APAC Outlook - issue 50

VISION EYE INSTITUTE | ANGLISS ASIA

w w w. a p a c o u t l o o k m a g . c o m

HAMILTONJET Developing the latest boat systems for the global market

EOS DEFENCE SYSTEMS

Providing high-quality defence systems internationally Brett Fletcher, CEO at Ravenswood Gold, discusses his company’s vision of becoming the largest gold mine in Queensland, Australia

Issue 50

GE-SHEN CORPORATION Supplying product solutions for panindustry customers

travel magazine THAILAND TRAVEL GUIDE

MALAYSIA TRAVEL GUIDE

M A L AYS I A

THAILAND This Southeast Asian country is a perennial favourite, thanks to an intoxicating combination of beautiful beaches, world-renowned cuisine and incredible temple complexes

Malaysia is a melting pot with a unique culture, a world-renowned food scene and a spectacular landscape of islands, ancient rainforest and mountains

ISSUE 05

Writer: Dani Redd | Project Manager: Jordan Levey

K

nown as the ‘Land of Smiles’, Thailand is a friendly country that welcomed 38.27 million tourists to its shores last year.

There are plenty of reasons why this Southeast Asian destination is so popular.

For a start, there’s the beaches. In the south, Thailand’s two coastlines stretch for miles, populated by swathes of icing-sugar soft sand, the bays speckled with dramatic limestone formations. Thailand is also home to 1,430 islands, ranging from full moon party spots like Koh Pha Ngan to the more off the beaten track Similan Islands, a national marine park popular with scuba divers.

Then, there’s the food. Thailand’s noodles, stir fries and curries are beloved around the

world, characterised by the fragrant taste of lemongrass, kaffir lime leaves and tulsi. Every town is bursting at the seams with floating markets, street food stalls and high-end restaurants where you can try delicious local dishes.

Thailand’s rich spiritual heritage also attracts tourists. Golden temples and larger-than-life Buddha statues can be found across the country. Visitors can experience colourful religious festivals in the northeast of the country or explore the underground cave shrines in Kanchanaburi and Phetchaburi.

Despite Thailand’s popularity, it’s easy to find a quiet corner to relax, be it on a deserted island or an eco-retreat in the craggy mountains north of Chiang Mai.

Writer: Dani Redd Project Manager: Joe Palliser

T

here are many reasons why Malaysia is a tourist favourite.

For a start, there’s the landscape. Imagine 878 islands, ringed with white sand beaches leading down to translucent waters. Vibrant coral reefs lie just offshore, home to a profusion of marine life. Inland are ancient rainforests, the shaded canopy seemingly impenetrable.

Take a guided walk to learn about this habitat’s astonishing biodiversity.

You might even catch sight of a tapir, or a silver-leafed monkey swimming through the jungle canopy.

Outdoor enthusiasts will also relish tackling some of region’s towering granite mountains or exploring the intricate networks of limestone caves.

Then, there’s the culture. Malaysia

is a melting point of Malay, Indian, Chinese and aboriginal groups (Orang Asli). There’s a packed calendar of religious festivals, including Wesak, or Buddha’s birthday, celebrated with processions of flowers and candles.

Cities such as Melaka and Georgetown boast fascinating heritage districts where you can experience this fascinating fusion for yourself. Make sure you take time out to try Malaysia’s delicious cuisine, which reflects its multicultural population.

Of course, Malaysia has a modern side too. It can be found in the malls, skyscrapers and fine dining restaurants in larger cities, such as the capital Kuala Lumpur.

YOUR TRAVEL GUIDES TO

SEYCHELLES The Indian Ocean’s natural playground

PHILIPPINES

NAMIBIA TRAVEL GUIDE

SEYCHELLES TRAVEL GUIDE

Archipelago escapism in the Pacific

S E YC H E L L E S Most people visit this archipelago in the Indian Ocean for the beaches, but it has much more to offer than that Writer: Dani Redd | Project Manager: Jordan Levey

TRAVEL BUSINESS

NAMIBIA Namibia is a country of rugged, otherworldly landscapes; a desert realm with a complex history and culturally diverse inhabitants Writer: Dani Redd | Project Manager: Joe Palliser

N

amibia is known for its sparse, otherworldly landscapes. It gets its name from the Namib, the world’s oldest desert; a sparse, windswept region extending 1,900 kilometres down Africa’s Atlantic coast. The desert is characterised by its red dunes, which plunge down towards the ocean at Sandwich Harbour and Skeleton Coast. It’s also known for its white clay and salt pans, such as Deadvlei, where there are hundreds of ossified trees.

Another scenic spot in the desert is Moon Landscape, named after its eerie, pockmarked topography.

But sightseeing in Namibia isn’t just about deserts.

Inland you’ll find the green-gold grasslands of the Kalahari, and rugged mountains such as the Brandberg, Spitzkoppe and Damaraland.

CANOPY STARS Tourists flock to Namibia to experience its remote corners. Hot air ballooning, sand boarding and offroad quad bike excursions are all popular activities.

When it comes to safaris, Namibia offers some unrivalled experiences – head to Etosha National Park to see big cats, elephants and black rhinos.

Namibia has a fascinating history. It was inhabited as early as 25,000 BC, with tribes such as Ovambo and Herero gradually migrating into the country. In the “Scramble for Africa” Namibia became a German colony, known as German South West Africa, in 1884. After over a century of bloody battles, Namibia finally gained independence in 1990. These days it’s a country rich in historical attractions and cultural diversity; a country with plenty of stories to tell.

D

escribing the Seychelles, it’s easy to veer into cliché. These picture-perfect islands are blessed with white sand beaches lapped by translucent water, fringed with palm trees and interesting rock formations. The dramatic sunsets, laidback atmosphere and a wide range of luxury accommodation make them a popular spot for honeymooners.

The Seychelles consists of 115 islands and some small islets, located

in the Indian Ocean at a crossroads between Asia and Africa. Most of the action is concentrated around the three major islands: Mahé, La Digue and Praslin. Mahé is the largest and most populous; home to the capital, Victoria, and transport hub to the rest of the islands. La Digue is renowned for having some of the best beaches in the archipelago. Praslin, meanwhile, is home to the idyllic Vallée de Mai nature reserve.

But there’s more to the Seychelles

than just the beaches. Trek through the granite mountains and lush rainforests of the Morne Seychellois National Park. Try some of the island’s traditional Creole dishes at a local restaurant. Or if you’re a nature lover, head to Bird Island to observe its population of fairy terns and common noddies, as well as the giant Aldabra tortoises endemic to the archipelago. You’ll be bowled over by what the Seychelles has to offer.

A passionate advocate for the symbiosis of tourism and sustainability, UK-based travel photographer Diana Jarvis goes Behind the Lens

Your Guide to the World I N A C H A N G I N G WO R L D , where the travel industry must adapt to challenging global situations, our mission at Outlook Travel remains the same. We will continue to showcase some of the world’s most inspiring destinations, offering real insight and comprehensive travel guides for when global mobility resumes.

The major component of the publication takes the form of our Outlook Travel Guides, providing executives, avid travellers and our existing 575,000 international subscribers with the ultimate rundown of all the major economic drivers and thriving hubs across the world, with exclusive input from tourism industry associations and stakeholders – the people who know these places the best.

You can join the vast numbers of tourism sector players enjoying the exposure we provide across our digital platforms with a range of options, from advertising through to free-of-charge editorials, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and increase exposure.

www.outlooktravelmag.com/who-we-are

WELCOME

Leading from the Front

EDITORIAL Senior Editor: Sean Galea-Pace sean.galea-pace@outlookpublishing.com Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Phoebe Harper phoebe.harper@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com

Hello and welcome,

Senior Designer: Devon Collins devon.collins@outlookpublishing.com

It is a pleasure to introduce you to the 50th edition

Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com Production Assistant: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Dan Nash dan.nash@outlookpublishing.com BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com SALES MANAGERS Donovan Smith donovan.smith@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS Kyle Livingstone kyle.livingstone@outlookpublishing.com Nick Kernan nick.kernan@outlookpublishing.com Sam Love sam.love@outlookpublishing.com Thomas Turnbull thomas.turnbull@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Freya Penn freya.penn@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT APAC Outlook Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 654 SUBSCRIPTIONS Tel: +44 (0) 1603 363 654 sean.galea-pace@outlookpublishing.com www.apacoutlookmag.com Like us on Facebook: facebook.com/apacoutlook Follow us on Twitter: @apac_outlook

of APAC Outlook!

Within these pages, you’ll find exclusive company profiles from some of the most innovative and dynamic companies within their respective industries.

And sitting on this issue’s cover is EOS Defence Systems. At the forefront of the Australian defence industry, we speak to Grant Sanderson, CEO of the company, and discuss its provision of advanced systems across the globe. “Our businesses may look diverse but involved at the core of all that we do is the key technology and market strategy that provides us to leverage,” explains Sanderson. “Very high levels of technological performance in our products allows us to carve out a profitable position in the market.”

Another feature you should cast your eye to is our interview with Brett Fletcher, CEO at Ravenswood Gold. Despite COVID-19’s seismic impact on the world, the mining industry in Australia has emerged relatively unscathed from the pandemic. In our interview with Fletcher, he discusses the transformation of the sector and his company’s vision to be renowned as the largest gold mine in Queensland, Australia. “I think the mining space is exciting — it’s the greatest industry there is,” declares Fletcher. “Mining in Australia is continuously growing and changing.”

Elsewhere in the magazine, we speak with Ben Reed, Managing Director of HamiltonJet, about the company’s varied and high-quality propulsion systems for the international boat market. Over the last five years, HamiltonJet has ramped up its investment in its products and technological development. “In the area of waterjets, we are working on gradually replacing our entire waterjet line-up with newer, more efficient, and more robust models,” says Reed. “Each new jet is coming in between three and seven percent higher in its propulsive efficiency than the model it replaces, delivering lower fuel consumption and higher speed.”

And before you go, check out in-depth interviews with Vision Eye Institute, Angliss Asia, Star Pharmacy Group, Piper Alderman, Zambrero, Alfagomma Australia, Axicom and many more!

Enjoy the issue!

Sean Galea-Pace Senior Editor, Outlook Publishing APAC Outlook issue 50 | 3

CONTENTS

16

246

10

PHOTO: JOI ITO FROM INBAMURA, JAPAN - STEVE JOBS AND BILL GATES ON FLICKR, CC BY 2.0

REGULARS

6 NEWS

20 INDUSTRY SPOTLIGHT

Around Asia Pacific in seven stories

8 EXPERT EYE How AI can improve cross-border e-commerce shipping

BUSINESS INSIGHTS

20

10 Economy

Papua New Guinea Mineral Resources Authority (MRA)

A future for conscientious mining in Papua New Guinea

246 THE FINAL WORD What or who has been a source of inspiration for you during your career?

Australia and its post-pandemic opportunities An insight into Australia’s handling of the COVID-19 pandemic and potential future

14 Economy

Business in India

Inside India – an industry giant

TOPICAL FOCUS

16 Sustainability

Asia Pacific’s Green Mobility Future

14 4 | APAC Outlook issue 50

APAC’s journey to low-carbon mobility

40

EOS Defence Systems’ T2000 establishes a new technology standard for medium calibre turrets

APAC OUTLOOK MAGAZINE

F E AT U R E S

194 TKI Group

Serving Papua New Guinea

38 SHOWCASING LEADING COMPANIES

Supporting Ok Tedi in best-in-class mining operation

Tell us your story and we’ll tell the world

CONSTRUCTION

MANUFACTURING

40 EOS Defence Systems Defence in the Land Down Under

204 Monier

114

Providing high-quality defence systems internationally

FINANCE

62 GE-Shen Corporation

114 uab Bank

Supplying product solutions for panindustry customers

People-centric service in the Burmese banking industry

72 Oliver Healthcare Packaging

122 Piper Alderman

Protecting the Life Inside

Australia’s premier commercial law firm

Manufacturing healthcare packaging across Asian industries

FOOD & DRINK

Adaptation, Solution, Growth

78 HamiltonJet

Propelling into the Future Developing the latest boat systems for the global market

78

The Best of Banking

Cementing the Kingdom Providing world-class cement for the development of Cambodia

Food and Fortune

High-quality products and service in the Asian food and beverage space

138 Zambrero

The Mission to Stop World Hunger

210

The journey from Canberra to the world

HEALTHCARE

MINING

216 Star Pharmacy Group

On track to becoming Queensland’s largest gold mine

172 Vitrinite Brighter Coal

Behind a global garment manufacturer of epic proportions

210 Chip Mong INSEE Cement Corporation

128 Angliss Asia

Putting Ravenswood First

Designing the Future

Delivering high-quality construction products across PNG

World-Class Law Expertise

146 Ravenswood Gold

92 Epic Group

Paving New Ground

Mining coal for the international market with community at heart

182 Thejo Engineering Limited

Dual Purpose Engineering

Value in Healthcare

The pharmacy Brand prioritising convenience

224 Vision Eye Institute

Envisioning a Bright Future A major player in Australian vision treatment and restoration

ENERGY & UTILITIES

236 Essential Energy Australia’s Energy Transformation

100 Cookes

Supplying manufacturing, engineering, and operational services in bulk material handling

Serving New Zealand’s most demanding industries

188 Process Plants International

TECHNOLOGY

A single source service provider to companies operating technologically advanced processing plants

Aiding customers to accelerate deployment and seamlessly expand their networks

Committed to Quality

106 Alfagomma Australia Setting the Standard

A household name in hydraulic and industrial fluid handling systems

From Concept to Completion

Inside the operation of Australia’s largest electricity networks

242 Axicom

Helping Connect Australia

APAC Outlook issue 50 | 5

NEWS Around Asia Pacific in seven stories…

TRANSPORT

China debuts futuristic high-speed train prototype

TRANSPORT

ENVIRONMENTAL FEARS FOLLOWING SRI LANKA CARGO SHIP SPILL E NVIRON MEN TALISTS A R E now fearing the worst following the wreckage of the Singaporeregistered X-Press Pearl cargo ship.

The vessel had been transporting chemicals before catching fire and subsequently sinking in early June.

The fire is believed to have been caused by a nitric acid leak, leading to flames raging for over one week.

Although no oil spill has yet been detected at the site of the wreck on the coastal stretch of Sri Lanka

ECONOMY

Downturn in purchase of American goods for China I N T H E face of ongoing trade tensions, a report from CNBC has identified a downward trend in the purchase of US goods from China. Data accessed through Wind Information showed that China bought $13.1 billion dollars’ worth of goods from the US throughout the course of May, in comparison to $13.9 6 | APAC Outlook issue 50

near to the city of Negombo, local marine biologists fear the effect that such a spillage would have on the environment.

Sri Lanka’s marine protection agency are arranging for booms, oil dispersants and skimmers in anticipation of an environmental disaster. Joshua Anthony, head of the regional fishing union, has stated that an oil spill of this scale would be a “death blow” for the industry.

C H I N A H AS revealed a pioneering prototype for the latest development in rail transport. The new high-speed Maglev train will operate on hightemperature superconducting (HTS) power and can reach speeds of 620 kilometres / 385 miles per hour.

Running along magnetised tracks, the train appears as if floating when in operation, as demonstrated by the test track that was constructed in the city of Chengdu, Sichuan province, for the unveiling of the prototype. The train is forecasted to be operational within the next three to 10 years, and will run routes between Beijing, Shenyang and Harbin. This represents the latest development within the world’s largest high-speed rail network.

billion, recorded in April 2021. Indeed, the report elucidates that the pace of growth for Chinese imports from the US has slowed to 41 percent compared to May of the previous year.

Tangentially, Chinese imports from other countries have grown at their highest pace in over a decade, to 51.1 percent. The US remains China’s largest single-country trading partner, and in recent weeks, Chinese Vice Premier Liu He has entered discussions with the US Treasury Secretary and Trade Representatives for the first time under President Biden’s leadership.

H E A LT H C A R E

Pandemic triggers record low for Japan’s birth rate DATA H AS shown that the number of babies born in Japan throughout 2020 was an all-time low – falling to 840,832. The figure represents a 2.8 percent drop from the previous year and is the lowest since records began in 1899.

Japan’s health ministry has advised that the drop has been triggered by

H E A LT H C A R E

young couples deterring marriage and having children, due to the global pandemic. These figures contradict general healthcare forecasts that predicted a global baby boom due to pandemic-related lockdowns.

In a ‘super-aged’ nation, more than 20 percent of Japan’s population is over 65, and with a continually declining birth rate, the country faces the concerns of an aging population and diminishing workforce.

MAJOR CITIES REOPEN AS INDIA’S COVID-19 INFECTION RATE FALLS F OR T H E first time in two months, India has recorded a drop in COVID-19 infection rates. The 100,636 new infections recorded during a 24-hour period in early June represents a significant drop in comparison to the peak rates of 400,000 new infections within the same time period recorded earlier in April. This has led to the reopening of businesses in key Indian cities such as Mumbai and New Delhi on Monday 7th June, as the country endeavours to aid economic recovery.

In Delhi, half of the capital’s shops will be opening on alternating days of the month to curb visitor numbers, whilst offices and the underground rail network will operate at 50 per cent capacity. This comes as the Central Bank has reduced its forecast of economic growth for the fiscal year 2021/22 from 105 percent to 9.5 percent.

MINING

CAMBODIAN ‘BOMB SNIFFING’ RODENT RETIRES AFTER SUCCESSFUL MINING CAREER B U S I N E S S T R AV E L

Singapore Airlines to become world’s first fully vaccinated airline S ING APORE A IRLINES (SIA) endeavours to vaccinate all of its crew members against COVID-19, thereby becoming the world’s first fully vaccinated airline.

All airline staff, including pilots, flight attendants and anyone whose role requires public contact, have been offered complimentary virus vaccines by the Singaporean government, thanks to the country’s purchase of the two-shot Pfizer vaccine.

SIA’s CEO, Goh Choon Phong,

expressed his gratitude to the government in an official statement for recognising the sector’s importance in the country’s economic recovery. Inoculations are expected to begin within the coming weeks, with 5,200 SIA staff already scheduled for their first injection.

T H E GI ANT African pouched rat, known as ‘Magawa’, is something of a legend in the Cambodian mining industry. Now, after five years in service, during which Magawa has been responsible for sniffing out undetected landmines and unexploded ordnance, the bomb detecting rodent is now facing retirement. According to his employers, Magawa has detected a total of 71 landmines and 38 items of unexploded ordnance, clearing over 225,000 square metres of land. Trained by the Belgian charity APOPO to detect the chemical compounds within explosives, thereby alerting de-miners by scratching the surface of the earth, Magawa’s impressive track record has led to him being the only rodent to receive the prestigious PDSA gold medal for his bravery.

APAC Outlook issue 50 | 7

EXPERT EYE

How AI can improve cross-border e-commerce shipping With the scope of digital transformation limitless, Lionel Berthe, Head of Asia Pacific at Asendia, discusses the potential of AI in the e-commerce supply chain Written by: Lionel Berthe, Head of Asia Pacific, Asendia

ABOUT THE EXPERT Lionel Berthe is Head of Asia-Pacific for Asendia, and based in Singapore. He is responsible for the company’s HongKong, Singapore, and Oceania subsidiaries, overseeing the strategic development for the whole APAC region.

Previous to this, he was Chief Strategy and E-commerce Officer - Head of Asia at Asendia Management headquarters.

Before joining the company in August 2012, he occupied the position of International Operations Director in the French B2C parcel division of La Poste, Coliposte, for six years.

W

e’ve all heard how the likes of Alibaba, JD.com and Amazon are ploughing investment into AI to enhance e-commerce search functionality, aiming to streamline the customer experience and boost sales.

But what about the use of AI at the other end of the customer journey – for shipping and delivery efficiency?

Well, of course the ‘smart supply chain’ is very much on their radar too.

In fact, most players involved in e-commerce shipping and fulfilment are fast discovering how to leverage the power of AI to boost retail efficiency.

Advances are certainly needed if we are going to meet escalating global demand for online shopping in a sustainable manner. The Asia-Pacific e-commerce industry is anticipated to see a CAGR of 18.5 percent during the period (2019-2025), according to Orion Market Research.

There are untold benefits that AI and machine learning can bring to transport planning and fulfilment operations. For third party logistics 8 | APAC Outlook issue 50

providers and parcel carriers, the pressure is on to help e-commerce brands find the most efficient, competitively-priced routes to customers.

Here’s how AI is being deployed in the e-commerce supply chain to do so:

AI-ENHANCED CROSS-BORDER OPERATIONS AI platforms allow companies to ingest massive amounts of historical and real-time streaming data. The application of machine learning or AI algorithms and techniques to that data will provide valuable predictions for the business. This ‘cognitive automation’ for e-commerce retailers could help them assess the viability of certain markets around the world, analyse cost models and track the shipping and delivery performance across their growing international networks. More intelligent decision-making regarding cross-border operations becomes possible.

AI-led supply chain optimisation software also amplifies important

decisions by using cognitive predictions and recommendations on optimal actions. When applied to demand forecasting, AI and ML principles create highly accurate predictions of future demand by customer segment or product range. Or it could be helping to enhance overall supply chain performance, or designing more customs and border control efficiency. By constantly learning over time, the system continuously improves on these recommendations as relative conditions change.

In the cross-border logistics realm, the key supply chain technology companies provider initiating the work on the existing logistics applications with AI and machine learning are further branching into modern logistics. China and India are known to be making rapid headway in this area.

AI IN INTERNATIONAL ROUTE PLANNING FOR THE MOST EFFICIENT TRANSIT OF GOODS If the pandemic and the recent ‘Suez jam’ have taught us anything, it’s that unpredicted disruptions can scupper the best-laid plans to serve customers around the world. With the complex network of supply chains that exist today, it is critical for retailers and their logistics partners to get complete visibility of the entire supply value chain with minimal effort.

2021 is likely to see continued supply chain disruption even as COVID recedes. Smart postal services and couriers will need to find new ways to

reach customers on behalf of their retail/e-commerce clients. For instance, in China, demand for rail freight transport has risen as a mean bypassing the sea and air shipments. Retailers need supply chain partners with the technology capabilities and agility to make fast re-routing possible.

Machine learning can help to prepare for the worst-case scenario. Having a cognitive AIdriven automated platform offers a unified data layer revealing the cause and effect, help us to eliminate bottleneck operations and focus on process improvement. The big benefit is the use of real-time data instead of redundant historical data.

By implementing AI, supply chain managers can enhance their decision making by spotting abnormalities such as shipping capacity shortages and blocked transit routes – and take action before the full brunt of the problem has taken effect.

AI IN THE PICKING PROCESS, INCORPORATING ROBOTICS AND DATA ANALYTICS Everyone is seeking the most efficient way to operate in e-commerce, and those who dare to try the newest technologies are likely to win. Automated guided vehicles (AGVs), sometimes known as Goods to Person (GTP) robots are fast being deployed in large e-commerce fulfilment centres. Amazon can now boast over 200,000 GTP robots operating in its global fulfilment centres, while Alibaba has committed $15 billion by 2022 to expand its worldwide logistics network, with the smart warehouse model at the fore.

Data collected from these digitised workers will provide the algorithms necessary for future smart decision-making, planning for peak and operational innovations. At Asendia, we are investing in automated and robotic picking facilities in our specialist fulfilment centres for this very reason.

AI TO DRIVE CARBON EFFICIENCY AND SUPPORT ESG REPORTING Efficiency protects the environment.

By gathering data on operational performance, machine learning can begin to spot patterns of waste in fuel usage, idle time, and carbon emissions per shipment. These are likely to become essential for ESG reporting as governments around the world commit to ambitious net-zero targets.

Enhancing efficiency in logistics and delivery is a great place to start, and reputable supply chain operators do this as a matter of course. With AI-enhanced data analytics, it’s possible to track performance and drive improvements over time, allowing the greenest decisions to be made.

For logistics service providers in the APAC region, excellence in supply chain management powered by the latest advances in AI will make you stand out, and it is a smart way to serve the burgeoning e-commerce market.

APAC Outlook issue 50 | 9

COVID-19 AUSTRALIA

AUSTRALIA AND ITS POSTPANDEMIC OPPORTUNITIES On the back of one of the most challenging years in modern history, we examine Australia’s COVID-19 approach and explore the requirements of post-pandemic success Writer: Sean Galea-Pace

C

OVID-19 impacted everyone.

But the level of disruption has not been equal.

With a population of around 25 million people, Australia’s government received widespread praise for its handling of the coronavirus and experienced lower infection and death rates compared to many other countries of similar standing.

As of the beginning of June 2021, 10 | APAC Outlook issue 50

there have been 30,175 confirmed cases of COVID-19 with 910 deaths, reported by the World Health Organisation (WHO). By comparison, the United Kingdom has had over 4.5 million cases and 127,840 deaths within the same period.

But what have Australia done differently?

The country’s response has been characterised by effective actions,

policies and leadership practices which are implemented through strong collaboration between the public and private sectors that are transferable while being repeatable elsewhere.

Australia’s people have played their part, listening to government instructions, and adhering to policies such as lockdown measures, mask wearing and rapid testing. As a result,

ECONOMY 2020, the government responded by quickly closing international borders and implementing a mandatory home isolation programme for returning Australian citizens. Police were dispatched to homes to ensure that quarantine requirements were stuck to, while Australia moved quickly to a mandatory hotel quarantine system in which hotel rooms were often guarded by police or military.

