INTEGRAL TO THE INDUSTRIAL LANDSCAPE

The Namibian mining market is rumbling with excitement as it sits at the intersection of established production – populated by uranium, base metals, diamonds, and gold – and new growth driven by the demands of the energy transition and renewed exploration.

Uranium production in particular remains strong going into 2026 as it lifts activity across the supply chain, especially in areas such as construction, maintenance, logistics, and specialist services.

For industry players such as K Neumayer Civil Contractors (K Neumayer) – a proudly Namibian multidisciplinary contractor – the landscape is particularly fruitful due to the sheer variety on offer, including greenfield builds, brownfield upgrades, expansions, shutdowns, and infrastructure that must be delivered safely and reliably in very demanding operating environments.

“In my view, Namibia remains one of the best places in Southern Africa to be right now. It is stable, investor-friendly, and has excellent infrastructure; as a country, we have the skills to build demanding projects,” begins John Mitchell, Managing Director.

Operating across Namibia, K Neumayer delivers a vast range of earthworks, civil construction, and full structural, mechanical, piping, and platework (SMPP) services for mining and industrial clients.

It additionally offers land surveying, custom fabrication, and plant maintenance, allowing customers to reduce interfaces and simplify project execution.

Furthermore, the company’s presence spans its offices in Rosh Pinah, Swakopmund, and Karibib – all purposefully located in proximity to mining clients.

“We have a fully self-sustaining fabrication and service facility in Rosh Pinah and have just finished a new fabrication facility in Swakopmund. This will enable us to better manage plant fabrication in-house and strengthen our control of the supply chain for mining projects,” Mitchell outlines.

DEEPENING END-TO-END VALUE

With almost three decades of experience, K Neumayer has grown into one of Namibia’s most trusted multidisciplinary contractors, with a proven track record in brownfield and greenfield projects.

The company’s growth is testament to its capabilities and commitment to excellence, with a burgeoning influence that spans the country and beyond.

Indeed, the business has cemented itself as an expert in mine infrastructure, civil and structural steelwork, custom fabrication, land surveying, and plant maintenance.

“One of our differentiators is our ability to self-perform across civil, SMPP, surveying, and related services. This reduces fragmented contractor interfaces and places accountability within a single, controlled delivery structure,” Mitchell attests.

As a result, K Neumayer is afforded greater programme control, reduced coordination risk, improved quality continuity, and clear responsibility from start to completion.

The company is also deeply committed to safety, precision, production, and quality, as it doesn’t just complete projects – it builds enduring partnerships and creates lasting impact.

This is emphasised by the fact most of K Neumayer’s projects are with repeat clients and engineering, procurement, and construction management (EPCM) businesses.

Equally, the company prioritises end-to-end delivery facilitated by its Namibian-based teams, which are equipped with local knowledge of operating conditions, and cutting-edge infrastructure and equipment that complies with regional rules and regulations.

PROUDLY NAMIBIAN

K Neumayer has been delivering excellence in the construction and mining industries since 1998 and is proudly Namibian in terms of ownership, leadership, and workforce composition.

“Our roots are not external or temporary – they are embedded in the towns and regions where we operate. That local grounding gives us an operational advantage that cannot be replicated by short-term or externally driven contractors,” Mitchell prides.

However, for K Neumayer, being local does not mean thinking small, but rather nurturing a deep understanding of the surrounding environment.

Indeed, operating successfully across Namibia requires knowledge of regional logistics and supply chain realities, such as navigating local regulatory and compliance frameworks, managing projects in remote environments with limited redundancy, and building long-term relationships with communities and stakeholders.

“Because we are established in regions across Namibia, we operate with contextual awareness – not assumptions. This reduces risk, improves response times, and strengthens execution certainty,” he insights.

Whilst the company possesses a national footprint, its performance standards are benchmarked against leading international mining and industrial practices.

These include structured project controls and reporting systems, strong commercial governance and cost discipline, safety systems aligned with mining best practices, quality assurance and documentation standards suitable for major project environments, and skilled supervision and technical oversight.

“We deliberately measure ourselves against what the industry requires at a global level – not merely what is typically local,” Mitchell states.

Within this context, a long-term commitment to Namibia is central to K Neumayer’s mission.

Anything but transient, the company also places deep investment into skills development and artisan growth, witnessed in its local supplier networks, nationwide equipment and infrastructure, and local community upliftment initiatives.

“Our strategy is not to extract short-term value from projects – it’s to build sustained capability within Namibia’s construction and mining sectors.

“We combine local depth, regional experience, and disciplined execution systems to deliver projects at the standard expected of leading international contractors, whilst remaining deeply rooted in Namibia,” he smiles.

INTEGRATED DELIVERY AT SCALE

Underpinning the company’s enviable capabilities, the Rosh Pinah Paste Plant is a key example of integrated delivery at scale.

Executed in partnership with Viva Engineering, the facility is a major turnkey solution in SMPP scope, achieving a total output of 2,000 tonnes (t) of steelwork and platework, 1,200 t in mechanicals, and 16 kilometres (km) of piping.

As such, the plant expands K Neumayer’s proficiency in detailing, fabrication, corrosion protection, logistics, and site installation.

Elsewhere, the AFS plant in partnership with NAMDEB offers a truly one-stop solution for clients.

The facility’s SMPP scope includes items like bins, chutes, conveyers, and transfer buildings, with K Neumayer covering site installation and commissioning as well as bulk earthworks and civil operations.

“This is a good example of multidisciplinary execution under one contractor structure,” Mitchell acclaims.

Meanwhile, the Twin Hills Gold Project (Twin Hills) – led by Osino Resources – is significant for Namibian contractors because it represents a major development in investor interest.

From K Neumayer’s perspective, Twin Hills expands its capabilities in three ways.

Firstly, the execution of this large-scale project pushes programme discipline, construction methodology, and coordination across multiple adjacent workforces.

Projects such as Twin Hills also call for higher project-control maturity, encouraging stronger reporting cadence, commercial discipline, and integrated planning.

Thirdly, it encourages transferable systems, whereby the learnings developed during the construction phase translate directly into other projects and the broader industrial network.

The key to success in all these projects lies in a strong supplier network – something K Neumayer deeply values.

“The supply chain is not a back-office function in our world – it’s a primary driver of project certainty,” Mitchell affirms.

Indeed, in the mining and industrial space, project programmes often live or die on lead times, availability of spares and consumables, fabrication throughput, transport and delivery, and capability and safety compliance – components that are dependent on strong supplier partnerships.

“That’s why we treat key suppliers and partners as an extension of our delivery capability – aligned on safety, quality, and response time,” he tells us.

LONG-TERM INDUSTRY STRENGTH

Alongside a robust supplier network, K Neumayer firmly believes sustainable growth is built on the strength, capability, and character of its employees.

“Equipment and systems are important, but it’s ultimately our teams on the ground that deliver quality, safety, and performance. For this reason, people development is not incidental to our strategy – it’s central to it,” Mitchell reflects.

Comprising just over 1,000 team members, K Neumayer’s workforce spans artisans, engineers, project and construction managers, quantity surveyors, and associated support staff.

The company prioritises practical and site-based learning, which is integral given mining and civil environments are technically demanding.

Therefore, extensive competence is developed from exposure to these real-world conditions, with K Neumayer’s approach encouraging progressive responsibility and cross-functional exposure to civil, SMPP, surveying, and plant operations.

The company also offers direct mentorship from experienced supervisors and project leaders, who set clear performance benchmarks linked to project outcomes.

“This ensures learning is measurable and aligned with operational excellence,” Mitchell tells us.

K Neumayer also strives to develop technical and leadership capabilities across its staff base, prioritising supervisory and frontline leadership growth, accountability in programme and cost management, and exposure to planning, reporting, and commercial disciplines.

“We aim to create technically strong professionals who understand both execution and responsibility,” he sets out.

All these employee training elements tie into the company’s overarching goal of long-term capability building in Namibia, as it actively supports practical training pathways and collaborates with institutions such as the Namibia Institute of Mining and Technology (NIMT) to strengthen technical skills within the industry.

LEAVING A POSITIVE FOOTPRINT

Corporate social responsibility (CSR) equally stands as a cornerstone of K Neumayer’s success, as it isn’t treated as a marketing exercise but a practical commitment to improving the communities in which it operates.

“As a Namibian company with deep roots in towns such as Rosh Pinah, Swakopmund, and the surrounding regions, we recognise our long-term success is directly linked to the well-being and development of these communities,” Mitchell acknowledges.

As such, K Neumayer has a steadfast approach to CSR, with the strong belief that education is the foundation of sustainable development.

The company actively supports schools in operational areas, provides infrastructure improvements and maintenance support, donates essential materials and equipment, participates in school development initiatives, and encourages learners to pursue technical and vocational careers.

“By contributing to a better learning environment, we aim to create opportunity and aspiration for the next generation,” he emphasises.

K Neumayer equally stands by the fact that healthy communities are productive communities and therefore supports various health-focused initiatives in the region.

This includes assisting local health campaigns and awareness programmes, making contributions to community health-related initiatives where needed, and promoting safety, wellness, and preventative awareness amongst its workforce.

“For us, CSR is about responsible participation in the communities that host our projects. We operate with the understanding that our presence must leave a positive footprint – through education support, skills development, and improved community well-being.

“This is part of our identity as a proudly Namibian company committed to building not only infrastructure, but also stronger communities,” Mitchell highlights.

As K Neumayer continues its work into 2026, the company maintains a strong focus on the future.

Indeed, it is prioritising securing and executing strategically aligned, profitable projects, as well as strengthening project controls and delivery governance to improve upon its ISO 9000 and 45000 standards.

Elsewhere, K Neumayer aims to build upon its in-house training applications that will enable semi-skilled workers to reach the next level of understanding and qualify as artisans.

“Our goal is to not only deliver projects today, but also contribute to building the next generation of Namibian construction and mining professionals,” Mitchell optimistically concludes.

The post K Neumayer Civil Contractors : Integral to the Industrial Landscape appeared first on Construction Outlook.

BRIDGING THE CONSTRUCTION DIVIDE

Construction remains a cornerstone of global economic growth, supporting infrastructure and urban development.

Increasingly, the sector is evolving through sustainability and technological innovation.

Across Africa, the construction industry continues to grow, driven by rapid urbanisation, population expansion, and demand for new infrastructure.

“In South Africa (SA), we have seen significant road and water infrastructure projects enter the market between 2023 and mid-2025, which are now being constructed,” notes Riaan de Necker, Group Managing Director of the Roads and Earthworks (R&E) division at WBHO Construction (WBHO).

“We have successfully secured a substantial share of these contracts, even though tender activity has slowed across the continent since mid-2025.

“As such, we continue to service our traditional mining clients across Africa, delivering world‑class infrastructure and tailings storage facilities,” he outlines.

WBHO’s footprint spans across Africa, with permanent offices in all major South African metros and extending to Botswana, Ghana, and Mozambique.

The R&E division supports a wide range of traditional and specialist engineering disciplines.

“Our agile teams understand the complexities of working across Africa and are supported by a modern plant fleet and experienced logistics teams, allowing us to deliver consistently high‑quality service,” says de Necker.

Founded in 1970, WBHO has become one of the continent’s leading construction companies, recognised for its scale, expertise, and long-standing industry reputation.

BUILDING THE PORTFOLIO

Since we last spoke to the company in 2024, WBHO’s R&E division has secured numerous large-scale and technically demanding projects.

“These projects have strengthened our order book and created valuable opportunities for our engineers and teams to engage with modern construction techniques and world-class equipment,” de Necker explains.

“Several previously reported projects have now been successfully completed, such as the automated coal handling and loading infrastructure at the Kusile Power Station.”

Recent contract completions also include windfarm construction in the Eastern Cape and the Beposo Tailings Storage Facility at AngloGold Ashanti’s Iduapriem Mine in Ghana.

Projects such as the N2 Wild Coast Highway (Section 20 between the Msikaba and Mtentu Bridges) are progressing well and further expand the company’s growing portfolio.

The shift from mining infrastructure to road and bridge works was a natural transition rather than a planned strategic pivot.

“As a client‑focused construction company, our agility enables us to adapt to changing market conditions and deliver work to our clients’ needs.

“Whilst activity in mining infrastructure declined, we were fortunate to secure significant road and bridge works, allowing us to shift our focus to new opportunities. Mining infrastructure investment and development are cyclical, and we are confident once this market turns it will again be a significant contributor to our order book,” de Necker sets out.

ROAD REHABILITATION

A flagship project for WBHO R&E is the National Route 3 (N3) road upgrade project between Key Ridge and Hammarsdale, a critical economic corridor connecting Durban to Gauteng.

This project is one of 18 of the country’s Strategic Integrated Projects (SIPs) – a coordinated national infrastructure programme aimed at boosting economic growth and improving public services.

The upgrade introduces four new major bridges to accommodate a five-lane divided dual carriageway, designed to improve mobility whilst preserving the surrounding environment.

This groundbreaking project features two incrementally launched method (ILM) bridges, each with a deck width of 23 metres (m) and length of 365 m, to accommodate five traffic lanes in both directions.

The project also features two spine-beam bridges, which use a central, robust longitudinal beam to support the decks, with cantilevered side wings to extend the width.

This impressive design facilitates rapid construction and uninterrupted traffic flow during construction.

Other works include pre-cast traffic barrier installations, gabion protection, and high-quality street lighting.

“The roadway will ultimately be upgraded to a transformative five-lane divided dual carriageway,” de Necker informs.

Historically, this stretch of road has been prone to major accidents, and the upgrade aims to significantly improve safety issues.

“Another one of our projects on the same stretch of highway involves the rehabilitation of the N3 highway between the Vaaldraai Interchange and Malanskraal, one of the busiest roads in SA,” he explains.

Elsewhere, WBHO is also involved in the significant upgrade of National Route 2 (N2) on three road contracts, between Ermelo and eMkhondo, totalling nearly 100 kilometres (km) of highway.

This section forms part of the main route between Richards Bay harbour and Mpumalanga. The current single carriageway is being upgraded to a dual carriageway with two lanes in each direction and is receiving a Continuously Reinforced Concrete Pavement (CRCP) to accommodate the high volume of heavy-axle loads encountered.

Notably, it will be the first significant stretch of CRCP to be constructed in SA since the turn of the century.

WBHO has therefore acquired two complete Wirtgen concrete paving trains, comprising the WPS 62i concrete placer, a SP 94i concrete paver, and the TCM 180i texture and curing machine.

“Our teams are excited to be involved with this technology delivering world-class infrastructure,” de Necker enthuses.

THE WAY OF WATER

In 2024, WBHO was successful in its bid submission for the design and construction of a 100 km water pipeline with associated pump stations and water storage facilities – the Lebalelo Regional Water Project in Limpopo.

“Since being named as the preferred bidder, we have worked closely with the project sponsor and implementor to get the contract to financial close,” de Necker recalls.

In December last year, the sponsor and implementor – together with the institutional and commercial sector financing partners – signed a pledge to commemorate commercial close for Stage 1 of the Olifants Management Model Programme, which aims to cost-effectively deliver raw and potable water to various communities and mining houses in the delivery area.

This triggered the commencement of the first phase of the project last month, with the balance of the work likely to commence in April 2026.

“As such, in order to achieve the tight programme requirements for such a large diameter pipe project, we procured a Tesmec 1875XL EVO – the largest and most powerful chainsaw trencher produced by Tesmec, which has been specifically engineered for large-diameter pipeline projects in the most demanding conditions,” explains de Necker.

This impressive machine is primarily used for excavating hard and abrasive rock where traditional methods often fail.

At present, there are only two other machines of this size and capability in the world, both of which are operating in Saudi Arabia.

LED BY PASSION

Following three consecutive years of growth, de Necker credits WBHO’s ongoing success to its dedicated team of people, who operate in various geographical areas wherever construction opportunities present themselves.

“We operate across multiple disciplines, with each of our divisions being led by management staff that possess detailed market knowledge of the region they are responsible for,” he remarks.

