BUSINESS AS UNUSUAL

As it faces rapid urbanisation, climate change, and resource scarcity, the sustainability outlook across the APAC region is complex, with a mix of developed and developing countries at different stages in their climate journeys.  

Australia, for example, is currently doing everything it can to reduce greenhouse gas emissions by 43 percent below 2005 levels by the end of the decade, which aligns with its Nationally Determined Contribution (NDC) under the Paris Agreement. 

In Southeast Asia, meanwhile, organisations are seeking to decrease their carbon footprint by purchasing renewable energy certificates (RECs) and carbon credits, particularly in areas with limited access to renewable energy.    

Driven by its ambition to design a better planet, ACCIONA, a leader in renewable energy and water management, is redefining how sustainable infrastructure is implemented across the APAC region to assist nations in achieving their sustainability targets.  

“ACCIONA flies the flag for sustainability, implementing projects that utilise renewable energy so we can mitigate the impact of carbon emissions,” introduces Carlos Cerezo Ramos, APAC Water Regional Director. 

In response to global water scarcity, the company is working to ensure universal access to the vital resource through comprehensive and sustainable water infrastructure and management systems.  

“We are aware that the water business, especially desalination, consumes a lot of energy, so we’re finding ways to implement more sustainable projects in the near future,” Ramos adds.   

FACILITATING THE PHILIPPINES

ACCIONA’s activities in the Philippines began in 2016 with the Putatan 2 direct water treatment plant (DWTP) for Maynilad Water Services, Inc. (MWSI), which is adjoined to the existing Putatan 1 DWTP and has a capacity of up to 150,000 cubic meters (cbm) per day, supplying clean drinking water to almost six million people across Manila.  

The company has recently increased its presence in the country, having successfully commissioned Laguna Lake DWTP earlier this year, adding a further 150,000 cbm per day of capacity.  

“Between both projects, we supply the majority of Southern Manila with safe drinking water,” Ramos states.  

Elsewhere, ACCIONA is undertaking the East Bay 2 DWTP in the north of the Philippine capital for Manila Water.  

“In this case, the project will have a capacity of 200,000 cbm per day to serve a population of two million,” he clarifies.  

Something that both projects have in common is their source, Laguna de Bay – the largest inland freshwater lagoon in the Philippines and the second largest in Southeast Asia.  

Utilising Laguna de Bay has helped ACCIONA ensure a clean and healthy water supply for Manila when other methods have proven challenging.  

With two large dams close to Manila – Kaliwa and Laiban – not expected to reach completion until at least 2027, the water supplied from Laguna de Bay has proven crucial in sustaining the population in the interim.  

Meanwhile, the quality of untreated water remains unsuitable for consumption, tainted by rainfall and runoffs from agricultural irrigation containing ammonia, solids, and organic materials.  

“Desalination is also not an option for Manila, with the sea being so far from the city and the costs associated with this process being too high,” Ramos points out.  

Therefore, extracting from Laguna de Bay presents the most sustainable and cost-effective option for supplying the capital with fresh drinking water, which is why ACCIONA has been the first choice in overseeing the city’s last three DWTP initiatives. 

“We consider the design and execution of these projects in the Philippines to be a major success, and we hope to continue to do more,” he prides.  

ENABLING AUSTRALIA

With a presence in Australia spanning more than two decades, ACCIONA has been involved in numerous successful projects in the country, namely the Adelaide desalination plant in South Australia (SA) and the Mundaring DWTP in Western Australia (WA).  

Delivering water to the Goldfields region, over 500 kilometres away from the source, the Mundaring DWTP continues to supply one of the longest water networks on Earth – a project Ramos has been personally involved in since its inception 15 years ago.  

“WA’s water connection network remains one of the best I’ve seen in the world, with advanced treatment plants and processes in place,” he reflects.  

However, the recent lack of rainfall in WA and Perth specifically has led to some of the city’s subterranean water supply and underground well systems drying up.   

When combined with the rising demand for drinking water caused by a rapidly growing population and subsequent residential and industrial development, the need for further water infrastructure has been recognised.  

Therefore, ACCIONA has been selected to lead a consortium on behalf of Water Corporation, the pre-eminent water utility in WA, to develop the Alkimos Seawater Desalination Plant (ASDP) in Perth over the next 10 years. 

The third desalination plant in the city, ASDP will be responsible for supplying clean drinking water to the north of Perth, with a network featuring an integrated water supply scheme capable of delivering 332 billion litres annually to over two million people. 

Presenting an innovative solution, ACCIONA’s Water Corporation will utilise treated wastewater to replenish existing underground systems in Perth. 

“This natural filtration method will ensure that even farms and communities far away from the capital can access water for agriculture and businesses,” Ramos insights.  

“This is the perfect use of a water cycle in WA, to which we are actively contributing. In this way, the state continues to be a leader in water treatment,” he adds.  

AN EMPLOYER OF CHOICE

Having renewed its Top Employer certification in 12 of its global markets in 2025, ACCIONA’s ability to attract and retain talent is second to none.  

A prestigious accolade awarded to only those with a first-class working environment and high employee well-being statistics, the company has proven its status as an employer of choice.  

“Our approach is a combination of training young talent whilst maintaining equality and diversity targets and investing in areas of the business owned by minorities,” Ramos shares.   

ACCIONA’s PEOPLE strategy, which is part of its 2025 Sustainability Master Plan, places individuals at the core through four key areas of focus – recognition of merit, diversity and inclusion, a transformative work environment, and leadership – each of which has been recognised by the company’s Top Employer certification.  

“We value the balance between work and family, which has led to many of us working for the company for over 20 years,” he adds.  

Rather than working in silos, ACCIONA maintains positive interdepartmental interactions whilst promoting the values at the heart of the company – sustainability, social impact, local interest, and innovation. 

In addition, ACCIONA maintains ongoing agreements with equipment companies, meaning that when projects ramp up, they can go to market quickly.  

The agility afforded by this agreement allows the company to remain ahead of the curve, offering greater job stability to employees.  

Elsewhere, internal mobility is very important to ACCIONA, with the company committed to providing flexibility and travel opportunities for its employees.   

“As I look to the future, these are the values that will attract new generations to ACCIONA,” Ramos surmises.  

LOOKING AHEAD

As the company continues to grow and provide water services throughout the APAC region, ACCIONA is seeking to expand its presence in Southeast Asia whilst continuing to develop further projects in Australia.  

The company has also recently entered New Zealand, having been contracted to carry out various transportation projects in the country, where it hopes to expand its presence to include the Water Division in 2025.  

“In addition to our Tseung Kwan O (TKO) desalination plant currently in operation, we are also bidding on projects in Hong Kong and beginning to look into other countries in Southeast Asia,” Ramos tells us.  

With plans to extend beyond its waterworks in the Philippines to Vietnam, ACCIONA anticipates future development across Thailand, Malaysia, and Indonesia, with conversations already taking place on the logistics of exploring the markets in these nations.  

“We’re not exploring China purely because there are other developing nations in the region that require more help from us,” he assesses.  

As such, ACCIONA’s mission to bring water to the people, expand the brand, and prioritise sustainability is clear.  

“In short, those are our targets for the year – to expand in Southeast Asia and continue our growth in Australia,” Ramos concludes.

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A BLUEPRINT FOR VISIONARY INFRASTRUCTURE

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

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

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

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

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

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

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

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

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

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

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

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

A TRANSFORMATIVE IMPACT

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

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

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

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

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

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

INNOVATIONS IN CONSTRUCTION

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

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

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

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

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

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

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

MAKING STRATEGIC ADVANCEMENTS

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

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

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

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

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

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

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

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

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

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

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

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CONNECTING PEOPLE AND IDEAS

Following a year of transformation and solid growth, we revisit GO Plc (GO) whose continued investment in Malta’s digital infrastructure remains significant.  

In 2024, the company achieved record results by generating €244.9 million in revenue – up 3.8 percent year-on-year.  

It also completed a nationwide fibre roll-out, making Malta a ‘true fibre island’ and a frontrunner in Europe in terms of coverage.  

“We’re seeing ever greater demand for high-capacity fixed mobile connectivity, which is why GO’s island-wide roll-out now covers almost the entire country.  

“Users can now experience speeds of 10 gigabits per second (Gbps),” introduces Nikhil Patil, CEO. 

Elsewhere, the company has expanded beyond traditional telecommunications (telecoms) having pushed ahead with its ventures into the energy sector.  

“Following our 51 percent acquisition of AQS Med (AQS) late last year, we launched GO Energi, a solar-financing service that makes photovoltaic (PV) installations affordable by offering zero upfront cost,” Patil informs.  

Indeed, with the Maltese telecoms market advancing rapidly, many operators are diversifying into cloud, entertainment, and Internet of Things (IoT).   

In 2024, GO’s subsidiaries followed suit, with BMIT Technologies p.l.c. (BMIT) growing its cloud and data centre services, CyberSift Holdings Ltd expanding into advanced cybersecurity platforms, and energy offshoots AQS and SENS Innovation Group Ltd rolling out solar leases and electric vehicle (EV) chargers. 

In addition, GO’s acquisition of Klikk – a retail chain focusing on all things digital – means that it’s even better positioned to serve customers’ needs through hardware and retail support, representing digital inclusion in its most tangible form.  

All these initiatives flow directly from the company’s ultimate purpose – to drive a digital Malta where no one is left behind. 

50 YEARS OF SUCCESS

As Malta’s technology industry faces headwinds – from rising costs and heavy investment requirements – supply chain inflation and the need to replace legacy copper networks have begun to impose both financial and logistical challenges on the sector.  

“We’ve navigated these obstacles by sharing resources across the GO group and focusing on efficiency,” Patil tells us.  

For example, the company’s automated network tools have enabled it to resolve 88 percent of internet faults remotely.  

When it comes to standing out from the competition, GO leads the market, having delivered the fastest growth in broadband subscribers in Malta thanks to its superior network quality and innovative offerings.  

With the country’s telecoms landscape continually moving towards full fibre and 5G coverage, bundled digital services, and greener operations, GO remains at the forefront. 

Having grown exponentially over the past five decades, the company has transformed from a national telecom monopoly into a fully-fledged digital services group.  

With this year marking GO’s 50th anniversary, Patil considers what this important milestone means to the company.   

“Celebrating 50 years is about reflecting on all those achievements – record numbers of customers connected, new technologies pioneered, and millions of families and businesses empowered,” he smiles.  

More than just nostalgia, half a century in operation also underlines GO’s commitment to the future, reinforcing its mission to be ‘Malta’s catalyst for digital and sustainable transformation’. 

On a mission to drive a digital Malta where no one is left behind, achieving this milestone demonstrates the company’s purpose in action through resilient infrastructure, constant reinvention, and by serving every corner of the island.  

“As CEO, I see this anniversary as both a celebration of our legacy and a springboard for the next 50 years of innovation and impact,” Patil emphasises.

STRATEGIC PRIORITIES

Having completed its full fibre roll-out, over 392,000 homes across Malta are now supplied by GO’s new network, meaning every town and village on the island and in neighbouring Gozo are fibre connected.  

Almost all of the company’s fixed-line customers are already using fibre, and the few remaining pockets – mainly in Valetta’s historic centre – will be connected imminently.  

“This achievement makes Malta one of the most digitally connected countries in Europe,” Patil insights. 

Importantly, having truly universal fibre means GO can now switch off its old copper networks and focus on delivering cutting-edge services and fast Gbps speeds to every home and business.  

“This fibre completion is GO’s proudest project to date as it future-proofs Malta’s connectivity for decades,” he adds. 

International connectivity is a strategic priority for GO as it is for Malta, and the company has historically been at the forefront in this respect, investing heavily in submarine infrastructure to reinforce the country’s links to the globe.  

GO’s submarine cable network comprises three fully independent systems – two connecting Malta from local diverse points and landing on the east and west coasts of Sicily, and its most recent cable system, LaValette, that directly connects Malta to France and Egypt.  

LaValette in particular, commissioned in 2021, was the first ever cable to land on Malta’s west coast, providing new diverse capabilities to the nation and, unlike any live current system in service, bypasses Italy completely.  

LaValette also lands directly in a global data centre where hyperscalers and Tier 1 providers of infrastructure are present.  

GO is continuously maintaining its submarine infrastructure, which involves upgrading capacity and equipment from time to time to address both the additional bandwidth and operational requirements of its customers and the nation in general.  

“These upgrades involve installing the latest coherent optical transmission technologies, substantially increasing our cables’ capacity,” Patil explains.  

In fact, the company has done this before in a previous major upgrade, and it expects similar multiplier gains as it goes along with the next upgrades which are currently underway.  

“GO will remain the only Maltese operator with fully redundant, ultra-high-capacity connections, spanning from our core infrastructure to mainland Europe,” he prides. 

This means richer connectivity, lower latency, and higher available bandwidth for customers and businesses, alongside a stronger, more secure digital gateway for the nation.  

“It’s another example of GO investing in critical infrastructure ‘in the background’ to keep Malta at the forefront of global connectivity and a place where no one is left behind,” Patil reflects. 

A LIVING SHOWCASE OF SUSTAINABILITY

GO’s new headquarters in Żejtun is designed to be a living showcase of sustainability, aligning perfectly with the company’s green vision.  

This building is amongst the most advanced net zero facilities on the island, equipped with over 3,000 solar PV panels integrated into the roofs, walls, and car parks, which generate around 1 megawatt hour of renewable energy daily.  

The campus has extensive water-saving features, including a large reservoir to capture rainwater for reuse in flushing and irrigation, and motion-sensor lighting and heating, ventilation, and air conditioning (HVAC) systems that only activate when areas are occupied.    

“Even our vehicle fleet at Żejtun has been electrified, lowering fuel use, and we’ve consolidated teams on-site to reduce the need to commute,” Patil details. 

By moving employees into a solar-powered, 100 percent electrified building, GO has taken major green steps which align with its commitments to reducing carbon and replacing old copper with fibre.  

“Every aspect – from energy generation to materials and operations – is geared to cut emissions,” he highlights.  

In short, Żejtun is not just a workspace – it is GO’s tangible pledge in brick and mortar that a sustainable, low-carbon future is fully compatible with a world-class telecoms service. 

Elsewhere, the company has made steady progress towards its goals of reducing its carbon footprint by 42 percent by 2030, and 90 percent by 2050, in line with the Paris agreement.  

Its complete fibre network, for example, is inherently greener than the old copper grid, delivering three to five times more bandwidth per watt.  

Employee behaviour is also changing, with the company having introduced a ‘GO Green’ training programme, which encourages staff to think ‘energy first’ in everything they do – from virtual meetings to supplier choices.  

Although these initiatives have significantly lowered GO’s emissions intensity, Patil notes how it is still too early to give a final percentage.  

“Qualitatively, the changes are real. For example, consolidating IT into our new energy smart data centre and moving to paperless billing have already shaved off measurable greenhouse gas (GHG) emissions,” he notes.  

Importantly, the company has set these goals scientifically and regularly monitors progress.  

“So far, we are on track, with our investments in renewables, energy efficiency, and sustainable offices giving us confidence that we will meet our 42 and 90 percent respective targets on schedule.” 

For GO, sustainability is not just a one-off project but part of its DNA, and the company’s green outlook is evident in its robust approach to carbon accounting. 

FUTURE PRIORITIES

In addition to its environmental targets, GO has set a range of strategic goals across business, technology, and social fronts.  

“We have five clear strategic pillars guiding our future, including ‘investing in a digital Malta’ and ‘providing the best customer experience’.” 

