Port Houston Reaches Major Infrastructure Milestone

Port Houston has completed its sections of Project 11, a major infrastructure programme designed to improve maritime safety, shipping efficiency and trade capacity along the Houston Ship Channel.

The expansion has widened the channel through Galveston Bay by 170 feet, increasing its width from 530 feet to 700 feet.

The improvements are intended to support growing vessel traffic along the waterway, which serves as a critical gateway for US energy exports, petrochemicals and international cargo.

Project 11 is the eleventh major expansion of the Houston Ship Channel, with further work being undertaken by the US Army Corps of Engineers.

Wider Shipping Channel Reduces Vessel Restrictions

The expanded channel is already improving navigation for larger commercial vessels.

In 2025, the US Coast Guard, US Army Corps of Engineers and Houston Pilots recognised the widened 700-foot channel between Bolivar Roads and Morgans Point, effectively removing daylight restrictions for larger vessels travelling through Galveston Bay.

The change allows vessels to move more efficiently, reducing the need for oversized ships to wait at anchor or alongside berths before departing.

Port Houston CEO Charlie Jenkins said: “Now, ships are moving through a wider, safer channel because our team, the Army Corps, industry, and elected leaders found a way to get it done.”

The improvements are expected to strengthen supply chain reliability by supporting more flexible vessel movements and reducing navigational constraints.

Construction Partnership Accelerates Project Delivery

The expansion was delivered through collaboration between Port Houston, the US Army Corps of Engineers, industry partners and government representatives.

Port Houston and industry stakeholders agreed to contribute funding to accelerate construction, reducing the overall delivery timeline by several years.

The remaining investment is being provided through federal funding sources.

Port Commission Chairman Ric Campo said: “Port Houston completed its portion on time and on budget, and faster than any comparable project in the U.S.”

The project has received significant federal support, including more than USD$140 million through the Infrastructure Investment and Jobs Act.

The milestone demonstrates how coordinated public and private investment can accelerate major maritime infrastructure improvements.

Dredging Creates New Coastal Habitats

Alongside the navigation improvements, Project 11 has incorporated environmental restoration through the beneficial reuse of dredged materials.

Sand, clay and other suitable materials recovered during construction have been used to create:

• 10 acres of bird islands
• 324 acres of oyster reefs
• 800 acres of marsh habitat

These projects are designed to deliver longer-term environmental benefits across Galveston Bay while supporting the expansion of maritime infrastructure.

Supporting US Trade and Economic Growth

The Houston Ship Channel is a major contributor to the US economy, connecting industrial facilities, energy producers and logistics operators with international markets.

The wider Port of Houston region includes more than 200 private facilities and eight public facilities.

The port supports approximately 1.89 million jobs in Texas and 3.53 million nationwide, alongside economic activity valued at USD$538 billion in Texas and USD$987 billion across the US.

The completion of Port Houston’s sections of Project 11 represents a significant step in modernising this infrastructure.

With the remaining US Army Corps of Engineers-led improvements continuing, the wider programme aims to strengthen shipping efficiency, support industrial growth and improve the long-term resilience of US supply chains.

The post Port Houston Completes Major Ship Channel Expansion to Boost Trade and Supply Chain Efficiency appeared first on Construction Outlook.

Moy Group (Moy), the trusted partner for high-performance roofing that protects mission-critical facilities across the globe, has begun an exciting new chapter by naming Kelly Phillips as its new CEO.  

Phillips has been promoted to CEO from her prior role as Chief Growth Officer, and current CEO Cathal Quinn will continue to serve the company as Chairman.  

Moy has become a trusted roofing partner to some of the world’s leading blue-chip companies, from hyperscale data centre operators to pharmaceutical manufacturers, all of which rely on dependable and resilient waterproof roofing solutions.  

At the heart of Moy’s success has always been its end-to-end approach, providing specialist advice, system design and specification, supply, installation support, and technical assurance.  

This ensures critical facilities are protected to the highest standards throughout the lifecycle of the building, helping safeguard the continued delivery of mission-critical infrastructure services. 

“Kelly is an extraordinary leader whose impact on Moy has been immense since she joined us. She is deeply connected to our clients, people, and partners, understands our markets, and has played a central role in shaping the growth strategy,” said Cathal Quinn.   

