PASSION FOR SALMON

The Norwegian aquaculture sector holds a strong position in both the national economy and global food production.

Indeed, protein production at sea is seeing high international demand and strongly endorsed by leading health and sustainability organisations due to its nutritional value, low climate footprint, limited freshwater consumption, low land use requirements, and significant scalability.

“How often do you find a product that is very popular whilst also being widely recognised for its health and sustainability benefits? How often do you find a food product that is tasty, healthy, versatile, sustainable to produce, and acknowledged as an important contributor to feeding future generations? We have a remarkable product on our hands!” exclaims Mats Wærøe Langseth, Head of Sustainability at SalMar – the second-largest salmon producer in the world.

The company is proud to have established itself as a frontrunner in this space, harvesting just over 300,000 tonnes (t) of Atlantic salmon in 2025, and aims to produce 350,000 t in 2026.

Since its inception in 1991, SalMar has always been driven by entrepreneurship, continuously challenging industry norms to innovate and develop the sector whilst remaining grounded in fish welfare.

SCHOOLMASTER OF SALMON

SalMar is also continuously focused on quality, emphasised by its fully integrated value chain – from roe to harvest – which enables precision and world-class products across all stages of production.

“Salmon roe is carefully selected and nurtured until hatching. Juveniles are then closely monitored in controlled environments to ensure their needs are met during the early growth stages and our salmon are raised in healthy, sea-based environments until harvest,” Maria Gaasø, Business Developer, outlines.

Alongside quality, “Sustainability in Everything We Do” is one of SalMar’s core cultural tenets.

Case in point, at the World Economic Forum in January 2026, the company was recognised by Corporate Knights as the world’s most sustainable food producer. A year earlier, it was also acknowledged by TIME and Statista as a leading company for sustainable growth.

Yet, for SalMar, its environmental priorities go far beyond gaining industry recognition.

“For us, sustainability is about taking a holistic view of how long-term value can be created whilst supporting local communities, respecting nature, and building on our vision of ‘Passion for Salmon’,” Langseth urges.

Compared to other food production sectors, salmon farming is a highly resource-efficient way of producing healthy food at scale. Reason being, salmon requires only about 1.2 kilograms (kg) of feed per kg of biomass growth, contributing to its low carbon footprint.

From an already low baseline, SalMar has achieved significant reductions in its climate emissions over the past five years, including a decrease of 20+ percent in greenhouse gas (GHG) emissions and more than 40 percent in emissions per unit of production. This puts the company on track to achieve its emissions reduction targets in line with the Paris Agreement.

SalMar is simultaneously reporting its highest salmon survival rate in more than 15 years, an achievement it is deeply proud of.

“The sustainable development we have achieved over time is the result of the hard work and dedication of more than 3,500 employees. Understanding how long-term value is created, and how sustainability contributes to that, is central to our strategic priorities,” Langseth highlights.

LOCAL VALUE CREATION

Local value creation has been part of SalMar’s identity from the outset. Founded in Frøya, a coastal community in Central Norway, the company’s first objective was to create eight full-time jobs locally.

Since then, contributing to thriving coastal communities has remained part of SalMar’s DNA.

Over the last three decades, the company has expanded beyond Frøya to other parts of Norway, as well as Iceland and the UK.

Despite this growth, its founding principles remain the same.

“Successful companies depend on strong communities, and strong communities benefit from successful companies. We are interdependent and must work together to foster open dialogue and a shared understanding of how both sides can contribute to long-term engagement and value creation,” notes Gaasø.

SalMar’s focus on the latter also extends to its local processing operations; instead of only exporting salmon as a whole fish to markets around the world, it delivers ready-to-eat fillets, portions, and loins directly to customers, therefore reducing the need for additional handling and processing further down the value chain.

This ultimately creates greater employment opportunities in its processing facilities, enhances quality assurance, and generates a lower carbon footprint for its products.

“SalMar is also strongly committed to increasing public knowledge and understanding of salmon farming. We operate six salmon exhibition centres that offer free tours of our sea sites and educational experiences,” Langseth adds.

On top of this, the company operates the SalMar Fund, which contributes to community development across the core focus areas of fellowship, diversity, sports, culture, innovation, value creation, and sustainability.

FORGING FISH FARMING INNOVATION

The industry has significantly evolved since SalMar’s inception, particularly as aquaculture transitions from an experience-based approach to data-driven – which the company is keenly adopting.

“Today, we can gather highly sophisticated data from our farms, providing a broader understanding of salmon’s biological needs and the environment in which it lives. Better information leads to better decision-making,” Gaasø informs us.

The Norwegian salmon industry’s leading global position is attracting growing international attention, with many companies worldwide interested in contributing to its development.

For instance, SalMar recently partnered with Tidal, a spinout of X, Google’s Moonshot Factory, to accelerate the deployment of automated feeding and enable real-time, industrial-scale farm intelligence.

The partnership’s objective is to further improve fish welfare and environmental performance through artificial intelligence (AI) and autonomous systems. It also reflects the company’s commitment to sustainable aquaculture and represents one of several development initiatives across its value chain.

SalMar is also actively involved in developing the Salmon Living Lab, a global research and innovation initiative that brings together industry, research institutions, academia, non-governmental organisations (NGOs), and authorities. The aim is to share knowledge, pool resources, and address complex challenges that cannot be solved by individual stakeholders alone.

“The Salmon Living Lab has already attracted some of Norway’s leading research institutions as partners and has several industry-relevant projects underway,” excites Langseth.

STRIVING FOR SALMON EXCELLENCE

For SalMar, being the world’s best salmon producers means understanding the complexity of its operations and striving for excellence in everything it does.

“Our vision, ‘Passion for Salmon’, puts fish welfare and human motivation at the heart of our operations and serves as a key driver of operational efficiency, precision, and performance,” GaasØ smiles.

Over the next five years, the company will invest in new technologies and development projects that further enhance its ability to operate on salmon’s terms.

“Salmon farming is complex, and there is no one-size-fits-all approach. The optimal technology and production strategy depend on the local environment at each site and the biology of the fish,” he affirms.

AI and automation have already begun to play a vital part in SalMar’s operations, and their application is likely to expand in the near future.

Looking ahead, SalMar’s ambition is to continue developing aquaculture on the terms of the salmon, environment, and communities in which it operates. For the company, progress is not defined by growth alone, but by its ability to combine strong biological performance, responsible innovation, and long-term value creation across the coastal regions it calls home.

“What we do today, we do better than yesterday,” concludes Langseth.

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SPOTLIGHT ON EUROPEAN ALGAE BIOMASS

Playing a critical role in Europe’s renewables industry, algae biomass is a highly versatile feedstock driving the European Green Deal – a comprehensive policy framework launched by the European Commission (EC) in 2019 to make the region the world’s first climate-neutral continent by 2050.

It also fuels the circular bioeconomy and creates employment in coastal communities, bolstering Europe’s reputation as a modern, resource-efficient, and competitive economy.

A primary application for European algae is in the food and nutraceuticals market, where the focus is on high-value dietary supplements, alternative plant-based proteins, and nutrient-dense species like spirulina and chlorella. It is also a major contributor to the cosmetics sector, where its uses range from functional skincare extracts to UV protection.

However, its advantages span much wider than this, with algae capable of contributing to food security, sustainable agriculture, health, renewable chemicals, and climate resilience.

Indeed, the resource’s positive impact on the environment and sustainability is notable, acting as an efficient biological absorber of carbon dioxide and thereby assisting the EU in achieving its climate-neutrality and emissions-reduction targets.

Elsewhere, algae’s use in bioremediation sees it naturally filter pollutants, excess nitrogen, and phosphorus from industrial wastewater and runoff.

The EC is actively promoting the use of algae biomass through a dedicated policy framework – yet the industry faces various challenges before it can achieve full, continent-wide adoption.

Obstacles include the costly infrastructure required to cultivate algae biomass, stringent EU food regulations and pharmaceutical manufacturing standards that currently inhibit its widespread use, and digestibility concerns surrounding the use of some microalgae species in animal feedstock.

Looking ahead, progressing the algae industry is an active political and economic priority for Europe, spearheaded by the EU4Algae initiative and the EC’s backing.

Indeed, the EU’s official roadmap targets 23 crucial actions to transition the sector into the cornerstone of the region’s blue bioeconomy, focusing on improving governance and legislation, creating business support mechanisms, driving knowledge and innovation, and raising market awareness.

Q&A WITH THE EUROPEAN ALGAE BIOMASS ASSOCIATION

Seeking to accelerate the development of a sustainable, innovative, and competitive algae sector, the European Algae Biomass Association brings together scientists, industry, and policymakers to unlock the resource’s potential as a key pillar of Europe’s future bioeconomy, as we find out from President, Carlos Unamunzaga.

Firstly, could you talk us through the origins and primary goals of the European Algae Biomass Association?

Carlos Unamunzaga, President (CU): Founded in June 2009, the European Algae Biomass Association (EABA) is dedicated to advancing the algae biomass sector by fostering collaboration amongst scientists, industry professionals, and policymakers.

EABA was created with a very clear vision – to bring together everyone working with algae across Europe, and to help transform algae from a promising scientific field into a thriving industrial sector.

When EABA was founded, the algae industry was still in its infancy. There were many excellent research groups and a handful of pioneering companies, but collaboration between stakeholders was limited and there was no common voice representing the sector at European level.

