FROM FARM TO FUTURE DAIRY DOMINANCE

From the Neolithic era to modern times, farming has been the foundation of societies. As agricultural practices evolved, the dairy sector in particular has seen significant strides in efficiency and productivity through automation.  

Today, there is a strong focus on organic and sustainable methods that aim to reduce carbon footprints, enhance animal welfare, and improve resource use.  

Additionally, technological innovations such as precision agriculture are now being implemented to boost productivity and sustainability further. DN AGRAR exemplifies this evolution by combining modern techniques with a commitment to sustainability.

In 2008, current CEO Peter de Boer’s father founded the company with the aspiration to become the largest milk producer in the EU, including the UK. Remarkably, this goal was achieved five years ago.  

“Initially, the company was established with the support of Dutch investors, starting with just a few hectares (ha) and the creation of the APOLD Farm. Over time, additional farms were added with different investors and facilities,” opens de Boer.  

“Moreover, in 2022, the business went public on the AeRO market of the Bucharest Stock Exchange (BVB), achieving a valuation of over €18 million. Since then, the share price has grown approximately 400 percent, resulting in a current market capitalisation of around €115 million,” he adds. 

Since DN AGRAR’s listing, it has achieved fivefold growth in earnings before interest, taxes, depreciation, and amortisation (EBITDA), and it aims to double this by 2030 compared to 2025.  

As one of Romania’s fastest-growing companies, DN AGRAR has one of the largest shareholder bases in the market, both individual and institutional. Next year, it plans to upgrade to the BVB’s main market to attract larger institutional investors and further support the development plans of the company using capital market instruments.  

“At present, we are trading at a price-to-earnings ratio of seven, indicating that our company is undervalued relative to the market average of 15. This situation presents a strong opportunity for new investors,” de Boer outlines.  

Notably, the family maintains majority ownership, holding 66 percent of the shares, whilst the remaining 34 percent is distributed amongst approximately 5,500 investors, including large asset managers and other institutional investors across all of Europe. 

Recently, the company was shortlisted for the Investor Relations (IR) Impact Awards in London and was ranked number one in Europe in the small cap category for its annual report for 2025, becoming the first Eastern European emerging-market company to achieve this distinction amongst global competitors such as Unilever and Heineken.  

Building on this recognition, DN AGRAR was also shortlisted for Best Investor Day at the same gala, further highlighting the company’s commitment to exceptional communication and strong engagement with its investor community.  

UNIFIED AND FUTURE-PROOFED

Currently, DN AGRAR operates over 10,000 ha and has nearly 20,000 animals.  

“A key strength of our business model is full integration, combining milk production, crop cultivation, composting, renewable energy and, increasingly, food processing. Furthermore, our farms are strategically located within an hour of each other, which enhances our logistics efficiency in transporting our own milk,” clarifies de Boer.  

“Last year, we produced 70 million litres (L) of milk. Following my transition to CEO, we have set ambitious goals. Importantly, our 2025-2030 strategy targets net zero milk production, with significant investments aimed at making us one of Europe’s most sustainable food producers.”  

The group consists of 10 companies, including five farms and two compost production facilities, with plans to expand its composting capacity to five facilities by 2030. Animals are raised on-site rather than purchased from the market to ensure quality control.  

In addition, the company uses sexed semen to focus on breeding female cows.  

“Our operations heavily rely on technology; for instance, all cows are fitted with chips that use artificial intelligence (AI) to predict illnesses with five days’ notice and have 80 percent accuracy, allowing for timely pre-treatment.  

“This technology gathers data on each cow’s behaviour, such as walking, eating, and sleeping patterns. We also have farm hospitals staffed 24/7 with veterinary personnel to monitor animal welfare closely,” de Boer insights.  

REVOLUTIONISING DAIRY

To secure feedstock for its dairy operations, especially amidst climate change and market fluctuations, DN AGRAR has partnered with Logiqs, a company that develops greenhouse systems globally, to create Europe’s first large-scale wheatgrass production facility at its CUT Farm, which currently houses 2,200 dairy cows.

This €3 million facility aims to produce 40 tonnes (t) of wheatgrass per day, with constant protein and sugar levels, thereby providing 30 percent of the farm’s feedstock, subsequently increasing a secure food supply.

“As wheatgrass requires 90 percent less water and does not need herbicides or pesticides, this nutritious fresh feed has the potential to replace around 500 ha of conventional crops and the import of rapeseed, and increase milk supply whilst consuming less food,” de Boer explains.

“There have been success stories and challenges with this technology, especially in the US and China; that’s why we built a test facility in the Netherlands. Through trial and error, we have reduced capital expenditure (CAPEX) significantly, from nearly €19 million to approximately €3 million.”

Impressively, wheatgrass can thrive for the first four days without light or fertiliser, maximising food quality. There is also no need for machinery or manual labour; it’s fully automated from seeding to harvesting.

DN AGRAR plans to test the facility at 40 t for one year before scaling up to 200 t, with an additional €20 million investment by 2030.

“We also aim to sell this technology not only to the dairy sector but to the poultry and pork industries all over the world. We expect to produce the first feedstock by early Q4 2026,” he mentions.

“In a nutshell, we are building a fully integrated circular agriculture business by generating value from every stage of the production chain, from raw milk to processed dairy products, organic fertiliser, and involvement in producing biomethane, whilst targeting approximately 15 to 20 percent of Romania’s raw cow milk production by 2030.”

INNOVATING SUSTAINABLY

All DN AGRAR’s farms are committed to sustainability, using solar panels to meet 50 percent of their energy needs, amongst other initiatives.  

“Currently, we produce 14,000 t of organic fertiliser annually; however, we have plans to expand this to 28,000 t with two additional units starting from next year,” de Boer reveals. 

Moreover, the company’s operations employ no-till technology, meaning no ploughing of the land across all its ha, reducing land disturbance and yielding nearly €1 million in crop production savings last year.  

This sustainable method integrates preparation, seeding, and fertilisation, cutting fuel costs and enhancing soil water conservation, both of which are crucial in the face of climate change. “We primarily use our own fertilisers to reduce chemical usage.  

Currently, we’re focused on two main business lines. In the dairy sector, we’ve increased our production to 80 million L this year through organic growth.  

“With new financing from ING, we aim to reach 150 to 200 million L by 2030, addressing Romania’s milk and dairy deficit and relying less on imports,” emphasises de Boer.  

The company is also developing a food cluster to boost local production of fruits and vegetables, as the nation currently imports 80 to 90 percent of these products. 

A market study is underway to identify the best vegetable mix for Bucharest’s metropolitan area, which has nearly seven million residents. DN AGRAR aims to supply 40 to 50 percent of the most-consumed vegetables year-round. 

This initiative will provide shared services such as packaging, storage, and marketing, similar to those in its dairy operations.  

“Besides land acquisition, we’ll explore energy sources like geothermal, solar, and biomethane, boosting greenhouse growth with carbon dioxide (CO₂) from our biomethane plant.” 

DN AGRAR is advancing its strategic growth with plans to finalise its first merger and acquisition (M&A) transaction this summer: the acquisition of a 1 ha hydroponic lettuce greenhouse facility, which has an estimated annual yield of 1.7 to 2 million crops and offers the potential to double capacity within one year.  

The company currently holds established contracts with the country’s largest retailers, presenting strong export potential into Hungary, Serbia, and Bulgaria, alongside the Romanian market. 

Looking ahead, construction for the additional crop facilities – focused on a product mix of four to six core varieties including tomatoes, cucumbers, peppers, and paprika – will commence in 2027, with production slated for 2028.  

Furthermore, DN AGRAR aims to build 10 ha of modern greenhouses annually in strategic partnerships with leading European growers. 

“They are currently imported; therefore, we want to focus on quality. Greenhouse construction starts next year, and this requires an estimated investment between €2 to €3.5 million per ha, depending on the type of crop,” de Boer sets out. 

DN AGRAR has invested over €150 million in Romania and plans to double that figure by 2030. 

“In European dairy farming, larger farms are the future due to their focus on sustainability and animal welfare as demand for cheese and high-protein foods rises. Producers are challenged to adapt to climate change whilst managing resources effectively, highlighting the importance of shared services and sustainable practices,” de Boer observes.  

ENVIRONMENTAL CONSIDERATIONS

By introducing innovative production facilities, such as those utilising wheatgrass, DN AGRAR contributes to enhanced food quality whilst also reducing water extraction from the environment.  

Research indicates that this approach could reduce cows’ CO₂ emissions, further underscoring the environmental benefits of these methods. 

Moreover, animal welfare is prioritised by ensuring calves receive ample veterinary attention and are allowed to spend their early years in natural settings to promote their health.  

“Efforts are made to keep the cows’ diets stable and predictable by providing a year-round mix of fresh feed, which is fundamental to their well-being and milk production,” de Boer informs. 

From an environmental, social, and governance (ESG) perspective, the company emphasises sustainability not only in environmental terms but also in its impact on local communities.  

As the largest producer and a major employer in the region, DN AGRAR provides stable job opportunities, significantly improving the livelihoods of many villagers.  

Its commitment to sustainability and social responsibility illustrates a comprehensive approach that balances economic growth with community welfare. 

“We have made significant contributions to the Maria Beatrice Hospital, the only facility in the region serving children and infants with disabilities, totalling nearly €1.5 million. This commitment positions us as the hospital’s second-largest contributor after Mercedes-Benz, helping ensure that disabled children receive a strong start in life despite their challenges. 

“Additionally, we support local communities by sponsoring playgrounds and similar initiatives, reinforcing our commitment to social welfare,” he prides. 

CULTIVATING GROWTH

DN AGRAR is currently implementing a five-year strategic plan, which includes key milestones for 2026 and 2027, with the expectation of significant financial growth beginning in 2028.  

Last year, the company reported a profit of €13 million, turnover of nearly €43 million, and EBITDA of €21 million under International Financial Reporting Standards (IFRS). 

“We secured around €20 million in financing for various projects, including a €10 million dairy farm – CUT 2 – supported by ING. Additionally, our wheatgrass facility and milk processing plant are set to become operational this year,” de Boer reports. 

“By the end of 2027, we aim to implement about 80 percent of our 2025 – 2030 Strategy, focusing on developing our food cluster and transitioning into a sustainable industrial enterprise. To support this, changes to our hiring strategy will focus on data and optimisation roles, enabling us to innovate and double our milk output in the coming years.” 

Looking further ahead, by 2030, DN AGRAR expects 35 percent of its EBITDA to come from manure treatment.  

This value creation will be driven by a fully integrated circular model: utilising manure to produce biomethane, processing the resulting digestate into high-value organic compost at its own facilities for markets like wineries, and using manure to fertilise the 10,000 ha of land and monetising these sustainable practices through voluntary carbon credits.  

The company is also planning to expand into fruit and vegetable production, strengthen its position in the EU, and increase the number of animals by close to 30,000.  

Romania has all the ingredients to become one of Europe’s leading agri-food producers, and DN AGRAR’s development proves that. 

With long-term investment, modern technology, and a strong focus on operational excellence, Romania can build internationally competitive agribusinesses whilst making an increasingly important contribution to Europe’s food security. 

“Construction of our sixth farm, which will house 5,000 dairy cows, is set to begin in September, and will be operational by 2028 and produce 150,000 L of milk, adding 55 million L annually in addition to the other farms. By 2030, we aspire to produce 80 to 90 million L for local sale, and the same amount out for exports mainly to Greece and Northern Italy. 

“At the Straja Farm, we developed a processing plant producing skimmed milk and cream to diversify DN AGRAR’s client base, selling to ice cream factories, bakeries, and food processors such as Nestlé. Furthermore, being able to extract water from milk will reduce transportation costs,” de Boer tells us.  

Starting from 2030, to optimise distribution, DN AGRAR will implement a dual strategy: in-house processing 90 million L into skimmed milk and cream, for export to European markets like Italy and Greece, whilst directing the remaining 90 million L of raw milk to local processing partners. 

“Finally, last year, we achieved a profit margin of 29 percent and an EBITDA margin of 49 percent under IFRS. We are actively transforming, not only from being a food producer but also entering into solar energy and biomethane production to enhance our business model diversification further,” de Boer emphatically concludes. 

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WASTE INTO WORTH

Over the course of my career, I have witnessed a clear transition from a largely linear waste model to a truly circular economy.”

The opening words of Stefaan Pillen, Managing Director of REMONDIS Belgien – the Belgian subsidiary of REMONDIS, one of the world’s largest privately held recycling, water management, and environmental service companies – reflect a fundamental shift in global production and consumption.