Building trust with citizens – Slowing the spread of COVID-19 meant good hygiene and social distancing practices were vital. Such adherence meant that people had to have faith in the policy prescriptions of government, as well as the data and information underpinning them. The unified response to the pandemic from across the private and public sectors at all levels was hugely significant.

Adapting and learning – COVID-19 meant fast decision-making but more importantly, constant monitoring and reviewing decisions as the situation evolved and changed. For example, the initial procedure for localised lockdowns by the Australian Health Protection Principal Committee, an established team of the chief health officers from states and territories chaired by the Australian chief medical officer. Early tests of this procedure came with outbreaks in a Tasmanian hospital and an abattoir in Melbourne, followed by the wider outbreak in Victoria. The Victorian government locked down

this led to the effective mitigation of infections, particularly during the early part of the pandemic, as well as containing subsequent outbreaks in the states of Victoria and South Australia.

And what can be learned from such success?

Act quickly and decisively based on incoming data – Upon becoming a significant threat to Australia in March

10 individual suburbs in an effort to stop the spread, enforced by local police with fines. Each instance meant a continuous learning curve in how to control the spread of the disease considering the local context.

Data-led decision making – In a crisis like COVID-19, there is a plethora of information at companies’ disposal.

As such, both Australia’s government and businesses across the country had to respond to an onslaught of new and sometimes contradictory data. Australia took a deliberate dataled approach, harnessing expertise and conducting important work to filter out the noise and focus on vital information to shape their approach.

WHAT ARE THE POTENTIAL OPPORTUNITIES? On the back of COVID-19, the importance of being agile has never been so important. Leaders identify competitiveness and workforce resilience as the key benefits they most want from an ongoing digital transformation. It is also accelerating among a majority of organisations, however, an enhanced focus on transformation is at the expense of customer relationships and partnering opportunities.

According to IBM, its research suggests five key discoveries for the post-pandemic business landscape offering new perspectives on digital transformation, the future of work, transparency, and sustainability.

COVID-19 AUSTRALIA 1. Digital transformation was never about the technology

2. The human element is the key to success

COVID-19 accelerated digital transformation at 59 percent of the companies IBM surveyed, with 66 percent adding that they have been able to complete initiatives where they had previously encountered resistance.

Prior to the pandemic, many organisations didn’t trust their own technological innovation, however, having been left with no choice, many companies have found that they have thrived and are more trusting of new technology. As a result, many are leveraging AI, IoT and blockchain as organisations begin to bounce back from COVID.

IBM’s findings have showcased that over three quarters of Australian executives anticipate changed customer behaviour to continue post-COVID-19. As such, 86 percent of Australian executives confirmed that customer management will be a key priority during the next two years, in comparison to only 35 percent in 2019.

3. The shift in priorities Since the start of 2020, executive priorities have shifted and changed considerably. Now, they are focused on internal operational capabilities,

which can take attention away from the customer service experience at a time when it could be vital. It is anticipated that 92 percent of Australian executives expect cashflow and liquidity management to be a priority with about twice as many respondents as two years ago.

At the same time, 91 percent of respondents say cost control will be essential. Cybersecurity concerns have skyrocketed, Australian executives have shown an increased commitment of 72 percent during the next two years, with 47 percent planning to use AI to enhance cybersecurity during the same timeframe.

‘CYBERSECURITY CONCERNS HAVE SKYROCKETED, AUSTRALIAN EXECUTIVES HAVE SHOWN AN INCREASED COMMITMENT OF 72 PERCENT DURING THE NEXT TWO YEARS, WITH 47 PERCENT PLANNING TO USE AI TO ENHANCE CYBERSECURITY DURING THE SAME TIMEFRAME’

12 | APAC Outlook issue 50

ECONOMY

4. The post-COVID winner IBM’s findings have shown that executives anticipated health-related industries to be the most likely postcrisis winners. Telecoms, media and entertainment were also anticipated to show positive impacts, buoyed by stay-at-home orders and habits.

The data also points to greater reliance on platform business models and partner networks, with 69 percent of Australian executives planning significant partnering activity inside

their industry and 60 percent looking outside. The expectation is that they predict such participation to grow several hundred percent during the next two years compared to 2019.

5. Health is the key to sustainability Before COVID-19, sustainability strategies were largely centred on environmental issues, such as the risks to planetary health from pollution, climate change and similar. Consumers were increasingly

choosing products and brands that demonstrated authenticity within these areas, while exuding passion and allegiance.

Despite being faced with a human health crisis, environmental sustainability became joined with issues of personal safety. Consumers have been wearing disposable masks and gloves, opting for more individual packaging than ever. In a bid to protect themselves and their families from the virus, people stopped going face to face shopping, which saw a huge rise in the distribution of delivered goods, meaning a battle between human health and sustainability.

The future of Australia and indeed, the wider world is impossible to predict. With vaccines being rolled out on a global scale, the end to a widely disruptive and hugely challenging two years is on the horizon, however, COVID-19 still remains at large, and people are actively still living alongside the virus.

But, by looking to build upon what Australia achieved so well during the beginning of the pandemic, leaders can take inspiration from the country’s overall response and adopt a more resilient approach moving into a postCOVID future.

“WITH VACCINES BEING ROLLED OUT ON A GLOBAL SCALE, THE END TO A WIDELY DISRUPTIVE AND HUGELY CHALLENGING TWO YEARS IS ON THE HORIZON, HOWEVER, COVID-19 STILL REMAINS AT LARGE, AND PEOPLE ARE ACTIVELY STILL LIVING ALONGSIDE THE VIRUS”

APAC Outlook issue 50 | 13

BUSINESS IN INDIA

BUSINESS IN INDIA We explore India and take a closer look at the prominent sectors that contribute to its economy Writer: Marcus Kääpä

I

ndia has a rich history.

55,000 years ago, Homo sapiens first arrived to the land leading to thousands of years of diverse growth and evolving culture.

Turning the clock forward to later ages sees regions of India ruled over by the likes of the Maurya Empire and even later the Mughal Empire, adding in their own ways to the gradual formation of the India we know today.

This history has led to the creation of a country famous for its diversity 14 | APAC Outlook issue 50

of people, culture and industry, all set within a land of incredible geography that ranges from lush jungles to dry mountains and deep river valleys. The nation is not only beautiful but also sizable, being the seventh largest country in the world with regard to landmass, and with the second highest population of over 1.38 billion people (with 21.75 million in its capital of New Delhi alone) after China.

The most populous democracy in the world, India (officially the

Republic of India) is also home to a multitude of sectors active on a titanic scale. The country’s economy is the sixth largest in the world in terms of gross domestic product (GDP) and the third largest with regard to purchasing power parity (PPP).

The services sector is the largest of all sectors within India, boasting 60 percent of the country’s GDP, while employing a surprising (yet still substantial) 25 percent of the country’s workers. Exemplifying the services sector’s size is the healthcare and pharmaceutical industry; India is the largest producer and supplier of pharmaceutical drugs in the world, with the sector providing over half of the globe’s demand for vaccines as well as a whopping 40 percent of standard drug demand across the US and 25 percent in the UK.

ECONOMY While the services remain the largest, there are several sectors that stand out as sizable contributors to India’s economy.

AGRICULTURE Despite India’s average crop yield measuring at 30 to 50 percent of that of the highest crop yield in the world, agriculture is another of the country’s giants.

In 2014, the sector and those related to it, such as logging, fishing and forestry, accounted for 17 percent of India’s GDP; 49 percent of the country’s total workforce actively work in this sector during the year.

And two years later these numbers had climbed; agriculture accounted for 23 percent of total GDP and employed a massive 59 percent majority of the country’s workforce.

Agriculture is still the largest employment source and a significant piece of the overall economy, as well as remaining a sector of continuing developments in modern practices and technology.

Indian manufacturing.

After this liberalisation, Indian industry was faced with increasing competition both domestically and from abroad. This includes the cheaper Chinese imports, goods from the key global player in low cost and swift manufacturing. Since then, India has been able to somewhat handle the competition in a variety of ways such as investing in cheap labour and new technology.

ENGINEERING

MANUFACTURING Manufacturing is one of India’s most significant sectors.

The manufacturing industry accounts for a massive 26 percent of the country’s GDP and employs 22 percent of the total existing workforce. According to the World Bank, industrial manufacturing in the country during 2015 was the sixth largest globally, measured at $559 billion.

The industry underwent significant changes in the light of the 1991 economic reforms. These reforms improved infrastructure, liberalised direct investment from foreign bodies, led to the privatisation of many government-owned publicsector industries, introduced foreign competition, removed import restrictions, and led to an expansion in the production of fast-moving consumer goods within and across

of the entire industrial sphere within the country; small-scale mining companies and activities alone form six percent of all Indian mineral production.

The country’s mining space is well known for being one of the globe’s largest producers of resources such as alumina, chromite, bauxite, sheet mica, chromite, natural gas, diamonds, limestone, thorium, iron ore and coal; the latter of which India has the fourth largest reserves in the world.

Almost half of all of India’s mining industry output value is concentrated across eight states: Jharkhand, Telangana, Andhra Pradesh, Odisha, Rajasthan, Chhattisgarh, Madhya Pradesh and Karnataka. On top of this, an additional 25 percent of the country’s output comes from offshore oil and gas resources; another of India’s prominent and growing sectors.

“THE SERVICES SECTOR IS THE LARGEST OF ALL SECTORS WITHIN INDIA, BOASTING 60 PERCENT OF THE COUNTRY’S GDP, WHILE EMPLOYING A SURPRISING (YET STILL SUBSTANTIAL) 25 PERCENT OF THE COUNTRY’S WORKERS” MINING The mining sector of India is a substantial contributor to its national economy. On top of providing around 700,000 jobs, annually the sector contributes between two and 2.5 percent of total GDP and makes up between 10 to 11 percent of the GDP

In line with the mining and manufacturing space within India, engineering stands as a substantial sub-sector and the third largest with regard to exportation.

The engineering sphere covers transport equipment, capital goods, transformers, machine tools, cars, railways, and many other goods for domestic or foreign industrial and infrastructure development. Four million workers are employed in the sector, and on a value basis it holds a worth of over $67 billion regarding engineering goods exported.

Within engineering, India serves the automobile, motorcycle and scooter industry (the latter two of which are well known for being prominent in the large urban centres of the country), and machinery that is utilised across a variety of productivity sectors, such as tractors for agriculture and diggers for use in the construction industry.

APAC Outlook issue 50 | 15

TOPICAL FOCUS

ASIA PACIFIC’S GREEN MOBILITY FUTURE Examining the role of green urban mobility in the fight against climate change and the potential for sustainable transport in continental mobilisation Writer: Phoebe Harper

16 | APAC Outlook issue 50

I

n an area that hosts the greatest regional population in the world, along with some of the fastest growing economies, the topic of mobilisation in an age defined by a prevailing climate crisis becomes a pertinent issue.

With economies across Asia accounting for almost two-thirds of global growth, regional governments have the means, and increasingly, the incentive, to invest in a more

sustainable transport infrastructure.

The rapidly growing rate of urbanisation across Asia Pacific shows no sign of cessation - a 2016 report from the Malaysian Institute of Planners recorded an increasing rate of urban population at 1.83 percent across Asia Pacific – a number that has only continued to grow in recent years.

The uneasy bedfellow of this dynamic movement is the issue of transport demand and the attendant environmental concerns of rising motorisation and automobile ownership; primarily, harmful greenhouse gas emissions and extreme congestion. Indeed, worldwide transport accounts for more than a quarter of energy usage and one-fifth of global CO2 emissions with both Mumbai in India and the Philippine’s capital of Manila listed amongst the world’s top ten most congested cities. This leads to citizens bleeding valuable time and fuel whilst contributing to poorer general health

TRANSPORT due to rising levels of air pollution.

The many teeming metropolises of Asia Pacific have become the background of this transport dilemma, but also the dynamic arenas within which new urban transportation initiatives are trialled and tested. This spans road and rail, but also alternative means of transport, such as cycling schemes including the Transformative Urban Mobility Initiative (TUMI) which is dedicated to a new bikeshare system for the Vietnamese city of Hoi An, and emission-free e-scooters which have recently taken Singapore by storm.

The ongoing coronavirus pandemic has highlighted the welcome benefits of a general pause in urban mobilisation, due to regional lockdowns and the advent of homeworking. Indeed, according to the International Energy Agency, coronavirus-related travel restrictions introduced a significant six percent drop in CO2 emissions in 2020 throughout the region. Whilst pausing transport on this scale is unrealistic, in an attempt to mitigate these harmful effects, the acceleration of ‘green

‘THE MANY TEEMING METROPOLISES OF ASIA PACIFIC HAVE BECOME THE BACKGROUND OF THIS TRANSPORT DILEMMA, BUT ALSO THE DYNAMIC ARENAS WITHIN WHICH NEW URBAN TRANSPORTATION INITIATIVES ARE TRIALLED AND TESTED’ transport’ across Asia Pacific presents a path forward. Sustainable, or ‘green’ transportation concerns modes and methods of transport that are fuelled by renewable energy sources, as opposed to fossil fuels and other dwindling natural resources.

There is significant scope for developments in this area as Asia Pacific becomes a booming market within the global transportation sector. The same report from the Malaysian Institute of Planners

recorded a ‘global score’ in green mobility performance of 42.8 percent average across cities in the APAC region, in comparison to the estimated average score of 43.9 percent across other cities around the globe.

Since a primary issue is the rise of individual motorists, heightened efforts towards the development of safe and reliable public transport systems also represents progress within the sector, such as government efforts to support rail transportation.

Improved public transit not only decreases individual emissions, but also introduces greater social cohesion.

Challenges such as a lack of clear vision, strategy and not to mention an inadequate infrastructure hamper regional development, meaning that integration and coordination are the way forward. This is evidenced by organisations such as the Partnership of Sustainable Urban Transport in Asia (PSUTA) who work with stakeholders across the cities of Hanoi, Pune, and Xi’an as policymakers to combat the uncontrolled growth of motorisation,

APAC Outlook issue 50 | 17

TOPICAL FOCUS Sustainable Development Goal target rating of 11.2 on urban mobility.

Alongside vital regulatory agencies such as ESCAP, a major player performing an active role in this space are Alstom – the global company providing innovative solutions for tomorrow’s mobility needs, responsible for trailblazing operations such as the world’s first hydrogen-powered train. Alstom have a fittingly large presence across Asia Pacific - accounting for 11 percent of the Alstom Group’s global revenue - with numerous success stories of transformation reflecting the promising trajectory of the region.

In the Indian city of Lucknow, Alstom has supplied 20 Metropolis trains as part of their green public transport solutions prioritising the use of recyclable materials alongside reduced noise and emission levels.

Currently transporting around 430,000 passengers a day, the system is estimated to save and the Cities Development of Asia Initiative (CDIA), who aim to help cities decarbonise transport systems. With particular emphasis on non-motorised transport, the CDIA advocate transit-oriented city developments such as the development of ‘superblocks’ or ‘15-minute neighbourhoods’, whereby an urban community’s essential services are located within walking distance to eliminate transport needs – an idea which has already been wellreceived in Singapore.

Other gamechangers across the region are devoted towards transport solutions that promote sustainable development, with fuel-efficient initiatives designed to reduce pollution, congestion, and safety incidents on the road while serving the needs of the population.

The Sustainable Urban Transport Index (SUTI) was implemented by the Economic and Social Commission for Asia and the Pacific (ESCAP) and is 18 | APAC Outlook issue 50

instrumental in performing mobility assessments that track the progress of sustainable urban transport systems across Asian cities, through ten indicators covering access, safety, reliability, and of course, emissions.

To date, these evidenced-based assessments have been applied to cities including Hanoi, Colombo, Kathmandu and Dhaka amongst others, with tests currently ongoing in Tehran, Thimphu and Ulaanbaatar.

SUTI continue to advise and guide cities across Asia Pacific, and even took to conducting virtual urban mobility and capacity building workshops throughout 2020 in the face of the pandemic. Through these initiatives, ESCAP advocate for sustainable transport policies concerning urban transport, road safety, and the implementation of Intelligent Transport Systems (ITS), thereby enabling cities to identify the policy gaps and vitally track their progress towards achievement of the

PHOTO BY BAHNFREND - OWN WORK, CC BY-SA 4.0

TRANSPORT

An Alstom train in operation in Australia

‘ IN THE INDIAN CITY OF LUCKNOW, ALSTOM HAS SUPPLIED 20 METROPOLIS TRAINS AS PART OF THEIR GREEN PUBLIC TRANSPORT SOLUTIONS PRIORITISING THE USE OF RECYCLABLE MATERIALS ALONGSIDE REDUCED NOISE AND EMISSION LEVELS’

approximately 47,000 tonnes of fuel by 2030, with an estimated growth in users of the transport system from 10 to 27 percent by 2030, in line with the expansion of the metro system.

The Asian market retains huge prospective growth, attracting private investors and governmental support alike. Developments in the aforementioned ITS define current trends, concerning the utilisation of big data, open access, connected vehicles, and autonomous vehicles, attracting private sector passenger transport providers.

A complete shift away from polluting motorised vehicles and an embrace of sustainable, lowcarbon transport options will not happen overnight, but with smart spatial planning and increasing efforts in policy makers and regional governments backed by solid investments, Asia is well and truly on the road to a greener future.

APAC Outlook issue 50 | 19

INDUSTRY SPOTLIGHT

MINERAL MINING

IN THE SOUTHWEST PACIFIC We examine the highly prospective industry of mineral mining within the Pacific island nation of Papua New Guinea Writer: Phoebe Harper | Project Manager: Matt Cole-Wilkin

T

he world’s third largest island county, Papua New Guinea (PNG) is universally acknowledged for its wealth of natural resources. This independent island nation boasts a diverse tapestry of geological landscapes resulting from significant tectonic activity, as relatively recent movements within the Earth’s crust prompted the collision of the northwards-moving Australian Plate with the Pacific Plate, thereby separating the island landmass of PNG from the Australian continent

20 | APAC Outlook issue 50

in bygone millennia. Today, PNG’s landscapes, comprising jagged limestone, impenetrable lowland rainforests, the towering Central Highlands of the Bismarck Range and fertile volcanic basins, are evidence of this geological movement. Meanwhile, vast deltas and areas of swampy plains are the result of high sediment loads within the Sepik, Ramu, and Fly River systems.

This impressive geographical diversity to be witnessed above ground is equalled by the rich

mineral offering hidden beneath the soil, hosting a wealth that has long been explored and, in an industry that has historically received much criticism, exploited. The region is considered prospective for the exploration of several mineralisation styles, including epithermal and porphyry-related high and low-sulfidation systems, skarns, volcanic massive sulphides, exhalative manganese deposits, lateritic nickel-chromite-cobalt and sea floor massive sulphides.

PNG’s capital of Port Moresby, situated on the fringes of the Coral Sea within the Gulf of Papua, is the dynamic seat of PNG’s export trade, which continues to represent the economic lifeblood of the nation. Naturally blessed with an abundance of minerals, gold and copper comprise PNG’s major mineral exports and are supported by stable trade links with surrounding nations across Asia Pacific, primarily Australia, Japan, China, and Singapore.

Acknowledged as the land of gold and copper, PNG’s principal exports of minerals also include silver (a commercial by-product of most mines), nickel and cobalt.

A rich history The indigenous people of Papua New Guinea have mined clay and ochre from the earth for millennia, with traces of pottery unearthed in 1852 attesting to the presence of gold on the island. However, it wasn’t until the 1970s that the deposits of PNG were well and truly bought to the fore, triggering frenzied industrial activity at a pace that has more or less

continued to present day. A defining decade that also witnessed PNG gaining national independence in 1975, the country was effectively transformed by the discovery of major mineral deposits – both physically, as several large-scale mining operations were constructed across the country, and economically, as the export trade flourished and introduced a seismic shift for PNG’s economy.

Financial activity was revolutionised by the nascent extractive sector and the subsequent tax revenue resulting from international trade.

This originated in the pursuit of porphyry copper before the attention shifted to gold by the 1980s, when the discovery of deposits at both Porgera and Lihir exposed some 200 tonnes of gold, alongside other natural deposits of economic interest.

Globally important mines are situated around intrusive centres and volcanic edifices that contain porphyry copper-gold ores and epithermal deposits of gold and silver.

Sector Challenges For various reasons, the primary challenge defining the mining of mineral resources across PNG, are the disputes surrounding contested mine locations and the fraught relationship between mining companies and local landowners. Historically, this has resulted in turmoil and even outright warfare, as evidenced by the significant conflicts that resulted in the closure of the Panguna mine in 1989 and the subsequent introduction of a ‘peace process’ in the late 1990s.

INTRODUCTION

PAPUA NEW GUINEA MINERAL RESOURCES AUTHORITY (MRA)

APAC Outlook issue 50 | 21

High Arctic Energy Services (High Arctic) have over 25 years’ experience providing an ever-expanding catalogue of products and services to the energy sector.

Priding themselves on industrial excellence, High Arctic operate both domestically and internationally as their expanding presence is fuelled by the operating requirements of their esteemed clients. High Arctic’s International Operations in Papua New Guinea (PNG) are testament to this ongoing success.

Since 2007 from their base in Port Moresby, and additional regional offices in Brisbane, High Arctic have leveraged their presence in PNG to provide significant value and performance for their customers. High Arctic’s mantra of ‘every challenge has a solution’, and ‘no problem is too difficult’ is evidenced by their ongoing success in the challenging PNG landscape, overcoming harsh and remote physical environments with their leading energy industry services.

High Arctic are specialists in remote worksite equipment operations, maintenance management, logistics and support services, including Heli-portable drilling and workover rigs, material handling and camps. The company also offer an extensive specialised fleet of support equipment for rental, including cranes, trucks, forklifts, gensets, light towers and Worksite Matting Systems, thereby providing safe road and site access solutions - no matter how challenging the environment.

services teams. A comprehensive and reliable line up of equipment enables High Arctic to deliver high quality services across drilling, workovers, completions, and more, with an emphasis on delivering affordable, safe services to their customers.

High Arctic are renowned as one of the largest providers of HDPE Composite Mat Systems. These consist of temporary road and site access solutions, that are by nature fit for purpose and environmentally friendly. These worksite mats offer a durable platform service suited for access across harsh and uneven terrains concerning the mobilisation of heavy equipment and ground protection. These innovative mats streamline and facilitate the rapid construction of site locations and temporary roads with minimum equipment and personnel.

Across PNG, High Arctic own and operate Heli-portable drilling rigs for specialised drilling with advanced performance. Combining convenient mobilisation with reliable and economic operation, a High Arctic Heli-portable drilling rig is designed and manufactured to respond to the varied and complex operating needs of their clients. High Arctic rigs are equipped with state-of-the-art electronic control systems delivering safe, cost effective efficient services in challenging environments.

With four primary pillars of operations comprising drilling rigs, workover rigs, worksite matting and rental equipment, High Arctic are bolstered by the support and expertise of their highly trained and qualified crews, logistics, trade, and

Facebook – haespngltd

LinkedIn - High Arctic Energy Services PNG Ltd

The company’s incomparable standards of excellence continue to make the decisive difference, as High Arctic endeavour to create superior value for investors through the delivery of dependable and innovative energy services.

Leading with the central values of caring for the customers, the community, and their own invaluable backbone of employees, High Arctic have the utmost respect for both the people and places within which they operate, and conduct activities with the highest ethical and professional standards.

In August of 2020, High Arctic’s PNG operations marked a laudable four-years recordable incident free. High Arctic understands that this achievement does not come by luck.

Hard work, dedication to safe work initiatives and skills development through internationally recognised training of its personnel are fundamental to this result. High Arctic recognises the strong community values throughout PNG and fosters these values within their business to unite all towards a common goal.

High Arctic is looking forward to maintaining its safety leadership record well into the future. A key contributor to High Arctic achieving this will be its continued focus in developing and enhancing the capabilities of its citizen workforce. This record could not be achieved or maintained without a dedicated workforce, supportive clients, service providers and suppliers.

The company seek to motivate and inspire their workforce through exceptional leadership, which is instrumental in creating a safe environment and an ethical workplace, whilst delivering innovative, efficient, and profitable solutions. It is this relentless focus on quality that enables High Arctic Energy Services to enjoy an enviable reputation within the sector today.

Aside from drilling rigs, High Arctic’s other offerings in PNG comprises their extensive gamut of equipment rentals and support services.

High Arctic’s owned and operated inventory of support equipment includes the following: • • • • • • • • • •

Crawler Cranes High Pressure Water Pumps Forklifts/Wheel Loaders Telehandlers Lighting Towers Camps (10 to 100 bed) Trucks Washdown Packages Vehicles Drill Strings

www.haes.ca E: info@higharctic.com.au T: +675 307 2000 APAC Outlook issue 50 | 23

INDUSTRY SPOTLIGHT

INTRODUCTION

Alongside the humanitarian issues evidenced by the relationship between mining companies and the local population, environmental concerns prevail.

The PNG space introduces further complexities of safeguarding the needs of local communities and resource owners whilst demonstrating a concern for environmental sustainability in the face of the government’s continued drive for development, as evidenced by the major projects of the Wafi-Golpu and Frieda-River from Australia-based PanAust – a gold and copper mine that has received significant backlash for the potential environmental damage to the Sepik River.

The environmental effects of large-scale mining operations are still hotly contested, as polluted fields and poisoned water supplies continue to pose a real threat concerning the improper marine disposal of mine tailings, and the illegal use of mercury in alluvial gold mining. The exploration stage of scouting for mining locations and consequent extraction processes can have significant environmental impact, involving road building, forest clearances and resettlement for communities.

