UNPARALLELED SERVICE REGARDLESS OF SCOPE

Having come to fruition when the founders noticed a gap in the construction industry and decided to fill it with grit, precision, and purpose, MBA Energy & Industrial (MBA) was built to offer cost-conscious design-build service without ever cutting corners.

Today, the nationwide company based just outside of Houston, Texas, boasts over two decades of hands-on experience and a deeply integrated team of architects, engineers, designers, and construction managers for a true end-to-end design-build experience, no matter how complex. With a strong track record for safety, MBA brings consistency, control, and confidence to every build – whether a project is around the corner or hundreds of miles from the nearest hub, the same level of care and commitment is brought to every site.

What started as a shared vision in Magnolia, Texas has since expanded into a national operation trusted across North America.

Since featuring MBA in September 2025, the company has continued to expand and strengthen its footprint across the country.

“The last 12 months have continued to be a great time to be working in construction. Although some aspects of the industry are down due to interest rates or other factors, the projects in our wheelhouse continue to accelerate. We have had significant growth in headcount and in contracts since we were last featured,” introduces Phil Garner, Vice President of Business Development.

“Headwinds continue to be finding enough skilled workforce, a change in public sentiment about the benefits of data centers has emerged, and constraints and lead-times across the supply chain continue to be felt.”

As a design-build industrial construction services provider focusing its efforts in the vast industrial, energy, and manufacturing sectors, MBA ensures every project is an exercise in precision, shaped by a clear commitment to operational excellence, jobsite safety, and client-driven results. Through these values, the company is proudly cementing itself as a stalwart within the crucial industry.

INDUSTRIAL CONSTRUCTION SOLUTIONS

One of the company’s primary differentiators is ‘the MBA Advantage’, where it doesn’t just show up but takes ownership.

Providing straight answers, tight timelines, and a crew that knows how to deliver, MBA doesn’t wait for problems to show themselves; it looks ahead, clears the path, and keeps projects moving before the first delay has a chance to land.

“Our customers rely on the MBA Advantage because it means they get the same safety, quality, and speed they have come to expect, wherever the job may be and whatever we are constructing,” details Garner.

“On top of that, through decades of work, we have built a foundation that allows for the physical construction of the artificial intelligence (AI) revolution. In other words, we did not ‘go after’ the remote data center and power generation construction work; it came to us because we were already doing it.”

MBA has been building remote facilities with high-quality and high-speed requirements for 20 years, constructing water treatment, gas gathering, and power generation facilities for as long as the company has been in business. During this time, MBA has been assembling the pieces needed to make mission-critical remote projects a reality.

Through its turnkey facility construction services, the company’s in-house team offers design, engineering, procurement, construction, project management, and will commission projects in any location. Whether the job calls for work in a remote destination or under harsh conditions, MBA’s process stays grounded in quality control, technical rigor, and a relentless pursuit of success – all of which have contributed to its long-standing reputation.

“For the last two decades, MBA has garnered a sterling reputation for remote construction excellence. “This comes from not only doing jobs in the distant corners of the US, but also carrying out those projects with stellar safety, quality, and speed despite the difficult locations,” Garner expands.

“One of the largest differentiating factors for us is our on-site superintendents and the MBA culture they bring to every job.”

SHAPED BY PRECISION

Recently, MBA completed its largest facility to date at 800,000 square feet (sqft) – a testament to the company’s vast capabilities and project management skills.

“When one of our biggest clients needed a mission-critical data center not only designed but constructed with almost unrealistic speed without sacrificing quality and safety, they turned to MBA to be the architect and get the all-important shell and grey space constructed,” describes Garner.

Relying on previous experience, top-of-market relationships with vendors, and in-house design capabilities, MBA installed the first column in December 2025 and celebrated the final beam installation in a top-out ceremony in April 2026.

“That is only 127 calendar days to put up almost 800,000 sqft worth of steel. Without our long-standing relationships with best-in-class subcontractors, suppliers, and travelling superintendents, this would not have been possible,” prides Garner.

However, despite this momentous achievement, MBA is currently contending with a unique challenge – educating the public about data centers and fighting miscommunication. In September 2025, Damian Rockett, CEO, discussed how many data centers take utilities into their own hands and build them behind the meter. MBA has been involved for years, even though issues such as moratoriums on growth have only occurred in recent months.

“Some of the fear is understandable, as no one wants to run out of water or live next to a giant sound machine. However, the reality doesn’t match the fear tactics that are being spread online.

“For one, modern data centers use closed-loop cooling, which uses about as much water a year as a few residential homes or a single McDonald’s. When it comes to sound issues, proper sound attenuation on the equipment or building, along with proper sound walls, can significantly reduce any noise coming from the site,” Garner informs.

As with almost every construction challenge faced over the past two centuries, when there is an economic, environmental, or safety issue, it can almost always be overcome through experience, innovation, and technology.

BUILDING ACROSS THE US

MBA is an industrial construction services provider that has always prided itself on offering clients a variety of solutions for their construction needs. Ultimately, the company’s goal is to be the preferred contractor and partner for all current and future projects.

It recognizes the crucial role its employees play in this continued success, especially the impact proper training can have on long-term retention.

“About eight years ago, we changed the way we were recruiting and hiring, and it is now paying off, as we have a fantastic bench of young talent, almost entirely trained in-house, taking the reins and performing great. We continue to invest in training, coaching, and mentoring of our teams to ensure they can deliver the exceptional results our customers expect,” Garner details.

Equally, as MBA looks towards the future, it is continuing its growth in revenue and employee numbers. Most recently, the company’s largest growth has been from data centers and power generation facilities, but it is also experiencing fantastic expansion in carbon capture, renewable natural gas (RNG), petrochemicals, manufacturing, and water treatment facilities.

“Due to our exceptional reputation and results, MBA continues to grow by adding new customers and expanding work with existing customers. Over 70 percent of our work is for repeat customers, which speaks volumes to the work the entire team is doing because people continue to come back for more projects,” explains Garner.

Although a significant amount of MBA’s projects for the following year are tied up in data centers and power generation, the company is excited to see the breadth of the future work that will take place across the entire industrial supply chain.

“From petrochemicals to manufacturing, we are seeing a lot of growth that is no longer directly tied to data centers. It gives me a lot of encouragement for the state of the US construction industry,” concludes Garner.

MBA ENERGY & INDUSTRIAL PARTNER

The post MBA Energy & Industrial : Unparalleled Service, Regardless of Scope appeared first on Construction Outlook.

ENGINEERING ONGOING ELECTRICAL EVOLUTION

Prominent New England electrical contractor Gaston Electrical (Gaston) provides full-service electrical construction, low-voltage systems, and fire alarm installations for commercial, life-sciences, and institutional clients.

Established in 1934 and acquired by EMCOR in 2022, the company continues to leverage its near century-long reputation of excellence, supported by EMCOR’s expertise, to operate efficiently within the electrical construction services segment.

Since we last spoke to Gaston in 2025, Brian Jasinski has moved into a new leadership role as Vice President of Preconstruction and Business Development – having previously served as Project Executive.

Jasinski shares his observations of the current Boston and New England markets, along with some of Gaston’s best practices for building and maintaining strong client relationships.

“The Boston and New England construction markets continue to be very competitive. Many projects are being bid from incomplete progress documents while other projects undergo frequent updates and addendums – resulting in multiple rounds of bidding. This puts a significant strain on estimating resources,” Jasinski opens.

Fortunately, concerns over tariff uncertainty appear to be subsiding to some extent, with most vendors implementing plans to hedge or otherwise include these costs in their pricing.

A greater disrupting market factor for companies like Gaston is the boom in data center construction, which has created longer lead times for some materials and key components.

“Generators in certain sizes, medium-voltage cables, fiber-optic cables, and cable trays have all seen significant lead time and cost increases due to the scarcity created by the demand for data center construction,” he adds.

On a more positive note, however, Gaston’s Estimating Team continues to receive steady project bidding opportunity solicitations and its backlog of work remains strong.

“With today’s competitive market conditions, it is more important than ever to communicate, bring value, and remain innovative in order to win work from existing and new clients alike,” Jasinski reveals.

Indeed, Gaston is communicating scope gaps, bringing value engineering ideas to the table, and sharing useful information relating to potential lead time issues. These best practices, paired with years of project experience, help define that value and innovation with its general contractor partners and end-user customers.

“While it is more difficult to successfully win project awards in this market than it has been in recent years, we find the strong relationships we’ve built, along with the solid past performances of our field teams, have helped us get to the finish line and secure top projects in the region!”

SUPPORT AND STRATEGIC DIRECTION

As a full-service union electrical, low-voltage, and fire alarm contractor, the majority of Gaston’s work is in the Boston and Cambridge markets, with a growing percentage taking place in Central Massachusetts (MA), New Hampshire, and Rhode Island.

It recently began its fire alarm division, which is experiencing significant growth and exclusively performs fire alarm system installation, service, testing, and maintenance.

In addition, Gaston has started a controls division in response to a steady stream of requests to support its heating, ventilation, and air conditioning (HVAC) trade partners.

“While controls can be considered a specialty trade, we see it as a natural progression and complimentary service to our core offerings,” Jasinski states.

As part of EMCOR, Gaston has benefited from the support and strategic direction of the specialty contracting giant since it was acquired in 2022.

“From the beginning of our merger, EMCOR has been very supportive, taking the time to truly understand our market, company history, and vision for the future,” he smiles.

EMCOR has also provided Gaston with additional resources which the company has used to increase overall efficiency and effectiveness.

“From personnel training and materials to safety training and support, among other intangibles, EMCOR’s systems and processes have allowed us to be more competitive in our increasingly saturated and competitive marketplace,” Jasinski adds.

INNOVATIVE JOBSITE SOLUTIONS

With jobsite temporary power becoming a significant part of modern-day projects, Gaston’s custom-built temp power skids are an example of the company’s continuous improvement.

“The days of multiple extension cords and limited temp lights are over – today, sophisticated projects have full and complex temporary power needs,” Jasinski outlines.

For instance, jobsites now require everything they need to construct the building until the permanent service can be energized, such as Occupational Safety and Health Administration (OSHA)-required lighting levels and power for a full spectrum of large and small equipment.

Many of Gaston’s projects in metropolitan areas are high-rise buildings, meaning it frequently has a need for mixed voltages across multiple floors.

“This is what prompted us to create uniform temp power skids – custom-built to specific criteria at our 25,000-square-foot (sqft) prefabrication shop,” he tells us.

As such, the company now has a large fleet of custom temp power skids that are safe, mobile, and perfect for its needs.

“We include provisions for almost any requirement in the field – making them much more efficient and safer for our field teams to install, maintain, and re-condition for use on the next project,” says Jasinski.