Today, EABA has evolved into the largest European network dedicated exclusively to algae and algae biomass. We represent companies, universities, research institutes, technology providers, public organisations, consultants, and entrepreneurs working across the entire algae value chain.

Our mission goes far beyond simply representing our members.

We aim to accelerate the development of a sustainable, innovative, and competitive algae sector in Europe by promoting collaboration, facilitating knowledge exchange, supporting research and innovation, and engaging with policymakers to create an enabling regulatory environment.

One of our greatest strengths is that we bring together people from very different backgrounds. Within EABA, scientists interact directly with industrial companies, start-ups exchange ideas with multinational corporations, and policymakers have access to technical expertise from the sector itself.

This multidisciplinary approach is essential because algae are incredibly versatile.

They can contribute to sustainable food systems, aquaculture, animal nutrition, pharmaceuticals, cosmetics, agriculture, renewable materials, wastewater treatment, carbon capture, and even advanced biomanufacturing.

Very few biological resources have such a broad range of applications.

Our objective is therefore not only to support individual sectors but also to help position algae as one of the key pillars of Europe’s future bioeconomy.

Ultimately, EABA exists to help the continent unlock the enormous potential of algae whilst ensuring scientific excellence is translated into successful industrial applications that generate economic growth, skilled employment, and environmental benefits.

Who is EABA membership open to, and what are the key benefits of membership?

CU: One of the defining characteristics of EABA is that we are an open and highly diverse community.

Membership is available to virtually any organisation with an interest in algae. This includes industrial companies ranging from start-ups to large corporations, universities, research institutes, technology developers, engineering companies, investors, consultants, public bodies, and innovation clusters, including individual members. Our membership represents the entire algae ecosystem.

Some cultivate microalgae or macroalgae. Others develop processing technologies, manufacture equipment, produce ingredients, conduct clinical research, work on regulatory affairs, or develop new commercial applications. This diversity creates enormous value.

Members do not simply join an association; they become part of a collaborative ecosystem.

One of the greatest benefits is networking. Many collaborations, European projects, commercial partnerships, and even company acquisitions have started through contacts made within EABA.

Members also gain early access to information on European policies, regulatory developments, funding opportunities, and market trends.

Through our working groups and committees, they can actively contribute to shaping the future of the sector rather than simply reacting to regulatory changes after they happen.

Another important benefit is visibility. EABA provides members with opportunities to present their work through conferences, webinars, publications, and international events. For young companies in particular, this exposure can be invaluable.

Perhaps most importantly, members become part of a collective voice. When EABA engages with the EC or other institutions, we represent the expertise and experience of the entire community. That collective representation carries much greater weight than any individual organisation could achieve on its own.

What is your take on the biomass and renewables landscape in Europe, and how have you seen it evolve over the course of your career? Would you say it’s currently a particularly exciting or challenging space?

CU: I would actually say everything in our sector is both exciting and challenging at the same time.

Over the past 20 years, Europe has undergone a remarkable transformation. When I started working in this field, biomass and BioTech were often viewed as niche technologies. Today, they are recognised as strategic components of the European Green Deal, bioeconomy strategy, and industrial strategy.

We have seen enormous advances in BioTech, synthetic biology, fermentation, precision agriculture, and circular economy approaches. At the same time, awareness of climate change and resource scarcity has fundamentally changed the way governments and industries think about biological resources.

However, despite this progress, Europe still faces significant challenges. Scientific excellence has never been our problem as the continent produces world-class research. The real challenge is converting innovation into industrial-scale production. Too many promising technologies remain stuck in the so-called “valley of death” between laboratory success and commercial deployment.

Investment remains difficult, permitting and regulatory procedures are often lengthy, regulation can be fragmented, and scaling manufacturing continues to be expensive.

Meanwhile, international competition is becoming increasingly intense. Countries such as the US, China, South Korea, Japan, and several Gulf countries are investing heavily in BioTech and algae production. Europe cannot afford to fall behind.

The encouraging news is that European policymakers increasingly recognise BioTech as a strategic industrial sector. Recent initiatives, including the European Biotech Act and support for biomanufacturing, demonstrate that the political momentum is moving in the right direction. More specifically, we now have the EU Algae Initiative.

For algae specifically, I believe we are approaching an important turning point. The science is mature. The applications are also expanding rapidly, and market demand continues to grow. What we now need is faster industrial deployment.

How important is the cultivation of algae biomass in helping Europe meet legally binding climate neutrality targets? How heavily are you involved in the EU Algae Initiative, for example?

CU: Algae can make an important contribution to Europe’s climate neutrality objectives, although I think it is important to be realistic.

Algae alone will not solve climate change; there is no single technology capable of doing that. However, algae can contribute simultaneously to several European priorities – they capture carbon through photosynthesis and are cultivated without competing for fertile agricultural land.

Many species can grow using seawater, brackish water, or industrial process water. They can recycle nutrients, contribute to wastewater treatment, and integrate with industrial carbon emissions.

Beyond carbon capture, algae can replace fossil-based materials, provide sustainable proteins, produce valuable bio-based ingredients, and support more circular production systems. This multifunctionality is perhaps their greatest strength.

Regarding the EU Algae Initiative, EABA has been closely involved since it was developed by the Directorate-General for Maritime Affairs and Fisheries (DG MARE). The EU4Algae forum is tackling all 23 actions included in the EU Algae Initiative.

We are part of the consortium forming EU4Algae and highly involved and representative of the EU algae sector. We have worked with the EC by providing technical expertise, industry feedback, and practical recommendations based on the experience of our members.

This role, engaging directly with the EC through EU4Algae and the EU Algae Initiative, is one of the most relevant contributions EABA makes on behalf of the sector.

The EU Algae Initiative represented an important milestone because it recognised, for the first time at the European level, that algae deserves a dedicated policy framework.

Of course, publishing an initiative is only the beginning. The real challenge now is implementation.

We need to reduce regulatory barriers, facilitate investment, support demonstration facilities, improve market access, and create stronger links between research and industry.

EABA intends to remain an active partner throughout this process.

As an association that serves as a link between scientific research, industrial applications, and political decision-making, how extensively is EABA involved in promoting policy, mutual exchange, and cooperation to foster synergies amongst scientists, industrialists, and decision-makers?

CU: This bridging role is probably one of EABA’s most valuable contributions. Innovation rarely happens in isolation, and successful innovation requires continuous dialogue between researchers, companies, and policymakers.

That is exactly the environment EABA tries to create. We organise conferences, workshops, webinars, and technical meetings throughout the year where members exchange knowledge and identify opportunities for collaboration. Many Horizon Europe consortia and international partnerships have originated through these interactions.

At policy level, we regularly engage with the EC, members of the European Parliament, and national authorities. We exchange and serve as a networking point with national algae associations, which brings coordination and harmonisation amongst all member states.

Our objective is always to provide evidence-based recommendations grounded in scientific knowledge and industrial experience. For example, EABA has actively contributed to consultations on BioTech policy, food regulations, sustainability, industrial strategy, and the European Biotech Act.

Internally, our Scientific Committee and Industrial Committee bring together experts from different disciplines to identify common priorities and develop coordinated positions. This internal dialogue ensures that our policy recommendations genuinely reflect the diversity of the algae sector.

Ultimately, we see ourselves not only as an association but as a platform for collaboration. Our role is to connect people who otherwise might never have worked together.

Can you talk about your involvement in the upcoming algae conference, AlgaEurope 2026, and what key topics are on the agenda to discuss?

CU: AlgaEurope 2026 is undoubtedly the flagship event of the European algae community. Our annual conference has become the leading event in the algae sector with over 400 participants and growing every year.

AlgaEurope is the perfect spot to learn from science, industry, and technology. Every year it brings together researchers, industry leaders, investors, policymakers, and technology developers from around the world.

As President of EABA, I am very much looking forward to this year’s conference in Valletta, Malta between 8th and 11th December.

AlgaEurope is unique because it covers the entire value chain, from fundamental biology and cultivation technologies to industrial applications, investment opportunities, and regulatory developments.

We dedicate specific sessions to industrial developments and key research topics, and have an EC-dedicated session with key policymakers and members from the commission.

Europe has outstanding research, but the discussion is increasingly focused on how we translate scientific breakthroughs into commercially successful businesses.

Other important topics include biorefinery concepts, novel foods, animal nutrition, aquaculture, cosmetics, pharmaceuticals, BioTech, carbon utilisation, sustainability assessment, life-cycle analysis, and advances in cultivation technologies.

Artificial intelligence (AI), digitalisation, and automation are also beginning to play a much larger role in algae production.

But the most important aspect of AlgaEurope is networking. Many collaborations begin during informal conversations at the conference.

This is why we have extended time for coffee breaks and networking activities that propel mutual interexchange. Bringing together people from academia, industry, and government in the same room creates opportunities that simply cannot be replicated elsewhere.

For EABA, AlgaEurope is much more than an annual conference. It is the most important event you could attend in the algae sector.

Finally, what are EABA’s key priorities for the future?

CU: Our priorities are very much aligned with what Europe needs to build a strong bioeconomy.

First, we want to accelerate industrial deployment. The continent has outstanding research capabilities, but we now need more commercial production facilities, more investment, and faster scale-up.

From EABA’s market-driven perspective, optimising production capacity to the technical and environmental carrying capacity is a priority, but it is even more important to develop the market so the sector grows in value and not only in production capacity.