Moving away from a traditional, wasteful model towards a restorative and regenerative economic system, this transformation has been felt across the globe.

With Belgium having positioned itself as one of the frontrunners of the industry in Europe, its strong regulatory frameworks, high recycling rates, and increasing environmental awareness amongst both businesses and citizens set it apart.

Today, the sector is evolving faster than ever, defined by the increasing complexity of its waste streams, such as composite materials, electronic waste, and chemical residues, which require advanced treatment.

Regulations, meanwhile, are being made stricter around emissions, recycling targets, and transparency, whilst digitalisation and traceability have seen continued emphasis thanks to legislation and customers demanding full visibility – from waste generation to final processing.

“Now, the main challenge lies in balancing economic viability with sustainability ambitions,” Pillen reflects.

At the same time, this landscape is creating a major opportunity for those looking to drive sustainable innovation, champion environmental stewardship, and advance environmental, social, and governance (ESG) initiatives – which is particularly the case for REMONDIS Belgien.

“Companies that invest in circular solutions and innovative technologies will lead the market,” he asserts.

LONG-LASTING END-TO-END SOLUTIONS

In Belgium, REMONDIS’s focus is on activities such as household waste collection, waste sorting, and waste service.

The sectors it serves through REMONDIS Belgien include construction and hospitality, along with public authorities.

“Our core services include collecting and processing commercial and industrial waste and recycling construction and demolition waste,” Pillen outlines.

The company’s footprint spans multiple operational sites across Belgium, with a workforce including several hundred specialist employees.

Ranging from large industrial groups to small to medium-sized enterprises (SMEs), private persons, and public institutions, REMONDIS Belgien’s client base is also broad.

“Our strength lies in delivering integrated, end-to-end solutions tailored to our customers’ needs with a high focus on service,” he tells us.

Personally responsible for the activities of REMONDIS in Belgium, Pillen explains how the company’s mission is clear.

“We seek to preserve natural resources by transforming waste into valuable raw materials. We do not see waste as an endpoint, but as the beginning of a new lifecycle.”

With a vision to actively contribute to a fully functioning circular economy where materials remain in use for as long as possible, REMONDIS’s 800 locations across multiple continents have enabled it to build the infrastructure needed to achieve this goal.

“Today, we have a continued focus on resource recovery, sustainable water management, and protecting natural ecosystems,” Pillen confirms.

INTEGRATED SERVICE OFFERING

Aside from being one of the world’s largest recycling, service, and water companies, REMONDIS Belgien stands out for many reasons.

“Beyond our size and global presence, several factors set us apart,” Pillen insights.

The company’s integrated service offering – combining waste management, recycling, and water treatment – represents its strong technological expertise, backed by international know-how.

Local market understanding, meanwhile, is supplemented by REMONDIS Belgien’s deep knowledge of Belgian regulations and customer needs.

“We see ourselves not just as a service provider, but as a long-term partner to our clients. Flexibility and customisation enable us to provide tailored solutions,” he adds.

Elsewhere, the company’s deep commitment to sustainability goes beyond compliance to actively drive circularity and CO2 reduction programmes across the organisation.

For instance, REMONDIS Belgien is working to maximise its recycling and material recovery by investing in energy-efficient technologies.

“In this way, we can reduce CO2 emissions across our logistics and operations whilst developing a circular business model,” Pillen details.

Indeed, as a company dedicated to thinking globally and acting locally, with a great deal of team spirit, REMONDIS Belgien is managed in a very decentralised manner, allowing it to maintain direct contact with its clients.

“Combined with international expertise, this helps us bring our ‘think global, act local’ philosophy into practice,” he prides.

SUSTAINING THE FUTURE

Several projects clearly illustrate REMONDIS Belgien’s innovation-driven approach and commitment to sustainability.

For example, the company is currently developing an advanced artificial intelligence (AI)-powered system to analyse incoming waste streams directly from its collection vehicles.

“Because compaction trucks typically unload directly at processing facilities, it is traditionally difficult to assess the quality of the waste at the source,” Pillen explains.

To address this, REMONDIS Belgien is implementing a solution where multiple images are captured during each collection of a specific customer container.

These images are then analysed using AI to identify material composition and sorting quality.

“This initiative serves multiple purposes, such as supporting our customers by providing them with detailed feedback on their waste streams and identifying opportunities for improved sorting,” he tells us.

It also ensures compliance by meeting increasingly strict regulatory requirements and enhances internal processes by linking analysis results to individual customers and feeding insights back into commercial teams.

“We have already achieved significant progress in that the material recognition and customer-linking capabilities are operational,” Pillen reflects.

Going forwards, REMONDIS Belgien’s focus for this project is on fully automating the reporting and communication of information to customers, authorities, and internal stakeholders.

Indeed, the company’s overall priorities for the future include further expanding its recycling capabilities whilst advancing sustainability performance.

REMONDIS Belgien also hopes to advance its future market position and accelerate digital transformation across the business.

“We aim for growth, but always with a strong focus on quality and long-term impact,” he confidently concludes.

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ROMANIA’S RENEWABLE REVOLUTION

Iepurești and Ghimpaţi represent a defining milestone – not only for Nofar Energy Romania, but for the broader Romanian renewable energy sector.”

Two large-scale, ground-mounted solar photovoltaic (PV) parks, Iepurești and Ghimpaţi have now both been successfully energised, ranking amongst the most significant renewable energy developments in Romania, with a combined installed capacity of 315 megawatts (MW) – 169 MW and 146 MW, respectively.

This landmark development has been delivered with meticulous attention to detail – grid connection, environmental impact, land use, and community engagement.

“The scale of what we are delivering here is significant, both in terms of installed megawatt (MW) capacity and the clean energy it will inject into the national grid annually,” acclaims Favi Stelian, Managing Director and CEO of Nofar Energy Romania and COO of Nofar Energy Europe.

What makes Iepurești particularly significant is that it demonstrates the scalability of solar development in the country.

“It’s one thing to build a 20 or 30 MW project – it’s quite another to successfully navigate all the complexities of a development of this magnitude: the grid studies, the financing structure, the engineering, procurement, and construction (EPC) contracting, the permitting.

“Getting all of that right is an enormous team achievement and partnership, and it sends a powerful signal to international investors that Romania is open for business at scale,” Stelian sets out.

ROMANIAN PIPELINE

Nofar Energy Romania is the Romanian subsidiary of Nofar Energy, one of Israel’s leading renewable energy groups and a publicly traded independent power producer with a growing presence throughout Europe.

It operates across the full spectrum of the renewable energy value chain, from project origination and land securing all the way through to permitting, development, construction management, financing, and long-term asset management.

The subsidiary’s client base ranges from institutional investors and lenders who co-invest in or finance its projects to offtakers – utilities, energy retailers, and large industrial corporates.

“Our core focus is utility-scale solar PV and, increasingly, hybrid solar-plus-storage projects that address the intermittency challenge head-on,” outlines Stelian.

“We are active across multiple counties in Romania, with our project portfolio spanning the south and southwest of the country where the solar resource is strongest, but also developments in other regions as we diversify our pipeline.”

Nofar Energy Romania’s pipeline is substantial and reflects the subsidiary’s ambition to become one of the leading renewable energy platforms in the country, with a portfolio of 870 MW of PV and 1.9 GWh of BESS.

The coming months will be particularly exciting, as Nofar Energy Romania brings almost 400 MW online across three major projects – Iepurești and Ghimpaţi, both of which have now been successfully energised, with Slobozia following close behind.

“That is a significant moment for any developer and, for us, it represents the culmination of years of hard work in development, permitting, and construction,” Stelian prides.

“To be advancing 870 MW of solar PV capacity and 1.9 GWh of BESS across our Romanian portfolio is something the whole team should be enormously proud of – it is a concrete demonstration of our execution capability at scale.”

That execution capability is underwritten, in no small part, by a deepening relationship with the EBRD.

The bank has now backed Nofar Energy Romania’s build-out through two separate financing packages: an earlier facility supporting the Iepurești and Ghimpaţi plants, followed by a fresh €192 million package – €64 million from the EBRD’s own account and a further €128 million mobilised from commercial lenders – for the Slobozia plant and the wider Corbii Mari and Iepurești II projects.

Part of that newer package, the Slobozia plant has secured a 15-year contract for difference (CfD) under Romania’s inaugural CfD auction, whilst output from the other projects is sold on the country’s competitive day-ahead market – evidence, as the EBRD itself has noted, of the growing commercial viability of unsubsidised renewable energy in Romania.

What is particularly exciting beyond these near-term connections is Nofar Energy Romania’s move into hybrid configurations – combining solar generation with BESS.

“These hybrid projects are the future of renewables in Romania because they allow us to generate clean energy and dispatch it intelligently, capturing peak pricing moments and providing grid stability services,” insights Stelian.

“This is where I see enormous value creation potential, both for us as a developer and the Romanian energy system.”

DECARBONISATION PUSH

Each project in Nofar Energy Romania’s pipeline is developed according to rigorous standards and, together, they represent a meaningful contribution to the country’s renewable energy targets.

There is a political and regulatory push towards decarbonisation in Romania, which has some of the best solar irradiation in Central and Eastern Europe, excellent wind corridors, and a grid that is actively being developed.

“What makes it truly special right now is the speed of change; when I started in this market, utility-scale solar was still considered ambitious,” Stelian reflects.

“Today, we are talking about gigawatt-scale pipelines, hybrid projects combining solar with storage, and corporate power purchase agreements (PPAs) becoming mainstream. The market is maturing rapidly; being part of that transformation and helping to shape it is genuinely thrilling.”

Romania also has a unique energy position in Europe as one of the few EU member states with a diversified generation mix that includes hydro, nuclear, gas, and now rapidly growing renewables.

With the planned expansion of the Cernavodă Nuclear Power Plant – which produces around 20 percent of the country’s electricity – and the accelerating pace of renewable development, Romania has the potential to be a genuine clean energy exporter within the European grid and a pillar of energy security for the region.

“That strategic dimension underpins everything we do. Our portfolio of solar and battery storage projects across Romania is not just a collection of energy assets – it is a contribution to Romania’s energy sovereignty and the European clean energy transition.

“Understanding that connection between individual projects and larger policy objectives is what drives our commitment to excellence across every stage of development,” Stelian states.

ESSENTIAL CONTRIBUTOR

There are also challenges, of course, such as grid connection queues, permitting timelines, and regulatory uncertainty.

However, these are precisely what create space for experienced, well-capitalised developers like Nofar Energy Romania to add real value.

“We’re lean but highly experienced – we deliberately keep our core team focused and expert-driven, complemented by a strong network of local and international partners,” notes Stelian.

“What I’m proud of is the quality of people we have: professionals who understand both the technical and commercial complexity of this business.”

There are a few things that make Nofar Energy Romania’s contribution to transforming Romanian energy essential rather than just relevant.

First, the subsidiary brings international expertise and capital to a market that needs both.

“Nofar Energy’s global footprint – across Israel, Spain, Poland, Germany, Italy, the UK, and now Romania – means we bring best practices, lessons learnt from mature markets, and the financial backing to execute at scale,” Stelian explains.

“We are not operating as a single-project developer; we are part of a global, publicly listed group with a proven track record of delivering renewable energy capacity at scale across Israel, the US, and Europe.”

Another is its commitment to quality and longevity, with a long-term ownership mindset that changes how every decision is approached.

“You care about the technical quality of the assets, community relationships, and environmental impact because you are going to live with those decisions for 25 years,” he enlightens.

Perhaps most importantly, Nofar Energy Romania is helping to prove that large-scale renewable development in the country is bankable, investable, and replicable.

“Every project we successfully finance and construct raises the bar and builds confidence for the entire market – that demonstration effect matters enormously.”

AMBITIOUS PRIORITIES

Stelian’s priorities are clear and ambitious; with Iepurești and Ghimpaţi now successfully energised, his immediate focus is on bringing Slobozia online and taking all three Nofar Energy Romania projects to full commercial operation.

Financial close has already been reached for the entire portfolio, which is a major de-risking milestone and strong signal of confidence from financing partners.

“Now it’s about execution – getting these nearly 400 MWs generating clean energy into the Romanian grid as smoothly and efficiently as possible,” affirms Stelian.

Beyond that, the next big frontier for Nofar Energy Romania is BESS, where it is currently directing significant development energy, and reaching financial close on its storage projects is a key priority for the coming period.

