Business Times Magazine | Issue 110 | August 2026

LOMÉ CONTAINER PORT

A STRATEGIC WEST AFRICAN HUB

EDITOR’S FOREWORD

Welcome to the August issue of Business Times Magazine! This month’s Business Times brings a focused, forward looking package on industries and leaders reshaping markets through technology, investment, and strategic renewal. From the rise of offshore wind and the maritime supply chain to mining revitalisation and regional economic development, our August issue maps the forces driving growth and the decisions that will determine who wins in the next cycle.

An in depth profile of SAFE Boats International LLC, tracing its evolution from regional builder to a procurement proven supplier for defence and first responders. We explore product strategy, government contracts, and the company’s potential entry points into low carbon and offshore support markets.

A feature on RPZ’s transformation under new ownership and the RP2.0 expansion project. The piece assesses how capital investment, operational upgrades, and community commitments could nearly double output while balancing environmental and social responsibilities.

Across sectors, the common thread is transition. Whether it’s a shipyard retooling for hybrid propulsion, a mine scaling output under new capital, or a port building the skills pipeline for tomorrow’s fleets, the choices made now will determine competitiveness for years. Our reporting highlights practical steps companies can take to manage risk, capture value, and deliver social licence to operate.

Thank you for reading!

The Business Times Media Group Team

If you have a business story you wish to share in Business Times Magazine, please contact our Head of Production via production@business-timesmedia.com

CONTRIBUTORS

MALVERN KANDEMWA Director of Strategic Partnerships

HOWARD BARCLAY Chief Project Director

EMILY SMITH Senior Project Director

EDWARD KAYS

Project Director

JAMES HENNESSEY

Project Director

SAMUEL JOHNSON Social Media Manager

MIKE ASHLEY Head of Finance & Accounts

ANN QUINN Head of Production

MICHELLE DUNCAN Editor in Chief

EDGARDO MONROE Graphic Design

ENGINEERING

ENGINEERING SAULSBURY INDUSTRIES: BUILT FOR COMPLEXITY

RESOURCES

TRINIDAD AND TOBAGO: POWERING A NATION

RESOURCES ROSH PINAH ZINC’S ROLE IN GLOBAL SUPPLY SECURITY

RESOURCES ASANTE GOLD: REDEFINING GOLD MINING IN GHANA

ENGINEERING CYCLECT GROUP: DELIVERING SMART, SUSTAINABLE SOLUTIONS ACROSS INDUSTRIES

DRIVING CONNECTIVITY

TOTTORI MITSUKO HOW

LOMÉ CONTAINER

TERMINAL

IS SHAPING WEST AFRICAN LOGISTICS

Positioned at the crossroads of global maritime routes, Lomé Container Terminal has emerged as one of West Africa’s most strategically significant port assets serving as both a national gateway and a regional transshipment hub. Its development reflects not only Togo’s ambition to elevate its role in international trade, but also the broader transformation of African logistics infrastructure in response to growing global demand.

Located in Lomé along the Gulf of Guinea, the terminal benefits from a naturally advanta-

Project by: Malvern Kandemwa

Words by: Michelle Duncan

geous position. It sits on a major east west shipping corridor, enabling efficient connectivity between Africa, Europe, the Americas, and Asia. This geographic strength allows Lomé to function as a redistribution hub, handling cargo destined for neighbouring coastal markets as well as landlocked countries such as Burkina Faso, Mali, and Niger.

Unlike many regional ports, Lomé offers deep-water access without tidal constraints, allowing it to accommodate large, next-generation container vessels. This capability has become

increasingly important as global shipping lines deploy larger ships to optimise economies of scale.

Lomé Container Terminal operates under Terminal Investment Limited (TiL), the terminal investment arm of MSC Mediterranean Shipping Company. This integration provides the terminal with direct access to one of the world’s most extensive shipping networks.

Through MSC’s global reach and its inland logistics subsidiary MEDLOG, Lomé is not just a port it is part of a fully connect-

ed logistics ecosystem. Cargo arriving at the terminal can be seamlessly transported inland via road and intermodal solutions, extending the port’s influence far beyond Togo’s borders. This integrated model enhances efficiency, reduces transit times, and improves supply chain visibility for customers operating across the region.

Operating across 155 countries, MSC Mediterranean Shipping Company plays a pivotal role in enabling global trade flows, linking major economic centres while deepening connectivity across emerging markets worldwide.

Established in 1970 and headquartered in Geneva since 1978, MSC remains a privately held enterprise under the stewardship of the Aponte family. Over the past five decades, it has grown from a single-vessel business into the world’s largest container shipping line, now managing a fleet of more than 700 vessels, and employing over 110,000 people globally. Its footprint extends strongly across Africa, with operations in more than 40 countries.

Beyond ocean freight, MSC has developed a fully integrated logistics platform designed to support end-to-end supply chain solutions. This includes inland

transport networks—covering road, rail, and barge services—as well as strategically positioned warehousing and storage facilities. These capabilities are significantly enhanced by its subsidiary, MEDLOG, which enables efficient cargo movement beyond port gateways.

To further strengthen its global infrastructure, MSC established Terminal Investment Limited (TiL) in 2000. Since then, TiL has evolved into one of the world’s leading and most geographically diverse container terminal investors and operators, with its portfolio collectively overseeing more than 53 million TEUs each year.

LOMÉ: A STRATEGIC WEST

AFRICAN HUB

At the centre of MSC’s activity in Togo is the port city of Lomé, which has become an increasingly important node in regional and global supply chains. Its deep-water port and advantageous geographic position along the Gulf of Guinea allow it to serve not only Togo’s domestic market but also a wider hinterland that includes landlocked countries such as Burkina Faso, Mali, and Niger.

This positioning makes Lomé a natural transshipment hub, enabling cargo consolidation and redistribution across multiple

West African markets. Operated through Terminal Investment Limited (TiL), MSC’s port investment arm, the terminal plays a vital role in handling containerised cargo moving through West Africa. TiL’s global terminal network strengthens MSC’s ability to coordinate vessel calls, optimise cargo flows, and improve service reliability across international trade routes.

MSC’s operations in Togo are not limited to maritime shipping. Through its global logistics subsidiary MEDLOG, the company extends its supply chain services beyond the port into inland transportation networks.

These capabilities include road freight distribution across West Africa, cross-border cargo movement to inland countries, warehousing and storage solutions and intermodal logistics coordination. This integrated approach allows cargo arriving in Lomé to be efficiently distributed across the region, reducing bottlenecks, and improving trade connectivity. MSC Mediterranean Shipping Company operates nearly 50 weekly ocean services linking Africa with major global markets, reinforcing its position as a key facilitator of international trade to and from the continent.

The company continues to invest in and manage advanced port terminals, which together with integrated trucking networks, depots, and warehousing facilities enable the efficient movement of goods across Africa’s supply chains. This endto-end logistics model supports cargo flows not only between continents, but also within and between African markets.

Each week, MSC vessels make approximately 123 port calls across around 60 African ports, serving 35 coastal nations across the continent. This extensive network underlines the company’s deep operational footprint

and its role in supporting Africa’s growing trade activity.

While container shipping remains the core of MSC’s global operations, the company also maintains a specialised project cargo division. This segment manages oversized and non-containerised freight, including heavy industrial equipment and infrastructure components that are essential for large-scale development projects. These shipments often include items such as pipelines for energy infrastructure and electrical transformers used in hydropower and power distribution projects, supporting critical industrialisation efforts across the continent.

MSC Mediterranean Shipping Company has built one of the most influential container terminal investment portfolios in global maritime logistics, reinforcing its position not only as a shipping line, but as a fully integrated end-to-end supply chain operator. A core pillar of this strategy is its long-term investment in port infrastructure through dedicated terminal ownership and management platforms. The terminal investments are tightly integrated with its core shipping business, creating a vertically aligned logistics ecosystem. This integration enables the company to optimise vessel scheduling, reduce turnaround times, and enhance overall service reliability.

When combined with its inland logistics capabilities through MEDLOG, MSC can extend its influence far beyond port boundaries, linking maritime terminals directly to road, rail, and warehousing networks. Lomé Container Terminal, located at the Port of Lomé in Togo, provides direct shipping connections linking Africa with major trade routes in Asia and Europe. In addition to serving Togo’s domestic market, the terminal plays a critical regional role by facilitating cargo flows to landlocked countries including Mali, Niger, and Burkina Faso, as well as supporting distribution into the northern regions of Nigeria.

Along the West African coastline in San Pedro, Côte d’Ivoire, MSC Mediterranean Shipping Company, in partnership with Terminal Investment Limited, has also expanded its terminal operations to strengthen regional capacity. The development has helped establish a growing logistics hub supporting both international transshipment and domestic cargo volumes. In collaboration with local authorities, plans have been initiated for a second-phase expansion project, which will significantly increase capacity through a new terminal designed to manage up to one million TEU (twenty-foot equivalent units) annually.

Sustainability has become a central priority for the shipping industry, and MSC is increasingly aligning its operations with environmental and regulatory expectations. Efforts include improving fuel efficiency, optimising ves-

sel operations, and investing in more sustainable logistics solutions across its global network.

As international trade continues to grow and evolve, MSC’s long-term strategy is focused on maintaining resilience, expanding connectivity, and supporting the transition toward more efficient and sustainable supply chains. Through Terminal Investment Limited, MSC Mediterranean Shipping Company has established one of the most extensive and strategically positioned container terminal networks in the world.

By integrating terminal ownership with shipping operations and inland logistics via MEDLOG, MSC has created a vertically connected global supply chain ecosystem—strengthening its ability to deliver efficiency, resilience, and scalability across international trade networks.

NIGERIA OVERTAKES U.S. AS EUROPE’S

SUPPLIER WITH 466,000-TONNE JUNE EXPORTS FROM AFRICA’S

Project by: Malvern Kandemwa

Words by: Michelle Duncan

Nigeria’s Dangote Petroleum Refinery has overtaken the United States as Europe’s largest external supplier of jet fuel, exporting an estimated 466,000 metric tonnes of aviation fuel to the continent in June, according to new data from S&P G lobal Commodity Insights.

The shipment, equivalent to about 582.5 million litres of jet fuel, was worth an estimated

₦757 billion (approximately $553 million) at an estimated domestic p rice of ₦1,300 per litre.

This marks the highest volume exported from Nigeria to Europe since the country became a net exporter of jet fuel in 2024 following the commencement of production at the Dangote Refinery.

According to S&P Global’s Commodities at Sea (CAS) data, Nigerian exports nearly doubled from 232,000 metric tonnes in May to 466,000 metric tonnes in June, while U.S. shipments to Europe fell sharply from 560,000

metric tonnes to 399,000 metric ton nes over the same period.

The United States had previously recorded a historic 818,000 metric tonnes of ex ports to Europe in April.

The surge comes despite a cooling European jet fuel market. S&P Global said the Northwest Europe jet fuel benchmark declined from a record $1,694.25 per metric tonne in March to $981.75 per metric tonne by the end of June as high refinery output and weaker-than-expected summer aviation demand created an oversupplied market.

A European fuel trader told Platts that increased production by local refineries, combined with strong exports from the United States and Dangote, contributed to the surplus.

The latest export figures highlights how quickly the Dangote Refinery has evolved into a significant player in international fuel markets.

Since beginning operations, the refinery has expanded exports of gasoline, diesel and aviation fuel to destinations across Africa, Europe and other global markets, helping reposition Nigeria from one of the world’s largest fuel importers to a major exporter of refined petroleum products.

The refinery’s growing footprint also aligns with Dangote Industries’ broader ambition to build a continent-wide energy network. The company recently announced plans to invest an additional $46 billion between 2026 and 2028 across its refining, cement and fertiliser businesses.

As part of that strategy, Dangote plans to construct a 700,000-barrel-per-day refinery in Kenya, which will complement the group’s planned 1.4 million barrels per day of refining capacity in Nigeria.

Together, the facilities would create a 2.1 million-barrel-per-day refining network stretching from West to East Africa, strengthening regional fuel security and reducing dependence on imported petroleum products.

COMPETITION FOR EUROPE’S FUEL MARKET INTENSIFIES

While Dangote strengthened its position in Europe during June, competition is expected to intensify as more suppliers return to the market.

S&P Global noted that improving shipping conditions through the Suez Canal and recovering refinery operations in the Middle East are expected to boost exports from major producers.

Saudi Arabia increased jet fuel shipments to Europe from 7,000 metric tonnes in May to 106,000 metric tonnes in June, while exports from India climbed from 129,000 metric tonnes to 197,000 metric tonnes.

Analysts also expect refiners to shift production toward diesel, which currently offers stronger profit margins than jet fuel. Even so, Dangote’s record June exports highlight the refinery’s growing ability to compete with established global suppliers and influence fuel trade flows well beyond Africa.