Second, we want to improve the regulatory environment. Innovation should be supported by regulations that are science-based, proportionate, and predictable. Reducing unnecessary administrative complexity will help companies innovate more quickly.

Third, we want to strengthen collaboration across the entire value chain. No single organisation can develop this sector alone. Partnerships between academia, industry, investors, and public authorities will be essential.

Fourth, we want to increase public awareness. Many people still only associate algae with seaweed on beaches or dietary supplements. In reality, algae are becoming a strategic renewable resource capable of contributing to food security, sustainable agriculture, health, advanced materials, renewable chemicals, and climate resilience.

Finally, we want Europe to become the global leader in algae BioTech. The continent already possesses exceptional scientific knowledge. If we combine that with supportive policies, industrial investment, and strong collaboration, Europe has every opportunity to lead the next generation of sustainable BioTech.

I genuinely believe that algae are no longer a niche topic. They are becoming part of the solution to many of the world’s biggest challenges, and EABA is committed to helping make that vision a reality.

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RELATIONSHIP-DRIVEN SUCCESS

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

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

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

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

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

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

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

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

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

COMBATTING COMPLEXITY

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

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

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

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

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

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

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

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

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

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

A PARTNERSHIP BUILT ON TRUST

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

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

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

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

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

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

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

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

STRENGTHENING CONSTRUCTION CAPABILITIES

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

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

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

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

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

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

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

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

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

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

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

IMPROVING ENVIRONMENTAL FOOTPRINT

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

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

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

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

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

A HOME-GROWN TEAM

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

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

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

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

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

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

ON THE HORIZON

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

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

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

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

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

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

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

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POWERING NORTHERN COLORADO

With great power comes great responsibility.

While this iconic proverb is most famously associated with comics and movies, it simultaneously provides a timeless reminder that our collective impact on the world should be matched by our care for it.

This opening statement also resonates as a core belief and proud duty that the Platte River Power Authority (Platte River) integrates within every facet of its operations.

It best showcases the obligation that whenever the authority has the ability, influence, or resources to make a significant impact, there lies a corresponding moral duty to use such power wisely and benefit others.

“We’ve successfully partnered with electric utilities in our four owner communities – Estes Park, Fort Collins, Longmont, and Loveland – to provide the region with dependable power since 1973,” introduces General Manager and CEO, Jason Frisbie.

A JOURNEY THROUGH POWER

Frisbie joined Platte River in 1982 as a college intern and, upon graduating, began a full-time career at the authority’s Rawhide Energy Station (Rawhide).

Having held various positions in facilities, maintenance, fuel handling, and power production, he became Plant Manager in 1999.

Then, having transitioned to Division Manager of Power Production in 2001, Frisbie was promoted to COO in 2010, overseeing generation and transmission assets, power sales, fuel, water, and system engineering.

This extraordinary journey through the business culminated in becoming General Manager and CEO of Platte River in 2016 and, to this day, he remains resolutely committed to leading the organization during what is proving to be a transformational time in the utilities industry.

Frisbie routinely draws on his past experience to help inform the path forward.

“It’s about putting the right people in the right place with the right support and the right tools, and establishing clear goals and expectations,” he says.

“It’s how we built a world-class power plant and how we’ve served our owner communities for over the last 50 years.”

Further, Frisbie believes you cannot expect from others what you do not expect of yourself.

“You have to set the tone for the organization and lead by example.”

OVER 50 YEARS OF SERVICE

Today, Platte River provides wholesale electric power to its four owner communities on a full requirements basis.

“Our authority is a political subdivision and public corporation of the State of Colorado, having originally evolved from the Platte River Municipal Power Association created in 1966,” Frisbie explains.

“Four municipalities banded together in 1973 to create a not-for-profit electric utility owned by the residents served by each local utility,” he expands.

Platte River has delivered exceptional service for the communities of Northern Colorado for over half a century.

“While we’re extremely proud of our body of work so far, we’re simultaneously planning for the next 50 years,” Frisbie excites.

Ensuring the authority continues to provide families with safe, reliable power means investing in innovative, diverse sources of energy and partnering with the community at each step of the way.

“As always, our mission will guide us as we chart a path forward. Reliability remains a key focus as we work to ensure a consistent and dependable supply of power to our owner communities.”

Alongside this, Platte River is equally prioritizing environmental responsibility as it looks to achieve its owner communities’ non-carbon energy goals while protecting the region’s natural resources.

Furthermore, as the authority gears up for its next half century of success, financial sustainability must be a point of focus too.

“As we continue down the path of decarbonization – we’re on track to exceed 80 percent non-carbon energy by 2030 – our focus is shifting to ever-increasing costs and managing affordability while continuing to provide exceptional value to the citizens served by our owner communities,” he adds.

RESPONSIBILITY AND COMMUNITY

Platte River’s commitment to service and dedication to its local surroundings and communities goes beyond supplying reliable, environmentally responsible, and financially sustainable energy and services.

This commitment is at the heart of public power, a type of utility characterized by a not-for-profit model and community ownership.

“We work to enhance the quality of life across our four owner communities by financially supporting local charitable organizations and encouraging our staff members to engage in various volunteering efforts,” Frisbie continues.

“Many of our employees live in the very communities that we’re responsible for serving.”

From an environmental standpoint, Platte River is equally as passionate about enacting responsible choices to benefit its communities and broader geography.

This core belief is perfectly encapsulated by the bison in Platte River’s logo – a reminder that responsibly operated power generation facilities can coexist peacefully with wildlife when proper care is taken.

These magnificent creatures are sensitive to toxins in their environment and cannot thrive in suboptimal conditions.

“We’ve even deemed them our environmental ambassadors – today, one herd of American bison resides at Rawhide, where they’re taken care of by our staff,” he tells us.

The use of a manmade reservoir instead of cooling towers makes Rawhide a year-round attraction for migratory birds and other wildlife.

INVESTING IN THE FUTURE

Since 1973, Platte River has focused on building an energy system with long-term resilience and sustainability in mind.

“We were among the first utilities in the country to add scrubber technology on our coal-fired unit at Rawhide to reduce emissions, and the first utility in Colorado to bring wind energy online in 1998,” Frisbie prides.

Fostering and maintaining strategic partnerships with vendors has enabled Platte River to efficiently and effectively adapt to system needs and evolving technologies over the years.

“We have upgraded many systems at our flagship coal unit, including controls and steam-path technology improvements, with both Emerson and Siemens. These projects have resulted in improved reliability, reduced emissions, and lower operational costs, a true win-win-win for our owner communities,” Frisbie enthuses.

Additionally, in 2018, the board of directors adopted a Resource Diversification Policy outlining decarbonization goals long before Colorado established statewide policies.

“Since then, we’ve added additional wind, solar, and storage, and partnered with our owner communities to develop virtual power plant programs to engage customers in the energy transition.”

The utility is also optimizing existing generation as they look toward retiring their coal-fired assets by the end of the decade. Three of five single-cycle natural gas-fired turbines have received upgrades over the years, adding capacity to Platte River’s portfolio.

“Our existing combustion turbine units are an increasingly important part of our generation portfolio, and we’re in the process of installing new aeroderivative turbine technology.

“We will continue to rely on our strategic partnership with vendors for opportunities to improve reliability, efficiency, and cost,” he highlights.Going forward, Platte River will leverage its refreshed strategic plan – set to be finalized this fall – to continue pursuing a 100 percent non-carbon energy mix while maintaining delivery of reliable and financially sustainable energy and services to its owner communities.

However, there’s still more work to do for Platte River to achieve its ambitious goal.

The authority first began using battery storage technology in late 2020, but a significant percentage of the non-carbon energy produced is dependent upon the available wind and sunshine required – output therefore varies from day to day and hour to hour.

“We were formed to help the owner communities deliver a vital public health and safety service as reliably and affordably as possible. This foundation must be maintained as we pursue our decarbonization goal,” Frisbie clarifies.

By staying engaged, purposeful, and intentional with the people that it proudly serves, the authority looks set for a prosperous and fulfilling future of power generation and delivery.

“Despite unprecedented cost pressures across the utilities industry, we continue to make strategic investments in both our infrastructure and our employees to deliver reliable, sustainable, and affordable service for our communities – now and into the future,” he closes.

The post Platte River Power Authority : Powering Northern Colorado appeared first on Sustainability Outlook.

POWER TO THE PUBLIC

It is a time of monumental change in the utilities industry.

Distributors must embrace innovation and move swiftly to find new and improved ways to deliver affordable, reliable, sustainable, and resilient electricity to customers, as well as products and services to help improve their quality of life. As such, demand for energy is currently at its highest in the US since World War II.

As new requirements emerge in areas such as value-added agriculture, sustainable aviation fuel, biofuels, clean fuels, and data centers – as well as countless others – energy remains a key part of economic growth, with electricity the primary resource feeding that growth across the nation.

The same is true in Nebraska, a state heavily reliant on agriculture, which has witnessed growth in areas such as biofuels and value-added agriculture, while data centers are also becoming a major part of its story.

For Nebraska Public Power District (NPPD), this current era represents the state’s highest demand for power since the 1970s.

“We represent the foundation of economic growth in Nebraska and have an important role to play, ensuring we provide affordable, reliable electricity that can continue to spur economic growth and bring good jobs in for our state,” introduces Tom Kent, CEO.

“Whether the opportunity involves data centers or other businesses, the goal is to attract the right companies; those that grow the local economy, expand the tax base, and create jobs – increasingly, electricity sits at the centre of that opportunity,” he explains.