Due to the nature of the mineral deposits, mines across PNG are located in remote, isolated areas, situated amidst mountainous terrains and on the surrounding outer islands. The nature of the terrain translates to a lack of visibility and is a major hurdle in effectively overseeing mining activities and dispelling illegal operations that continue to plague the industry.

Most recently, the earthquake of February 2018 hampered the sector’s progress, particularly regarding liquefied natural gas (LNG) operations, as a natural disaster of significant magnitude wreaked widescale disaster, burying local communities and causing landslides and sinkholes.

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Today, ongoing fluctuations in commodity prices and increasing operating costs are a challenge, with mining companies walking the tightrope of balancing shareholder dividend expectations whilst maintaining a pipeline of investments. On a journey to becoming an enabling business environment, industry in PNG can be hampered by a weak public infrastructure and limited access to land and finance, alongside political instability, and a general skills shortage. Meanwhile, all industrial operations on the island face constraints in the shortage of foreign currency and unfavourable exchange rates.

All of the above remain pertinent to the PNG industrial mining landscape and continue to effect operations, with mining companies on the island expected to revere and respond to these challenges, thereby confirming the need for a regulatory body to oversee and safeguard the interests of the sector in a modern context.

...the PNG government are now focused on facilitating broadbased, inclusive and sustainable development with greater diversification, by investing and strengthening the business environment to encourage development within the private sector”

PAPUA NEW GUINEA MINERAL RESOURCES AUTHORITY (MRA)

A hopeful future Despite this fraught context, mining in PNG continues to boom in the 21st century with several new mines opening across the landscape. In the face of sector-wide challenges, PNG remains a prospective region rich with opportunity for largescale development, as the country seeks to move on from this dark past.

Today, the sector advocates a renewed consciousness and awareness concerning the mitigation of environmental and societal damage.

As the country’s second largest employer and a significant contributor to the development of rural

infrastructure, mining has a key role to play within the development of PNG as a Small Island Developing State (SIDS). Gold and copper deposits currently represent two-thirds of the value of countrywide exports, with income from mineral mining representing one fourth of the gross domestic product (GDP).

In recognition of the economy’s dependence on the extractive industries, the PNG government are now focused on facilitating broad-based, inclusive and sustainable development with greater diversification, by investing and strengthening the business environment to encourage development within the private sector.

APAC Outlook issue 50 | 25

INDUSTRY SPOTLIGHT

Papua New Guinea Mineral Resources Authority (MRA) Realising the untapped potential of small-scale operations and overcoming sector wide challenges with the guardian body of PNG’s mining sector

A

t the forefront of mining operations within PNG are the Papua New Guinea Mineral Resources Authority (MRA), charged with overseeing the industry’s vast footprint across the country. As an official Government Agency, the actions of the MRA are intrinsically linked with governmental activity, with all functions essentially

operated on their behalf. The MRA came to fruition in 2005, established as a direct response to the enactment of the Mineral Resources Authority Act passed by the national Parliament that same year.

The authority adopts an essential role of stewardship in overseeing the compliance of all PNG tenements to sector regulations.

MRA STRUCTURE: THE FIVE DIVISIONS • Corporate Services Division (CSD) - Fulfilling a facilitative and supportive role, the CSD’s goal is to

ensure the MRA realises its corporate mandate through the provision of Finance and Accounting, Human Resources, Information Technology and Assets Management on a timely and costeffective basis to ensure that operating divisions maintain an optimum level of efficiency.

• Development Coordination Division (DCD) - The DCD ensures that exploration and mining activities in Papua New Guinea are done within the regulatory and policy framework, with benefits from these activities being distributed fairly and transparently to all beneficiaries and stakeholders.

DCD have four branches: Exploration Coordination, Mining Project Coordination and Sustainable Development. The division also has a small Gender Coordination Unit that deals with gender participation/issues, for all three branches.

• Geological Survey Division (GSD) - Geological Survey’s primary function is to carry out earth sciences research and studies and process the field data to assist and promote exploration, geological and related activities in the mineral sector. It also manages the MRA Library which is a depository of all exploration and mining, and other earth science related activities in PNG. • Regulatory Operations Division (ROD) - This division contains the Tenements and Mines Safety Branch that carry out regulatory functions of exploration and mining in PNG. • Special Projects Unit (SPU) - One of the small units that deals with the administering and management of all special projects. This includes on-going development and support function in the areas of project procurement, financial accounting and management for the European Union (SYSMIN), World Bank and other future donor funded projects.

26 | APAC Outlook issue 50

BUSINESSS INSIGHT

PAPUA NEW GUINEA MINERAL RESOURCES AUTHORITY (MRA)

APAC Outlook issue 50 | 27

Simberi Simberi is is set set for for Anton Pegi, cocoa farmer on Simberi Island who also works for the local umbrella landowner company, Simberi Mine Services

Return to cocoa farming On the island of Simberi, approximately 1,000km north of Port Moresby (Papua New Guinea), a dedicated team is working towards a sustainable future for Simberi and the Tabar Island group.

Home to St Barbara’s Simberi Operations, Simberi and Tabar Islanders are producing cocoa plantations for the first time in approximately 35 years; a practice reinvigorated by St Barbara’s sustainable development program in 2012.

In line with St Barbara’s commitment to building Stronger Communities, St Barbara’s Simberi Operations has been working with locals to help build sustainable businesses to economically empower people for a life post-mining.

Under the umbrella of Simberi Mine Services (SMS), a community business coordination and governance company, St Barbara is helping to empower local community members with training to help them develop commercial ventures to set them up for success. Helping locals build on

the success of their businesses created under SMS is a priority for St Barbara.

Under the guidance of SMS, local community members and landowners have created mariculture (seafood) inland fisheries, market gardens, a poultry farm, a pizzeria, a bakery and cocoa plantations.

Planting of cocoa crops began in 2017.

Today, a total of 50 hectares have been planted around Simberi and Big Tabar Islands. More than 27,000 disease-resistant cocoa seedlings, grown in St Barbara’s nursery, were distributed to local farmers who use traditional mixed cropping organic farming methods, where subsistence food crops provide shade for the lower growing cocoa plants.

Community Relations Officer and agriculture specialist Emmanuel Agua explains the need for careful handling of cocoa from planting and harvesting to drying and packing.

“We guide the farmers in all stages of cocoa planting and production. Cocoa is a delicate crop that requires high rainfall and the right temperatures

to flourish. It also needs suitable trees to give it shade and protection from the sun and strong winds. The work is hard but also rewarding as we are seeing now with Tabar’s first-ever chocolate,” Emmanuel said.

Tabar Islands Chocolate is made from 75% cocoa, sourced entirely from cocoa farmed by locals on Tabar Island and is made in partnership with Paradise Foods.

2020 saw the first batch of Tabar Islands chocolate produced with 1,900 packets of dark confectionery distributed. The people of Tabar Islands were excited to see the finished product as the cocoa that was previously produced was exported to other countries to make chocolate and other products.

Today, more than 120 family farmers are involved in the project and receive guidance from St Barbara’s Community Relations team by way of technical and agricultural advice.

St Barbara hopes to see this number grow as they continue to deliver on their commitment to building Stronger Communities.

success success

Empowered people and diverse teams St Barbara is an employer of choice, committed to inclusion and diversity.

Earlier this year, St Barbara announced the appointment of Iso Ealedona as General Manager of its Simberi Operations. Mr Ealedona is the first ethnic Papua New Guinean to head an operation owned by an Australian Stock Exchange (ASX 200) company.

Of the 750 employees at St Barbara’s Simberi Operations, 96% are Papua New Guinean nationals. The company is committed to empowering its people and creating diverse teams where, in a safe and healthy work environment, talented Papua New Guineans are inspired and supported to reach their full potential.

Craig Jetson, St Barbara’s Managing Director and Chief Executive Officer is confident Iso Ealedona will capably lead the Simberi Operations.

“As a publicly recognised employer of choice, we are proud to be the first public company in Papua New Guinea to entrust this important role to a capable PNG national with the right skills and experience to lead our 1,200 strong workforce at Simberi.

Four of these women work on an all-female truck mining crew, operating haul trucks in the pit.

The women were green hires. They underwent 400 hours of intensive theory and practical lessons before qualifying to operate haul trucks.

Left to right: Serah Lawat, Roselyn Leto, Olivia Pikene and Hanshaine Gasoreng.

“We are at an important stage of operations in Simberi, as we continue to productively mine the oxide deposit and plan for a bright future via the Simberi sulphide project. Iso will capably lead us through this transition as we support our Simberi community, contribute to New Ireland Province and deliver on our commitments to PNG and its people.

“St Barbara is committed to creating a workplace where our talented people can reach their full potential in their chosen field and expertise.

This key appointment is aligned with our commitment to develop and promote great PNG Professionals,” said Mr Jetson.

Mr Ealedona was humbled by the appointment. “It’s an honour to lead, on behalf of St Barbara, a mining operation in my home country. With the St Barbara executive, Simberi leadership team and the workforce behind me, I am determined to lead Simberi safely and successfully through this transition period of oxide to sulphide mining for the benefit of all stakeholders,” Mr Ealedona said.

Demonstrating its commitment to gender diversity, St Barbara has recently achieved its three-year target of 16% women in its PNG workforce.

Their Simberi Operations employs 121 women, of whom 65% are local Simberi Islanders.

About St Barbara St Barbara is a growing gold company with a global outlook, committed to creating value in everything it does: for its people, its communities and St Barbara Limited itsLogoshareholders.

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CMYK

An ASX200 company, St Barbara’s gold mining operations are located in Australia (Western Australia), Canada (Nova Scotia) and Papua New Guinea (Simberi). The company is guided by its five commitments and values-led culture. Its five business-wide commitments are: Safety always; Empowered people, Diverse teams; Stronger communities; Respecting the environment; and Growing sustainably.

Preferred reproduction Red on white/light background Original file format: Illustration CS3

Studio Periscope 2009 All Rights Reserved

The company’s Simberi Operations are fully integrated into the community, with high levels of local employment and ongoing community support and involvement. Around 96% of employees are from Simberi, the nearby Tabar Islands and other parts of Papua New Guinea, creating business opportunities for local businesses and suppliers.

Papua New Guinea

Simberi Operations

BUSINESSS INSIGHT

INDUSTRY SPOTLIGHT

MRA’S SMALL SCALE MINING SCHOOL - WAU, MOROBE PROVINCE Mineral Resources Authority’s Wau Small Scale Mining Training School in Wau, Morobe Province, has more than 200 students graduating each session. The school trains artisanal miners on simple geology, mining techniques, occupational health and safety, including the proper use of mercury, and business skills in business management and bookkeeping.

The initiative was funded and established by the European Union and is located within one of the country’s historical mining townships at the Wau/Bulolo gold fields.

The training centre is the first of its kind in PNG.

The MRA effectively began operation in 2006, as the former PNG department of mining was divided to form two new organisations: the MRA and the Department of Mineral Policy and GeoHazard Management. The Authority is structured around a board of members representing a range of professions, including economists, geologists, and mining engineers. This combines to create an assembly with extensive industry expertise and managerial experience, resulting from the board members’ combined responsibilities spanning both the public and private sector. Indeed, board membership is divided equally, as the total nine members are split into four representatives from the

30 | APAC Outlook issue 50

public and private sectors respectively and presided over by the Managing Director.

Today, Managing Director Jerry Garry holds tenure over the MRA, bolstered with extensive industry experience. Previously working as Director at Explominer Geoservies Ltd in Port Moresby and the former PNG Country Manager at Crater Gold Mining Limited, Garry brings a unique understanding of the industrial context to his position. His professional and post-graduate background comprises contracting and consulting services for mineral exploration, tenement management, including supervising environmental permit application, alongside conducting training and mentoring within the field.

Rapidly Expanding and Socially Responsible Mining for the Prosperity and Sustainable Development of Papua New Guinea At K92 Mining, we have a strong focus on the prosperity and sustainable development of PNG. At our underground Kainantu Gold Mine in Eastern Highlands Province, we are proud to: • Be a major contributor to the tax base of Papua New Guinea • Employ +1,000 people, of which +95% are from PNG and majority local landowners • Have one of the best safety records in the Australasia Region

k92mining.com

• Advance multiple long-term social and economic development initiatives, including: business development, education, health care, infrastructure and service programs • Continue to develop the resource potential for future generations through exploration • Receive the prestigious 2021 Thayler Lindsley Award for Best Global Discovery, a first for PNG - Congratulations to all!

BUSINESSS INSIGHT

INDUSTRY SPOTLIGHT

Safeguarding the Sector The MRA fulfil a crucial role in supervising mining activities and thereby safeguarding the interests of the sector. This translates to enabling smooth operations, and ensuring that all mining activities are conducted according to government expectations.

As most land across PNG continues to be controlled through traditional systems of land tenure, the MRA are critical in endorsing the legal requirements of all mining companies to adequately compensate local landowners, thereby easing the tension that has historically caused significant disruption within the sector. This is particularly relevant in a modern context, whereby mines currently operating in PNG are no longer isolated to specific geological terranes or elements.

As a regulatory voice, the MRA promote strict regulations for any company seeking to conduct business within PNG. This is evidenced by the public updates that the authority distributes, performing a key role in inter-sector communication – as in February of this year when the MRA released a notice encouraging all mineral tenement holders within PNG to report and address unlawful mining activities. By identifying hazards, conducting

32 | APAC Outlook issue 50

As most land across PNG continues to be controlled through traditional systems of land tenure, the MRA are critical in endorsing the legal requirements of all mining companies to adequately compensate local landowners”

awareness and informing offenders about the imminent dangers associated with unauthorised mining activities, the MRA define themselves as the point of contact to raise such issues. All tenement holders are therefore obliged to report unsafe artisanal or mechanised mining activities to the MRA’s Chief Inspector of Mines or the PNG Director of Mining.

www.hgdcpng.com

HIDES GAS DEVELOPMENT COMPANY LTD A commercially diverse Company group founded on service to the Oil & Gas industry, providing economic and social benefits for churches, shareholders and the communities we operate in.

Sustainable growth through building skills, developing professional operations and delivering tangible value to customers, shareholders and communities.

Port Moresby Level 6, Defense Haus, Cnr Parade & Hunter Street, Port Moresby, National Capital District, Papua New Guinea T: +675 3214855/74115200 E: enquiries@hgdcpng.com

BUSINESSS INSIGHT

INDUSTRY SPOTLIGHT

The MRA overcomes the challenge of the remote location of PNG’s mines by deploying a band of inspectors who travel to sites across the island to fulfil their supervisory role. These inspectors are charged with conducting regular inspections of stockpile areas and other regulatory matters. The crucial role of these inspectors was evidenced in 2018, when one of PNG’s major mines, Ok Tedi Mining Limited (OTML) came under fire with false allegations regarding illegal alluvial gold mining activities. It was a claim that MD Jerry Garry was quick to publicly dispel, thanks to the MRA inspectors who could confirm that no evidence of the claim had been uncovered on board the mine’s dredge, allowing the Authority to effectively safeguard the mine’s reputation.

Protecting Papua New Guinea The MRA endorse equal respect for the environment in which they operate. The Authority appreciates that an understanding and reverence for the diverse culture and socio-economic context of PNG is essential to guarantee successful and long-lasting mining and exploration operations.

Promoting a community-conscious approach,

34 | APAC Outlook issue 50

In addition, the MRA endeavours to foster and nurture a healthy consideration for the biodiversity and natural landscapes of PNG”

MRA recognise and encourage the vitality of strong, beneficial relationships between mining operators, landowners and local communities. This is enforced through strict regulations and parliamentary laws that seek to protect the interests of all parties involved.

In addition, the MRA endeavours to foster and nurture a healthy consideration for the biodiversity and natural landscapes of PNG. Similarly, this is implemented by ensuring that all tenement holders abide by existing environmental legislation whilst also advising other corporate entities on how to do the same, thanks to the expertise gained from the Board’s collective experience in the sector.

BUSINESSS INSIGHT

INDUSTRY SPOTLIGHT

By so doing, the MRA seek to protect PNG’s rich biodiversity and biological heritage, consisting of unspoilt natural landscapes and multiple rare species, for the sake of future generations. The MRA continue to assist the PNG government in these commitments.

The MRA’s mandate of promoting positive mining sector development in PNG is best evidenced by the educational role that the authority chooses to adopt. As an educational voice, the MRA runs a small-scale mining school in the town of Wau in Morobe province, whilst additionally supporting the further development of the sector through training activities and other forms of technical support.

The MRA produce and circulate mining specific publications, including brochures and pamphlets covering a range of topics pertinent to the sector. This includes the bi-annual Mining Exploration Bulletin and the MRA’s official newsletter, Mineral Tok. This ensures that all MRA stakeholders are kept up to date with industry updates, exploratory work, sustainable people centred activities, legislative policies and updates, capacity building and institutional strengthening developments as well as investment and marketing drives.

36 | APAC Outlook issue 50

Between 60,000 and 80,000 small scale miners earn a living out of alluvial mining by commonly using non-mechanical methods thereby making a contribution to Papua New Guinea’s total production of 1.9 million ounces of gold in the same year”

An on-site library is the repository of records and information on geo-scientific studies and work from pre-independence era to present. It contains a huge volume of geo-scientific knowledge and archives of statutory reports submitted by mineral tenement holders that are available for all MRA members.

Finally, the MRA’s educational role is furthered

ery, technical support and alist industry expertise. specified quarry products uality controlled to comply relevant standards and codes

is undertaken across the product range and test results certified to provide customers with confidence that the quarry products are compliant with the relevant

fleet of earth moving equipment to ensure peak production capacity and many more.

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SECTION 32, ALLOTMENT 42 | SARAGA STREET, 6 MILE | PO BOX 734 | PORT MORESBY

Painim Wokinvolvement PNG, Friday, November by the authority’s dedicated in 6, 2020 1 the country’s geological survey in the face of a | | | | | | | | | | significant lack of data. MRA is continuously working to improve the quality and coverage of geo-scientific data in PNG, and does so through leveraging its own resources, whilst also cooperating with international partners.

ment Section 12Section | Saraga 32, Allotment 32, Street, Allotment 12 6 Mile Section | Saraga 12PO Saraga 32, Street, Box Allotment 734 Street, 6 Mile Port 612 Mile Moresby, POSaraga Box PO734 Box Papua Street, Port 734 New 6 Moresby, Mile Port Guinea Moresby, PO Papua Box 734 Papua New Port Guinea New Moresby, GuineaPapua New Guinea

Championing sector development Operating under the mantra ‘Minerals for Life’ the MRA are invested in championing a sustainable vision of development to ensure the sector’s long-term success. In a recent interview with the Oxford Business Group, Garry stated that MRA were currently investing in and utilising innovative exploration techniques to ensure sector sustainability.

Garry went on to comment that with a mature mining sector that has been stable for the past 50 years, investors should approach the industry with confidence. In order to guarantee this stability, new laws across PNG pertaining to mining must find the right balance between wealth distribution and a competitive fiscal and regulatory regime.

A key segment of this development is the progress

of small-scale mining - a relatively untapped area with huge potential at the local level of businesses, with approximately 95,000 ounces of gold exported in 2012. Between 60,000 and 80,000 small scale miners earn a living out of alluvial mining by commonly using non-mechanical methods thereby making a contribution to Papua New Guinea’s total production of 1.9 million ounces of gold in the same year. Crucially, this kind of activity sustains the livelihood of rural mining communities whilst contributing to country revenue.

Just one example of promising developments within the sector is K92 Mining Inc. – a tenement holder within the MRA. Earlier this year, the mine was awarded the prestigious Canadian Thayer Lindsley Award for Best Global Discovery by the Prospectors and Developers Association of Canada (PDAC).

A statement of excellence, the award represents an important achievement for PNG mines and all stakeholders concerned in making the Kainatu Mine a world class site.

With an estimated 100 years’ worth of future extraction currently supported by the country’s mines and new projects under construction, the MRA will continue to guide the sectors’ responsible development for the coming century.

APAC Outlook issue 50 | 37

Tell us your story and we’ll tell the world.

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With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of the Asia Pacific region.

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In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.

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VISION EYE INSTITUTE | ANGLISS ASIA EOS DEFENCE SYSTEMS

w w w. a p a c o u t l o o k m a g . c o m

HAMILTONJET Developing the latest boat systems for the global market

MANUFACTURING

Issue 50

Standing at the forefront of the Australian defence industry, we speak to Grant Sanderson, CEO of EOS Defence Systems, and discuss the company’s provision of advanced systems across the globe

GE-SHEN CORPORATION Supplying product solutions for panindustry customers

Writer: Marcus Kääpä | Project Manager: Thomas Turnbull

DEFENCE IN THE LAND DOWN UNDER T

EOS DEFENCE SYSTEMS

Providing high-quality defence systems internationally

he defence industry has developed. The previous century saw a great many wars and conflicts that spanned continents and even the globe, in which weapons, armoured vehicles and artillery were first manufactured and deployed on mass. The 20th Century had made use of assembly lines and factories; the newest and most efficient form of production; both a child of the century prior and a key component to the identity and history of the time.

With the late 1980s and the turn of the millennium, a new field was emerging and making itself known – digitalisation. In only a few years the digital age, although in its infancy, would revolutionise the way defence was conducted across the world, and pave the way for a period of continual advancement and countless possibilities.

2 | APAC Outlook issue 50

APAC Outlook issue 50 | 3

Brett Fletcher, CEO at Ravenswood Gold, discusses his company’s vision of becoming the largest gold mine in Queensland, Australia

www.apacoutlookmag.com/work-with-us

Marketi ng Oppo rtunity

EOS DEFENCE SYSTEMS

40 | APAC Outlook issue 50

MANUFACTURING

Standing at the forefront of the Australian defence industry, we speak to Grant Sanderson, CEO of EOS Defence Systems, and discuss the company’s provision of advanced systems across the globe Writer: Marcus Kääpä | Project Manager: Thomas Turnbull

DEFENCE IN THE LAND DOWN UNDER T

he defence industry has developed. The previous century saw a great many wars and conflicts that spanned continents and even the globe, in which weapons, armoured vehicles and artillery were first manufactured and deployed on mass. The 20th Century had made use of assembly lines and factories; the newest and most efficient form of production; both a child of the century prior and a key component to the identity and history of the time.

With the late 1980s and the turn of the millennium, a new field had emerged and made itself known – digitalisation. In only a few years the digital age, although in its infancy, would revolutionise the way defence was conducted across the world, and pave the way for a period of continual advancement and countless possibilities.

APAC Outlook issue 50 | 41

LEADERS IN RF COMMUNICATION TECHNOLOGY For more than 60 years, GME has been an industry leader in the communication technology space. Based in Western Sydney, GME remains a family-owned operation and is proudly 100% Australian owned, employing over 180 staff with a commitment to Australian design and manufacturing.

GME operates from our purpose-built facility complete with in-house engineering, stateof-the-art manufacturing, and national warehousing capabilities which support GME’s ability to undertake sovereign manufacturing opportunities and create custom technical solutions within the RF Communications space.

Supported by a range of in-house testing equipment, GME takes immense pride in producing products which are designed to meet and exceed not only Australian but also International standards, as required. Additionally, with our manufacturing facility achieving an ISO 9001 Manufacturing Process Accreditation, GME remains an industryleading manufacturer.

gme.net.au

EOS DEFENCE SYSTEMS

“EOS HAS BEEN AT THE FOREFRONT OF THE DEVELOPMENT OF REMOTE WEAPON STATIONS SINCE 1993” – ELECTRO OPTIC SYSTEMS

At present, technology and the digital realm are utilised across the board and in every industry. Communication and information retention has never been easier, and advanced tools used for information gathering are vital to individuals, companies and national governments.

NEW DEFENCE “I think it is currently the most exciting time to be in the Australian defence industry.”

The words of Grant Sanderson, CEO of Electro Optic Systems (EOS) Defence Systems, sum up his thoughts on the active and promising sector at large.

Australian defence is certainly a substantial industry; one that provides military equipment, supplies and services for the Australian Defence Force (ADF), as well as a variety of export customers spanning the globe.

In January 2016, Australian Defence Magazine reported that the 40 largest Australian defence companies had a combined revenue of $9.2 billion in 2015. According to the ASPI (Australian Strategic Policy Institute) 2020 – 2021 Defence Budget Brief, the country’s defence budget grew around nine percent 44 | APAC Outlook issue 50

EOS DIVISIONS AT A GLANCE SPACE EOS Space Systems is a global leader in the design, manufacture, delivery and operation of sensors and systems for space domain awareness (SDA) and space control. For over 35 years EOS has been directing energy beams to space objects for applications including tracking, characterisation, identification, communications, remote manoeuvre and missile defence. EOS is ISO:9001:2015 certified and has provided SSA infrastructure including lasers, telescopes and beam directors to allies and partners globally.

vehicle platforms and used for different mission profiles. Our Remote Weapon Systems ensure full weapon readiness while the crew operate the system protected within the vehicle. All are designed with a high level of commonality and modularity to offer clients a flexible firepower solution.

- Remotely controlled weapon systems and ancillary products comprised of state-of-the-art gimbal mounts, fire control systems and world class sensor units.

- Space debris and satellite management solutions utilising EOS-developed instruments and sensors to detect, track, classify and characterise objects in space.

COMMUNICATIONS EOS Communications Systems develops and provides global satellite communications products, systems and services. It specialises in innovative optical, microwave and on-the-move radio and satellite systems that deliver high speed, resilient and assured connectivity for the most critical applications.

