Hisense Middle East has received the Dubai Chamber ESG Label, recognising its commitment to sustainable business practices, responsible governance and environmental performance. The award highlights how the electronics manufacturer is aligning its regional operations with its global sustainability strategy.

Why Hisense Received the Dubai Chamber ESG Label

Hisense Middle East has been awarded the Dubai Chamber Environmental, Social and Governance (ESG) Label, recognising its efforts to integrate responsible business practices into its operations in the United Arab Emirates (UAE).

Presented by the Dubai Chamber’s Centre for Responsible Business, the label recognises organisations demonstrating strong ESG performance and a commitment to continuous improvement.

For Hisense, the recognition reflects its approach to aligning local operations with global sustainability objectives, encompassing environmental management, corporate governance and social responsibility.

The UAE is an important regional market for the electronics manufacturer, which operates in more than 180 countries.

How Sustainable Manufacturing Supports Hisense’s ESG Strategy

Hisense’s wider sustainability strategy includes initiatives to reduce the environmental impact of its manufacturing activities and improve operational efficiency.

Globally, the company is expanding green factories, adopting low-carbon technologies and manufacturing standards, and developing zero-carbon manufacturing facilities.

It is also pursuing emissions reduction programmes and operational improvements intended to support long-term business resilience.

These initiatives provide the broader context for Hisense’s sustainability commitments in the UAE, where the company is working to incorporate ESG principles into its regional business practices.

The announcement does not disclose specific emissions reductions or quantified environmental improvements achieved by its UAE operations.

Why Corporate Governance and Social Responsibility Matter

The Dubai Chamber ESG Label also recognises Hisense’s approach to the social and governance aspects of sustainability.

Beyond environmental performance, the company emphasises ethical business conduct, employee wellbeing and responsible corporate practices.

Jason Ou, President of Hisense Middle East and Africa (MEA) and India, said: “We are proud to receive the Dubai Chamber ESG Label, which reflects our commitment to operating responsibly and creating long-term value in the UAE. This recognition reinforces our belief that sustainable business practices and innovation go hand in hand, and we remain focused on making a positive impact for our customers, partners, employees and the communities we serve.”

Hisense’s approach reflects its stated commitment to incorporating environmental and social considerations into business operations rather than treating sustainability solely as a manufacturing issue.

The Role of Innovation in Hisense’s Sustainability Strategy

Hisense is also supporting regional innovation through its headquarters and research and development (R&D) capabilities in Dubai.

These operations help the company develop products and solutions in response to changing market requirements while supporting its wider business strategy.

The Dubai Chamber ESG Label provides independent recognition of Hisense’s regional approach to responsible business practices.

The post Why Hisense Has Been Recognised for ESG Performance in the UAE appeared first on APAC Outlook Magazine.

Adani Enterprises and Jabil have signed a memorandum of understanding to establish a 50:50 joint venture manufacturing artificial intelligence (AI) data centre equipment in India, targeting growing global demand for advanced computing infrastructure, power systems and cooling technology.

Building India’s AI Hardware Manufacturing Capacity

Adani Enterprises and Jabil have announced plans to establish a joint venture focused on manufacturing and assembling AI infrastructure equipment in India.

The proposed 50:50 partnership would develop a multi-gigawatt manufacturing platform, producing hardware for hyperscale data centres, cloud providers and enterprise customers.

The companies signed a non-binding memorandum of understanding (MoU) on 13 October 2026, following their initial announcement in June of plans to explore a strategic manufacturing alliance.

The venture remains subject to definitive agreements, regulatory approvals and customary conditions.

Once established, it would combine Jabil’s engineering and manufacturing capabilities with Adani’s energy, infrastructure and data centre operations.

Manufacturing AI Servers, Racks and Cooling Systems

The proposed manufacturing operation would produce AI racks, servers, storage systems and networking equipment used in high-performance computing environments.

Its portfolio would also include power distribution units, transformers and liquid-cooling systems, reflecting the growing importance of power management and thermal efficiency in AI infrastructure.

The companies envisage multi-gigawatt AI rack manufacturing capacity, alongside installation and commissioning services.

Gautam Adani, Chairman of Adani Group, said: “The AI revolution will demand far more than just breakthroughs in algorithms. It will require an entire new industrial architecture where energy, hyperscale infrastructure, advanced computing and precision manufacturing converge to power the intelligence economy.”

The partnership would extend Adani’s involvement in AI infrastructure beyond energy generation and data centre development into the manufacture of critical computing equipment.

India Targets Growing Global Data Centre Demand

India’s data centre capacity is forecast to reach between five and eight gigawatts by 2030, supported by increasing AI adoption, cloud expansion and data localisation requirements.

The companies also point to more than USD$50 billion in planned hyperscaler investment across India’s data centre, cloud and AI ecosystems.

Globally, Adani and Jabil estimate the market opportunity for AI infrastructure at more than USD$3 trillion over the next seven years.

The proposed venture would establish an Indian manufacturing base capable of serving domestic customers while supporting international exports.

Mike Dastoor, CEO of Jabil, said: “The signing of this MoU is the next step forward in our shared efforts to establish a scaled AI infrastructure manufacturing platform in India, a market we believe will become increasingly important for both domestic and global AI infrastructure demand.”

“Integrating Jabil’s 60 years of engineering and manufacturing expertise with Adani’s significant infrastructure and energy capabilities, we can bring our rack-level data center solutions to more hyperscalers in India and around the world.”

Expanding Advanced Manufacturing and Infrastructure Investment

The partnership aligns with Adani Group’s commitment to invest USD$100 billion in developing five gigawatts of green-energy-powered, hyperscale AI-ready data centres by 2035.

For Jabil, which reported USD$36 billion in revenue during its 2026 financial year, the venture would strengthen its manufacturing presence in India’s expanding technology infrastructure market.

The company has also developed its data centre capabilities through acquisitions, including Hanley Energy Group, which specialises in power and energy management, and Mikros Technologies, a provider of liquid-cooling solutions.

India’s policy environment is expected to support further investment, including the Union Budget 2026 tax holiday for data centres extending to 2047.

The post Adani and Jabil Plan Joint Venture to Manufacture AI Data Centre Hardware in India appeared first on APAC Outlook Magazine.

McDonald’s has unveiled new growth and efficiency targets under its McDonald’s > NEXT strategy, with plans to improve food quality, personalise customer experiences and modernise restaurants. The fast-food giant is also targeting increased market share in chicken and beverages by 2030.

McDonald’s Unveils Growth Strategy

McDonald’s has outlined its McDonald’s > NEXT strategy, introducing new targets designed to increase customer visits, improve restaurant efficiency and strengthen its position in the global food and beverage market.

Building on its Accelerating the Arches strategy, launched in 2020, the initiative aims to make McDonald’s the first choice for more customers, more often.

The company serves more than 70 million customers daily and operates over 46,000 restaurants worldwide. It also has nearly 220 million active loyalty members across 70 markets, providing a substantial platform for personalised customer engagement.

“McDonald’s has the unmatched scale, customer insights, brand loyalty, and operational capabilities to not only adapt to the next wave of change in our industry, but to turn it into an advantage,” said Chris Kempczinski, Chairman and Chief Executive Officer of McDonald’s.

What Are the Four Pillars of McDonald’s > NEXT?

The strategy focuses on four areas designed to improve the customer experience while increasing operational productivity.

• Menu > NEXT: Improving food quality, consistency and innovation to encourage customers to choose McDonald’s more frequently.
• Consumer > NEXT: Using customer insights, loyalty programmes and personalisation to strengthen relationships and encourage repeat visits.
• Restaurant > NEXT: Simplifying operations, modernising restaurant design and introducing generative artificial intelligence (AI) through its ArchIQ technology platform.
• People > NEXT: Supporting employees in delivering more consistent customer service and hospitality.

McDonald’s is also launching Make It Golden, a multi-year programme designed to improve food quality and hospitality across its restaurant network.

The initiative will bring together employees and franchisees around a shared approach to improving customer experiences.

Categories Targeted for Growth

A central element of the strategy is expanding McDonald’s presence in key food and beverage categories.

By 2030, the company is targeting market share gains of 1.5 percentage points in both chicken and beverages, while maintaining its leadership position in beef.

These ambitions reflect McDonald’s focus on increasing customer preference through menu development, improved execution and greater personalisation.

The company also aims to strengthen customer loyalty by using its technology platforms and customer data to identify opportunities and introduce successful innovations across its global restaurant network.

AI and Restaurant Modernisation to Improve Efficiency

Technology investment will play a significant role in the strategy, particularly through the deployment of AI-enabled ArchIQ systems and simplified restaurant operations.

McDonald’s is targeting approximately 250 basis points of gross restaurant-level efficiency improvements across its US and International Operated Markets as the strategy is implemented.

This could generate approximately USD$100,000 in annual cash flow benefits for the average US restaurant, with most of the savings expected to improve restaurant profitability over time.

To support implementation, McDonald’s plans to provide approximately USD$8.5 billion in financial support to franchisees through 2036, including approximately USD$5 billion by 2030.

This support will combine rent relief and capital investment to help accelerate restaurant modernisation, technology deployment and operational improvements.

McDonald’s estimates that franchisees could achieve a payback period of approximately four years following this support.

What Does McDonald’s > NEXT Mean for Customers?

For customers, the strategy is intended to deliver improvements in food quality, ordering experiences, personalisation and service consistency.

For franchisees, the focus is on reducing operational complexity, improving productivity and strengthening restaurant economics.

McDonald’s is also targeting an operating margin in the low-to-mid 50 per cent range by 2030, supported by stronger sales performance and efficiency improvements.

While individual markets will determine how they implement the strategy, McDonald’s intends to combine globally developed technology and operational systems with local customer insights.

The company expects the combined approach to increase customer visits, strengthen restaurant profitability and create further opportunities for investment in its global business.

The post What Is the McDonald’s > NEXT Strategy, and What Does It Mean for Customers? appeared first on APAC Outlook Magazine.

Global manufacturers increased purchasing activity in September as demand strengthened across major industrial markets, according to GEP’s latest Supply Chain Volatility Index. However, rising material shortages and transportation costs are creating fresh challenges for procurement and supply chain leaders.

Global Manufacturing Demand Strengthens

Global manufacturers increased purchases of raw materials, commodities and components in September 2026, signalling stronger industrial activity heading into the fourth quarter.

The latest GEP Global Supply Chain Volatility Index, produced by GEP and S&P Global, found that purchasing growth reached its highest level since May and approached its 2026 peak.

The index draws on monthly purchasing managers’ surveys covering approximately 27,000 businesses across more than 40 countries.

Demand strengthened across North America, Asia and Europe, with particularly strong purchasing activity in the US, Germany, Taiwan and South Korea.

However, the recovery in demand coincided with renewed supply chain pressures, including material shortages and higher transportation costs.

Material Shortages and Logistics Costs Increase

The report found that shortages of critical manufacturing inputs increased for the first time since May, particularly affecting oil and oil-based products.

Transportation costs also rose as global oil prices increased, marking the first monthly rise in average global logistics prices since April.

John Piatek, Vice President, GEP Consulting, said: “Manufacturers are buying more because demand is strengthening, but they’re doing so at a time when shortages and transportation costs are starting to rise again.”

“For companies, that means the priority shifts from simply protecting inventory to securing supply and controlling costs. If demand continues to build through the fourth quarter, businesses that wait will face tighter availability and higher input costs.”

Regional Supply Chain Performance Diverges

The September index revealed contrasting conditions across major manufacturing regions.

• Asia: The index increased to 1.49 from 1.24, reaching a three-month high as stronger factory demand coincided with tighter supply conditions.
• North America: The index rose to 1.13 from 0.87, its highest level since June, supported by stronger US manufacturing activity.
• Europe: The index declined to 0.66 from 1.27, indicating the lowest level of supply chain disruption since March.
• UK: The index fell to 0.59 from 1.10 as manufacturers reduced stockpiling activity, easing pressure on supply chains.

Although purchasing increased across the three major regions, the figures suggest supply constraints were becoming more pronounced in Asia and North America while easing in Europe.

Manufacturers Reduce Inventory Stockpiling

The report also identified a continued decline in manufacturers building additional inventory buffers.

Stockpiling activity has fallen since reaching a peak in June, although inventory accumulation remains historically elevated.

According to GEP, this suggests procurement managers continue to hold additional materials as protection against inflation and potential supply shortages.

Meanwhile, reports of production backlogs caused by labour shortages declined in September, indicating that workforce capacity was becoming less of a constraint on global supply chains.

