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

ANCHORED IN ENGINEERING EXCELLENCE

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

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

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

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

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

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

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

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

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

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

BUILDING TALENT, STRENGTHENING CAPABILITY

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

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

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

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

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

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

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

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

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

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

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

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

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

FROM SHIPYARD TO SEAPOWER

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

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

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

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

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

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

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

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

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

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

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

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

A STRONG MARITIME FUTURE ON THE HORIZON

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

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

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

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

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

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

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

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

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

LUMUT NAVAL SHIPYARD PARTNER

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Increasingly integral to people’s daily lives, subsea cables play a vital role in advancing Europe’s energy and digital sectors, highlighting their importance in connecting nations and driving innovation.

SPOTLIGHT ON EUROPEAN SUBSEA CABLES

The European subsea cable industry is rapidly evolving, driven by the increasing demand for high-speed data transmission, cloud computing, hyperscale data centres, and international internet connectivity.  

Subsea cables serve as essential connectors and enablers in our daily lives, forming the backbone of the dynamic energy and digital sectors. These complex networks, often extending deep beneath the ocean’s surface, transmit electricity and data across vast distances. 

In particular, the European subsea cable industry plays a crucial role in this infrastructure, connecting countries and facilitating advancements in technology and renewable energy initiatives. Through these underwater connections, resources can be harnessed and information shared more efficiently than ever, fostering innovation and connectivity in our interwoven world. 

Indeed, the subsea cable market is projected to reach USD$13.30 billion by 2033, growing at a compound annual growth rate (CAGR) of 7.39 percent from 2026 to 2033. Key drivers include the rapid expansion of offshore wind energy projects, deployment of submarine communication cable systems, and rising investments in cross-border electricity interconnectors.  

Additionally, technological advancements in high-voltage cable systems, high-voltage direct current transmission, and durable cable insulation materials are enhancing project efficiency and reliability. 

To safeguard these vital connections, the EU is actively investing in legal, technological, and military measures. However, achieving resilience requires coordinated action across member states, private operators, and international partners to protect connectivity, economic stability, and security. 

European subsea cables face several risks and threats of damage, including abrasion, ocean currents, and seismic activity. Accidental damage also often results from fishing equipment or ship anchors, whilst the risk of intentional threats and cybersecurity have increased attention of governments in recent years.  

These cables carry trillions of dollars in daily financial transactions, support military communications, and enable cross-border energy flows, making them critical infrastructure. 

Therefore, the resilience and advancement of the European subsea cable industry is vital not only for technological progress and renewable energy integration, but also maintaining global connectivity and security in an increasingly interdependent world.

Q&A WITH THE EUROPEAN SUBSEA CABLES ASSOCIATION

We sit down with the European Subsea Cables Association to explore the integral role of the subsea cable industry in meeting Europe’s evolving energy needs and dynamic digital demands. Featuring insights from Executive Director, John Wrottesley, and Chair, Steve Holden, we uncover the strategies driving the future of subsea infrastructure.

The European Subsea Cables Association (ESCA) is a forum for companies involved in the ownership, operation, installation, maintenance, and supply of submarine cables in European and nearby waters, focusing on telecommunications (telecoms), power, and offshore renewables. 

As a non-commercial, member-led association, ESCA promotes marine safety and protects submarine cables from hazards. Its members have interests across the Baltic Sea, North Sea, Irish Sea, Atlantic approaches, and Mediterranean. 

ESCA holds Observer Status with the OSPAR Commission and is a member of the Seabed User & Developer Group (SUDG), which promotes cross-sector cooperation for sustainable development in increasingly busy marine spaces, advocating for early communication between marine industries and good practices to minimise conflicts.  

The association provides technical evidence to the European Commission and national regulators and manages the Kingfisher Information Service – Offshore Renewable & Cable Awareness (KIS-ORCA), a free cable awareness resource for fishermen and mariners in Northwest Europe. 

ESCA is run by a small, experienced Secretariat, whose lean structure draws on its members’ expertise, under an elected Executive Committee. 

It collaborates with governments, regulators, and policymakers to share technical expertise and ensure decision-makers have accurate information. When taking a public stance, the association invites others to collaborate. 

Addressing the complexities of subsea cables that cross national boundaries, ESCA engages with the European Commission and national government departments, maintains its OSPAR Observer Status, and supports the Valentia Island Symposium on Subsea Cable Security and Resilience. In addition, ESCA works closely with other subsea cable associations such as the International Cable Protection Committee (ICPC), Danish Cable Protection Committee (DKCPC), and wider stakeholder groups for other marine industry groups across Europe to support collaboration. 

Moreover, the association partners with academic and scientific organisations to ensure access to quality, neutral data concerning subsea cables in the marine environment, focusing on evidence rather than specific conclusions.

Firstly, could you talk us through the origins of ESCA, its inception, and initial mission and vision?

ESCA: It is worth starting a little earlier than ESCA itself, because the industry we represent began in European waters.  

The first successful permanent transatlantic telegraph cable ran from Valentia Island in County Kerry, Ireland to Heart’s Content in Newfoundland, Canada at the western end, completed in 1866 after the celebrated failure of 1858. The questions operators of that cable faced about protection, repair, and coexistence with other sea users are recognisably the issues the industry still works on today. 

ESCA’s roots run back much further than its name. The first international body dedicated to protecting undersea cables, the Cable Damage Committee, formed in 1958, became the ICPC in 1967. Four decades later, it became clear that European waters, amongst the busiest and most contested stretches of seabed anywhere in the world, needed a regional forum of their own. 

The UK Cable Protection Committee was established in 1999 by companies that own and operate cables in UK waters. It became Subsea Cables UK in 2011 and, in 2016, adopted its present name to reflect a membership and workload that had long since stopped at the UK’s territorial limit. 

The founding mission has barely changed – promoting marine safety and safeguarding submarine cables from man-made and natural hazards. Those two aims sit together deliberately.  

When fishing gear snags a cable, the result is not only a service outage; it’s a serious risk to the life of the crew aboard that vessel, and commercial fishing remains one of the most dangerous occupations in Europe. Preventing cable faults and keeping people safe at sea are, in practice, the same piece of work.  

What has changed is the breadth of the membership. ESCA began as a telecoms body and today brings together telecoms and data cables, power interconnectors, offshore transmission owners (OFTOs), island and festoon systems, offshore renewables export and inter-array cables, and the supply chain that installs, maintains, and repairs all of them, alongside government and regulator participants from a number of European countries. 

ESCA is a non-commercial forum focused on sharing technical information and best practices, not a marketplace or lobby group. It provides decision-makers with the technical input necessary for informed decisions without campaigning for commercial outcomes. 

Steve Holden, Chair (SH): We were founded on an idea that hasn’t dated, which is that protection of subsea cables and protection of lives at sea and maritime safety go hand in hand. Protect the cable and, through active liaison, safeguard the crew of all inshore and offshore maritime users, and everything downstream of that cable benefits. Everything else we do flows from these basic principles. 

How is the subsea cable industry addressing the growing demand for digital connectivity and energy security?

ESCA: Two demand curves are rising at once, and they are sharing the same seabed. 

On the digital side, subsea cables carry over 99 percent of intercontinental data traffic, and the current wave of investment in artificial intelligence (AI) and cloud infrastructure is driving both new cable systems and far higher capacity on existing routes, with hyperscalers now investing directly alongside carriers.  

On the energy side, Europe has around 39 gigawatts (GW) of offshore wind capacity installed, and WindEurope expects roughly a further 34 GW of offshore build from 2026 to 2030, alongside a steady increase in interconnectors. None of that reaches shore without subsea cables. 

Geography shapes where the pressure falls. Ireland sits at the western edge of Europe, and its exclusive economic zone, seven times the size of its land area, carries most transatlantic data traffic to the continent. The Baltic and North Seas combine dense shipping, extensive fishing activity, and Europe’s fastest offshore wind buildout.  

The Mediterranean carries the routes linking Europe to Africa, the Middle East, and Asia. Each of these has a different mix of users, regulators, and risks, which is one reason a European forum is more useful than a purely national one. 

The industry’s response has three strands. The first is promoting diversity by design – more routes, landing points, and system-level redundancy, so cable faults do not disrupt the end user. The second is investment in capacity, meaning manufacturing, installation vessels, and long-term maintenance agreements. The third, and the one ESCA is directly concerned with, is coordination. 

Policy has moved quickly to keep pace. The EU Action Plan on Cable Security, adopted in February 2025, has since produced the Cable Security Toolbox, a list of 13 Cable Projects of European Interest (CPEI) to guide investment over the next 15 years. 

ESCA contributes technical input to that work and consultations run by European bodies, and its consistent message is that measures need to be designed alongside the operators who will have to deliver them. 

This is where ESCA stands out. It is one of the very few places where telecoms, power, and offshore renewables collaborate, and where these sectors engage with governments to exchange technical advice and information. 

Historically, they have used the same seabed with different regulators, standards, and vocabularies. When a wind farm export cable and transatlantic cable system want to deploy in the same area or close to each other, or when an offshore wind farm export cable has to cross an in-service interconnector, these types of situations need to be resolved technically and early.  

ESCA’s Guidelines do exactly that, covering the proximity of offshore renewable energy installations to cable infrastructure, rock placement, power cable installation and repair, crossing arrangements, and much more. 

Energy and digital security have become the same conversation in government. It helps that, within ESCA, they have already been the same conversation in industry for a decade. 

John Wrottesley, Executive Director (JW): Connectivity and energy security now depend on the same seabed and a limited supply of vessels and people. It is vital to consider the differences, but treating them as entirely separate policy areas can create bottlenecks in both. 

What specific challenges does the industry face in enhancing this critical infrastructure?

ESCA: There are several, but three come up consistently. 

First, repair and maintenance capacity: in 2025, ESCA and the International Marine Contractors Association (IMCA) issued a joint statement warning of emerging gaps in Europe’s ability to repair its own undersea infrastructure.  

The repair vessel fleet is ageing, strategic spares and equipment reserves need investment, and the sector faces a generational transition in a specialised offshore workforce. Power cable repairs are particularly complex, and inconsistent processes between neighbouring states can hold up cross-border repairs. Building new cable is only half of the resilience picture; the other half is repairing it quickly. 

Secondly, regulatory fragmentation and permitting. Rules made for other purposes, whether environmental permitting, maritime spatial planning, or maritime transport, routinely produce unintended consequences for cables. Complex authorisation procedures can delay new systems and, more seriously, slow emergency repairs where no expedited route exists.  

A cable that crosses four exclusive economic zones can encounter four different consenting regimes, four sets of environmental conditions, and four different definitions of what counts as an emergency.  

ESCA has consistently asked for two practical things: designated single points of contact for subsea cable policy at member state level, and consultation with operators whilst rules are being drafted rather than after they are made.  

That is how you arrive at resilience measures that are technically feasible and proportionate. Government departments from a number of countries are members of ESCA, and those countries have seen good outcomes from being part of the discussions that take place within industry and becoming aware of challenges naturally, rather than being informed only once a serious problem has arisen. 

Lastly, seabed congestion – marine protected areas, offshore wind, aggregates extraction, fishing, aquaculture, defence activity, and carbon storage are all competing for space. Marine spatial planning needs to account for a characteristic unique to cables: they are linear rather than confined to a single footprint. The best spatial plans incorporate the needs of future cable installation and repair from the outset. 

Framing is also an important consideration; since the incidents in the Baltic Sea, undersea cables have become a prominent security issue in the headlines. Whilst the increased attention on this sector is welcome and long overdue, the daily risk profile for the things which commonly damage cables has not changed.  

Policies based on sensational headlines rather than data often overlook the measures that could prevent most faults. However, the heightened focus has led to greater collaboration between industry and governments, which benefits everyone involved.   

What are some of the potential risks or threats to subsea cables, and how does ESCA monitor and protect them?

ESCA: The hazard list is long, and most of it is either accidental or natural in origin: commercial fishing gear, ship anchors, other human activities on the seabed, earthquakes and turbidity currents, underwater landslides, seabed mobility and abrasion, weather and climate effects, and collateral damage from marine incidents. 

ICPC records about 150 to 200 submarine telecoms cable faults globally each year, of which 70 to 80 percent are caused by accidental human activity, mainly fishing and anchors.  

The UK government says 97 percent of faults affecting UK cables result from fishing or anchor dragging. In practical terms, a subsea cable is damaged somewhere in the world roughly every three days. That frequency does not indicate a crisis; it reflects a well-understood operating condition the industry is built to absorb. 

It is worth separating three kinds of risk, because each calls for a different response – direct damage to the cable; impeded access to the water column and seabed, which delays repair; and clustering of systems, or limited access for future routing, which magnifies the consequences of both. 

ESCA should clarify its role here: it does not operate cables or monitor them in real time. Members do that, and national authorities lead on maritime security. ESCA brings a collective voice for the industry, improves the quality of information available to everyone with operational responsibility, shares experience between members, engages with all stakeholders, and helps improve safety, coordination, and cable awareness. 

In practice, that means promoting the charting and dissemination of route information through the hydrographic offices and KIS-ORCA, sustained awareness and education work with fishermen, mariners, offshore operators, and divers, a library of technical guidelines developed by member experts, structured liaison, and the provision of accurate technical evidence to governments, regulators, and European institutions. 

What measures ensure the integrity and resilience of subsea cables, and how do you respond to detected issues to minimise disruption?

ESCA: Protection begins long before installation. A desk study and detailed route survey identify hazards and other users of the area. Burial is the single most effective protection measure, and how deep to bury is an engineering judgement that balances cable protection, cost, and the route’s risk profile. 

After installation, the toolkit largely focuses on separation and information: separation distances from other activities, crossing agreements with other asset owners, cable protection zones, corridors where national frameworks provide for them, proper representation in marine spatial planning, and accurate charting through the hydrographic offices and KIS-ORCA.  

Behind all of that sits a legal framework of civil and criminal liability, supported by maritime guidance such as Marine Guidance Note (MGN) 661 and ESCA’s own guidance. 

When a fault occurs, the network itself is the first line of defence. Resilience and diversity of design, i.e. multiple systems, routes, and landings, mean most single faults never reach the end user. Repair vessels are then mobilised, usually under a standing maintenance agreement, and the cable is recovered, jointed, tested, and reburied.  

This is normally an emergency response because you can’t plan for the unexpected incidents that typically damage cables, so readiness is key. 

New technology is changing detection, not repair. Vessel behaviour analytics built on automatic identification system data can flag loitering or anchor dragging near a route in near real time.  

Distributed acoustic sensing and state-of-polarisation monitoring can support understanding of activities around the cable, and power cables increasingly carry distributed temperature sensing for condition monitoring. Improved seabed mobility modelling is making burial decisions smarter.  

The EU has recognised the need for further funding to support the subsea cable ecosystem, with close to €350 million committed in February 2026. Of that, €60 million is earmarked for cable repair equipment, €20 million for monitoring tools that can detect damage, and a further €20 million for faster repairs, with the Baltic Sea as the pilot region for rapid repair capability. 

JW: There is a lot of interest in what technology can do for cable protection, and rightly so. What we would add is that a cable is still repaired at sea, by a crew, bringing challenges of weather, maritime traffic, and all of the complexities of working in the oceans. Investment in monitoring is one thing, but it is vital to invest in people, skills, and typical cable protection techniques in policy and practice. 

What notable projects, events, or key initiatives is ESCA currently involved in?

ESCA: KIS-ORCA – Managed by ESCA with Seafish’s Kingfisher department, KIS-ORCA provides free, accurate, and regularly updated information on subsea cables and offshore renewable infrastructure to mariners and fishermen.  

It covers the North Sea, English Channel, Bristol Channel, Irish Sea, west of Scotland, and more widely across Europe and down to the Mediterranean, and is distributed as charts, plotter-compatible files, an interactive website, and the Kingfisher Bulletin app.  

Full members include their operational cable data in the system, with annual data calls managed through ESCA and Seafish. It is one of the clearest examples of the industry collectively funding the prevention of incidents that would otherwise fall to individual operators.  

Valentia Island Symposium on Subsea Cable Security and Resilience – ESCA has supported the symposium since its inception and remains one of its strongest supporters.  

Hosted by the Valentia Transatlantic Cable Foundation at the historic Valentia Transatlantic Cable Station, it brings government, industry, and academia together over several days and has become one of Europe’s most productive dialogues for working through the harder questions of cable security and resilience.  

Then-Tánaiste, Micheál Martin, addressed the inaugural symposium in October 2024, and the resulting report was launched on European Maritime Day in Cork, Ireland in May 2025.  

The second symposium, held in April 2026 on the theme of restoration and repair, was addressed by the Minister for Defence and Minister for Foreign Affairs and Trade, Helen McEntee, who set out Ireland’s National Maritime Security Strategy and intention to put maritime security and subsea infrastructure on the European agenda during its Presidency of the Council of the EU. 

The location is not incidental; Valentia Island has historical significance as the site of the first permanent transatlantic telegraph cable. The station buildings remain in remarkable condition, and the two sites together are the subject of a transnational UNESCO World Heritage bid, the Transatlantic Cable Ensemble, which sits on Ireland’s tentative list and is working towards formal nomination.  