DEFENCE EOS Defence Systems offers a family of fully stabilised remotely operated weapon stations that can be integrated on various

- High capacity, secure and reliable terrestrial and space communications combining high availability microwave and free space optics technologies.

GME PTY LTD SIGNS CONTRACT WITH C4 EDGE PROGRAM

A

s a Sydney-based electronics manufacturer, GME specialises in the design, engineering, and manufacturing of market-leading RF Communications products. Based in Western Sydney and operating out of a purpose-built facility, GME offers the ability to design and develop customised product solutions.

GME remains a proudly Australian Owned and Operated company, where after more than 60 years of providing RF Communication equipment to the Australian and International markets is proud to be venturing into the defence industry having recently become part of the Australian C4 EDGE consortium, led by prime contractor Electro Optic Systems Pty Limited.

In addition to working with a renowned Australian defence stalwart such as EOS, GME is excited about the opportunity of working alongside the 16 other Australian organisations in the consortium to aid in providing sovereign manufacturing for our nation’s defence forces.

security and sovereign capability. This program will deliver to Army a sovereign tactical command, control, communications and computers system for battlegroup and below.

Our acting CEO and Managing Director Vivek Khatri, had this to say of the exciting opportunity “GME is delighted to be participating in C4 EDGE providing sovereign industrial capability in secure communications. We applaud the continuation of the recent Australian Industry Capability (AIC) Program to build national resilience and empower innovation within Australia”.

As a new entrant to the defence industry, GME is looking forward to showcasing its ability to operate alongside other Australian businesses in providing custom solutions to the Australian Defence Forces as a member of the C4 EDGE consortium.

The C4 EDGE program is one of the most important programs in recent years for Australia’s national

gme.net.au

EOS DEFENCE SYSTEMS

FROM BASE TO DEFENCE Sanderson has been with EOS for the past four years and has had the privilege of watching the company grow over the course of this exciting period.

Prior to working in the defence industry, he spent over three decades in the military before leaving in 2007. Even before he had departed, Sanderson had become increasingly engaged with the Australian defence industry and had an enduring interest in the industry-based side of the sector.

“After leaving the military I joined Thales Australia and became heavily involved with their manufacturing industries supporting the Australian Army,” Sanderson elaborates. “This involved working with the small arms factory in Lithgow (New South Wales), the propellant ammunition factories in Benalla (Victoria), and the protected mobility platform manufacturing facility at Bendigo.”

This manufacturing experience led him down the path of initiating a number of Australian design development and manufacturing initiatives inside Thales. Here he worked on the upgrades to the small arms capability in the local manufacturing of munitions, but in particular working on future protective mobility platform designs for various kinds of military vehicles.

“Those experiences allowed me to understand that there are many more things that we are capable of doing in this country than we are currently undertaking,” Sanderson explains. “At present, we are engaged with local production and local manufacturing in the industry that directly links to my experience.

“And it was after my time as a defence consultant, where I applied this experience, that I joined EOS and became the Head of the Defence Division. This was really just a long natural progression.”

46 | APAC Outlook issue 50

Grant Sanderson, CEO, EOS Defence Systems

across 2020, despite the negative impact of the COVID-19 pandemic, to approximately $43 billion. And EOS stands as a key player in this growing industry.

“EOS is a leading Australian technology company operating in the space and defence markets,” Sanderson informs us. “Our products incorporate advanced electro-optic applications based on EOS core technologies in the areas of software, laser, electronics, optronics, gimbals, telescopes and beam directors, and precision mechanisms.”

Formed in 1983, the EOS group of companies became publicly traded on the Australian Stock Exchange in 2002. In 2005, EOS formed a strategic alliance with Northrop Grumman (USA) for the further exploitation of

Component Coating Services Pty Ltd – Key Partner with EOS Defence Systems Pty Ltd Component Coating Services is a local family run business, providing services to the commercial powder coating and spray-painting industries since 1994.

In 2004, Component Coating Services began a close working relationship with EOS Defence Systems, turning our focus to MIL-SPEC Defence standards including aerospace and disruptive paint pattern (DPP), APAS 015/3, 015/9, 0502/1, (NIRR) coating systems recognised by Axalta, PPG Performance Coatings and PPG Aerospace.

Component Coating Services and EOS Defence Systems continue to move forward together on current and new projects, we have recently invested in a purpose-built painting facility, updating equipment with a fully compliant spray booth conforming to the NESHAP 319 3-stage filtration system exceeding the requirements nominated by environmental protection, aviation and military agencies code of practice.

Component Coating Services is committed to delivering a highquality standard with a dedicated team.

Component Coating Services Pty Ltd 32 Silva Avenue, Queanbeyan NSW 2620, Australia +61 2 5104 4160 +61412 010 008 ccsqbn@velocitynet.com.au

EOS DEFENCE SYSTEMS “Within EOS Defence Systems we have three main product lines that we are pursuing at present,” Sanderson elaborates.

“The first are the remote weapon stations for which we are globally recognised, including our capacity for manufacturing more weapons stations than any other company in the world. Our second line is our technology and the high-quality electro-optics components that includes the directed energy systems used within our counter drone systems; those that have been built on a 37-year EOS history of working with lasers and electro optical sensors.

EOS RECOGNITION SPACE • EOS Triple Space Award Winner • SpaceFest 2020 Update • On a Mission to Clean Up Space • Moon to Mars Initiative Case Study DEFENCE • EOS Double Defence Award Winner • C4 EDGE Team Awarded CoA Contract • New Counter Drone Product Released • ADM Annual Defence Survey COMMUNICATIONS • Dave Bettinger Named SpaceLink CEO • EOS Professorial Chair Established at UQ • EM Solutions’ Second L3Harris Order • Glen Tindall Op-Ed for the Australian

“The third product line we are moving into is command and control capabilities for the land environment with particular emphasis on blue force tracking.”

Blue force tracking is a military term for GPS-enabled location information provision for the identification and tracking of both friendly and hostile forces (named after the association of blue representing friendly forces).

Alongside optics, detection and identification systems, area location tracking is a key and vital aspect of defence and military actions and operations, domestically or otherwise.

HEALTH AND SAFETY Through leadership and individual commitment, EOS aims to ensure no person will suffer a serious preventable work-related injury or illness. The protection of its people is paramount. At all times EOS will manage risk to ensure that when risks are identified or taken they are understood, accounted for, and integrated into work practices.

EOS accepts responsibility to identify hazards, assess risks and take action to ensure a safe and healthy work environment for everyone.

EOS supports and sponsors the sharing of knowledge and experience and expect that its managers will mentor and develop their team’s competencies and capabilities. EOS implements systems to assess competence against a defined scope of responsibilities, establish mechanisms for monitoring and reviewing its people’s performance and provide access to learning and development programmes for staff.

ECHODYNE Echodyne is the global innovator of radar technology - the only company to shrink the size of an electronically scanned array (ESA) radar, shatter cost barriers, and deliver truly breakthrough sensor performance.

We combine these innovations with powerful software to create unique products for a range of markets and applications.

Why ESA? The gold standard, ESA radars are chosen when performance matters: in the nose cone of fighter jets, in missile launch warning systems, and similar applications. Cost, size, weight, and power considerations all lead to limited deployments. Echodyne’s Metamaterials ESA (MESA®) unlocks outstanding radar performance for hundreds of applications.

Counter-UAS EchoGuard is a compact powerful 3D surveillance radar that has quickly become the primary sensor in dozens of counter-UAS systems.

With sensitive detection and precise tracking, EchoGuard delivers exceptional airspace situational awareness.

Perimeter Security EchoGuard detects and tracks both air and ground approaches along national borders, base perimeters, critical assets and infrastructure, and other high-profile locations.

Lightweight and easy to setup, it is ideal for temporary requirements and ISR missions.

Unmanned Aerial Vehicles EchoFlight is the leading airborne detect-and-avoid (DAA) radar for a range of aircraft and missions, with the beam-steering accuracy and rich data necessary for airspace deconfliction.

Unmanned Ground Vehicles EchoDrive is the first cognitive radar designed specifically for unmanned or optionally manned vehicles. Drawing inspiration from human biology, EchoDrive is a next generation 4D radar with unparalleled dynamic scene interrogation performance.

www.echodyne.com

48 | APAC Outlook issue 50

If an ESA radar were the size of a paperback book, it would be used everywhere.

Solid-state. Ultra-low SWaP. Breakthrough ESA radar. echodyne.com

EOS DEFENCE SYSTEMS common technologies in the space and military sectors.

“EOS operates two research centres in Australia and has significant production facilities in both Australia and the United States,” Sanderson says. “The company also has a production support depot in Singapore and offices in Alabama, Arizona, Abu Dhabi and Germany.”

EOS Defence Systems, founded later in 1993, is a part of the wider EOS organisation, and operates across multiple continents and regions around the world, including Asia, the US, the Middle East, and within Australia. EOS Defence Systems is

QUALITY EOS’ commitment to quality means that the company will consistently provide products and services that meet its clients’ needs. EOS will: • Deliver services and products which help its clients with their business outcomes and seek their feedback to test its success in doing this.

• Deliver on time and keep its clients and other stakeholders informed so that there are no surprises.

• Employ people to staff its projects with the appropriate skills, competence and experience.

• Value its people, involving them in improving company performance and its project delivery.

• Set measurable objectives in order to improve, paying particular attention to contract, schedule, communication, assurance and safety aspects of its service delivery.

50 | APAC Outlook issue 50

one of the company’s three primary businesses that specialises in aerospace and defence security and is the largest in Australia, with around 380 employees in total, with over 80 of these based outside of the country.

GLOBAL SERVICE EOS operates on a global basis covering a multitude of areas within defence manufacturing and technology. On top of the space and communications branches, EOS Defence Systems is reaching into various avenues of production that are widening the scope of the company.

• Encourage and provide support for continuous service delivery improvement.

• Maintain its certification to international quality standard ISO9001:2015. EOS is committed to maintaining, and continually improving, the effectiveness of its quality system. All employees, suppliers and delivery partners are invited and expected to share in this commitment.

EOS is an ISO9001:2015 quality certified company and is subject to an annual independent audit to ensure that its processes and procedures guarantee it delivers quality products and services.

HETECH Established in 1991, Hetech is a familyowned business which has grown to become one of the leading advanced electronics design and manufacturing companies in Australia. Driven by our passion for innovation in technology, we pride ourselves on delivering high-end electronics solutions to industries such as Defence, Mining and Commercial.

Hetech has partnered with many companies in these industries such as EOS, Boeing, CSIRO and Bureau Veritas to deliver rapid solutions to complex challenges and manufacture their cutting-edge products.

The electronics industry is fast paced and constantly changing. The key to success for our customers comes from our ability to be dynamic and adapt effectively to their requirements, without compromising on the time, quality, and budget of their project.

Our continual investments into emerging technologies and automation cement us and our customers at the forefront of our industries. With our in-house capability and capacity constantly improving, and partnering with local Australian suppliers, we are able to keep our customers’ products as ‘Australian Made’ as possible, supporting Australia’s ever-growing electronics industry.

What makes Hetech unique is the people in the team, who promote inspiration, diversity and a sense of community, which ultimately defines who we are as a company. When our customers partner with Hetech, the partnership is not only with the company, but also with the people in our team.

Hetech offers an extensive range of services including: build-to-print PCB Assembly, Electronics, Design, Turnkey Product Development, Box-Build Assembly, Automated Optical Inspection, Obsolescence Management, Testing, Prototyping, and Conformal coating.

Contact us at: support@hetech.com.au or 07 3297 9700 to take your product to market with us.

Your Defence Electronics Design & Manufacturing Partner Manufacturing Electronics Design Turnkey Product Development Obsolescence Management Build to Print Prototyping

Build the Future of Defence Today www.hetech.com.au support@hetech.com.au I +61 (0)7 3297 9700

EOS DEFENCE SYSTEMS

TenCate Advanced Armour TenCate Advanced Armour is a survivability partner for the EOS Remote Weapon Systems (RWS) supplied to the Royal Dutch Army and Marines. As part of the partnership, TenCate Advanced Armour supported with survivability design services for the EOS RWS and supplied the protection kits in compliance with the demanding specification for performance and weight. The EOS RWS is fielded on several variants of Thales Bushmaster Infantry Mobility Vehicles.

Specialised armour technology is developed by TenCate Advanced Armour to provide reliable ballistic protection for the RWS, including sensors, cameras, motors and ammunition boxes. It is not just about striking a balance between options, it is about meeting all essential requirements in terms of weight restrictions, multi-hit performance, edge shot performance and low backface deformation restraints.

“The company’s current locations are primarily Australian based with the largest of its four subsidiary businesses being based in the country, with the other three being a Southeast Asian business based out of Singapore, a Middle Eastern and European business operating out of Abu Dhabi, and a North American business located in Huntsville, Alabama, as well as having an additional location in Tucson, Arizona.”

“Each of these locations is vital to EOS,” Sanderson tells us. “For example, through our subsidiary EOS Advanced Technologies, located in Abu Dhabi, we provide logistical, technical support and consultations to customers in the MENA region. We are also moving into other markets, in particular Europe.”

52 | APAC Outlook issue 50

INDUSTRY AND MARKET Within the Australian defence sector EOS Defence Systems stands apart from its industry peers in various ways. In particular EOS Defence Systems is an inherently scientific company as opposed to a technology or manufacturing entity. Sanderson elaborates.

“Although we are becoming more professional in both the engineering and the manufacturing side of our business, our technology comes from our scientific focus,” he tells us. “We design and operate technologies at cutting edge performance and use this to define our market space. We are not operating at the low cheaper end of the market. If our customers want performance, that is to say if they want real value for money, then they buy from EOS Defence Systems.”

The high-performance RWS kits are a product of TenCate Advanced Armour’s decade-long experience in vehicle protection solutions.

The experience with composite technology has resulted in other relevant vehicle protection solutions, including scalable STANAG 4569 Level 1-6 armour systems based on applique armour and spall liner components and mine, IED, EFP, and blast protection solutions. Through a partnership approach, TenCate Advanced Armour partners with OEMs to optimise survivability for platforms and related subsystems.

TenCate Advanced Armour congratulates EOS on recent wins in Australia and beyond. EOS missioncritical systems are in use with the most exceptional forces around the globe and it is a privilege for TenCate Advanced Armour to be a preferred partner for the task.

www.tencateadvancedarmour.com

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www.tencateadvancedarmour.com

EOS DEFENCE SYSTEMS

TITANIS COUNTER DRONE DEFENCE SYSTEM The Titanis Counter Drone Defence System is based upon the proven EOS R-Series Remote Weapon Systems (RWS), with direct energy, hard and soft kill capabilities, to provide a layered protection to UAS threats.

The solution enables identification and close combat against UAS targets while providing the ability to operate under protection.

The cost of introducing the CUAS capability is reduced, as the training, support and operation are all based upon the in-service R400 RWS. Features: • Integrated command and control • Integrated soft/hard kill and directed energy effectors • SWARM defeat capable • Layered sensor fusion and integration • Very low false alarm rate • Fixed, mobile and portable installation • Protection for facilities, key personnel and mobile forces • Technology transfer and local production possible • Locally supportable

54 | APAC Outlook issue 50

FIRE CONTROL SOFTWARE All EOS Defence Systems products are both accurate and precise at extended ranges. The company routinely achieves dispersion of less than 0.5 milliradians beyond 2000 metres. This translates into less than a one-metre variance from the aim point at 2000 metres.

The fire control and surveillance system design architecture provides flexibility for tailoring systems to meet different mission profiles. Through the addition and/ or deletion of specific components, the system can be tailored to meet a customer’s requirement. The systems have been designed to achieve efficient cost per capability.

Remote weapon systems are designed using small common modules. This partitioning of the different technologies ensures that the whole system runs efficiently.

The module approach also allows the overall product to remain in step with technological advancements without the need for major refit or refurbishment. This gives EOS the advantage of being able to bring new products to the market faster than competitors. The system is durable and has been tested to endure extreme variations in temperature and the harshest environments. System components are housed in compact and rugged fixtures developed to also withstand intense weapon firing shocks.

AEI Systems Ltd AEI Systems Ltd (AEI) are a UK based company specialising in high-quality weapon engineering.

We operate in the international defence market and design, manufacture and test our own range of medium calibre gun and mount solutions for Land, Sea and Air platforms.

AEI is the DA and OEM for the VENOM LR 30 x 113mm gun system firing single shot, 225 and 1,200 shots per minute.

Our complete product range is ITAR free and VENOM LR is currently being integrated into the EOS range of Remote Weapon Stations.

www.aei-systems.com

This level of quality sets the company aside from alternative options in the market, and alongside the in-depth experience provided

by EOS Defence Systems’ teams of professionals, the company strives to provide only the best.

“Another element that sets us apart, within our remote weapon station and sensor technologies, is that we are completely vertically integrated,” Sanderson informs us.

“The reason for that is because we were one of the first designers of weapon stations and of the types of electronic payloads that we operate with, which were developed and designed under our initial technology programmes primarily in the United States.

“As a result, we had to invent things as we went forward with projects which means the technology that we specifically operate, and that we manufacture, is all within our control.

Each of the IP areas belong to us and

MANUFACTURING

PRECISION DESIGN RELIABILITY

Erntec has been providing solutions into Defence for over 30 years.

By supplying precision small DC motors, machined parts and designing custom enclosures our capabilities and process has evolved with the industry.

But one thing has always remained constant and that is the aim to help our customers sleep at night.

Contact us to discuss how we can help sales@erntec.com.au

APAC Outlook issue 50 | 55

EOS DEFENCE SYSTEMS therefore we can manage the error budgets better than any external body or individual.”

EOS Defence Systems also operates a very detailed company strategy. To somebody outside the company it may look somewhat contrasting as to

its primary business branches; how do mounted vehicle weapon station sensors and control, and space debris tracking link as offers provided by a single company? And the answer is scientific development – the heart, centre and focus of each business at EOS.

AT A GLANCE - T2000 The T2000 establishes a new technology standard for medium calibre turrets, with advanced features never previously offered in a fully integrated solution.

The EOS common user interface ensures that any operator already trained on an EOS Remote Weapon System can directly transition to the T2000 at much lower training burden. For organisations with military vehicle fleets comprising multiple platforms and weapon configurations this provides significant cost savings in training, as well as easing the on-going training and annual qualification burdens for all turret or weapon system operators.

Land Air Sea Space Land Air Sea Space Pty Ltd (LASS) are specialists in design, manufacture and repair of electrical cable assemblies, wired enclosures and interconnecting systems.

Working in close partnership with customers, LASS utilise design & engineering capability and extensive experience to provide interconnecting system solutions that meet customer’s performance and quality requirements.

LASS have supported Electro Optic Systems’ programmes since 2010 by providing a reliable, timely and costeffective service and are very proud to be a part of the EOS success story.

Commonality of sensors, human machine interfaces (HMI) and software across the EOS family offers significant logistic and maintenance savings where multiple EOS RWS and turrets are in-service.

Features: • Unprecedented firepower with 30-40-millimetre-high performance cannons, 30-millimetre lightweight cannons, and up to two 7.62 millimetres GPMG • 21st century situational awareness, including see-through armour, laser warning, and 360-degree radar • Integrated active protection • Anti-tank guided missile fully integrated and protected • UAS (Unmanned Aerial System) management port for UAS deployment and operation, as well as counter-UAS systems • Embedded training and crew procedural simulation • Manned version, or unmanned version with no hull penetration

www.lass-aus.com.au

R&I Instrument R & I Instrument & Gear Co (Aust) Pty Ltd continues to expand and cement our place in niche markets. We are a highly regarded as a quality supplier to many of Australias leading Original Equipment Manufacturer’s of the Medical & Scientific Industry, the Defence and Aerospace industry and also general industrial users including Mining, Rail, Agriculture and Utilities, and also as a support for R&D projects by many involved in Industry and our Universities.

Our continuing Quality Accreditation supports our commitment to precision machining/precision engineering and satisfying Customer’ requirements. We are a registered Quality Endorsed Company meeting requirements for both ISO 9001:2015 and AS9100D, Cert-0124456.

www.rigear.com.au

56 | APAC Outlook issue 50

MANUFACTURING

We are committed to our customers, employees & technology.

Precision Machining Specialist. Extensive Gear Cutting capability. Servicing the Aerospace, Defence, Medical, and Scientific sectors.

We are here to build long-term customer and supplier relationships. Initially founded in 1948.

R & I INSTRUMENT & GEAR Co. (AUST) Pty Ltd 385-393 LOWER DANDENONG RD DINGLEY VILLAGE, VIC 3172 AUSTRALIA

T +61 3 9552 6565

www.rigear.com.au

APAC Outlook issue 50 | 57

EOS DEFENCE SYSTEMS “Our businesses may look diverse but involved at the core of all that we do is the key technology and market strategy that provides us to leverage,” Sanderson says. “Very high levels of technological performance in our products allows us to carve out a profitable position in the market.”

ADVANCED WARFARE Since its inception, EOS Defence Systems has collaborated with and provided for many companies and regions of the globe. Of its more recent company events, the Alabama branch was opened in 2018 to take advantage of the overseas market and to increase service across the US, including servicing its first US development contracts. On top of this, EOS Defence Systems has maintained a focus on the Middle Eastern region, and additional technologies, as Sanderson elaborates.

“We announced last year that we were in full swing production of

EOS designs and manufactures state of the art alt-az telescopes of the highest quality and technical performance as imagers, beam directors and trackers– they are smooth at high speeds, highly accurate, reliable, robust and low maintenance 58 | APAC Outlook issue 50

weapon stations currently servicing the opportunity-rich Middle Eastern market,” he tells us. “I must note our increased focus on counter drone systems. The sudden and recent explosion in interest in the ability to physically interdict drones has grown in line and in the same proportion as the realisation of the effectiveness of the drones on battlefields.

“Robotic warfare is becoming equally more widespread with the rise of autonomous technologies.”

Drones have become widely used in various industries and are an optimal tool to utilise in filming and reconnaissance. Drone military capabilities span the range of simple search and identify uses to the delivery of lethal strikes.

While drones are utilised often and in many ways, the interception and prevention of such usage becomes equally as important, especially within the realm of defence.

Systematiq Consulting Services Systematiq provide professional consulting services to clients across the project lifecycle from strategy, procurement and planning, to project delivery.

Our consultants specialise in Defence, Rail, Transport, and Infrastructure sectors within government and the private sector.

Our ability to thoroughly understand your organisation and objectives, apply industry best practice, and provide solutions, is what makes Systematiq successful in professional services delivery.

Our success is built around establishing solid working relationships with our clients that result in long term partnerships. We work directly with governments, SMEs and larger primes.

Our team of consultants are flexible and agile, integrating seamlessly with our clients to deliver projects either on-site or remotely.

MANUFACTURING

Peerless consultancy providing solutions for defence, rail, transport, logistics.

Systematiq provides a deep level of understanding of our customers and their unique business challenges.

Our consultants are proactive in problem solving and solution mapping to ensure we deliver the outcomes our customers require.

Tender writing, project procurement, marketing Systems engineering Integrated logistics services Defence project management Training design and development Talk to us about how we can partner with you to move your projects forward.

systematiq.com.au

BC INSTRUMENTS INDIA PRIVATE LIMITED

The Machine Shop Manufacturer of Precision Machined parts for

AEROSPACE, DEFENSE & LIFE SCIENCES Precision machining is our strength.

Best in class equipment and facility.

Excellent performance and quality track record of over 15 years.

Well trained and experienced employees.

Raw material inventory.

Global sales and perspective.

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www.bci-india.com

APAC Outlook issue 50 | 59

EOS DEFENCE SYSTEMS

BEHIND OPERATIONS EOS and its board are committed to achieving and demonstrating the highest standards of corporate governance and recognition of employee, partner and individual efforts. The board continues to review its corporate governance framework and practices to ensure they meet the interests of shareholders.

“At EOS, we ensure that everybody is on an incentive package of one description or another, but there’s a growing number of people in the company with ownership of company stock and in the company itself,” Sanderson informs us. “I think that there is a clear intent on behalf of the company to see that arrangement with our workforce grow and so that everybody can enjoy and receive benefits from improved outcomes of the company over the coming years.”

This kind of people-centric operation is a natural part of EOS Defence Systems’ business. The 60 | APAC Outlook issue 50

The R400S-Mk2-D-HD provides a reliable, flexible and powerful remote weapon system for a broad range of fighting vehicles, wheeled or tracked and continues the commitment to refine and improve EOS’ remote weapon system product range. The R400S-Mk2-D-HD remains a single system specifically developed to provide 30 mm firepower in a high precision weapon system weighing less than 400 kg

MANUFACTURING

“WITHOUT EFFECTIVE PARTNERS AND SUPPLIER ARRANGEMENTS, THIS WOULD NOT BE A PROFITABLE BUSINESS TO BE INVOLVED IN” – GRANT SANDERSON, CEO, EOS DEFENCE SYSTEMS company’s respect and recognition of both dedication and reliability ensures that those associated with its business are rewarded alongside one another so that individual employees can grow with the company’s success; after all, the people are what keeps EOS Defence Systems moving forward.

“Equally, without effective partners and supplier arrangements, this would not be a profitable business to be involved in,” Sanderson elaborates.

“We are delivering technology products which are relying on being extraordinarily high quality and delivering high levels of precision and reliability.