As it aims to continue growing the country’s digital economy, GO is rolling out even more fibre-based services and cloud offerings.  

Over the past six years, it has returned over €154 million to shareholders, and it intends to maintain a balanced capital-allocation strategy, continuing dividends whilst investing aggressively in innovation such as fibre, networks, green energy, and start-ups.  

The company also prioritises digital adoption; having built ubiquitous coverage across the island, its next targets include increasing household uptake of high-speed plans and bundled services.  

“Internally, we have a goal to become a fully digital enterprise – automating more processes, embracing artificial intelligence (AI) and cloud – to stay lean and responsive,” Patil comments.  

It also plans to accelerate services like GO Energi – which is aiming to become Malta’s top clean-energy provider by leveraging the company’s existing 500,000+ connections – alongside expanding content and smart-home bundles. 

Additionally, it is growing its corporate venture capital firm, GO Ventures, and its burgeoning portfolio in HealthTech and FinTech.  

The company also has human capital and environmental, social, and governance (ESG) goals, with one strategic pillar being to ‘be the best place to work and grow.’  

As such, GO continually strives for top marks in employee engagement and diversity because it knows that attracting talent fuels innovation.  

“Our combined aim is to make GO indispensable to Maltese life – not just for connectivity, but as a trusted partner in technology, media, and sustainability,” he posits.  

Whether customer, shareholder, or community-focused, all these non-carbon targets are fully aligned with the company’s core purpose and are measured year-on-year.  

Looking ahead, Patil wants GO to be remembered as Malta’s catalyst for digital and sustainable transformation, whether through trialling even newer wireless technologies, expanding cybersecurity, or helping government and industry harness AI and 5G.  

The company’s purpose of achieving a connected and inclusive Malta guides it every day, with each of GO’s achievements a team effort thanks to the diligence of its dedicated teams.  

“In collaboration with our broad range of subsidiaries and partners, we remain committed to investing, innovating, and caring – ensuring that as Malta’s technology evolves, GO will be there, connecting people and ideas for decades to come,” Patil passionately concludes.

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SPOTLIGHT ON UK RENEWABLE ENERGY

The UK’s renewable energy sector has significantly developed in recent years, most pointedly due to a change in government leadership in July 2024 that caused a shift in environmental policy, driving a step change in the country’s energy transition.  

On a mission to position the UK at the forefront of global clean energy generation, the government’s Department for Energy Security and Net Zero (DESNZ) has introduced numerous notable measures that aim to grow the nation’s renewable energy capacity and make it secure by 2030.  

Such targets comprise the key milestones of the Clean Power 2030 Action Plan (CP2030) that is purpose-driven to overcome three core obstacles to the energy transition, namely: the need for a secure and affordable energy supply; the creation of essential new energy industries that will be supported by thousands of skilled workers; and the need to reduce greenhouse gas (GHG) emissions and limit the UK’s contributions to climate change.  

Diligently working towards such targets, CP2030 plans to create an innovative clean energy system that will rapidly develop the country’s renewable energy capacity through next-generation technologies over the next five years.  

In partnership with Ofgem, the government will also introduce a Long Duration Electricity Storage (LDES) cap and floor scheme, which will work to successfully deliver greater electricity interconnection by providing a minimum amount of revenue for LDES investors, facilitating greater funding for the asset whilst also providing support for its operators.  

These strategies will create major positive impacts for the UK’s private sector and homeowners, who are continuously transitioning towards renewable energy sources as they become more affordable and readily accessible, which will, in turn, reduce the nationwide dependence on fossil fuels.  

On top of this, the progression of renewable energies and drive for clean power will unlock thousands of jobs across the country and boost energy security, paving the way for a new age of UK renewable power.

Q&A WITH THE RENEWABLE ENERGY ASSOCIATION (REA)

As the UK’s largest renewable energy trade body, the Renewable Energy Association (REA) continues to be a driving force in the country’s clean energy transition. We return to the association and learn more about its role as advocate for a progressively environmental regulatory landscape with CEO, Trevor Hutchings.

Firstly, how would you say the UK renewable energy sector has evolved since we last spoke to the Renewable Energy Association (REA) in 2023?

Trevor Hutchings, CEO (TH): The renewable energy sector continues to grow apace. Around 50 percent of our electricity now comes from these technologies whose cost continues to fall, with renewable energy sources now being the cheapest form of new power generation.  

The overall economics of moving to clean energy are compelling, with the drive to net zero being the financial opportunity of the 21st century. Indeed, the net zero economy has grown 10.1 percent since 2023, outstripping growth in other sectors.    

We have a new UK government that has made net zero and clean power a central mission, which has further boosted confidence in the sector and is starting to unblock some of the barriers to greater deployment such as planning reform and grid connection. 

Public support for renewable energy also remains high, with 82 percent of people supporting renewables according to the government’s latest public attitudes tracker.     

At the same time, however, we are experiencing political headwinds. Opposition parties have broken the political consensus on net zero that has existed since the Climate Change Act of 2008.  

This is worrying, as much of the debate is ideological rather than evidence-based, so it is essential that we continue to demonstrate the benefits of renewables and maintain momentum.     

How has the REA progressed in its role as an advocate and key driver of the transition from a fossil fuel driven society to a renewable one?

TH: The REA continues to advocate for the clean energy transition – ramping up renewable technologies and weaning ourselves off fossil fuels in an orderly manner.  

Whilst we will still use oil and gas for decades to come, we must significantly reduce our dependence, and there are good reasons to do so.    

For example, the recent energy crisis was rooted in the UK’s dependence on international gas markets which were upended by the conflict in Ukraine. In contrast, home-grown renewable energy sources would protect UK bill payers from such disruption in an increasingly unstable world.  

A renewable energy system is characterised by distributed energy, local bioenergy, solar and wind farms, and a mixture of other generating assets. This diversity reduces the risk of a single point of failure, thereby increasing national security.   

Now, more than ever, the REA needs to be a strong voice for the sector to help the government not only get the job done but be prepared to hold their feet to the fire if they fall short.  

We are the largest renewable energy trade body in the UK with around 500 member organisations operating across the renewables value chain, having been a prominent voice in the sector for 25 years. But we must not rest on our laurels in the face of a rapidly changing landscape and the shifting needs and expectations of our members.   

Accordingly, we are strengthening our approach through our new strategic plan focused on impact and growth, ensuring we have the competencies in place to shift the dial on this agenda.   

Can you update us on the progress of solar and wind power deployment across the UK over the last year?

TH: The deployment of these energies continues to grow significantly. On 6th April 2025, Great Britain set a record for solar power generation, reaching 13.2 gigawatts (GW), whilst the record for wind was set on 18th December 2024 at 22.5GW.  

Annual generation from solar has increased from around 2,000-gigawatt hours (GWh) in 2013 to nearly 14,000 GWh in 2023. For wind, it increased from 29,000 GWh to over 80,000 GWh over the same period.  

This is impressive growth, but we need to achieve a step change in deployment levels over the next few years if we are to decarbonise our electricity supply and realise the full benefits of renewable energy.     

In your opinion, how will the CP2030 Action Plan address the challenges of the renewable energy sector?

TH: Ensuring our electricity comes from clean sources and is electrifying more of the economy is essential for achieving net zero. So, CP2030 is very welcome as it helps to focus government and industry action.  

It is also important for instilling market confidence, lowering the cost of capital, and attracting inward investment. Whilst extremely challenging, it is a feasible target and even a near miss would represent a huge achievement.    

I have confidence that over 50 percent of our electricity today is from clean sources. The lights haven’t gone out, and we haven’t bankrupted the country, in fact, it is quite the opposite – despite what the critics say.  

Nevertheless, the government will need to utilise all levers of state in order to get the job done. Many of these levers sit outside DESNZ and therefore CP2030 needs to be a driving force across all government departments and beyond.  

We know from experience that this is difficult to achieve, so the Prime Minister must be prepared to ‘bang heads together’ if this does not happen.   

How is the REA helping to implement CP2030’s strategies towards the rapid deployment of clean energy?

TH: The REA works with its members to advocate for a progressive policy and regulatory landscape to support the deployment of clean energy.  

Having the right policies in place, enabling effective regulation, and unblocking barriers are key to scaling renewable energy, especially in some essential but less mature technology areas like LDES. In this case, the REA has long advocated for its route to market, recognising LDES’s high upfront investment costs and long lead times.  

Notably, the REA is working with its members and Ofgem on the detailed design of the government’s recently announced cap and floor scheme to encourage investment. Therefore, LDES is just one example of the value we bring to our members and other stakeholders.    

The REA is uniquely positioned as the only renewable energy trade body operating across the full breadth of the value chain, covering all the major clean technologies across power, heat, transport, and circular bioresources. Through our policy and technology forums, we forge policy positions, undertake research, and run campaigns to effect change.   

Through our subsidiary, Renewable Energy Assurance Limited (REAL), we operate several assurance schemes, enabling the market to operate more effectively. These include the Green Gas Certification Scheme (GGCS), supporting the market in green gas, and the Renewable Energy Consumer Code (RECC), supporting the roll out of heat pumps and solar panels.

Going forwards, how is the REA continuing to identify green jobs and help people harness the advantages of renewable energy?

TH: In 2024 there were 273,000 full-time jobs across the UK in the net zero economy. This figure rose to 951,000 when factoring in the wider supply chain, generating £83.1 billion in economic activity. Net zero jobs are 40 percent more productive than the national average, with wages 15 percent higher than the UK norm.  

Many of these vacancies are evenly distributed across the country and often require re-skilling and upskilling of established professions like plumbers, electricians, and builders, rather than entirely new disciplines.  

Net zero is also placing higher demand on established trades like welders as well as professional services including legal, finance, and insurance. The REA will continue to champion the need for additional skills provision as a critical enabler for clean energy.   

One of the biggest advantages of renewable electricity is that it is cheaper than fossil fuels. Key technologies such as solar panels, wind turbines, and batteries have seen their costs plummet – solar panels are over 90 percent cheaper than they were just a couple of decades ago, harnessing a free resource – the sun.  

However, lower renewable electricity costs – the ‘net zero dividend’ – are not fully reflected in the price homeowners and businesses pay for their electricity.  

This is because gas still sets the price for over 90 percent of renewable electricity due to the way the energy market is structured, leading gas to dominate our system.  

Gas prices are set by international markets and, as we know from the energy crisis, have fluctuated dramatically following the conflict in Ukraine.  

Energy pricing is complicated, but the quickest way to yield the net zero dividend is to increase the penetration of renewables on the system, which is exactly the focus of the REA.    

Looking ahead, how do you see the UK renewable energy sector developing over the next five years?

TH: Through CP2030, we are going to see significant growth in wind, solar, and storage, as well as improvements in the electricity grid. In parallel, we will see greater electrification of the economy, moving from petrol and diesel cars to electric vehicles (EVs), for example, and from gas boilers to heat pumps.   

Regarding parts of the economy which are difficult to electrify – namely aviation, shipping, heavy goods, and some industrial processes – we will see an expansion of other forms of renewable energy like hydrogen and green gases such as biomethane.  

Biomass for electricity generation and the provision of high-grade heating will also make up the energy mix, as will the UK’s interconnectors with other countries.  

Ensuring supply and demand are always balanced requires active management across the electricity grid – something which artificial intelligence (AI) will increasingly assist with.   

We will also see greater innovation in flexible technologies like energy storage and, on the demand side, greater involvement from consumers and businesses through tariff usage alongside other demand measures rewarded through cheaper electricity.  

This is the decentralised energy system of the future, which is more resilient, insulated from international gas markets, and with fewer single points of failure.   

With this in mind, what are the REA’s future priorities in order to continue advocating for the interests of its members and communicating the needs of the renewable energy sector to the government?

TH: We will continue to represent our members’ interests as we pursue our vision of a net zero future built on renewable energy and clean technologies. Our priority is to drive our corporate strategy for impact and growth, which will, in turn, ensure we remain at the top table of government decision-making.   

The REA will become more visible in its work, ensuring it is member-focused and delivering value. We will also partner with other organisations to leverage our impact and guarantee we attract, retain, and develop the best people.    

On policy and advocacy, we will double down on enabling renewables deployment at scale, building on the progress we have already made towards a clean energy system.  

As we need a diverse range of technologies in the energy mix, we will continue to champion and showcase emerging technology areas which perhaps hitherto have been undervalued, such as biomethane.      

This is an important time for the sector, and I am determined that, under my leadership, the REA will continue to play an influential role in the journey to net zero.

The post Renewable Energy Association (REA) : Spotlight appeared first on Sustainability Outlook.

CRAFTING NATURALLY ENHANCED ENVIRONMENTS

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

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

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

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

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

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

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

ECO-FRIENDLY BUILDING ENVELOPE SOLUTIONS

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

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

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

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

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

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

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

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

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

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

STRENGTH THROUGH ACQUISITION

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

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

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

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

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

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

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

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

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

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

PLANET PASSIONATE

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

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

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

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

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

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

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

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

DECARBONIZATION PROWESS

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

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

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

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

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

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

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

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

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

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

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

POWERING PROGRESS SUSTAINABLY

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

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

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

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

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

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

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

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

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

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

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

A SIGNIFICANT MILESTONE

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

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

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

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

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

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

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

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

HYPERSCALE FUNDING

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

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

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

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

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

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

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

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

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

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

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

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

PROLIFIC PROJECTS

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

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

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

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

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

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

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

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

SCALING FOR THE FUTURE

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

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

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

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

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

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

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

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

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

THE TECHNOLOGY LEADER SHAPING GLOBAL ENERGY

A flagship of Croatian and regional industry, KONČAR Group (KONČAR) has evolved over the past century from a small workshop into the nation’s leading net exporter and a globally recognised technology leader.  

Today, the company stands as a symbol of strength, quality, and reliability, with a presence in more than 130 markets worldwide.  

This unique European story of excellence, dedication, and vision began on 24th January 1921 in Zagreb, the capital of Croatia, with the founding of Elektra Inc. (Elektra), a business focused on electrical and mechanical engineering.  

That same year, Elektra became part of the international giant Siemens, and from 1945, operated as Rade Končar.  

In 1947, the company launched its serial production of transformers, which began with voltages of up to 35 kilovolts (kV), alongside the production of small oil-filled and dry-type instrument transformers for distribution networks and industrial facilities.  

A year later, Rade Končar reached a major milestone that would shape its future – marked by technological breakthroughs and significant contributions to global engineering and science.  

This milestone was the first RK generator, with a capacity of 24 megavolt-amperes (MVA), voltage of 10 kV, and weight of 220 tons, produced for the Mariborski Otok hydropower plant (HPP) in Slovenia.  

After 40 years of successful operation, the generator became a museum exhibit and one of the company’s historic symbols.  

Since January 1991, just a few months before Croatia declared independence in June, the company has operated as KONČAR.  

Today, it is recognised as one of the most prominent examples of technical expertise and business success in modern industry.

A TRACK RECORD OF EXCELLENCE

Over the decades, KONČAR has manufactured and revitalised more than 700 generators and successfully delivered over 400 HPP construction and refurbishment projects worldwide – either independently or in collaboration with partners.  

Today, the company is best known for its expertise in power transmission and distribution, particularly in the development and production of transformers.  

To date, it has manufactured and delivered nearly 500,000 transformers, including various types, voltage levels, and capacities.  

With KONČAR transformers operating in almost 120 countries, they represent the most globally distributed Croatian industrial product.   