“It’s a more complex financing proposition than pure solar – the revenue stack, contract structures, and technology risk assessment – but we are well advanced and I’m confident we will get there,” he states optimistically.

“When we do, it will open up a genuinely new chapter for Nofar Energy Romania, moving us from pure generation into intelligent, dispatchable clean energy.”

Looking at the broader horizon, Stelian’s target is for Nofar Energy Romania to be operating a truly significant portfolio of clean energy capacity within the next three to four years, with hybrid solar-plus-storage projects becoming an increasing proportion of that mix.

“At the European level – and this is something I’m particularly energised by in my new COO role at Nofar Energy Europe – I want to ensure Romania serves as a model for how we develop and operate across Central and Eastern Europe.

“The playbook we have built here, relationships, financing track record, and operational expertise – all of that has real transferability to other markets, which excites me enormously,” he enthuses.

Stelian also wants to deepen Nofar Energy Romania’s PPA market presence in Romania; corporate PPAs are still relatively nascent in the country compared to Western Europe, but demand is growing.

Large industrial and commercial offtakers increasingly want to decarbonise their energy procurement and need long-term, reliable partners to do that with – Nofar Energy Romania seeks to be their partner of choice.

“Finally, I want to continue building and investing in our team here in Romania. The energy transition will only succeed if we have the right people driving it, and I am committed to making this a place where the best energy professionals want to build their careers,” Stelian concludes.

The post Nofar Energy Romania : Romania’s Renewable Revolution appeared first on Sustainability Outlook.

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 Sustainability Outlook.

A SHORR THING

Over the course of the last five years, the US packaging industry has continued to grow slowly yet steadily by around four percent year-over-year.

Shorr Packaging (Shorr), however, has taken a much more progressive approach, having grown from a $500 million company in 2020 to a $1 billion company today.

“We’ve been growing at a 20+ percent compound annual growth rate (CAGR), and we fully expect that to continue,” introduces Rob Onorato, CEO.

Onorato cites two major factors behind Shorr’s recent growth – sustainability and freight efficiency.

Four or five years ago, if sustainable products cost more, most customers weren’t willing to absorb a significant premium, but this has changed considerably.

Recognizing that sustainability was evolving quickly, and many distributors weren’t taking a strategic approach, Shorr hired Meredith Moore, Sustainability Manager, in February 2023.

“Today, whenever we’re discussing new product introductions with manufacturers, we’re also discussing sustainability,” Moore observes.

“Meredith has fundamentally changed how Shorr is viewed from a sustainability standpoint,” Onorato continues.

When it comes to package design and freight efficiency, Shorr has made significant improvements in this area too.

Historically, products were shipped in corrugated boxes with protective packaging, tape, and void fill, meaning freight costs were heavily influenced by the dimensions of the package.

“Customers began realizing that for smaller items, they could replace traditional boxes with mailers. Whether padded or unpadded, mailers are smaller, lighter, and more cost-effective,” Onorato outlines.

As such, Shorr has worked with key suppliers to promote a sustainable, efficient shift away from traditional packaging as a result.

SUSTAINABLE MINDSET

As a company that has prioritized sustainability as an essential pillar of its day-to-day operation, Shorr continues to receive prestigious accolades.

It views sustainability as essential for both the environment and helping customers meet their own corporate objectives.

Its recent EcoVadis Silver Badge is a true reflection of Shorr’s genuine commitment to sustainability.

The EcoVadis Silver Badge assessment evaluates organizational sustainability performance across more than 175,000 companies worldwide through 21 sustainability criteria spanning four key areas: environment, labor and human rights, ethics, and sustainable procurement.

“That first year took months. It was an extremely comprehensive assessment, and it required a lot of preparation,” reflects Moore.

Under the 2025 EcoVadis standards, the Silver Badge distinguishes companies ranking among the top 15 percent of all evaluated organizations, recognizing Shorr’s ongoing commitment to responsible and ethical operations and strategy.

“For us, the biggest lesson wasn’t about achieving a particular rating or badge, it was learning how to think differently about our business and translate those lessons into value for customers,” she adds.

Another example of Shorr’s sustainable mindset is being the recipient of the 2023 John Deere Sustainability Award, presented to suppliers demonstrating strong performance in sustainable processes, products, and operations.

“John Deere is a long-standing, traditional manufacturing company, and what ultimately differentiated us wasn’t just product selection – it was our ability to incorporate sustainability into their packaging strategy,” Onorato emphasizes.

“Meredith and the team demonstrated a range of sustainable packaging options tied to a broader sustainability roadmap.”

This approach helped Shorr win their business and subsequently earn John Deere’s Sustainability Award, with emphasis on emissions reduction, product circularity, and social improvement.

“The awards are appreciated, but they’re really a by-product of our commitment to innovation and customer value,” he points out.

SOLUTIONS-DRIVEN

Shorr listens to its customers before designing customized solutions using products and services from its network of more than 700 suppliers.

“85 percent of the inventory is already allocated to specific customer needs – for example, the inventory we stock in Chicago looks very different from what we stock in Atlanta or Los Angeles because it’s tailored to local requirements,” Onorato explains.

The company’s private label, ShorrExpress®, and its intellistock℠ inventory solution have helped simplify the purchasing process and streamline customers’ business needs.

Through ShorrExpress, products are strategically stocked across the company’s distribution centers, meaning if a customer needs stretch film, tape, mailers, or similar, the products are available and ready to ship from Shorr’s nearest warehouse.

On the other hand, intellistock has been one of the biggest technological developments in the company’s recent history.

This inventory management platform is offered to Shorr customers and gives them complete visibility into everything they purchase.

“Depending on the customer’s needs, our representatives can visit facilities, monitor inventory levels, and replenish stock according to agreed minimum and maximum levels,” Onorato tells us.

Today, Shorr manages over 40 percent of its revenue annually through intellistock, which benefits customers because they don’t need as much warehouse space, devote fewer resources to inventory management, and have less supplier relationships to oversee.

“Finance teams appreciate the simplification, and customers gain access to detailed purchasing data, inventory visibility, and demand forecasting tools. It’s become a very powerful platform,” he shares.

EMPLOYEE-OWNED

Shorr is a 100 percent employee-owned company that takes great pride in its culture, operating through an employee stock ownership plan (ESOP).

“Every employee, from executives to warehouse associates, has ownership in the company,” Onorato prides.

As such, Shorr was recently named the 2026 ESOP Company of the Year by the Illinois Chapter of the ESOP Association.

This sense of ownership mindset creates accountability, engagement, and a strong customer-first culture within the company.

“As we grow and become more profitable, employees directly benefit from that success. It’s one of the biggest drivers of our culture,” he acknowledges.

“Having worked in other organizations, I can honestly say the ESOP model creates a very different environment. People feel genuine ownership and responsibility and care about improving not only their own performance, but also the long-term success of the company,” Moore insights.

This mindset is visible every day across the company and its activities, where a positive culture is tangible and people feel encouraged to think about what’s best for the customer and the business in the long term.

“We’re a $1 billion company with no debt, focused on investing where it creates value,” Onorato sets out.

Unlike some of its competitors, Shorr is proud to have grown organically rather than through acquisitions.

“If we want to enter a new market, we’ll build a facility, hire and train people, and grow the business ourselves – that’s a major competitive advantage for us,” he adds.

SCALING FOR THE FUTURE

As it looks to the future, Shorr will continue investing heavily in sustainability, cold-chain packaging, and contract packaging services.

“Our real estate strategy is simple – we follow the customer,” Onorato states.

Operating across multiple distribution centers today and supported by a broad network of third-party logistics providers (3PLs), Shorr is confident in its ability to quickly establish operations in new locations.

More broadly, the company’s strategy remains centered around customer success.

“Recently, we won a major customer after their CEO personally asked me how we would support their business,” Onorato exemplifies.

Before launching the proposed new program, Shorr assembled a 35-person project team to map every milestone and risk.

As a result, the implementation and execution were exceptional, and the customer was thrilled with the results.

“That’s why we come to work every day – we want to be the logical choice whenever a customer has a packaging challenge or opportunity,” Onorato asserts.

“We’ve doubled the value of the business in five years, and I don’t see that momentum slowing.”

Ultimately, this is because Shorr genuinely cares about its customers. The company has 5,000 active accounts, and every day it works to earn their trust.

“In short, that’s what drives our growth,” he confidently concludes.

The post Shorr Packaging : A Shorr Thing appeared first on Sustainability Outlook.

UNLOCKING A URANIUM UPGRADE

As a country that boasts abundant natural resources, Namibia is pivotal to the global mining industry, which is a cornerstone of its economy.

Amongst its significant contributions, the nation stands as the world’s third-largest uranium producer, harnessing the valuable radioactive metal to drive industrial growth and bolster energy security.

Key players in these sectors are Bannerman Mining Resources Namibia (BMRN) and Australian-listed Bannerman Energy.

BMRN is a 95 percent-owned subsidiary of Bannerman Energy, with the remaining five percent owned by the One Economy Foundation (OEF) of Namibia. Notably, its world-class flagship asset is the advanced Etango Uranium Project (Etango), located in Namibia’s Erongo region, known for its rich mineral resources.

The project possesses a globally significant uranium mineral resource endowment of 207 million pounds (lbs) of contained yellowcake (U3O8) – a powdered form of uranium concentrate obtained from leach solutions – at a cut-off of 100 parts per million (ppm) U3O8.

“BMRN received the exploration licenses for Etango in 2005 – one of the world’s largest undeveloped uranium projects, underpinned by more than 15 years of exploration and feasibility work,” introduces Danie van Aswegen, Interim CEO, who has over 25 years of mining industry experience.

Indeed, the project’s definitive feasibility study (DFS), completed in 2022, confirmed the strong technical and economic viability of conventional open-pit mining and heap-leach processing at an eight million tonne (MT) per annum rate, producing 3.5 million lbs of U3O8 annually.

In 2024, a scoping study further outlined potential expansion to 6.7 million lbs of U3O8 per year.

Importantly, Etango is fully permitted with all the necessary environmental approvals and a mining licence in place. BMRN is now advancing key workstreams towards a final investment decision (FID).

PIONEERING FUTURE PRODUCTION

Namibia is a prominent uranium jurisdiction with a 50-year history of production and export, supported by strong government and community backing, ensuring a favourable environment for development, characterised by political stability, security, and a strict rule of law.

Crucial uranium mines include Rössing, owned by China National Nuclear Corporation (CNNC); Langer Heinrich, owned by Paladin Energy; and Husab, owned by China General Nuclear Power Group (CGN).

CNNC is a major nuclear utility and uranium consumer, classified as Tier 1 due to its scale and credibility. The company is expanding, with 18 nuclear reactors under construction or approved, and has successfully operated the Rössing mine in Namibia since 2019.

By developing Etango, BMRN is placing itself amongst the major players in the country’s uranium resources.

“We chose to develop Etango because it combines globally significant scale, strong project economics, and a streamlined pathway to development in one of the world’s premier uranium jurisdictions,” Van Aswegen explains.

“There is clear scalability for future expansion as market conditions strengthen. The project benefits from demonstrated processing performance through the Etango Heap Leach Demonstration Plant, which validated metallurgical performance, processing assumptions, and low technical risk supported by a simple, proven flowsheet.”

Furthermore, with long-term global uranium supply deficits forecasted, Etango is well-positioned as an advanced, development-ready project capable of supplying reliable uranium to the growing nuclear energy sector.

“The global nuclear fuel market is becoming increasingly focused on the widening imbalance between reactor requirements and projected primary uranium availability,” he observes.

“Nuclear generating capacity continues to expand through new builds, reactor life extensions, uprates, newcomer countries, and emerging technologies.”

Together, these developments are driving sustained growth in uranium consumption and placing mounting pressure on future supply.

“The central challenge for the uranium mining sector is whether sufficient new production capacity can be brought online within the required timeframe,” Van Aswegen explores.

“Even with existing producers increasing output, the market is still likely to face a meaningful deficit, underlining the importance of advancing new uranium assets towards commercial operation over the next several years.”

As such, Etango is poised to deliver additional uranium volumes as industry conditions tighten by the end of the decade. With advanced technology and reduced risks, it’s moving towards full-scale construction, aiming for first production in 2028.

At full capacity, it could meet the annual uranium needs of seven to eight large nuclear reactors, boosting global fuel supply during a critical time.

ETANGO’S ENVIRONMENTAL EMPOWERMENT

BMRN exercises best-practice environmental, social, and governance (ESG) leadership in all aspects of its business, most notably in its commitment to nuclear energy, where the company is highly respected by stakeholders in Namibia and beyond.