THE CITY SAN ANTONIO

CITY OF ANTONIO

THE CITY OF SAN ANTONIO IN FOCUS

DRIVING ECONOMIC GROWTH

THROUGH CULTURE AND CONNECTIVITY

Project by: Malvern Kandemwa

Words by: Michelle Duncan

From cloud infrastructure and cybersecurity to intelligent traffic management and digital citizen services, San Antonio’s technology landscape continues to expand at pace. At the heart of this progress, the City’s Information Technology Services Department is driving innovation to ensure San Antonio remains secure, agile, and ready to meet future challenges.

For all its rich and colourful history, the city of San Antonio possesses a distinctly modern edge. As the second-most populous city in the southern United States and the sixth-largest nationwide, maintaining a resilient and high-performing IT infrastructure is not just important, it is essential.

That strength is evident in the work of San Antonio’s Information Technology Services Department (ITSD), whose strategic vision and technical expertise continue to power the city’s digital evolution. Under the leadership of

outgoing CIO Craig Hopkins, the department remains firmly focused on future readiness.

“We manage a portfolio of around 700 enterprise and line-of-business applications,” explains Chief Technology Officer Kevin Goodwin.

“That spans everything from core engineering platforms to critical support systems. At any given time, we’re delivering approximately 75 active projects, including new implementations, system upgrades, and large-scale modernisation initiatives.”

While Hopkins’ leadership has laid a strong foundation rooted in product management principles, Goodwin explains that the team has built on that momentum and evolved it further.

“As our technology vendors have changed over time, we’ve remained consistent in focusing on what we do best managing servers within our own data centres,” he says. “That’s where our strengths lie. We have deep expertise, strong capacity, and well-established capabilities, and we’ve successfully extended those into cloud and hybrid environments.”

While ITSD’s core technology partners continue to introduce advanced cloud platform capabilities, the department has leveraged its deep data centre expertise to successfully manage and optimise applications across cloud and hybrid environments.

“We talk about ‘run, grow and transform’ as the three reasons IT exists,” explains Goodwin. “That means maintaining reliable operations, enabling continuous improvement, and driving meaningful transformation across the organisation.”

Supporting this mission is a leadership team that brings together specialised expertise across infrastructure, digital services, and cybersecurity. This includes Assistant IT Director of Infrastructure John Rodriguez, Digital Experience Division Head Catia Jendrzey, and Chief Information Security Officer Shannon Lawson.

“These are the leaders who build strong customer relationships and collaborate with matrix teams across the organisation to deliver outcomes,” Goodwin adds. “Their ability to connect people, technology, and business needs is essential to making things happen.”

Jendrzey explains that one of her primary focuses has been simplifying and modernising San Antonio’s digital operations, an undertaking made complex by the scale and diversity of the city’s technology environment.

“We currently have 17 case management systems that we are working to consolidate into a smaller number of more integrated platforms,” she explains. “Our business relationship managers (BRMs) are responsible for stra-

tegic planning and engagement with customers, but when I first joined, their role was primarily reactive—they were responding to departmental requests rather than helping teams think strategically about their future needs.”

Transforming that mindset has required time, collaboration, and a shift in expectations across the organisation. “Changing the behaviour of both the BRMs and our customers has been a journey,” Jendrzey adds. “However,

they are increasingly recognising the value of having a strategic technology partner that helps them anticipate challenges, plan effectively, and identify opportunities ahead of time.”

Through these digital transformation initiatives, supported by strategic partners such as managed IT services and support provider Computer Solutions, ITSD is helping strengthen San Antonio’s broader technology ecosystem. The department’s capabili-

ties enable businesses operating in the city to access advanced enterprise infrastructure and tailored digital solutions.

From solution design and system configuration to SAP environments and web-based applications, San Antonio continues to build a technology foundation that supports innovation, operational efficiency, and business growth for organisations choosing the city as their base.

Leadership Focus Craig Hopkins

Craig Hopkins, Chief Information Officer for the City of San Antonio, has emerged as a national voice for government innovation—combining bold vision with a practical, people-first approach. Under his leadership, San Antonio is executing one of the most ambitious public sector digital transformations in Texas, powered by SAP S/4HANA Cloud and the RISE with SAP program.

Hopkins recognized early that technology alone doesn’t transform government— people and process do. He built a culture of collaboration, engaging stakeholders across every department to reimagine workflows, eliminate friction, and prepare the organization for the future. With SAP S/4HANA RISE solutions, including its Business Technology Platform (BTP), SAP Analytics Cloud (SAC), Payroll, and Time Tracking, the city is simplifying operations, ensuring compliance, and creating real-time insights that drive accountability and faster service delivery.

This modernization touches every corner of city government. Finance teams are empowered with accurate, timely data; HR can onboard and pay employees with greater speed and transparency; and city leaders have access to dashboards that support smarter, more agile decision-making. By adopting a “single source of truth,” San Antonio is breaking down silos and creating a unified foundation for innovation.

On the procurement front, the city has embraced the SAP Ariba suite—Ariba Strategic Sourcing, the Ariba Business Network, Ariba Catalogs, Ariba Buying & Invoicing, and

DocuSign Signature Management—while leveraging SAP Preferred Success services to ensure maximum value. The results include more transparent supplier engagement, streamlined purchasing cycles, and stronger fiscal stewardship. Citizens benefit directly, as resources can be redirected from administrative overhead to public safety, infrastructure, and community programs.

What sets Hopkins apart is his commitment to people. He has prioritized change management, training, and performance benchmarking to ensure employees are not just adapting but thriving in this new digital environment. His team’s emphasis on agile governance and continuous improvement makes innovation sustainable, not just a one-time project milestone.

The city’s progress demonstrates what’s possible when strong leadership meets world-class technology. Together, Hopkins and SAP are proving that cloud-enabled government can be more responsive, transparent, and resilient. By unifying operations on SAP’s intelligent suite and empowering staff with modern tools, San Antonio has positioned itself as a national model for digital government—delivering measurable value today while preparing for tomorrow’s challenges.

Thanks to Craig Hopkins’s vision and the city’s deep partnership with SAP, San Antonio is no longer just keeping pace with change—it is setting the standard for how cities can harness enterprise technology to better serve their people.

“We’ve also introduced the Tech Hub, which gives customers access to hands-on, face-to-face support,” explains Jendrzey.

“People really value that personal interaction. Many customers prefer the opportunity to speak directly with someone and receive immediate assistance rather than relying solely on phone-based support. It’s an important part of our approach because when city employees have the right tools and support, they are better equipped to deliver exceptional services to residents. That has been a major focus for us.”

Rodriguez describes ITSD as an organisation responsible for maintaining the city’s critical technology operations while continuously adapting to emerging demands.

“We are the builders and enablers of technology across the city,” he says. “Our responsibilities span a vast environment, including enterprise networks, data centres, cloud platforms, aviation systems, and public safety infrastructure. We manage approximately 1,400 traffic intersections across San Antonio, and we are also responsible for the city’s regional public safety radio system.”

With such a broad technology portfolio, Rodriguez identifies data management and the rapid pace of innovation as some of the department’s greatest challenges.

“The environment is changing incredibly quickly,” he explains. “Take autonomous vehicles as an example. Technologies such as Waymo and other emerging platforms are looking to leverage the infrastructure we already have in

place, which means we have to continually adapt our systems to support new capabilities.”

Artificial intelligence represents another significant area of opportunity and responsibility. “AI can analyse and extract insights from data at extraordinary speed, but if information is not properly classified and managed, there is a risk of exposing confidential or strategically sensitive data,” Rodriguez adds. “The biggest challenge we face is keeping pace with how rapidly technology continues to evolve.”

At the core of ITSD’s ‘One Team. One Mission’ philosophy is a culture built on trust—trust among city leadership, within departmental teams, and across the wider organisation. This confidence has enabled ITSD to take on a broader role in managing

and advancing many of the city’s most critical operations.

That same commitment to collaboration and innovation has also shaped the department’s partnerships with leading technology providers, including Accela, whose cloud-based solutions help government organisations deliver more efficient and connected services.

“We’ve been entrusted with a greater level of responsibility than many traditional IT organisations because we have earned that confidence,” Rodriguez explains. “A large part of that comes from Craig’s leadership; he has done an exceptional job of inspiring the team while building and sustaining the trust needed to take on this expanded role.”

As one of ITSD’s newest leaders, Lawson joined the department as Chief Information Securi-

ty Officer in January, bringing extensive cybersecurity experience from previous CISO roles with the state of Alaska and the city of Phoenix. His background enabled him to quickly assess the organisation’s security landscape and identify opportunities for continued improvement.

“Every organisation has its own unique structure and challenges, so my first priority has been understanding the team, evaluating our current approach, and determining where we can further strengthen our operations,” Lawson explains. “Based on my experience, we are refining certain processes and aligning talent so that people are positioned in roles where they can make the greatest impact.”

Lawson was immediately impressed by the capability and dedication of ITSD’s cybersecurity professionals.

“This team is already operating at a level that is ahead of many organisations I’ve worked with,” he says. “Our focus now is on continuous improvement building on the strong foundation that already exists, refining our processes, and enhancing our capabilities.”

With a commitment to collaboration, innovation, and resilience, Lawson believes ITSD is well positioned to continue advancing its cybersecurity maturity while supporting San Antonio’s broader digital transformation journey.

“As we continue to evolve and strengthen what we do, we will be prepared to move forward with confidence, clarity, and purpose,” he adds.

With a highly capable team in place and significant momentum driving both ITSD and the wider city forward, Hopkins believes the time is right to transition leader-

ship and hand responsibility to the next generation of innovators. Reflecting on his tenure, he emphasises that every achievement has been the result of a collective effort built on trust, collaboration, and shared purpose.

“Nine years went by incredibly quickly,” he says. “When I joined, I was new to public service, and we were entrusted with a number of critical operational responsibilities that extended beyond traditional IT. These responsibilities were all focused on advancing digital government, improving resilience, and strengthening continuity of operations across the city.”

“I hope I’ve helped reinforce the principles of ‘People First. Mission Always’ and ‘One Team. One Mission’ a culture where we pursue excellence together every day while continuing to support one another,” he reflects.

“Like any strong team, we remain committed to serving our community, looking out for each other, and being ready to respond whenever we are called upon. Our purpose has always been rooted in making a meaningful difference for the greater good together.”

SAFE BOATS

SAFE BOATS

ALUMINIUM, AGILITY, AND AUTHORITY

SAFE BOATS INTERNATIONAL SETS THE STANDARD IN MISSION-CRITICAL CRAFT

Project by: Malvern Kandemwa

Words by: Michelle Duncan

At SAFE Boats International LLC, operational excellence is not a function—it is a strategic imperative. As Chief Operating Officer, Christer Bradley plays a vital role in translating the company’s mission into consistent, high-performance delivery across some of the world’s most demandi ng maritime environments.

SAFE Boats International is recognised for designing and building mission-critical vessels for military, law enforcement, fire rescue, and security agencies. Bradley’s remit spans the full operational spectrum overseeing manufacturing, supply chain, quality assurance, and programme execution to ensure every vessel meets stringent performance and durability standards.

Under his leadership, the company has continued to refine its aluminium vessel manufacturing processes, integrating advanced fabrication techniques

with rigorous quality control. The result is a portfolio of boats engineered for high-speed response, extreme conditions, and long operational lifecycles.

Bradley’s operational philosophy centres on precision, repeatability, and accountability ensuring that each build is delivered on time, on budget, and to exact specification. Operating at the intersection of performance engineering and mission-critical delivery, SAFE Boats International LLC has set up a formidable reputation for vessel construction across both commercial

and government markets. The company’s ability to serve these dual sectors is rooted in a shared foundation of precision manufacturing, operational durability, and customer-driven design.

In the commercial domain, SAFE Boats International applies the same engineering discipline to vessels designed for workboat applications, offshore support, and industrial use. Here, the focus expands to include lifecycle efficiency, adaptability, and cost-effective operation. Commercial vessel construction emphasises on fuel efficiency and reduced operating costs, versa-

tile configurations for diverse maritime tasks, operator comfort and safety for extended deployments and compliance with evolving environmental standards. As industries such as offshore energy particularly wind continue to expand, demand is increasing for specialised vessels capable of supporting installation and maintenance activities. SAFE Boats International is actively aligning its capabilities to support this shift, positioning itself within a growing and evolving commercial ecosystem.

Within the government space, they deliver highly specialised

vessels for military, law enforcement, and emergency response agencies. These platforms are engineered to perform in demanding, high-risk environments where reliability, speed, and protection are essential. Key priorities in government vessel construction include durability and survivability in extreme maritime conditions, high-speed performance for rapid interception and response, customisation to meet specific mission profiles and integration of advanced systems, including communications, navigation, and defence capabilities. The company works closely with end users to ensure

Concurrent Technologies Corporation: Providing Advanced Manufacturing That Strengthens National

For nearly four decades, Concurrent Technologies Corporation (CTC) has served as a trusted partner to government and industry, delivering innovative engineering, advanced manufacturing, and technical solutions that strengthen national security and drive mission success. As an independent, nonprofit applied scientific research and development organization, CTC combines deep technical expertise with a relentless commitment to quality—helping our partners solve their most complex challenges.

