” Henderson explains.

Another important piece of feedback Weir received from its customers during the design phase of the ENDURON® Orbital screen was they wanted a machine that could be easily adjusted without undermining or risking its structural integrity.

When feed conditions or the application change, screens are subject to harmonic resonance, which can lead to structural failure.

Crucially, adjustments to the throw angle, speed, and stroke can be made on the E-series screens, providing operators with more flexibility without compromising the equipment’s structural integrity.

Indeed, providing customers with a high level of flexibility was prioritised and has informed other aspects of the design.

“The screens are engineered with a wide operating window, providing the flexibility to change screen settings in line with operating conditions,” assures Henderson.

NEXT-GENERATION CRUSHERS

In September last year, Weir also launched the ENDURON® cone and jaw crushers, designed to deliver safer, smarter, and more sustainable mining operations.

The ENDURON® range was delivered in close collaboration with customers to address their most pressing operational challenges.

“Following consultation with our customers, we redesigned and rebuilt our ENDURON® crusher range to meet the evolving needs of the industry,” Henderson says.

“This next-generation range reflects our commitment to developing solutions that our customers need and sustainable innovation.”

Weir’s customer-first approach has resulted in equipment that enhances safety, boosts productivity, simplifies maintenance, and supports sustainability goals.

“They are engineered for high performance and energy efficiency, easy to install, simple to commission, and ready to take on the most demanding applications,” he enthuses.

The updated ENDURON® jaw crushers feature a redesigned hydraulic power unit (HPU), which allows for true push-button control of closed-side setting adjustments.

This innovation eliminates the need for manual intervention, significantly reducing safety risks for operators and maintenance teams.

The new HPU also ensures consistent tensioning of the retraction springs at all times, improving reliability and ease of use across the full wear range of the jaw dies.

Optimised motor power and oil tank capacity reduce both the HPU’s CO₂ footprint and environmental impact.

To further improve performance and lower downtime, the entire range of ENDURON® jaw crushers includes ESCO® wear parts.

“ENDURON® crushers aren’t just built to perform – they’re built to endure with a unified hydraulic and lubrication system, advanced control, and premium ESCO® wear parts,” Henderson points out.

These components have been rigorously tested and proven to extend wear life, which means fewer maintenance interventions and increased equipment utilisation – translating to lower operating costs and more efficient production.

The upgraded ENDURON® cone crushers also benefit from ESCO® wear liners and a newly designed hydraulic and lubrication power unit (HLPU).

This compact, plug-and-play system reduces the environmental footprint and simplifies installation, making it ideal for sites looking to streamline setup and minimise impact.

SAFE, SMART, SUSTAINABLE

Additionally, the automation platform across all cone crusher models has been enhanced to ensure consistent and reliable crushing operations.

With IO-Link digital sensors and Siemens hardware, customers enjoy seamless integration, easier troubleshooting, and intuitive control through a new human-machine interface, which simplifies servicing and improves operational efficiency.

The new range includes the ENDURON® ET series of jaw crushers, as well as both the EP fixed-shaft and EC live-shaft series of cone crushers, offering tailored solutions to meet the specific needs of each site and application.

This flexibility ensures customers can select the ideal equipment for their unique operational requirements.

As mining operations increasingly focus on sustainability and energy efficiency, Weir’s new ENDURON® crushers are designed to support this transition.

By complementing the existing ENDURON® screens and HPGRs, the new crushers enable customers to build fully integrated flowsheets that reduce energy consumption and improve overall performance.

“When we combine this new range of ENDURON® cone and jaw crushers with our ENDURON® HPGRs, screening equipment, and digital solutions, mines can maximise the throughput of mined material whilst reducing energy and water intensity and minimising reprocessing to support more efficient and sustainable mineral processing,” details Henderson.

Whether upgrading existing equipment or planning a new installation, the ENDURON® range of comminution products is built to help customers operate smarter, safer, and more sustainably.

WATER MANAGEMENT

Sustainability in APAC mining is shifting from compliance to business-as-usual. Today, the most sustainable mines are also the most efficient and low-cost operators.

Weir’s customers across the region are responding to four sustainability pressures – water management, tightened tailings regulations, strengthened emissions reduction targets, and community expectations on land and water use.

“We know that scaling metals production to meet net zero goals has placed water at the heart of mining’s sustainability challenge,” Henderson recognises.

“Water is essential for extracting the critical minerals that underpin modern life and decarbonisation, yet mining faces acute and chronic water risks driven by climate change, declining ore grades, and rising societal expectations.”

Water management in mining is no longer a tactical site issue – it’s a strategic imperative. Inefficiencies and uncertainties in water supply and treatment threaten social licence, investor confidence, and operational resilience.

Elevating water to a central priority opens the door for mining to scale sustainably, reduce risks, and drive the net zero transition.

“In our region, we’re seeing the impact of climate change intensify droughts and floods, disrupt operations, and increase costs,” insights Henderson.

Community and investor expectations are also rising, with water stewardship now a key factor in securing finance and social licence.

“Our customers know that strategic water management can reduce costs, build resilience, and has the potential to unlock new sources of funding,” he states.

Weir is helping customers with integrated, end-to-end management and advising them on the innovative technologies available to them today.

From advanced ore sorting and comminution to tailings dewatering, these are proven solutions that can reduce water use and improve efficiency.

“Our circuit solutions combine WARMAN®, CAVEX®, GEHO® and ENDURON® technology to reduce water use and tailings footprint. These are solutions that also extend mine life and reduce environmental impact,” Henderson highlights.

When it comes to the future of water management, the mining sector is in the driver’s seat of transformation.

It’s about reducing costs and risks, strengthening community relations, and supporting the transition to a low-carbon future.

However, to be successful, water must be treated as a core part of mine design and operation.

“We need to work across the sector and with stakeholders to share knowledge and accelerate innovation,” urges Henderson.

“Mining needs to adopt the best available technologies to implement integrated flowsheets and digital solutions to optimise water use. Consistent metrics and reporting are also essential to building trust and transparency with communities, investors, and regulators.”

ZERO HARM

Mining is an inherently high-risk industry, and there are many aspects to ensuring sites are safe for those working on them.

One of the major ones is manufacturing equipment to the highest safety standards.

Weir is committed to zero harm and places safety at the heart of everything it does.

That means having policies and procedures in place to protect employees, as well as ensuring safety is the paramount factor in designing, manufacturing, and servicing equipment.

“Safety is our number one priority, and we are firmly committed to zero harm,” Henderson affirms.

Indeed, one of the group’s five values is thinking safety first, alongside delighting the customer, doing the right thing, aiming high, and respecting each other.

These values guide how it operates – shaping decisions, behaviour, and accountability across the business.

In addition to safety, Weir has a keen focus on sustainability and environmental, social, and governance (ESG) practices.

Sustainability is embedded in everything the group does; its strategy has evolved from a roadmap into a fully integrated approach.

Weir plays a critical role in helping the mining industry reduce its footprint with advanced technology and expertise.

Through innovation and collaboration, the division is shaping a more sustainable future for mining.

“It’s about how we focus on the customer extracting value with local support, Tier 1 products, distribution centres, technical advice, and all the things they need to keep their operations running 24/7 in the most efficient way,” Henderson closes.

WEIR PARTNERS

The post Weir : Mining Technology for a Sustainable Future appeared first on APAC Outlook Magazine.

Asia Green Group is pioneering a new model of ecological civilisation development in Malaysia. We hear more about its future-facing mindset from CEO, Mei Tan, and Tan Loong Khoon, CEO of the company’s timber and plywood manufacturing arm, Asia Green Wood.

BUILDING WITH LOVE, LIVING WITH PURPOSE

Asia-Pacific’s construction sector, encompassing both residential and commercial markets, is being reshaped by cost-of-delivery constraints such as labour, financing, and approvals, even as structural housing demand remains strong in Australia and parts of Southeast Asia.

As a result, the near-term story is less about demand and more whether supply can be delivered at feasible margins, which is pushing governments towards enabling infrastructure funding and accelerating the shift to institutional rental models.

“Right now, across the region and throughout the industry, business is generally on the decline as the cost of construction has skyrocketed and many people can’t afford to buy property,” introduces Mei Tan, CEO of Asia Green Group (Asia Green).

“In recent years, we have seen more commercial developments, such as hotels, mixed-use projects, and malls. However, these segments have also started to decline because when everyone builds the same thing, there is no real competitive edge and competition becomes focused mainly on price,” she sets out.

Over time, there have been exciting shifts in the market – the rise of health resorts and more projects centred on wellness concepts – although such trends slowly become stagnant if everyone is doing the same thing.

Furthermore, the real question for Asia Green is how to embrace innovation whilst still aligning with broader trends.

With this in mind, mixed-use development is something the group is exploring.

Whilst in hospitality, its main focus is not only on wellness, but more broadly ecology – how to create developments that combine not just physical infrastructure, but also the supporting services and experiences.

The future challenge is no longer simply where people live, but how they live.

As technology accelerates and cities become increasingly dense, people are seeking healthier, more meaningful, and community-focused lifestyles.

This shift is creating demand for developments that integrate wellness, ecology, culture, and human connection rather than merely providing physical spaces.