DESIRE FOR THE COMPANY AND OTHERS TO SUCCEED

As a company that places social responsibility at the center of its culture, Gaston is proud to make a positive impact on the areas in which it operates through its support of various non-profits and volunteer organizations in the Boston area.

Boston Parters in Education (BPIE), for example, provides academic mentoring services to over 1,200 Boston Public Schools students every year.

“We see this work as an important part of overall workforce development and a way to empower the next generation – especially in the 60th year of BPIE, which was founded in 1966,” Jasinski informs us.

Indeed, Gaston’s Senior Director of Marketing and Business Development, Tim West, is on the Board of Directors for this important non-profit, reflecting the company’s close ties to the organization and overall support for its mission.

Looking to the future, Jasinski’s belief in the crucial nature of communication in leadership defines Gaston’s desire to succeed not only when it comes to delivering project excellence but also truly listening to its customers’ needs.

“Leaders today must be able to share information clearly and listen actively – good communication can ensure alignment of goals, eliminate confusion, and reduce lost time,” he reflects.

He points out that another critical skill is the ability to evaluate data in order to make informed and timely decisions, particularly as a large contractor working on some of the most significant projects in the region.

“When project delays can impact schedules, budgets, or overall outcomes, the worst action is no action,” Jasinski boldly concludes.

GASTON ELECTRICAL PARTNER

The post Gaston Electrical : Engineering Ongoing Electrical Evolution appeared first on Construction Outlook.

RELATIONSHIP-DRIVEN SUCCESS

“The general contracting industry has continued to evolve over the past year, but one thing hasn’t changed – we’ve become accustomed to navigating uncertainty. That’s simply the nature of our business today.”

The opening words of Brad Kollar, Executive Vice President of Industrial and Strategic Markets at Uprite Construction (Uprite), aptly summarize its perseverance against adversity and skill in overcoming industry obstacles since we last spoke to the company 14 months ago.

For instance, increasing concerns surrounding tariffs have created significant market uncertainty and price volatility, further driven by ongoing global geopolitical conflicts.

“The circumstances may change, but the challenges are often the same – material availability, labor pressures, longer procurement timelines, and cost escalation. None of this is new to the industry anymore,” he continues.

“The contractors who continue to succeed are those who know how to adapt, communicate proactively with their clients, and make informed decisions before issues become project delays.”

The consolidation of construction partnerships is becoming equally as important, as national owners and developers are increasingly seeking firms that can deliver a consistent experience across several markets while still bringing strong local relationships and expertise.

Uprite has experienced this first-hand, having expanded into several new markets since we last spoke to the company, including Colorado, Tennessee, Michigan, and Ohio, while actively pursuing opportunities in additional regions across the country.

“We’ve remained focused on building long-term relationships by combining national reach with local expertise and maintaining executive involvement throughout every project.

“Construction has always been, and will continue to be, a relationship business. Markets will fluctuate and technology will continue to evolve, but trust, accountability, and delivering on your commitments will always be the foundation of lasting partnerships,” Kollar insights.

COMBATTING COMPLEXITY

While Uprite’s core markets have remained centered around industrial and commercial construction, project complexity has increased significantly.

Indeed, many of its clients are building highly specialized facilities that demand a much deeper level of planning, coordination, and technical expertise compared to traditional industrial construction.

“We’ve continued to evolve alongside those clients by investing heavily in our people, preconstruction capabilities, and geographic reach.

“Whether it’s advanced manufacturing, cold storage, mission-critical logistics facilities, self-storage, office environments, or complex tenant improvements, our approach remains the same – we become an extension of our clients’ teams from the earliest stages of planning through to project completion,” details Kollar.

One of the biggest challenges Uprite has seen over the past year is the growing importance of preconstruction, as successful projects are no longer defined solely by what happens in the field.

“They’re won or lost months before construction begins through thoughtful budgeting, value engineering, procurement strategies, constructability reviews, and risk identification. That’s an area where we’ve continued to invest because it provides tremendous value to our clients,” he outlines.

The company has equally expanded its presence into additional US markets to better support national owners and developers, thereby combining local expertise with the resources and experience of a national contractor.

As Uprite has grown over the last 12 months, its biggest evolution has been its commitment to remaining relationship-driven.

“We never want to become a company where clients feel like they’re simply a number. Executive involvement, accessibility, and accountability remain fundamental to how we operate, regardless of the size, location, or complexity of the project.

“We believe that’s one of the reasons so many of our clients continue to trust us with increasingly complex work across the country,” Kollar affirms.

A PARTNERSHIP BUILT ON TRUST

Uprite’s motto ‘A Partnership Built on Trust’ is even more relevant than it was 14 months ago. As the industry proves to be more competitive, trust has become the deciding factor for owners choosing who they want to build long-term relationships with.

“For us, trust is not something that is established when the contract is signed. It is built every day through honest communication, transparency, accountability, and consistently delivering on our commitments.

“We have always believed construction should be a collaborative process rather than an adversarial one. Our goal is to become an extension of our clients’ teams, working together to solve problems, manage risk, and create successful outcomes for everyone involved,” elaborates Kollar.

As the company has continued to grow into new geographic markets, maintaining that philosophy has become even more important. For instance, customers have direct access to Uprite’s leadership team, and its executives remain actively engaged throughout every project, therefore reinforcing accountability and demonstrating how far the business is invested in its clients’ success.

“Many of our strongest client relationships today were not built on a single successful project but on years of consistently doing what we said we were going to do.

“Anyone can be a great contractor when everything is going according to plan; the real measure is how they respond when things do not go according to plan. That philosophy continues to shape our culture and remains the foundation of every relationship we build.”

Indeed, Kollar believes that many of Uprite’s projects would not achieve success without the trade partners, architects, engineers, consultants, and clients involved.

“At the end of the day, we’re still a company that believes relationships matter, trust has to be earned, and every new project is another opportunity to prove ourselves. I hope that’s something that never changes,” he reflects.

STRENGTHENING CONSTRUCTION CAPABILITIES

Uprite is currently in the design and preconstruction phase of an indoor vertical farm project for Australian AgriTech company Stacked Farm, one of the most technically challenging and rewarding projects it has undertaken.

The project has been submitted for plan check, with groundbreaking anticipated in September, and will help bring an innovative concept to life.

The farm will have significant environmental benefits. By growing produce in a highly controlled indoor environment, it will have the ability to dramatically reduce water consumption, eliminate many of the variables associated with traditional agriculture, shorten transportation distances by locating production closer to consumers, and produce fresh food throughout the year without being restricted by changing weather conditions.

“We aren’t simply constructing a building, we’re creating a highly controlled agricultural and food production environment where lighting, irrigation, refrigeration, heating, ventilation, and air conditioning (HVAC) systems, process piping, automation, water treatment, power distribution, and environmental controls all have to function together seamlessly,” Kollar explains.

Projects such as these force Uprite to think differently, whereby traditional construction methods are combined with a much deeper understanding of complex building systems and how they interact.

This requires greater collaboration between the company’s preconstruction, engineering, operations, and field teams long before construction begins, therefore encouraging Uprite to expand its capabilities further.

“One of the biggest lessons we’ve taken from the design and preconstruction process is the importance of integrating every stakeholder early. Success depends on bringing together the owner, designers, engineers, trade partners, equipment suppliers, and construction team to solve problems collectively rather than sequentially.

“The more collaboration that happens during preconstruction, the smoother the execution becomes in the field,” he shares.

The indoor vertical farm project has also reinforced the company’s belief that the future of industrial construction will continue to involve increasingly sophisticated facilities, including indoor agriculture, cold storage, advanced manufacturing, and highly automated logistics centers, which require far more complex environments than traditional industrial buildings.

“For Uprite, projects like this continue to expand our knowledge and strengthen our capabilities. Each one teaches us something new, and those lessons make us a better builder for the next client and the next challenge.

“If those projects also contribute to a more sustainable future, we’re excited to be part of that journey,” Kollar tells us.

IMPROVING ENVIRONMENTAL FOOTPRINT

Sustainability has become an increasingly important topic across the industry as more owners and developers are asking Uprite to analyze alternative materials, building systems, and construction methods that can improve a project’s long-term environmental performance.

As such, the company’s responsibility is to help clients make informed decisions around energy efficient building systems, renewable energy integration, lower carbon materials, and water conservation strategies.

“In many cases, these options require a greater upfront investment than conventional solutions. That doesn’t mean they aren’t worthwhile but that they need to be evaluated within the overall financial objectives of the project.

“Every owner has to determine whether the additional initial cost aligns with the anticipated long-term return on investment, operating savings, or broader sustainability goals.

“Our role is not to make that decision for the client but to provide accurate information, reliable pricing, and practical guidance so they can make the decision that’s right for their business,” Kollar posits.

A HOME-GROWN TEAM

People continue to be the foundation of Uprite’s continued prosperity – something which Kollar believes will never change.

“Construction is a relationship business, but it’s also a people business. At the end of the day, our clients aren’t hiring a logo; they’re hiring the people behind it,” Kollar smiles.

Indeed, Uprite has always believed in promoting from within whenever possible, as it has seen first-hand the benefits of growing within a company – a deep understanding of the culture, strong relationships across the organization, and a genuine sense of ownership in the success of the business.

In line with these strengths, it is currently working on the development of Uprite University – an idea born from asking the question: how does the company help people become great?

“We have a tremendous amount of knowledge throughout this business, and we want to do a better job of sharing it. Whether someone is just starting their career or preparing for a leadership role, we want to give them the tools, mentorship, and support to continue growing.

“Ultimately, buildings are the product of what we do, but people are the reason we succeed. If we continue attracting great people, investing in them, and creating an environment where they can do their best work, projects and client relationships will take care of themselves,” he states.

ON THE HORIZON

Over the next 12 months, Uprite wants to continue building a company its clients trust, employees are proud to be part of, and the industry respects.

Uprite will maintain its growth in strategic markets where it can support both existing and new clients. At the same time, the company is focused on growing its presence in more technically demanding sectors such as cold storage, food production, advanced manufacturing, and other complex industrial facilities.

Internally, one of its biggest priorities is continuing to invest in its people – whether through leadership development, Uprite University, recruiting exceptional talent, or creating new opportunities for the existing team.

“We’re equally committed to preserving the culture that has helped us get to where we are today. Growth is important, but only if we can maintain the responsiveness, accountability, and personal relationships our clients have come to expect. We never want to become so large that we lose what has made us successful,” affirms Kollar.

In parallel, the increasingly complex projects Uprite is delivering would not be possible without the trusted relationships it has built over many years.

“That includes the subcontractors and trade partners who work alongside us every day, architects and engineers who collaborate with us to solve complex challenges, and clients who place their confidence in all of us to bring their vision to life.

“We’ve always believed the best projects are built on strong partnerships, mutual respect, and a shared commitment to doing the right thing. Those relationships are among our greatest strengths, and we’ll continue investing in them for years to come,” he closes.