CTC is proud to support SAFE Boats International, a recognized leader in the design and construction of high-performance vessels for defense and homeland security customers worldwide. CTC partners with SAFE Boats to produce large friction stir weldments for the U.S. Navy’s Mark VI patrol boat hulls—nextgeneration platforms engineered to meet the demanding requirements of modern maritime operations. This collaboration reflects a shared dedication to precision, reliability, and supporting the warfighters who depend on these vessels.

Security

What sets CTC apart is our unique capability to perform friction stir welding on very large aluminum structures—a specialized, advanced joining process that delivers superior strength, repeatability, and structural integrity compared to conventional welding methods. Backed by experienced engineers, rigorous quality systems, and a culture of continuous innovation, CTC consistently meets the exacting standards required for naval and defense applications. Our responsiveness and technical depth make us a dependable extension of our partners’ teams.

As CTC continues to grow and invest in nextgeneration manufacturing technologies, we remain committed to supporting industry leaders like SAFE Boats International and advancing the capabilities that keep our nation secure.

each vessel aligns with operational requirements, whether deployed for coastal security, border protection, or search and rescue missions. This collaborative approach ensures that performance is not theoretical but proven in real-world conditions. Vessel construction across both commercial and government sectors is experiencing a sustained period of growth, driven by a strong pipeline of emerging opportunities many of which are being propelled by the rapid expansion of offshore wind.

While offshore wind is already a well-established industry across Europe, it stays at a relatively early stage in the United States. Even so, ambitious national energy strategies are positioning it as a key part of the clean energy transition, accelerating de-

mand for a new generation of specialised vessels to support installation, maintenance, and long-term offshore operations.

At the same time, vessel operators across North America are placing increased emphasis on alternative propulsion technologies. As hybrid and fully electric solutions gain traction in adjacent industries, the maritime sector is steadily exploring cleaner, more efficient systems to reduce emissions and optimise operating costs.

This growing focus on decarbonisation and efficiency is fuelling innovation among naval architects and shipbuilders. Developments in hull optimisation, integrated propulsion systems, and advanced energy management are driving a broader transforma-

tion that is set to redefine industry performance standards.

In parallel, the adoption of digital and autonomous technologies continues to accelerate. Modern vessels are increasingly equipped with advanced control systems, sensor technologies, and perception capabilities, enabling greater automation, enhanced safety, and improved operational awareness.

Positioned at the forefront of these industry shifts is SAFE Boats International LLC. By aligning its strategic direction with the evolving demands of clean energy, advanced propulsion, and intelligent vessel systems, the company is well placed to capitalise on the opportunities appearing within a rapidly transforming maritime landscape.

BUILDING NEXTGENERATION MARINE EXCELLENCE

At SAFE Boats International LLC, manufacturing premium vessels is defined by precision, durability, and an uncompromising commitment to quality. Rather than focusing solely on output, the company emphasises engineering excellence and lifecycle performance, ensuring each vessel delivers sustained value in demanding operational environments. The foundation of every SAFE Boats vessel lies in its aluminium construction. The company uses highstrength marine-grade aluminium to deliver a best balance of durability, weight efficiency, and corrosion resistance.

Manufacturing excellence begins at the fabrication stage, comput-

er-guided cutting ensures exact part tolerances, advanced welding techniques maximise structural integrity and hull designs are engineered for strength without compromising speed. This results in vessels that are both robust and highly responsive in operation. To date, SAFE Boats International LLC has delivered more than 2,500 vessels to the U.S. federal government, international customers across 70 countries, and over 160 state and local agencies nationwide showing both scale and sustained trust in its capabilities.

Central to this success is a fully integrated operating model, bringing together designers, engineers, project managers, skilled fabricators, craftsmen, and training specialists. Working collaboratively across the entire build lifecycle, these multidisci-

plinary teams ensure consistency, precision, and performance in every vessel produced. Many team members bring extensive real-world operational experience, enabling the company to align design and construction with the practical demands of end users, while keeping its globally recognised standards of quality and service.

Beyond vessel delivery, SAFE Boats International provides comprehensive aftermarket support, including robust warranty programmes, responsive service, and readily available parts. Customers also benefit from direct access to an in-house network of trainers, technicians, and planning specialists ensuring ongoing operational readiness and long-term value throughout the vessel lifecycle.

DIGITAL TRANSFORMATION IN VESSEL DESIGN AND MANUFACTURING

At SAFE Boats International LLC, technology transformation and sustainability are increasingly interconnected pillars shaping how modern vessels are designed, built, and supported throughout their lifecycle. As operational demands evolve across defence, law enforcement, and commercial maritime sectors, the company is adapting by integrating advanced engineering methods with more efficient and responsible production practices. A key driver of change within SAFE Boats International is the growing use of digital tools across the design and production process. Engineering teams are using advanced modelling and precision design systems to improve accu-

racy, reduce build inefficiencies, and enhance overall vessel performance before fabrication begins.

This shift enables more precise hull and structural design optimisation, improved coordination between engineering and manufacturing teams, faster iteration of custom vessel configurations and reduced material waste during production planning. By embedding digital workflows into early-stage design, the company strengthens both quality assurance and production efficiency. The company incorporates advanced navigation, communication, and mission-specific technologies directly into the build process. This systems-based approach supports improved operational awareness and safety, enhanced mission adaptability across use cases, greater reliability through factory-installed integration and

reduced need for post-delivery modification. In this way, technology transformation is not limited to manufacturing; it extends into the operational intelligence of the vessels themselves.

SAFE Boats International LLC stands as a benchmark for excellence in modern vessel construction, combining precision engineering, integrated manufacturing, and mission-driven design to consistently deliver premium maritime platforms. Its ability to serve both government and commercial markets with equal effectiveness reflects a deeply embedded culture of quality, adaptability, and operational understanding.

By aligning its capabilities with emerging industry trends from offshore energy support to advanced propulsion and intelligent vessel systems the company is not only responding to change but actively shaping the future of the maritime sector.

Underpinned by a skilled workforce, robust support infrastructure, and a commitment to lifecycle performance, SAFE Boats International continues to reinforce its position as a trusted partner in high-performance vessel delivery where reliability, innovation, and customer focus remain at the core of every build.

LOCKHEED MARTIN

LOCKHEED MARTIN

ADVANCING THE FUTURE OF RADAR AND SENSOR SYSTEMS AT LOCKHEED MARTIN

Project by: Malvern Kandemwa

Words by: Michelle Duncan

Lockheed Martin is one of the world’s largest aerospace, defence, and advanced technology companies, with a legacy that spans more than a century and is rooted in the evolution of American aviation and defence innovation. The origins of Lockheed date back to 1912, when Allan and

Malcolm Loughead’s brothers founded the Loughead Aircraft Manufacturing Company in California and the company was later renamed Lockheed in 1926.

Lockheed Martin runs at the forefront of global defence innovation, where radar and sensor technologies play a critical role in air, land, sea, space, and cyber domains. At the centre of this evolving capability landscape is Rick Cordaro, who leads the company’s strategic devel-

opment of advanced sensing and detection technologies.

As Vice President of Radar and Sensor Systems, Cordaro oversees a portfolio that is fundamental to modern defence architecture encompassing next-generation radar platforms, multi-domain sensing solutions, and integrated electronic systems designed to deliver decision superiority in increasingly complex operational environments.

Lockheed Martin works across a diverse range of business segments, including Aeronautics, Missiles and Fire Control, Rotary and Mission Systems, and Space. These capabilities are delivered through an integrated portfolio of advanced products and services, spanning physical systems such as aircraft and radar platforms, as well as sophisticated software solutions including command-and-control systems and the digital architectures that work across these platforms.

“As a truly global organisation, our reach is defined not only by the customers we serve, but also by the strength of our international partnerships. We work with an extensive network of suppliers and collaborators who play a critical role in enabling us and our customers to deliver every day,” notes Rick Cordaro.

The wider defence and advanced manufacturing sector currently operate in a period of both opportunity and complexity, driven by sustained

global demand and the emergence of near-peer strategic competition. These dynamics are placing increased pressure on U.S. industrial capacity and manufacturing resilience.

“There are significant challenges ahead, but U.S. ingenuity has consistently proven its ability to adapt and deliver. That is what we will continue to do not only because this capability is rooted in our domestic industrial base, but because it is essential,” Cordaro explains.

Wideband RF Front-End Design Trends for Electronic Warfare Systems

Modern electronic warfare systems must simultaneously detect, classify and counter a growing range of signals across congested and contested spectrum environments. At the same time, airborne, naval and ground platforms are expected to deliver these capabilities within increasingly stringent size, weight and power (SWaP) constraints.

That shift is driving demand for wide bandwidth RF front ends. Rather than relying on multiple narrowband chains, designers increasingly favour architectures that cover broad frequency ranges with fewer subsystems, enabling instantaneous search, intercept and jamming functions. The result is greater flexibility, reduced hardware complexity and faster response to emerging threats.

Transmit performance remains a key consideration. Gallium nitride (GaN) on silicon carbide (SiC) power amplifiers have become central to EW transmit chains because they deliver high power density and high efficiency while remaining robust under demanding operating conditions. Compared with legacy traveling wave tube transmitters, GaN devices provide more consistent performance over temperature, improved tolerance to load mismatch and switching transients, and enable scalable output power by combining multiple stages.

Receiving weak signals in the presence of strong interferers presents an equally difficult challenge. Wideband EW receivers must identify low-level emissions while nearby transmitters, jammers or radar systems generate much higher power levels within or near the band of interest. Maintaining sensitivity under these conditions requires careful management of gain, filtering and linearity so that spurious-free dynamic range remains high

enough to preserve situational awareness. Protection is another critical part of frontend design. Sensitive receiver components can be exposed to high-power pulses from hostile emitters or from transmitters on the same platform. Wideband limiters, filters and switching networks help shield low-noise amplifiers from damage while ensuring that valuable signals are not masked during recovery, which in radar applications often must occur within tens of nanoseconds.

Integration has also become a major theme across defence electronics. Programme teams are under pressure to reduce SWaP, shorten development schedules and simplify platform upgrades. Functions once implemented as separate assemblies are increasingly being combined into compact RF modules that integrate power amplification, low-noise amplification, switching and protection within a single package. This reduces interconnect losses, simplifies integration and supports reuse across radar, communications and EW payloads.

Qorvo’s QPF0219 front-end module reflects this trend. Covering 2–18 GHz, it integrates a GaN-on-SiC power amplifier and T/R switch with GaAs limiter and LNA stages within a single wideband T/R module. In the transmit path, the device delivers 10 W saturated power with around 20% power-added efficiency, 13 dB large-signal gain and 19 dB small-signal gain, while the receive path provides a 4 dB noise figure, 14 dB small-signal gain and a 1 dB compression point of 21 dBm. These characteristics show how integrated front ends can combine multi-octave coverage, high dynamic range and robust protection to meet the demands of modern EW systems.

As electromagnetic environments become increasingly congested and contested, the emphasis on wideband coverage, integration and system efficiency will continue to grow. For next-generation EW platforms, the RF front end will remain a critical enabler of overall mission capability.

qorvo.com

To meet these evolving demands, the company is undertaking a comprehensive digital transformation across its design, engineering, and production processes, aimed at enhancing efficiency while keeping the highest standards of quality and precision.

“Ensuring the safety and security of our nation extends beyond military capability alone; it relies on the strength and resilience of the entire industrial base that supports it,” he adds.

In an era defined by accelerating technological disruption and evolving geopolitical complexity, Lockheed Martin has positioned its 21st-Century Security strategy as the foundation for delivering next-generation defence capabilities across air, land, sea, space, and cyber domains.

The strategy reflects a fundamental shift in modern defence thinking: from platform-centric warfare to integrated, data-driven, multi-domain operations, where information superiority

and rapid decision-making are as critical as physical systems.

Lockheed Martin has consistently kept a leading position in threat detection and advanced defence capabilities, establishing itself as a trusted partner to armed forces around the world.

The company’s enduring leadership is driven by continuous innovation and a long-standing commitment to supporting U.S. and allied forces in strengthening global security.

“Our mission is deterrence as part of 21st-century security solutions. Our goal is to ensure that our nation, partners, and customers are ahead of ready,” explains Rick Cordaro.

He adds, “Yesterday’s approach is no longer sufficient for today’s operational demands. Modern forces require a mission integrator, an approach that unites platforms, networks, and people to achieve mission success, even in the face of highly sophisticated and determined adversaries.”

Lockheed Martin achieves this by working closely with war fighters and customers to develop a deep understanding of mission requirements. Rather than delivering off-the-shelf solutions, the company focuses on tailoring capabilities to specific operational needs—assessing where customers are today, where they need to be in the future, and how evolving mission environments will shape those requirements.