Procurement Leaders Face Renewed Cost Pressures

The latest findings highlight the challenges facing procurement teams as industrial demand strengthens alongside rising input and logistics costs.

With supply shortages returning and energy-related pressures increasing, manufacturers face renewed decisions over sourcing strategies, inventory levels and supplier availability.

The index measures supply chain capacity pressures, with readings above zero indicating that capacity is being stretched.

Despite regional differences, September’s results point to stronger manufacturing demand entering the final quarter of 2026, alongside growing risks to material availability and procurement costs.

The next GEP Global Supply Chain Volatility Index is scheduled for 11 November 2026.

For more insight into the opportunities and challenges surrounding artificial intelligence (AI) in supply chain management, read Why the Biggest Supply Chain AI Prize May Be the Wrong Place to Start in Supply Chain Outlook.

In this feature from ‘The Thought Leader’ editorial series, James Larmer, Global AI and Supply Chain Transformation Leader at GEP explores why businesses may achieve greater value by focusing on practical, achievable AI applications rather than pursuing the most ambitious opportunities first.

The post GEP: Global Manufacturing Demand Rises as Supply Chain Pressures Intensify appeared first on APAC Outlook Magazine.

As Papua New Guinea’s energy sector begins to accelerate its electrification strategy and embrace renewable energy, PNG Power Ltd is on hand to help transform the country’s operations in this space, strengthen infrastructure, and build a more resilient energy future. We speak with Paul Bayly, CEO, to learn more.

POWERING A NEW FUTURE

The energy sector in Papua New Guinea (PNG) stands at a critical juncture as it looks to balance its immense natural resource potential against operational bottlenecks.

Historically, the sector has been hampered by a fragmented grid system, high operational costs, and a heavy reliance on imported diesel fuels, which have proven expensive and unsustainable.

A long-standing reliance on fossil fuels has left the nation’s energy architecture highly vulnerable to global fuel shocks and negatively affected by escalating financial deficits.

Furthermore, PNG’s typically rugged geography and highly dispersed rural population have so far presented extreme physical challenges for traditional infrastructure expansion.

Consequently, electricity access has remained low, leaving the vast majority of citizens without reliable power.

In recent years, however, the sector has evolved significantly through targeted legal, structural, and international interventions.

Indeed, the National Energy Authority (NEA) was established in PNG in 2021, modernising regulatory frameworks and paving the way for decentralised energy management and private sector investment.

These structural shifts have unlocked massive opportunities for renewable energy. By leveraging the country’s vast rivers and expansive, sunny stretches of surplus land, the government has pivoted aggressively towards large-scale hydropower and solar farm initiatives.

Despite these positive developments, however, significant challenges remain such as capital shortages and routine infrastructure failures.

Resolving these deep-rooted issues will require an unprecedented level of capital investment, institutional discipline, and strategic international coordination – something PNG Power Ltd (PPL), the country’s primary electricity authority, is on a mission to deliver.

Indeed, ongoing transformative practices within the country’s energy landscape aim to repair these vulnerabilities, shifting PNG away from its reliance on fossil fuels and towards a cleaner, more resilient energy future.

RESILIENCE, SUSTAINABILITY, AND CUSTOMER FOCUS

PPL is a fully integrated state-owned utility responsible for generating, transmitting, distributing, and retailing electricity in PNG.

As the nation’s sole power provider, it operates three major grids – Gazelle, Port Moresby, and Ramu – plus 17 provincial systems, with 580 megawatts of installed capacity.

The company serves more than 200,000 customers nationwide, ranging from rural households and government institutions to heavy industry and commercial businesses.

Since Paul Bayly’s appointment as CEO of PPL in March 2025, he has overseen a major turnaround plan based on seven critical pillars designed to modernise and future-proof.

“When I joined PPL, we had not turned a profit in 12 years and the company was technically insolvent, requiring urgent restructuring and recapitalisation,” recalls Bayly.

The plan included advancing the Ramu transmission lines, upgrading turbines at Yonki, Pauanda, and Rouna, improving supply lines for mining operations, and reducing non-technical energy loss through the introduction of smart metering to safeguard network integrity and improve current systems.

“These projects all aim to stabilise supply, reduce outages, and restore financial viability,” he observes.

As the energy landscape continues to shift towards resilience, sustainability, and customer focus, this transition requires disciplined execution, with solar farms being one of the most important developments to reduce environmental impacts.

PPL currently operates four solar farms, with three more under construction across key locations.

“The private sector is also getting involved, and we have a number of solar farm proposals out for which we have signed, or will soon sign, power purchase agreements (PPAs). This is an exciting development for PNG,” Bayly outlines.

ACCELERATING ELECTRIFICATION

The Asian Development Bank (ADB) recently agreed to loan PPL USD$100 million, providing a policy-based framework to restore sustainability across PNG’s power sector, recapitalise the company, and enable private sector participation in future projects.

The loan is part of a larger funding package for the Sustainable Energy Sector Development Programme, which is shifting reliance away from expensive diesel and towards cleaner, low-carbon, and renewable energy sources to restore the financial and operational health of PNG’s power sector over the next decade.

“The ADB’s involvement supports governance reforms, strengthens state-owned enterprise accountability, and funds clean energy expansion,” states Bayly.

Half of the funding is going directly into immediate, urgent repairs to stabilise the PNG grid, with the rest supporting PPL’s internal finances and enabling the company to transform into a green energy champion driving PNG’s growth.

“This financing is critical to stabilising PPL’s balance sheet and preparing us for partial privatisation,” he confirms.

Bayly and his team have worked assiduously to continue developing deep relationships between PPL and its long-term donors such as the ADB, World Bank, and Australian government.

“Their support is critical. These partners bring not only financing but also technical expertise and capacity building,” Bayly emphasises.

“They help us to accelerate electrification, integrate renewables, build in-house skills development, and ensure we can deliver on our electrification and renewable energy goals. Without them, our transformation would be far slower,” he adds.

RESTRUCTURING THE GRID

As it looks to invest in hydropower and transition away from diesel, PPL is upgrading its Rouna, Yonki, and Warangoi hydropower stations to increase renewable generation and grid stability.

“Hydropower is PNG’s greatest energy asset, which is why we’re upgrading these power stations to boost renewable generation,” highlights Bayly.

PNG has a vast hydropower potential of around 15 gigawatts, which is why projects such as Ramu 2 and Naoro Brown are being advanced rapidly with corporate backing.

PPL acts as the primary offtaker for both projects under PPAs, helping private developers to build the dams whilst promising to buy the electricity to sell to homes and businesses.

At the same time, the company’s work in this area is reducing reliance on costly and environmentally unsustainable diesel fuel generators.

“Projects like Ramu 2 and Naoro Brown will be game-changers in cutting costs, emissions, and fossil fuel dependence,” he notes.

Elsewhere, PPL is working with the government to restructure the three main grids in PNG – Gazelle, Port Moresby, and Ramu – to decentralise operations, reduce single points of failure, and improve reliability.

“Restructuring the grids was necessary to revitalise PPL. Whereas all major decisions were previously made in our head office, we have now decentralised operational control and accountability back to the main centres,” Bayly points out

This has helped PPL provide quicker and better local responses, with the overall objective of reliability, efficiency, and financial sustainability for every consumer.

The government’s six-month rescue plan includes selling loss-making provincial centres, focusing investment on profitable grids, and preparing for partial privatisation options.

PNG ELECTRIFICATION PARTNERSHIP

Currently, only around 21 percent of PNG’s population has access to electricity, leaving millions of citizens without reliable power.

Through the PNG Electrification Partnership with Australia, the US, Japan, and New Zealand (NZ) – in which PPL plays a central role – the company is working towards providing 70 percent of households with access to electricity by 2030.

The highly ambitious USD$1.7 billion international initiative is designed to transform PNG’s energy landscape by building out physical energy infrastructure, including power generation plants, transmission lines, and localised rural grids for remote communities.

In addition, the institutional overhaul is expected to include improving regulatory frameworks via partners like the National Association of Regulatory Utility Commissioners to unlock private sector investment and foster growth.

The partnership pools capital, expertise, and regulatory support from the four main donor nations, with Australia acting as the primary operational coordinator, injecting direct capital through the Australian Infrastructure Financing Facility for the Pacific.

The US is offering funding support through the US Agency for International Development, Japan is providing specialised technical cooperation through the Japan International Cooperation Agency, and NZ is focusing its development funding strictly around rural electrification schemes to help isolated villages.

“Reaching 70 percent coverage across the country will require over USD$700 million in targeted investment. It’s ambitious, but achievable with combined grid expansion and off-grid solutions,” Bayly states.

STRATEGIC FUTURE INVESTMENT

Having revived its apprenticeship programme after a six-year hiatus, PPL has recently recruited 200 apprentices across five trades – electrical fitting, lines mechanic, power station operator, diesel mechanic, and hydro mechanic.

With training taking place at PPL’s training college in Hohola, the programme is more than just a recruitment milestone – it’s a strategic investment bridging the skills gap within the PNG energy sector.

Vice Minister for State-Owned Enterprises, Raphael Tonpi, who attended a reopening ceremony last year, acknowledged how PPL’s work in this area directly supports the government’s agenda to expand technical and vocational pathways, reduce unemployment, and build resilience in critical industries.

Apprentices are now rotating through various PNG power centres as part of their education, learn from seasonal professionals, and complete block courses at the company’s training collage, graduating after four years with not only trade certificates but also the skills and confidence to lead PPL into a new era.

“This is a long-term investment in workforce sustainability and a way to tackle youth unemployment,” prides Bayly.

Indeed, PPL is committed to building a sustainable workforce that will power PNG for years to come.

“This year, we will also reactivate our Graduate Development Programme (GDP), which will see 20 graduates joining PPL to undertake a formal 12-month training programme,” he informs us.

The comprehensive GDP gives young professionals a direct pathway to permanent jobs in the energy sector.

“This is the thing that excites me the most about the future of PPL,” Bayly reflects.

TURNAROUND STRATEGY

As it looks ahead, PPL’s priorities are clear as it embarks on a comprehensive turnaround strategy designed to secure financial independence and transition PNG’s energy future.

To achieve this, the company is seeking to achieve operational excellence as it works to reduce unscheduled power outages and commercial losses across its networks.

In line with its efforts to embrace environmental responsibility, renewable integration is also a key priority for PPL, which is why it is expanding its hydropower projects and regional solar farms. It is hoped this shift will contribute to reducing PNG’s heavy reliance on fossil fuels.

Grid modernisation is at the top of PPL’s agenda as it actively upgrades legacy infrastructure through the deployment of smart technologies, automated distribution systems, and climate-resilient hardware capable of withstanding severe weather events.

Elsewhere, a primary corporate focus is to stabilise the company’s balance sheet by restructuring legacy debts and improving revenue collection. PPL is preparing its financial foundation to attract the private capital necessary for eventual privatisation.

To rebuild public confidence, PPL is also introducing flexible payment models, such as its Easipay pay-as-you-go system, to improve affordability whilst boosting power reliability for residential and commercial users.

Reflecting on the crucial characteristics of leadership, particularly given the adversity PPL has faced in recent years, Bayly highlights the recent resilience the company has shown.

“A good business can be ruined by the wrong people, but a bad business can be turned around with the right people. Leadership is about building trust, empowering teams, and staying focused on the mission,” he resolutely concludes.

The post PNG Power Ltd : Powering a New Future appeared first on APAC Outlook Magazine.

Focused on providing the highest-quality healthcare, Aspen Medical expertly combines international clinical standards with local expertise. Gavin Whiteside, CEO of Aspen Medical in Fiji, tells us more.

WORLD-CLASS HEALTHCARE FOR THE PEOPLE OF FIJI

Delivering world-class healthcare outcomes through investment in people, infrastructure, technology, and continuous improvement, Aspen Medical is a global healthcare solutions provider of safe, high-quality care dedicated to improving patient outcomes.

Established in 2003 and headquartered in Canberra, Australia, Aspen Medical provides healthcare and related services across multiple countries and regions. These services include hospital and health facility management, clinical services, occupational health, emergency and disaster response, health infrastructure, training and capacity building, and specialist medical services.

“We work with governments, healthcare institutions, defence, and private sector partners to deliver our services in complex and diverse environments,” introduces Gavin Whiteside, CEO of Aspen Medical in Fiji.

