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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
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SHIP-SHAPE SOLUTIONS
Welcome to our seventh edition of Manufacturing Outlook magazine.
Plain sailing on this issue’s front cover is Cruisers Yachts, whose rich boat-building heritage dates back over 70 years.
In that time, the company has evolved into the home of multi-milliondollar luxury yachts – each model crafted with industry-leading design, manufacturing, and amenities.
As a yacht builder, Cruisers Yachts’ goal is to provide its customers with a wonderful boating experience at all times.
“We’re excited by the challenge of creating unique solutions for clients with each of our vessels,” says Josh Delforge, Vice President of Engineering and Operations.
Equally, a number of industry-first semi-trailer solutions have been pioneered by SDC Trailers (SDC) for the modern-day transport operator.
Europe’s leading manufacturer of bespoke semi-trailers understands the importance of maximising performance, with each trailer designed and manufactured to benefit customer operations.
“At SDC, the core of our operations is driven by our philosophy to understand our customers’ businesses and their logistic requirements, tailoring a solution to meet their needs,” sets out President, Paul Bratton.
The overall aim of PMB Defence (PMB), meanwhile, is to assist customers in maximising the overall performance of their batteries and, therefore, their submarines.
A world-leading defence manufacturer, PMB specialises in submarine battery systems and associated products and services, with its current customer base including naval forces across Australia, the UK, Canada, and Sweden.
Its main products include main storage batteries for conventional submarines, back-up batteries for nuclear submarines, battery management systems, technical support, and sustainment services.
“Our single focus has been the submarine domain. This makes us unusual as most entities that supply submarine battery systems focus on the wider battery market,” informs CEO, Stephen Faulkner.
This issue’s fleet is complete with corporate stories from Lippert EMEA, the Space Industry Association of Australia, the Slovak Electric Vehicle Association, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
NORTH AMERICA
72 Cruisers Yachts
Handcrafted American Legacy
Unrivalled boat-building brilliance
EUROPE & MIDDLE EAST
84 SDC Trailers
Trailblazers in Trailers
Meeting the specific needs of commercial vehicle operators
102 Lippert EMEA
Passion for Premium Caravanning
An innovative product portfolio and drive for diversification
ASIA PACIFIC
112 PMB Defence
Sublime Subsea Capabilities
Superior battery systems for world-class submarines
120
120 Kongsberg Defence
Australia
A New Dawn for Defence State-of-the-art missile manufacturing and maintenance
126 Cosmax Indonesia
At the Core of Asian Cosmetics Indonesia’s undisputed cosmetics leader
AFRICA
134 Milkor
Pioneers in Productive Provisions Visionary turnkey defence solutions
EUROPE & MIDDLE EAST
TOILET PAPER MANUFACTURERS ON A ROLL
IN ORDER TO drive growth and bolster sustainability ambitions, eco-friendly toilet roll manufacturer Nova Tissue has invested in new, state-of-the-art machinery to enhance operations.
Annually, the UK company produces and packages approximately 68 million rolls of toilet and kitchen paper. It has now utilised a £1 million asset finance package from Lloyds Bank to purchase the new OM1 Bundler and Rewinder Line, which are boosting production capacity by 25 percent and minimising the amount of plastic packaging used.
Following this investment, the company is expanding its commercial relationship with a major UK supermarket brand alongside targeting a £2 million increase in turnover for the coming year.
AFRICA
BOLSTERING RWANDA’S VACCINATION PRODUCTION
RWANDA’S MINISTER OF Health, Dr Sabin Nsanzimana, has officiated the launch of TKMD, the country’s auto-disable syringe manufacturing facility established in partnership with the Gates Foundation.
In addition to manufacturing up to
EUROPE & MIDDLE EAST
SMES ANTICIPATING MANUFACTURING SKILLS GAP
A 2025 REPORT discussing the skills and recruitment outlook of small and medium-sized enterprises (SMEs) in England highlights how approximately 92 percent of businesses in the manufacturing sector are forecasting a major skills gap, with a third at entry level.
The Skills Horizon Barometer – launched by the Skills for Life campaign – has additionally found that 38 percent of SMEs in the industry have observed a skills gap in specialist areas.
To address this, many companies are looking to train their staff in artificial intelligence (AI) or recruit those who already have knowledge in the field.
one million syringes daily, the facility is set to play a crucial role in creating local jobs and fostering sustainable operations within the community.
Located in the Rwamagana district, it is pre-qualified through the World Health Organisation (WHO), and the syringes – designed to be automatically disabled after one use – will be supplied to UNICEF for vaccination initiatives across Africa.
AUTO PRICES TO SKYROCKET WITH NEW TARIFFS
AS A DIRECT result of President Trump’s recently introduced 25 percent auto tariffs, the prices of both new and used vehicles in the US are anticipated to notably increase in the coming year.
Automakers have responded to this news in a variety of ways, with domestic manufacturers, such as Ford and Stellantis, announcing temporary deals for employee pricing, whilst others, including Jaguar Land Rover, have ceased shipments to the nation altogether.
In addition to the tariffs, upcoming 25 percent levies on auto parts will add thousands of US dollars to the costs of imported and domestic vehicles.
DRAGONS’
DEN TITAN GUIDES NORFOLK BUSINESS
JJB CORPORATION – a lean manufacturing business based in Norfolk, UK – is one of seven SMEs to receive hands-on advice from Deborah Meaden, the famous business guru often featured on hit UK TV show Dragons’ Den. This business opportunity was launched by NESCAFÉ® by Nestlé
Professional to provide practical support to various SMEs. The interaction was filmed for a threeepisode series called Let’s Partner Up for Good, focusing on workplace well-being.
The Norfolk-based company designs and manufactures sheet metal for home, garden, business, and industrial use and discussed with Meaden the importance of empathy and productivity in a working environment.
THE RISE OF MANUFACTURING BILLIONAIRES
ACCORDING TO A list from Knight Frank’s Wealth Report, the highest number of billionaires in the last decade stemmed directly from the manufacturing sector.
Highlighting the top 10 industries that produced the most billionaires between 2014 and 2024, the list specifies that manufacturing leads the way with 509 new plutocrats, influenced greatly by recent global industrial expansion.
The report notes that rapid advancements in technology, changing consumer behaviours, and a shift in global economies have shaped the current financial landscape, making certain sectors more lucrative than ever before.
BICYCLE PRODUCERS GEAR UP FOR GROWTH
WITH E-BIKES AND the global push for sustainability driving market expansion, Asia’s bicycle manufacturing sector is anticipating a spur in activity due to technological advancements and a focus on green transportation alternatives.
These new technologies encourage manufacturing companies to innovate, fuelling the industry’s growth via e-bikes, smart cycling devices, and AIdriven sports technology.
Taipei Cycle 2025, organised by the Taiwan External Trade Development Council (TAITRA), featured nearly 1,000 exhibitors and over 3,000 international buyers from 82 countries. The event highlighted the effects of carbon emissions, positioning the bicycle as a prime solution to pollution and global warming.
Easing EPR Challenges
Claire Davies, Head of Producer Compliance at Biffa, discusses the impact of recent extended producer responsibility legislation and how businesses can address these updates with confidence and save money in the long run
Writer: Claire Davies, Head of Producer Compliance, Biffa
Extended producer responsibility (EPR) is one of the most complex pieces of legislation within the UK government’s Resources and Waste Strategy.
Whilst other initiatives – such as the Deposit Return Scheme and Simpler Recycling – follow clearer implementation plans, many businesses remain uncertain about how to navigate EPR effectively.
At its core, EPR shifts the financial responsibility for packaging waste from taxpayers to the companies – or ‘producers’ – that introduce packaging materials to the UK market. Under the scheme, businesses must collect and report detailed data on their packaging usage, which is then used to calculate household waste
management fees. These fees will be modulated based on recyclability, as determined by the Recycling Assessment Methodology (RAM) –meaning more sustainable packaging will result in lower costs.
WHAT DOES THIS MEAN FOR BUSINESSES?
The biggest challenge for producers is reporting. Previously, businesses only needed to submit waste data once a year. Under EPR, large businesses must now report bi-annually, with the first submissions having started in 2023. Smaller producers were required to report annually from April 2024.
The level of detail required has also increased – businesses must
now report specific materials, weights, and packaging types. From 2025, producer fees will come into effect, though final details were expected in July 2024. These fees will be modulated based on the environmental impact of packaging materials, creating a financial incentive for businesses to adopt more sustainable packaging solutions.
EPR is designed to encourage businesses to rethink packaging design, ensuring materials are both environmentally friendly and costefficient. However, as the financial responsibility for packaging waste shifts to producers, businesses must now factor these additional costs into their budgets.
oversees EPR and waste electrical and electronic equipment (WEEE).
Claire Davies, Head of Producer Compliance at Biffa,
With over 17 years of experience dealing with most aspects of producer compliance, Davies specialises in data accuracy, compliance management, packaging recovery note (PRN) procurement, and technical knowledge, ensuring regulatory adherence and account management.
HOW TO REDUCE EPR COSTS –ACT NOW
The best step manufacturers can take right now to ease the impact of EPR is to work with a compliance partner. Your partner will have a team of dedicated experts who can take on reporting duties for you; they’ll be clued up on the regulations and be able to offer advice that will save your business money in the long run.
Getting your data and reports reviewed by an expert will open up opportunities for efficiencies and optimisations to be made that will reduce the financial burden of EPR
whilst supporting your organisation in achieving its sustainability goals.
Partnering with a dedicated compliance team will also help you avoid the risk of non-compliance. EPR regulations have already become law, so failing to report on your packaging data and pay modulated fees later this year carries serious risks.
A compliance partner also ensures businesses stay ahead of regulatory updates, such as changes to RAM assessments, and helps implement long-term sustainability strategies that reduce costs and improve environmental impact.
Finally, get clued up on the legislation and what it means for your business. This year is the perfect time to plan for the higher costs the regulations will incur and switch your packaging to recyclable materials once your data is properly tracked. Read Biffa’s Practical Guide to EPR and the government’s complete guidance to remove the risk of continued confusion.
To support manufacturers with EPR and other upcoming legislative changes and mitigate the costs incurred, we at Biffa have released a new whitepaper – ‘What if you could unlock value from manufacturing waste?’ –to coincide with the launch of a refreshed Manufacturing Waste Solutions proposition.
The guide advises manufacturers on unlocking value from waste to achieve sustainability and commercial goals amid the sector’s pressures and examines the lifecycle of manufacturing waste, from design to disposal.
ADVANCING LOCAL DEFENCE CAPABILITIES
Celebrating 50 years in the United Arab Emirates, we learn how Lockheed Martin Middle East has been instrumental in ensuring regional defence stability and prioritising local production. Gen. John ‘Mick’ Nicholson, Chief Executive, discusses Writer: Lucy Pilgrim
In recent decades, the Middle East’s defence manufacturing sector has experienced a profound shift from dependence on imported products to building its own advanced capabilities.
This is particularly apparent as the industry continues to navigate an increasingly complex landscape shaped by global conflicts, changing security priorities, and rapid technological advancements.
As such, the region’s government bodies are adopting a dual approach, strengthening defence capabilities whilst ensuring industry investments contribute to local economic development.
This involves creating jobs, expanding educational opportunities, and building Indigenous industrial expertise.
“Lockheed Martin Middle East (Lockheed Martin) is deeply committed to addressing these intertwined priorities, delivering advanced technologies and partnering with regional entities to foster local talent, transfer knowledge, and enhance long-term resilience,” opens Gen. John ‘Mick’ Nicholson, Chief Executive.
Indeed, national initiatives and economic visions, such as the United Arab Emirates’ (UAE) push for a knowledge-based economy,
Gen. John ‘Mick’ Nicholson, Chief Executive
have prioritised local production, technology transfer, and industrial self-reliance.
As a result, regional producers now play an increasingly prominent role in the defence industry’s global supply chain, R&D, and innovation.
FIVE DECADES OF DEFENCE
For over 50 years, Lockheed Martin has been a trusted partner in the Middle East, building enduring relationships with regional governments and institutions to address evolving defence and security challenges.
The company has amassed a significant presence across the Middle East with offices in the UAE, Saudi Arabia, Qatar, and Egypt, as well as permanent representatives in several other key markets.
Lockheed Martin offers a broad portfolio of defence, aerospace, and
LOCKHEED MARTIN’S PARTNERSHIP WITH KHALIFA UNIVERSITY
Lockheed Martin’s recent memorandum of understanding (MoU) with Khalifa University is a pivotal step in advancing aerospace and defence innovation in the UAE.
The collaboration emphasises cutting-edge research in areas such as artificial intelligence (AI), autonomous systems, and space exploration.
A key outcome of the MoU is the expansion of Lockheed Martin’s Centre for Innovation and Security Solutions (CISS) to the university’s main campus, creating a platform for long-term innovation, training, and technological leadership, thereby strengthening the UAE’s position as a global leader in aerospace and defence capabilities.
“This move will foster long-term innovation, provide advanced training opportunities, and enhance technological leadership within the UAE,” enthuses Nicholson.
Indeed, the partnership between Lockheed Martin and Khalifa University focuses on bridging the gap between academic research and real-world industry applications, emphasising innovative solutions that meet both current and emerging defence and security needs.
“THROUGH TAILORED SOLUTIONS, LOCALISED MRO OPERATIONS, AND CAPACITY BUILDING INITIATIVES, THE REGION SUPPORTS OUR OVERALL SUCCESS, ALIGNING ADVANCED DEFENCE TECHNOLOGIES WITH LOCAL PRIORITIES”
– GEN.
JOHN
‘MICK’
NICHOLSON, CHIEF EXECUTIVE, LOCKHEED MARTIN MIDDLE EAST
security solutions, ranging from F-16 jets, C-130 Hercules (C-130H) airlifters, and Sikorsky UH-60 Black Hawk (Black Hawk) helicopters to advanced missile defence systems, satellites, and state-of-the-art radar and command and control technologies.
Elsewhere, the company’s efforts extend beyond technology delivery as it works closely with national governments, industrial partners,
and academic institutions to foster innovation, support STEM education, and build local talent.
“This year marks 50 years of collaboration in the UAE, underscoring our commitment to strengthening regional stability, nurturing local talent, and delivering cutting-edge solutions,” asserts Nicholson.
Lockheed Martin’s presence in
the region began in March 1975 following the delivery of the first C-130H airlifters to Saudi Arabia in 1965, establishing the foundations of a portfolio that now spans defence, advanced technologies, space, and industrial partnerships.
Bahrain was the first nation in the Gulf Corporation Council (GCC) to acquire the F-16s, followed by Iraq, the UAE, and Oman, whilst Kuwait benefits from a range of essential capabilities including C-130Hs and integrated missile defence systems.
“Each partnership highlights our unwavering commitment to fostering regional security and advancing local capabilities,” he adds.
MEANINGFUL COOPERATION
In order to meet the developing needs of the Middle East’s defence sector, Lockheed Martin has partnered with numerous noteworthy organisations
and institutions in order to meet its targets in regional defence capabilities.
In the UAE, for instance, the company partners with the Advanced Military Maintenance Repair and Overhaul Centre (AMMROC) to handle maintenance work on Black Hawks, F-16s, and C-130Hs.
In Saudi Arabia, meanwhile, Lockheed Martin’s localisation efforts include awarding subcontracts for key Terminal High Altitude Area Defence (THAAD) components to local suppliers, strengthening the nation’s sovereign defence capabilities.
The company has also partnered with Barzan Holdings in Qatar for industrial development projects and is exploring similar opportunities in Oman.
Elsewhere, in Jordan, Lockheed Martin recently engaged with the Jordan Design and Development Bureau (JODDB) to assess its capabilities and identify future areas of cooperation.
“Collectively, these efforts illustrate how the region’s defence manufacturing landscape is evolving into a more autonomous, innovationdriven ecosystem – one that keeps pace with modern threats and contributes meaningfully to global defence,” Nicholson enthuses.
Regionally, Lockheed Martin is also strengthening its maintenance, repair, and overhaul (MRO) capabilities for a range of aircraft, including the F-16s and C-130Hs, through partnerships with local companies.
These efforts boost self-sufficiency and operational readiness, ensuring the Middle East can independently maintain and sustain critical defence systems.
“Together, these projects highlight our dedication to developing sovereign capabilities, fostering innovation, and empowering the next generation of talent across the Middle East.”
“THIS YEAR MARKS 50 YEARS OF COLLABORATION IN THE UAE, UNDERSCORING OUR COMMITMENT TO STRENGTHENING REGIONAL STABILITY, NURTURING LOCAL TALENT, AND DELIVERING CUTTING-EDGE SOLUTIONS”
– GEN. JOHN ‘MICK’ NICHOLSON, CHIEF EXECUTIVE, LOCKHEED MARTIN MIDDLE EAST
CAPACITY BUILDING
Lockheed Martin’s contribution to regional defence capabilities also focuses heavily on building human capital as well as fostering longterm growth and local expertise.
The company’s commitment to regional capacity building and the development of sustainable aerospace and defence ecosystems
is demonstrated by initiatives such as CISS in Abu Dhabi and its collaboration with Khalifa University in the UAE.
“By joining forces with one of the region’s premier academic institutions, Lockheed Martin is helping to cultivate a highly skilled, innovative workforce capable of tackling the industry’s future
challenges,” Nicholson prides.
The CISS recently graduated its largest ever internship cohort of 56 students.
By focusing on fields such as AI, robotics, and space technologies, this programme helps students transition from academia to the workplace, equipping them with the skills needed to lead future advancements.
Additionally, the company remains
committed to education and workforce development programmes that align with regional priorities, ensuring that investments support both near and long-term growth in the defence and aerospace sectors.
“These initiatives go beyond theoretical knowledge, equipping students and professionals with hands-on skills in areas such as aerospace engineering, maintenance, and operational planning,” he details.
This approach not only addresses the immediate need for highly skilled personnel but also establishes a sustainable pipeline of talent to drive innovation and ensure operational readiness for years to come.
COMMITTED TO EVOLUTION
In the next five years, the Middle East’s defence manufacturing sector is poised to embrace a new wave of
technological innovations, including AI, autonomous systems, and predictive analytics that will redefine how the region approaches future challenges.
Lockheed Martin is committed to supporting this evolution as it plays a vital role in bridging the Middle East’s defence requirements with the company’s global needs, acting as a conduit for innovation, collaboration, and knowledge transfer.
“Through strategic partnerships, targeted training programmes, and cutting-edge technology transfers, we aim to help our partners join global supply chains related to advanced manufacturing capabilities and achieve greater self-reliance in the maintenance and operation of the systems we provide,” prides Nicholson.
As such, Lockheed Martin not only
strengthens regional security but also contributes its global reputation as a leader in advanced defence manufacturing and aerospace innovation.
More locally, the company’s priorities for the coming year are strategically designed to advance its regional presence and contribute to the UAE’s long-term vision for a secure, knowledge-based economy.
These include building even stronger relationships with regional governments to address shared security goals, advancing STEM education and workforce development programmes to cultivate the next generation of industry leaders, and increasing local manufacturing and maintenance capabilities to support the selfreliance of UAE defence.
“We will also focus on advancing cutting-edge technologies, such as AI and autonomy, to maintain a decisive edge in innovation and ensure our solutions align with the region’s evolving strategic priorities,” closes Nicholson.
LOCKHEED
AHEAD OF WHAT’S POSSIBLE
Fiona Treacy,
Managing Director of Industrial
Automation, details how Analog Devices, Inc. bridges the physical and digital worlds to enable breakthroughs at the Intelligent Edge
Writer: Jack Salter
Aglobal semiconductor leader, Analog Devices, Inc. (ADI) combines analog, digital, and software technologies into solutions that help drive advancements in digitized factories, mobility, and digital healthcare, combat climate change, and reliably connect humans and the world.
With revenues of more than $9 billion in FY24 and approximately 24,000 employees globally, ADI ensures today’s innovators stay ‘Ahead of What’s Possible’.
“We don’t just make semiconductors – we work closely with customers and partners across key markets to identify needs and trends and innovate accordingly
to meet these demands,” opens Managing Director of Industrial Automation, Fiona Treacy.
“We then co-create solutions at our purpose-built R&D center in Ireland, ADI Catalyst. This puts us at the forefront of shifting secular trends within a wide range of industries and regions.”
The diversity of ADI’s customers, markets, and applications has minimized the impact of sector downturns on the company and accelerated innovation during periods of growth.
By leveraging a global network of manufacturing facilities and external foundry partners, it has also created a more resilient hybrid manufacturing model.
“In light of recent turbulence within the semiconductor supply chain, this strength has shone through, allowing us to continue accessing more technology and create higher-performing solutions for our customers despite supply chain challenges,” Treacy notes.
“Thanks to this diverse approach, we can produce the 75,000+ products needed to meet the needs of our 100,000+ customers.”
INTELLIGENT EDGE
The Intelligent Edge era is one of the most exciting developments in technology.
Indeed, it enables real-time computation and data storage near data sources, allowing ADI to glean intelligent insights quicker and save bandwidth.
This connectivity fuels new applications in Industry 4.0,
autonomous driving, advanced communications, digital healthcare, and augmented and virtual reality, increasing the demand for analog semiconductors.
“ADI supplies the intelligent sensing and connectivity essential for these innovations and works closely with customers in many industries to bring intelligence to the edge,” outlines Treacy.
As part of the move to Industry 4.0, manufacturers are redesigning systems for efficiency and reengineering factories to deploy increased automation and robotics for more productive, hyper-agile manufacturing.
The industrial sector was responsible for a quarter of global emissions in 2022, and manufacturers are racing against the clock to meet climate goals, fueling a fundamental shift in how factories are built and upgraded.
“IN A COMPETITIVE ENVIRONMENT WHERE SUSTAINABILITY GOALS ARE CRITICAL, MANUFACTURERS MUST RETHINK THEIR OPERATIONS TO STAY AGILE AND EFFICIENT” – FIONA TREACY, MANAGING DIRECTOR
INC.
The ability to make informed decisions based on real-time data is also critical for the move to more sustainable and efficient manufacturing.
In order for digital factories to be successful, machines – such as cobots – need to be able to securely sense, measure, and interpret the real world.
This requires converting analog data, including pressure measurements or vibrations, to digital data to allow for more signal processing.
“The highest quality data is found at the Intelligent Edge, closest to where it is generated. Edge sensing technologies enable the collection and processing of data at the source, providing immediate insights into operational performance,” Treacy insights.