A GROWING PRESENCE 

Founded in 1979, Moy has grown its footprint from its roots in Ireland to an international presence in 19 countries across EMEA and North America. 

Moy provides high-performance, end-to-end roofing and waterproofing systems designed to meet the standards of critical infrastructure projects. Each solution is designed to deliver long-term watertight protection, exceptional durability, and reliable performance under demanding conditions.  

As Moy enters its next phase, the group plans to build on its presence across 19 countries by developing an increasingly global proposition, growing alongside its clients, whilst building the organisational capability required to support complex critical infrastructure projects at scale. 

Phillips added, “Many of our clients are scaling their operations internationally, and our ambition is to continue growing alongside them. That means expanding Moy’s geographic reach and strengthening the expertise and capabilities that allow us to advise, design, and deliver end-to-end roofing solutions consistently across global markets.  

“We will also continue to evolve our solutions in line with the changing requirements of data centres and other critical infrastructure”  

ABOUT MOY 

Founded in 1979, Moy is an international specialist in end-to-end roofing solutions for mission-critical infrastructure. Working with clients and their project teams from the early stages of a project, Moy provides specialist advice, system design and specification, supply, installation support, and technical assurance. 

Today, Moy operates across 19 countries, supporting leading organisations across data centres, pharmaceuticals and other critical infrastructure sectors. Its solutions-led approach combines technical expertise with long-term client relationships to help protect some of the world’s most valuable and operationally critical assets.

The post Moy Group Begins Next Chapter of Global Growth as Kelly Phillips Becomes CEO appeared first on Construction Outlook.

GROWTH BY DESIGN

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

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

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

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

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

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

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

CREATING LASTING VALUE

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

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

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

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

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

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

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

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

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

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

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

FULL DEVELOPMENT LIFECYCLE

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

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

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

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

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

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

MAJOR STEP FORWARD

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

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

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

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

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

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

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

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

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

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

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

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

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

LONG-TERM RELATIONSHIPS

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

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

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

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

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

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

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

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

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

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

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

BUILDING QUALITY AND INTEGRITY

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

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

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

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

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

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

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

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

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

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

REDEFINING QUEENSLAND’S PROPERTY DEVELOPMENT LANDSCAPE

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

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

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

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

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

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

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

RYSE CONSTRUCTION

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

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

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

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

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

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

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

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

SUPPORTING CRITICAL DEMAND

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

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

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

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

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

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

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

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

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

DYNAMIC HOUSING OPPORTUNITY

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

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

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

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

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

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

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

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

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

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

STRATEGIC, COORDINATED GROWTH

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

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

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

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

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

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

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

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

FORGING STRONG COMMUNITY BONDS

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

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

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

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

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

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

SCALING AND EXECUTION EXCELLENCE

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

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

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

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

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

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

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

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

The post KDL Property Group : Redefining Queensland’s Property Development Landscape appeared first on Construction Outlook.

FROM DESIGN TO DELIVERY

“Project & Development Services (PDS) has become far more than traditional project management.”

The PDS teams at global commercial real estate services leader, Cushman and Wakefield, manage every phase of the project lifecycle, delivering end-to-end solutions.

“Clients are increasingly looking for strategic advisors who can help them navigate complex property decisions, from the earliest stages of planning through to delivery and long-term asset performance,” continues Todd Hanrahan, Head of PDS – Australia and New Zealand (ANZ).

Project delivery has become significantly more complex over the past few years, with clients also asking Cushman & Wakefield to become involved much earlier in the project lifecycle.

Indeed, they’re often seeking advice before sites are acquired, designs are finalised, and funding decisions have been made.

“Today’s projects are being delivered against a backdrop of rising construction costs, evolving procurement models, artificial intelligence (AI) impacts, planning reform, and changing occupier expectations. Early strategic advice has become just as valuable as the delivery phase itself,” insights Hutch Bykerk, Head of PDS – Australia.

At the same time, clients are after advisers who understand the bigger picture.

“They’re not simply asking us to deliver a building – they’re asking us to help them achieve broader business, investment, and operational outcomes,” Hanrahan sets out.