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Coalition Targets US Skilled Labour Shortage

The Lowe’s Foundation has launched the Building Futures Skilled Trades Coalition, bringing together more than 75 organisations to tackle workforce shortages across construction and other skilled trades.

Founding participants include NVIDIA, AT&T, Bank of America, Carrier, General Motors, DEWALT and Duke Energy, alongside construction industry organisations including the National Association of Home Builders (NAHB) and the National Center for Construction Education and Research (NCCER).

SkillsUSA and workwear manufacturer Carhartt have also joined the initiative.

The coalition has set a target of helping to train and develop one million people for skilled trades careers by 2035.

According to figures cited by the Lowe’s Foundation from the US Department of Education, an estimated 2.1 million skilled trades positions could remain unfilled by 2030, potentially resulting in economic losses of up to USD$1 trillion annually.

Construction and Manufacturing Industries Looks to Expand Talent Pipeline

For the construction and manufacturing sector, the initiative is intended to strengthen pathways from training into employment as businesses contend with demand for qualified tradespeople.

The coalition will focus on three areas: changing perceptions of skilled trades careers; investing in and scaling successful training and credential programmes; and developing common measures to track progress from training through to employment.

Marvin Ellison, Chairman and CEO of Lowe’s, said: “The next industrial revolution won’t be built by algorithms alone. It will be built by the millions of skilled trade professionals who power, connect and move this country forward.”

The initiative will draw on labour market information and employer requirements to identify effective approaches to workforce development, with members sharing case studies, pilot programmes and training models.

Lowe’s Builds on USD$250 Million Training Commitment

The coalition expands on the Lowe’s Foundation’s existing investment in skilled trades development.

Its Gable Grants programme, launched in 2023, has developed a network of 73 community colleges and non-profit organisations delivering skilled trades training across 30 states.

The foundation recently expanded its own commitment with plans to invest USD$250 million to help train and develop 250,000 tradespeople by 2035.

The wider coalition increases that ambition to one million people by bringing employers, education providers and industry organisations together.

Housing Sector Backs Workforce Initiative

Construction industry organisations participating in the coalition include NAHB, which highlighted the relationship between skilled labour availability and the ability of the sector to deliver new housing.

Jim Tobin, President and CEO of NAHB, said: “A skilled, capable workforce is critical to meeting our nation’s housing needs.”

“Our collective commitment to invest in the next generation of skilled trade professionals will help strengthen the workforce pipeline, transform lives and build communities.”

The coalition will also address workforce requirements across heating, ventilation and air conditioning (HVAC), energy, telecommunications, automotive manufacturing and technology.

Employers Join Push for Skilled Trades Training

Participating businesses will work with training providers and workforce organisations to improve the connection between qualifications and available jobs.

Carrier Chairman and CEO David Gitlin said: “Skilled trades professionals keep our world running. Carrier is committed to helping develop the workforce needed for the future through training, education and partnerships.”

Duke Energy President and CEO Harry Sideris added: “By working together across industries, we can create more pathways into rewarding careers, strengthen our communities, and build the workforce needed to support the nation’s growing infrastructure and energy needs.”

The Building Futures Skilled Trades Coalition plans to announce additional members, commitments and progress updates as the initiative moves into wider implementation.

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CEMENTING A SUSTAINABLE FUTURE

“Across the Indian Ocean region, population growth, urbanisation, tourism development, and major public infrastructure programmes continue to generate strong demand for construction. Governments are investing in roads, desalination plants, renewable energy infrastructure, and affordable housing, whilst private developers increasingly seek higher-quality, longer-lasting, and more sustainable building solutions.”

This insight into the transformative era that the construction industry is currently experiencing, provided by Urs Straub, Group CEO of Cementis Group (Cementis), highlights the necessity for companies ready to pave the way for this innovation-driven future.

One such business that has already proved itself a stalwart within the industry is Cementis – a leading regional producer and supplier of cement and construction solutions across the Indian Ocean islands, with operations in Mauritius, Réunion, Mayotte, Comoros, and Seychelles.

“This October marks our fifth anniversary. Although the group itself is relatively young, the businesses that form Cementis have been supporting construction and infrastructure development in their respective markets for decades. During the past five years, we have successfully integrated these operations under a single regional vision whilst preserving the strength, heritage, and identity of each local business,” states Straub.

Today, Cementis operates through a portfolio of well-established local brands that have become benchmarks in their particular fields.

This collective of specialist knowledge is advantageous as the construction industry fundamentally redefines itself, with environmental performance, digitalisation, circular economy principles, and customer-centric innovation becoming the new drivers of competitiveness. This evolution is especially meaningful in island territories where Cementis primarily operates.

“Across the regions we work in, environmental challenges are not abstract concepts debated in boardrooms; they are lived realities. As an industrial group, we therefore have a responsibility that extends beyond supplying construction materials. We believe our role is to help shape a construction industry capable of supporting economic development whilst preserving the exceptional natural environment that defines our islands,” he expands.

This philosophy sits at the heart of the company’s strategic roadmap as it works to transform Cementis from a traditional cement supplier into a provider of sustainable construction solutions that combine technical excellence with environmental responsibility.

PASSION WITH PERFORMANCE

Having begun his career at General Motors, where he got his first exposure to how large and complex international organisations operate across multiple markets, Straub quickly found himself across the globe working for notable companies, such as Cemento Polpaico, Holcim, Aljabor Cement, and LafargeHolcim’s Indian Ocean cluster, alongside founding Factum Intelligence.

In 2025, he was appointed CEO of Cementis, overseeing operations across numerous islands.

“Today, our ambition is to become the leading provider of sustainable, performance-driven construction solutions across the Indian Ocean. This transformation is about strengthening our industrial capabilities, accelerating innovation, developing lower-carbon products, empowering our people, and placing customers at the centre of everything we do,” Straub highlights.

Alongside Cementis’ strong brand portfolio, its activities extend beyond cement distribution. It operates cement terminals, blending facilities, bagging plants, three ready-mix concrete operations, one precast manufacturing facility, and advanced R&D laboratories. Every day, the company serves major infrastructure developers, multinational contractors, local construction companies, distributors, and individual builders across the region.

However, what truly defines Cementis is not only what it produces, but its partners and where it is going.

“Our vision is simple: to help build a more prosperous, resilient, and sustainable Indian Ocean for future generations,” asserts Straub.

Several factors distinguish and assist the company in achieving its vision, but its greatest strengths are its multicultural teams and combination of regional integration, local expertise, and long-term vision. Unlike other competitors operating within a single market, Cementis has built a truly regional platform spanning five island economies, enabling the company to optimise logistics, transfer expertise, accelerate innovation, and create synergies that improve operational efficiency and customer service.

A prime differentiator for the business lies in its strategic transformation.

“Historically, the cement industry has competed largely on production capacity and price. Our roadmap deliberately moves beyond this model. We are shifting from products to integrated construction solutions, from volume to value, from commodity markets to technical specifications, and from reacting to market demand to actively shaping it,” he explains.

“Ultimately, we do not simply want to be recognised as the largest cement supplier. We want to become the preferred technical partner for everyone involved in designing and building the infrastructure of tomorrow.”

INNOVATION AT THE CORE

Responsibility is deeply embedded in Cementis because the infrastructure the company helps to build will serve communities for generations.

“Every day, our products contribute to the construction of schools, hospitals, roads, bridges, and homes throughout the Indian Ocean. That gives us a responsibility that extends well beyond manufacturing cement. Our vision is based on a simple conviction: long-term economic performance and environmental responsibility must progress together,” Straub details.

Across its operations, Cementis has already made important decisions that reflect this philosophy, with a prime example being its transition from polypropylene bags to kraft paper bags across Mauritius, Réunion, and Mayotte. In parallel, the company is investing heavily in lower-carbon cements, industrial efficiency, responsible sourcing, and innovation.

Beyond environmental initiatives, Cementis is prioritising employee development, governance, safety, and technical expertise because sustainable companies are built on strong people as much as strong industrial assets.

Additionally, the company is embarking upon a variety of initiatives which illustrate the transformation taking place across the business.

“One of the most strategic initiatives is the development of new grinding and blending facilities in Mayotte. These projects will enable us to manufacture multiple cement grades locally whilst significantly reducing clinker consumption through the incorporation of locally available mineral components. This will represent both an environmental and economic opportunity,” expands Straub.

In Mauritius, Cementis continues to invest in upgraded and highly efficient bagging facilities, digital commerce, artificial intelligence (AI), and value-added construction products that extend its offering beyond traditional cement. Meanwhile, in Réunion, the company is focusing on developing specialised mortars and supporting major infrastructure projects through innovative, low-carbon solutions.

Finally, in Seychelles, it is strengthening logistics infrastructure, modernising industrial facilities, and expanding the distribution network to improve customer service.

“Collectively, these investments are aligned with one strategic objective – transforming Cementis from a cement supplier into a regional construction solutions company,” he notes.

SHAPING THE FUTURE

As Cementis continues to look towards the future, the company recognises that sustainability is no longer a separate corporate social responsibility (CSR) initiative; it has become one of the fundamental drivers of its business strategy.

In 2024, Cementis became one of the first building materials companies in the Indian Ocean to complete a comprehensive carbon assessment covering all of its operations.

“This gave us a detailed understanding of our direct and indirect emissions, energy consumption, and logistics footprint, enabling us to identify where we can achieve the greatest reductions,” Straub recalls.

In Réunion, Cementis is currently the only cement manufacturer offering a locally produced CEM-V cement incorporating slag and pozzolanic materials. The blended cement technology has been successfully used throughout Europe for many years and combines excellent mechanical performance with approximately 30 percent lower carbon emissions compared with traditional cement production.

This is not an experimental product; it is fully CE and Norme Française (NF) certified, carries the PM-ES designation for marine and sulphate-resistant environments, and has already been selected for major construction projects including residential developments for Icade and the future Lycée des Métiers de la Mer in Réunion.

“This demonstrates that environmental performance and technical excellence are not mutually exclusive. On the contrary, they reinforce one another,” he emphasises.

Equally, Cementis’ strategic roadmap is centred around one clear ambition – transforming the company into the leading provider of sustainable construction solutions across the Indian Ocean. Over the coming years, it will invest in market intelligence, commercial excellence, customer experience, and innovation whilst expanding its portfolio of lower-carbon products.

An important milestone will be the deployment of additional blended cement technologies across the company’s territories. At the same time, it will expand local blending capabilities in Mayotte and Comoros, increasing the use of regional mineral resources, strengthening its research laboratories, and accelerating the development of innovative products and services.

“Ultimately, our objective is not simply to reduce carbon emissions. It is to demonstrate that sustainable construction can simultaneously deliver greater technical performance, longer infrastructure life, and stronger economic value for our customers and communities,” proudly concludes Straub.