“WE DON’T JUST MAKE SEMICONDUCTORS – WE WORK CLOSELY WITH CUSTOMERS AND PARTNERS ACROSS KEY MARKETS TO IDENTIFY NEEDS AND TRENDS AND INNOVATE ACCORDINGLY TO MEET THESE DEMANDS”
– FIONA TREACY, MANAGING DIRECTOR OF INDUSTRIAL AUTOMATION, ANALOG DEVICES, INC.
“This real-time data is crucial for identifying inefficiencies, reducing energy consumption, and minimizing waste. In fact, edge-based analytics can reduce power consumption by as much as 98 percent compared to comparable cloud-based solutions.”
DATA-DRIVEN DECISIONS
Industrial automation technology (IAT) increases productivity across
factory floors and process plants, enables customized output with flexible manufacturing, and produces Intelligent Edge insights that reduce raw material usage and energy consumption.
The transformative power of IAT lies in its ability to integrate realtime insights, edge computing, and precision sensing to re-engineer factory floors.
“In a competitive environment where sustainability goals are critical, manufacturers must rethink their operations to stay agile and efficient,” affirms Treacy.
By capturing data at the Intelligent Edge, IAT empowers manufacturers to make smarter, data-driven decisions in real time, optimizing production flows, enhancing energy efficiency, and reducing waste.
It goes beyond improving existing processes by enabling hyper-agile manufacturing, where operations can quickly adapt to market shifts and changing customer demands.
“IAT drives flexibility and scalability through more automation and robotics, enabling manufacturers to micro-target inefficiencies and optimize energy use,” Treacy concludes.
CAN YOU TELL US MORE ABOUT YOUR FOCUS ON CUSTOMERS?
Fiona Treacy, Managing Director of Automation: “Customers are at the center of our identity, and we are endlessly committed to their success.
“Co-creation is in our DNA; we assist customers in navigating the complexities of product development while enhancing their unique differentiators. ADI Catalyst is pivotal in fostering collaboration with customers and partners across sectors such as Industry 4.0 and sustainable energy.
“By working closely alongside our customers, we aim to significantly accelerate innovation timelines, facilitating faster time-to-market for solutions.”
INVESTING IN MANUFACTURING INNOVATION
Tech behemoth, Apple, recently revealed plans to invest $500 billion into the US over the next four years. We explore how this will advance the corporation’s manufacturing footprint and boost opportunities in communities nationwide
Writer: Lucy Pilgrim
Atech giant that needs no introduction, Apple has had a tight grip on the global market for decades, thanks to forward-thinking technological solutions and innovative devices that have continued to revolutionize the international landscape.
In its latest development, the company has announced its largest ever spending commitment of $500 million into the US domestic market over the next four years, helping to cement its world-class position.
This marks a new chapter in Apple’s ongoing investment in the nation’s manufacturing capabilities, paving the way for team and facility expansion across the US, including Michigan, California, Arizona, Nevada, Iowa, Oregon, North Carolina, Washington, and Texas.
Apple currently supports more than 2.9 million jobs across the country, alongside working with predominantly US-based suppliers and manufacturers.
As such, the significant financing will also support the development of crucial initiatives around artificial intelligence (AI), silicon engineering, and skills development in local communities across the US, making this an investment in not only the company’s future but the US domestic tech market.
BRAND-NEW SERVER FACILITY
Alongside the expansion of Apple’s existing factory in Texas, the state will also welcome a brand-new server manufacturing facility, with production scheduled to begin in Houston later this year.
The 250,000 square foot (sqft) factory is expected to create thousands of local jobs once it opens its doors in 2026 and foster a greater level of domestic manufacturing, as the servers will no longer be manufactured overseas.
This technology will play an integral role in the developmental infrastructure for Apple Intelligence, a personal intelligence system that helps iOS users write, express themselves, and get things done.
The server’s primary function, however, revolves around Private Cloud Compute, the amalgamation of high-power AI software with the most advanced security architecture ever deployed in the tech sector. As such, the server represents years of unmatched R&D by Apple engineers, which is to be combined with industry-leading silicon system capabilities.
Once developed, the servers will lessen the recently heightened demand for Apple’s data centers.
Thanks to its development of Apple Intelligence, the company also has ambitious plans to expand its data center capacity in North Carolina, Iowa, Oregon, Arizona, and Nevada.
GROWING THE US ADVANCED MANUFACTURING FUND
The $500 billion investment will also be allocated to doubling Apple’s US Advanced Manufacturing Fund, created eight years ago to support international innovation and highly-skilled manufacturing job opportunities across the country.
The company’s recent contributions will boost the fund from five to $10 billion, which will also be put toward the Taiwan Semiconductor Manufacturing Company’s (TSMC) Fab 21 facility in Arizona, which Apple utilizes to produce advanced silicon and mass manufacture chips used in its devices.
The silicon produced enhances the company’s products by unlocking unparalleled features, power efficiency, and high performance in its devices.
As it stands, Apple’s vast supplier network already manufactures chips across 24 factories in 12 states, with the corporation’s multi-billion-dollar commitment helping create highpaying jobs across the country.
More broadly, the US Advanced Manufacturing Fund has helped support local businesses and
train workers across 13 states, accelerating community growth while simultaneously bringing forwardthinking manufacturing processes and materials for Apple devices to the fore.
GROWING R&D
Apple’s projected investment in R&D follows a pattern of increased spending in this area, having nearly doubled its domestic advanced R&D investments over the last five years.
The fruits of this labor are showcased in the corporation’s latest release, the iPhone 16e, which enhances users’ experience with smooth performance and the longest battery life yet, all thanks to the worldclass efficiency of the A18 chip and Apple C1.
The latter marks a new era in Apple’s silicon chip development and is a representation of how far the company’s capabilities have evolved in a modern market and the technical prowess of its engineering team.
Apple C1 is a key part of the corporation’s long-term strategy that will allow it to further innovate and optimize its systems for future Apple devices.
On top of this, the company plans to recruit over 20,000 employees to join its R&D department, as well as its silicon engineering, software development, AI, and machine learning (ML) operation, which will be channeled through the investment in R&D hubs across the US.
APPLE MANUFACTURING ACADEMY
Apple’s multi-billion-dollar investment and the drive for increased manufacturing capabilities will have a substantial impact on the company’s manufacturing supplier network.
Therefore, the corporation has created the Apple Manufacturing Academy to support small to mediumsized enterprises (SMEs) in the transition to advanced manufacturing and the implementation of AI and smart manufacturing techniques.
Situated in Detroit, the academy will offer both in-person and online courses with Apple engineers and industry experts from the country’s top institutions, such as Michigan State University.
The curriculum will center around vital skills development in various areas, including project management and manufacturing process optimization, helping to enhance productivity, efficiency, and quality in small businesses’ supply chains.
The Apple Manufacturing Academy is part of the company’s wider commitment to education and skills development for students and workers across the US.
This is characterized by the increasing number of grant programs awarded to a vast range of charitable youth organizations, including 4-H, Boys & Girls Clubs of America, and Youth First, which works closely with Apple in local communities to create free programs that facilitate the education of the nation’s young people in vital skills such as coding.
Apple’s commitment to future generations is also demonstrated by its New Silicon Initiative (NSI), which prepares students for future job opportunities in hardware engineering and silicon chip design.
Established at the Georgia Institute of Technology in 2024, the NSI now extends to eight universities across the country with exciting future plans, including a collaboration with UCLA’s Center for Education for Microchip Designs (CEMiD), which began earlier in the year.
Overall, Apple’s multi-billiondollar investment will not only boost the company’s manufacturing presence and eventual nationwide product roll-out but also foster skills development among local communities and education institutions across the US.
AUSTRALIAN SPACE SPOTLIGHT
Australia’s world-leading space facilities are strengthening national industries and providing the country with enhanced technological capabilities
Writer: Ed Budds | Project Manager: Deane Anderton
The value of the global space economy surpassed USD$600 billion in 2023, and many experts predict it could be worth up to USD$1.8 trillion by 2035.
Australia’s space industry generates around AUD$4 billion in revenue annually and currently employs more than 16,000 people.
In recent years, Australia has adopted a “whole-ofgovernment” approach to outer space, beginning to collate what was once a fragmented sector into a more coherent approach.
The Australian space sector recognises that the opportunities and challenges presented by space are too
important – both commercially and strategically – to be dealt with by any one government department alone.
It also highlights a pressing need to collectively raise awareness of the importance of space exploration and development.
As the global depth, pace, and scale of space activities continue to increase year by year, Australians are dependent on this exciting frontier as it enables positioning, navigation, and timing (PNT) systems used for telecommunications, GPS, financial transactions, international banking, and shipping.
A swathe of Australian industries are embedded with,
and benefit from, space technologies. For example, Earth observation data is used by the mining industry for resource exploration, mapping, and utilisation, and can help aid agriculture by tracking drought conditions, monitoring crop and soil health, and observing the weather.
Space equally saves lives in the fields of bushfire monitoring and response as well as emergency management for other natural hazards, such as floods and severe weather, by using satellite imagery.
During the 2019-20 Australian bushfire season, often referred to as the “Black Summer”, space-based data
played a crucial role in supporting the management and control of the fires. Satellite imagery and remote sensing technologies provided real-time information on fire locations, intensity, and movement, which was essential for effective decision-making by emergency services.
Future generations will benefit from space-derived data which can provide information on the health of Australia’s ecosystems, including the Great Barrier Reef, and is integral to climate change mitigation, adaptation, and resilience.
Space technologies, capabilities, and data are also essential to ensuring the national security of Australia.
SPACE INDUSTRY ASSOCIATION OF AUSTRALIA INTERVIEW:
The Space Industry Association of Australia (SIAA) is the national peak body for Australia’s space sector. SIAA works closely with its members across governments, international partners, academia, and industry to advance the country’s space sector and economy, as CEO, Dan Lloyd, tells us
Manufacturing Outlook (MO): Firstly, could you talk us through the origins of SIAA – when was it founded and what was its initial vision?
Dan Lloyd, CEO (DL): SIAA’s story is much the same as the Australian space industry’s tenacity, innovation, and momentum.
It was founded in 1992 as a small volunteer-run organisation with an ambitious vision to establish and kickstart a thriving Australian space industry.
Together, we have been quietly driving extraordinary capability and growth ever since. A vital point in history was when Australia won the right to host the world’s biggest space forum, the International Astronautical Congress (IAC), in 2017, which really put it on the international stage.
The Australian Space Agency was then announced and established, and we now have a sector with over 600 space organisations. Additionally, SIAA has professionalised with a full-time CEO, team, and over 80 member organisations.
The fact that SIAA, the Australian Space Agency, and
the Government of New South Wales (NSW) are hosting the IAC in Sydney in 2025 is a tremendous recognition of Australia’s increasing prominence in the global space industry and a catalyst for further growth.
MO: Since its inception, how has SIAA developed and progressed in terms of its key objectives?
DL: The initial aim was to be the national peak body for the nation’s space industry, and we have undeniably achieved this with a membership that reflects the Australian space value chain and the recognition of SIAA as a trusted, authoritative voice in the Australian and international space sector.
We’re now looking to the future and remain focused on how Australia can capture the exponential socioeconomic and security opportunities that are ours for the taking.
MO: What are currently the major challenges and developments in the Australian space sector?
DL: The major challenge for the Australian industry
GPC Electronics: Pioneering Excellence in Electronic Manufacturing Services
GPC Electronics is a beacon of innovation and reliability in Electronic Manufacturing Services (EMS). With a presence across three strategic locations: Australia, New Zealand, and China, GPC Electronics has cemented its reputation as a leader in delivering high-quality electronic manufacturing services to various industry sectors.
Global Footprint and Capabilities
Our state-of-the-art facilities are strategically located to serve our global clientele efficiently. In Australia, our Sydney site boasts a 10,000 m² manufacturing facility equipped with the latest technology to handle complex manufacturing processes. Our New Zealand site in Christchurch spans 2,500 m² and provides a vital service to the New Zealand industry. Meanwhile, our 6,500 m² facility in Shenzhen, China, ensures we remain competitive globally.
Industry Leadership
GPC Electronics is at the forefront of providing EMS to sectors such as Defence, Space, Medical, Automotive, Mining, Aerospace, and Industrial. Our commitment to quality and innovation underpins our expertise in these areas. We are proud to support the Defence sector with advanced RF and communication solutions, ruggedised electronics, and components that meet the stringent requirements of military applications. In the Space sector, our components have a proven track record, with many parts already orbiting the Earth, contributing to critical missions.
Robust Systems and Quality Accreditations
Our commitment to excellence is reflected in our robust systems and quality accreditations. GPC Electronics is certified to international standards such as ISO9001, ISO14001, IATF16949, ISO13485, ISO27001 and AS9100D. These certifications underscore our dedication to maintaining the highest quality standards in every aspect of our operations.
Our systematic and controlled methods for managing production ensure that every step is executed with precision and quality. This includes rigorous quality checks, standardised workflows, and efficient resource management.
Scalability and Collaboration
One of our core strengths is our ability to scale operations to meet the needs of our clients. Whether it’s a multinational corporation requiring large-scale production or a start-up needing specialised support, GPC Electronics has the flexibility and expertise to deliver. Our collaborative approach ensures that we work closely with our clients, providing tailored solutions that drive their success. From design for manufacture to final product testing, we offer comprehensive services that cover the entire product lifecycle.
Space Heritage
GPC Electronics has a rich Space industry heritage, supplying components integral to various space missions. This heritage is a testament to our engineering expertise and commitment to pushing the boundaries of what is possible. Our contributions to space missions highlight our capability to deliver high-performance solutions that meet the exacting standards of the aerospace industry.
Conclusion
GPC Electronics continues to lead the way in Electronic Manufacturing Services, driven by a commitment to quality, innovation, and customer satisfaction. Our global presence, industry expertise, robust systems, and collaborative approach make us the partner of choice for companies looking to excel in their respective fields. As we look to the future, we remain dedicated to advancing technology and delivering solutions that make a difference.
Holmes Imager is the smallest payload currently offered by HEO, developed for in-orbit non-Earth imaging (NEI) applications. It achieved TRL 9 on its initial launch in June 2023. Operating as a hosted payload, Holmes Imager captures resolved imagery of space objects as they fly past the host spacecraft.
is making the leap from innovative start-ups to scale commercialisation. Whilst it is great to see the Australian government’s National Reconstruction Fund and private equity investing in high-potential, space-related companies, there is a need to develop better pathways that enable them to make the leap.
The Asia Pacific (APAC) region is full of space sector opportunities, with many countries including India, Japan, and New Zealand all driving growth and increasing collaboration.
There is also a real opportunity for Australia to be a regional leader in the Indo-Pacific region. The country hosted the 30th Asia Pacific Regional Space Agencies Forum last year in Perth, which offered a range of Australian companies and organisations the opportunity to engage with this important forum and highlight the nation’s capability to partners across the APAC region.
Australia has unique geographical advantages reinforced by its pivotal role in regional security partnerships, including the Quad, a diplomatic partnership between Australia, India, Japan, and the US, the highly successful International Space Investment (ISI) India Projects grants, and extensive business between Australian and Japanese companies.
The importance of US-Australia partnerships is highlighted by the Australia-US Technology Safeguards Agreement, which has enabled aerospace companies such as Southern Launch and Varda to deliver a world-first spacecraft return from low-Earth orbit to a commercial spaceport.
“AUSTRALIA IS TEETERING ON THE VERGE OF TRANSFORMATIONAL SOCIOECONOMIC OPPORTUNITIES, AND HOSTING IAC 2025 IS THE BEST WAY TO ENSURE WE DON’T MISS THEM”
– DAN LLOYD, CEO, SPACE INDUSTRY ASSOCIATION OF AUSTRALIA
MO: What trends are currently developing and transforming the industry, and how are you responding to them?
DL: Opportunities for Australia to work closely with international partners to support global space sector uplift are transforming our industry.
Space is a worldwide industry, and Australia has a range of advantages as an international partner in space activities.
Not only does Australia’s unique geography enable launches into multiple orbits, but it also has an established regulatory environment to support commercial launches and returns, as well as ground segment and space situational awareness capabilities that are enhanced by our position in the Southern Hemisphere.
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Neumann Space is an Australian-owned company whose mission is to enable the sustainable economic development of space. The company is focused on delivering superior mobility in space through the development and manufacture of simple, safe, and efficient electric propulsion systems and the commercialisation of those products for satellites and spacecraft.
The Neumann Drive® marks a revolution in the field of satellite propulsion. The company’s lightweight products use its patented Centre-Triggered Pulsed Cathodic Arc Thruster (CT-PCAT) technology to convert solid conductive metal rods (including from recycled space debris) into plasma and produce thrust. Its product range creates value for customers in all space operations and travel.
Neumann Space provides a sovereign in-space electric propulsion capability. With two in-orbit demonstrations completed last year, and another scheduled for later this year, the company is now ready to take orders.
Australia is already a close partner and ally of many like-minded nations. All these factors, and our world-class capability across the Australian space value chain, make our nation a natural space sector partner.
MO: What key investments or recent projects are you working on?
JOIN THE FUTURE OF SPACE
This year’s IAC in Sydney offers a rich programme featuring plenary and technical sessions, networking opportunities, and the latest advancements in space exploration.
Researchers are invited to submit their work through the call for papers, contributing to global discussions.
Visitors can also enhance their experience with technical tours across Australia and New Zealand, showcasing regional space industries, and will have the opportunity to participate in adjacent events such as the New Zealand Aerospace Summit.
Gunggandji Aerospace (Gunggandji) is a consulting company with over 100 years of civilian and defence experience, providing a range of defence, aviation, and space-based consulting services. Headquartered in Brisbane, Gunggandji hosts locations on Ngambri, Naarm, and Boorloo land. The company is proudly 100 percent Australian Aboriginal-owned. Gunggandji maintains consultancy relationships with stakeholders across both civil and defence aerodromes, air traffic control establishments, regulatory bodies, and sovereign defence industries. The company’s core capabilities include project management across aerospace and defence, including scheduling, stakeholder, and cost management, as well as First Nations management. Gunggandji’s driving mission is to provide unmatched value-for-money by increasing Indigenous participation in the aviation, space, and cyber domains, enabling Australian Defence Force veteran employment and supporting opportunities to ‘Close The Gap’.
DL: We’ve just successfully delivered our major annual conference, Southern Space, at the Avalon Airshow and are now focused on the biggest space event on the planet, the IAC, which we’re bringing to Sydney this September.
The eyes of the world will be on Australia, and I’m really looking forward to the recognition and momentum this will give our industry and government.
SIAA is also very focused on the development of a national Space Industry Academy to support pathways from education to careers and continuous professional development for Australian space sector professionals.
Our nation has extraordinary talent, and we want to do everything we can to ensure Australia maximises its potential and capability.
MO: Finally, how do you see SIAA developing over the next five years, and what specific targets do you hope to achieve moving forwards?
DL: I see SIAA, the industry, and government all progressing on an accelerating path to scale and success.
There is a very good chance that we will look back in five years and say that 2025 was a pivotal year for space, delivering exponential socioeconomic benefits for Australia.
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SIAA is really focused on delivering a successful IAC 2025 in Sydney this September in partnership with our co-hosts, the Australian Space Agency and NSW government.
This is a major catalyst for Australia to step up to the next level with even more ambitious goals across the industry and government. The country is teetering on the verge of transformational socioeconomic opportunities, and hosting IAC 2025 is the best way to ensure we don’t miss them.
SIAA is very focused on constructive long-term partnerships across the industry with government and international partners.
Recently, we published a long-term roadmap that suggests a range of important initiatives, including a refreshed national space strategy and targeted investments in areas where Australia leads the world, such as microgravity research.
We’re also very keen to inspire the nation by enabling the first astronaut to fly under an Australian flag, Katherine Bennell-Pegg, to do what she’s spent years training for.
Lastly, we hope to continue to grow our membership alongside accelerating our focus on the Indo-Pacific region.
Lunar Outpost Oceania – part of the ELO2 Consortium
The ELO2 Consortium has been selected to deliver Australia’s first lunar rover.
The AUD$42 million Australian Space Agency project will see ELO2 design, construct, and operate the Australian-made rover, “Roo-ver”, on the lunar surface. Its mission is to foster new horizons in the Australian space sector, focusing on the development of essential services for lunar exploration missions.
As part of this program, the ELO2 Consortium is dedicated to showcasing and advancing Australian aerospace and robotics capabilities through the design of a cutting-edge, remotely-operated, autonomous robotic asset on the lunar surface. By actively contributing to NASA’s Artemis programme, it is paving the way for an exciting future in space exploration.
operations@spaceindustry.com.au
spaceindustry.com.au
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SPOTLIGHT ON AUSTRALIAN SEMICONDUCTORS
Striving for a more self-sufficient and autonomous future, Australia’s semiconductor sector is leveraging its strengths in R&D, innovation, and advanced design capabilities as it seeks to develop a robust national approach
Having had a transformational impact on both technology and science over the years, Australia’s contribution to global innovation cannot be overstated, with notable inventions including the black box flight recorder and the cochlear hearing implant. What is not widely recognised, however, is how such developments are often enabled by advanced semiconductor technologies.
Australia’s role in the semiconductor sector, although foundational in terms of system design and integration, has been largely overshadowed in recent years by the global dominance of Asian competitors such as the Taiwan Semiconductor Manufacturing Company (TSMC),
whose production infrastructure is unrivalled.
As such, Australia has missed the opportunity to gain market share in a rapidly increasing global semiconductor industry, largely due to a shortage of local talent, declining investment, and little consensus surrounding the direction the sector should take.
Despite this, Australia remains a key player in highly specialised areas such as quantum computing, medical devices, and defence technologies, particularly in terms of semiconductor design and system integration as the enabling capability for all these technologies.
Companies like BluGlass, Silanna, and Hendon Semiconductors, alongside start-ups innovating in areas
such as photonics, radar systems, and communication technologies, showcase Australia’s ongoing strength in semiconductor technology.
Meanwhile, the Australian and Queensland governments’ recent AUD$940 million investment in PsiQuantum to advance Australia’s quantum computing capabilities demonstrates a growing public interest in supporting deep tech innovation which is underpinned by semiconductor design and material advancements.
To secure a meaningful position in the global semiconductor supply chain going forwards, the New South Wales (NSW) government has identified a need to focus on supporting small and medium-sized enterprises
(SMEs), fostering collaboration between academia and industry, and making strategic investments.