“That’s where being part of Cushman & Wakefield makes a real difference. We can draw on expertise from across our capital markets, leasing, valuation, research, and asset services teams to provide advice that extends well beyond project delivery.”

INTERNATIONAL EXPERTISE, LOCAL KNOWLEDGE

The breadth of PDS is one of Cushman & Wakefield’s greatest strengths.

As part of a global business with a significant presence across Asia Pacific (APAC), it combines international expertise with deep local knowledge.

“Our clients benefit from both the scale of a global organisation and responsiveness of teams that understand their local markets,” Hanrahan states.

That national capability is particularly important in Australia, where clients are delivering increasingly complex projects across multiple locations and sectors.

“Our teams operate across every major market, giving us the ability to deliver consistent outcomes whilst still tailoring our approach to local conditions,” outlines Bykerk.

“It’s also the diversity of our expertise that sets us apart. Whether it’s workplace, industrial and logistics, government, healthcare, education, data centres, or emerging living sectors, we’re applying lessons from one market to another and helping clients make better-informed decisions.”

Complementing the PDS platform is Building Consultancy, which has become an increasingly important part of Cushman & Wakefield’s offering.

Clients are looking for integrated advice throughout the entire lifecycle of an asset, from acquisition and technical due diligence through to redevelopment, repositioning, and ongoing capital planning.

“Building Consultancy strengthens our ability to provide that end-to-end advice,” Hanrahan clarifies.

Having those technical specialists working alongside Cushman & Wakefield’s project delivery teams enables it to identify risks earlier, improve decision-making, and ultimately deliver better outcomes.

“It provides a more holistic service offering and reinforces our position as trusted advisors rather than simply project managers,” explains Bykerk.

INDUSTRY APPEAL

Having spent nearly three decades working across construction, infrastructure, and the built environment, Hanrahan joined Cushman & Wakefield seven years ago.

Since then, he has had the opportunity to lead PDS in Japan and ANZ, working across everything from major commercial developments and workplace projects through to infrastructure and emerging sectors.

Projects such as Salesforce Tower and the Porsche Experience Centre in Japan have been particular highlights, whilst more recently, PDS has been expanding into areas such as digital infrastructure and social infrastructure.

“What attracted me to commercial real estate was really the complexity of it. Property sits at the intersection of investment, development, construction, and the way people ultimately use buildings – you’re constantly solving different problems and working with clients to turn an idea or business requirement into something tangible,” Hanrahan tells us.

For Bykerk, who has spent more than 28 years across property development and construction, the appeal has always been that no two projects are quite the same.

“There’s a very practical side to development and construction, but there’s also a strategic and commercial element,” he notes.

“The challenge is understanding what a client is ultimately trying to achieve, then finding the best way to deliver it, manage risk, and create long-term value.”

SIGNIFICANT OPPORTUNITY

Currently, the commercial real estate industry in ANZ is at an interesting point in the cycle.

Greater clarity is returning to the market, but clients remain very disciplined around where and how they deploy capital.

Across the region, that means there is a much stronger focus on the fundamentals of a project: location, infrastructure, feasibility, delivery risk and, ultimately, the resilience of the asset.

At the same time, the definition of commercial real estate is broadening. Traditional office, industrial, and retail remain incredibly important, but some of the strongest areas of growth are increasingly around data centres, living, healthcare, education, and social infrastructure.

“For our PDS business, that creates a significant opportunity because these are often highly complex projects where clients need specialist development, cost, programme, and delivery expertise,” highlights Hanrahan.

“Cushman & Wakefield’s 2026 Australian outlook similarly points to structurally supported demand across key asset classes, whilst emphasising asset selection, infrastructure readiness, and income durability.”

From an Australian perspective, clients are being much more forensic about projects before they commit.

Construction costs, funding, programmes, procurement, and risk all have a much greater influence on whether a project proceeds and how it is structured.

However, that doesn’t mean activity has stopped; in many respects, it has made good advice and project management more important.

“Clients want to understand the risks earlier, test feasibility properly, and make informed decisions before significant capital is committed,” Bykerk acknowledges.

The built environment is also responding to some very significant structural changes, from population growth and housing demand through to digital infrastructure, sustainability, and the changing requirements of occupiers.