“Nuclear energy is vital for the global shift to a low-emissions future, supplying about 10 percent of the world’s electricity as the second largest low-carbon power source after hydropower. In this regard, it is reliable, scalable, and cost-effective, enhancing energy security and grid stability whilst supporting intermittent renewables like wind and solar.

“Moreover, beyond electricity generation, nuclear energy is expected to contribute to the decarbonisation of key industries, including heating, desalination, and hydrogen production. Additionally, the resource can also create long-term, high-skilled employment opportunities and support regional economies,” posits Van Aswegen.

As global decarbonisation accelerates, the demand for uranium is expected to rise significantly. The International Energy Agency (IEA) projects that nuclear capacity will need to nearly double by 2050 to achieve net zero goals.

BMRN’s Etango project will enhance global uranium supply, aiding the transition to a lower-carbon world. It will create 300 direct jobs and up to 5,000 indirect jobs, avoid 64 MT of carbon emissions by replacing coal-fired power, and displace 25 MT of coal equivalent.

“Since commencing operations in Namibia in 2006, we have demonstrated exemplary environmental standards,” he prides.

“We are proud of our environmental achievements, including our baseline data since 2008, innovations in drill pad rehabilitation in the Namib Desert adopted by other uranium miners, and our peer-reviewed environmental and social impact assessment (ESIA) for Etango, which secured environmental clearance.”

Furthermore, as part of the project’s development, BMRN has carefully considered environmental impacts in its design trade-offs and when selecting the process plant, with a strong focus on reducing Etango’s overall footprint whilst maintaining technical and commercial robustness.

INNOVATIVE SUSTAINABLE DEVELOPMENT

Despite the Etango deposit’s leading global status, it is considered low grade by global hard-rock uranium standards, with an endowment of approximately 240 ppm of uranium.

“A conventional uranium processing route would typically require energy-intensive crushing and grinding, agitated-tank leaching, solvent extraction, and wet tailings disposal — all of which would present significant challenges in Namibia given the country’s water scarcity, energy constraints, logistical complexity, and reliance on imported reagents.

“In response, the Etango process flowsheet reimagines traditional hard-rock uranium processing to fit the project and local conditions. It uses heap leaching on fine crushed ore instead of milling and tank leaching, eliminates the solvent extraction stage through ion exchange and direct uranium precipitation, and employs dry-stacked leached tailings (ripios) instead of wet disposal,” Van Aswegen details.

Together, these innovations significantly reduce water and energy requirements, lower operating complexity, and minimise the project’s environmental footprint, whilst also improving capital efficiency and supporting a more streamlined, lower-risk development pathway.

“Etango will significantly boost Namibia’s uranium mining industry as a key economic driver in the Erongo region. The project’s construction and operations will create numerous job opportunities for its subcontractors, suppliers, and service providers,” he affirms.

The contractor workforce on site includes over 560 people from four local Namibian firms: Namibbeton, K Neumayer Civil Contractors, Tulela Mining & Construction, and AN Construction.

BMRN’s project team, with over 70 years of collective experience in Africa, focuses on empowering Namibian small to medium-sized enterprises (SMEs).

STRATEGICALLY LEAPING TO A BRIGHTER FUTURE

The current and primary focus for BMRN’s team is Etango – transitioning from early works into full construction of the mine later this year and finalising the project as a joint venture (JV).

“In February 2026, we announced the strategic partnership with CNNC. Through CNNC Overseas Limited (CNOL), CNOL will invest up to USD$321.5 million for a 45 percent stake in the JV company that owns 95 percent of Etango.

“Bannerman Energy will retain a 55 percent stake in the JV, which translates to a 52.25 percent effective economic interest in the project. The OEF will continue to hold its five percent loan-carried shareholding,” reveals Van Aswegen.

Most importantly, Etango can now be constructed debt-free.

“Building without project debt reduces financial risk, gives us more flexibility, and strengthens our ability to manage construction and ramp-up with confidence, positioning BMRN to remain meaningfully exposed to upside future uranium prices.”

Under the agreement, CNOL will purchase 60 percent of Etango’s production, whilst Bannerman Energy will market the remaining 40 percent, thereby offering revenue certainty and strategic flexibility and supporting stability and growth.

Furthermore, strengthening Namibia’s position as a leading uranium producer, CNOL’s investment in Etango reflects confidence in the country’s regulatory environment. Once operational, the project will boost job creation, skills development, export revenues, and overall economic growth.

“At a time when the world is accelerating nuclear energy development to support energy security and lower-carbon power generation, Namibia is poised to play a critical role in the global nuclear fuel chain.

“For employees, this is a defining milestone. After nearly two decades of technical studies, optimisation, and de-risking work, we have secured the final key piece required to move towards development,” he exclaims.

The company now has construction funding in place, a Tier 1 off-take partner, a globally respected technical collaborator, and a clear pathway to an FID upon completion of the transaction, estimated to be around mid-2026.

“This partnership validates our project strength. With support from Namibian leaders and stakeholders, we are positioning Etango as a key global greenfield uranium project. Our goal is to complete the JV transaction, execute an FID, and commence full-scale construction shortly thereafter.

“We look forward to a successful partnership with CNOL and will continue to build the Bannerman brand and culture as our team grows,” Van Aswegen enthusiastically concludes.

The post Bannerman Mining Resources Namibia : Unlocking a Uranium Upgrade appeared first on Sustainability Outlook.

BETTER BUILDINGS FOR A BETTER WORLD

“This is a very exciting time to be in our industry. Construction is changing fast, and manufacturers have a real responsibility to support that change.

“It’s no longer only about supplying a product at the right price. Customers need solutions that deal with fire safety, energy performance, sustainability, regulations, speed of build, and long-term reliability. The role of a company like ours is becoming more about partnership, technical confidence, and reducing risk for the customer.”

This insight from Jan Ryšavý, Managing Director BU Nordics and BU RoW at Kingspan Insulated Panels (KIP), directly addresses the crucial role that those in the manufacturing industry are playing in the global economy.

Ryšavý’s experience in the sector places him at the forefront of this transformation.

With a career that has logically and fluently developed across international business, finance-led commercial management, construction products, and manufacturing, he has observed how, although individual sectors have changed, the common hurdles remain the same. Working with products where quality, technical performance, customer trust, and long-term value are essential.

“I was attracted to manufacturing because it brings together strategy and reality. You can develop a commercial plan, invest in capacity, improve processes, innovate products – and then see the outcome physically installed in buildings. The direct link between business decisions and real-world impact is motivating,” he insights.

Working in insulated panels and building envelope solutions, Ryšavý views the modern industry as one of the key drivers of change in construction.

With the sector needing solutions that support energy efficiency, safety, speed, architectural quality, and sustainability, manufacturing is where many of those ambitions become practical and scalable.

“That’s why I find the sector so exciting; it allows us to combine commercial leadership, technical innovation, and a meaningful contribution to the future of the built environment,” Ryšavý enthuses.

Leading the industry in this evolution is Kingspan – a global provider of energy-efficient insulation and building envelope solutions. Developing high-performance systems for projects around the world, the company serves industrial and commercial applications as well as residential, office, and administrative buildings.

Its core portfolio includes insulated roof and wall systems, architectural façade solutions, daylighting systems, and a wide range of system accessories.

“Kingspan is internationally recognised for its advanced insulation technologies and complete system solutions designed to enable lower-carbon, high-efficiency buildings,” explains Katja Gessner, Marketing Manager.

“In Kingspan Nordics, we carry two brands of sandwich panels. Together with the Kingspan brand, we produce and distribute Paroc Panel System – one of the leading manufacturers of high-quality insulated panel systems with a stone wool core. In 2026, the brand marked 40 years of innovation built around the core values of protection, durability, strength, and sustainability.”

BALANCING SUSTAINABILITY AND INNOVATION

Kingspan Nordics – a growing subsidiary of Kingspan – is on a mission to create sustainable building envelopes that redefine energy efficiency, safety, and design.

With a physical presence in Finland, Sweden, Norway, and Denmark, Kingspan Nordics’ focus is on being a system provider, supporting investors, architects, building designers, fire consultants, authorities, main and subcontractors, and installers, rather than material suppliers.

“Having aesthetically appealing, optimised products in the right place, at the right time, is our main agenda,” highlights Martin Holmberg, Commercial Sales Lead.

“We have a broad portfolio of insulated panels with QuadCore, Interpenetrating Polymer Network (IPN), or mineral wool (MIWO) cores, combined with all necessary accessories to create façades where only imagination sets the limit. Through technical expertise, verified performance, and responsible manufacturing, we help our customers meet today’s regulations and tomorrow’s sustainability goals.”

Specifically, within the company’s KIP CEME division, two of its strategic business units (BUs) – BU Nordics and BU Rest of the World (RoW) – are structured to address the organisation’s geographic diversity whilst maintaining strategic alignment.

BU Nordics is primarily focused on managing and expanding operations within the region across commercial, industrial, data centre, sport, leisure, and infrastructure sectors. Its role involves deepening market penetration, maintaining strong relationships with key stakeholders, and ensuring products and services are tailored to local regulatory requirements and customer preferences.

“Given the maturity and strategic importance of these markets, the unit often emphasises operational excellence, brand positioning, and sustainable growth,” details Mariah Naeem, Business Development and Specification Manager.

Meanwhile, BU RoW succeeds by driving expansion and capturing growth opportunities across a diverse set of international markets. This unit requires greater flexibility and a more dynamic approach, balancing market entry strategies with the scaling of existing operations.

Investing in R&D, forming partnerships, and adapting to market trends have been the focal points for the company’s long-term success.

“Together, these units create a balance between stability and innovation. One consolidates and strengthens the organisation’s position in its core markets, whilst the other broadens its global footprint and drives growth across new and developing markets. Success is demonstrated not only in their individual performance but also in how the teams complement each other,” Naeem explains.

DELIVERING EXCELLENCE IN COMPLEX ENVIRONMENTS

Pivotal to Kingspan Nordics’ success is upper management’s work to nurture sharp, high-performing teams whilst driving excellence in complex and premium project environments.

“These teams are built through clarity, trust, and shared purpose. In complex and premium project environments, success does not come from one individual function working well in isolation. It comes from commercial, technical, customer service, project engineering, manufacturing, and supply chain teams working together with a common understanding of the customer need and project outcome,” expands Ryšavý.

With customers expecting certainty around fire resilience, thermal performance, sustainability, lead times, and reliability, Ryšavý and his team focus on being not only commercially strong but also technically confident.

The company also ensures delivery excellence through structured reporting, clear priorities, and regular follow-ups, enabling teams to react quickly, communicate simply, and solve problems as knowledge leaders, not just product suppliers.

“My role as a leader is to set direction, create accountability, empower key people, and remove obstacles. Premium projects require resilience and a solution-oriented mindset. When a team has technical knowledge, ownership, and disciplined execution, it can deliver real value for customers,” Ryšavý asserts.

The continuous success of Kingspan Nordics’ teams can be directly observed through the company’s recent projects.

These include the Ahlsell Logistics Centre, Hallsberg, SNØ, Norway, Kokkola Sports Park, MUNCH Museum, Fujirebio Diagnostics’ GoCo Health Innovation City, Lumijälki 2, and S-Market Suutarila.

Specifically, the Ahlsell Logistics Centre, Hallsberg is a formidable project as Norway’s largest distribution centre. Located in the city of Eidsvoll and completed in 2025, the facility features an extensive solar cell system on the roof that produces more electricity than the building consumes in a year, leading to its ‘Very Good’ certification from the Building Research Establishment Environmental Assessment Methodology – Norway (BREEAM-NOR).

Additionally, the iconic MUNCH Museum, one of Norway’s most recognisable contemporary cultural buildings, was designed as a landmark waterfront project. It required façade and wall solutions combining architectural freedom, durability, and high-performance building standards.

Paroc Panel System supplied approximately 8,000 square metres (sqm) of insulated wall panels for the project, supporting the realisation of the museum’s distinctive modern appearance whilst meeting strict technical, fire resilience, and sustainability requirements. A key aspect of the project was the ability to merge architectural design freedom with long-term façade durability in a demanding marine environment.

Equally, Paroc Panel System supplied both external and internal insulated panels for several hyperscale data centre developments, primarily in the Helsinki metropolitan area, with total deliveries exceeding 150,000 sqm of panels. The projects form part of the ongoing expansion of digital infrastructure and cloud capacity across the Nordic region.