ORIGINS OF PUBLIC POWER

The concept of public power and why and how it was created date back to the 1920s and 1930s.

At the time, electricity was being recognised as a major force for growth – it could improve business efficiency, support the transmission of energy, modernize homes, make daily tasks easier, and improve people’s quality of life.

In the 1930s, that transformation was taking place largely in urbanised parts of the country, and investor-owned utilities were leading the charge.

“If you look at the nation as a whole today, investor-owned utilities still serve the largest share of the population. However, the largest land area of the country is served by public power, whether through public power districts, municipalities, or cooperatives,” Kent pinpoints.

What was not happening in the 1930s was the electrification of rural areas. Those utilities were not especially interested in serving communities in the countryside, so there was a grassroots effort, alongside leadership from key figures in government, to put the right structures in place for rural electrification. That was the birth of public power.

“Public power was founded on a few central questions – how do we serve the community, provide affordable and reliable electricity, and help improve the quality of life for the people we serve in rural areas.”

Some of the key leaders in that effort were Nebraskans. Senator George Norris, who served in Congress and the Senate for many years, played an important role at the national level.

“That proud history – of being founded to be owned by the customers to provide service and improve quality of life – remains the same foundation we stand on today.

“We keep our focus on how we best serve the people who own us, while ensuring affordability and reliability every day – that remains our key underlying drive,” Kent prides.

Indeed, utilities in Nebraska continue to deliver some of the highest reliability in the nation and some of the lowest electricity costs – a quality Kent believes is rooted in the core purpose of public power dating back to the founders of NPPD a century ago.

BOOSTING CAPACITY

NPPD is currently embarking on a major new project – Princeton Road Station (PRS), a large generating facility in Southeast Nebraska with a 700-megawatt (MW) capacity.

The first phase of construction at PRS includes installing two internal combustion turbines (CTs) with a capacity of 478 MW and 12 reciprocating internal combustion engines with a capacity of 216 MW, which are scheduled to come online in 2029.

In addition, NPPD will also install three more CTs at this site that will provide an additional 717 MW and are scheduled to be online in 2032.

Once completed, PRS will generate over 1,400 MW, along with an expansion of the output of the Cooper Nuclear Station (CNS), which will increase the company’s generating capacity by about 50 percent over the next six years.

NPPD is pursuing a 20-year license extension for CNS and conducting a study for an extended power uprate, which would ultimately provide an additional 100 MW.

“We are undertaking a capital expansion plan of a scope and scale that we have not pursued as an organization since the 1970s, which represents a very significant undertaking,” highlights Kent.

This project will place NPPD in a strong position to serve the growing load of its existing customers while also supporting new businesses coming into the state and providing substantial value to Nebraska in terms of jobs and economic expansion.

“At the same time, we are making sure that we never lose sight of the most important metrics for our customers – the reliability and affordability of the electricity we provide.”

Alongside these generation projects, the company is expanding its transmission system. Already by far the largest transmission owner and operator in Nebraska, together these new initiatives form a capital plan of more than $5 billion over the next six years.

In addition, over the past two years, NPPD has put new wholesale power contracts in place with its customers.

“We recently completed a strong, principle-based negotiation process to extend and improve those contracts, which are our primary source of revenue for funding this expansion.

“Ultimately, that revenue is tied to the customers who use the electricity we generate. It was a very positive process, with strong receptivity, and the vast majority of our customers signed on which really sets the stage for us to do the things we need to do to serve their growing load,” details Kent.

EXPLORING NUCLEAR SOLUTIONS

There are currently 21 nuclear operating utilities in the US that are licensed by the US government’s Nuclear Regulatory Commission to operate nuclear power plants. NPPD is one of those utilities and has been in the nuclear operating business for more than 50 years.

“As we look to the future and think about how we can continue to reduce our carbon footprint while ensuring affordable and reliable electricity, nuclear needs to be part of the answer,” Kent reasons.

NPPD has recently helped form a consortium of large public power utilities to investigate and develop new nuclear systems and improve affordability and reliability while managing collective carbon footprint.

These organisations are similar in size and structure, although they are not all based in Nebraska. Grand River Dam Authority and Lincoln Electric System are both involved, along with Omaha Public Power District.

The consortium is focused on working together to create the right partnerships, de-risk nuclear development, and position members effectively.

“We want to be part of the next wave of nuclear development, so that when pilot plants are successful, and when we better understand the risks and what construction looks like, we can move quickly,” Kent tells us.

GROWTH FOR ALL

As the company moves through the next 18 months, opportunities abound for continued growth.

Many different organisations are interested in entering Nebraska, and energy, electricity, and power supply are a big part of those discussions.

NPPD possesses a very active economic development team, and endeavors to continue moving forward and landing new projects. As more of those projects come in, they will drive decisions around further expansion.

Meanwhile, another key focus is on delivering the commitments made for the new generating facilities and transmission lines that NPPD is building, while continuing to support local communities and helping to grow the state’s economy.

Undoubtedly, a personal connection to Nebraska having spent so much of his career working in the state has helped Kent sustain an undeniable enthusiasm and drive for his work at NPPD.

“I grew up in a small town where my parents owned a small business, so I understand the importance of the agricultural economy and the relationship with public power,” he passions.

“Nebraska is a 100 percent public power state, where all electricity is provided to customers by a publicly-owned entity such as a public power district like NPPD, a municipality, or a cooperative. That foundation of being guided by a publicly elected board, and making sure essential critical infrastructure is delivered in a reliable and affordable way, is what connects us to the customers we serve.

“To me, that is the special ingredient that makes this business model work so well,” Kent concludes with a smile.

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STREAMS OF SUSTAINABILITY

The roots of the Metropolitan Water District of Salt Lake & Sandy (Metro Water) run deep, reflecting a 90-year legacy of development and innovation in water resource management that predates its formal establishment.

The company was officially created in 1935 during a challenging period for the US, marked by the Great Depression and the worst drought recorded in the Salt Lake Valley, Utah.

Despite these hardships, proactive steps were taken to generate a sustainable water supply program aimed at securing the future of the state capital and ensuring a reliable long-term water source, marking a significant milestone in the region’s water management history.

In March 1935, the Metropolitan Water District Act was enacted, allowing cities to form districts to develop water resources for meeting public needs.

Electors within the corporate limits of Salt Lake City voted for the creation of the Metropolitan Water District of Salt Lake City in August 1935 and, two weeks later, the Secretary of State issued its incorporation certificate. Shortly thereafter, Metro Water participated in the Provo River Project, a Bureau of Reclamation Project.

As a result, Metro Water became the local sponsor for the Aqueduct Division of the Provo River project, taking on the responsibility of operating and maintaining the 42-mile Salt Lake Aqueduct (SLA), which would convey water from Deer Creek Reservoir to the Terminal Reservoir in the Salt Lake Valley.

Metro Water found that the Provo River Project offered more than just an affordable water supply. With cleaner water than creek sources and softer than groundwater, its storage capacity was double the city’s then consumption, ensuring future resiliency.

With increasing water demand projections, Sandy City recognized in the 1980s that its water supply would soon be insufficient. In response, the city sought to annex into Metro Water and receive the benefit of treating its Little Cottonwood Creek water rights at the Little Cottonwood Water Treatment Plant (LCWTP).

By 1990, Sandy City had become a member of the organization, which resulted in its current name.

PARTNERSHIPS FOR PROGRESS

Metro Water prioritizes excellence as a core value, believing collaboration produces high-quality water and excellent service to customers and communities.

“Ensuring access to reliable drinking water is a shared responsibility that can only be achieved through strong partnerships,” introduces Annalee Munsey, General Manager.

Our member cities, industry partners, contractors, consultants, and various organizations within Utah’s water community each contribute unique expertise that strengthens the overall system. When we collaborate, share knowledge, and address challenges together, we create a more resilient water system and provide better outcomes for the communities we serve.”

Importantly, Metro Water implements strategies to ensure that water remains affordable for up to half a million residents served.

“As we assess the costs of replacing aging infrastructure, it’s important to consider water affordability for our communities. Historically, water treatment in the Salt Lake Valley has been low-cost due to the high quality of our protected mountain watersheds.

“We benefit from using stored snowpack water, which simplifies treatment and reduces costs, but replacing the critical infrastructure needed to deliver quality water requires a substantial investment, significantly higher than in the past,” she explains.

Metro Water has acknowledged these challenges and put strategies in place to manage costs while ensuring communities have access to affordable and reliable drinking water, including an asset management program, conditional assessments, and a comprehensive maintenance program that proactively maintains equipment to extend its service life.

One of Metro Water’s key strategies is actively pursuing state and federal funding opportunities to help reduce the amount that must be generated through water rates and property taxes, easing the financial burden on communities.

“Competition for funding is prevalent as numerous water systems throughout the state and the country are upgrading infrastructure that was built between the 1940s and 1970s.

“By securing external funding whenever possible, we can make crucial investments in system reliability while ensuring water remains affordable for both current and future generations,” Munsey reassures.

A PROACTIVE APPROACH

Metro Water is enhancing resilience against drought and climate variability by addressing climate change-related water scarcity through long-term planning and strategic investments.

“In 2025, we updated our Supply and Demand Master Plan to assess how factors such as drought, population growth, and climate change may reduce mountain snowpack, alter runoff timing, increase evaporation, and extend irrigation seasons – all of which create greater demand on the water system,” reports Munsey.