“Therefore, we require the quality of our supply, product and parts subsystems to ensure the highest of

standards. Without good fundamental relations with our supply chain partners, we would not have been able to achieve that. EOS Defence Systems has 146 direct suppliers operating into our weapon station business, and another 56 suppliers operating within energy and communications.

“I think that we maintain good relations with every single person and external business, and there is no end to the benefit we gain from having those extended relationships.”

A primary example of this is the company’s use of raw materials such as steel and aluminium that are produced and sourced locally from trusted and reliable suppliers that EOS has maintained long-lasting partnerships with.

FUTURE PLANS AT EOS With its business divisions of Defence, Space and Communications, EOS prides itself on its provision of technologically superior products and systems. On top of taking advantage of foreign markets, namely Europe and the MENA regions, EOS is looking to expand its physical locations globally.

“EOS is also planning to launch a space link in the United States,” Sanderson tells us. “And there will be a number of other growth announcements made over the course of this year that will have a significant impact on the future of our business as well as our reach.”

EOS DEFENCE SYSTEMS Tel: + 61 2 6298 8000 www.eos-aus.com

APAC Outlook issue 50 | 61

GE-SHEN CORPORATION

Adaptation, Solution,

GROWTH “Seeking growth - this is our DNA.” We speak to GE-Shen Corporation about the Southeast Asian manufacturing sector and the company’s provision of contract manufacturing to customers worldwide Writer: Marcus Kääpä | Project Manager: Matthew Taylor Our vision is to be a globally recognised engineering and manufacturing solutions provider.”

The words of Louis Lau, Executive Director at GE-Shen Corporation, affirms the organisation’s promising attitude within a market full of opportunity.

GE-Shen is a contract manufacturing group with core capabilities in the fields of injection moulding, metal fabrication and assembly services. The company helps its customers in the making of their products, with such customers spanning various sectors, from consumer electronics, home and lifestyle brands, medical and life sciences, and beauty products to industrial sector clients.

AT THE CENTRE OF INDUSTRY GE-Shen has a substantial advantage of being based in Malaysia; a multilingual country with strong trade terms and a location that places it between East Asia, India to the west, and the Australasian markets to the south.

“It is an exciting time in the sector,” Lau elaborates. “Malaysia has favourable trade terms to most major economies in the world. On top of this, the Malaysian government 62 | APAC Outlook issue 50

MANUFACTURING

APAC Outlook issue 50 | 63

GE-SHEN CORPORATION has always been supportive of the manufacturing sector, which contributes approximately 25 percent of the Malaysian GDP, and a huge majority of Malaysian exports are in in manufactured goods, with a huge portion of it coming from contract manufacturing.”

In light of this, it is plain to see why GE-Shen is looking to the future with optimism.

“The growth of the sector has been phenomenal,” Lau informs us. “Alternative locations for the sourcing of solutions due to the COVID-19 pandemic has fuelled this growth in the region. On top of the traditional sectors such as medical manufacturing and consumer products, and with the emergence of 5G, more and more devices will be invented and require manufacturing, hence we will continue to grow.”

BEHIND GE-SHEN One of GE-Shen’s four primary factories is located in Penang (Malaysia), with two based in Johor (Malaysia), and another abroad in Hanoi (Vietnam), and between the sites the company employs an impressive 1,500 people. While the Penag facility was founded in 1988, GE-Shen itself was established in 1995; having recently celebrated its 25th anniversary last year.

“Even prior to GE-Shen, from our facility in Penang, we have been serving our customers as contract manufacturers since 1988 and

APAC Outlook: How did you come to work in contract manufacturing?

Louis Lau (LL): “I started my career in a bank-backed private equity firm and was in the private equity space for approximately eight years.

“During these years I was lucky enough to be exposed to many different industries including the contract manufacturing industry. When I made the decision to leave the private equity space and enter into the manufacturing sector to pursue a career there, I did so due to the growth potential of contract manufacturing in Malaysia.

“There were many emerging themes and tail winds which led to the decision of going ‘all-in’ personally. In 2015, Shaun, our largest shareholder and Managing Director, and myself, took over GE-Shen Corporation; a small, listed company in Malaysia, and then started growing the company to what it is today. The journey thus far has been exciting despite the many ups and downs. Being in manufacturing has taught me many life lessons and provided many different perspectives to those I gained in the financial services sector. Despite all challenges I’ve no regrets following my path.”

64 | APAC Outlook issue 50

GRILLE TECH SDN. BHD. Grille Tech Malaysia is a fullservice metal stamping company recognised world-wide as a leading manufacturer for OEM and ODM customer. From innovative product development to creative tool design and unique manufacturing solutions, our capability include perforation, deep drawn, progressive, fineblanked stampings, die casting, plastics injection molding and final product assembly. We have the capability in handling project from sketch up to fully assembled products.

GT serves major markets which include Consumer Products, Electrical Home Appliances, Sound and Vision, Musical Instruments, Hardware, Industrial, Rail System and Automotives.

For tool fabrication, we are equipped with full set of facilities like tooling designed software, EDM, wire cut, CNC turning and milling.

For manufacturing, we have a wide range of metal stamping machines with servo and non servo, robotic welding machines, automated bending machines, laser cutting, in-house finishing such as Zn plating, spray paint, powder coating, anodizing, ED Coating and assembly line.

Secondary Operations / Value Added Services, We offer secondary processes/ operations to provide a one stop service thereby helping customers to save on resources, cost, time and most importantly stress of managing the supply chain.

Quality and Consistency, we have the latest technology coupled with the best expertise in a state-of-the-art Quality Assurance and Control facility. Our quality control labs are equipped with equipment such as Vision Measuring Machine, Profile Projector, Vision Inspection Machine, Arm Portable CMM, Vibration Test, Salt Fog Chamber, Cyclic Salt Fog Machine, Environment Temperature Humidity Chamber, Xenin Lamp Weather Resistance Test Machine, Color Spectrometer, Oven Temperature Datalogger and Thickness Gauge ( dual scope - eddy current ) Our mission and goal is to address customer needs and exceed expectations.

GRILLE TECH SDN. BHD.

ONE STOP SOLUTIONS

604 - 4417020

6012 - 4751710

jooi@grilletech.com.my

GE-SHEN CORPORATION

Yizumi Founded in Guangdong, China in 2002, Guangdong Yizumi Precision Machinery Co., Ltd. is a ChiNextlisted company focusing on the fields of polymer molding and metal forming. The company involves in design, R&D, manufacture, sale and service of injection molding machines, die casting machines, rubber injection machines, highspeed packaging systems and automated robotic systems.

“WE ARE AN AMBITIOUS COMPANY LOOKING TO CONTINUE EXPANDING, AND IN OUR NEXT PHASE OF GROWTH WE ARE LOOKING TO FORM STRATEGIC PARTNERSHIPS WITH MANUFACTURERS OR PRODUCT OWNERS FROM AROUND THE WORLD” - LOUIS LAU, EXECUTIVE DIRECTOR, GE-SHEN CORPORATION we continue to integrate modern technology and manufacturing capabilities in injection moulding, metal fabrication and assembly services to meet our clients’ needs,” Lau explains.

And at present GE-Shen strives to achieve total customer satisfaction through manufacturing its products on-time, constantly improving business processes through both maintaining and developing a strong company mindset, and meeting standards of high quality.

ADAPTATION IN THE FIELD Despite the COVID-19 pandemic having fuelled technological usage and demand across the globe, GE-Shen was initially impacted negatively; the company was forced to close down operations for over 45 days by the Malaysian Government.

Following this however, and with the 66 | APAC Outlook issue 50

dedicated support and enthusiasm of customers as well as the GE-Shen team, the company managed to pick up once more.

“We made a very strong comeback both operationally and financially,” Lau tells us proudly. “Seizing on the opportunity for the increased demand in the medical, food and household sectors, we made the financial commitment to invest a large sum of money to upgrade our facilities by installing a new certified 100K clean room and a new control room for injection moulding.

“With these new facilities, it has given us the ability service more customers in these sectors, and this commitment has truly brought us to new heights. These investments demonstrate not only the confidence our customers have in us but also GE-Shen’s ability to innovate and adapt quickly to market demand.”

Yizumi mainly produces injection molding machine, die casting machine, high speed packaging machine, mold and robot. Also, Yizumi owns many technical services centers and over 40 global distributors, business covers over 70 countries and regions. It has established production bases at home and abroad covering an area of nearly 400,000 square meters and has over 2,700 employees globally.

In addition to the manufacturing base that covers an area of 80,000m2 in Shunde National Hi-tech Industrial Zone, Yizumi’s Wusha Factory and Suzhou factory also have been put into use, which will meet the development needs of Yizumi in the next five to ten years. Yizumi also implements the YIZUM-HPM dual brand strategy in global markets and builds overseas bases in North America and India to develop and consolidate foreign markets.

To further improve the products, Yizumi introduces IPD mode to develop the products following strict procedures and upgrade the products based on customer needs. Yizumi has spent over 120 million RMB building its own precision manufacturing platform and invested in building a constant-temperature measuring and testing center to fully improve the product quality.

www.yizumi.com

GE-SHEN CORPORATION

Arburg Arburg: Pioneer in Industry 4.0 and Digitalisation Arburg offers numerous “smart” solutions and digital products for efficient plastics processing. On its “Road to Digitalisation”, the company is joining its customers on the journey into the digital future of plastics processing. The top highlights are the new “arburgXworld” customer portal and filling simulation integrated into the control system.

As a pioneer in its sector in Industry 4.0 and digitalisation, Arburg can offer its customers a wide range of options for digitalisation and the “Smart Factory”. The aim is to make plastics processing even easier, more transparent and more efficient.

Visit us at www.arburg.com/en/arburgxworld

APAC Outlook: What is it that sets GE-Shen apart from the competition in the industry?

LL: “We are nimble enough to be able to pay close attention to all our customers but also big enough to have the resources to be able to scale up quickly.

“On top of this, we have shown our willingness and ability to grow by investing in more capabilities and capacities over the past few years and had invested more than $40 million after we took over the business in 2015. It is this growth, flexibility and answering of demand that sets us apart.”

68 | APAC Outlook issue 50

PROMISE AND INVESTMENT GE-Shen’s strategic location in Southeast Asia makes it an exceptional platform for its customers to scale up manufacturing capabilities outside of China – the manufacturing giant of Asia. At the same time, GE-Shen’s customers are saved from having to sacrifice costs that are associated with alternative regions such as the US and Europe.

Lau elaborates on the topic with an example of the company’s advantage provision.

“GE-Shen helped a US-based customer by being their China Plus One manufacturing partner,” he continues. “They helped us at the initial stage of mass production which helped us come up to speed to their many years of product experience.

“We provided manufacturing capacities and expertise in Malaysia, and this helped de-bottleneck their existing manufacturing constraints and gain a wider option of component

suppliers, thereby diversifying their supply chain. They gained access to much bigger manufacturing capacity which allowed them to focus on sales and marketing, consequently allowing them to scale much quicker.”

Through this investment partnership, both GE-Shen and its US customers greatly benefitted from the collaboration. Following suit, GE-Shen is looking further for more such projects which is part of the company’s aims for expansion.

“We are still on the lookout for more opportunities. I believe that we need to be relentless in seeking growth - this is our DNA as a small company, we must continue investing in ourselves for the future,” Lau states.

THE ELEMENTS OF SUCCESS The contract manufacturing that GE-Shen provides its customers is supported by multiple key business partnerships that ensure the overall success of the company. These

MANUFACTURING

CUSTOMER PORTAL

DIGITALISED TIME MACHINE

FUTURE BUILDER

arburgXworld NEW WORLD

DIGITAL TRANSFORMATION

NETWORKING

PIONEER

arburgXworld gives you the tools you need to fully digitalise your company.

We can help you to achieve your goal with our Road to Digitalisation. Choose from a wide variety of products and services to improve your production efficiency. Start digitalising now with arburgXworld! “Wir sind da.” www.arburg.com

Logo design

S.E SYNERGY SDN BHD No.14, Jalan Tiram Sejahtera 1, Taman Perindustrian Tiram Sejahtera, 81800 Ulu Tiram, Johor, Malaysia.

T +607-3554735 | F +607-3514735 | s.e.synergy.jb@gmail.com

www.se-synergy.com.my

S.E Synergy Sdn Bhd was established in 2009, specialized in marketing various types of packaging for industrial applications.

CLIENT’S

DRAWING NO. DATE

Our company main objective is to provide ‘one-stop solutions’ with value added services in term of cost, quality & delivery.

GL/01/19 14th May 2019

CLIENT’S SIGNATURE & DATE

This drawing is copyright protected which cannot be reproduced (part/whole) or modified without first obtaining our written consent. All measurement must be checked as site by recpective contractor. Only specified measurements shall be used. Any descrepancy must be reported to the Designer or the Responsive Co-ordinator.

Services and Strength Sourcing agent Acting as a sourcing agent for our customers whereby take into consideration of maximising price competitiveness and quality of goods. Comparison and evaluation of price and quality will be made among suppliers from time to time.

Product variety We are supplying variety of product by promoting ‘One Stop Solution’ to our customers. By doing this, our customers will save time and cost by dealing with lesser supplier.

Delivery Prompt deliveries and satisfy customers with practise ‘Just in Time’ concept for bulky item. We have a storage place with buffer stock which will cater for customers’ urgent requirement.

Packaging Product: • • • • • • •

Carton Box, Layer Pad/Chipboard Vacuum Forming Tray, PP Sheet/Box EPE Foam (Miramat) Sheet/Roll/Bag Packaging Tape, Printed Tape, Stretch Film Zipper Bag, Air Bubble Sheet/Roll/Bag Wooden/Plastic Pallet, Wooden Crate/Box Jumbo/Bulk Bag

Total Packaging Solutions APAC Outlook issue 50 | 69

GE-SHEN CORPORATION

APAC Outlook: How does GE-Shen recognise its corporate social responsibility?

LL: “Since our foundation 25 years ago, we have always recognised the importance of different stakeholders, namely employees and community, as part of the key to success.

“In the past, the founders of the business have always organised inclusive activities for community engagement and the uplifting of spirits. However, things have changed in recent years, and with globalisation of the supply chain the forming and enhancement of CSR practices continues to evolve and standardise across countries.

“We organise quite a number of activities annually especially for our own staff, not as just to tick the CSR box but as a company activity which is embraced by all. Our facilities are audited based on SEDEX standard and have internal teams to advocate and enforce CSR compliances. We see that environmental issues will be of great concern in years to come and are currently exploring the idea of utilising our rooftops for solar energy.”

70 | APAC Outlook issue 50

relationships are vital to GE-Shen’s operation, as Lau explains.

“I have always believed that nobody survives on their own,” he tells us. “On the same note, a business does not thrive on its own.

“We view our suppliers as one of the key factors to our success. There’s a saying in our business; even the smallest and least valuable item, for example the humble sticky tape, can impact our entire shipment and therefore company sales, because without it our goods cannot be shipped out.

“On a greater scale, all our stakeholders, including suppliers,

MANUFACTURING

are important and we must treat all as partners in the business. GE-Shen relies on technology partners such as machine suppliers to provide the best solutions that are beneficial to our customers. Over the years, they have provided us not only with technologydriven machinery, but also many ideas on how to improve and face tomorrow challenges in manufacturing.”

SOLUTION EXPANSION Into the future of contract manufacturing, GE-Shen’s priority is two pronged: the focus of delivering company promises to its customers,

and the longer-term value of looking to the next growth source. Lau ends with a comment on the future of GE-Shen.

“Being a small player in a global field, we have much more to grow,” he tells us. “With availability of empty land adjoining our current factories, we think that GE-Shen can continue growing with its existing or new potential customers.

“On another note, we are an ambitious company looking to continue expanding, and in our next phase of growth we are looking to form strategic partnerships

with manufacturers or product owners from around the world. I believe the shareholders and board of GE-Shen would welcome any form of partnerships that helps in the expansion and growth of the company.”

Tel: +60327850975 info@gscorp.com.my www.gscorp.com.my

APAC Outlook issue 50 | 71

OLIVER HEALTHCARE PACKAGING

PROTECTING THE LIFE INSIDE Manufacturing for the healthcare sector across Asia, we speak to Oliver Healthcare Packaging about its innovative and tech-centred approach to answering the industry’s demand Writer: Marcus Kääpä | Project Manager: Matthew Taylor

T

he healthcare industry has become the core focus of the globe for over a year now.

The COVID-19 pandemic threw into action a worldwide push to develop and manufacture vaccines on an international scale. And alongside vaccine development, a multitude of

72 | APAC Outlook issue 50

different yet related fields have been spurred forward to answer the varied demands of vaccine rollouts.

For Oliver Healthcare Packaging, the market is booming. The company specialises in manufacturing a variety of flexible packaging materials used in the medical device, biologics,

diagnostics and pharmaceutical industries. These products are highly regulated within an industry of the same nature, and Oliver partners with customers by providing packaging design and technical expertise to ensure that they receive the best they can.

MANUFACTURING

APAC Outlook issue 50 | 73

OLIVER HEALTHCARE PACKAGING As a manufacturer in the healthcare industry, Oliver Healthcare Packaging has been subject to and fuelled by the incredible global efforts working against the pandemic.

also increasing in these markets; that is encouraging for us, because we know that people are getting better care, while ensuring patient safety.”

MARKET GROWTH

With over 15 years of experience spanning from supply chain operations, business development, mergers and acquisitions, and marketing; Velic entered the healthcare industry with a multidisciplinary perspective to strategy planning and execution, having worked in public and private equity backed organisations.

“I’ve been fortunate to have spent a large portion of my initial career in roles that included a hybrid of operations and sales,” Velic tells us. “Understanding operational capabilities and constraints and linking these with customer needs gave me a strong understanding of how a constant balancing act is needed.

“Over the last 15 years, I have been

“We currently have seven manufacturing sites and five technical development centres, with over 1,000 employees globally,” begins Dr. Aldin Velic, General Manager of Southeast Asia.

Velic and his team cover Australia, New Zealand and all of Asia excluding China; countries and markets that are incredibly diverse, with different stages of maturity, infrastructure and healthcare access.

“We are seeing some of the largest growth in healthcare spending coming from Southeast Asia,” Velic explains further. “The aging population, government spending and access to healthcare are driving double digit growth in these market segments. Regulatory standards are

EXPERIENCE IN THE FIELD

in leadership roles within operations, sales, marketing and strategy. The first part of my career was primarily focused on supply chain services; in both heavy asset and capital-intensive industries as well as software-asa-service organisations (private and public). I have always had an interest in healthcare, so when the opportunity presented itself to work with Oliver, it was an easy decision to make the leap.”

HEALTHCARE TECHNOLOGIES Oliver Healthcare Packaging makes use of the latest technology to aid it in its mission to provide world-class healthcare packaging solutions to customers worldwide. For example, these different technologies can be used to apply adhesives to film, paper or Tyvek® substrates, as Velic comments.

“Oliver has two technologies; one is a water-based coating technology and the second is a hot-melt coating technology,” he tells us.

ABOUT OLIVER HEALTHCARE PACKAGING Oliver is not a packaging company that happens to serve the healthcare industry. It is a healthcare company that drives innovation in packaging. And the company is not just a supplier - it is a global partner who understands the complex needs of client businesses and the dynamics of varying regions.

Oliver helps customers manage any technical, quality and regulatory challenges that they may encounter, quickly and with an unrelenting commitment to excellence.

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MANUFACTURING

COMPANY HISTORY AT A GLANCE Oliver Healthcare Packaging has been around since 1890; the company started out as a machinery components firm in Grand Rapids, Michigan USA. As medical technologies were in their infancy in the 1960s, DuPont® (which had invented Tyvek®) approached Oliver to develop an adhesive coating that would allow Tyvek® to seal to various other materials and create a sterile barrier system for various sterile healthcare products.

In 1973, the company introduced its very first adhesive coating, and for the past 50 years, Oliver has solely focused on manufacturing sterile barrier products for the healthcare industry.

“For applications where particulate and bioburden are of critical importance, we’ve found that our hot-melt (Xhale) coating technologies outperform competitors by a large degree.

“Oliver is the only company in the industry to offer hot-melt coatings and our customers place their trust in us when it comes to highly stringent requirements.”

All of Oliver’s manufacturing sites are 13485:2016 certified; the company follows Good Manufacturing Practices (GMP) and its technical teams advise and help set the standards for sterile barrier packaging testing requirements as mandated by the Federal Drug Administration (FDA). Oliver Healthcare Packaging are experts in this field, and the

company’s sole focus is on the field of healthcare, whereas its competitors are primarily non-healthcare focused.

INNOVATION AND EVOLUTION Despite the high-level of regulation within the healthcare industry, Velic assures us that there is still plenty of opportunity for innovation and the development of momentum in the sector.

“Oliver has evolved through acquisition, over the past 10 years,” he says. “Some of these include Tolas Healthcare which was founded in the 1980s and provided us with waterbased coating technologies, along with Mangar Medical Packaging, one of the largest pouch convertors in the US (also founded in the 1980s), that added considerably to our product

offering and size.”

Oliver Healthcare Packaging has continued to expand its product and service offerings in recent years.

“In 2019, we acquired a company called CleanCut Technologies, based in Anaheim, California,” Velic elaborates. “This expanded our product portfolio significantly to include high-density polyethylene cards primarily used to mount catheters, stents and minimally invasive products to a backer card.

This product has won numerous innovation awards due to its recyclability and aseptic presentation in hospitals, not to mention the lower overall cost for companies.”

And in 2020, Oliver acquired Kansas City Designs, renaming it Oliver Design. This boutique design APAC Outlook issue 50 | 75

OLIVER HEALTHCARE PACKAGING firm has added considerable depth and expertise in design capabilities, especially within the company’s pharmaceutical and biotechnology customer base.

“Our plan is to continue to grow our business organically, through strong service and quality commitments,” Velic informs us. “We are always open to non-organic opportunities that enhance our product offerings, geographic reach and service to our customers as well.”

RESPONSIBILITY BEYOND BUSINESS Oliver Healthcare Packaging ensures that it is a company that operates with the environment and community (both global and local) in mind.

In the company’s recent sustainability report, Oliver highlighted its impact to the environment and its people.

“One challenge in recycling all elements of the sterile barrier is the inherent biocontamination that occurs in an operating room,” Velic

elaborates. “As a result, we focus on operational efficiencies in how we manufacture these products for our customers as well as how they are utilised during transportation, distribution and storage.”

An example of this is the company’s cutting edge, award-winning Clipless Catheter Dispensers, which were recognised as the winner in the Packaging Design of the Year category at Healthcare Asia Medtech Awards 2021, and that can reduce the

BEHIND OLIVER HEALTHCARE PACKAGING Oliver does not only focus on robust quality systems, as guided by 13485:2016 (among others), and what the company itself is doing, it is also focused on its supplier base. The continuity of supply, and good supply reliability are critical aspects to the company’s operation, as Velic explains.

“Fostering a good knowledge of the industry and sharing environment with your suppliers is pivotal,” he tells us. “We have spent years developing suppliers; through regular audits we ensure they adhere to our and our customers’ expectations. We use the audits as an opportunity to identify operational gaps and help them become better.

“Instilling our knowledge in technology, process and regulatory requirements has allowed us to grow our relationship with suppliers, while sourcing and converting good quality products for our customers.”

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MANUFACTURING

company’s packaging footprint by 20-30 percent on average. This saves both warehouse and transportation costs, while also reducing the number of packages used throughout the process of delivering a device from manufacturing to the operating room.

Two of Oliver’s largest manufacturing sites, representing approximately 56 percent of the company’s global sales volume production, sends zero waste to landfills.

“Our technical development centres focus on evaluating the shape, size and functionality of each piece of packaging,” Velic says. “From there, our design and packaging engineers create designs that offer the most innovative and sustainable solutions while addressing various sterilisation modality requirements and integrating costs, waste and recyclability requirements.

“The early involvement in the development of a new device has helped shave significant manufacturing and raw material cost from our customer’s total landed cost;

Dr. Aldin Velic, General Manager of Southeast Asia while also addressing the impact to environment, people and economic wellbeing.”

HEALTHCARE MOVING FORWARD For the foreseeable future, Oliver Healthcare Packaging’s key priorities revolve around ensuring customer success by providing an ample supply in a market with high-demand

variability, especially during a pandemic which has caused many disruptions to the healthcare value chain.

“We are fortunate to have an ownership structure where longterm investment and business results are the norm,” Velic tells us. “This management philosophy results in appropriately carrying inventory and investing in capacity ahead of increasing demand from our customers.

“Providing sustainable lead times to our customers, while adhering to growing regulatory requirements are challenging, but also key priorities for us in this industry.”

OLIVER HEALTHCARE PACKAGING Tel: +65 96505013 achng@oliverhcp.com www.oliverhcp.com

APAC Outlook issue 50 | 77

HAMILTONJET

Propelling into the Future Led by quality and innovation, we speak to Ben Reed, Managing Director of HamiltonJet, about the company’s varied and high-quality propulsion systems for the international boat market Writer: Marcus Kääpä | Project Manager: Ryan Gray

It is often said that we punch above our weight for a remote nation of five million people!”

For Ben Reed, Managing Director of HamiltonJet, New Zealand is an innovative nation that holds a lot of promise.

“New Zealand only represents three percent of our total market. However, it is a great example of a forward-thinking country with high-value industries and professional operators that want the benefits our technology brings,” he explains.

“It also has a reputation across the globe as a centre for marine innovation, with events like the America’s Cup showcasing how our challenging water conditions and kiwi ingenuity have bred a fighting spirit and deep competence on the water.”