That is creating opportunities across a much broader range of sectors than what is traditionally considered part of the commercial property market.

“The challenge for our industry is making sure we have the skills and capability to deliver that next generation of assets,” he affirms.

DATA CENTRE GROWTH

Data centres continue to be one of the most significant growth sectors across the APAC region.

This is underpinned by cloud computing, AI, and the rapid expansion of digital infrastructure.

“ANZ is well-positioned within that broader regional growth story, and we’re seeing increasing demand from both local and international investors seeking experienced project partners,” Hanrahan observes.

From a delivery perspective, data centres are amongst the most technically demanding assets in the market.

Every project requires careful coordination around power, resilience, commissioning, security, and operational continuity.

“Our teams have developed considerable experience managing those complexities whilst helping clients balance speed to market with long-term performance,” assures Bykerk.

They’re also active across the industrial and logistics and emerging living sectors.

Industrial and logistics continues to evolve rapidly, particularly in markets such as Sydney where land constraints are driving more innovative development solutions, including multi-level industrial facilities.

Meanwhile, there is significant momentum across student accommodation, build-to-rent, co-living, and senior housing as developers respond to demographic change and Australia’s ongoing housing supply challenges.

“What links all of these sectors is increasing complexity. Clients are looking for advisers who understand not only how to deliver projects, but also the commercial drivers behind them,” Hanrahan explores.

“Whether it’s logistics, living, or social infrastructure, success depends on aligning delivery with long-term operational outcomes.”

BIGGEST OPPORTUNITIES

Cushman & Wakefield’s focus is on continuing to build a connected ANZ business that’s closely aligned with its broader APAC platform whilst investing in the sectors experiencing the strongest long-term growth.

“We’ll continue expanding our capabilities in areas such as data centres, industrial and logistics, infrastructure, and living, whilst ensuring clients have access to the best expertise from across our global network,” reveals Hanrahan.

At the same time, the company will continue investing in its people, technical capability, and project delivery expertise.

“As projects become more complex, clients increasingly value advisers who can combine strategic thinking with practical delivery experience – that’s exactly where we see our greatest opportunity,” Bykerk closes.

The post Cushman and Wakefield ANZ : From Design to Delivery appeared first on Construction Outlook.

DELIVERING PURPOSE-DRIVEN PROJECTS ACROSS ASIA PACIFIC

Across Asia Pacific (APAC), project delivery increasingly requires a broader view of real estate. Decisions made at the planning stage can influence everything from cost exposure and operational continuity to workplace performance and long-term asset value.  

For Colliers, this means bringing project management closer to the way clients make business decisions, rather than treating delivery as a standalone process. 

Whilst many real estate firms are structured around individual transactions, Colliers’ project management practice is built around long-term client partnerships. By understanding each client’s operating model, portfolio priorities, and internal processes, the team can tailor advice, anticipate delivery challenges, and provide the level of professional guidance needed to support decisions well beyond a single project. 

PROJECT DELIVERY WITH PURPOSE

Colliers’ Project Management team delivers more than programme oversight. Its professionally qualified project managers support clients through fully integrated project management and advisory.  

The focus is practical: protect budget, manage risk, keep stakeholders aligned, and deliver spaces that are ready to perform from day one.  

Instead of applying a fixed delivery model, the team adapts its role to the assignment, from full project management to targeted advisory support. Technology-enabled tools provide structure, whilst local judgment and close client coordination help keep projects moving through each stage.  

Rather than imposing a separate operating model, Colliers works within each client’s existing governance framework and functions as an extension of their in-house team. 

“Our approach is grounded in data, guided by expertise, and driven by purpose. Every decision we support is calibrated to our clients’ strategic goals, enabling smarter, more resilient outcomes that are not only effective today but adaptive for tomorrow,” says Wing Yan Chang, Head of Project Management at Colliers Singapore. 

From Singapore, the Project Management team now supports work across Malaysia, Taiwan, and India, with experience spanning corporate workplaces, industrial facilities, chemical plants, and data centres. Under Chang’s leadership, the team has built its regional reach around technical rigour, transparent delivery, and close client alignment. 