For a largely invisible industry, having a physical place where its origins can be seen and visited matters more than it might sound and gives discussions about the network’s future an unusually long perspective. 

JW: Valentia Island is a remarkable place, and it works because industry, academia, and government are together across multiple days in a unique and historic location. The focus is on practical, shared dialogue, not just talking sessions. ESCA has supported it from the outset for exactly that reason. 

ESCA: Fishing Liaison Best Practice Guidelines – Launched in June 2026 and formally endorsed by the Minister for Digital Economy, Baroness Liz Lloyd, at a Royal United Services Institute (RUSI) Whitehall Briefing on Subsea Cable Resilience. The guidelines were developed with fishing organisations and government departments through joint workshops in York and Cardiff and set out how early dialogue and open information sharing should work across the whole lifecycle of a cable project. 

Two plenary meetings each year – These are members’ meetings rather than commercial conferences. They bring together cable owners, operators, and the supply chain from across the industry, with governments, regulators, and policymakers attending as participants rather than an audience. 

Subsea Cable Awareness Workshop – ESCA’s dedicated forum for sharing information freely on how cables are installed and repaired and scientific evidence is a great place to start if you want to learn about subsea cables. 

Engagement with European institutions – The association responds to European consultations, contributes technical evidence to the European Commission’s work on cable security, and maintains working relationships with national departments and regulators across Europe. Several government departments are ESCA members in their own right, which means the technical conversation happens continuously rather than only when something goes wrong. 

Observer Status with the OSPAR Commission – Allows ESCA to contribute technical expertise and evidence to discussions on marine environmental protection and keep members informed of emerging policy. 

SUDG membership – Much of the cross-sector work with other marine industries happens here with a key focus on sustainable development. 

Sub-Groups and Working Groups – Six standing groups do the substantive work: the Maritime Sub-Group, Technical and Regulatory Sub-Group, Renewables and Power Cables Sub-Group, Next Generation Sub-Group, the Subsea Cable Decommissioning Working Group, and Southern Europe Sub-Group. 

NextGen – ESCA’s NextGen programme supports early-career professionals through training, outreach, and mentorship.  

In July 2026, ESCA’s Subsea Cables Summer Reception at BT Tower in London brought around 120 students and early-career professionals together with Baroness Lloyd, The Crown Estate, and industry leaders to talk about routes into the sector, including graduate schemes, apprenticeships, and vocational and technical training.  

There is no single way in, and the sector needs all of them. 

How does ESCA support its members in adopting sustainable practices and minimising their ecological footprint?

ESCA: The physical footprint of a subsea cable is small. A telecoms cable is roughly the diameter of a garden hose and buried wherever the seabed allows, but small is not the same as evidenced, and ESCA’s position is that decisions about the marine environment should rest on neutral, independent data rather than assumptions in either direction. 

Where evidence has been thin, precaution has often filled the gap. That is understandable, but it is not a substitute for data. 

ESCA’s Observer Status with the OSPAR Commission allows the association to contribute technical expertise directly to discussions on marine environmental protection and help ensure guidance reflects how cables are actually designed, installed, and maintained.  

Where ESCA believes existing guidance has not kept pace with modern practice, it has consistently offered to help bring it up to date. 

The more important work sits upstream of any guideline – improving the evidence itself. ESCA works with academic and scientific organisations across Europe to support better availability of independent data on subsea cables in the marine environment. Two recent examples show why this matters.  

A global assessment of the environmental considerations of subsea cable decommissioning, led by the National Oceanography Centre and published in late 2025, found the impacts of cable recovery are typically localised, short-lived, and substantially smaller than those of installation; modern cables remain structurally sound after decades on the seabed, and their materials are over 95 percent recyclable.  

Separately, a 2026 synthesis of existing research into EMF, to provide a technical summary of the topics, and support the knowledge base as well as where there may be uncertainty.  

ESCA maintains its own statement on EMFs and subsea cables and wants to close those gaps, whichever way the findings fall. 

In practical terms, members are supported through ESCA Guidelines on rock placement and decommissioning, through the Subsea Cable Decommissioning Working Group’s work on end-of-life regulatory, environmental, and practical questions and shared best practices on route planning that avoids sensitive habitats and minimises seabed intervention. 

JW: We are not asking regulators to take our word for anything. We are asking for the science to be done properly and independently, and we will help whoever does it. Filling an evidence gap with assumptions harms the marine environment and infrastructure. 

What are the most significant benefits members receive, and how are these tailored to different types of organisations?

ESCA: ESCA offers two categories: full membership is open to submarine cable owners and operators and includes voting rights, full participation in governance, eligibility to stand for the Executive Committee, Chair, or Vice Chair, and inclusion of operational cables and offshore renewable infrastructure within KIS-ORCA.  

The other category is associate membership, open to government departments, suppliers, consultants, and wider industry stakeholders, with full participation in Sub-Groups, Working Groups, and meetings. 

The common benefits are straightforward: access to peers across telecoms, power, and renewables; shared technical, environmental, legal, and regulatory expertise; collective engagement with governments, regulators, and European institutions; reduced operational risk through initiatives such as KIS-ORCA; and a public demonstration of commitment to safety and responsible operation. 

Tailoring happens through the Sub-Groups, which is where most of the work is done. An offshore wind developer or OFTO will gravitate towards the Renewables and Power Cables Sub-Group; a telecoms operator tends to find most value in the Technical and Regulatory Sub-Group and Maritime Sub-Group.  

A vessel operator or supplier gains direct access to the technical debate that shapes the standards they will be asked to work to and the people specifying that work. A government department or regulator gets something hard to obtain elsewhere: a neutral, non-commercial technical channel into the industry it regulates and a view of what is happening in neighbouring member states.  

Members in Southern Europe and the Mediterranean have the Southern Europe Sub-Group, early-career staff have NextGen, and organisations facing end-of-life decisions have the Decommissioning Working Group. 

Membership is deliberately accessible. Associate membership is currently £1,500 a year with a £500 one-off joining fee, and full membership is currently £3,500 a year with a £1,000 joining fee, pro-rated for those joining mid-year. 

SH: The value members talk about most is the relationships. Working alongside people across the sector over several years builds trust, and that allows issues to be resolved quickly and sensibly when they do arise. 

Finally, what is the anticipated outlook for ESCA and the broader industry over the next five years?

ESCA: Five things look reasonably certain. 

Volume – Demand from AI and cloud infrastructure on the digital side, and from European electrification and offshore wind on the energy side, means the demand for subsea cables continues to increase. 

Regulation catching up – The EU Action Plan on Cable Security has moved from communication to delivery, and Ireland has named subsea cable resilience amongst the digital priorities of its Presidency of the Council of the EU, which runs from July 2026.  

In the UK, the government has announced plans to replace legislation dating back over 140 years with a modern criminal and security framework, with a white paper expected in 2026. The direction of travel is right, and the detail will determine whether it helps or hinders, which is precisely where ESCA’s technical input matters. 

Repair capacity as the binding constraint – If one issue defines the next five years, it will be whether Europe invests in the vessels, equipment reserves, and workforce needed to fix what it is so enthusiastically building. 

People – The generational transition in the offshore workforce is real. NextGen exists because a sector that cannot recruit cannot be resilient, no matter how much cable it lays. 

A maturing evidence base – Independent science on decommissioning, EMFs, seabed mobility, and coexistence is improving quickly. Better evidence should mean more proportionate regulation and better environmental outcomes. 

For ESCA specifically, expect a broader geographic footprint through the Southern Europe Sub-Group, deeper government participation, and more cross-sector work through SUDG and with the fishing industry.  

The association has grown from a UK cable protection committee into a European forum spanning three industries, and that trajectory continues. 

SH: Five years from now, there will be more subsea cables on the European seabed, more sectors sharing that space, and more political attention on all of it. Our job is to make sure the decisions taken in that environment are informed by the people who actually install, operate, and repair this infrastructure.

EUROPEAN SUBSEA CABLES ASSOCIATION PARTNER

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With decades of expertise, Dayton-Phoenix Group delivers innovative solutions that meet the highest standards of quality and performance for critical heavy industry applications. We get the full story from CCO, John Gordon.

PROGRESS THROUGH PURPOSE

Since 1939, Dayton-Phoenix Group (DPG) has been at the heart of heavy industry – designing, engineering, and manufacturing electrical and mechanical solutions that keep railroads, mining operations, and off-highway equipment running at peak performance.

Born from a proud tradition of American innovation in the heartland, the company has spent generations solving the toughest challenges in the harshest industries.

“We design and manufacture electric motors, dynamic braking systems and resistors, cooling fans and blowers, locomotive heating, ventilation, and air conditioning (HVAC) systems, and other engineered solutions primarily for the rail and mining industries,” introduces CCO, John Gordon.

Today, DPG employs more than 350 people and operates over 700,000 square feet of manufacturing and service facilities across the US.

“Our primary manufacturing operations are in Dayton, Ohio and West Lafayette, Indiana, while our remanufacturing facilities in Houston, Texas and Gothenburg, Nebraska provide lifecycle support for our customers’ critical equipment,” he lists.

Today, its customers include many of the world’s leading original equipment manufacturers (OEMs), railroads, mining companies, and fleet operators.

“As both an OEM supplier and a trusted aftermarket partner, we support customers around the world with engineered solutions that keep critical operations running while improving performance, reducing lifecycle costs, and preparing for the future of electrification,” Gordon sets out.

INDUSTRY IN TRANSITION

Right now, across the vast landscape of US manufacturing, particularly in rail and heavy industry, there is tremendous pressure to improve efficiency, reduce operating costs, modernize aging equipment, and strengthen domestic manufacturing, while new technologies are creating opportunities that simply weren’t available before.

Meanwhile, one of the biggest trends on the rise is a more practical approach to electrification and sustainability.

While reducing emissions remains an important objective, the conversation has shifted toward improving the total cost of ownership. Customers are looking for solutions that reduce fuel consumption, maintenance costs, downtime, and overall operating expenses, but the economics must make sense.

Replacing entire fleets of expensive assets is rarely practical, creating a significant opportunity to modernize and improve equipment already in service.

“We’re also currently watching the emergence of autonomous rail operations. These technologies have already demonstrated their value in mining, and we believe freight rail is beginning a similar evolution,” observes Gordon.

As these technologies mature, they have the potential to make rail transportation more flexible, improve asset utilization, enhance safety, lower operating costs, and ultimately allow rail to capture freight that has traditionally moved by truck.

For DPG, these industry trends align directly with its strategy.

“Our focus isn’t on technology for technology’s sake – it’s on developing practical, reliable, and commercially viable solutions that deliver measurable value for our customers.

“We understand the equipment they operate today, where it can be improved, and how to apply new technologies in ways that strengthen performance, reduce operating costs, and provide a clear return on investment,” Gordon muses.

That’s what makes this such an exciting time for the industry and why the company remains so optimistic about where it’s heading.

SERVICE WITH A DIFFERENCE

Gordon believes what truly differentiates DPG is a deep understanding of the industries it serves.

“We don’t simply manufacture products – we understand the applications, operating environments, and challenges our customers face every day,” highlights Gordon.

Whether it’s a locomotive operating in extreme climates or mining equipment running around the clock, the company’s solutions are designed specifically for demanding conditions.

“Our products have earned a reputation for robustness, reliability, and long service life. Customers depend on our equipment because downtime is extremely costly, so durability and performance are never compromised,” he prides.

That focus on quality has helped build relationships with customers that span decades.

Just as important is DPG’s commitment to putting the customer first, working closely to understand their operational goals and develop solutions that solve real problems rather than offering one-size-fits-all products.

“That collaborative approach has made us a trusted engineering partner, not just a supplier,” Gordon affirms.

Another significant competitive advantage for DPG is its people. With decades of experience in both the rail and mining industries, their expertise allows the company to anticipate challenges, innovate with purpose, and deliver solutions that provide real value.

“As these industries transition toward electrification, we’re combining deep industry knowledge with new technologies to ensure our customers receive practical, commercially viable solutions that improve performance and lower the total cost of ownership,” he assures.

THE PATH TO INNOVATION

One project that the company is especially proud of is VOLT, its portable battery-electric and hybrid solution for locomotives.

Rather than replacing an existing diesel-electric locomotive with an entirely new asset, VOLT is designed to work with the locomotive a railroad already owns, using battery energy to offset diesel-generated power while retaining the diesel engine when needed.

“A key part of VOLT is its modular, swappable approach. Instead of tying up a locomotive for hours while batteries charge, the goal is to exchange the energy storage and keep the locomotive working,” Gordon explains.

What makes VOLT special to DPG is that it represents exactly how the company believes change should happen – by taking an enormous industry challenge, finding a practical solution with a real economic return, then going and proving it.

“We’ve already demonstrated the fundamental technology on a locomotive at MxV Rail in Pueblo, Colorado, and we’re now working toward the next phase of larger-scale testing and real-world operation,” he informs us.

VOLT isn’t about electrification for the sake of electrification – it’s about giving railroads a practical path to reduce fuel consumption and operating costs using the assets and infrastructure they already have.

CATALYST FOR CHANGE

DPG has several other electrification projects in development that apply the same philosophy to different parts of rail, mining, and heavy industry.

In this realm, the company is developing SYNC, which captures energy from regenerative braking on large electric-drive haul trucks, stores it, and puts that energy back to work rather than simply dissipating it as heat.

“We’ve also developed CATALYST, our permanent magnet motor, which can serve as a key component in solutions that convert traditionally mechanical-drive mining haul trucks to electric drive,” Gordon tells us.

That type of conversion requires collaboration with other technology partners, but it’s another example of where DPG’s core expertise can help enable larger electrification solutions.

In rail, the company is also working on a compact integrated motor and drive solution aimed at enabling self-propelled railcars without the complexity of a traditional drivetrain.

“What excites me most is that we’re moving beyond talking about what electrification could look like someday,” he enthuses.

DPG already has a significant footprint as an OEM supplying equipment throughout the rail and mining industries, which gives it an incredible foundation to build from.

“We understand the equipment, applications, and customers. We’re taking technologies and expertise DPG already has and putting them together in new ways, often alongside great industry partners, to solve real problems today,” asserts Gordon.

INVESTING FOR THE FUTURE

The next three to five years will be a defining period for DPG.

The company is preparing to launch several major new products that will fundamentally redefine the business, expanding it from a long-established manufacturer of proven rail and industrial products into a leader in next-generation electrification technologies for the rail and mining industries.

“Successfully bringing these products to market and scaling production is our highest priority. These programs represent years of engineering, customer collaboration, and strategic investment, and we believe they will position DPG for significant long-term growth,” Gordon excites.

Just as important as financial growth is preserving the culture that has made DPG successful.

“As we grow, we are committed to maintaining a culture that values our people, encourages collaboration and innovation, and stays true to our core purpose of serving our communities, creating jobs, and providing opportunities for our team members to be the best they can be,” he outlines.

Moreover, the company believes sustainable growth is achieved by not only investing in technology, but also continuing to invest in its people.

While the business is evolving rapidly, one thing will remain unchanged – DPG’s commitment to developing commercially viable solutions that solve real customer challenges.

“Our goal isn’t simply to become a larger company – it’s to redefine what DPG represents in the marketplace and become the preferred partner for innovative, reliable technologies that power the future of heavy industry,” Gordon finishes.

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Martin-Baker America, Inc. is pioneering advancements in ejection seats and safety equipment, driven by a commitment to quality and a proven history of preserving pilots’ lives. Matthew Johnson, Vice President and General Manager, discusses the company’s mission to protect those who protect us.

A LEGACY OF LIFE-SAVING INNOVATION IN AVIATION

For over 80 years, Martin-Baker Aircraft Company (Martin-Baker) has proudly been a world leader in the design and manufacture of ejection and crashworthy seats, with a remarkable history of saving more than 7,800 lives.

Today, the company continues to thrive under the leadership of the Martin family – descendants of Founder Sir James Martin.

Headquartered in Denham, England, Martin-Baker America, Inc. (MBAI) was established in 1999. It commenced operations the following year as a subsidiary of Martin-Baker to better serve its customers in the US market.

As the corporate structure evolved and capabilities expanded within the US, it became an affiliate, allowing the manufacture and service of Martin-Baker products for the North American market.

Employing 165 people across two main sites, with the majority working in the Johnstown, Pennsylvania plant, the area hosts a strong defense community, including companies such as Leonardo DRS, Concurrent Technologies Corporation (CTC), Lockheed Martin, and Kongsberg Defence & Aerospace AS.

“At the Johnstown plant, we focus on manufacturing crashworthy helicopter seats for the US military and our global commercial and military customers,” introduces Matt Johnson, Vice President and General Manager.

“Additionally, we produce components for both our helicopter and ejection seats in support of US military flight line maintenance and performing scheduled maintenance and unscheduled repair of ejection seats to support the US and Canadian militaries.”

Moreover, at the Johnstown site, MBAI has all the necessary supply-chain capabilities to source materials both domestically and internationally.

