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Cambio Roasters looks to cut waste without spiking costs

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Cambio Roasters looks to cut waste without spiking costs

Cambio Roasters has put together a “dream team” with experience working in the C-suites of some of the biggest names in the food and beverage industries with the goal of helping to revolutionize the world of single-serve coffee. The team at Cambio Roasters is looking to help Americans have a better-tasting and more sustainable cup of coffee without drastically changing their routines or shrinking their wallets.

In February 2024, Keurig Dr. Pepper announced in its Q4 2023 report that approximately 40 million American households had a Keurig brewing system, meaning that millions of plastic K-Cups, also known as coffee pods, were thrown in landfills. Cambio Roasters is looking to put an end to the mass waste by introducing an aluminum alternative.

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“The coffee doesn’t actually like the plastic because plastic lets in too much oxygen to keep the coffee’s magic,” Cambio Roasters CEO and co-Founder Kevin Hartley explained to Fox Business. Plastic is porous and allows oxygen in, damaging the coffee’s flavor, whereas aluminum keeps the coffee air-tight and fresh, according to Hartley.

KEURIG RECALLS MORE THAN 80K MCCAFÉ DECAF K-CUP PODS OVER CAFFEINE MIX-UP

Cambio Roasters coffee pods

Cambio Roasters makes aluminum coffee pods. (Courtesy of Cambio Roasters)

Hartley was previously a C-suite executive at Keurig Green Mountain before its merger with Dr Pepper, where he helped drive the company’s growth. He co-founded Cambio Roasters with Ann Hutson, who has a background in strategic marketing and program management. The company’s leadership team also includes COO Mike Cunningham and CMO Dave Sachs, both former Keurig Green Mountain executives.

Hartley, Cunningham and Sachs all underscored the pride they have in the work they did for Keurig, with Sachs saying that they all remain “big fans” of the machine. However, they also noted an increase in consumers’ concerns about the amount of single-use plastic that gets thrown out daily as well as the consumption of microplastics.

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Consumers have become increasingly concerned about the presence of microplastics in food and beverages, especially when the items are exposed to heat while in plastic containers. However, the long-term health risks are still not fully understood.

Mohamed Abdallah, a professor of environmental chemistry at the University of Birmingham in the U.K. who studied the issue, told Time that he found “significant levels of microplastics” when inspecting coffee made from pods. He confirmed the source of the microplastics by tracing them back to the plastics used to make the pod, according to Time.

“I just can’t see how plastic is going to be sustainable. I mean, it’s just people are becoming much more aware and concerned about the environment, concerned about what’s going into their body, and they’re looking for options,” Hutson told Fox Business.

Cambio Roasters leadership

Left to Right: Cambio Roasters COO Mike Cunningham, CMO Dave Sachs, Co-Founder Ann Hutson and CEO and Co-Founder Kevin Hartley. (Courtesy of Cambio Roasters)

WHO STARTED KEURIG’S K-CUP COFFEE POD?

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While consumers are worried about microplastics, there are still aspects of single-serve coffee pods that keep them coming back, which is what Cambio Roasters aims to keep.

“What they love about it is it’s perfect every time, it’s simple, it’s fast, there’s no mess, no cleanup, one cup at a time. We thought there’s got to be a better way to deliver those benefits to the consumer. And we believe we found one that offers both a fresher cup of coffee and less waste,” Sachs said.

Cunningham explained that while the plastic used in coffee pods is recyclable in theory, there are multiple issues that prevent them from being turned into new pods or other items. First, the size of the pods makes it so they often go into the trash. Second, it’s cheaper to buy virgin plastic than recycled plastic, making it less likely that a single-use coffee pod gets turned into something else.

“You take aluminum and all those dynamics flip,” Cunningham explained. He said that because the diameter of an aluminum pod expands when it is squeezed, it makes it less likely that the pods get lost in the process. Additionally, aluminum is more valuable to recyclers, making it more likely that they will work harder to get the pods recycled.

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Cambio Roasters is looking to give Americans a better-tasting and more sustainable cup of coffee. (luza studios/iStock/Getty Images / Getty Images)

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The philosophy of reducing waste goes beyond the elimination of plastic from the pods. Cambio Roasters’ leadership also recognizes that traditional drip coffee causes waste.

“The factual truth is from a traditional drip coffee maker, the largest single consumer of coffee is the kitchen sink,” Cunningham said. “It’s not just the coffee, it’s all the water that went into growing the coffee and whatnot, so right off the bat, like we believe that the single serve coffee market has inherent value because you’re not wasting.”