The organisation employs a large international workforce of healthcare professionals, allied health practitioners, and support staff across international operations, serving patients and communities in a range of settings. Specifically, in Fiji, Aspen Medical is working in partnership with the government through Health Care (Fiji) Pte Limited, managing the Lautoka and Ba Hospitals.

“Through these two facilities, we provide comprehensive hospital services to patients across the Western Division and other parts of the country, whilst supporting the development of clinical capabilities, healthcare infrastructure, technology, education, and quality improvement. Our services in Fiji span emergency medicine, surgery, maternity, paediatrics, oncology, cardiology, dialysis, intensive care, diagnostic imaging, pathology, rehabilitation, and a growing number of specialist services, ensuring Fijians have greater access to high-quality healthcare closer to home,” Whiteside continues.

Having started his professional journey in the Australian Army’s Infantry Corps, where he served for nearly 20 years, Whiteside’s transition into healthcare followed a conversation with a former military colleague who introduced him to an opportunity that would challenge him in a vastly different operational environment.

“My experience provided a strong foundation in leadership, teamwork, problem-solving, resilience, and building high-performing cultures. The prospect of applying my leadership experience in a sector focused on improving lives was incredibly appealing and set me on a new career path,” he details.

Over the past 13 years, Whiteside has led operations across the Pacific, with roles spanning healthcare, emergency management, and public services, and a consistent focus on delivering better outcomes for communities.

“What has kept me passionate about healthcare is the opportunity to help deliver services that make a genuine, lasting difference in people’s lives, whilst supporting teams that are driven by a shared purpose of improving community well-being,” he smiles.

MAKING A LASTING IMPACT

What truly sets Aspen Medical apart is its ability to combine international clinical standards with local expertise and partnerships. The organisation invests in its people, infrastructure, technology, and continued innovation to deliver sustainable healthcare outcomes.

In Fiji, rather than operating two hospitals, the organisation works alongside the Ministry of Health and Medical Services and the government to strengthen the country’s healthcare system for the long term.

“Our focus extends beyond delivering healthcare services. We aim to build capability, develop future healthcare leaders, introduce modern clinical practices, and continuously improve patient safety and quality,” insights Whiteside.

“Internal accreditation, investment in advanced medical technologies, and the recruitment of visiting specialist teams are all examples of our commitment to delivering healthcare that reflects best global practice whilst remaining responsive to local needs.”

For Aspen Medical, delivering world-class healthcare starts with maintaining high clinical standards and ensuring patients receive safe, evidence-based care. Since assuming management of the Lautoka and Ba Hospitals, the organisation has invested significantly in facilities, technology, workforce capability, and specialist services to improve access and outcomes for patients across Fiji.

It has also strengthened emergency care, enhanced diagnostic capability, introduced advanced cardiac interventions, improved cancer care, and modernised clinical processes across both hospitals.

“Equally important is our culture of continuous improvement. Every investment we make is guided by a single objective: improving patient outcomes and delivering safer, higher-quality care,” informs Whiteside.

INVESTING IN SUSTAINABLE OUTCOMES

One of the most significant initiatives Aspen Medical recently undertook was a major investment in and redevelopment of the Lautoka and Ba Hospitals in 2022.

At Lautoka Hospital, the organisation upgraded infrastructure, clinical equipment, and patient services. Specifically, these improvements included expanding specialist clinical services, upgrading operating theatres, improving critical care areas, enhancing diagnostic equipment, and modernising digital health technologies.

One of the most significant additions has been the establishment of Fiji’s first public cardiac catheterisation laboratory in the Western Division, enabling life-saving coronary interventions locally and reducing the need for patients to travel overseas,” informs Whiteside.

“Other investments include expanded dialysis capacity, advanced imaging technology, oncology services, improved neonatal equipment, new medical waste management infrastructure, digital clinical systems, and enhanced patient safety technologies.”

At Ba Hospital, Aspen Medical introduced the first CT scanner at a Fijian sub-divisional hospital, significantly improving diagnostic capability for communities across the Western Division. The organisation also introduced a modern nurse call system that enables patients to alert nursing staff instantly, improving response times, enhancing patient safety, and delivering a more responsive, patient-centred care experience.

These investments in Ba Hospital have been so monumental that the hospital recently received international accreditation.

“Achieving Joint Commission International (JCI) Gold Seal of Approval® is one of the most significant milestones in our journey in Fiji as JCI is recognised globally as the gold standard for healthcare quality and patient safety. Achieving accreditation demonstrates that Ba Hospital meets internationally recognised standards across every aspect of healthcare delivery, from clinical governance and infection prevention to medication management, patient safety, leadership, and quality improvement,” Whiteside prides.

This achievement reflects years of dedication from every member of the Aspen Medical team. It represents countless hours of training, auditing, collaboration, and commitment to continuous improvement. Most importantly, it provides patients and the community with confidence that care is delivered to internationally recognised standards.

DEVELOPING HEALTHCARE LEADERS

Aspen Medical recognises that continued success is only due to the hard work and dedication of its team members and celebrates that people are its greatest asset.

“We invest in professional development through structured education programmes, simulation-based training, leadership development, mentoring, clinical placements, and international partnerships,” expands Whiteside.

“Our teams regularly participate in emergency response training, specialist clinical workshops, patient safety programmes, and continued professional development initiatives. By investing in our people today, we are helping develop the healthcare leaders Fiji will rely on tomorrow.”

This is crucial because healthcare is ultimately about people. Whilst infrastructure, technology, and accreditation are important, it’s the people who make the greatest difference on a daily basis.

“I would like to acknowledge the dedication, professionalism, and compassion of every member of our team. Their commitment enables us to deliver exceptional care, strengthen Fiji’s health system, and improve outcomes for the communities we serve,” Whiteside recognises.

As Aspen Medical continues to look towards a successful, sustainable future, the organisation’s priorities remain focused on three areas: improving access, enhancing quality, and ensuring long-term sustainability. It will continue investing in modern healthcare infrastructure, digital transformation, workforce capacity, specialist services, and safety initiatives.

Strengthening partnerships with the Ministry of Health and Medical Services remains central to achieving these goals.

“We also aim to further expand specialist clinical services, improve operational efficiency, continue our quality improvement journey, and build on the international standards we have already achieved,” concludes Whiteside.

ASPEN MEDICAL PARTNER

The post Aspen Medical : World-Class Healthcare for the People of Fiji appeared first on APAC Outlook Magazine.

Delivering safe, efficient, and cost-effective services, Richglen Maintenance Services is Queensland’s go-to company for innovative mining solutions. Matt Borg, Managing Director, tells us more about the company’s vast repertoire.

MINING CAPABILITY IN ACTION

Starting with a man, a ute, and a vision, Richglen Maintenance Services (Richglen) has evolved from its humble origins 12 years ago into an expert in all things mining across the Queensland region.

As a Mackay-based business providing mechanical, electrical, and industrial services across the mining, milling, and port sectors, Richglen began in 2014 during a significant downturn in the industry.

“I had the experience and a clear vision for providing clients with a more flexible and cost-effective maintenance model, but very little in the way of resources. I initially borrowed my father’s ute to travel to mine sites, speak with clients, and test for support of the idea,” introduces Matt Borg, Managing Director.

“Within the first year, we had grown to six employees and secured our first major maintenance contract at Curragh Mine. From there, we continued to build our reputation through strong technical capability and delivering safe, quality, and cost-effective outcomes.”

An early milestone for Richglen was completing a complex dragline boom lowering and raising at Rolleston Mine in five days – an outage that would normally have taken 10. In 2026, the company has expanded from one man and a ute to a team of approximately 240 people, alongside moving from mechanical maintenance and shutdown services into electrical, capital project, and industrial service capabilities, operating from its purpose-built facility in Paget.

Richglen’s capabilities include dragline, shovel, and coal-handling and preparation plant (CHPP) shutdowns and maintenance; capital projects; high-voltage and electrical works; specialised planning; project management; and industrial cleaning solutions.

“Whilst our services and capabilities are important, our people remain key to Richglen’s success. We believe the experience, commitment, and technical ability of our team are what allow us to consistently deliver safe, high-quality, and cost-effective outcomes for our clients,” states Borg.

LEADERS IN INNOVATIVE SOLUTIONS

Borg first encountered the scale and complexity of the heavy equipment used throughout the mining industry when he joined a local workshop as a boilermaker. Soon after, he attended his first dragline shutdown, which set the direction of his career – progressing from trade-based roles into supervision, project management, operational management, and, eventually, senior leadership.

“After leaving my previous company, I considered stepping away from the industry altogether. However, having time to reflect renewed my enthusiasm for the work and opportunities within the sector. Rather than leaving mining, I decided to take a different path and establish Richglen, creating a fresh business built on the experience, relationships, and lessons I had gained throughout my career,” explains Borg.

Currently, he views the mining industry as a strong and exciting place to be, despite it facing financial and cost pressures. However, these challenges create opportunities for service providers, such as Richglen, to work more closely with clients and develop practical, economical solutions without compromising on safety or quality.

“I believe the ability to deliver that balance is essential to building trusted relationships, retaining clients, and achieving sustainable outcomes for everyone involved,” he enthuses.

Richglen differentiates itself in myriad ways. Whilst the size and capability of the business have changed considerably, the original vision remains the same – employ good people, give them opportunities to grow, and deliver genuine value. Borg is confident that his team have been the key to Richglen’s development and will remain the foundation of its future.

The recognition the company has received through the Resource Industry Network Awards reinforces that ideology. Winning the Champion Culture Award in 2025 and the Safety Foremost Award a year later were proud moments for the team since both awards reflect its commitment to both areas.

Culture and safety aren’t separate priorities for Richglen; they’re closely connected. In 2026, the team achieved more than 300,000 recordable injury-free hours and more than 900 consecutive lost-time injury-free days.

“We’re proud of the recognition, but more importantly, it validates our belief that when you invest in people, build trust, and create a culture where team members feel supported and empowered, the results follow for both our people and our clients,” expands Borg.

A REPUTATION FOR EXCELLENCE

A recent project that showcases Richglen’s capabilities is one of its permanent maintenance contracts in the Blackwater region. Whilst the company is well-known for shutdowns and project work, this opportunity highlights another important side of the business – building and sustaining long-term embedded maintenance teams that become part of a client’s operation.

“When you have experienced maintenance professionals embedded within an operation, you’re able to identify issues earlier, respond faster, and build a deeper understanding of the assets you’re maintaining. It’s a model that creates real value for our clients and is an important part of Richglen’s long-term growth strategy,” Borg details.

Additionally, the company is growing in its industrial cleaning capability. Over the past few years, it has invested heavily in equipment, people, and systems to strengthen this part of the business.

“Industrial cleaning is often seen as a support service, but in reality, it plays a critical role in keeping operations safe, compliant, and productive,” he adds.

Richglen’s cleaning teams do far more than housekeeping. They help manage material build-up, dust accumulation, blocked access ways, and equipment contamination. What makes this capability special is its behind-the-scenes impact. Much of the work is carried out in challenging operating environments where safety, responsiveness, and flexibility are vital.

“Together, these areas reflect where the company is heading. Richglen is investing in long-term partnerships and diversified service offerings that help clients keep their operations running safely, efficiently, and reliably, with people at the centre.

Equally, the company is proud of its recent dense medium cyclone upgrade, which involved removing the existing cyclones across both the north and south CHPPs, completing structural modifications, and installing larger upgraded units, all within the tight timeframes of a major shutdown.

“What makes this project significant is the outcome delivered for the client. Initial testing has shown the upgraded cyclones achieved their targeted yield recovery, helping the plant recover more saleable product from the coal it processes,” explains Borg.

The project highlights an important capability of Richglen’s that isn’t always as visible as its primary work. The upgrade showcases the company’s ability to bring together multiple disciplines and deliver technically complex projects safely, efficiently, and to a high standard within demanding operational environments.

CREATING SUSTAINABLE GROWTH

Richglen prides itself on giving back to its communities and leaving a positive legacy. In particular, the company participates in Star’s School of the Year, launched in partnership with the radio station Star 101.9 to give back to local schools and support projects that make a meaningful difference for students and their communities.

Richglen has committed an AUD$10,000 donation to the programme, where schools share in 100 words or less how they would use the funding to benefit students before the surrounding community votes on which vision to bring to life. 2026 marks the third consecutive year that Richglen has donated to this initiative.

“As a locally owned business, we believe strong communities start with strong schools. Our business was built in this community, and giving back has always been important to us. Schools play such an important role in shaping young people, and we’re proud to support projects that create positive experiences and opportunities for local students,” Borg states.