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APAC Outlook issue 50 | 79

HAMILTONJET HamiltonJet are the world’s leading manufacturer (by market share) of waterjets and vessel control systems in the commercial and military space.

FROM PAST TO PRESENT The company was founded in 1939 by New Zealand industrialist Sir William Hamilton, widely recognised as the grandfather of the modern waterjet.

Today it employs 400 people in six countries; 350 of these people are based in Christchurch, New Zealand, where all design, development, manufacturing and business functions reside, with another three regional offices totalling approximately 50 staff in Singapore, London and Seattle collectively.

These regional offices support 55 distributors across the globe with parts, sales, and service support. 97

percent of HamiltonJet’s products are exported to its various customers all over the world, and the company provides products across multiple sections of the market. These include boats such as offshore, pilot, search and rescue, fire, patrol and military, wind farm, fast ferry, fishing, recreational, and aquaculture.

QUALITY CRAFT “Our smallest jet, the HJ212 is found in small craft, upwards of five metres long. It weighs 80 kilogrammes and would usually be found in single or twin driveline form with simple cable actuated controls,” Reed elaborates.

“We then have another 17 different jet sizes, ending up with the HT1000; an 8,000-kilogramme monster that would be found in pairs or quad configuration, in oil and gas or military

WATERJETS EXPLAINED A waterjet generates propulsive thrust from the reaction created when water is forced in a rearward direction. It works in relation to Newton’s Third Law of Motion – “every action has an equal and opposite reaction”. A good example of this is the recoil felt on the shoulder when firing a rifle, or the thrust felt when holding a powerful firehose. Put simply, the discharge of a high velocity jet stream generates a reaction force in the opposite direction, which is transferred through the body of the jet unit to the craft’s hull, propelling it forward.

In a boat hull the jet unit is mounted inboard in the aft section. Water enters the jet unit intake on the bottom of the boat, at boat speed, and is accelerated through the jet unit and discharged through the transom at a high velocity. The pumping unit, which includes the impeller and stator, increases the pressure, or “head”, of the flow. This high-pressure flow is discharged at the nozzle as a high velocity jet stream. The driveshaft attaches at the coupling to turn the impeller.

Steering is achieved by changing the direction of the stream of water as it leaves the jet unit. Pointing the jet stream one way forces the stern of the boat in the opposite direction which puts the vessel into a turn.

Reverse is achieved by lowering an astern deflector (E) into the jet stream after it leaves the nozzle. This reverses the direction of the force generated by the jet stream, forward and down, to keep the boat stationary or propel it in the astern direction.

LAPP Leader in Cable & Connectivity Solutions LAPP has remained in continuous family ownership since it was founded in 1959. The LAPP organisation is renowned globally for its levels of quality, innovation and for its commitment to ethical values and service.

LAPP is a leading supplier of integrated solutions and branded products in the field of cable and connection technology. The company’s portfolio includes standard and highly flexible cables, industrial connectors and cable entry systems, customised system solutions, automation technology and robotics solutions for the intelligent factory of the future, as well as technical accessories. LAPP’s core market is in the industrial machinery and plant engineering sector, and its technologies extend into the food and beverage, water and wastewater, energy, marine, industrial communication, electrical contractor, and mobility sectors.

“LAPP Australia offers a one-stop shop for highly integrated, efficient and reliable systems which comply with the leading Australian, European and American compliance and quality standards, which are among the most demanding in the world. In addition to major LAPP brands of product – such as OLFLEX®, UNITRONIC®, HITRONIC®, SKINTOP®, SILVIN®, EPIC, FLEXIMARK®, and ETHERLINE® – Lapp Australia will focus strongly on world-class total solutions incorporating highly compatible components from the one source.

This integrated approach will save customers time and money when assembling optimum solutions to their particular needs, while ensuring proven reliability in service,” says Lapp Australia General Manager, Mr Simon Pullinger.

www.lappaustralia.com.au

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LEADER IN CABLE AND

CONNECTIVITY SOLUTIONS LAPP’s comprehensive range of German-engineered cables, connectors, and accessories for lifting and materials handling equipment delivers uncompromising product quality, and robust solutions that can withstand even the toughest conditions, backed by local customer and technical expertise. ÖLFLEX® CRANE PUR Weather-resistant, reelable and lightweight cable with central supporting braid

ÖLFLEX® CRANE F Weather-resistant & flat cable for power chains & lifting applications

UNITRONIC® FD CP (TP) PLUS Screened & highly flexible data cable for use in harsh environments

UNITRONIC® BUS PB FESTOON Flame-retardant PROFIBUS cable for use in trolley systems

ETHERLINE® FESTOON PN Cat.5e Flame-retardant PROFINET ethernet cable for use in trolley systems

SKINTOP® SVF

Flat metal cable gland with optimum strain relief

SKINTOP® FL FLAT

Diverse flat cable gland for large flat cables or several smaller cables

SKINTOP® FLAT

Suitable for flat & round cables with a very high IP rating

lappaustralia.com.au sales@lappaustralia.com.au 1800 931 559

Make the right connection with LAPP Australia

HAMILTONJET

APAC Outlook: What sets HamiltonJet apart from its competitors in the industry?

Ben Reed: “We genuinely believe that our products are the best in the industry, but I guess everyone says that whether it is true or not!

“I think the key differentiator in our customers’ eyes is the reliability and support of our systems. These are largely commercial and military operators for whom uptime is paramount. We have a reputation for bullet-proof reliability and durability, with our products often outlasting the hulls they are in. And when it comes to warranty and support, we do not quibble. If something is our fault, we fix it. And if not, we still have a ‘fix-first and ask questions later’ approach which customers love.

“The water jet industry is relatively niche in global marine terms, so the foundation for delivering this is our support network. With the highest levels of parts stocking in the industry at our regional warehouses, 55 global distributors, and some of the most experienced people in the industry, we are consistently on site with the right parts or service whilst others are left waiting.

“Our large size relative to our jet competitors and length of time in the industry are clearly factors in this. Building an ability as a newcomer or small player to be everywhere in the world at a moment’s notice would be impossible.”

applications, up to 70 metres with electronically controlled hydraulic controls.”

According to Reed, waterjets offer several advantages over alternative propulsion systems. They are efficient in their speed and manoeuvrability, and safe in the water (with no rotating appendage), as well as being suitable for shallow water areas.

“The manoeuvrability comes from the combination of a steerable nozzle and a deplorable reverse duct, which work together to give a fully vectorable thrust, 360 degrees round the jet unit,” Reed elaborates.

“As a result, they appeal to many customer types, including fast ferries, pilot boats, military, patrol, rescue, windfarm and offshore platform support, fire and ambulance boats, tourist vessels, and a small amount of higher value custom recreation builds.

“Not only do these vessels take their waterjets from HamiltonJet, but they also use our control systems, meaning the skipper is interfacing directly with HamiltonJet products (helms, levers, joysticks, displays etc) in order to pilot the craft.”

The advent of electronic controls has revolutionised the ease-of-use of these vessels and provided a ‘future ready’ platform for advancements like autonomy, driveline electrification and the general digitisation of the modern vessel. Today, HamiltonJet is still focused on waterjets and related controls, ensuring that it knows the market and minimising distraction from it.

“We think it makes us more responsive to our customers’ needs and focused on our efforts,” Reed informs us. “We also remain family owned, with a strong culture of care for our people and a commitment to remain operating from our home in Christchurch.”

INVESTING IN DEVELOPMENT Over the last five years, HamiltonJet has ramped up its investment in

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Norinco Norinco is a multi-faceted organisation committed to providing holistic solutions to partners, customers and stakeholders.

Originally formed in 1942 in Calcutta, India as the NORway INdia COmpany, Norinco has grown to service a range of business verticals such as Marine Equipment, Oceanographic Research & Equipment, Steel and Hydrogen.

Built on a legacy of global quality standards and impeccable work ethics, our reputation as reliable experts ensures we work with the best partners and suppliers globally.

From advisory and consultation to idea and execution, from delivery and implementation to annual maintenance, we’re present every step of the way.

Marine Equipment & Services: We bridge the gap between the OEM and the ship builder. By leveraging our global network of leading equipment manufacturers, we’re able to deliver integrated solutions. Foreign OEM’s trust us for personalised guidance in the challenging Indian market.

From hull to mast and engine room to cranes, we cover everything from concept to ship rollout and AMC’s.

Oceanographic Equipment & Research: The manufacturing, delivery and maintenance of sophisticated scientific research equipment is the core of our efforts here.

Steel: Today, we have unrivalled ties to India’s top steel producers to provide Graphite Electrodes, essential elements for Steel Furnaces. True to our form, we’ve brought the global leader and inventor of Graphite Electrodes, Graftech, to the Indian steel market.

Hydrogen: Our efforts here are driven by our representation of NEL Hydrogen, a global leader in Hydrogen production. As their exclusive India partners, we service the needs of businesses and individuals alike.

www.norinco.co.in contact@norinco.co.in

“Our legacy of nearly 80 years of operations across business verticals has been built primarily on the strength of our relationships with our partners and customers, globally. Today, we are proud to contribute to over a billion dollars worth of sales for our foreign OEM partners, who we represent in India” Nikhil Mathew, Director Norinco Pvt. Ltd. A proud, second-generation, family business owner, Mathew is extremely optimistic about the future, and with good reason. Established in 1942, Norinco has carved a niche for itself in the Indian market with a proven track record and a growing range of premium clientele. In this candid conversation, Mathew shares his thoughts on the journey so far and how he is now looking towards a future for Norinco powered by technological innovation.

Norinco has been around for some time now, how did it all start for the company?

While we are an Indian company through and through, interestingly, Norinco was founded in Kolkata back in 1942 by two Norwegian gentlemen.

Being entrepreneurial and industrious individuals, they capitalised on market opportunities and existing business ties to begin supplying paper pulp and Ferro Alloys from Norway to India. This soon expanded into supplying Ferro Alloy plants across the country.

An essential element in the production of steel, Norinco quickly became the preferred supplier for Ferro Alloys for most of India’s major steel manufacturers. Thanks to close ties with the Norwegian business community, soon enough Norinco began representing a lot of Norwegian marine technology companies, helping them create a presence and initiate sales in India. It was during these initial years my father, George Mathew, joined the leadership team at Norinco. Over the years, his contribution and responsibilities increased, ultimately resulting in his acquisition of the company itself. In fact, my father, the MD of Norinco today, has twice been knighted by the king of Norway for promoting business ties between the two countries, an honor he holds very dear to his heart.

Since then, we have worked tirelessly to create value for our partners and customers alike, expanding our operations across the country with an established presence across all major port cities in India. Today, through our representation of the world’s leading equipment manufacturers, our capabilities have grown both in range of services and depth of knowledge. From navigational equipment on board vessels to complete on board accommodation, after sales maintenance and AMC’s , we are present at every step.

Tell us about a few major milestones in Norinco’s journey Marinor India: Established as a JV between Maritime Montering AS (Marinacc), Norway and Norinco, Marinor India was founded in 2010. Upon identifying a gap in the market for state-of-the-art marine accommodation, we joined hands with a leading Norwegian

company to service the requirement. Today, Marinor India employs over 400 people, and has completed over 20 commercial vessels and is also installing accommodation onboard India’s first Indigenously built aircraft carrier.

Syncrolift AS: In 2004 Syncrolift with Norinco’s local support supplied and installed India’s first ever shiplift and transfer system of 10000 ton capacity to the Indian Navy and since then have supplied and have contracts for several other such systems in India to government and naval shipyards. Norinco has taken care of various aspects of this business including sales, marketing, after-sales support, local procurement and administrative and contractual consulting. We are currently assisting Syncrolift for another 2 shiplift and transfer systems under execution. Norinco also supports Syncrolift in comprehensive maintenance contracts with the Navy for their systems.

RHI India: What began as an exclusive partnership to bring world class refractories to the Indian market, eventually evolved into a much larger strategic collaboration. By 2007, after many decades of a successful partnership, Norinco had built up a team of 40 highly trained engineers dedicated to RHI’s interests and sales. Eventually, we advised, consulted and guided RHI on how to set up an Indian entity, later known as RHI India, and thus began our joint venture as strategic partners. When we eventually handed over our share in the company, RHI India had a turnover of 500 Million Euros. Today, they are the largest seller and producer of carbon refractory bricks in the country.

times, we were also able to leverage our financial muscle and provide the necessary inventory of spares, ensuring the Navy’s requests never went unfulfilled.

A highly organised and motivated team, HamiltonJet treats their people and partners like family. We’ve come to truly appreciate their depth of knowledge and breadth of expertise, which is complemented wonderfully by the trust and faith they place in all their partners. Sharing a common goal of providing the best quality of service possible to the customer, makes our work with these global pioneers a constant delight.

Norinco and HamiltonJet: A few major projects: Indian Navy: The Indian navy commissioned 14 attack craft vessels, fondly known as the Ferrari of the water, that were built from the period of 2007–2017. Each of these attack crafts were fitted with Hamilton waterjet propulsion and systems Ministry of Home Affairs: Following the tragic 26/11 terror attacks in Mumbai, the MoHA commissioned the development of 120 coastal security police boats, each being powered by two Hamilton waterjet Indian Army: In May 2021, HamiltonJet was awarded a contract to supply 24 Waterjets for 12 Patrol boats of the Indian Army, designed for higher altitudes.

AMC for research vessels, Govt. of India: We look after all the scientific equipment onboard six research vessels that belong to the Ministry of Earth Sciences, Government of India and one research vessel that belongs to the Geological Survey of India, Ministry of Mines. We’re also the only company in India to offer these services for 25+ years and have a team of highly experienced engineers sailing onboard these vessels 24/7, 365 days a year.

Our company has proved over the last 80 years that we are ideally placed to service the needs of the Indian marine and oceanographic industry. We have earned the trust of our partners and customers and today are positioning ourselves for an even more meaningful contribution in the future. We are investing heavily into technology and are keen on working with partners that share our vision and are looking to make an impact in the Indian ecosystem.

Describe your partnership with Hamilton Jet in India After a rigorous 2 year long evaluation and selection period, we are proud to say HamiltonJet chose us as their exclusive representatives in India. At the time, HamiltonJet was facing serious concerns with their India partners, causing much unwanted strife with the Indian Navy, their primary clients in India. I’m happy to report that our engineers were able to go in and resolve long standing issues in an impressive amount of time, earning the trust of our partners and the respect of their clients. During these difficult

Start a conversation with us, write in to contact@norinco.co.in, LinkedIn: Norinco Private Limited www.norinco.co.in

HAMILTONJET its products and technological development. This is a fundamental element to the company’s strategy and covers multiple parts of HamiltonJet’s operation, as Reed elaborates.

“In the area of waterjets, we are working on gradually replacing our entire waterjet line-up with newer, more efficient, and more robust models,” he tells us. “Each new jet is coming in between three and seven percent higher in its propulsive efficiency than the model it replaces, delivering lower fuel consumption and higher speed.

“They also generate more thrust at lower speeds which is great for certain applications like wind-farm support.

These new jet models are also easier to install and simpler to integrate.”

In the control systems space, HamiltonJet recently introduced a new electronic system designed to the most rigorous Class Authority standards - AVX.

“This, plus the soon to be released AVXexpress for smaller craft will replace both of our older control systems and offer a solid platform for future technology integration,” Reed explains. “Both systems offer multiple layers of redundancy, exceptional reliability and availability, and some truly innovative features. The best example is our GPS based control system called JETanchor which can automatically hold position and precisely manoeuvre a vessel with incredible accuracy.”

FUTURE TECHNOLOGIES The marine industry faces three significant trends which are shaping HamiltonJet’s future product strategy: automation, electrification and digitisation.

Exalto Bearings UK Limited are honoured to be associated with a company like Hamilton Jets.

As an ISO9001:2015 accredited company we adhere to strict quality procedures and continually strive to making improvements to our products whilst maintaining our high levels of Quality.

Our manufacturing facility in Derby is a well-controlled, efficient, but friendly operation where the need for customer care and satisfaction is understood from all of the workforce so allowing Exalto to provide an honest and personal service that can only be provided by a tightknit team.

AUTOMATION “Operators are increasingly looking at forms of vessel remote control, autonomy and skipper-assistance

APAC Outlook: Tell us about your employees and how HamiltonJet recognises their contribution to the company?

Ben Reed: “We have 400 staff, around half of whom are in the field of operations, 50 of which are overseas in our regional offices, and the rest of whom are office workers and engineers in Christchurch.

“HamiltonJet has been working really hard to improve communication and keep people abreast as to how the business is going and how we are doing against our strategy. We try to show our appreciation for them with quarterly barbecues and other smaller events. We also have a Christmas breakup party which is in our summer. Last year it involved taking the whole team jet boating on the Waimakariri river, with a barbecue and craft beers, brewed by members of the team.

“HamiltonJet has an enviable staff retention rate. We are one of the more interesting companies to work for in the area, especially for engineers, so finding local talent is not difficult. We also have cultural great diversity, with 50 percent of our staff being born outside New Zealand. HamiltonJet regularly hires from overseas and has no trouble attracting people to such a wonderful country and location.”

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Exalto

www.exalto.co.uk

RYCO Over the years, RYCO Hydraulics has developed a strong partnership with HamiltonJet. HamiltonJet waterjet is one of the most advanced and innovative marine propulsion systems.

RYCO has had a proud history of providing hydraulic hose and fittings to the marine industry. Today’s maritime and vessel fleets rely heavily on their hydraulic systems and growth in this sector has demanded the need for fast and efficient service.

We provide HamiltonJet with Original Equipment Manufacturer (OEM) hose kits and all hydraulic hoses are pressure tested and tagged with QRAM labels and this is all done within our Auckland facility.

At RYCO, we offer transparency in engagement with OEM’s like HamiltonJet and are truly committed to building longterm partnerships with our clients.

Our customer care and technical support coupled with 75 years of industry expertise and Know How provide superior support to our clients enabling increased efficiency and continuous improvements.

MANUFACTURING

At Exalto Bearings UK we manufacture high quality rubber-lined and composite cutlass bearings for the pump and marine industries, in both bespoke as well as more standard sizes. All bearings are produced at our in-house workshop and we specialise in the manufacture of non-standard sizes. Bearings can be supplied in a number of shell materials and lined with compounds such as Nitrile, Polyurethane, EPDM or Viton. Because of our extensive range of tooling a non-standard bearing for quick turnarounds can easily be

Exalto Bearings UK Ltd Unit 8C1, Sir Francis Ley Industrial Estate Shaftesbury Street, Derby, DE23 8XA, United Kingdom

produced. For larger Flanged bearings we can offer a re-lining service to reduce the price of a new bearing.

Over the last 25 years we have built a reputation for both the quality and reliability of our bearings as well as our friendly and professional service and now work with businesses in over 40 countries worldwide.

T: +44 (0) 1332 340 501 / F: +44 (0) 1332 340 252 E: sales@exalto.co.uk exalto.co.uk

APAC Outlook issue 50 | 85

HAMILTONJET to improve safety and productivity,” Reed informs us. “The applications in this field include military (such as unmanned minesweeping), survey and oil and gas vessels.

“We have been working for over 20 years in this area and have over 170 vessels equipped with some level of autonomy or remote control around the world. We continue to work with all the leading manufacturers of autonomous systems, but more recently signed an agreement with Sea Machines Robotics to develop a HamiltonJet pilot-assistance tool that will be integrated at the helm and use an augmented reality vision system, fused with radar and AIS, to allow autonomous route following with collision alert and avoidance.

“This will be available sometime late 2022 and will be an option on all vessels with AVX electronic controls.”

ELECTRIFICATION There is a global and industry-wide

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pressure to clean up the carbon footprint of the marine industry.

Stemming from this, the area of electrification has become a key aspect of development for both the good of the environment and to answer the demand of the customer base.

“It has been surprising to us just how quickly this trend has gone from being something of interest, to a strong buying driver with operators willing to pay a premium for the right technologies,” Reed says. “Last year, we launched our own electro-hybrid drive system called EHX. “Essentially it is an integration of batteries, electric motors, and diesel engines, and the system can also be used on an all-electric vessel. We were driven to do this after being involved with multiple projects where the detailed integration seemed to be left to the last minute.

“We wanted to grasp hold of the whole thing and deliver a fully

Q-West Boat Builders Q-West Boat Builders was established in 1996 and is a leading commercial aluminium boat builder specialising in custom fabrication of vessels from 10-40 metres.

The facility based in Whanganui, New Zealand has been the local centre of vessel construction for over sixty years. Q-West has been at the forefront of new designs, components, developments and vessel applications.

Our yard prides itself on the diverse range of craft that have been constructed, from foil assisted, jet propelled, quad engine tourist vessels to hybrid electric vessels.

Q-West has been a longstanding customer of HamiltonJet, installing more jet units in New Zealand than any other builder. HamiltonJet’s quality, support and commitment to development has ensured our strong relationship will continue.

sales@q-west.co.nz

MANUFACTURING

NEW ZEALAND’S PRE-EMINENT BOAT BUILDERS

+64 6 349 0035 sales@q-west.co.nz

Whanganui, New Zealand

APAC Outlook issue 50 | 87

HAMILTONJET integrated hybrid propulsion system that operated in a fully automatic mode, switching between power sources and optimising the use of electrical energy. This product is now available to the market and the first installation we did was on our own vessel. We bought and converted a 15-metre foiling catamaran called Aria which is now capable of running nine knots on electrical drive only, diesel only (or charging the batteries) up to 37 knots and can boost performance with both together up to 42 knots.”

HamiltonJet deployed Aria at the America’s Cup in March as a showcase as to what could be achieved with this new technology.

The system also boasts reduced sound when stationary or at lowspeed cruising while using the electric option.

DIGITISATION Alongside the increasingly innovative electrification of engine systems, integrating digitisation into products is a key demand, and one that HamiltonJet has answered.

“The modern vessel is an increasingly complex system-ofsystems,” Reed elaborates. “The propulsion controls, navigation, alarms, hotel services, and other elements are increasingly intelligent and connected systems.

“As primary vessel controls, our system has the potential to be a central hub for information about the vessel. We are currently developing a vessel monitoring, data logging and IoT system to complement our products that will allow operators to interrogate their journeys and activities in absolute detail from the ship or the shore.

It even captures data on the movements of vessels around them through AIS. This will ultimately support productivity optimisation, preventative maintenance, issue response and accident investigation.”

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QUALITY IN THE MARKET Today’s HamiltonJet offers many advantages over competing drive systems: RELIABILITY: Fewer moving parts with most major components inboard and out of harm’s way.

MANOEUVRABILITY: Split duct reverse bucket and JT nozzle combine for excellent manoeuvrability.

SPEED: Optimised for speeds from 25-55 knots.

EFFICIENCY: Meets or exceeds the best prop designs at speed of 30 knots or better.

SHALLOW WATER OPERATION: The ability to go where other props simply can’t.

Three regional offices supporting over 55 distributors and dealers located all over the world.

The HamiltonJet waterjet is particularly suited to high-speed planing vessels operating in the 20 to 50 knot range but can also be successfully used in displacement speed vessels in certain situations like Dive Support.

It is important to understand that waterjet propulsion operates quite differently to conventional propeller propulsion systems. This results in many advantages, when compared to propellers for any particular application.

Anyone considering waterjets needs to understand how they work and how best to set up a vessel to make best use of this superior propulsion technology.

MANUFACTURING

Customised water sealing solutions for maximising jet reliability

A High Performance Partnership Proudly supporting Australian Boat Building

Over 25 years of sealing experience within Australasia.

EAGLEBURGMANN AUSTRALASIA PTY LTD New Zealand: sales@nz.eagleburgmann.com TEL +64 9 448 5001

www.jetsynergy.com.au

Seascape Marine Services (Pty) Ltd proud Hamilton Jet Distributors for Sub – Saharan Africa.

www.hamiltonjet.co.nz

“ Giving expert advice to the Metal Finishing Industry . . . for more than 45 years ”

INDUSTRIES LIMITED Abrasives : Polishing : Plating : Engineering Supplies : Lubricants Branches throughout New Zealand Whangarei, Auckland, Hamilton, Tauranga, Hastings, Palmerston North, Christchurch and Dunedin

www.ppsindustries.co.nz 124 Marine Drive, Service Road, Paarden Eiland, Cape Town, South Africa

seascape_marine_services +27 21 511 8201 info@seascapemarine.co.za

www.seascapemarine.co.za APAC Outlook issue 50 | 89

HAMILTONJET

THE MANUFACTURING PROCESS HamiltonJet waterjets are manufactured at the CWF Hamilton & Co factory in Christchurch, New Zealand. The factory is dedicated solely to the manufacture of waterjets and control systems, with the majority of components engineered inhouse.

The basic manufacturing process is: • The waterjet housings and other aluminium components are sand cast, then go through a waterblast and fettle process before being machined on dedicated CNC machine centres. They are then washed and painted.

• Stainless steel components such as mainshafts and couplings are turned and milled on CNC machines.

• Impellers are cast from molten stainless steel, before being machined, balanced, trimmed and pitched to a specific “impeller rating”.

• The waterjet controls systems, including hydraulic and electronic components, are also CNC machined, painted and assembled.

• All parts are then dispatched to the final assembly area where they are assembled and pressure tested, the control system is installed and tested, a final quality inspection is conducted, and they are then boxed up and shipped to the customer.

90 | APAC Outlook issue 50

BUILT TO SHIP HamiltonJet’s business is unique in the waterjet industry in that the company truly manufactures its products.