Asia Green believes the next evolution of development lies beyond smart cities. The group envisions ‘Smart Ecological Civilisations’ – integrated environments where technology serves humanity, economic activity respects nature, and communities are built around purpose, wellbeing, and shared values.

DIVERSE CAPABILITIES

Today, Asia Green is a diversified business entity consisting of multiple subsidiaries across land and property development as well as plywood production and manufacturing – namely, Asia Green Wood and Asia Green Property Development.

The group stands as a visionary property developer dedicated to creating sustainable, future-ready communities.

By integrating technology, ecology, culture, wellness, and conscious community-building, the group is creating future-ready environments where people, nature, and innovation can thrive together.

Known for its property developments in Penang, Malaysia, the business integrates technology, ecology, culture, and wellness to shape living environments where people and nature thrive together.

“From residential townships to exclusive lifestyle spaces, Asia Green’s projects embody purposeful living – designed with care, built with love, and guided by a vision of harmony between innovation and sustainability,” Tan prides.

Since 2003, the Group has been recognised for creating iconic developments across Penang, serving a global clientele seeking exceptional, high-end residential properties.

“Every project we embark on is guided by four pillars – living, ecology, vitality, and business – integrating technology, sustainability, culture, and wellness into harmonious ecosystems,” she continues.

From exclusive residences and resort villas to integrated townships and lifestyle spaces, Asia Green builds more than homes – it builds communities with purpose.

Its development philosophy is guided by its proprietary 3+x Framework, which integrates technology, ecology, and arts and culture as the foundational pillars of development, with additional elements such as wellness, education, healthcare, and community services tailored to each project.

The result is not simply a real estate development, but a living ecosystem designed to enhance human flourishing.

CREATING THE PIER

At the heart of Asia Green’s philosophy is the belief that development should serve humanity.

Inspired by principles of compassion, stewardship, and conscious living, the group seeks to create environments that nurture both personal wellbeing and collective prosperity.

As a boutique developer, Asia Green carefully selects each project and designs it with precision and care.

“With self-financed independence, decisions are guided by vision rather than external pressures, giving us the flexibility to plan with purpose.

“Because we carry the full responsibility of our ventures, every development is planned to completion – ensuring security, integrity, and lasting value for our homeowners,” Tan explains.

A perfect example of its groundbreaking projects is one its latest developments, The Pier, a freehold seafront condominium in Penang, offering sustainable luxury living in one of the island’s most coveted addresses.

The Pier represents Asia Green’s first large-scale prototype for its future ecological living model. Beyond premium residences, the project is designed to foster wellbeing, social connection, sustainability, and conscious community engagement.

Situated between Georgetown and Penang Bridge, this upcoming and highly desirable residential project features panoramic sea views, dual-key layouts, and resort-style facilities – ideal for modern homeowners seeking both comfort and long-term value.

“I would say our biggest differentiator is that we build with love and live with purpose. We believe every buyer and person who lives in our developments becomes part of a community,” she states.

“For us, it is about creating the softer, human side of development by bringing together the right people who are open to becoming part of a conscious wellness community. In doing so, we hope to help them live more fully and return to a sense of love and purpose.”

From design and planning to after-sales management and community-building, these are all areas Asia Green has chosen to focus on deliberately.

This approach is already in place and being applied to the construction of The Pier to ensure it reflects what the brand truly stands for.

VISIONARY MINDSET 

With over 21 years of trusted experience in property development, Asia Green has become a prominent and respected name in shaping Penang’s urban landscape. 

The group believes the future lies not in isolated wellness facilities, but in creating complete ecological living systems where health, culture, education, technology, and community are naturally integrated into everyday life. 

“Rooted in integrity, quality, and innovation, we have delivered award-winning residential and commercial projects that reflect our deep commitment to excellence and community well-being,” states Tan. 

As it moves forwards, Asia Green is entering a new era – one that goes beyond traditional real estate.  

“We’re now leading the way in next-generation smart ecological civilisation development, pioneering future-ready townships that integrate technology, sustainability, culture, and wellness into harmonious living ecosystems,” she tells us. 

“Guided by a righteous heart and visionary mindset, our mission is to co-create purpose-driven communities that nurture life, respect nature, and empower humanity.” 

Through a signature development model and the integration of its SISHENG framework, encompassing ‘life, production, ecology, and community’, the group is redefining what it means to live well, mindfully, and connected. 

“The future of development is not measured by buildings alone, but by the quality of life, well-being, and human flourishing those environments enable,” Tan enthuses. 

With one eye on the future, Asia Green is already in the midst of expanding and diversifying into different businesses and services.  

By 2028, Asia Green aims to demonstrate a replicable model for future ecological communities through developments such as The Pier, One Garden, and One Heaven, creating living examples of how human well-being, environmental stewardship, and sustainable economic growth can coexist. 

“Our aim is for these projects to serve as models or prototypes, showing that the future of our planet and civilisation can be shaped differently from the way business is typically done today,” she concludes.

ASIA GREEN WOOD 

Serving global clients devotedly since 1964, Asia Green Wood, formerly known as Asia Plywood, is undisputedly the largest and most sought-after manufacturer, exporter, and supplier of responsibly-managed plywood and veneer products in Peninsular Malaysia. 

This specialised strand of the group is based in Sungai Petani, a town in the state of Kedah, and is well-known as an expert in the manufacturing of export-grade plywood panels to many parts of the world.  

“Our advantage in sourcing, possessing intrinsic knowledge, and having unrivalled procurement capacity has allowed us to offer consistent quality that meets customer satisfaction,” informs Tan Loong Khoon, CEO, Asia Green Wood. 

The company has built an impressive reputation as a world-class plywood mill and its processes are bolstered with the best quality Japanese machinery that is continually monitored and regularly maintained to ensure optimum performance.  

“Buoyed by advanced technology and stringent grading standards, we cater to all sorts of specifications to fulfil diverse customer needs. With broad experience, we are confident we can find a solution to all manner of customer requirements,” he acclaims. 

Top of the priority list for Asia Green Wood is investing in green energy technology. As such, it is currently implementing solar solutions to reduce reliance on conventional energy sources as well as reducing as much waste as possible by transforming wood waste into clean energy and biochar whilst reducing carbon emissions by up to 90 percent. 

“We have built a recycling culture across the factory, involving all 800 workers and these measures help to ensure everything we do is socially responsible towards our staff and workers. 

“Additionally, we take full responsibility for all water treatment, making sure everything leaving our company and factory is handled responsibly in relation to nature, society, and humanity,” Long Khun finishes. 

The post Asia Green Group : Building with Love, Living with Purpose appeared first on APAC Outlook Magazine.

From its beginnings as a Hungarian manufacturer to becoming a globally recognised supplier of trailer components, Autoflex-Knott has built its success through engineering expertise, strategic partnerships, and a long-term vision for growth. By expanding beyond Europe and establishing two companies in the US, the company has strengthened its international presence and positioned itself as a key player in the global trailer technology industry, as we find out from the leadership team.

FROM HUNGARIAN ROOTS TO GLOBAL ROADS

Specialising in the development and production of trailer components and towing systems, Hungarian manufacturer Autoflex-Knott operates as part of the international Knott Group – a well-known, German family-owned business. 

Headquartered in Kecskemét, Hungary, Autoflex-Knott supplies braking systems and trailer technologies worldwide from large production plants equipped with modern machining, assembly, and testing capabilities.  

By expanding its infrastructure to include multiple production halls, engineering and development units, logistics centres, and quality-control laboratories, the company has enabled a comprehensive production process, from design and prototyping to serial manufacturing and global distribution.  

Serving trailer manufacturers and distributors across Europe and internationally, Autoflex-Knott supports industries like transportation, agriculture, construction, and recreational vehicles (RV).  

Originally manufacturing complete trailers and tow bars, the company has shifted its focus to components and systems, including axles, brakes, couplings, and suspension parts, primarily for light- and medium-duty trailers. 

A significant turning point in its journey was the strategic partnership and later integration with Knott Group, which strengthened the company’s technological capabilities and international reach, combining local manufacturing expertise with advanced German engineering.  

Autoflex-Knott subsequently diversified into the US market, where it designs products for trailers with capacities of up to 10,000 pounds (lbs), compared to 7,000 lbs in Europe. 

Since 2007, President, Anita Monti, has been instrumental in US market research and navigating the various regulatory standards for trailer components. 

“Our journey in the country began in 2006 when one of our major European trailer manufacturers expanded operations in the Chicago area,” opens Anita reflectively.  

“We were asked to support our client’s US operations as they lacked familiarity with local axle and trailer suppliers, which created our opportunity to enter the US market.” 

Today, Autoflex-Knott is a recognised international supplier in the trailer industry, known for its investments in automation, product development, and quality management that ensure reliability and safety.  

FORGING STRONG TIES 

The US division of the company, led by Owner and Executive Director, Sándor H. Szabó, expanded its customer base six months after starting operations.  

“In 2008, we relocated to Wisconsin to partner with a major boat trailer manufacturer, helping them expand into Europe,” Anita reveals.   

From there, Autoflex-Knott soon developed products for the US market, such as axle systems, jacks, winches, and rollers, which attracted more trailer manufacturers and led to significant growth, including the purchase of a warehouse in Wisconsin that later tripled in size. 

“With rapid growth in Florida, we recognised the need for an additional Southeast warehouse to reduce shipping costs, and developed our own fleet of trucks for faster, reliable delivery,” she adds.  