CEMENTIS GROUP PARTNER

The post Cementis Group : Cementing a Sustainable Future appeared first on Construction Outlook.

BUILT WITH CONFIDENCE

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

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

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

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

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

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

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

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

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

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

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

CONSTRUCTION IN AUSTRALIA

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

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

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

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

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

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

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

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

50 YEARS OF CONSTRUCTION EXPERTISE

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

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

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

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

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

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

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

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

DELIVERING WITH CONFIDENCE

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

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

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

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

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

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

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

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

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

MAKING A LASTING IMPRESSION

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

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

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

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

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

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

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

SITZLER PARTNERS

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CUSTOM DESIGN AND FUNCTIONAL FAÇADES

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

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

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

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

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

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

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

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

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

FORMALISED CAPABILITY

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

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

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

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

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

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

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

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

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

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

FAÇADE PROJECTS

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

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

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

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

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

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

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

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

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

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

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

BIM WORKFLOWS

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

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

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

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

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

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

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

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

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

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

STRENGTHEN, GROW, EXPAND

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

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

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

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

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

ATEC FACADES PARTNER

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BUILDING THE NEXT DECADE OF ASIA PACIFIC GROWTH

Asia Pacific (APAC) is entering one of the most important infrastructure decades in its history.

Across the region, economies are expanding, cities are growing, and expectations are rising. APAC is already home to more than 2.2 billion urban dwellers, with its urban population projected to increase by around 50 percent by 2050.

Against this extraordinary scale of demand, the question for the next decade is clear. How can we ensure that what we build today translates into long-term resilience, sustainability, and quality of life?

Over the past decade, infrastructure across APAC has been associated with scale, including major transport networks, high-rise urban centres, ports, airports, hospitals, utilities, and new districts delivered at remarkable speed. That scale still matters, but the next decade will require a sharper focus on long-term performance. It must support economies, connect communities, reduce environmental impact, and help cities adapt to a changing climate.

GROWTH STORIES WITH COMMON PRIORITIES

The region brings together advanced, highly connected city-states such as Singapore, global financial centres such as Hong Kong, major industrial and technology markets such as China, and emerging economies across Southeast Asia with significant growth potential.

Each market has different priorities, levels of maturity, and delivery challenges. Yet across that diversity, common priorities are emerging; governments are seeking more resilient infrastructure, investors are looking for long-term value, and communities want better connectivity, improved sustainability, and enhanced quality of life.

Whilst growth trajectories differ, the direction of travel is consistent – future-ready development that supports both economic competitiveness and social progress.

RESILIENCE MUST BE BUILT IN

As governments move from climate commitments to implementation, with policies such as China’s goal to achieve carbon neutrality by 2060 and Singapore’s Green Plan 2030, climate risk is now central to infrastructure decision-making. Flooding, extreme heat, water stress, and pressure on energy systems are already affecting communities, assets, and economies across the region.

In my conversations with clients, partners, and our own experts across APAC, one point has become clear – resilience can no longer be treated as a late-stage design requirement. It must be embedded as a core principle of planning, design, and delivery from the outset.

This is especially important in cities where transport networks, water systems, hospitals, logistics hubs, and energy assets form part of wider systems that support economic activity and everyday life.

Building resilience means understanding those interdependencies and creating infrastructure that can withstand shocks, adapt to change, and continue serving communities over the long term.

The projects that will have the greatest impact are those designed as part of a broader system, connecting infrastructure investment to housing, public health, resource security, industrial growth, and environmental outcomes.

Across APAC, there are already encouraging examples of this thinking in action.

Singapore’s Thomson-East Coast Line shows how mass transit can improve connectivity whilst making more efficient use of scarce urban land. The country’s integrated waste management facilities, meanwhile, point to the value of connecting waste, water, energy, and resource recovery in more joined-up ways.

Elsewhere, Hong Kong’s Tseung Kwan O desalination plant demonstrates how cities are diversifying water supplies to strengthen long-term resource security. Taiwan’s port decarbonisation work reflects the growing importance of cleaner logistics and industrial systems.

The common thread is not simply technical delivery; it is the ability to connect infrastructure decisions to resilience, decarbonisation, resource security, productivity, and liveability. Our opportunity is to embed this thinking more consistently into the planning and delivery of future programmes.

TECHNOLOGY AS AN ENABLER

Technology will also have an important role to play. Digital tools, advanced modelling, artificial intelligence, and data analytics can improve how infrastructure is designed, managed, and operated.

In practice, this can mean using data to assess flood exposure, model passenger demand, plan maintenance, improve energy performance, or understand how a new asset will interact with the wider city.

Taiwan’s Taoyuan International Airport Terminal 3 is one example where digital planning and analytical tools have supported demand testing, design coordination, and the integration of complex airport systems into a future-ready hub of the wider Taoyuan Aerotropolis.

At the end of the day, the value of technology lies in solving real-world challenges. Digital innovation will be most effective when combined with engineering expertise, local knowledge, and a clear understanding of long-term objectives.

As infrastructure ambitions grow, each initiative will need engineers, environmental specialists, planners, project managers, digital experts, and strategic advisers, working together in multidisciplinary teams across sectors and markets to achieve the best outcome.

A FUTURE WORTH BUILDING

The path ahead will not be simple. Climate pressures, skills shortages, funding constraints, and delivery complexity will all require careful navigation.

Across the region, governments are investing in transformation and communities are demanding better outcomes. Recent regional research has underlined the need for more inclusive, sustainable, and climate-resilient urban futures, particularly around access to housing and services, environmental liveability, and cities’ exposure to climate and environmental risks.

The opportunity is to move beyond growth for growth’s sake and focus on long-term value. By investing in infrastructure that connects people, supports cleaner growth, strengthens resilience, and improves quality of life, APAC can set a global benchmark for the future.

If we get that right, infrastructure will help define the kind of future the region wants to build.

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WHALE TAIL WONDER

The 300-kilometre Garden Route along the coast of South Africa (SA) is an iconic tourism corridor and one of the world’s most beautiful stretches of coastline.

Now, there’s a new reason for travellers to stop along the route.

Towering about the entrance to Formosa Bay Resort in Plettenberg Bay, SA is Africa’s largest 3D-printed structure.

The striking Waffling Whale Tail, next to the resort’s iconic Waffling Whale Café, stands approximately five metres high with a unique texture that mimics that of the café’s famous waffles, making this a must-stop landmark for the coastal town.

Intended to become a notable landmark on one of SA’s busiest tourism routes, the idea is to attract travellers for a unique selfie opportunity at this fresh roadside attraction that blends hospitality, public art, and local storytelling.

THE SPIRIT OF PLETTENBERG BAY

Plettenberg Bay is regarded as one of SA’s premier coastal destinations and best-known whale watching spots, with a long-standing connection to marine life and ocean conservation.

The town is also internationally recognised for its Blue Flag beaches, indigenous forests, lagoons, wine farms, restaurants, and adventure experiences.

Capturing the spirit of Plattenberg Bay, the Waffling Whale Tail reflects its coastal energy, celebrates its iconic marine life, and complements its tourism offering, whilst giving visitors a reason to stop by.

Travellers are increasingly seeking destinations that offer more than just accommodation.

Indeed, tourism today is driven by experiences; people want destinations that feel memorable and worth sharing.

Attractions such as the Waffling Whale Tail create a stronger connection to a destination and encourage travellers to stop longer and explore more.

PLAYFUL VISUAL IDENTITY

The Waffling Whale Tail design draws directly from one of the region’s most recognisable experiences: the fleeting sight of a whale diving beneath the ocean’s surface during whale season.

Its textured finish is inspired by the patterned surface of a Belgian waffle. This ties the structure directly into the adjoining Waffling Whale Café, an award-winning café recognised by Restaurant Guru, where guests can enjoy sweet and savoury whale-shaped waffles, breakfasts, desserts, and signature freak shakes.

The base of the installation has also been designed to resemble flowing syrup, creating a playful visual identity that has already proven popular with passing motorists, families, and social media content creators.

Beyond the visual impact, the installation strengthens Formosa Bay Resort’s positioning as an experience-driven Garden Route destination.

Located in the heart of Plettenberg Bay, the resort offers quality coastal accommodation with convenient access to beaches, whale watching, hiking trails, marine safaris, boutique shopping, wine farms, and outdoor activities throughout the region.

RESORT DEVELOPMENT AND MANAGEMENT

The structure was developed by Big Ideas 3D Printing for The Beekman Group (Beekman) – one of SA’s leading tourism, hospitality, and leisure property companies, with 55 years of experience developing, operating, and growing hospitality and property assets.

A multi-award-winning organisation, the group has received consistent recognition from platforms including the World Travel Awards and KZN Top Business Awards for excellence in tourism, resort operations, sustainability, and employee well-being.

Beekman specialises in resort management, vacation ownership, leisure travel services, and residential and commercial property development, creating integrated tourism, business travel, and leisure property offerings across Southern Africa and beyond.

At the core of the business is resort development and management; Beekman has built a diverse portfolio of resorts across beach, mountain, and bush destinations, providing flexible holiday options for travellers. Today, it manages more than 30 resorts across five countries, serving over 80,000 members and guests.

The group provides comprehensive operational oversight across its portfolio, including guest services, rental programmes, owner and member relations, and centralised administrative systems that ensure consistent standards and efficient operations.

This offering is supported by modern digital platforms and diversified leisure services, including daily rentals, vacation ownership exchanges, and luxury spa experiences.

Through its expanding urban hospitality portfolio, Beekman also supports corporate travel, conferencing, and ‘bleisure’ demand, catering to modern businesses, remote professionals, and hybrid workforces. The group delivers consistent, high-quality accommodation, meetings and events infrastructure, and professional guest services.

Beyond hospitality, Beekman develops residential and commercial property assets in key tourism regions, leveraging decades of development expertise to create leisure property investments and destination-driven developments that generate long-term value.

The group continues to expand its portfolio to offer more locations, greater flexibility, and new ways for travellers and investors to experience Beekman.

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REVIVING PUBLIC-PRIVATE PARTNERSHIPS TO BOOST BUILDING IN BRITAIN

It was in the 2002 film 24 Hour Party People that a famous quote that would become adopted by a city was first uttered: “This is Manchester. We do things differently here.”

Spoken by Steve Coogan’s version of Tony Wilson, the record label owner, the essence of this unofficial motto is now being attached to new UK Prime Minister Andy Burnham and his political philosophy of ‘Manchesterism’.

Reflecting an approach that aims to deliver economic and social progress in tandem, this unique blend of ‘business-friendly socialism’ puts public and private sector collaboration at its heart.

However, if Burnham is serious about this model as a blueprint for national growth, he should consider formalising a new framework for public-private partnerships (PPPs) that can facilitate investment in the country’s social infrastructure.