“Our manufacturing capabilities include ejection seat maintenance, repair, and overhaul (MRO), parachute packing, computer numerical control (CNC) machining, industrial sewing, painting, assembly, and inspection.

“This core set of skills allows us to build all Martin-Baker products to print with technical assistance provided by the design authority,” Johnson affirms.

A second facility in Fort Worth, Texas, acts as the home base for field service activities and a training center for military fleet maintainers. From here, engineers are strategically deployed to Air Force and Naval bases to support customers and products in action.

In crashworthy seating, MBAI produces seats for Blackhawk (H-60), Chinook (MH-47), Super Stallion (CH-53), and the Poseidon (P-8).

For the ejection seat market, meanwhile, the company provides spare parts and full-scale maintenance for Talon (T-38), Texan (T-6), Super Hornet (F-18), and Lightning II (F-35) aircraft.

Additionally, it offers spare replacement parts for all seats, including cushions, fabrics, restraint harnesses, and other contact points.

ELEVATING EJECTION SEAT SAFETY

There are varying but equally important strategies that MBAI deploys to ensure quality and safety.

“Firstly, we have world-class design engineering that has been refined over many decades to treat the safety of pilot and maintainer as the highest priority. Each design has specific product safety reviews before being placed into the manufacturing stream,” Johnson outlines.

“The next approach is in supply chain selection. We only accept suppliers who can comply with strict aeronautical standards like AS9100 and can also meet tightly toleranced machining requirements necessary for precision equipment like an ejection seat.”

This selection process, combined with robust incoming product inspection, ensures MBAI’s maintainers are only using the highest-quality products.

“Our culture is rooted in quality and safety. There is a banner that hangs at the entrance to the plant stating, ‘Aircrew Safety Equipment, the only part of the aircraft that CANNOT fail!’” he tells us.

“We treat this as a guiding statement for all things we do around the plant. Employees hold themselves and each other accountable to extremely high-quality work because they know that someone’s life depends on it.”

Importantly, MBAI has a dedicated safety coordinator and safety council, and the team ensures working conditions are exceptionally safe and that foreign debris has no chance of entering critical workspaces.

“There is tremendous pride that comes with this type of work, which is reflected in the cleanliness of the shop floor,” Johnson notes.

Martin-Baker helicopter seats contain a special attenuation device that is designed to allow the seat to absorb the impact of a crash or hard landing rather than transfer that energy into the occupant. This critical technology has saved many soldiers’ spines.

“The safety regulations are conveyed to us through military specifications which often prescribe the lowest acceptable safety factors. Martin-Baker designs incorporate additional margin-of-safety factors to ensure our customers receive the highest-quality product,” insights Johnson.

EMPOWERING THE NEXT GENERATION

MBAI’s workforce development strategy is closely tied to the plant’s geography and Johnstown’s history.

Once a major steel-producing town, Johnstown faced significant job losses when the steel industry declined in the early 1980s, leading to a steady drop in population. Throughout that time, the town’s economy continued to struggle.

However, Congressman Jack Murtha became prominent on the Defense Appropriations Committee, advocating for Johnstown to be established as an industrial defense base. As a result, several large contractors set up operations there, including Martin-Baker.

“As steel workers transitioned to defense jobs, many encouraged their children to pursue college and move to more prosperous areas of the country,” observes Johnson.

Over the years, this left a limited pool of aging skilled workers. Recognizing the need to cultivate new talent, MBAI launched a high school apprenticeship program to transfer knowledge from its experienced workforce.

“We seized the chance to fill our labor pool with bright young minds and give our children an opportunity to stay in the place they call home prosperously. We decided to invest in our high school students and equip them for the future. This is how the high school apprenticeship program began,” Johnson reveals.

Indeed, it is truly a grassroots effort from MBAI, which provides funding to ensure training is available and removes barriers to employment by providing free bus passes to students, but mostly, it’s successful because employees give back.

“Our work culture is rooted in servant leadership, and many employees actively engage with local high schools to inform students about opportunities at MBAI.

“We offer year-round tours and workshops for teachers, parents, and students to raise awareness about careers focused on our life-saving equipment. Each summer, we interview students for eight to 10 junior and senior apprenticeship positions,” he explains.

During these months, the company supports students holistically, pairing them with mentors and offering training in job skills and financial management. Successful participants receive a certificate and help with resumes to boost their employability in the defense sector.

“Of course, we keep the best candidates! Those who excel are offered jobs in our manufacturing areas, launching their formal careers. As a lifelong Johnstown resident, this work is deeply rewarding,” Johnson impassions.

AT THE FOREFRONT OF FLYING

In terms of projects, MBAI is very unique in its seat maintenance capabilities.

“I’m particularly proud of the work we’re doing with the F-35 program on the maintenance of our US16E ejection seat. Each seat must undergo a significant overhaul at the 10-year mark, and we are currently the only facility in the US capable of performing this work,” Johnson acclaims.

For the fleet, flight time is invaluable. The government has a limited inventory of spare seats, so they cannot afford to wait long while any seat is in maintenance.

“If we don’t do our job as quickly as possible – obviously without sacrificing safety – the fleet may experience the dreaded aircraft on the ground (AOG). Our small but mighty team works extremely hard to ensure seats are serviced promptly,” explains Johnson.

As the fleet size continues to grow, MBAI is working with prime contractors Lockheed Martin and BAE Systems to increase maintenance capacity further.

The future is bright for the company and, as such, several near-term goals excite Johnson and the team.

“For one, we are starting a journey to engineer some of our own helicopter seat products. The details are of a competitive nature, so it’s under wraps for now, but we believe we are better positioned to meet the needs of the modern warfighter.

“We are working diligently to reach both the military and commercial markets with some new ideas that we believe our customers will love. Martin-Baker is a very respected name in aircrew safety, so we’re very excited to help keep that legacy at the front of technology,” Johnson proudly concludes.

The post Martin-Baker America, Inc. : A Legacy of Life-Saving Innovation in Aviation appeared first on Manufacturing Outlook.

Plasser American Corporation doesn’t simply manufacture machines – it partners with customers throughout the entire lifecycle of their assets, helping them maintain safe, reliable, and efficient rail infrastructure. Thomas Blechinger, President and CEO, tells us more.

BUILT ON HERITAGE, DRIVEN BY THE FUTURE

“I’ve always been drawn to manufacturing because it’s an industry where innovation, craftsmanship, and execution come together.”

The opening words of Thomas Blechinger, President and CEO of Plasser American Corporation (Plasser), reflect his view that success is measured not by presentations, but by the quality of the product, performance in the field, and the trust you earn from your customers.

Plasser is a leading original equipment manufacturer (OEM) of railway track maintenance equipment and the North American subsidiary of the Austrian group Plasser & Theurer.

Headquartered in Chesapeake, Virginia, the company has been serving the North American rail industry for more than 60 years and today employs more than 400 people across manufacturing, engineering, sales, service, and support.

“As an OEM, we don’t simply resell or assemble machines – we develop, engineer, design, and manufacture equipment specifically for the unique operating conditions, regulatory requirements, and customer needs of the North American market,” Blechinger outlines.

“By combining the global technology leadership of Plasser & Theurer with local engineering and manufacturing expertise, we deliver solutions that are purpose-built for freight railroads, transit agencies, passenger rail operators, and contractors across the continent,” he follows.

TANGIBLE VALUE

Today, what continues to motivate Blechinger is that manufacturing creates tangible value.

“Every machine we build supports critical infrastructure, improves safety, and helps keep freight and passenger railroads operating efficiently.

“Seeing an idea progress from engineering to the shop floor and ultimately into service with our customers is still incredibly rewarding,” he enthuses.

Blechinger’s varied career in manufacturing started with an apprenticeship as an electrical mechanic in Austria over three decades ago, and that hands-on technical foundation has shaped the way he leads to this day.

Across Europe, North America, Asia, and Latin America, he has had the opportunity to lead increasingly complex technical and business operations.

“Those experiences reinforced my belief that successful manufacturing is built on the combination of engineering excellence, operational discipline and, most importantly, great people,” recalls Blechinger.

At present, Plasser’s core business is the design, manufacture, and lifecycle support of highly specialized machines used to build, maintain, and renew railway infrastructure.

Its portfolio includes tamping machines, ballast cleaning and management equipment, track renewal systems, material logistics solutions, rail treatment technologies, track geometry measurement systems, and an expanding range of battery-powered and digitally enabled machines.

“Beyond manufacturing, we provide comprehensive aftermarket support, machine overhauls and upgrades, spare parts, operator training, digital fleet solutions, and extensive contracting services throughout the US,” Blechinger lays out.

EXPANDING PORTFOLIO

One trend that Plasser is particularly encouraged by is the increasing adoption of digital technologies, automation, and data-driven decision-making.

Manufacturers are leveraging predictive maintenance, connected equipment, artificial intelligence (AI), and advanced analytics to improve productivity, quality, and customer service.

At the same time, there is an increasing interest in more sustainable equipment.

“At Plasser, we recently began production of one of our first battery-powered heavy railway track maintenance machines, representing an important milestone in the evolution of our product portfolio,” Blechinger excites.

Meanwhile, alternative propulsion technologies are becoming increasingly important, particularly in urban environments and tunnels.

Beyond the environmental benefits, these technologies improve working conditions for crews, especially when operating in confined spaces such as tunnels.

Another exciting area is the increasing use of AI and machine vision to automate complex maintenance processes.

“Together with Plasser & Theurer, we are developing the next generation of highly automated track maintenance machines that combine visual recognition systems with AI-based machine control,” he informs us.

The objective for Plasser is to deliver more consistent work quality, optimize outcomes, and significantly reduce the potential for human error by allowing operators to move from continuously controlling the machine to supervising and managing the automated process.

Rather than replacing skilled operators, these technologies augment their expertise and enable them to focus on higher-value decision-making.

“However, technology alone isn’t the answer. The companies that will lead the next decade are those that combine advanced manufacturing and innovative product development with a highly skilled workforce and culture of continuous improvement – that’s where lasting competitive advantage is created,” states Blechinger.

BUILT FOR THE FUTURE

Several initiatives currently underway at Plasser reflect where the company believes the future of railway infrastructure maintenance is heading.

“One of our most exciting milestones is the recent start of production for one of our first battery-powered heavy railway track maintenance machines. This project represents a significant step in expanding our portfolio of alternative propulsion technologies,” Blechinger highlights.

Battery-powered machines are particularly valuable in urban environments and tunnels, where they dramatically reduce noise and completely eliminate diesel emissions.

This not only supports customers’ sustainability goals but also creates a healthier and safer working environment for maintenance crews operating in confined spaces.

“As rail operators continue to pursue more environmentally responsible infrastructure solutions, we see electrification becoming an increasingly important part of our product strategy,” insights Blechinger.

Another area the company is particularly proud of is its work on the next generation of highly automated track maintenance machines.

By combining machine vision, AI, and advanced machine control systems, Plasser is developing equipment capable of recognizing track components, optimizing work processes, and executing maintenance tasks with a level of consistency that was previously impossible.

The objective is to deliver higher and more repeatable work quality while reducing the potential for human error.

Rather than replacing skilled operators, these technologies shift their role toward supervising and managing the automated process, allowing them to focus on operational decisions while the machine performs repetitive tasks with greater precision.

“We believe this technology will play a key role in addressing the industry’s skilled labor shortage while improving safety, productivity, and infrastructure quality,” he clarifies.

GROWTH AND EXCELLENCE

Plasser’s priorities for the coming year are centered on disciplined growth, operational excellence, and continued innovation.

First, the company remains focused on executing its strong backlog while maintaining the highest standards of quality, safety, and on-time delivery. As demand for rail infrastructure investment continues across North America, its responsibility is to deliver for customers while continuously improving the efficiency of manufacturing operations.

“Second, we will continue investing in the next generation of railway maintenance technology. That includes expanding our portfolio of battery-powered machines, advancing AI-enabled automation and machine intelligence, and accelerating the digitalization of our equipment,” Blechinger expands.

These innovations will help Plasser’s customers improve productivity, address skilled labor shortages, and meet their long-term sustainability objectives.

Another important priority is the continued expansion of its aftermarket business.

“We continue to see tremendous opportunity to grow our lifecycle support capabilities through modernization programs, rebuilds, digital services, spare parts, field service, and maintenance contracting,” he adds.

Increasingly, customers are looking for long-term partners who can maximize the availability and performance of assets throughout their entire lifecycle.

Internally, the company will continue driving operational improvements across the business. That means strengthening manufacturing processes, reducing costs through lean initiatives, design for manufacturing, and continuous improvement, developing the workforce, and maintaining the strong safety culture built over the past several years.

“Operational excellence is not a one-time achievement – it’s a mindset that must be reinforced every day.”

Ultimately, Plasser’s goal isn’t simply to grow for the sake of growth – Blechinger wants to build a stronger, more resilient company that delivers industry-leading products, creates opportunities for employees, and continues to earn the trust of its customers.

“If we remain focused on innovation, execution, and our people, I’m confident we’ll continue building on the momentum we’ve created,” he concludes.

The post Plasser American Corporation : Built on Heritage, Driven by the Future appeared first on Manufacturing Outlook.

Bringing together four specialist marine businesses, Técnico Holdings combines expertise, employee ownership, and nationwide capabilities to build a stronger, more connected enterprise.

ONE FAMILY, COUNTLESS CAPABILITIES

Bringing together Técnico Corporation, Propulsion Controls Engineering, Lyon Shipyard & Fabrication, and Bay City Marine, Inc. (Bay City), Técnico Holdings aligns the strengths of these organizations, enabling strategic collaboration and international scale.

The family of companies has come together with a unified vision for growth, innovation, and long-term impact, where shared knowledge, stronger customer partnerships, and continued operational excellence thrive.

As such, Técnico Holdings’ overarching objective is to build a more connected and agile organization while maintaining the quality, reliability, and performance its customers have come to expect.

Técnico Holdings has grown from a company supporting repair yards in the city of Chesapeake, Virginia, into an employee-owned industrial marine contractor serving both commercial and government customers across the country.

Today, its focus remains on providing customers with the capability to keep their vessels operational – from ship repair, maintenance, modernization, fabrication, and scaffolding.

The company’s strategic locations across North America allow it to respond to work where it is most required, while its relationship with a broader group of companies enables it to access additional expertise.

UNITED CAPABILITIES

With each company in the Técnico Holdings family having developed its own identity and specialisms, this is an important part of its strength, as the business model champions bringing capabilities together.

Bay City, for example, joined Técnico Holdings while continuing to operate under its existing name with a focus on safety, quality, and reliable execution. Simultaneously, Técnico Holdings gained access to shared resources, best practices, and coast-to-coast capabilities.

This sense of balance in preserving specialist expertise while encouraging collaboration across the enterprise is central to Técnico Holdings’ One Enterprise approach, which is built around employee ownership, teamwork, accountability, innovation, and shared success.

Indeed, its supplier and subcontractor relationships are an important part of its ability to deliver for customers, having acquired a broad support network of suppliers, subcontractors, and industry partners that enable it to respond to customers while maintaining quality, competitive pricing, and reliable service.

With Técnico Holdings continuously growing, sustaining these relationships is a key priority as it believes a strong local network is crucial, while the wider enterprise can provide additional reach and resources.

Ultimately, the company’s objective is to continue building productive, long-term relationships while maintaining the highest possible standards.

CONNECTING PEOPLE, CUSTOMERS, AND SUCCESS

Employee ownership is a defining part of Técnico Holdings’ culture, which is why as the organization evolves, it remains focused on the contributions of its employee-owners and creating an environment where people can take pride in the work they do.

This culture is also reflected in the way the wider enterprise talks about growth, describing its strengths as coming from the dedication of its employee-owners and collaboration across its family of companies.

As Técnico Holdings expands, it seeks to maintain a connection between its people, customers, and the success of the organization.

Operational consistency across quality standards, along with a unified culture across all sites, is also deeply important to Técnico Holdings, whose operations across Virginia, Florida, Pennsylvania, California, and Washington state are wide-reaching.

As such, the company’s approach is to maintain the highest standards in these areas while drawing on specialist knowledge of individual locations and businesses.

The holdings model enables the enterprise to share resources, knowledge, and best practices, which is particularly important as its geographic footprint grows.

THE ROAD AHEAD

As Técnico Holdings prepares for the future, it recognizes that developing the next generation of skilled workers is essential to sustaining the maritime industry of tomorrow.

The Técnico Apprenticeship Program therefore provides a pathway into skilled trades for many young people and has become an important part of building the workforce.

That commitment continues through Técnico Holdings’ involvement in workforce development initiatives, such as its recent support for the Accelerated Training in Defense Manufacturing (ATDM) Maritime Workforce Forum.

The annual, high-level summit brings together leaders from the US Navy, the Department of Defense, private industry, education, and public policy, who focus on strengthening the defense manufacturing workforce and addressing the general needs of the Submarine Industrial Base (SIB) Program Office.

As Técnico Holdings grows, it plans to continue supporting the manufacturing workforce through its apprenticeship program and national agendas such as the ATDM and SIB Program Office.