The two US locations now collaborate on sales and manufacturing to support global operations, and what began as a one-person operation has since grown into a team of over 15 employees.  

When Autoflex joined forces with Knott Group in 1994, it had already built a solid reputation in Hungary and Russia. However, the company sought acceptance in Western markets; therefore, it needed a strong, respected partner.  

“A genuine friendship with Valentin Knott was formed, which, along with mutual respect, has accompanied us throughout our careers, and we remain trusted partners and confidants,” Sándor smiles.  

“Every Sunday we share a traditional Hungarian chicken soup, virtually, of course, speaking on the phone, discussing the week’s news, and exchanging our thoughts about business and the world.”  

This personal trust and the independence maintained within the partnership have played an important role in supporting global growth.  

Knott Group, with over 80 years of experience, is renowned for manufacturing high-quality braking systems.  

“By integrating these brakes into our axles, we can guarantee reliable, proven quality that has facilitated access to Western markets,” he states.  

The collaboration has also improved Knott Group’s entry into Eastern European markets by leveraging its established presence through Autoflex-Knott. 

“The Autoflex-Knott partnership has truly been mutually beneficial, built on trust, quality, and a shared long-term vision,” enthuses Sándor.

BUILDING A GLOBAL IDENTITY 

Autoflex-Knott’s identity in the US market is built on reliability, engineering quality, and long-term partnerships.  

“As part of Knott Group, we bring European engineering and manufacturing expertise to the market, whilst adapting our solutions to the specific requirements of the North American trailer industry.  

“Our growth has been driven by close cooperation with trailer manufacturers, continuous product development, and the ability to respond quickly to customer needs,” Anita emphasises. 

A global presence, combined with a strong European supplier base, gives Autoflex-Knott important advantages in coordinating its supply chain and staying competitive in the market.  

“Being present in different regions allows us to select the best strengths from each location and integrate them into our operations,” insights Zita H. Szabó, CEO. 

“For example, in Asia, we benefit from cost-effective raw materials, which is why we source many castings and metal components there. In Europe, however, we can ensure the high technical standards and strict quality requirements that are essential for our products.”

Most of Autoflex-Knott’s key manufacturing processes and final assembly take place in Europe, allowing it to maintain control over engineering quality and production standards.  

“Working with reliable European suppliers maintains a high level of quality and stability in our supply chain through long-standing partnerships that encourage trust and efficient communication,” Zita outlines.  

“A vertically integrated structure with multiple manufacturing subsidiaries improves production coordination, minimises reliance on external sources, and enhances lead times and cost efficiency. This well-coordinated approach boosts our flexibility and long-term competitiveness.”  

In the US, meanwhile, the company strategically positions its logistics and distribution points close to its customers, enabling faster delivery, better service, and support for its partners.  

INNOVATIONS FOR LONG-TERM SUCCESS 

Sándor strongly believes the best strategies for a company’s long-term success not only include horizontal growth, such as establishing sales offices, but also vertical integration.  

“Autoflex-Knott has 14 subsidiaries, nine of which are manufacturing companies. Our headquarters purchases around 80 percent of raw materials and components from within the group.  

“This structure enhances our control over quality, lead times, and flexibility, benefiting both original equipment manufacturers (OEMs) partners and aftermarket customers who expect quick responses and consistent performance.” 

The majority of production takes place in Autoflex-Knott’s facilities, where automation plays a key strategic role.  

“We continuously upgrade and modernise machinery to ensure that our manufacturing processes remain fast, efficient, and competitive,” Sándor assures.  

“Labour shortages are a major challenge, prompting us to focus on automation and robotics for our high-volume product lines. These advancements help maintain efficiency and the high quality our partners expect.”  

Focusing on lightweight and durability improvements in its products, innovation is one of Autoflex-Knott’s core principles.  

“We have an exceptional engineering team that is constantly working on developing new products and bettering our existing solutions to meet the evolving needs of customers.  

“Our hydraulic actuator, developed without compromises, significantly enhances braking performance when paired with our disc brake system, surpassing many competing products,” Sándor explains. 

This strong performance has helped the company become a leading supplier in the US marine trailer industry.  

“Our innovation does not stop at axles and overrun braking systems. We are also developing and refining other key trailer components, including winches, jockey wheels, and fenders.  

“The goal is to provide complete, reliable solutions that set us apart in the market through quality, durability, and performance,” states Sándor.  

STRATEGIC GROWTH VENTURES 

Whilst many projects are underway across Autoflex-Knott, one major completed work is the opening of the Florida facility in the US.  

“For several years, we had been considering establishing a presence in Florida, as many of our customers are in that region. Logistics costs within the US can be quite high, so having a location there allows us to optimise our distribution,” Sándor observes. 

Logistics primarily drove the decision to open the facility. By bringing containers directly to Florida and distributing from there to smaller customers, the company can significantly reduce transportation costs and improve delivery efficiency.  

“The project required extensive planning and preparation – we designed the facility with the future in mind. Beyond logistics, we prepared the site to accommodate assembly operations and smaller-scale manufacturing if needed. 

“This gives us flexibility and brings us even closer to our customers, which is a key part of our long-term strategy in the US market,” Sándor divulges. 

The market is becoming increasingly open to trailers, particularly in the RV segment, which has been growing steadily in recent years.

By combining production capabilities with a stronger market presence, Autoflex-Knott believes it can respond more effectively to local demand and support the continued growth of the trailer and RV industries in the region.

“For us, this would represent another important step in strengthening our global network whilst adapting our operations to the specific needs and opportunities of each market,” informs Zita.  

MARKET EXPANSION PLANS  

Autoflex-Knott’s key priority for the year ahead is to continue strengthening its global presence whilst maintaining a high level of quality and reliability.  

The US market is highly dynamic, requiring constant innovation and fast response times, and one of the company’s main goals is to serve its customers faster and more flexibly.  

“Since container shipments from Europe typically take four to five weeks to arrive in the US, it is important for us to respond quickly to local demand,” notes Anita. 

“As a result, we developed a new bolt-on axle system specifically for the nation’s market. This solution allows us to supply smaller customers and special orders within one or two days.”  

Additionally, Autoflex-Knott is introducing several new products in the US. Amongst them is a new universal fender, designed for easy installation, high durability, and integrated safety features.  

The company has also expanded its winch product line, which now ranges from 900 lbs to 2,500 lbs in capacity.  

“We’ve introduced a versatile axle with an adjustable drop-arm design, allowing for individual arm replacement and a reduction in maintenance costs. We’ve also developed a new actuator to enhance our trailer product offerings.  

“Currently, 90 percent of our US business is in the boat trailer industry, but we plan to expand into additional segments, including utility trailers, the RV market, and horse trailer applications,” details Anita. 

Furthermore, Autoflex-Knott is constantly evaluating opportunities to move closer to its customers and support regional growth.  

“We are focusing on improving operational efficiency across our facilities, further developing our product portfolio, and expanding our presence in strategic markets,” Zita sets out. 

“One of our main goals is to optimise our global supply chain and manufacturing capability to stay competitive and respond quickly to market demand.  

“Innovation and product development will also remain central, particularly in areas where we can improve performance, durability, and efficiency.”  

Following the successful opening of its Florida, Autoflex-Knott will continue to seek strategic locations to strengthen logistics and service capabilities and expand its long-term market presence.

“Overall, our objective is steady and sustainable growth – building on the strong foundation we have developed over the past decades whilst continuing to adapt to the changing needs of the global trailer industry,” Zita passionately concludes.

The post Autoflex-Knott : From Hungarian Roots to Global Roads: The Autoflex-Knott Expansion Story appeared first on APAC Outlook Magazine.

BWE Drilling brings together the strengths and legacies of three respected drilling companies into a unified, forward-focused organisation offering specialist services. We get the full story of this powerful evolution from CEO, Darren Guild.

DIVERSIFIED DEXTERITY IN DRILLING

Australia remains one of the most advanced and competitive global mining markets, supported by the diversity of commodities produced domestically.

Historically, there has usually been one standout commodity driving activity, however several are performing strongly at present, including gold, iron ore, and critical minerals used in batteries and related technologies.

“There is a great deal of activity across the sector and demand is strong, but client expectations of contractors are higher than ever, particularly in relation to performance and safety,” introduces Darren Guild, CEO of BWE Drilling (BWE).

“It is a very busy market, and there has also been a noticeable shift in the drill and blast segment, which is our largest area of drilling activity.”

In the past, many earthmoving contractors subcontracted all drill and blast work, whereas now quite a few carry it out themselves.

“We are also seeing mining clients, particularly major iron ore operators, bringing drill and blast operations in-house. It’s a cyclical market, though, and over time that work often moves back out to contractors. Overall, it’s a dynamic and constantly evolving space,” he observes.

Built on more than 15 years of trusted expertise, BWE delivers innovative, reliable solutions across Australia and has evolved into a leading mining services company headquartered in Osborne Park, Western Australia (WA).

With a fleet of over 50 drill rigs and operating through its three diversified drilling service offerings, the company delivers comprehensive drilling and blasting, water well, and exploration drilling services to the mining and construction industries across Australia.

JOINING FORCES

BWE is the new name for the business, which originally started out as Dynamic Drill and Blast (Dynamic) in 2011.