This way of working is reflected in repeat appointments from organisations including Arrow Electronics, QBE Insurance, and Digital Realty, where Colliers has supported clients across markets, sectors, and project types whilst maintaining consistent delivery controls. 

The team’s recent work with Murex, a global leader in capital markets technology, offered a different but equally complex brief. After 12 years in its previous premises, the company engaged Colliers to support its relocation to a new APAC headquarters, with the project requiring careful coordination across programme, workplace experience, business continuity, and sustainability considerations.  

THE COST IMPERATIVE IN CAPITAL PROJECTS

In 2026, cost performance has become one of the clearest tests of capital project leadership.  

For corporate occupiers managing portfolios, success depends on more than keeping spend inside an approved budget. It requires delivery models that give leadership visibility across markets whilst allowing project teams to respond to local conditions, procurement realities, and operational constraints. 

Colliers applies that discipline from early planning through to close-out, examining each stage through cost optimisation, operational resilience, and measurable value.  

AI is playing a transformative role in how teams optimise scheduling, leverage AI-driven insights, and make faster decisions, but for Colliers the value comes from combining those tools with experienced project judgment and market-specific knowledge. 

BUILDING LONG-TERM VALUE

Colliers believes project delivery is one part of a broader value equation. A project that opens on time but does not support its people, manage operating risk, or advance sustainability commitments has only delivered part of the brief.  

Clients are increasingly measuring success by how well a completed space performs after handover. 

Colliers’ sustainability strategy, Built to Last, gives that work a clear framework: helping clients manage decarbonisation and climate resilience, creating workplaces and communities where people can thrive, and upholding strong standards of ethics, transparency, and accountability. 

“As sustainability expectations become more performance-driven, our focus is on delivering outcomes that fortify, de-risk, and create lasting value within our own operations and our clients,” says Bastiaan van Beijsterveldt, Managing Director of Colliers Singapore. 

Colliers’ 2025 Global Sustainability Report shows how that framework is being put into practice, with progress across emissions intensity, renewable electricity, workplace experience, governance, and the responsible adoption of AI. 

In APAC, Colliers achieved a 41.3 percent reduction in Scope 1 and 2 emissions intensity compared to five years earlier, alongside a 9.26 percent year-on-year improvement. 

It also sourced 36 percent of electricity for its APAC portfolio from renewable energy and recorded more than 7,260 volunteer hours across the region. 

“We are proud of the progress our professionals in Singapore and across APAC are making and the way Built to Last is sharpening how we deliver impact for our clients, people, and communities. It reflects where we are today and the practical action needed to keep creating value over the long term,” Beijsterveldt concludes.  

The post Colliers : Delivering Purpose-Driven Projects Across Asia Pacific appeared first on Construction Outlook.

A JOURNEY FROM LOCAL ROOTS TO INTERNATIONAL IMPACT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

A PATH TO SUSTAINABLE GROWTH

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

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

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

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

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

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

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

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

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

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

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

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

INNOVATIONS IN INDUSTRIAL EXCELLENCE

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

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

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

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

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

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

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

FOUNDATION FOR THE FUTURE

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

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

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

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

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

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

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

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

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

A BETTER REALITY

We make people and the environment central by embedding sustainability and human needs into the DNA of every project.”

This core philosophy underscores the fundamental shift the architecture and construction industry is currently undergoing, driven by rapid technological advances and the growing need to balance innovation with sustainable initiatives.

ATI Project not only embodies this transformation but is leading the way in human-focused construction, as highlighted by Giulia Carravieri, Head of International Business Development.

Since we last featured ATI Project in 2022, the company has undergone a period of intense growth and consolidation. It has established specialised units focused on medical planning, sustainability, comfort, and façade design to strengthen its architecture and engineering backbone, whilst also expanding its footprint in the private sector to complement its public work alongside officially opening a new headquarters inside Pisa’s North Tower in May 2026.

With the sector being more dynamic than ever, the firm has observed the entire supply chain shifting towards a more collaborative, integrated model fuelled by rapid technological advances, which it continuously researches and folds into its design process.

“What truly drives us is understanding architecture’s real social impact on people’s lives. Our core challenge today – and our main source of inspiration – is creating spaces that actively promote well-being and inclusion,” states Carravieri.