The projects include large-scale multi-building campus environments, some of which are currently under construction and planned for further expansion in the coming years. These developments highlight Paroc Panel System’s strong position in delivering high-performance building envelope solutions for critical infrastructure and technically demanding data centre facilities, where energy efficiency, durability, fire resilience, and fast installation are essential.

Finally, Fujirebio Diagnostics’ GoCo Health Innovation City project represents a unique combination of Scandinavian and Japanese architectural influences within a modern life science and laboratory environment.

The project features approximately 2,500 sqm of façade surface utilising Dri-Design aluminium cassettes integrated with Paroc Panel System insulated panels. The façade concept enabled both aesthetic flexibility and efficient installation whilst meeting the technical standards required for laboratory facilities.

GROWING IN THE RIGHT WAY

Crucial to Kingspan Nordics’ continued success are its partner and supplier relationships.

“Supply chain operations in our business are complex and tightly interlinked, requiring precise coordination across sourcing, manufacturing, logistics, and customer delivery,” insights Diana Patroiu, Divisional Procurement Director – KIP CEME.

At its core sits the procurement of critical materials, of which ensuring a stable supply, consistent quality, and price visibility is essential. On the operations side, production planning must be closely synchronised with incoming materials flows to avoid potential disruptions in raw materials, which can impact output efficiency and delivery commitment.

“Together with our suppliers, we are operating as partners rather than transactional counterparts, creating a more resilient value chain, reducing risk, and supporting competitiveness for all stakeholders involved,” states Patroiu.

As Kingspan Nordics looks ahead, the company’s main priority is to keep improving delivery for customers, especially in the more demanding and premium parts of the market.

The company has strong opportunities on the horizon, but the key to managing them properly is through the right capacity, service level, and technical support. Specifically, capacity optimisation is crucial for the company. It’s not only about producing more; it’s about using resources smarter, improving planning, simplifying processes where possible, and making customers feel confident in its services.

“The goal for the coming year is to grow in the right way: focus on the right sectors, improve service, support customers earlier, and make sure our teams have the tools and knowledge to deliver premium solutions with confidence,” concludes Ryšavý.

“Ultimately, we are proud to be part of an industry that is helping shape safer, better, and more sustainable buildings for the future.”

KINGSPAN NORDICS PARTNER

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ROOTED IN INNOVATION

Following a decade of significant change, Portugal’s construction sector today – like many others across Europe – is facing countless challenges.

These include labour shortages, lengthy licensing processes, and difficulties in transitioning from traditional construction methods towards more efficient, industrialised solutions with improved energy performance and lower carbon impact.

“Currently, the sector is more demanding – we are dealing with important challenges that affect the industry’s dynamics, particularly when it comes to quality, energy efficiency, material innovation, and sustainability,” introduces Carlos Cruz, CEO of Investwood – a Portuguese company managing the production and sales of wood fibre boards and cement-wood boards.

At the same time, constraints coexist with a strong, growing demand driven by the tourism sector and high-end residential developments.

This has created a new and complex dynamic in the Portuguese construction market, which will represent a significant challenge in the coming years.

“On the other hand, we see unique opportunities in the application of our materials and products within industrialised construction solutions, enabling improved energy and structural efficiency and helping to align with current market requirements,” Cruz insights.

BENCHMARK FOR SUCCESS

Investwood operates as the commercial brand through which Valbopan and Viroc’s two wood-based panel product lines – coloured medium-density fibreboard (MDF) panels and cement-bonded particle boards (CBPB) – are marketed.

“Investwood is the platform that allows us to position our full portfolio of decorative and structural solutions,” Cruz explains.

Viroc’s CBPB panels are produced at Investwood’s Indústria de Madeira e Cimento SA facility in Setúbal, whilst Valchromat – Valbopan’s coloured MDF panels – are manufactured at Investwood’s Indústria de Fibras de Madeira SA plant in Nazaré.

“Both brands offer decorative solutions for the construction, furniture, and interior design sectors,” he details.

Beyond their complementarity in end-use applications, both Viroc and Valbopan’s products maintain important synergies at the distribution level, which have enabled Investwood to maximise its presence in distributor networks.

In this context, Viroc has a stronger positioning within the construction sector, offering solutions for ventilated façades, structural wall systems, sub-floor applications, and a wide range of interior cladding solutions.

On a mission to be recognised as the benchmark for the wood-based panels sector, Investwood’s strategy focuses on performance.

“Beyond our strong focus on the customer, we aim for our products to make a clear difference in their final applications, offering distinctive performance when compared to alternative solutions.

In terms of service, Investwood is also looking to challenge traditional models as it prepares to offer more flexible distribution formats. These include unit-based supply, as opposed to the predominantly pallet-based approach currently in use.

“For Valchromat, the development of new colours and finishes will play a key role in the future, alongside solutions with enhanced fire resistance and the use of minerals-based resins,” Cruz tells us.

When it comes to Viroc, Investwood is developing a solution focused on reducing cement content through the incorporation of recycled by-products – optimising the product’s carbon footprint and contributing to a more circular economy. In this context, Investwood will continue to strengthen its partnerships with leading architects, aligning its R&D processes with the decision-making processes of specifiers.

STRATEGIC DIFFERENTIATOR

Positioning itself within a niche market segment, Investwood’s products, by nature, serve highly demanding requirements.

“We clearly differentiate ourselves from commodity products through our products’ distinctive performance in specific applications,” Cruz explains.

Looking ahead, the company’s goal is to ensure its products’ characteristics are perceived by customers as differentiating factors.

“One of the pathways we intend to follow in this context is strengthening our partnerships with companies that can incorporate additional features and functionalities at the surface level, further enhancing our products’ differentiation,” he elaborates.

Valchromat will also continue to focus on expanding and reinforcing its colour palette, setting it apart from competitors even further. Elsewhere, Viroc will evolve towards enhanced performance in industrialised modular construction systems.

As it works to remain relevant, Investwood understands that maintaining – and where possible, improving – its competitiveness in the market is essential, particularly in relation to alternative products.

“To achieve this, we are focused on two key dimensions – enhancing our current portfolio and expanding it in order to enter application segments where we are not yet present,” Cruz outlines.

Across both areas, the company has planned the introduction of a new colour range with a more contemporary coloured MDF panel, which is better aligned with the current trends in the interior furniture industry.

“Within the same product family, we are preparing to introduce a Valchromat solution with enhanced abrasion resistance and high moisture resistance, enabling us to offer solutions for applications in humid environments,” he reveals.

At the same time, it aims to further improve abrasion resistance for applications such as kitchen worktops and office desks. For example, Viroc’s sought-after A2 fire-rated range is to be extended across the full colour spectrum by the end of the year.

INTERNATIONAL VISIBILITY

With projects coming from all over the world, Investwood’s versatility and the relevance of its materials are clearly reflected across a wide range of contexts.

This is precisely what the business aims for – to see its materials applied in diverse projects, fully demonstrating their vast potential.

A recent example is the Casita Obscura project in Tucson, Arizona, which gained international visibility after being selected for the America By Design™ TV programme, broadcast in the US by CBS in partnership with the American Institute of Architects.

“At the same time, we are seeing more experimental explorations, such as the SPECIMEN collaborative research project in London, which uses Valchromat at the intersection of furniture design and textile thinking,” Cruz explains.

On the other hand, Investwood’s projects in Crozon, Brittany – known in France as ‘le bout du monde’ or the end of the world due to its Atlantic-facing position – have been developed by renowned architect Philippe Gravier and demonstrate Viroc’s ability to perform in demanding environments with high exposure to extreme natural conditions.

“Together, these examples illustrate the diversity of application and how our materials are used across different geographies and architectural approaches,” Cruz prides.

PARTNERSHIPS AND PEOPLE

As networking events are important to Investwood, Cruz reflects on how it is essential for the company to stay close to architects, designers, and industry partners – particularly across its key markets.

“Through trade fairs, events, and direct market engagement, we are able to follow trends, share knowledge, and identify new opportunities,” he says.

This proximity is also fundamental in strengthening the company’s relationships with partners, who play a crucial role in supporting Investwood’s international development.

“The examples I mentioned earlier are a clear reflection of how we build and nurture relationships with our stakeholders and specifiers in practice,” Cruz insights.

Indeed, Investwood also understands how its staff is crucial to maintaining a strong market presence.

“Our industry faces the challenge of being less attractive to talent compared to others – particularly when competing with sectors such as technology,” he reflects.

In response, the company’s approach to its staff is built around creating a working environment that values proximity, autonomy, and engagement.

“We offer close interaction with decision-making centres, high levels of responsibility – even in junior roles – and a healthy, supportive workplace culture,” Cruz reveals.

Additionally, there is a strong sense of belonging within the organisation. In the case of Valbopan, this is rooted in a long-standing industrial heritage with a resilient history and a culture that has maintained close relationships between management, technical teams, and operational staff.

“At the same time, we believe that autonomy and agile decision-making processes are key factors in attracting talent,” he adds.

Ultimately, Investwood understands that younger generations are increasingly drawn to organisations where they can have a real impact and feel truly part of the business, rather than large multinational corporations where roles can become diluted within complex structures and layers of control.

INNOVATION AND CONTINUOUS IMPROVEMENT

Looking to the future, Investwood’s priority at this stage in the company’s development is to sustain and consolidate future growth whilst preserving the strong identity that has brought it to where it is today.

“Our historical identity and the significant social impact we have within the surrounding communities are essential elements that must be maintained,” Cruz details.

At the same time, the company understands it must continue to project for the future through economic growth, ongoing technological investment, and motivated, stable teams.

“Our priorities include continuing to expand internationally and strengthening our product brands, such as Viroc and Valchromat,” he says.

In parallel, the company remains committed to innovation and the continuous improvement of its products.

“We believe that rediscovering and valuing our legacy and identity is fundamental, as it provides the foundation for building the future in a consistent and sustainable way,”

Cruz posits.

Indeed, Cruz reflects on how Investwood’s leaders today have a responsibility to preserve and strengthen the company’s legacy built over generations.

“We must leverage our future by valuing the heritage that has been passed down to us. Only by understanding where we come from and what we do best can we project a future full of challenges and opportunities,” he passionately concludes.

CASITA OBSCURA

Selected to appear in the America By Design™ TV programme, Casita Obscura is a valuable project for Investwood, demonstrating its materials offer not only technical performance but architectural value. 

In partnership with the American Institute of Architects, the project has strong international visibility, reinforcing the credibility of the distinction. The project stands out for its integration within the surrounding landscape, with Viroc contributing to a natural, durable expression aligned with the architectural approach.  

This type of international exposure strengthens Investwood’s position within the industry and validates the work it has been developing.  

A short teaser of the project is available online, offering a glimpse into its concept and execution.  

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SMART PACKAGING FOR A HEALTHY PLANET

The cardboard box has become one of the most visible symbols of global commerce.

Every day, millions of packages arrive on doorsteps across the US, each one representing a complex supply chain journey that begins in a warehouse somewhere in the world.

Yet, for decades, one critical step in that journey remained surprisingly inefficient – the box itself.

That inefficiency is exactly what Brian Reinhart, Chief Revenue Officer, and the Packsize team are working to change.

Reinhart is helping to lead a shift in how businesses think about packaging, moving away from standardized boxes and excess filler materials toward intelligent, automated systems that create the right sized box for every shipment.

In an era defined by e-commerce growth, rising transportation costs, labor shortages, and increasing sustainability expectations, Reinhart believes packaging can no longer be treated as an afterthought in the fulfillment process.

“For a long time, packaging in distribution centers was treated as a commodity step at the very end of the fulfillment process. Companies invested heavily in optimizing picking, robotics, and shipping networks, but the box itself was often an afterthought. Yet, packaging sits right at the intersection of cost, sustainability, labor, and the customer experience,” Reinhart opens.

“That realization is what drew me into the space. When you start looking closely at packaging operations, you see enormous inefficiencies: oversized boxes, wasted corrugate, excess filler material, higher shipping costs, underutilization of labor, and unnecessary transportation emissions.”

Now, packaging is becoming a strategic lever for improving efficiency across the entire supply chain.

“At Packsize, that’s exactly the challenge we focus on. Our goal is to transform packaging from a static commodity into a dynamic, intelligent system that adapts to every order,” explains Reinhart.

“Being at the forefront of an industry transformation like that is incredibly exciting.”

THE PERFECT FIT

Packaging has a surprisingly large impact on the overall efficiency of the supply chain.

Small improvements at the packaging stage can ripple through the entire logistics network – from warehouse productivity to transportation efficiency to the customer’s unboxing experience.