Additionally, Richglen supports both BMA CQ Rescue and CapRescue through a matched giving programme, where team members’ donations are matched dollar for dollar. In 2025, this resulted in a combined AUD$31,000 donation to the two emergency helicopter services.

“Supporting organisations that help keep our communities safe is an important part of who we are as a business and reflects our commitment to giving back to the regions where we live and work,” he affirms.

Having built a strong reputation as one of the leading service providers in the dragline shutdown and maintenance space, Richglen is working to continue that capability as it looks towards the future. Its priority is to use its established strengths to further diversify its business across long-term maintenance contracts, capital projects, ports, and other areas of the resource sector.

It’s not about moving away from what has made Richglen successful; it is about building on that foundation, broadening its opportunities, and reducing the reliance on any one market or service stream.

“Ultimately, our goal is sustainable growth, creating more opportunities for our people, strengthening the resilience of the business, and continuing to deliver the same safe, high-quality, and cost-effective outcomes for our clients,” Borg concludes.

RICHGLEN MAINTENANCE SERVICES PARTNER

The post Richglen Maintenance Services : Mining Capability in Action appeared first on APAC Outlook Magazine.

DIALOG Fitzroy has transformed from a regional contractor into a leading provider of integrated technical solutions across a wide range of industries, including an extensive history in services for oil and gas facilities. Managing Director, Kerry Williamson, discusses the company’s long-term partnerships and how it continues to evolve alongside its clients.

A JOURNEY FROM LOCAL ROOTS TO INTERNATIONAL IMPACT

With more than 65 years of experience, DIALOG Fitzroy has become a leading engineering, procurement, and construction (EPC) contractor, earning a strong reputation for technical excellence, expertise, and reliability.

Founded in 1959 as Fitzroy Engineering in New Plymouth, in the Taranaki region of New Zealand (NZ), the company has grown from its regional Taranaki origins into a diversified project delivery partner. It serves clients across multiple sectors, including energy, infrastructure, storage terminals, food and beverage, industrial, and manufacturing.

Today, DIALOG Fitzroy employs over 500 people spanning a network of offices, workshops, and project sites across New Zealand’s North Island and Australia’s East Coast.

Its core capability is providing end-to-end solutions, bringing together engineering, fabrication, construction, and maintenance services through a single delivery partner. This includes delivering pressure vessels, tanks, piping systems, structural steel, process equipment, modular systems, and other specialist industrial components through DIALOG Fitzroy’s integrated workshops and client site-based operations.

This enables DIALOG Fitzroy to support clients’ process plants and assets from initial concept through construction and into ongoing operation.

“A defining point in our history was joining the DIALOG Group (DIALOG) in 2011, combining Fitzroy Engineering’s construction and maintenance expertise with DIALOG’s engineering, tankage, and terminal capabilities.

“DIALOG is a leading integrated technical services and energy infrastructure group, with upstream, storage terminals, asset management, and EPC services across Southeast Asia. Being part of DIALOG enables us to offer clients a broader integrated solution from concept through to ongoing operations and maintenance,” introduces Kerry Williamson, Managing Director of the major multidisciplinary service provider.

Indeed, in recent years, the Taranaki energy sector has undergone significant transformation, prompting companies to adapt their business models to meet evolving client demand.

As a Taranaki-based company, DIALOG Fitzroy has achieved this seamlessly, diversifying its client base across industrial sectors and establishing key regionally focused positions.

However, Williamson admits that clients increasingly want fewer interfaces and greater accountability.

er than managing multiple contractors, many companies are looking for strategic partners who can take full responsibility for EPC services and ongoing maintenance.

“In response, we have evolved from a traditional contractor model into a business that designs, builds, and maintains critical industrial infrastructure. We call it ‘End-to-End’ delivery. We are not a consultant; we design, build, and maintain and continue to invest in engineering capability, project delivery systems, regional infrastructure, and specialist technical expertise so we can support our clients across the full asset lifecycle,” he explains.

“Technology continues to play an important role in our business. We have advanced fabrication technologies, digital project management systems, 3D design tools, and modern quality and project controls that improve safety, productivity, and delivery certainty for our clients.”

Importantly, DIALOG Fitzroy’s focus on relationships has remained constant, with the company positioning itself as a long-term partner rather than simply a contractor delivering a single scope of work.

“Many of our strongest client relationships have developed over years and continue to grow because we consistently deliver safe, reliable, and practical outcomes,” Williamson declares.

A PATH TO SUSTAINABLE GROWTH

DIALOG Fitzroy’s success has primarily been driven by long-term client partnerships, consistent execution, and a demonstrated ability to deliver complex industrial projects with certainty.

“Many of our longest-standing client relationships started with relatively small pieces of work. We did a good job, developed an understanding of our clients’ businesses, and over time earned their trust to take on larger and more complex projects.

“We have focused on staying close to our clients, understanding their long-term challenges, and investing ahead of demand in the capabilities they require,” Williamson outlines.

Therefore, rather than chasing every opportunity, the company has concentrated on building long-term partnerships that create sustainable value for both parties. It has also diversified its portfolio across industries and geographies, reducing reliance on any single market sector.

As DIALOG Fitzroy builds the road ahead, its strategic direction emphasises strengthening the company’s foundation rather than merely increasing its scale.

“Whilst we expect continued growth, our focus is less on chasing size and more on building a stronger platform for the future. We are investing in people, systems, facilities, and capability to ensure we can continue delivering consistently as our business expands.

“Additionally, we are noticing opportunities in the energy transition, industrial infrastructure, asset integrity, and major capital projects where clients are looking for integrated delivery partners,” Williamson observes.

Meanwhile, with a strong and growing presence across Australasia, DIALOG Fitzroy must ensure effective communication and collaboration amongst its teams in such diverse locations.

As a result, it will continue to implement, maintain, and foster a collaborative company culture across its international offices as communication and alignment become increasingly important to organisational growth.

“Over the past few years, we have implemented a regional operating model that brings decision-making closer to our clients and people whilst maintaining consistency across the business,” he highlights.

“Regular leadership forums, monthly company-wide safety meetings, and a strong focus on shared values help maintain alignment across our operations. Whether someone is working in Brisbane, Whangārei, Taupo, Wellington, Sydney, or New Plymouth, we want our people to feel part of the same team with shared objectives, which include empowerment, common standards, company values, and a one-company mindset.”

Ultimately, the relationships within DIALOG and DIALOG Fitzroy are built around delivering the best outcome for the client, regardless of where the capability sits within the broader group.

INNOVATIONS IN INDUSTRIAL EXCELLENCE

DIALOG Fitzroy’s strength lies in delivering construction-led engineering solutions for complex industrial projects, which is a key differentiator.

Indeed, the company operates in sectors where safety, quality, technical capability, and delivery certainty are critical. Moreover, its clients increasingly value having engineering, fabrication, construction, and maintenance expertise available through a single provider.

“We are particularly strong in heavy steel fabrication, tankage, terminals, industrial infrastructure, towers remediation, and complex brownfield environments where understanding how an operating facility actually functions, and its associated risks, are just as important as the engineering design itself,” Williamson notes.

Furthermore, DIALOG Fitzroy’s practical construction experience helps it engineer construction-led solutions that can be delivered effectively on client sites, reducing risk and creating value for clients.

By delivering End-to-End industrial project services across a wide range of sectors, the company exhibits strong evidence of its growing capability.

This is demonstrated by recent and significant investments in new workshops and offices and exemplified by key projects, including delivering storage infrastructure for the Royal New Zealand Air Force’s (RNZAF) Base Ōhakea, conversion of Channel Infrastructure’s Tank 06, working with Southern Oil Refinery in New South Wales, and the Good Earth Green Hydrogen and Ammonia (GEGHA) project, led by Hiringa Energy and Sundown Pastoral Company.

Collectively, these projects highlight DIALOG Fitzroy’s expanding footprint, scalability, and performance in delivering infrastructure development and innovative energy projects through regional delivery centres.

FOUNDATION FOR THE FUTURE

DIALOG Fitzroy’s evolution from a regional contractor to a recognised industry leader has been built on trust, partnerships, and technical excellence.

With a strong focus on long-term client relationships and continuous innovation, the business is well- positioned to meet the changing demands of the market.

Looking ahead, DIALOG Fitzroy’s priorities are clear: complete its regionalisation strategy, strengthen and streamline the supply chain, and continue building capability across engineering, construction, and maintenance whilst supporting clients to deliver critical projects.

“We want to continue helping clients deliver strategic projects whilst never losing sight of the fundamentals: safety, operational excellence, and customer service. As we grow, maintaining the quality, culture, and performance that have driven our success remains essential,” Williamson informs.

Looking ahead to the next five years, DIALOG Fitzroy continues to see opportunities in energy security, industrial infrastructure, asset life extension, tank storage and terminals, and practical renewables energy solutions.

As the industry shifts towards integrated delivery models, DIALOG Fitzroy is positioned to provide far more than construction and maintenance services.

“Our role is not simply to build or maintain assets; it is to help clients solve complex challenges across the full lifecycle of their plant, infrastructure, and projects. This is where DIALOG Fitzroy creates real value,” Williamson confidently concludes.

This client-focused approach strengthens DIALOG Fitzroy’s reputation as a trusted partner and provides a solid foundation for continued growth in an increasingly competitive market.

The post DIALOG Fitzroy : A Journey from Local Roots to International Impact appeared first on APAC Outlook Magazine.

As demand for underground diamond drilling continues to rise, Webdrill is strengthening its operations, investing in its people, and expanding its global ambitions. We speak with Jared Webb, CEO, who outlines how the company continues to create long-term value for its clients.

DRILLING FOR GROWTH

One of the most significant mining jurisdictions globally, Western Australia (WA) continues to be the engine room of Australia’s resources sector.

“Over the course of my career, I’ve seen the industry evolve through multiple commodity cycles, periods of rapid expansion, and times of market uncertainty,” opens Jared Webb, CEO of Webdrill – a leading Australian contractor providing underground diamond drilling services.

Whilst there has been a slowdown across parts of the industry in recent years, the sector has shown remarkable resilience.

Today, the company is seeing renewed confidence driven by strong gold prices, along with continued diamond investment and increased demand for more rigs across the board.

“It’s a common theme across all clients – drill it out as fast as you can. Exploration activity has remained strong, and many operators are investing in smart resource development and drill drives to speed up the efficiency of drilling and reduce underground mining interactions or frustrations,” he insights.

Like many mining contractors, however, labour and cost pressures have presented Webdrill with challenges.

Proactively, it views many of these hurdles as opportunities for the business to focus on culture, efficiency, and building strong client relationships.

“Organisations such as ours – who can consistently deliver value, maintain high safety standards, and adapt to changing market conditions – are well-positioned for future growth,” Webb outlines.

Indeed, the company has never been stronger, with demand for its services remaining high as it continues to partner with clients whose values align closely with its own.

“We are easy to work with – we get this comment a lot from our clients,” he tells us.

As it continues on this upward trajectory, one of Webdrill’s greatest opportunities is its ongoing international expansion.

The company is increasingly focusing on opportunities on the global stage and, whilst Australia remains its foundation, is open to supporting clients across multiple jurisdictions as it scales the business over the next 25 years.

CHALLENGING THE STATUS QUO

Webdrill was founded on a simple principle – to deliver high-quality drilling services with transparency, integrity, and a genuine commitment to its clients’ success.

Having emerged from a vision to challenge the status quo, today it specialises in underground diamond drilling, providing high-quality core samples that assist clients in resource definition, exploration, and mine development.

“Put simply, we focus on accurate results,” Webb asserts.

What differentiates Webdrill is its method – the company believes in operating ethically, communicating openly, and building meaningful relationships with its customers.

“For our clients, there are no hidden costs, surprises, or shortcuts. We focus on delivering core samples safely and to the highest possible standard,” he points out.

With the company’s recent quarterly update revealing its strongest financial year on record, Webb reflects on the hard work that has enabled Webdrill to achieve such success.

“This milestone is the result of several years of strategic planning, disciplined growth, and investment in our people and rig-build capabilities,” Webb prides.

“We’ve continued to expand our client base and increase the number of active drilling rigs operating across our projects.”

At the same time, Webdrill has invested heavily in new technologies and innovations to redesign and build its own drill rigs in-house.

“It’s been a journey, to say the least!” he exclaims.

Bringing this capability under Webdrill has significantly improved its operations, reduced reliance on external suppliers, and enabled it to better manage costs.