“Tackling modern crises and climate change through sustainable, resilient design gives real purpose to our work as we shape the future of the built environment.”

To accomplish these goals, ATI Project’s Sustainability & Comfort team joins at the earliest concept stage, using bioclimatic analysis and whole-lifecycle environmental testing to shape the architecture.

At the same time, the company puts people first through data-driven and participatory design. It also goes beyond basic comfort to create spaces that actively support physical and mental well-being, naturally boosting focus, creativity, and performance.

CUTTING-EDGE INNOVATION

Founded in 2011, ATI Project began as a research-driven venture into bioclimatic architecture and renewable energy, developing into an international firm with over 350 team members across eight offices. The company’s headquarters in Pisa and its Milan office cover full-service offerings, whilst collaborating seamlessly with its Belgrade hub, which concentrates on integrated design.

“Our work revolves around two core pillars: integrated design – which unites architecture, structural engineering, and mechanical, electrical, and plumbing (MEP) systems – and tender and construction management, covering everything from bid support and value engineering to site supervision,” states Branko Zrnic, President.

“We operate natively in building information modelling (BIM), effortlessly aligning specialised disciplines. Supporting this entire ecosystem is our internal Research & Development (R&D) department, which builds proprietary tech tools to continuously refine quality and speed up delivery timelines.”

This setup provides the studio with the credibility to work across both the public and private sectors. Beyond its core strengths in healthcare, education, residential projects, and heritage restoration, the practice is actively expanding into high-growth sectors such as hospitality, infrastructure, sports venues, data centres, logistics, and industrial facilities.

“What really sets ATI Project apart is how we balance cutting-edge scientific innovation with a deeply human-centred culture,” Zrnic enthuses.

On the one side, the company’s heavy, ongoing investment in R&D turns its research team into a strategic engine, keeping it ahead of industry shifts and driving project development. On the other, ATI Project firmly believes excellence starts with people; it nurtures its team through internal career pathways, fostering a work culture where everyone can thrive.

“That balance of advanced methodology and genuine investment in people defines who we are,” continues Zrnic.

EMBEDDING HUMANITY INTO EVERY PROJECT

For ATI Project, utilising a BIM environment allows the company to integrate processes and ensure control of all design phases.

“BIM isn’t just modelling software – it’s the foundation where every project takes shape. We’ve broken down traditional silos to connect architects, engineers, and specialists in real time through a single ‘digital brain’. Design becomes a fluid, predictive conversation: clashes are spotted and resolved before construction ever starts, whilst costs and environmental metrics update dynamically as the design evolves,” Zrnic insights.

Using a common data environment (CDE), every decision stays transparent, building a digital history that manages the facility long after construction ends.

The impact of this approach is observable through ATI Project’s most recent developments, illustrating where the company’s design methodology is heading. Firstly, there is the firm’s North Tower in Pisa, which exists as the city’s first true corporate tower, with the company’s headquarters occupying the top seven floors.

“It’s an ambitious urban renewal project that turned an abandoned structural skeleton into a vibrant, multidisciplinary hub open to the city. Targeting LEED certification and designed around workplace wellness principles, the building stands as a physical expression of our commitment to sustainability, transparency, and efficiency,” Zrnic details.

There’s also the Pisa Training Centre, a major sports infrastructure project that will become the new beating heart of Pisa Sporting Club’s football and administrative activities. Spanning more than 120,000 square metres (sqm), it blends high-performance, eco-friendly design into the local landscape. More than just a state-of-the-art technical facility, it was designed as a community hub where sports, culture, and daily life converge.

“Finally, the New Turin North Hospital – a 60,000 sqm cutting-edge medical complex that marks a major milestone for our firm. Building on our international experience with the New Odense University Hospital in Denmark, the New Turin North Hospital is one of our first major projects in Italy to fully reflect our vision for modern healthcare design,” continues Zrnic.

Highly sustainable and innovative, this project reconnects the urban and natural surroundings, keeping patient and staff well-being at the heart of every space.

DATA AT THE FOREFRONT

As is the case with many industries in the midst of transformation, the architecture and construction sector is being heavily shaped by the emergence of new technology and data.