In addition to its core areas of expertise, the company stands as an undisputed regional leader in renewable energy, power engineering, urban mobility, and infrastructure, as well as digital solutions and platforms.   

This leadership is firmly supported by key performance indicators (KPIs). For example, last year marked KONČAR’s fifth consecutive year of record-breaking results across all key financial metrics, highlighted by major development milestones and strategic partnerships.  

In 2024, the company also achieved consolidated revenue from the sale of products and services exceeding €1 billion, representing an 18.1 percent increase compared to the previous year.  

An additional measure of KONČAR’s continued growth was its order book, which surpassed €2 billion as of 31st December 2024 – an increase of 43 percent compared to the beginning of the year.  

Moreover, newly contracted business in the same year amounted to €1,667.4 million, up €357.3 million from 2023.  

KONČAR continued its steady upward trajectory in the first half of 2025, with Q2 marking over five years of uninterrupted growth.  

Compared to the same period in the previous record-setting year, the company achieved a notable increase in consolidated revenue from product and service sales, underscoring its robust market position and operational efficiency.  

KONČAR’s strong global competitiveness and the synergy among its companies are best reflected in the export share, which made up a significant majority of total revenue.  

Positive developments were also recorded in newly contracted business, further reinforcing the foundation for continued expansion in the coming periods.  

Meanwhile, the book-to-bill ratio in the first half of 2025 stood at 1.4, driving the order book to a record-high value of €2.3 billion.   

AMONG EUROPE’S LEADING TECHNOLOGY POWERHOUSES

In recent years, the global energy sector has entered its most intensive phase of the green transition.  

This socioeconomic shift is increasingly evident in the power industry, which is now facing unprecedented demand for high-tech equipment and solutions – particularly in the power transmission and distribution segment.  

Thanks to its competitive and globally recognised portfolio, KONČAR has leveraged these market opportunities to achieve historic growth rates and strengthen its position on the international stage like never before.  

With top-tier, custom-made products and solutions tailored to meet even the most demanding requirements of customers worldwide, KONČAR has entered a new era of power engineering as a firmly established company among Europe’s most relevant technology manufacturers.   

KONČAR’s export performance remains a clear indicator of its strong global positioning and the synergy across its companies.  

In the first half of 2025, exports made up a substantial majority of total revenue from product and service sales, further reinforcing the company’s role as Croatia’s leading net exporter.  

Compared to the same period in 2024, exports saw a significant year-over-year increase. The European Union (EU) contributed the most to this growth, with EU countries accounting for the dominant share of KONČAR’s total exports.  

Among the most prominent export destinations are Germany, Austria, and the Netherlands, whilst notable breakthroughs have also been achieved in Scandinavian markets, particularly Sweden and Norway, where KONČAR is actively involved in strategic national energy infrastructure projects.  

POWERING THE US’ SUSTAINABLE FUTURE

Despite unfavourable forecasts earlier this year related to US administration policies and proposed tariffs, KONČAR achieved significant additional breakthroughs in the US market during the first half of 2025.   

“According to financial reports for the first half of the year, KONČAR recorded substantial revenue growth from product and service sales in the US and Australian markets, more than double the same period last year. This growth was primarily driven by solutions in the power transmission and distribution segment, where KONČAR has been consistently strengthening its global competitiveness,” outlines Gordan Kolak, President of the Management Board.   

“In the US market, the most notable export performance came from KONČAR – Instrument Transformers, which achieved a significant year-over-year increase, reflecting the company’s growing presence and relevance in this strategic region. These results confirm the effectiveness of our long-term strategy and strength of our portfolio in key global markets.   

“Such deliveries primarily include transformers of various types and capacities, which serve as key components in major transmission network construction projects across the US market. For example, in just the past three months, we delivered 16 transformers rated at 245 kV and 525 kV to the US, which will be installed at the Heward and Freezeout substations in Wyoming, Little Snake substation in Colorado, and Coyote substation   in Utah. In addition, we supplied a larger number of transformers under two contracts with Dominion Energy, headquartered in Virginia,” he continues.   

Therefore, despite current developments related to tariffs, the US market remains highly promising and strategically important for KONČAR.  

As a result, the company is actively exploring further strategic partnerships and the potential for a local presence. 

JACK-OF-ALL-TRADES

Hydropower is a niche in which KONČAR holds a level of experience, expertise, and references matched by very few companies worldwide, as one of the areas where the Croatian company is highly recognised and respected on the global stage.  

Recently, KONČAR added two major strategic projects to its extensive portfolio – the €65 million revitalisation of the Haditha HPP in Iraq and the €80 million revitalisation of the Vidraru HPP in Romania.  

These complex and high-value projects not only mark new milestones in the hydropower segment but also reflect KONČAR’s strong global competitiveness, having been awarded them through international tenders.   

The company is also recognised in the field of renewable energy for its own wind power plant, Pometeno Brdo – Croatia’s first wind farm with a capacity of 20 megawatts (MW), built 16 years ago, which generates approximately 25 million kilowatt hours (kWh) of electricity annually.  

KONČAR has also built a strong track record in solar energy. In recent years, it has constructed around 10 large-scale solar power plants across Croatia for various partners and recently signed contracts for the construction of two new solar power plants in Slovenia.  

These facilities will be located near the Brežice HPP, a project in which KONČAR played a vital role.  

The plant features a nominal capacity of 45 MW and a flow rate of 500 cubic metres per second, with the company having delivered three generators with a maximum continuous output of 21.5 MVA, along with excitation and monitoring systems.  

In addition, KONČAR has installed integrated photovoltaic systems at nearly all its manufacturing facilities, significantly reducing the company’s carbon footprint, contributing to the decarbonisation of industry, improving energy efficiency, and – most importantly – leading the green industrial transition by example.

LEADING IN POWER TRANSMISSION AND DISTRIBUTION

Power transmission and distribution is a field in which KONČAR has long demonstrated its expertise, consistently reinforcing its reputation on the global stage – particularly within the EU.  

Whilst all business segments of the company have shown growth in recent years, this segment leads the way, driven by historically high market demand. 

Transformers represent the most powerful export lever within KONČAR’s production portfolio. As some of the most sought-after products in today’s power industry, they have played a key role in its overall achievements.  

KONČAR has also made notable development strides in the transformer segment, among them the delivery of transformers featuring bluemint® Steel, a high-quality transformer core material produced with 50 percent lower carbon dioxide emissions compared to conventional manufacturing processes.  

Additionally, KONČAR has developed a dedicated GREEN LINE of instrument transformers, which are shipped to customers worldwide.  

The share of transformers made with environmentally friendly materials continues to grow, with the largest volumes currently delivered to Germany, Sweden, Denmark, the UK, US, and Australia – further underscoring the company’s global competitiveness. 

In addition to KONČAR – Distribution and Special Transformers, KONČAR – Instrument Transformers and KONČAR – Power Transformers have also delivered outstanding results.  

Elsewhere, compared to the previous year, KONČAR achieved double-digit growth in product sales revenue, with a significant portion of that generated in the US market, further confirming its strategic importance and global reach.  

A key strategic milestone for KONČAR was the acquisition of Dalekovod, which created strong synergies between two experienced and capable companies actively engaged in some of the most important energy infrastructure projects across the EU.  

One notable example is the construction of a new 420 kV transmission line on the Vik – Sogndal route in Norway, which includes a crossing over one of the country’s largest fjords – just one of many major projects Dalekovod is delivering in the Scandinavian market.  

Thanks to its outstanding references, strong presence in demanding European markets, and the growing need for transmission network revitalisation, KONČAR – now further strengthened through strategic expansion – is poised to play a prominent role on the global stage in the years ahead.

ADVANCED TRANSFORMER MANUFACTURING

The unprecedented global demand for transformers and related equipment in the power transmission and distribution sector has introduced new challenges for the industry.    

One of the key components in transformer production is the transformer tank, for which market demand continues to rise. To effectively respond to this growing need, KONČAR has once again joined forces with Siemens Energy, a global industry leader and long-standing partner.  

Their successful collaboration dates back 30 years to the founding of KONČAR – Power Transformers in 1995. This joint venture (JV) between KONČAR and Siemens Energy, in which the former holds a 49 percent stake and the latter 51 percent, is now recognised as one of the world’s leading manufacturers of large power transformers. 

In July 2024, KONČAR and Siemens Energy established a new joint venture, KONČAR – Transformer Tanks (KTK), with KONČAR holding a 60 percent majority stake and Siemens Energy 40 percent.  

As part of this initiative, a state-of-the-art transformer tank factory is nearing completion at KONČAR’s site in Sesvetski Kraljevec in Eastern Zagreb.  

The facility will employ over 400 people, is scheduled to begin operations in early November 2025, and is projected to manufacture approximately 160 custom-made transformer tanks annually, tailored to meet the specific requirements of global markets and customers.   

“It’s important to note that KONČAR has previously manufactured transformer tanks independently. However, the establishment of KTK significantly enhances our capacity and competitiveness in this segment,” Kolak emphasises.   

“Strategic partnerships like the one between KONČAR and Siemens Energy represent a major step forward in strengthening European industry, advancing technological development, and positioning Croatia on the global energy transition map. 

“These collaborations allow us to expand production capacity, exchange knowledge and expertise, share risks, and improve market reach. Beyond boosting resilience and operational efficiency, such partnerships also create new jobs and open opportunities for mutual professional growth, innovation, and long-term business stability,” Kolak comments.

PIONEERING SUSTAINABLE URBAN MOBILITY

In the global race toward carbon neutrality, Croatia is making a meaningful contribution to Europe’s decarbonisation efforts – not only through the integration of renewable energy and digital transformation but also the electrification of public transport and modernisation of rail systems with sustainable, green solutions.  

At the forefront of developing advanced solutions for domestic urban mobility and infrastructure is KONČAR – Electric Vehicles (KEV), a company that leverages the knowledge and expertise of Croatian engineers.  

With a rich tradition of in-house development, its high-tech products and solutions in the field of urban mobility and infrastructure have become synonymous with quality, innovation, and reliability.  

A prime example is the latest generation of low-floor trains, widely regarded as Croatia’s most complex technological product. These trains embody the synergy of knowledge, capabilities, and competencies of local experts.   

After unveiling its first battery-powered train and accompanying charging station at InnoTrans, the world’s largest transport technology fair held in Berlin in September last year, KONČAR has delivered its most anticipated innovations to Croatian railways this year – battery multiple units (BMUs) and battery electric multiple units (BEMUs), along with supporting infrastructure.   

In May 2025, BEMUs – powered by a 100 percent electric drive and supplied with energy from both onboard batteries and the overhead contact line – entered service.   

Given a significant portion of Croatia’s railway network has still not been electrified, this hybrid technology offers an ideal solution    for sustainable, carbon-neutral long-distance passenger transport across the country.  

 The debut of KONČAR’s BMU on Croatian railways this September marked a significant milestone – positioning it as the only train of its kind in commercial operation globally.  

Both train types were developed under the Application of Green Technologies in Railway Passenger Transport project, funded by Croatia’s National Recovery and Resilience Plan 2021-2026.  

As part of the project, six charging stations were installed at railway stations in Split, Osijek, Varaždin, Bjelovar, Virovitica, and Pula.

THE BEST OF BATTERY POWER

BEMUs offer 157 seated and 158 standing places and are designed for an average daily range of up to 480 kilometres (km) and 18 hours of operation.  

They can be functionally coupled with the latest generation low-floor trains, enabling increased passenger capacity.  

On non-electrified tracks, BEMUs reach a maximum speed of 160 km per hour (km/h) using battery power whilst on electrified tracks, powered via the overhead contact line. The batteries can be charged either from the contact line or at dedicated charging stations.  

On the other hand, BMUs reach a maximum speed of 120 km/h and offer 113 seated and 114 standing places. The optimal range per charge is well over 100 km, with testing showing it can reach distances exceeding 200 km on a single charge.  

Like the BEMU, BMUs can be functionally coupled with the latest generation of low-floor trains, allowing for increased passenger capacity.  

Both train types are equipped with ramps for wheelchair accessibility and accessible toilets, as well as dedicated bicycle spaces.  

The entire passenger area is under video surveillance and features monitors for video content, visual and audio station announcements, and free onboard Wi-Fi for passengers. 

“KONČAR’s new battery-powered trains, among the first of their kind globally, are a clear testament to the fact we are not only keeping pace with much larger players but also leveraging our specialised expertise in highly focused technological niches, gaining a competitive edge. This positions us firmly among Europe’s most relevant high-tech manufacturers,” highlights Kolak.  

“These two examples of our latest technological achievements – developed together with supporting infrastructure for our long-standing partner, Croatian Railways – demonstrate that we are successfully responding to the global demands of the green transition, both industrially and infrastructurally.  

“Moreover, we possess all the prerequisites for a stronger presence in the European market, offering solutions for high-quality and long-term sustainable urban mobility,” he expands.  

SETTING GLOBAL STANDARDS IN CYBERSECURITY

Whilst this is the fastest era of technological advancement and digital transformation in human history, it is also one of the most turbulent periods in terms of global instability, threats, and uncertainty.  

From energy crises and supply chain disruptions caused by armed conflicts to macroeconomic volatility driven by shifting geopolitical dynamics, many of today’s industrial breakthroughs have emerged as direct responses to these global challenges.  

Smart cities, automated industries, and advanced urban infrastructure are becoming essential, with data networks and digital systems increasingly integrated into critical infrastructure.  

As a result, cybersecurity is no longer just a technological trend – it’s now a strategic imperative for all industry stakeholders.  

Croatia can proudly point to KONČAR as a globally competitive representative and regional leader in technological development within this domain.  

Backed by a team of top-tier experts, specialised knowledge, and a growing portfolio of references, the company is becoming increasingly recognised in this field.  

Through strategic acquisitions in engineering, particularly digital solutions, KONČAR has strengthened its competencies and expanded access to new markets – positioning itself as one of the most serious IT players in the region.    

Cybersecurity is one of the core specialties of KONČAR – Digital, which became the first company in the world to receive certification for cybersecurity compliance under the International Electrotechnical Commission (IEC) 62351 international standard in 2023.  

This important certification was awarded by the renowned German certification body TÜV NORD, representing one of the highest recognitions of excellence and alignment with the latest global cybersecurity standards for managing critical infrastructure systems.  

The first digital solution in the world to receive this certification, and one of the most representative digital products of Croatian industry, KONČAR’s PROZA Station is designed for the cybersecurity management of transformer substations and other critical infrastructure systems.   

So, what exactly is PROZA Station? It is KONČAR’s next-generation supervisory control and data acquisition (SCADA) software, a field in which the company has been recognised for many years.  

Indeed, PROZA Station is a flagship example of KONČAR’s capabilities, built from over 40 years of experience in developing industrial software used for monitoring, controlling, and optimising infrastructure in sectors such as power engineering, e-mobility, data centres, transportation, water supply, and other transmission, distribution, and urban infrastructure systems.  

The solution can be integrated with communication and protection-control devices from various manufacturers and is based on the modern PROZA HAT software platform, which supports the development of SCADA systems for real-time monitoring and control of critical infrastructure whilst also enabling rapid customisation and the creation of entirely new solutions.  

A key feature of this advanced system is its ability to operate in a private cloud environment using Docker containers, which enhance efficiency in data centre deployment and maintenance and introduce additional digital redundancy to improve the resilience of critical infrastructure systems.  