Such a model has been missing since the Private Finance Initiative (PFI) formally ended in 2018. This is despite other countries, including Canada, Australia and the US, running with the PPP model to deliver more than 1,000 social and economic infrastructure projects worldwide in the intervening eight years.

With the UK having the lowest investment in fixed assets within the G7 over the past 20 years, and held back from addressing this by constrained fiscal headroom and a challenging economic landscape, it’s time to consider a new reliable model for investors to partner with the public sector.

ANDY BURNHAM IS NO STRANGER TO PPPS

The concept of PPPs won’t be lost on Burnham who, as Health Secretary, oversaw the use of PFI for a hospital building spree, including those in Peterborough and Royal Liverpool.

Nonetheless, challenges with these projects, such as delays and high public costs, reflected some of the broader perceived drawbacks of PFI and its predecessor PF2 that any new PPP framework would need to address.

Under a PFI arrangement, private sector partners would cover initial project costs, subsequently recovering this investment plus ongoing financing and operational expenses through long-term payments known as unitary charges from the commissioning body – typically local authorities, NHS trusts, or government departments.

More than 700 public infrastructure projects were delivered via PFI, predominantly during the previous Labour government from 1997 to 2010.

This represented the most extensive sustained phase of major public infrastructure investment in recent history, funding vast numbers of roads, schools, hospitals, leisure centres, and prisons, amongst other developments.

However, concerns emerged regarding poor taxpayer value and excessive profits for investors who refinanced debt at reduced rates after completing the higher-risk construction phases.

LEARNING THE PFI LESSON

Lessons are already being learned in reformed PPPs. Whilst England has not replaced PFI, Scotland and Wales have moved forward with the non-profit distributing model and mutual investment model respectively to fuel similar types of infrastructure projects.

A potential revisiting of the PPP concept was already underway when Burnham replaced Sir Keir Starmer in Number 10.

In the government’s infrastructure blueprint, UK Infrastructure: A 10-Year Strategy, published in June 2025, it acknowledged that private finance could potentially play a role in supporting the development of community healthcare infrastructure and public sector decarbonisation initiatives.

The Department for Health and Social Care, working alongside the National Infrastructure and Service Transformation Authority, also issued a preliminary market engagement notice for Project Wings.

Targeting construction and maintenance companies that would implement these projects, the initiative encompasses the design, build, finance, operation, and maintenance of specific primary and community health infrastructure projects via a PPP framework.

Momentum has been building, with national media reports earlier this summer suggesting previous Chancellor Rachel Reeves had commissioned the British Infrastructure Taskforce to explore how PPPs could support new town developments.

Getting this delivery vehicle right will be crucial to earning public trust so that PPPs can be rolled out firstly within this relatively narrow remit and then potentially a wider span of projects.

CREATING A NEW PPP BLUEPRINT

At UKREiiF 2026, the CBI and Browne Jacobson launched a report, titled Pipeline to Progress: Making UK Infrastructure Investable.

It develops a blueprint for modern PPPs built around six pillars: a standardised national legal architecture, proportionate risk allocation, auditable social value, flexible financial structures, strengthened governance and accountability, and a clear delivery pipeline through mayoral and combined authorities.

In designing a central PPP delivery body, we can learn from Ireland’s National Development Finance Agency (NDFA).

By combining commercial capability, template governance and programme-level oversight, the NDFA gives investors confidence, reduces bid costs and prevents contractual drift.

A new central body could be responsible for enforcing transparency requirements, which would directly address one of the challenges with PFI as commercial confidentiality frequently obscured performance from public scrutiny.

Additionally, all PPPs should be subject to mandatory disclosure of refinancing events, ownership changes and key performance information. Contract structures should be publishable as standard with only limited, justified redaction to enable public scrutiny.

A BIG ROLE FOR DEVOLUTION

In what may be music to Burnham’s ears, devolution could be a core piece of the delivery jigsaw in a modern PPP framework.

By giving metro mayors autonomy over what is delivered, where, and in what sequence, there’s an opportunity within multi-year settlements to ensure new infrastructure fits local as well as national needs.

His cross-party work as Greater Manchester Mayor with West Midlands ex-counterpart Andy Street, a Conservative, to explore how private finance could be leveraged to revive the HS2 link between their city regions is perhaps the exemplar model if a new PPP framework can be identified.

This task should be near the top of the new Prime Minister’s to-do list when planning for the Autumn Budget because if Manchesterism can be defined by anything, it’s effective PPPs.

The post Reviving Public-Private Partnerships to Boost Building in Britain appeared first on Construction Outlook.

TRANSFORMING WORKFORCE AND FACILITIES MANAGEMENT WITH AI AND ROBOTICS

Globally, more than 70 percent of employers face challenges filling positions due to a shortage of adequately qualified workers.

This skills gap has led to the emergence of specialised recruitment agencies that not only connect businesses with potential employees but also improve candidates’ employability through training and development.

Since 2010, YY Group Holding (YY Group) has leveraged technology to bridge the gap between labour demand and supply whilst enhancing service quality.

Listed on Nasdaq, YY Group is an artificial intelligence (AI)-native workforce solutions platform and integrated facility management (IFM) provider with 16 years of operating experience.

Operating across 12 countries, the company delivers workforce and facilities management solutions through its YY Circle workforce platform, Yolara AI professional talent solution, and 24iFM facilities management platform, supported by AI, automation, and robotics-enabled services.

Furthermore, the company is increasingly integrating AI and robotics-enabled operational services to enterprises throughout Asia and beyond.

“Our core services include workforce outsourcing, cleaning and maintenance, security and concierge services, hospitality support, logistics manpower, property and facilities management, and AI-powered workforce solutions,” opens Mike Fu, CEO and Executive Director.

“Through our proprietary YY Circle platform, Yolara AI professional talent solution, and 24iFM facilities management ecosystem, we connect businesses with trained manpower whilst leveraging technology to improve efficiency.”

The 24iFM platform is designed to provide end-to-end visibility across facility operations.

Key features include work order management, preventive maintenance scheduling, asset tracking, workforce deployment, incident reporting, contractor management, compliance monitoring, inspection workflows, and real-time operational dashboards.

“Across our network, we manage thousands of frontline workers and service professionals who support daily business operations for our clients. By integrating AI automation, we can improve scheduling efficiency, optimise workforce allocation, predict maintenance requirements, and identify operational bottlenecks before they become costly issues,” Mike explains.

“In hospitality and service environments, AI can forecast demand patterns, automate routine workflows, improve response times, and support management teams with actionable insights. The result is higher service quality, improved resource utilisation, and lower operating costs.”

The inspiration behind YY Group came from a simple observation: businesses everywhere struggle with workforce shortages, inconsistent service quality, and inefficient workforce management processes.

“We believed technology could connect the needs of the labour market with the available workforce whilst creating better opportunities for workers,” Mike reports.

“What began as a workforce platform has evolved into a broader ecosystem advancing the future of work through the integration of AI, automation, and robotics.”

Today, YY Group serves more than 300 active clients globally, ranging from hospitality groups and commercial buildings to retail chains, healthcare facilities, and logistics operators.

BALANCING TECHNOLOGY AND GLOBAL INSIGHTS

For YY Group, operating across multiple countries requires a balance between centralised technology and localised execution.

“We have developed a scalable operating model where our technology platforms provide visibility, workforce coordination, compliance monitoring, and operational reporting, whilst our local teams execute services based on market-specific requirements,” affirms Mike.

Additionally, it is important to recognise that each country has its own labour regulations, cultural expectations, workforce dynamics, and customer requirements.

For instance, in some developed markets, labour shortages and rising wage pressures are significant challenges. However, in emerging markets, workforce training, standardisation, and digital adoption can be more complex.

“Our approach is to use technology as the common operating layer whilst empowering local leadership teams who understand the nuances of their respective markets. This allows us to maintain consistency in service delivery whilst remaining agile enough to adapt to local conditions,” he notes.

Meanwhile, scalability has always been central to YY Group’s business model – its goal is not simply to increase headcount but to improve productivity per worker through technology.

“As we expand, maintaining service quality remains a top priority. We achieve this through standardised operating procedures, real-time performance monitoring, workforce analytics, AI-assisted scheduling, digital quality assurance systems, and continuous training programmes.”

Moreover, the company continues to enhance its YY Circle platform with greater automation and intelligence.

Planned enhancements include predictive scheduling, skills-based talent recommendations, automated compliance management, and deeper integration with enterprise clients’ operational systems.

“Ultimately, we envisage YY Circle evolving into a broader workforce ecosystem where businesses can seamlessly access manpower, AI-enabled services, and robotic solutions through a single platform,” Mike imparts.

ENHANCING THE EMPLOYEE ENVIRONMENT

When it comes to advanced robotics, one significant hurdle is programming humanoid robots to navigate complex environments.

For example, deploying humanoid robots in restaurants, hotels, retail stores, and office buildings is unpredictable, as these are dynamic spaces where layouts change and tasks require contextual decision-making.

“To operate effectively, robots need advanced perception systems, computer vision, spatial awareness, obstacle avoidance, and the ability to interact safely with humans. They must also continuously learn and adapt to new situations,” details Mike.

“The opportunities are equally as significant as the challenges. Humanoid robots can handle repetitive, physically demanding, or routine tasks, allowing human employees to focus on customer engagement, problem-solving, and personalised service.”

Humanoid robots can significantly enhance the customer experience in service industries when compared to traditional methods. The aforementioned benefits translate to faster response times, greater consistency, and longer operating hours.

However, Mike emphasises that these robots should be used to complement the human workforce rather than replace it.

“We view robots not as substitutes for people, but as tools that enhance human capabilities and help address workforce shortages.”

This is exemplified by the integration of robots and drones, which improves the efficiency of cleaning services in property management.

“Robots and drones can significantly improve both productivity and service consistency. Autonomous cleaning robots can operate continuously in large indoor environments such as shopping malls, airports, hotels, and commercial buildings.

“They can perform routine cleaning tasks with consistent quality whilst generating operational data for facility managers,” Mike assures.

Drones introduce additional capabilities for inspections and monitoring. They can assess building façades, rooftops, difficult-to-access areas, and large facilities more safely and efficiently than traditional methods.

“When integrated with AI platforms, robots and drones become data collection tools that provide real-time visibility into facility conditions, cleaning performance, maintenance requirements, and operational risks,” he outlines.

“As a result, this shifts facility management from a reactive model to a predictive and data-driven one.”

PIONEERING THE FUTURE

One of the most exciting developments for YY Group is its strategic push into AI and robotics.

Recently, the company launched an initiative that includes pilot deployments of humanoid robots, along with the development of proprietary enterprise training datasets and the establishment of a robotics training lab in Singapore powered by NVIDIA-accelerated computing technology.