Hartley also highlighted the company’s pledge to support struggling coffee-farming families, committing 20% of its profits to the effort. He said the initiative reflects a broader shift among consumers seeking products that align with both their preferences and their values. Cambio Roasters is betting that shift will reshape how Americans brew their morning coffee.

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Ferrari unveils first fully electric car

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Ferrari unveils first fully electric car

The new Luce model has divided opinion on social media, and comes despite intense pressure from Chinese EV makers.

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Asia Pacific Firms Shift to Multi-Hybrid Cloud Amid AI and Technical Debt

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The Environmental Cost of AI’s Gold Rush

A landmark IDC study commissioned by Dell Technologies reveals a sweeping and far-reaching infrastructure transformation currently underway across eleven distinct Asia-Pacific markets, signaling a profound shift in the way organizations across the region are building, managing, and modernizing their technology foundations.

Key takeaways

  • 46% of Asia Pacific organizations rank cloud migration as their top infrastructure modernization priority, yet most have not fully built out strong hybrid environments.
  • 94% of surveyed enterprises are considering or planning cloud repatriation, signaling a decisive shift toward multi-hybrid models driven by data sovereignty, cost, and security concerns.
  • AI workloads and rising technical debt are accelerating the move to private and hybrid cloud, with enterprises demanding open, scalable architectures that avoid vendor lock-in.

Across the Asia Pacific, the era of all-in public cloud adoption is giving way to something more nuanced. Pressured by tightening IT budgets, mounting technical debt, and the voracious compute demands of artificial intelligence, enterprises throughout the region are engineering a quiet but decisive infrastructure reset, one built on the flexibility of multi-hybrid cloud.

That is the central finding of a comprehensive new study commissioned by Dell Technologies and conducted by IDC, published in the InfoBrief titled Unlocking Business Agility Through Private Cloud Modernization in Asia/Pacific. Drawing on multiple IDC data sources and surveys conducted in 2025 across eleven markets, including Australia, Greater China, India, Indonesia, Japan, Korea, Malaysia, New Zealand, the Philippines, Singapore, and Thailand, the research paints a vivid picture of a region in the midst of fundamental change.

Cloud Migration as a Top Imperative

The numbers are striking. Nearly half of all organizations in the Asia Pacific, 46%, have named cloud migration as their top strategy for infrastructure modernization, citing the need for resilient, adaptable IT environments that can evolve alongside rapidly shifting business demands.

Yet ambition is outpacing execution. While 46 percent of organizations see cloud migration as their top modernization priority, fewer have fully built strong hybrid environments, a gap that signals both a significant challenge and a substantial opportunity for technology vendors and enterprise IT leaders alike.

The Great Cloud Rethink

If the first wave of digital transformation was defined by a rush to the public cloud, the second wave appears to be more considered. Organizations today are shifting away from single-provider or rigid cloud-first strategies, with leading enterprises embracing multi-hybrid cloud models that require infrastructures that are sufficiently dynamic, reliable, and agile to support new business models. These architectures allow enterprises to build purpose-fit digital ecosystems and deploy or migrate applications seamlessly across private, public, or hybrid environments.

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Nowhere is this recalibration more apparent than in the trend toward cloud repatriation, the practice of moving workloads back from public cloud environments to on-premises or private infrastructure. 94% of surveyed organizations in the Asia Pacific indicated they are considering or planning some degree of cloud repatriation, a figure that underscores how profoundly priorities around data control, security, and cost management have shifted.

Data sovereignty in cloud computing is emerging as a key factor influencing how organizations design their cloud environments. In India, this is especially visible as companies rethink where workloads should reside, often choosing to move some of them back from public cloud environments to maintain better control over security and performance.

AI: The Infrastructure Accelerant

Artificial intelligence is no longer a peripheral consideration in cloud strategy; it is increasingly its primary driver. AI is rapidly becoming a major priority for organizations seeking to unlock greater value from their data, with modern AI initiatives requiring high-performance compute, scalable storage, and robust networking that carefully planned hybrid and private cloud environments can deliver.

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The maturation of enterprise IT is closely linked to hybrid and multi-cloud approaches, with organizations seeing hybrid cloud as the most efficient, practical path to leverage AI’s capabilities while managing the challenges of scale, security, and compliance required by modern data workloads.

Technical Debt: A Ticking Clock

One of the study’s more sobering findings concerns the accumulation of technical debt across the region. The Asia Pacific region is beginning to experience the impact of technical debt that is expected to grow significantly, making future-proofing all the more critical to ensure organizational sustainability.

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Organizations are responding by seeking open, scalable architectures that grow with their needs while avoiding vendor lock-in. The integration of modern private clouds leverages disaggregated infrastructure, giving organizations the power to scale compute, storage, and networking independently while avoiding the risks and costs of being locked into restrictive cycles, supporting faster innovation, less complexity, and greater business value.