Unlike Taiwan, whose high-volume manufacturing has seen it become responsible for 90 percent of the world’s super-advanced semiconductor chips, Australia can thrive by focusing on specialised, high-tech sectors where expertise in systems design and engineering will provide the country with a unique advantage and a competitive edge.
In short, a cohesive national approach, long-term investment, and policy support will be crucial to ensuring Australia’s role in the future of the global semiconductor industry.
SEMICONDUCTOR SECTOR SERVICE BUREAU
We sit down with Nadia Court, Director of the Semiconductor Sector Service Bureau, who outlines the organisation’s crucial role in building consensus for Australia’s semiconductor sector at both state and federal level, carving out a place for it in the global supply chain, and promoting the enabling capabilities of semiconductors across various industries
INTERVIEW:
Manufacturing Outlook (MO): Established as a joint venture (JV) in 2022, could you talk us through the primary goals of the Semiconductor Sector Service Bureau?
Nadia Court, Director (NC): In 2020, the NSW Chief Scientist and Engineer commissioned a report into Australia’s semiconductor sector entitled the Australian Semiconductor Sector Study.
The report identified what the sector looked like at the time and the opportunities and challenges it faced. One of the key recommendations was the establishment of the Semiconductor Sector Service Bureau (S3B), a non-profit organisation created to support and grow the sector.
In 2022, a JV was formed between the University of Sydney, Macquarie University, and The University of New South Wales after a call from government for NSW entities to host S3B.
The report also identified some of the challenges faced locally by the start-up community in accessing the global supply chain and understanding wider opportunities within the sector. At the time, there was also a lot of siloed activity and little interconnectivity, so the bureau was established to address some of those concerns.
We have been formed around four key focus areas. The
first is semiconductor ecosystem development, where we look to build active collaboration and participation.
The second is to identify and address talent gaps in the industry, and the third is to provide strategic and functional market information to sustain and grow the sector.
Finally, we seek to enable supply chain access to support the sector and entities that don’t have much experience in navigating a complex global marketplace.
In addition, we’ve grown into the role of advocating on behalf of the sector, promoting semiconductors and their enabling capabilities across many areas of Australian industry.
MO: What is your current take on the semiconductor sector in Australia?
NC: By global standards, Australia’s semiconductor sector can be considered nascent. We don’t have the maturity or investment of semiconductor industries overseas, and whilst we have historical strengths, we lack critical mass, particularly in manufacturing.
We have a lot of smaller companies and start-ups in this space, but no big companies. We also have some small teams within multinationals, but Australia is not necessarily well-known when we attend global industry conferences – often, people don’t even recognise we have a semiconductor sector.
In recent years, it’s been exciting to see growth, particularly in areas where our work is quite cutting-edge such as quantum technologies. There’s a lot of research occurring in our universities within this space, meaning we’re now starting to see start-ups emerge.
I would also say there’s been a shift in sentiment since the formulation of S3B; as a community, we now seem to be more united.
One of the challenges we face, however, is that we’re an entity solely funded by the NSW government – there’s no one quite like us in the country. Although we work with people from state, interstate, and federal governments, we don’t necessarily have a national remit.
Because there isn’t any national coordination, the sector can be difficult to navigate as there’s no documented consensus on where we should be heading as an industry or, in the absence of US or Europe-style “Chips Acts”, how we leverage our comparatively modest funding and infrastructure.
In NSW, there’s been an overall focus on training, designing, and establishing paths to production including advanced packaging. The NSW government has also invested in the Advanced Manufacturing Readiness Facility (AMRF), which specifically focuses on advanced
packaging for semiconductors, a back-end technique to enable higher performance compared to traditional chips and packaging techniques which would allow the Australian market to capture global market share without competing with the likes of the pure-play foundries in Taiwan.
In short, although challenging, S3B continues to play an important role in coordinating interests from industry, academia, and government on the Australian semiconductor sector in the absence of a national body.
MO: How do you assist your members in building capacity, connectivity, and collaboration throughout the sector, establishing linkages with global entities?
NC: Whilst we build linkages and collaborations throughout the sector through events and workshops, it’s also about making connections between people who have similar interests.
For instance, we will pair up members of the industry – if S3B members express interest in working with academic teams, we can make those connections.
Alongside enabling local connections and collaborations, we’ve recently established a bi-annual multi-project wafer (MPW) and computer-aided design (CAD) access subsidy to build capacity for emerging Australian entities that both commercial and academic applicants can apply for. We’re also supporting low-cost licences to lower barriers for entry into the semiconductor space.
Meanwhile, we support new businesses and start-ups in navigating the supply chain, and we’ve even got a dedicated role to facilitate access to local and international capabilities and products for new entrants or companies unfamiliar with the semiconductor industry. We’re also encouraging our university partners to ramp up training in this area as we see the demand for new talent amongst the workforce increase.
“AS A COUNTRY, WE NEED TO COME TOGETHER TO DEVELOP AND INVEST IN A COHESIVE SEMICONDUCTOR INDUSTRY”
– NADIA COURT, DIRECTOR, SEMICONDUCTOR SECTOR SERVICE BUREAU
AMRF – AT A GLANCE
S3B has been working closely with the NSW government’s AMRF, a specialist advanced manufacturing facility located at the heart of the new city of Bradfield and adjacent to the new 24-hour international airport. AMRF offers:
• High-value manufacturing solutions from design to manufacturing and process validation, all in one place.
• Increased speed-to-market through affordable access to world-class technologies, expertise, training, and industry networks.
• An expert team of engineers on hand to provide independent advice to de-risk investments and provide application guidance for manufacturing technologies, from prototypes to large-scale production.
• Practical, hands-on staff training to support business’ ability to scale-up and accelerate technology adoption.
In Australia, there’s not a huge knowledge of the semiconductor sector because it is so small, so we’re also educating the investment community.
Last year, we co-hosted Semiconductor Australia, a conference and sector showcase in collaboration with one of our industry partners, BluGlass. The event was centred around educating investors about the emerging semiconductor opportunities in Australia.
In terms of linkages overseas, as well as helping people navigate supply chains and make introductions, we also represent the sector globally at conferences, helping to build international linkages with academic, research, and industry entities and promoting the strengths of the Australian sector.
MO: How extensively is S3B involved in contributing to government policy and regulatory frameworks which may affect the Australian semiconductor industry?
NC: We’re continuing to refine our role at both state and federal government level by identifying a consensus on the direction the Australian semiconductor industry should take.
Currently, there are myriad options – we could go down the route of manufacturing, packaging, or design, and each state has a different area of focus and established expertise in each of these fields.
S3B is also involved in the most recent phase of AMRF, which is due for completion in 2026 and consists of a second building made up of four
Aquila is rapidly scaling its Lightway technology to extend and improve energy distribution, similar to how Wi-Fi extended and improved dial-up connectivity. We’re starting by integrating Lightway wireless charging into drones - powering them so they never have to land for border security and defence.
Our first product, Lightway Sentry, is a drone that can fly forever within an 800m sphere of influence, enabling non-stop aerial security in critical infrastructure and defence. Successive generations will create a new wireless energy networking platform for a plethora of robotics applications, deliver railway-esque energy infrastructure for the aerospace sector, and, eventually, move renewable energy through space.
Part of our role is thinking about how we build a consensus and bring people together from across the country to discuss what the industry should look like and the opportunities this brings to the Australian economy.
Whilst I’ve already mentioned AMRF, it’s important to note that although this is an initiative of the NSW Government, we see this as a nationally relevant piece of infrastructure that’s going to be important to all states across the country.
As such, AMRF presents an opportunity to unite interested parties who can provide input as to what capability and technology outputs are of strategic importance and relevance to the domestic market.
As it’s going to be focused on advanced packaging, we see a real opportunity to leverage Australia’s existing strengths in design and systems engineering.
Part of our role is being a voice for the industry, so when the government are making investment decisions and deciding on areas of focus, we’re on hand to provide our insight into the semiconductor sector.
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MO: Could you talk us through how your recent 2024-27 strategic plan provides a framework for increasing the commercial impact of semiconductors throughout the sector?
NC: Our 2024-27 strategic plan was initially funded to focus on four key areas, namely:
1. Developing a connected ecosystem.
2. Cultivating a thriving talent pool.
3. Distributing influential market information.
4. Enabling an active and accessible supply chain.
Whilst the focus of the S3B strategy continues to be in these areas, we’ve also been able to build greater relationships with government at both state and federal level.
As I mentioned, we’re advocating on behalf of the industry and building consensus, helping AMRF to develop in line with national priorities, implementing initiatives to drive activity, and lowering barriers to entry for people wanting to get into the sector.
How can we support emerging technologies developed either by universities or in our start-ups? By getting products to market and enabling first proof-of-concept prototypes whilst educating key members of the
community on the importance of the semiconductor sector.
It’s all about ensuring we represent the whole sector so we can grow and build a thriving, globally connected industry in Australia. To do that, we need to continue to communicate the global significance of semiconductor technology and influence national coordination.
MO: What are S3B’s key priorities going forwards, particularly in terms of supporting priority areas such as defence and critical technologies?
NC: It’s all about distinguishing semiconductors as the ultimate underpinning and enabling component, capable of bolstering national defence capabilities and supporting advances in fundamental areas such as artificial intelligence (AI), robotics, quantum mechanics, and clean energy, to name a few.
Australia has identified key areas of focus, such as robotics, quantum technologies, and advanced manufacturing.
Our priorities moving forwards, particularly this year, are about driving more activity, building capability, and leveraging our existing strengths.
Australia has expertise in systems engineering, and we’ve got a lot of companies like Cochlear and ResMed who are recognised globally for their ability to leverage these strengths. Of course, one way to enable systems is to utilise semiconductor technologies.
With Australia’s existing strengths in mind, it’s about leveraging semiconductors to build and grow our industries.
“OUR PRIORITIES MOVING FORWARDS, PARTICULARLY THIS YEAR, ARE ABOUT DRIVING MORE ACTIVITY, BUILDING CAPABILITY, AND LEVERAGING OUR EXISTING STRENGTHS”
– NADIA COURT, DIRECTOR, SEMICONDUCTOR SECTOR SERVICE
BUREAU
Some of S3B’s ongoing activities are therefore about training and building increased design capability, not necessarily to support the semiconductor industry, but those in systems engineering spheres who could potentially benefit from custom chips, providing them with a competitive edge.
Often, the only way to do that this is to build capability by enabling activity, so that’s where a lot of our work is focused.
This comes in the form of workshops where we try to bring people together to make sure there’s a melting pot
of people from different backgrounds. By enabling an environment where people can share ideas, we can lower barriers to entry to get things started.
MO: Are you optimistic for the future of Australia’s semiconductor sector?
NC: I’m cautiously optimistic. It’s interesting to watch what’s happening in the global semiconductor industry at the moment, which has seen a big focus on onshoring and huge investments in the US and Europe to shore up supply chains and build sovereign capacity.
We haven’t yet seen that same level of interest from the Australian government, which is partly why I remain cautiously optimistic.
Government recognition of the sector is important as we’re currently unable to compete with the likes of TSMC and a lot of our Asian neighbours who have very highvolume manufacturing capabilities. When we don’t have much manufacturing infrastructure in place, we can’t just build it from scratch.
we need to come together to develop and invest in a cohesive semiconductor industry. We see opportunity for coordination, policy, and incentives to encourage activity and investment into the sector.
It’s interesting talking to international colleagues who recognise Australia’s strengths. There are certainly opportunities that we could leverage to build the sector and carve out a place for it in the supply chain, but it requires coordination and collaboration with government.
Although challenging, because we have strengths in areas such as design, niche manufacturing, and leadingedge technologies, we must position ourselves to move in the right direction for the sector.
We are very optimistic about continuing to build a competitive semiconductor industry for Australia.
MO: Finally, what unique opportunities can you see emerging for Australia’s semiconductor sector going forwards?
NC: AMRF is a real opportunity for the country, and the fact there is already a commitment from the NSW government to invest in the facility is extremely positive.
Meanwhile, there is a lot of interest in building sovereign capability in Australian manufacturing overall. The view that S3B has formed is focused on capitalising on advanced packaging and market growth in chiplet technologies as an opportunity. As a relatively nascent area with not a lot of big suppliers, the move towards advanced packaging and chiplets is a real shift within the industry.
There’s a real an opportunity for new entrants into this market both in manufacturing and design.
There are also opportunities for Australia in the forwardthinking technology space, which is something we as an organisation can provide support for in terms of offering advice and expertise.
Our team has first-hand knowledge of emerging technologies within the sector, so we can provide technical expertise to industry and government and advise them on what opportunities they should be seeking out.
So, we need to look at what we can do, our areas of strength, and existing opportunities. As a country, info@s3b.au
AUSTRALIAN BUS AND COACH SPOTLIGHT
Responsible for almost 40 percent of the country’s public transport use, Australian buses and coaches stand out as a driver of positive change amidst the national push towards net zero
Across the world, buses have provided a reliable and crucial mode of transport for many years, promoting social inclusion and access to education, healthcare, and employment.
Predominantly consisting of school and public route services, Australia’s bus and coach industry is no different. It has undergone significant consolidation over the past few decades, transitioning from being dominated by small, family-run companies to the national and multinational businesses we see today.
Characterised by longevity, the average Australian bus fleet’s lifespan is 25 years, which has necessitated a gradual approach in the transition towards low and zeroemission technologies to ensure economic viability and minimal disruption.
The bus and coach industry has so far been proactive in adopting various sustainable practices, steadily integrating technologies such as diesel-electric hybrids,
battery and hydrogen-fuelled electric buses, and lowcarbon liquid fuels (LCLFs).
This multifaceted approach helps address various operational needs and constraints, providing a robust pathway to zero emissions.
The industry also emphasises the importance of local manufacturing, supporting a viable Australian bus manufacturing sector to ensure the availability of jobs.
Additionally, workforce training and upskilling are critical to integrating emerging technologies and maintaining safety standards, whilst ensuring the accessibility and mobility needs of Australians have been identified as an equally important factor.
Overall, Australia is committed to a gradual transition towards net zero emissions across its bus fleets, implementing widespread infrastructure development and collaborating with the government on legislative policy to sustain this crucial industry.
INTERVIEW:
BUS INDUSTRY CONFEDERATION
Dean Moule, National Technical Manager, and Glen Bortolin, National Operations and Policy Manager at the Bus Industry Confederation, outline the organisation’s role in enacting change across Australia’s bus and coach sector and provide commentary on the increasing requirements for regulatory frameworks around safe bus design, configuration, operation, and maintenance
Manufacturing Outlook (MO): Firstly, could you outline the origins and primary goals of the Bus Industry Confederation?
Glen Bortolin, National Operations and Policy Manager (GB): Established 30 years ago, the Bus Industry Confederation (BIC) is a membership association for Australia’s bus and coach industry with around 160 diverse members, ranging from operators to manufacturers, suppliers, and associated service providers, who deliver direct and indirect goods and services to the industry. We are a national peak body that advocates on behalf of the industry with the Commonwealth government,
whilst we also have association members who oversee state-based advocacy and are made up of smaller bus operators.
Dean Moule, National Technical Manager (DM): Being a broad church in terms of our membership, we represent all sectors of the industry, from vehicle suppliers to components suppliers, service providers, or bus operators.
We see both sides of the coin in terms of bus supply and operation. Being based in Canberra, we deal regularly with the federal government on all things relative to the industry.
MO: How extensively is BIC involved in contributing to and advising on government policy and legislation that may affect the Australian bus and coach industry?
DM: We are heavily involved at all levels of the federal space in terms of advocating for the needs of our industry.
Our supply comes from all over the globe, including the world’s biggest bus manufacturer, Yutong, in China, major European suppliers such as Irizar, Volvo, and Scania, and small, local Australian family businesses.
How do we advocate in this context? We are deeply involved in developing the Australian Design Rules (ADRs), which are national vehicle standards similar to the United Nations Economic Commission for Europe (UNECE) regulations.
In addition, we actively discuss the on-road operation of vehicles, which also assists us in overseeing manufacturing.
We are out there trying to create a diverse environment for our suppliers, from international importers to those that manufacture from the ground up in Australia, and we like to see that diversity remain because it provides a wide choice for our market.
Supporting local suppliers is a message that we need to continually push within the government because the Australian bus supply sector accounts for less than one percent of global supply.
We are also doing a lot of work around advocating for disability standards across the sector.
Meanwhile, as the bus industry comes under the same legislation as heavy vehicles, one of our challenges is making sure we remain distinct.
This becomes particularly important when we consider the way the heavy vehicle industry is taking the lead in the transition towards net zero, even though our manufacturers, suppliers, and importers have been building zero-emission buses for some time.
BIC is actively involved in various committees to ensure the government recognises the progress the bus and coach industry has already made towards achieving zero emissions.
DISABILITY STANDARDS REFORM
In 2024, the Australian government began to reform the Disability Standards for Accessible Public Transport (2002). BIC is actively participating in four of the five working groups seeking to implement this reform, which will continue to convene until a consensus is reached. These groups include:
• Reporting – Centred around developing a nonregulatory reporting framework.
• Rideshare – Seeks to implement a holistic review of the point-to-point transport sector.
• Hearing augmentation – Investigating bestpractice assistive listening systems suitable for deployment in public transport conveyances, infrastructure, and premises.
• Braille – Aims to determine final technical specifications for the grade of braille to be used on printed documents and signage.
Powerful; Affordable; Integrated
Founded by entrepreneur Mike Whitehead in 1982, Distinctive Systems Ltd (Distinctive Systems) is an industry-leading software company designed for
With over 40 years of experience, Distinctive Systems is the world’s leading supplier of management software, supporting clients in the daily use of over 2,600 of its latest Microsoft Structured Query Language (SQL) Server based systems. Having graduated with a degree in business in 1974, Whitehead immediately found his passion in navigating new technology – specifically that of newly emerging personalised computer technology.
Exploring how computers could be used to build genuinely useful real-world applications, Whitehead found a way to combine this new passion with his family’s long-established coach service by computerising the management of both private charter and regular contract
This proved to be a game-changer, as other operators at local association meetings immediately showed an interest in the development of such innovative software.
Having recognised the crucial need for this industry-changing product, Whitehead embraced this new venture head-on and decided to create Distinctive Systems, travelling throughout the UK during the initial year of business to demonstrate the first-ever coach manager to various operators.
His ambition and tenacity led to success, and soon, Distinctive Systems expanded its global footprint and personalised customer offerings even further.
Over the past four decades of business, the company has grown exponentially from where it first started. Every area of business has been bolstered by the ongoing recruitment of qualified and experienced staff, with many members of our current sales and support teams having joined directly from our customer base.
This enhancement of our industry experience and engagement has allowed us to achieve more as we continue to invest back into our company for the ever-increasing benefit of our clients.
A REPUTATION FOR CONTINUED SUCCESS
Since our inception 40 years ago, we have proudly built a reputation for providing the ultimate software for coach operators.
The depth of our industry knowledge combined with our endless dedication to working to the very highest of standards has resulted in a range of software that offers the best possible solution for any operator.
Equally, our range of software is comprehensive and includes systems for managing
coach-based private hires, regular contract work, community transport operations, gross payroll, vehicle maintenance, back office and online reservations for extended tours, day excursions, and express services.
All our systems are Windows-based and have been developed using Microsoft Visual Studio and the Microsoft SQL Server database engine. The success Distinctive Systems has accomplished is a direct result of our unique experience in both the IT and passenger transport industries.
Our knowledge of both fields has allowed us to create a range of products that get right to the core of what our clients want and use the most modern and innovative computing techniques and tools to seamlessly do so.
Distinctive Systems is proud to provide the most comprehensive systems on the market with tens of thousands of development hours behind each one; simplified express and limited capacity versions of its systems, which ensure cost-effectiveness for even the smallest of operations; and a pay monthly subscription pricing option that covers the use of its software and ongoing support.
Additionally, we offer our dedicated customer base the availability of our expert sales team with years of industry experience, comprehensive training at your own offices tailored to your type of work and staff needs, unlimited email and telephone support that covers every aspect of our client’s ongoing use of our systems provided by the same skilled team, and much more.
INNOVATIONS THAT GO THE EXTRA MILE
As an independent software vendor specialising in the development of products for coach, bus, and truck companies, Distinctive Systems offers a plethora of personalised and technologically innovative services to its client base.
One such service is the walk-around check mobile app available to any operator using our Coach Manager charter and contract booking system, Tour Booking System, or Vehicle Maintenance System.
The app, which is completely free of charge, makes it easier than ever to ensure drivers are complying with their statutory duty to carry out a daily walk-around check and report any defects found. It acts as a guide for the driver throughout the complete process of performing the check, ensuring it is conducted accordingly.
Additionally, we offer Coach Manager, Tour Booking System, and Vehicle Maintenance System operations.
Coach Manager is a start-to-finish solution for the management of private charter and contract work specially designed for coach, bus, limousine, and community transport operators that has seamlessly handled approximately 120 million journeys to date.
Distinctive System’s Tour Booking System is a complete management solution for individual passenger reservations on tours, sightseeing trips, and express services that has proudly handled bookings for more than 14 million passengers.
Finally, our Vehicle Maintenance System is a workshop management package specially designed for coach, bus, and truck operators. The software provides defect reporting, statutory inspection planning, scheduled and unscheduled maintenance activity management, job cards, history recording, and workshop control.
After over 40 years in business, our commitment to our clients is stronger than ever.
Despite the abundance of new enhancements that we’ve brought to our systems in recent years, Distinctive Systems has even more exciting and significant developments in the pipeline, sure to keep us at the top of our game for many more decades to come.
We support the upskilling of existing staff, and we want to ensure the rules the government brings in around regulating electric vehicles (EVs) in the sector support what we have already put in place in terms of prioritising safety and positively impacting the environment.
MO: Could you talk us through your recent developments in decarbonisation? What are your hopes for a more sustainable transport future for Australia?
DM: Most state governments in Australia have made announcements on the future purchasing of zero-emission public transport, primarily EVs, and are agnostic to the technology being used, whether it be hydrogen or fuel cell-powered electric buses.
We are trying to assist in this policy space, but one of the challenges we have faced is that the transition to net zero is expensive. We have seen some jurisdictions extending the life of their existing vehicles and prolonging the fleet’s lifespan to help offset the upfront capital cost of purchasing a new zero-emission EV.