The company has a lean-production process delivering 18 different jet models over only two production flowlines. The process is designed around high-variety, low-volume and a hard to forecast model mix. Reed explains further; “It is a fully cellular, build to order, batch-of-one process utilising four foundries, casting LM6 Aluminium, 316 Stainless and AB2 Bronze, over 50 CNC machines, fabrication, electronics assembly, hydraulics manufacture, paint and build,” he says.

“Over 90 percent of the weight of each jet unit manufactured is made to

MANUFACTURING

order from raw materials (ingot and bar-stock metals) inside our factories.

We do have some bought-in items in our products, but these are relatively small in the whole picture, and we carry sufficient stock to manage our output.

“Our very short, simple supply chains have been a real asset during the pandemic and gave us a high level of confidence in the delivery of each shipset on time, in full. Whilst we are located in New Zealand, boat building is a global business, so we are all facing the need to use global shipping to distribute our products. One lasting effect of COVID-19 is that sea and air freight has become more expensive and harder to book, but we work well in advance with shipping lines and

have a great success rate at getting our products to customers when we promised them.”

CHARTING 2021 For HamiltonJet, 2021 is looking like a busy year. According to Reed, there is an active increase in sales approaching pre-COVID levels, and on top of this, the company has a high number of high-profile projects in the electric and hybrid drive space.

“We have two new jet model releases (The HTX42 is imminent and the HJX27 at the end of 2021) and a ‘lite’ version of our control system called AVXexpress,” Reed tells us. “We will also be continuing our development work with Sea Machines on the pilot-assist system and a few

other innovations. We are excited by the way all these releases will improve the operational effectiveness of our customers.”

These developments represent the next stage of the company’s movement towards addressing the increasing demands of its worldwide customer base. With promising projects in the works, it is worth keeping an eye on HamiltonJet as a leading player in the boat systems manufacturing space.

marketing@hamiltonjet.nz www.hamiltonjet.com

APAC Outlook issue 50 | 91

EPIC GROUP

Designingthe

FUTURE Executive Chairman of the Epic Group, Ranjan Mahtani, discusses the components of a leading player in the global fashion and apparel industry Writer: Phoebe Harper | Project Manager: Matthew Taylor

92 | APAC Outlook issue 50

MANUFACTURING

H

ong Kong – the clothing capital of Asia. Headquartered at the very centre of this dynamic hub, you will find the Epic Group.

“Epic Group has been dedicated to ever higher standards in valueadded, world-class manufacturing of apparel, delivering quality, value, and innovation with unfailing reliability, which is recognised by our customers internationally,” states its Executive Chairman Ranjan Mahtani.

For Mahtani, textiles and apparel have been woven into the fabric of his life since childhood, leading to his esteemed position within the industry today.

“I would not be exaggerating to say that textiles have been embedded into my genes. The story goes long back to when my father used to make premium shirts for the local market. During my childhood, I was his protégé, following him around and learning from him.

“He passed away when I was still a teenager. At the age of 16, I began my professional journey by doing internships in India, Sri Lanka, and Taiwan. Eventually, at age 18, I moved to Hong Kong, which has always been a global apparel sourcing hub,” Mahtani recalls. At the age of 20, Mahtani was transferred to Bangladesh to open a branch office for the company which he grew from scratch to $100 million within a span of four years and gradually evolved into manufacturing while continuing to maintain and enhance the agency business.

Although an established player across international markets with a network of 11 state-of-the-art large scale production units, spanning Africa and Asia, whilst also supplying the largest brands and retailers across the US, Europe, and Canada, the Asian market remains a key component for the Epic Group’s operations.

“Asia has been a market in its own right for many years with demanding and savvy customers. For decades, APAC Outlook issue 50 | 93

ENSURE YOUR SUPPLY CHAIN IS TRACEABLE, FULLY VISIBLE & ACCURATE. TRACEABILITY SOURCE TO STORE

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Track and audit chain of custody. Pack, ship and receipt validation throughout the entire supply chain. Complete transparency, provenance and authentication.

FULLY AUTOMATED SOLUTIONS

r-pac retail’s scalable architecture easily integrates item level RFID data with your existing enterprise applications. r-pac’s fixed solutions for packing stations come in a variety of configurations including table-top, mobile, gravity fed conveyors and RF Opaque boxes.

CONTROL AND ACCOUNTABILITY

Pinpoint supply chain issues with item level traceability from r-trac. The provenance of any product is verified by r-trac and the tag is traced to its origins throughout the supply chain allowing brands to provide transparency to customers and enhance operational efficiency.

innovation@r-pac.com r-pac.com

ACHIEVING RETAIL RFID SUCCESS AND ROI IN YOUR SUPPLY CHAIN

R

etailers and brand owners are increasingly demanding suppliers and vendors to source tag as retail RFID adoption continues to grow significantly. With billions of units now in the global supply chain, RFID consistently provides valuable insights for the suppliers and retailers. For retailers, Inventory visibility allows for efficient brick-and-mortar stock and replenishment and enables accurate and timely fulfillment through any channel. These critical benefits are no doubt driving retailers to enable products with RFID.

• r-pac’s r-trac™ system is the engine for print and encode when ordering tags through us. Our system maintains a database and follows the GS1 Guideline for IT-based serialization management. This system with the inherent quality control checks ensures no duplicate EPCs have occurred.

In addition to ensuring retail compliance is met, r-pac International has assisted suppliers, factories, and vendors achieve efficiencies and savings in areas such as pack and ship accuracy, charge back avoidance and ASN (Advanced Shipment Notice) delivery.

• r-pac Retail Shipping Verification can be set up to check each carton plus check the entire shipment against a shipping document or ASN. The option to create the ASN is also available.

r-pac has a suite of software solutions that enable quick cycle counts, item location, automated product receipt against an ASN or a BOL (Bill of Lading) and pack validation. Shipment of product can be single or multiple cartons. r-pac is able to work with a preconfigured packing list or shipping notice to validate against or we can automatically create the ASN. OUR SOLUTION IS MODULAR AND ALLOWS FACTORIES, SUPPLIERS AND VENDORS TO GROW INTO THE PROGRAM AT THEIR OWN PACE. OUR SOLUTION INCLUDES: • r-pac Retail Tag Validation checks the tag to ensure the product barcode matches the encoding of the RFID and gives a visual of the decoded EPC (Electronic Product Code) which is encoded in the RFID tag.

• r-pac Retail Packing Validation ensures that the correct product gets packed or has been packed in each carton effectively eliminating mispacks. This can also be used for pre-defined pre-packs to ensure the correct mix of product is in each carton.

• r-pac Receiving Verification and Electronic Proof of Delivery (EPOD) validates a shipment against a purchase order or shipping document to ensure what you expect is what you receive. This can provide early notification of problems to give time to correct prior to shipment.

Each of these solutions collect the data, including EPCs, and stores historical operational data in the cloud.

Documentation of the operation can be used to review with the retailer for discussions on chargebacks or general compliance. Each shipment can be setup to store the individual EPCs and report the exact product by serial number that has been shipped against an order.

Benefits are abundant to improve factory, supplier, and vendor supply chains – while ensuring 100% compliance with retailer mandates and RFID programs. Increased throughput, operational efficiencies, complete accuracy, and elimination of chargebacks can easily cover the investment in the technology.

innovation@r-pac.com | www.r-pac.com

EPIC GROUP it has been the manufacturing hub for the global manufacturing industry, with countries like China, Bangladesh, India, Sri Lanka, and Vietnam providing for the West since the 1970s, and still are to this day,” he explains.

With a diversified product range from casual woven garments to bespoke tailored solutions, and an estimated output of 100 million garments a year, Epic pioneers a vision of combining design with product development, speed, efficiency, technology, and constant innovation to fulfil their customers’ demands and ever-changing market trends.

“We have a solid and loyal customer base developed over decades of mutual trust and loyalty. We have a strong footprint in the US, Central America, Europe, Japan, and Canadian markets and we continue to keep exploring, accompanying the growth of developing markets,” he adds.

Indeed, the Group has become the leading producer of performance non-iron pants to the American market and boasts the largest wrinklefree post-cure facility in Bangladesh.

“Our simple goal is to provide quality products and services that continually delight our customers,” elaborates Mahtani.

SAFEGUARDING SUSTAINABILITY Arguably the greatest defining aspect of the Epic Group status as a leading manufacturer in modern times is its laudable sustainability efforts and commitments to environmental standards within their facilities, thereby surpassing competitors in terms of industrial excellence.

“We constantly upgrade our existing facilities. We want to adopt less-water usage equipment to wash our garments, we treat our effluents through the most modern treatment facilities, and we diligently control the use of chemicals and reduce 96 | APAC Outlook issue 50

energy waste through the proper management of our plants,” Mahtani comments.

“Our new facilities are designed and created with sustainability in mind.”

Across the board, Epic Group demonstrates a commitment to integrating sustainability into its worldwide business practices. Indeed, one of Epic Group’s Bangladesh production facilities – Green Textiles Ltd Unit Three - achieved a coveted ‘Platinum’ rating under the US Green Building Council’s Leadership in Energy and Environment Design (LEED) Programme. All Epic Group buildings boast LEED certification, with gold and silver ratings for the group’s existing facilities, which certify that the premises have met the criteria for the design, construction, operations, and maintenance of ecofriendly buildings.

“We intend to progressively but rapidly reach the lowest discharge

standards. We will use up to 50 percent recycled water from our treatment process back in operations.

We are also installing solar panels in our Bangladesh facilities, to generate millions of kilowatt-hours (kWh) per year of renewable energy. This will result in reducing our annual CO2 emissions,” Mahtani adds.

At present, the entire Epic Group enterprise is adhering ‘religiously’ to their road map to achieve Higg Index Leadership by 2023, as part of the Sustainable Apparel Coalition.

“By looking at manufacturing through fresh eyes and thinking outside the box, we intend to create zero defect, innovation-driven, and environmentally sustainable manufacturing units.

PERPETUAL INNOVATION: FACTORIES OF THE FUTURE “Our micro-factories, located in Dhaka, Bangladesh, and Hawassa,

“WE WANT TO ADDRESS THE ECONOMIC, ENVIRONMENTAL, AND SOCIAL EQUATION BY MINIMISING THE CONSUMPTION OF KEY NATURAL RESOURCES TO THE LOWEST POSSIBLE LEVEL” - RANJAN MAHTANI, GROUP CHAIRMAN

MANUFACTURING

The combination of various automated and digitalised general-purpose sewing machines improve operation availability.

Production efficiency, meanwhile, is maximised by visualising data on operation availability through networked production facilities.

Textile Supply Chain Management

Production time, which used to be manpower-dependent, is reduced greatly as a result.

Your full-range, one-stop denim and woven fabric supplier

See our

latest

collections E: info@tak-sang.com T: (852) 3552 8800

tak-sang.com

A Thank You from the Chairman For Epic Group Chairman Ranjan Mahtani, there is endless gratitude for the workforce that is the backbone of the company.

“I would like to use this opportunity to thank all of our Epic personnel and our Associates for their relentless work towards excellence. I acknowledge that our people, whether in our factories or our offices in Asia, Africa, Europe, and the US, all work tirelessly to artfully create the quality garments that we supply to our renowned customers.

“They are the pride of our company.”

Ethiopia, are agile production facilities with shorter production lines, multiskilled operators, and advanced technology in terms of equipment and digitalisation. These facilities will be fully operational by 2022 and are under construction as we speak,” Mahtani concludes.

As evidenced by the development of the micro-factories regarding

the incorporation of sustainability practices, constant innovation is a staple behind the technology of Epic Group’s manufacturing processes.

This guarantees a continual standard of quality and compliance.

“Addressing the current needs of our customers, Epic Group is undertaking transformational initiatives by creating factories of the future, versatile by APAC Outlook issue 50 | 97

EPIC GROUP

design and able to answer the new demands of our customers in terms of speed, agility, and smaller runs.

“We are also creating an advanced warehouse, equipped with the latest equipment and technology,” Mahtani comments.

With an impressive roster of clients, supplying more than 80 million garments a year to the likes of Walmart, Levi Strauss, Tesco, Sainsbury’s, Amazon, and Uniqlo.

Epic Group prides itself on being a supplier of utmost quality, certified and approved by the world’s largest retailers.

“To us, running state of the art facilities means keeping up with the latest innovations in machinery and processes, providing quality products and services. These services include a cutting-edge design studio to turn your fashion ideas into a tangible, manufacturable reality,” Mahtani explains.

The Epic Group design team produces four collections a year, introducing 100 new fabrics each season. This is guaranteed by strategic investments and a ‘no shortcuts’ approach with stringent company-wide standards.

“To put it simply, we compete against ourselves. We take the sentence, ‘we are our biggest 98 | APAC Outlook issue 50

“OUR CORE PHILOSOPHY OF CONTINUOUSLY IMPROVING, BENCHMARKING OURSELVES, AND RAISING OUR BAR IS WHAT SUPPORTS US EVERY DAY” – RANJAN MAHTANI, GROUP CHAIRMAN competitor’, to the letter,” he states.

An in-house laboratory performs rigorous garment and textile testing.

At Epic Group’s flagship fully airconditioned 500,000 square foot factory, technological innovation is omnipresent with automation woven into every stage of the manufacturing process.

“Our core philosophy of continuously improving, benchmarking ourselves, and raising our bar is what supports us every day.

This mindset is shared by our teams and spread across our operations, from product development, innovation, and manufacturing processes to the highest level of social and environmental standards, and beyond.”

PEOPLE FIRST For Mahtani, Epic Group’s people are the company’s core assets. He is also a strong believer in teamwork. For him the most important people are the associates working on the floor, as they “keep the needle moving.” Also, he is creating a diverse, smart ‘think tank team’ of executives that can take the company to next level.

As evidenced by the advanced facilities of their flagship factory, Epic Group demonstrates how technology can be beneficial not only to their manufacturing prowess but also for accommodating their workforce, creating a comfortable working environment.

With over 30,000 employees, Mahtani is cognisant of the moral responsibility of suppliers in such a labor-intensive industry. Epic Group pride themselves on high standards of ethical and social compliance and endeavor to nurture a symbiosis of passion and profession amongst their employees.

“We try to promote good and healthy practices,” explains Mahtani.

“One example of this is the way we transfer wages to our Associates through electronic banking in a completely automated way, thus making the process transparent and compliant with our values and standards.”

MANUFACTURING Operating on the central tenets of honesty, integrity, and zero-tolerance, Epic Group promotes education and training to foster internal development.

“Our Human Resources team manages our Epic University, where our people acquire skills and knowledge,” he explains.

“We recently partnered with BRAC, a leading not-for-profit organisation.

LOOKING AHEAD – EPIC GROUP’S KEY PRIORITIES • To continue to invest in their people and grow them • To be even more agile and nimble with a shorter turnaround time for their customers • To enhance their manufacturing facilities and complete new micro-factories to be operational by 2022 • To aggressively pursue their sustainability roadmap to achieve the Higg Index Leadership goal by 2023

We are also in the course of training 500 selected female workers who will hopefully become supervisors and managers once their development programme is completed. We believe in promoting internal talents and provide clear career paths for motivated persons, both in our factories and offices.”

The group takes equal pride in its clientele, and number over 200 staff members dedicated to client service, providing design, product, and development to seamlessly coordinate the entire process of manufacture.

“Our solid and loyal customer base has been developed over decades of working relationships built on mutual trust and professional respect,” comments Mahtani.

‘EVERY CHALLENGE IS AN OPPORTUNITY’ In keeping with Epic Group’s motto, the slump in demand that arose from the coronavirus pandemic of 2019/20 bought an opportunity for reinvention.

Quickly identifying a change in consumer habits introduced by ongoing national lockdowns and other restrictive measures across the world, Epic Group promoted their diversified offering with clothing lines that were more suited to the current

market, such as leisure and comfort wear, rather than formal wear and office apparel.

Looking at the needs of the hour, Epic Group also started producing masks at its Ethiopian manufacturing facility under a controlled environment and through automated machinery with minimal human interference.

Above all, Epic Group re-evaluated their current practices within their supply chain in an attempt to combat the challenges of disruption within the retail markets with regards to inventory “Suppliers are our key partners – they form an integral part of our value-added proposition,” states Mahtani.

However, rather than continuing to operate through the traditional ‘long and fragmented’ supply chain that is constantly pushed to find the cheapest cost with clothing production, Epic Group sought to redefine the value chain to create an ecosystem with shared responsibilities. Thereby, the cost of implementing the newfound responsibilities of adapting to the pandemic and new sustainability practices was not shouldered solely by the supplier.

Not allowing such challenges to thwart the group’s expansion efforts and with the implementation of new automated machines, Epic Group endeavors to become a shining example in the new way of working.

With a ceaseless demand coinciding with the growing disposable income of the Asian market and an ambitious worldwide vision with dedicated brick and mortar expansion, Epic Group will continue to clothe the world for years to come.

Tel: +852 3512 0800 info@Epichk.com www.Epichk.com

APAC Outlook issue 50 | 99

COOKES

100 | APAC Outlook issue 50

MANUFACTURING

Committed to

QUALITY Matthew Woolley, General Manager NZ at Cookes, discusses his organisation’s customer-centric approach to delivering quality products and services Writer: Sean Galea-Pace | Project Manager: Ryan Gray

It is an incredible time to be working in the manufacturing space.”

Those are the words of Matthew Woolley; the General Manager of Cookes. As a highly experienced professional in the field, he has witnessed how the manufacturing industry has transformed as a result of Industry 4.0 and digitalisation.

Having served the company for a number of years before becoming the General Manager, Woolley is tasked with defining, articulating and leading the implementation of business strategy, while empowering employees through cultural change and leadership. Part of this process has been to articulate Cookes’ key purpose in the market and why they do what they do, which is to get people home. “It’s the reason we are leaders in our field, we aim to get people home safely through our brand promise, which is no compromise on quality, ever”.

As the New Zealand brand of

Bridon Bekaert the Ropes Group, Cookes is considered a leader in the development, manufacturing, sales and testing and inspection of steel wire, synthetic fibre ropes and lubricants.

“The demand for wire rope, technical fibres and wire manufacturing across the BBRG group is strong with many of our factories struggling to keep up with demand.”

Cookes possesses over 100 years of experience as the leading lifting and total service solutions provider to the crane and construction, forestry, fishing, aquaculture, engineering and energy, transport and shipping, earthmoving and agriculture and horticulture markets. Woolley believes his organisation doesn’t compromise when it comes to quality and safety.

“Nationally, our people have the collective knowledge and experience that spans years of service; our customers benefit from that every day,” explains Woolley. “No matter the industry you are in; construction, forestry, marine or agriculture if you have a problem, Cookes can solve it.

That means better performance and profitability for our clients’ business.

“Our business revolves around the use and support of industrial machinery where any unsafe practice can lead to serious harm — safety always comes first,” he adds.

“Whether we’re manufacturing, testing, certifying or supplying;

APAC Outlook issue 50 | 101

COOKES health and safety is paramount for our employees, contractors, and customers. We are experts in ensuring that the equipment you use is fit for purpose. Cookes’ in-house testing, height safety services, mobile testing services, non-destructive testing and specialist rigging services ensure your equipment meets and or exceeds all relevant Australia and New Zealand standards.”

The organisation puts the customer first in all that it does, while driving innovative and practical solutions that reduce downtime and increase productivity. Since 2014, Cookes has focused on the distribution of the Bridon and Blue Strand rope brands for BBRG and the continued supply and distribution of lifting and marine equipment in New Zealand.

ASSEMBLY AND INSTALLATION To maximise the life of clients’ ropes and ensure the compliance and longevity of lifting, marine and height safety equipment, Cookes has the capabilities to provide assembly and installation of assets. Its team of expert technicians and riggers are skilled at: • Installation of new or replacement wire and fibre ropes for a range of industries and applications including: ski lifts, cranes and fishing vessels.

• Installation of permanent and fixed height safety solutions.

• Assembly of custom designed wire rope and chain slings.

• Fittings for wire ropes including socketing and end terminations.

102 | APAC Outlook issue 50

“Cookes is committed to supplying quality products and service,” says Woolley. “We have held ISO 9001 certification since 1992 and expanded this to include the ISO 14001and OHSAS 18001 certification, demonstrating our commitment to quality, sustainability and safety.

More recently, we have achieved full member accreditation with LEEA, the internationally recognised standard in lifting, providing further assurance of our ability to deliver quality solutions that consistently meet or exceed your needs.”

A HISTORY OF COOKES Cookes finds its heritage in William Cooke and Co., founded in 1866 in Tinsley, Sheffield, as a large manufacturer of the time that produced steel, iron, and wire ropes. In 1911, William Cooke and Co. were established in Auckland, New Zealand, marking the beginning of Cookes – New Zealand’s leading wire rope and lifting solutions provider.

Throughout the 20th century, the New Zealand business continued to succeed, enabling its industrial and commercial sectors to grow and build within the country. In 1954, William Cooke and Co. were acquired by British Ropes, who were at the time the world’s largest manufacturer of steel wire and fibre ropes, in New Zealand, this led to the company trading for the first time as Cookes.

In 1974, British Ropes changed their name to Bridon, now known as Bridon-Bekaert.

Over the next four decades, Cookes would expand its reach across New Zealand, adding 11 locations around the country. During this period, the Cookes name was changed to reflect various ownership structures and the incorporation of the New Zealand fishing supplier brand Gourock.

Cookes is the name at the very heart of how this country was built: its products have been enabling New Zealand’s heavy lifting, hauling,

Pacific Hoists Pacific Hoists is a privately owned business and leading innovator in the New Zealand lifting and materials handling markets.

The company’s achievements are based on the commitment to supply quality equipment at a competitive price whilst striving to maintain and improve levels of service, customisation and customer satisfaction. Their commitment to operational and safety excellence is demonstrated by accreditations which include ISO 9001, AS 4801, NATA and LEEA. Pacific Hoists is also committed to a long-term strategy that prioritises reducing the impact on the environment as the first carbon neutral company within the lifting and materials handling industry.

Pacific Hoists has contributed to reforestation efforts in New Zealand and Australia through the Rameka Reforestation and Restoration Carbon Project and the Yarra Yarra Biodiversity Reforestation Project.

The projects are recognised by the international Environmental Registry, the Commonwealth Government, and the New Zealand Emissions Trading Register.

Pacific Hoists will continue focusing activities on indigenous culture, marine and land environment, which encompasses their environmental care and social responsibility goals.

Furthermore, Pacific Hoists donates to the McGrath Foundation and the Child Cancer Foundation to help make a difference to families impacted by cancer.

www.pacifichoists.co.nz

THE JDN AIR HOIST MINI – FOOD GRADE DESIGN The highest benchmark for the food and dairy industry.

The new Mini delivers a smooth operation with a wealth of innovative features. This includes food grade lubricants, a motor housing of uncoated cast aluminium, chain, chain inlet, load sleeve and hooks made of stainless steel.

Available lifting capacities up to 980 kg.

EXTENDED LIFECYCLE Increased operating time to 800 hours bringing down cost of ownership.

CORROSION RESISTANT Insensitive to high air humidity, cold and heat.

EASY TO CLEAN Resistance to water and usual cleaning agents.

NO SHORT CIRCUIT We avoid electrical components and default risk is being minimized. Also suitable for the use in hazardous areas (milk powder, flour, coffee etc.)

EASY MAINTENANCE Faster, easier, cheaper. With free Service App for maximum information transparency.

Contact Details: 11 Druces Road Wiri, Auckland 2104 New Zealand +64 (0)9 263 5566 www.pacifichoists.co.nz

COOKES hoisting, trawling and digging industries for over 100 years. Cookes is currently operating several large projects underway across the country, which covers infrastructure, cranes and industrial, aquaculture, transport and primary industries. Woolley points to three particularly influential projects that stand out for him: Radio New Zealand Towers, Hydro Dams and Sealord’s Tokatu.

“We commissioned in-depth reports on the condition of their (Radio New Zealand) guying systems across their national network of

MAINTENANCE AND REPAIR An industry leader in the supply of steel wire rope, synthetic ropes, lifting, rigging, load restraint and marine equipment, Cookes is renowned for its ability to repair and maintain assets to a safe and reliable standard.

Its nationwide maintenance and repair services are delivered through Cookes’ team of trained and accredited test technicians, ensuring equipment is always fit for purpose.

- Lubrication of wire ropes with specifically formulated lubricants designed to withstand harsh conditions and ensure the longevity of wire rope.

- Wire and fibre rope termination repair and re-splicing.

- Full component maintenance and repair of lifting and height safety equipment.

- Net repair and storage from two net lofts in Nelson and Timaru.

104 | APAC Outlook issue 50

towers and supplied their guying strand,” explains Woolley. “We supplied all the hoist ropes to the Hydro Dams across the South Island when they were being constructed during the ‘Think Big’ era. Finally, we outfitted the Sealord fishing vessel with warps, doors and nets.”

The organisation is renowned as the authorised distributor of the world’s leading industrial brands: The Crosby Group, Green Pin, Yoke, RUD, Kito and Dynamica. “Supplier and partner relationships are key to delivering a strong and consistent business model,” explains Woolley. “Within a relationship we look for quality brands, great people within organisations and reliability of supply.”

INSIDE COOKES’ KEY INDUSTRIES

Cranes and Construction – Cookes has been supplying wire rope and lifting equipment to the cranes and construction industries in New Zealand for over 100 years. As the New Zealand brand of Bridon-Bekaert the Ropes Group, the company has

access to world-leading product and rope technologies that offer enhanced rope life and reduced machine downtime.