PROZA Station is currently in pilot for commercial use at several transformer substations in Croatia and abroad, and KONČAR plans to launch several new digital solutions based on the PROZA HAT platform – particularly in the areas of solar power plant monitoring and control, transport infrastructure, and advanced asset management for energy systems.

HOME-GROWN TALENT, WORLD-CLASS EXPERTISE

KONČAR’s globally established reputation is built primarily on technological products and solutions that stand out for two key reasons.   

First, they are developed and manufactured according to a custom-made approach, tailored to meet even the most complex requirements of clients worldwide – including some of the largest power systems.  

Second, and most importantly, every KONČAR product and solution is created by Croatian experts, many of whom began developing their skills within the company as early as their academic years.  

With nearly 6,000 employees, KONČAR is not only one of the largest employers in the country but also one of the most desirable.  

A significant portion of the workforce consists of highly educated professionals – such as electrical and mechanical engineers – including more than 50 PhDs, a competitive advantage the company is proud of.  

For over six decades, KONČAR has fostered a tradition of academic excellence and close collaboration with the Croatian education system. Many employees actively contribute to higher education as lecturers, course co-organisers, and lab instructors at the nation’s leading universities.  

This scientific and professional cooperation allows many promising students to engage with the company during their studies and gain hands-on experience through internships at KONČAR businesses.  

A large number of these students eventually join the company, taking their first professional steps in the offices, laboratories, and production facilities of one of Croatia’s most prominent industrial manufacturers.   

“We are proud to say KONČAR stands shoulder to shoulder with both domestic and international competitors when it comes to the engineering and technological competencies of our employees and the accumulated expertise within the company,” Kolak glees.  

“This is clearly reflected in the final products we deliver to markets worldwide – products that are highly complex and technologically demanding. Designing and manufacturing a train, tram, transformer, or custom-built generator tailored to specific customer requirements, whilst remaining cost-competitive, is an exceptional achievement. Ultimately, this speaks volumes about the high level of rare and specialised technological knowledge held by the people at KONČAR,” he adds.   

Systematic investment in the personal and professional development of employees has been at the core of the company’s capital investments over the past five years, and KONČAR remains committed to this mission in the years ahead.  

“Supporting the growth of our people and providing competitive working conditions to enhance employee satisfaction will be one of our top priorities in 2025 and beyond. With a strong order book and a strategic framework focused on fostering a culture of excellence, we expect continued growth across all business segments and an even stronger market presence – not only as a competitive technology manufacturer but also as one of the most attractive employers in Croatia,” Kolak closes.  

PEOPLE, INNOVATION, INVESTMENT

KONČAR is entering a new era of fully equipped power engineering products thanks to timely and strategic investments in both capacity and competencies. These efforts have positioned the company as a leader in emerging technological trends.  

Indeed, over the past several years, KONČAR has made significant investments in expanding its production and research capabilities, accelerating digital transformation, and supporting the continuous development of its people.  

With the launch of its new business strategy – ‘People, Technologies, Investments – KONČAR 2030’ – the company is intensifying its transformation, aiming to strengthen its global presence through a modern, digitalised portfolio of products, solutions, and services across the energy, transport, and industrial sectors.  

Looking ahead, KONČAR plans to continue with extensive capital investments, focusing not only on new technologies and innovation but also on R&D, modernisation of production facilities, and most importantly – people.  

The strategy places a strong emphasis on attracting and retaining talent whilst enhancing market competitiveness through the development of internal resources.  

Building on strong contractual commitments, an increasingly prominent global position, and clear market trends, KONČAR has set highly ambitious goals for the period leading up to 2030.  

In this time, the company aims to increase the share of total revenue of services to 15 percent, achieve 85 percent of its revenue through exports, establish three regional hubs globally, and become the first choice in the power industry across Central and Eastern Europe.  

Aligned with a culture rooted in excellence and continuous technological advancement, KONČAR also plans to digitalise 80 percent of its product portfolio and further strengthen its position as the most desirable employer in Croatia’s energy transition. 

In pursuit of a net zero scenario, the company is also committed to reducing Scope 1 and 2 emissions by 45 percent and developing over 500 MW of its own renewable energy sources by the end of the target period.  

KONČAR is thinking broadly, globally, and ahead of the current energy industry. With extensive experience and key transformation processes already underway, the company continues to lead the regional landscape into a new era of power and energy.

The post KONČAR Group : The Technology Leader Shaping Global Energy appeared first on Sustainability Outlook.

MAKING LIFE SWEETER

With the application of technology advancing rapidly over the last 20 years, both in the field and agronomically, North America’s agricultural landscape has significantly evolved.  

Historically, it has witnessed a steady growth of value-added agricultural processing, with the sugar beet industry being the oldest enduring example, dating back to the early 1800s when Napoleon commissioned French scientists to develop the root vegetable at scale.  

Today, genetically modified organism (GMO) technology continues to transform the sector. 

“When I began my career in the sugar industry in 1990, an 18-ton-per-acre (tpa) crop with 16 percent sugar was considered a good yield. Now, we’re growing between 34 and 35 tpa – nearly double – with sugar content close to 18 percent,” opens Neil Juhnke, President and CEO of Michigan Sugar Company (Michigan Sugar).  

As such, in recent years, Michigan Sugar has been able to reduce its planted acres from 160,000 to 140,000 while still being able to produce more sugar.  

However, the sugar beet industry has not been without its challenges, with the recent COVID-19 pandemic necessitating workforce revitalization and restructuring.  

Mother nature, meanwhile, has presented its own challenges, with cercospora leafspot a recurring disease damaging crops and developing tolerance to the different fungicides used to control it.    

“Nature finds a way to challenge us in the agronomic production of sugar beets,” Juhnke says.  

As the third-largest sugar beet cooperative in the country and the most vertically integrated, Michigan Sugar plants, grows, harvests, processes, stores, and packages sugar in value-added configurations.  

“More than 50 percent of our sugar is supplied to customers in some value-added form, and we are proud to count eight out of the nine major US retailers among our customers,” he adds.  

A SUSTAINABLE SUPPLIER

As it focuses on increasing its sugar production in the most sustainable manner, Michigan Sugar has invested heavily in maximizing the efficiency of its separation processes.  

A new molasses desugarization (MDS) plant, which opened its doors in May 2024, has significantly contributed to this goal with the ability to produce more than 80 million additional pounds (lbs) of sugar yearly for the company. 

Molasses desugaring is accomplished through chromatographic separation, a resin-based process in which molasses – a by-product of the sugar extraction process from sugar beets – is passed through a bed of tiny resin beads to extract additional sugar from the molasses.  

“This state-of-the-art facility, the largest capital investment in Michigan Sugar’s near 120-year history, is a complete game-changer for us,” Juhnke explains.  

“We can now desugar 100 percent of the molasses we produce as a by-product of the sugar extraction process, as opposed to 60 percent previously. We have doubled our production capacity from 325 tons (t) of molasses per day to 650.” 

Built over four years with more than 160,000 safe working hours, the MDS facility is a success story in sustainability because it allows the company to produce additional sugar without the need for its grower-owners to plant another acre of sugar beets.   

“That means no additional input costs and no additional impact to the soil in our farmers’ fields,” Juhnke says.  

PROGRESSIVE SUGAR COOPERATIVE

Counting many of the most progressive growers in Michigan among its farmers, Michigan Sugar is constantly evaluating how to grow better crops with less inputs.  

A new quality payment system, for example, rewards growers for producing beets with higher sugar content and better overall quality, as opposed to simply growing larger beets.  

“This system is intended to align our processing asset priorities with the agronomic production priorities of our farmers,” Juhnke outlines.  

As a result, the company incentivizes its growers to produce more recoverable white sugar per t – the analytical measure of how much sucrose per t is recoverable in the factory.  

“It’s a method to encourage the  production of beets with higher recoverable sugar content – which requires lower tonnage – so our processing costs go down and sugar recovery goes up, aligning with our agronomic priorities,” he emphasizes. 

In this way, Michigan Sugar emerges as a progressive sugar cooperative that not only encourages its farmers to maintain the local environment but financially incentivizes them to do so.   

“Having been approved by the Board of Directors in 2024, the quality payment formula has so far been well received by all and has contributed to us achieving the highest sugar content on record this year in our entire history as a cooperative,” Juhnke says.  

Elsewhere, the company utilizes GMO sugar beet seeds to increase its yields and reduce the number of herbicides applied to crops.  

In addition, it is investing in green power generation strategies in a bid to adopt more sustainable electricity in at least two of its plants.  

“We’re undertaking preliminary studies to assess the feasibility of cogeneration – whether we’d be able to generate enough electricity to serve the needs of the communities close to where our plants are co-located,” he tells us.  

Michigan Sugar is currently investigating the possibility of generating six megawatts (MW) of electricity for its own use, and another 6 MW to power the local area – all through natural gas.  

“That will be a huge reduction in generated electricity and another step forward in terms of our corporate social responsibility (CSR) and sustainability contributions,” Juhnke notes.  

SUPPORTING EX-MILITARY PERSONNEL

As a company honored to count many military veterans among its ranks, Michigan Sugar supports ex-military personnel through employment. 

When the company re-evaluated its workforce after the COVID-19 pandemic, it conducted a survey to ascertain which employees were most fulfilled and motivated by their work.  

Those that fit this profile tended to be from a military background, so the company began to develop a military recruitment program.  

“We’re partnered with RecruitMilitary, an organization that helps us connect to folks retiring from the armed forces,” Juhnke says.  

Having now taken part in several recruiting events at military bases across the country and with an upcoming event scheduled at the Citadel Military College in South Carolina, Michigan Sugar has established a tangible partnership with military veterans.  

The company is also proud to participate in the Department of Defense (DoD) SkillBridge program, which allows active-duty service members to gain professional experience through internships, apprenticeships, or training.  

“These activities have resulted in us hiring a number of ex-military personnel as shift supervisors and business leaders,” he reflects.  

As a company that recognizes the leadership skills of employees with military backgrounds, it utilizes the DoD SkillBridge program to enable them to understand the industry while gaining technical expertise.   

“Having hired a handful of military folks, I can safely say they’re all doing very well,” Juhnke affirms.  

In addition, Michigan Sugar’s Veteran of the Month program rewards those who demonstrate commendable achievements, and it celebrates veterans on social media who have helped to build the company.  

REBUILDING FOUNDATIONS

Michigan Sugar’s three-year strategy to rebuild foundations for future success, led by Juhnke, focuses on improving company performance through investments in people and technology. 

“We felt like we were a good company, but needed to be a great company,” he says. 

In collaboration with the company’s Board of Directors, Juhnke used Jim Collins’ best-selling book, ‘Good to Great’, as a foundational framework upon which to build.  

The strategy focuses on improving operational capabilities, accountability, accuracy, and data utilization in decision making, alongside shoring up the workforce, training, and finances. 

“We’re through the toughest two years of that three-year strategy, and this year we’re focusing on the finer details of our performance,” Juhnke shares. 

As such, extracting and removing waste from the system, improving operational reliability, and enhancing safety are among the company’s top priorities. 

“Safety is paramount, and we’ve invested in developing key safety procedures such as new training and safety awareness policies,” he details.  

With plans to sit down with its Board of Directors again in February 2026, Michigan Sugar is looking forward to what the future holds.  

As a grower-owned cooperative with 865 shareholders and 350 farm operations, the company is proud to generate more than $700 million in annual revenue – the majority of which is reinvested into the local community.  

“We’re very proud to be a world-class, grower-owned cooperative,” Juhnke passionately concludes. 

The post Michigan Sugar Company : Making Life Sweeter appeared first on Sustainability Outlook.

A CIRCULAR FUTURE FOR WATER

“Water is fundamental to life, and every day our water treatment systems are vital to the well-being of thousands of people around the world.” 

Water scarcity is a growing issue that continues to affect communities worldwide.  

The need to address this problem and provide innovative, sustainable, and long-term solutions is one that companies like Osmoflo are tackling, as voiced by Carmine Ciccocioppo, CEO. 

Established in 1991, Osmoflo has specialised in the design, build, and operation of over 650 reverse osmosis desalination and advanced recycling plants, alongside operating and maintaining approximately 100 plants on behalf of global clients. Its headquarters are based in Adelaide, with operations across Australia, the Middle East, India, and Asia. 

The company’s mission is to provide value-based water solutions that contribute to a circular economy, which it carries out by offering a range of water treatment services with a whole-of-life management approach. 

Services include large-scale customised project solutions, emergency water rentals, and the operation and maintenance of plants, complemented by innovative technology and strategic growth initiatives. 

“Osmoflo boasts an extensive portfolio of high-quality clients, customers, partners, vendors, and collaborators around the globe, supported by our Osaka-headquartered parent company, Kanadevia Corporation (KVC),” details Ciccocioppo. 

Having last spoken to Ciccocioppo in 2022, he confirms that the global water sector remains an immensely exciting place to be, with the entire industry facing enormous and unprecedented challenges – the largest of which is climate change. 

The impact of this environmental phenomenon is manifesting in two ways, the first of which is the growing threats to the reliability of traditional sources of surface and groundwater. Second is the severity and frequency of extreme climate events, which are testing the capacity, resilience, and reliability of existing water supply and sanitation infrastructure.   

Additionally, the water sector is facing other significant challenges, such as rapidly ageing infrastructure, making innovation and adaptability key to sustaining and optimising these assets. 

At the same time, the industry is looking to steadily decarbonise by seeking increasingly energy-efficient and circular options to support ongoing operations. 

“The role of infrastructure and technology solution providers like Osmoflo is as important as ever, as is the need for industry-wide collaboration, and there has never been a more exciting time to be a water industry practitioner,” states Ciccocioppo. 

ADDRESSING WATER SCARCITY

When rebranding in 2022, Osmoflo adopted its ‘A Circular Future for Water’ tagline, highlighting the company’s commitment to making a significant contribution to a sustainable future where all water needs are met. 

“These concepts are fundamental to how we approach every challenge – in other words, the needs of all our global stakeholders, whether they are individuals, organisations, or the environment, must be met sustainably,” expands Ciccocioppo. 

The company aims to minimise waste and harness as much as possible from its treatment processes, thereby minimising non-regenerative and non-renewable inputs to ensure that the choices made don’t burden future generations. 

Osmoflo accomplishes this goal by using nearly 35 years of experience and over 650 project references to work closely with clients to meet complex, specific requirements. 

As a tailored solutions provider for water treatment, desalination, and advanced reuse applications, the company is always focused on minimising total cost of ownership and delivering the lowest long-run, risk-weighted marginal cost of water. 

“That means designing and delivering plants that provide the right quantity and quality of water, whenever it’s needed, for decades into the future,” asserts Ciccocioppo. 

For many private and public sector organisations and asset owners, their focus is on the up-front capital cost of such infrastructure. However, what they tend to overlook is that the capital cost accounts for as little as 30 to 40 percent of the long-run marginal cost of water, depending on the overall asset life, target levels of asset availability, and complexity of the treatment process. 

“Our objective is to always work collaboratively with our clients to look at the bigger picture and carefully consider the long-term costs and risks of their water needs,” informs Ciccocioppo. 

Equally as significant to Osmoflo’s process are its five core values – being agile, quality-driven, team-oriented, innovative, and committed – which drive the company’s focus, day-to-day decision-making, and fundamental value proposition to clients. 

The company’s commitment to innovation is embedded deeply into its corporate DNA, and it invests strongly in fundamental R&D, collaborating with leading academic institutions and scouring the global technology space for market-leading technologies that can be adopted and integrated into solutions. 