However, this has created problems for manufacturers. It is a lot easier for all suppliers to be sustained when there are fewer peaks and troughs, and extending the life of vehicles in this way can be challenging because it creates an ‘order drought’, making it difficult for suppliers to justify viability.
Therefore, something we are strongly advocating for is long-term volume planning to sustain local manufacturing. Currently, our sector employs 10,000 people directly and indirectly in the supply of vehicles to Australia –
“WE SUPPORT NATIONAL HARMONISATION AS IT BRINGS DOWN SUPPLY COSTS AND INCREASES QUALITY, SUSTAINING THE FUTURE OF THE INDUSTRY”
– DEAN MOULE, NATIONAL TECHNICAL MANAGER, BUS INDUSTRY CONFEDERATION
whether that is importing, manufacturing, or assembling. That is an AUD$5billion dollar contribution to the economy, which we want to sustain.
The other challenge we face is with the bespoke nature of bus supply. Currently, each vehicle is hand-built and tailored towards customers’ unique specifications, which means redesigning the same piece of gear multiple times to address these various requirements.
This will present a major obstacle as the industry seeks to build more harmonised products on a national scale. We support harmonisation as it brings down supply costs and increases quality, sustaining the future of the industry.
In terms of environmental sustainability, many of our organisations are already engaged in practices such as utilising battery energy storage systems (BESS) for EVs. The government is beginning to see this progress and acknowledges how the bus industry supports a green future.
The other challenge we face in the transition to net zero is competing on a global scale. As I said, we are a
small part of a global footprint, but we also have leading suppliers here who build world-class products, some of which have been in the past, exported overseas to the United Arab Emirates (UAE), Singapore, and New Zealand. We would like to see this continue, but the high cost of competing on a global scale is a key consideration for the government. This can be challenging as you have one arm of the government concerned with value for money and the other looking to retain local jobs – the two do not necessarily see eye to eye.
MO: How have you seen the Australian transportation industry evolve over the years?
DM: From a manufacturing perspective, since I began in the industry 39 years ago, I have seen it transition from a series of many smaller family businesses and evolve into something that is on a more sustainable, national scale. At the same time, we are also seeing globalisation take hold. 20 years ago, I would say 95 percent of Australia’s vehicles were manufactured in the country, whereas now it is only around 65 percent. Again, that is fine in terms of diversifying our supplier base, but it does mean our products are now not only competing nationally but globally, which is challenging.
In this regard, we have policies in place to support local industry and address the challenges it faces. Australia’s various states and territories also have different policies on what is needed to meet local (state) content requirements, retain local (state) jobs, and keep suppliers and businesses running. This is challenging for any supplier to manage.
DRIVING TOWARDS ZERO EMISSIONS
In July 2024, BIC published a policy paper, Driving Towards Zero Emissions, which seeks to provide a comprehensive roadmap for the bus industry to achieve zero emissions whilst ensuring economic sustainability and minimal disruption. Key aspects include:
• Industry choice – Emphasising that bus operators should have the flexibility to choose the right technologies based on specific routes, tasks, and regional characteristics.
• Role of LCLFs – Highlighting LCLFs as a crucial component in the transition to net zero, particularly for existing and ageing fleets and in areas where electric infrastructure is insufficient.
• Diverse technological solutions – Supporting a mix of technologies such as diesel-electric hybrids and battery and hydrogen-fuelled electric buses to meet various operational needs.
• Collaboration with governments – Advocating for coordinated efforts between federal, state, and territory governments to support the transition through harmonised policies and programmes.
• Infrastructure development – Calling for investment in necessary infrastructure, including depot upgrades and charging and refuelling stations.
• Support for local manufacturing – Promoting a viable Australian bus manufacturing industry to ensure the availability of low and zero-emission buses.
• Phased transition – Recognising the 25-year lifespan of buses, supporting a gradual transition to ensure economic viability and minimal disruption.
• Workforce training – Emphasising the need to upskill the workforce to manage new technologies and ensure safety.
• Public engagement – Building public understanding of the benefits of transitioning to low and zero-emission buses.
Currently, these policies are not harmonised nationally, so we are supporting the development of a strong Australian industry with harmonisation at multiple levels of the supply chain, all the way down to vehicle specifications and how local content is viewed.
MO: Are you optimistic about the future of Australia’s transportation sector? What are BIC’s goals for the future and beyond?
DM: We are looking to ensure that we have better long-term volume planning for vehicle purchases across the country.
As such, we are aiming to harmonise state government purchases to assist our suppliers, manufacturers, assemblers, and importers to a greater extent by providing volume certainty and enabling them to look five steps ahead rather than one, in addition to improving economies of scale to support job creation.
Over time, we think harmonisation will involve having one central site producing better outcomes rather than lots of microsites, which may not be easy to begin with but will achieve longer-term sustainability for the industry.
GB: Another thing we want to see is a future where people opt to use buses rather than cars – building fewer roads but putting more buses on them.
Buses are the silent workhorse of the industry; every time a train or tram so much as sneezes, bus replacement
services come in to save the day. Buses provide a more cost-effective, long-term, reliable, and flexible solution for the industry than any other mode of public transport. For this reason, we account for almost 40 percent of the country’s public transport usage.
Trains can only travel on a track, but buses can transport anyone, anywhere. This is why we think it is a superior mode of transport, and encouraging a widespread shift towards buses as the preferred mode of public transport is what we’re striving for.
MO: Finally, what initiatives do you have in place to safeguard the future of the industry, from addressing skill shortages to integrating sustainability?
GB: We have just launched a retention and recruitment project to address how we should not only recruit new bus drivers but retain existing ones. We are seeking younger people and gender diversity as we want to get more female drivers into the industry.
However, due to the anti-social behaviour that our bus drivers can unfortunately sometimes experience onboard, we are grappling with how to achieve this.
DM: We are looking to attract people across various roles, from bus drivers to mechanics and electricians. It is all about making the bus industry a destination career choice, not just something that people fall into.
Moreover, the industry today has changed from 20 years ago as most of our time is now spent with computers, which attracts more employees.
Diversity is certainly important across all levels. We want to recruit as many genders, cultures, and identities to our industry as possible because the consequential benefits of having a more diverse workforce will allow us to grow organically.
Elsewhere, we are navigating the smooth transition towards more sustainable technologies, renewable fuels, and low-carbon liquid fuels. We are dedicated to finding the right technology solutions for the right application, which is reflected in our net zero policy.
• Vision – To develop an innovative and thriving bus and coach industry that moves people safely and sustainably.
• Mission – To be a national united voice that builds industry capability and advances the interests of members and passengers.
• Goals –
• Represent the business interests of the bus and coach industry.
• Promote the widespread use of buses and coaches.
• Encourage funding and investment.
• Promote the contributions made by the bus and coach industry to Australia’s economy, society, and the environment.
• Ensure the bus and coach industry is treated as a separate entity within the Heavy Vehicle National Law.
SLOVAK ELECTRIC VEHICLE SPOTLIGHT
As a burgeoning market, Slovakia’s electric vehicles are supported by the country’s robust automotive manufacturing industry. With a promising green future on the horizon, the government is gearing up for an e-mobility revolution
• The EV market in Slovakia is expected to generate revenues of over USD$590 million by the end of 2025, whilst BEVs are anticipated to generate more than USD$189 million in that time.
• There are currently 2,424 EV charging stations in 967 locations throughout Slovakia.
• Tesla is the country’s leading EV brand, followed by Volkswagen.
• The number of EVs on Slovak roads currently exceeds 15,000.
The electric vehicle (EV) industry in Slovakia has gained momentum in recent years, driven by a combination of government initiatives, increased consumer interest in sustainable transportation, and the presence of major automotive manufacturers in the region.
Slovakia is home to several leading automotive manufacturers, including Volkswagen, Kia, and Stellantis, that are increasingly shifting their focus from traditional combustion engines towards EVs, supported by investments in production facilities.
Furthermore, Jaguar Land Rover, rebranded as JLR, has a state-of-the-art plant in Nitra that has been reconfigured for EV production as part of the company’s Reimagine strategy, which aims to launch nine new models by 2030. In addition, Volvo is constructing a new plant in Košice that will exclusively produce EVs.
Within the dynamic EV market, two notable categories have emerged – battery electric vehicles (BEVs), which run solely on electric power, and plug-in hybrid electric vehicles (PHEVs), which combine electric propulsion with traditional engines.
Both types are pivotal in driving Slovakia towards a greener future and highlighting the nation’s commitment to innovation and sustainability in transportation.
The development of charging infrastructure is crucial for the growth of the EV market. In recent years, Slovakia has made strides in expanding its charging station infrastructure, including fast chargers along major highways and urban centres, which is essential to support the increasing number of EVs on the road.
Slovak consumers are gradually becoming more open to EVs, driven by rising awareness of environmental issues and the long-term cost savings associated with ownership. However, challenges such as the initial purchase price and range anxiety still exist, with efforts ongoing to address these concerns.
The future of the EV industry in Slovakia looks promising as the EU’s regulatory environment is pushing for tougher emissions standards, likely accelerating the country’s production and adoption of environmentally friendly transportation.
Moreover, as technology advances and battery costs decrease, they are expected to become more affordable and accessible to a broader audience.
Slovakia is, therefore, positioning itself as a key player in the European EV market, leveraging its strong automotive industry and supportive policies to foster a sustainable transportation future.
INTERVIEW: SLOVAK ELECTRIC VEHICLE ASSOCIATION
The Slovak Electric Vehicle Association plays a critical role in advocating for e-mobility and collaborating with various entities to drive the EV transition forwards. Director, Patrik Krizansky, discusses Slovakia’s adaption to green and sustainable travel
Photo: Miro Pochyba
The Slovak Electric Vehicle Association (SEVA) promotes the development and adoption of EVs in Slovakia.
Its mission includes advocating for policies that support sustainable transportation, educating the public about the benefits of electric mobility, and fostering collaboration amongst stakeholders in the sector such as manufacturers, governmental bodies, and non-governmental organisations (NGOs).
SEVA often engages in initiatives to increase awareness of EVs, address infrastructure needs such as charging stations, and reduce emissions in the transportation sector. The association also participates in events, conferences, and workshops to discuss EV technology advancements and challenges facing the industry.
Through its efforts, SEVA aims to contribute to a sustainable future by promoting cleaner transportation options and addressing environmental concerns related to conventional vehicles.
Manufacturing Outlook (MO): Firstly, can you tell us the origins of SEVA and its initial mission and vision?
Patrik Krizansky, Director (PK): SEVA was founded in 2012 as Slovakia’s leading platform for e-mobility advocacy and industry collaboration.
Its mission was to support the transition to zeroemission transport by fostering legislative change, raising public awareness, and enabling cooperation between
businesses, policymakers, and stakeholders.
From the beginning, SEVA has been the voice of e-mobility in Slovakia, driving public discourse and providing expert contributions to accelerate the transition to fully-electrified road transport based on BEVs.
With over 70 members, we now represent the majority of the private EV sector in Slovakia. As a member of E-Mobility Europe, we are also the voice of the Slovak electromobility ecosystem in Brussels.
MO: How has SEVA developed and progressed, and what objectives has it achieved?
PK: SEVA has made significant strides in advancing e-mobility in Slovakia, shaping policies, raising awareness, and fostering industry collaboration. However, our country remains at the bottom of the EU regarding EV adoption.
The Carpathian Basin is not Silicon Valley – there is a cultural scepticism towards innovation and strong opposition to energy transformation has slowed progress. Despite this, SEVA continues to push for a sustainable and competitive EV ecosystem.
This applies not only to the adoption of EVs on the road, which remains a priority, but also to the transformation of Slovakia’s automotive industry, or as we call it, the development of e-mobility in factories.
Slovakia is the world leader in car production per capita, with 10 percent of GDP and 16 percent of total manufacturing output coming from the sector.
Photo: Peter Frolo
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“WITH A STRONG LOCAL SUPPLIER NETWORK, SKILLED WORKFORCE, AND GOVERNMENT SUPPORT, SLOVAKIA HAS THE POTENTIAL TO REMAIN A KEY PLAYER IN THE GLOBAL AUTOMOTIVE MARKET”
– PATRIK KRIZANSKY, DIRECTOR, SLOVAK ELECTRIC VEHICLE ASSOCIATION
10 percent of workers are also employed in the automotive supply chain, so the country must ensure its factories remain competitive in the shift to electrification. However, Slovakia’s EV adoption faces multiple challenges as it lacks strong, predictable, stable, and longterm financial incentives for buyers.
Despite significant progress in recent years, charging infrastructure still lags behind leading EU markets, especially along highways.
MO: What do you find most exciting and challenging about the EV industry in Slovakia?
PK: Slovakia was fortunate in the past to attract major automotive investments from Germany, France, the UK, and South Korea, allowing us to build a strong industry without costly R&D.
These manufacturers helped establish a thriving
automotive sector, but Slovakia primarily operated as an assembly hub rather than a centre for innovation.
This model supported our economy through difficult times, yet today’s landscape is shifting. Traditional automakers now face unprecedented challenges as delays in innovation, efficiency, and electrification have left them vulnerable – not only in Slovakia but across major automotive markets.
Even in highly developed economies, manufacturers underestimated the speed of transformation. Our factories still operate at 70 to 80 percent capacity, compared to below 50 percent in France and Italy, but this could change rapidly.
The EU aims to make the sector more efficient whilst ensuring job retention; this balance will be one of the most significant challenges in the months and years ahead.
MO: How is Slovakia’s automotive industry adapting to the shift towards electrification?
PK: Slovakia’s position in the EV transition is shaped by its deep-rooted dependence on traditional automotive production. We benefitted from foreign investments, which prioritised efficiency over innovation, however this is now becoming a challenge.
Photo: Peter Frolo
Automakers must rapidly shift towards electrification, yet their ability to do so depends on access to battery supply chains, skilled labour, a supportive regulatory environment, and – let’s be honest – direct financial incentives from the government to attract investors.
To maintain competitiveness, Slovakia must complement its strong automotive sector with robust battery production capacity. Batteries are a critical component of EVs, and their production should be located near vehicle assembly plants to reduce costs, ensure supply chain stability, and minimise emissions from transportation.
Another key factor for attracting battery manufacturers is the availability of ‘green’ electricity. Whilst Slovakia benefits from a low-emission energy mix due to its reliance on nuclear and hydropower, renewable sources account for only about 23 percent of total production –significantly lower than in many competing countries. Energy-intensive industries such as steel, aluminium, and ferroalloy production are already struggling due to high electricity costs. If we want to attract battery gigafactories, addressing this issue is essential.
MO: Are there any SEVA projects, events, or key aspects of the industry you would like to highlight?
PK: SEVA is proud of its contributions to policy discussions, particularly regarding Slovakia’s Automotive Action Plan and legislative frameworks supporting e-mobility.
We have assisted businesses and municipalities in preparing for EU funding opportunities aimed at expanding charging infrastructure. Additionally, we compile and analyse national EV
market data for our members. Our efforts also extend to organising industry events, such as the eFleet Day conference, fostering cross-sector cooperation and networking, and supporting the development of battery production capacities. We have established four business hubs that focus on specific topics and serve as arenas for exchanging data and experiences.
SEVA has also formed thematic working groups that meet quarterly to discuss various aspects of the transformation.
We have introduced Drive2Transform in Slovakia, which connects the local automotive supply chain with the broader European e-mobility transition. This EU initiative provides strategic support, fosters industry collaboration, and ensures that Slovak suppliers are well-positioned for the future of EV production.
Our main priority now is providing services to our members – collecting and publishing market data, lobbying, and drafting legislative proposals, reports, statistics, and policy updates.
Photo: Boris Bukovsky
Photo: Boris Bukovsky
MO: What are the goals and priorities of SEVA, and what strategies will you employ to implement them?
PK: SEVA’s focus is twofold. Firstly, we will closely follow European and global trends, innovations, and technologies in the expert domain to proactively shape the legislative and investment environment needed for their successful implementation.
In parallel, our public engagements will focus on advocacy, education, and myth-busting. We will continue addressing concerns related to safety, economic sustainability, and the environmental benefits of zeroemission transport powered by electricity stored in traction batteries.
MO: Finally, how do you see the Slovakian EV industry developing over the next five years and are you optimistic about its future?
PK: Slovakia’s EV industry faces both significant opportunities and challenges in the years to come. Whilst our automotive sector remains strong, shifting to electrification requires urgent action at all levels.
The EU’s regulatory push, increasing demand for lowemission vehicles, and the need for domestic battery production will shape the industry’s trajectory.
A critical factor for Slovakia’s future in e-mobility is how well we integrate into the European battery supply chain. The ‘rEVolution’ is not just about assembling vehicles; it’s about securing access to core technologies such as battery cells, power electronics, and software.
Countries that fail to adapt will see investments move
“SEVA HAS MADE SIGNIFICANT STRIDES IN ADVANCING E-MOBILITY IN SLOVAKIA, SHAPING POLICIES, RAISING AWARENESS, AND FOSTERING INDUSTRY COLLABORATION”
– PATRIK KRIZANSKY, DIRECTOR, SLOVAK ELECTRIC VEHICLE ASSOCIATION
elsewhere. Additionally, Slovakia must address its reliance on nuclear and hydropower by expanding renewables to attract energy-intensive industries like battery gigafactories.
Despite these challenges, there are solid reasons for optimism. With a strong local supplier network, skilled workforce, and government support, Slovakia has the potential to remain a key player in the global automotive market.
The next five years will determine whether we capitalise on this transition or fall behind in the race towards electrifying transportation.
Naša platforma spravuje všetky AC a DC nabíjačky v súlade s OCPI, čím zabezpečuje jednoduchú integráciu a škálovateľnosť naprieč lokalitami.
Odborné znalosti a dodržiavanie predpisov S 20-ročnými skúsenosťami zjednodušujeme súlad s reguláciami, daňovú správu v celej Európe, reporting a správu siete.
Maximalizácia ziskovosti a efektivity
Automatizujeme fakturáciu, platby a reporting, čím umožňujeme CPO prijímať všetky platobné metódy a optimalizovať príjmy.
Jedinečné riešenia pre roaming a platobné terminály
Naše riešenie zjednodušuje správu platieb a roamingu, čím odstraňuje potrebu samostatných zmlúv s roamingovými poskytovateľmi.
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V Last Mile Solutions zjednodušujeme energetickú transformáciu a podporujeme udržateľnosť. Ako popredná európska platforma pre nabíjanie EV a energetické transakcie ponúkame škálovateľné, nezávislé a hardvérovo agnostické riešenie na globálnej úrovni.
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SPOTLIGHT ON MALAYSIAN AEROSPACE
Flying high in Southeast Asia, the Malaysian aerospace industry showcases the country’s innovations in manufacturing, technology, and R&D. Supported by a government that historically advocates for its strategic advancement, Malaysia is on track to be a leading global aerospace operator by 2030
Writer: Lucy Pilgrim | Project Manager: Joseph Perfitt
Malaysia not only benefits from being centrally located within Asia Pacific but also boasts strong government support that highly advocates for the aerospace industry’s future potential and solidifies the nation’s presence in the sector globally.
This was first demonstrated by the implementation of the National Aerospace Blueprint (NAB) in 1997, which charted four focus areas for the industry to achieve world-class standards. These included advancements in aircraft parts and components manufacturing; maintenance, repair, and overhaul services (MRO); avionics and systems integrations; and aerospace training.
Today, Malaysian aerospace is increasingly viewed as highly strategic and opportunistic, exemplified by the
reconstituted Malaysian Aerospace Industry Blueprint 2030 (MAIB2030) launched in 2015. Continuing the overarching aims of the original NAB, the revised blueprint sets out the aerospace industry’s long-term aspirations to make Malaysia a key global aerospace operator by the end of the decade.
10 years on from its launch, MAIB2030 has also opened the door to a vast pool of job opportunities in the MRO and aero-manufacturing sectors, helping accelerate the country’s socioeconomic standards.
With steadfast infrastructure and legislation in place, the Malaysian aerospace industry is projected to continue growing thanks to ongoing investment in the nation’s manufacturing activities, MRO, R&D and technology capabilities, and highly skilled, efficient workforce.
INTERVIEW:
MALAYSIA AEROSPACE INDUSTRY ASSOCIATION
Naguib Mohd Nor, President of the Malaysia Aerospace Industry Association (MAIA), provides insight into the current challenges facing the Malaysian aerospace sector and how MAIA advises its members and encourages industry innovation
The purpose-driven voice of the industry since its inception in March 2016, MAIA goes above and beyond to represent its members to the government and on the aerospace international stage.
The success of the association stems from its Board of Directors, which comprises top-level managers from some of the industry’s largest organisations. Through comprehensive guidelines set out by MAIA, member companies can seek counsel from the association to facilitate ease of doing business, advance into new markets, and network efficiently.
Manufacturing Outlook (MO): Firstly, can you introduce us to MAIA, including its purpose, vision, and goals?
Naguib Mohd Nor, President (NMN): MAIA serves as a central platform uniting industry players across the Malaysian aerospace sector.
Its purpose is to foster growth and global competitiveness. The association’s core values include collaboration, innovation, and excellence, ensuring a thriving ecosystem.
Our goals are to position Malaysia as a global aerospace hub by emphasising high-value manufacturing, MRO services, and emerging technologies such as additive manufacturing and green aviation.
MO: What is your assessment of the Malaysian aerospace industry, and how has it evolved since MAIA’s establishment?
NMN: The Malaysian aerospace industry has grown from offering basic MRO services that support the local aviation industry and a nascent assembly-focused sector to a highvalue ecosystem encompassing advanced manufacturing, providing enhanced MRO services internationally and for emerging areas such as drones and space technology.
Since MAIA’s inception, the industry has benefitted from stronger networks, strategic investments, and government support with innovation-driven policies, including the MAIB2030, solidifying the country’s position as a regional aerospace leader.
MO: What are the current challenges and opportunities facing the Malaysian aerospace industry?
NMN: Challenges:
• Talent development: Bridging the skills gap in advanced aerospace engineering and manufacturing.
• Global competition: Competing with established aerospace hubs internationally.
• Sustainability: Aligning with global carbon reduction mandates.
Opportunities:
• Digital transformation: Using Industry 4.0 technologies for efficiency and innovation.
• Green technologies: Developing sustainable aviation fuels and hydrogen propulsion and meeting net zero objectives.