This approach is supported by a highly skilled workforce with expertise across design, engineering, manufacturing, and systems integration. Many team members are veterans who bring first-hand operational experience, enabling a stronger alignment between product development and real-world battlefield application.

“We also have a significant number of exceptional professionals, including many veterans who understand how these systems are employed and what capabilities must be delivered in operational environments,” Cordaro notes.

“That is ultimately how we operate by understanding our customers’ missions and translating those needs into precise requirements for what our systems must achieve.”

This unwavering focus on mission outcomes and customer-centric innovation enables Lockheed Martin to take on some of the most complex defence challenges in the world, reinforcing its position as a global leader in advanced aerospace and security solutions.

DETERRENCE THROUGH INTEGRATED CAPABILITIES

Modern deterrence is no longer defined by a single platform or weapon system. Instead, it depends on the ability to connect sensors, shooters, command systems, and intelligence networks into a unified operational picture.

Lockheed Martin’s strategy is built around this integration, linking:

• Advanced fighter aircraft and missile systems

• Space-based surveillance and missile warning assets

• Ground-based radar and sensor networks.

• Command-and-control and battle management systems.

•

This interconnected architecture enhances situational awareness and enables faster, more informed decision-making across all domains of conflict. A key embodiment of this philosophy is Lockheed Martin’s suite of longrange sensing technologies, including the Long-Range Discrimination Radar (LRDR). Designed to detect and track objects at extreme distances, LRDR can distinguish between a lethal re-entry vehicle and non-threatening debris providing critical precision in missile defence scenarios.

As a principal component of the U.S. Missile Defence Agency’s architecture, LRDR enhances national defence capabilities by delivering highly accurate tracking data that improves discrimination performance and strengthens the effectiveness of ground-based interceptors against evolving ballistic missile threats.

Beyond long-range systems, Lockheed Martin deploys a layered radar architecture designed to provide coverage across multiple threat profiles and engagement distances. “We have long-

range surveillance radars such as the TPY-4, which can detect aircraft and unmanned aerial vehicles operating at low altitudes and high speeds. At closer ranges, systems like Sentinel A4 and TPQ-53 support missile defence and air surveillance. Further still, counter-fire radars detect rockets, artillery, mortars, cruise missiles, and UAVs,” Cordaro explains.

Together, these systems form an integrated detection network that enables war fighters to rapidly assess threats and

figure out proper responses with precision and speed.

Complementing these capabilities is the AN/APY-9 radar, deployed on the U.S. Navy’s E-2D Advanced Hawkeye aircraft. Serving as the fleet’s airborne surveillance eye, it provides extensive situational awareness over vast maritime environments.

“When you think about protecting an aircraft carrier, you are protecting a floating city. To do that effectively, you need forward-deployed sensing assets.

The APY-9 can provide coverage over thousands of square kilometres, giving carrier strike groups the time and awareness needed to respond to incoming threats,” Cordaro notes.

Through this layered and integrated approach, Lockheed Martin’s radar and sensor systems ensure that detection, interpretation, and response work as a unified capability forming the foundation of modern deterrence and operational readiness. Lockheed Martin is also collaborating closely with key customers and defence stakeholders, including the Missile Defence Agency (MDA), the U.S. Space Force, and U.S. Northern Command (USNORTHCOM), among others. The scale and complexity of this mission require a truly whole-of-industry approach, bringing together government, defence partners, and commercial innovation.

“We’re combining our existing capabilities with our supply chain and the best of commercial technologies to build an open architecture that enables broader participation. This approach will not only strengthen homeland defence but also drive innovation and support economic growth across the manufacturing base,” explains Rick Cordaro.

He further emphasises the importance of accelerating collaboration between industry and government to translate this vision into operational reality, an approach closely aligned with Lockheed Martin’s strategy of being “ahead of ready.”

A key element of this vision is the emerging Golden Dome concept, a next-generation defensive architecture designed to detect incoming threats, calculate trajectories in real time, and deploy interceptor systems capable of neutralising them mid-flight. The aim is to create a resilient, layered shield that enhances national protection while reinforcing strategic deterrence.

Within this framework, advanced radar technologies form the foundational layer of defence enabling earlier detection, greater precision, and faster response times. By seeing further, sharper, and sooner, these systems provide the critical first line of awareness in any integrated defence architecture.

Through continuous innovation and field-proven capability, Lockheed Martin stays positioned to deliver technologies that are ready to meet current operational demands while shaping the future of integrated missile defence and national security. By uniting advanced technologies, digital transformation, space capabilities, and industrial resilience, the company is shaping a new defence paradigm, one defined not only by military strength, but by information dominance, connectivity, and multi-domain integration.

ADRIA MOBIL

ADRIA MOBIL

REDEFINING LIFE ON THE MOVE ADRIA MOBIL’S VISION FOR MOBILE LIVING

Project by: Malvern Kandemwa

Words by: Michelle Duncan

In an era where mobility, flexibility, and experience-led lifestyles are reshaping consumer expectations, Adria Mobil has set up itself as one of Europe’s most influential names in recreational vehicles. Headquartered in Novo Mesto, the company has spent decades refining a simple but powerful idea: life should no t be limited by location.

Today, Adria Mobil is not just a manufacturer of caravans, motorhomes, and camper vans, it is a designer of mobile living spaces that combine engineering precision with lifestyle innovation. Its vision is centred on enabling people to travel, work, and live with comfort and autonomy, without compromising on quality or functionality.

At the core of this approach is a strong focus on intelligent design. Adria Mobil integrates space optimization, lightweight construction, and advanced materials to create vehicles that

are both highly functional and visually refined. Interiors are designed with a residential feel, often blending modular layouts, ergonomic furniture, and efficient storage systems that maximise usability in compact environments. The result is a living experience that mirrors the comfort of a home while supporting the freedom of the open road.

Adria Mobil has strengthened its market position significantly in recent years, supported by its award-winning range of caravans, campervans, motorhomes, and mobile homes each designed to

transform travel into a seamless and inspiring experience.

“We are one of Europe’s leading manufacturers of leisure vehicles and play a prominent role in shaping the continent’s caravanning market,” notes Industrial Director Matjaž Marovt.

Headquartered in Novo Mesto, Adria Mobil produces its core range of caravans and motorhomes in Slovenia, keeping a strong industrial base in its home market. Since 2022, the company has also expanded its manufacturing footprint with part of its production moved to a second facility in the nearby village of Bič, enhancing operational capacity and efficiency.

In addition to its core leisure vehicle portfolio, the group also de-

velops mobile homes and glamping tents through its subsidiary Adria Dom, based in Kanižarica, Črnomelj. As Procurement and Supply Chain Director Marko Lekše explains, this diversified production structure strengthens the group’s ability to serve evolving market demands across multiple lifestyle segments.

Since joining the French Trigano Group in 2017, Adria Mobil has worked within a stable and strategically aligned ownership framework, enabling it to use synergies, enhance innovation, and expand its market reach across Europe and beyond.

Since March 2024, the company has been led by Chief Executive Officer Gregor Adler, who, together with his leadership team, continues to drive forward the

“WE ARE ONE OF EUROPE’S LEADING MANUFACTURERS OF LEISURE VEHICLES”

company’s long-term vision and strategic aims with a focus on operational excellence, innovation, and sustainable growth. From aerodynamic exteriors that improve fuel efficiency to smart energy systems that support off-grid travel, Adria Mobil continues to evolve in response to changing consumer lifestyles. Increasingly, customers are looking for longer stays, remote working capabilities, and year-round usability—trends that have pushed the company to rethink how mobile living spaces are designed and used.

About LAMILUX Composites GMBH

LAMILUX Composites GmbH has been producing fibre-reinforced plastics for around 70 years. The medium-sized company is the leading European producer thanks to its technologically advanced continuous production process, large manufacturing capacities and wide product range. LAMILUX supplies customers around the globe in a wide range of sectors, such as the building industry, the automotive and recreational vehicle sectors, refrigerated storeroom and cell construction, and many other

industrial sectors. LAMILUX strives to be the innovation and performance leader in all areas relevant to its customers. Headquartered in Rehau, Germany, the family-owned company is managed by Johanna, Dr. Sophia and Dr. Alexander Strunz in the fourth generation.

LAMILUX Composites GmbH Zehstraße 2 D-95111 Rehau Germany composites@lamilux.de www.lamilux.com

WE KEEP ADRIA SHINING

Adria Mobil & LAMILUX – A Journey of Excellence

For many years, Adria Mobil and LAMILUX have shared a commitment to quality, innovation and outstanding vehicle design. Together, we create durable exterior solutions that meet the highest standards in the caravan and motorhome industry.

With LAMILUX SUNSATION® – available as GRP sheets or coils – Adria Mobil benefits from exceptional gloss retention, outstanding colour stability and long-lasting surface performance. Engineered to keep vehicles looking their best. Built to withstand time and travel.

TECHNOLOGICALLY ADVANCED:

ENGINEERING THE NEXT GENERATION OF MOBILE LIVING

Adria Mobil has built its reputation not only on design and comfort, but on a continuous drive toward technological advancement across every stage of vehicle development and production. In an increasingly competitive European leisure vehicle market, innovation has become central to how the company defines performance, quality, and user experience.

Manufacturing technology underpins these product innovations. In its production facilities in Novo Mesto and Bič, Adria Mobil employs modern automated processes, digital quality control systems, and precision assembly techniques to ensure consistency and reduce production variability. This combination of automation and skilled craftsmanship enables the company to keep high-quality standards across its entire product range. Connectivity and user experience are also shaping design evolution. Interiors are increasingly conceived as multifunctional smart spaces, where

layout flexibility, ergonomic optimisation, and integrated technology work together to support both leisure and remote working lifestyles. This reflects a broader shift in the industry toward vehicles that function not only as travel companions but as fully capable mobile living environments.

At the core of its technological strategy is advanced lightweight engineering. Modern caravans and motorhomes are designed using precision-built structural frameworks and high-performance composite materials that reduce overall weight while keeping rigidity, insulation, and durability. This approach directly enhances fuel efficiency, handling, and long-term reliability key performance indicators in the recreational vehicle sector. Digital integration is also playing an increasingly key role. Adria Mobil is progressively embedding smart systems into its vehicles, enabling users to check and control key functions such as lighting, heating, battery levels, and water systems through integrated digital interfaces. This shift toward connected living reflects broader consumer expectations for seamless, technology-enabled mobility.

Energy efficiency is another major focus area. Many of the company’s latest models incorporate solar-ready systems, intelligent energy distribution units, and improved battery management technologies, allowing for extended off-grid capability. These innovations are particularly important as consumers increasingly seek independence from traditional campsite infrastructure and demand longer, more flexible travel experiences. Sustainability-driven innovation further reinforces the company’s technological direction. From improved thermal insulation systems that reduce energy consumption to lightweight construction techniques that lower emissions during use, Adria Mobil is aligning product development with evolving environmental expectations across Europe.

Ultimately, technological advancement at Adria Mobil is not limited to a single feature or system. It is embedded across design, engineering, production, and user experience positioning the company at the forefront of a rapidly evolving mobile living industry where innovation defines competitive advantage.

A LEGACY OF AWARDWINNING DESIGN AND PERFORMANCE

Adria Mobil’s new-generation Twin campervans have achieved significant international recognition, most notably winning the prestigious European Innovation Award (EIA) in 2025 in the Interior Design category.

This pioneering campervan range reflects a strong emphasis on thoughtful design, technological innovation, and

customer-centric engineering developed in response to evolving user expectations for comfort, flexibility, and functionality in compact living spaces.

A defining feature of the Twin campervans is their intelligent interior architecture, which creates a seamless flow between living zones. Despite the compact dimensions of a panel van conversion, the design achieves a remarkably open and spacious feel, with interconnected spaces that enhance usability and comfort.

This effect is further amplified by a panoramic sunroof and an open-plan layout, which together introduce natural light and create a bright, airy living environment. Interior enhancements include a redesigned kitchen area, a new swivel-wall bathroom with a separate shower, and improved sleeping comfort in both the rear and pop-top configurations of the Twin Sports models.

The European Innovation Award adds to an already impressive portfolio of accolades, including

the German Design Award (GDA) in the Product Excellence category. Widely regarded as one of the most prestigious global design honours, the GDA recognises outstanding achievement in aesthetics, functionality, and innovation.

In addition, the Twin campervans have also received the German Innovation Award (GIA) in the Excellence in Business-to-Consumer category, highlighting the model’s pioneering use of EPP in cabinetry design and construction.

Collectively, these awards reinforce Adria Mobil’s standing in the European market as a leader in design-led innovation. They also reflect a broader industry recognition that customers increasingly value products defined by quality, functionality, sustainability, and forward-thinking design.