“We have high-performance AI infrastructure based on NVIDIA Blackwell architecture and GeForce RTX 5090 graphics processing units (GPUs) to support the development of next-generation workforce intelligence solutions,” Mike tells us.

“In addition, our partnership initiatives involving autonomous robotics, facility automation, and AI-powered workforce platforms represent important milestones as we expand our established AI-native workforce and IFM platform.”

Indeed, YY Group has numerous key priorities that it is keen to implement in the year ahead.

“Firstly, we aim to continue expanding our workforce and IFM businesses across key markets whilst strengthening our relationships with enterprise customers. Secondly, we will accelerate the deployment of AI, automation, and robotics solutions throughout our operations and customer environments.

“This includes humanoid robotics, autonomous cleaning systems, predictive maintenance technologies, and intelligent workforce management tools. Finally, we will continue investing in proprietary technology, data infrastructure, and AI capabilities that create long-term competitive advantages,” reveals Mike.

YY Group’s goal is to position itself as the leading AI-native workforce and IFM platform in Asia as well as a key player in the future of work globally.

Much of the public discussion around AI and robotics focuses on replacement; however, Mike and the company view technology and workforce solutions as complementary rather than competing forces.

“We believe the future will be defined by collaboration between humans and intelligent systems. The labour shortages facing industries worldwide require new approaches. By combining skilled workers, AI-driven decision-making, robotics, and automation, we can help businesses operate more efficiently whilst creating higher-value opportunities for people.

“At YY Group, our vision is to help shape this future, where technology enhances human potential, improves productivity, and enables businesses to thrive in an increasingly complex world,” Mike emphatically concludes.

The post YY Group Holding : Transforming Workforce and Facilities Management with AI and Robotics appeared first on Construction Outlook.

Issue 04

Oil & Gas

Saulsbury : Scaling Innovation Across Critical Infrastructure

We catch up with leading engineering, procurement, and construction contractor Saulsbury, who in the last 12 months has continued to help clients overcome industry adversity with ease. Dennis Chismar, Chief Business Development Officer, details the company’s ongoing expansion.

By

Scarlett Burke

Lucy Pilgrim

Aug 26, 2026

Read More

Urban Planning & Infrastructure

Kolektor Construction : Melding Credibility, Trust, and Quality

The numbers from the last decade speak for themselves – Kolektor Construction has grown roughly three times faster than the construction sector average. Andraž Mezgec, Director of Operations, tells us more.

By

James Melton

Ed Budds

Aug 26, 2026

Read More

Contracting

VECA Electric & Technologies : Current Innovations Spark a Timeless Legacy

As VECA Electric & Technologies celebrates 80 years of progress, it has evolved by adapting to the dynamic demands of modern industries. Chief Operations Officer, Jesse Chapman, and Chief Administration Officer, Laura Rannow, discuss the company.

By

Construction Team

Rachel Carr

Sep 3, 2026

Read More

Urban Planning & Infrastructure

A2O Facades : Deeper Collaboration, Stronger Structures

Combining design-led early engagement, quality-focused technical expertise, and a deeply collaborative approach to project delivery, A2O Facades is helping to shape high-performance façades across the UK’s commercial, residential, education, and public sectors.

By

James Melton

Lauren Kania

Aug 26, 2026

Read More

Property Development & Real Estate

Asia Green Group : Building with Love, Living with Purpose

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

By

James Melton

Ed Budds

Aug 26, 2026

Read More

Sustainability & Green Building

Investwood : Rooted in Innovation

Through innovative wood-based panel solutions, Investwood is helping to reshape modern construction with enhanced sustainability, energy efficiency, and performance across increasingly demanding global markets. Carlos Cruz, CEO, tells us more.

By

James Melton

Lily Sawyer

Aug 26, 2026

Read More

Products, Tools & Materials

Pupkewitz Megabuild : Building on 80 Years of Trust

Celebrating 80 years of excellence, Pupkewitz Megabuild continues to supply the products, expertise, and partnerships helping to drive Namibia’s construction and home improvement sectors. We speak with a senior member of the executive team who shares more.

By

Andrew Marjoram

Jack Salter

Aug 26, 2026

Read More

Products, Tools & Materials

Voltas : Shaping Middle Eastern Cooling Infrastructure

Voltas, a leader in mechanical, electrical, and plumbing services, has built a formidable presence in the Middle East over the past five decades. A. R. Suresh Kumar, Head of International Operations, shares how the company continues to strengthen its position.

By

James Melton

Lucy Pilgrim

Aug 26, 2026

Read More

Construction Insights

YY Group Holding : Transforming Workforce and Facilities Management with AI and Robotics

YY Group Holding operates an artificial intelligence-native workforce solutions and integrated facility management platform that combines human talent, intelligent automation, and robotics to address labour shortages and improve service delivery. CEO Mike Fu discusses more.

By

Rachel Carr

Aug 25, 2026

Read More

Expert Eye

Reviving Public-Private Partnerships to Boost Building in Britain

Craig Elder, a Partner in Public Procurement for the UK and Ireland at Browne Jacobson, discusses how to unlock Britain’s stalled infrastructure ambitions by blending innovative investment strategies with the spirit of Manchester’s unique approach to economic growth.

By

Craig Elder

Aug 25, 2026

Read More

Architecture & Design

The Beekman Group : Whale Tail Wonder

The Beekman Group has introduced Africa’s largest 3D-printed structure at Formosa Bay Resort, a bold new landmark that encourages visitors to stop along the Garden Route.

By

Jack Salter

Aug 4, 2026

Read More

The post Construction Outlook Issue 4 appeared first on Construction Outlook.

DEEPER COLLABORATION, STRONGER STRUCTURES

As the UK’s building safety regulations and sustainability standards continue to evolve, delivering high-performance building envelopes and façades has become increasingly complex.

The roll-out of government policy such as the Building Safety Act (BSA) and Future Homes and Buildings Standards means developers must now follow stricter compliance for higher-risk buildings, balancing architectural ambition with technical precision whilst ensuring fire safety and long-term durability requirements are met.

As such, early collaboration, integrated design, and meticulous attention to detail have become essential for delivering increasingly sophisticated façade systems.

UK-based design and installation specialist, A²O Facades (A²O), has built its reputation around doing just this.

The company offers complete façade packages that combine technical excellence with collaborative project delivery, supporting building owners, resident groups, main contractors, and architects from early design through to completion.

Established in 2001, the wider A²O Group also includes A²O Hoarding, which installs security fencing, safety barriers, and walkways around active construction sites.

With a portfolio spanning rainscreen ventilated façade systems, lightweight steel framing, curtain walling, and bespoke multi-finish façade solutions, every project is underpinned by A²O’s values-based, design-led, quality-focused ethos.

A²O’s collaborative approach and shared values build trust.

The company’s in-house 12-member design team prioritises understanding and delivering on design intent, whilst optimising buildability, value, and robustness.

To ensure compliance across health and safety, passive fire safety, competence, and quality standards, the business uses quality management software in coordination with its own bespoke system of process controls.  

Whether delivering landmark new builds or technically challenging retrofit schemes, A²O works closely with project partners to deliver complex designs as practical, robust, and safe façades.

DESIGNED TO DELIVER  

This philosophy is perhaps best demonstrated by the recently completed Hertfordshire Police Headquarters (Herts Constabulary HQ) for the Police and Crime Commissioner for Hertfordshire, a flagship project that showcases the company’s ability to combine façade design and engineering expertise, collaborative planning, and exceptional workmanship.

Designed to accommodate more than 600 operational support staff alongside specialist functions such as a Major Crime Unit, the £55 million Herts Constabulary HQ development provides a modern, future-ready workplace that sets new benchmarks for sustainability and well-being.

Architecturally, the five-storey headquarters balances aesthetics with environmental performance, with two office wings clad by A²O in SureClad® porcelain stone.

Connected by a dramatic glazed atrium beneath a distinctive glulam timber roof, the completion of the wings creates a naturally lit central space that reflects the project’s focus on well-being.

Working alongside Tier 1 contractor Willmott Dixon and architects, Vincent+Gorbing, over the 12-month pre-construction period, A²O and Shackerley, the SureClad® supplier, arranged for the client to visit existing sites in London and Bath clad in the proposed rainscreen.

Collaborating over an extended timeframe allowed technical details to be carefully refined before construction commenced, significantly reducing design changes during delivery, improving project certainty, and demonstrating the overall value of early engagement.

The company also constructed a full-scale benchmarking sample bay on-site, which served as a testing ground to evaluate the optimum design, materials, and methods prior to installation, providing invaluable construction insights and enabling A²O to complete the façade on both office wings four weeks ahead of schedule.

Independent inspections have since awarded the installation a perfect National Quality Assurance (NQA) score – a recognition that reflects both rigorous quality control procedures and careful attention to detail.

It has also achieved an EPC energy score, carbon emission rate, and primary energy rate over 30 percent better than targets for new builds of this type and is on track for BREEAM Excellent and WELL Platinum ratings, setting a strong benchmark for future projects.

COLLABORATIVE TO THE CORE 

Though A²O’s technical capability remains fundamental to the construction of its façades, successful delivery also depends on effective collaboration between contractors, consultants, and supply partners. 

30 years ago, a litigious culture was widespread in the construction industry. A²O’s founder was convinced building could be done in a better way; when the opportunity came to start a new business, he grasped it.

The mission of the new venture was to ‘change the culture of construction’ based on shared values such as ‘win-win’ and ‘one team’, a value and ethos shared with our key clients and supply partners.

On Hertfordshire Constabulary HQ, collaboration was facilitated using a digital visual planner and collaborative scheduling. This ensured designs were fully coordinated, enabling all project partners to work towards shared milestones whilst minimising risk.

A collaborative approach can be seen across many of the company’s other projects, such as the completion of a new Informatics Teaching Laboratory (ITL) at Queen Mary University of London (QMUL).

A²O delivered a technically demanding refurbishment and extension for the university that combined multiple façade systems across both retained and new structures.

The company’s early involvement allowed it to resolve complex movement tolerances, coordinate challenging interfaces, and install a sophisticated curtain wall system within the constraints of a working university campus.

Similarly, the Lot S2 apartment complex in Eddington, northwest of Cambridge, required close coordination with main contractor Bennett Construction across four apartment blocks, featuring multiple façade systems and architect Leach Rhodes Walker (LRW’s) complex architectural geometries for the glass reinforced concrete, brick slips, and copings.

By utilising Revit modelling, bespoke design solutions, and careful interface management, A²O successfully delivered intricate façade details whilst maintaining programme, quality, and passive fire safety compliance.

BUILDING FOR THE FUTURE 

As expectations around sustainability, operational performance, and building safety continue to grow, it’s clear to see that façade specialists such as A²O will play an increasingly important role in shaping the nation’s built environment.