The path is not without obstacles. The top three challenges in cloud journeys cited by respondents were the integration of existing infrastructure, maintaining cybersecurity and compliance, and managing complex hybrid or multi-cloud environments.

Industry Voices

Dell Technologies executives were unambiguous about what the findings signal for enterprise strategy. “Organizations are telling us that continuous modernization isn’t just an IT directive, it’s a business necessity,” said Sumash Singh, Managing Director, South Asia and Emerging Markets at Dell Technologies. “With the rise of multi-hybrid cloud and new demands from AI, companies want the freedom to choose, evolve, and innovate, backed by flexible, open architectures.”

The Road Ahead

The IDC findings arrive at an inflection point for technology investment across Asia Pacific. The move toward multi-hybrid models is helping businesses align workloads with cost and performance needs more effectively. By distributing workloads across different environments, enterprises can optimize spending while ensuring that critical applications receive the resources they need, a balance between cost and performance that is becoming a key part of modern cloud strategy.

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For technology leaders, the message is clear: the question is no longer whether to modernize, but how quickly infrastructure can be transformed to meet the twin demands of AI readiness and operational resilience. In the Asia Pacific, that transformation is already well underway.

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GR books multiple contracts, Brightstar reaches FID

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GR books multiple contracts, Brightstar reaches FID

Tony Patrizi-led GR Engineering Services has secured multiple EPC contracts, with one of these enacted courtesy of Brightstar Resources’ Goldfields Hub reaching FID.

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Sunday Times best places to work list 2026: 22 South West companies named

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All the businesses included are headquartered in the West Country

The team at Goughs Solicitors which is headquartered in Wiltshire

The team at Goughs Solicitors which is headquartered in Wiltshire(Image: Goughs)

A South West brewery group, law firm and free range egg producer have been named among the best places to work in the UK. The annual rankings are compiled by the Sunday Times and its research partner – employee experience platform WorkL – and recognise the country’s top employers.

There were 22 South West companies included for 2026, with businesses across a range of industries such as hospitality, technology, legal, financial services and education.

The list – now in its fourth year – highlights the best small, medium, big and very big organisations for workplace culture – from those with hybrid working policies and career development opportunities to unique initiatives that support staff.

Inclusion is determined by an independent survey that covers six aspects of employee engagement, such as wellbeing, empowerment and job satisfaction, and is voted for by a company’s staff.

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West Country pub operator and brewer Butcombe was recognised for the second year running. The Wrington-based group – formerly known as Liberation – said its inclusion reflected “the environment we have worked hard to create”.

Jonathan Lawson, chief executive of Butcombe Group, said: “At the heart of our success is the dedication and collaboration shown by our people every day, whether they are welcoming guests, creating memorable moments, or supporting one another behind the scenes.

“In what continues to be a challenging environment for the hospitality sector, their commitment to delivering exceptional experiences for our customers continues to make a real difference.”

Wiltshire-based law firm Goughs Solicitors, which employs some 130 staff across seven offices, was included for the third year in a row.

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“We are incredibly proud to receive this recognition from The Sunday Times,” said Matthew Drew, managing partner at Goughs Solicitors. “To be acknowledged consistently in this way is a real reflection of the firm’s culture and the values that guide us.

“As our people are at the centre of everything we do, we strive to creating a workplace where colleagues feel valued, supported, and empowered to achieve their full potential, both professionally and personally.”

Elsewhere, Cheltenham-based business transformation firm Commercial also made the list. The company employs nearly 300 people and generates an annual turnover of around £98m.

Recent employee-focused developments include the refurbishment of its headquarters, with workspaces tailored to support neurodiverse staff. It also has a multi-faith room and dedicated spaces for employees with children or dogs.

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Commercial: Back row: Dean Chester, Katie Lund, Jay Colling, Zaneta Rydzewska, Larrisa Castro. Front Row:  Guy Ward, Craig Baldwin, Jenny Hodgson (People & Culture Director), Simone Hindmarch (Co-Founder and MD), Craig Tomes, Jordan Thomas

Commercial: Back row: Dean Chester, Katie Lund, Jay Colling, Zaneta Rydzewska, Larrisa Castro. Front Row: Guy Ward, Craig Baldwin, Jenny Hodgson (People & Culture Director), Simone Hindmarch (Co-Founder and MD), Craig Tomes, Jordan Thomas(Image: Copyright © 2026 Fred van Leeuwen)

Simone Hindmarch, co-founder and managing director of Commercial, said the recognition was “especially meaningful” because it reflected the culture the business had worked to build over more than three decades.