“The conversation in our industry tends to focus on artificial intelligence (AI) as a set of tools. We think the real shift is quieter and deeper: it will be about who owns their data, structures it, and knows how to use it,” Zrnic states.

“Everything we design eventually becomes tangible – a hospital, a stadium, a tower – but the most valuable asset we generate along the way is intangible: thousands of coordinated models, performance simulations, cost and carbon datasets, and the accumulated experience of hundreds of delivered projects. The practices that treat that as an asset rather than a by-product will set the pace for the next decade; the others will end up renting intelligence from someone else’s platform.”

ATI Project recognises that a building today produces information across its entire life, from the first bioclimatic analysis to decades of operational performance, and the party that controls that information controls a large part of the value.

Specifically, in Europe, with the EU AI Act now in force, traceable and auditable data governance is shifting from a virtue to a requirement. For clients in healthcare, public infrastructure, and institutional work, being able to demonstrate where knowledge comes from, how it is handled, and who controls it will become part of the professional offer itself, not a compliance formality.

“This is also where we see the clearest distinction of ATI Project in the design sector. We are young enough as a practice to understand what this new element really means, and large enough to meet it with a level of investment, mindset, and scope that smaller studios cannot realistically sustain,” Carravieri details.

Since the company has operated natively in BIM from the very beginning, and already has a rich experience in integrating AI into its design processes, it is not starting from scratch but rather building on a proprietary body of structured knowledge that is its own. It’s the same capability that many international brands are now approaching the studio for because of its ability to bring routine technology adoption and internal data management into sectors that have never had it.

“The impact of technology on our sector may prove so disruptive that, in a few years, we will look back at what we said in the summer of 2026 and be struck by everything we did not see coming. That is not an argument for waiting; it is precisely why we keep investing in research,” concludes Zrnic.

The post ATI Project : A Better Reality appeared first on Construction Outlook.

CREATING THE CITIES OF TOMORROW

Nowadays, infrastructure is the prime tool used to tackle the various challenges of the 21st century, such as digitisation, the ongoing energy transition, and dealing with the increasing prominence of climate change.

Undoubtedly, its importance across myriad industries cannot be understated.

Making waves across Europe, APK Group (APK) has grown significantly since its founding in 1960 into a multidisciplinary group and well-respected titan of the infrastructure industry.

The company specialises in a wide range of infrastructure works for water pipelines and installations, energy grids, telecommunications (telecom) networks, and road construction.

In addition, skills in environmental and landscape architecture, trenchless techniques, civil engineering, and recycling have provided the group with added value.

Thanks to its gradual expansion and various smart acquisitions, APK is active today in Belgium, the Netherlands, Germany, and Luxembourg.

“APK connects people, businesses, and governments – we install smart and sustainable infrastructure for underground and above-ground construction with the aim of making cities future-proof, safe, and accessible,” introduces co-Owner and executive board member, Ward Kerkhofs.

The company is based in the Blue Banana region of Europe, centred around the intersection of Belgium, the Netherlands, and Germany – it currently employs around 2,700 staff and generates an annual turnover of approximately €600 million.

Half the group specialises in installation and maintenance field services, whilst the other half focuses on cables and ducts, trenchless techniques, and road construction.

“We believe strongly in having sites that are close to both our customers and our employees, and we now have more than 60 sites spread across an area of around 70,000 square kilometres,” he states.

Today, the company’s client base mainly consists of operators and owners managing widely dispersed assets, particularly across energy, water, telecoms, mobility, and landscaping.

NAVIGATING THE MARKET

Across Europe, there are two major trends which continue to have a prominent influence on the infrastructure industry today, both of which are technical but environmentally driven.

“The first relates to machinery – there is a great deal of discussion around electric machinery, zero-emission working practices, and similar developments, although this is partly being driven by legislation,” Kerkhofs sets out.

“This can be challenging, because contractors may be required to purchase electric machines even when they are not yet the most efficient option for a particular job.”

For example, in horizontal directional drilling, companies can use either a conventional diesel-powered drilling rig or an electric rig. However, waiting times for electric rigs have increased drastically because demand is so high.

In some cases, waiting for an electric machine can create more emissions overall than completing the project quickly with conventional equipment, especially when the project itself will ultimately quickly deliver long-term emissions savings.