The strategy focuses on a diverse water portfolio to enhance long-term security. In response to the 1930s drought, Metro Water engaged in the Provo River Project to reduce dependence on a single source, and now water is obtained from there as well as Little Cottonwood Creek and the Central Utah Project, providing flexibility in water management.

“By storing holdover water in Deer Creek Reservoir, we extend resources from wetter years into drier times. This allows us to meet customer demands during reduced reservoir allotments amid drought cycles, providing a crucial buffer against future shortages,” assures Munsey.

Water conservation is vital for regional resilience, and as such, Metro Water supports conservation programs and drought-planning initiatives in Salt Lake City and Sandy City, as every gallon saved helps extend supplies and prepare for future dry years.

“Climate change is a key factor in our future planning. In Utah, our water supply is heavily dependent on mountain snowpack, making us vulnerable to changing weather patterns, intense storms, and prolonged droughts.”

In order to conserve water during times of low demand, Metro Water has completed a Managed Aquifer Recharge Project with one injection well, two infiltration basins, and five monitoring wells. A five-year pilot program was recently initiated to assess the impact of these facilities on aquifer water levels.

“We assess various future scenarios and invest in resilient infrastructure, diversified water sources, and strategic storage to ensure reliable water supply for our growing communities,” informs Munsey.

In addition, Metro Water has an Emergency Action Plan in place to address potential water contamination and other emergencies. Indeed, its 84 employees regularly participate in exercises to practice protocols for various scenarios.

Metro Water trains staff to establish an incident command structure and conduct site investigations to assess potential threats. Additional steps include notifying public health agencies and isolating any suspected contaminated water.

“We acknowledge our responsibility as stewards of water resources and facilities, implementing robust precautions and ensuring our staff can handle emergencies with confidence,” she emphasizes.

REVOLUTIONIZING WATER TREATMENT

The LCWTP, constructed in 1960, is a conventional water treatment plant using flocculation, conventional sedimentation, and dual-media granular filtration.

In 2007, the plant was upgraded with a series of on-site improvements that allowed treatment capacity to increase from 113 to 150 million gallons per day (MGD), making it the second-largest conventional treatment facility in the state of Utah.

Improvements to the facility included a nine-million-gallon water reservoir, added ozone disinfection processes, a new diversion structure on Little Cottonwood Creek, upgraded grit removal, and screening facilities.

Strategically located at the mouth of Little Cottonwood Canyon, the facility effectively captures raw water for treatment and transport to the Terminal Reservoir.

However, its proximity to the Wasatch fault zone (WFZ) poses a risk of structural damage from seismic activity. The original structures do not meet current seismic codes and are at significant risk during an earthquake.

Considering this, the LCWTP Rebuild (LC Rebuild) has three main goals: to reconstruct the plant to ensure continued operation during major hazards, such as earthquakes; to enhance the performance of key treatment processes; and to upgrade electrical and control systems.

Although the project will not increase the plant’s overall capacity, it will enhance its reliability.

“We are excited to use the construction manager/general contractor (CM/GC) method for the LC Rebuild. This collaborative approach among the owner, engineer, and contractor fosters innovation, improves constructability, and identifies cost-saving opportunities early in the design process.

“Expected long-term benefits for the Salt Lake Valley include the plant’s ability to produce 50 MGD of water within three days of a ‘maximum considered’ earthquake,” Munsey comforts.

After a natural disaster, access to clean drinking water is crucial for public health and supports vital industries such as hotels, food service, and healthcare, which can suffer significant losses.

“The LC Rebuild will improve system reliability, increase resilience, and secure safe drinking water for our growing population while being more energy-efficient and cost-effective,” she urges.

STRENGTHENING WATER RESILIENCE

Metro Water’s Cottonwoods Connection Project is nearing completion. As part of the Salt Lake Aqueduct Resiliency Program, the pipeline will support finished water deliveries to Salt Lake City.

“The Cottonwoods Connection provides redundancy for the SLA and Salt Lake City’s Little Cottonwood Conduit – now 95 years old. Metro Water uses the existing pipelines to complete finished water deliveries to the city, which supports our regional approach to water supply and ensures reliability for our communities,” Munsey expresses.

A concrete pipeline, like the SLA, has a design life of 50 to 100 years.

Now 75 years old, the finished-water portion of the SLA was identified as the number one priority in Metro Water’s Multi-Hazard Mitigation Plan. Due to the pipeline’s age, location along the WFZ, and bell-and-spigot design, earthquakes are the biggest concern.

The Cottonwoods Connection – a 36-inch to 72-inch welded steel pipe – runs mostly parallel to the SLA from the mouth of Big Cottonwood Canyon to the LCWTP and is intentionally designed to withstand a 2PE50 seismic event.

As the Cottonwoods Connection nears completion, Metro Water is working toward its next legacy project.

Advancing the LC Rebuild project will remain Metro Water’s top priority in the coming year. It has now entered the pre-design phase, during which crucial decisions will be made to refine the facility’s scope, evaluate delivery methods, and develop a reliable cost estimate.

As planning progresses, Metro Water and its Board of Trustees will continue to explore funding strategies to support an estimated investment of approximately $800 million.

Options being considered include phased construction, financing through the State Water Infrastructure Fund, and actively seeking state and federal grant funding.

“Metro Water has been providing water to the Salt Lake Valley for over 90 years, a legacy we’re proud of. As we move forward, our team remains focused on doing everything within our power to support our vision,” Munsey concludes emphatically.

The post Metropolitan Water District of Salt Lake & Sandy : Streams of Sustainability appeared first on Sustainability Outlook.

LEADING THE FLOW

Like many parts of South Africa (SA), KwaZulu-Natal province faces pressing water security challenges, ranging from climate change and recurring drought cycles to urbanisation and ageing infrastructure –variables that have converged to place immense pressure on water systems.

As an entity that provides bulk water to municipalities, industries, and communities across the region, uMngeni-uThukela Water is no stranger to such difficulties.

With challenges further compounded by a lack of technical skills at municipal levels to both operate and maintain water infrastructure, alongside KwaZulu-Natal’s rapidly growing population, the province is uniquely positioned to demonstrate how integrated planning, sustainable investment, and strong partnerships can ensure a water-secure future.

“The mammoth task of delivering water to all our stakeholders, whether in urban or rural areas, has served as a call to action,” opens Sandile Mkhize, CEO.

Indeed, all spheres of government must work towards the common vision of achieving the UN’s Sustainable Development Goal (SDG) 6 – to ensure availability and sustainable management of water and sanitation for all.

In her recent address at the 2026 Water Institute of Southern Africa (WISA) conference, SA’s Minister of Water and Sanitation, the Honourable Pemmy Majodina, exhorted all water sector players to intensify their efforts and tackle water backlogs with a simple yet powerful reminder.

She outlined how securing the nation’s water future will require more than additional infrastructure, but new governance models, financing mechanisms, technologies, and a renewed commitment to collective action.

Majodina added how water is a catalyst for socioeconomic development and must be prioritised, emphasising that infrastructure on its own cannot guarantee water security.

“This statement resonates strongly with our mission at uMngeni-uThukela Water. Every drop we treat and deliver to our customers is part of a broader social contract to advance equity, dignity, and development in line with the vision of universal access,” he impassions.

PROGRESS IN THE FACE OF ADVERSITY

For KwaZulu-Natal, the past year has demonstrated that whilst the road is challenging, progress is possible.

Although communities continue to face intermittent supply constraints, with some municipalities struggling to cope with maintenance backlogs, through coordinated action, partnerships, and investment in infrastructure, the situation is improving.

Strategic augmentation projects, upgrades to treatment works, and the extension of key pipelines have collectively enabled tens of thousands of households to enjoy improved and more reliable water compared to previous years.

“Our efforts are underpinned by a philosophy of sustainability. Water infrastructure is capital-intensive, but also foundational to economic growth, food security, and public health,” Mkhize confirms.

To finance and implement the scale of projects required, partnerships remain essential for uMngeni-uThukela Water, including collaborations with contracted water services authorities, engagements with industrial clients who depend on reliable supply, and ongoing alignment with the Department of Water and Sanitation as one of its shareholders.

“Moreover, partnerships are also forged with a view to extend into new and previously underserved areas,” he insights.

The company’s efforts have culminated in the signing of a partnership deal with the uThukela District Municipality to resuscitate water infrastructure in that area.

“Again, these initiatives of going above and beyond in our role as a bulk water service provider resonate with the call made by Minister Majodina in her maiden budget speech where she called upon all water sector actors to address water scarcity with urgency and innovation.

“This is an injunction that continues to guide our approach to water stewardship. Our goal is to be efficient in our operations, transparent in our governance, and bold in our vision,” Mkhize reflects.

MAKING MEANINGFUL STRIDES

uMngeni-uThukela Water is acutely aware that its responsibility extends beyond pipes and reservoirs and encompasses building a culture of water conservation, promoting community awareness, and preparing for the impacts of climate change.

Recent flooding in KwaZulu-Natal province serves as a stark reminder that resilience must be built into every aspect of water planning.

“Accordingly, our strategic initiatives now prioritise not only the expansion of access but also the protection of ecosystems, diversification of water sources, and strengthening of disaster preparedness,” Mkhize tells us.

These activities demonstrate how, with the support of its Board of Directors, executives, and dedicated staff, uMngeni-uThukela Water continues to make meaningful strides.