As companies continue to modernize their operations, packaging will increasingly be recognized as an area where technology and innovation can deliver meaningful improvements.

“The box may be the last thing a company touches before shipping a product, but it is the first thing a customer touches when receiving a product, and it has the power to influence everything that happens before and after,” explains Reinhart.

Packsize was founded on a simple but powerful idea – every product deserves a box that fits perfectly.

“Instead of stocking dozens of pre-made box sizes, our systems create the exact box needed for each order in real time,” he informs.

The company provides a broad range of automated packaging solutions for some of the world’s largest retailers, manufacturers, and third-party logistics providers.

Its technology integrates directly into fulfillment operations and can scale from smaller pack stations to highly automated packaging lines capable of handling high-volume e-commerce environments.

Operating globally with a presence across North America and Europe, Packsize serves over 3,000 customer facilities.

The team includes engineers, supply chain specialists, software developers, and operations experts who work together to help customers rethink packaging as part of a broader operational strategy.

“What makes Packsize unique is that we’re not just delivering machines – we provide an integrated solution that combines automation, software, packaging design, and corrugate supply to optimize how packaging functions within the fulfillment process,” Reinhart highlights.

PACKAGING AS A SYSTEM

Whereas traditional packaging solutions often only focus on one element of the process, Packsize looks at the entire workflow, from the moment an order is picked to the moment it leaves the facility.

“We approach packaging as a system, not just a piece of equipment,” affirms Reinhart.

“Our systems dynamically determine the optimal box size, create it on demand, and integrate directly into the picking or packing process.”

This approach delivers benefits across several dimensions, such as reducing material usage, lowering shipping costs, improving labor efficiency, increasing throughput, and enhancing the customer experience.

Another differentiator is the depth of Packsize’s technology platform, as the company combines advanced machinery, intelligent software, and a global corrugate supply network to create solutions that are both scalable and highly adaptable.

“We provide technology to support oversized items, operations electing to pick directly into the box with automated lidding and closing systems, or operations that would prefer to package last, and we’re the only packaging provider in the world that can say that,” Reinhart acclaims.

Most importantly, Packsize has developed deep expertise after years working with large operations to understand the realities of modern logistics.

That experience allows it to design packaging systems that solve real operational challenges rather than theoretical ones.

“Packaging isn’t just a box anymore – it’s becoming a data-driven system inside the fulfillment operation. Packsize not only understands that, but also knows how to maximize its value,” outlines Reinhart.

RIGHT-SIZED APPROACH

Sustainability has always been a central part of Packsize’s mission and, interestingly, often goes hand in hand with operational efficiency.

“When you reduce excess packaging, you’re not just helping the environment – you’re also reducing material costs, shipping expenses, and transportation emissions,” Reinhart sets out.

“In other words, doing the right thing environmentally often turns out to be the right thing economically as well.”

One of the most visible examples of this is the reduction of void fill and unnecessary packaging material.

When a company ships a product in a box that is much larger than it needs to be, that extra space often requires plastic fillers or additional packing materials.

Right-sizing – creating packaging that fits the product as closely as possible – eliminates much of that waste.

“Packaging has historically relied on a limited number of standard box sizes, which meant products were often shipped in boxes that were significantly larger than necessary,” Reinhart tells us.

“Right-sizing changes that approach. Our systems analyze the dimensions of each product and each order to produce a custom box in real time.”

Packsize can do this in several different ways; if the operation has stock-keeping unit (SKU) data available, it can pre-size the box based on that data.

If, however, the data is unavailable, the system can perform a 3D scan of the products or order on the fly and build the box in real time.

This ability to remove data hygiene as a barrier to entry for right-sizing has been key to adoption across the marketplace.

“The key for us is making the process simple. Businesses are more likely to adopt a technology that minimizes disruption and provides its value without headaches,” emphasizes Reinhart.

“Ease of installation, system performance, uptime, and throughput are all metrics we commit to as part of our partnerships. We understand that packaging is critical to an operation, and our commitment is a baseline requirement for any level of embrace.

“Right-sizing isn’t just about reducing waste – it’s about building smarter supply chains,” he states.

SPARCK ACQUISITION

Packsize now has the full suite of high-volume, right-sized-on-demand packaging technology having acquired Sparck Technologies (Sparck) last year.

Sparck has built an exceptional reputation in the industry for highly automated packaging systems designed for high-volume fulfillment environments.

“Their continuously variable packaging (CVP) technology complemented our existing solutions extremely well,” Reinhart notes.

“We evaluated numerous technologies and companies for potential acquisition and, after exploring Sparck’s CVP Impack and CVP Everest technologies, it became apparent they were best-in-class.”

The acquisition represents an important step in Packsize’s long-term growth strategy, strengthens its global footprint, and accelerates its ability to innovate across the automated packaging space.

“Sparck has a lot of exciting R&D initiatives and new products in the pipeline that we’ve continued to develop and are excited to bring to market in the coming months and years,” shares Reinhart.

With a combined offering of both box-first and box-last solutions, and low and high-automation technology, the combination of Packsize and Sparck creates the most comprehensive portfolio of automated packaging technologies.

Customers today have very different operational needs depending on their order profiles, fulfillment volumes, and facility designs.

By bringing these capabilities together, Packsize is able to support a much broader range of packaging scenarios.

“It also allows us to continue investing in innovation. Automation is evolving rapidly, and the integration of packaging technology with warehouse software, robotics, and data analytics will play an increasingly important role in the future of fulfillment,” Reinhart insights.

“Together, our organizations are well-positioned to lead that next phase of development.”

For Packsize’s customers and partners, it shows the company’s commitment to their long-term success and growth.

“Our goal is to be their one-stop shop for automated packaging, but we understand that to become that level of partner, we must continue to build our portfolio of technologies and internal expertise and maintain and expand our position as the industry leader,” he acknowledges.

THREE FOCUS AREAS

The first of Packsize’s three focus areas moving forward is to continue helping customers rethink packaging as a strategic part of their supply chain operations, rather than a final step in the fulfillment process.

“I still believe we as an industry have a lot of work to do here. Every time I get an overpacked box at my front door, I consider it a failure on my part. We won’t rest until every organization sees right-sizing as a baseline for packaging,” Reinhart asserts.

Second, Packsize is continuing to invest in automation and intelligent packaging solutions that integrate more deeply with warehouse technologies and order management systems.

“Ease of integration and ease of use are critical. Once the market is aware of the technology and the benefits, we must ensure the barrier to entry is as low as possible,” he elaborates.

Lastly, the company is focused on executing successfully upon the adoption of right-sized packaging as companies pursue both operational efficiency and sustainability goals.

“We continue to see adoption rise and substantial year-on-year growth, but that will only continue if we have success in the field.

“The broader vision is simple: a future where packaging is no longer wasteful, inefficient, or static, but instead dynamic, automated, and optimized for every shipment,” concludes Reinhart passionately.

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CULTIVATING TOMORROW’S LOW-CARBON ENERGY INFRASTRUCTURE

The electric and utilities sector in North America is experiencing an unprecedented convergence of forces, including electrification, decarbonization, and digitization, which coincide with a renewed focus on affordability.

Despite creating new avenues of opportunity, this environment has also placed considerable pressure on existing infrastructure.

Increasingly recognized as the missing bridge between all these elements together, district energy systems connect heat and power markets with buildings, data centers, and other large energy-intensive categories – providing a viable solution.

“The district energy sector is really community-scale, demand-side management (DSM) for entire districts,” opens Diego Mandelbaum, CDO of Corix – a leader in low-carbon energy infrastructure.

“More and more, we’re seeing electric utilities view district energy not only as a pathway to meet their own DSM requirements, but in many cases, the only true scalable way to manage upcoming energy demands.”

Corix develops, finances, owns, and operates district energy systems to provide heating and cooling to neighbourhoods, campuses, and large mixed-use developments.

TECHNOLOGY-AGNOSTIC APPROACH

Corix’s presence currently spans two Canadian provinces and four US states, driven by a workforce of over 100 people across engineering, finance, operations, development, and other professions.

The company’s client base ranges from municipalities and universities to large real estate developers and institutional partners.

“What ties them all together is the need for reliable, long-term energy infrastructure that supports sustainability and affordable development,” Mandelbaum informs.

Corix utilizes a range of technologies including heat recovery, geothermal exchange, heat pumps, biomass processing, and more.

“We’re a technology agnostic type of business – we put together the platform and deliver the infrastructure,” he surmizes.

The company consistently uses the right mix of tools and infrastructure to meet its clients’ economic and environmental objectives.

With this in mind, Corix is committed to cultivating enduring energy systems for communities to thrive – a mission that is built on two fundamental principles.

“The first is that energy infrastructure should be built to serve communities for generations and district energy systems are long-lived assets that often operate for 100 years or more, so we approach everything with a long-term perspective,” Mandelbaum outlines.

The company’s second principle is continually striving to facilitate energy better for its communities, customers, and the environment, which drives its mission of developing resilient, world-class district energy systems.

“District energy is often viewed as the invisible infrastructure – people tend to see buildings, roads, and power lines, but you don’t see the piping networks underground that make these communities function.

“Our work is all about building the backbone of infrastructure and systems that quietly operate in the background but play a critical role in enabling sustainable communities,” he surmizes.

SUSTAINABLE, CUSTOMIZED TECHNOLOGY AT SCALE

Heating and cooling systems represent a major proportion of urban energy use and greenhouse gas (GHG) emissions, often times equating to more than 50 percent.

The needs of these systems have historically been met through individual boilers, chillers, and heat pumps with large electricity and natural gas connections fitted in clients’ buildings.

The district energy sector takes a slightly different approach – rather than installing individual equipment for thermal energy needs, energy is produced centrally and then distributed through a shared network of underground pipes.

“This allows Corix to integrate sustainable technologies at scale in a far more efficient manner by allocating scarce resources, ensuring the efficient use of capital, electricity, physical space, and energy commodities,” Mandelbaum sets out.

As such, the company can ‘plug-and-play’ the right technology for the job, whether it be a geoproject, biomass, heat recovery, heat pump, or electric boilers, therefore creating specialist platforms depending on what’s required.

“What I think distinguishes Corix’s approach to the market is not only our ability to develop these platforms from concept all the way through to long-term operations, but also how seamlessly we integrate the engineering, finance, construction, regulatory expertise, and operations together from inception.

“This is all executed with an unwavering focus on creating value for our communities, customers, and partners,” he prides.

POWERING UTAH CITY

Positioned as one of the fastest-growing states in the US, Utah has an increasing need for new infrastructure, particularly in the energy industry.

With this in mind, Corix is developing a district energy system for Utah City in Vineyard, Utah, comprising a 350-acre mixed-use community with a shared network of heating and cooling.

This follows a recently received positive precedent regulatory decision from the Utah Public Service Commission, making it the first modern, regulated district energy system in the state to provide both heating and cooling.

This decision sets a brand-new regulatory framework for how energy infrastructure will be developed across Utah, with surrounding states looking to replicate it.

“Our collaboration with the project partners is one of the things that makes this such a unique and special project,” Mandelbaum expands.

“It is a giant masterplan development on the eastern shore of Utah Lake, which will be a vibrant, walkable urban center that integrates residential, retail, commercial, and medical research space.

“Utah City is an entirely new city that’s getting built out, and it’s one of a kind in North America,” he adds.

Once the district energy system is complete, it will serve nearly 20 million square feet (sqft) of residential, commercial, and institutional space with an interconnected piping network and central energy plants that combine to create a reliable heating and cooling system.

The project being built from the ground up also provides a unique opportunity to integrate district energy infrastructure from the very beginning.

Corix’s real estate partners can save hundreds of millions of dollars across the project lifecycle as a result, with the project saving over 70 megawatts of electric capacity from an already-constrained power grid.

“The system will integrate a huge amount of heat recovery that will be both incredibly efficient and help reduce emissions.

“For us, this development is not just an asset milestone in our growth – at its core, we believe it will set a precedent for the way infrastructure continues to develop across the entire state,” Mandelbaum shares.

“Utah City is a really great example of how thoughtful urban planning infrastructure and environmental stewardship can work together to create something that’s truly transformative.”

TRANSFORMING WASTE HEAT

Elsewhere, Corix is also proud to play a key role in the Port of Bellingham’s Waterfront District Redevelopment in Whatcom County, Washington, US.

The port is developing approximately two million sqft of mixed-use real estate and identified an opportunity for a district energy network to support the build-out from both an economic and environmental perspective.