It later acquired two additional drilling companies – Orlando Drilling (Orlando), which specialises in exploration drilling, and Well Drill, which focuses on water well drilling.

“For a period, Dynamic, Orlando, and Well Drill all continued to operate under their existing names and functioned independently. Most of the original owners stayed on, so the directors of the parent company were effectively the founders or previous owners of those individual businesses,” Guild recalls.

In mid-2024, Australian Food Super (AFS) launched an on-market takeover and acquired 99 percent of the shareholding.

At that point, the existing Dynamic board exited, a new board was appointed by AFS, and the search began for a new CEO.

Guild subsequently took up the role in December 2024 with a mandate to consolidate the businesses.

“One of the clearest priorities was to bring the group together under a single brand. When I first joined and started speaking with clients, it became clear that many of them only knew one part of the business,” he explains.

“For example, drill and blast clients often had no awareness of our exploration or water well capabilities. Because the businesses had operated so separately, they were not actively supporting each other in winning work.”

REBRAND AND REBUILD

The gradual rebranding process of BWE was intended to achieve two things. Externally, it reset the business in the market as a diversified drilling services contractor able to provide drill and blast, exploration, and water well drilling.

Internally, it reinforced the message of one team working together rather than in three separate silos.

“We also began consolidating operations, including combining locations in Perth and Kalgoorlie and rationalising infrastructure, such as reducing our two workshops in Perth down to one,” Guild adds.

“From there, I worked with the board to map out a plan we now call ‘Journey to 2030’, an ambitious growth strategy aimed at reaching AUD$200 million in turnover by the end of the decade.”

Contextually, the business delivered AUD$72 million in FY25 and has seen a 36 percent increase in revenue in FY26.

To support this growth, BWE identified five core pillars; the first is growth and reputational rebuild, which centres on strengthening the new brand.

Two further pillars focus on systems – one around its accounting and enterprise resource planning (ERP) platform, and the other around the operational systems used across the three businesses.

“Another pillar is capital and asset management. Because the businesses had previously operated independently, they did not share equipment, which created obvious inefficiencies,” he expands.

The final pillar involves people and culture, bringing everyone together as one team.

As such, BWE now shares services across commercial, finance, and human resources – functions which are aligning standards across the entire brand.

GROWTH AND EXPANSION OPPORTUNITIES

In terms of the next stage of growth for the company, BWE’s journey to 2030 is focused on strengthening its position in WA whilst expanding into the eastern states of the country, particularly in the copper and gold markets which are performing strongly.

“We are also open to opportunities in coal, potentially through acquisitions, as part of our longer-term ambition to become a national contractor,” Guild sets out.

As such, the company still expects most of its growth to come from the drill and blast business, where it is currently tracking a pipeline of more than AUD$2 billion in work, which will be the main driver of this fresh new expansion.

One of the advantages of drill and blast is that it is tied to production, so even if commodity prices soften, mines often continue operating.

“Elsewhere, we’re seeing solid demand in exploration, although we want to maintain a balanced fleet rather than overexpand, because greenfield exploration is often one of the first areas to be scaled back when commodity prices fall,” he notes.

In the water well business, whilst BWE does not expect significant growth in rig numbers, it sees strong value in continuing to deliver a high-quality, reliable service to Tier 1 clients.

“Ultimately, it all comes down to execution – delivering our work exceptionally well for clients whilst also generating strong returns for our owners.”

BUILDING THE PORTFOLIO

BWE recently announced that, over the last couple of months, it has secured AUD$185 million in new contracts, encompassing work that spans both WA and the Northern Territory (NT) – a significant milestone as, historically, the company had only ever operated in the former.

“We have now expanded into the NT, and our next step is to push into Far North Queensland. We have just appointed an Operations Manager based in Townsville to support that move,” Guild informs.

There is a strong concentration of metalliferous mines in the region, and it is also where the coalfields begin, which the company is not opposed to embracing, particularly the extraction of metallurgical coal.

“We are building towards a truly national footprint with a number of copper and gold assets. The AUD$185 million in recent wins is spread across multiple commodities, including gold and iron ore, and that diversification is a deliberate part of our growth strategy,” he excites.

“We do not want more than 50 percent of our portfolio tied to any single commodity, so if there is a downturn in one area, we are better placed to work through it.”

Of that AUD$185 million, some of the work came from extensions with existing clients, whilst a significant portion came from new client wins.

BWE is now working with Tier 1 contractors such as BHP and Rio Tinto, as well as gold producers including Northern Star Resources and Vault Minerals, alongside a range of emerging junior explorers.

“Altogether, these wins reinforce both the depth of our pipeline and the diversity of our revenue base across multiple commodities,” Guild enthuses.

CREATING A LEGACY

Guild tells us how he wants to build a business that is respected for how it operates.

“Personally, I would like this to be my last role, but to achieve that we need strong safety performance, consistent delivery, and a reputation for doing what we say we will do,” He acknowledges.

Another key priority for BWE is maintaining an environment where people want to build long-term careers.

Indeed, one of the company’s core strengths is the number of long-term employees within its team.

“At the moment, we have eight or nine people on the 15-year board, around 20 on the 10-year board, and a large number on the five-year board as well,” he remarks.

This marks a significant achievement in what is currently a very tight labour market, where people can be tempted to move for a small increase in pay.

BWE is trying to address this through the employee value proposition it is developing and by making the company a place where people genuinely want to work.

“A big part of that has been involving people in the process of shaping the company’s future, from developing the new name and logo through to building our strategy.”

As such, around 30 people were involved in the strategy sessions that helped BWE create its ‘Journey to 2030’ strategy.

“Giving people a level of involvement and making sure they have a voice and a place to build a long-term career is central to the legacy we want to create,” prides Guild.

BWE wants to be regarded as a larger contractor but still retain a family feel and shared sense of connection, which is important to the company.

Currently, BWE has a head office in Perth and a separate workshop about 30 minutes away, but over the next two years, the plan is to consolidate those into one location so that everyone is working together under one roof.

“Ultimately, we want our people to enjoy their work and being a part of the business,” Guild concludes enthusiastically.

Every successful company is built on more than just products and services – they are built on a clear sense of purpose and shared beliefs.

With a clear vision of where it wants to be in the near future, BWE looks set to move from strength to strength as it maintains an upward trajectory towards continued growth and prosperity.

The post BWE Drilling : Diversified Dexterity in Drilling appeared first on APAC Outlook Magazine.

With a steadfast purpose of delivering operator safety through world-class dust management solutions, Grydale is a proud industry stalwart. We revisit the company with Alex de Andrade, CEO, to discuss its latest ventures and technology.

TRANSFORMING DUST CONTROL

Having made a name for itself for solving the tough and often invisible problem of airborne dust at the source, Grydale is a proud Australian dust control manufacturer and engineering specialist with global capacity.

Since we last spoke to the company in February 2025, the ever-crucial mining industry has only continued to become more technically demanding.

Specifically, Grydale is seeing a global emphasis on new standards and worker health, respirable dust exposure, and regulatory compliance, especially around crystalline silica and other hazardous particulates. This is driving a shift from traditional reactive dust suppression systems to engineered dust control solutions that are measurable, verifiable, and integrated into mine planning.

“From my perspective, mining remains an industry that rewards engineering innovation, practical problem-solving, and values the relationships we create by offering hands-on support for the lifecycle of the equipment,” introduces Alex de Andrade, CEO.

Operations are under pressure to improve productivity whilst upholding unconditional safety outcomes, and that’s where effective dust extraction design plays a critical role. Remote connectivity and calling on a support team when integrating the machine’s Internet of Things (IoT) telemetry data are essential for modern engineers and production crews.

The data allows them to predict maintenance and reduce servicing costs and downtimes, which creates meaningful work for Grydale’s engineers, field service technicians, and sales support team.

Ultimately, for Grydale, its focus is on evidence-based dust control.

“We increasingly help clients verify performance, optimise airflow, and demonstrate compliance with the evolving workplace exposure limits. This focus on measurable outcomes is shaping the next phase of dust control in mining and heavy industry; knowing we are doing the right thing for all operators is a gratifying experience,” enthuses de Andrade.

SOLVING PROBLEMS AT THE SOURCE

Grydale is first and foremost an original equipment manufacturer (OEM) with protected intellectual property and a customer-first culture where its service teams integrate into clients’ teams to solve shared challenges.

“Our patented mobile dust collector technology has fundamentally changed how dust extraction is approached in mining, tunnelling, blasting, ship loading, infrastructure, agriculture, and heavy industry, particularly in environments where flexibility and mobility are critical,” de Andrade details.

Grydale’s total service offering is embedded in the way it delivers ventilation designs, engineering innovation, hands-on commissioning and field service support, world-class LEAN and ISO-accredited manufacturing, and ongoing remote support services.

What further differentiates Grydale is the company’s technological advancements.

Recently, the company’s engineering focus has extended to 1,000-volt (V) electrics for large mobile units – an option increasingly preferred in tunnelling and underground mining for efficiency and safety. Harmonics management on 1000 V variable frequency drives (VFDs) is highlighted as critical to power quality and equipment life. This is reflected in deployment casework by SMEC Power & Technology, which supplied 1,000 V VFDs with tuned harmonic filtering for JMS-60 M-Series collectors on recent Sydney tunnelling projects.