ULTRACON OVERSEAS PTE

ULTRACON OVERSEAS LTD

ENGINEERING PRECISION AT SCALE ULTRACON OVERSEAS PTE LTD AND THE FUTURE OF ADVANCED INFRASTRUCTURE

Project by: Malvern Kandemwa

Words by: Michelle Duncan

Utracon Overseas Pte Ltd is positioned at the forefront of advanced structural engineering, delivering specialised solutions that underpin some of the most complex infrastructure projects across global markets. With a strong focus on precision, innovation, and buildability, the company plays a critical role in enabling modern construction systems to achieve greater spans, efficiency, and structural performance.

Utracon Overseas Pte Ltd employs more than 100 professionals at its Singapore headquarters, supported by a broader network of personnel across its subsidiary offices throughout Asia. This regional footprint enables the company to deliver specialised engineering services with both local responsiveness and international capability.

Incorporated in Singapore in 1998, Utracon was originally established as a dedicated post-tensioning contractor, created to compete in a market then largely dominated by established European firms.

Through a strategic licensing agreement with Germany’s DYWIDAG, the company rapidly expanded its technical capabilities and market presence, ultimately becoming the largest post-tensioning contractor in Singapore.

Building on this momentum, Utracon Overseas Pte Ltd was formed in 2007 to extend its services beyond Singapore into the wider Asian region and select international markets. This marked a significant turning point in the company’s evolution from a domestic specialist contractor into a regional engineering solutions provider.

In recognition of its technical excellence and innovation in complex civil engineering delivery, Utracon Overseas was honoured at the 2021 Singapore Business Review National Business Awards, highlighting its contribution to the heavy civil construction sector and its ability to deliver advanced engineering solutions for challenging infrastructure projects.

Director Khoo Jyh Hao has been with Utracon for nearly two decades and has played a central role in its regional expansion and organisational development. With academic qualifications spanning civil engineering, engineering management, and sustainable building design, he has combined technical ex-

pertise with strategic leadership to support the company’s growth across Asia and beyond.

Reflecting on the company’s expansion, he recalls joining Utracon in 2002 shortly after completing his postgraduate studies in Singapore, beginning his career as a design engineer before transitioning into marketing and business development. In 2007, when the company reached a pivotal milestone with its overseas expansion, he joined the newly established international business unit and was appointed Director in 2008 at the age of 31.

Under his leadership, Utracon has established a strong presence across multiple international markets, including Vietnam,

Cambodia, Myanmar, Indonesia, and Sri Lanka, while also delivering projects in Bangladesh as well as regions across Africa, the Middle East, and Oceania—reflecting the company’s growing global engineering footprint.

Developing a reputation in specialised construction techniques is a long-term and exacting process, shaped by stringent client expectations and the need for consistently high technical performance. Historically, the specialty contracting landscape was dominated by established European firms, particularly those based in Switzerland, France, and Germany, which set the benchmark for advanced engineering and post-tensioning expertise.

Against this backdrop, Utracon Overseas Pte Ltd has emerged as a notable challenger, progressively building its standing within global engineering circles through technical capability, project execution quality, and regional expansion across Asia and beyond.

Its long-term vision is firmly anchored in matching—and ultimately surpassing—the experience and technical expertise of established global competitors, with a clear ambition to lead the Asian specialty construction market. Director Khoo Jyh Hao acknowledges the scale of this objective, while maintaining confidence in the company’s

ability to achieve it through sustained capability building and regional execution strength.

“We are regarded as a homegrown specialty contractor, but our goal is to position ourselves as the market leader in Asia, particularly in SouthEast Asia. That is our strategic direction,” he explains.

He adds that measurable progress has already been made, supported by a growing portfolio of international clients, particularly among Japanese contractors. This traction, he notes, reflects both technical credibility and an ability to align with

diverse construction cultures and delivery expectations.

“We have been working towards this goal for some time, and I would say we have been quite successful so far. That is reflected in the number of international clients we serve, especially Japanese contractors. We will continue this journey towards becoming the market leader because, as an Asian homegrown company, we understand the cultural context and working practices of our clients,” he says.

He further highlights the company’s operational advantages across its regional footprint, noting that established enti-

ties in multiple countries enable efficient resource sharing across personnel, equipment, and materials. This integrated structure, he explains, strengthens execution capability while enhancing competitiveness against European counterparts.

“Our presence in multiple countries allows us to pool resources in terms of staff, equipment, and materials. This operational flexibility supports our position as a market leader. Being a homegrown Asian company also allows us to offer more competitive and tailored solutions compared to European firms,” he concludes.

By necessity, Utracon Overseas Pte Ltd has cultivated strong, long-standing relationships with both construction partners and end clients. In an industry where delays or technical errors can result in significant cost overruns and programme disruptions, the company places considerable empha-

sis on reliability, coordination, and disciplined execution.

Director Khoo Jyh Hao underscores that the foundation of these relationships is built on trust and transparency at every level of engagement. He emphasises that consistent delivery is non-negotiable within the business’s operating environment.

“We have to deliver,” he asserts.

He further explains that partnership is central to the company’s operating philosophy, particularly in its dealings with vendors, fabricators, and technical collaborators. Open communication and mutual accountability are essential to maintaining project momentum and quality outcomes.

“So the key word is partnership, and we have to be open and frank with our vendors and fabricators. We must be very open-minded—trustworthiness is very important to our suppli-

ers. We are always on time with payments, so our vendors and fabricators are very committed to working with us,” he notes.

Trust and transparency are equally central to the company’s internal culture and employee relations. Utracon Overseas Pte Ltd employs a highly diverse workforce across its subsidiary offices, bringing together professionals from multiple nationalities and cultural backgrounds. This diversity has required a leadership approach that is both adaptive and inclusive.

SO THE KEY WORD IS ‘PARTNERSHIP’, AND WE HAVE TO BE VERY OPEN AND FRANK WITH OUR VENDORS AND FABRICATORS. WE MUST BE VERY OPEN-MINDED.

Director Khoo Jyh Hao highlights the importance of experience in managing multicultural teams, particularly within a geographically dispersed organisation spanning South and Southeast Asia.

“I’m used to working with people from different backgrounds and nationalities,” he confirms. “We have staff from 13 nationalities, including Japanese colleagues as well as professionals from across Southeast Asia and South Asia.”

He emphasises that his leadership style is rooted in leading by example, with a focus on collaboration rather than hierarchy. Rather than relying solely on directive management, he prioritises guidance and shared accountability, positioning leadership as a partnership with his teams.

“I always try to be a good role model. I lead my team by giving directions instead of instructions, because that kind of relationship is like treating them as a partner. Teamwork is very important; we ensure our staff feel that we are working as a team, as a family.”

This approach also encourages employees to contribute ideas and challenge assumptions, recognising that valuable insights can come from any level of the organisation. Performance and outcomes remain the ultimate measure of success.

“At the end of the day, we just need to look at the results and performance,” he explains. “When there is something very outstanding that you never expected, you compliment them.

If someone is not doing so well, we give them guidance.”

He adds that this culture fosters familiarity and mutual respect within the organisation, with employees often viewing leadership as collaborative rather than hierarchical.

“Regardless of their age and position in the company, I believe my employees don’t see me purely as a boss, but more as a co-worker.”

Utracon’s Singapore headquarters also houses the Academy of Prestressing, where structured training programmes are provided across all levels of staff. This commitment to education and skills development plays a key role in maintaining technical excellence and reinforcing the company’s reputation as a leading regional construction engineering firm.

“That’s how I keep my team—not just in Singapore, but across all our subsidiaries,” he adds.

As a result, the company maintains notably low staff turnover, with many employees remaining with the organisation for over a decade, contributing to strong continuity, cohesion, and long-term team stability.

SAULSBURY INDUSTRIES

SAULSBURY INDUSTRIES

BUILT FOR COMPLEXITY SAULSBURY INDUSTRIES AND THE FUTURE OF INDUSTRIAL INFRASTRUCTURE

Project by: Malvern Kandemwa

Words by: Michelle Duncan

ENGINEERING FOR A MORE COMPLEX WORLD

In today’s industrial environment, complexity is no longer the exception, it is the standard. Projects are larger, timelines tighter, regulatory frameworks more rigorous, and expectations around safety, sustainability, and efficiency higher than ever before. It is within this demanding landscape that Saulsbury Industries has carved out a reputation as a trusted leader in engineering, procurement, and construction (EPC).

Specialising in energy and industrial infrastructure, Saulsbury operates at the intersection of technical precision and large-scale execution delivering projects that power economies, connect supply chains, and enable energy transition.

Founded by C.R. Dick Saulsbury as an electrical services contractor, Saulsbury Industries quickly set up a reputation for integrity, reliability, and high-quality execution. Building on this foundation, the company expanded in 1980 with the launch of Saul-

INTEGRATED WITH

Cherokee Measurement & Control keeps your operations running with precision measurement & analytical solutions for hydrocarbon, clean energy, and industrial markets – custom integrations & field service.

WE INTEGRATE & SERVICE

• Gas Chromatographs & Contaminant Analyzers

• Sample Conditioning Systems

• Gas & Liquid Flow Meters

• Natural Gas Control Valves & Regulators

• Liquid Control Valves

WHY CM&C?

• Industry-Leading Measurement & Analytical Expertise

• 20+ Years in Hydrocarbon Markets

• Avetta, ISNetworld & Veriforce Certified Technicians

• Certified Minority Business

• Preferred & Trusted EPC Partner ?

con, its dedicated construction division positioning itself as the only organisation in the Permian Basin at the time capable of delivering a fully integrated suite of services, spanning general construction, engineering, and electrical and instrumentation.

Recognising the need to evolve alongside a rapidly changing industrial landscape, the Saulsbury family took a further strategic step in the mid-1990s with the creation of Saulsbury Engineering and Construction. This move marked a deliberate shift toward becoming a diversified, full-service provider capable of supporting complex, multi-industry projects.

In 2012, these complementary entities were unified under a single banner to form Saulsbury Industries creating a streamlined organisation with the scale, capability, and integration needed to

compete at the highest level of the energy and industrial sectors.

Today, the company serves a broad client base across upstream, midstream, and downstream oil and gas, as well as other heavy industrial markets. Despite its growth and evolution, Saulsbury continues to be guided by the core values instilled by its founder delivering projects with integrity, technical excellence, and an unwavering commitment to quality.

Matt Saulsbury was appointed Chief Executive Officer of Saulsbury Industries in February 2023, bringing with him deep-rooted industry ability and a lifetime of experience shaped in the heart of Texas’ energy sector.

Having played an integral role in the company’s operations for more than three decades including serving as Vice President of Project Ser-

vices Matt has a rare combination of institutional knowledge, technical understanding, and leadership continuity. His long-standing tenure uniquely positions him to guide the organisation through its next phase of growth and transformation.

“Over my 30-year tenure at Saulsbury, I’ve witnessed a dramatic transformation in North America’s oil and gas industry, largely driven by technological advancements such as horizontal drilling and hydraulic fracturing,” he reflects.

Today, Matt’s leadership is defined by a forward-looking vision grounded in the company’s founding principles. His experience, strategic perspective, and commitment to operational excellence continue to drive Saulsbury’s enduring ethos delivering complex projects with precision and, above all, getting the job done right.

AN EPC MODEL BUILT FOR EXECUTION

Saulsbury’s strength lies in its fully integrated EPC model, which brings engineering, procurement, construction, and maintenance services under one operational framework. This end-to-end capability allows the company to manage complexity from concept through commissioning, reducing risk, improving coordination, and ensuring consistent delivery.

From gas processing facilities and pipeline systems to renewable energy infrastructure and petrochemical plants, Saulsbury’s project portfo -

lio reflects both breadth and depth. Each project demands a high degree of technical ability, often involving multi-disciplinary teams, advanced fabrication techniques, and strict adherence to regulatory and environmental standards.

Evolving regulatory frameworks at both federal and state levels have accelerated the industry’s shift away from traditional fossil fuel dependency, requiring operators to implement increasingly rigorous compliance strategies. These measures are designed not only to minimise environmental impact, but also to enhance air quality standards and safeguard critical water resources.

At the same time, market volatility continues to present challenges, driven by global supply chain disruptions and fluctuating demand patterns.

“Industry challenges remain persistent, particularly oil price volatility influenced by global supply and demand dynamics, geopolitical developments, and broader economic cycles,” explains Matt Saulsbury.

Against this backdrop of ongoing uncertainty, many oil and gas companies are strengthening partnerships with experienced EPC providers such as Saulsbury Industries to ensure the successful delivery of complex projects and strategic aims.

By using a fast-track, design-build approach, Saulsbury enables clients to reduce costs while optimising project timelines, an advantage underpinned by the company’s ability to make decisive, prompt interventions and adapt swiftly to shifting industry conditions.

“Our core values of safety, integrity, excellence, relationships, and community guide every aspect of our operations,” he adds, reinforcing the principles that continue to define the company’s approach in a rapidly evolving energy landscape.

The company’s approach is rooted in execution certainty and a focus on delivering projects on time, on budget, and to specification, even in the most challenging environments.