“This means a huge amount to us because it’s based on what our people think and feel about working at Commercial. Right from the start, we wanted to create a company where people genuinely wanted to come to work, felt connected to the business and each other, and knew their voice mattered,” she said. “To have that recognised in this way is incredibly special.”

In other parts of the South West, Cornwall-based egg producer St Ewe Free Range Eggs also made the list, along with Swindon marketing agency Mole Digital and Exeter construction group Coreus.

Zoe Thomas, editor of The Sunday Times Best Places to Work, added: “In an evolving world of work Britain’s leading employers are helping staff forge careers that count today – and in the future. In turn, the Best Places to Work have the resilience to weather the current economic storms baked in, thanks to engaged workers who go above and beyond with a smile.

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“Our winning employers span sizes and sectors – from tiny charities and specialist law firms, to multinational fast-food chains and utility giants, and everywhere in between. The thread joining them is the belief that a happy workforce is a stepping stone to better performance, faster growth, and bigger profits.”

The South West companies on the Sunday Times best places to work list 2026

In alphabetical order…

  1. Awdry Law, Legal Services, Devizes, Wiltshire
  2. Butcombe Group, Hospitality, Bristol
  3. Commercial, Business and Management Services, Cheltenham, Gloucestershire
  4. Compass CHC, Legal Services, Barnstaple, Devon
  5. Coreus Group, Construction and Building Materials, Exeter
  6. Family Adventures Group, Education and Research, Weston-super-Mare, Somerset
  7. Goughs Solicitors, Legal Services, Melksham, Wiltshire
  8. Hall & Woodhouse, Hospitality, Blandford St Mary, Dorset
  9. InterWorks, Technology, Christchurch, Dorset
  10. iplicit, Technology, Bournemouth
  11. Joint Operations, Health and Social Care, Royal Wootton Bassett, Wiltshire
  12. Mole Digital, Marketing and Advertising, Swindon
  13. Oculus Legal Group, Business and Management Services, Bristol
  14. Paragon Skills, Education and Research, Bournemouth
  15. Parmenion, Financial Services, Bristol
  16. Rappor, Construction and Building Materials, Cheltenham
  17. Shaping Lives, Education and Research, Bournemouth
  18. St Ewe Free Range Eggs, Manufacturing of Consumer Goods, Truro, Cornwall
  19. Taxi Studio, Architecture & Design, Bristol
  20. The Cinnamon Trust, Non-Profit Organisations and Charities, Hayle, Cornwall
  21. Xpedite, Defence, Bath
  22. Zestec Renewable Energy, Energy and Utilities, Bournemouth
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The next phase of India manufacturing: HDFC AMC’s Rakesh Sethia breaks down real winners in EMS, aerospace & auto

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The next phase of India manufacturing: HDFC AMC’s Rakesh Sethia breaks down real winners in EMS, aerospace & auto
India’s manufacturing sector is shifting from basic assembly to deep tech localization, driven by massive domestic demand and targeted policy incentives. In this exclusive interview, Rakesh Sethia, Fund Manager at HDFC AMC, breaks down the multi-year supercycle by explaining where the real structural winners lie across EMS, aerospace, and auto ancillaries, and how to navigate increasingly expensive valuations.

Edited excerpts from a chat with Rakesh Sethia:

How compelling is the India manufacturing story over the next 5–10 years, and what are the biggest structural triggers that can sustain this cycle?
We remain positive on India manufacturing over the next 5–10 years. The biggest structural advantage is India’s large domestic market. Outside China, India is now one of the few large demand pools across categories such as autos, mobiles, air conditioners, solar modules, motors, cement and steel. This scale allows companies to build volumes, localise vendors and gradually become cost competitive.The second driver is policy support through Production Linked Incentive (PLI), capex incentives, infrastructure spending and supply-chain realignment. The story is no longer only about low labour cost. It is now about domestic scale, improving technology depth, better infrastructure, targeted policy support and India’s gradual integration into global supply chains.

Which manufacturing sub-sectors currently offer the best risk-reward — capital goods, industrials, defence, EMS, auto ancillaries, railways, or chemicals?
Most of these manufacturing sub-sectors have structural tailwinds, but the risk-reward differs by valuation and execution visibility.
While we are selectively positive on capital goods and industrials because the cycle is supported by renewables, transmission, electrification, automation and data centres however valuations in general has become very expensive In Electronics Manufacturing Services (EMS), the opportunity is large, but we prefer companies that can move beyond assembly into components, design, testing and exports. In auto ancillaries, we like powertrain-agnostic businesses with higher content per vehicle, premiumisation and export relevance.