“It’s the quality of our people and the passion they have for what they do that has truly inspired our success to date.”

He emphasises WBHO’s commitment to ongoing training and staff development, allowing WBHO to securely and sustainably deliver the standards of quality, safety, and reliability that its name is now synonymous with.

“We operate a modern fleet of plant and equipment, which further supports our operational excellence,” de Necker states.

WBHO’s leadership in the sector is rooted in the diversity of services offered, quality, sustainability, and strong partnerships. An experienced and loyal management team sets the company apart from its competitors.

SAFETY AS A PRIORITY

As a contractor with an ever-expanding international footprint operating across Africa, WBHO must maintain the very highest health and safety standards.

Safeguarding of its employees and subcontractors is essential for high morale and productivity.

Additionally, a proven safety record is imperative for securing contracts in key markets, particularly in mining and public sector projects.

The company endeavours to maintain its sound reputation for delivering high-quality projects with superior levels of safety management.

Poor safety records can negatively affect reputation, client relationships, and most importantly, the well-being of its employees.

“Safety is always our priority – we strive to ensure all our employees return home safely to their families after each workday and are obligated to meet specific safety targets every year,” says de Necker.

“Across every facet of our business, safety is a daily conversation. It is intertwined into every element of the ‘WBHO Way’ and a safe site is a productive site, with safety forming an integral part of our method of doing business.”

THE NEXT CHAPTER

WBHO remains focused on delivering its current project portfolio whilst staying aligned with its mission to provide clients with long‑lasting, high‑quality projects.

“We do not chase revenue growth – we choose to focus on ensuring we achieve the profitability targets we set ourselves,” says de Necker.

Furthermore, WBHO’s long-term vision is to leave a lasting legacy through the infrastructure it delivers.

“We aim to establish ourselves as the leading construction company wherever we operate, always striving to be a pleasure to do business with, delivering quality solutions in a professional and collaborative manner,” he adds.

Adaptability, strong client relationships, and operational excellence will continue to guide WBHO’s future.

“We stand firmly behind our motto of ‘rely on our ability’, and we trust that mantra to drive us forwards,” de Necker finishes with pride.

WBHO CONSTRUCTION PARTNER

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SPOTLIGHT ON CONSTRUCTION IN AUSTRALIA

Today’s Australian construction landscape is undergoing a notable shift, with sustainability, regulation, and technological innovation reshaping construction processes.

Historically characterised by traditional, carbon-intensive methods, the sector is increasingly embracing greener practices and data-driven approaches in response to evolving environmental expectations.

A key catalyst for recent industry change was the introduction of the National Construction Code (NCC) 2022, which raised the minimum energy efficiency standard for new homes to a seven-star rating in line with the Trajectory for Low Energy Buildings – a government plan to achieve lower carbon structures.

The move has encouraged developers and designers to re-think building performance – from improved insulation to more efficient material choices.

At the same time, the industry is turning its attention to reducing embodied carbon – the emissions associated with the production and construction of building resources.

This growing focus is driving interest in construction materials such as sustainable timber, recycled alternatives, and low-carbon steel, whilst new policies are beginning to require large infrastructure projects to actively manage their upfront carbon.

Technological innovation is also playing a transformative role, with digital tools such as building information modelling (BIM) and artificial intelligence (AI) enabling companies to improve planning accuracy, optimise material use, and reduce waste.

Modern methods of construction, meanwhile, are helping to streamline delivery and enhance quality control, such as volumetric modular construction and precast concrete elements.

Despite these advances, the sector continues to navigate a challenging operating environment.

Rising material costs and inflationary pressures are placing strain on residential developments, whilst a persistent shortage of skilled labour remains a continued obstacle to growth within the industry.

Nevertheless, with sustainability now firmly embedded in the nation’s long-term agenda, Australia’s construction sector is steadily laying the foundations for a more efficient, resilient, and environmentally conscious future, particularly as it seeks to achieve net zero greenhouse gas (GHG) emissions by 2050.

Q&A WITH TARYN CORNELL, SENIOR MANAGER – STRATEGY AND DEVELOPMENT, THE GREEN BUILDING COUNCIL OF AUSTRALIA

We sit down with Taryn Cornell, Senior Manager – Strategy and Development for the Green Building Council of Australia, who discusses for the organisation’s role in advocating on behalf of its members and supporting a sustainable future for the nation’s construction sector.

Firstly, could you talk us through the origins and primary goals of the Green Building Council of Australia?

Taryn Cornell, Senior Manager – Strategy and Development (TC): The Green Building Council of Australia (GBCA) was founded in 2002 by industry leaders who recognised the need for a unified, consensus-driven, and science-based approach to transforming Australia’s built environment and shifting towards sustainability.

Our primary goal is to deliver better buildings and places to live, work, and play – by ‘better’ we mean lower-carbon, healthier, and more climate-resilient environments. These are things we’re driven to improve not just at scale, but also on a granular level.

We do that by working across a lot of different building types, from workplaces and sports facilities to schools, universities, railway stations, and retail spaces.

Our purpose is to drive ambition whilst building capability across the construction industry.

What is your take on today’s Australian construction landscape, and how have you seen it evolve over the course of your career?

TC: I would say it’s both exciting and challenging. Australia has a strong track record when it comes to sustainability in the built environment.

One of the biggest shifts has been the rise of upfront carbon as a mainstream conversation. Five years ago, very few people understood it; today, governments are backing the concept and discussing its inclusion in the NCC. That represents a rapid and significant change.

We’re also seeing growing momentum around designing and building for circularity. This involves treating buildings as a ‘kit of parts’ and finding ways to extend the life of materials within our built environment, which requires a shift away from traditional construction approaches towards more modular and durable design.

Another important change is leadership across the construction supply and value chain.

Where sustainability was once seen as an optional extra, today construction companies and contractors are increasingly using it as a point of difference, and proposing ways to reduce upfront carbon, electrify buildings, connect projects with better suppliers, and rethink material choices to improve construction outcomes.

This kind of leadership evolution is particularly exciting because the construction sector has not always been seen as a driver of change.

In fact, I began my career as an interior designer, where the goal was enriching people’s lives through design.

But, at the time, sustainability rarely entered the conversation – unless there was extra budget, which seldom happened.

So, seeing these sustainability concepts scale across the industry is what drew me to GBCA – real change requires an entire industry supported by clear targets and pathways to achieve them.

How important is your Green Star rating system in helping Australia to deliver sustainable, resilient, and healthy built environments?

TC: Green Star is built by industry, for industry. We undertake extensive consultation and consensus-building to identify what leadership looks like in this regard, whilst ensuring we don’t move so far ahead that people are left behind.

The aim is not only to set leadership benchmarks but also to help raise minimum standards across the industry, as we believe sustainability shouldn’t be limited to high-end developments.

Green Star provides a clear set of targets and requirements for the industry, establishing best-practice benchmarks for areas such as energy efficiency, carbon reduction, and climate resilience.

It’s a holistic rating tool that considers the broader sustainability picture rather than focusing on a single issue.

Projects inevitably need to balance competing priorities, so Green Star provides a framework and shared definition of what strong sustainability outcomes look like.

Because it is a certification scheme, it also verifies claims, and any sustainability outcomes put forwards by a project must be independently audited before certification is awarded.

We now have more than 7,500 Green Star-certified projects across Australia, representing billions of square metres of space.

That scale demonstrates both industry leadership and the growing commitment to improving the built environment for all.

As an association that serves as a key advocate for the construction industry, how extensively is GBCA involved in contributing to policy and regulatory frameworks which may affect Australia’s construction landscape?

TC: We play a very active role in advocacy across all levels of government.

At the local level, we work with councils on planning provisions and the ways they can influence sustainable development outcomes.

We also engage closely with state and federal governments to ensure policy frameworks support sustainable, resilient, and healthy buildings.

Our advocacy is guided by five key priorities:

• Climate action – Ensuring buildings meet net zero targets and are resilient to future climate conditions.
• Adaptability – Helping communities to withstand climate events and recover quickly.
• Affordability, health, and low-carbon housing – This has become particularly prevalent as housing remains a critical national issue. However, if homes are being delivered quickly, they must also be delivered well.
• Circular economy and resource efficiency – Key priorities in ensuring responsible material sourcing and use across the construction process.
• The broader urban system – Not just buildings themselves but the infrastructure and connections that make cities function effectively.

Your 2025 federal election policy priorities saw you working with elected representatives and parties that place a strong emphasis on lowering the cost of living, enhancing efficiency, and unlocking economic opportunities. What progress have you made towards these so far?

TC: Our advocacy is anchored by a policy framework called Every Building Counts, which has been guiding our work since 2019.

We collaborate closely with organisations such as Property Council of Australia and other industry partners to deliver it, because progress requires collective effort.

Through the framework, we work with the Australian government on initiatives such as doubling the country’s circularity rate by 2035 and establishing a wider national circular economy.

Recent developments include a built environment sector plan, which provides funding and support for programmes such as the Nationwide House Energy Rating Scheme (NatHERS) for residential energy efficiency, and updates to the Greenhouse and Energy Minimum Standards Act 2012 – initiatives which form the foundation of our broader sustainability progress.

We also work closely with the Australian Building Codes Board (ABCB), which develops the NCC. Green Star provides a recognised pathway for projects to demonstrate leadership in these instances, whilst also helping build an evidence base for stronger minimum standards.

Another key development is progress around embodied carbon. Five years ago, the concept felt too complex for many stakeholders. Through industry collaboration and funding initiatives, a National Australian Built Environment Rating System (NABERS) tool was launched in late 2024 to measure embodied carbon and provide a consistent, nationally recognised approach to reducing upfront carbon.

We are also involved in the Australian Sustainable Finance Taxonomy (ASFI), where Green Star can help link project finance with verified sustainability outcomes – the type of independent verification that is critical for ensuring credibility and transparency.

You recently participated at TRANSFORM in Sydney – the premier event for sustainability leaders and practitioners working across the built environment. What key topics were on the agenda?

TC: TRANSFORM is a fantastic conference because it brings together a wide range of people involved in the built environment. It’s a space where big ideas are discussed, but also where practical implementation is explored.

An area I was particularly excited about this year is our work on nature, biodiversity, and regenerative design.

Buildings don’t exist in isolation; they are part of a broader ecosystem, and nature provides an important connection point.

We launched a roadmap for nature-positive buildings, which will help guide the integration of biodiversity outcomes into the built environment.

This work also intersects with our Design for Country principles, which recognise the value of Indigenous knowledge systems that have supported communities for tens of thousands of years.

Another key milestone at the conference was the launch of the Green Star Fitouts rating tool – something I’ve personally been keen to see for several years.

Fitouts operate differently from base buildings, and they offer unique sustainability opportunities – particularly around material selection and circularity.

Whilst individual fitouts may be smaller in scale, their collective impact across the built environment is significant, and launching this tool will help building owners and contractors achieve better sustainability outcomes across those projects.

Finally, what are GBCA’s key priorities for the future, and how do you see Australia’s energy landscape evolving in coming years?

TC: Resilience will remain a central priority. It’s a broad concept, but the challenge lies in defining what resilience means at project level and developing consistent ways to measure and demonstrate it.

Nature and biodiversity will also continue to grow in importance, alongside circularity. These three areas – resilience, nature, and circularity – together form a powerful framework for transforming the built environment.

Carbon will remain a core focus, but we are also seeing new discussion points emerge such as data centres.

In our annual membership survey of more than 600 organisations, data centres were identified as the main topic members wanted to better understand – despite barely appearing in the survey the year prior.

Data centres’ rapid growth raises important questions about energy use, sustainability, and infrastructure.

In response, we have already hosted training courses and launched pilot programmes to explore how the sector can achieve stronger sustainability outcomes.

At the same time, we must continue advancing existing priorities such as energy efficiency and electrification, addressing how buildings interact with the grid.

These transitions can be disruptive, so collaboration between government and industry will be essential to ensuring they are implemented effectively.

Ultimately, our goal is to drive meaningful change whilst supporting the industry in delivering a better, more sustainable built environment.

GREEN BUILDING COUNCIL OF AUSTRALIA PARTNER

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ROOTED IN JAPAN, BUILT ACROSS ASIA

Kajima Corporation (Kajima), the global headquarters of Kajima Overseas Asia Pte Ltd (KOA), has a rich history stretching back to 1840.

Kajima has a deep heritage as one of Japan’s leading construction, engineering, and real estate groups, with a long-standing commitment to research and technology development.

It originally started as a carpentry business in Edo, which is modern-day Tokyo, and was formally incorporated in 1930.

Over the decades, Kajima has delivered landmark projects in Japan and around the world, ranging from one of the earliest ‘Western-style’ buildings in Yokohama to major infrastructure works such as dams, railways, airports, and high-rise developments.

In terms of business, the group operates across several interconnected areas: construction and civil engineering – including commercial, industrial, and residential buildings – as well as transport infrastructure and environmental works.

Architectural design and planning are also provided, offering integrated services from concept through to execution.

On top of that, Kajima is involved in real estate development, such as urban regeneration and mixed-use projects, and specialty engineering and consulting, which includes project management, research, and environmental solutions.

Thus, Kajima essentially combines design, engineering, and construction into comprehensive design-build solutions, allowing it to manage projects end-to-end.

Headquartered in Tokyo, the group has a strong international presence with subsidiaries and offices in a further 20+ countries across Asia, Europe, North America, and Oceania, allowing it to deliver projects locally whilst leveraging global expertise in engineering, sustainability, and project management.

Consistently recognised as a top global contractor, Kajima is known for technical innovation, detailed engineering, and large-scale project execution, with a rich history, broad footprint, and reputation for excellence in the built environment.

CENTRAL TO CONSTRUCTION

KOA plays a central strategic role as the regional headquarters for Kajima’s building construction business across South and Southeast Asia (SEA), leveraging the strong design capabilities of Kajima Design Asia (KDA) and the experience and expertise of Kajima Japan.

“What sets KOA apart in this region is that we leverage Kajima’s deep global experience, backed by more than 185 years of success in Japan combined with local market knowledge across multiple countries in SEA,” acclaims Sawa Hiroaki, Managing Director.

KOA’s history is rooted in its parent company’s long-standing presence and expansion in SEA, particularly Singapore.

Kajima’s overseas business expanded significantly from the 1950s onwards, with construction operations in Asia starting as early as the 1960s, including shipyard and industrial projects in Singapore.

To strengthen its regional presence, KOA was formally established in 1988 and is headquartered on the island, serving as the central organisation coordinating Kajima’s construction activities in SEA.

“As the SEA regional headquarters, we offer integrated engineering, design, and construction services, acting as a total solution provider across a wide range of sectors, from commercial and industrial buildings to residential and mission‑critical facilities such as data centres,” outlines Hiroaki.

“This means we support projects from early feasibility and design all the way through construction and post‑completion.”

Singapore isn’t just the base of KOA’s operations – it’s also where the functions of Kajima’s broader Asia Pacific headquarters are consolidated, alongside other group companies, helping to align strategy, innovation, and delivery across the region.

With an established presence in SEA and a diverse portfolio backed by Kajima’s long global track record, KOA leverages both local experience and international expertise to deliver high‑quality, safe, and sustainable built environments for clients and communities.

Indeed, it has completed a wide range of projects in Singapore and the broader region.

“These include complex commercial, institutional, residential, and mixed-use developments, spanning from the late 1950s projects executed before KOA’s formal establishment to the iconic developments of recent decades,” highlights Hiroaki.

“Lately, we have continued to evolve by incorporating digitalisation and advanced construction technologies into our operations in the 2020s, reflecting KOA’s ongoing adaptation to industry trends whilst maintaining high standards of execution in the region.”

OPEN INNOVATION PLATFORM

With a long-standing commitment to research and technology development, innovation is embedded in Kajima.

Notably, the Kajima Technical Research Institute, established in 1949, continues to shape how the group approaches technology not as an abstract exercise, but as something that must perform in real-world conditions.