REINFORCING AMERICA’S OIL AND GAS INFRASTRUCTURE

At a time when energy security, infrastructure resilience, and operational efficiency have never been more critical, Saulsbury Industries is playing a pivotal role in strengthening the backbone of the United States’ oil and gas sector. Through a combination of engineering precision, integrated project delivery, and deep regional ability, the company continues to support the development of critical infrastructure across upstream, midstream, and downstream operations.

without compromising quality or safety. This agility has become a defining advantage particularly in key production hubs such as Texas and the Permian Basin, where speed to market is often a decisive factor.

“OUR CORE VALUES OF SATEFY, INTEGRITY, EXCELLENCE AND COMMUNITY GUIDE EVERY ASPECT OF OUR OPERATIONS”

Central to Saulsbury’s strategy is its ability to execute complex projects at scale while keeping schedule certainty and cost discipline. In an environment shaped by volatile commodity prices, tightening regulations, and shifting demand dynamics, the company’s fast-track, design-build model enables clients to accelerate timelines

Equally important is Saulsbury’s commitment to technical excellence. From large-scale processing facilities and pipeline infrastructure to compression stations and electrical systems, the company delivers fully integrated solutions that align engineering, procurement, and construction under a single, cohesive framework. This approach reduces project complexity, enhances coordination, and ensures that critical assets are delivered with maximum efficiency and reliability.

Under the leadership of Matt Saulsbury, the company is also navigating the broader transformation of the energy sector. While traditional oil and gas stays a cornerstone of national

energy supply, there is increasing emphasis on sustainability, emissions reduction, and operational transparency. Saulsbury is responding by embedding environmental considerations into its project delivery supporting clients in meeting evolving regulatory requirements while supporting performance and profitability.

Strategic partnerships further underpin this approach. By collaborating closely with operators, technology providers, and local stakeholders, Saulsbury ensures that each project is not only technically sound but also aligned with the long-term needs of the communities and regions it serves. This collaborative model strengthens trust, enhances project outcomes, and reinforces the company’s reputation as a dependable EPC partner.

Ultimately, Saulsbury’s role in bolstering the nation’s oil and gas strategy extends beyond construction. It is about enabling the infrastructure that powers industries, supports economic growth, and ensures energy reliability across the country. With decades of experience, a deeply embedded culture of excellence, and a forward-looking leadership team, the company is well positioned to remain at the forefront of America’s evolving energy landscape.

BP TRINIDAD AND TOBAGO

TRINIDAD TOBAGO

POWERING A NATION

HOW BP TRINIDAD AND TOBAGO IS DRIVING ENERGY GROWTH AND A SUSTAINABLE FUTURE

Project by: Malvern Kandemwa

Words by: Michelle Duncan

Through strategic offshore developments and bold renewable investments, BP Trinidad and Tobago continues to shape the country’s energy landscape while advancing toward a lower-carbon future.

As Trinidad and Tobago’s largest hydrocarbon producer, BP Trinidad and Tobago (BPTT) is advancing a multi-billion-dollar energy strategy that combines offshore production excellence with landmark renewable energy investment—positioning the country at the centre of a transforming global energy landscape.

BP Trinidad and Tobago (BPTT) has been instrumental in shaping the nation’s energy landscape since 1960. From its early drilling operations to today’s sophisticat-

ed gas developments, the company has consistently delivered critical hydrocarbon projects that underpin and strengthen Trinidad and Tobago’s energy sector.

Today, BPTT’s operations are concentrated off the southeast coast of Trinidad, where it manages a large offshore portfolio that includes 12 platforms, three subsea installations, and two onshore processing facilities—forming the backbone of its production capabilities.

CYPRE: MILESTONE IN SUBSEA DEVELOPMENT

A key highlight within its current portfolio is the Cypre Project, BPTT’s third subsea development in the country. The project includes seven subsea wells and associated subsea trees, all tied back to the existing Juniper platform. Originally developed as Trinidad’s 14th offshore installation to produce gas from the Corallita and Lantana fields, Juniper is now being strategically used to support Cypre demonstrating BPTT’s focus on maximising value through the optimisation of existing infrastructure.

Situated approximately 78 kilometres off Trinidad’s coastline, the Cypre gas field lies within the East Mayaro Block at water depths of up to 80 metres. The development underscores BPTT’s continued commitment to enhancing offshore produc-

tion while driving operational efficiency across its asset base.

In November 2025, BP Trinidad and Tobago (BPTT) announced the safe completion of the seven-well drilling programme for the Cypre Project, a major milestone achieved seven months after first gas was delivered in April. Initial production began in 2024 after the first four wells were successfully drilled, while the remaining three Phase 2 subsea wells were completed by the third quarter of 2025. With all seven wells now operational, the project is expected to reach peak production of approximately 45,000 barrels of oil equivalent per day.

Commenting on the achievement, BPTT President David Campbell said: “Completion of these wells and the gas delivered mark a safe and successful delivery for BP and Trinidad and Tobago. This achievement underscores our commitment to maximising production from

the Columbus Basin and reflects a significant investment and BPTT’s continued dedication to the country’s energy sector.” His remarks highlight the strategic importance of the Cypre development as a key contributor to the nation’s future energy security and production capacity.

Campbell further emphasised the broader momentum within BPTT’s operations, noting: “This is the latest achievement in a year of strong delivery from BPTT, including the bp-operated Frangipani gas discovery and working with our joint venture partner EOG to deliver first gas from the Mento major project. We look forward to continuing our collaboration with the Government and other stakeholders to unlock Trinidad and Tobago’s energy future.”

These developments underscore the scale and ambition of BPTT’s current portfolio. Beyond Cypre, the company continues to advance multiple projects and

partnerships aimed at unlocking new reserves, enhancing production efficiency, and reinforcing its long-term commitment to Trinidad and Tobago’s energy sector.

With a strong pipeline of major developments, BP Trinidad and Tobago (BPTT) continues to drive significant investment into the country’s hydrocarbon sector, supported by strategic partnerships across the global energy industry. Among the most notable of these is the Mento Project, which safely delivered first gas in May 2025.

Developed as a 50/50 joint venture between BPTT and EOG Resources Trinidad Ltd (EOG), with EOG serving as operator, Mento stands as one of the company’s flagship projects in the region. Featuring a 12-slot attended offshore facility, the project is expected to ramp up production progressively between 2025 and 2027. At peak output, Mento is set

to make a substantial contribution to BPTT’s existing upstream production, further strengthening its overall portfolio.

Alongside Mento, BPTT is advancing another key development—the Ginger Project. Once completed, Ginger will be the company’s fourth subsea development in Trinidad and Tobago. The project includes four subsea wells and associated subsea trees, which will be tied back to the existing Mahogany B platform before flowing onward to Juniper, highlighting BPTT’s continued strategy of using existing infrastructure to maximise efficiency.

Progress on Ginger is already underway, with the first well completed in 2025 and further drilling scheduled to continue into 2026. At the same time, fabrication activities are progressing in preparation for offshore topside and subsea construction, set to begin in

2026. First gas is expected in 2027, positioning Ginger as one of BPTT’s key projects within its broader 2025–2027 delivery programme.

Once fully operational, the Ginger Project is expected to produce an average of approximately 62,000 barrels of oil equivalent per day, further reinforcing BPTT’s role as a leading contributor to Trinidad and Tobago’s energy output and long-term sector growth.

Alongside its extensive offshore hydrocarbon developments, BP Trinidad and Tobago (BPTT) stays passionately committed to advancing sustainability initiatives that support the country’s longterm energy transition. A standout example is its participation in a landmark renewable energy partnership with Shell plc to deliver Trinidad and Tobago’s first utility-scale solar project.

DRIVING ENERGY TRANSITION THROUGH SOLAR INVESTMENT

This major initiative will see the development of two sites—Brechin Castle and Orange Grove—marking a significant step forward in diversifying the nation’s energy mix. Once operational, the project is expected to generate more than 300,000 megawatt-hours (MWh) of electricity annually, enough to power over 40,000 homes while contributing to a meaningful reduction in carbon emissions.

Currently under construction by consortium partners BP Alternative Energy Trinidad and Tobago (BPATT) and Shell Renewables Caribbean, the solar facilities will deliver a combined capacity of up to 112 megawatts alternating current (MWac). The project underscores BPTT’s broader commitment to integrating lower-carbon solutions into its portfolio, ensuring that energy development is aligned with both present-day needs and future environmental goals.

As Trinidad and Tobago’s largest hydrocarbon producer, BPTT continues to play a critical role in advancing subsea developments that bring essential gas resources online. Projects such as Cypre and Ginger highlight the company’s strategy of optimising existing infrastructure to enhance production and efficiency. Yet, underpinning these efforts is a clear and consistent focus on sustainability—ensuring that every stage of development contributes to a more balanced and lower-carbon energy future.

ROSH PINAH ZINC

PINAH ZINC

CRITICAL MINERALS IN FOCUS

ROSH PINAH ZINC’S

ROLE IN GLOBAL SUPPLY SECURITY

Rosh Pinah Zinc occupies a strategically critical position within the global critical minerals landscape, supplying zinc, a metal essential to industrial development, infrastructure resilience, and energy transition technologies. As global demand for secure and responsibly sourced minerals continues to rise, the operation has become increasingly relevant to discussions around supply chain stability and resource diversification.

Project by: Malvern Kandemwa

Words by: Michelle Duncan

Located in southwestern Namibia, Rosh Pinah Zinc benefits from a geopolitically stable area with a long-standing mining tradition. The operation forms part of a broader regional base metals ecosystem that supports global manufacturing and industrial supply chains. Situated in the Namib Desert, roughly 20 km north of the Orange River, the zinc-lead mine has been operating since 1969, establishing itself as a cornerstone of the lo-

cal mining town. The operation is set to significantly increase its processing capacity following the commissioning of a new semi-autogenous grinding (SAG) mill. This milestone forms a key component of the broader RP2.0 expansion project, which includes continued development of the underground mine, the newly established WF3 portal and decline, as well as the construction of upgraded surface infrastructure. The new SAG mill

replaces the existing ball mill within the processing circuit and is expected to double annual throughput to approximately 1.4 million tonnes of ore, up from the current 700,000 tonnes once ramp-up is completed.

Beyond capacity expansion, the new milling system is designed to improve the plant’s ability to process harder ore types, which are expected to become more prevalent as mining progresses to deeper levels. With commissioning complete, the RP2.0 circuit will run as a fully integrated system, incorporating paste fill and water treatment facilities alongside expanded flotation circuits, including a new zinc processing stream, as well as enhanced thickening and filtration capacity. Collectively, these upgrades are expected to extend the mine’s economic life, improve overall resource utilisation, and reinforce the operation’s position as a long-life base metals asset in Namibia.

Namibia’s mining sector is widely regarded as a cornerstone of the national economy, making a substantial contribution to GDP while continuing to attract significant foreign direct investment. The country has set up itself as a leading global producer of key minerals and precious metals, including diamonds, uranium, gold, zinc, and copper. This diversified mineral base has positioned Namibia as an important player within global commodity supply chains. Beyond its economic output, the mining industry plays a critical social role by generating extensive employment opportunities across the country, providing direct and indirect livelihoods for a sizable part of the population.

In addition, the sector contributes meaningfully to public finances through corporate taxation, royalties, and export-related revenues. These funds are often channelled into national and local development initiatives, in-

cluding education, healthcare, and community infrastructure projects. In many regions, mining-led investment has also functioned as a catalyst for broader infrastructure development, supporting improvements in transport networks, ports, energy systems, and essential utilities helping both industry and local communities alike.

NAMIBIA’S MINING SECTOR IS WIDELY REGARDED AS A CORNERSTONE OF THE NATIONAL ECONOMY, MAKING A SUBSTANTIAL CONTRIBUTION TO GDP

Given the economy’s reliance on mining, the Namibian government has increasingly focused on strategies to ensure the long-term resilience and competitiveness of the sector.

This includes strengthening sustainability frameworks and embedding environmental, social, and governance (ESG) principles into regulatory and operational standards, reflecting a global shift toward more responsible resource development.

However, the sector continues to face structural challenges, including commodity price volatility and the ongoing need to develop a highly skilled workforce capable of supporting increasingly complex mining operations. To address these issues, targeted policy measures such as Namibia’s Minerals Policy are being implemented alongside national skills development programmes and strengthened partnerships with educational institutions aimed at building local technical capacity.

Within this evolving landscape, Rosh Pinah Zinc runs as a key participant in the country’s mining ecosystem. As a zinc-focused producer, its role extends beyond economic contribution, reinforcing Namibia’s position as a stable and resource-rich area within the global mining sector.

The asset is run by Trevali, which holds a 90% interest, while the remaining stake is retained by Namibian broad-based empowerment groups alongside an Employee Empowerment Participation Scheme (EEPS). Trevali initially acquired an 80% interest in the mine from Glencore in August 2017, subsequently increasing its ownership position to 90% in 2018. An expansion pre-feasibility study (PFS), pub-

lished in August 2020, outlined plans to significantly increase the mine’s production capacity by approximately 86%, from 0.7 million tonnes per annum (Mtpa) to 1.3 Mtpa. The proposed development was estimated to require investment of around £70 million (approximately $93 million), reflecting a major step-change in the operation’s long-term growth strategy.