Looking ahead, the company’s overall goals include sustainable expansion, stronger industry collaboration, and continued investment in capabilities that support customers, all achievable thanks to its holdings business model.

More recently, C & B Technology transitioned under Técnico Corporation, further expanding the wider enterprise’s capabilities.

The first edition of the INSIDER enterprise-wide newsletter also highlighted continued enterprise growth, strategic partnerships, customer recognition, and new contract openings across the organization.

As such, Técnico Holdings hopes to build a more connected, agile organization that can meet today’s demands while anticipating the challenges and opportunities of tomorrow.

The post Técnico Holdings : One Family, Countless Capabilities appeared first on Manufacturing Outlook.

From expanding into new markets to launching new products, developing a sales automation platform, and achieving numerous awards, it’s been a busy three years for Osho Chemical Industries Ltd. We catch up once more with Rushabh Shah, Chief Business Officer, who updates us on recent developments as it seeks to become a pan-African business – reaching farmers across the continent.

PAN-AFRICAN DREAM

“The industry has matured considerably over the past three years. When we last spoke, the conversation was largely about access and availability – getting quality inputs into farmers’ hands. Today, the conversation has shifted towards sustainability, regulation, and data.”

Since our previous interview in August 2023 with Rushabh Shah, Chief Business Officer at Osho Chemical Industries Ltd. (Osho Chemicals), there has been a clear move towards biological and integrated solutions as farmers, regulators, and consumers all become more conscious of residues and resistance management.

The regulatory environment has tightened too, both at the Kenyan level through the Pest Control Products Board (PCPB) and across the wider East African Community (EAC) and Common Market for Eastern and Southern Africa (COMESA) markets, which is a positive development – it raises the bar on quality and pushes out counterfeit and substandard products, which has long been a challenge for the sector.

At the same time, the macro environment has been demanding; currency volatility, the cost of imported raw materials, climate variability, and shifting tax policy have all tested resilience.

“What we’ve learned is that the companies that invest in local manufacturing, genuine farmer relationships, and their own people are the ones that come through these cycles the strongest. That has very much shaped how we’ve run Osho Chemicals over the last three years,” Shah reflects.

MARKET EXPANSION

Osho Chemicals began as an industrial chemicals trading business in Kenya before identifying the opportunity to transform the agricultural input landscape across East and Southern Africa.

Today, it is the leading manufacturer, marketer, and distributor of crop protection, animal health, public health, and industrial chemical products, as well as farm equipment and allied products and services.

Headquartered in the Kenyan capital, Nairobi, where it operates the largest agrochemical manufacturing facility in East and Central Africa, the company now has a direct presence across a further five markets – Uganda, Tanzania, Rwanda, Zambia, and Malawi – with Ethiopia now coming onstream.

“Expansion into new markets is a core part of our growth strategy, and Ethiopia is where our focus and energy are right now,” outlines Shah.

Ethiopia is a large market with enormous agricultural potential and a farming population that stands to benefit significantly from access to quality crop protection, animal health, and public health solutions.

“We already have feet on the ground in Ethiopia – our team is established and in place – and we are working through the final registration formalities before we can trade at full scale. It’s an exciting position to be in because the hard groundwork of building a local presence and capability is already done,” he tells us.

“That reflects how we approach new markets generally. Rather than simply exporting product, we build a genuine local presence – establishing distribution, putting technical and agronomic support on the ground, and navigating each country’s registration and regulatory requirements properly. That groundwork takes time, but it allows us to serve farmers sustainably and responsibly over the long term.”

The Democratic Republic of the Congo (DRC), meanwhile, remains firmly on Osho Chemicals’ radar as a market of real long-term potential.

It continues to evaluate the DRC, however entering a market well matters far more to the company than entering quickly.

“Our immediate priority is doing right by Ethiopia whilst deepening our leadership across our existing footprint – particularly in animal health and public health, where we intend to be the number one brand of choice for our customers,” Shah affirms.

POINTS OF PRIDE

Alongside expansion into new markets, there is much for the company to be proud of since we last spoke three years ago.

For example, Osho Chemicals has brought 28 new products to market – that pace of innovation is only possible because of its investment in R&D and local manufacturing.

“It reflects a deliberate strategy of staying ahead of farmers’ evolving needs, whether that’s resistance management, the shift towards biologicals and more sustainable solutions, or filling gaps in our animal health and public health portfolios,” states Shah.

Then there’s Osho Chemicals’ independent validation by Ipsos as Kenya’s number one farmer brand, a result that means a great deal as it came from farmers themselves through an independent, credible research process.

The company’s own proprietary sales automation software, Osho Force, has also been developed and rolled out, giving a genuinely deep insight into how its teams are engaging with farmers on the ground – who they’re reaching, how often, and to what effect.

Osho Force has transformed how the company manages and coaches its commercial teams and means decisions are now driven by real data on farmer engagement rather than instinct.

“For a business whose model is built on going to the shamba, being able to measure and improve engagement at scale is a significant step forward,” Shah emphasises.

Osho Chemicals has also stepped up its investment in biological products and integrated solutions in recent years.

This is where the market is heading – driven by resistance management, residue requirements in export crops, and rising consumer and regulatory expectations – and the company intends to lead rather than follow.

“Building this capability locally, and pairing it with the agronomic support farmers need to use these products effectively, is central to how we see the next decade of African agriculture,” he sets out.

SUPPORTING WOMEN

Another recent proud achievement for Osho Chemicals is being recognised as the Best Workplace for Women in Kenya by Great Place to Work Kenya.

This demonstrates the company’s commitment to building an inclusive, supportive, and empowering environment where women can thrive, excel, and lead with confidence.

“We’re genuinely proud of this recognition because it reflects everyday practice rather than any one-off initiative,” highlights Shah.

“Supporting women is part of our culture, and the award is an independent affirmation of years of intentional effort.”

In practical terms, Osho Chemicals upholds fair and transparent recruitment, promotion, and pay practices to ensure equal opportunities for growth and leadership.

Moreover, the company provides flexible working arrangements where possible to support work-life balance, alongside structured career development and continuous learning.

“We’ve also put concrete measures in place, including a dedicated mothers’ room that gives nursing mothers a supportive and dignified environment,” Shah adds.

“For us, inclusion is both a cultural priority and a business imperative; inclusion and equal opportunities build trust, drive innovation, and sustain long-term performance. When women across every department can thrive, excel, and lead with confidence, the whole organisation is stronger for it.”

WORKPLACE VALIDATION

Likewise, being named Africa’s Top Manufacturer by CIO Africa is an achievement Osho Chemicals holds in very high regard.

It’s the result of decades of consistent effort – a validation of the company’s dedication to quality manufacturing, customer trust, and continuous improvement.

“In an increasingly competitive and globalised manufacturing landscape, it positions Osho Chemicals as a benchmark for what African manufacturing can achieve at world-class standards,” acclaims Shah.

Being ranked the No. 2 Best Workplace in Kenya by Great Place to Work is equally meaningful because it comes directly from the voices of Osho Chemicals’ own people through a confidential, data-driven survey.

These awards matter commercially as well as culturally as they give credible, independent validation of the workplace, which reinforces pride and loyalty amongst existing colleagues and helps Osho Chemicals attract skilled professionals who value purpose, growth, and fairness.

“Motivated, satisfied employees are more focused, accountable, and quality-conscious. In a manufacturing environment, that translates directly into improved safety, higher productivity, better quality output, and reduced inefficiency,” Shah insights.

Last year, Osho Chemicals also made its debut at the CIO100 Awards and walked away as the winner of the PlusOne Awards Manufacturing Sector 2025.

The CIO100 is a pan-African platform that recognises digital leadership across banking, telecommunications, healthcare, energy, and every other sector – the titans of African industry.

“What makes this award particularly meaningful is who we were up against. For an agrochemical manufacturer to stand on that stage in its first year and win says something important – that technology leadership in Africa is not the preserve of the sectors people expect it from. It’s validation of the digital transformation work we have been quietly doing for years and the team behind it,” prides Shah.

CLEAR SENSE OF DIRECTION

Vision 2028 gives Osho Chemicals a clear sense of direction, and at the heart of it is an ambition to become a pan-African business – reaching farmers in every corner of the continent, not just the markets served today.

“That is the dream, and everything we are building is pointed towards it,” Shah enthuses.

Technology is central to that vision, with the company placing significant emphasis on artificial intelligence (AI) and precision agriculture, which it believes will define the next era of African farming.

Precision agriculture allows farmers to apply the right input, in the right place, at the right time – improving yields whilst reducing waste, cost, and environmental impact.

Combined with AI, it gives Osho Chemicals the ability to turn data into genuinely actionable agronomic advice at scale.

“Osho Force has already shown us what’s possible when you bring real data to farmer engagement, and that is only the beginning,” notes Shah.

Alongside, the company’s other priorities are portfolio leadership – particularly in animal health, public health, and biologicals, where it intends to be the number one brand of choice – and continued investment in manufacturing capacity and capability to keep raising the standard for what local African manufacturing can deliver.

Underpinning everything is Osho Chemicals’ commitment to its people and the farmers it serves.

“Scale means nothing if we lose the closeness to the farmer that got us here. Vision 2028 is ambitious, but it’s built on the same foundations that have carried us for over three decades: quality, trust, and going to the shamba,” closes Shah.

The post Osho Chemical Industries Ltd. : Pan-African Dream appeared first on Manufacturing Outlook.

Blending local talent with cutting-edge technology, HESTO Harnesses is revolutionising South Africa’s automotive component manufacturing landscape and championing ingenuity and sustainability. Managing Director, Alex Holmes, tells us about the company’s commitment to quality and employee empowerment.

DRIVING INNOVATION FOR AUTOMOTIVE EXCELLENCE

HESTO Harnesses (HESTO) is one of the Southern Hemisphere’s leading manufacturers of automotive electrical distribution systems, supplying Toyota, Ford, and Isuzu whilst employing over 7,000 people in KwaZulu-Natal, South Africa (SA).

Supplying world-class wiring harnesses and combination meters to some of the most respected automotive brands, the company’s operations make it one of the largest employers in the region, utilising advanced production technologies and skilled teams to produce complex systems that meet global automotive quality standards.

Established more than 35 years ago, HESTO was incepted as a strategic collaboration between three prominent manufacturing companies – Hella, Smiths, and Toyota – to bolster the burgeoning automotive industry in SA.

Approximately 20 years ago, it entered into a technical licensing agreement and a joint venture with Yazaki Corporation (Yazaki) – the world’s largest electrical distribution systems manufacturer.

As a result, the company is 74.9 percent owned by Metair and 25.1 percent by Yazaki, effectively combining global expertise, engineering capability, and industry-leading innovation, thereby enabling the implementation of international best practices whilst delivering solutions tailored to the South African market.

“That evolution from a regional supplier into a major manufacturing partner is the thread running through HESTO’s story: a company rooted in KwaZulu-Natal, strengthened by global collaboration, and now preparing for a more complex, electrified, and sustainability-driven automotive future. One thing has remained constant: our commitment to quality, innovation, and people,” introduces Alex Holmes, Managing Director.

“These three pillars continue to shape how we grow and position HESTO for the future.

Being based in KwaDukuza has significantly influenced our business. Whilst operating in a semi-rural environment presents challenges, it has also become one of our greatest strengths,” he adds.

This unique blend of local engagement and global collaboration positions the company to overcome challenges and prosper in a competitive landscape.

“What truly sets HESTO apart is our people. As wiring harness manufacturing is people-intensive, our workforce is at the heart of our business; over the years, we’ve built a reputation for developing local talent, creating meaningful employment opportunities, and equipping our people with the skills they need to succeed. The commitment, adaptability, and resilience of our employees are what enable us to consistently deliver the quality our customers expect,” continues Holmes.

“Of course, operating outside a major metropolitan area also requires us to think differently. We invest significantly in skills development, employee well-being, and the infrastructure that supports our workforce because we recognise that building a sustainable business goes hand in hand with building a strong community. Ultimately, our location isn’t something we’ve had to overcome; it’s become one of the reasons we’ve been able to build such a resilient and people-focused organisation.”

PAVING THE WAY FOR FUTURE SUCCESS

In recent years, HESTO has experienced significant growth, expanding its customer base to include the Ford Ranger programme alongside its long-standing partnership with Toyota.

This expansion led to the establishment of a new 30,000-square-metre (sqm) manufacturing facility and the creation of around 5,000 jobs in a relatively short period, enhancing the company’s capabilities and broadening its experience, positioning it as a trusted partner to global automotive manufacturers.

“We are now focused on solidifying the foundations we’ve created, and we want to maintain the quality and reliability our customers have come to expect,” Holmes determines.

“We are also planning an exciting and significant investment in our solar energy project, utilising approximately 60,000 sqm of roof space across our facilities to harness renewable energy to support our operations.”

Beyond reducing HESTO’s environmental footprint, the solar project is an investment in long-term business resilience, helping the company manage future energy demands whilst advancing its broader environmental, social, and governance commitments (ESG).

“We continue to invest in the systems, infrastructure, and capabilities that will support our future growth. Whether it’s developing our people, strengthening our manufacturing operations, or improving sustainability, every investment we make is guided by one simple principle: creating a business that is stronger tomorrow than it is today.”

For HESTO, sustained growth involves more than just expanding production; it means developing an organisation that supports long-term success. As the company evolves, it is investing in systems and processes to remain agile, resilient, and future-ready.

Following the successful expansion of HESTO’s Ford programme, one of the company’s key priorities is securing future business by continually demonstrating its engineering capability, manufacturing excellence, and ability to meet the increasingly complex requirements of global automotive customers.

“Vehicle programmes are evolving at a rapid pace, with hundreds of engineering changes introduced throughout a product’s lifecycle, and our ability to respond quickly and accurately is critical to maintaining our competitiveness,” he points out.

To support this, HESTO is investing in areas such as product lifecycle management, engineering systems, and enterprise resource planning (ERP), enabling greater visibility, consistency, and collaboration across the business.

“Whilst some investments may not always be visible to our customers, they strengthen the foundations of our organisation and allow us to deliver with greater precision, reliability, and efficiency.

“Our goal is not simply to grow; it’s to build a business that can sustain that growth for decades to come. By strengthening our internal capabilities today, we’re ensuring HESTO remains a trusted partner to our customers and a resilient business for our shareholders, employees, and the communities we serve,” Holmes ardently expresses.

BUILDING A RESILIENT SUPPLY CHAIN

HESTO’s supply chain is vital to its success, accounting for around 50 percent of sales costs. As such, a strong supplier network enables the company to consistently deliver quality and reliability to its customers.

Utilising three main sourcing channels, the first of which is through Yazaki’s Global Purchasing Organisation in Singapore, allows HESTO to leverage established supplier relationships and the purchasing power of a leading automotive component manufacturer.

The second supports the company’s Ford programmes, which involve close collaboration with suppliers in North and Central America and other global markets to meet Ford’s engineering, quality standards, and performance requirements.

The third focuses on local procurement by partnering with South African suppliers such as Unitrade and HellermannTyton. This collaboration not only meets local content requirements but also strengthens the country’s automotive manufacturing value chain and improves supply chain responsiveness.

“Across all three sourcing channels, quality is a non-negotiable expectation – it’s the foundation of every supplier relationship we establish. From there, our focus shifts to continuous improvement.

“We work collaboratively with suppliers to identify opportunities for product enhancements, innovation, and improved manufacturing performance, ensuring we continue to meet the evolving expectations of our customers and the global automotive industry,” asserts Holmes.

Certain criteria affect the decisions made regarding the sourcing of raw materials and components.

“In the automotive industry, sourcing decisions have typically centred on three key criteria: quality, cost, and delivery (QCD). Those principles remain the foundation of every sourcing decision we make. However, today’s environment requires us to look beyond traditional measures,” he outlines.

Increasingly, resilience has become a critical factor in supplier selection. The disruption experienced across global supply chains over recent years has demonstrated that quality products delivered at the right price are only valuable if suppliers have the resilience to continue operating in an increasingly unpredictable world.

“When we assess potential suppliers, we look not only at their quality performance and competitiveness, but also the long-term sustainability of their business. Financial stability is an important consideration, as we’ve seen the impact supplier failures can have on the continuity of supply across the automotive industry,” warns Holmes.

“Therefore, we prefer suppliers with flexible manufacturing footprints across multiple locations, which enables us to adapt to geopolitical events or logistics challenges as they arise, ensuring greater continuity for our customers.”

Thus, whilst QCD remains an essential expectation, resilience has become a key differentiator. Additionally, HESTO encourages its supply partners to innovate and continuously improve, fostering supplier relationships that evolve together in response to changing market conditions.

“The strongest supplier relationships are those that continually evolve together,” Holmes says.

EMPOWERING EXCELLENCE WITH INTEGRATED INNOVATION

ERP software has significantly improved efficiency in HESTO’s supply chain management. Once fully implemented, the system will enhance planning, inventory management, traceability, and supply chain visibility, leading to better decision-making and operational efficiency.