Defence and railways are structurally attractive, but valuations and execution cycles need to be watched carefully. Chemicals are more mixed. Commodity chemicals remain cyclical, while specialty chemicals and Contract Research, Development and Manufacturing Organisation still have long-term opportunities from supply-chain diversification.

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At the portfolio level, we are not buying only because a sector is attractive. We are focused on bottom-up selection: quality of business, return ratios, execution track record, margins, cash flow, balance sheet strength and valuation comfort.

EMS has emerged as a major market theme over the last two years. Do you believe the opportunity is still underpenetrated, or are valuations now running ahead of fundamentals?
We believe that the EMS opportunity is still underpenetrated, but stock selection is now very important.

The first phase of growth was largely around assembly. The next phase of value creation should come from backward integration into components. Some consumer EMS areas such as mobiles and AC assembly are now relatively more mature. But the component ecosystem is still at a very early stage. For example, PCB manufacturing in India is less than 1% of the US$100bn global market, while import dependence remains above 90%.

This is where the next growth leg can come from. Under the Electronics Manufacturing Services (EMS) scheme, ~₹55,000 crore of investment has already been committed across 46 applications. This should support deeper localisation and higher domestic value addition over time. The opportunity is large, but valuations already reflect a lot of optimism in some names.

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Are Indian EMS players now moving up the value chain beyond assembly into design, exports, and higher-margin manufacturing?
Yes, Indian EMS players are moving up the value chain, but this remains a gradual process.

India has moved beyond basic assembly in several areas. Companies are now doing PCB assembly, testing, box-build, tooling, plastics, chargers, battery packs, supply-chain management and early Original Design Manufacturer work. But India is still far from China or Taiwan, where component ecosystems, supplier clusters and design capabilities were built over decades.

The positive change is that policy support is becoming more targeted. ECMS is focused on components and sub-assemblies, while the India Semiconductor Mission is supporting fabs, display fabs, compound semiconductors, ATMP/OSAT and chip design.

The direction is positive, but value creation will be selective. Pure assemblers can grow revenues, but sustainable margins will come from companies that build localisation, design capability, testing depth, vertical integration and export relationships.

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Auto ancillaries remain a core manufacturing theme. How are you positioning the portfolio amid EV transition, premiumisation, and export opportunities?
Auto ancillaries remain a core manufacturing theme for us, but we are selective. Our positioning is towards companies benefiting from premiumisation, higher content per vehicle and exports.

We are not playing EV as a binary theme; we prefer powertrain-agnostic businesses. We also like segments where India has a durable advantage, such as forging, casting, machining and precision engineering. So, the focus is on durable growth, export relevance, execution quality and valuation comfort — not just the EV narrative.

Aerospace stocks have seen significant traction in the last 1–2 months. How strong is the tailwind for the sector and are valuations still attractive?
We like aerospace from a top-down perspective. India is one of the fastest-growing aviation markets globally, and local manufacturing of components is still at an early stage. Over time, this can become a meaningful opportunity as global Original Equipment Manufacturers (OEMs) diversify supply chains and Indian companies build precision manufacturing capabilities.

However, listed opportunities are still limited. A large part of the deeper aerospace manufacturing ecosystem is currently in private entities, including certain conglomerates that have stronger integration with OEM supply chains. In the listed space, there are only a few names. Some are too small, while valuations in others have already become expensive. So, the sector tailwind is strong, but public-market risk-reward is not uniformly attractive.

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Asia stocks mixed as new US strikes curb Iran peace hopes; KOSPI hits record high

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Asia stocks mixed as new US strikes curb Iran peace hopes; KOSPI hits record high

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Indigenous entrepreneurs needed to plug Kimberley mining gap

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Indigenous entrepreneurs needed to plug Kimberley mining gap

A serious lack of Indigenous businesses operating in the mining industry presents a compelling case for entrepreneurship to plug the gap in the Kimberley.

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Rubio says Iran deal could take days as US launches fresh strikes

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Rubio says Iran deal could take days as US launches fresh strikes


Rubio says Iran deal could take days as US launches fresh strikes

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WA government looks to defence manufacturing

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WA government looks to defence manufacturing

Premier Roger Cook has told a conference of global defence industry and military leaders that Western Australia is planning to build a manufacturing facility that could produce guided missiles and be located in Collie.

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Sonny Rollins, saxophone ’colossus’ who honed his sound on a New York bridge, dies at 95

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Sonny Rollins, saxophone ’colossus’ who honed his sound on a New York bridge, dies at 95


Sonny Rollins, saxophone ’colossus’ who honed his sound on a New York bridge, dies at 95

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