From large-scale capital projects to operational efficiencies and skills development, the company has worked tirelessly to fulfil its mandate.

“Importantly, this work is not confined to engineering and technical solutions. It also embraces governance, stakeholder engagement, and social responsibility,” he highlights.

According to statistics from SA’s 2025 General Household Survey (GHS), some ground has been covered in terms of pushing back the water deficit in KwaZulu-Natal.

For example, access to water in KwaZulu-Natal has reportedly increased to 81.2 percent over the past two decades.

Similarly, when it came to sanitation provision, GHS noted that the proportion of households with improved sanitation had increased by 30.6 percentage in KwaZulu-Natal over the same period.

LONG-TERM VIEW

In order for the province to make good on its SDG goals, municipalities in KwaZulu-Natal require an estimated ZAR3.98 billion to alleviate the backlog in infrastructure investment.

“Combined with high non-revenue water losses – averaging 52.6 percent in some instances – these factors build a case for urgent interventions to tackle the infrastructure challenge,” Mkhize reveals.

uMngeni-uThukela Water’s infrastructure strategy directly targets these deficits by prioritising backlog reduction, loss mitigation, and the rehabilitation of ageing systems to safeguard sustainable water provision for the province.

“Our goal is to extend the benefits of reliable water provision beyond our current bulk water infrastructure footprint – including those municipalities that currently do not fall within our areas of supply.

“We do this in the knowledge that many communities in KwaZulu-Natal still remain outside the reach of uMngeni-uThukela Water’s supply system and are not yet served by alternative water schemes,” he outlines.

These areas often face severe service backlogs and limited access to safe and sustainable water sources.

To address this, the company’s long-term infrastructure development plans specifically prioritise underserved communities and ensure current and future projects remain inclusive, equitable, and aligned with provincial and national development goals to improve quality of life for all.

THE ROAD AHEAD

Guided by its mission statement to improve quality of life and enhance sustainable development in KwaZulu-Natal, uMngeni-uThukela Water made significant progress in capital infrastructure implementation during the 2024/25 financial year.

Spend performance for the year exceeded ZAR3 billion – of which approximately ZAR3 million was spent on infrastructure work and ZAR1 million on rural development.

“Notably, more than 85 percent of planned milestone targets were met,” Mkhize asserts.

Indeed, targeted and progress-driven key bulk infrastructure development continues to drive uMngeni-uThukela Water’s implementation of large-scale bulk water infrastructure projects across KwaZulu-Natal.

These projects are aimed at expanding access, reducing backlogs, and improving system reliability for municipalities, industries, and communities.

Looking ahead, the company is confident it will deliver its mandate of bulk water and wastewater management services with diligence, integrity, and ethical responsibility.

“We will continue to work collaboratively with municipalities to ensure we augment their water service delivery efforts for the benefit of all the people of KwaZulu-Natal,” Mkhize passionately concludes.

The post uMngeni-uThukela Water : Leading the Flow appeared first on Sustainability Outlook.

50 YEARS OF CLEAN WATER

Despite experiencing a significant upward trajectory at the time, the South African mining industry in the 1970s was running into serious sewage capacity constraints.

The existing infrastructure left challenges unresolved, leading the Council for Scientific and Industrial Research (CSIR) and other consulting engineers to create a solution for such conditions.

It is within this context that Tecroveer was founded; on 1st March 1976, the company was born from a real problem rather than a business idea.

Indeed, the Tecroveer name itself is a portmanteau of technology, rotor, and Pasveer – after a Pasveer oxidation ditch.

“Engineering is literally in the name, and that has never stopped being true of how we operate,” begins Izak Cronje, Group CEO.

“We have been anchored in Glenharvie, Gauteng since the late 1980s, which means five decades of serving the same community. That matters more than it sounds; you cannot walk away from work you have to drive past,” he emphasises.

Celebrating its 50th anniversary this year, Tecroveer views this milestone as a marker not of longevity, but of maintaining a clear purpose whilst everything else has changed – the technology, regulations, clients, and South Africa (SA) itself.

“Our purpose is ‘We Clean Water’. The picture behind that is simple and has not moved: our children playing in pristine rivers and oceans and drinking safe water straight from the tap,” shares Cronje.

Half a century after Tecroveer was founded to revolutionise water and wastewater treatment solutions, the company has opened its Hammanskraal water treatment plant – built to answer another emergency.

“50 years on, we’re doing the same thing – showing up when water fails and fixing it. That is what the milestone means to us.

“Looking forward, our goal for 2035 is to be a globally recognised, purpose-driven water technology company. 50 years is the platform, not the achievement,” Cronje sets out.

SOLUTION-DRIVEN GROWTH

Since its inception, Tecroveer has expanded significantly not from strategised planning, but from creating tailored solutions for clients who had no off-the-shelf answer.

This unique growth began in 1976 when the province’s mines required greater sewage capacity, for which the company built a wastewater foundation.

Moreover, local municipalities with failing works needed a business that would not just design a fix but stand behind it, resulting in a turnkey service delivery system and, later, resuscitation as an operational discipline.

From here, industry demands for better wastewater treatment facilities paved the way for Tecroveer’s industrial treatment capability, with its plant gaining a solid reputation for long-term dependability after several years – attracting clients and resulting in the creation of the company’s Operation and Maintenance (O&M) division.

Elsewhere, clients that needed compliance but had no capital budget sparked the launch of Tecroveer’s Financed Solutions model, whilst the Hammanskraal emergency demanded drinking water in months rather than years, forcing the company to productise five decades of learning to create a plant quickly and efficiently.

“The pattern is as such: listen to the client’s actual constraint, engineer for it and, when the same problem walks in the door three times, turn the answer into a product. That is how a wastewater specialist became a full-spectrum provider,” explains Cronje.

A PROJECT OF NATIONAL SIGNIFICANCE

In 2023, Hammanskraal, a town north of Pretoria, experienced a significant cholera outbreak that transformed the area’s long-standing water quality problem into a national emergency overnight.

“The facility’s requirement changed shape completely; the country needed safe drinking water at Hammanskraal in months, not years,” Cronje tells us.

Under Pro-Plan Consulting Engineers (Pro-Plan) and Magalies Water, Tecroveer was contracted as the full turnkey partner – including design, supply, installation, and commissioning works – for a new modular drinking water plant.

The answer was the Calabash modular water treatment system installed at Hammanskraal, comprising four modular units delivering up to 50 megalitres (ML) per day of safe drinking water.

On the conviction that the company would rise to the challenge, Tecroveer tendered the project without an off-the-shelf solution.

“Pro-Plan and Magalies Water had seen our track record – the acid mine drainage work and the industrial plants – and there was enough trust there to appoint us on that basis. What we delivered was not a package plant at all; it was a modular water treatment plant that had never existed before and developed in record time inside the project,” he outlines.

At this scale and efficiency, Hammanskraal’s modular concept was a world first and is one of the largest modular water treatment facilities of its kind in Africa.

On 18th July this year, SA President, Cyril Ramaphosa, officially opened the facility and chose it as the platform to launch the government’s National Water Access Acceleration Programme.

“The President could have spent Mandela Day anywhere in the country doing anything, but he opened the plant because of what it represents: an emergency answered with working infrastructure,” Cronje gleams.

The four Calabash modules now feed 50 ML of treated water per day into the City of Tshwane’s network, serving an estimated 47,550 households and around 180,000 people in Hammanskraal and the surrounding communities.

The project’s significance has also been recognised internationally. At this year’s International Federation of Municipal Engineering (IFME) World Congress in Helsinki, Finland, Tecroveer’s Calabash solution at Hammanskraal won the IFME Construction Project Gold Award.

“That is a South African emergency response judged against the best municipal engineering in the world and taking gold. It reflects the teamwork between Pro-Plan, Magalies Water, and Tecroveer as much as any single company,” he prides.

FULL TURNKEY CONTRACTOR

The secret behind Hammanskraal’s success was its modularity, enabling the company to beat the clock.

“On a conventional build, you construct a bespoke plant on-site, stage by stage, and the programme is the sum of those stages. Here, the integrated treatment modules were manufactured whilst civil works proceeded in parallel, which compresses a schedule in a way sequential construction simply cannot match,” illustrates Cronje.

Just six months after the emergency work began – with staff working round the clock – the first 12.5-ML module delivered clean water into the reservoir whilst the civil works for the remaining modules were still being built around it.

The plant was subsequently improved during delivery rather than after a defect period thanks to a standardised design across all four units and the company’s total ownership of the project, from ideation to commissioning.

Through that optimisation, each module now delivers 16.5 ML per day against the 12.5 ML per day contracted, totalling 66 ML per day operational across the plant, against the 50 ML per day contracted.

As the designer, fabricator, installer, and commissioning team were all from one company, there was a single line of accountability, turning an emergency timeline into working infrastructure.

“When something needed to change, the decision took days, not months,” he recalls.

Hammanskraal also created a documented, repeatable model for any municipality or utility facing a similar constraint.

“The standardised, optimised unit design means the next municipality does not start from a blank sheet. The model is on the shelf, documented, and with known performance – and now with a presidential opening and an international gold award behind it, no one has to take our word for what it can do,” Cronje affirms.

DRIVING THE CIRCULAR ECONOMY

The Hammanskraal facility also demonstrates Tecroveer’s ability to turn waste streams into vital resources, primarily because the plant treats its own residuals.