Indeed, access to accurate, real-time information will also strengthen collaboration between functions, improve responsiveness, and support more effective planning in manufacturing and supply chain operations.

“Our ERP transformation remains one of HESTO’s key strategic initiatives. Whilst the programme is still being implemented, it represents far more than a software upgrade; it’s an investment in building a more integrated, agile, and data-driven organisation that is better equipped to support our future growth,” assures Holmes.

Ultimately, the ERP transformation is about creating a stronger operational foundation. By improving the way information flows across the organisation, HESTO is positioning itself to make faster, better-informed decisions whilst continuing to deliver the levels of quality, reliability, and service its customers expect.

“Whilst innovation is essential for our long-term growth, it does not mean replacing people with machines. Manufacturing wiring harnesses is a skilled, labour-intensive process that values precision and craftsmanship. For us, innovation involves supporting the workforce, refining processes, and preparing for the future,” Holmes resolutely proclaims.

Although HESTO continues to invest in specialised manufacturing technologies across its production facilities, one of the company’s greatest areas of focus is developing the skills of its workforce.

“The faster we can equip employees with the knowledge and confidence to perform at the highest standard, the faster we can respond to our customers’ needs without compromising quality. That’s why we’ve invested significantly in training, capability development, and the systems that support continuous learning.”

Innovation also means anticipating where the automotive industry is heading. As vehicle technologies evolve, so too must the products HESTO manufactures.

“We’re closely monitoring the industry’s transition from traditional copper wiring to aluminium conductors, as well as the growing demand for high-voltage electrical distribution systems required for hybrid and electric vehicles (EVs). These developments present exciting opportunities, and we’re ensuring our technologies, manufacturing capabilities, and people are ready to support the next generation of mobility.

“Ultimately, innovation isn’t a destination; it’s a mindset. It’s about continuously challenging ourselves to improve, adapt, and evolve so we remain a trusted partner to our customers today and well into the future,” states Holmes.

TRANSFORMING HESTO’S HERITAGE INTO A LEGACY

Operational excellence and sustainable growth are key priorities for HESTO, but the company’s main focus for the coming year is on its people and the culture shaping its future.

“Launched in 2026, OUR HESTO is our cultural transformation initiative that builds on our heritage whilst preparing for our next stage of growth,” impassions Holmes.

“We describe our journey as evolving from old HESTO to new HESTO and, ultimately, ‘OUR HESTO’ – building on our strengths whilst fostering a culture that positions us as a people-first, values-led organisation that is investing in its future.”

To support this vision, HESTO is rolling out seven core values, including trustworthiness, commitment, teamwork, and staff well-being, which the company wants reflected in how it leads and serves customers.

“Our culture is our long-term competitive advantage. Whilst technologies and markets change, an organisation united by shared values and purpose will flourish. If we can unlock the minds and hearts of our employees by year-end, we will have built a strong foundation for our future success.

“Despite our achievements, we cannot afford to stand still – that is not an option. The automotive industry is undergoing one of the most significant transformations in its history, and our ability to remain competitive will depend on how effectively we continue to evolve,” Holmes highlights.

HESTO has seen a global shift toward hybrid and EVs and, in SA, the market is becoming increasingly competitive with the growth of vehicle imports from countries like China and India, which creates both challenges and opportunities.

As such, this reinforces the need for HESTO to stay agile, innovative, and focused on continuous improvement.

“Professionalising our organisation remains an important priority. As we grow, we must continue strengthening our systems, developing our people, and improving the way we operate, whilst never losing sight of the experience, commitment, and ingenuity that have been the foundation of HESTO’s success for many years.

“Remaining competitive means continually improving our quality, efficiency, and cost competitiveness so we continue to deliver value to customers such as Toyota, Ford, and Isuzu. Ultimately, our goal is not simply to respond to change, but to anticipate it and position HESTO to thrive in an increasingly dynamic global automotive industry.

“The future will belong to organisations that can combine world-class systems with the passion, dedication, and ingenuity of their people, and that’s exactly the organisation we’re building,” Holmes concludes emphatically.

The post HESTO Harnesses : Driving Innovation for Automotive Excellence appeared first on Manufacturing Outlook.

On a mission to help build a more prosperous, resilient, and sustainable Indian Ocean for future generations, Cementis Group is the leading regional producer and supplier of cement and construction solutions. We discover more with Urs Straub, Group CEO.

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 Manufacturing Outlook.

Through diversification, expansion, and innovation, SAESL has been redefining standards of service for 25 years. CEO, Chris Pattinson, tells us how the company has become an indispensable component of the Singapore aerospace ecosystem, keeping airlines flying to connect the world.

POWERING FLIGHT, CONNECTING PEOPLE

At a time when the global aviation industry continues to grow at pace and new players are entering the market, SAESL stands out as one of the pioneers in the sector, with 25 years of experience, pedigree, and excellence behind it.

The company represents a joint venture (JV) between Rolls-Royce and SIA Engineering Company (SIAEC).

Today, the business finds itself at a unique point in its history as this year marks its 25th anniversary, which is a hugely important and proud milestone for everyone involved.

“SAESL was incorporated in early 1999, inducted its first engine in 2001, and recently delivered its 5,000th engine from the production line, marking the occasion with a major celebration,” introduces Chris Pattinson, CEO.

At present, the company hosts around 2,500 employees and serves customers worldwide, giving it a genuinely global reach rather than a purely regional presence.

Having started in 2001 with around 200 employees in a single factory, the company is now on a journey that will see it operate eight factories across Singapore, further cementing its position as the world’s largest maintenance, repair, and overhaul (MRO) facility for Rolls-Royce Trent engines.

The Rolls-Royce Trent is a family of high-bypass turbofan aircraft engines known for models like the Trent 900, Trent 1000, Trent 7000, and Trent XWB.

Derived from the three-spool architecture of their predecessor, the Rolls-Royce RB211, these engines power a wide range of modern long-range and wide-body commercial aircraft.

Currently, approximately 25 percent of the world’s Rolls-Royce Trent engines pass through SAESL, propelling aircraft such as the Airbus A380, A330neo, and A350, as well as the Boeing 787 Dreamliner.

A REGION ON THE RISE

Right now, the Asia Pacific (APAC) region is a huge growth market for aviation, including India, China, and the wider Association of Southeast Asian Nations (ASEAN) region.

Singapore sits at the apex of that growth and is widely recognised as a thriving epicentre for the aviation sector.

“You only have to look at the country’s ambition in aviation, including the construction and commencement of Changi Airport Terminal 5, a massive, 1,080-hectare (ha) mega-terminal which is expected to double air traffic in Singapore by the mid-2030s,” Pattinson excites.

This level of ambition and investment creates major opportunities for engine MRO manufacturers such as SAESL.

“From our location here, we are surrounded by many of the biggest players in the aviation sector, which reflects the strength and energy of the industry in Singapore.”

For SAESL, being based here is a significant advantage because the regional growth is substantial and there is a real sense of buoyancy across the market.

As Pattinson is keen to point out, another important factor is the nation’s overall stability.

“Having worked in the US and extensively across Europe, I can see that Singapore offers a strong foundation built on political and economic stability. That matters enormously in a long-cycle business such as ours,” he adds.

With a government that is genuinely pro-business, the speed at which SAESL can mobilise, change, and adapt to macroeconomic trends, as well as internal trends, is vital to the company’s success to date.

These favourable attributes allow the company to remain nimble and react to any fluctuating industry trends and developments it encounters.

“That is undoubtedly why the growth we are seeing across the MRO sector in APAC is so strong right now,” affirms Pattinson.

STABILITY AND TALENT

During a product lifecycle, an engine is built, fitted to an aircraft, and flown for several years before returning for planned maintenance, after which it goes back into service.

These engines last for decades, so operating in a stable environment is extremely valuable to companies such as SAESL.

“When you combine stability with the growth taking place across the region, Singapore becomes a powerful place to position SAESL,” Pattinson confirms.

Elsewhere, technology is another major trend right now, and Singapore, including government agencies such as the Singapore Economic Development Board (EDB), is strongly pro-business, which is particularly important in today’s rapidly changing world.

Companies face pressures now that did not exist before, so being in a business environment that supports progress, growth, and innovation is a real advantage.

“It is a pleasure to do business in Singapore alongside like-minded partners who share a high level of ambition and pace,” he gushes.

Finally, the most important ingredient of SAESL’s location is the people.

Indeed, Singapore has a strong and plentiful talent base, supported by its universities, polytechnics, and institutes of technical education.

“This rich and diverse pool of talent adds real value to companies such as SAESL, particularly in high-end aerospace manufacturing. We have access to highly capable people, which is exciting, especially as artificial intelligence (AI) and other new aerospace technologies emerge over the next decade,” enthuses Pattinson.

Undoubtedly, being positioned in Singapore gives SAESL a strong platform for future success.

NEXT PHASE OF GROWTH

Over the past 25 years, SAESL has delivered 5,000 engines, but this is just the beginning of its next phase.

“We’re now in the process of undergoing a bold transformation of the company and investing USD$190 million to increase our production capacity to 400 engines per year,” Pattinson reveals.

This ambitious target represents a 40 percent increase in engines coming off the production line, as well as a doubling of the work content in the factory.

SAESL is building two new factories in Singapore, a development which is hugely exciting for Pattinson.

“We’re also growing our team from 2,000 employees to 2,500, creating 500 new skilled jobs across the wider ecosystem. That is a real testament to the success and foundations we have built over the past 25 years,” he emphasises.

Alongside, the company is driving significant technological development across the business.

This involves introducing high levels of automation and AI across the company, implementing new systems and enterprise planning capabilities, and advancing repair technology.

“I am really proud of our teams because we are developing some of the most advanced repair technologies that exist today – there are only a handful of companies in the world that can do what we do.”

Through the company’s links in Singapore, including with the Agency for Science, Technology, and Research (A*STAR), SAESL has made huge strides in areas such as additive manufacturing.

“This allows the repair of different engine components using laser powder, 3D printing, and additive manufacturing technologies that, quite frankly, do not exist amongst many of our competitors,” Pattinson acclaims.

These advancements are currently being applied across different areas of the company, and much of it is enabled by two key factors.

The first is that SAESL is differentiated by having Rolls-Royce, an original equipment manufacturer (OEM), as its partner. The second is being located in Singapore, where there is highly capable talent and a pro-business government that has enabled the establishment of world-class research labs.

“We have a hugely exciting journey ahead, and it is important we continue on that path because this is setting up the next 25 years of SAESL’s success,” he sets out.

RESPONDING TO ADVERSITY

Pattinson knows that running a company brings challenges every day at different scales.

“Clearly, the decisions we took as the world navigated the COVID-19 pandemic were hugely important, particularly because the aviation sector was so heavily impacted as countries across the world closed their borders,” he reflects.

Global air passenger numbers plunged from over 4.5 billion in 2019 to roughly 1.8 billion in 2020, a drop of over 60 percent.

The pandemic caused the most severe disruption in aviation history, resulting in an unprecedented collapse in passenger traffic, trillions in lost revenue, and permanent changes to global flight operations.

Such challenges are not taken lightly by SAESL and, amid current global tensions – particularly in the Middle East – there are further obstacles to overcome.

“SAESL is a JV between Rolls-Royce in the UK and SIAEC in Singapore, so we do a huge amount of trade between those two countries.

“We have millions of parts moving across the world in order to rebuild jet engines and put them back into service. As a result, we have had to take prudent measures to deal with the effects of inflation and escalation in fuel prices over the short term,” he explains.

The company is well-positioned to respond in this way because SAESL is creating a business built on fantastic people, outstanding technology, and strong capabilities, which has enabled it to remain resilient.

“Looking ahead to the next 18 months, despite such challenges, we are continuing to invest USD$190 million in our company and our people because we can see the growth that will come on the back of that investment.”

Moreover, with a firm belief in a long-term vision and resilience baked into the fabric of the company, SAESL is ready to respond to any new challenge.

MILESTONE ACHIEVEMENT

Reflecting on SAESL’s 25-year anniversary this year, Pattinson believes it is important to celebrate what this milestone means in terms of legacy and what the company is ultimately striving for.

“I think the single word that encapsulates this milestone is pride. Everyone here is incredibly proud, and I think this marker is a testament to the teams that came before us, as well as the ones we have here today,” Pattinson says.

It is also testament to the partnership between Rolls-Royce and SIAEC, bringing together two of the most iconic brands globally to create real excellence.

Equally as crucial to the company’s ongoing success is the synergistic partnership between the UK and Singapore.

“When you boil it down to what it means to me personally, and what it means to our team, it is about people and continuity. We are celebrating many long-service awards this year, and many of our team members are also marking their 25-year anniversaries with the company.”

This tells its own story and shows that SAESL’s employees enjoy working at the company, there is a great culture, and its people can see a bright future and want to stay.

“We have staff here who have been with us quite literally from day one, so it’s an extremely proud year for us and a hugely transformative time. However, this is not the end – it is just the beginning,” states Pattinson.

Having delivered 5,000 engines in 25 years, the company is resolute in its promise to deliver the next 1,000 engines in just three.

“This gives you a sense of the scale of the expansion and the growth we see in the company, the market, and across APAC. This is a really proud moment, one where we can all stand tall and hold our heads high.”

A PERSONAL JOURNEY

Pattinson has been on a journey through the aerospace sector for more than 20 years, leading to his current position as CEO of SAESL.

In a career that can be viewed through the lens of two distinct halves, he studied engineering at university, then graduated and joined Rolls-Royce, where he spent the first 10 years in a variety of engineering roles, initially in the defence sector, working on global defence applications and highly technical projects.

“Over time, however, you start to understand what you enjoy most and where your strengths lie.

“After around a decade, I became Engineering Director for some of the production facilities and realised I got a great deal of energy from working with people – that was when I began to transition into business and more commercially focused leadership roles,” he recalls.

For the past 10 to 15 years, Pattinson has been running different groups of factories and companies across Rolls-Royce.

Throughout the last seven years, he has overseen new production lines for Rolls-Royce in the UK, Germany, and in Singapore.

That journey ultimately brought him to SAESL, where he now has the huge honour of leading the company as CEO.

“Looking back, during those 10 years in the technical domain, I was also fortunate to have some quite unique opportunities throughout my career. One example is the Airbus A350, one of the most popular aircraft in the wide-body market, and the Trent XWB, the Rolls-Royce engine that powers it.

“I was fortunate enough to be selected to work on one of the very first Trent XWB engines ever built,” he highlights.

Pattinson also spent around two years living in the US, working at a NASA test base in Mississippi where Rolls-Royce has an outdoor engine test stand.

Based in the Deep South, he worked on a site where NASA tests rocket propulsion systems and Rolls-Royce tests next-generation jet engines.

“It was a fantastic and hugely exciting experience that gave me deep technical familiarity with the engine. When I step back now, I can really see how that experience connects to the role I have today,” he remembers fondly.

“When I recently flew from London Heathrow Airport (LHR) to Singapore Changi Airport (SIN), I saw a huge number of Trent XWB engines in operation. Those were the earliest versions I was involved in building, designing, and testing.”

To now see around 1,500 of those engines flying around the world, with many hundreds of them coming through the facility, really brings Pattinson’s story full circle.

“I have a deep connection with these machines as I have spent a great deal of my career working with them, and I am hugely proud to be leading the largest MRO facility for Rolls-Royce Trent engines globally,” he prides.

INVESTMENT IN PEOPLE

As the company expands and enters an exciting period of growth, Pattinson tells us that the single most crucial factor in maintaining a culture of success is the people at SAESL.

“Everything leads back to investment in our people. We have several key strategic pillars, and every single one of our employees is fully aligned to those beliefs,” he details.

That means not only investing in their development, growth, and skills, but also developing their connectivity and the culture that sits around them.

“We’re building some of the most world-class facilities that will exist in the aerospace sector today, but all of that is irrelevant if we do not invest in our people. That is the most important part of our transformation journey – upskilling, reskilling, and training them.”

At the Singapore Airshow in February this year, SAESL announced a memorandum of understanding (MoU) with the EDB to establish a dedicated SAESL training academy.

This is a multi-million-dollar, multi-year investment programme to create a pioneering training academy that will allow the company to train hundreds of thousands of employees every year as it continues to grow.

SMART MANUFACTURING

One of the things that is unique in Singapore and really showcases the combination of a pro-business environment and outstanding technology is the Smart Manufacturing Joint Lab, which was launched in 2017.

“We started this initiative as a strategic partnership between A*STAR, Rolls-Royce, and SAESL,” Pattinson states.

The programme focuses on developing next-generation aerospace manufacturing and MRO capabilities enabled by advanced processes, automation, and digital technologies.

“We have been running this enterprise-wide, multi-million-dollar partnership for several years. It allows us to set some difficult challenges around how we drive productivity in our factories, then use some of the best minds in Singapore and around the world to help us solve them,” he outlines.

Now, through Singapore’s research institutes, SAESL can bring those people together in one place.

At the Advanced Remanufacturing and Technology Centre (ARTC) in the western part of Singapore, the company has a dedicated lab and teams working on technologies that will further drive business performance.