• Regional growth: Leveraging the Association of Southeast Asian Nations’ (ASEAN) booming aviation market.
MO: How do MAIA’s Technical Subcommittees ensure inclusivity and participation across the industry?
NMN: Our Technical Subcommittees provide a structured platform open to all members to contribute.
By focusing on areas like manufacturing, MRO, R&D, drones, and talent development, these subcommittees enable open dialogue through workshops, meetings, and forums.
This structure ensures that small and medium-sized enterprises (SMEs), large corporations, and other stakeholders have equal opportunity to voice concerns and propose initiatives.
MO: What strategies does MAIA use to help Malaysian companies expand into new markets?
NMN: MAIA assists companies through:
• Market intelligence: Sharing insights on global trends and opportunities.
• Promotion: Ensuring the promotion of members’ capabilities through various trade shows, conferences, and forums, as well as reaching out through our affiliations with the global aerospace community.
• Trade missions: Organising delegations at international markets to showcase Malaysia’s aerospace capabilities.
• Business-to-business (B2B) networking: Connecting local companies with global original equipment manufacturers (OEMs) and Tier 1 suppliers to facilitate market entry.
MO: How does MAIA promote innovation in the Malaysian aerospace industry?
NMN: We promote innovation through:
• R&D collaboration: Partnering with research institutions and universities to drive advancements.
• Innovation challenges: Organising competitions to foster creative solutions.
• Technology roadmaps: Guiding companies in adopting transformative technologies such as additive manufacturing and digital twins.
MO: In what ways does MAIA engage with the government and influence public policy in Malaysia?
NMN: The association actively engages with the government through:
• Policy advocacy: Offering expert input to shape industry-relevant policies.
• Advisory roles: Representing the aerospace industry on government committees.
• Strategic collaboration: Working with agencies including the Malaysian Investment Development Authority (MIDA), Malaysian Industry-Government Group for High Technology (MIGHT), and the Malaysia Productivity Corporation (MPC) to align policies with industry needs and promote growth.
“OUR
GOALS ARE TO POSITION MALAYSIA AS A GLOBAL AEROSPACE HUB BY EMPHASISING HIGH-VALUE MANUFACTURING, MRO SERVICES, AND EMERGING TECHNOLOGIES”
– NAGUIB MOHD NOR, PRESIDENT, MALAYSIA AEROSPACE INDUSTRY ASSOCIATION
MO: What steps does MAIA take to integrate Malaysian aerospace into the global supply chain?
• Participating in events: Showcasing capabilities at international air shows such as the Farnborough International Airshow and Paris Air Show.
• Global branding: Promoting Malaysia as a hub for quality and reliability.
• Certification support: Helping local companies achieve global certifications for seamless supply chain integration.
MO: How do you see the Malaysian aerospace industry evolving in the next five to 10 years?
NMN: The industry will likely see:
• Sustainable leadership: Increased focus on green aviation technologies.
• Technology adoption: Rapid integration of digital and additive manufacturing technologies.
• Regional expansion: Growth driven by ASEAN’s expanding aviation market.
• Talent growth: Development of a highly skilled workforce to support advanced manufacturing and R&D.
MO: Finally, what are MAIA’s priorities to represent and support its members in the coming years?
NMN: MAIA’s key priorities include:
• Capability building: Strengthening SME capabilities in high-value manufacturing, supporting drone development, and encouraging further capability growth in the MRO sector.
• Policy development: Advocating for policies that enhance global competitiveness.
• Global integration: Expanding Malaysia’s role and participation in global supply chains.
• Innovation ecosystem: Fostering R&D and technological leadership to ensure long-term competitiveness. These priorities will ensure that MAIA continues to champion its members’ interests and support the sustainable growth of the Malaysian aerospace industry.
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LEGACY AMERICAN
With a rich history and unrivaled passion, Cruisers Yachts creates American-made boats for the world. We speak to Josh Delforge, Vice President of Engineering and Operations, about the company’s first-class fleet and commitment to innovation
Writer: Ed Budds | Project Manager: Michael Sommerfield
The global yacht building industry presents a unique blend of adventure, luxury, and freedom.
It is a vast and diverse sector that attracts designers, engineers, and builders from across the world but has the feel of a much smaller community, and for many, it exists as a lifelong passion.
At present, the US continues to be the main focus of yacht builders worldwide.
Within this expanding market, some builders may only produce one or two bespoke boats a year, whereas others are producing that same quota every hour.
“With the US being a key market, we see a continuous flow of new products introduced which fuels new design
trends. As a designer and builder, we’re excited by the challenge of creating unique solutions for clients with each of our vessels,” introduces Josh Delforge, Vice President of Engineering and Operations at Cruisers Yachts.
“The main market trends we are seeing today focus on increasing the ease of water interaction and giving our customers more flexibility with how they can utilize our yachts,” he continues.
After graduating from the University of Wisconsin-Madison in 2003 with a degree in engineering mechanics, Delforge was hired as a design engineer at Carver Yachts, where he was first introduced to the nautical world.
“OUR RICH BOAT-BUILDING HERITAGE DATES BACK TO 1953 AND WE HAVE SINCE BECOME ONE OF THE WORLD’S PREMIER PROVIDERS OF MID-SIZE LUXURY PLEASURE YACHTS”
– JOSH DELFORGE, VICE PRESIDENT OF ENGINEERING AND OPERATIONS, CRUISERS YACHTS
EXPERTS IN LUXURY
Cruisers Yachts has been building boats for over 70 years in Northeast Wisconsin and today boasts production plants located in both Oconto and Pulaski, with a total of just under 400 employees.
“As a young engineer, I was drawn to the combination of creativity and technical skills needed to be successful.”
Today, time is such a valuable commodity, and with families having less free time, Cruisers Yachts wants to give its customers the ability to cruise, anchor, entertain, overnight, and everything in between on its state-of-the-art vessels.
As such, one of the company’s goals is to find avenues to open up boating to new customers and audiences.
To do this, Cruisers Yachts is constantly looking at new materials, suppliers, building processes, and equipment to improve its products and allow it to offer more boats at a lower price.
“Additionally, in the near future, we predict that technology will grow to the point where we start seeing more electric and hybrid solutions in larger production yachts. Today, we only see this in small pockets, but we are getting closer each day,” Delforge explains.
What started as a production base for small wooden vessels has now evolved into the home of multi-million-dollar luxury yachts.
“Our rich boat-building heritage dates back to 1953 and we have since become one of the world’s premier providers of mid-size luxury pleasure yachts.
“Each model is crafted with industry-leading design, manufacturing, and amenities. Every part, texture, and element has been hand-picked to provide our clients with unparalleled comfort and performance,” Delforge prides.
MANUFACTURING OUTLOOK: WHAT CORPORATE SOCIAL RESPONSIBILITY (CSR) PRACTICES DO YOU PARTAKE IN?
JOSH DELFORGE, VICE PRESIDENT OF ENGINEERING AND OPERATIONS:
“As a major employer in both cities where we operate, we are always looking for ways to expand our reach within the community. We sponsor local events, donate to local charities, and connect with local schools.
“Additionally, as a boat builder, we are a member of the National Marine Manufacturers Association (NMMA), in which we strive to educate and promote safety on the water.
“At a local level, we are members of the North Coast Marine Manufacturing Alliance (NCMMA) and the Northeast Wisconsin Manufacturing Alliance (NEWMA). These groups focus on promoting manufacturing through connections with local schools, universities, workforce development boards, chambers of commerce, and state organizations. To date, NEWMA has sponsored over $500,000 in college scholarships over the past 20 years.
“Elsewhere, at corporate level, MarineMax has been such a positive influence with their focus on employee and community outreach. A great example is their newly-created Crew Care Relief Fund, an amazing program to help team members who need financial assistance following an unforeseen disaster or personal hardship. Their commitment to employees has been evident since day one and goes a long way in building trust with the entire team and community.”
In 2021, the company was purchased by MarineMax, the world’s largest retailer of recreational boats and yachts.
Through this key partnership, and ongoing relationships with independent dealers, Cruisers Yachts distributes its products and interfaces with customers.
“While distribution of our yachts is mainly focused across the US, we ship products all over the globe,” he confirms.
Over the past three years, the company has invested close to $15 million in new equipment, facility upgrades, and expansion, with a focus on employee safety, plant cleanliness, product quality, internal capabilities, and output capacity.
In addition, Cruisers Yachts has recently implemented new systems and processes that are designed to
foster a culture that understands the importance of receiving feedback.
This valuable feedback loop allows the company to make changes to improve its end products and increase efficiency.
TOP OF THE RANGE
Cruisers Yachts currently has three key product lines of vessels ranging from 34 to 60 feet (ft) in size.
“Our Grand Luxury Sport (GLS) line-up ranges from 34 to 50ft and is categorised in the bow rider segment. These models have a focus on exterior entertainment with spacious interiors,” Delforge sets out.
Meanwhile, the company’s Cantius models are cabin cruisers that range from 42 to 60ft. These vessels feature a larger enclosed interior volume but maintain a focus on exterior entertainment.
BECOMING THE WORLD’S BEST
General Hydraulics (GHS) is a marine manufacturer specializing in swim platform lifts and side door hinge assemblies.
“Our swim lifts and side doors are manufactured and assembled here in the US at our plant in Clearwater, Florida. We have thousands of products out in the field, proving our experience and understanding in what this industry demands.”
GHS also manufactures all its lift and hinge components inhouse, including its stainless hydraulic cylinders which are manufactured and assembled at its primary facility.
“This process allows us to maintain the highest quality standards, enhancing GHS’s ability to quality control (QC) every aspect of lift and side door operation prior to delivery. Each component is comprehensively tested with its hydraulic pump package to its fullest capacity ensuring trouble free installation and operation.
“We are known in the industry for our innovative yet simple designs with reliability at the forefront of each concept.”
EXPERIENCE AND EXCELLENCE
Over the last 25 years, GHS has developed proven QC and testing procedures.
The company’s QC processes are derived from the experience of over 15,000 swim lifts and more than 4,000 side doors installed in operation on vessels around the world.
“We are proud of our resolute zero-defect policy from the factory, and we are constantly adapting to ensure this industry leading standard is maintained.”
GHS has earned its place as the world’s largest original equipment manufacturer
(OEM) supplier of hydraulic platform lifts by delivering the best selection, proven quality, and unmatched customer service.
Family owned and operated for 35 years, the company has, to date, built, shipped, and installed over 19,000 hydraulic swim platform lifts for happy boaters and boat manufacturers around the world.
“Because our personal guarantee and professional reputation rides with each swim platform lift that we build, all mechanical parts are created in-house at our state-of-the-art manufacturing facilities. These
parts are never outsourced.
“Additionally, our huge product line of multi-purpose platform lifts means we have the perfect lift for every boat and for every boater. Furthermore, GHS’s extensive warranty and responsive customer service professionals ensure your complete and total satisfaction.”
BUILT BETTER
GHS was created in 1998 to design and build reliable, durable, and multi-function hydraulic platform lifts for boaters and boat manufacturers.
“Our company got its start by filling a need for sea ray boats for a transom mounted hydraulic swim platform lift. The product sea ray used at the time was a telescoping lift that proved to be unreliable and needed to be replaced and upgraded.”
Through extensive research and firsthand feedback from OEMs and customers of the existing style lift, GHS engineered and developed a panographic lift. This design eliminated the complexity of a telescoping lift and over time has proved to be the reliable, flexible platform swim lift demanded by boaters around the world.
A PERFECT PORTFOLIO
GHS manufactures a large array of hydraulic platform lifts and platform lift packages for boats 36 feet and larger. “All of our current model lifts are built using our original, proven designs and advanced technology. Years of experience and utilizing skilled craftsmen have allowed us to become very efficient and successful at adapting our technology to fit most of the various and complex transoms of today’s boat market without a drastic increase in price to the consumer.”
Regardless of boat manufacturer, GHS can build the Right Swim Lift or Side Door for your application.
BECOMING THE WORLD’S BEST
Since its beginning, GHS has built and released more than 19,000 units worldwide, firmly establishing the company as the world’s largest OEM supplier of hydraulic platform lifts and side-door assemblies. GHS’s design capabilities and manufacturing expertise has earned it a growing customer list featuring the most recognized boat manufacturers in the business.
“Our customers include Sea Ray Boats, Marquis Yachts, Carver, Four Winns, Cruisers, Regal, Chapparral, Scout, Tiara, Aquila, Intrepid, Formula, Pursuit, Mastercraft, and many other premier boat builders around the world.”
UNMATCHED CAPABILITIES
GHS is a subsidiary of Southcoast Marine Products, one of the nation’s largest manufacturers of custom, production-type marine hardware. The company’s state-of-the-art facilities house the latest in manufacturing and machining technology and tools including:
• Over 65,000 square feet of manufacturing space
• 6000 and 10,000 watt Bystronics & BLM Plate and Tube Laser cutting Systems
• Bystonic 150-ton and Strippit 120-ton 5 axis press brakes
• 350-ton press
• Computer numerical control (CNC) robotic welding and polishing
• BLM CNC Tube Bender Elect 80B
• Hand benders, hand polishing, and CNC machining capabilities
“Our combination of tooling capabilities and experienced craftsmen allows GHS to be the
only platform lift manufacturer to manufacture all mechanical aspects of its lifts in-house. This provides an unmatched level of quality control throughout the building process.”
Each GHS platform lift includes:
• Complete mechanical lift assembly
• Adapter bracket assembly (if needed)
• Bulkhead fittings
• Hydraulic pump assembly with anti-float (as needed) backup alarms, backup hand pump
• All required interior hoses
• All required exterior hoses
• All required installation fasteners, fittings, and backup washers
• Detailed owner’s manual
• Hard-wired handheld control with required harness
• Rocker switch with switch panel and required harness
• One gallon of hydraulic oil
“AS A DESIGNER AND BUILDER, WE’RE EXCITED BY THE CHALLENGE OF CREATING UNIQUE SOLUTIONS FOR CLIENTS WITH EACH OF OUR VESSELS”
– JOSH DELFORGE, VICE PRESIDENT OF ENGINEERING AND OPERATIONS, CRUISERS YACHTS
customer requests, changes in market trends, or interruptions in the supply chain without disrupting production.
Another vital differentiator is Cruiser Yachts’ commitment to its customers and their boating experience, which is overseen by a service team at both dealer and corporate level.
“We often talk about how the yachting world is small, yet we have many customers who have owned multiple boats and built a relationship with the service team over time,” Delforge reveals.
With a majority of its customers located in the US, a simple phone call to the factory in Wisconsin provides clients with the answers or parts needed to keep them happy and on the water.
PERFECTING THE PARTNERSHIP
“The newest addition to the fleet is our 57 FLY, which debuted in November 2024. The new FLY series redefines on-water luxury with a bold design, unmatched flybridge entertainment, seamless water access, and an interior created in collaboration with superyacht designer, Luiz De Basto,” he excites.
Elsewhere, one critical element that defines Cruisers Yachts’ portfolio of
boats is vertical integration.
“We design and fabricate 99 percent of our own tooling, fiberglass, cabinetry, metal components, electrical wiring, and upholstery.
“This gives us control and visibility of the build process from start to finish, ensuring the highest levels of quality.”
This also gives the company the required flexibility to react to
As a yacht builder, the company’s goal is to provide its customers with a wonderful boating experience at all times.
“To do that, we rely on having strong partners when we source parts, many of which we have done business with for decades,” Delforge expresses.
As such, Cruisers Yachts is always striving to find creative solutions
BOMON Marine: Crafting Excellence in Custom Marine Windows and Doors
BOMON Marine is a trusted, family-owned company based in Montreal, Canada, with a rich history that spans over four decades. Founded in 1982, BOMON Marine has been a leader in the production of high-quality, custom-made windows, doors, and hatches for a wide range of applications, including pleasure crafts, commercial, and industrial sectors. Now run by the second generation of the founding family, BOMON Marine continues its legacy of craftsmanship, innovation, and commitment to meeting the diverse needs of boat owners, builders, and businesses alike.
The company’s focus is on providing versatile and tailored solutions for marine and industrial applications. BOMON Marine specializes in crafting bespoke products that meet both the aesthetic and functional demands of its customers. Whether you need an individual replacement door, window, or hatch for your boat or are a major boat builder looking for high-volume custom solutions, BOMON Marine offers products designed with precision and durability in mind.
Over the years, BOMON Marine has expanded its offerings and expertise to include a variety of custom doors, windows, and hatches. These products are built to stand the test of time, engineered with advanced materials and cutting-edge techniques that ensure they perform under the toughest conditions. The company’s extensive experience in manufacturing bespoke products allows it to meet a wide array of requirements for both small vessels and large commercial projects, ensuring quality and reliability across the board.
A key feature of BOMON Marine’s product line is its madeto-measure approach. No matter the boat’s make, model, or year, BOMON Marine has the expertise and extensive database to find the perfect solution. Clients simply need to provide details about their boat, and BOMON Marine will take care of the rest, ensuring that the custom windows, doors, or hatches fit perfectly and function flawlessly.
BOMON Marine offers a variety of window types, including fixed, sliding, porthole, and hinged designs, each crafted to provide ease of use, optimal visibility, and enhanced durability. The windows are designed for easy installation, requiring no screws or holes to be drilled through the hull of your boat, which minimizes the risk of leaks and preserves the integrity of your vessel.
Whether you are looking for a single replacement window or outfitting an entire fleet of boats, BOMON Marine’s ability to deliver high-quality, custom products tailored to your specific needs sets them apart. Their dedication to craftsmanship, innovation, and customer satisfaction has earned them a loyal following and a reputation as one of the most reliable providers of custom marine windows and doors in the industry.
From its humble beginnings in Montreal to its continued success as a second-generation family-run business, BOMON Marine has stayed true to its roots of delivering exceptional products and service. With a rich history of producing custom, high-performance solutions for the marine industry and beyond, BOMON Marine remains committed to maintaining its leadership in the field of custom windows, doors, and hatches for years to come.
In a world where quality and precision matter, BOMON Marine stands as a beacon of trust, providing customers with reliable, made-tomeasure solutions that ensure their vessels are equipped with the best products available.
and the best possible materials for its vessels.
“It is very easy to find someone to sell you materials, but we value a partner that is focused on getting us the right materials for the applications. We also take into account the technical support services that many of our partners offer,” he tells us.
Across the entire sector, there has been an explosion in the use of new outboard drives, with the technology becoming more accessible and
integrated throughout the wider yachting industry.
As Cruisers Yachts develops new features, the ultimate goal is to find partners willing to think outside the box and get creative in finding the best possible solutions.
“For our fold-down beach doors, we partnered with the team at General Hydraulic Solutions (GHS). They have always been great to work with and they embraced this new challenge.
“Their system is extremely robust,
which gives our doors a solid feel; at the same time, we achieve a very clean look because of the internal pin mechanism. As a builder, any supplier as open and willing to take on new projects as GHS would be considered a win,” Delforge gushes.
FUTURE DEVELOPMENT
The primary focus for Cruisers Yachts in 2025 is on new product development and continuous improvement throughout its operations.
“Keeping our product line current and staying on top of trends is a key priority. With a five-year plan to spend over $25 million on new product development, much of our focus is on design and engineering,” Delforge elaborates.
As of today, the company remains in the build phase of three new models with a further two in the concept stage. These new yachts will play a big role in continuing to diversify Cruisers Yachts’ product line
going forward.
Furthermore, continued investment into design and engineering shows the company’s resolute commitment to long-term growth.
“Our teams understand the business and have suggested many improvements, implemented methods to enhance and develop our products, found efficiencies in the building process, and curated a culture of pride,” he concludes.
TRAILBLAZERS IN TRAILERS
SDC Trailers is Europe’s leading manufacturer of bespoke semi-trailers. We learn more about the company’s seamless journey from humble beginnings to an industry-leading player with President, Paul Bratton
Writer: Ed Budds | Project Manager: Nicholas Kernan
The opening chapter in the incredible story of SDC Trailers (SDC) was kickstarted by its Founder, Seamus McCloy, a welder and fabricator.
Established in 1978, SDC began its initial operations from a tiny shed in Bellaghy, a small village in County Londonderry, Northern Ireland. From there, the business
blossomed rapidly, culminating in 1982 with the opening of SDC’s first factory in Toomebridge.
A historical site for the company, the facility is now known as Plant 1 and remains the group’s main headquarters to this day.
Over the past four decades, SDC has grown impressively from a oneman operation to proudly becoming the UK and Ireland’s largest semitrailer manufacturer.
In this time, the company has pioneered a number of industryfirst semi-trailer solutions for the modern-day transport operator and understands the importance of maximising trailer performance in order to support its customers’ business operations.
Appointed President of SDC in 2020, after former CEO, Enda Cushnahan, decided to move on following 23 years with the company, Paul Bratton’s introduction to the industry came in the shape of a welding apprenticeship at college, which was considered a sought-after and burgeoning trade at the time.
After transitioning to working on trailers and oil pipelines, he joined SDC almost 30 years ago, gradually climbing the ranks of the company to his current position.
“I’ve always enjoyed the discipline required to work in this industry, partly due to the amount of legislation we contend with, but also because of the kind of people you encounter who share a similar background to me in terms of approaching things from an engineering perspective and practical standpoint,” Bratton introduces.
REJUVENATING THE INDUSTRY
The European trailer industry currently finds itself facing a significant downturn.
“During the COVID-19 pandemic, the pricing of trailers spiralled out of control because of the lack of access to raw materials,” Bratton recalls.
Therefore, the sector still finds itself recovering, as companies such as SDC look to rebuild their sales output to pre-COVID-19 figures. This is achieved by manufacturing a wide range of trailers for the transport and logistics industries, including curtainsiders, box vans, skeletals, and platforms.
Across the continent, the transport landscape has also become more volatile and less predictable, requiring higher flexibility from industry players.
“However, despite this broad downturn, the Irish trailer market has remained relatively steady in terms of our business, and we own a large percentage of that sector, as our
company originally started out there back in the late 1970s,” he confirms.
SDC’s main production site still remains the original facility in Toomebridge, Country Antrim, although now much expanded. With this continued investment, SDC remains focused on the local community in Northern Ireland.
In addition, SDC was acquired in 2016 by the largest trailer manufacturer in the world, China International Marine Containers (CIMC), who has continued to invest heavily in the company and significantly increased its overall market share.