Indeed, an on-site dewatering plant – added as a separate phase of the contract – significantly reduces the sludge volume, and the dewatered sludge goes to a composting contractor rather than to landfill.

“There is also deliberately no composting on site, as the Hammanskraal community lives on one side of the works and a wildlife estate sits across the river, so the material leaves the site only to become compost,” notes Cronje.

Broaden this ethos to the wider organisation, and sludge management and resource recovery is a core service line for Tecroveer – recovering water, nutrients, and energy from streams that would otherwise be a disposal cost.

The company’s Cape Town Biogas facility is a clear example of this, where the city’s organic waste is turned into renewable energy, simultaneously reducing emissions and operating costs. Similarly, PepsiCo’s Simba plant in Isando is designed to process around 50 tonnes of organic solid waste a day into biogas and electricity in support of a zero-organic-waste-to-landfill strategy.

The Hammanskraal plant itself is low energy by design as its Calabash systems are engineered to reduce energy use and total lifecycle cost.

“Measured against the existing conventional works treating the same raw water on the same site, the Calabash system uses roughly a third of the energy per ML,” Cronje expands.

It is equally durable by design. Being built using standardised units with interchangeable parts means the plant stays maintainable for decades, whilst Tecroveer remains available to operate and support it – a distinguishing factor that decides whether the infrastructure survives.

“We design in Africa, for Africa – for an indefinite design life, not a finite one. We operate plants still producing cleanly after 20 years without major refurbishment,” he points out.

STEWARDSHIP AS A PURPOSE

Tecroveer has a clear commitment to the UN’s Sustainable Development Goals (SDGs), adhering to SDG 6 – clean water and sanitation, SDG 7 through its waste-to-energy services, SDG 9 through resilient infrastructure, and SDG 12 via responsible production.

“Stewardship is the purpose, not a policy document,” declares Cronje.

“We hold ourselves to whether a project leaves a river cleaner, an ecosystem healthier, and a community better served – if it does not, we have not done the job, regardless of what the contract says.”

Indeed, the local community are not just an audience to this model but a key part of it, as each Tecroveer project creates economic participation and builds local service delivery capacity, creating a measurable social impact that sits alongside the environmental result.

“There is a human side that engineers tend to leave out. We do not just build plants; we rebuild confidence in clean water. Restoring dignity, health, and trust in the tap is the real output at somewhere like Hammanskraal,” he closes.

The post Tecroveer : 50 Years of Clean Water appeared first on Sustainability Outlook.

BUILDING APAC’S AI-READY DIGITAL INFRASTRUCTURE PLATFORM

“We’ve moved decisively from building a portfolio of individual assets to operating as an integrated regional platform capable of delivering AI-ready infrastructure sustainably at speed, at scale, and to consistent global standards.” 

The evolution of Digital Edge DC (Digital Edge), who we last spoke to in August 2025, is important because the next generation of digital infrastructure cannot be delivered through isolated projects, according to Group CEO, John Freeman. 

Rather, it requires a regional platform with repeatable capabilities across development, design, construction, operations, customer delivery, capital formation, and sustainability, combined with deep local execution in each market. 

“We have invested in those capabilities at platform level whilst retaining strong local leadership in each market,” outlines Freeman.  

“That allows us to apply common standards and institutional discipline without losing the market knowledge, relationships, and responsiveness required to execute successfully across Asia.” 

The Singapore-headquartered digital infrastructure platform, backed by Stonepeak, is on a mission to build the foundation for the world’s digital future. 

To fulfil this mission, Digital Edge needs to do more than grow quickly – it needs to create infrastructure that customers, lenders, governments, and communities can rely on for decades. 

Sustainability is therefore integral to its licence to grow; the company is targeting 100 percent renewable or carbon-free electricity across its operations by 2030, expanding renewable energy procurement,  advancing the use of recycled and reclaimed water, and linking its financing strategy to measurable environmental outcomes. 

“Ultimately, platform maturity is demonstrated through consistency: delivering safely, meeting customer commitments, allocating capital responsibly, and creating sustainable value in every market in which we operate. That is the standard against which we measure our progress,” Freeman sets out. 

INFRASTRUCTURE REQUIREMENTS 

The Asia Pacific (APAC) data centre (DC) market continues to accelerate, but the conversation has moved beyond simply meeting demand for more capacity. 

Now, the defining challenge is whether that capacity can be delivered at the scale, density, and speed required by artificial intelligence (AI). 

“Cloud adoption remains a significant growth driver, but AI inference and increasingly large-scale AI factory deployments are reshaping infrastructure requirements,” insights Freeman. 

“Customers need campuses with secure, scalable power, advanced cooling, resilient connectivity, and a credible path to expansion. Above all, they need certainty that capacity can be delivered when promised and operated reliably over the long term.” 

This environment favours platforms with the capital, technical capability, and local market expertise to convert demand into operating infrastructure.  

Over the past year, Digital Edge has demonstrated that capability through major customer commitments, the expansion of its campuses in South Korea, India, Thailand, and Indonesia, and more than USD$2 billion of financing raised across the platform. 

“It’s a substantial opportunity, but scale without discipline creates risk. Our focus remains on staying ahead of customer needs whilst maintaining capital discipline, operational resilience, and responsible environmental stewardship,” Freeman assures. 

“The companies that lead this next phase will not necessarily be those that announce the most capacity, but those that consistently deliver it.” 

ROUTE TO DEPLOYMENT 

AI has made digital infrastructure a strategic constraint as well as a strategic enabler.  

The availability of suitable land, power, cooling, and connectivity will increasingly influence where AI ecosystems can develop and how quickly countries and companies can participate in the opportunity. 

This is particularly significant in APAC; demand is regional, but infrastructure conditions are highly local.  

“Power availability, permitting, land constraints, regulation, and sustainability expectations vary considerably from one market to another. Our role is to navigate that complexity with deep market knowledge, trusted local relationships, and platform-wide expertise, giving customers a scalable, credible route to deployment across APAC,” explains Freeman. 

Digital Edge’s campuses are being designed for higher-density environments, including liquid cooling applications and next-generation AI workloads, whilst its recognition as an NVIDIA DC partner is also strategically important.  

“It connects us more closely with the broader AI ecosystem and strengthens the technical foundation from which we can support customers as their requirements evolve,” he informs. 

More widely, AI is only one part of the transformation taking place; DCs support cloud adoption, digital financial services, e-commerce, communications, enterprise modernisation, and public-sector digitisation.  

As these services become more central to economic activity, DCs are increasingly being recognised as essential infrastructure. 

“Digital Edge’s role is to build that infrastructure responsibly, enabling innovation whilst contributing to the long-term resilience and digital competitiveness of the markets we serve,” Freeman tells us. 

DIFFERERENT DIMENSIONS OF GROWTH 

India is one of APAC’s most strategically important DC markets, combining strong domestic digital growth, increasing international hyperscale demand, and access to a sophisticated renewable energy ecosystem. 

The company’s existing BOM campus in Navi Mumbai has multiple buildings under construction and significant customer commitments already secured. 

India, along with Thailand and Indonesia, each represent a different dimension to the company’s regional strategy. 

However, all three demonstrate Digital Edge’s ability to identify long-term demand, secure the necessary infrastructure, and build platforms capable of scaling with customers.  

In Thailand, the company’s BKK campus in Chonburi is being developed within the Eastern Economic Corridor as a major hyperscale and AI-ready destination.  

The first two buildings represent 100 MW of committed capacity, with BKK1 scheduled to be ready for service in Q4 2026 and BKK2 to follow. 

“Our partnership with B.Grimm Power combines its local energy expertise and institutional relationships with our regional DC capabilities,” Freeman notes.  

“The result is a campus designed for scale, resilience, and efficiency, including an annualised power usage effectiveness (PUE) target of 1.25, hybrid closed-loop cooling that helps minimise water consumption whilst maintaining operational efficiency, and infrastructure that supports long-term sustainability and increased renewable energy utilisation.” 

Indonesia, meanwhile, illustrates the breadth of the company’s evolution particularly well. It began by establishing EDGE1 and EDGE2 in Central Jakarta, supported by Indonet’s fibre and connectivity network.  

Indonet remains a significant differentiator; its network of more than 500 kilometres of fibre connects Jakarta’s principal DC hubs and allows Digital Edge to combine carrier-neutral colocation with highly reliable connectivity.  

“As customers increasingly seek integrated infrastructure solutions, that combination strengthens our customer proposition and positions us to play a broader role in Indonesia’s digital development,” highlights Freeman. 

Digital Edge is now developing its CGK campus – a USD$4.5 billion, 500-MW, AI-ready hyperscale campus with the potential to scale to one gigawatt (GW) – located in the Greenland International Industrial Centre (GIIC) in the Bekasi Regency. 

“The first building is targeted to be ready for service in Q4 2026. We have also entered into Indonesia’s largest single-campus power agreement with PLN, securing 1.45 GW of long-term power capacity,” he shares. 

DISCIPLINED REGIONAL EXPANSION 

Beyond India, Thailand, and Indonesia, Digital Edge continues to deepen its presence in APAC’s leading digital markets, including Japan, South Korea, and the Philippines.  

These markets give it a balanced regional portfolio across established digital hubs and high-growth metro-adjacent locations. 

“Our strategy is not to be everywhere – it is to build meaningful positions in markets where we can secure the right combination of customers, power, land, connectivity, and long-term scalability,” Freeman elaborates.  