Having complete control over the design and manufacturing process also provides greater certainty around maintenance, parts management, and equipment performance.

Importantly, it has also allowed the company to continuously refine and improve its rigs based on operational feedback from its teams in the field and create equipment specifically tailored to the challenges and harsh requirements of underground diamond drilling.

“The result is a fleet of highly capable rigs that deliver outstanding results whilst supporting operational efficiency across the business,” Webb states.

“Combined with strong client demand and an elite reputation, these initiatives have helped position Webdrill for sustained, long-term growth potential,” he adds.

CURATING A SAFETY ENVIRONMENT

As safety is a top priority for Webdrill, it operates on the ethos that each individual involved in underground mining deserves to return home safely at the end of every shift.

Indeed, the company is dedicated to curating a safety environment built on more than mere policy and procedure, but on a genuine commitment to the physical and mental well-being of each member of staff.

“At Webdrill, safety is embedded into every aspect of our operations. We maintain strict safety systems, invest in quality equipment and personal protective gear, and continually review our processes to identify opportunities for improvement,” Webb says.

Importantly, it also takes a proactive approach to injury prevention by being realistic about the nature of its business.

“We understand underground drilling can be physically demanding and repetitive, and conditioning the role is a timely process,” he insights.

As such, ensuring its people are well prepared and properly supported helps Webdrill to reduce risk whilst improving performance.

“Looking out for people is not simply a responsibility. It is fundamental to the success of our business because people are our assets,” Webb outlines.

Indeed, when it comes to sustainability, Webdrill believes its responsibilities extend far beyond the environment.

“For us, sustainability encompasses how we operate, treat our people, and the impact we have on the communities and industries we work in,” Webb emphasises.

From an operational perspective, the company actively works with suppliers and partners who share its commitment to reducing environmental impact.

This includes adopting more sustainable products and practices wherever possible, such as environmentally responsible drilling fluids from Mudex.

SETTING THE BENCHMARK

When it comes to company culture, Webdrill has built a real sense of equality and autonomy across the organisation, where people are the foundation of success and everyone feels valued, respected, and empowered to contribute.

“People are never just numbers – every individual has a voice, role to play, and opportunity to make a meaningful impact.

“We have created a culture built on teamwork, accountability, and mutual respect – something that consistently stands out to those who join our organisation, and it’s a key reason we continue to attract and retain great people,” Webb reflects.

Looking ahead, the future is bright for Webdrill, whose immediate focus is on supporting existing client rig demand whilst continuing to scale the business responsibly.

“Over the coming financial year, we expect to build approximately 10 additional rigs to support current contracts and future growth opportunities,” he adds.

This expansion represents a significant investment in the company’s people, workshops, maintenance teams, and operational infrastructure.

At the same time, it will continue focusing on safety, operational excellence, and developing talent.

Elsewhere, international growth options remain a key strategic focus for Webdrill, alongside strengthening relationships with existing clients and pursuing opportunities with new partners who align with its values.

“Ultimately, our goal is simple – to continue setting the benchmark for underground diamond drilling whilst creating long-term value for our clients and opportunities for our people,” Webb passionately concludes.

The post Webdrill : Drilling for Growth appeared first on APAC Outlook Magazine.

Universal Communications Group is at the forefront of where the telecommunications industry is heading today. We speak to co-CEO, Dillip Kanji, about how the company is pioneering the future of connectivity across the Asia Pacific region.

CONNECTING WHAT MATTERS

In the realm of telecommunications (telecoms) and technology, New Zealand (NZ) is moving from one era into the next. The nation has essentially finished the build phase of its domestic fibre story, with uptake now above 75 percent and the retirement of its copper network imminent.  

That is a profound shift for an industry that has spent 15 years defined by rollout. The work is no longer just about laying new fibre – it is about migration, provisioning, sustaining a network at scale, and doing it whilst customer expectations keep climbing. 

Demand is a further trend on the rise, whereby average residential data use has passed 690 gigabytes (GB) a month and business use is growing at nearly 20 percent a year.  

Meanwhile, artificial intelligence (AI) workloads, cloud, and video are pushing traffic in a way that will drive densification, edge capacity, and mobile investment for the next decade. Networks that were designed for a different consumption pattern are being asked to do far more. 

Across the Pacific, the picture changes again – subsea investment and multilateral funding have opened the door, but the last mile is still missing in many island nations, and that is where digital equity is won or lost.  

For a company like Universal Communications Group (UCG), being involved in the Pacific nations and going full circle as it has done in NZ is critical. UCG is a telecoms infrastructure business that has been operating in Australia since 1990 and in NZ since 2014.  

“We are headquartered in Auckland, and today we operate across NZ, the Pacific Islands, and the Philippines. We remain a founder-led business with Rafael Luna, who founded UCG and is still actively involved in the business and with whom I share the CEO role – and that same leadership team will continue to run the business as we become part of the Australian Securities Exchange (ASX)-listed GenusPlus Group (Genus),” introduces Dillip Kanji, co-CEO. 

BROAD OPERATIONAL SPECTRUM

Today, UCG delivers the full lifecycle of network infrastructure – strategic consulting, land access and approvals, survey and design, construction, installation and commissioning, and ongoing operations and maintenance — all wrapped in its own project management and delivery systems, including its proprietary siteTRAX® job management platform.  

“In practice, that means we take a client from a line on a map to a live, maintained network without handing them between three different contractors,” Kanji explains. 

The company’s anchor client in NZ is Chorus, where it holds a long-term Field Services Agreement for approximately 50 percent of the population.  

“Beyond that, we work with a range of clients including World Bank-funded projects across the Pacific. We have been very active in Micronesia, Tuvalu, Kiribati, the Marshall Islands and, more recently, Samoa,” he sets out. 

Collectively, UCG has connected more than one million premises to high-speed internet, and currently employs around 150 staff across six offices in NZ, approximately 80 resources based out of the Philippines, and is supported by a broader deliver partner network across its operating regions. 

BUILDING A SUCCESSFUL PARTNERSHIP

UCG’s Chorus Field Services Agreement encompasses its long-term contract covering network build and maintenance across Auckland and the greater Auckland region. It is the backbone of the company’s NZ portfolio and, more importantly, it is where UCG proves its operating model every single day at metropolitan scale. 

“Our relationship with Chorus began in 2014, when we were awarded work connecting multi-dwelling units in Auckland and Wellington under the Ultra-Fast Broadband programme,” Kanji recalls. 

“That was a narrow, technically difficult scope, but we took it because we believed that if we solved the hard problem well, the rest would follow, which it did, but slowly and on merit,” he adds. 

This work grew into a ten-year design and construction agreement for multi-dwelling units and, in April 2022, into the seven-year Field Services Agreement for Auckland and the surrounding region, plus three-year North Island provisioning.  

Then, in February 2025, the relationship was extended again.  

“What I would say about that journey is that it was never won on price – it was won on consistency, on transparency when things went wrong, and on cultural fit. Chorus is a demanding client and appropriately so, given they are custodians of critical national infrastructure. They have pushed us to be better in safety,  quality systems, and data, and we are a materially stronger company because of that relationship,” Kanji attributes.  

Today UCG remains one of their major delivery partners, a responsibility that the company takes as an obligation rather than an entitlement. Contracts get renewed on performance, not history. 

FUTURE TARGETS

Looking ahead, UCG’s focus is firmly set on growth and diversification, and doing both without loosening its grip on safety and quality. 

“Concretely, that means four things. Firstly, deepening our position in NZ as the market moves through copper retirement. That migration is a significant body of work over the next two years, and we intend to carry a meaningful share of it,” Kanji elaborates. 

“Second, broadening our client base: formalising and growing our scope with some of the other clients we have in NZ. 

“Thirdly, scaling the Pacific,” he adds. 

UCG has proven it can deliver in some of the hardest environments in the region. The company sees a developing pipeline of multilateral-funded connectivity work across the islands and wants to be the delivery partner of choice. 

“Fourth on the agenda is commercialising augmentAI® beyond our own operations. We built it to solve our problem, but the problem is universal in critical infrastructure, and we see a potential opportunity to offer the technology to other participants in the critical infrastructure sector. If we can get these priorities right, the commercial results follow. If we get them wrong, no amount of revenue growth compensates,” Kanji cautions.

POISED TO EXCEL

UCG has flown under the radar for a long time, and to some extent that has been deliberate. 

“We have spent a decade quietly building credentials which involved connecting more than a million premises, earning a long-term contract with NZ’s largest network operator, taking domestic engineering into the Pacific, and building certified systems that stand up to the toughest client audits in the country,” Kanji prides. 

That work doesn’t generate headlines – nobody writes about a fibre splice that held for fifteen years, but it is the reason UCG can now do the more visible things, such as exporting its own AI technology, winning Asia-Pacific innovation awards, and taking on work in markets where it would not have been credible five years ago. 

It is also why Genus (ASX: GNP), the Australian end-to-end specialist in essential power and communications infrastructure, has agreed to acquire UCG.  

Completion is expected at the end of October 2026, subject to customary approvals.  

“There is a strong strategic fit between the two businesses,” Kanji says.  

“UCG brings deep telecommunications capability, long-standing customer relationships, and proven delivery across NZ and the Pacific, whilst Genus brings complementary communications and power infrastructure capability, scale, and an established Australian platform. Together, we have a much broader capability and are well-positioned to pursue growth across Australia, NZ, and the Pacific. 

“For our clients, the important thing is continuity. The same leadership, the same people, and the same systems will continue to deliver the work, but now with the broader capability and scale of Genus behind us,” he affirms. 

The quiet phase built the foundation. The next phase is growth and diversification – more clients, more markets, and more of UCG’s own technology in the field, now with an ASX-listed group behind it.  

“We are now poised and ready to be a bit less invisible,” Kanji concludes boldly.

UNIVERSAL COMMUNICATIONS GROUP PARTNER

The post Universal Communications Group : Connecting What Matters appeared first on APAC Outlook Magazine.

Toll Aviation is taking off, with growing demand and opportunities across its various portfolios, particularly uncrewed. We consider the company’s uncrewed potential with Senior Vice President, Scott Watkins, who also highlights its purpose-built training centre and the need to carefully manage business growth.

A NEW FLIGHT PATH

“We’re Australia’s largest aeromedical aviation operation, and that includes rotary-wing, fixed-wing, and uncrewed – it is a unique proposition for a business to undertake all three.” 

Utilising state-of-the-art helicopters, aeroplanes, and uncrewed aerial systems, Toll Aviation (Toll) is a trusted provider of crewed and uncrewed specialised operations and training.  

The company delivers both standalone and integrated solutions to support the government, defence, and civil sectors in Australia. 

“We focus on aeromedical services for various state and territory governments and similar service provisions around aviation support for the Australian Defence Force (ADF) and other defence forces regionally,” outlines Scott Watkins, Senior Vice President of Toll Aviation.   

Watkins has always been interested in military aviation and, for around 25 years, was a helicopter pilot in the Australian Army, one of three service branches that comprise the ADF. 

In September 2016, he stepped out of the military and joined Toll Group, who at the time was mobilising Australia’s largest aeromedical helicopter contract for NSW Health. 

“I started working for the business in the early stages of that contract and have been here ever since,” Watkins tells us. 

UNCREWED POTENTIAL

Toll is currently seeing growing demand for helicopters in the rotary-wing space, as well as a number of opportunities in fixed-wing aircraft. 

Whilst the uncrewed business is currently its smallest function, this is likewise expected to grow over time.  

“We acquired a successful drone business in 2023 that we felt could integrate into our business and grow. They’re a key part of our broader strategy and the diversification of our offering,” he outlines. 

“You don’t need to be an expert in aviation to understand there’s going to be significant growth in this area, so we need to be well positioned to take advantage of that.” 

As with its rotary- and fixed-wing business, Toll is focused on government and defence contracts for its uncrewed portfolio. 

“From our experience, those customers have been asking us over the last few years to provide an uncrewed solution,” Watkins informs us. 

“They love what they get from our crewed capability and want that replicated in an uncrewed service provision.” 

The greatest strength of Toll’s uncrewed systems capability lies in its expertise navigating both Civil Aviation Safety Authority (CASA)-regulated and defence airspace requirements, which makes the company unique in the market.  

However, whilst there’s a lot of potential within its uncrewed portfolio, the industry maturity isn’t quite there yet. 

“That’s in relation to how it’s going to be funded, what customers actually want, and how much they’re prepared to pay,” explains Watkins. 