GLOBAL WATER TREATMENT SOLUTIONS

To address global water scarcity and the growing need for water treatment solutions during urgent situations, Osmoflo is utilising a fleet of emergency treatment equipment for critical projects. 

“As climate extremes are continuing to increase and place escalating pressure on traditional sources of water, we are seeing more examples of utilities and private sector organisations being faced with unprecedented challenges to the resilience and capacity of their existing water and wastewater infrastructure,” details Ciccocioppo.   

Osmoflo’s emergency water rental fleet can greatly assist during critical periods by providing a range of brackish water and seawater systems, with pre-treatment, post-treatment, and demineralisation options to deliver fit-for-purpose water with very short lead times. 

“Any emergency water needs, capacity increases, water quality improvements, or environmental factors are where Osmoflo’s offering can provide services and support,” he informs. 

Alongside the company’s emergency water rental fleet, it is engaging in various projects to further its footprint in the wider Pacific region, the rental space, and the Australian municipal sector. 

Specifically, Osmoflo’s successful plants, operations and maintenance, remote monitoring, and on-site training in Kiribati and the Marshall Islands are an example of its ability to deliver bespoke water plants to challenging environments whilst ensuring reliability and performance in line with design life. 

In Kiribati, a significant milestone was recently reached with the delivery of the first water from the McKenzie seawater reverse osmosis (SWRO) plants, designed and delivered by Osmoflo in collaboration with its joint venture partner CCB Envico, into South Tarawa’s drinking water distribution system. 

“This achievement marks a critical step forward in addressing the region’s long-standing water scarcity issue, providing ongoing access to sustainable, reliable, and high-quality potable water for the local community,” highlights Ciccocioppo. 

With this milestone, Osmoflo has demonstrated its commitment to increasing sustainable water production and will continue to support ongoing efforts to enhance infrastructure, build skills and capacity in the local community, and improve water accessibility for the entire nation. 

Elsewhere, the company is working on nationally significant, large-scale projects, including the Coastal Water Supply Sustaining Project for Rio Tinto in Western Australia (WA), which comprises two separate phases of 12 megalitres per day (MLD)-capacity ultrafiltration (UF)-SWRO plants to provide potable quality water for both Rio Tinto’s own port operations in Dampier as well as drinking water for surrounding communities in the Pilbara region. 

Additionally, Osmoflo is acting as a technology provider for the John Holland Group and Hunter Water Corporation to deliver the 30 MLD Belmont Desalination Plant, which will help provide a vital, climate-independent water source for the Greater Newcastle region.   

“These projects serve as examples of our growing capability to deliver large-scale, high-quality infrastructure solutions for both the resources and municipal sectors,” states Ciccocioppo. 

CREATING A CIRCULAR ECONOMY

Osmoflo recognises that its success stems from the continual dedication and hard work of its staff members. 

“As a service-oriented and solutions-driven company, our staff are critically important. Our numbers have increased significantly in the last year in response to strong company growth within both our projects business and operations division,” specifies Ciccocioppo. 

Focused on providing its team with rewarding and challenging careers, Osmoflo is investing in their professional development and ensuring remuneration is competitive against industry benchmarks. 

In parallel, when it comes to inclusivity and diversity, Osmoflo is strongly committed to constantly improving the gender equity and diversity of its global workforce. In its Australian business alone, around 30 nationalities and cultures are represented, with staff originating from all corners of the globe. 

Equally as significant is Osmoflo’s emphasis on corporate social responsibility (CSR) and environmental sustainability. 

One such example is WaterAid – an international not-for-profit organisation working to provide clean water, decent toilets, and good hygiene to people in developing countries. 

With the goal of making these essential services a normal part of daily life, Osmoflo has been a strong supporter and consistent contributor to WaterAid. 

“Relationships like this show our commitment to future-proofing the global water treatment sector and ensuring all global communities have access to the basic human rights of clean drinking water and sanitation that many developed nations take for granted,” explains Ciccocioppo. 

Additionally, Osmoflo is well-suited to assist in times of crisis through its emergency rental offering. In 2023, when Turkey was hit by a series of devastating earthquakes, the company donated three containerised water treatment and desalination plants to provide relief and access to safe drinking water for thousands of displaced locals, with quick deployment of its readily available rental assets. 

This initiative was highlighted at the 2024 International Desalination Reuse Association (IDRA) World Congress, presenting Osmoflo with an award as the CSR leader for addressing global water scarcity in times of crisis. 

As the company continues to look towards a more sustainable and innovative future, it is focusing on three primary themes – strengthening, diversifying, and growing the business. Osmoflo is further investing in its systems, procedures, and people to provide strength to the business and enable it to ‘flex up’ and ‘spread wider’ as it steadily increases the sales, diversity, and geographic spread of its business. 

“Overall, we are looking to at least double the size of the existing business by 2030 through a combination of organic and inorganic growth as well as geographic, product, and technology diversification – the future is definitely an exciting one for Osmoflo!” Ciccocioppo positively concludes. 

The post Osmoflo : A Circular Future for Water appeared first on Sustainability Outlook.

LEADING NAMIBIA’S CIRCULAR PACKAGING FUTURE

Namibia’s packaging industry offers an exciting but complex environment, particularly as sustainability and the circular economy take centre stage, resulting in a growing pressure to reduce waste, eliminate problematic plastics, and develop packaging that can reused, recycled, or composted.

For Plastic Packaging, this development is a powerful opportunity rather than a challenge. As Namibia’s only polymer and polyethylene terephthalate (PET) recycler, the company goes beyond conventional manufacturing by actively closing the loop, ensuring its products re-enter the market after use through robust recycling and reintegration processes.

“Our mission is to design packaging that fits within closed-loop systems, minimising environmental impact and extending the lifecycle of materials,” are the opening remarks of Nico Du Plessis, Managing Director.

However, Plastic Packaging also recognises that the path forwards is not without its obstacles. Evolving regulations, uneven recycling infrastructure, and cost pressures make systematic change difficult. Yet, these barriers also inspire innovation, as they drive the company to be more agile, foster cross-section collaboration, and invest in sustainable, long-term solutions.

“For us, packaging is no longer just about containment or protection – it’s about accountability and making sure that what we produce today doesn’t become tomorrow’s waste.

“The future lies in regenerative systems where packaging circulates continuously, creating value at every stage,” he asserts.

PRODUCTS, DIVISIONS, AND VISION

Plastic Packaging began in 1982 as a small blow moulding and extrusion operation using repurposed equipment from a local dairy farm.

In 2001, the company became fully independent and proudly Namibian-owned. Since then, Plastic Packaging has steadily expanded its footprint across the country and into South Africa (SA), operating 12 branches and four manufacturing facilities, whilst its main production plant in Windhoek, Namibia’s capital, serves as the company’s operational hub.

Over the decades, Plastic Packaging has evolved to become one of the nation’s leading manufacturers and a trusted provider of complete and flexible packaging solutions, serving a wide range of sectors with both locally manufactured and internationally sourced products.

Offering both standard products and custom designs, the company supports the agriculture, retail, food processing, and manufacturing industries, whilst its food safety-certified facility in Windhoek produces high-quality food-grade packaging according to European Union (EU) specifications and tailored to clients’ needs.

“Our approach combines quality, innovation, and responsiveness to deliver across the entire supply chain,” Du Plessis highlights.

Sustainability also lies at the heart of Plastic Packaging. Established in 2008, the company’s Recycling Division in Okahandja recycles high-density polyethylene (HDPE) and low-density polyethylene (LDPE) plastics, as well as PET since 2024.

Additionally, in Okahandja, the company’s subsidiary Namibia Plastic Converters (NPC) manufactures pipe solutions for water mains, irrigation, and sewer and drain systems using recycled materials, further extending the value chain.

Last year, the subsidiary launched its state-of-the-art PET recycling   plant, making Plastic Packaging Namibia’s only polymer and PET recycler. Utilising a closed-loop approach, the plant turns waste into valuable new resources, thus promoting a thriving circular economy.

As founding members of the Namibian Manufacturers Association (NMA) and the Recycle Namibia Forum (RNF), Plastic Packaging is also committed to advancing both industrial development and environmental responsibility.

“With over four decades of experience, strong local roots, and a clear focus on innovation and sustainability, Plastic Packaging continues to lead the way in delivering smarter, greener packaging solutions across Southern Africa,” Du Plessis prides.

PROUDLY NAMIBIAN, LOCALLY ROOTED

Employing more than 500 staff across the company, Plastic Packaging remains proudly Nambian-owned, granting it a competitive edge.

“We understand the local context – its challenges, opportunities, and customers’ needs – allowing us to respond with agility and relevance. Our decisions are made locally, informed by experience, and tailored to serve the Namibian market effectively,” Du Plessis emphasises.

Unlike other manufacturers driven by external shareholders, Plastic Packaging has a long-term focus rooted in national development – reinvesting in local operations, building skills within its communities, and contributing meaningfully to the economy.

This, in turn, strengthens the company’s relationships with clients, suppliers, and partners who value reliability, accountability, and shared growth. 

A further differentiator is Plastic Packaging’s integrated approach; as Namibia’s only recycler of polymer and PET plastics, the company has end-to-end control in the packaging lifecycle, driving the country’s circular economy goals.

“This combination of local ownership, industry leadership, and environmental responsibility positions Plastic Packaging as more than a supplier – we’re a long-term partner dedicated to building a smarter, more sustainable future for Namibia and the broader region,” Du Plessis insights.  

Plastic Packaging’s commitments to nationwide growth go beyond manufacturing, as it also continuously invests in its workforce through training, skills development, and study support to build internal capacity and promote long-term growth, making its people a key priority.

Sponsorship of staff sports and wellness initiatives also plays a key role in strengthening team culture.

“These investments – both in infrastructure and our people – reflect our long-term vision to lead in responsible packaging, deliver value locally and abroad, and contribute meaningfully to Namibia’s and SA’s industrial and social development.”

As such, Plastic Packaging has a long-term commitment not only to sustainable products but building local skills, creating jobs, and supporting economic growth.

STEADFAST SUSTAINABILITY STRATEGY

One of Plastic Packaging’s most impactful projects to date is the launch of its PET recycling facility in partnership with Coca-Cola Beverages Africa (CCBA).

With a capacity of 4,600 tonnes per annun, the plant enables Plastic Packaging to recover pre- and post-industrial and consumer HDPE, LDPE, and PET waste that would otherwise end up in landfills.

This achievement reinforces the company’s commitment to sustainability and strengthens its role as Namibia’s only polymer recycler.

The project supports circular economy goals by conserving resources, reducing carbon emissions, and creating local employment. It also enhances Plastic Packaging’s ability to offer truly closed-loop solutions to clients throughout Southern Africa. 

“Across the company, we prioritise responsible sourcing, energy efficiency, and waste minimisation, actively supporting Namibia’s shift towards a circular economy.”

Plastic Packaging further works towards these goals by ensuring that all its manufacturing facilities are equipped with rooftop solar systems to reduce both grid dependency and carbon emissions.

The company’s main production plant in Windhoek, for instance, operates on a 527-kilowatt (kW) solar installation, whilst its recycling facilities are powered by a 614kW system.

“These investments not only lower our environmental footprint but also demonstrate our long-term commitment to clean, renewable energy in both production and recycling,” Du Plessis expands. 

LOCAL IMPACT, LONG-TERM VALUE

Alongside the abundance of eco-friendly benefits afforded by Plastic Packaging’s plants, the company also notably leads the incorporation of Namibian recycled plastic into everyday products. 

“We are proud to be the only company in Namibia that manufactures shopping bags and refuse bags along with more than 80 other products using locally recycled waste. This approach reduces dependence on virgin materials and strengthens the national recycling ecosystem,” Du Plessis highlights.

Its eco-conscious products include its STAR refuse bags, which are produced entirely from recycled materials, whilst the PET waste collected at the company’s facilities is transformed into practical items such as grape punnets, smoothie cups, and clamshell packaging.

These efforts not only decrease landfill waste but also generate employment and promote a culture of environmental responsibility throughout Namibia.

Building infrastructure that allows people to earn an income from collected waste is essential to the company, not only environmentally but socially.

“In the absence of a mechanical plastic recycler in Namibia, such waste would otherwise end up in landfills, holding no economic value.

“By establishing recycling plants, we help convert waste into opportunity, enabling businesses to thrive by transforming waste into revenue. Our role in assigning value to waste is a cornerstone of creating a sustainable, inclusive model where all stakeholders benefit.”

Plastic Packaging additionally takes part in cleanup campaigns across the country and actively supports the RNF. Through this partnership, the company helps advance Namibia’s recycling sector and improve awareness around the importance of national waste management practices.

As such, Plastic Packaging’s involvement in community-based projects is a key part of its mission to make a positive impact.

DELIVERING A SMARTER FUTURE

In the year ahead, Plastic Packaging’s focus remains on scaling impact through sustainability, innovation, and workforce development.

More specifically, the company’s top priorities are to increase the volume of post-consumer waste processed at its PET and polymer recycling facilities and strengthen the closed-loop system to reduce reliance on landfills. 

Plastic Packaging additionally plans to expand its product offerings to incorporate more recycled content, particularly in sectors such as agriculture and construction where sustainable initiatives are in demand.

“Investing in automation and production efficiency across our manufacturing facilities will help us enhance product quality and competitiveness,” Du Plessis surmises.

The company’s workforce also remains at the heart of Plastic Packaging’s growth strategy.

“We’re committed to ongoing employee development through skills training, study support, and mentorship. We will also expand our wellness initiatives, including staff sports sponsorships and engagement programmes, to foster a strong and motivated workforce,” he surmises.

Furthermore, Plastic Packaging aims to deepen its partnerships with government, industry, and communities to align with national sustainability goals and broaden its positive impact.

“Our overarching goal is to continue leading as a responsible Namibian manufacturer – delivering smarter packaging solutions whilst creating value for the environment, our clients, and the communities we serve across Southern Africa,” Du Plessis concludes.

The post Plastic Packaging : Leading Namibia’s Circular Packaging Future appeared first on Sustainability Outlook.

SUSTAINABLE BEYOND MINING

Spanning 400 years, Namibia’s mining landscape boasts a rich and multifaceted history.  

Whilst evidence of copper smelting by Indigenous peoples predates European arrival, modern commercial mining operations began in the mid-1800s with the opening of the Matchless Mine and the Pomona Mine in 1856 and 1864, respectively. 

Today, Namibia’s mining sector is widely considered the backbone of the nation’s economy, contributing significantly to GDP and attracting widespread foreign investment.  

As such, the country has emerged as a major global producer of diamonds, uranium, gold, zinc, and copper, amongst other minerals and precious metals.  

Mining has also created numerous employment opportunities across the region, providing livelihoods for a large percentage of the population. 

The industry also contributes to national and local government funding through corporate taxes, royalties, and export levies, which are often used to finance public and community development initiatives such as schools and healthcare facilities.   

In certain regions, investment in the mining sector has spurred the development of critical national infrastructure – including roads, ports, and utilities – from which many have benefitted.   

It’s important to note that, as Namibia’s economy is heavily dependent on mining, the government is also actively pursuing strategies to future-proof the industry and bring it in line with modern global requirements.  

For example, it is investing in the long-term sustainability of mining by promoting eco-friendly activities and is prioritising environmental, social, and governance (ESG) practices due to the advantages afforded by safer, greener, and more efficient mining techniques.  