In Singapore, The GEAR by Kajima (The GEAR) represents the evolution of that mindset. Established in 2023 as Kajima’s technology services business and open innovation platform, The GEAR is designed to bridge in-house research, external collaboration, and commercial deployment.

KOA leverages The GEAR, which provides a living lab environment where new technologies can be tested, validated, and deployed in real operating conditions.

Its role is twofold – commercialise Kajima’s proprietary technologies and serve as an open platform where start-ups, industry partners, research institutions, and public agencies can co-create and validate new solutions.

“A defining feature of The GEAR is its physical presence. The building functions as a living lab where technologies are deployed, tested, and refined in an operational environment,” Hiroaki showcases.

“This allows us to gather real performance data across areas such as smart building systems, sustainability solutions, digital construction technologies, robotics, and productivity tools. For both Kajima and our partners, this shortens the path from concept to real-world application.”

Open innovation is central to how Kajima operates. Through initiatives such as The GEAR Startup CoLab Programme, the group actively engages start-ups from around the world, providing them with access to testbeds, technical expertise, and industry networks.

Rather than limiting innovation to internal development, Kajima deliberately opens its platform to external ideas that can address complex challenges in construction, real estate, and urban development.

“Whilst The GEAR is headquartered in Singapore, its outlook is global. The platform leverages Kajima’s international footprint to help scale proven technologies beyond a single market. This global connectivity is critical because the challenges we are tackling – sustainability, productivity, resilience, and wellness in the built environment – are not confined to one geography,” acknowledges Hiroaki.

“Ultimately, I see Kajima’s technology services business and The GEAR as a convergence of legacy and forward thinking. It reflects how a long-established engineering company can remain relevant by embracing collaboration, experimentation, and real-world validation, all with the goal of shaping a more sustainable and intelligent built environment.”

CONSTRUCTION OPERATIONS

As Managing Director of KOA, Hiroaki views Kajima’s presence in Asia as the result of long-term commitment, local partnerships, and the steady development of capabilities that respond to the region’s evolving needs.

“Our business here has grown over decades, shaped by the diversity of Asian markets and the importance of earning trust through consistent delivery,” he notes.

The group’s operations on the continent are coordinated through Kajima Asia Pacific Holdings Pte Ltd (KAP), the regional holding company for Kajima’s operations in Asia Pacific.

Kajima has established a strong presence in SEA through a clear regional structure. KAP sits at the top, with KOA and Kajima Development Pte Ltd (KD) operating as its subsidiaries; together, they form a complementary, end-to-end model.

Headquartered in Singapore, KAP integrates key business functions: construction (KOA), design (KDA), development (KD), and innovation platforms such as The GEAR, ensuring alignment and growth across markets.

Under KAP, KOA is the group’s construction arm and regional headquarters for building construction, whose subsidiaries across SEA are responsible for delivering complex building projects across the commercial, industrial, institutional, and residential sectors.

“Their strength lies in combining Kajima’s global construction standards with deep understanding of local regulations, supply chains, and workforce conditions,” Hiroaki insights.

KOA’s design capability is provided through KDA, which provides architectural and engineering services across the region.

“By integrating design expertise early in the project lifecycle, we improve constructability, manage risk more effectively, and enhance the long-term performance of the assets we build,” Hiroaki prides.

IN-HOUSE DESIGN CAPABILITY

KDA plays a critical role in how KOA delivers projects across SEA and is a cornerstone of Kajima’s integrated approach in Asia.

Established in 1992, KDA has evolved alongside Kajima’s long-standing presence and expansion across the region.

“As our construction and development activities grew throughout Asia, it became clear that strong, in-house design capability was essential not only to support project delivery, but also to ensure consistency in quality, engineering rigor, and long-term performance,” insights Hiroaki.

Based in Singapore, KDA operates as Kajima’s regional design hub, with approximately 140 architects and engineers working across five countries to support projects throughout SEA, South Asia, and beyond.

From a services perspective, KDA provides comprehensive architectural and engineering design capabilities, including architectural planning, structural engineering, and mechanical, electrical, and plumbing (MEP) design, as well as coordination across specialist disciplines.

“The team works across a broad range of asset types, including commercial offices, retail developments, industrial and manufacturing facilities, logistics and data centres, residential properties, institutional buildings, R&D facilities, and complex mixed-use projects,” Hiroaki informs.

“What differentiates KDA, in my view, is its close integration with both our construction and development teams. Design is not treated as a standalone function; instead, the team collaborates from the earliest stages of a project to ensure concepts are buildable, efficient, and aligned with lifecycle performance objectives.”

This early integration helps to manage risk, control costs, and improve construction productivity whilst maintaining high design and engineering standards.

SUSTAINABLE SOLUTIONS

KDA brings strong technical depth in areas of growing importance across Asia, particularly sustainability, energy efficiency, and resilient building design.

Guided by its latest vision – ‘Sustainability for the Planet and Wellness for Humans’ – KDA has delivered a wide range of sustainable solutions, including notable work in industrial developments and wellness-focused projects.

A recent example of this approach is the office development, which demonstrates the team’s ability to integrate wellness principles into large-scale projects.

KDA also supports projects pursuing green building certifications and applies performance-based design to respond to climate conditions, operational efficiency, and occupant well-being, drawing on close collaboration with Kajima’s global technical and research resources in Japan.

In addition, KDA plays an important regional coordination role. The team supports local subsidiaries through technical guidance, design oversight, and knowledge transfer, whilst maintaining the flexibility required to respond to local codes, regulations, and cultural contexts.

“This balance between regional consistency and local adaptation is essential in a diverse market like Asia,” affirms Hiroaki.

“From a regional leadership perspective, I see KDA as more than a design office. It’s a strategic enabler that allows us to deliver fully integrated solutions – connecting design, construction, development and, increasingly, technology – in a way that creates long-term value for our clients and partners across the region.”

REAL ESTATE DEVELOPMENT

Kajima’s real estate development capability in Asia, meanwhile, is led by KD, which focuses on creating long-term value rather than one-off projects.

This team oversees planning, development, and asset management for offices, commercial buildings, and mixed-use developments, particularly in key urban markets where quality and sustainability are increasingly important.

KOA works closely with KD on development projects and with the Kajima Technical Research Institute Singapore (KaTRIS), the group’s regional R&D hub.

KaTRIS develops and localises advanced construction technologies, including robotics, digital engineering, advanced materials, and sustainability solutions, embedding innovation into project delivery.

KOA’s uniqueness comes from collaborations with other Kajima business wings in Asia such as KD, KaTRIS, and The GEAR.

Like KOA, KD also operates strong local subsidiaries in markets such as Thailand, Indonesia, and Vietnam.

These subsidiaries bring local insight, relationships, and talent, whilst being fully connected to Kajima’s regional and global technical resources.

“From a regional perspective, this integrated structure is a key strength. Asia is diverse, fast-moving, and increasingly complex.

“Our ability to combine local execution with regional coordination and global expertise allows us to support clients across the full lifecycle of their assets and grow sustainably alongside the communities we serve,” Hiroaki closes.

SOUTHEAST ASIA PRESENCE OF KOA GROUP 

KAJIMA OVERSEAS ASIA (SINGAPORE)

Kajima Overseas Asia (Singapore) (KOAS) has strong Asian roots and has been developing Singapore for more than 65 years. 

With more than 168 projects successfully completed, KOAS has a strong vision to continue being a responsible, reliable, and committed construction partner in Singapore, building sustainable, high-quality projects with an unwavering commitment to safety, environmental responsibility, and on-time delivery. 

KOAS is capable and competent in projects of any nature in Singapore, including commercial, industrial, institutional, hospitality, and medical.  

It is committed to providing valuable solutions in terms of quality, cost, safety, and delivery through digitalisation, automation, and innovative value engineering. 

The subsidiary pursues creative progress and development founded on both rational and scientific principles, as well as a humanitarian outlook, through which KOAS strives to continually advance its business operations and contribute to society. 

• Tel: +65 6344 0066 
• koa.geninfo@kajima.com.sg 
• koas.com.sg 
• LinkedIn  

THAI KAJIMA

Thai Kajima was established in 1985, specialising in all kinds of services for construction projects in Thailand. 

The subsidiary provides professional construction and project management services to both private and public sector clients in the country. 

For Thai Kajima, project success come from teamwork, with all work completed on time, within budget, and to the highest quality.  

• Tel: +66 2632 9300 
• marketing@kajima.co.th 
• kajima.co.th 
• LinkedIn 

KAJIMA MALAYSIA

Kajima Malaysia is a leading construction and engineering company that offers innovative solutions for projects of all sizes.  

With a strong commitment to quality, Kajima Malaysia works closely with clients to deliver exceptional results that meet their unique needs.  

Its expertise spans across a range of sectors, including warehouses, factories, data centres, industrial, and more.  

Kajima Malaysia is dedicated to building a sustainable future by using cutting-edge technology, prioritising safety and environmentally friendly practices. 

• Tel: +603 2272 2525
• enquiry@kajima.com.my
• kajima.com.my
• LinkedIn

KAJIMA VIETNAM

Kajima Vietnam’s business activities include building and interior design, general construction, and engineering and project management. 

Established in 1994, Kajima Vietnam leverages decades of engineering experience, advanced construction technologies, and integrated design capabilities to bring complex projects to life. 

The subsidiary is committed to quality management, environmental responsibility, and workplace safety, ensuring consistent excellence across every project phase, from planning and design through to construction and operation. 

By using cutting-edge technologies and maintaining close collaboration with Kajima’s headquarters in Japan, Kajima Vietnam integrates proven global solutions into the local Vietnamese context, enhancing efficiency, precision, and sustainability.  

• Tel: 84-28-3521-0720
• marketing@kajima.com.vn
• kajima.com.vn
• LinkedIn

KAJIMA INDONESIA

Kajima Indonesia has been delivering excellence in construction and property development since 1998. 

Based in Jakarta, the subsidiary provides comprehensive design and construction services, backed by advanced technical expertise and a commitment to quality, safety, and innovation. 

Its portfolio features landmark projects such as the Plaza Senayan complex, industrial facilities for major multinational companies, and cutting-edge data centres. 

Kajima Indonesia leverages international experience to meet the country’s evolving infrastructure needs. 

Driven by precision and sustainability, it aims to shape Indonesia’s future through world-class developments and trusted partnerships. 

• Tel: +62 21 572 4477
• marketing@kajima.co.id
• kajima.co.id
• LinkedIn

KAJIMA PHILIPPINES

Kajima Philippines has developed local design and build services skills, as well as expertise in all types of building construction. 

It takes pride in approaching every project with a commitment to prioritising clients’ requests, aiming to deliver the best possible solutions to achieve their goals. 

In doing so, Kajima Philippines ensures their specific requirements are met whilst leveraging the full extent of its technological expertise and experience.  

• Tel: +632-8886-6818
• kajima.com.ph
• LinkedIn

KAJIMA INDIA

Kajima India was established in 2011 and has been involved in numerous projects throughout the country. 

Its first contract was an automobile plant project in Sanand, Gujarat. Going forward, Kajima India used this project as a springboard for developing business and pursuing mandates for design and construction management, as well as construction work in projects that showcase Kajima’s technology and expertise.  

• Tel: +91 124 491 1450
• info@kajima-india.com
• kajimaindia.com
• LinkedIn

The post Kajima Overseas Asia Pte Ltd : Rooted in Japan, Built Across Asia appeared first on Construction Outlook.

RAIL FAMILY

Headquartered in Fort Worth, Texas, North American Rail Solutions (NARS) offers a comprehensive suite of railroad engineering design, inspection, construction, maintenance, right-of-way protection, and terminal operation services.

These mission-critical services ensure the safety, compliance, and operability of on-site railway assets across a wide range of industries, including manufacturing, mining, food and beverage, and much more.

NARS was formed in 2023 when US-based industry leader American Track and Canadian powerhouse Universal Rail Systems (URS) joined forces to establish a footprint with capabilities from coast-to-coast across the US and Canada.

American Track is the leading provider of railroad infrastructure services in the US, with unparalleled experience spanning 40 years, while URS is Canada’s largest provider of track maintenance and construction services.

The two existing brands continue to operate under a consolidated umbrella, serving customers in the US and Canada, respectively.

As a team of proactive experts with unparalleled industry experience, American Track is able to deliver the largest and most trusted rail services platform in North America. 

The NARS brand leverages both the individual companies and their combined size and suite of services to support partners and customers whenever and wherever they need it.

American Track and URS remain focused on quality service while continuing to increase their geographic reach and combining their capabilities to deliver an industry-leading suite of solutions and services in both countries.

The formation of NARS, beginning with the merger of two industry-leading companies in American Track and URS, resulted in increased capabilities that are unmatched in the industry.

Their combined experience, resources, and scale enable NARS to provide its customers with the highest level of service throughout North America.

American Track and URS also share a common culture centered on customer service, quality, and responsiveness, both internally and externally.

NEW FAMILY MEMBERS

To continue to better deliver on its customers’ transportation infrastructure needs, NARS has since added another three members to its family of industry-leading brands.

Along with American Track and URS, the family now also includes North American Rail Products (NARP), Tri Innovations (Tri), and ZA Railroad Services (ZA).

Collectively, these five brands form North America’s largest and most trusted rail solutions provider. 

NARP provides high-quality and seamless delivery of new, relay, and reconditioned rail products, as well as offering complete trackwork manufacturing and assembly capabilities.

Tri, meanwhile, is a leading provider of engineering, procurement, and construction (EPC) services encompassing feasibility studies, detailed design and engineering services, construction and fabrication management, commissioning, and operations support.

NARS acquired the full-discipline engineering company in June 2024.

It is focused on the energy, transportation, agriculture, and renewable spaces, with comprehensive expertise in facilities and terminals, industrial transportation, and materials handling.

The addition of Tri has added incredible capabilities to the NARS portfolio, positioning it as one of the only major rail maintenance and construction providers in North America to offer a full suite of truly in-house services, from design-build to maintenance and operations.

Tri is a perfect fit for NARS’ culture of providing innovative solutions to customer problems and integrates well with its other operations across the US and Canada.

The brand’s shared commitment to customer-centric solutions and innovation has strengthened its ability to deliver unparalleled value to clients.

Collaborating with NARS has enabled Tri to expand its reach, enhance the services it offers, and deliver exceptional value.

NARS plans to expand the Canadian brand into the US in 2026.

STRATEGIC COMBINATION

ZA provides outsourced rail support services to the Class I, short-line, and industrial rail sectors, offering nationwide coverage, a specialized fleet, and reliable, efficient infrastructure solutions including bridge construction.

NARS announced a strategic combination with ZA Construction (ZAC) in September 2025 to form ZA.

ZAC was originally founded in 2010 and built to offer responsive, reliable, and solution-focused service capabilities, delivered at a pace that minimizes operational disruption for customers.

With this approach, ZAC cemented itself as a leader in the outsourced rail services sector, whose critically important work keeps Class 1 and short-line railroads operating safely and efficiently.

NARS is confident that it can bring strategic direction, valuable capital, shared services, and other support to help ZA grow into the leading player.

By combining ZAC with NARS, it will allow ZA to benefit from the resources and North American reach of a much larger company.

ZA looks forward to being part of the NARS team and expanding the customer base, capabilities, and value proposition of the combined business.

UNMATCHED FOOTPRINT

Currently, NARS’ growing international footprint is unmatched in the industry and now includes more than 45 full-service and satellite locations.

Looking beyond 2026, the company sees itself doubling in size over the next three-to-five years.

NARS’ long-term goal is to be able to respond to any customers across North America within two hours.

The post North American Rail Solutions : Rail Family appeared first on Construction Outlook.

INNOVATING ASIA’S INDUSTRIAL AND LOGISTICS INFRASTRUCTURE

Once an industry primarily focused on meeting the basic capacity needs of its occupiers, Vietnam’s construction sector is now progressing towards higher-quality, more sustainable, and internationally aligned development outcomes.