“I’m sure we’ll see cost reductions over time, but the reality is it’s not just about what you’re going to save in relation to cost. It is another saving in terms of, say, risk; you accept less risk as a result of using a drone for a certain task as opposed to somebody flying an aircraft, so it’s an interesting space,” he notes. 

STATE-OF-THE-ART TRAINING

Alongside rotary-wing, fixed-wing, and uncrewed, Toll’s fourth portfolio is it’s The Aeromedical Crewing Excellence (ACE) Training Centre, which provides state-of-the-art training for aircrew and aviation clinical staff. 

This purpose-built centre of excellence, located at Bankstown Airport (BWU) in Sydney, offers world-class aviation and aeromedical training facilities, highly realistic mission simulation technology, and some of the industry’s most experienced instructors. 

“The ACE Training Centre has an enviable reputation in terms of the quality of training it delivers through simulation,” acclaims Watkins. 

Toll has been developing an exciting new training concept, the Mixed Augmented Virtual Reality (MAV) simulator, in a collaborative research partnership with the University of New South Wales (UNSW).  

MAV leverages cutting-edge extended reality (XR) technology, allowing crew members to move within a physical cabin of an AW139 whilst being fully immersed in an interactive virtual environment.  

This advanced system enables air and medical teams to interact with role-specific equipment, cabin doors, simulated monitors, and treat patients realistically.  

Meanwhile, aircrew can navigate in real time using electronic flight bags, flying through high-resolution satellite-mapped landscapes to familiarise themselves with local areas and rehearse mission scenarios. 

“MAV has been years in the making, and our clients are thrilled. It’s great to see our investment in innovation translate directly to training outcomes, and it complements the ACE Training Centre’s Aquatic Rescue Theatre and AW139 Full Flight Simulator,” highlights Watkins.

MANAGING GROWTH

Toll is a growing business. 

This includes mobilising a new contract in South Australia, which will take up a lot of bandwidth and attention for senior management. 

“We’re also mobilising a second contract next year in a similar time frame,” Watkins reveals. 

Concurrent to these contracts, there are a number of fixed-wing and uncrewed opportunities the company will be pursuing. 

However, Watkins acknowledges that Toll’s growth requires careful management. 

“We’ve taken a deliberate decision to continue focusing on and prioritising our culture, values, and purpose in a well-managed way because, in the end, that is what has made us successful. 

“Trying to retain those elements that have made you successful in a larger organisation poses real challenges, but we’re protecting them as best we can as we grow. I’m sure there are areas where we could do better in that regard, but we’re on the right path,” he closes.

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Most rotating equipment used in power plants and process industries were built for outdated operating conditions. Brian Byrne, President, East Asia Pacific and Australia at Sulzer Services, explains how restoring existing assets can improve reliability, resilience, and cost performance.

THE REPAIR, RE-RATE, AND REVERSE ENGINEER EXPERTS

Across the Asia Pacific (APAC) region, turbines, pumps, compressors, and other rotating equipment that keep power plants, mines, and processing facilities running are under mounting pressure.

Many of these machines were built for a different operating environment, yet today they must handle greater demand, changing loads, and duties that extend far beyond their original design.

Sulzer helps operators meet these challenges through preventive maintenance, advanced diagnostics and testing, targeted repairs, overhauls, and re-engineering.

By combining broad technical capabilities with local expertise, Sulzer restores performance, improves reliability, and prolongs the working life of critical equipment.

“When a machine fails, the downtime disrupts production and causes loss of revenue. New replacements take time operators cannot afford to lose, and for some older machines, the original parts are no longer available.

“We help operators get their existing assets performing to today’s operational expectations and extend their lifespan,” introduces Brian Byrne, President, East Asia Pacific and Australia (EAPA) at Sulzer Services.

“We handle the full range of rotating equipment under one roof, from diagnostics and repairs to parts supply, upgrades, and life-extension solutions.”

Sulzer’s Pump Services department handles centrifugal pumps; Turbo Services covers steam and gas turbines, centrifugal and axial compressors, and expanders; and Electromechanical Services deals with motors, generators, and select auxiliary equipment.

As an original equipment manufacturer (OEM)-agnostic service provider, Sulzer works on equipment from any manufacturer, handling a wide portfolio of categories across OEMs and assets, which has enabled the company to develop efficient repair and re-engineering methodologies.

“Customers can bring maintenance, repairs, re-rates, and reverse engineering for all their rotating equipment to one provider without managing several vendors,” Byrne emphasises.

“Rapid turnarounds and local expertise are important to our customers, including power generators, independent power producers, refineries, petrochemical plants, mines, and water utilities.

“We have over 20 service locations across APAC, including Australia, China, India, Indonesia, Malaysia, and Thailand, which means heavy repair work stays in-region.”

REPAIR VERSUS REPLACEMENT

Rotating equipment is designed for specific loads and operating patterns. At many plants, however, operating demands have changed significantly since commissioning.

In power generation, the grid is driving the transition. As renewable capacity expands, thermal plants designed to provide steady baseload power are increasingly required to balance intermittent generation.

Equipment that once operated at a constant load must now ramp up and down, start and stop more frequently, or run at very low loads beyond its original design parameters –conditions which introduce new stresses.

Turbine rotors can develop thermal fatigue at the blade grooves, whilst generator end windings undergo repeated heating and cooling cycles. Insulation may age faster, and pumps can be forced to operate in unstable regions.

As a result, operators are encountering new failure modes in machines that previously ran incident-free for decades.

In extraction and processing industries, including oil and gas and mining, operating demands evolve with the process itself. As fields mature and feedstocks change, pumps may need to handle increasingly abrasive or corrosive fluids, often whilst throughput targets continue to rise.

A pump specified for one duty can therefore be pushed outside its preferred operating range, consuming more power, delivering less flow, and wearing out faster.

Before recommending a repair, re-rate, or upgrade, Sulzer reassesses each machine against its current operating conditions. It can then monitor performance to confirm that the chosen solution delivers the required improvement.

“At one site in Australia, we worked on a high-speed multistage pump handling which produced water from a mature oil field. Rising concentrations of formation sand accelerated wear on the pump’s internal components, causing performance degradation and repeated failures.

“Because the pumps were installed offshore, frequent maintenance and changeovers to the spare unit created a significant operational challenge.

“Therefore, we replaced the original wear-resistant coatings and installed solid ceramic components in critical areas, substantially improving the pump’s resistance to abrasive wear. The average time between repairs increased from six months to more than three years.

“The operator subsequently removed the pumps from its list of ‘bad actors’, significantly reducing maintenance requirements and associated operating costs,” Byrne reports.

GIVING EXISTING ASSETS A SECOND LIFE

When a critical machine fails, operators may instinctively consider replacing it. However, the existing equipment may still have years of useful life remaining.

Sulzer assesses whether a repair can restore the machine safely, reliably, and economically before recommending replacement.

“We first look at the cost of an unplanned outage per day, compared with the required downtime. A new unit could take 12 to 14 months to arrive. However, depending on the fault, a specialist could complete a repair in weeks or months,” Byrne explains.

“For example, a project in Malaysia had a gas turbine rotor that began showing rising vibrations after more than a decade, and inspection revealed critical defects.

“Replacement through the OEM would have meant a year of downtime and losses of up to RM1 million per day, so we carried out a life extension assessment on the rotor, proposed a repair programme, and completed it in three months.”

Downtime cost is the first consideration; subsequently, Sulzer must also determine whether the machine can be restored to the required technical and reliability standards.

If the damage is too extensive, or a repair cannot deliver the required performance, the company will recommend replacement.

The case for repair is particularly strong for large, bespoke equipment such as rotors, stator cores, and casings, for which replacement parts or complete new units can be expensive and subject to long lead times. For other equipment, restoration can often extend service life significantly, provided the shaft and casing remain intact.

“Repair has a smaller carbon footprint. A new machine carries the emissions of casting, forging, machining, and shipping it across the world, which a repair avoids,” he points out.

“A machine brought back to its original design point also burns less energy to do the same work, which cuts operating emissions and fuel costs. For operators reporting against emissions targets, a repair delivers on time, with savings in money, energy, and emissions.”

REBUILDING OBSOLETE PARTS

To ensure older machinery meets modern requirements, Sulzer restores and upgrades equipment to deliver reliable, improved performance.

“Once a decision is made to keep a machine in service, we must manage accumulated wear and the duty it now faces. Most of our work falls into repairs, retrofits, re-rates, and life-extension solutions,” informs Byrne.

Repairs and overhauls reverse the effects of degradation. Submerged arc welding, for example, can rebuild worn turbine rotor journals and restore thrust collars and couplings to their original dimensions.

In addition, laser metal deposition achieves similar results with significantly less heat, making it ideal for components that might otherwise distort. Both processes are typically followed by heat treatment, machining, and balancing.

Re-rates and retrofits go a step further by changing what a machine is designed to do. New hydraulics can be installed within an existing pump casing to meet a revised duty point, whilst requiring minimal changes to the foundations and piping.

Steam turbines can also be re-rated to improve operational efficiency or accommodate changes in production output. Rewinds, meanwhile, restore the electrical integrity of motors and generators.

Both re-rating and rewinding can incorporate modern materials and technology, improve performance, and potentially extend service life.

“The upgrade is the biggest opportunity because insulation systems and core lamination steels have improved since most installed machines were built. How much longevity a machine gains depends on its condition and the scope of work,” Byrne notes.

“We worked with one of the world’s largest wind turbine manufacturers in Australia who had no specialist generator repair capability and were shipping machines to Europe for servicing. The lead times put its wind farm customers at risk of penalties for missing availability targets. After qualifying against the manufacturer’s own standards, our team overhauled a three-megawatt generator using laser cladding for metal repairs, which resulted in better durability than conventional metal spraying,” he continues.

The overhauled machine returned better vibration results than units arriving straight from the factory, with an expected service life of 20 to 25 years.

Consequently, the machine not only returns ready to meet its revised duty but is also fortified with better materials than when it was new.

A CHANGING GRID IS RESHAPING EQUIPMENT OPERATION

The International Energy Agency (IEA) expects electricity demand to grow by an average of 5.3 percent a year in Southeast Asia and 6.4 percent a year in India through 2030, and operators must meet that growth amidst rising operating costs, tightening efficiency, and emissions targets, largely with the machines they already have.

The energy and heavy industrial sectors face several pressures, with rising operating costs adding to the challenge, whilst mandates require greater energy efficiency and lower carbon emissions.

“Our solutions highlight the gap between a machine’s design capabilities and today’s market demands, revealing where the machine is losing efficiency and where it risks failure.

“We begin with condition assessment, including diagnostics, vibration analysis, inspections, non-destructive tests, material analysis, and electrical testing,” states Byrne.

“The process includes repairs, retrofits, or re-rates to bring the machine in line with its current demand, whether that means extending its remaining life or adapting it to how it is being run. Existing equipment can then meet today’s demand for a sustained period, without operators having to buy costly new units.”

Byrne’s key advice for operators to maintain performance and uptime is to take a more proactive approach to maintenance and asset management.

“That means establishing a clear baseline for each machine, monitoring how its condition and performance change over time, and acting on emerging trends before they become failures. The earlier operators can identify these changes, the more options they have to intervene before performance deteriorates or an unplanned outage occurs.

“Active asset management can also uncover opportunities to improve efficiency and performance. Ultimately, the goal is to understand how each asset is performing today, anticipate what it will need tomorrow, and keep it delivering reliably for as long as possible,” Byrne ardently concludes.

The post Sulzer Services : The Repair, Re-Rate, and Reverse Engineer Experts appeared first on APAC Outlook Magazine.

Continuing its seafaring journey at the helm of Malaysia’s maritime defence ambitions, Lumut Naval Shipyard is charting a course in sovereign capability. Group CEO, Ir. Azhar Jumaat, updates us on how the company has navigated the past year.

ANCHORED IN ENGINEERING EXCELLENCE

We last spoke to Lumut Naval Shipyard (LUNAS) in October 2025; since then, it has been a defining period for Malaysia’s shipbuilding and ship repair industry.

“We are witnessing an important evolution from building platforms to building enduring national capability,” introduces Ir. Azhar Jumaat, Group CEO.

Indeed, the launch of the National Defence Industry Policy (NDIP) earlier this year provides a strong strategic foundation for the industry and reinforces Malaysia’s commitment to a more resilient, self-reliant defence industrial ecosystem.

It accelerates localisation, strengthens local supply chains, nurtures highly skilled talent, and creates more opportunities for Malaysian companies to participate in high-value defence programmes.