“Now we are seven years in, it’s really exciting to see those technologies being deployed across different parts of the company.

“I can walk around our factories and see a wide range of examples, from automated vision systems that use AI to measure, record, and analyse parts, to automated machines that support different areas of engine repair and assembly,” Pattinson shares.

Parallel to this, SAESL also launched Phase 2 of the Smart Manufacturing Joint Lab last year, representing the next five-year tranche of this technology journey, further cementing this exciting investment in technology and people.

“We launched Phase 2 with Dr Tan See Leng, Minister for Manpower, which shows the level of support we have across the country for aerospace and particularly SAESL,” he insights.

AN ENVIRONMENT TO THRIVE IN

As a testament to those who have been with the business for 25 years, SAESL aims to foster and continue its carefully curated culture in an ever-changing world and constantly shifting business environment.

Therefore, corporate social responsibility (CSR) is taken incredibly seriously.

“We invest heavily every year across a range of areas, including our diversity and inclusion programmes, and our sustainability agenda is very high on the board’s accountability framework,” Pattinson details.

This is complemented by SAESL’s dedication to safety and quality with zero tolerance for defects or harm.

“You have to create pillars that are anchored in stability. Companies must grow, but they must also be resilient; that is one of the key lessons from the recent macroeconomic environment – resilience is king,” he furthers.

Having come through the COVID-19 pandemic, whilst the company still needs to grow and maximise outcomes, what really matters is building a growing, resilient, and competitive business that ultimately delivers value to customers.

PAVING THE WAY

A key element of the company’s ongoing and proactive investment in its people is the crucial process of laying the path for future team members – setting up the next generation of people to come through and join the SAESL family.

“What we are creating is a talent pipeline and an ecosystem. As well as establishing a training academy, which will be a place that inspires technology, innovation, and collaboration, we also announced several collaborations at the Singapore Airshow,” Pattinson elaborates.

One of those was an MoU with Singapore Polytechnic. SAESL also connects with several other polytechnics, building a talent network that gives students a pathway from their studies into the workforce.

“We are specifically curating courses and electives during their studies so that they can progress through their education then graduate into a range of different roles within our business.”

SAESL knows it is vital to provide a coherent vision for people whilst they are learning and studying to show where their training can lead them.

“When people see investment in individuals, that is when they really connect with an organisation. It is about connecting people’s heads and their hearts,” Pattinson continues.

FUTURE VISIONS

Pattinson is keen to express how important the next 18 months are for the company.

“We are at a real turning point in our history in a very positive sense. Over the next year and a half, we will bring two brand-new facilities online and welcome up to 500 additional employees into our teams,” he asserts.

“This is where we really cement the transformation and make it real. When everyone comes to work each day, they will be able to walk past what the future is going to look like.”

To this end, every day, SAESL is investing in its people and the future of the company.

In terms of future expansion into new geographies, the business remains tied to its partners – as such, Rolls-Royce continues to expand into new customers and new regions around the world.

“Publicly, China and India are clearly very large growing markets. From a SAESL perspective, we are part of that ecosystem and will continue to work closely with Rolls-Royce and SIAEC on those ventures,” he comments.

Elsewhere, throughout the rest of the year, anniversary celebrations will continue.

Having already held a large celebration with all its partners to mark the 5,000th engine coming off the production line, the company is also planning a formal reception around its board meeting in September.

“Here, we will invite many of the company’s previous leaders, along with our industry partners and dignitaries, to celebrate this hugely proud moment.

“It will be an opportunity to not only reflect on what we have achieved, but importantly, also look at where we are going and what we all have to look forward to in the years ahead,” Pattinson concludes with pride.

SAESL PARTNERS

The post SAESL : Powering Flight, Connecting People appeared first on Manufacturing Outlook.

With a vision of becoming the market leader in intelligent automotive displays and solutions, BOE Varitronix has positioned itself as the ideal premium partner of choice. We hear more from Chief Strategy Officer, James Park.

DELIGHTING THE JOURNEY

Today, a car is no longer just a means of transport.

Thanks to over-the-air update capabilities, it is rapidly evolving into a mobile intelligent space that integrates mobility, entertainment, and even relaxation.

As such, the automotive industry is currently undergoing two major transformations.

First, electrification has fundamentally disrupted the traditional internal combustion engine paradigm.

With the rise of the ‘three-electric’ system – battery, motor, and electronic control – electric vehicles (EVs) now provide a robust power architecture and hardware foundation that fully enable vehicle intelligence.

Building on that, the competitive battleground has shifted to the smart cockpit arena.

“We’re seeing multi-display setups, onboard large language models, and multimodal interaction technologies being rolled out at scale, which will fundamentally reshape how drivers and passengers interact with the vehicle,” opens James Park, Chief Strategy Officer of BOE Varitronix.

Similarly, digital cockpit services have become a key differentiator for original equipment manufacturers (OEMs) and a sustainable revenue driver over the vehicle lifecycle.

In terms of in-cabin display form factors, the industry has moved far beyond the old single small-size centre stack paired with mechanical gauges. The trend is clearly moving towards larger screens and seamless integration.

Full-width pillar-to-pillar and rear-seat passenger displays, full-digital instrument clusters, co-driver entertainment screens, and augmented reality head-up displays (AR-HUDs) are increasingly becoming mainstream specifications and the number of displays per vehicle has grown significantly.

At the same time, innovative solutions like integrated borderless curved screens, flexible free-form and transparent window-type displays will increasingly be adopted.

“Essentially, every surface inside the cabin has the potential to become an interactive interface – delivering both driving safety and an enriched entertainment experience for all occupants,” he sets out.

Within this burgeoning realm, BOE Varitronix – a subsidiary of BOE Technology Group – serves as the exclusive global platform responsible for developing, manufacturing, and distributing automotive display and system solutions, with a strategic focus on both the automotive and industrial sectors.

ESTABLISHING GLOBAL REACH

Varitronix Limited was established in 1978 and listed on the main board of the Hong Kong Stock Exchange (HKEX) in 1991, where the business was originally focused on automotive and industrial displays.

In 2016, BOE Technology Group acquired Varitronix, and the company was renamed BOE Varitronix.

“As BOE Technology Group’s global automotive business platform, we have been deeply engaged in the smart mobility sector for years. We have a broad global footprint and a well-diversified automotive business portfolio, building strong, long-term relationships with more than 100 automakers and Tier 1 suppliers worldwide,” Park explains.

Headquartered in Hong Kong with operations across China, South Korea, Europe, and the US, the company now employs over 7,800 people.

“Currently, we operate manufacturing facilities in Heyuan and Chengdu in China, as well as Vietnam, which support our global supply chain and customer commitments.

“Our primary focus is on smart cockpit solutions, and our client base includes global luxury car brands and Tier 1 automotive suppliers,” he adds.

According to the latest data released by global technology research and advisory group, Omdia, BOE Varitronix has secured the number-one position globally in automotive display shipments – both in unit volume and by total area – for three consecutive years as of 2025.

Within the mid-to-large-size category (eight inches and above), the company has also maintained global leadership in both shipment volume and area for the same period.

“In the centre stack display segment, we have ranked first in global unit shipments for two consecutive years. Furthermore, our smart cockpit solutions have now been comprehensively adopted by all major automotive brands worldwide,” Park prides.

PRODUCT, DELIVERY, AND QUALITY

BOE Varitronix approaches customer satisfaction from three key dimensions – product, delivery, and quality.

The product is the starting point of customer value, and the company has established a comprehensive portfolio covering the full spectrum of automotive display technologies, size specifications, and cockpit application scenarios.

“From small-format clusters to large-format pillar-to-pillar displays and AR-HUDs, our product matrix enables rapid response to customised development requirements across traditional internal combustion engine, new energy, and commercial vehicles,” lists Park.

BOE Varitronix provides one-stop solutions from hardware to complete cockpit display systems, anticipating trends like mini LED, organic LED (OLED), and flexible displays to reduce supplier complexity for clients.

“Stable delivery is the critical enabler for honouring commitments. We have established a global manufacturing network with three intelligent production bases across Asia.”

The company’s domestic bases in Chengdu and Heyuan provide proximity service to local OEMs, whilst its Vietnam facility serves overseas customers.

This agile, multi-factory model enables it to handle large-scale mass production whilst flexibly reallocating capacity to hedge against geopolitical and logistics-related supply chain risks, ensuring OEMs’ vehicle production schedules remain unimpeded.

“On the quality front, we are advancing the deep integration of artificial intelligence (AI) and intelligent manufacturing, upgrading from single-point intelligence to closed-loop control across the process flow.

“Our goal is consistent excellence. We uphold this quality standard across customer experience, design, manufacturing, components, and systems,” he notes.

Ultimately, this is all underpinned by deep technological collaboration. BOE Varitronix interacts with over 40 ecosystem partners globally to co-develop products, ensuring its solutions are precise, scalable, and highly reliable.

“This approach has earned us numerous customer accolades, including recognition for being an outstanding supplier, our technology innovation, and best delivery,” Park excites.

H.E.R.O. 3.0 ECOSYSTEM

A major focus for the company is its upcoming H.E.R.O. 3.0 ecosystem, which it will showcase at the Consumer Electronics Show (CES) 2027, under the slogan ‘Beyond Mobility’.

“Since HERO 2.0, we have refined our branding to the punctuated acronym H.E.R.O. – representing health, entertainment, relaxation, and office – to emphasise our identity as a sophisticated technological ecosystem rather than invoking traditional superhero imagery.

“This project is crucial because it envisions seamlessly connecting the vehicle, home, and office into one continuous, enriched life experience,” Park enthuses.

The H.E.R.O. 3.0 architecture introduces eight core innovations to create an ultimate smart space. BOE Varitronix utilises rollable OLED screens that can transform the cabin into a mobile office or entertainment lounge.

“For safety, we incorporated invisible under-display cameras (UDCs) for driver monitoring,” he details.

FUTURE-FACING INNOVATION

Last year, BOE Varitronix officially unveiled its five-dimensional operational guideline, the ‘5V’ framework – volume, vehicle, value, various, and vision.

“Currently, we are systematically advancing a three-step strategic transformation, moving progressively from display components to display systems and ultimately to comprehensive smart cockpit solutions. We plan to significantly expand our R&D and capital investments in AI-driven scenario applications over the coming years,” Park reveals.

“Our key priority for the coming year is to prepare our smart mobility ecosystem for global showcases, aiming to scale the adoption of our energy-efficient and highly integrated displays.

“We will continue deepening our co-development partnerships across both the consumer electronics and automotive sectors to make concepts like H.E.R.O. 3.0 a market reality,” Park tells us.

He is keen to reiterate how the company’s ‘AI-Driven Leadership, Dual-Engine’ strategy drives comprehensive premiumisation and business model reinvention.

The company is positioning AI as the foundational engine powering its entire operation, whilst advancing two parallel growth pillars – the primary track of intelligent automotive solutions, and a dual-engine business growth pattern encompassing both automotive and broader industrial display applications.

By leveraging AI to connect the entire value chain, BOE Varitronix is breaking beyond the confines of pure hardware manufacturing.

“Ultimately, I always look to emphasise our long-term commitment to a tech-driven green development model. Our objective goes beyond simply manufacturing displays – we are focused on systematically building a fully sustainable mobility ecosystem that spans eco-friendly production methods to innovative end-user products,” he concludes.

The post BOE Varitronix : Delighting the Journey appeared first on Manufacturing Outlook.

Thermo Fisher Scientific’s progress over the last two years has reinforced its position as a trusted biologics manufacturing partner by expanding its sovereign capability, strengthening ecosystem partnerships, and supporting the delivery of advanced medicines from Australia to the world. We catch up with Kym Baker, General Manager, Brisbane Biologics.

BIOLOGICS MANUFACTURING OF TOMORROW

Since we last spoke with Thermo Fisher Scientific (Thermo Fisher) in 2024, its evolution continues to be defined by disciplined growth and technical excellence at its site in Brisbane, Queensland (QLD), underpinned by a very clear purpose – to help its customers bring important biologic medicines to their patients.

The site specialises in clinical and commercial manufacturing and single-use biologics technology and sits within Thermo Fisher’s global biologics manufacturing network alongside other major sites in the US and Europe.

“My role is to ensure we keep delivering for our customers whilst also building the capability, culture, and resilience of the site for the long-term,” introduces Kym Baker, General Manager, Brisbane Biologics.

For Baker, this means balancing day-to-day operational performance with strategic priorities such as workforce development, quality, maturity, digital enablement, safety, customer engagement, and continued future growth.

“Over the past two years, our focus here in Brisbane has been on strengthening the site’s role as a trusted advanced manufacturing partner,” she insights.

As such, the company’s activities in the QLD capital have continued to support Thermo Fisher’s wider scale-up and the organic growth of its advanced manufacturing services for recombinant proteins and monoclonal antibodies.

The site also reinforces the systems, talent, and cross-functional collaboration required to operate in a highly regulated biologics environment, alongside seeking multiple regulatory approvals to support its commercial programmes.

With Brisbane located in a highly collaborative biomedical ecosystem, it benefits from its proximity to research institutes, hospitals, universities, and translational partners.

These local institutions give Thermo Fisher a real opportunity to contribute not only as a manufacturer, but as a partner in Australia’s broader life sciences and sovereign capability agenda.

“A major part of our work has been building stronger ecosystem connections,” Baker confirms.

HEALTHIER, CLEANER, SAFER

On a mission to enable its customers to make the world healthier, cleaner, and safer, Thermo Fisher continues to provide scientific technologies across the life sciences, healthcare, applied sciences, diagnostics, environmental, industrial, and research markets in Australia.

Through the Patheon™ pharma services brand, the company offers contract development and manufacturing services across the drug development journey.

Indeed, the Brisbane site is specifically focused on biologics manufacturing, including clinical and commercial manufacturing, single-use technologies, and scale-up services for recombinant proteins and monoclonal antibodies.

“Our client base includes pharmaceutical and biotechnology (biotech) companies, emerging biotech innovators, research organisations, universities, government agencies, and customers working across research and applied science, clinical development, and commercial manufacturing,” Baker specifies.

More than 50 percent of Thermo Fisher’s Brisbane client base is Asia Pacific (APAC)-focused, though global clients are increasingly choosing Australia to leverage the R&D tax incentives and Clinical Trial Notification scheme, alongside Thermo Fisher’s PPD™ clinical research business, which supports trials across the entire development lifecycle.

“Together, these incentives can offer substantial savings for companies looking to take their products into the clinic at cost-competitive rates within Australia, with the added security of a strong regulatory framework,” she emphasises.

The Brisbane biologics site, therefore, forms part of a wider global network, allowing customers to access both Australian expertise and Thermo Fisher’s international scale.

GROWING DEMAND

Having continued to evolve rapidly over the past few years, Australia’s healthcare and life sciences industry has witnessed a growing demand for advanced therapies, biologics, personalised precision medicines, diagnostics, digital health, and more resilient supply chains post the COVID-19 pandemic.

At the same time, the healthcare system faces ongoing challenges when it comes to workforce shortages, rising demand, cost pressures, digital disruption, and the need to modernise infrastructure and care models.

From a biopharmaceutical manufacturing perspective, the opportunity is clear – Australia has world-class research, strong clinical capability supporting 10 percent of global Phase 1 clinical trials, a trusted regulatory environment, and a growing appetite to translate discovery into commercial and clinical outcomes.

“The challenge now is ensuring that promising scientific discoveries do not stall because of gaps in scale-ups, manufacturing capabilities, capital, or workforce capacity,” Baker urges.

Australia’s sovereign capability has also become more prominent in recent years, with ongoing global disruptions reinforcing the importance of being able to manufacture critical medicines, vaccines, diagnostics, and other health technologies closer to home.

Indeed, the National Reconstruction Fund Corporation has highlighted how sovereign control over vaccine platforms, diagnostic reagents, and medical device manufacturing helps Australia be better prepared for health crises and less dependent on fragile global supply chains.

“For QLD specifically, the opportunity is significant,” she reflects.

Equipped with a highly integrated biomedical sector, the state brings together clinical care, research, manufacturing, and global industry partners with health precincts, connecting hospitals, universities, research institutes, and industry.

“That is exactly the kind of environment where advanced manufacturing can thrive,” Baker adds.

CULTURE AND COLLABORATION

Guided by Thermo Fisher’s ethos that culture and collaboration can provide the ideal infrastructure for advanced manufacturing success, Baker believes they are the ‘secret sauce’ to how the company has operated and conducted business successfully so far.

“Advanced manufacturing is often discussed in terms of equipment, facilities, automation, and technology. Whilst these are critical, they are not enough on their own. The real infrastructure is culture – how people communicate, solve problems, make decisions, escalate risks, learn from mistakes, and work across functions,” she highlights.

Being situated on a hospital campus only adds to this culture, with the company’s staff reminded every day of why they come to work – to make a difference and manufacture lifesaving medicines for its clients’ patients.