Nevertheless, Namibia’s mining sector has not been without its challenges, which include fluctuating commodity prices and a growing need for a skilled workforce. 

Efforts are being made to address these factors through policies promoting sustainable development – such as the Minerals Policy of Namibia – alongside investment in national workforce expansion programmes and collaboration with Namibian educational institutions to promote local skills development.  

One company operating within this complex landscape is Rosh Pinah Zinc (RPZ) – primarily a zinc mining business – whose preeminent and lasting contribution to Namibia’s mining legacy extends beyond economic benefits, shaping the country’s reputation as a stable and resource-rich region.

A BRIEF HISTORY

A long-standing player in Namibia’s mining sector, RPZ has roots tracing back to the early 1960s when the Rosh Pinah ore deposit was discovered, comprising rich base metals.  

The mine itself was established in 1969, following the discovery of high-grade zinc and lead deposits in what is now the Tsau Khaeb National Park – formerly known as Sperrgebiet – in southern Namibia.  

The site subsequently became one of the country’s most important sources of zinc concentrate, contributing significantly to the national economy.  

However, in 1993, the global market price of zinc fell substantially, and the mine began making a loss – forcing it into liquidation.  

It was subsequently acquired by Ispat Iscor Limited (formerly Iscor Limited) through its mining division, Kumba Resources (Kumba), which acquired a 95 percent interest and management control. Kumba also partnered with PE Minerals (Pty) Ltd, which ceded the mining rights.  

In 2011, Glencore – the global   commodity trading firm – acquired a controlling interest in RPZ which it subsequently sold to Trevali Mining Corporation in 2017.   

In June 2023, funds advised by Appian Capital Advisory Limited (Appian) – the investment advisor to long-term value-focused private capital funds specialising in metals, mining, and adjacent industries – acquired RPZ.  

Appian has a global track record in responsible resource extraction, community engagement, and environmental stewardship.  

Throughout the changes in ownership and operational structure over recent decades, RPZ has maintained a similar capacity. However, Appian’s acquisition and investment in the asset is now unlocking its full potential through the development of the RP2.0 expansion project, which is expected to nearly double the mine’s output.  

“Even amidst ongoing change, RPZ has consistently produced high-grade zinc and lead concentrates, making a significant contribution to Namibia’s export revenue and local economic development,” says Alex Mayrick, General Manager at RPZ. 

“The RP2.0 expansion project will drive innovation, boost efficiency, and support sustainable growth, firmly establishing RPZ as a leading operation for years to come.  

“At the same time, RPZ remains committed to regional economic development by providing employment, supporting local businesses, and investing in education, infrastructure, healthcare, and youth programmes within surrounding communities,” Mayrick adds. 

One of Namibia’s flagship mining operations, RPZ under Appian places a strong focus on safety, sustainability, and innovation, and continues to proudly contribute to the country’s economic growth

WIDELY USED MINERALS

At the helm of one of the largest and most important zinc mines in Namibia, Mayrick notes the versatility of the material and its wide range of industry applications.  

“Zinc’s primary use is in galvanisation where it coats steel to prevent rust, making its use vital in construction and infrastructure contexts,” he tells us.  

Also used to create alloys like brass and die casting metals for appliance and vehicle parts, zinc is a crucial component in the automotive industry.   

In the health and agriculture sectors, meanwhile, the material has emerged as an essential dietary supplement and a micronutrient in fertilisers to boost crop yields.  

“It also plays a key role in battery technologies, including alkaline and zinc-air batteries, and in the production of zinc oxide, which is used in rubber, cosmetics, and sunscreens,” Mayrick points out.  

Alongside zinc, RPZ’s considerable deposit also includes lead and silver, both of which have a plethora of uses.  

Lead’s excellent ability to store and release energy has seen it commonly used in car batteries.  

It is also useful in radiation shielding for medical and nuclear applications due to the material’s effectiveness in blocking harmful rays and can be found in some types of solder, cable sheathing, and weights.  

Silver, a by-product of the mine, in addition to being a valuable precious metal, has industrial and clean energy applications, often used in solar power and electronics thanks to its electrical conductivity and ability to catalyse chemical reactions.  

As such, demand for the metal has become particularly prevalent in recent years, given the increasing global demand for renewable energy. 

ONGOING EXPANSION

RPZ is currently focused on optimising its ongoing operations whilst progressing the RP2.0 expansion project – a major initiative aimed at nearly doubling the mine’s ore processing capacity to 1.3 million tonnes of ore per year, resulting in an annual production of 170 million pounds (lb) per year of contained zinc metal.  

Specifically, the project comprises further development of the existing underground mine, as well as the construction of new and modernised surface facilities. 

A cutting-edge processing plant, for example, alongside the addition of a paste backfill and water treatment plant will be implemented to manage tailings and waste materials from ore processing.  

A new access decline (tunnel) from the surface to the bottom of the mine is being developed. This will bypass historical access routes and create a direct and efficient production corridor to support and enable increased production capacity. 

The construction of RP2.0’s surface facilities is now over 77 percent complete and remains within budget, demonstrating the company’s commitment to the project.  

“Completion is expected in Q3 2026, with ramp-up commencing in quick succession,” Mayrick explains. 

Employing over 1,800 dedicated staff and contractors across its operations, approximately 600 of   RPZ’s team are currently focused on the development of RP2.0.  

“As the expansion project progresses, we are looking to build our internal capacity as well as expand our team to support the mine’s growth ambitions,” he states. 

In addition, 99 percent of RPZ’s full-time employees are Namibian.  

“Our workforce reflects the scale and complexity of our current operations and ongoing expansion, reinforcing RPZ’s role as a key economic player in Namibia.”  

CULTURE OF CONTINUOUS IMPROVEMENT

As a company that prioritises the growth of local communities, RPZ is proud to have a forward-looking procurement strategy in place, which includes a supplier development programme.  

“Through the establishment of the programme, we are committed to ensuring local businesses not only benefit from current projects but are also positioned for long-term success,” Mayrick prides. 

As a result, in 2023-24, over 27 percent of the company’s goods and services were proudly procured locally.  

“Our goal is to cultivate a thriving, self-sustaining local industry that extends well beyond the life of mine, transforming Rosh Pinah into a recognised hub for goods and services,” he continues.  

In addition, the programme unlocks opportunities for regional suppliers to grow, compete, and ultimately export their products and services across Namibia and even internationally.   

By fostering an internal culture of continuous improvement and professional development, RPZ recognises that investing in its staff is an essential factor in sustaining excellence.  

“We provide comprehensive training programmes spanning technical mining operations, safety protocols, environmental stewardship, and leadership development, granting employees the opportunity to grow and advance within and beyond their current role,” Mayrick outlines.  

“These initiatives collectively create a dynamic environment for career advancement and skills development,” he explains. 

Meanwhile, through various mentorship programmes, bursaries, and placements for students from the University of Namibia, RPZ cultivates local talent whilst attracting experienced professionals from the mining industry. 

LOCAL DEVELOPMENT

Deeply committed to social responsibility, RPZ actively supports community development as a core part of its operations.  

The company believes progress lies in the ability of local communities to stand on their own two feet and thrive. It is therefore on hand to facilitate this level of autonomy amongst the communities it serves.  

To achieve this ambition, RPZ continues to support programmes that empower personal development, build local capacity, and create meaningful change.  

In 2024, RPZ invested over NAD$7 million in community initiatives. 

One such project is the Obib Training Centre (OTC), which provides vocational training and skills development opportunities for local residents, facilitating access to meaningful employment and improving their livelihoods. 

OTC’s mission is to initiate and sustain efficient and effective community development, working to deliver on the physical, mental, emotional, and spiritual needs of local people. 

Elsewhere, RPZ has invested in equipment and contracted a new teacher to provide a computer science course in a secondary school, elevating the workforce of tomorrow’s digital education. 

It is also actively delivering a learn-to-drive programme that includes lessons, vehicle hire, and test fees – supporting approximately 40 drivers per year.   

“These initiatives contribute to the broader economic growth and social well-being of the surrounding communities,” Mayrick notes. 

In addition to adhering to social responsibility regarding community outreach, RPZ also takes sustainability very seriously, operating in full compliance with Namibia’s environmental legislation.  

RPZ closely follows the Environmental Management Act of 2007 – which promotes sustainable environmental management and natural resource use – and its associated regulations. 

“We also continue to maintain a valid Environmental Clearance Certificate issued by the Ministry of Environment, Forestry, and Tourism, and conduct regular Environmental Impact Assessments and audits to monitor our performance,” he emphasises.  

The company complies with mining governance laws such as the Minerals (Prospecting and Mining) Act of 1992, which regulates the prospecting, exploration, and mining of minerals in Namibia. 

Moreover, it reports frequently to regulatory authorities, engaging with the local community and stakeholders on environmental concerns.  

“Internally, our environmental management plan guides all operations to ensure risks are minimised and sustainability is prioritised throughout the mine’s lifecycle.” 

A NEW IDENTITY

Having rebranded in 2023, RPZ’s ethos of responsibly extracting minerals in the most innovative, sustainable, and safe way is now clearer than ever.  

“Our new logo is a bold and modern representation of our company’s identity,” Mayrick reflects.  

The stylised quiver tree depicted in RPZ’s updated logo represents its heritage, whilst the blue and green colour scheme signifies the company’s commitment to environmentalism.  

“The logo is designed to evoke a sense of strength and stability, which is important to us as we work to build a successful and sustainable future,” he adds.  

A new tagline – ‘sustainable beyond mining’ – is a clear statement that distinctly lays out the company’s mission.  

“Recognising zinc as a critical mineral for a sustainable future, RPZ is committed to mining and processing it responsibly, minimising environmental impact, and enhancing benefits for the local community.” 

Mayrick believes that the company’s new branding is a positive embodiment of RPZ in a new age of mining.  

“It reflects our values, mission, and commitment to supporting local communities,” he insights.

PROGRESSING FORWARDS

Looking to the future, RPZ is making great advancements towards becoming the most innovative, sustainable, and safe underground mining operation in Namibia. 

“As we progress with the RP2.0 expansion project, we are excited to see the impact it will have on our output, innovation, and sustainability,” Mayrick enthuses.  

The next milestone for this project will be completing commissioning of the paste backfill and water treatment plants, which will be the first of their kind in Namibia. 

To achieve this breakthrough, RPZ will continue to actively upskill its workforce, procuring locally where possible.  

Upon completion, RPZ will backfill mined voids underground with cemented tailings (backfill), reducing tailings placement to surface tailings facilities. 

This will increase ore extraction from underground and reduce future surface impact with reduced tailings volumes. The water treatment plant, meanwhile, will be used to recycle mine process water, helping to minimise RPZ’s water usage from the nearby Orange River.  

Furthermore, Appian has acquired Rosh Pinah Solar Park (RPSP) from Emesco Energy to exclusively supply clean energy to RPZ.   

Appian plans to increase the solar plant’s output from 5.4 megawatt peaks (MWp) to 16.3MWp, providing 30 percent of the energy supply required for RP2.0.  

In parallel to the RP2.0 project, RPZ is undertaking an expansive exploration drilling campaign to extend its mine life for many decades to come. 

“These efforts collectively demonstrate our unwavering commitment to responsible mining practices and continuous improvement across all facets of our operations for the long term,” he passionately concludes.

The post Rosh Pinah Zinc : Sustainable Beyond Mining appeared first on Sustainability Outlook.

BUILDING HOMES WITH HEART

Over the past three decades, Hong Kong’s construction industry has transformed from a hub of rapid post-war urbanisation to a global leader in high-rise, high-density construction, embracing digitalisation and sustainability.  

From the 1980s-90s, the industry became defined by its innovative land reclamation and slope stabilisation techniques, enabling dense urban development and establishing Hong Kong as a global benchmark for high-rise construction.  

“My work on structural engineering projects during this period honed my skills in designing resilient, compact structures,” opens Eddie Ho, Deputy General Manager of Sanfield (Management) Limited (Sanfield), the construction arm of Hong Kong’s leading property developer Sun Hung Kai Properties (SHKP).  

The 2000s marked a shift towards iconic, larger-scale projects, during which time Ho worked on the International Commerce Centre (ICC) – a 490-metre (m) super high-rise skyscraper that pushed the boundaries of structural steelwork and vertical construction.  

During the 2010s, the industry began to adopt digital tools like building information modelling (BIM) and modular integrated construction (MiC), allowing for faster, more sustainable builds.  

As it entered the 2020s, SHKP – like many other companies – was faced with socioeconomic challenges such as the COVID-19 pandemic and the property market headwinds.  

However, SHKP continued to invest and Sanfield continued to participate in the construction of several landmark projects, such as the High Speed Rail West Kowloon Terminus Development, helping to fuel the city’s recovery.  

Recent years have seen the industry push towards sustainability and integration with the Greater Bay Area (GBA), whilst digital transformation and workforce upskilling have also improved conditions.  

“At Sanfield, we’ve prioritised low-carbon construction methods and explored opportunities to develop more vibrant communities in the city, aligning with the nation’s long-term urban vision,” Ho confirms.  

INFUSING CARE, INTEGRITY, AND EXCELLENCE

As a subsidiary of SHKP, Sanfield provides a vast portfolio of construction and engineering services, including site formation, civil engineering, building construction, mechanical, electrical, and plumbing (MEP) systems installation, and interior decoration.  

It also offers landscaping, electrical and fire-prevention systems, and supplies of ready-mix and precast concrete. 

Primarily serving SHKP as its construction division, Sanfield caters to residential, commercial, and comprehensive development projects.  

Operating from within SHKP’s headquarters in Wan Chai, the company oversees projects both in Hong Kong and on the mainland, supporting SHKP’s real estate developments and select third-party clients with a focus on quality and safety.  

SHKP’s motto, ‘Building Homes with Heart’ – also Sanfield’s – reflects its commitment to infusing care, integrity, and excellence into every project it undertakes.  

“Our motto underscores our dedication to quality by prioritising precision, safety, and sustainability in construction, ensuring all projects are safe, functional, and enduring,” Ho prides. 

This ethos guides Sanfield’s relationships with its clients, subcontractors, employees, and suppliers by fostering trust, collaboration, and mutual respect.  

“We embody our motto through transparent communication, rigorous quality control, and community-focused initiatives,” he adds. 

For example, Sanfield’s Warm Companionship Day partnered with the Construction Charity and Caring Centre (CCFISC) at GO PARK Sai Sha, providing assistance to families affected by construction accidents and creating a mutual support platform through various engaging activities.   

The event featured a rewarding beach clean-up and chances to try exhilarating new sports, empowering families to uplift one another, share their unique journeys, and rebuild their confidence as they move forwards together.   

Its dedicated Sanfield Connect volunteer team was also on hand to provide guidance and assistance throughout the event.  

The company hopes initiatives like this raise awareness for families affected by construction accidents and highlight the critical need for workplace safety. 

“We deliver everything we undertake with passion, aligning with our mission to create lasting, meaningful spaces across all projects.  

“By engaging in charity and community support, we promote inclusivity, enhance well-being, and contribute to vibrant, resilient neighbourhoods,” Ho reflects. 

These efforts align with Sanfield’s values of responsibility and care, ensuring it creates positive impacts, strengthens trust, and nurtures environments in which people thrive, reinforcing its role as a dedicated community partner. 

THE BACKBONE OF DIGITAL CONSTRUCTION

As a forward-thinking contractor, Sanfield leverages BIM as a central digital framework to drive efficiency, collaboration, and smarter decision-making across all project phases.  