Several façades A²O has worked on recently have achieved BREEAM Excellent, requiring high standards of insulation, exceeding Passivhaus standards on occasion, and often needing to pass a rigorous air test.

Two of the most challenging projects have been refurbishment retrofits of university buildings, involving major structural works and curtain wall installation, undertaken on very tight urban sites with staff and students in occupation throughout.

A²O’s retrofit projects such as Brighton Met Phase 2 and the QMUL ITL demonstrate how existing buildings can be retained and transformed through carefully engineered façade solutions, extending the lifespan of the structure whilst significantly improving thermal performance and reducing operational carbon.

At Brighton Met, an outdated leaky building was wrapped in a high-performance curtain wall façade.

The façade, designed by ECE Architecture, featured a portal, referencing the portals in two local historic churches. A modern circular portal, recessed within the Equitone Natura cladding, is illuminated in changing colours at night, creating a dramatic new landmark on the Brighton skyline.

Meanwhile, two new floors and a new circulation core created by a curtain wall created a makeover for the QMUL ITLL, designed by Purcell.

To achieve BREEAM Excellent and comply with London Plan thermal requirements, the curtain wall allowed for optimum natural daylight, whilst projecting bronze feature fins act as a passive solar device to cast shade and reduce solar gain.

The bronze fins, acting like a sundial, transform the appearance of the façade as the sun moves round. Likewise, a play of light and shadow moves over the concave aluminium planks and the textured surface of the Equitone Linea cladding to the existing three storeys.

The retrofit allowed QMUL to disconnect its gas pipes and completely decarbonise its heating.

SUSTAINABILITY

One of the greatest achievements in carbon reduction has been a collaboration with key supply partner RJ Façade Systems (RJ) in aluminium closed-loop recycling, inspired by a case study at a Centre for Window and Cladding Technology event.

A²O widely uses RJ’s recycle-grade aluminium sub-grid, which is recast by Hydro from recycled and is also used in the Briklok system.

Wherever possible, A²O recycles aluminium strip from its reclad sites via Alutrade, who in turn supply this to Hydro, closing the loop. To date, this aluminium closed-loop initiative has saved over 490 tonnes of carbon emissions, compared with standard aluminium consumed in Europe.                  

Earlier this year, the company launched a staff break room built at its offices by the team from a recycled shipping container.

A²O has invested in a hybrid company car and a plug-in hybrid electric (PHEV) van. Since installing an electric vehicle (EV) charger in the car park, eight staff now use hybrid or full EVs. 

NEXT GENERATION

The foundation of building for the future is investing in the next generation. In January 2022, A²O launched its apprentice programme.

The company’s first apprentice completed the Construction Design and Build Technician Apprenticeship with distinction and now works as a Façade Designer.

A Construction Quantity Surveying Technician apprentice has also just completed his Higher National Certificate (HNC) in Construction and passed the gateway to end-point assessment.

A site-based Construction Support Technician has just started with the company and commences his course in September.

This year, A2O took part in careers events at two local schools to promote careers in construction, the skills required by the façade industry, and the opportunities for apprenticeships as a launchpad into a challenging but rewarding career.

COMPETENCE AND SLOT 

One of A²O’s strategies for strengthening competence is its SLOT programme, which stands for Specialist-Led On-site Training.

The goal of SLOT is to ensure installers benefit from the most up-to-date training on the specific product or system at the actual site.

A²O arranges for continuing professional development (CPD), toolbox talks, instruction manual presentations, participation in on-site mock-ups, quality inspections, and feedback and fine-tuning where necessary.

The SLOT programme has strengthened relationships between A²O’s install teams, suppliers, client site team, and managers, yielding greater confidence and optimising precision.

Recent success at the Façade Awards UK and as Willmott Dixon’s National Works Partner of the Year reflects industry recognition for A²O’s growth and, looking ahead, the company is well-positioned to support the next generation of high-performance, larger-scale façades being desg designed and installed by the next generation of emerging façade professionals.

The post A2O Facades : Deeper Collaboration, Stronger Structures appeared first on Construction Outlook.

SCALING INNOVATION ACROSS CRITICAL INFRASTRUCTURE

Over the last year, Saulsbury has expanded its position as one of North America’s leading engineering, procurement, and construction (EPC) contractors, growing its presence across traditional energy, utility infrastructure, renewable energy, carbon capture, and the rapidly emerging artificial intelligence (AI)-driven data center market.  

As capital investment accelerates across these sectors, the company continues to differentiate itself through self-perform execution, schedule certainty, and integrated project delivery. 

On one hand, the industry is experiencing strong, sustained demand for traditional oil and gas infrastructure, particularly in gas processing and other midstream projects.  

On the other, there is a clear acceleration in capital deployment toward energy transition projects – power infrastructure, grid modernization, and increasing demand driven by data center development. 

The latter has been fueled by unprecedented growth in AI, driving demand for new power architectures, advanced cooling systems, and large-scale infrastructure investments across North America. 

Since last speaking to Saulsbury in May 2025, the company has proactively responded to this environment by supporting its clients’ execution certainty across numerous areas, including scheduling, cost control, and constructability, which are impacting customers more than ever before.  

Indeed, the leading EPC contractor continues to help customers overcome difficulties such as labor availability, regulatory complexity, and evolving supply chain dynamics, which persist in shaping project delivery.   

“Companies that can self-perform, adapt quickly, and bring integrated solutions to the table are the ones best positioned to succeed in today’s demanding EPC environment,” opens Dennis Chismar, Chief Business Development Officer at Saulsbury.  

With this in mind, Chismar recognizes the importance of adaptability in today’s market.  

“As the energy industry continues to evolve, our ability to stay flexible while maintaining a strong foundation in our core values is what sets us apart. We remain focused on building long-term partnerships and delivering with certainty, regardless of project type or market conditions,” he confirms.

EXECUTION CONSISTENCY 

Since its founding in 1967, Saulsbury’s approach has centered around being a trusted partner that can deliver across the full project lifecycle.  

“We continue to meet the needs of both heavy industrial and renewable clients by combining our EPC capabilities with a strong self-performing model. 

“What differentiates us is our ability to execute complex projects with consistency – whether that’s a cryogenic processing facility, utility-scale infrastructure project, or newly emerging energy-intensive projects,” Chismar outlines.  

The company also places heavy emphasis on early engagement, constructability input, and maintaining flexibility to align with clients’ evolving goals. Moreover, Saulsbury continues to expand its fabrication and modularization capabilities, helping clients improve schedule certainty, reduce field labor requirements, and enhance overall project efficiency. 

This adaptability can be witnessed in its recent diversification, which continues to be a deliberate and strategic priority.  

While oil and gas remains a foundational part of the business, Saulsbury has expanded into power delivery, renewable energy, and other emerging infrastructure markets.  

“This evolution mirrors what we’re seeing across the broader industry. Clients are investing in a more balanced energy portfolio, and EPC providers need to be able to support that transition.  

“For Saulsbury, it’s about leveraging the expertise we’ve built over six decades and applying it to new opportunities where we can continue to add value as a trusted, solutions-minded partner across the evolving energy landscape,” Chismar tells us.

DRIVING ENERGY AND INFRASTRUCTURE GROWTH 

Saulsbury has made notable strides in the renewable and energy transition space, with the company’s success in project execution for large-scale hydrogen production, helium, and carbon capture, and utility-scale photovoltaic (PV) and battery energy storage systems (BESS) highlighting its ability to execute in technically complex and emerging markets.  

Among Saulsbury’s most notable accomplishments was the successful delivery of the largest carbon capture project ever constructed in the US, a landmark achievement that underscores the company’s ability to execute complex, first-of-a-kind infrastructure projects. 

The company partnered with a world leader in carbon capture technology to offer a fully integrated EPC and technology solution. This facility is now able to capture an additional one million tons of carbon dioxide per year.  

“This was a three-year project that endured many supply chain challenges and remote construction difficulties. It showcases our ability to deliver safe and predictable outcomes for some of the most challenging projects in the industry,” Chismar highlights.    

Growing demand for electrification and grid modernization has fueled significant growth in Saulsbury’s Utilities and Infrastructure business, which supports projects involving electrical transmission, substations, and grid reliability. 

The company is also delivering full EPC services on several major power generation and grid infrastructure projects that support grid reliability and modernization efforts, positioning Saulsbury to play an increasingly important role in the evolving energy landscape.  

“Cryogenic processing has been a core competency of the company for many years, and reaching a major milestone for our 75th cryogenic gas plant demonstrates both the trust our clients place in us and the depth of our technical expertise,” acclaims Chismar.  

Offering standard capacities, including its newer 300 million standard cubic feet per day (MMSCFD) design, allows the company to deliver faster schedules with a high level of cost certainty for its customers.  

“Many of these projects share common capacities and standardized equipment, allowing us to continuously refine our processes, improve efficiency, and deliver greater value. It also strengthens our ability to take on increasingly complex projects as the market evolves,” he affirms.  

One of Saulsbury’s most significant strategic growth areas is the rapidly expanding data center market. Driven by unprecedented AI investment and increasing demand for digital infrastructure, hyperscale, and mission-critical facilities are creating some of the largest construction opportunities in North America.   

As such, the company is rapidly establishing itself as a key EPC partner for mission-critical AI and hyperscale data center developments, delivering major power, utility, and infrastructure scopes on some of North America’s most significant digital infrastructure projects.  

Several confidential projects have already been awarded, with additional opportunities anticipated throughout 2026.

“One of the key differentiators for the company is our ability to deliver fast-tracked results with a commercial offering that supports large equity-backed investments,” Chismar states.  

“Our long-term strategy is to continue to grow our market share for data center work for many years to come. The US market outlook is strong and the company’s role continues to evolve.   

“The key to our continued success is to ensure Saulsbury stays true to  its core values. We will continue our focus on retaining and supporting our key project leaders and providing our craft workers with a safe and rewarding work culture,” he assures.

SCALABLE, EFFICIENT, AND HIGH-QUALITY 

Interestingly, the same AI revolution driving demand for new data centers is also helping improve how Saulsbury plans, executes, and manages projects. 

In line with the industry’s evolution, Saulsbury has taken a more intentional approach to integrating AI and advanced data analytics into its operations over the last 18 months.  

The company places particular focus on practical applications – tools to improve planning, enhance safety, and support decision-making both in the office and the field.  

Saulsbury is seeing value in areas such as predictive analytics, scheduling optimization, complex welding applications, and data-driven insights that help proactively manage risk.  

“While our use of AI is still evolving, we view it as an important enabler that will continue to enhance how we deliver projects moving forward and improve overall outcomes,” Chismar sets out.  

Going hand-in-hand with this development, Saulsbury’s expansion into the data center market is a natural extension of its core capabilities.  

Each facility requires significant power infrastructure, complex construction execution, advanced cooling systems, and other infrastructure-related scopes, as well as a high degree of reliability – areas where Saulsbury has a strong track record.  