On the fixed-plant side, Grydale’s modular fixed-unit F-Series provides long-term, high-volume extraction for processing plants, laboratories, and materials handling hubs. The design process, sizing, air volume, air-to-cloth ratios, and ductwork pressure losses are internally designed and deliver the compliant emissions capture needed in controlled environments, offering advantages over older baghouse alternatives.

Equally, with recent diversification into potash and grain wheat loadout solutions, the company has successfully demonstrated a vast range of dust management applications, including on-board systems and conveyor transfer chutes for the agricultural industry.

Specifically, the Grydale Remote Access Monitoring System (G-RAMS) is transforming dust control through intelligent remote IoT monitoring. Industrial environments are under increasing pressure to maintain safer work sites, reduce emissions, and improve operational safety. Dust, though often invisible, remains one of the most persistent threats and even evident causes of death, impacting worker health, environmental compliance, and equipment longevity, hence why Grydale’s top-of-the-line innovations prove crucial.

Innovation is just as visible where mobility offers key advantages. The company holds international patents for self-propelled, track-mounted collectors that can follow the face or source of dust generation, minimising duct runs and treating less air for more efficient capture.

INNOVATION AT LARGE

Having begun in the city of Moreton Bay, Grydale now proudly spans multiple regions, including Australia, North America, and Europe. The company also has distribution partners with reach across the Gulf Cooperation Council (GCC) via Saudi Arabia’s Mining Vision, Golden Compass, and Rasi Investment Co.

Specifically, the company is building a presence with regional partners such as Mining Vision – an authorised distributor – who has reported approximately 20 Grydale units in the country for various historical and current projects. Mining Vision, under Golden Compass, stands out as a rapidly expanding mining services leader, engaging with international OEMs across the value chain. Through the strong guidance of Meshary AlAli AlDeheshi, CEO, the company’s abilities are indicative of the brand’s GCC momentum and Saudi Arabia’s 2030 vision.

This expansive reach allows Grydale to provide on-the-ground service technicians to support best practices in dust suppression adoption globally.

Equally important to the company are customer service guarantees. Its service proposition is intentionally end-to-end, including ventilation design, manufacturing, site commissioning, project management, and ongoing technical support and warranty – coupled to a significant rental fleet for any emergency or unplanned temporary works.

In North America, Grydale’s growth is being driven through Grydale North America, established in collaboration with JEBCO Group (JEBCO) and led by Brett Murray, President.

JEBCO is a well‑established North American manufacturer and industrial partner with deep experience supporting mining, oilfield, and heavy industrial operations. Its business is built on quality-certified manufacturing, practical engineering, and strong market relationships – capabilities that align closely with Grydale’s health-first and performance-driven philosophy.

Through this collaboration, JEBCO works closely with Grydale’s leadership and technical teams to develop and strengthen its brand in North America, combining local manufacturing, sales, and service capabilities with Grydale’s proprietary dust control technology. Together, Grydale North America delivers engineered, measurable, and compliant dust management solutions tailored to North American operating environments.

Ultimately, dust control and operator health remain Grydale’s key reasons for existence. Continuously positioning its products as engineering controls to reduce worker exposure to harmful respirable particulates, the company’s ‘health-first’ stance is reinforced through LEAN and operations-excellence disciplines in the company’s Brisbane factories.

Redpath Australia noted this operational excellence within Grydale’s manufacturing facility during its Lean Leaders programme, highlighting the site visit as a practical example of the 5S methodology and continuous improvement, an endorsement that safety, quality, and performance are being pursued together on the shop floor, and all staff have embraced a zero-injuries culture.

THE ROAD AHEAD

Crucial to Grydale’s success are the dedicated team members who comprise the company.

“Empowering our people starts with trust, ownership, and technical depth. We encourage our team to take responsibility for outcomes across all disciplines,” expands de Andrade.

“We always have a minimum of two apprentices being trained at a time and uphold a cross-disciplinary, highly collaborative team model where we can cover for each other when required.”

Grydale’s people are motivated by seeing the real-world impact their work has on operator health and safety, alongside the benefits to the environment and neighbouring communities wherever its technology is adopted. The company also acknowledges and rewards on the basis of clear indicators rather than broad-brush benefits for all, promoting healthy competition and growth.

Meanwhile, Grydale is active in its surrounding communities through various corporate social responsibility (CSR) initiatives.

“CSR is embedded in Grydale’s purpose. At our core, our staff join the company knowing they can make a difference to operator safety and work conditions,” de Andrade details.

This community engagement flows to team members’ participation in local community sports, clubs, teams, and events.

“Outside of sport, we support children’s charity lunch events on the Sunshine Coast as well as Norton Music Factory, co-run by our Electrical Manager, Liam Norton. Going forward, we are finalising our pledge to school education in developing countries and First Nations youth programmes in Australia,” closes de Andrade.

Additionally, the company is actively supporting mental health awareness initiatives whilst placing a strong emphasis on safe work practices and employee well-being for all staff and their direct families.

As Grydale embraces the road ahead, its trajectory reflects a simple equation – engineered performance plus service accountability equals safer operators and more productive sites.

Through its various new technologies and endeavours, the company is expanding its reach whilst remaining anchored to its purpose – operator safety through world-class dust management solutions.

The post Grydale : Transforming Dust Control appeared first on APAC Outlook Magazine.

Going beyond simple security solutions, Trident Services Australia provides critical security intelligence that continues to safeguard both people and property, no matter the complexity or scale. Having been recently promoted to CEO, David Wilkinson updates us on the company’s evolution into a technology-first enterprise.

TRUSTED SECURITY INTELLIGENCE PARTNER

Transport security remains a highly buoyant market in Australia, as both federal and commercial regulation ensure the efficient and streamlined protection of the nation’s borders, supply chains, and, ultimately, property.

It is the latter that remains a key priority for Trident Services Australia (Trident), who continues to prove its dedication to safeguarding people and property.

Since last speaking to the company in June 2024, Trident has maintained a proactive stance on threat intelligence, ensuring its operational frameworks are agile enough to meet both evolving regulatory mandates and the specific needs of its clients.

“By deepening our integration of intelligence-led, data-driven systems across all business streams, we have reinforced our position as a trusted partner to government and industry– continuing to mitigate risks ranging from terror to serious crime and ensuring the resilience of the transport systems we protect,” proudly opens David Wilkinson, CEO.

TURNING CLIENTS’ VISIONS INTO REALITY

For Trident, a deep commitment to meeting the needs of its clients and partners continues to underpin its operations as it overcomes key industry challenges.

“Whilst our main points of difference are our people and agility to respond, we differentiate ourselves through authenticity and an unwavering focus on our clients’ vision. We don’t simply provide security – we provide intelligence,” Wilkinson highlights.

The company has witnessed substantial growth of late – it has secured 16 new contracts across 40 new sites, including five major aviation contracts, and grown its workforce to nearly 3,000.

“This expansion has significantly enhanced our operational depth, cross-training capabilities, and overall business resilience – positioning us to deliver consistent, high-quality service across a broader national footprint,” he adds.

Key to the company’s development and overcoming industry obstacles such as rising labour costs and economic volatility, Trident is transitioning from a labour-centric model to a technology-enhanced enterprise.

“It is vital to remember that whilst artificial intelligence (AI) and technology are powerful tools, our people remain the heart of our business,” Wilkinson reflects.

“Data is business gold. By embedding AI-driven systems into our service delivery, we furnish our clients with live data analysis and actionable insights, transforming operational data into a strategic asset that drives measurably better security outcomes.

“This means we can deliver superior security and facilities management outcomes through innovation that rationalises costs whilst enhancing compliance,” he highlights.

The company’s recent success in guaranteeing flight security services for the national carrier Qantas at Sydney and Melbourne Airports is a testament to this strategy, demonstrating the company’s ability to deliver detailed, meaningful, and timely information.

REDEFINING SECURITY PARAMETERS

In pursuit of meeting clients’ needs, Trident leverages its AI-enhanced technology suite to export its expertise into the South Pacific, with a clear goal of uplifting regional compliance and security standards.

“We intend to bring the same sophisticated, data-driven protection we have pioneered in the Australian market to new territories across the region,” Wilkinson sets out.

To this end, Trident maintains strategic partnerships with three technology leaders, which are seeing transformative results.

“We are currently integrating internal AI, advanced aviation training systems, and world-class 3D digital twinning and spatial mapping technologies to redefine what is possible in security management,” he outlines.

Elsewhere, the company is particularly proud of its first national air cargo contract with DHL Express Australia, which required the mobilisation of a complex, multi-state operation, which Trident completed with precision at scale.

Recognising the criticality of business continuity, the company’s supply chain is at the centre of its continued success.

Viewing its suppliers as strategic partners rather than mere vendors, the company prioritises transparent communication, collaborative innovation, and shared technological goals.

As a result, Trident can effortlessly maintain a resilient and efficient supply chain that enables the company to consistently uphold the high standards its clients expect.

SETTING INDUSTRY BENCHMARKS

When last speaking to Trident in June 2024, it was in the throes of launching its Screener Development Programme – a highly advanced platform providing comprehensive oversight, structure, and tools for staff considering a long-term screening career at the company.

Fast forward two years later, and the programme has set the industry benchmark for regularly compliance.