“By integrating advanced technologies and data-driven workflows, we transform traditional construction phases into streamlined, risk-mitigated operations that enhance project delivery,” Ho outlines. 

During the preconstruction and design coordination stage, Sanfield employs artificial intelligence (AI)-driven clash detection technology to automate conflict resolution, thus reducing manual review time by 30 to 50 percent.  

This is complemented by generative design techniques which optimise structural and MEP layouts for offsite fabrication, ensuring constructability from the earliest stages. 

Additionally, 4D and 5D BIM simulations enable Sanfield to link schedules and cost data in real time, allowing teams to run scenario analyses and proactively address potential delays or budget overruns before commencing the project. 

“Once on site, BIM becomes the backbone of digital construction,” he states.  

Deploying augmented reality (AR) tools such as Microsoft HoloLens for layout verification and quality assurance allows the company to minimise rework, whilst Internet of Things (IoT)-enabled tracking – including radio frequency identification (RFID)-tagged materials – ensure just-in-time delivery and real-time progress monitoring.  

“For precision, robotic total stations automate field layouts directly from BIM, achieving sub-centimetre accuracy and eliminating human error,” Ho details.   

To maintain tight project controls throughout, Sanfield also implements digital twin technology, where live data from drones, 3D laser scans, and BIM creates an evolving model.  

This, paired with predictive analytics dashboards such as Microsoft Power BI to forecast delays and resource needs, enables proactive adjustments. 

Sanfield also maximises efficiency through lean methodologies off-site, including design for manufacturing and assembly (DfMA) principles, which allow it to standardise modular components and cut on-site labour by 20 to 40 percent.  

Integration between BIM platforms and enterprise resource planning (ERP) systems, meanwhile, can further streamline procurement and logistics.  

For stakeholders, immersive 3D models facilitate interactive design reviews and safety training, whilst cloud-based collaboration tools keep all parties aligned with live issue tracking.  

“As a result, our innovative BIM approach delivers 15 to 30 percent faster project timelines via clash-free models and prefabrication, five to 10 percent cost savings through waste reduction, and higher-quality, safer builds enabled by AR validation and digital twins,” he insights.

A DISTINCT EDGE

Having made strategic investments in emerging technologies to enhance safety, efficiency, and adaptability across its operations, Sanfield sets itself apart.   

One key area in which such investments have been made is in the adoption of smart tower crane systems to support the growing trend of MiC. 

Typically, the installation of MiC units – particularly large modules – requires between four and six ground workers manually handling taglines, which is not only labour-intensive and time-consuming but also exposes workers to significant safety risks.  

“To address this, we developed and deployed a remote-controlled smart tower crane system by integrating automation and remote operation capabilities,” Ho tells us.  

Sanfield’s solution significantly reduces the need for manual intervention and improves installation efficiency by over 50 percent, creating a safer environment by removing workers from high-risk zones.  

“This investment delivers short-term productivity gains and gives us a distinct edge in adapting rapidly to the evolving needs of the construction industry,” he excites. 

Ultimately, this undertaking aligns closely with the company’s broader goal of building a safer, more sustainable, and future-ready construction ecosystem.  

ARTIST SQUARE TOWERS

Situated within the West Kowloon Cultural District, the Artist Square Towers (AST) project comprises three commercial towers – P31, P32, and P34 – featuring a striking architectural design in which P31 and P34 are interconnected 50m above ground.  

Serving as a transport gateway for the link bridge extending from Kowloon Station, the structure enhances connectivity within the local area.  

However, the project has not been without its challenges. Due to the four fully operational metro railway tracks and public spaces located directly below the AST site, open-air construction work was initially prohibited.  

Therefore, Sanfield engineered P31 and P34 to overcome these unique spatial constraints, creating 60m-high steel mega trusses between the towers to enable work to continue. 

Indeed, a steel platform above the railway serves as both a protective shield and an innovative design element. The platform is divided into 16 segments – each assembled on-site, lifted into place, and connected together – minimising disruption and requiring just an hour of public area closure per segment.  

Meanwhile, a second identical steel platform supporting the mega truss acts as a safety barrier, ensuring stability during the erection.  

“Through our innovative construction design, we have been able to safeguard the link bridge and public spaces below the AST site whilst assembling mega steel trusses,” Ho surmises. 

FUTURE FOCUS

Dedicated to excellence in construction, innovation, and sustainability, Sanfield has strategic priorities and goals in place to help it achieve this today and in the future.  

Delivering high-quality projects that align with its motto, the company seeks to ensure superior craftsmanship, safety, and customer satisfaction.  

“In doing so, we can maintain our leading position in Hong Kong’s construction industry, implementing rigorous standards across all project phases,” Ho informs.  

Sanfield is also dedicated to supporting Hong Kong’s and China’s carbon neutrality goals by integrating smart building technologies and sustainable practices.  

“We are actively trying to reduce our environmental impact through high-productivity methods such as those demonstrated at the Global Construction Sustainability Forum.” 

The company also strives to uphold the highest safety standards and optimise project timelines by advancing its processes whilst investing in its workforce and communities through participating in programmes such as the government’s Strive and Rise, which empowers underprivileged youth.  

Going forwards, Sanfield will continue to leverage SHKP’s vertical integration strategy to optimise its processes and is poised to grow its market presence and service offerings by building on its expertise.  

The company will also continue to expand its services for third-party clients in Hong Kong, developing its market growth by exploring opportunities in specialised construction sectors such as commercial and infrastructure.  

By adopting cutting-edge technologies, diversifying operations, and advancing its smart building technologies, Sanfield demonstrates its commitment to sustainable growth, technological advancement, and community impact.  

“Aligning with SHKP’s vision, we aim to deliver exceptional projects, expand our market reach, and contribute to Hong Kong’s built environment,” Ho passionately concludes.

The post Sanfield (Management) Limited : Building Homes with Heart appeared first on Sustainability Outlook.

SPOTLIGHT ON SINGAPOREAN SUSTAINABLE ENERGY

Situated at the southern tip of the Malay Peninsula in Southeast Asia, Singapore stands as a vibrant island city-state and a global beacon of modernity.  

Renowned for its cutting-edge technology and striking contemporary architecture, the country has transformed from an obscure fishing village into a bustling metropolis where creativity thrives.  

Presently, Singapore is undergoing another significant transformation as it moves into the sustainable energy landscape.  

However, given its tropical climate – characterised by heat and humidity – Singapore faces unique challenges when it comes to energy generation.  

The limited landmass and absence of shallow geothermal resources make it impractical to harness this type of energy, whilst the region’s generally low wind speeds render wind a less viable energy alternative.  

In response to these issues, Singapore has adopted a forward-thinking strategy focused on R&D. The government and private sector are heavily investing in innovative technologies to enhance the efficiency and effectiveness of solar photovoltaic (PV) systems, aiming to capitalise on the abundant sunlight that graces the island.  

Located near the equator, Singapore enjoys an average annual solar irradiance of 1,580 kilowatt-hours (kWh) per square metre (sqm) each year, ranking it amongst the world’s most solar-dense cities.  

As of mid-2024, it had a grid-connected installed capacity of 1,348 megawatt-peak (MWp) of solar power, significantly bolstered by contributions from the private sector and public housing initiatives. 

As such, solar PV is the nation’s most promising and feasible renewable energy source, and it is therefore rapidly expanding its solar energy capacity, targeting at least two gigawatt-peak (GWp) by 2030 – enough to power around 350,000 households. 

In addition, the government is investing in research to enhance solar technology and urban integration, including the development of floating solar panels for reservoirs. 

As a built-up country with no rural hinterland, Singapore faces challenges in solar deployment, including limited land for large-scale installations and issues related to urban shading and high cloud cover.  

As a result, the government is exploring solutions such as regional power grids and innovative energy technologies.  

These initiatives aim to lower carbon emissions, which are the primary driver of energy consumption in Singapore.   

Such efforts are encouraging the search for sustainable solutions that will pave the way for a greener future.   

Q&A WITH THE SUSTAINABLE ENERGY ASSOCIATION OF SINGAPORE

Kavita Gandhi, Executive Director of the Sustainable Energy Association of Singapore, shares insights into the organisation’s mission, challenges the country faces in its clean energy transition, and innovative initiatives fostering collaboration within the renewable energy sector.

Firstly, what are the origins of the Sustainable Energy Association of Singapore, its initial mission and vision, and current focus areas of the industry? 

Kavita Gandhi, Executive Director (KG): The Sustainable Energy Association of Singapore (SEAS) was established in 2006 with the goal of providing a common platform for clean energy industry players, academia, and government stakeholders to collaboratively promote the adoption of sustainable energy.  

Our initial mission was to support the growth of renewable energy companies in Singapore, with the vision of positioning the country as a regional hub for clean energy. 

Today, SEAS focuses on accelerating the clean energy transition by supporting renewables, energy efficiency, e-mobility, green hydrogen, bioenergy, and carbon capture and storage services across the Association of Southeast Asian Nations (ASEAN).  

We represent a growing network of over 250 member companies from across the sustainable energy value chain – including developers, solution providers, financiers, consultants, and educational institutions – who collectively advance clean energy deployment in the region. 

How does SEAS address the challenges Singapore faces as a resource-constrained country in fulfilling its energy requirements?

KG: As a country with limited natural resources and land, Singapore faces unique energy challenges. 

SEAS works closely with government agencies and member companies to promote the development and deployment of innovative and efficient energy technologies. We actively engage in dialogues with policymakers to shape practical, forward-looking energy strategies.  

Recognising our constraints, Singapore has embraced creative solutions such as deploying solar PV systems on rooftops, building façades, and floating platforms on reservoirs. 

SEAS supports these efforts by facilitating industry collaboration, encouraging private sector innovation, and sharing best practices across our network.  

Regionally, SEAS champions greater connectivity through cross-border renewable energy projects. A notable example is the Singapore Green Corridor Project, where several SEAS members are actively involved in developing utility-scale solar and storage facilities in Indonesia to export clean electricity to Singapore. 

This initiative not only supports Singapore’s climate goals but also opens up new markets and investment opportunities for our members across ASEAN. 

Through such projects, SEAS continues to build capacity, strengthen partnerships, and advance regional energy resilience.  

What specific initiatives does SEAS support to foster collaboration amongst its members in the renewable energy sector?

KG: SEAS actively fosters collaboration through regular engagement platforms for our members. 

We organise monthly committee and working group meetings across key focus areas, including clean energy, energy efficiency, sustainable infrastructure, and finance committees, as well as carbon, energy storage and mobility, hydrogen, and Sustainable Energy Start-Up Network (SESUN) working groups. 

These committees and groups serve as platforms for dialogue, knowledge sharing, and networking opportunities amongst industry players. 

Beyond these, we also organise industry roundtables, business missions, networking sessions, and knowledge-sharing events to deepen partnerships and industry learning.   

Our flagship event, the Asia Clean Energy Summit (ACES), is Southeast Asia’s premier clean energy platform, bringing together regional and international stakeholders to share insights, explore opportunities, and showcase innovations that are shaping the energy transition.   

Can you elaborate on the types of training courses offered in the SEAS Sustainable Energy Training Programmes?

KG: Since 2007, SEAS has been delivering high-impact training programmes both locally and internationally, aimed at advancing the renewable energy sector in Singapore and the region. 

To date, SEAS has conducted over 710 courses, reaching more than 17,478 participants across the industry.  

One of our flagship courses is the Singapore Certified Energy Manager (SCEM) programme. Designed for engineering professionals, SCEM equips participants with essential skills in energy audits, retrofitting, procurement, facility and energy management, and energy engineering works. 

To meet the growing needs of Singapore’s solar industry, SEAS also offers specialised training in rooftop and utility-scale solar PV systems, building-integrated photovoltaics (BIPV), and urban solar integration. 

These courses are aligned with national deployment goals and talent development priorities. Additionally, we offer a comprehensive range of short courses and online modules that cover key industrial topics. 

For organisations with specific learning needs, SEAS provides tailored in-house or hybrid corporate training programmes across areas like renewable energy deployment, green finance, carbon management, hydrogen, and e-mobility.   

All programmes are delivered by experienced industry practitioners, ensuring practical, relevant, and immediately applicable learning outcomes. 

SEAS is also proud to lead the Sustainable Energy Centre of Excellence (SECOE), established in partnership with the Asian Development Bank (ADB). 

SECOE serves as a regional platform to build capacity and transfer knowledge to government officials and industry leaders across Asia on sustainable energy policy, finance, and project development.  

Since its inception in 2015, SECOE has trained 1,695 participants from 57 countries, thereby strengthening institutional capacity and accelerating the adoption of clean energy across the region. 

In 2025, SEAS conducted two SECOE programmes – one in the Philippines and another in Indonesia – further supporting regional efforts to scale up sustainable solutions. 

What plans does SEAS have for expanding its training programmes to regional professionals outside the sustainable energy industry?

KG: We are actively expanding our training reach across Southeast Asia. We have launched regional programmes in partnership with multilateral organisations and development agencies, tailored for professionals in utilities, government, and industry. 

Our goal is to empower more individuals across ASEAN with the knowledge and tools to accelerate the adoption of clean energy. 

At ACES 2024, SEAS reached another milestone by signing a memorandum of understanding (MoU) with four leading institutes of higher learning – the National University of Singapore Centre for Hydrogen Innovations (CHI), Singapore Polytechnic (SP), Singapore Institute of Technology (SIT), and the Institute of Technical Education (ITE). 

Finally, how does SEAS support its members in adopting sustainable practices and innovations, and how does it help members access new markets for renewable energy technologies?

KG: We support members in adopting sustainable business practices by providing timely policy updates, strategic advisory support, and exposure to the latest innovations in clean energy and low-carbon technologies.  

We play an active role in connecting the supply and demand sides of the industry. This includes working with regional and sector-specific associations that represent large energy users, project developers, and technology adopters. 

For example, SEAS recently organised industry roundtables with the semiconductor and data centre sectors to explore clean energy solutions tailored to their high energy demands and decarbonisation goals. 

These kinds of sessions bring together solution providers from our membership with end-users to facilitate direct engagement and potential collaboration.

Are there any projects, events, or key initiatives you would like to highlight?

KG: SEAS is proud to lead several flagship initiatives that advance the clean energy transition in Singapore and the wider region. 

Held annually as part of the Singapore International Energy Week (SIEW), ACES is Southeast Asia’s leading clean energy platform. 

It brings together policymakers, industry leaders, and financiers to explore the latest developments in renewable energy, energy efficiency, and clean technologies. 

ACES features a high-level conference and exhibition, along with networking opportunities designed to foster regional collaboration and cooperation.  

Launched alongside ACES, the Asia Carbon Summit is a dedicated platform focused on carbon markets and decarbonisation strategies. It convenes key players from the public and private sectors to discuss regulatory frameworks, market mechanisms, and corporate action in support of net zero goals.   

In addition, launched at the Asia Clean Energy Summit 2024, DigiLeap is a SEAS-led initiative designed to accelerate sustainability and decarbonisation efforts across ASEAN. 

Designed as a comprehensive one-stop hub, DigiLeap connects businesses, financial institutions, and trade associations, fostering collaboration and innovation in the green economy. 

To date, DigiLeap has recorded 231 engagements and attracted 196 project interests, resulting in 15 successful project matches between companies. 

It has also drawn 408 users comprising 239 companies and 169 individuals, underscoring SEAS’s role in building an active and connected ecosystem for clean energy innovation and implementation. 