The project is co-located with an existing power plant that provides energy to the grid; however, the facility generates a tremendous amount of waste heat that is dispelled into the surrounding environment.

Corix has worked with Puget Sound Energy, the local electric utility, to put the by-product to good use.

“Through the project, we run a pipe to the power plant, tap into their cooling tower, and take all the waste heat that would have otherwise just gone into the atmosphere.

“We run that energy through a heat pump, which is then used to heat the entire build-out of the project,” Mandelbaum explains.

This process provides clean, sustainable, and efficient heating and cooling for Corix’s customers – improving efficiency in some cases by 800 percent – it also makes the adjacent power plant more effective as it helps cool down the waste heat generated.

“It’s a real win-win scenario for the developer, customers, and the power plant that we’re actually taking waste heat from.”

DEVELOPING DISTRICT ENERGY

Corix has a vast operational presence, emphasized by its wealth of projects across North America.

For instance, it is working on the Burnaby Mountain District Energy Utility (BMDEU) project, which serves Simon Fraser University’s (SFU) Burnaby campus. The company’s role in the development involves taking wood waste and converting it into thermal energy at a biomass plant located on campus.

This is subsequently used to heat the majority of the campus, helping SFU reduce its GHG emissions by around 90 percent. The thermal energy is also used to heat a nearby residential community.

Meanwhile, through its Oakridge Energy project, Corix is co-developing a low-carbon district energy system that will be one of the largest geoprojects in North America. It will serve 14 residential towers, a one-million-sqft mall, and a nearly five-million-sqft mixed-use real estate complex.

The company’s recent projects additionally include the development of a district energy system beside the University of British Columbia (UBC), which serves a residential district currently being built out into a big master plan community.

“The system happens to be beside a very large particle accelerator, and there are future plans in place to tap into that accelerator and utilize it to both decarbonize the district energy system and provide immense efficiencies to benefit our customers,” Mandelbaum expands.

Finally, the company has accelerated system modernization and transformed the existing coal-fired district energy utility in downtown Cleveland into a high-efficiency gas plant, cutting air emissions by 84 percent.

“We plan to use a lot of the footprint we have in Cleveland to springboard into surrounding states, as well as looking at eastern Canada as well,” he sets out.

LOOKING FORWARD

In order to continue its trajectory of success, Corix has a simple list of priorities that put both existing and future customers at the center.

First, this means is developing its existing portfolio of district utilities to ensure the company continues to deliver safe, clean, reliable, and affordable energy to all the communities it serves.

Corix’s second priority is execution discipline, such as ensuring it completes projects that are already in flight in a way that’s timely, on budget, and meets the specified objectives.

“Our third priority is looking at how we replicate the success we’ve already had across North America to both scale the company and bring the benefits of district energy to communities across Canada and the US,” Mandelbaum concludes.

The post Corix : Cultivating Tomorrow’s Low-carbon Energy Infrastructure appeared first on Sustainability Outlook.

REAL ESTATE SOLUTIONS OF THE FUTURE

The global supply chain is one of the most dynamic and consequential fields in today’s economy.

Historically – particularly in the US – supply chain infrastructure was built around reliability and predictability. However, the sector is currently enduring a period of significant change marked by frequent disruptions and growing uncertainty.

Typically, distribution networks have been designed around the demographic center of the country, with the assumption that goods could reach virtually anywhere within five to seven business days.

This model contained a degree of built-in slack, but consumer behavior has since shifted dramatically.

Today, delivery expectations are closer to two to three days, and if consumers do not receive products quickly enough, they are increasingly willing to choose alternatives or even lower-quality products.

This shift has forced organizations to deploy inventory more widely and position themselves closer to end consumers, which, in turn, exposes them to greater levels of disruption
and complexity.

Within this vast and complex field, CBRE provides a platform and the resources for businesses to tackle these challenges in ways that genuinely matter.

“Our company builds real estate solutions of the future to help clients, professionals, and business partners realize their potential,” introduces John Kirkman, Senior Managing Director and Supply Chain Leader at CBRE.

“From instilling confidence in today’s decisions to reimagining tomorrow’s spaces, we thrive in complex and ever-changing environments,” he establishes.

UNMATCHED CAPABILITIES

CBRE is the world’s largest commercial real estate services and investment firm and a premier provider of critical infrastructure services, operating in more than 100 countries with approximately 155,000 employees globally.

The business provides a comprehensive range of services across multiple disciplines including advisory and transactions, property management, valuation, and capital markets.

A key differentiator for CBRE is its ability to deliver end-to-end solutions through fully integrated, in-house capabilities, meaning it can support clients across the entire real estate lifecycle.

“My current role sits within the company’s supply chain advisory practice, a capability within our industrial and logistics platform. We operate at the strategic level, helping businesses design distribution networks, select optimal sites, and assess automation investments,” Kirkman explains.

“At its core, our work focuses on aligning real estate decisions with operational requirements and the customer experience our clients aim to deliver,” he adds.

From an investor and developer perspective, CBRE also advises on how assets should be designed and positioned to meet market demand and attract the right tenants over the long term.

“Having insight across both occupier and investor needs enables us to bring a more holistic view of the market.”

In what is an extremely competitive sector, another of the company’s key differentiators is the depth of its technologies and analytical capabilities combined with the breadth of its market perspective, built over many years in the industry.

Unlike some competitors who rely on outsourcing or external specialists for network study services, CBRE hosts these capabilities in-house, enabling seamless collaboration across the platform and ensuring clients receive consistent, high-quality advice.

SHAPING OUTCOMES

Kirkman believes there is an incredible amount happening in the global supply chain right now, and a growing recognition of just how critical the industry is to business’ success is emerging.

“What makes this moment particularly exciting is the convergence of traditional real estate leadership and supply chain leadership. Those conversations are happening in a much more integrated way than before, creating a real alignment between strategy and execution,” he sets out.

“We are seeing a confluence of decisions coming together at once, which is creating a unique opportunity to help shape outcomes in a meaningful way.”

Therefore, CBRE’s role is increasingly about translating a business’ strategy into a physical footprint.

A company’s infrastructure – its assets on the ground and supply chain network – is ultimately a tangible representation of its customer promise.

“How you design and operate that footprint directly determines how you meet customer expectations,” Kirkman muses.

“Being able to help clients make that leap from strategy to execution is incredibly rewarding. It’s challenging, impactful, and very real, which is what makes working in this space so energizing,” he excites.

SUSTAINABILITY AT THE CORE

Sustainability is a focus for CBRE, both internally as a business and in the way it advises its clients.

As such, the company has made a public commitment to achieve net zero emissions by 2040 – a target supported by tangible programs across its global portfolio and value chain.

These include renewable energy initiatives, sustainable procurement practices, and ongoing improvements in resource and operational efficiency.

“For our clients, sustainability has increasingly become a value creation lens rather than simply a compliance requirement,” Kirkman tells us.

“Through our energy and sustainability services, we help organizations reduce costs, mitigate risk, and create value through practical decarbonization strategies, resource optimization, and energy management and procurement, including renewables,” he expands.

Moreover, this work is becoming especially relevant as power availability emerges as a major constraint when it comes to site selection and operational planning. CBRE’s in-house Energy team helps clients navigate power procurement and energy market volatility.

From a supply chain perspective, sustainability also needs to be considered holistically, and as transportation represents the largest component of total cost of ownership for most facilities, reducing miles traveled can have a direct and measurable impact on carbon emissions.

“By helping clients rethink network design and inventory placement, we can reduce emissions while simultaneously improving service levels and operational resilience.”

Similarly, automation readiness and sustainability are also highly complementary goals – automated facilities tend to be more energy efficient, with more precise resource usage and fewer variables in day to day operations.

“This makes it easier to monitor performance in real-time and to track, manage, and reduce operational carbon emissions. Together, these factors allow clients to build supply chains that are more efficient, resilient, and sustainable over the long-term,” Kirkman asserts.

FUTURE SOLUTIONS

Ultimately, the legacy that Kirkman hopes to cement for CBRE is that it becomes synonymous with helping companies build supply chains that are truly durable.

“We’re not just building systems that are optimized for a single point in time, but networks that are resilient, automation-ready, and designed around where commerce is heading – not just where it is today,” he clarifies.

“As delivery expectations continue to compress and businesses move away from five to seven day fulfilment models and toward greater immediacy, it becomes essential to anticipate future needs rather than react to current pressures.”

Recent global disruptions have exposed how brittle much of the existing supply chain infrastructure really is.

That has reinforced the need to think beyond short term fixes and focus instead on long-term performance – how assets function over time, adapt to change, and continue to serve occupiers and capital partners through multiple cycles.

“The legacy I would like us to leave is one of helping companies and investors build something better – supply chains and assets that are resilient, future proofed, and thoughtfully designed for what comes next, rather than solutions that simply address today’s challenges,” Kirkman concludes optimistically.

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A SUSTAINABLE PROTAGONIST IN MOBILITY SOLUTIONS

Proudly celebrating 25 years in the country, Marcopolo S.A. is a bus body manufacturer serving both the South African market and the broader sub-Saharan Africa region.

Offering a diverse portfolio designed to meet varying transportation needs, the company combines human values, passion, and product excellence to truly set it apart from the rest. Marcopolo – the wider, international organisation – boasts 76 years of experience and is a world reference in manufacturing bus bodies and developing electromobility solutions in line with the most modern concepts of sustainability.

“What sets us apart is, above all, our people. Our founder used to say, “The most important thing is people”, and that remains part of our culture today,” introduces Renan Pesente, General Manager.

“We’re passionate about what we do, embrace challenges, and always willing to go the extra mile. On top of that, Marcopolo brings together over seven decades of tradition, globally recognised design, and strong engineering capability.”

In South Africa (SA), the company employs approximately 300 people – the majority of whom are from the surrounding communities.

Marcopolo S.A.’s urban mobility range includes the Torino, Torino Low Entry, and Gran Viale models. For semi-luxury long-distance travel, it offers the Andare FL and Audace 1050, whilst in the luxury long-distance segment, the company’s portfolio includes the Paradiso G8 1350 and DD 1800.

In addition to its vehicle offering, the company has a strong after-sales support network, with depots in Johannesburg, Cape Town, and Durban. These facilities support warranty work and refurbishment projects, ranging from minor repairs to full restorations.

With Marcopolo S.A.’s recent achievement of 25 years in the country, its capabilities and continued growth are more evident than ever.

“Our 25th anniversary in SA is a very important milestone and a strong reflection of Marcopolo’s long-term commitment to the region. It shows our ability to build a sustainable business, stay close to customers, and grow together with the market,” Pesente prides.

“SA is a strategic base for us. By operating locally, we are better positioned to understand customer needs, respond to market challenges, and support partners across the region. At the same time, our Germiston factory contributes to local job creation and supplier development.”

This achievement represents not only the company’s history in the country but also its capability, resilience, and confidence in future growth.

LONG-TERM COMMITMENT

A stalwart of the manufacturing industry, Pesente built his career with a strong focus on executive leadership, supported by a technical and business foundation.

“I graduated in mechanical engineering, which gave me the technical knowledge and analytical mindset to understand complex industrial environments. Later, I completed an MBA as well as an executive and international management course abroad, helping me broaden my strategic and global business perspective,” he insights.

Having begun his career in multinational companies, initially specialising in lean manufacturing, Pesente developed deep expertise in operational efficiency, continuous improvement, and performance management. Over time, his responsibilities expanded from technical and operational roles into broader leadership positions, where he transitioned into executive management and quickly found himself leading entire business operations.

“What attracted me to manufacturing was the combination of technical complexity, operational discipline, and business impact. It’s an industry where strategy and execution must work together every day, and I find that extremely motivating,” Pesente expands.

The manufacturing industry is one of the most dynamic and challenging sectors to work in. It is influenced by a wide range of factors, from local economic conditions and political developments to global supply chain distributions, raw material costs, exchange rate fluctuations, and changing customer demand.

What makes it especially exciting is that the environment is constantly evolving.

“You are always learning and adapting, whether that means responding to shifts in the market, managing operational risks, improving productivity, or identifying new growth opportunities. In manufacturing, no two days are the same,” he notes.

LEADING ROLE IN MOBILITY SOLUTIONS

Marcopolo S.A. has experienced exponential growth over the course of the past three years, alongside cementing its status as a leader within the sector. To achieve these monumental accomplishments on a daily basis, the company ensures its success is built on three primary pillars.

The first is its people, as the company places great importance on transparency, teamwork, and shared responsibility. It fosters a culture where everyone understands that one person’s challenge is a challenge for the whole team.