STATE-OF-THE-ART MANUFACTURING
SDC now boasts four modern and efficient manufacturing facilities based in Toomebridge, Antrim, Mansfield, and Southampton, which are amongst the most highly developed in Europe and home to the entire trailer manufacturing process.
MANUFACTURING OUTLOOK: HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THEIR VALUABLE CONTRIBUTIONS?
Paul Bratton, President: “As an extremely hands-on sector, we are incredibly reliant on people.
“In the last few years since the COVID-19 pandemic, there has been a global shift towards working from home and remote work, but in our industry, we still need people to show up and shine in their roles. This is why we promote from within wherever possible, as so many of our team members began their careers on the shop floor or are from an engineering background like myself.
“We employ people to do a job but then provide them with the freedom and autonomy to think independently and thrive in a healthy work environment. We don’t want to employ robots; we want people to grow and develop alongside the company because we see them as the future of the business and entire industry.”
Pioneers of Movement
Could you briefly introduce us to the company?
Continental develops pioneering technologies and services for the sustainable and connected mobility of people and their goods. Founded in 1871, the technology company offers safe, efficient, intelligent, and affordable solutions for vehicles, machines, traffic, and transportation. In 2023, Continental generated sales of €41.4 billion and currently employs around 200,000 people in 56 countries and markets.
Continental has delivered top performance for more than 150 years, is one of the world’s largest tyre manufacturers, employs more than 56,000 people worldwide, and has 20 production and 16 development sites.
Continental is undoubtedly one of the world leaders in tyre production and offers a broad product range for passenger cars, commercial and specialty vehicles, as well as two-wheelers. Through continuous investment in research and development, Continental’s pioneering technology makes a major contribution to safe, cost-effective and sustainable mobility.
Continental is contributing to society and towards shaping the future through its commitments to sustainability which is at the heart of everything it does. The company has an ambitious goal to increase the use of sustainable materials in its tyre products to 100 percent by 2050 at the latest.
What are some of the ongoing or recent projects that you are most interested in showcasing?
ContiRe.Tex
Continental is increasing the proportion of recycled materials in its tyres. Continental is now using polyester yarn from recycled PET bottles in series production tyres, known as ContiRe.Tex.
Continental’s ContiRe.Tex technology uses recycled PET bottles to replace conventional polyester in a tyre's carcass. The PET bottles are turned into a new sustainable polyester yarn, with a set of standard tyres using material from around 40 recycled PET bottles.
More plants have recently been converted to use polyester fabric made from recycled polyethylene terephthalate (PET) bottles. This increases the recycled content of many tyre lines by an average of three percent. The innovative ContiRe.Tex technology has been used on a small scale since 2022 at the tyre plants in Lousado, Portugal, and Otrokovice, Czech Republic. The plants in Korbach, Germany, and Sarreguemines, France, have also recently started using recycled PET bottles in series production.
The Conti EcoPlus HT3+ is specifically designed for trailers with electrified drive axles. This tyre offers exceptionally balanced performance in terms of traction and rolling resistance and an especially high load capacity. The tyre’s features are specifically geared to new-generation trailers featuring fully electric drive axles.
UltraContact NXT
In 2023, Continental proudly launched the UltraContact NXT: one of the most sustainable tyres on the market and the most sustainable in Continental’s portfolio. The UltraContact NXT has a share of up to 65 percent renewable, recycled, and ISCC PLUS mass balance certified materials.
Otrokovice Warehouse
Continental has officially opened a fully automated high-bay warehouse at its tyre production plant in Otrokovice, Czech Republic. It has a storage capacity of more than 930,000 tyres. With the facility, the premium tyre manufacturer is centralising its warehouses in the area of Otrokovice. As a result, Continental’s logistics processes can be further optimised and CO2 emissions of its operations can also be lowered.
Conti Eco Gen 5 Tyre
Continental has developed its fifth-generation Conti Eco tyre line for freight transportation. The new product is geared squarely to the needs of customers in the transport sector and a dynamic regulatory environment, which means it also meets all the requirements of the EU Taxonomy for fleets. It allows haulage companies to cut costs whilst significantly reducing their fuel consumption and CO2 emissions in both regional and longdistance operations.
What, for you, differentiates your business from the competition?
Lowest Overall Driving Costs
Continental’s Lowest Overall Driving Costs (LODC) advisory approach helps provide the transport industry with an effective lever to withstand increasing cost pressures and at the same time make its fleets more sustainable. Tyrerelated costs generally account
for around two percent of a fleet’s budget. However, tyres have a considerable impact on fuel, maintenance, and repair costs, which together can account for up to 50 percent of total fleet operating expenses. Premium tyres, data-based service management, and on-schedule tyre checks can significantly reduce the costs of running a fleet.
Digital Solutions
Continental will soon be offering automated tyre tread depth measurements for the first time thanks to its new ContiConnect sensor generation. Fleet operators will be able to obtain precise and daily updated data on the rate of wear of their commercial vehicle tyres. In conjunction with AI-based algorithms, upcoming tyre services for individual commercial vehicles as well as entire fleets can be planned with precision. This will increase the safety and efficiency of the fleet, saves costs and helps to reduce its CO2 emissions. The new tread depth measurement and the tyre service planning will complement Continental’s existing ContiConnect solutions portfolio, which already includes data on tyre pressure, temperature, and mileage. The market launch of the new ContiConnect solutions is planned for summer 2025.
ContiLifeCycle
As part of its Vision 2030 strategy programme, Continental has committed to an ambitious goal of becoming the most progressive tyre company regarding ecological and social responsibility by 2030. At the end of the decade, Continental aims to have more than 40 percent renewable and recycled materials in its tyres, whilst it seeks to increase the use of sustainable materials in its tyres to 100 percent over the next 25 years. The ContiLifeCycle programme is an important step on the road to fulfilling these core sustainability goals.
Retreaded tyres are not only a business investment but also an investment in our future. The ContiLifeCycle concept is based on cyclical thinking. It’s a smart way to save emissions for our environment. Retreaded tyres replace new ones by reusing valuable components and materials.
This allows the company to maintain direct control over every element of the production process and create trailer solutions based on its customers’ specific transport requirements.
“At SDC, the core of our operations is driven by our philosophy to understand our customers’ businesses and their logistic requirements, tailoring a solution to meet their needs.
“Each trailer we produce is designed and manufactured to benefit our customers’ operations,” Bratton sets out.
Working closely with its myriad clients, the company remains committed to continuously providing innovative solutions for a vast variety of transport requirements.
In this way, SDC supplies trailers to a wide range of companies and has built relationships with the industry’s leading logistics operators, supermarket chains, and hire companies, including TIP Trailer Services, Hireco, Ryder, and Trailer Resources Ltd.
“Our dedicated business areas offer the complete package from bespoke manufacturing to finance, spare parts,
and servicing,” he continues.
“When you invest in an SDC trailer, you are not only investing in the best technology, quality, and flexibility; you’re also investing in the knowledge, expertise, and understanding that comes from years of experience in the haulage industry.”
UNWAVERING SUPPORT
SDC’s impressive semi-trailer portfolio is backed by a comprehensive aftermarket service and a network of 18 trailer parts branches across the UK and Ireland, offering same-day and next-day delivery on over 16,000 truck and trailer parts and consumables.
Four new parts branches were opened in 2024, spanning Telford, Durham, Birmingham, and Southampton.
Initially established 23 years earlier as a new, game-changing subsidiary of the company, SDC Truck and Trailer Parts initially specialised purely in trailer spares.
However, recognising the market’s urgent need for competitively priced truck parts, the company expanded its focus, leveraging its existing connections with leading
manufacturers.
This seismic shift prompted the establishment of regional depots across Ireland, strategically positioned to minimise vehicle downtime for customers.
“Our philosophy is to understand your business and logistics requirements and then tailor a solution to meet those needs,” Bratton states.
“Looking ahead, SDC Truck and Trailer Parts is set to strengthen its position as a leader in the commercial vehicle aftermarket and a one-stop shop for our clients.”
INVESTMENT IN EXCELLENCE
SDC’s ongoing development of its Toomebridge manufacturing hub has been a crucial recent investment for the company.
A further point of pride, the facility reached the impressive production milestone of its 20,000th trailer in 2024 on the site’s semi-automated production line.
“The Toomebridge production facility has been pivotal in boosting SDC’s manufacturing capacity since its upgrade six years ago,” Bratton affirms.
“Recent developments in 2024 have further enhanced the site’s capabilities, including the integration of cutting-edge technologies such as state-of-the-art spray booths and a new shot blaster system,” he adds.
These impressive upgrades were part of a crucial £8.6 million investment and have helped reinforce SDC’s commitment to environmental sustainability, safety, and elite-level operational efficiency.
“We are incredibly proud to have built our 20,000th trailer on the new semi-automated line in Toomebridge. This milestone is a testament not only to our ongoing investment in advanced manufacturing technologies but also
“AT SDC, THE CORE OF OUR OPERATIONS IS DRIVEN BY OUR PHILOSOPHY TO UNDERSTAND OUR CUSTOMERS’ BUSINESSES AND THEIR LOGISTIC REQUIREMENTS, TAILORING A SOLUTION TO MEET THEIR NEEDS”
– PAUL BRATTON, PRESIDENT, SDC TRAILERS
to the hard work and dedication of our team.”
In this way, the company has continuously pushed the boundaries of what can be achieved, and reaching this monumental milestone reflects SDC’s commitment to delivering high-quality
products to its customers.
“Utilising the latest high-tech equipment will allow us to further improve our customer service levels from the initial trailer order right through to completion and delivery,” Bratton prides.
DRIVING TECHNOLOGY FORWARD
Can you introduce us to Truck-Lite?
Truck-Lite has been a pioneer in the commercial vehicle lighting industry for over a century. Our journey began with the invention of the rubber lamp housing in 1924, and we’ve been at the forefront of commercial vehicle lighting innovation ever since.
Our European headquarters is in Harlow, Essex, UK, where we design, manufacture, and test our comprehensive range of advanced LED lighting systems for trucks, trailers, and heavy-duty vehicles. We are proud to continue designing and manufacturing in the UK. Our experienced team of 100+ operators and engineers, with their unrivalled industry knowledge, ensures that our products meet the highest standards expected by our customers.
Our in-house testing laboratory is integral to our operations, allowing us to rigorously test product reliability under harsh real-world conditions. We conduct full illuminance performance testing to ensure compliance with ECE regulations. Our ISO 9001 and IATF 16949 certifications further demonstrate our commitment to producing quality and durable cutting-edge lighting technologies.
What are your innovative market solutions?
With over 250 patents and ISO 14001 certification, we continually demonstrate technological advancement and commitment to sustainable manufacturing.
Now we’ve developed a total lighting solution built around our TruckLite harness system. This plug-and-play system features Superseal connectors and macromelt overmould technology, providing complete protection against water ingress and ensuring total system integrity. Our harness kits are available in pre-configured standard configurations or can be custom-designed to fit specific vehicles and projects, working closely with our customers. Not only that the kits simplify installation, but also reduce downtime for vehicle builders by up to 50%.
. What differentiates Truck-Lite from competitors?
Our long history has provided us with a deep understanding of the UK and European trucking industry, allowing us to identify and focus on the needs of our customers. While we are proud of our roots, we are always
moving forward. Our approach focuses on developing solutions that anticipate industry needs, ensuring manufacturers stay ahead of evolving safety and performance requirements.
We are pleased to announce the strategic integration of Labcraft LED Lighting that will help us to beat traditional industry standards. Labcraft is renowned for the design and manufacture of best-in-class interior lighting, scene lamps, and banksman systems. By offering Labcraft products into our Truck-Lite harness kits, we are able to create a comprehensive lighting solution that includes both mandatory and auxiliary lighting systems.
Tell us about Clarience Technologies
Clarience Technologies was established to lead innovation in the rapidly changing transportation industry. With over 4,000 employees across 50 global locations, the company brings together innovative technologies and trusted brands under one roof, including renowned European brands such as Truck-Lite, Labcraft, ECCO, Durite, LED Autolamps and Code 3.
The organisation is committed to driving innovation and safety across the industry, providing comprehensive solutions that protect lives, secure assets, and enhance productivity. By operating at the speed of technology, Clarience Technologies supports a growing number of customers worldwide.
What’s next for Truck-Lite?
Our engineering team is constantly developing new products to meet evolving customer needs. We’re excited to introduce a new range of interior strip lighting, developed in collaboration with trailer-builder customers specifically for the heavy-duty box trailer sector.
We’re also developing new rear lamps, auxiliary lighting products, and vehicle safety solutions. Our goal remains to offer manufacturers a reliable partnership that transforms vehicle safety and operational efficiency, providing intelligent systems that anticipate and solve complex transportation challenges.
“OUR DEDICATED BUSINESS AREAS OFFER THE COMPLETE PACKAGE FROM BESPOKE MANUFACTURING TO FINANCE, SPARE PARTS, AND SERVICING”
– PAUL BRATTON, PRESIDENT, SDC TRAILERS
ENVIRONMENTAL STEWARDS
SDC is resolutely committed to developing its business in a sustainable way and has made a number of significant investments in renewable technologies to minimise its overall operational carbon footprint.
As part of this transition, the company has installed biomass boilers as a direct fuel replacement for oil or electricity at its office buildings in Toomebridge and Antrim.
These sustainable boilers are capable of burning both wood pellets and wood chips offering a significant reduction in carbon dioxide emissions.
In addition, SDC has invested in the introduction of electric vehicle charging points across all sites. Both employees and visitors can now take advantage of this technology, encouraging its people to continue reducing their annual fuel consumption and associated carbon emissions.
SDC TRAILER PRODUCTS
CURTAINSIDER RANGE – Designed to maximise operator flexibility and reliability in a wide range of road haulage and logistics applications.
BOX VAN RANGE – Specifically envisaged to provide optimum security and durability across a plethora of road haulage and logistics applications.
PLATFORM RANGE – Designed to deliver maximum strength for heavy duty applications, specifically made for use within the construction industry.
SKELETAL RANGE – Offers a mixture of both fixed and sliding designs, ensuring that any container can be transported.
MACHINE CARRIER RANGE – Created according to specific customer specifications, ensuring optimum operational flexibility.
DRAWBAR RANGE – Designed with a large array of models to choose from, making it extremely versatile.
The benefits of partnering with PPG?
Global reach, local service
A network of over 50 industrial coatings production facilities and 40 laboratories worldwide.
Innovator in the field of coatings
We develop breakthrough coating solutions by investing nearly 3% of annual revenue in R&D.
World leader in colors
We shape the color direction of more products than any other paint manufacturer.
Technical Support
We offer the industry’s best on-demand, laboratory and technical support. Testing service and on-site problem solving.
Supply chain trust
Our robust global supply chain quickly adapts to changing customer needs.
Provider of complete solutions
We promote product quality, durability and performance with coatings in all major technologies.
Bespoke coating systems tailored to the trailer and transportation industry providing high corrosion protection and robustness to aid the finished products longevity. For more info, visit us at ppg.com/industrialcoatings.
“WHEN YOU INVEST IN AN SDC TRAILER, YOU ARE NOT ONLY INVESTING IN THE BEST TECHNOLOGY, QUALITY, AND FLEXIBILITY; YOU’RE ALSO INVESTING IN THE KNOWLEDGE, EXPERTISE, AND UNDERSTANDING THAT COMES FROM YEARS OF EXPERIENCE IN THE HAULAGE INDUSTRY”
– PAUL BRATTON, PRESIDENT, SDC TRAILERS
Elsewhere, the company has installed an electric system of photovoltaic (PV) solar panels in two locations as a more environmentally-friendly direct electricity replacement, demonstrating its ongoing commitment to sustainability.
READY FOR ANYTHING
The outlook remains exceedingly bright for SDC as the company continues its upward trajectory following the turbulent years of the COVID-19 pandemic and chaotic effects that this difficult period had on the entire industry.
Manufacturing close to 5,000 trailers in 2024, SDC’s intentions are to improve on this in the years coming despite local and global challenges.
Bratton acknowledges that the key factor in reacting to any potential future challenges is speed of response.
“We must endeavour to adapt quickly to any adversity faced, which is where the strength of our supplier partnerships becomes crucial for reacting to hurdles encountered within the industry,” he states.
“Through our investment in innovation and upgrading our manufacturing facilities for the future, SDC is well positioned to meet the evolving needs of our customers and challenges of the modern manufacturing landscape.”
Whilst it remains hard to envisage what the sector may look like in the next few years, SDC is set to adapt and overcome any fresh challenges of a fluctuating transport landscape with its solid set of operational foundations.
Quality is undoubtedly at the centre of the company’s operations with an overarching mission to provide products and services that meet and exceed customer expectations, no matter what.
“Our long-standing commitment to quality has led to the success of the SDC brand, both in domestic and international markets, and we are confident that we will continue to go from strength to strength,” Bratton concludes proudly.
Expertly navigating the changing automation landscape, we learn more about Lippert EMEA’s innovative product portfolio and drive for diversification across the region with Lorenzo Manni, Managing Director of Caravanning
Writer: Lucy Pilgrim | Project Manager: Nicholas Kernan
The European engineering and manufacturing industries are consistently navigating the challenges and benefits of a changing market.
In recent years, the landscape has experienced a strong push towards sustainability and digitalisation, marked by advancements in smart manufacturing and Industry 4.0 technologies.
Moreover, despite the growing emphasis on green automation and sustainable practices driving transformation, the manufacturing sector across Europe, the Middle East, and Africa (EMEA) is still traversing the effects of a complex labour
market alongside rising energy costs that have characterised the beginning of 2025.
Expertly tackling the evolving energy landscape, Lippert EMEA (Lippert) is focused on leveraging automation and innovation to enhance its product quality and consistency in the caravanning and marine sectors.
Solidifying its place in the region’s highly competitive manufacturing sphere, Lippert specialises in a vast range of products.
In order to meet the needs of the caravanning industry, it offers state-of-the-art entry
doors and flyscreens, polymethyl methacrylate (PMMA) windows and blinds, systems for lifting bed bases and steps, as well as energy and battery management systems.
Meanwhile, in the marine sector, the company’s products include glass windows, winches, and hatches, whilst it also provides tables, glazing, and interior components for the rail industry.
As such, with an unmatched product portfolio, Lippert has a varied client base that ranges from caravan and marine original equipment manufacturers (OEMs) and aftermarket players to train manufacturers and more.
LIPPERT
“All of them rely on our innovative and high-quality components to enhance the desirability and functionality of their products,” opens Lorenzo Manni, Managing Director of Caravanning.
“Our renewed focus on quality and customer satisfaction ensures that we meet and exceed their expectations.”
CUSTOMER-CENTRIC ETHOS
Lippert’s commitment to innovation and continuous drive to put both OEMs and end consumers first is what truly distinguishes it in a highly competitive market.
In aid of this goal, the company has a dedicated in-house design and engineering team that works tirelessly to develop new products and improve existing ones.
Additionally, a customer-centric ethos is at the core of its corporate strategy and ensures Lippert is always in tune with the needs and
expectations of its clients.
This is most aptly demonstrated by the company’s ability to overcome particularly challenging periods, keep production running efficiently, and double down on its efforts to prioritise quality and customer satisfaction.
Lippert owes this resilience to its robust corporate culture and committed workforce.
“We are extremely proud of our culture that is widening the moat with our competition,” Manni states.
Having taken on the Managing Director of Caravanning role in 2023, Manni has had the privilege of leading 900 team members across eight manufacturing sites in three EMEA countries.
Indeed, Lippert is recognised for fostering a unique and people-centred culture, cultivated by its focus on leadership and personal development and exemplified by a tailored leadership action plan (LAP) for each employee.
“MY JOURNEY WITH LIPPERT HAS BEEN INCREDIBLY REWARDING, MARKED BY OUR EXPANSION INTO NEW MARKETS AND THE DEVELOPMENT OF CUTTINGEDGE PRODUCTS, HARBOURING THE COMPANY AS ONE OF THE LEADING SUPPLIERS IN THE INDUSTRY”
– LORENZO MANNI, MANAGING DIRECTOR OF CARAVANNING, LIPPERT EMEA
“We relentlessly strive to apply our core values to day-to-day working life and encourage all our team members to contribute and think outside of the box to make the company better.”
Furthermore, Lippert strongly believes in a “collective brain” and therefore created the Just Fix It programme, which encourages employees to propose solutions to problems that arise in key areas of the business including safety, sustainability, customer experience, quality, and innovation.
“Across EMEA in 2024, we recorded more than 1,800 proposals
for improvements from our team members. This makes us really proud and helps us build a better, more efficient company thanks to everyone’s experiences,” Manni delights.
STRATEGIC AND ADVANTAGEOUS ACQUISITIONS
As part of the diversification of its revenue streams, Lippert has spent the last nine years focusing its attention and resources on the European caravanning market, acquiring some of the most successful companies in the industry.
Headquartered in Tuscany, Italy, Lippert expanded into the Netherlands by acquiring Dutch company Polyplastic, who specialises in producing window system solutions for the caravanning and equestrian industries alongside cooling door system solutions for the retail industry, now operated under the DoubleCOOL brand by Lippert.
More recently, German brand Schaudt rebranded as Lippert in 2023 after the company acquired the manufacturer of power management, battery chargers, and electronic control systems.
A strong reputation for service and quality
SJG International was established over 50 years ago is now in a prime position to service a wide range of customers operating in many different sectors after having acquired various companies over the years.
The company began under the trading name SJ Gaskets Ltd and supplied gaskets, washers, and sheeting material to a variety of customers who needed sealing solutions for different applications. The company quickly established a strong reputation for service and quality.
A short period after this, the company was presented with the opportunity to become a key distributor and partner to Zotefoam PLC, which was looking for companies to distribute and convert their range of Plastazote and Evazote foams.
To this day, SJG is a leading UK supplier and converter of Zotefoam materials and chemically blown foam.
To further expand the business and the product portfolio, SJG acquired Wesco Extrusions, which adds the ability to extrude rubber and silicone extrusions in various polymers and colours.
In 2018, the company completed an acquisition where we can now offer full manufacturing of vacuum rings for use within the automotive industry, working with several well-known clients.
The latest acquisition by the company in 2024 has been a flock coating line, where we can add a flock-coated finish to rubber-extruded profiles, and we have seen strong demand for automotive and marine applications.
During this time, Lippert developed a series of new products that greatly expanded its market presence such as space-on-demand solutions, including the Belvedere and Vela pop-up roofs, as well as completing a number of existing product lines.