Equally encouraging is the transformation of international collaboration. Today, partnerships are no longer centred solely on procurement; they increasingly focus on technology transfer, capability development, knowledge exchange, and building sustainable industrial capacity.

For LUNAS, this shift is reflected in its strategic collaborations.

“During Defence Services Asia 2026, we signed seven memoranda of understanding (MoUs) with both international and Malaysian companies, namely HD Hyundai Heavy Industries, Hull Vane, Ocean Infinity, Labuan Shipyard and Engineering, G7 Marine Technology, MTC Engineering, and a tripartite with MHV Holdings and Sillinger S.A.S.

“Our collaborations represent more than commercial ventures. They reflect our commitment to building a stronger maritime ecosystem by combining global expertise with Malaysian capabilities,” Ir. Azhar expresses.

Through these alliances, LUNAS aims to accelerate knowledge sharing, strengthen local participation, and create opportunities for Malaysia to progressively enhance its sovereign capabilities whilst remaining connected to the global defence and maritime communities.

“I believe Malaysia is at an important inflection point as it drives a sustainable maritime industrial ecosystem that develops world-class engineering talent, propels innovation, creates high-value employment, and strengthens national security whilst contributing meaningfully to economic growth,” he emphasises.

BUILDING TALENT, STRENGTHENING CAPABILITY

Since we last spoke to LUNAS, the company has grown in both people and capabilities.

“The past year has been an important journey for us, not only through our programme’s progress, but also by strengthening our organisation and building the expertise needed to support Malaysia’s defence industry aspirations,” declares Ir. Azhar.

“Our people have been central to this. We have continued to build Malaysian talent through international knowledge transfer, technical collaboration, and hands-on experience gained from one of Malaysia’s most complex naval shipbuilding programmes.”

These developments have strengthened LUNAS’s engineering, systems integration, and shipbuilding capabilities, whilst building a team increasingly confident and capable of delivering complex defence solutions to global standards.

“We are not only building expertise but also nurturing the next generation of Malaysian maritime and defence professionals who are confident, capable, and ready to take on greater responsibilities. Our greatest investment will remain in our people, because they are the foundation of our long-term growth and success,” he continues.

Equally, LUNAS continues to work closely with its strategic partners, including Naval Group and Thales, to deepen technical capabilities whilst progressively increasing Malaysian participation across the programme.

Each step strengthens the company’s local shipbuilding capability, bringing it closer to greater self-reliance.

Diversification is also an important part of LUNAS’s long-term growth strategy. As such, entering the oil and gas sector and working on exploration and drilling vessels is an advantageous move for the company.

“Whilst defence remains our core business and strategic priority, we are also looking at opportunities across adjacent maritime sectors where our capabilities can create greater value for the industry and the nation,” Ir. Azhar explains.

“Our experience in complex shipbuilding, advanced maritime engineering, fabrication, systems integration, and project management provides a strong foundation to support opportunities beyond naval platforms, including offshore energy, specialised commercial vessels, and other maritime solutions.”

The capabilities developed through LUNAS’s Littoral Combat Ship (LCS) Programme have strengthened its technical expertise, operational discipline, and workforce. These competencies are highly transferable and position the company to contribute across a wider maritime ecosystem.

“Our objective is to build a more resilient and sustainable business portfolio by maximising our world-class facilities, growing our talent base, and creating new opportunities for Malaysian maritime to thrive,” acknowledges Ir. Azhar.

Ultimately, diversification enables LUNAS to strengthen its role as a trusted partner whilst continuing to support Malaysia’s ambition to develop a competitive and sustainable maritime industry.

FROM SHIPYARD TO SEAPOWER

Whilst there is a slight delay due to cancellation of missile from Norway, LUNAS is on track for the physical handover of its first frigate, LCS1, to the Royal Malaysian Navy (RMN) in April 2027, marking a historic milestone as the first locally built warship.

“The upcoming physical handover of the first LCS will be a significant milestone not only for us, but also for Malaysia’s defence industry and maritime capability,” Ir. Azhar proudly states.

However, this achievement does not stand in isolation; it is built on a strong foundation.

LUNAS previously demonstrated its shipbuilding capability by successfully constructing, integrating, and delivering the Kedah-class Next Generation Patrol Vessels (PV 3 to 6), all in its own shipyard.

That programme proved Malaysia’s core shipbuilding capability. However, that capability is being taken to a new level.

“The LCS Programme moves our shipyard from building patrol platforms to building complex, state-of-the-art surface combatants,” he emphatically tells us.

“We have come a long way to reach this point. This achievement reflects years of commitment, collaboration, and perseverance involving the RMN, the government, our strategic technology partners, trust and support from our stakeholders, and the many Malaysians who have contributed to the programme.”

The LCS Programme is one of Malaysia’s most complex defence schemes, requiring advanced engineering, complex systems integration, and close coordination across multiple stakeholders.

More importantly, this milestone demonstrates Malaysia’s growing capability to build, integrate, and sustain a modern naval combat platform by combining international expertise with locally developed skills and experience.

“Beyond the delivery of the ship itself, the greatest value of the LCS Programme lies in the capability it has built within our people and our industry,” Ir. Azhar outlines.

“Thousands of Malaysians, including engineers, naval architects, technicians, project managers, local suppliers, and industry partners, have gained valuable knowledge and experience throughout this journey. This is an important investment in Malaysia’s human capital and industrial capability.”

For LUNAS, it means building a stronger foundation for the future, strengthening Malaysia’s maritime industry, enhancing self-reliance, and developing capabilities that will support the nation for years to come.

A STRONG MARITIME FUTURE ON THE HORIZON

For 2027 and beyond, LUNAS’s priorities remain clear – to deliver on its commitments, continue strengthening capabilities, and position the company for long-term growth.

“Our immediate focus is to deliver the LCS Programme successfully. We remain committed to working closely with the RMN, the government, and our partners to ensure every stage meets the required standards of quality, safety, and operational readiness.

“Ultimately, this is not just about delivering ships but delivering the capability the RMN requires and the nation deserves,” Ir. Azhar resolutely says.

At the same time, LUNAS will continue strengthening as an organisation by improving processes, embracing digital solutions, enhancing productivity, and further developing engineering and shipbuilding capabilities.

“We want to build a more efficient and agile organisation that is ready to take on more complex maritime projects in the future,” reports Ir. Azhar Jumaat.

“Beyond defence, we will continue exploring opportunities across the wider maritime sector, including commercial and specialised vessels. We aim to build on the capabilities we have developed and create a sustainable maritime industry that contributes to Malaysia’s economic and industrial growth.”

Meanwhile, the company will demonstrate its capabilities at a premier event in the near future – the Langkawi International Maritime and Aerospace Exhibition (LIMA’27), taking place in April.

“LUNAS is looking forward to participating in LIMA’27, where we plan to showcase LCS1 as a representation of Malaysia’s growing maritime and defence capabilities. Bringing LCS1 to LIMA will be an important milestone for us,” Ir. Azhar excitedly concludes.

As LUNAS continues to invest in its workforce and deliver increasingly complex vessels, it builds on more than four decades of experience, helping Malaysia navigate an innovative, resilient, and self-reliant maritime future.

LUMUT NAVAL SHIPYARD PARTNER

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Against the backdrop of Western Australia’s continually evolving housing market, Locus Property combines disciplined investment, thoughtful design, and long-term vision to deliver communities built to last. We sit down with Cameron Alder, Director, to learn more.

GROWTH BY DESIGN

As the property development landscape in Western Australia (WA) continues to present both challenges and opportunities, it is an exceptionally exciting time for the industry.

Indeed, Perth’s combined population growth, influx of employment opportunities, and lifestyle appeal have resulted in a growing recognition that the city requires a broader range of housing choices.

“A significant demand for well-designed homes in established locations has arisen – particularly apartments and medium-density housing that allows people to remain connected to their communities as their circumstances change,” introduces Cameron Alder, Director of WA’s privately-owned, diversified property investment and development group, Locus Property (Locus).

At the same time, delivering new housing at this scale has proven complex, with construction capacity, labour availability, cost escalation, infrastructure coordination, approval timeframes, and access to development funding all influencing whether a project is commercially viable.

For capable and disciplined developers like Locus, however, these conditions create opportunity.

“Demand alone does not make a successful project. Developers need to select the right locations, understand their customers, maintain financial discipline, and assemble experienced teams capable of navigating the full development process,” Alder points out.

“We remain optimistic because WA has strong long-term fundamentals. Our focus is on creating developments that respond to genuine housing and community needs rather than simply following short-term market cycles,” he adds.

CREATING LASTING VALUE

Established in 2015 and headquartered in Cottesloe, WA, Locus’ current portfolio spans residential, mixed-use, retail, and industrial property.

Its residential portfolio includes projects such as Harbour Sorrento, Harbour Hillarys, Monument East in Fremantle, Park Lane in Stirling, Norfolk Residences in Cottesloe, and Altimo Wembley.

“Our commercial and investment portfolio includes assets such as the Alkimos Gateway Shopping Centre, Woodvale Boulevard Shopping Centre, and Hutton Street precinct in Osborne Park,” Alder informs us.

As a company that places considerable emphasis on transparency, communication, and alignment throughout the investment and development process, Locus’ clients and stakeholders include residential purchasers, private investors, wholesale investors, joint venture (JV) partners, retailers, and commercial tenants.

“Our core operations are currently concentrated in WA, particularly metropolitan Perth, where we deliberately maintain a relatively focused and experienced internal team, supported by specialist consultants, architects, builders, planners, engineers, sales professionals, and other delivery partners,” he explains.

Combining the discipline of an investment business with the creativity and customer focus of a property developer, Locus seeks to be recognised for the quality of its decisions, the places it creates, and the value it delivers to investors, purchasers, and communities.

The company is highly selective about the opportunities it pursues, carefully considering the location, planning environment, customer profile, capital structure, delivery risk, and long-term relevance of the proposed development before acquiring a site.

“That discipline continues through design, approvals, funding, construction, marketing, and settlement,” clarifies Alder.

Placing quality before quantity, Locus is supported by three fundamental principles – daring to be different, maintaining a strong local focus, and creating lasting value.

Further setting it apart from the competition is the company’s investment in high-quality design, alongside its ability to maintain close relationships with investors, customers, and project partners.

“Decisions are made by people who are directly invested in the outcome and accountable for delivering it,” he confirms.

FULL DEVELOPMENT LIFECYCLE

With an integrated approach that maintains continuity and accountability across the entire lifespan of a project, Locus is involved from initial site identification and due diligence through to acquisition, construction, marketing and, where relevant, asset management.

“That continuity is important because decisions made at the beginning of a project can have significant consequences several years later; a planning assumption can affect construction efficiency, a design decision can affect marketability, and a procurement decision can affect quality and cost,” Alder cautions.

As Locus remains involved in the full development lifecycle, it can assess these decisions in the context of the overall project instead of treating each stage in isolation.

Rather than dealing with disconnected advisors responsible for only one component, investors and project partners have access to a clear point of accountability throughout.

“Our team coordinates the various disciplines and maintains the project’s strategic direction, from acquisition through to delivery,” he prides.

Locus’ development, funds management, and syndication capabilities also allow it to structure opportunities around the particular characteristics of each project, including bringing together aligned investors, providing regular reporting, and ensuring commercial objectives remain connected to the development strategy.

MAJOR STEP FORWARD

Harbour Sorrento represents a major step forward for Locus and is an important part of its long-term vision for the gateway to Hillarys Boat Harbour.

Comprising 83 premium residences with an estimated value of approximately AUD$166 million, the development was designed by Hillam Architects to be a high-quality coastal development offering ocean views, residential amenities, and direct connectivity to the harbour.

“Our involvement has extended across the complete development process, from site acquisition through to sales and construction planning.

“One of the most important elements has been ensuring the design responds sensitively to its coastal setting, with the building form, landscaping, material palette, and apartment orientation developed to create an appropriate transition between the coast, harbour, and surrounding residential community,” Alder emphasises.

Although a commercially significant property for Locus, Harbour Sorrento’s importance goes beyond monetary value, demonstrating the company’s capacity to deliver larger, design-led developments whilst establishing the foundations for the broader harbour precinct.

“The strong market response to Harbour Sorrento also reinforces our view that there is genuine demand for high-quality apartment living in established coastal locations – particularly amongst people who want to downsize without leaving the area and community in which they have built their lives,” he adds.

Harbour Hillarys, meanwhile, has reached an important milestone, having recently received development approval in June this year.