“We also believe strongly in empowering people, giving them responsibility, and creating opportunities for growth within the company,” details Pesente.

Marcopolo S.A.’s second pillar is its products; it works to understand customers’ needs, identify necessary improvements, and develop new solutions that add operational value. Staying close to the market and listening to clients is essential to maintaining its leadership position.

The company’s final pillar comprises its processes, as it constantly looks for better, more efficient ways of doing things. Continuous improvement is part of the company’s daily mindset, helping it strengthen quality, productivity, and competitiveness.

“I believe the combination of these three elements has enabled us to grow strongly in recent years and consolidate our position as a sector leader,” Pesente asserts.

Marcopolo S.A.’s success can be directly seen in its recent endeavours. Specifically, over the past few years, the company has made significant investments in its product portfolio, facilities, and manufacturing capabilities, reinforcing its leadership position.

In 2024, it officially launched the right-hand drive (RHD) version of the Paradiso G8 1350, alongside the facelifted Gran Viale. The following year, the company introduced the new Torino Low Entry, began production of the Torino on an Isuzu chassis – marking its first bus body built on an Isuzu platform – and launched the Audace 1050, supported by a national roadshow to present this new semi-luxury long-distance solution to the market.

“This year, we just released the new four-axle Paradiso G8 1800 DD – the first double-decker, four-axle, Euro 6, RHD coach of its kind in SA,” Pesente reveals.

“Additionally, we continue investing in our current facilities and new machinery to strengthen production efficiency, quality, and our ability to support future growth.”

DRIVING TOWARDS THE FUTURE

Marcopolo S.A. has worked diligently to play a leading role in sustainable mobility solutions. For the company, sustainability is not limited to a single technology or approach; rather, there are multiple paths towards more sustainable transport, with its strategy reflecting that broader vision.

“We developed our fully electric mobility solution several years ago and recently launched a 28-metre bi-articulated electric bus – one of the largest vehicles of its kind – in partnership with Volvo. This is a clear example of our commitment to innovating and reducing environmental impact in public transport,” acclaims Pesente.

At the same time, the company understands that different markets require different solutions, hence its investment in alternative technologies beyond electrification.

For example, Marcopolo S.A. recently released the first hybrid minibus powered by ethanol. It is also working in partnership with original equipment manufacturers (OEMs) and affiliates that are developing sustainable alternatives, as well as the company’s natural gas articulated vehicle.

“When we speak about being a sustainable protagonist in mobility, we mean leading the transition through innovation, strategic partnerships, and a portfolio of solutions that can respond to the realities of different markets whilst contributing to a lower-carbon future,” explains Pesente.

As Marcopolo S.A. continues to look ahead to its future in SA, the company’s main priority is to keep offering customers the best products and services. As a market leader, it is always working on new projects and solutions to meet changing customer needs.

“Already, we have launched the new Paradiso G8 1800 DD RHD coach, which is an important milestone. At the same time, our engineering team is developing new projects, and business expansion remains a part of our strategic discussions with the board. Whilst some of these initiatives are still confidential, we are actively planning important steps for the future,” Pesente concludes.

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THE IMPORTANCE OF INDIGENOUS MINING

The gold mining industry in West Africa remains one of the most dynamic and strategically important mining regions globally.

It continues to benefit from a combination of highly prospective geology, long history of gold production, and increasing global demand for the resource as a safe-haven asset.

Countries like Ghana, in particular, have demonstrated regulatory maturity and a strong commitment to maintaining a stable and competitive mining environment – components critical for long-term investment.

Especially encouraging is the shift towards more responsible and sustainable mining practices demonstrated by a growing emphasis on environmental stewardship, community engagement, and transparency.

This is reshaping how mining companies operate and are perceived, which is a positive development for both investors and host communities.

The industry is simultaneously becoming more sophisticated, with business leaders leveraging modern technology, improving operational efficiencies, and placing greater focus on value optimisation rather than just volume production, helping to unlock previously challenged assets and extend the life of mature mines.

“Importantly, we are also witnessing the rise of capable indigenous mining companies that are playing a more prominent role in the sector.

“This is a significant milestone for the region, as it ensures that greater value is retained locally, builds technical capacity, and fosters long-term economic resilience,” opens Patrick Appiah Mensah, Managing Director of Heath Goldfields Ltd (Heath Goldfields).

The burgeoning Ghanaian-owned gold mining company is focused on the revitalisation and development of the Bogoso-Prestea Mine (Bogoso-Prestea) – one of the country’s oldest and most strategically located gold assets located in the Western Region of the country.

“Overall, I would describe West Africa as a region of strong fundamentals, evolving standards, and growing local participation. For those who are disciplined, responsible, and committed to long-term value creation, it remains one of the most compelling gold mining frontiers in the world,” he adds.

STEWARDS OF A NATIONAL ASSET

Located in the Western Region of Ghana, Bogoso-Prestea is one of the most established gold mining belts in the region, with over a century of production history and a substantial, compliant resource base.

Central to the mine’s redevelopment, Heath Goldfields’ core business revolves around responsible gold production, supported by both open-pit and underground mining operations, as well as established processing infrastructure.

Beyond production, the company’s work extends to mine rehabilitation, asset turnaround, and sustainable mine development – key to its operating philosophy.

With a nationwide presence, Heath Goldfields’ head office is situated in Accra, supported by an operational base at Bogoso-Prestea.

“Whilst we are currently a single-asset operator, our strategy is to build a scalable, indigenous mining platform capable of delivering long-term value across the region,” Patrick shares.

From a workforce perspective, the company has already created over 1,400 direct and indirect jobs following the restart of Bogoso-Prestea’s operations, with a strong emphasis on local employment and skills development.

This reflects Heath Goldfields’ belief that sustainable mining must be anchored in community participation and local capacity-building.

Also noteworthy is the company’s broad stakeholder base, comprising government, regulators, local communities, contractors, and international partners, all tied together by a collaborative approach. This ensures its operations are aligned with regulatory requirements whilst also delivering tangible socioeconomic benefits.

“At its core, Heath Goldfields is built on a simple but important principle: to develop a modern, responsible, and community-aligned gold mining business that meets international standards whilst remaining proudly Ghanaian.

“We see ourselves not just as operators of a mine, but as stewards of a national asset, committed to restoring Bogoso-Prestea into a sustainable and competitive operation for the long term,” Patrick prides.

BOGOSO-PRESTEA

As one of Ghana’s most historic gold-producing assets, Bogoso-Prestea plays an important role in reinforcing the country’s reputation as a responsible and credible mining jurisdiction.

The mine is also a demonstration of Heath Goldfields’ commitment to stewardship.

“We are not approaching Bogoso-Prestea as a short-term opportunity, but as a strategic national asset that must be responsibly rebuilt, managed, and sustained for future generations,” Patrick states.

With this in mind, the company’s approach is anchored in strict regulatory compliance, international best practices, and a strong commitment to its environmental, social, and governance (ESG) framework.

Heath Goldfields is also investing in modern mining equipment, strengthening safety systems, and implementing structured mine planning to ensure efficient and responsible operations.

Bogoso-Prestea’s revival represents both a technical and social transformation, signified by the company’s focus on community engagement and local participation as a fundamental pillar to sustainable mining.

“By prioritising transparency, stakeholder collaboration, and long-term value creation, we are not only revitalising a historic asset but also demonstrating that indigenous operators can meet and exceed global industry standards,” he notes.

Beyond this, the company’s structured community engagements and agreements – such as employment frameworks and stakeholder consultations – mean its operations contribute meaningfully to local socioeconomic development.

UNLOCKING LOCK-TERM VALUE

As a wholly Ghanaian-owned company, Heath Goldfields is fundamentally aligned with the interests of the country and its people.

The company unlocks value on multiple levels; for instance, through responsible and sustained gold production, it contributes directly to national revenue, foreign exchange earnings, and economic stability.

Additionally, Heath Goldfields prioritises local employment, creating jobs, building technical capacity, and supporting the growth of Ghanaian contractors and suppliers.

“Importantly, as an indigenous operator, a greater share of the value generated is retained within the country, helping to strengthen local enterprise and reinvest in national development.

“Our objective is not just to operate a mine, but to build a sustainable, locally anchored mining business that delivers long-term value for Ghana whilst setting a strong example for indigenous participation in the sector,” Patrick states.

Contributing to this central mission is the company’s marriage of modern mining standards and deep local roots.

“Heath Goldfields represents a shift towards locally rooted, professionally managed mining companies that combine international standards with a deep understanding of the local operating environment.

“We believe this model is critical not only for improving operational outcomes, but also for ensuring a greater share of value is retained within the country,” he urges.

On one hand, the company operates in line with international best practices, from safety systems and environmental management to disciplined mine planning and governance.

On the other, Heath Goldfields holds a deep understanding of the social, cultural, and economic context in which it operates.

The amalgamation of these two forces allows the business to engage more meaningfully with its host communities, respond effectively to local challenges, and build trust that is often difficult to achieve through purely external operators.

It also enables the company to prioritise local content, employment, and partnerships, ensuring that a greater share of value is retained within the country.

“What differentiates us is the ability to deliver globally aligned, technically sound operations whilst remaining locally grounded, responsive, and accountable. In our view, that is what sustainable mining in Africa should look like going forwards,” he reflects.

COMMITTED TO SUSTAINABLE DEVELOPMENT

ESG is not just a standalone function for Heath Goldfields, but a deeply embedded framework that drives how the business designs, operates, and grows.

From an environmental perspective, the company’s focus is on responsible resource management, rehabilitation, and strict adherence to regulatory standards.

“As we restart operations, we are implementing modern systems to manage water, tailings, and land use in a way that minimises our impact and protects the surrounding ecosystem,” Patrick expands.

On the social front, Heath Goldfields places strong emphasis on structured community engagement, transparency, and shared value creation. This includes conducting ongoing dialogue with traditional authorities, targeted investments through its community development programmes, and a clear commitment to local employment and enterprise growth.

Governance is equally critical to the company, as it operates with clear accountability, compliance, and disciplined oversight, ensuring that its activities meet both national regulations and international best practices.

“By integrating these principles into our day-to-day operations, we are able to build trust with our stakeholders, support responsible growth, and position Heath Goldfields as a credible, long-term operator that is committed not just to production, but also to sustainable development,” Patrick details.

A STRONG INDIGENOUS MINING PLATFORM

In the coming year, Heath Goldfields’ primary focus is on stabilising and ramping up operations at Bogoso-Prestea in a disciplined and sustainable manner.

As such, the company is concentrating its efforts on protecting and securing critical mine assets whilst advancing structured planning to unlock both near-term production and long-term value from the resource base.

An equally important priority is the implementation of Heath Goldfields’ community development and local content programmes, which ensure the benefits of the mine are felt meaningfully across host communities from the outset.

“We will continue to build a strong indigenous mining platform, positioning Heath Goldfields for future growth opportunities within Ghana and, over time, the broader West African region.

“Overall, our approach is deliberate: to establish a solid, credible operating base in the near term, whilst laying the groundwork for sustainable growth and long-term value creation,” Patrick concludes.

HEATH GOLDFIELDS LTD PARTNER

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SPOTLIGHT ON CONSTRUCTION IN AUSTRALIA

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Our advocacy is guided by five key priorities:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

GREEN BUILDING COUNCIL OF AUSTRALIA PARTNER

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ROOTED IN JAPAN, BUILT ACROSS ASIA

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

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

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

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

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

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

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

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

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

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

CENTRAL TO CONSTRUCTION

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

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

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

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

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

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

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

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

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

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

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

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

OPEN INNOVATION PLATFORM

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

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

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

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

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

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

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

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

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

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

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

CONSTRUCTION OPERATIONS

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

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

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

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

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

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

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

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

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

IN-HOUSE DESIGN CAPABILITY

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

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

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

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

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

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

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

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

SUSTAINABLE SOLUTIONS

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

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

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

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

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

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

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

REAL ESTATE DEVELOPMENT

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

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

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

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

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

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

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

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

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

SOUTHEAST ASIA PRESENCE OF KOA GROUP 

KAJIMA OVERSEAS ASIA (SINGAPORE)

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

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

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

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

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

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

THAI KAJIMA

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

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

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

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

KAJIMA MALAYSIA

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

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

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

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

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

KAJIMA VIETNAM

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

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

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

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

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

KAJIMA INDONESIA

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

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

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

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

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

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

KAJIMA PHILIPPINES

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

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

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

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

KAJIMA INDIA

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

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

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

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