“Innovation only succeeds when you foster a culture that empowers employees to explore and embrace new ideas. We remain deeply committed to recognising and valuing the human element that underpins every aspect of our success,” Wilkinson reflects.

Despite its achievements, the company is not standing still. In the same period, it has also spent considerable time establishing its own Registered Training Organisation (RTO), “Key Training Academy”. Projected to open its doors in August 2026, the state-of-the-art facility will be strategically located in a complex that is designed to showcase its technology products and systems.

“The RTO has an obvious symbiotic relationship with our core business streams and will elevate our recruitment and induction standards to an unprecedented level, ensuring our people are the best-trained professionals in the sector,” he insights.

Hand-in-hand with its staff’s expertise, corporate citizenship is fundamental to Trident’s identity, demonstrated by the fact that its employees generously dedicate their time to a number of different volunteer initiatives.

Additionally, Trident upholds strict adherence to Australia’s Modern Slavery Act, and is also deeply committed to First Nations engagement, ethical supply chain management, and active support for community programmes.

“We believe a successful business must be a force for good, and we hold ourselves accountable for the social and ethical impact of everything we do,” Wilkinson maintains.

ACHIEVING SUSTAINABLE GROWTH

As it continues on an upward trajectory, Trident’s initial focus remains the launch of its RTO and the seamless integration of workflows across all business units.

“The interest from our partners has been extremely encouraging for this initiative and we envisage broader scope driven by future industry demand,” Wilkinson tells us.

The company will simultaneously continue to deploy its new AI product suite – both internally and as a market-leading solution for its clients.

“Our overarching commitment is to quality, innovation, and sustainable growth,” he concludes.

The post Trident Services Australia : Trusted Security Intelligence Partner appeared first on APAC Outlook Magazine.

Dedicated to expanding safe water accessibility to Papua New Guinea’s urban population, Water PNG Ltd is a proud industry stalwart combining technical capability with strong public service. We revisit the company with James Young, CEO.

SAFE WATER AND SANITATION SERVICES

Established to rationalise the provision of water supply and sanitation in the urban areas of Papua New Guinea (PNG), Water PNG Ltd (WPNG) has a long, proud history of caring for people, communities, and the surrounding regions with water services that are reliable and of the highest quality.

Prior to the company’s establishment in 1987, the water sector in the country was seriously fragmented, resulting in poor service delivery and no cost recovery. To address this, the National Water Supply and Sewerage (NWSS) Act 1986 was passed, and WPNG was established, initially as The Water Board.

Following this formation, the company underwent further name changes to PNG Waterboard and eventually Water PNG in December 2010 at the Gateway Hotel in Port Moresby. In March 2017, the company was corporatised and adopted its current title.

Today, WPNG works towards its mission of being the leading provider of safe water and sanitation services in PNG.

“We’re the national provider of water supply and sanitation services across urban areas of the country. With a workforce of over 800 employees and operations spanning more than 20 centres nationwide, we are responsible for the planning, delivery, and management of water supply and sewerage systems,” introduces James Young, CEO.

“We also continue to expand our footprint with a number of growth initiatives in the pipeline aimed at extending services to additional provincial and district centres. Through this continued expansion, we are strengthening access and improving service delivery across PNG.”

COMMITMENT TO PUBLIC SERVICE

The NWSS Act not only dictated responsibility for the development of the water supply and sanitation sector throughout the country, but also empowered WPNG to declare nationally administered water supplies and sewerage facilities, regulate the operations of water supply and sewerage systems run by other organisations or agencies, and set water supply and sewerage tariffs.

Now approaching its 40th anniversary this year, WPNG has come a long way in providing water and sanitation services to residents.

“The energy and utilities sector across PNG remains both challenging and highly rewarding. Whilst progress has been made, access to safe water and sanitation continues to be a critical development priority,” notes Young.

The organisation’s corporate governance framework and policy are formulated by its board of directors and management team in accordance with the functions stipulated in the NWSS Act and government directives.

This allows WPNG to work towards its corporate goals of performing tasks within acceptable industry standards and ensuring the provision of safe and sustainable water and sanitation services on an equitable basis.

“The sector is evolving to meet increasing demand driven by population growth and urbanisation, whilst also responding to sustainability and resilience challenges. It remains an exciting industry to be a part of, given the direct impact it has on public health, economic development, and quality of life,” Young furthers.

Specifically, for water treatment services, WPNG provides over 100 million litres of treated water every day to the residents of the 20+ centres within its remit.

Water required to meet each of the township’s demands is drawn from local rivers, springs, and groundwater catchments, which is then treated at each location’s local water treatment plants.

SAFELY SERVING PNG

Understandably, water supply and sanitation services play a crucial role in any nation’s economic standing. Water is more than just a utility; it’s a topic where political and societal priorities merge.

This passion for creating something better for future generations is part of what inspired Young to get into this ever-important industry.

“A strong commitment to public service and infrastructure development has shaped my career. The utilities sector – particularly water and sanitation – is unique in that it directly touches people’s lives. That sense of purpose has been a key driver throughout my journey, and it continues to motivate my work today,” he enthuses.

Currently, in the face of limited financial resources with which to pursue economic development, the PNG government has steadily moved towards reducing the amount of subsidy it provides to the sector by requiring consumers to pay for the costs of providing water supply and sewerage services, especially in larger urban areas.

WPNG continues to work hard to not only meet its internal goals and external expectations, but also to expand safe water accessibility to approximately 75 percent of PNG’s urban population.

“Our strength lies in our national mandate and ability to deliver essential services across diverse and often challenging environments. We combine technical capability with a strong public service focus to ensure safe, reliable, and sustainable water services,” insights Young.

One such example of technical innovation with public service is the company’s dedication to water quality.

The quality of water for consumers is elevated through physical, chemical, and microbiological analysis of water samples from intake sources, water treatment plants, service reservoirs, and selected areas within the water distribution network in each of the 20+ centres where WPNG is present.

PREMIUM WATER SERVICES

WPNG’s goals are to achieve operational sustainability, ensure standard compliance, and meet community obligations.

The organisation prides itself on clearly understanding the needs of its consumers, offering the safest drinking water and wastewater treatments.

It uses facilities built from its nearly 40 years’ worth of hands-on experience in the industry. In addition to water and sanitation supply, WPNG has the ability to design, install, maintain, and in specific cases, operate premium water supply and wastewater treatment systems.

“Beyond supply, we deliver end-to-end solutions across the full infrastructure lifecycle – from design and installation through to long-term operations and maintenance.

“This integrated approach allows us to maintain high standards of quality, efficiency, and compliance, whilst ensuring that systems remain reliable and sustainable in even the most challenging environments,” Young dictates.

Specifically, for sewerage, the company maintains systems in more than 20 centres, including the capital Lae, Mount Hagen, Madang, Popondetta, Kimbe, Alotau, and Kundiawa.

Sewerage plants treat the wastewater that comes from domestic, commercial, and industrial sources. The collection, treatment, and disposal of sewage is an integral part of WPNG’s operations.

With the greatest volume of wastewater coming from toilets and showers, 99.7 percent of sewage is water, whilst the rest is dissolved and suspended matter. These components must then undergo a treatment process so that when finally disposed of, they are not harmful to the natural ecosystem or residents.

“Our mission is to be the leading provider of safe, reliable, and affordable water and sanitation services in PNG. We remain focused on expanding access whilst ensuring long-term sustainability and operational excellence,” details Young.

SUPPORTING NATIONAL DEVELOPMENT

A crucial area of focus for WPNG is its provision of safe and sustainable water and sanitation services on an equitable basis.

“We are focused on delivering services in line with recognised industry and regulatory standards, whilst strengthening reliability and expanding access across our service areas,” Young expands.

“At the same time, we are formalising our community service obligations to ensure service delivery to underserved communities is both equitable and sustainably funded, allowing us to balance our social mandate with long-term financial viability.”

WPNG’s efforts in achieving these mandates can be directly seen in some of its more recent projects and investments, such as the Kainantu Water Supply Project, Kundiawa Packaged Wastewater Treatment Plant (PWWTP) Civil Works, and more.

“We continue to invest in infrastructure that strengthens service delivery and supports national development. Key initiatives include the construction of the WPNG head office, treatment plant upgrades, environmental compliance projects, and network expansion programmes, such as the Bulolo Water Supply Project,” expands Young.

Additionally, the company has embarked on the Lae Biscuit Water Supply Pipeline Extension, in which, through a capital advance agreement, it laid 1,400 metres of reticulation main and associated works to address low pressure and supply water to new industrial customers.

Having taken place in Lae, this project successfully supplied water to seven new industrial clients located within the capital, alongside addressing the low pressure that was experienced by Lae Biscuit’s existing factory.

In parallel, Water PNG worked on the Yangoru Water Supply Project in the East Sepik Province. The goal of this initiative was to provide potable drinking water to the district township and nearby communities, totalling approximately 3,000 people, which was completed in alignment with the company’s vision and mission.

“These investments are a direct reflection of WPNG’s commitment to delivering resilient, future-focused infrastructure,” Young prides.

LONG-TERM ECONOMIC DEVELOPMENT

The Kundiawa PWWTP Civil Works, which WPNG undertook in the Simbu Province, were significant to the community as it ensured sewerage effluent met regulatory and environmental guidelines.

