Sustainability

Our own footprint is small. Our customers' is not. The honest place for us to work is inside their cleanrooms.

FY2025 · against a 2022 baseline

Scope 1 + 2−9.2%

Renewable electricity34% of group

Water recycled61% at Tuas

Waste to landfill−22%

Scope 3Category 11 measured

ReportFY2025, published Apr 2026

The cleanroom is the problem.

Let us be direct about the arithmetic. DeepMedic's own operations produced roughly 8,400 tonnes of CO₂e in FY2025. The equipment we shipped that same year will consume, across a twenty-year service life, on the order of two hundred times that.

A Grade B suite conditions its air twenty-four hours a day, forever. It is the single largest energy load a pharmaceutical plant carries. If we cut our own emissions to zero tomorrow, it would be a rounding error against what our machines do in the field. So the honest work is in the use phase, and the honest metric is Scope 3 Category 11.

We started measuring it in 2023. It is an uncomfortable number and we publish it.

FY2025 Sustainability Report

Where the leverage is

Four places we can
actually move it.

Ranked by the size of the number, not by how good they look in a report.

Leverage 01 · largest

Shrink the conditioned volume

A barrier isolator moves the Grade A envelope from the room to the machine. Our DM-IS 700 platform reduces conditioned-air demand by up to 38% against the open-RABS layout it typically replaces, because the surrounding suite can drop a grade. Across a fill-finish line's twenty-year life, that single design decision outweighs everything else on this page combined.

Leverage 02

Recover the heat

Sterilizers and depyrogenation tunnels reject enormous quantities of low-grade heat into rooms that are being actively cooled. Our current DM-SR and DM-DT platforms ship with condensate and exhaust recovery as standard rather than as an option, on the argument that an option nobody specifies saves nothing.

Leverage 03

Make it last, then make it last again

The lowest-carbon machine is the one already installed. Our twenty-year spares commitment and the funded redesign programme exist for quality reasons, but their environmental effect is real: fourteen control retrofits since 2016 kept fourteen stainless chambers out of scrap. A retrofit is roughly 6% of the embodied carbon of replacement.

Leverage 04 · our own

Our own operations

Scope 1 and 2 down 9.2% against a 2022 baseline; 34% renewable electricity across the group; 61% of process water recycled at Tuas. This is the smallest number on the page and we list it last, because listing it first would be the flattering choice rather than the accurate one.

Targets

What we have committed to.

−42%Scope 1 & 2 by 2030Against 2022 baseline

70%Renewable electricity by 2030Group-wide, 34% today

−25%Use-phase energy by 2030Per unit shipped, vs 2022 platforms

0Landfill by 2032Manufacturing waste, all sites

Targets are reported against annually in the Sustainability Report and are within the scope of the Audit & Risk Committee's review. We have not set a net-zero date, because we do not yet have a credible path to one for Scope 3 Category 11 and we would rather say so than announce a date we cannot defend.

People & safety

The other half
of the S.

ISO 45001:2018 certified across all manufacturing sites since 2019. Lost-time injury frequency rate of 0.31 per million hours in FY2025, against 0.58 in 2022.
Apprenticeship and graduate programmes in Singapore and Johor. We train ASME IX welders rather than compete for them, because there are not enough to compete for.
Supplier code of conduct covering labour, safety and environmental standards, flowed down to the approved vendor list and audited on a risk basis.
Pay equity review conducted annually and reported to the Remuneration Committee. Findings are acted on in the same cycle, not the next one.
Voluntary turnover of 7.4% in FY2025 across the group — reported to the Board as a standing metric because in this business, institutional memory is the product.

Working here