“That discipline allows us to offer customers a multi-market platform without compromising the quality or economics of individual projects.” 

The company also continues to invest in the capabilities behind the physical infrastructure. As technology and customer requirements evolve, the ability to attract, develop, and retain exceptional people will be just as important as its access to land and power.  

Digital Edge is therefore strengthening its leadership, technical expertise, operating systems, and organisational capacity across the platform. 

The appointment of Andy Rigoli – who we previously interviewed a year ago – as Chief Sustainability Officer is part of that evolution.  

Rigoli previously led Indonet and now has executive responsibility for the company’s platform-wide environmental, social, and governance (ESG) and corporate social responsibility (CSR) agenda.  

“The creation of this role reflects our belief that responsible growth requires dedicated leadership, measurable objectives, and clear accountability,” affirms Freeman.  

Under Rigoli’s leadership, Digital Edge is formalising its CSR programme around three principal areas: education; women in technology; and health, environment, and communities.  

The objective is to move beyond individual initiatives and create programmes capable of delivering sustained, measurable impact across the communities in which the company operates. 

“Our success should be judged by not only the capacity we develop, but also whether we help expand digital opportunity, develop future talent, and leave a positive, lasting contribution in our markets,” Freeman acknowledges. 

STRATEGIC ENABLER 

Access to capital is essential in the DC industry, but the real competitive advantage is the ability to deploy it with discipline against secured demand, power, and executable projects. 

In the first half of 2026, Digital Edge raised more than USD$2 billion across the platform through green financings and its inaugural HoldCo facility.  

This provides the company with both the capacity and flexibility to fund its growth pipeline whilst maintaining a prudent and diversified capital structure. 

Several of these transactions established new market benchmarks. For example, it secured a USD$665 million green loan for the first phase of the CGK campus, the largest green loan for a DC project in Indonesia.  

Digital Edge and B.Grimm Power also completed a USD$880 million green loan for the BKK campus, the largest DC financing in Thailand and its greatest green loan to date.  

In addition, its USD$575 million inaugural HoldCo facility provides greater flexibility to allocate capital efficiently across the platform. 

“These financings are important not only because of their size. The support of leading international and domestic lenders demonstrates confidence in our strategy, governance, execution capability, and long-term customer proposition,” Freeman emphasises. 

“We view capital as an enabler of our strategy rather than the strategy itself. Our objective is to match long-duration capital with high-quality, customer-led infrastructure opportunities and generate sustainable value by delivering those projects well.” 

CAPTURING THE OPPORTUNITY 

Ultimately, since our previous conversation with Digital Edge, the company’s ambition has not changed – it remains intent on being the leading provider of next-generation, AI-ready digital infrastructure across APAC. 

What has changed, however, is the scale of the opportunity and level of execution now required to capture it. 

“We have assembled a substantial development pipeline across our core markets, supported by secured land, power, and customer demand. The priority is now to convert that pipeline into operating capacity safely, sustainably, predictably, and efficiently,” asserts Freeman. 

“That means delivering our committed projects on time and on budget, maintaining world-class operational performance, and continuing to secure the next generation of strategic sites and power positions.  

“It also means standardising designs and processes where doing so improves safety, speed, and reliability, whilst retaining sufficient flexibility to meet different customer and market requirements,” he adds. 

Digital Edge will continue investing in its people, technology, operating systems, and platform capabilities so the organisation scales with the same discipline as its physical portfolio – delivering consistent performance for customers whilst advancing sustainable growth across APAC.  

It will also maintain capital discipline, because long-term leadership in this sector will be determined by the quality and returns of the infrastructure delivered, not simply the size of the development pipeline announced. 

Sustainability will remain central to every aspect of that agenda, from renewable energy and water stewardship to green finance, community engagement, and governance.  

“Our objective is not only to grow Digital Edge, but also demonstrate what responsible, institutionally managed digital infrastructure growth should look like in APAC,” Freeman closes.

The post Digital Edge DC : Building APAC’s AI-Ready Digital Infrastructure Platform appeared first on Sustainability Outlook.

FROM FARM TO FUTURE DAIRY DOMINANCE

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

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

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

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

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

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

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

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

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

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

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

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

UNIFIED AND FUTURE-PROOFED

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

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

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

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

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

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

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

REVOLUTIONISING DAIRY

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

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

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

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

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

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

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

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

INNOVATING SUSTAINABLY

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

ENVIRONMENTAL CONSIDERATIONS

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

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

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

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

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

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

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

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

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

CULTIVATING GROWTH

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

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

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

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

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

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

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

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

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

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

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

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

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

The post DN AGRAR : From Farm to Future Dairy Dominance appeared first on Sustainability Outlook.

WASTE INTO WORTH

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

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

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

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

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

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

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

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

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

LONG-LASTING END-TO-END SOLUTIONS

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

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

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

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

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

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

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

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

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

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

INTEGRATED SERVICE OFFERING

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

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

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

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

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

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

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

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

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

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

SUSTAINING THE FUTURE

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

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

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

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

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

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

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

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

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

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

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

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

The post REMONDIS Belgien : Waste into Worth appeared first on Sustainability Outlook.

ROMANIA’S RENEWABLE REVOLUTION

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

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

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

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

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

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

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

ROMANIAN PIPELINE

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

DECARBONISATION PUSH

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

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

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

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

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

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

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

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

ESSENTIAL CONTRIBUTOR

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

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

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

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

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

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

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

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

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

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

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

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

AMBITIOUS PRIORITIES

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

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

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

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

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

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

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

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

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

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

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

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

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

ENABLING EUROPE’S CIRCULAR ECONOMY

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

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

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

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

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

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

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

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

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

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

CIRCULAR ECONOMY PIONEER

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

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

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

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

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

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

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

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

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

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

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

MEETING EUROPE’S RECYCLING NEEDS

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

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

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

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

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

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

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

LOCAL ANCHORING, INTERNATIONAL REACH

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

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

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

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

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

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

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

PAN-EUROPEAN NETWORK

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

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

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

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

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

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

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

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

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

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

THE HEART OF THE LOCAL ECONOMY

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

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

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

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

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

Case in point, many of the company’s employees build long-term careers in the business, reflecting the importance it places on loyalty, knowledge sharing, and social cohesion.

Derichebourg’s staff base is also built on a social model centred around diversity and inclusion.

“The recycling industry brings together a wide variety of professions, skills, and backgrounds, and we see this diversity as a strength. We actively support vocational integration and seek to provide opportunities across different levels of qualification and experience,” El Aoufir informs us.

In parallel, the company’s environmental mission naturally creates a positive social impact.

“By recovering and transforming waste into secondary raw materials, we help reduce the consumption of virgin natural resources, lower industrial carbon emissions, and support the transition towards a more circular and sustainable economy,” he prides.

DISCIPLINED GROWTH

With continued investment in industrial performance and operational excellence as one of its main priorities, Derichebourg intends to strengthen its position as a leading player in the circular economy.

The company plans to modernise its equipment, improve recovery rates, increase automation where relevant, and further enhance safety and environmental standards across its facilities.

Supporting the decarbonisation of the industry also remains a steadfast focus.

“Steelmakers and manufacturers across Europe are accelerating their transition towards lower-carbon production models, particularly through EAF technologies, which require high-quality recycled raw materials.

“We see this transition as a major long-term opportunity for our sector, and we intend to further strengthen our ability to supply reliable, high-quality ferrous and non-ferrous recycled materials to these industries,” El Aoufir sets out.

Geographical expansion and selective external growth also remain part of Derichebourg’s strategic vision, as it continues to evaluate opportunities that strengthen its industrial footprint, improve access to strategic markets, and complement existing expertise in recycling and environmental services.

“Our objective is not diversification for its own sake, but rather disciplined growth aligned with our core competencies and long-term industrial strategy.”

In parallel, the company is continuing to accelerate its ESG and sustainability roadmap. This includes reducing the environmental footprint of its operations, improving energy efficiency, advancing decarbonisation initiatives, and strengthening transparency and governance practices in line with evolving European regulatory expectations.

“Ultimately, our ambition for the coming years is to combine sustainable growth, industrial leadership, and environmental responsibility, whilst continuing to reinforce our role as a key contributor to Europe’s circular economy and resource independence,” closes El Aoufir.

DERICHEBOURG PARTNER

The post Derichebourg : Enabling Europe’s Circular Economy appeared first on Sustainability Outlook.

A SHORR THING

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

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

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

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

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

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

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

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

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

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

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

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

SUSTAINABLE MINDSET

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

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

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

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

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

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

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

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

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

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

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

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

SOLUTIONS-DRIVEN

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

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

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

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

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

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

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

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

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

EMPLOYEE-OWNED

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

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

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

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

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

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

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

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

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

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

SCALING FOR THE FUTURE

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

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

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

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

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

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

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

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

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

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

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

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

UNLOCKING A URANIUM UPGRADE

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

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

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

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

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

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

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

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

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

PIONEERING FUTURE PRODUCTION

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

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

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

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

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

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

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

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

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

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

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

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

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

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

ETANGO’S ENVIRONMENTAL EMPOWERMENT

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

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

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

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

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

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

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

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

INNOVATIVE SUSTAINABLE DEVELOPMENT

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

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

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

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

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

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

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

STRATEGICALLY LEAPING TO A BRIGHTER FUTURE

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

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

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

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

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

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

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

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

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

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

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

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

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