Expectations from occupiers around efficiency, governance, and long-term asset performance have risen sharply, with several shifts illustrating this evolution.

Namely, a noticeable move towards higher technical and regulatory standards have come into play, supported by Vietnam’s continued industrialisation and steady foreign investment.

“This shift to quality, which has been driven by increasingly sophisticated occupier requirements, is bringing local standards closer to global expectations and reshaping how projects are planned and executed,” introduces Matthew Jackson, General Manager – North Vietnam at the LŌ-GOI Group (LŌ-GOI) – a fully integrated real assets development group with a strong focus on high-quality construction and essential industrial and logistics infrastructure.

Rising demand for sustainable and energy efficient buildings, meanwhile, has seen Vietnam emerge as one of the fastest adopters of green industrial parks and high-performance buildings in Southeast Asia.

Meaningful improvement to national infrastructure supporting the industrial and logistics sector is also taking place, with investment in expressways, intermodal connectivity, seaport capacity, and airport upgrade projects underway – several of which LŌ-GOI is actively involved in.

Whilst some challenges persist, they also create opportunities for disciplined and responsible developers operating within a sector that is becoming more regulated, transparent, and closely aligned with international norms.

One such organisation is LŌ-GOI, whose thoughtful approach to design, consistent execution, and well-coordinated stakeholder management set it apart.

“I would consider the overall direction of Vietnam’s construction market to be more sophisticated, resilient, and internationally connected which, compared to over a decade ago, is markedly more advanced and future- ready,” Jackson insights.

Indeed, the country’s ambition for higher-quality development is becoming increasingly evident in policy, investor behaviour, and day-to-day construction practices, with a clearer shift towards investing in solutions that meet occupiers’ needs.

COMPREHENSIVE CAPABILITIES

Geographically, LŌ-GOI is active across key Vietnamese industrial corridors, particularly the northern growth belt spanning Bắc Ninh, Hải Dương, and the gateway to Hải Phòng Port, as well as strategic locations in the south with a strong focus on the greater Ho Chi Minh area.

Regionally, the group extends its presence in India and across multiple emerging and established hubs throughout Asia Pacific (APAC), supporting cross-border expansion.

LŌ-GOI is also increasing its presence in Europe and the Gulf Cooperation Council (GCC) region, allowing the group to support its broad customer base closer to their domestic markets.

Within Vietnam, LŌ-GOI’s core capabilities include design and construction coordination for Grade A industrial and logistics facilities, such as hybrid solutions, occupier-ready (ready-built and built-to-suit) warehouses and factories, solar projects, and data centres, delivering tailored solutions for its occupier customers.

The group is also involved in the comprehensive delivery of industrial and logistics estates, including full infrastructure, utilities, and compliance frameworks that meet international standards.

“We also offer comprehensive operations support, including optimal asset and client management to ensure long-term performance, safety, and operational resilience,” Jackson explains.

Beyond construction, LŌ-GOI supports strategic planning and large-scale industrial and logistics ecosystem development, ensuring projects align with regional growth, logistics connectivity, and long-term sustainability pathways.

Its clients include multinational manufacturers, third-party logistics operators, and e-commerce fulfilment providers who require reliable, high-specification, and fully compliant facilities.

A LEAN, GREEN PROJECT

Strategically positioned in Bắc Ninh, one of Vietnam’s most established industrial provinces and part of the northern manufacturing corridor, Yên Phong is currently the group’s most representative development project, reflecting the new standards it aims to set in Vietnam’s modern industrial and logistics landscape.

The site benefits from efficient connectivity to Nội Bài International Airport, major expressways, and key logistics routes, making it well-situated for time-sensitive, air freight-driven operations.

“This is particularly important for high-tech and high-value supply chains such as semiconductors and precision electronics,” Jackson tells us.

Developed in line with international engineering and safety benchmarks with an emphasis on modern building systems, durability, and operational efficiency, the two-storey warehouse aligns with the increasing need for land use optimisation in Northern Vietnam’s maturing industrial zones.

Currently standing out as the greenest asset in LŌ-GOI’s growing portfolio, the introduction of fruit orchards and soft landscape zones have helped to create a cooler microenvironment, reducing heat gain from hard surfaces and contributing to on-site biodiversity.

“Fruit orchards, covered and secure motorbike parking, optimised natural lighting and ventilation, and improved washroom facilities support workplace satisfaction amongst our occupier customer team members,” he prides.

Whilst green coverage ratios vary across industrial projects, LŌ-GOI Yên Phong’s green proportion is above the common industry averages typically seen in northern industrial developments.

These features support the project’s trajectory towards environmental, social, and governance (ESG)-aligned and Leadership in Energy and Environmental Design (LEED)-oriented development, with projects achieving LEED Gold certification on both design and construction.

STRATEGICALLY POSITIONED PORTFOLIO

Northern Vietnam’s logistics ecosystem is anchored by major public infrastructure nodes, including a deep-water seaport corridor between Hải Phòng and Quảng Ninh that can accommodate the region’s largest vessels and handles a significant share of northern cargo throughput.

Public masterplanning continues to position this coastal gateway as a long-term driver of Northern Vietnam’s manufacturing and export growth.

“To support its long-term trajectory, the system needs compliant, efficient, and ready-to-operate industrial space; this is where LŌ-GOI’s expertise comes in,” Jackson surmises.

LŌ-GOI’s Hưng Yên project is positioned as an inland consolidation centre, around 35 minutes to Hà Nội’s central business district (CBD), supporting inventory staging and domestic distribution with direct expressway access towards the coastal port system.

LŌ-GOI’s Yên Phong project, located in the Bac Ninh province, anchors the portfolio within Northern Vietnam’s manufacturing core – 15 minutes to Nội Bài International Airport (HAN) and 35 minutes to Hà Nội’s CBD – with road connectivity eastward towards key coastal gateways and Quảng Ninh, supporting export-oriented logistics and supply chain flexibility.

Within this broader context, logistics and industrial developments across the Red River Delta are increasingly functioning as inland extensions of port capacity.

Efficient road connectivity enables freight to be consolidated inland, reducing pressure on coastal areas whilst improving inventory management, distribution efficiency, and overall supply chain resilience.

In parallel, intermodal transportation hubs are increasingly expected to reduce logistics costs and emissions by shifting a meaningful share of freight to rail, improving inventory efficiency through storage and distribution solutions, and reducing reliance on long-haul trucking by strengthening integration between port operations and inland supply chain networks.

This combination of assets supports a coordinated portfolio ecosystem, pairing inland consolidation with manufacturing-adjacent logistics and providing multiple routing options towards coastal gateways and emerging portal hubs in Quảng Ninh.

As the second phase of capacity build-out is planned, this portfolio positioning is expected to remain relevant to the region’s evolving occupier requirements and long-term throughput growth across Northern Vietnam.

SOCIALLY RESPONSIBLE AND SUSTAINABLE

Intentionally shaped to integrate with Vietnam’s local environment and cultural context, LŌ-GOI’s developments are adapted to reflect how communities live, work, and grow.

To respect local land use and environmental patterns, the group prioritises site layouts that retain natural drainage lines, enhance landscape buffers, and support biodiversity.

“This ensures projects sit comfortably within Vietnam’s climate and ecological rhythms rather than disrupting them,” Jackson reflects.

LŌ-GOI’s deep respect for local customs – from traffic circulation to community interfaces – means it is able to create industrial and logistics environments that feel familiar, intuitive, and accessible to the surrounding community.

Focused on infrastructure that uplifts the wider ecosystem, it is improving connectivity, enabling supply-chain growth, and supporting local employment.

“This ensures our developments contribute to long-term socioeconomic progress in the regions where we operate,” he assures.

“Overall, our aim is to build industrial assets that are not only technically advanced but also grounded in Vietnam’s environmental realities and cultural identity.”

Equally committed to global sustainability goals, LŌ-GOI has partnered with i-Renewable Energy Vietnam (iREV), a subsidiary of ITOCHU Corporation, to deploy renewable energy generation facilities integrated with advanced energy storage systems across its owned and managed real estate portfolio in Vietnam.

This initiative, led by LŌ-GOI’s Renewable Infrastructure division, will support the reduction and, ultimately, elimination of LŌ-GOI’s Scope 2 emissions in line with its net zero roadmap.

“Our Renewable Infrastructure division provides renewable power generation and storage, carbon offset, and e-mobility investment solutions to ensure the transition to a genuine carbon-neutral future for our portfolio and operations,” Jackson says.

AHEAD OF THE CURVE

With ESG at the heart of LŌ-GOI’s business strategy, it is proud to be contributing to eight of the 17 UN Sustainable Development Goals (SDGs).

This year, the group spent a considerable amount of time improving its publicly available ESG policy and setting its net zero roadmap.

Whilst its overall goal is to become carbon neutral by 2035, it believes that it can achieve this goal as early as 2033.

This is supported by brand-new developments leveraging industry and carbon efficiency best practices, alongside LŌ-GOI’s in-house Renewable Infrastructure division.

In 2026, the group will begin its green business activities which will have a positive social and environmental impact and improve the lives of thousands, with some public announcements anticipated in the coming months.

LŌ-GOI also plans to complete its corporate alignment with international sustainability reporting practices, adhering to the Global Reporting Initiative (GRI).

Elsewhere, the group will strengthen its green development standards as it continues to integrate higher environmental benchmarks across design, construction, and infrastructure.

“From energy efficiency and renewable integration to water, waste, and landscape management, the aim is to make every new project measurable greener than the last,” Jackson reveals.

Through partnerships with the likes of iREV and its own renewable platform, LŌ-GOI is scaling renewable infrastructure across its portfolio.

“We plan to expand clean energy adoption across industrial assets, supporting tenants in meeting rising ESG expectations whilst contributing to Vietnam’s wider energy transition goals,” he adds.

GLOBAL PRESENCE

Looking ahead, LŌ-GOI plans to broaden its APAC footprint beyond Vietnam and India into key strategic markets to support its customers, as well as along key trade corridors in the Middle East and Europe.

In order to support its expansion efforts, it has recently entered into a 50:50 joint venture agreement to grow into the European market alongside France’s GROUPE IDEC – a key European developer, designer, builder, investor, and creator of energy solutions for industrial and logistics real estate projects.

The initial fund will invest up to €400 million in equity – representing up to €1.2 billion of total investment – and will be dedicated to the development of logistics and industrial projects across France.

“This will enable the creation of a large-scale French real estate portfolio jointly controlled by both partners, with a view to expand into other key European markets,” Jackson excites.

The fund will be structured around four core pillars – supporting industrial and logistics sovereignty, advancing the energy transition, promoting sustainable growth, and creating employment opportunities.

Alongside this, the two groups intend to launch a second fund focused solely on data centres, further supporting the expansion of critical digital infrastructure across France.

TRANSFORMATIVE SOLUTIONS

Having forged a reputation for excellence across Asia and beyond, the future is bright for LŌ-GOI.

“Our unique approach is rooted in a deep understanding of local markets, cultivated through years of organic platform-building from the ground up,” Jackson sets out.

By combining local expertise with regional insight, LŌ-GOI ensures seamless execution and delivers exceptional results for partners and stakeholders.

With sustainability and innovation at the core of the group’s mission, it integrates renewable energy solutions, carbon reduction strategies, and green building standards into projects.

In addition, by leveraging advancements in digital infrastructure, automation, and artificial intelligence (AI), LŌ-GOI remains ahead of the curve in a fast-evolving industry landscape.

India and Vietnam remain central to the group’s strategic focus, benefitting from robust demographic and economic trends, modernisation efforts, and increasing demand for global-standard infrastructure.

LŌ-GOI’s efforts to expand into Europe, the Middle East, and beyond, meanwhile, set the tone for the group’s global presence in the future.

“By aligning these opportunities with our expertise, we create transformative solutions that meet the needs of dynamic markets and deliver long-term value for our partners,” Jackson passionately concludes.

The post LŌ-GOI Group : Innovating Asia’s Industrial and Logistics Infrastructure appeared first on Construction Outlook.

EXCELLENCE IN BUILDING ENVELOPES

The European façade sector is one of the most demanding in modern-day construction.  

Industry players are contending with inflation and rising interest rates that are putting pressure on investment decisions.  

Nevertheless, increasing emphasis on energy and sustainability regulations, together with higher requirements for safety, are creating a highly dynamic sector.  

“Customers now expect more reliable, energy-efficient solutions, delivered with speed, transparency, and predictable quality over the full lifecycle of a project,” opens Nay Tawile, CEO of Trimo, leaders in high-performance building envelope solutions.  

This raises the bar for performance and opens up many opportunities for companies that are willing to adapt, differentiate, and respond quickly to customer needs.  

“Every project, market, and customer brings new challenges, but there is also a chance to create meaningful, future-focused solutions. It’s a space where innovation and customer-centric thinking can truly make a difference,” adds Janez Kunič, CCO.  

These conditions provide the perfect environment for companies to differentiate, build long-term partnerships, and shape how buildings will perform over the next 30 to 40 years.  

“For Trimo, this context reinforces our focus on high-performance façade and building envelope solutions, reliable execution across many countries with different norms and regulations, and the capability to serve fast-growing segments, such as data centres and global industrial players, which operate across multiple markets,” Tawile expands.  

IN PRIME POSITION  

Having experienced an upward trajectory since its inception in 1961, Trimo today is recognised as a global leader in premium stone wool core sandwich panels for façades and roofs, having delivered more than 60 million square metres of façades to over 25,000 clients globally.  

With more than 450 employees, production facilities in Slovenia and Serbia, and a strong sales network across nearly 30 countries, the company works closely with architects, investors, and contractors worldwide.  

Moreover, Trimo’s project portfolio includes collaborations with highly reputable organisations such as Airbus, Heathrow Airport, Nestlé, Philips, DHL, Porsche, IKEA, Prologis, Mercedes-Benz, and Coca-Cola.  

This demonstrates the trust placed in Trimo’s products and the value it brings to complex architectural and industrial projects.    

“Our solutions are mainly used in high-tech industries, data centres, and logistics, where customers need reliable fire performance, strong energy efficiency, and architectural quality in often complex, multi-country operations,” insights Tawile.   

Together with REX Panels & Profiles (REX), Trimo is proud to represent the Insulated Panels division within Recticel Group (Recticel) – a Belgian organisation focused on advanced thermal and acoustic insulation solutions and supporting the energy transition.  

Indeed, being part of Recticel greatly expands Trimo’s network, granting access to new customers and partnerships and strengthening its credibility in key markets.  

“We combine our façade expertise with Recticel’s strong background in materials and innovation, creating solutions that are more competitive and aligned with future market needs. This connection helps us offer greater value to our customers and strengthens Trimo’s position across all our regions,” Kunič expands.  

Being part of the group also greatly advances the company’s investment capabilities.  

“Within the Insulated Panels division, Trimo, together with REX, benefits from the financial strength and insulation know-how to fund new capacity, technologies, and product development. 

“A clear example is the new insulated panels factory being built in the US under the Recticel umbrella. It’s a major investment that will anchor the group’s presence in the country and support our growth ambitions in the wider North American market,” Tawile reveals.  

UPHOLDING A COMPETITIVE EDGE  

Trimo strives to go above and beyond with its vast range of products, most acutely emphasised by its flagship fire-resistant panel range, Trimoterm – known for its top-notch performance.  

Qbiss One, meanwhile, offers architects a clean, precise, and highly flexible façade solution. 

“In recent years, we’ve taken this even further by developing Qbiss Notch in collaboration with Pininfarina, bringing a new level of architectural refinement and design sophistication to the market,” Kunič informs.  

The company’s customers value the fact its systems are fully engineered, meaning they address several critical requirements simultaneously, including fire safety, thermal efficiency, airtightness, and design.  

“I often say we ‘produce unicorns’; we don’t just make panels – we deliver complete building envelopes with design and engineering support throughout the project.   

“Customers rely on us to solve details, interfaces, and compliance questions, not just supply materials,” Tawile tells us.  

Indeed, Trimo is renowned for the support it provides to customers throughout their project lifecycles.  