It comprises two multi-storey buildings containing 87 premium residences, a substantial ground floor retail and commercial complex incorporating food and beverage premises, landscaping, and public realm improvements.

The project is valued at approximately AUD$220 million and expected to enter the market in 2027.

Like Harbour Sorrento, the design of Harbour Hillarys has been carefully considered to optimise ocean views whilst creating a welcoming gateway to Hillarys Boat Harbour.

Together, Harbour Sorrento and Harbour Hillarys represent a transformational investment, offering greater housing diversity, new retail services, and employment opportunities whilst strengthening the connection between the surrounding community and harbour.

For Locus, receiving development approval for Harbour Hillarys is not only a significant achievement, but also the beginning of the next phase.

“Our focus now turns to detailed design and project delivery to ensure the development fulfils the quality and community outcomes we set out to achieve,” details Alder.

LONG-TERM RELATIONSHIPS

Fundamental to Locus’ daily activities are its investors, partners, and suppliers.

“Property development is not an individual pursuit. Every successful project depends on the collective expertise of investors, architects, planners, engineers, builders, trades, sales teams, local authorities, community representatives, and other stakeholders,” Alder sets out.

Indeed, Locus’ investors provide more than just capital – they bring long-term relationships, commercial experience, and an understanding of the WA market.

The company’s syndication model brings together aligned investors and seeks to create a transparent environment in which they remain informed and have confidence in the project strategy.

“Local consultants and suppliers understand the characteristics of building in WA – from planning and climate considerations to construction conditions and buyer expectations. Their knowledge helps us identify risks earlier, make more informed decisions, and create projects that are appropriate to their location,” he reflects.

As a company that values long-term relationships over transactional ones, Locus chooses partners who understand the way it works, enabling a more collaborative and efficient project timeline.

“We also believe that supporting WA businesses allows more of the economic benefit generated by our developments to remain within the local community,” asserts Alder.

With its developments becoming a central part of local neighbourhoods for many decades, community engagement is central to Locus’ approach.

“Our first responsibility is to listen. This includes engaging with neighbours, local authorities, community representatives, and relevant organisations during planning and design.

“Constructive engagement can identify issues that may not be apparent from a technical review alone and can help produce a better project,” he adds.

Locus also seeks to support local organisations and community initiatives through sponsorship, participation, and direct contribution.

BUILDING QUALITY AND INTEGRITY

Fostering a genuine and connected relationship with the places in which it operates, Locus’ goal is to create developments that contribute positively to their surroundings.

“Our published community commitment is based on transforming urban landscapes through sustainable and considered design and maintaining active involvement with local groups and initiatives,” Alder states.

In this way, the company’s ambition going forward is to remain disciplined, sustainable, and consistent with its values.

Recognising the significant opportunities in established metropolitan locations where new housing, retail services, and urban renewal can create lasting community value, Locus intends to expand its portfolio across residential, mixed-use, and commercial property whilst maintaining a strong focus on WA.

As such, the company will continue building its funds management and investment platform, giving investors access to carefully selected opportunities supported by rigorous due diligence, transparent communication, and active management.

Locus also seeks to increase the scale and complexity of the projects it can deliver, exemplified by developments such as Harbour Sorrento and Harbour Hillarys.

Growth in project size, however, will not come at the expense of attention to detail or financial discipline.

“Our goal is not simply to accumulate projects but to build a respected, enduring WA property company known for quality, integrity, and the ability to deliver on commitments.

“We will continue investing in our people and relationships because the strength of our business ultimately depends on the quality of our team, partners, and the confidence placed in us by our investors and customers,” Alder passionately concludes.

The post Locus Property : Growth by Design appeared first on APAC Outlook Magazine.

As demand for affordable housing continues to grow across Southeast Queensland, KDL Property Group combines strategic land development, construction expertise, and innovative housing models to support delivery at scale. Kent Leicester, Managing Director, tells us more.

REDEFINING QUEENSLAND’S PROPERTY DEVELOPMENT LANDSCAPE

Founded in 2012 on the belief that property development could be done differently, KDL Property Group (KDL) is a fast-growing Queensland residential property developer with an increasingly integrated approach to land development and housing delivery.

Headquartered in Broadbeach, the company’s land development and housing delivery operations are primarily focused on high-growth regions across Southeast Queensland.

“At its core, KDL identifies and acquires well-located development sites, manages planning and approvals, and designs communities. We then oversee the civil works required to create serviced residential lots, taking projects through registration, sales, and settlement,” opens Kent Leicester, Managing Director.

KDL’s wholly owned construction arm, Ryse Construction, adds the capability to deliver completed homes across selected projects.

This integrated model gives KDL a broad customer and partner base. Alongside traditional builders, the business is increasingly working with government, institutional investors, and community housing providers to deliver large-scale affordable housing programmes.

KDL is also expanding into community-focused projects such as childcare, medical, and neighbourhood centres that complement its residential developments.

The KDL and Ryse Construction team now totals 26 people, supported by a long-standing network of civil contractors, planners, engineers, and other specialist consultants. The company has a pipeline of approximately 3,700 lots, with approximately AUD$2.5 billion in value across its land and housing development pipeline.

RYSE CONSTRUCTION

With a growing portfolio of projects underway and planned, Ryse Construction has become an important part of KDL’s integrated delivery model.

“Ryse Construction connects KDL’s property development knowledge with what happens on-site every day,” says Leicester.

The division allows KDL to consider housing design, procurement, and trade capacity earlier in the development process. It also provides direct feedback from construction teams that can help improve the planning and delivery of future stages.

“The advantage of having KDL and Ryse Construction working collaboratively is that we can test lot dimensions, driveway locations, and general buildability early in the process before the design is locked in. That reduces wasted land, avoids unnecessary construction costs, and generally produces a more functional home,” he sets out.

This designed-by-builders philosophy means layouts are more practical, specifications can be better controlled, and the company has repeatable systems that support volume without making every home the same. It can also reduce some of the delays and complexity associated with traditional retail building, including repeated design variations and fragmented administration.

Leicester says this is an important point of difference for the business.

“Ryse Construction isn’t trying to be a traditional retail home builder. We don’t carry a huge catalogue of designs or deal with individual variations.

“Our point of difference is that homes can be designed around the land and project requirements from day one. That is particularly valuable when delivering hundreds of homes through affordable housing programmes,” he outlines.

SUPPORTING CRITICAL DEMAND

KDL’s capabilities are increasingly relevant to one of Southeast Queensland’s major challenges: delivering enough housing to meet population growth and demand, including affordable housing.

“I believe the industry still has to overcome a difficult delivery equation. It’s not just about affordability – it’s about identifying the right land, zoning more land, and getting it approved with the right mechanisms and supportive infrastructure in place to achieve completion,” says Leicester.

Amongst the major constraints are the timing and availability of enabling infrastructure. New housing depends on the coordinated delivery of roads, water, sewers, and other essential services, with sufficient capacity to support growing communities.

Infrastructure such as this therefore requires effective planning and swift delivery to support the timely development of new land.

“Infrastructure delays don’t just affect the developer. They can delay a builder’s start, a buyer’s home, and ultimately the date a resident can move in. When you’re delivering housing at scale, those delays can have a significant impact,” he states.

KDL is also broadening the housing mix across its pipeline to help deliver greater choice and make efficient use of well-located land.

“Instead of just delivering detached housing, we’re looking at smaller more efficient homes, townhouses, and dual-key designed homes where standardised layouts and procurement allow more properties to be constructed in the same areas,” informs Leicester.

Whilst the housing mix is becoming more diverse, Leicester says quality remains a priority.

“Improving affordability shouldn’t mean reducing quality. The opportunity is to remove waste from the process, use land intelligently, and shorten the time between land registration and construction by designing homes earlier and making them efficient to build and economical to live in,” he says.

DYNAMIC HOUSING OPPORTUNITY

With the Queensland government recently announcing a target to build one million homes by 2044, Leicester sees an opportunity for the public and private sectors to work together to overcome the housing demand challenge.

“For KDL, it creates an opportunity to deliver affordable housing programmes at scale. We have a substantial pipeline of land, and Ryse Construction gives us another capability to help translate that pipeline into a broader range of completed homes,” Leicester highlights.

The company is already participating in major affordable housing initiatives involving government, institutional, and community housing partners.

For example, in collaboration with the Housing Australia Future Fund (HAFF), KDL and Ryse Construction are currently delivering 359 homes across four different communities in Logan City and the City of Moreton Bay.

The housing mix includes a range of bedroom configurations and dwelling types, including dual-key homes.

“Dual-key housing allows two self-contained dwellings to be delivered on one residential lot, creating greater flexibility in the mix of one, two, three, and four-bedroom homes we can provide,” notes Leicester.

The approach can increase housing choice within established suburban areas and make more efficient use of residential land.

“The real advantage of this model is that we can produce a different kind of dwelling mix that’s well-designed and supportive of dual-key living homes, delivering what we call ‘gentle density’ – increasing the number of residents in a house without changing the character or standards of a suburban neighbourhood,” he explains.

This allows projects to cater for a wider range of households, including couples, families, key workers, older residents, and multi-generational households.

KDL is also the exclusive land partner in the Everyone’s Place affordable housing initiative, with 291 of the company’s lots supporting the delivery of 483 homes across four communities.

STRATEGIC, COORDINATED GROWTH

KDL’s multi-billion-dollar pipeline is the result of long-term acquisition and planning, with the business focused on sustainable growth rather than growth for its own sake.

“We’re not a company that needs to grow as quickly as possible – we need to grow sustainably, which is why we’re focused on expanding in the areas that reflect our model and what we do.

“It’s very easy to get distracted in property development, but we have stayed true to our core product – residential, low-density housing,” affirms Leicester.

KDL is further distinguished by its ability to manage the entire project lifecycle, which offers numerous advantages.

Bringing acquisition and planning, development, sales, and construction under a common strategy can improve coordination and allow decisions to be made with the completed home and future resident in mind.

“There are many parties involved in our projects – developers, consultants, civil contractors, sales teams, and others. Alignment helps everyone work towards the same outcome and can improve both speed and certainty.

“For the end buyer, that can mean greater consistency, clearer accountability, and shorter delivery times. We’re seeing that when the different parts of the process work together, we can deliver a more reliable and efficient product that is suited to the land,” Leicester observes.

Oversight across the complete development lifecycle also improves visibility of civil works, titles, procurement, and construction, allowing potential cost and delivery issues to be identified earlier.

FORGING STRONG COMMUNITY BONDS

Supporting the communities in which it operates has been part of KDL’s philosophy since its founding.

“Our business is ultimately about communities. We want our contribution to extend beyond just the physical development of homes by supporting organisations that promote wellness and a sense of connection,” Leicester emphasises.

The company has built strong connections with notable charity organisations across Southeast Queensland, including the Ronald McDonald House Charities and OneWave – a not-for-profit surfing charity that offers meaningful mental health programmes across the community.

KDL also supports a number of sporting organisations, such as the Bond University Rugby Club and Queensland rugby union pathway programmes.

The company is particularly proud to be a naming-rights sponsor for the Emerging Reds Cup in collaboration with Queensland Rugby Union.

“We look for partnerships that have a real tangible local impact and where the organisation’s values align with our own. We also try to involve our team and industry partners because shared participation creates more impact than just a corporate donation,” Leicester expands.

SCALING AND EXECUTION EXCELLENCE

Having built a substantial pipeline of approximately 3,700 lots, KDL’s priority is now to convert that pipeline into approvals, serviced lots, and completed homes at a reliable and consistent pace.

This includes the continued delivery of its Housing Australia Future Fund (HAFF)-supported projects, with the current programme expected to be completed by the end of Q1 2027.

The company is also progressing projects across Logan, Moreton Bay, Ipswich, and Toowoomba, with a continued focus on quality and delivery.

Another priority is the responsible growth of Ryse Construction, with hundreds of homes in its forward pipeline alongside its commercial projects.

“We want to invest in experienced leadership, build stronger systems, have more disciplined procurement and trade capacity relationships, and make sure growth is controlled,” Leicester adds.

KDL also plans to expand selectively in emerging residential growth areas and continue building its capability to deliver community infrastructure alongside housing.

Waraba and Ripley are major focus areas, with KDL having assembled a substantial long-term development pipeline across Ripley and South Ripley already.

“We’re proud that we can design and deliver these projects the right way through major product diversifications. Alongside the acquisition and purchase of more land, our primary focus is on the sustainable, responsible scaling and execution of what we have in our pipeline,” concludes Leicester.

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