“This is one area where legislation can create uncertainty and a kind of bullwhip effect in the market,” he surmises.

The second major trend relates to water use – many of APK’s techniques involve significant amounts of water, whether for soil excavation, drilling fluids, or other site processes.

“Innovation in this area is helping to reduce water consumption, which means using less water at the start of the process and producing less waste at the end. That is a win for the environment, technology, and construction site.”

The ability to recycle and reuse working water is therefore becoming an important trend for businesses such as APK, and it is one that will continue to be supported by ongoing technological development.

This is in addition to the household recycling businesses of APK, which focus on reusing excavated soils and processing construction and demolition waste into aggregates for reuse as raw material or in concrete.

The business believes that in this way, it’s all about closing the circle.

HOUSEHOLD NAME

With a vast and invigorating portfolio of projects in development, one clear priority for APK is its focus on the Netherlands.

“Last year, there was a major tendering procedure there, which takes place roughly every eight to 10 years and leads to very long-term contracts. We were able to secure a number of those, which gives us a challenging but exciting growth path in the Netherlands,” Kerkhofs excites.

“This specific geography is also interesting because the market is strong at shifting more of the design responsibility towards contractors. People often talk about design and build, or design, build, finance, maintain (DBFM), and other similar concepts, but the Dutch are very good at applying those models on a large scale,” he explains.

This can lead to much faster delivery and a much higher pace of construction for projects.

“Meanwhile, in other countries, including Belgium and Germany, projects often move much more slowly and can take many years before they are realised. The lessons we learn in the Netherlands may eventually become best practice for everyone.”

Kerkhofs believes APK is operating in and expanding a very exciting space, especially the Blue Banana region. Being so densely populated, this is an area where many different types of infrastructure intersect, creating both complexity and opportunity.

Moreover, the ongoing energy transition and need for additional grid capacity have really ramped up activity across the entire industry.

At the same time, challenges around maintaining groundwater levels, preserving freshwater reserves, and dealing with extreme rainfall and drought are keeping everyone busy.

“Hydrogen and CO2 pipelines have faced some difficulties and delays, but they will eventually become a reality. However, the changing attitude of governments has sometimes created bullwhip-like movements in the market – something we aim to avoid in the future,” Kerkhofs adds.

TUNNELLING TO SUCCESS

One of the company’s most exciting and ambitious projects to date, last year, APK completed the largest microtunnel in Belgium beneath the Scheldt River in Antwerp.

“As a Belgium-based company working across Europe, it is always special to set a record in our home country,” Kerkhofs prides.

The tunnel has an inner diameter of three metres and a total length of approximately 1.5 kilometres (km), built to serve a wide range of utilities.

Most importantly, it transports steam generated from a waste-to-heat plant on one side of the river to the chemical industrial cluster on the opposite bank.

This delivers significant emissions savings whilst also providing an energy supply that is independent from geopolitical instability.

“With this tunnel, we crossed not only the naval entrance to the Port of Antwerp, but also dozens of chemical pipelines, a nuclear emergency high-voltage grid line, multiple railways, and a busy industrial highway carrying heavy traffic,” he details.

“It was a highly complex project involving many stakeholders, but we completed the work on time and to the highest quality standards.”

Because it is such a specialised niche, the microtunnelling side of APK’s business provides a strong gateway into new locations such as Ireland, Italy, Switzerland, Morocco, and Scandinavia. Many of these fresh markets are also seeing growing demand for infrastructure, which creates clear opportunities for the company.

“However, developing those markets takes time. Travelling around may sound romantic, but a great deal of time and effort goes into visiting potential markets and building key relationships,” Kerkhofs clarifies.

“We already have the contacts, technology, and people in place – all the vital ingredients are there. Now, it is about bringing everything together and getting things moving towards an exciting future for the group,” he enthusiastically concludes.

The post APK Group : Creating the Cities of Tomorrow appeared first on Construction Outlook.

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.

The post Uprite Construction : Relationship-driven Success appeared first on Construction Outlook.

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.

The post Lowe’s Foundation Launches Coalition to Train One Million Skilled Trades Workers in US appeared first on Construction Outlook.

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

The post Sitzler : Built with Confidence appeared first on Construction Outlook.