“We stay engaged from the early planning stages all the way to installation, offering technical guidance and responsive cooperation. This combination of advanced technology, reliability, and close partnership is why Trimo remains a preferred choice across Europe,” Kunič attests.   

The company’s expanding presence across four regions is an additional strategic advantage as it allows Trimo to remain in close proximity to customers and truly understand what drives each market, whether it’s premium design, energy efficiency, delivery speed, or overall project value.  

“Each market operates at a different pace and with different expectations – from highly sustainability-driven Northern Europe to fast-moving, design-focused Western and Southern Europe markets and more cost-sensitive but rapidly growing regions in Central and Eastern Europe,” Tawile explains.  

This diversity keeps Trimo highly adaptive and challenges the company to innovate with intention, ensuring its solutions meet a wide spectrum of technical, regulatory, and aesthetic needs. 

“Our presence provides a clear competitive advantage as we can identify trends early, address regional requirements, and transfer best practices across our markets,” Kunič adds.

A DIVERSE PORTFOLIO  

At the pinnacle of its leading building envelope solutions, data centres remain one of the strongest representations of Trimo’s technical expertise and delivery performance.  

“Our work with global clients such as Google and Microsoft, as well as hyperscale projects like the Stargate UAE programme, confirms we can meet demanding specifications, coordinate large teams, and ensure reliable execution,” Kunič shares.  

Trimo has several other recent projects that demonstrate the diversity of its portfolio. For instance, the company’s involvement with LEGO in the US and the Natural History Museum in the UK highlights its ability to support cultural and complex projects whilst also being compliant with the latest environmental guidelines.   

Meanwhile, the company’s work with industrial clients worldwide showcases the durability, efficiency, and precision of its façade systems in demanding production environments.   

“These projects highlight the breadth of our portfolio and trust customers place in Trimo,” details Kunič.  

Alongside its industrial investments, the company is also working hard on improving operational excellence at its existing sites, with a number of product and process innovations in the pipeline.  

DEEPLY SUSTAINABLE  

Trimo lives and breathes its focus on sustainable architecture and design, with a strong commitment to reach net zero greenhouse gas (GHG) emissions by 2050.  

This is supported by ambitious interim targets for 2030 which centre around significant reductions in its direct (Scope 1 and 2) and indirect (Scope 3) emissions.  

Such targets guide the company’s product development strategy and its decision-making around materials and design.  

Qbiss One NEXT and Trimoterm NEXT – Trimo’s latest innovations in sustainable construction – are concrete evidence of its environmental approach.  

Both achieve up to 69 percent lower carbon footprints compared to the standard Qbiss One and Trimoterm panels whilst maintaining the same performance expected of its façades and roofs.    

More broadly, Trimo’s use of stone wool cores is an important part of its sustainability approach as it offers robust fire safety, strong thermal performance, and long service life, which help reduce customers’   environmental impact over the full lifecycle of their building envelopes.  

This also means architects and developers don’t have to choose between design quality and green performance as Trimo’s façade systems support distinctive architecture and help move projects closer to their climate and sustainability objectives.  

The company applies this same logic to its own internal processes. 

“Sustainability starts with responsibility in our own operations. We want to be a company that leads by example not only through our products, but also in the way we work every day.  

“That means continuously improving how we manage resources, reducing our environmental footprint, and making choices that reflect our long-term commitment to a greener future,” Kunič impassions.  

For example, Trimo’s internal logistics fleet, comprising forklifts and on-site transport, is already fully electric, whilst more than half of the company’s cars and delivery vehicles run on electric or hybrid power, with the aim to eventually have a 100-percent electric fleet.  

Trimo additionally generates its own electricity through an on-site solar power plant at its main production site, directly reducing its operational emissions.  

“Resource efficiency is another concrete focus – our production generates less than one percent residual waste. Therefore, topics like energy use, emissions, and waste are tracked with the same discipline as safety and quality in our regular management reviews.  

“In short, sustainability is not a separate programme – it is part of our day-to-day operational decisions,” Tawile affirms.

TREATING PEOPLE RESPONSIBLY   

Trimo’s success in the building façade space is built upon the professionalism and unwavering dedication of its people.  

“Over the years, I’ve seen how their professionalism and commitment directly shape the trust our clients place in us. I empower them by removing obstacles, aligning teams around shared priorities, and ensuring they have the information and support they need to act confidently,” Kunič reflects.  

Tawile echoes this belief in enabling staff to perform at their best by giving them clarity on priorities, cutting unnecessary bureaucracy, and pushing decisions as close as possible to the teams.  

“I want people to feel they have the trust and space to act, not just follow procedures,” he elaborates.  

Recognition is a cornerstone of this as each employee’s contributions are made visible across the company, whether it’s strong teamwork on a complex project, a smart improvement on the shop floor, or someone taking ownership in a difficult situation.   

“The goal is a culture where colleagues feel empowered, accountable, and proud of the impact they have on our results and reputation,” Tawile prides. 

Trimo likewise supports staff development through training and internal mobility, as well as providing direct feedback, clear expectations, and listening to people’s ideas. 

Beyond upskilling and development, the company also pays close attention to the day-to-day well-being of its employees.  

Case in point, Trimo regularly improves working conditions by installing extra air coolers and cooling stations for staff in the summer and providing healthy, well-balanced hot meals to all employees every day.   

A YEAR OF CONSOLIDATION AND EXPANSION   

In 2026, Trimo’s utmost priority is to reinforce its leadership in core European markets, with a particular focus on the fast-growing data centre segment alongside high-tech industry and logistics projects. 

“The dynamic expansion of data centres offers substantial potential for Trimo, and our solutions and services are already widely recognised and trusted by professionals in this field,” Tawile sets out.    

So much so, the company is considered a reference point for premium stone wool core sandwich panels.  

However, Trimo’s ambition is to further strengthen this position, stay ahead of competitors, and capture additional growth in overseas markets such as the Middle East and Southeast Asia.  

The company’s other area of focus is growth in North America, achieved by building the right partnerships, aligning with local requirements, and advantageously positioning itself to support global customers consistently on both sides of the Atlantic Ocean.  

“The third priority is operational excellence – improving productivity, reliability, lead times, and service across our sites whilst simplifying the way we work. This will empower our teams so that more decisions are taken closer to the customer and production line,” Tawile concludes.

The post Trimo : Excellence in Building Envelopes appeared first on Construction Outlook.

POWERING PROGRESS SUSTAINABLY

Over the past five years, the North American data center industry has shifted dramatically.

Demand has surged, driven by artificial intelligence (AI), machine learning (ML), and cloud workloads, pushing hyperscale operators to prioritize speed, sustainability, and scale.

Power density per rack has also increased, with many data center campuses in the US now exceeding 1,000 megawatts (MW).

“This growth creates opportunities for developers like us to lead with power-first strategies and turnkey solutions,” introduces Charley Daitch, CEO of Rowan Digital Infrastructure (Rowan).

On the other hand, Daitch notes how some of the challenges from five years ago still persist, such as utility interconnection delays, supply chain constraints, and escalating capital costs.

“These hurdles have opened doors for Rowan to innovate, such as creating bridging power strategies and green financing frameworks, accelerating delivery while enabling our customers to meet their aggressive climate goals,” Daitch insights.

Delivering customized hyperscale data center campuses through powered shell and turnkey models, Rowan’s services span site origination, permitting, energy and water infrastructure, sustainable engineering, construction, and operations.

“We partner with the world’s leading technology companies to deliver the IT infrastructure they need to provide cutting-edge computing,” he shares.

Rowan’s customers are US-based Fortune 50 companies that provide internet and computing services used by hundreds of millions of people every day.

Since the company was founded in 2020, it has grown from just a handful of employees to over 125 across its headquarters in Denver, Colorado and an office in Seattle, Washington.

Across its portfolio, Rowan has more than 3.5 gigawatts (GW) in development, including active construction on projects representing 1.6 GW across Frederick County, Maryland (MD); San Antonio and Temple, Texas (TX); and Boardman, Oregon (OR).

A SIGNIFICANT MILESTONE

As a company which seeks to de-risk and deliver customized data center campuses for hyperscale partners efficiently and sustainably, Rowan prioritizes its customers as its ‘North Star’ – evident in every decision the team makes.

Meeting customer demand by planning ahead, the company eliminates the common barriers that typically delay hyperscale data center development, such as infrastructure constraints, regulatory hurdles, local opposition, and skilled labor shortages.

“We anticipate and address challenges early – conducting rigorous site evaluations to avoid environmental or permitting risks, engaging local stakeholders early on to ensure community alignment, and structuring financing and infrastructure plans to maintain accelerated project timelines,” Daitch tells us.

Rowan’s design and construction practices, meanwhile, reflect the same discipline. Each campus incorporates renewable energy access, water conservation systems, and materials strategies that reduce lifecycle carbon impact.

“By combining foresight, sustainability, and execution, we enable our hyperscale partners to deploy capacity efficiently and reliably,” he adds.

As the company celebrates its fifth anniversary, Rowan is proud of this significant milestone, which reflects the resilience and ambition of the entire team.

“I am incredibly proud of the progress we’ve made for our customers in a relatively short amount of time,” Daitch reflects.

“For me, this anniversary isn’t just about scale – it’s about proving that sustainability and speed can coexist in hyperscale delivery.”

HYPERSCALE FUNDING

Having recently secured over $3 billion in project financing for its flagship Bauxite data center campus, this major achievement validates Rowan’s model and sets the tone for nationwide growth.

The campus currently comprises three projects – Bauxite I, II, and III – all located within a 2,000-acre industrial development near Frederick, MD.

Rowan’s Maryland campus is the state’s first hyperscale development and offers proximity to the world’s largest cluster of data centers in Northern Virginia. The site spans 2.2 million square feet and will deliver more than 630 MW across several phases.

The company secured the most recent round of financing under its new Green Finance Framework, rated as ‘Strong’ by Sustainalytics, a leading independent provider of environmental, social, and governance (ESG) research and ratings, underscoring the company’s commitment to sustainable growth.

“This project defines how Rowan works – transparent, collaborative, and focused on anticipating hyperscale partner needs,” Daitch shares.

From day one, the company has prioritized sustainability, pursuing building research establishment environmental assessment methodology (BREEAM) certification and embedding responsible resource management into every phase of the project.

“Bauxite also became a model for community engagement for us, with investments in local partnerships, workforce programs, and education initiatives,” he details.

As such, Rowan has built a strong coalition of support in the region that is helping it to lead the conversation around data center development.

“What began at Bauxite established the foundation for Rowan’s industry-leading, community-driven approach to digital infrastructure.

“We’re now taking that model to other key markets across the country, starting with our hyperscale projects in TX,” Daitch adds.

With a focus on renewable power, water conservation, and efficient infrastructure, the Bauxite campus sets a new bar for sustainable delivery.

Boasting 100 percent renewable energy access, advanced cooling systems to cut water usage, and estimated energy cost savings of 16.7 percent versus the baseline, it offers a more sustainable option for Rowan’s hyperscale clients.

PROLIFIC PROJECTS

Elsewhere, Rowan is developing a 300 MW hyperscale Temple data center campus in Central TX, which represents a transformative opportunity for the state.

“Beyond delivering more than 700 acres of hyperscale-ready infrastructure, we anticipate over 600 construction jobs and significant long-term tax revenue – a minimum $700 million investment in the region,” Daitch explains.

All told, this project is similar in size and scale to the Bauxite projects, with more than $3 billion in planned investment.

This not only supports Temple’s growth as a digital hub but also positions Rowan to meet the scaling needs of hyperscale clients in a dynamic and expanding market.

Project Cinco in Medina County, TX, meanwhile, is a standout project for the company, with more than 300 MW currently under active development and over 600 construction jobs created.

“Our work here has been in close collaboration with local leaders, who have unanimously approved voluntary development agreements that really set the tone for how we’re building this capacity,” confirms Daitch.

The company is also advancing projects in OR and exploring expansion into emerging AI-driven markets.

“Each of our sites reflects our strategy – power-first, sustainability-led, and meeting our customers where they need us most,” he says.

SCALING FOR THE FUTURE

Looking ahead, Rowan’s focus is on scaling rapidly and strategically.

This involves expanding turnkey and powered shell delivery while growing its pipeline to more than 7 GW across key US markets.

In just five years, Rowan has grown into a multi-billion-dollar platform with more than 3.5 GW in development.

Over the next five years, Rowan aims to further expand its global footprint and remain at the forefront of enabling efficient, resilient capacity for its hyperscale partners across key geographies.

“We’re deepening partnerships with hyperscalers and AI-first customers while continuing to make sustainability a core competitive advantage,” Daitch posits.

Indeed, international expansion and diversification into AI infrastructure are firmly on the horizon for Rowan.

As such, the next chapter is about disciplined growth and innovation.

“We aim to be the indispensable partner for hyperscale and AI infrastructure operators – delivering speed, sustainability, and certainty in a market defined by complexity and urgency,” he confidently concludes.

The post Rowan Digital Infrastructure : Powering Progress Sustainably appeared first on Construction Outlook.

CRAFTING NATURALLY ENHANCED ENVIRONMENTS

Kingspan Light + Air North America (KLA NA) was established in 2016 as a gateway to greater geographic expansion for Kingspan Group (Kingspan), diversifying its building envelope offerings beyond insulation and insulated panels.

Over the last nine years, KLA NA has developed a full portfolio of daylighting, ventilation, and smoke control products.

“Our mission remains focused on helping customers meet sustainability goals through transparency and innovation,” opens Marci Bonham, President – Americas.

Equipped with this steadfast objective, KLA NA provides third-party-verified environmental product declarations (EPDs) that allow architects and building owners to accurately measure their project’s embodied carbon and Scope 3 emissions.

This translates into the provision of state-of-the-art daylighting and natural ventilation systems that cut the reliance on artificial lighting and heating, ventilation, and air conditioning (HVAC) units, ultimately reducing operational emissions.

The company continues to invest in digital tools to help customers model potential carbon impacts during design.

“Sustainability is not just an initiative – it’s at the core of how the business operates,” Bonham expresses.

ECO-FRIENDLY BUILDING ENVELOPE SOLUTIONS

The push towards net zero has dramatically changed the architecture, design, and façade sector in recent years.

“The building and construction industries account for about 39 percent of global carbon emissions, so there’s growing urgency to reduce both operational and embodied carbon,” Bonham informs us.

With this in mind, high performance façades, dynamic shading, and integrated daylighting have become essential for meeting new energy and climate goals.

On top of this, architects are now working more closely with manufacturers to incorporate passive strategies that improve occupant wellness and reduce energy demand, making the sector a fast-moving and highly rewarding space to work in.

A key operator in the architectural space which takes such industry evolutions seriously, KLA NA provides daylighting, translucent wall solutions, natural ventilation, and smoke vent systems for commercial, educational, industrial, and civic buildings across the US.

Headquartered in Lake Forest, Illinois, the company’s main offerings comprise UniQuad®, UniGrid®, and PentaClad® translucent wall systems; QuadSpan™ and KlearSky™ skylights; and tubular daylighting devices from Solatube, International Inc. (Solatube), alongside a full range of roof safety and smoke vent solutions.

KLA NA works closely with architects across every project, from the design phases to final completion. The company’s architectural solutions team provides daylight modeling, custom engineering, and specification support to ensure every solution aligns with the project’s overall vision, performance targets, and building codes.

“For example, we use simulation tools to assess how daylight will enter a space and recommend optimal configurations. We also assist with energy code compliance and product selection, offering a consultative approach from concept through installation,” Bonham outlines.

Aligning with its sustainability-driven strategy, KLA NA’s Planet Passionate program means the company is lowering its embodied carbon by increasing recycled content in the materials it regularly uses, such as aluminum and polycarbonate, and designing products for circularity purposes.

By increasing the availability of lower embodied carbon products and scaling the use of recycled materials across its product range, KLA NA reduces the upfront environmental impact of construction, supporting its customers’ sustainability goals.