“In biologics manufacturing, success depends on quality, consistency, discipline, and trust. A strong culture ensures that every person understands the importance of the work – from the production floor to quality assurance, engineering, supply chain, technical operations, and customer-facing teams.”

This kind of collaboration also reduces friction, as Baker believes that when they are relationship-driven, teams can move faster without compromising on quality.

“They can identify risks earlier, respond to customer needs more effectively, and maintain the level of transparency required in a highly regulated environment,” she points out.

At Thermo Fisher’s Brisbane site, culture is not separate from performance, but the enabler of it – helping the company operate safely, meet customer expectations, support compliance, and continue improving.

CONNECTED TO THE CAUSE

With a leadership structure built around cross-functional accountability, at Thermo Fisher’s biologics manufacturing site, no single function can succeed in isolation.

“Manufacturing, quality, engineering, supply chain, technical operations, environment, health, and safety (EHS), finance, human resources (HR), and customer-facing and commercial teams all need to be aligned,” Baker details.

As General Manager, her role is to create clarity around priorities, remove barriers, and ensure teams are connected to both the site strategy and Thermo Fisher’s broader mission.

“We rely on leaders who are technically strong, commercially aware, client and quality-focused, and people-centred,” she states.

A relationship-driven culture has been essential to the company’s lasting success because it encourages open communication and trust, and has been critical in helping Thermo Fisher to develop future leaders.

“In a complex manufacturing environment, issues need to be raised early and solved collaboratively. That requires psychological safety, mutual respect, and a shared commitment to doing the right thing for both our customers and patients.

“When people feel connected to the purpose of the work and supported by their teams, they are more willing to learn, contribute ideas, and step into greater responsibility,” Baker continues.

She goes on to highlight Thermo Fisher’s ongoing efforts in workforce development, STEM engagement, internships, work-integrated learning, and university collaborations.

“These initiatives are critical to building the skills Australia needs for advanced manufacturing and biopharmaceutical innovation,” Baker prides.

STRONG REPUTATION

Historically, Thermo Fisher’s Brisbane site has made a continuous and widely acknowledged contribution to biologics manufacturing in Australia.

“The site has a strong reputation, including its recognition as the International Society for Pharmaceutical Engineering’s 2014 Facility of the Year award for Process Innovation early in its lifecycle,” she smiles.

More recent accolades include the facility being awarded Best Biologics contract manufacturing organisations (CMO) in Australasia by IMAPAC in 2023 during the Asia Pacific Biologics CMO Excellence Awards.

In this way, the company remains focused on clinical and commercial biologics manufacturing using single-use technology.

Another important theme to highlight, Thermo Fisher’s location alongside the Translational Research Institute (TRI) on the campus of the Princess Alexandra Hospital – QLD’s second-largest hospital – places the company within one of Australia’s leading health and medical research environments.

Funded by the QLD government and TRI, the adjacent ENTRI facility adds flexible current good manufacturing practice (cGMP) capability and will further strengthen the ecosystem’s translational manufacturing output, helping to accelerate the translation of new therapies into clinical trials.

“That proximity reflects the strength of the local biomedical precinct and the importance of connecting research, clinical translation, and manufacturing from research through to translation and commercial manufacturing,” Baker emphasises.

The APAC region continues to be strategically important to Thermo Fisher’s overall scientific growth trajectory due to its scientific growth, expanding healthcare needs, strong clinical research activity, and increasing demand for high-quality biopharmaceutical development and manufacturing services.

“For customers, the priorities are consistent – quality, reliability, speed, regulatory confidence, technical expertise, supply chain resilience, and transparent communication,” she distinguishes.

Indeed, emerging biotechs need partners who can help them scale, whilst larger pharmaceutical companies require dependable networks that can support complex global programmes and research organisations that need access to technologies and services that help move science forwards.

FUTURE PRIORITIES

Due to its combination of local capability and global scale, Thermo Fisher possesses a distinct advantage.

“The Brisbane site provides highly specialised biologics manufacturing capability in Australia, whilst our broader network gives customers access to international expertise, technologies, and pathways across development, manufacturing, clinical research, and commercialisation,” Baker insights.

Having grown significantly over the last two years, the company has increased capacity supply by 40 percent to meet continued client demand ahead.

“Our focus is to remain close to customers, understand their programmes deeply, and partner with them to provide solutions that support both immediate milestones and long-term product strategies,” she confirms.

Looking ahead, Thermo Fisher’s future priorities are centred on quality, customer success, operational excellence, talent development, and sustainable organic growth to meet the growing need for sovereign biomanufacturing.

For the Brisbane site, this means continuing to strengthen its position as a trusted biologics manufacturing partner of choice in the APAC region.

“We want to ensure the site remains ready to support complex customer programmes, from clinical development through to commercial manufacturing, whilst maintaining the highest standards of safety, quality, and compliance,” Baker asserts.

Thermo Fisher is also focused on building capability, which includes investing in its people, leadership, technical depth, digital tools, process improvement, and forging stronger connections with the wider Australian biomedical ecosystem.

More broadly, it will continue to support customers across the life sciences and healthcare value chain.

“Our goal is to help customers move faster and more confidently, whether they are conducting research, developing future medicines or diagnostics, running clinical trials, scaling biologics, or bringing medicines to patients,” she passionately concludes.

THERMO FISHER SCIENTIFIC PARTNER

The post Thermo Fisher Scientific : Biologics Manufacturing of Tomorrow appeared first on Manufacturing Outlook.

As the UK’s defence manufacturing sector continues to undergo a period of major industrial expansion, we catch up with Rebecca Richards, Managing Director of Rheinmetall UK, who outlines the company’s role as a central delivery partner in the country’s defence strategy and its emphasis on delivering mobility, sustainment, and the industrial resilience that underpins British defence.

READINESS THROUGH SOVEREIGN CAPABILITY

In today’s modern defence landscape, the ability to deter conflict, protect national interests, and support allies no longer rests solely on the strength of military platforms.

It depends on something much broader – the resilience of a nation’s industrial base, skills of its people, and its ability to generate and sustain combat power at pace.

In an increasingly contested world, sovereign defence capacity has become a strategic imperative. Few people understand that challenge better than Rebecca Richards, Managing Director of Rheinmetall UK.

In her role, Richards leads an organisation at the forefront of the UK’s defence transformation.

The company is investing in advanced manufacturing, autonomous systems, weapons production, logistics support, digital integration, and future battlefield technologies whilst helping to modernise the British Army and strengthen the nation’s defence industrial base.

Across its sites in Bristol, Telford, Gateshead, Southampton, Bovington, and the Isle of Wight, more than 1,300 Rheinmetall UK employees are designing, integrating, manufacturing, and supporting systems and technologies spanning combat vehicles, logistics platforms, weapons systems, electronics, digital integration, training, and in-service support.

Together, they are helping build the industrial resilience and operational readiness required to meet the challenges of the future.

For Richards, however, the mission extends beyond programmes, platforms, and production lines.

“The defence industry has entered a new era. Recent conflicts have reinforced the importance of readiness, resilience, and the ability to sustain military effectiveness over time.

“Military capacity and industrial capability are inseparable. If we are serious about protecting our future, we must be equally serious about investing in the people, skills, and infrastructure that make that possible,” she emphasises.

This philosophy has shaped Richards’ leadership approach throughout a career spent steering organisations through growth, change, and transformation.

Today, it is helping to define Rheinmetall UK’s role as a trusted partner to the UK Ministry of Defence and a key contributor to national prosperity, domestic capability, and future force readiness.

BUILDING SOVEREIGN INDUSTRIAL RESILIENCE

The changing character of warfare has fundamentally altered how governments and industry think about defence.

Where success was once measured largely by platform delivery, today’s operational environment demands something more comprehensive – integrated defence systems, resilient supply chains, domestic manufacturing capacity, technological innovation, and the ability to adapt rapidly to evolving threats.

For Richards, this shift represents both a challenge and an opportunity.

“Defence capability is no longer just about what you build; it’s about your ability to design, manufacture, integrate, support, and continuously evolve equipment and systems throughout their lifecycle.

“That requires long-term investment, collaboration, and a clear commitment to UK industrial resilience,” she outlines.

At Rheinmetall UK, this commitment is visible across every part of the business and, as a result, the organisation has become a major contributor to the nation’s defence industrial ecosystem.

Combining advanced engineering, manufacturing, logistics vehicles, digital technologies, weapons systems, training, and in-service support, it is delivering a single enterprise capable of supporting the British Army’s current and future requirements.

DELIVERING FOR TODAY’S ARMY

At the heart of Rheinmetall UK’s portfolio are the programmes helping define the next generation of the British Army’s future fighting power.

For Richards, these programmes are about much more than delivering world-class platforms. They represent long-term investment in domestic capacity, industrial resilience, and the highly skilled people who will sustain the UK’s defence capability for decades to come.

“Every programme we deliver strengthens military readiness. It strengthens our industrial base, develops sovereign skills, and demonstrates the value of long-term investment in UK defence.”

One of the most significant examples is Challenger 3, the future of the British Army’s Main Battle Tank capability.

Combining enhanced survivability, increased lethality, a fully digital architecture, and Rheinmetall’s 120-millimetre L55A1 smoothbore cannon, Challenger 3 is being developed to meet the demands of modern warfare whilst ensuring interoperability with NATO allies.

Earlier this year, the programme achieved a landmark milestone with the successful completion of its first crewed live-firing trials – the first time Challenger 3 had fired on UK soil and the first occasion a newly developed British Main Battle Tank had fired in Britain for more than 30 years.

Building on that achievement, the programme has continued to progress through Battlefield Mission (BFM) serials.

Conducted in representative operating conditions, these activities are generating critical engineering data, validating procedures and trial methodologies, with data and observations feeding directly back into the engineering baseline to support continuous improvement and further mature the platform ahead of formal trial phases. For Richards, Challenger 3 is about much more than developing a world-class platform.

“Challenger 3 demonstrates what home-grown capability looks like in practice. Every stage of the programme strengthens our understanding, builds confidence in the platform, and sustains highly skilled engineering, manufacturing, and integration expertise here in the UK.

“It is a powerful example of what can be achieved when industry, government, and the British Army work together with a shared commitment to delivering operational effect.”

Alongside Challenger 3, Team BOXER UK recently celebrated another major milestone with the delivery of the 100th BOXER Mechanised Infantry Vehicle for the British Army.

Delivered through the collaborative efforts of Rheinmetall UK, KNDS UK, the Ministry of Defence, the British Army, and a nationwide UK supply chain, the achievement reflects the strength of British manufacturing and the power of partnership in delivering platforms at scale.

Built by British teams, in British facilities, for the British Army, BOXER continues to strengthen sovereign capacity whilst supporting highly skilled jobs, apprenticeships, future talent, and a more resilient UK defence industrial base.

For Richards, BOXER represents far more than a vehicle programme.

“It demonstrates what can be achieved when government, industry, and the Armed Forces work together with a shared commitment to delivering for our future force. It is strengthening British capability, supporting our supply chain, and creating lasting prosperity through investment in people, skills, and advanced manufacturing.”

Together, Challenger 3 and BOXER demonstrate Rheinmetall UK’s commitment to delivering platforms today whilst creating the industrial resilience required for tomorrow.

For Richards, Rheinmetall UK’s role does not end when a platform enters service. Through in-service support, digital integration, additive manufacturing, upgrades, and sustainment, the company remains a long-term partner to the British Army.

PREPARING FOR THE FUTURE BATTLEFIELD

Whilst delivering today’s capability remains essential, Rheinmetall UK is equally focused on the technologies that will shape tomorrow’s battlefield.

A key example is the establishment of the Advanced Land Autonomy Centre of Excellence (ALACOE) in the UK.

Part of Rheinmetall’s wider global autonomy network, the centre brings world-leading autonomous systems expertise directly to the UK whilst strengthening cooperation between NATO partners and creating opportunities to localise advanced technologies.

At the heart of ALACOE is Rheinmetall’s PATH autonomy technology, developed by Rheinmetall Canada.

Demonstrated on more than 40 wheeled and tracked platforms, PATH enables autonomous navigation, leader-follower convoy operations, and dynamic obstacle avoidance in complex, GPS-degraded, and contested environments.

“The future battlefield will increasingly rely on autonomy, artificial intelligence, and digital integration. Through ALACOE, we are helping to ensure the UK remains at the forefront of those developments whilst creating high-value engineering and technology opportunities here at home,” Richards asserts.

The initiative also reinforces Rheinmetall UK’s commitment to strengthening defence capacity whilst supporting future economic growth.

SUPPORTING READINESS AT SCALE

Operational effectiveness depends on more than front-line combat systems – it requires mobility, sustainment, and operational resilience.

Through its HX family of tactical and logistics vehicles, Rheinmetall UK delivers the combat power required to survive in demanding environments.

Beyond manufacturing, Rheinmetall UK provides training, digital integration, additive manufacturing, and in-service support functions that ensure critical equipment remains available, effective, and mission-ready throughout its operational life. For Richards, this whole-life approach is fundamental to delivering operational readiness.

Just recently, British Army personnel successfully completed the first UK autonomous HX convoy using Rheinmetall’s PATH autonomous kit (A-Kit) technology as part of project MAIA.

Working alongside personnel from 8 Squadron, 27 Regiment Royal Logistic Corps, and Rheinmetall specialists from the UK, Canada, and Austria, the company activity explored how autonomous systems can enhance future logistics operations through the project.

The kit is now progressing to Project Convergence Capstone 6 in California, where experimentation will continue alongside international partners.

“Project MAIA demonstrates the pace of innovation taking place across defence. It highlights the value of collaboration between industry and the Armed Forces as we explore technologies that can improve readiness, resilience, and operational effectiveness.”

INVESTING IN SOVEREIGN CAPABILITY

Perhaps no project better reflects Rheinmetall UK’s long-term commitment to defence capability than the UK Gun Hall in Telford.

Now in production and preparing for its official opening, the facility marks one of the most significant milestones in UK defence manufacturing for a generation.

The UK Gun Hall restores large-calibre weapon barrel manufacturing back to Britain, strengthening national resilience, supporting future programmes, and reinforcing the UK’s ability to deliver critical defence equipment on home soil.

For Richards, the significance extends well beyond the facility itself.

“The UK Gun Hall is a landmark investment in sovereign capability. It solidifies our long-term commitment to the UK, strengthens industrial resilience, preserves highly specialised skills, and creates opportunities for future generations of engineers and manufacturers.”

Alongside continued investment in manufacturing infrastructure, workforce development, and supply chain growth, the UK Gun Hall represents another important step in Rheinmetall UK’s ambition to strengthen the country’s defence industrial base whilst supporting future export opportunities and long-term prosperity.

INNOVATING FOR TOMORROW

Alongside established programmes, Rheinmetall UK continues to develop future mobility and battlefield solutions.

Amongst these is Shadow Wolf, the company’s solution for the British Army’s future Land Mobility Programme.

Building on the proven pedigree of Caracal – Rheinmetall UK’s highly agile 4×4 assault vehicle already selected by multiple NATO nations – Shadow Wolf has been designed to provide a highly mobile, adaptable, and mission-configurable platform capable of supporting a broad range of operational requirements.

The vehicle demonstrates the company’s ability to combine proven technology, innovation, and UK industrial participation to deliver future-ready solutions for the Armed Forces.

“Programmes such as Shadow Wolf highlight how we are helping shape the Army’s future force whilst supporting British industry and strengthening domestic supply chains,” Richards points out.

ONE TEAM. ONE MISSION

Looking ahead, Rheinmetall UK’s priorities are centred around continuing to deliver Challenger 3 and Boxer vehicles and advancing future technologies through ALACOE and project MAIA.

It will also continue to invest in UK industrial manufacturing capacity through its UK Gun Hall, developing future solutions such as Shadow Wolf as well as expanding whole-life in-service support and sustainment expertise that ensure equipment remains available, adaptable, and ready throughout its operational life.

Yet, for Richards, success ultimately comes down to three interconnected outcomes – operational advantage, skills, and prosperity.

“We are delivering capability for the Armed Forces, developing the skills needed for future generations, and creating prosperity through long-term investment in the UK’s industrial base – priorities that guide every decision we make,” she confidently concludes.

As defence enters a new era defined by readiness, resilience, and technological innovation, Richards is helping to ensure Rheinmetall UK remains at the forefront of that transformation – delivering today’s operational capability whilst building the sovereign foundations for tomorrow.

RHEINMETALL UK PARTNER

The post Rheinmetall UK : Readiness Through Sovereign Capability appeared first on Manufacturing Outlook.

At the forefront of the European metal recycling sector, Derichebourg offers a comprehensive range of integrated waste management and recovery solutions. Abderaman El Aoufir, CEO, highlights how the company maximises material recovery, reduces dependence on virgin raw materials, and boosts the continent’s circular economy.

ENABLING EUROPE’S CIRCULAR ECONOMY

The environmental services industry in Europe has undergone a profound transformation over the last four decades, something Abderaman El Aoufir, CEO of Derichebourg – a leader in the metal recycling sector – has a deep understanding of.