“Our focus now is on ensuring that every product we deliver meets the highest standards of quality and reliability whilst supporting the industry strive to reduce the overall cost of new units,” Manni states.
The company’s expansion targets are also complemented by exciting new launches, such as the Simply Trail entry door specifically developed for caravans.
“The Simply Trail entry door is a testament to our commitment to innovation and cost-efficiency. It combines high-quality materials
“OUR FOCUS NOW IS ON ENSURING THAT EVERY PRODUCT WE DELIVER MEETS THE HIGHEST STANDARDS OF QUALITY AND RELIABILITY WHILST SUPPORTING THE INDUSTRY STRIVE TO REDUCE THE OVERALL COST OF NEW UNITS”
– LORENZO MANNI, MANAGING DIRECTOR OF CARAVANNING, LIPPERT
EMEA
and design with a streamlined manufacturing process to reduce costs without compromising on durability and aesthetics,” he highlights.
Lippert’s cutting-edge development in smart wedge technology, featuring the innovative LEVEL9 intuitive levelling system, promises to deliver exceptional
stability and ease of use camper and van owners. Marketed under the Kyle Camping for Lippert brand, this advancement is set to significantly enhance the overall experience for outdoor enthusiasts.
Going forwards, the company has a number of notable projects in the pipeline, including the development of smart caravanning systems
LIPPERT
Rotomolding, Steering wheels, Foam Injection
Raigi Sud was created in 2007 for an extension of activity of French society Raigi and is located in Tunisia on the Industrial area of Zaghouan.
In 2013, Raigi sud was purchased by a Tunisian investor but has kept activities the same and continues to work with the same customers.
Raigi Sud specialises in rotational molding, the manufacturing of steering wheels, stainless steel welding and polyurethane injection for insulation and filling, working with many international customers.
CADLINE Electronic GmbH is a family-owned (2nd gen.) experienced Electronics Manufacturing Services (EMS) provider based in Germany, offering reliable solutions in electronic manufacturing since 1988, from prototype development to serial device assembly.
As a full-service provider, we offer THT, SMD and PCB assembly, prototype and electronic manufacturing and also material management.
The company boasts state-of-the-art production facilities and innovative machines, ensuring high flexibility and quality in production. CADLINE Electronic places great emphasis on long-term partnerships and provides tailored solutions to meet their customers’ specific needs.
• Qualified skilled workers with years of experience
• High quality standards for error-free products
• Flexible order processing for various quantities
• Confidential handling of customer data and documents
CADLINE Electronic positions itself as more than just an EMS provider, but as a solution and system supplier that offers real added value to its customers. The company prides itself on its ability to handle projects of various sizes and complexities.
LIPPERT’S KEY TO INNOVATION
The company’s success in creating forward-thinking and indispensable products comes from the dedication and expertise of Lippert’s in-house design and engineering team, giving Lippert a significant edge in terms of innovation and responsiveness.
“It allows us to quickly develop and iterate new ideas, ensuring that we stay ahead of market trends and meet customer needs effectively.
“This internal capability is crucial to our commitment to innovation and customer satisfaction and is the way we can truly listen to the voice of the customer,” Manni emphasises.
Additionally, Lippert’s strong reputation for cutting-edge and reliable products stems from its robust supply chain, which is designed to be both efficient and collaborative.
Indeed, the company primarily sources its materials from Europe, which enables it to ensure quality and reliability in its products as well as the flexibility demanded by customers.
Moreover, Lippert conducts monthly cross-department discussions that enable it to address any challenges promptly and ensure seamless coordination across all stages of production.
The manufacturers of CNC precision turned components
• Quality Management System to ISO 9001 certificate FM12468
• Suitable batch sizes from 50, 200, 500, 1,000 up to 50,000
• Environmental Management System to ISO 14001 certificate EMS693856
Tel: 01582 451 111 sales@DRN.co.uk www.DRN.co.uk
integrated with Internet of Things (IoT) technology for enhanced connectivity and convenience.
GIVING BACK TO THE COMMUNITY
Alongside innovation and a customercentric approach, corporate social responsibility (CSR) remains a cornerstone of Lippert, as its multitude of initiatives purposefully aim to give back to the communities where the company operates.
This ethos is so integral that it is imprinted into the company’s overall mission, which translates into many collaborative initiatives.
Indeed, Lippert is a key partner in the Casa Marta project in Tuscany, where the first paediatric hospice in the region is being built.
Elsewhere in the Netherlands, it is working with Road Trip for Life, a foundation that aims to build accessible vehicles for people with disabilities. On top of this, the
company collaborated with the Eindhoven University of Technology to design the world’s first full electric autarchic recreational vehicle (RV) in 2022.
Lippert’s charitable activities extend to volunteering in local events across all its locations, providing support to those in areas that have suffered natural disasters, and having an overall positive impact on local communities.
On a broader scale, Lippert endeavours to participate in global industry events to showcase the company’s latest innovations, connect with peers, and gain valuable insights into market trends.
“We plan to continue our presence at key events like the Caravan Salon Düsseldorf and explore new opportunities to engage with our audience. These events are also an opportunity to reaffirm our commitment to being close to our customers and ensure they are well taken care of,” Manni shares.
Looking to the future, Lippert’s key priorities include strengthening its ability to remain cost-competitive in an increasingly saturated global manufacturing landscape.
This is set to be achieved thanks to the company’s automation capabilities, lean concepts, and wellconsolidated manufacturing footprint.
In parallel, Lippert will continue expanding its product offerings to meet customers’ needs and innovate in response to market demands.
“We aim to strengthen our position as one of the leaders in the caravanning industry in EMEA,” Manni concludes.
Supplying superior battery systems for world-class submarines, product knowledge and reputation for engineering excellence.
Writer: Lily Sawyer | Project
SUBSEA CAPABILITIES
submarines, PMB Defence sets itself apart through its niche excellence. We take a deep dive with Stephen Faulkner, CEO Manager: Cameron Lawrence
As the defence environment in Australia undergoes a period of significant change, particularly in terms of policy, companies operating in this space must constantly evolve to remain ahead of the curve.
PMB Defence (PMB), a worldleading defence manufacturer with a core focus on submarines, is currently in the early stages of a generational change in sovereign capability.
“Overall, it’s an exciting time to be a manufacturer in this industry,” opens Stephen Faulkner, CEO.
Specialising in submarine battery systems and associated products and services, PMB’s current customer base includes naval forces across Australia, the UK, Canada, and Sweden. Its products include main storage batteries for conventional submarines, back-up batteries for nuclear
submarines, battery management systems, technical support, and sustainment services.
The company’s overall aim is to assist customers in maximising the overall performance of their batteries and, therefore, their submarines.
“Our single focus has been the submarine domain. This makes us unusual as most entities that supply submarine battery systems focus on the wider battery market,” he informs.
Employing around 200 people across its two sites – the Osborne Naval Shipyard precinct in Adelaide, Australia and a smaller nickel-zinc (NiZn) manufacturing facility in Ebbw Vale, Wales – PMB is well placed to serve international markets.
10 YEARS OF EVOLUTION
A decade ago, PMB’s core focus was delivering supplies to the Royal
Australian Navy’s Collins-class submarines whilst positioning itself for success on the Australian Future Submarines (AFS) programme, one of the largest capability acquisition initiatives in the country’s history.
“Both these endeavours significantly grew our sovereign capability, meaning that by the time bidding into AFS came about, we were confident in our ability to deliver a superior outcome to the selected designer,” Faulkner details.
Work on the early stages of lithium battery development in Sweden, meanwhile, further bolstered the company’s credibility.
At the same time, it was developing an exclusive understanding of the challenges associated with designing, building, and maintaining a system for the unique Australian mission profile.
“MANY
OF OUR TECHNICAL AND MANAGEMENT STAFF HAVE PREVIOUSLY WORKED IN THE DEFENCE INDUSTRY, WHICH HAS TRANSLATED INTO WELLINFORMED INTERACTIONS WITH CUSTOMERS IN THE SECTOR BOTH IN AUSTRALIA AND ABROAD”
– STEPHEN FAULKNER, CEO, PMB DEFENCE
opportunities also arose to gain new capabilities, with the company acquiring NiZn battery equipment, intellectual property (IP), and in a separate transaction, designs and equipment for various
“Establishing these new capabilities, in both Wales and Australia respectively, occurred largely during the COVID-19 pandemic, which amplified the difficulties involved. However, our teams did well to navigate these,” he prides.
Since then, PMB has successfully delivered products to a diverse range of customers inherited over the course of this period and won further contracts in an increasingly competitive market environment.
As such, its production volumes have grown approximately fourfold over the past five years.
ENGINEERING EXCELLENCE
Focused on a ‘whole of system’ engineering approach in terms of the submarines it facilitates, PMB’s outlook is unusual and serves as a key differentiator.
To support its operations, the company has a broad spectrum of technical staff on hand, including both traditional chemists and chemical engineering experts.
PMB also employs a wide group of mechanical, electrical, electronic, and mechatronic engineers, a metallurgist, and even a physicist who collectively assist the manufacturing and system delivery process to provide better outcomes.
PROLIFIC PARTNERSHIPS
As a relatively small company, partners and suppliers are very important to PMB.
With quality and responsiveness at the top of its priority list, local suppliers are preferred as they generally translate to a degree of care that is harder to come by from suppliers who do not see PMB as a key or essential customer.
However, whilst localising its supply chain is important, the company notes how it must carry this out carefully and choose partners wisely given the significance of product quality in the defence industry.
“A localised supply chain is certainly our preference. Whilst we still procure some key components from overseas, the majority of our supply is now local,” Faulkner confirms.
“Many of our technical and management staff have previously worked in the defence industry, which has translated into wellinformed interactions with customers in the sector both in Australia and abroad,” Faulkner reveals.
The company’s widespread credibility, meanwhile, has helped it to acquire and retain the right customers over the years.
“The fact our services are so specific within the defence manufacturing domain has given confidence to our stakeholders that we are in it for the long haul,” he outlines.
As such, PMB’s overall value to Australia’s defence sector, specifically in terms of its niche submarine battery manufacturing capabilities, is second to none, supported by the long-standing trust it has gained from clients and its reputation for engineering excellence.
A WEALTH OF EXPERTISE
In addition to its prolific engineering abilities, PMB is proud to be involved in ongoing R&D initiatives to optimise
submarine battery performance.
For over a century, the default battery for submarines has been leadacid. Whilst not risk-free, management of this technology is generally well understood by stakeholders.
Moreover, new technologies such as lithium-ion have been explored over the past two decades, however, safety concerns have continued to make in-service use challenging and therefore rare.
“Back in 2018, we identified that NiZn may be a strong candidate for use in submarines due to its high energy potential and relatively benign failure modes when compared to lithium-ion,” Faulkner recalls.
Having successfully completed an initial study of the material, PMB has since translated this into a larger development programme that continues today.
Elsewhere, battery management and decision support tools are a key focus for the company, especially since most in-service submarines have relatively poor monitoring of cell and therefore system health.
Utilising our industry knowledge along with our multiple sales and distribution centres across Australia and New Zealand, we aim to service our customers with a comprehensive range of high-quality products and solutions, all of which are competitively priced and delivered on time with superior technical support.
Our key strengths include low-cost operations, strong brands which are synonymous with high product quality, and an extensive and efficient distribution network around Australia and New Zealand. Product development and quality control are supported by our modern in-house laboratory.
CAgroup offers products and services in four distinctive markets as detailed below:
CAgroup & PMB
Including bullet lead wire, electroplating anodes, solder, D-lead hygiene products, and more.
Including white metals, heritage lead alloys, tin, zinc, aluminium, electroplating metals, jewellery, and more.
Providing high-quality electroplating anodes to clients across the globe, as well as recycling services to reduce the amount of scrap metal that would otherwise end up in landfill.
Including roof flashing, damp proof courses, foil insulation, silicone sealants and applicator guns, concrete expansion joints, brazing rods, radiation lead, and more.
CAgroup has been a business partner with Pacific Marine Battery (PMB) for 30+ years, and in that time a strong collaborative partnership has formed between the two companies. CAgroup has worked together with PMB in the development of new lead alloys and parts.
Accredited to ISO 9001Quality and 45001 Safety & Occupational Health standards, CAgroup aims to supply goods to the highest standards. CAgroup’s in-house technical team is equipped with the latest analytical testing equipment to ensure the highest levels of tolerances and specifications are adhered to in the supply of parts and alloys to PMB.
To ensure the highest quality and consistency, CAgroup uses only primary lead alloys in the manufacture of PMB alloys and parts.
Recycling
CAgroup is Australia’s recycler of lead and tin-based metals, providing PMB with a closed loop solution for their scrap and waste products. These products are reprocessed in a safe and environmentally-responsible manner. Our main site at Thomastown is an EPA regulated site with the strictest controls on emissions. In recycling these products, we are helping in a small way to preserve the scarce natural resources of our planet.
Solder Strip Parts
Ingot Casting Line
Parts
A YEAR OF MILESTONES
Reflecting on a year of tangible success, PMB celebrated significant contracts, awards, and milestones in 2024. These included:
• Securing a £13 million contract with the UK Ministry of Defence.
• Winning Export Business of the Year at the Defence Connect Australian Defence Industry Awards.
• Qualifying as finalists for the Defence Teaming Centre (DTC) Teaming Award.
• Chairman, Kim Scott, receiving the Tony Martin Defence Industry Achievement Award from DTC.
• Celebrating the graduation of several team members from various industry programmes.
• Establishing a charity partnership with Returned and Services League of Australia in the Northern Territory and Broken Hill, New South Wales.
• Welcoming 21 new permanent employees across its multinational teams.
• Celebrating 22 staff members reaching significant service milestones, including five that were amongst the first hired in Wales.
“We have products that provide excellent data, as well as a wealth of experience in the interpretation of this information,” he elaborates.
For PMB, expertise in this area is important as it recognises how small improvements in the understanding of battery status and management can have a material impact on the capabilities of a submarine.
“For example, whilst an extra hour travelling at four knots would result
in a search area of approximately 107 square kilometres (sqkm), two hours at this speed would expand the area to approximately 707 sqkm,” he explains.
REFLECTING ON SUCCESS
As a smaller, product-based company, PMB is proud of the quality of talent that it continues to attract and its ability to keep them engaged.
“Our work is very hands-on, meaning that staff can see their fingerprints – sometimes literally – on the products and services we deliver,” Faulkner reflects.
This is not always the case when working within the wider defence industrial landscape, as bigger projects lasting many years with thousands of employees are not always able to provide staff with the same reward feedback.
As the unmanned underwater vehicle (UUV) and autonomous underwater vehicle (AUV) markets continue to evolve at a fast pace, PMB is engaging with potential new technology applications in this field, particularly in the UK.
“We think we have both the product knowledge and industry expertise that would be applicable in these areas,” he confirms.
The company’s experience and understanding of the process involved in moving new battery technology from prototype to qualified, particularly in the submarine domain, is significant and not something that is well understood more broadly.
Reflecting on a successful year for PMB, Faulkner observes the significant volume of contractual deliveries as well as prospects that are coming to maturity.
“Progressing the technical maturity of a number of our products is a key focus, and success in this area will position us favourably for future growth,” he concludes optimistically.
A1Anco Engineering is an Australian owned and operated manufacturing and engineering company, supplying a diverse range of products and services to clients within Australia and around the world for over 50 years.
Using the wide variety of machining, fabrication, and welding processes, A1Anco manufactures precision components or complete products, ranging from simple pins through to complex, technically advanced products with fine tolerances.
A1Anco is capable of machining or welding a range of materials including: brass, aluminium, stainless steel, mild steel, bronze, bisalloy, copper, titanium, high tensile (all types), nylon and plastics, castings (all grades), and forgings.
The products we make are as diverse as the customers we service.
We catch up with John Fry, Managing Director of Kongsberg Defence Australia, about the organisation’s new state-of-the-art missile manufacturing and maintenance facility
Writer:
Lucy Pilgrim | Project Manager: Thomas Arnold
The Australian defence industry has significantly evolved over the last 18 months, with the conduct of the Defence Strategic Review in 2023 and the subsequent release of the National Defence Strategy (NDS) by the Australian government last year.
The NDS was accompanied by a comprehensive investment programme which provided the defence sector with a clear direction and list of priorities for the country’s future capabilities.
This definitive blueprint, coupled with the increasing number of defence capability programmes emerging from the Commonwealth, has seen the industry landscape gear towards quicker, more direct decision-making.
“There’s a real acknowledgement that schedules need to be maintained in order to preserve access to funding, as this has become more constrained now there are some significant capability investment programmes such as nuclear-powered submarines,” introduces John Fry, Managing Director of Kongsberg Defence Australia.
In the context of increased industry demand, the company understands the importance of maintaining an accelerated schedule.
“This is a key requirement for our customers and we’ve consistently delivered on or ahead of schedule. This includes the successful live firing of the Naval Strike Missile (NSM) at the Rim of the Pacific (RIMPAC) Exercise last year, which occurred within 18 months of contract signature; this is pretty much an unprecedented achievement in the industry,” he details.
Kongsberg Defence Australia, in collaboration with its parent company, Kongsberg Defence & Aerospace (KDA), has done a power of work since we last spoke 12 months ago, installing NSM onto its first surface combatants for the Royal Australian Navy (RAN)
“THERE IS A BELIEF THAT IAMD IS AN AREA THAT REQUIRES MORE INVESTMENT. THIS MAY BE A FOCUS GOING FORWARDS WITH THE UPCOMING UPDATE OF THE NDS AND THE INTEGRATED INVESTMENT PROGRAMME”
– JOHN FRY, MANAGING DIRECTOR, KONGSBERG DEFENCE AUSTRALIA
as well as completing the delivery of its National Advanced Surface-to-Air Missile System (NASAMS) major end items in April 2024.
AIR, LAND, AND SEA
Kongsberg Defence Australia continues to be a valuable asset to the Australian Defence Force (ADF), providing long-term support to its air, land, and sea operations.
For the latter, it supports the RAN through the ongoing replacement of Harpoon missiles with NSM on its surface combatants.
“We’ve completed that for an initial number of destroyers and frigates, and the rollout for those will continue this year on a number of additional platforms,” Fry informs.
Meanwhile, in the land domain, the company has completed its NASAMS capability deliveries but continues to provide comprehensive training support for the Australian Army, ensuring the optimum performance of its systems.
Kongsberg Defence Australia is also a strategic partner to Hanwha Defence Australia, delivering the CORTEX C4 solution – a command, control, communications, and computers (C4) capability – for AS9 self-propelled howitzers and AS10 armoured ammunition resupply vehicles, under the Australian Army’s LAND 8116 Phase 1 – Protected Mobile Fires programme.
In the air domain, the company is supporting KDA in Norway through the delivery of the Joint Strike Missile (JSM) for the F-35A Lightning II capability for the Royal Australian Air Force (RAAF), which will commence later this year.
On top of this, Kongsberg Defence Australia was announced as a strategic partner of the Sovereign Guided Weapons and Explosives Ordnance (GWEO) Enterprise, a key component of the Australian government’s future defence plans.
This resulted in an AUD$850 million commitment to establish a
manufacturing and maintenance factory for both NSM and JSM in Australia, underscoring the company’s long-term commitment to manufacturing and maintaining key weapon systems across its service life.
STATE-OF-THE-ART FACILITIES
Last year, Kongsberg Defence Australia began production at its purpose-built facility in Mawson
KONGSBERG DEFENCE AUSTRALIA’S MAIN CAPABILITY PROGRAMMES
• NSM
• JSM
• Integrated combat solutions
• Remote weapon systems
• NASAMS air defence systems
THE IMPORTANCE OF NASAMS DELIVERY
Kongsberg Defence Australia has a keen focus on the delivery of NASAMS and promoting the importance of integrated air and missile defence (IAMD), having played a key role in delivering this capability to the Australian Army.
More recently, the company has seen how important IAMD is and how effective the NASAMS air defence capability has been to the war in Ukraine.
“This is gaining attention, particularly in defence think tanks and local media, as there is a belief that IAMD is an area that requires more investment. This may be a focus going forwards with the upcoming update of the NDS and the Integrated Investment Programme,” Fry insights.
Lakes, Adelaide which it uses for a number of programmes and capabilities.
Namely, the company is currently conducting maintenance of the major end items required for NASAMS, alongside the production of its C4 kits for the AS9 self-propelled howitzers. It has also started manufacturing
“WE ARE AIMING VERY HIGH TO DO AS MUCH AS WE CAN IN TERMS OF SUSTAINABILITY AT OUR NEWCASTLE FACILITY”
– JOHN FRY, MANAGING DIRECTOR, KONGSBERG DEFENCE AUSTRALIA
certain components for the shipbased equipment for the NSM capability and its future installations.
The company’s workforce in Adelaide has grown by over 50 percent thanks to the cuttingedge facility in preparation for the production ramp-up of the NSM launcher later this year.
Meanwhile, the Commonwealth announced the approval of a significant investment in 2024 to establish the company’s missile manufacturing and maintenance facility, which will be located in proximity to Newcastle Airport.
“This facility will further increase KDA’s ability to manufacture and maintain both NSM and JSM globally. We will be the second missile production facility following one that opened in Norway last year,” Fry highlights.
Indeed, the interest in both NSM and JSM capabilities continues to increase internationally.
“We are seeing most Western nations replace their legacy Harpoon capability with NSM, and more F-35 Lightning II users are showing interest in JSM,” he adds.
Back on home soil, Kongsberg Defence Australia anticipates identifying other platforms suitable for the NSM capability, including programmes such as the Hunter-class frigate used by the RAN, the generalpurpose frigate, and an NSM coastal defence capability.
SECURING THE SUPPLY CHAIN
Kongsberg Defence Australia has a key focus on ensuring Australian companies populate its supply chain, manufacturing specialist components
for unparalleled equipment solutions.
“Most of the work we have been doing so far has been around establishing build-to-print (BTP) capabilities and second sources of supply for the company,” Fry outlines.
This involves continual efforts in its NASAMS and NSM programmes, for which it has established significant supply partnerships.
In fact, Kongsberg Defence Australia has already signed its first export contract whereby it supplies coastal defence consoles with a similar hardware make-up to the air defence consoles used in the NASAMS capability back into a key European capability programme.
“This demonstrates how we have a strong supply chain and are leveraging it for both our Australian and international programmes.”
Such advancements also have correlative positive effects by bolstering local workforces across the entire supply chain and supporting the growth of partner companies.