“As demand for data centers continues to grow, driven in part by AI and digital infrastructure needs, we see a strong opportunity to support clients with scalable, efficient, and high-quality, schedule-driven project delivery,” elaborates Chismar.  

MORE THAN A TICKBOX 

When we last spoke to Saulsbury, the company was keen to highlight its stellar safety culture, achieved through a comprehensive approach to training, technology use, and organizational structure. 

Today, safety remains at the core of everything the company does.  

“It’s not just a priority – it’s a value that’s embedded in our culture. We continue to invest in training, leadership engagement, and technology to ensure every employee goes home safely,” Chismar assures.  

Saulsbury has built its strategic safety priorities around a greater emphasis on proactive safety measures, including behavior-based programs and real-time data insights to identify and mitigate risks before they become incidents.  

“A key part of our success is ensuring many of our programs are implemented at the craft level using practical, hands-on participatory components to promote active safety involvement,” he reveals.  

Saulsbury’s cutting-edge SiteCast platform is a valuable example of this and remains an important part of its safety and communication strategy.  

SiteCast encourages streamlined communication and employee engagement by sharing critical health and safety information across the workforce and their families.  

“By aligning with broader industry safety initiatives, SiteCast allows us to continuously improve our performance and ensure that best practices are consistently applied across our projects,” Chismar explains.  

Centrally utilized across its EPC services, SiteCast is also used to broadcast company news and achievements to staff. Keeping employees informed and valued remains a key focus for Saulsbury, whose people are viewed as its greatest asset. 

“We’re committed to supporting them at every stage of their careers. That includes competitive benefits, professional development opportunities, and a culture that values recognition and engagement.  

“We work hard to create an environment where employees feel supported, challenged, and empowered to succeed,” Chismar asserts.  

Indeed, the company culture remains a key reason why people find great enjoyment in their jobs, fostered by a strong sense of teamwork, accountability, and pride in what they do.  

To this end, Saulsbury provides ample growth opportunities, recognizes contributions, promotes leadership, and creates an environment where employees can build meaningful, long-term careers.  

HOW SAULSBURY DOES BUSINESS 

Since its establishment nearly six decades ago, Saulsbury has maintained a deep commitment to local community development.  

This is demonstrated by its ongoing participation and annual donations to Sky High for Kids, which reflects the company’s passion for making a positive impact beyond its projects.  

In this case, Saulsbury supports the families of children with pediatric cancer – a cause that resonates deeply within the business.   

“We believe it’s important to use our platform to give back and support organizations that are doing meaningful work in the communities we serve,” emphasizes Chismar. 

In a similar vein, Saulsbury takes deep pride in being part of a united community. Through charitable giving, volunteer efforts, and local partnerships, the company strives to make a difference.  

“These initiatives are an extension of our culture and reflect the core values that guide how we do business,” he smiles.   

Saulsbury likewise supports staff members and their families through the Dick & Amelia Saulsbury Scholarship Program. 

By helping to fund higher education opportunities, the company is investing in the next generation and reinforcing its commitment to employees.   

“It’s a program that has had a meaningful impact over the years and continues to grow, guided by the principles established by our Founder, Dick Saulsbury,” Chismar notes.  

FORWARD-LOOKING OUTSET  

Testament to Saulsbury’s continued success and industry-leading position, the company takes great pride in reaching an important milestone next year.  

“Approaching our 60-year milestone in 2027 is something we’re incredibly proud of. It speaks to the strength of our culture, quality of our people, and our ability to evolve alongside the industry over six decades,” Chismar reflects.  

The company’s reputable history has seen it navigate and overcome many challenges across multiple market cycles, including technological shifts and changing client demands.  

Saulsbury has done so by staying grounded in its core values of safety, integrity, excellence, relationships, and community.  

“As we approach our 60th anniversary, we’re focused not only on celebrating our history but on positioning Saulsbury for the future.  

“Whether supporting traditional energy infrastructure, advancing the energy transition, strengthening the grid, or enabling the next generation of AI-driven data centers, our commitment remains the same: deliver safely, execute with certainty, and help clients achieve their most ambitious infrastructure goals,” he concludes. 

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BUILDING ON 80 YEARS OF TRUST

As Namibia continues to invest in housing, mining, and oil and gas development, the construction sector remains a vital contributor to the country’s economic growth. 

Namibia’s construction industry is showing encouraging signs of recovery following a downturn between 2017 and 2020, with renewed momentum driven by residential developments, commercial expansion, and increased public infrastructure investment. 

Whilst the industry continues to face challenges – including fluctuating material costs, supply chain demands, and affordability constraints linked to global cost-of-living pressures – it also presents significant opportunities for businesses capable of consistently delivering quality, reliability, and value. 

Pupkewitz Megabuild is well positioned within this landscape. Established in 1946 as the building materials division of the Pupkewitz Group, the company has spent eight decades supporting contractors, developers, and homeowners across Namibia. 

Today, Pupkewitz Megabuild is recognised as one of the country’s leading building material and hardware suppliers. With a nationwide network of over 24 branches across 19 towns, it serves a diverse customer base – from large contractors and developers to small to medium-sized enterprises (SMEs), tradespeople, and homeowners. 

With over 20,000 stock-keeping units, the company offers comprehensive solutions across the entire construction value chain, from foundations and structural materials through to finishing products and home improvement solutions. 

This national footprint reflects a business that has evolved alongside Namibia itself, continuously adapting to meet changing market demands whilst maintaining a strong commitment to quality, service, and long-term partnerships. 

Namibia’s ongoing urbanisation, infrastructure development, and economic growth continue to support long-term demand, positioning Pupkewitz Megabuild strongly for the future. 

CUSTOMER-FIRST APPROACH

At the heart of Pupkewitz Megabuild’s success is a clear and consistent mission – to deliver cost-effective, quality products and exceptional customer service that drives sustainable growth. 

The company’s broader vision is to be Namibia’s most progressive and sustainable business, empowering communities and contributing to societal transformation.  

In terms of workforce, it employs over 800 team members across Namibia, supported by more than 2,200 employees within the Pupkewitz Group.  

With head offices based in Windhoek, Pupkewitz Megabuild maintains a strong national presence that reflects a commitment to serving Namibia as a whole and bringing products closer to customers. 

The company’s customer-centric approach is evident across all operations, whether supporting large-scale commercial developments, enabling mining projects, or assisting homeowners undertaking renovations. 

Beyond product supply, Pupkewitz Megabuild’s customers benefit from specialist advice, logistical support, and technical expertise designed to simplify projects and improve outcomes. 

By positioning itself as a partner rather than just a supplier, the company has built long-standing relationships across multiple sectors of the Namibian economy.  

Indeed, its national footprint, strong supplier network, and commitment to service excellence provide a clear competitive edge. 

Continuous investment in store modernisation, accessibility, digital initiatives, and expansion projects reflects Pupkewitz Megabuild’s ongoing commitment to enhancing the customer experience and staying aligned with evolving customer expectations.

EIGHT DECADES OF GROWTH

Pupkewitz Megabuild’s 80th anniversary marks a significant milestone, representing eight decades of resilience, adaptability, and contribution to Namibia’s growth. 

More importantly, it reflects a shared journey with the Namibian people and all the customers, employees, partners, contractors, and businesses who have played a role in shaping the business.  

The focus is not only on what has been built, but also equally on looking ahead and continuing to evolve and innovate for the next generation. 

The company has a rich history, deeply rooted in Namibia. What began as a builders’ merchant in 1946 has grown into a multifaceted business serving virtually every segment of the construction and home improvement market today. 

Looking ahead, Pupkewitz Megabuild remains committed to contributing positively to the development of Namibia and its people for the next 80+ years. 

The company’s performance has also been recognised through multiple industry accolades, including being named Namibia’s Overall Best Building Material Supplier at the PMR Africa Awards for three consecutive years. 

This is a testament to the consistency of its service, product offering, and customer trust.  

These awards also reflect the dedication of Pupkewitz Megabuild’s teams on the ground, who deliver excellence every day and reinforce the company’s position as a trusted partner in the building and construction space.

INNOVATION AND COMMUNITY IMPACT

One of the key factors differentiating Pupkewitz Megabuild from the competition is its willingness to evolve whilst remaining closely connected to its deep-rooted Namibian heritage. 

The company doesn’t just supply materials – it provides complete solutions, including technical expertise, logistics, cost estimation support, and credit facilities for approved customers. 

At the same time, Pupkewitz Megabuild recognises the importance of supporting local economic development through strong supplier relationships. 

Local suppliers are absolutely critical to its operations, and it prioritises sourcing locally wherever possible, provided quality, continuity, and pricing standards are met. 

Beyond that, the company actively supports community development through projects, partnerships, and SME empowerment initiatives. As a group, it has worked with hundreds of emerging entrepreneurs, helping to drive job creation and economic inclusion. 

With corporate social responsibility (CSR) fundamental to who the company is, the Pupkewitz Foundation invests heavily in improving the lives of Namibians through feeding schemes, education, health, sport, and community upliftment projects. 

Additionally, at branch level, Pupkewitz Megabuild actively engages in community projects – from supporting local schools and sports initiatives to infrastructure improvements – ensuring it makes a tangible difference operates. 

Equally important is the company’s investment in its employees. People are Pupkewitz Megabuild’s greatest asset, and it invests heavily in training, development, and upskilling to ensure teams remain knowledgeable and empowered. 

This includes internal training programmes, leadership development, and creating opportunities for growth across the business. 

Pupkewitz Megabuild’s culture is built around respect, performance, and continuous improvement, ensuring its employees feel valued and supported.

BUILDING FOR THE FUTURE

Looking ahead, as Namibia’s construction industry continues to evolve, Pupkewitz Megabuild remains focused on strengthening its position as a trusted partner to customers nationwide. 

Future growth will centre around delivering increasingly efficient and customised solutions, supported by strong logistics, technology, and supply chain capabilities. 

The company’s key priorities include expanding its national footprint where needed, whilst strengthening digital and customer engagement platforms to enhance accessibility to its range of products and services. 

At the same time, Pupkewitz Megabuild continues to enhance supply chain efficiency to achieve cost leadership and make products more affordable across the spectrum, whilst driving sustainability and responsible sourcing, and supporting SMEs and local industry growth. 

After 80 years in business, the company’s success is ultimately rooted in the relationships it has built with customers, suppliers, employees, and communities across Namibia. 

As it looks towards the next chapter, Pupkewitz Megabuild’s mission remains unchanged – to provide the products, expertise, and support needed to help build homes, businesses, industries, and futures throughout the country. 

Ultimately, Pupkewitz Megabuild’s goal is to remain Namibia’s most trusted and progressive building materials partner. 

PUPKEWITZ MEGABUILD PARTNER

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