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

“Throughout periods of transition, RPZ has consistently produced high-grade zinc and lead concentrates, making a meaningful contribution to Namibia’s export earnings and local economic development,” says Alex Mayrick, General Manager at RPZ.

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

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

Partner Focus Access World

Access World is a leading global provider of integrated logistics, warehousing and supply chain solutions, with more than 90 years of industry experience and operations spanning over 30 countries across Africa, Asia Pacific, Europe, the Middle East and the Americas. Since 1933, we have built a reputation for delivering reliable, flexible and innovative logistics solutions that connect producers, manufacturers and traders with global markets through tailored end-to-end supply chain services.

At the heart of our business is an extensive network of strategically located warehousing facilities, including London Metal Exchange (LME) and Chicago Mercantile Exchange (CME) registered warehouses. These internationally recognised facilities provide secure, compliant storage for exchange-traded commodities while supporting customers with inventory management, warrant handling and value-added warehousing solutions. Our specialist expertise in commodity logistics has made Access World a trusted partner for businesses operating across global metals and commodity markets.

Our comprehensive service offering includes commodity and physical warehousing, exchange warehousing, port and terminal operations, cargo handling, stevedoring, customs brokerage and customs clearance, road, rail, ocean and multimodal transport, freight forwarding, breakbulk and containerised shipping, project logistics, heavy-lift and out-of-gauge cargo management, vessel chartering, inventory

management, cargo surveying, route surveys, lifting and offloading, material cleaning, blending, cutting, reconditioning, packing, repacking and other specialised value-added logistics services. Whether transporting a single shipment or managing a complex international supply chain, our experienced teams deliver solutions that are efficient, safe and tailored to each customer’s unique operational requirements.

Access World serves a diverse range of industries, including metals and minerals, renewable energy, chemicals, oil and gas, soft commodities, agriculture, forestry products, paper and pulp, battery materials, industrial raw materials, manufacturing and large-scale infrastructure and energy projects. Through Access World Projects, our specialist project logistics division, we provide complete turnkey logistics solutions for complex cargo movements, including feasibility studies, engineering support, route planning, specialist transport, on-site logistics coordination and end-to-end project execution for some of the world’s most demanding industries.

Driven by operational excellence, safety, sustainability and innovation, Access World combines global reach with local expertise to deliver dependable logistics solutions that create value throughout the supply chain. By building long-term partnerships and continuously investing in our people, infrastructure and technology, we help customers overcome complex logistics challenges with confidence, efficiency and precision.

At the forefront of one of Namibia’s largest zinc mining operations, Mayrick is quick to emphasise the metal’s importance across a diverse range of industries.

“Zinc’s primary application is galvanisation, where it is used to coat steel and protect it from corrosion, making it essential for construction and infrastructure projects,” he says.

Its versatility extends well beyond this, however. Zinc is a key ingredient in alloys such as brass and is used to manufacture die-cast

components found in everything from household appliances to vehicles, making it a critical material for modern manufacturing.

The metal also plays a key role in healthcare and agriculture. As an essential dietary supplement, zinc supports human health, while its use as a micronutrient in fertilisers helps improve soil quality and increase agricultural productivity.

“It also plays a key role in battery technologies, including alkaline and zinc-air batteries, as

well as in the production of zinc oxide, which is used in products ranging from rubber and paints to cosmetics and sunscreens,” Mayrick notes. RPZ’s orebody is also rich in lead and silver, providing added value through a diverse suite of commercially important minerals.

Lead stays indispensable in energy storage, particularly in conventional automotive batteries, while its density makes it highly effective for radiation shielding in medical and nuclear environments. It also continues to be

used in specialist applications such as cable sheathing, solder and industrial counterweights.

Meanwhile, silver recovered as a by-product of the operation has become increasingly important beyond its status as a precious metal. Its outstanding electrical conductivity and chemical properties make it an essential material for electronics, solar panels and other clean energy technologies. As the global energy transition gathers pace, demand for silver continues to rise, further enhancing

the long-term value of RPZ’s multi-mineral resource base.

Looking ahead, Rosh Pinah Zinc’s future is centred on increasing production, extending the life of the mine and strengthening its position as a key supplier of critical minerals to global markets. The company’s ongoing expansion is expected to unlock greater efficiencies and boost annual output, enabling it to meet rising demand for zinc while enhancing the economic contribution of the operation to Namibia. At the same time, continued in-

vestment in exploration and resource development aims to maximise the value of the existing orebody and identify opportunities for further growth.

As global industries accelerate the transition towards cleaner energy, resilient infrastructure and advanced manufacturing, demand for zinc is projected to remain strong. Combined with the growing importance of silver in renewable energy technologies and lead in energy storage applications, this places Rosh Pinah Zinc in a favourable position to supply minerals that are increasingly vital to the global economy.

Beyond production, the company is expected to continue prioritising responsible mining practices, environmental stewardship and meaningful community development. By investing in local employment, skills development and long-term partnerships, Rosh Pinah Zinc aims to ensure that the benefits of its operations extend well beyond the mine itself, creating lasting value for employees, surrounding communities and Namibia’s broader economy. With a strong resource base, modernised operations and a clear growth strategy, Rosh Pinah Zinc is well positioned to remain one of southern Africa’s leading zinc producers for years to come.

FIND OUT MORE ABOUT ROSH PINAH ZINC

ASANTE CORPORATION

ASANTE GOLD CORPORATION

ASANTE GOLD CORPORATION

REDEFINING GOLD MINING IN GHANA

Project by: Malvern Kandemwa

Words

by:

Michelle Duncan

Building a modern gold powerhouse through transformation, sustainability, and strategic growth

Asante Gold Corporation is fast establishing itself as a transformative force within West Africa’s mining sector. Operating in one of the world’s most prolific gold regions, the company is redefining how gold assets are developed, optimised, and sustained in Ghana, a nation long recognised as a cornerstone of global gold production.

Since its inception in 2021, Asante has rapidly risen to prominence

by revitalising underperforming and neglected assets into high-performing gold production hubs. Its strategic footprint across the Bibiani and Ashanti Gold Belts reflects a powerful combination of Ghana’s rich mining heritage and its significant untapped potential.

A defining feature of Asante’s approach is its deep-rooted connection to Ghana. With approximately 45% local ownership, the company fosters strong national alignment, reinforcing both stakeholder confidence and community support. This commitment extends beyond ownership into a broader focus on sustainable mining practices and meaningful community engagement, ensuring its operations deliver long-term environmental and socio-economic value.

Asante’s expanding portfolio including the Bibiani, Chirano, and Kubi Gold Mines, together with an active exploration pipeline positions the company to capitalise on Ghana’s vast mineral wealth. Backed by an experienced leadership team that has collectively developed more than 24 million ounces of gold resources in the country, Asante combines technical ability with strategic vision to manage the demands of modern mining.

Through this integrated approach, the company is not only driving production growth but also shaping a more sustainable and forward-looking future for gold mining in Ghana.

Asante acquired the asset with a clear understanding of both its potential and its challeng-

es: a 3-million-tonne-per-year processing plant, a substantial resource base, and a local community understandably cautious after years of underperformance. The first phase was deliberately straightforward: refurbish the plant, restart open-pit mining, and return to gold production. First gold was successfully poured in mid-2022, with commercial production achieved later that same year marking a decisive return to operational stability.

Building on this progress, Asante Gold Corporation expanded its portfolio by buying more assets, strengthening its presence in Ghana. This strategy supported a robust production profile, with output reaching approximately 220,000 ounces in 2023 and generating meaningful economic benefits at both local and national levels.

However, it is in the second phase of its strategy that Asante’s vision

truly takes shape. Rather than operating Bibiani in isolation, the company has introduced the concept of a “Bibiani–Chirano corridor” a fully integrated mining strategy that connects two major assets through shared infrastructure, unified technical expertise, and coordinated production planning.

The corridor strategy is intended to deliver greater scale and efficiency, with combined pro-

duction targeted at more than 500,000 ounces a year by the latter part of the decade. Bibiani is expected to contribute over 250,000 ounces annually once the sulphide processing plant is fully optimised and underground operations reach full capacity.

“Our plan is for Bibiani and Chirano together to deliver more than half a million ounces annually by 2028.” For an asset that only recently appeared from care and maintenance, this is a bold and strategic redefinition of its role within Ghana’s gold sector.

On the ground, that transformation is already visible. Standing at the crest of the Main Pit, the scale of activity is unmistakable: expanded pit walls, deepened benches carved with precision, and a constant rhythm of operations driving output forward. Nearby, the Russel Pit found a few kilometres away adds to the momentum, supplying a steady flow of ore to the processing plant.

What began as a cautious oxide restart has rapidly evolved into a multi-pit, multi-phase mining operation, underpinned by longterm planning, operational discipline, and a clear ambition to position Bibiani as a cornerstone asset within a broader, integrated gold production corridor.

The surface transformation at Bibiani tells only part of the story. The more defining question for an asset of this scale is what comes next once the limits of open-pit expansion are reached. For Asante Gold Corporation, the answer lies beneath the surface

in a carefully structured underground development strategy.

At the centre of this next phase is a Definitive Feasibility Study (DFS) that outlines a seven-year underground operation extending below the existing pits. Engineers and technical consultants have found close to 12 million tonnes of ore at attractive grades, to be extracted using a combination of mechanised long-hole stooping and cut-and-fill mining methods. Access will be set up via declines integrated into the geometry of the Main and Walsh orebodies, creating a seamless transition between surface and subsurface operations.

OUR PLAN IS FOR BIBIANI AND CHIRANO TOGETHER TO DELIVER MORE THAN HALF A MILLION OUNCES ANNUALLY BY 2028

Importantly, the strategy builds on existing underground infrastructure rather than starting from nothing, upgrading and extending established access points. This brownfield approach reduces capital costs and shortens development timelines, strengthening the project’s economic case.

“We’ve confirmed the potential for an underground operation with an initial life of about seven years. The intent is for underground tonnes to overlap with open-pit production, so the plant never has to run half-full.” This production overlap is central to

keeping consistent throughput at the processing plant, ensuring operational continuity and maximising asset utilisation.

Supporting this strategy is a network of experienced technical partners. Knight Piésold brings specialist ability in tailings management and water systems, enabling the site to accommodate increased volumes and the added complexity of underground dewatering. Geodrill has played a key role in the definition drilling programme, converting resources into mineable reserves with greater certainty. Meanwhile, Rocksure International is already active on-site, contributing local ability and expanding its capabilities to support underground operations marking an important shift towards greater in-country participation.

From a planning perspective, the underground mine aligns closely with the life cycle of the open pits. As surface grades begin to decline, underground stoopes are expected to come online, sustaining feed to the expanded processing plant. On paper, the integration is seamless balancing grade, tonnage, and timing to keep steady production levels.

In practice, however, execution will be critical. The success of this transition will depend on precision at every stage, with progress measured in metres rather than milestones. It is here, in the careful coordination between open-pit depletion and underground ramp-up, that Bibiani’s long-term reinvention will ultimately be defined.

THE SULPHIDE PLANT:

REWIRING THE METALLURGY

If the open pit defines Bibiani’s scale, the sulphide plant defines its future economics. Less visible but far more consequential, this is where Asante Gold Corporation is fundamentally reshaping the mine’s long-term value.

Under earlier ownership, the processing plant was primarily optimised for oxide ore. While deeper sulphide material could be treated, recoveries were modest, limiting both efficiency and the economic case for mining at depth. Asante has taken a more ambitious approach: upgrading and expanding the circuit to process up to 4 million tonnes per year of harder sulphide ore, targeting recovery rates in the low 90% range.

Delivering this transformation within an operating mine has needed precision execution. Civil works and structural installa-

tions were conducted within a constrained footprint alongside the existing mill. Key upgrades include the installation of a pebble crusher, reconfiguration of crushing stages, and enhancements to carbon-in-leach (CIL) and elution circuits. Critically, these tie-ins have been phased to minimise operational downtime often requiring night work and tightly coordinated shutdown windows. Behind this effort is a network of specialist partners whose contributions are essential, if largely unseen. Weir Ghana supplies critical pumps, cyclones, and wear components that enable sustained high-throughput processing. Harlequin International provides fabrication and mechanical repair support, ensuring that plant upgrades translate into reliable, day-today performance. In a hard-rock processing environment, these partners often are the difference between theoretical design capacity and operational reality.

INFRASTRUCTURE UNLOCK: REROUTING FOR GROWTH

Modern mining extends far beyond the pit and plant and at Bibiani, one of the most strategically significant developments is a public infrastructure project.

Historically, the Bibiani–Goaso highway ran along the edge of the mining lease, effectively constraining the long-term expansion of the Main Pit. Rather than accepting this limitation, Asante worked in close coordination with Ghanaian authorities to reroute a section of the road creating a new alignment that unlocks critical ground for future cutbacks.