“For this project, we undertook a critical upgrade of the reticulation system through the replacement of the existing pipeline with a 200-millimetre diameter line. This investment has improved network capacity and operational efficiency, enabling the now fully operational treatment plant to deliver a more stable and consistent water supply to the township,” insights Young.

The upgrade represents an important step in supporting urban growth and improving service reliability for the community – key pillars for WPNG.

Equally, the company engaged in the Kainantu Water Supply Project, where the objective was to provide potable drinking water to the district town and nearby villages comprising over 8,000 citizens.

“In Kainantu, we have prioritised the restoration and expansion of supply capacity. The refurbishment of the existing bore successfully reinstated reliable water delivery to the town, stabilising supply in the immediate term,” states Young.

“In parallel, the drilling of a new bore reflects our proactive approach to future demand management. Once equipped and brought into operation, this additional source will further strengthen system resilience and provide greater flexibility in meeting the needs of a growing population.”

These various projects are a part of WPNG’s broader strategic agenda to modernise infrastructure, reduce service disruptions, and build resilient water systems that can support long-term economic and social development.

Through targeted investments such as these, the company is reinforcing its commitment to delivering safe, dependable, and sustainable water and sanitation services nationwide.

ENABLING HEALTHIER COMMUNITIES

Water PNG’s motto, ‘Connect, Inform, Educate’, is not just a tag line, but the roadmap the company follows each day to motivate the global pump industry, drive leadership, and create future leaders in the industry it is passionate about.

The company creates connections for pump professionals by providing them with a platform to share knowledge and experience.

“We prioritise collaboration and knowledge sharing across the sector. Our approach supports industry engagement, promotes best practices, and contributes to building long-term capacity,” Young expands.

This gives professionals within the industry a place to connect with each other and easily access best practices and standards. Not only does this help WPNG continue to develop within the ever-changing climate, but it also allows the entire sector to come together and collectively grow for the betterment of all.

Alongside assisting the development of industry professionals, the company recognises the critical importance team members play in its day-to-day success, working to empower and highlight the contributions they make.

“Our staff are central to our success. We are committed to creating a supportive environment that encourages growth, recognises performance, and enables our team to contribute meaningfully to the organisation,” Young affirms.

IMPROVING LIVES FOR THE BETTER

Integral to Water PNG’s core DNA is its work towards developing socially responsible practices for PNG communities and residents.

“Our work directly contributes to national development by improving access to safe water and sanitation. This supports healthier communities, reduces waterborne diseases, and strengthens socioeconomic outcomes across the country,” explains Young.

As the company continues to look ahead towards a future where water accessibility is equitable, sustainable, and safe, it is using its four decades of industry leadership and experience to pave the way and positively influence public health, economic development, and quality of life for all.

“Our main focus remains on expanding access, strengthening infrastructure, improving operational efficiency, and ensuring services are delivered sustainably and equitably,” Young asserts.

WPNG will not only stay true to its original doctrine of rationalising the provision of water supply and sanitation in the urban areas of PNG, but also adhere to its corporate values and goals in order to uplift the entire community as one.

Water is one of the most essential necessities for life, and its management is critical for ensuring residential, agricultural, and industrial processes function smoothly and reliably.

“WPNG remains committed to delivering essential services that improve lives and support PNG’s long-term development,” concludes Young.

WATER PNG LTD PARTNER

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We sit down with Dr Omera Khan, Chief of Staff, Strategy and ESG Lead at DHL Supply Chain Asia Pacific, who discusses the rise of artificial intelligence in today’s supply chain sector, the resilience required to thrive, and why human judgement remains crucial.

SHAPING INTELLIGENT SUPPLY CHAINS

As artificial intelligence (AI) rapidly reshapes global supply chains, businesses across the Asia Pacific (APAC) region face a new challenge – how to balance intelligent automation with human adaptability, ethical judgement, and resilience.

From predictive analytics and digital twins to increasingly complex geopolitical and environmental disruptions, the supply chain and logistics sector is evolving faster than ever before.

However, whilst technology is transforming operational capabilities, many organisations are still grappling with the skills, leadership, and cultural shifts required to fully realise its value.

At the forefront of these conversations is DHL Supply Chain Asia Pacific, who continues to help businesses design more responsive, resilient, and sustainable supply chains through digital innovation, customer centric strategies, and forward-thinking operational models.

Instrumental to this effort is Dr Omera Khan, Chief of Staff, Strategy and ESG Lead, whose career spans academia, design procurement, and global supply chain risk management.

Today, she works closely with DHL Supply Chain Asia Pacific’s leadership teams and customers to develop strategies that balance resilience, responsiveness, sustainability, and long-term business performance in an increasingly volatile environment.

From developing workforce capabilities to embedding ethics into AI-powered systems, DHL Supply Chain Asia Pacific is helping organisations move beyond traditional operational models and prepare for the next era of supply chain excellence.

We speak with Dr Khan about what she calls a growing ‘skills paradox’, the evolving relationship between humans and intelligent systems, and how businesses can build resilient, future-ready supply chains across the APAC region.

Q&A WITH DR OMERA KHAN, CHIEF OF STAFF, STRATEGY AND ESG LEAD, DHL SUPPLY CHAIN ASIA PACIFIC

Firstly, could you tell us about your career to date and how you became a leading professor in supply chain risk management?

Dr Omera Khan, Chief of Staff, Strategy and ESG Lead (OK): At first glance, my path to logistics may have seemed unlikely. I began by studying textiles with the intention of joining the family business, before later undertaking a Master of Philosophy (MPhil) in Design Procurement. But in many ways, the foundations of my career in supply chain were being laid from the very beginning.

Whilst writing a chapter on creativity and product innovation at the University of Manchester Institute of Science and Technology (UMIST), my curiosity began to shift.

I found myself asking bigger questions: where does innovation really come from? How do we procure design in a way that truly meets customer demand? And how can we know, at the earliest design stage, whether the product designs we commit too will succeed in the marketplace 12 to 18 months later? Long before the hype of fast fashion and Zara, we had lengthy fashion lifecycles and seasons!

That work led to recognition, and I was awarded a fully funded scholarship for my PhD at Alliance Manchester Business School. There I was able to explore questions that were, in essence, about designing end-to-end supply chains, risk and sustainability, and, eventually, customer-centric supply chains.

A key contribution of my PhD was the recognition that supply chains begin on the drawing board, and that the decisions we make at that early stage have a profound impact on risk, resilience, and responsiveness.

Looking back, I can see that I was connecting these dots all along: why certain products succeed, how customer-centric cycles work, and, crucially, how resilience underpins it all. Having grown up in a family of textile manufacturers, I was closer to supply chains than I first realised.

My creative side was drawn to design, but I wanted to understand the systems behind it: the logistics, supply chain decisions, and operational disciplines that bring ideas to market successfully and ultimately improve business performance.

At the time, I did not set out to build a career in supply chain risk management; I simply followed that curiosity.

It eventually led me to become a professor in the field and is the same perspective I now bring to DHL Supply Chain Asia Pacific: helping to shape responsive, customer-backed strategies that balance resilience, reliability, responsiveness, and sustainability in a far more volatile world.

Can you explain the ‘skills paradox’ in the context of the APAC region, and how some organisations still lag when it comes to preparing people to guide, interpret, and challenge intelligent technology systems today?

OK: Despite the promises of AI, I’m detecting a growing unease beneath the surface, something I call the ‘skills paradox’.

On the one hand, AI is streamlining and automating many of the technical tasks that once defined supply chain expertise: data cleansing, forecasting, and even scenario modelling. However, on the other, it’s creating new demands for capabilities that few organisation are truly prepared for, such as data fluency, critical interpretation, and the ability to collaborate effectively with intelligent systems.

In many ways, our education and training models haven’t kept up. We’re still equipping professionals to do the work that AI is increasingly automating, rather than equipping them to direct and amplify it.

In the APAC region, the pace of digitalisation is extraordinary, but capability-building hasn’t always kept up. We continue to prize experience over adaptability and technical know-how over conceptual thinking; the result is a widening gap between what our systems can do and what our people understand about them.

The gap is not only technical, but also cultural. Many organisations still promote based on the old metrics of mastery rather than curiosity, when the real advantage now lies with those who ask better ‘what if’ questions, translate complex insights, and balance efficiency with ethics.

Left unaddressed, this creates fragility – a sophisticated tech stack guided by insufficiently prepared human judgment.

Could you provide us with insight into the next era of supply chain excellence, where you anticipate adaptability, critical thinking, and ethical judgement become competitive advantages?

OK: We’re at an inflection point. Excellence used to be measured by accuracy, efficiency, and control; more recently, it’s by speed, resilience, and alignment to strategic goals like sustainability.

Yet, with AI embedded, what now sets organisations apart is how effectively their people adapt, interpret, and challenge intelligent systems.

AI can surface patterns and possibilities, but only humans can determine priorities, weigh trade-offs, and make decisions that balance efficiency with responsibility.

In practice, that means the future supply chain professional must bridge algorithmic insight with business judgment – part analyst, part strategist, and part storyteller, translating digital intelligence into meaningful action.

Technology is no longer the differentiator – it’s people who can guide, question, and shape technology that will define true supply chain excellence.