How do you see the sustainable energy industry developing over the next five years? Are you optimistic about its future?

KG: Despite current geopolitical and economic turmoil, SEAS aims to be a recognised leader in the sustainable energy sector, continually expanding its regional and global partnerships to create value for our members. 

Over the next five years, we are optimistic about rapid advances in energy storage, digitalisation, regional interconnectivity, and carbon services. 

As climate targets become increasingly stringent and the demand for clean energy intensifies, Singapore and ASEAN are well-positioned to lead through innovation and collaboration.  

We will continue to engage members actively through committees and working group meetings, as well as various activities, serving as a bridge to connect members with relevant government agencies and facilitate local and global business growth. 

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SPOTLIGHT ON SWEDISH DATA CENTRES

It is undeniable that data centres have come to play a critical role in modern civilisation. No matter where an individual may find themselves – at work, in school, or even relaxing at home – interaction with data centres and services is a daily occurrence. 

These digital services and information, which are relied upon globally, are resulting in the increased demand for digitalisation and artificial intelligence (AI) services, thus amplifying investment into data centres. 

Currently, due to this rapidly increasing demand, the Nordic region and the countries it comprises are quickly emerging as a hub for data storage infrastructure. 

Across the Nordics, data centres benefit from unique selling points, most prominently the constant supply of green electricity, a cold climate that reduces the need for expensive cooling equipment, and a stable geopolitical landscape. These reasons are driving more and more hyperscale operators to Northern Europe. 

Specifically, Sweden stands as the largest data centre market in the region and the only one with over one gigawatt (GW) in total IT capacity. Additionally, total supply has grown at a five-year compound annual growth rate (CAGR) of 13.7 percent from 2018 to 2023. 

The country is a global leader in renewable energies thanks to a combination of hydropower, nuclear energy, wind turbines, and biofuels. These accomplishments have led to Sweden being top of the Global Sustainable Competitiveness Index annually since 2016. 

Data centres with high sustainability credentials are significantly more attractive to investors and those looking to construct new infrastructure, as the environmental impact of data storage is becoming an increasingly important topic of discussion within the industry. 

Equally, Sweden’s digital economy is second in the EU for ease of doing business, third for political stability – behind only Luxembourg and Malta – and has the highest proportion of ICT specialists. 

Even more formidable, the country is the only one in the Nordic market where the three major cloud hyperscalers – Amazon Web Services, Google, and Microsoft – have already built their own facilities or are working towards constructing their own. 

Traditionally, storing data in the Nordic region has been scrutinised because of its long distance from pre-established data operations. However, improvements over the last decade in international connection speeds have made the area an attractive and viable location for data storage. 

As technologies continue to emerge, the roll-out of data centres in Sweden is poised to continue accelerating at a rapid rate, drawing in more and more clients and investors as they recognise the vast potential and advantages the country offers.   

Q&A WITH THE SWEDISH DATA CENTER INDUSTRY ASSOCIATION

Supporting the Swedish data centre industry and creating added value of economic and intellectual art for members, the Swedish Data Center Industry Association is influencing the sector and creating a stronger, more sustainable future. Ann Wingård, Managing Director, tells us more.

Firstly, please explain the origins of the Swedish Data Center Industry Association – when was it founded, and what was your initial vision?

Ann Wingård, Managing Director (AW): The Swedish Data Center Industry Association (SweDCI) was founded in 2019.  

The initial vision was to form a community for actors in the data centre industry to be able to influence and affect matters that are of importance for the sector as a whole to drive growth, promote Sweden’s advantages as a place to locate a data centre, and build a network for stakeholders. 

EO: What is your current take on the data centre industry across Sweden? Is it a particularly exciting or challenging environment to work in? 

AW: The industry is very exciting as there are a number of organisations wanting to place their data loads in Sweden and many players who want to build facilities in the country.  

There are plenty of advantages to having your data centre in Sweden – a very green electricity mix, high technology competence, a stable political landscape, and a naturally cool climate. 

But, of course, there are challenges as well – inconsistent rules and regulations, rigid and time-consuming processes for permits, unevenly distributed access to power over the country, and a lack of certain competencies such as cooling engineers. 

How does SweDCI market the industry and members of the association both nationally and internationally?

AW: Over the years, we have been growing into the position we are at now, where we are the go-to organisation for interviews and general knowledge about the data centre industry and the government and regulatory authorities seeking our input on new directives and regulations.   

Working in a focused way, being where the decisions are made, and contributing with our collective knowledge has taken us to where and what we are today. 

We are hosting and co-hosting data centre events in Sweden, in which we have a stand where our members can be visible. We also participate in large events across Europe, such as the Datacloud Global Congress in Cannes, France, where we are hosting a Nordic pavilion with our sister associations in the region. 

Additionally, we have a seat on the board of the European Data Centre Association (EUDCA), write and co-write articles, have speaker slots, panels, and podcasts, and are working to increase our international visibility. 

How does SweDCI’s strategic geographical position provide a distinct advantage?

AW: SweDCI is very clear about putting Sweden first – just as our name indicates – but we also work very closely with our sister organisations in the Nordic region, i.e., Denmark, Norway, Finland, and Iceland. Together, we cover and represent one of the most attractive areas for locating a data centre, even if the respective countries are fairly small. 

Sweden and Stockholm in particular are the largest markets in the Nordics, so we have naturally taken the lead for several initiatives over the years.   

Can you expand upon SweDCI’s new communication platform – SweDCI Connect (Spintr) – and how this will help to enhance collaboration and information sharing for members?

AW: Like many organisations, sharing information is a challenge that should never be underestimated! We realised that sharing information, and thereby collaboration and networking amongst our members, would be beneficial as an internal tool for easy communication. 

It’s hard enough to keep track of communication and information in one company, and within SweDCI, we need to provide this to our members in an easy-to-digest manner so they can handle information in a way that is as easy as how they handle it in their respective organisations. 

SweDCI Connect (Spintr) is already helping us to stay in contact and share information after just a couple of months. The plan is to invest further time into the platform for continuous improvement since we are determined that this brings value to our members! 

Additionally, please tell us more about SweDCI’s objective to support the business interests of members and how these objectives manifest in your day-to-day operations.

AW: Our vision is to lead the development of data centre excellence, and our mission is to foster a robust and sustainable digital transformation in society whilst being a powerful voice towards decision-makers. This is alongside creating a favourable business climate, promoting industry best practices, and facilitating networking amongst member companies. 

The initiatives we are driving include enhancing the data centre industry’s growth, articulating and advocating for the needs of the industry, and building an innovative Swedish ecosystem within the ICT sector. 

Everything we do and every action and project we spend time on supports our vision, mission, and initiatives! For example, we promote Sweden as a data centre market and are visible in international fairs and events; we are invited to discussions to help set the thresholds and key performance indicators (KPIs) when directives and regulations are developed before they are implemented; and we connect our members in various meetings, workshops, and work groups to build a strong network and ecosystem.

Are you optimistic about the future of the data centre industry throughout Sweden?

AW: Yes, we are! We’ve only seen the beginning of what can be achieved in Sweden’s data centre industry. Global developments in recent years have made it clear that we must become more self-reliant and cannot depend solely on others. As a result, more companies will seek to keep control of their data within local markets. 

At the same time, the rapid growth of AI is driving an unprecedented demand for secure, scalable, and energy-efficient infrastructure. Since AI depends on massive amounts of data being processed and stored, where and how that happens truly matters.  

Sweden and the Nordics, with access to clean energy, a stable climate, and high digital competence, are uniquely positioned to meet this demand in a sustainable way. 

Finally, what are SweDCI’s goals and priorities, and what strategies will you employ to facilitate and implement them?

AW: We plan to continue to work towards our mission, vision, and initiatives. Our focus areas include data centre industry growth, international visibility, stakeholder engagement, ecosystem expansion, and education and skills supply.  

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SHIFTING GEARS IN SUSTAINABILITY

In an increasingly interconnected and environmentally conscious world, carbon neutrality has emerged as more than just a moral imperative – it is now considered a competitive advantage.  

This is particularly true for the freight industry in South Africa (SA). Investors and stakeholders are placing significant emphasis on environmental, social, and governance (ESG) principles, with carbon neutrality acting as a litmus test for companies’ commitment to long-term sustainability and profitability.  

The freight sector, a backbone of SA’s economy, is under intense scrutiny to align with global best practices in sustainability – not merely as a compliance exercise, but as a driver of innovation and growth. 

Despite this clear direction, ESG and sustainability principles have faced their fair share of criticism, both locally and globally.  

Some argue that ESG initiatives impose additional financial burdens on companies already struggling in a tough economic climate, whilst others question the tangible outcomes of sustainability strategies, dismissing them as mere box-ticking exercises.  

Although these criticisms are not entirely unfounded, they overlook the transformative potential of ESG and carbon neutrality commitments.  

Companies that embrace these principles are not only futureproofing their operations but also positioning themselves to attract investment and unlock new revenue streams. 

As such, SA’s leading integrated cold chain logistics provider, Vector Logistics (Vector), is shifting gears in sustainability with the launch of its first fully electric net zero vehicles.  

This roll-out marks a significant milestone in the company’s journey towards net zero, which it aims to achieve by 2050.  

Having remained steadfastly committed to its ESG and carbon neutrality strategies, even in the face of pushback, Vector’s commitment is not about optics – it’s about seizing the opportunities that come with being a sustainability leader in the freight sector. 

The company anticipates rolling out its first fully electric bumper-to-bumper trucks as part of its fleet on South African roads later this year. 

RESPONDING TO THE CLIMATE EMERGENCY

As sustainability remains at the heart of Vector’s business strategy, the company is committed to creating an agile, resilient logistics network that adapts to market changes whilst maintaining service quality.  

The latest climate science research confirms that the world must move from 51 billion tonnes of greenhouse gas (GHG) emissions to net zero by 2050 to prevent global warming above 1.5 degrees Celsius (°C).  

Vector’s goal is to respond to the current climate emergency by reducing its GHG emissions by at least 42 percent before the end of 2030. To do this, it needs to embrace technology and innovation to prove that the freight and logistics sectors are at the forefront of these developments.  

The global shipping industry, for instance, provides a compelling example of how innovation can drive progress. The world’s first carbon-neutral ship was launched this year and demonstrates how industry leaders are exploring ground-breaking solutions to decarbonise their operations.  

Whilst the reliance on alternative fuels such as methanol has its criticisms, the project underscores the importance of taking bold steps towards sustainability.  

These kinds of innovations represent a step change in how the logistics sector is approaching decarbonisation, and reinforces its dedication to developing value-driven, environmentally conscious operations. 

A TRAILBLAZING SOLUTION

Closer to home, SA’s road freight sector is also seeing significant strides in innovation. 

According to the International Road Transport Union (IRU), a duplex approach to greening road transport is gaining traction. This strategy combines the use of cleaner fuels and advanced vehicle technologies with systemic changes such as optimised logistics and infrastructure upgrades.  

These developments are particularly relevant for SA, where the freight industry’s carbon footprint is a growing concern.  

However, as highlighted by McKinsey’s research on decarbonising logistics, many organisations still grapple with how to implement effective sustainability strategies.  

This knowledge gap presents an opportunity for innovators to step in and provide solutions. For instance, third-party providers with expertise in green logistics can help companies design and execute tailored decarbonisation plans.  

These collaborations can bridge the gap between ambition and action, ensuring that South African freight companies remain competitive on the global stage. 

Vector’s trailblazing solution goes beyond convention by pairing Volvo battery electric vehicle (BEV) truck tractors with innovative solar-powered e-axle trailers, creating SA’s first fully electric bumper-to-bumper logistics system. 

Unlike traditional electric trucks that focus solely on the vehicle’s powertrain, this solution integrates solar-powered e-axle trailers. 

However, there are no solar panels on the truck or trailer itself; instead, both the truck and trailer batteries are charged at solar-powered charging stations at Vector’s distribution centres. 

Whilst the trucks are in motion, the e-axle generates kinetic energy as the wheels turn, which helps charge the batteries. 

For added resilience, the refrigeration system also includes a diesel back-up, intended solely for emergency use to ensure operational continuity for extended pre-cooling at depots when the solar battery power is depleted. 

These net zero vehicles will support deliveries across Johannesburg and Cape Town, aligning with the sustainability goals of Vector’s clients whilst reinforcing its commitment to collaboration in achieving shared environmental objectives. 

DRIVING SUSTAINABILITY FORWARDS

As part of its ambitious ESG strategy, Vector’s roll-out of net zero trucks aligns with its overarching goal of embedding sustainability into everything it does.   

From electrifying its fleet to adopting renewable energy solutions and championing sustainable practices across the value chain, the company’s actionable approach to sustainability is notable. 

The launch of its net zero fleet showcases Vector’s commitment to making a tangible, positive impact on both its environment and the communities it serves. 

It is also equipping staff with best-in-class equipment and empowering them with the knowledge and skills needed to drive the company’s sustainability agenda. 

Key features of Vector’s sustainability roadmap going forwards include transitioning to electric vehicles (EVs), such as the new BEVs and e-axle trailers, and expanding solar photovoltaic (PV) installations at its facilities to reduce reliance on the grid. 

Furthermore, it is also delivering baseline sustainability training to 100 percent of its workforce. 

AT THE FOREFRONT OF CLEAN ENERGY

For Vector, the push towards carbon neutrality is not just a local or regional trend – it is a global movement driven by stakeholders across the value chain. 

European shareholders, in particular, have been vocal in their demands for best practices in sustainability. Their influence extends beyond mere compliance requirements as they shape the strategic priorities of companies operating in emerging markets such as SA. 

These shareholders understand that carbon neutrality is not only an environmental imperative but also a key driver of risk management and value creation, with the latter also extending to internal stakeholders. 

Vector’s staff, for example, have rapidly embraced this new future, and the company has been particularly encouraged by their response. 

Employees recognise that being involved in such developments can be a competitive advantage as they can be at the forefront of a clean energy transition. 

THE FUTURE OF LOGISTICS IN SA

By adopting green technologies and forming strategic partnerships with stakeholders, Vector is shaping the future of SA’s logistics industry. 

The introduction of fully electric trucks not only reduces GHG and carbon emissions but also positions the company as a pioneer in sustainable logistics solutions. 

Vector’s net zero trucks are a testament to the company’s vision of doing well whilst doing good. 

As these vehicles hit the road, they pave the way for a more sustainable future, inspiring others in the industry to follow suit – delivering excellence whilst minimising environmental impact. 

To remain competitive and continue to contribute meaningfully to the planet, Vector recognises it must lead with innovation and that its investments in EVs and renewable energy represent the future of logistics in SA. 

It’s clear, therefore, that the road transport sector in SA is uniquely positioned to lead the charge towards a more sustainable future. 

With a vast network of logistics providers at its disposal, alongside robust infrastructure and strategic importance in regional trade, the industry is ripe for innovation. 

From adopting cleaner fuels to leveraging digital technologies for optimised route planning, the possibilities are endless. 

By embracing these opportunities, SA’s freight companies can enter an exciting new phase of growth that aligns profitability with purpose. 

In conclusion, the journey to net zero is not without its challenges, but the rewards far outweigh the costs. 

Achieving carbon neutrality is not just a competitive advantage – it lays the foundation for a sustainable and resilient logistics industry. 

For SA’s freight sector, the path forwards is clear – innovate, collaborate, and lead. By doing so, the sector will not only meet the expectations of investors and stakeholders but also contribute meaningfully to the global fight against climate change.

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