On paper, the rerouting is a straightforward adjustment. In practice, it is a complex, multi-layered undertaking: local survey teams mapping new corridors, heavy machinery carving out the route, drainage systems redesigned to withstand

tropical conditions, and detailed traffic management plans to ensure continuity for local businesses and commuters.

Equally important has been community engagement. Extensive consultations have had to communicate the rationale for the relocation, address concerns, and ensure that the new route meets the needs of those who rely on it daily. For local traders and residents, the change will reshape movement patterns. For the mine, however, it is a pivotal enabler; without it, the expansion of the Main Pit would remain constrained, and long-term production targets would be difficult to achieve.

The project sits at the intersection of public infrastructure and private investment, illustrating how Asante’s corridor strategy extends beyond operational boundaries to deliver broader economic and social impact.

Yellow Power

International Precision without Compromise

Yellow Power International (YPI) is a specialized mining contracting firm operating throughout West Africa, providing comprehensive contractor mining services to some of the region’s most challenging mining environments. Established on the principles of operational excellence, technical precision, and an unwavering commitment to safety, YPI has earned a reputation as a reliable partner for mining companies, project developers, and resource owners who seek consistent and effective results.

With presence in the region, YPI combines extensive international mining expertise with a profound understanding of the West African operational landscape. The company positions itself not merely as a service provider but as a strategic partner integral to the success of each project it undertakes.

“We do not merely fulfill contractual obligations; we assume responsibility for the results. The success of our clients directly contributes to the advancement of West Africa’s mining sector.”

YPI’s service portfolio encompasses contract mining, drilling and blasting, ore re-handling, exploration drilling, tailings storage facility

(TSF) construction, haul road construction, and underground haulage. Each service is executed utilizing modern, well-maintained equipment and skilled personnel. All operations are supported by rigorous health, safety, and environmental (HSE) protocols that comply with both international best practices and local regulatory standards.

What sets YPI apart in a competitive market is not solely its technical expertise, but rather its operational agility. The organization is designed to mobilize swiftly, adjust its scale in response to evolving project requirements, and maintain consistent quality across diverse environments and conditions. YPI upholds standards of professionalism and precision.

Founded in 2017, by Mr. Emmanuel Ganu. YPI has established a significant operational footprint across Ghana, Côte d’Ivoire, Mali, Burkina Faso, and Canada. The company manages a fleet of over 400 heavy machinery units and employs more than 1,000 personnel. To date, YPI has successfully completed over 32 projects for esteemed clients, including Ashanti Gold Limited, Golden Star Resources and Perseus Mining Ghana and Cote d’Ivoire.

As the mining sector in West Africa increasingly draws substantial investment and global interest, Yellow Power International is poised to take any forthcoming projects with the reliability, expertise, and local insights that only a regionally established contractor can provide.

A DEFINING PHASE OF GROWTH

As Asante Gold Corporation moves forward, it enters a decisive phase in its evolution. With two cornerstone assets, a clearly defined growth strategy, and a firm commitment to sustainability, the company is positioning itself as a leading force in Africa’s gold mining sector.

Its trajectory reflects a broader transformation within the industry where success is no longer measured solely by output, but by the ability to balance operational performance with environmental responsibility, community engagement, and long-term value creation.

CYCLECT GROUP

CYCLECT GROUP

CYCLECT GROUP DELIVERING SMART SUSTAINABLE SOLUTIONS ACROSS INDUSTRIES

Project

by:

Malvern Kandemwa

Words by: Michelle Duncan

Melvin Tan is the Group Managing Director of Cyclect Group, a prominent provider of integrated engineering solutions with a focus on electrical, mechanical, and infrastructure services. Founded in 1944, Cyclect has developed a strong reputation for delivering

quality services and innovative solutions across various sectors, including construction, marine, oil and gas, and renewable energy. Under Melvin’s leadership, the company has embraced growth and transformation, positioning itself as a leader in engineering and technology services.

Cyclect operates as a multidisciplinary engineering company, offering a wide range of services such as mechanical and electri-

cal engineering, energy management, systems integration, and maintenance services. Their core competencies are deeply rooted in electrical installations, plant maintenance, and system upgrades, especially for industries like pharmaceuticals, data centres, and marine.

The company has been able to expand its offerings to more complex, technology-driven solutions. They also work on energy audits and management systems to help

Melvin Tan, Group Managing Director, Cyclect

industries optimise their power consumption. Cyclect’s electrical experts have contributed to the development of iconic landmarks such as Gardens by the Bay, the Marina Bay Sands Resort, and the Singapore Grand Prix. In recent years, the company has successfully diversified into emerging fields like robotics, renewable energy, and cybersecurity, leading to significant growth and expanding its capabilities in cutting-edge industries.

One of Cyclect’s key strengths is its ability to provide tailored solutions to niche industries. Its diversified range of services extends to marine and offshore engineering, infrastructure projects, and the design and building of mission-critical facilities.

Melvin Tan represents the third generation of the Tan family to lead Cyclect, which started as a small machinery repair workshop during the Japanese occupation

of Singapore in 1943. He joined the company as a trainee in 1997, during a time when its core business focused primarily on ship repairs. Under his leadership, Cyclect has grown significantly, and today, the company employs around 700 people and operates in nine countries, reflecting its transformation into a global engineering solutions provider.

Our purpose is to unlock the extraordinary potential of light for brighter lives and a better world.

Signify is the number #1 lighting company in the world, leading the industry worldwide in LED and connected lighting for professionals and consumers. We deliver intelligent, energy-efficient solutions that make businesses more productive and make people’s lives safer and more comfortable.

Ultra efficient LED luminaires

Save up to 50% energy compared to standard LED alternatives.

Signify is the Official Lighting Partner of Mercedes-AMG PETRONAS F1 Team

lighting Harness power of sun to reduce carbon footprint.

A secure, scalable IoT platform that collects insights to optimize energy savings.

Partner focus:

Signify

Signify, a global leader in lighting, has partnered with Cyclect to promote sustainability through solar energy and connected lighting solutions. This collaboration aligns with Signify’s climate transition plan to achieve net-zero carbon emissions by 2040, showcasing commitment to innovative, eco-friendly practices.

Together, Signify and Cyclect are transforming the energy landscape by implementing advanced solar power systems, which reduce energy costs and significantly lower emissions. Jitender Khurana, General Manager, Systems and Services, Asia Pacific at Signify, emphasises the value of the partnership: “Our collaboration with Cyclect enables us to combine our expertise in lighting and energy management with their deep knowledge of engineering solutions. Together, we’re empowering organisations to meet their sustainability goals.”

The partnership also includes Signify’s Interact, a revolutionising smart lighting solution, that helps businesses reduce energy consumption and improve productivity, through advanced sensors and real-time data insights. The solution is implemented in commercial and industrial operations, setting new standards in energy efficiency and sustainability. Supporting these efforts, Signify’s ultra-efficient LED product line reinforces their dedication to sustainable development.

Jitender adds: “The system’s powerful data and analytics capabilities enable businesses to monitor, analyse, and report their lighting usage, energy savings, occupancy patterns and benefit from remote management and predictive management capabilities. By integrating Interact with Cyclect’s engineering capabilities, we create seamless, intelligent lighting systems that deliver an attractive return on investment”

Together, Signify and Cyclect are paving the way for a more sustainable future, proving that innovation and partnership are vital in tackling climate change and achieving impactful results.

INFRASTRUCTURE UPGRADES

Cyclect has consistently invested in modernising its infrastructure to better meet the demands of a rapidly evolving industrial landscape. This has included upgrading its engineering facilities, adopting new tools, and incorporating advanced software for more accurate project planning and execution. These upgrades have allowed the company to boost productivity, lower project completion times, and offer more efficient solutions to its clients.

For instance, Cyclect has incorporated state-of-the-art technologies in their testing and commissioning processes, ensuring that all projects meet the highest standards of safety and efficiency. The company has also enhanced its digital capabilities, utilising cloud-based management systems and predictive maintenance technologies that allow them to proactively manage complex infrastructure.

Melvin Tan is actively leveraging Cyclect’s strengths in the battle to decarbonize, a key focus for the company in the face of growing sustainability demands. Every major project Cyclect undertakes now includes a robust set of sustainability Key Performance Indicators (KPIs), and the company is well-positioned to meet them.

Melvin highlights Cyclect’s expertise in heat recovery and electrical engineering, which has enabled them to assist large manufacturing facilities in reducing waste and generating energy, ultimate-

ly helping to lower carbon emissions. Over the past decade, these efforts have resulted in significant carbon savings, with some plants reducing their CO2 output by hundreds of tonnes annually.

Sustainability, as Melvin emphasises, must also align with responsibility. For Cyclect, this means ensuring that ethical considerations are woven into every part of the business, including supply chain management. The company takes care to scrutinise where products are sourced from, making sure they are not linked to unethical practices, such as forced or slave labour.

Under his leadership, Cyclect has strategically partnered with international firms to expand its reach and technological capa-

bilities. These partnerships have been crucial for tapping into global expertise, enabling the company to offer advanced solutions and stay ahead in a competitive industry. Some of these collaborations have been with technology providers, research institutions, and global engineering companies, which provide Cyclect access to cutting-edge technologies and practices.

By forming alliances with other engineering companies, Cyclect has been able to undertake large-scale projects in areas such as renewable energy and smart city infrastructure. These partnerships have also been pivotal in expanding Cyclect’s operations beyond Singapore to other regions in Southeast Asia, broadening its market base.

ENHANCED CONNECTIVITY

Melvin Tan sees the Internet of Things (IoT) as one of the most promising areas for growth, with increasing connectivity across devices and systems. “Everything is connected, from the lights in our homes to our phones and cars,” he explains. Melvin himself drives an electric vehicle linked to his phone and office, a testament to how interconnected our lives are becoming. He believes that this trend will only continue, with more everyday objects integrating into expansive data networks. Cyclect is investing in this space to explore how these connections

will evolve and create new opportunities, knowing that many more elements will be added to this digital ecosystem.

Cybersecurity, in particular, stands out as a critical component of this future. Melvin identifies a significant gap in the market for protecting both individuals and corporations from cyber threats like malware and hackers. To address this, Cyclect has partnered with BDATA, an innovative Canadian startup, to develop cutting-edge cybersecurity solutions. These applications are designed to safeguard manufacturing facilities, critical infrastructure, and military assets. BDATA’s

technology is already being used in high-stakes environments, including military drones, autonomous mining operations, pipelines, power plants, and water treatment plants, helping to prevent potentially devastating attacks on essential infrastructure.

Melvin Tan’s strategic vision for Cyclect over the next few years revolves around the “three Ds”: digitalization, development of skills, and diversification. These key pillars are designed to position the company for longterm growth and resilience in an evolving business environment.

1. DIGITALIZATION

Melvin sees digitalization as a transformative force impacting all aspects of business. For Cyclect, it represents a significant opportunity, especially as digital systems require power and robust cybersecurity measures. The rise of remote working and the need for remote facility control have created demand for advanced digital tools. Melvin emphasises that even traditionally manpower-intensive tasks, like maintenance, are being transformed by technologies such as cameras and artificial intelligence. These systems can now detect issues like broken glass, fire, smoke,

or security breaches, automating processes and improving safety.

Cyclect’s digital transformation goes beyond conventional customer relationship management (CRM) and enterprise resource planning (ERP) systems. The company is embracing data analytics to anticipate equipment failures and optimise operations, which will further enhance productivity and efficiency.

Moreso, they made strides in the development of robotic technologies, specifically to improve operations in sectors like hospitality.

The company has created robotic systems that work alongside humans to streamline hotel banquet operations, reducing costs and minimising the need for manpower. These robots enable one person to handle the workload of four, lightening the burden of heavy lifting and improving overall efficiency. This innovation reflects Cyclect’s commitment to integrating automation and robotics into its services to better serve industries facing labour shortages and rising manpower costs.

2. DEVELOPMENT OF SKILLS

The second “D” focuses on the development of skills within the workforce. With the cost of manpower increasing, Cyclect recognizes the importance of training and retaining skilled employees to boost productivity and stay competitive. The company invests in upskilling its staff, ensuring they are equipped with the latest knowledge and capabilities, particularly in digital technologies and advanced engineering processes. This approach not only enhances employee retention but also ensures that Cyclect remains at the forefront of industry trends.

3. DIVERSIFICATION

Lastly, diversification plays a crucial role in Melvin’s strategic plan. Cyclect is actively expanding its offerings into new industries and technologies, such as cybersecurity, renewable energy, and robotics. By diversifying its portfolio, the company is better able to weather economic shifts and seize new opportunities in fast-growing sectors. This broadening of scope aligns with Melvin’s belief that innovation and flexibility are key to sustaining the company’s growth.

Together, these “three Ds” form the backbone of Cyclect’s future strategy, ensuring the company remains agile, competitive, and innovative in a rapidly changing world.