STRENGTH THROUGH ACQUISITION

Key to KLA NA’s success is its extensive stream of acquisitions which have been a key driver of both the company’s and Kingspan’s growth over the last decade.

By integrating companies such as CPI Daylighting, Major Industries, Inc., and Solatube in recent years, KLA NA has been able to efficiently expand its product range and technical experience.

“These partnerships have allowed us to serve more markets, develop new innovations, and become a one-stop resource for building envelope solutions.

“Each acquisition has also strengthened our customer network, project experience, and in-house expertise,” she reflects.

Kingspan also recently announced plans for a potential initial public offering (IPO) of ADVNSYS, the group’s advanced building systems segment, slated for Q1 2026.

KLA NA will subsequently be part of the division, contributing its full daylighting portfolio and integrated infrastructure offering.

“ADVNSYS is described by Kingspan as a world-leader in bespoke infrastructure for critical applications, primarily focusing on data centers, ventilation, and daylighting – including support services for other infrastructure such as water,” Bonham tells us.

With demand driven by artificial intelligence (AI)-related, data center-led infrastructure growth, ADVNSYS is poised for accelerated expansion.

More specifically, Kingspan plans to float 25 percent of ADVNSYS while retaining a 75 percent ownership stake following the IPO.

“We’re proud to be part of this next chapter and excited about the opportunities ahead to work as part of ADVNSYS, continuing to develop innovative solutions in this dynamic and fast-growing space.”

PLANET PASSIONATE

Aiming to have a long-term and far-reaching impact, KLA NA is proud to spearhead Planet Passionate – a 10-year global sustainability program with steadfast energy, circularity, and water usage targets.

“Through Kingspan’s Planet Passionate Communities initiative, we have supported more than 250 local projects worldwide, from tree planting and recycling drives to renewable energy installations for non-profit organizations,” Bonham prides.

So far, KLA NA’s teams have volunteered with Habitat for Humanity, hosted e-waste events, led neighborhood and beach clean-ups, organized clothing donation drives, and supported school gardening programs.

“The company has hosted a number of events, including an electronics recycling drive in its Lake Forest, Terrell (Texas), and Wausau (Wisconsin) facilities – which have collected over 1,000 pounds (lbs) of material; a shoe drive that provided more than 60 pairs of footwear to local groups in need; and area clean-ups at our Santa Ana and Vista locations that brought out more than 70 participants,” she details.

Additionally, the Solatube team in Vista, California recently joined a Planet Passionate clean-up, removing trash from sidewalks and greenspaces.

“They collected 676 lbs of waste – an effort that reflects our mission to not only bring natural light and fresh air indoors but help keep outdoor spaces clean and healthy for future generations.”

Elsewhere, KLA NA is also proud to support diversity in the construction industry, demonstrated by campaigns centered around building equity, whereby the company supports local charities, youth programs, and disaster relief while maintaining strong ethical sourcing and labor standards.

Bonham has also mentored women in the engineering industry and served as a judge for the European Women in Construction and Engineering (WICE) Awards.

DECARBONIZATION PROWESS

As part of its ongoing growth, KLA NA is working hard to decarbonize operations, with its three main manufacturing sites transitioning to renewable electricity to improve energy efficiency and reduce operational emissions.

For instance, the company’s Solatube facility in Vista produces, on average, approximately 1,323 megawatt-hours (MWh) of solar energy annually, while its Wausau and Lake Forest facilities generate around 171 MWh and 419 MWh respectively.

“These installations support our emissions reductions while helping meet operational energy demand with clean power,” Bonham highlights.

At the group level, Kingspan has reduced its Scope 1 and 2 emissions by 61 percent in the last six years and has installed solar photovoltaic (PV) at 57 percent of its sites, aiming for 100 percent by 2030.

KLA NA, meanwhile, applies an internal carbon charge to accelerate decarbonization projects and continues to increase the use of recycled and low-embodied carbon materials.

“In our supply chain, we are working closely with key suppliers to improve embodied carbon data and emissions reporting. We’ve developed a data scorecard and offer access to training and tools to support supplier engagement and emissions reduction efforts,” she tells us.

Looking to the future, KLA NA is focused on expanding its product innovation, continuing to deliver value for its customers, and scaling sustainable practices.

This will be achieved by investing in lower-carbon materials, digital design tools, and renewable energy across its facilities.

The company likewise plans to grow its presence in sectors like education, life sciences, and technology manufacturing, helping clients meet their carbon goals through transparency and data tools such as EPDs.

“These are all part of our goal to make buildings healthier, smarter, and more sustainable,” Bonham concludes.

The post Kingspan Light + Air North America : Crafting Naturally Enhanced Environments appeared first on Construction Outlook.

A JOURNEY OF INNOVATION AND IMPACT

As a prominent construction management company known for its wide-ranging services, Turner Construction (Turner) has a strong presence in North America, delivering projects across various sectors including commercial, mission-critical facilities, public, healthcare, higher education, and aviation.

Emphasizing innovation, safety, and sustainability in its operations, Turner has made significant strides in prefabrication and technology adoption.

In addition, the company is committed to community partnerships and workforce development, ensuring projects positively impact the communities it serves.

Over the past year, Turner has continued to strengthen its presence across North America by successfully delivering major projects on time and with a focus on innovation, safety, and sustainability.

Recent notable milestones, such as advancing prefabrication capabilities, expanding in aviation and healthcare, and accelerating technology adoption, highlight Turner’s ongoing progress and commitment to innovation.

Turner has also reinforced its commitment to community partnerships and workforce development.

As the industry evolves through technology, lean construction practices, and a growing demand for sustainable solutions, Turner has teams in emerging markets such as data centers, mass timber, and affordable housing, while also embracing prefabrication and digital tools that are reshaping how it delivers projects.

In this dynamic environment, calculated risk is essential for growth; therefore, Turner ensures opportunities are evaluated through a rigorous process that balances clients’ needs, market trends, and operational strengths.

This proactive mindset has allowed the company to pursue bold projects, such as large-scale prefabrication, while ensuring the protection of its clients, partners, and workforce.

With an increasing emphasis on technology in the industry, Turner is leveraging cutting-edge advancements in xPL Offsite – a recently launched subsidiary that seeks to transform how construction is delivered – which will undoubtedly have a positive impact on future operations.

Incorporating state-of-the-art technology at the company’s xPL Offsite facility, such as advanced building information modeling (BIM) integration, robotics, and modular assembly systems, enables it to deliver higher-quality work with greater efficiency, reduce waste, and improve safety.

For those reasons, Turner sees off-site solutions as a game-changer that will redefine how projects are delivered in the coming years.

INNOVATING INFRASTRUCTURE

The Turner team is constantly innovating, as evidenced by the prefabricated terminal at Dallas Fort Worth International Airport (DFW).

This was a landmark project for the company, highlighting its ability to efficiently deliver large-scale aviation infrastructure using prefabricated modules that reduced construction timelines and minimized disruption at an active airport.

The innovations implemented here will serve as a model for future aviation projects.

Another significant project is Turner’s work in Oakville, Canada with PowerON Energy Solutions, supporting Oakville Transit’s move to electrify its bus fleet and expand its garage facilities.

Playing a key role in this critical infrastructure upgrade, Turner is delivering construction that integrates the grid, site, charging facilities, and vehicle operations into a single seamless system.

This is a perfect example of how the company is evolving with the market as the project is deeply sustainable, aligning with zero-emission goals and helping reduce greenhouse gas (GHG) output within the public transit sphere.

Moreover, as the project demands tight integration across various disciplines such as electrical, civil, mechanical, and structural, Turner’s experience with lean construction processes and modular thinking is essential.

The company will use innovation and precision to ensure the infrastructure is futureproof, scalable, and built to support evolving electrification technologies.

Additionally, it is also continuing work on a National Dog Guide Training Center for the Lions Foundation of Canada Dog Guides (LFCDG) in Oakville – an 89,000 square foot (sqft) facility with classrooms, training rooms, guest accommodations, and indoor and outdoor spaces.

This remarkable project demonstrates that the company’s role extends beyond construction as it is helping to deliver a facility that is entrenched in the community and has lasting social value.

Building on these successes, Turner is also establishing purposeful and strategic partnerships to pursue significant social infrastructure opportunities, including upcoming projects in the airport and healthcare sectors.

These partnerships are critical for expanding its reach, enhancing collaboration, and positioning the company to deliver transformative projects that strengthen communities and public services.

Together, these initiatives, along with Turner’s growing portfolio of astute pursuits, reflect how it is combining sustainability, social purpose, technical excellence, and innovation to build a better future in its own backyard.

DIVERSITY AND DEVELOPMENT

In addition to its innovative projects, Turner is making strategic investments in workforce development, technology platforms, and sustainability initiatives.

One of Turner’s most important priorities is its people, viewing workforce development as more than just training.

Rather, it’s about creating long-term career pathways and ensuring teams are ready to lead the industry into the future by expanding apprenticeship and mentorship programs and investing in leadership development at all levels.

Futhermore, the company is strengthening partnerships with schools, trade organizations, and community groups to cultivate a more diverse talent pipeline.

One notable example is Dreamer Day, a student empowerment event designed to motivate and encourage young women to dream big and explore exciting career opportunities in industries like construction.

Proud to sponsor Dreamer Day for the second consecutive year, Turner is engaging directly with students and playing a pivotal role in inspiring the next generation of leaders.

Through this initiative, the company is not only shaping individual aspirations but also contributing to a more inclusive and dynamic workforce for the future.

Another cornerstone of Turner’s workforce strategy is its partnership with the Afro Canadian Contractors Association (ACCA).

Together with ACCA, the company hosts the Turner School of Construction Management, which provides underrepresented business enterprises with the tools, training, and mentorship needed to grow and thrive in the construction industry.

This program strengthens the company’s supplier diversity and expands opportunities while building capacity across the market by managing its supply chain operations to ensure efficiency and reliability, recognizing that supplier relationships are imperative.

Turner emphasises collaboration and transparency with long-term suppliers as strong relationships are central to its success, especially in today’s volatile market where resilience and flexibility are critical.

Partnering closely with suppliers not only ensures consistency but also innovation and quality at every stage of a project, and investing in market intelligence helps clients and partners navigate changing conditions.

Each quarter, Turner’s Toronto business unit publishes its Toronto Market Conditions Report, which provides insights into construction cost trends, supply chain pressures, labor availability, and material pricing in the region.

This report supports informed decision-making and helps the company and its trade partners anticipate challenges before they affect projects.

Beyond data, the company’s relationships are built on trust and shared success as it engages suppliers early in the design and planning process, collaborates on prefabrication and lean logistics strategies, and fosters open communication throughout delivery.

This approach allows Turner to align goals, mitigate risks, and adapt quickly when market dynamics shift.

BUILDING TOMORROW

Looking ahead, Turner’s priorities for the coming year reflect its ongoing commitment to excellence, growth, and innovation.

The company’s top priority will always be the safety and well-being of people, and this commitment was recently recognized by the Ontario General Contractors Association (OGCA) with a Safety Award, which honors member companies that demonstrate exceptional dedication to health and safety and achieve significant milestones without lost-time injuries (LTIs).

Turner continues to strengthen its ‘active caring’ approach by integrating wellness initiatives, encouraging proactive engagement, and reinforcing a culture where everyone takes responsibility for safety across all project teams.

Another of Turner’s priorities is expanding the business locally while driving a sustainable, long-term backlog.

That means deepening relationships with existing clients, pursuing new partnerships in core markets, and delivering exceptional value on every project to ensure repeat success.

It is also pursuing larger-scale, more complex projects that align with the company’s technical expertise and reinforce its reputation as an industry leader.

This includes opportunities that challenge Turner’s teams to innovate, collaborate, and deliver best-in-class solutions for clients.

Lastly, the company is growing its self-perform operations to add scope of work, particularly in its key sectors of data centers, healthcare, higher education, and affordable housing.

This expansion strengthens quality control, improves schedule certainty, and allows the company to bring even greater value to clients by leveraging its internal expertise.

Together, these priorities position Turner to deliver excellence safely, grow responsibly, and continue to lead with purpose within the markets it serves.

The post Turner Construction : A Journey of Innovation and Impact appeared first on Construction Outlook.

A POWERHOUSE OF POSSIBILITIES

At TMS-Redec, ‘do it once, do it right, do it safely’ is how we plan, execute, and hand back every job.”

This steadfast sentiment towards quality, safety, and successful outcomes – as stated by Nico Schoeman, Managing Executive of TMS-Redec – is evident in the company’s position as an industry stalwart in South Africa (SA).

Established in 1998, TMS-Redec is a turnkey industrial services provider to the energy, petrochemical, oil and gas, mining, marine, manufacturing, and construction sectors. The company’s core disciplines include everything from access scaffolding and abrasive blasting to high-pressure water jetting and asbestos removal, and much more.

“We operate nationally from Waterfall City in Midrand, with branches in Cape Town, Durban, Richards Bay, Sasolburg, and Secunda, as well as a regional footprint including Mozambique and Tanzania. We support leading brands across power, fuels, petrochemicals, mining, and fast-moving consumer goods (FMCG),” details Schoeman.

With a career at the intersection of complex operations and people-centred leadership, Schoeman initially trained as an engineer before moving into industrial services.

“What drew me to energy and utilities was the real-world impact – when you keep a refinery, mine, or power station running safely, you keep communities and economies moving,” he insights.

Currently, Schoeman views the energy and utilities industry as particularly exciting, as the South African power system is gradually stabilising but remains sensitive to shock, making high-quality maintenance and disciplined shutdown execution more critical than ever.

Simultaneously, mining is gaining momentum because when commodity prices strengthen, capital budgets unlock, thus driving infrastructure upgrades, enhanced maintenance routines, life-extension work, and larger, better-planned shutdown scopes.

TMS-Redec is also witnessing a drive towards clean fuels, which is catalysing capital projects. Meanwhile, many ageing petrochemical plants are facing heightened reliability and compliance pressures, translating into a greater need for integrated maintenance solutions.

“For us, that convergence makes this a demanding – and very exciting – time to deliver multi-discipline outcomes safely and at speed,” expands Schoeman.

MERGING TWO INDUSTRY GIANTS

TMS-Redec is a merged entity of the businesses formerly known as TMS Group Industrial Services and Redec Services and is a proud member of the Sekta Group – a company providing clients with a simple route to plan, execute, and commission projects through one aligned ecosystem, thus reducing interfaces and delivering safely at speed.

As part of Sekta Group, the company integrates the planning, commissioning, and construction capabilities for end-to-end delivery with fewer interfaces.

This merger consolidated deep capability sets, from heavy-duty industrial cleaning and access to coatings, corrosion protection, and specialist repairs. It also provided the platform for an expanded services offering and geographic reach into Africa.

“This union simplified contracting for clients by delivering more disciplines under one accountable partner with common systems, supervision, and reporting,” informs Schoeman.

TMS-Redec continues to differentiate itself from the competition through this unique and powerful merger alongside other factors.

Notably, the company’s position as a frontline solutions partner allows it to work shoulder-to-shoulder with site teams to diagnose root causes and design fit-for-purpose methods. It consistently leads with innovative approaches, bringing new solutions to old problems. From alternative access strategies and accelerated surface-prep to specialised linings and catalyst-handling methodologies, TMS-Redec is always aligned with safety and schedule.

Equally, the company prioritises safety and quality in every activity it undertakes. It boasts ISO-aligned integrated management systems, governance planning, risk, and close-out across every discipline.

This aligns with TMS-Redec’s emphasis on empowerment and local value. The company is a Level 1 broad-based Black economic empowerment (B-BBEE) contributor, 100 percent black-owned, and 51 percent black women-owned.

Most importantly, the company highlights its culture.

“We care for our people, work on management visibility, and have a ‘we all go home safely’ mindset evident in disciplined planning, clean worksites, and incident-free execution,” prides Schoeman.

MAKING WAVES IN INDUSTRIAL MAINTENANCE

TMS-Redec expertly specialises in shutdowns, general outages, large-scale maintenance, and projects where schedule control, multi-trade coordination, and safe execution are non-negotiable.