Given APAC’s rapid digitalisation and ongoing talent transformation in logistics, how can businesses best use AI to elevate – not replace – the human role?

OK: The goal isn’t a purely human or purely digital supply chain – it’s a thoughtful partnership. AI should push humans up the value chain, from executing tasks and making short-cycle decisions to shaping systems for long‑horizon design.

This requires three habits:

• Treating AI as a co-pilot that we routinely interrogate.
• Using predictive and prescriptive analytics to augment planner foresight.
• Hard-wiring ethics and purpose into decision frameworks so optimisation never outpaces responsibility.

At DHL Supply Chain Asia Pacific, we design with our customers in mind, building networks that are responsive, not just efficient.

Resilience and efficiency go hand‑in‑hand – diversify where it matters, standardise processes to avoid complexity, leverage real‑time visibility to act early, and scale capacity flexibly.

AI strengthens each lever, but humans set the objectives, define acceptable risk, and choose when to bend and when to build buffers.

What practical guidance do you have for businesses looking to build an AI-ready workforce, including rethinking education models, capability development, and leadership culture?

OK: To build an AI-ready workforce, organisations need to rethink how people learn, develop, and lead.

It starts with modernising education – moving beyond pre-AI process training to curricula that blend technical fluency, such as data ethics, bias, and model limitations, with strategic skills like problem framing and scenario design. The goal is to teach people to interrogate intelligent systems, not merely operate them.

Learning must also shift from theory to experience by employing immersive methods such as digital simulations, AI sandboxes, and scenario planning exercises.

The aim isn’t to create data scientists everywhere, but to build confidence and fluency in engaging with intelligent tools.

At the organisational level, businesses need to replace role-based training with capability-based development. Skills like curiosity, critical thinking, and ethical reasoning enable people to adapt as technology evolves.

This must be supported by leaders who model AI literacy, reward thoughtful questioning, and foster a culture of continuous learning.

Finally, organisations should embed clear ethical governance. That means checking models for bias, ensuring transparency, defining when humans must override automated outputs, and maintaining accountability for decisions, no matter how intelligent the system becomes.

Lastly, what does the future hold for DHL Supply Chain Asia Pacific? How do you plan to continue enabling a both a more digital and sustainable future?

OK: Supply chains now operate in a polycrisis world with interconnected geopolitical, environmental, social, and technological risks.

Our strategy is to build networks that can bend without breaking by diversifying intelligently, standardising globally, and leveraging real‑time visibility to act before risks become crises.

When the Red Sea crisis forced rerouting via the Cape of Good Hope in 2023, it was a vivid example of how geopolitics cascades into cost, lead time, and emissions challenges, underscoring why resilience and sustainability must advance together.

At DHL Supply Chain Asia Pacific, we continue to partner and design customer-centric supply chains, integrating predictive analytics, digital twins, and operational playbooks with clear sustainability goals.

In practical terms, this means scenario‑ready capacity, multi‑user facilities for flexible scaling, and governance that balances speed with responsibility.

Trade, like water, will always find a way. Our role is to build the channels, both digital and physical, that keep it flowing – reliably and responsibly.

The post DHL Supply Chain Asia Pacific : Shaping Intelligent Supply Chains appeared first on APAC Outlook Magazine.

Digital Matter helps businesses connect, protect, and derive more value from their assets. Loïc Barancourt, CEO, discusses how manufacturers can leverage new technologies to improve visibility across manufacturing plants and supply chains, and the importance of human insight as Industry 5.0 moves ever closer.

LONG-LIFE ASSET TRACKING

As the dawn of Industry 5.0 shifts away from overreliance on machinery and returns to focusing on people, manufacturers are increasingly using the Internet of Things (IoT) to elevate human decision-making by turning machine data into trusted, actionable insights.

Over the last decade, Industry 4.0 has focused on automating processes to ensure a strong return on investment (ROI) and increase efficiencies.

When dealing with complex systems and supply chains, however, the decision-making process often involves a plethora of subtleties and nuances that can only be made sense of by humans with a deep understanding of the industry and its complexities.

“The supply chain leader is at the heart of Industry 5.0 – subject matter experts with amplified capacity and bandwidth who have the most insight and can therefore make better decisions,” opens Loïc Barancourt, CEO of Digital Matter, a leading global developer and manufacturer of IoT hardware solutions.

Ultimately, the systems invented during Industry 4.0 should now be used to facilitate and augment access to enhanced insights, so better decisions can be made as the industry advances towards Industry 5.0.

DEPLOY ONCE

Capable of determining whether IoT deployments succeed or are abandoned, battery life, device design, and connectivity strategy are becoming increasingly important for supply chain leaders seeking reliable, end-to-end visibility across operations.

“When you consider a manufacturing business operating at scale, you’ve got a large supply chain with lots of moving parts,” Barancourt exemplifies.

He points out the importance of maintaining full visibility of the assets moving through the supply chain – from supplier through to manufacturer, distributor, and end user.

As such, tracking returnable transport packaging (RTP) used throughout these operations has become an important aspect of maintaining a transparent and efficient supply chain, enabling full visibility, resilience, and security.

“If a container, rack, or any specialised RTP doesn’t return in time, it can cause production to stop, which is why tracking is critical,” Barancourt emphasises.

The use of IoT inside manufacturing plants is also on the up, improving visibility within manufacturing processes.

“In instances such as these, manufacturers need a tracking device that is robust, long-lasting, and can send regular volumes of data over multi-year periods,” he outlines.

As such, Digital Matter’s ‘deploy once’ approach focuses on engineering ultra-rugged IoT trackers that function reliably for their entire service life – often spanning up to a decade – without requiring maintenance or battery changes.

The company also recognises that whilst connectivity can influence battery performance, the greater challenge in global supply chains is network availability, which varies significantly by region.

To address this, its devices are designed to intelligently determine their location and connect to the most appropriate available network, helping maintain consistent visibility across diverse geographies without compromising efficiency.

“It’s a delicate art and fine balance to strike, but something we’ve mastered here at Digital Matter,” Barancourt prides.

THE REAL ROI

As supply chain visibility gaps beyond the factory floor continue to impact production readiness, resilience, and decision-making, returnable assets across upstream and downstream operations are becoming more frequently lost, damaged, or delayed.

Large-scale original equipment manufacturers (OEMs) in the automotive space, for example, are working hard to address these gaps as they require complete visibility to ensure parts are in transit, preventing potential issues before they escalate.

“If your supplier doesn’t have enough RTP to move goods, you can anticipate this and manage your asset fleet with visibility, which leads to better, more well-informed decisions being made,” Barancourt explains.

As such, with optimised visibility, manufacturers can make their fleets work harder and smarter.

In this way, the deployment of IoT trackers supporting systems to manage RTP is at the core of ROI when it comes to utilising assets advantageously to guarantee a smooth supply chain.

“The real value comes from improved asset utilisation – that’s where the real ROI is,” he adds.

DETAILS MATTER

Digital Matter is helping industrial teams deploy low-power IoT in ways that truly make sense in live production environments, where performance expectations are high and failure can be costly.

In the world of battery-powered devices, the margin for error is slim. Small design miscalculations can have disproportionate consequences once devices are deployed at scale, often surfacing as significantly shorter battery life than anticipated.

For customers building long-term visibility strategies, those missteps can quickly undermine the business case.

“Mistakes can cause the battery to drain two, three, or four times faster than it should,” Barancourt sets out.

“If battery life drops from six years to six months, that’s a major issue.”

This means a digital control tower that a supply chain leader has built for end-to-end visibility can suddenly lose effectiveness if hardware in the field underperforms.

Ensuring a trusted, predictable flow of data from distributed physical assets back into those systems is critical – and exactly what the company is designed to deliver.

Digital Matter’s attention to detail has enabled it to build a reputation as a global leader, with constant innovation delivering reliable solutions for customers looking to connect their assets.

In the year ahead, the company’s vision is to become the partner of choice for tracking and monitoring the assets that matter.

“We have 1,500 resellers around the world who trust us with their tracking and monitoring requirements,” Barancourt tells us.

As such, it is seeing strong demand from resellers serving manufacturing and supply chain customers, particularly when it comes to supply chain visibility – an area in which it has identified significant growth.

“We’re doubling down on innovation in this area, with new products including cold chain solutions and cellular-connected labels launching soon,” he reveals.

Looking to the future, Digital Matter also anticipates furnishing Industry 5.0 supply chain leaders with AI-enabled software solutions to make better decisions.

“We want to be the trusted provider of reliable physical data feeding into those AI-native operations,” he confidently concludes.

MANTA FUSION – IOT SENSOR PRODUCT OF THE YEAR

Earlier this year, Digital Matter’s Manta Fusion tracking device was selected as IoT Sensor Product of the Year at the 10th annual IoT Breakthrough Awards.

Recognised for its approach to delivering multi-technology location accuracy, ultra-long battery life, and advanced sensing, the tracker aligns with the company’s ‘deploy once’ approach thanks so its 10+ years of battery life.

Barancourt cites the sensor’s ability to achieve superior outdoor location accuracy whilst maintaining the same exceptional indoor performance, with the award serving as a recognition of the company’s commitment to delivering practical, long-life solutions that perform reliably in the field.

As such, Manta Fusion sets a new standard in IoT asset tracking and sensing.

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