“When I began my career, recycling and waste management activities were still viewed largely as local industrial services focused mainly on collection and disposal. Today, our industry has become a strategic pillar of the European industrial and environmental agenda,” he opens.

Indeed, over the span of El Aoufir’s 40+ year career, there has been a growing recognition that waste is not something to eliminate but a valuable source of secondary raw materials – a shift in mindset that has significantly altered the sector.

Recycled metals, plastics, paper, electronic waste, and batteries are now considered critical resources that contribute directly to reducing dependence on virgin raw materials and lowering industrial carbon emissions.

European regulation has simultaneously evolved considerably with the creation of one of the most advanced environmental regulatory frameworks in the world. This has driven higher standards in recycling, traceability, depollution, emissions control, and resource recovery, ultimately accelerating innovation and professionalisation across the sector.

“Technological progress has also been remarkable; modern recycling facilities today bear little resemblance to those of 40 years ago.

“Automation, optical sorting, artificial intelligence (AI), advanced shredding technologies, battery treatment processes, and sophisticated material recovery systems have dramatically improved both efficiency and material quality,” he excites.

The industry has witnessed numerous other notable evolutions, such as the increasing strategic importance of recycling for heavy industry and manufacturing, the landscape’s transition from a fragmented and largely local industry to more international and consolidated supply chains, and a growing awareness of sustainable performance and adherence to environmental, social, and governance (ESG) criteria.

“Overall, I would say the industry has evolved from a relatively traditional waste management business into a highly strategic industrial ecosystem that sits at the intersection of environmental protection, industrial competitiveness, and the energy transition.

“It is a transformation that has been both challenging and extremely rewarding to witness throughout my career,” El Aoufir reflects.

CIRCULAR ECONOMY PIONEER

Derichebourg has grown over the last seven decades to be a major player in environmental services and circular economy solutions, with a strong presence across Europe and North America.

The company is organised around two main divisions: Environmental Services and Public Sector Services.

The former focuses primarily on collecting, recycling, recovering, and trading ferrous and non-ferrous metals, as well as end-of-life products comprising vehicles, waste electrical and electronic equipment (WEEE), and industrial waste streams.

Meanwhile, the Public Sector Services division provides local government services such as household waste collection and urban cleaning.

Collectively, Derichebourg serves a broad and diversified base, including steelmakers, foundries, manufacturers, and local authorities.

Indeed, the company’s roots date back to 1956 when it began developing activities linked to metal recovery and recycling in France.

“From the very beginning, the company understood the value of recovering industrial materials and reintegrating them into the production cycle, long before the circular economy and decarbonisation became widely recognised,” El Aoufir elaborates.

Over the decades, Derichebourg progressively expanded both geographically and operationally, investing heavily in industrial infrastructure, shredding capacity, logistics, and advanced recycling technologies.

The company soon became one of the leading recycling operators in Europe and amongst the early pioneers in recognising that raw materials would play a critical role in the future of manufacturing and steel production.

“Our mission is to transform waste into resources and support a more circular industrial model where materials remain in the economy for as long as possible.

“We believe this is essential not only for increasing Europe’s recycling performance, but also reducing dependence on virgin raw materials and supporting long-term industrial decarbonisation,” he surmises.

MEETING EUROPE’S RECYCLING NEEDS

Derichebourg is deeply committed to its role of recovering valuable raw materials from industrial, commercial, and end-of-life products and reintroducing them into the manufacturing cycle under the highest quality conditions.

In the current context of the energy transition and geopolitical uncertainty, the company plays an active role in supporting the continent’s transition towards a more circular and resource-efficient economy.

Indeed, Derichebourg contributes to the resilience and sovereignty of European industry by helping secure local sources of secondary raw materials and providing integrated waste management and recycling solutions designed to maximise material recovery and reduce dependence on virgin raw materials.

One of the company’s key strengths in this regard is its ability to manage the entire value chain, from collection and sorting to processing, recovering, and reintegrating recycled materials into industrial production cycles.

“This integrated approach allows us to improve traceability, optimise recovery rates, and deliver high-quality secondary raw materials that can be reused by steelmakers, foundries, refiners, and manufacturing industries across Europe,” details El Aoufir.

Metal recycling in particular has become strategically important for the continent’s industrial and environmental ambitions. Recycling ferrous and non-ferrous metals significantly reduces energy consumption and carbon dioxide emissions compared to primary extraction and refining.

“By supplying high-quality recycled metals to industrial customers, we directly contribute to the decarbonisation of sectors such as steel, aluminium, automotive, and manufacturing,” he highlights.

LOCAL ANCHORING, INTERNATIONAL REACH

Both local and international suppliers play a critical role in the success of Derichebourg.

At a local level, the company’s operations rely heavily on strong relationships with regional suppliers, industrial partners, transport companies, maintenance providers, and equipment specialists.

“Recycling is fundamentally a proximity business: the ability to collect, process, and valorise materials efficiently depends on a dense local ecosystem and trusted long-term partnerships.

“Local suppliers also help us remain agile, responsive to customer needs, and compliant with national environmental and regulatory requirements,” El Aoufir notes.

At the same time, international suppliers are increasingly important as the recycling industry becomes more globalised and technologically advanced.

“Scrap flows, refined recycled materials, and end customers often operate across borders. Having a strong international supply chain enables us to secure outlets for recycled materials, diversify sourcing opportunities, and better support major industrial customers – particularly steelmakers and metallurgical groups transitioning towards more sustainable production models such as electric arc furnace (EAF) steelmaking,” illustrates El Aoufir.

Ultimately, Derichebourg’s balance between strong local anchoring and international reach is one of the key strengths of its business model, allowing the company to combine operational proximity with industrial scale and global market access.

PAN-EUROPEAN NETWORK

With a broad European footprint, Derichebourg strongly believes that an efficient supply chain cannot be managed exclusively from a central office.

“The strength of our organisation comes from combining a common industrial strategy with strong regional leadership teams that understand their local markets in depth,” El Aoufir tells us.

Indeed, the company’s regional supply chain heads play a key role in ensuring operational efficiency whilst adapting to the specific realities of each country and region.

This includes understanding local business practices, regulatory environments, transport infrastructures, customer expectations, and language and cultural nuances.

“In industries such as recycling and environmental services, relationships and trust remain extremely important, and having local teams who speak the language and understand the culture creates a significant operational advantage,” he affirms.

“These regional teams also allow us to react more quickly to market fluctuations, logistical disruptions, or changes in material flows.”

At the same time, Derichebourg’s pan-European structure allows it to coordinate strategically across borders.

Indeed, best practices, market intelligence, industrial standards, and operational expertise are shared throughout the group, whilst procurement and logistics synergies are leveraged whenever relevant.

“This balance between local autonomy and European coordination helps us build a resilient, agile, and highly responsive supply chain,” adds El Aoufir.

In practical terms, this means Derichebourg can remain locally embedded whilst benefitting from the scale, expertise, and international reach of a major European recycling and environmental services organisation.

THE HEART OF THE LOCAL ECONOMY

Derichebourg upholds a deep commitment to local communities across its operations.

“Recycling and environmental services are activities that operate at the heart of local economies, creating industrial employment, supporting circular economy initiatives, and contributing directly to environmental protection and resource preservation,” El Aoufir insights.

With this in mind, the company’s sites are long-standing industrial actors within their respective regions, demonstrated through strong and constructive relationships with stakeholders, including municipalities, residents, schools, associations, industrial partners, and public authorities.

Internally, social responsibility is also embedded in Derichebourg’s operational culture.

“Our industry remains highly people-oriented, and the expertise of our employees is one of the key drivers of our success. We therefore place significant emphasis on health and safety, professional development, internal promotion, and workforce stability,” he reveals.

Case in point, many of the company’s employees build long-term careers in the business, reflecting the importance it places on loyalty, knowledge sharing, and social cohesion.

Derichebourg’s staff base is also built on a social model centred around diversity and inclusion.

“The recycling industry brings together a wide variety of professions, skills, and backgrounds, and we see this diversity as a strength. We actively support vocational integration and seek to provide opportunities across different levels of qualification and experience,” El Aoufir informs us.

In parallel, the company’s environmental mission naturally creates a positive social impact.

“By recovering and transforming waste into secondary raw materials, we help reduce the consumption of virgin natural resources, lower industrial carbon emissions, and support the transition towards a more circular and sustainable economy,” he prides.

DISCIPLINED GROWTH

With continued investment in industrial performance and operational excellence as one of its main priorities, Derichebourg intends to strengthen its position as a leading player in the circular economy.

The company plans to modernise its equipment, improve recovery rates, increase automation where relevant, and further enhance safety and environmental standards across its facilities.

Supporting the decarbonisation of the industry also remains a steadfast focus.

“Steelmakers and manufacturers across Europe are accelerating their transition towards lower-carbon production models, particularly through EAF technologies, which require high-quality recycled raw materials.

“We see this transition as a major long-term opportunity for our sector, and we intend to further strengthen our ability to supply reliable, high-quality ferrous and non-ferrous recycled materials to these industries,” El Aoufir sets out.

Geographical expansion and selective external growth also remain part of Derichebourg’s strategic vision, as it continues to evaluate opportunities that strengthen its industrial footprint, improve access to strategic markets, and complement existing expertise in recycling and environmental services.

“Our objective is not diversification for its own sake, but rather disciplined growth aligned with our core competencies and long-term industrial strategy.”

In parallel, the company is continuing to accelerate its ESG and sustainability roadmap. This includes reducing the environmental footprint of its operations, improving energy efficiency, advancing decarbonisation initiatives, and strengthening transparency and governance practices in line with evolving European regulatory expectations.

“Ultimately, our ambition for the coming years is to combine sustainable growth, industrial leadership, and environmental responsibility, whilst continuing to reinforce our role as a key contributor to Europe’s circular economy and resource independence,” closes El Aoufir.

DERICHEBOURG PARTNER

The post Derichebourg : Enabling Europe’s Circular Economy appeared first on Manufacturing Outlook.

We revisit Chart Industries, which is redefining the future of energy and industries with its cool, cutting-edge cryogenic technologies. As it navigates a landscape of expanding global opportunities, the company has a competitive edge with sustainable solutions for a transforming world.

SETTING THE STANDARD IN COOLING SOLUTIONS

Beginning in the mid-19th century with the liquefaction of gases, cryogenics has evolved as a scientific field throughout the 20th century, leading to modern applications in medicine and industry.  

A key player in this sector is Chart Industries (Chart), a global pioneer in the design, engineering, and manufacturing of process technologies and equipment for handling gases and liquids.  

In fact, with domestic locations across the US and a presence on every inhabited continent, the company has established itself as a prominent force in the industry. 

Meanwhile, since we last spoke to Chart, Baker Hughes, a US-based global energy technology company that provides products and services for the oil and gas industry, is set to acquire it, with an enterprise value estimated at $13.6 billion.  

Chart operates manufacturing and service facilities and offers comprehensive product solutions, including aftermarket services and digital support.  

Recognized as a leading authority, the company excels in advanced process technologies and has a unique product portfolio used in every phase of the liquid gas supply chain, including upfront engineering, service, and repair.  

Consequently, its products are used throughout the gas value chain, from production and liquefaction to storage, transportation, and end use.  

CHARTING A PATH TO GROWTH  

Through the acquisition by Baker Hughes, Chart aims to achieve more organic growth, ultimately building on its previous merger with Flowserve Corporation. 

Indeed, since its founding in 1992, the company’s history has been characterized by rapid growth through strategic acquisitions and niche expansion in the industrial process equipment industry.  

Today, it serves a diverse range of industrial and energy markets. 

However, another recent Chart acquisition is Howden, which has broadened its capabilities and enabled it to offer a wider range of products, including compressors, fans, and rotating equipment.  

This strategic move enhances its competitive advantage and positions the company favorably in the evolving energy landscape. 

Known for its cryogenic tanks, vaporizers, cold boxes, and heat exchangers, Chart’s equipment is vital for the production, storage, and end-use of hydrocarbon and industrial gases.  

The company delivers innovative solutions that enhance operational efficiency and sustainability across various applications, placing itself as a vital element in addressing the complex demands of a dynamic landscape. 

Furthermore, Chart specializes in equipment and solutions related to the storage and distribution of cryogenic gases and fluids, with a strong presence in the energy, industrial, and medical sectors, providing essential infrastructure for the production, transportation, and storage of liquefied gases. 

As a global operator, Chart has manufacturing facilities and service centers that enable it to meet a myriad of clients’ needs worldwide. Additionally, the company is committed to advancing its products and services through ongoing R&D, ensuring it remains at the forefront of the industry. 

REVOLUTIONIZING INDUSTRIES  

Cryogenic and compression equipment plays a pivotal role across a variety of industries, facilitating the efficient handling and storage of gases and liquids at extremely low temperatures, especially those plummeting below -150 degrees Celsius.  

This specialized equipment is particularly crucial in processes involving liquefied gases such as liquefied natural gas (LNG) and hydrogen, as well as in carbon dioxide (CO2) capture and in the management of industrial gases such as oxygen and nitrogen.  

Key components of this technology include cryogenic storage tanks, which are designed to safely contain liquefied gases, prevent evaporation, and maintain structural integrity under extreme cold conditions.  

Heat exchangers are another vital component, engineered to transfer thermal energy between fluids without allowing them to mix, maintaining purity and efficiency.  

Meanwhile, compressors play a significant role by increasing the pressure of gaseous substances, ensuring their seamless transport through pipelines. 

In addition, vaporizers are employed to convert liquefied gases back into a gaseous state, enabling energy generation and various industrial applications. Specialized valves and piping systems are meticulously designed to ensure the safe transfer of these fluids, even under the harshest conditions. 

The applications of cryogenic technology span a wide range of sectors. In the energy sector, it is indispensable for the production and transportation of LNG and hydrogen – both of which are key factors in the transition to cleaner energy sources.  

In the healthcare sector, this technology is vital for preserving biological samples and storing medical gases, contributing to advancements in medical research and patient care.  

Moreover, the aerospace industry heavily relies on cryogenic systems, particularly for rocket propulsion, where efficient fuel storage and transfer are critical, and for cooling superconductors used in advanced technologies. 

Recent advancements in cryogenic and compression equipment focus on enhancing efficiency, safety, and sustainability.  

Innovations include improved insulation techniques, advanced materials that withstand extreme conditions, and automated systems that streamline operations.  

As a result, cryogenic and compression equipment has become a cornerstone of modern industries and in the transition toward more sustainable energy practices. 

NEXUS OF CLEAN™ 

Known for its innovative technology and high-quality products, including tanks, heat exchangers, and liquefaction systems, Chart focuses on sustainability and efficiency, positioning itself as a key player in the push towards cleaner energy solutions. 

Through the company’s Nexus of Clean™, the company is not only building a business but also shaping a cleaner future for industries and communities worldwide.  

With a vision to be a global leader in the design, engineering, and manufacturing of cryogenic process  technologies and equipment for the power, water, food, and industrial sectors, Chart is committed to contributing to many of the United Nations Sustainable Development Goals.  

These goals provide a global blueprint for a more peaceful, prosperous, and sustainable future. 

One notable initiative, ChartWater™, aims to enhance water treatment processes, making them more efficient, safer, and environmentally friendly.  

Additionally, Chart’s cryogenic technology plays a crucial role in the energy transition by facilitating the production, storage, and distribution of LNG and hydrogen. 

The company also promotes decent work and economic growth by providing productive employment opportunities worldwide in an environment that values freedom, equality, security, and dignity.  

Responsible consumption and production are also key focuses; many of Chart’s products and solutions enable industries to do more with less, which is a principle that underpins its internal development programs. 

Furthermore, the company is actively pursuing various initiatives to reduce its environmental footprint in the short term and aims to achieve carbon neutrality by 2050.  

As a sustainable company, Chart is dedicated to making a positive impact on the environment and society. 

LEVERAGING EXPERTISE FOR A SUSTAINABLE FUTURE 

Chart has established a formidable competitive edge, rooted in several pivotal factors that significantly strengthen its market presence.  

At the forefront is the company’s exceptional expertise in cryogenic engineering, a niche that poses considerable technical challenges and is characterized by high barriers to entry.  

This specialized proficiency not only distinguishes Chart from its competitors but also cements its reputation in the industry, showcasing an unparalleled depth of knowledge. 

Importantly, the company benefits from a vast installed base of equipment and systems, which generates a continuous stream of revenue through aftermarket services and repairs.  

This model ensures a reliable income flow, allowing it to maintain financial stability and invest in future innovations. 

As a trailblazer in cryogenics and an essential contributor to the global shift towards cleaner energy solutions, the company has a rich history of innovation and a commitment to advancing technology and is well-positioned to tap into the surging demand for efficient gas handling. 

With Baker Hughes’ support, Chart is set to enhance its capabilities further. This partnership enables the development of cutting-edge solutions tailored to the evolving requirements of diverse markets, ultimately ensuring sustained growth while prioritizing environmental sustainability.  

Through its focus on innovation and market responsiveness, Chart is well-equipped to navigate the complexities of today’s energy landscape and contribute significantly to a greener future. 

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