“Our teams deliver scaffolding, access, and alternative access solutions at scale and apply coatings with precision and insulation with perfection,” details Schoeman.

“We execute complex catalyst change-outs – including inert and continuous monitoring environments – whilst performing high-pressure water jetting, vacuumation, chemical cleaning, the application of specialised floor and tank linings, and structural repairs to extend asset life.”

By doing all of this under one contractor, plan, and quality system, it consistently shortens outages and improves hand-back certainty, making TMS-Redec the partner of choice for many.

The company’s industry-leading expertise is also evident in the recent projects it has undertaken.

Within the petrochemical sector, the company conducted an insulation remove-and-replace on a 97-metre-tall vessel using Layher® access scaffolding system, delivering a two-and-a-half-month schedule improvement over prior project performance.

Additionally, the company delivers twice-yearly catalyst changeouts under inert atmosphere conditions for several consecutive years whilst maintaining an incident-free safety record throughout.

“We have a multi-year track record of successful boiler outage execution, achieving a consistent combined downtime reduction of up to four days per event through the use of Layher® access scaffolding systems and suspended access solutions, achieving a multi-million Rand benefit to the client,” informs Schoeman.

Another snapshot of TMS-Redec’s range is its work on new boilers. Specifically, as the scaffolding and insulation partner for three new boilers for a petrochemical client, enabling a shift away from coal-derived steam – a strategic move to reduce greenhouse gas emissions, with the project expected to cut imported coal steam to zero and reduce carbon footprint.

KEEPING CRITICAL INDUSTRIES WORKING

TMS-Redec is proud to assist the critical and core industries that play a vital role in SA’s sustainability and well-being.

“Our purpose is to keep critical industry working – safely and reliably. We translate that purpose into measurable outcomes for power, fuel and petrochemical, mining, and manufacturing operators,” impassions Schoeman.

The company upholds this role through various means, most notably by its uptime and resilience, asset integrity and life extension, people and environmental protection, energy transition readiness, local value and skills, and partnerships and continuous improvement.

Specifically, its partnerships and continuous improvement involve a frontline solutions approach, with root-cause analysis, fit-for-purpose methods, and close-out learnings, all of which compound reliability gains over successive outages.

Equally as important to TMS-Redec’s reputation as an industry leader is how it treats its team members.

“Our people are our edge. We invest in formal certifications, on-the-job mentorship, and supervisory development,” explains Schoeman.

The company recognises excellence with visible leadership engagement on sites and ‘safety moments’ that celebrate proactive hazard identification. It is most excited about its graduate internship programme, which has yielded a 68 percent conversion to permanent employment over the past six years, lifting the company’s competency levels, creating opportunities for qualified professionals to enter the industry, and underpinning succession planning.

“The result is confidence, careers, and – most importantly – sustained improved service delivery,” concludes Schoeman.

As TMS-Redec continues to look towards an ever-successful future, it is prioritising reliability partnerships, selective regional growth, capability deepening, and talent pipeline and transformation – ultimately allowing it to retain its well-earned and time-proven status as a game-changer in the energy and utilities industry.

The post TMS-Redec : A Powerhouse of Possibilities appeared first on Construction Outlook.

A CITY OF CONNECTION AND WELL-BEING

The real estate development market in Mauritius has seen a major upward trajectory in recent decades, driven by a stable political environment, growing demand for next-generation residential and commercial developments, and increasing interest from foreign investors.

Taking the sector one step further into a new age is Cap Tamarin, a 44-hectare mixed-use development and collaborative city located on the west coast of the island.

Cap Tamarin represents the beating heart of Western Mauritius, conceived as a walkable, human-scale city that allows residents to live, work, study, and play all within a five-minute radius.

Indeed, the development’s ecosystem brings together residential neighbourhoods, commercial spaces, schools, healthcare, sports, and leisure facilities – all seamlessly integrated within a lively coastal environment that celebrates community and quality of life.

“As a collaborative city, Cap Tamarin was co-created with a network of best-in-class partners we call our ‘Champions’. Each plays a strategic role in shaping a vibrant, self-sustaining lifestyle ecosystem that makes everyday life here streamlined, convenient, and inspiring,” introduces Yannick Louison, CEO – Real Estate.

As such, the project’s success has been built from key partnerships in the areas of education, health, sports, well-being, retail, and lifestyle.

“Together, our Champions represent the core pillars of modern urban life, all harmoniously integrated within the city. Their presence ensures Cap Tamarin functions not merely as a neighbourhood, but as a self-contained city designed for connection and well-being,” he elaborates.

The development welcomes a vast range of clients, from Mauritian families and young professionals to a growing community of expatriates and international investors seeking secure, lifestyle-focused property opportunities.

“Collectively, they form a diverse and connected community that truly lives the Cap Tamarin philosophy of smart, sustainable, and happy living.”

PURPOSEFUL ORIGINS

The story of Cap Tamarin is deeply rooted in the legacy of the Jhuboo family, whose entrepreneurial spirit, integrity, and sense of purpose have long guided their contribution to Mauritius’ progress.

“At the heart of that legacy stands the late Dr Seewoosunkur Jhuboo, a respected physician, humanitarian, and community leader remembered for his compassion, discipline, and commitment to improving the lives of others,” Yannick shares.

“His philosophy, centred on service, respect, and excellence, shaped the values his sons would carry forward in their own endeavours.”

Inspired by their father’s example, the Jhuboo brothers founded Trimetys Group in 1998, guided by the conviction that hard work, responsibility, and integrity should underpin every enterprise.

Their journey began with Le Poulet Fermier, the family’s first company and a pioneer in local poultry farming – the foundation upon which the brothers would later build a group spanning education, hospitality, and real estate.

“Each new venture reflects the family’s long-term vision of creating opportunity, nurturing communities, and delivering tangible value to Mauritian life,” Yannick expands.

It is this same philosophy that inspired the creation of Cap Tamarin, whereby the spirit of integrity endures under the leadership of the Jhuboo family.

“Through sustainable urban planning, responsible construction, and partnerships with trusted Champions across education, healthcare, sport, and retail, Cap Tamarin continues to grow as a self-sustaining, inclusive, and forward-looking community – a tribute to Dr Jhuboo’s enduring influence and values.”

AN IMPORTANT BLUEPRINT

At the core of Cap Tamarin’s collaborative approach is the Masterplan, a blueprint for a truly next-generation urban community that evolves organically, adapts to the needs of its residents, and continues to create long-term socioeconomic value.

The Masterplan has been structured into four progressive layers that set out a roadmap for the development, each designed to strengthen the foundations of a complete, connected city.

First is the project’s core anchors – comprising a school, health clinic, sports club, public park, co-working spaces, and shopping centres like La Place Cap Tamarin – which form the heart of the community.

Complementing these anchors is a cultural layer that reflects the unmistakable spirit of Tamarin.

“Our park and public spaces are designed to bring people together to gather, create, and connect – from open air concerts and community festivals to everyday moments shared outdoors.

“Building on initiatives such as the Bridge Tamarin Eco-Arts Festival and Happy Sakili, Cap Tamarin continues to champion local talent and joyful, inclusive events,” Yannick prides.

This creative spirit comes alive through collaborations with Mauritian artists, whose murals and installations add colour, storytelling, and a distinctly west coast flair to the neighbourhood.

Together, these experiences celebrate the area’s natural creativity and deepen the community’s sense of belonging.

“These core anchors make the city immediately liveable and demonstrate that our vision is not a concept, but a reality that’s already thriving,” Yannick emphasises.

The second phase of the Masterplan is Cap Tamarin’s immediate growth, the next phase of which will see the launch of the Financial Hub – positioning the development as the economic and business centre of the west coast.

Cap Tamarin Beach Club, a high-end social and leisure destination, will also soon be launched as part of the development’s growth.

Cap Tamarin will cement this cultural vision through a dedicated Centre for the Arts. This project is being developed as a public-private partnership to ensure long-term sustainability and broad community access.

A plot of land has already been reserved within the city for this purpose, reinforcing Cap Tamarin’s commitment to culture, education, the environment, and community well-being.

“Together, these projects will balance professional and lifestyle appeal, attracting entrepreneurs, investors, and residents seeking work-life integration,” he highlights.

Between 2026 and 2030, the third pillar of Cap Tamarin’s Masterplan will focus on the expansion of its ecosystem with new educational institutions, a wellness hub, boutique hotels, senior residences, and an iconic mixed-use building.

“Each addition enhances the diversity of experiences within the city, ensuring it caters to every generation and stage of life.”

Finally, Cap Tamarin’s long-term vision is to be recognised as Mauritius’ first truly urban coastal city – a benchmark for sustainable development, inclusion, and smart living in the Indian Ocean.

“By blending walkability, green infrastructure, and community engagement, we’re shaping a city designed not just for today, but the decades ahead,” Yannick affirms.

Indeed, Cap Tamarin’s human-centric approach drives the Masterplan’s innovation, with each phase being guided by three core principles of sustainability, inclusivity, and connectivity.

“Through this structure, Cap Tamarin is becoming a living model of smart urbanism – a city that grows responsibly, nurtures community, and continues to inspire confidence amongst residents, partners, and investors,” he reflects.

EMPOWERING PARTNERS

Collaboration is undeniably fundamental to Cap Tamarin’s success.

“From the very beginning, we envisioned a city that not only serves its residents but also empowers partners, businesses, and investors to grow within a shared ecosystem of trust and innovation,” Yannick divulges.

Cap Tamarin attracts collaborators by building long-term value propositions rather than short-term opportunities, as evidenced by the comprehensive approach of its Masterplan which unifies and reinforces education, health, sports, retail, and business sectors, generating sustained activity.

Collaboration is therefore integral to Cap Tamarin’s Champion model as it doesn’t just simply lease space – it co-creates with leading brands and operators who share the development’s values of quality, sustainability, and community well-being.

Key partners are brought into each project well in advance through an early contractor involvement (ECI) model. Cap Tamarin was the first company in Mauritius to adopt this procurement approach, which has since been integrated into local procurement practices.

This model fosters stronger collaboration, ensures more accurate and efficient cost control, and enables projects to be delivered on time and within budget – ultimately contributing to a complete, seamless, and thriving city experience.

Cap Tamarin’s collaborative ethos also extends to its investors, whereby it ensures transparency, clear returns, and tangible value through prime locations, strong demand, and thoughtful urban design that enhances asset appreciation.

Designed as an open and connected community, the development’s neighbourhood and services extend well beyond its borders – supporting the neighbouring village of Tamarin, Black River district, and Western Mauritius, making it a genuine hub of activity, connection, and opportunity.

“We attract collaborators and investors in the same way we build – through authentic partnerships, proven performance, and a shared belief in sustainable, long-term growth.

“Cap Tamarin offers not just real estate, but a rare opportunity to help shape the future of urban life on the west coast of Mauritius,” Yannick reflects.

NEXT-GENERATION URBAN COMMUNITY

In order to keep building on its mission of facilitating an exceptional quality of life, Cap Tamarin has a range of forward-thinking projects both nearing completion and in the pipeline.

At the forefront is O’Patio, a collection of 72 thoughtfully designed apartments arranged around a beautiful interior garden, creating a calm, green space that promotes neighbourly interaction and well-being.

“Marking an important milestone, the residential project was conceived as an inclusive, community-driven development offering quality homes at accessible prices – starting at just MUR3.6 million.

“This opens doors for many families who would otherwise be unable to afford high-standard housing in such a desirable market, where prices are usually much higher,” Yannick explains.

Also nearing completion are a public park and H57, an ultramodern office building that offers modular, flexible workspaces ranging from 25 to 630 square metres (sqm) designed to meet the needs of modern professionals.

“Together, these projects reflect our mission to build a vibrant, inclusive, and self-sustaining urban ecosystem that meets the evolving needs of modern living,” he insights.

Elsewhere, Cap Tamarin’s Villas A’loès will be home to a boutique enclave of 14 premium four-bedroom villas, each combining elegant architecture, private pools, and lush landscaping.

To date, six villas have been delivered, six are nearing completion, and one final unit remains available for sale.

Beyond O’Patio, H57, and Villas A’loès, Cap Tamarin is particularly excited about Zetwal, a new residential development of 33 apartments and duplexes designed to suit diverse lifestyles.

True to Cap Tamarin’s ‘à taille humaine’ philosophy, Zetwal is a small-scale, people-focused development centred around community living and proximity to key amenities – creating a warm, connected, and convenient neighbourhood experience.

Another key development is the upcoming Financial Hub, created in partnership with a leading finance company.

“Designed to serve as a centre for business, innovation, and entrepreneurship on the west coast, the hub will attract companies, start-ups, and professionals seeking a modern, flexible workspace environment seamlessly integrated into the vibrant urban fabric of Cap Tamarin.”

SHAPING THE CITY CENTRE OF THE FUTURE

Going forward, Cap Tamarin’s main priority is to continue shaping the future city centre of Tamarin with a strong focus on residential, commercial, and office spaces, creating a vibrant urban heart where people can live, work, and thrive.

With over 100,000 sqm of land still to be developed, its other goals for the coming year include expanding its network of partners and operators.

“We are constantly looking for passionate Champions and industry specialists to bring expertise in areas such as healthcare, education, hospitality, wellness, sports, gastronomy, and culture,” Yannick reveals.

“We firmly believe the success of Cap Tamarin lies in trusting the right experts to shape exceptional experiences. Our role is to create the framework – a well-designed city – where these specialists can elevate the way we live.”

Additionally, the city will focus on elevating everyday life by integrating thoughtfully designed public spaces, walkable streets, sustainability, and smart solutions, whilst also strengthening its community-first vision.

“What makes the development special is that it has been built for everyone – Mauritians, expatriates, young professionals, families, and retirees.

“We have created a true community where daily life unfolds seamlessly, naturally, and sustainably. That inclusivity and authenticity are what truly set Cap Tamarin apart,” Yannick concludes.

The post Cap Tamarin : A City of Connection and Well-Being appeared first on Construction Outlook.

GROUNDED IN EXPERIENCE, FOCUSED ON THE FUTURE

Having undergone rapid evolution in recent years, Africa’s construction industry continues to expand at a steady pace.

Technological progress has streamlined processes and improved efficiency, whilst government initiatives have helped attract foreign investment.

Yet these changes also raise fundamental questions: how can technical skills be preserved? How will an increasingly demanding sector continue to attract young talent? How can the industry ensure that growth remains responsible and sustainable?

Leading multidisciplinary contractor REHM Grinaker Construction Co. Ltd (REHM Grinaker), present in Mauritius for 35 years, intends to address these issues through a strategy that places people, coherence, and responsibility at the centre.

“We can deliver a full spectrum of projects locally for both public and private clients,” opens Remy Couve, CEO.

“I have only recently joined REHM Grinaker, and my first priority has been to listen, observe, and understand.

“I am joining a company with 35 years of solid expertise, built by teams who have shaped parts of Mauritius’ landscape. My ambition is not to change that legacy – but build upon it.”

STANDING OUT FROM THE COMPETITION

Over the decades, REHM Grinaker has benefitted from international heritage through its long-standing association with Grinaker-LTA, now part of Aveng, which has enabled the company to develop strong technical capabilities.

“This heritage gives us a valuable foundation,” Remy explains.

“But today, we are entering a new phase. It’s still very early for me – I’m meeting teams, observing our sites, and studying our processes. What I want is to bring structure, clarity, and coherence to everything we do.”

The company operates with documented procedures and integrated digital tools across tendering, planning, and delivery.

For Remy, however, tools only matter if the people using them are empowered.

“What strikes me most is the talent within this company – people who know how to build, understand the island, and care deeply about the quality of their work,” he acknowledges.

“My role now is to create the right environment for them to perform at their best. I’m just starting to put this in place, step by step.

“Joining REHM Grinaker feels like joining a new adventure, one where long-standing expertise and renewal can reinforce each other,” Remy smiles.