“Everyone is always concerned about maintaining their workforce and growth, noting it can be quite difficult to retain jobs in this industry because the work can ebb and flow,” discusses Fry.
As a result of increased collaboration and engagement with its suppliers, Kongsberg Defence Australia’s programmes have allowed suppliers to retain their existing technical workers and continue to grow and evolve, ultimately building greater resilience across the entire Australian defence sector.
ENACTING CHANGE
Kongsberg Defence Australia
Australian Precision Technologies
Australian Precision Technologies (APT), an advanced manufacturing business in the South East of Melbourne, Australia, has been manufacturing complex precision machined parts and sub-assemblies for customers in the defence and aerospace industries for more than 25 years.
Now part of the Hosico Engineering Group, APT offers manufacturing solutions for customers with a broad range of capability including design, development, prototyping and testing, tooling, precision machining, injection moulding, aluminium pressure die-casting, turnkey cleanroom assembly and bespoke automated manufacturing cells.
The APT team was delighted to partner with Kongsberg Defence Australia (KDAu) to supply complex machined components for the Naval Strike Missile Launcher under Project SEA 1300 Phase 1 – Navy Guided Weapons. The success of this program and the close working relationship between APT and KONGSBERG has led to APT becoming a key supply partner to KDAu as part of their global supply chain.
has maintained a strong focus on sustainability throughout its operations.
For instance, the company’s Mawson Lakes facility was specifically designed according to Leadership in Energy and Environmental Design (LEED) principles, which it hopes to uphold across the entire building and operating process.
It is currently in the final stages of the LEED Building Design and Construction (BD+C) certification, with the objective of achieving Platinum level, which would make the facility one of the first BD+C buildings in Australia to achieve the recognition.
The company hopes to replicate these same design principles when designing and constructing its Newcastle facility, where it hopes to achieve LEED Gold certification.
“We are aiming very high to do as much as we can in terms of sustainability at our Newcastle facility,” Fry states.
Additionally, Kongsberg Defence Australia proactively supports veterans in both the local community and internally, with ADF veterans comprising approximately 40 percent of the workforce.
The company works with a number of non-profit organisations, including Soldier On Australia and Legacy Australia, which are committed to supporting the veterans and their families.
Regarding sponsorships, the company also conducts numerous
grassroots sponsorship activities in the areas where its employees are located, including supporting sports clubs in Adelaide and Canberra.
“We’ll be looking to do the same as we establish and grow our workforce in Newcastle,” Fry concludes.
Indeed, 2025 is set to be a year of significant growth for Kongsberg Defence Australia, centred around the construction of the new facility and introduction of a committed workforce in Newcastle as well as a dedicated upskilling programme to ensure smooth operations as its capability demands increase.
Min-Kyoung Cheong, President Director of Cosmax Indonesia, outlines the company’s integral role in catering for a rapidly growing Asian beauty market, providing tailored skincare products, halal and vegan cosmetics, and a constant awareness of consumers’ evolving needs
In recent years, the Asian cosmetics market has experienced significant growth as beauty techniques and products from the region increasingly enter the mainstream.
For example, global consumption of Korean cultural exports such as K-drama and K-pop has increased visibility for K-beauty standards, alongside the viral South Korean glass skin trend.
There is also noticeable growth in Chinese cosmetics, with traditional Chinese medicinal practices such as gua sha gaining exposure from social media platforms including TikTok and Instagram. In India, meanwhile, a nationwide expansion of online shopping has increased accessibility to cosmetics, leading to the emergence of numerous local brands.
“RECENTLY, ASIAN CONSUMERS HAVE MOVED AWAY FROM FOLLOWING BEAUTY STANDARDS IMPORTED FROM EUROPE OR THE AMERICAS. INSTEAD, THEY ARE PURSUING UNIQUELY ASIAN IDEALS OF BEAUTY”
–MIN-KYOUNG CHEONG, PRESIDENT DIRECTOR, COSMAX INDONESIA
“In Southeast Asia, the industry has experienced remarkable growth, particularly in Indonesia – a market long-recognised for its high growth potential in cosmetics,” introduces Min-Kyoung Cheong, President Director of research and innovation (R&I)-focused cosmetics manufacturer Cosmax Indonesia.
Cheong’s flourishing company is well placed to capitalise as this boom continues, with the country’s cosmetics market projected to thrive at a compound annual growth rate (CAG) of seven percent by 2030.
Cosmax Indonesia is, therefore, in the process of expanding its operations by constructing a new logistics centre and an additional sixhectare (ha) factory site. These new developments are set to complement the company’s existing 1.4 ha factory facility, R&I Centre, and marketing office in Jakarta.
“Our R&I Centre not only researches and develops formulations for most types of cosmetics but also conducts efficacy and compatibility tests to guarantee the claimed benefits of each product,” affirms Cheong.
Additionally, its Regulatory Affairs team ensures compliance with laws and regulations, enabling the immediate launch of new products to the market.
Supported by more than 300 dedicated production staff and 70 R&I
employees producing a wide range of products, Cosmax Indonesia is ideally positioned for continued success.
SHOWCASING NATURAL BEAUTY
With a focus on developing skincare and cosmetics for Southeast Asian customers, particularly those in Indonesia, many emerging and independent domestic brands have turned to Cosmax Indonesia and its R&I capabilities for support.
As a result, the majority of the company’s 200+ clients today are independent brands native to the country.
“Recently, Asian consumers have moved away from following beauty standards imported from Europe or the Americas. Instead, they are pursuing uniquely Asian ideals of beauty, particularly seeking to discover and enhance their inherent,
inner beauty,” Cheong reflects.
This burgeoning self-awareness has led to a shift in demand. Where skin-brightening products once dominated, there is now a rising preference for embracing and healthily showcasing natural skin tones. This trend is not only limited to Indonesia but is also seen in other emerging markets in tropical regions with large populations and growing economies.
To meet this heightened demand, Cosmax Indonesia is preparing a new product line featuring skincare products that address common concerns in tropical regions, as well as colour cosmetics suited to the skin tones of consumers in these areas, available at an accessible price point.
Launching this year, the company plans to further develop the project by using natural ingredients and utilising extracts from native
Indonesian plants.
“We are also expanding our internal capabilities, which include acquiring more advanced analysis equipment for precise skin assessments and establishing a Sensory Lab to better understand the sensory experiences of tropical consumers.”
Externally, Cosmax Indonesia is planning to expand joint research efforts, working not only with the pharmacy departments of key universities, with which it has collaborated in the past, but also with Indonesian government research institutions in the hope of developing innovative new ingredients.
CLEANING UP
The cosmetic industry’s recent growth in Indonesia can be partially attributed to the COVID-19 pandemic, which drove increased consumer awareness of hygiene, health, and safety standards.
COSMAX RING OF THREE PROMISES
Reflecting its steadfast dedication to customers across the globe, Cosmax’s corporate philosophy is symbolised by three apples, also depicted in its logo:
1. EVE’S APPLE – Representing the trustworthy and righteous nature of the company.
2. NEWTON’S APPLE – Signifying the delivery of superior products to clients through differentiated technology.
3. APHRODITE’S APPLE – Embodying the vision of creating a more beautiful world through cosmetics.
“Cosmax’s global network, which includes Cosmax Indonesia, is committed to building trust with clients, upholding honesty, and striving to create a beautiful world with excellent products using innovative and differentiated technology,” prides Cheong.
This, in turn, expanded the meaning of halal, traditionally a religious concept, to include clean and safe cosmetics.
“As halal and vegan cosmetics have come to symbolise clean and safe beauty, the demand for such products has increased over the past decade,” Cheong observes.
As such, Cosmax Indonesia’s factory obtained a halal cosmetics production certification from the Indonesian government in 2016, followed by vegan and organic product production certifications in 2020.
“Our halal certification has
products that meet these demands.
Cosmax Indonesia is also adopting new production technologies, such as robotics automation, to keep pace with this rapidly expanding market.
now evolved to symbolise safe, trustworthy products that our customers can rely on,” he prides.
As the global growth of the Muslim beauty market continues, this certification is expected to be particularly beneficial as the company looks to expand into emerging markets with large Muslim populations, such as Indonesia, Pakistan, India, and the Middle East.
Additionally, Cosmax Indonesia’s vegan and organic certifications align with the growing consumer interest in health, hygiene, and safety, allowing the company to produce and supply
ONE WORLD, ONE COSMAX
Cosmax Indonesia’s global network is centred around a collaborative organisation known as the brand’s Global Corporate Centre (GCC), which operates under the motto ‘One World, One Cosmax.’
The GCC facilitates a companywide, international network for sharing market trends and expertise amongst regions such as Korea, China, the US, Southeast Asia, Europe, the Middle East, and South America.
It also enables the development of new formulations and technologies
tailored to each market, ensuring the delivery of high-quality products to customers worldwide.
Leveraging this robust network, Cosmax Indonesia has been able to offer local clients products with globally recognised research outcomes and quality standards.
“As a result, we have achieved continued mutual growth with local brands across Indonesia,” Cheong informs.
Additionally, the company shares a number of natural raw materials derived from Indonesia’s indigenous tropical plants through the GCC network, further contributing to its values of innovation and collaboration.
“To support our clients, it is essential to identify the strengths
“WE’RE CONTINUALLY WORKING TO ENHANCE OUR RESEARCH CAPABILITIES TO UNDERSTAND AND SOLVE THE SKIN CONCERNS OF TROPICAL REGIONAL CONSUMERS”
–MIN-KYOUNG CHEONG, PRESIDENT DIRECTOR, COSMAX INDONESIA
and weaknesses of their brands, analyse their pain points, and propose solutions by developing new products through the GCC network.
“Given the nature of this business, earning and maintaining trust is the most critical aspect,” he adds.
A BRIGHT FUTURE
By the end of 2023, Cosmax Indonesia had surpassed an annual
revenue of IDR1 trillion, solidifying its position as the undisputed leader amongst cosmetics, R&D, and contract manufacturing companies in Indonesia.
“This achievement is the result of over a decade of operations marked by relentless efforts in R&I, quality control, and productivity enhancement to deliver first and bestin-class products, earning the trust of
MANUFACTURING OUTLOOK: COULD YOU EXPLAIN HOW YOU BECAME INTERESTED IN THE COSMETICS MANUFACTURING INDUSTRY?
Min-Kyoung Cheong, President Director:
“In 1998, I began my career working for a Korean cosmetics company, focusing on launching and managing brands for the Southeast Asian market.
“At the time, Korean cosmetics brands had little awareness, and most products were not suitable for the skin of Southeast Asian consumers, making business operations challenging. Even when we tried to develop products tailored to local consumers’ skin, the process took over a year, posing significant difficulties.
“Cosmax Indonesia develops and produces formulations tailored to client requirements and consumer needs, delivering them as finished products.
“With R&I as its core competency, the company maintains a short product development period of less than six months and dynamically engages in servicing clients by constantly identifying consumers’ needs. I found this environment intriguing and have worked for the company since 2011.”
our clients with consistently highquality standards,” Cheong asserts.
In 2024, the company maintained its leadership within the industry, achieving more than 25 percent yearon-year growth in revenue.
In recent months, it has placed particular emphasis on enhancing the capabilities of its employees by providing more opportunities for training, education, and overseas
business trips.
As the leading cosmetics brand in the region, the company is now preparing policies to not only enhance employee’s skill sets but further improve their overall working environments for the future.
Beyond maintaining its position as the nation’s industry leader, going forwards, Cosmax Indonesia aims to become the best R&I-based
cosmetics contract manufacturer in Southeast Asia.
To achieve this, the company’s medium-term strategy includes completing and operating its new factory, which is currently under construction, by 2027.
To support investments driven by revenue growth, Cosmax Indonesia is also considering listing on the Indonesian Stock Exchange (IDX) to secure longer-term prosperity.
“Meanwhile, we’re continually working to enhance our research capabilities to understand and solve the skin concerns of tropical regional consumers,” he passionately concludes.
Tel: +62 (0)21-2961-6781
marketing_id@cosmax.com www. cosmax.co.id
PIONEERS IN PROTECTIVE PROVISIONS
Cutting-edge technologies and an experienced and visionary team enable Milkor to offer turnkey defence solutions for air, land, and sea. We detail the company’s advanced capabilities and commitment to the aerospace and military manufacturing sector
Defence manufacturing in South Africa (SA) boasts a notable history of innovation and a robust commitment to delivering high-quality solutions for domestic and international markets.
The industry has experienced significant evolution, particularly since the 1980s, which was characterised by a key milestone – the groundbreaking
development of the 40-millimetre (mm) Multiple Grenade Launcher (MGL) by Milkor in 1981.
Milkor’s MGL was revolutionary as it was the first of its kind to be designed, developed, and manufactured entirely in SA, paving the way for the country’s independent defence production capabilities. This achievement laid a solid foundation for Milkor, which subsequently expanded its operations and emerged as a reliable manufacturer and supplier for the global defence sector.
Today, the company services military and law enforcement agencies in over 56 countries, establishing a strong international reputation.
Milkor’s commitment to ongoing R&D underpins its innovative approach, allowing it to stay ahead in a rapidly evolving market. This strategy is aligned with the company’s vision of becoming a leader in the global military industry through continuing innovation, leveraging advanced technology, and setting
new benchmarks for performance and reliability.
Milkor’s commitment to excellence is reflected in its cutting-edge advancements, enabling the company to manufacture high-quality weaponry suitable for a diverse range of applications.
This includes less lethal options designed for crowd control and law enforcement scenarios, as well as a portfolio of low to medium-velocity ammunition for various military operations.
Such expertise positions Milkor as a crucial player in SA’s defence manufacturing sector, significantly enhancing its reputation on the international stage whilst contributing to the country’s strategic self-reliance and defence capabilities.
VISIONARY DEFENCE DEVELOPMENT
In 1983, just three years after the innovative Milkor MGL debuted, the South African Defence Force acknowledged its significant capabilities and placed a notable order for the Y2 model.
Featuring the ability to fire multiple grenades in rapid succession, this remarkable weapon system has successfully served various military operations and law enforcement engagements for over 30 years, reflecting its robustness and adaptability in diverse combat environments.
The company’s commitment to
continuous improvement has led to the development of an expansive portfolio of 40mm grenade launchers, including well-regarded models such as the MK1S and MK1L.
In addition, Milkor has introduced specialised weapons, notably the Under Barrel Grenade Launcher (UBGL) designed for attachment to standard-issue rifles, the Stopper Convertible, the SuperSix Multi-Range Grenade Launcher (MRGL), and the Multiple Anti-Riot (MAR) launcher developed explicitly for crowd control and non-lethal applications.
In response to the evolving challenges within the defence industry, Milkor underwent a strategic realignment in 2015 that allowed it to seize new opportunities, resulting in substantial investments aimed at transforming the company into a fullspectrum turnkey defence supplier.
and sea domains, with a strong emphasis on customisation to meet the specific operational demands of each client, thereby enhancing overall effectiveness.
Driven by an unwavering pursuit of technological innovation, Milkor has strategically positioned itself globally by establishing branches in the United Arab Emirates (UAE) and Saudi Arabia, with two regional offices in SA. This international footprint empowers Milkor to respond quickly to client needs and deliver superior products and services on a global scale, solidifying its position as an industry leader in the evercompetitive defence sector.
COMPREHENSIVE CYBER SOLUTIONS
In today’s interconnected and datadriven world, organisations face a relentless wave of cyber threats from attackers equipped with advanced tools and techniques, continuously
searching for vulnerabilities to exploit. Intelligent networking and security solutions are therefore essential to safeguard critical assets, and Milkor offers extensive cybersecurity expertise to protect digital resources.
Central to the company’s strategy is zero trust architecture, a security
MILKOR’S SYSTEMS
model that assumes nothing is safe by default and thoroughly checks every access request and interaction.
Milkor adheres to globally recognised best practices, including National Institute of Standards and Technology (NIST) Cybersecurity Framework (CSF) 2.0 guidelines,
• AIR – The Milkor 380 has been independently developed to integrate a wide range of specifications into its intelligence, surveillance, and reconnaissance (ISR) system capabilities. The company can provide turnkey unmanned aircraft systems (UAS) solutions according to user requirements and offers multiple fixed-wing platforms fully equipped for tactical surveillance and opportunistic engagement.
• LAND – The BushCat, Vanguard, and Frontier 4x4 all have blast and ballistic protection.
• SEA – The Milkor Inshore Patrol Craft (IPC) is designed, engineered, and manufactured with after-sales service for naval and commercial requirements. Speed, strength, safety, and comfortability are all key elements that guarantee mission success, which makes the IPC a formidable maritime vessel.
• WEAPONS – Milkor constantly works on new weapon concept designs and product enhancements to ensure that it can provide cutting-edge technology.
ensuring robust solutions.
The company is dedicated to defending digital environments against ever-evolving cyber threats, providing reliable protection in an increasingly hazardous online landscape.
In addition to cybersecurity, the company offers innovative technological solutions such as the Milkor 380, a versatile airborne platform designed for surveillance, reconnaissance, and opportunistic engagement missions. With a wide variety of payload options, it functions as a guardian of the skies, capable of conducting extendedrange and long-endurance missions.
The integration of world-class optical equipment into the Milkor 380 allows for real-time, highdefinition, infrared, and multispectral video and data acquisition transmitted to remote receivers. The platform also includes technologies such as Synthetic Aperture Radar (SAR) and Inverse Synthetic Aperture Radar (iSAR) for maritime monitoring.
MILKOR CYBER CAPABILITIES
Active system design
• Network architecture by qualified Cisco Certified Internetwork Experts (CCIEs)
• Zero trust network provision
• Network isolation and multi-layer protection
• Petabyte-scale data centre implementation
• Localised cloud solutions
• Physical file transfer protection
Passive infrastructure
• Communication integration by qualified Cisco Certified Network Associates (CCNAs)
Milkor’s range of armoured land solutions is built for the most demanding environments, delivering all-terrain performance, superior protection, and the power needed to complete any mission.
For instance, the BushCat is an armoured personnel carrier (APC) that redefines all-terrain capability, providing unmatched performance and protection in the most demanding situations.
Engineered for versatility, it offers various configurations to meet any operational requirement, ensuring seamless adaptation to mission needs. The BushCat’s modular design also allows easy customisation, making it a cost-effective solution for large-scale deployments.
The APC is versatile and resilient, designed to thrive in challenging environments, and comes in multiple variants, including an infantry fighting vehicle, armoured personnel carrier, border patrol vehicle, military field ambulance, and command vehicle, offering unmatched adaptability for diverse mission profiles.
Engineered to conquer steep gradients, deep waters, and rugged terrains, the BushCat combines power, endurance, and advanced protection to ensure reliable performance in any operational scenario.
Another APC, the Vanguard, is a highly specialised mine-resistant ambush-protected (MRAP) vehicle designed to ensure mission effectiveness, troop safety, and high performance.
The Vanguard features exceptional protection, high payload integration capacity, and superior all-terrain performance. It is prepared to tackle various operational requirements with multiple vehicle variants available.
Rigid and dependable, the Vanguard excels in the most challenging conditions and provides the same multiple configurations as the BushCat, delivering exceptional versatility for various missions.
Designed to navigate steep inclines,
deep water crossings, and challenging terrains, it combines strength, durability, and advanced protection to ensure reliable performance in any operational environment.
NEW FRONTIERS
The Frontier 4x4, meanwhile, is a light tactical vehicle designed for quick response, mission effectiveness, and troop safety.
Its capabilities range from security operations to protected reconnaissance and engagement in hostile situations. Built to handle diverse mission requirements, it offers world-class off-road mobility and advanced technology, ensuring adaptability to the ever-changing battlefield.
With a modular and agile structure, the Frontier 4x4 is optimised for high-performance operations in demanding environments and designed to integrate various
payloads tailored to specific mission needs. The vehicle is also equipped with advanced protection capabilities, providing a comprehensive solution for tactical operations.
The three vehicles were released in 2024, with additional new product lines planned this year. Continually seeking to improve its technology and efficiency, Milkor hopes to double its production capabilities within the next five years.
Furthermore, as one of the world’s top 10 unmanned aerial vehicles (UAV) manufacturers, after producing the largest on the African continent, the company’s future includes new UAV production for various military operations, with some already in the testing phase.
With these ambitious plans, Milkor is securing its place in the industry, demonstrating a longevity that reflects the durability of its defence solutions.
YOU CAN TRUST
chain, from sourcing to final product. As part of Heraeus Precious Metals, we are one of the world’s leading companies in the industry.
Argor-Heraeus is the preferred choice for all your precious metal needs, offering comprehensive solutions and a longstanding dedication to trust and excellence. Established in 1951, and located in Mendrisio, Switzerland, Argor-Heraeus has been for decades at the forefront of the precious metals industry, covering the entire precious metal supply chain, from sourcing to final product. As part of Heraeus Precious Metals, we are one of the world’s leading companies in the industry.
Focusing on responsibility, with cutting-edge technology and strict compliance frameworks, we are able to to provide full traceability of precious metals, to meet your specific needs and ESG goals. With our expertise in delivering personalized 360° precious metal services, we can accommodate varying production volumes and provide precious metal trading services for a complete solution that will suit the most demanding requirements.
Focusing on responsibility, with cutting-edge technology and strict compliance frameworks, we are able to to provide full traceability of precious metals, to meet your specific needs and ESG goals. With our expertise in delivering personalized 360° precious metal services, we can accommodate varying production volumes and provide precious metal trading services for a complete solution that will suit the most demanding requirements.
info.argor@heraeus.com | www.argor-heraeus.com
As a confirmation of our high standards, Argor-Heraeus is one of the five LBMA “Approved Good Delivery Referees” worldwide.
We offer a comprehensive product range that extends to investment bars, minted bars and coins, bespoke alloys, raw materials and both semi-finished and high-precision finished products crafted specifically for the luxury and watchmaking industries.
Our longstanding reputation as a trusted refinery is built upon our core values of responsibility, excellence, trust and innovation. These values resonate through every product and service we offer, assuring you of our commitment to not only meet but exceed expectations.
As a confirmation of our high standards, Argor-Heraeus is one of the five LBMA “Approved Good Delivery Referees” worldwide.
Our longstanding reputation as a trusted refinery is built upon our core values of responsibility, excellence, trust and innovation. These values resonate through every product and service we offer, assuring you of our commitment to not only meet but exceed expectations.