INGRAINED SUSTAINABILITY

REHM Grinaker is strengthening its commitment to sustainability through realistic and measurable approaches.

“I believe in coherence before image,” Remy says.

“We’re at the beginning of this journey. My focus is on organising our environmental efforts properly, so that what we announce is something we truly deliver,” he adds.

Since Remy’s arrival, the company has begun implementing a new environmental committee and laying the groundwork for a five-year roadmap built around several key priorities, including environmental responsibility, innovation, and knowledge transmission.

“Education is essential if we want to build for future generations,” he explains.

“But it is only one of several challenges we must address. Sustainability and education are two important pillars, amongst others, that will shape the way we evolve. This transformation touches multiple dimensions of our work.”

Remy then goes on to emphasise the importance of consistency.

“Sustainability only makes sense when it becomes a habit, not a slogan. What matters is discipline, continuity, and long-term impact.”

The company aligns itself with frameworks such as Leadership in Energy and Environmental Design (LEED) certification, not for publicity but as guidance for continuous improvement.

PROLIFIC PROJECTS AND PROCUREMENT

One of the company’s recent successes is the award of the Telfair 47C contract in the dynamic new city of Telfair in Moka, a mixed-use district designed around modern urban living.

“This project is a chance to demonstrate the direction in which we want to go,” Remy explains.

“It’s an opportunity to show professionalism and discipline, and we’re using it as a benchmark for the standards we aim to strengthen,” he continues.

Indeed, Mauritius’ supply chain requires foresight and partnerships built on trust.

“Procurement is a key element in this ecosystem,” Remy notes.

“We are a small island; success depends on discipline, planning, and collaboration. Part of my work now is to organise how we approach this systemically.”

AN ONGOING LEGACY

As a 100 percent Mauritian-owned company, REHM Grinaker prioritises local employment – though workforce dynamics have shifted in recent years.

“Over the past decade, the proportion of expatriate workers has increased across the industry,” Remy notes.

“Many young Mauritians are choosing careers in other sectors. We need to show that construction is a noble profession, one that builds the country, offers stability, and carries real pride.”

Upskilling is therefore a central pillar of his strategy.

“I’m beginning to organise how we will train, support and upskill our teams. It will take time; you don’t transform a culture overnight, but we have an excellent base to build on – people with strong experience, deep know-how, and a sense of responsibility.”

“We have 35 years behind us, now, we must build the next 35. My ambition is to gradually strengthen our methods, elevate our standards, and make REHM Grinaker the best people to work with.”

Whilst technology will support this journey, Remy remains clear-eyed.

“Digital tools help us work faster and better, but construction remains a human-driven activity. The value we create comes from people, their judgement, skills, and hands,” he insights.

“We’re at the beginning, but the foundation is there – strong expertise, committed teams, and a shared ambition.

“If we continue to build with discipline, respect, and coherence, I’m convinced we can take REHM Grinaker to the next level, and we will do it together,” Remy concludes.

The post REHM Grinaker Construction Co. Ltd appeared first on Construction Outlook.

A BLUEPRINT FOR VISIONARY INFRASTRUCTURE

Since our last interaction with Somet, several noteworthy developments have unfolded for both the company and those venturing to Romania.  

“We have begun the execution of the Metro 6 (M6) line on the Bucharest Metro, which will connect our capital city to the largest airport in the country – Henri Coandă International Airport in Otopeni,” updates Andrei Stanciu, CEO.  

The public transport network, which covers almost the entire urban area, will now link part of the subway system to Romania’s busiest airport, situated 10 miles north of Bucharest.  

This provides several benefits, including enhanced convenience and accessibility, economic growth, and a positive impact on the community and environment by reducing traffic congestion. 

“The contract, known as M6 Package 1.2, involves the construction of six metro stations along with tunnels. This year, we also signed a significant contract for the M6 line, referred to as M6 Package 2,” he adds.  

In the two years that have passed following our last conversation with Somet, the company has evidently been busy focusing on various projects.  

Another considerable endeavour is the large laser site in Măgurele, part of the Extreme Light Infrastructure – Nuclear Physics (ELI-NP) facility which recently reached a record power of 10 petawatts (PW), the highest in the world.   

This is a meaningful project for Somet, as Romania is pushing the boundaries of science and technology.  

The ELI-NP is an important research centre for areas such as medicine and managing nuclear waste materials, and the company is helping to construct and equip the new High-Power Optics Centre, which, once completed, will manufacture components and mirrors.  

This is alongside the modernisation of Henri Coandă International Airport and the consolidation of necessary structures.  

“It is a challenging project because it is being done whilst the airport is in operation,” Stanciu declares.  

Playing a crucial role in connecting Romania to the rest of the world, Henri Coandă International Airport is an essential part of the country’s transportation infrastructure, with a processing capacity of six million passengers per year. As such, Somet’s work is integral to its operations.  

A TRANSFORMATIVE IMPACT

Successful completion of the M6 line will also greatly benefit passengers, and Stanciu notes that the project is progressing well, with effective advancements and increased production to help tackle the country’s transport challenges. 

“Drumul Național 1 (DN1), the road along which the M6 line is being built, and its intersection with the Bucharest Ring Road are the busiest in Romania with the highest daily traffic. Near this intersection, the project includes a multi-story parking lot.”  

“Various measures are being implemented to minimise environmental impact during construction, including dedicated truck-washing equipment, building monitoring, and logistics and suppliers with specific certifications,” he adds.   

The M6 line is a key project for Somet and exemplifies the positive impact of its expanded management team. The company’s dedication and ongoing investment in training have additionally led to increased efficiency and better project execution. 

“We have a growing and very capable team in which we invested a lot of time, and we have continue to search for bright and dedicated people,” informs Stanciu.  

“We periodically participate in training modules dedicated to our company. For instance, this year, we had three different ones, with key people being the main focus. Without them, growth is too risky.”

INNOVATIONS IN CONSTRUCTION

Somet’s sister company, CONSPEC, plays a crucial role in contributing to the business by providing essential services and solutions that complement its offerings. 

“CONSPEC manages the construction equipment we have, but recently it has also acquired its own equipment, such as cranes, excavators, front loaders, trucks, concrete pumps, and more. We also have a strategy to grow this business,” Stanciu outlines.  

This expansion strategy is part of Somet’s larger vision to enhance its services in the construction industry by demonstrating its dedication to modernising operations through cutting-edge equipment and state-of-the-art machinery.  

“The machinery we recently acquired is an excavator capable of digging from ground level to a depth of 25 metres. Additionally, the software we implemented this year includes a couple of IT robots that automate various processes within the company. 

“However, one of the standout achievements is the implementation of a prefabricated column launched inside a barrette under bentonite protection, a groundbreaking innovation that, to our knowledge, has not been seen before in Romania,” Stanciu prides. 

This significant project has garnered attention in local news, illustrating Somet’s leadership in adopting novel technologies.  

The company also conducted thorough research across Europe but found no similar examples, further emphasising its pioneering efforts in the construction industry.

MAKING STRATEGIC ADVANCEMENTS

Somet has recently completed various types of hotels and residential projects, whilst facing key challenges in these sectors. 

“We have completed works for three hotels in the Romanian capital – Courtyard by Marriott Bucharest Floreasca, The Marmorosh Bucharest, Autograph Collection, and Novotel Bucharest City Centre. As for residential, there are quite a few; the most recent one we completed is Atria Urban Resort Phase 3. A beneficiary just launched the tender for Phase 4, and we are participating.  

“One of the key challenges for these types of projects is the high percentage of manpower required from the total selling price, meaning out of the entire turnover, the labour cost is higher than, for example, an infrastructure project,” Stanciu informs us.  

The company anticipates strategic developments in the coming years to sustain its position in the underground infrastructure market and remain competitive. 

“We are following other upcoming metro projects like the Metro 5 line as we keep expanding our team. Also, we participated in the tender for the Metro 4 line extension, which is currently under evaluation by the beneficiary,” he reveals.  

To support this, Somet employs a strategic approach to procuring materials and services for its diverse range of projects. 

“We have a dedicated procurement department and are focusing on buying locally as much as possible, but sometimes also from abroad,” comments Stanciu.  

Key plans and priorities for Somet in the next 12 months include achieving defined goals. 

“We have a specific target for next year of around €70 million in turnover, and are entering another sector – wind farms,” he enthusiastically concludes.  

As the company forges ahead with innovative projects such as the M6 line and continues to strengthen its capabilities through a skilled team and advanced technologies, it is making a lasting impact on the region’s infrastructure landscape. 

Somet is indeed actively structuring the future of transportation, underpinning its mission to improve connectivity in Romania.

The post Somet : A Blueprint for Visionary Infrastructure appeared first on Construction Outlook.

REDEFINING ARCHITECTURAL POSSIBILITIES

In the vibrant tapestry of South Africa (SA), early childhood development (ECD) centres play a crucial role in nurturing childhood advancement, particularly in underserved communities.  

Establishing the groundwork for lifelong learning, these centres emphasise physical, cognitive, emotional, and social development to enhance access to quality education.  

Additionally, they promote parental involvement through skills enrichment workshops and support educators with training programmes to create effective learning environments.  

This prepares children for future educational success and fosters healthier communities through a holistic approach that combines early learning, nutrition, health, and emotional well-being, embracing play-based curricula to develop essential skills such as language and problem-solving. 

Amidst the education sector’s funding and structural challenges, Natural Building Collective and its partners are actively facilitating the construction of ECD centres and redefining architectural possibilities.  

It is dedicated to promoting and practising sustainable building methods which emphasise the use of natural materials and environmentally sound techniques.  

These often include tyres, cob – which consists of sand, clay, and straw – and ecobricks, ingeniously crafted from plastic bottles densely packed with clean non-recyclable plastic waste, all aiming to reduce reliance on conventional, non-renewable resources. 

Constructing buildings from such materials is an innovative approach to sustainable architecture, leveraging waste materials to create durable, eco-friendly structures.  

Typically focusing on education and community engagement, Natural Building Collective offers workshops, training sessions, and resources for individuals interested in their own projects. It aims to raise awareness about the benefits of natural buildings, such as improved indoor air quality, energy efficiency, and a smaller ecological footprint.  

By fostering a community of like-minded individuals and professionals, Natural Building Collective encourages collaboration and innovation in the construction industry, ultimately striving to create healthier living environments that harmonise with nature. 

ECO-FRIENDLY EDUCATION

The lack of access to ECD centres in areas like Cape Town, particularly in communities such as Heideveld, not only disadvantages children in their educational journey but also contributes to long-term societal issues.     

To break this cycle, the construction of a new Montessori ECD centre by Natural Building Collective is taking shape. Built in collaboration with Greater Commission United and Uthando (Love) South Africa, the Goal50 Edu Hub aims to empower local youth and educators. 

Its design has a creative twist and is a thoughtfully planned, sustainable space that will provide essential support to the local community. 

Incorporating 5,000 rammed-earth tyres, the walls will be formed with ecobricks and glass bottle details, cob, and natural plasters.  

Spanning 750 square metres, it will encompass two outdoor play areas equipped with astro-turf, natural landscaping, and a jungle gym.  

The facility will include four generous classrooms, an administration annexe with office and reception areas, and a service building – with the first floor serving as a residential unit for the school principal.  

The design prioritises climate change considerations by using sustainable building materials and techniques that establish a new standard for environmental responsibility.  

The interior will be meticulously crafted to inspire and stimulate young minds, creating a nurturing and engaging environment for early learning. 

More than just buildings, sustainable ECD centres are a beacon of hope and a catalyst for change.  

By establishing a state-of-the-art centre in Heideveld and elsewhere across SA, Natural Building Collective is setting the standard by providing essential and environmentally-responsible infrastructure for the community.  

TRANSFORMING LIVES

Natural Building Collective boasts a notable history of undertaking transformative projects, most prominently for the non-profit organisation Ulwazi Educare in Delft, Cape Town.  

The school strived to provide the necessary facilities to give the children a positive start in life, but was stifled by financial constraints. As a result, it has been reimagined by Natural Building Collective to support an ECD centre.  

Currently recognised as the largest tyre building in SA, it was designed in collaboration with award-winning sustainable architect Paul Marais and demonstrates the innovative use of natural materials, most of which are recycled and reclaimed.  

The classrooms began as repurposed and refurnished shipping containers until Natural Building Collective became involved and rebuilt them, alongside the ECD centre, utilising tyres, ecobricks, cob, glass bottles, bricks made from the recycled film industry waste, and reclaimed doors and windows.

Moreover, it will expand its use to cater to senior citizens, community outreach programmes, and support groups, continuing the narrative of sustainability and renewal.  

The tyres are arranged in rows and compacted with earth until they become solid, and to ensure uniformity, all tyres in each row are chosen to have the same depth. 

The fill material used for the tyres is a mixture of recycled building rubble and earth sourced from an excavated site, which allows for easy compaction.  

For packing the walls constructed with tyres, cob, and ecobricks, materials were sourced through outreach efforts to local schools and individual donations. Additionally, glass bottles were obtained from a recycling firm. 

Exterior walls are coated with an earthen plaster reinforced with cement to ensure ease of maintenance, whilst interior walls feature lime plaster. 

BUILDING A BRIGHTER FUTURE

The costs of conventional construction are typically externalised, meaning a lot of the work is done off-site in terms of manufacturing materials such as bricks and cement.    

This process does not directly benefit local communities, as factories are often not near the building site. 

In contrast, sustainable building requires a far greater proportion of the work to be carried out on-site. As tyre building requires a lot of physical work, more local people are employed for the duration of the project, learning new skills. Furthermore, the money goes where it is really needed – to the community. 

Many sustainable materials can be sourced locally, minimising financial and environmental costs. They enhance comfort with natural thermal efficiency and, when combined with passive solar design, help to regulate indoor temperatures year-round by generating a significant portion of their own energy through smart material use. 

Historically, the construction industry has been a major energy consumer and greenhouse gas (GHG) emitter, with cement production the third largest global source of anthropogenic carbon emissions following fossil fuels and land-use changes.  

Utilising a hybrid of natural and recycled building materials and sustainable techniques can thereby reduce GHG emissions and foster vital infrastructure that benefits communities. 

As a result, sustainable buildings have a lower carbon footprint not only during construction but also throughout their lifespan. By nature, they create a more positive social impact as they do not depend on materials with high embodied energy, thereby contributing to local job creation. 

The Goal50 Edu Hub building, along with others like it, will serve as a showcase for innovation and eco-friendly construction practices, proving that sustainability and community development go hand-in-hand, fostering a legacy of positive change for future generations.  

Through such visionary projects, Natural Building Collective is not merely constructing buildings; it is laying the foundations for change, transformation, and uplifting communities, one brick at a time.  

INNOVATIVE AND SUSTAINABLE TECHNIQUES

Ecobrick construction: 

• Walls and insulation – Plastic bottles can be filled with sand or other materials to create dense, insulated walls. These bottles are typically stacked and plastered over to form stable walls that provide insulation against heat and sound. 
• Benefits – Using plastic bottles helps reduce waste and offers a cost-effective building solution. Bottles can be sourced cheaply or even for free from local communities, thereby promoting recycling. 
• Design flexibility – Structures made from plastic bottles can be designed in various sizes and shapes, allowing for creativity and customisation in architectural design. 

Tyre construction: 

• Rammed earth technique – Used tyres are often filled with soil and stacked to create walls. This method, sometimes referred to as ‘tyre building’, provides substantial thermal mass, which helps regulate indoor temperatures. 
• Strength and durability – Tyres are incredibly durable and can withstand harsh conditions. When compacted and covered with stucco or earth, tyre walls can last for many years. 
• Environmental impact – Utilising old tyres helps mitigate the environmental issues associated with tyre disposal, reducing landfill waste and pollution. 

Both methods emphasise local involvement and eco-friendliness, offering workshops and volunteer opportunities that allow community members to learn and participate in the building process.  

This approach not only fosters skill development but also builds a sense of ownership and connection to the created spaces. 

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