Forestry – In 2018, over 35 million cubic metres of roundwood were harvested and transported countrywide to sawmills, pulp and paper plants and ports for export. Cookes is an end-to-end solutions provider to the forestry industry. Its equipment is leveraged to harness efficiency, safely transport logs across New Zealand, lift haul and shift equipment in processing plants and lift and lash logs for export.

Fishing and Aquaculture – New Zealand has the fourth largest marine fisheries waters in the world and the ninth longest coastline, translating to around 600,000 tonnes of seafood which is harvested in New Zealand waters every year. As one of the world’s fastest growing primary industries, demand for aquaculture products is anticipated to strengthen significantly as the world’s population grows and wild-catch levels remain relatively static.

MANUFACTURING

Engineering and Energy – Cookes provides high-performance product solutions and services to New Zealand’s energy and engineering sectors. New Zealand’s electrical generation and transmission and distribution market are essential to everyday life. As such, Cookes offers high-quality products and innovative services to support the energy sector.

Transport and Shipping – New Zealand is heavily reliant on the transportation of goods both in and around the country as well as exporting and importing by sea.

Sea freight is vital to New Zealand’s transport infrastructure both within New Zealand, and as a link to global trade. With over 90 percent of New Zealand’s total freight transported by road, Cookes’ high-performance load restraint and recovery products support heavy haulage and general freighting within New Zealand.

Earthmoving – Cookes has a

plethora of experience in New Zealand’s mining, quarry, and civil engineering sectors. Cookes collaborates with customers to fashion tailored solutions that adds value to businesses by reducing downtime and offering cost-effective solutions and services.

Agriculture and Horticulture – New Zealand is based on agriculture. For more than 100 years, New Zealand farmers have leveraged Cookes’ products to build their industry.

Its high-performance product and service solutions allows New Zealand’s agriculture to be the world leader in technology and innovation.

to New Zealand’s fishing industry.

Moving forward, Woolley is optimistic about the future of his organisation post-COVID-19.

“It’s important that we reset and begin to shape the future of Cookes as a more customer-focused business with digital technology being a key focus in the coming years,” he explains. “It is our way of giving our customers more platforms and ways to trade and interact with Cookes. We have a commitment to provide unique and specific solutions tailored to the unique needs of our customer.”

LOOKING AHEAD For Cookes, finding a partner to recycle synthetic materials such as fibre rope and netting is the priority for the rest of 2021. It is expected that the impact this can have to clean up waste going to landfill will be vital

Tel: 0508 274 366 contact@cookes.co.nz www.cookes.co.nz

APAC Outlook issue 50 | 105

ALFAGOMMA AUSTRALIA

Setting the Standard As a leading name in the manufacture of hoses and fittings, Rick Sacco, Managing Director at Alfagomma Australia, discusses his firm’s competitive advantage Writer: Sean Galea-Pace | Project Manager: Ryan Gray

L

eading the market is a challenge.

Retaining that position for a sustained period of time is even harder.

For Alfagomma Australia, the world’s largest independent manufacturer of hoses and fittings, it’s something that Rick Sacco, Managing Director at the organisation, embraces 106 | APAC Outlook issue 50

and points to his company’s talent management strategy as a key component for success.

“The people recruited in the first five years of business made the difference between us and our competitors,” he explains. “The team at Alfagomma made the strategic decision to become focused on the

underground mining business. We were highly innovative and specialised in developing the right products for the industry.

“As a result, Alfagomma now dominates the mining market with our reputation for being a quality manufacturer of fluid handling systems products with a special focus

MANUFACTURING

on hydraulic hoses and industrial hose and fittings. Our customers and their loyalty are what continues to drive our business.”

With a people-centric mindset, Sacco stresses that his company’s people are a key reason for success. “Our employees are highly experienced and knowledgeable

within the mining markets and general industry,” he discusses. “Our business demands experienced people with technical ability to service specialised industries such as mining. Therefore, it is essential to recruit the right people. Remuneration has a lot to do with retaining people particularly when competing with large mining

companies who remunerate well.

“We compete by providing our people training and development programmes to strengthen skills within the industry, share our success with employees, provide an ethical working culture, provide work in modern, state-of-the-art facilities that are purpose built, motivate through APAC Outlook issue 50 | 107

ALFAGOMMA AUSTRALIA

Alemlube YOUR EQUIPMENT PARTNER Alemlube is a progressive, innovative and customer focused company that is committed to making a valuable contribution to industry in Australia, New Zealand & Papua New Guinea.

Flexible and quick to react and respond, Alemlube’s core philosophy is based on constantly reassessing what industry requires and is looking for whilst at the same time working with our distributors to reach and achieve their goals and objectives.

Representing and working closely with many of the world’s leading manufacturers and brands in the fields of lubrication and refuelling equipment, hose storage and retrieval solutions, spill containment products, vehicle hoists and wheel servicing equipment, Alemlube delivers and supplies a complete portfolio of products and services.

Alfagomma Australia’s hose product line

quality management and leadership.

Our sales and technical team have the opportunity to work with major account customers which is both challenging and rewarding.”

Sacco has worked at the organisation since 1994 across several different roles such as Sales Manager, General Manager and his current role as MD. With such considerable experience, he believes the space is an exciting place to be. “It’s still a rapidly growing industry with global demand for minerals such as gold, nickel, copper and energy resources such as coal, oil and gas,” affirms Sacco.

“Our business is very much driven by commodity demand.”

Upon first making his way in the industry, quality fluid power manufacture and distribution companies were minimal in the Australian market and Sacco saw the potential. “There was a real opportunity for Alfagomma to come into the market and make 108 | APAC Outlook issue 50

a difference,” he explains. “The difference was taking our product from the manufacturer direct to major mining companies in strategic regions of Australia. We sell what we manufacture.”

Alfagomma Australia’s mobile hose service operates throughout Australia with quality experienced technicians.

Sacco believes its model is unique and partners with its technicians to deliver the best possible service at an affordable price. “Our Hiflex model is somewhat unique because we partner with our technicians to deliver the best possible service at the best possible price,” he explains. “They are motivated to provide excellent customer service and they earn the best commissions in the industry. We recruit only the best hose technicians to assemble, repair and service our customer’s hydraulic hoses.”

Founded in 1956 by Felice Gennasio in Monza, Italy, the business is still privately owned by Felice’s two

Hose Protection Australia Hose Protection Australia is a market leading manufacturer and supplier of hose protection products designed to perform in the most extreme and demanding of environments.

With strict manufacturing operations and procedures, you can be confident our products are the best available ensuring leading suppliers like Alfagomma receive a consistent, quality product time and time again.

Along with our cornerstone HDPE spiral wrap and nylon burst sleeve products, HPA also sells caps & plugs, whipchecks, cam buckle straps and firesleeve.

Our business is built on a philosophy of delivering a high performance product with exceptional service at a competitive price.

www.hoseprotection.com.au

MANUFACTURING

YOUR PARTNER IN UNDERGROUND COAL MINING & GENERAL INDUSTRY

alemlube.com.au

Hose Protection Australia Proudly supplying quality hose protection products to Alfagomma branches across Australia and around the globe.

Factory & Head Office: Perth, Western Australia | +61 8 9455 4762 | office@hoseprotection.com.au | www.hoseprotection.com.au

APAC Outlook issue 50 | 109

ALFAGOMMA AUSTRALIA sons Guido and Enrico. Today, the Alfagomma enterprise employs around 3,915 people in 86 sales outlets and 22 manufacturing plants worldwide and is ISO 9001 and 14001 quality certified. Having operated in Australia for 30 years, the firm operates eight branches with over 200 employees, contractors, licensees, and distributors.

In 2005, Alfagomma Australia won its first million-dollar project to supply and install specialised mining hoses for the underground longwall mining industry. In October 2016, the organisation opened its national distribution facility in Eastern Creek, New South Wales. The 10,000 square metre facility is one of the largest and most advanced distribution warehouse and hose assembly facilities in the industry.

For the past 20 years, Alfagomma Australia has been involved in the majority of projects involving the supply of hydraulic components for underground tunnel projects.

In June 2021, Alfagomma Australia celebrates 30 years in the Australian market. As such, Sacco is excited to celebrate this achievement with both staff and customers. “Our evolution hose is of a superior quality and has unprecedented performance,” explains Sacco. “Evolution hoses are known for having extra safe construction, extreme flexibility in suction and delivery, and exceptional manufacturing tolerance control. The company invested millions of dollars in the upgrade of equipment in the manufacturing facilities globally. The evolution product manufactured today is the most technically advanced product in the market today and at Alfagomma, we are all proud of the development.

“We are investing in our Hiflex mobile hose service where we have a vision to deliver the best possible service and price to our customers in Australia. With a potential market of $300 million per annum, the Hiflex Mobile Hose Service is a focus in our investment.”

LB Wire Ropes LB Wire Ropes has manufactured the Expanda range of cable stockings since the 1970’s. During this time the main application of cable stockings has changed from hauling to a hose restraint safety device.

LB Wire Ropes and Alfagomma have partnered in a 15+ year relationship to develop a range of hose restraints that utilise high quality materials and innovative design and manufacturing techniques to meet both the technical and economic demands of the mining industry.

LB Wire Ropes pride ourselves partnering with locally based businesses like Alfagomma and on Australian manufacturing, the complete range of Expanda Cable stockings and other hose restraints are manufactured in our Sydney based facility.

expanda@lbwireropes.com.au

APAC Outlook: How important are partner and supplier relationships to the success of your business? What do you look for in a partnership?

Rick Sacco: “The majority of our products are manufactured by our parent company and therefore as an organisation we share the same vision and strategy. In terms of partnerships, we look to meet customer expectations and innovate in development and success. For third party suppliers we look for strategic long-term relationships with the same vision.”

110 | APAC Outlook issue 50

MANUFACTURING

Hose Restraint Equipment:

• Cable stockings • Wire rope slings • Whip checks Additional Equipment: • Plate clamps • Rail clamps • Chain slings • Wire rope slings • Lifting equipment

Additional Services:

• Equipment inspection • Proof and destruct testing • Engineering

3 Amax Aveune Girraween NSW 2145 Australia

Celebrating Fifty years in the industry...

T +61 2 9631 8833 E expanda@lbwireropes.com.au

Made in JAPAN.

Manufacturing and supplying high quality PVC and rubber hoses for mining, construction, agricultural and industrial use.

Over 50 years of experience in the industry.

AQUASTAR CO., LTD. US Bldg. 6F, 1-6-15, Hirakawacho, Chiyoda-ku, Tokyo, 102-0093, JAPAN

indus AR

TEL +81-3-5213-4562 Email contact@aquastar-hose.jp

indus BR

• • • • •

CNC Specialised Manufacturing Fabrication - New & Repairs General Engineering & Repairs Zinc Electroplating Stick, Tig & Mig Welding 7 Bird Street, Ayr Qld 4807 admin@nu-tek.com.au 0747835221

www.nu-tek.com.au APAC Outlook issue 50 | 111

ALFAGOMMA AUSTRALIA

ALFATRACKA APP Alfagomma Australia has introduced a cloud-based hose assembly tracking system that is available to all customers globally called AlfaTraka. It is a cloudbased software programme developed by Alfagomma to maintain and prevent hydraulic hose breakdowns. It begins through the creation of a hose assembly specifically built to specification in the workshop.

The data relating to the assembly is uploaded to AlfaTraka in the workshop and helps support its clients’ hydraulic hose management plan. It can assist the following: • Regularly review the lifecycle and safety of hydraulic hoses.

• Trace the components, assembly and installation of hydraulic hoses and fittings.

• Make informed and safe decisions utilising the service schedule function.

• Allow customers to conform to stator requirements and best industry practices.

• Set up various automated tasks with flags and reminders.

112 | APAC Outlook issue 50

Through its eight distribution facilities, Alfagomma Australia’s product comes directly from its manufacturing facilities in Europe or Asia to its distribution warehouse in Eastern Creek supply direct to its branches or customers. “Today, we also have a 27,000 square metre warehouse facility in Malaysia adjacent to our manufacturing plant where this facility supports our Australia distribution operation with

product delivered in two weeks,” says Sacco.

When it comes to developing robust and sustained relationships with partners, aligning to a common objective is essential to Sacco.

ALFATRACKA APP - PROCESS It begins with the creation of the assembly which is built to specification at the workshop. This data relating to the assembly is uploaded to Alfatraka

MANUFACTURING

and makes each assembly unique in its own data. Subsequently, a label is placed on the assembly which includes the Alfatraka QR image for scanning with a smart device. The QR image is the gateway to all the information related to that individual assembly.

This means less clutter on the hose assembly as the QR image can be printed on multiple surfaces.

The AkfaTraka content management system (CMS) can be accessed using any web browser on any device. The CMS is leveraged to manage AlfaTraka components and administration functions. The CMS allows clients to: • Use the extensive search function to retrieve a components lifetime cycle history.

• Send a replacement order.

• Store historical data of product application or failure.

• Receive notifications when certain

flags are triggered.

• Import and export data from programmes such as Microsoft Excel, Adobe PDF and other database programmes.

• Create reports for specific data analysis.

• Administer configuration and users.

AlfaTraka is a hub where hose information can be managed and reported on. AlfaTraka can be integrated directly into the current inventory system. The AlfaTraka application is available for smart devices and can be found in the Google Play Store for Android devices and the App Store for iOS devices. The App allows you to scan a component to retrieve the lifecycle history, send a replacement order, store historical data of product application or failure and receive notifications when certain flags are triggered.

Looking ahead, Sacco affirms his organisation has big plans to grow its market share in open cut mining and oil and gas. “We are looking for more technicians to join our Hiflex mobile hose service to support the open cut mining and construction markets,” he explains. “We have just recruited a senior manager to head our oil and gas division and will be hiring a specialist sales team for this market. We will continue to lead the market in Australia in innovation, quality, people and technology across all industries.”

ALFAGOMMA AUSTRALIA Tel: +61 (2) 98 53 09 00 sydney@alfagomma.com.au www.alfagomma.com.au

APAC Outlook issue 50 | 113

uab BANK

114 | APAC Outlook issue 50

FINANCE

The Best of Banking We spoke to Chris Loh, CEO of uab Bank, about the company’s place within Myanmar’s finance sector Writer: Marcus Kääpä | Project Manager: Vivek Valmiki

B

ordering China and a close neighbour of India, Myanmar is set between two giants of global industry.

Previously known as Burma, the country is renowned for its jungles, unique culture, and ancient temples that mark a rich history. Yet in contrast to this, Myanmar is also a hub of increasing development, both on the technological and financial front.

Myanmar’s uab Bank is a fully-fledged universal banking group, and one of the four banks that have an investment banking license. With a whole spectrum of services, uab Bank is one of the top financial entities in the nation and continues to serve its customers with outstanding and innovative methods necessary in the rapidly evolving digital age.

“We have been around for 11 years, and we were established as part of the four licenses given in 2010,” Chris Loh, CEO of uab Bank, states proudly.

“We have a clientele base of about just over half a million, and approximately 2,000 employees covering 78 countries including 17 locations across Myanmar at present.”

APAC Outlook issue 50 | 115

uab BANK AN ALTERNATIVE PATH Loh has worked in the finance sector for over 20 years, however, hadn’t initially planned to enter the space.

Prior to his choice to go to university, Loh fluctuated between many jobs, including selling street food, working at bakeries, and fast-food services. At university, he undertook an engineering degree that engaged his interests and involved a six-month internship as part of the course’s requirements.

He found himself joining consulting firm Accenture (known prior to this as Anderson Consulting) during this six-month period – an experience that spurred him towards the position he holds today.

“It was those six months at Anderson Consulting that really piqued my interest in banking, and ever since that, and after I graduated from university, I spent the next 13

years at the firm purely carrying out banking-related projects,” Loh explains to us.

“I ended up running the entire Accenture management practice across Southeast Asia. We were among the first to be responsible for consulting and support experience with deposit to adoption and transition.”

Following this, Loh left Singapore and spent two years working for Barclays based in London, where he was a Chief Functional Architect, also spending much of his time in various locations around the world, including Indonesia, Bangkok, Hong Kong, and Malaysia before ending up joining RHB Group. Here, Loh held multiple positions, such as Chief of Strategy, and afterwards the Head of International Business. Now he sits as CEO of uab Bank.

AT A GLANCE: uab BANK uab Bank is a leading bank in Myanmar. Recognised for its successful transformation and leadership in the Myanmar banking sector amidst the regulatory changes and governance requirements, uab Bank was named ‘Myanmar’s Best Bank’ by Euromoney, ‘Best Bank for Corporate Governance Myanmar’ by Global Banking & Finance, ‘Mid-sized Domestic Retail Bank of the Year’ by Asian Banking & Finance and was ranked first in Corporate Governance Disclosure by Pwint Thit Sa (TiME) Report published by the Myanmar Centre for Responsible Business.

Established in 2010, uab Bank are now serving our customers from a growing network of over 78 branches in 47 townships across Myanmar. uab provides a wide range of financial services including consumer banking, premier banking, SME banking, corporate banking, trade finance and treasury services. Through its subsidiary uab securities, it also provides brokerage services, corporate and financial advisory, investment banking and capital market activities.

At uab Bank, the company believes in leading the way towards a better Myanmar, humanising banking, connecting people, creating opportunities and changing lives. In December 2017, uab launched “Be The Change Myanmar” initiative that represents our commitment to driving change for a better Myanmar, specifically focusing on empowering women and children. uab believes in operating responsibly and remaining committed to the community.

Myanmar Golden Rock Myanmar Golden Rock prioritises people. Its guiding principle is that people matter and operates with a mission statement of “With us – You, Our Valued Customer Always Come First.”

Its products include office automations, banking and finance, photo finishing, building and facilities and water and hygiene.

Having been founded in 1995 as Accel International, it was rebranded in 2002 to its current name Myanmar Golden Rock International. The organisation strives to be a total solution provider in the business imaging, consumer information and imaging, banking, photo finishing and building and facilities industries through offering reliable products and providing premium after sales service to its customers.

In 1995, MGR was given the sole distributorship to represent Canon. This representation covers the entirety of Canon’s products such as Multifunction printing devices, facsimiles, scanners, ink jet and laser printers, cameras and calculators. Today, MGR is partnered with many international brands such as Oracle, Canon, Kodak and Thales to name a few.

For example, through its partnership with Oracle, MGR has been delivering unparalleled services integrated business value by providing hardware, software, implementation of systems, database, and configuration with 24/7 service management.

MGR is a long-standing ICT Partner with Myanma Posts and Telecommunications (MPT) providing strong implementation and operations support using cuttingedge software for Big Data, Analytics, Machine learning and information security solutions. By using advanced business intelligence capabilities to create a centralised data infrastructure, MGR has digitally transformed outdated legacy processes and systems within Myanma’s largest telecom operator.

The organisation strives to deliver quality across its portfolio of products and is continuously on the search for opportunities to strengthen and solidify its existing product lines.

mgr.com.mm

116 | APAC Outlook issue 50

With us – You, Our Valued Customer Always Come First.

How MGR can improve your Business?

• Set clearly defined & measurable customer objectives • End-to-end IT solution design and system integration for your digital transformation needs • Engineer and deliver on prioritized projects • Implement cost effective new technology computing and storage resources • Extend early gains by leveraging on new technologies in the areas of Advances Analytics and Machine Learning/ A.I • Develop and implement Self-Service Operation procedures and Self-Help Capailities • Build capabilities by providing on-ground support to upskill and train your people

Branches and Showrooms • Yangon: Head Office, Downtown & Thilawa • Mandalay • Naypyitaw • Taunggyi

enquiries@mgr.com.mm | mgr.com.mm

uab BANK uab Bank stands out from its national peers as a company that is continually advancing and developing its security, operations, and service, as it has done since its beginnings.

“We were the first company in Myanmar to adopt biometric authentication for office entry access control,” Loh informs us.

“This operates hand-in-hand with our installed AI software. The biometric authentication process not only prevents cases of fraud, but it also increases bank security in overall.”

Technological developments for bank accounts customer security are not the only innovations at work, however. The company utilises digital services to reduce in-person bank services.

Traditionally, in-person bank withdrawals have been the primary form of bank interaction for customers. But uab Bank has changed this. The continual development of digital banking services is paramount

for the company, especially over the course of 2020 due to the restrictions on social interaction.

COVID-19 has accelerated the growth of digitalisation for a variety of industries and services across the board.

COVID-19 COVID-19 impacted almost every industry worldwide, and as many have suffered as a result of pandemic restrictions slowing or completely halting their businesses. In order to financially survive, these companies have turned to governments and banks to support them during this challenging time. For uab Bank, customers came first, and it wasn’t long before the company offered a quality services to help these businesses stay afloat.

“We were the first in the market to offer monitoring to our customers when the first wave hit,” Loh informs us.

Wiseasy & ABC Fintech (Myanmar)

As close partners of United Amara Bank from concept creation to business practice, Wiseasy Group and ABC Fintech (Myanmar) use their cutting edge digital banking solutions and rich experience in merchant services to realise financial digitalisation and revolution of Myanmar market.

Wiseasy and ABC Fintech are both certified digital banking solutions providers whose expertise lie in cloud based financial software and hardware, scenario solutions, and merchant promotion agency services for various financial institutions.

By providing one-stop digital banking solutions that offer digital payment, acquiring, reconciliation, and SME solutions for businesses in their respective markets, Wiseasy and ABC Fintech aim to empower financial inclusion via the finest fintech globally. www.wiseasy.com www.abcfintechmm.com

Trustlink TrustLink Co.,Ltd. – one of the leading system integrator companies that provides the end-to-end solutions to domestic banks in Myanmar since the banking sector started booming.

Over 11 years, TrustLink has been supplying government organisations and financial institutions with ICT, security hardware and software, developing/implementing/providing banking system and services.

Our reputation is well known in government industry by providing seamless passport system, and in the financial industry for supplying World Number – 1 cash machines and turnkey solutions of the payment to banks.

TRUSTLINK – Bringing the best value, if not the highest, to your business.

T +95 - 1 - 378406 E info@trustlinkmm.com www.trustlinkmm.com

118 | APAC Outlook issue 50

FINANCE

APAC Outlook issue 50 | 119

uab BANK ‘WE VALUE CREATIVITY THAT CONSTANTLY SEEKS PRACTICAL WAYS TO BRING IMPROVEMENTS, SOLVE PROBLEMS AND SIMPLIFY BANKING. WE LOOK TO INNOVATE AND REDEFINE BANKING IN MYANMAR, GENERATING NEW IDEAS AND OPPORTUNITIES FOR THE MARKET AND OUR CUSTOMERS’

AT A GLANCE: PURPOSE, MISSION, AND VALUES OUR PURPOSE To lead the way towards a better Myanmar, humanising banking, connecting people, creating opportunities and changing lives.

OUR MISSION • We lead changes in financial services. We are an institution of strength built on sound principles and good governance.

• We deliver banking with a heart; we care for our people and communities we are in.

• We connect people and build relationships to foster a stronger community spirit.

• We create opportunities and a better future for our staffs and our customers.

• We are the change that will empower the communities around us, and together enrich the lives of those we touch.

120 | APAC Outlook issue 50

OUR VALUES • A desire to connect. We believe in the power of building strong and meaningful relationships, connecting with fellow uabians, our customers and the community we are in. We strive for success that is inclusive through teamwork and collaboration, valuing each other’s contribution and opinions.

• A passion to create. We value creativity that constantly seeks practical ways to bring improvements, solve problems and simplify banking.

We look to innovate and redefine banking in Myanmar, generating new ideas and opportunities for the market and our customers.

• The courage to lead change. We have the courage to lead change, recognising that change is disruptive yet necessary. We want people who will stand up to their ideas, look forward to the future and challenge the present. We believe in a performance driven culture, yet always having in mind the importance of integrity, stewardship and building a sustainable future for our people and our country.

FINANCE “For many covering various industries, such as hospitality, travel, and real-estate, uab Bank offered six months of a grace period for business payments, giving these companies breathing room during such a challenging time. We deferred these payments for the six-month period so that these businesses didn’t have to worry about trying to meet their obligations, and also increased our consultation advice for our customers who required that kind of support.

“This six-month period we have extended up to a 23-month period to aid individuals and companies further, and we have not reduced our company salary payments as we believe in maintaining full employee support and welfare.”

SAI SAI PAY This people-centric support is an aspect of business that uab Bank holds in high regard and focuses its operations around. It’s Sai Sai Pay App is one example of this.

Working alongside the famous Burmese celebrity Sai Sai Kham Leng, uab Bank launched Myanmar’s first celebrity app to help create a digital lifestyle ecosystem and support the local music and film industry in order to raise funds for COVID-19 and those who required support the most.

Sai Sai Pay gives customers free access to live-streaming, music services, e-commerce, online rewards, and even a fan club feature that gives individuals the chance to interact with local artists to support and chat to them.

Together with the launch of the app, “Sai Sai Birthday Show in Bedroom” that was live-streamed exclusively to app users only during April of 2020, Sai Sai’s fans were able to donate to the COVID-19 relief fund, to assist in relief work during the pandemic. A sum of 80.2 million Myanmar Kyat (MMK) was raised.

The company is also investing in establishing separate banks as hubs of activity for socialising, and now

“UAB BANK ARE CREATING A FLAGSHIP BANK THAT WE ARE PARTNERING WITH A RESTAURANT FROM SINGAPORE TO COMBINE SERVICES IN ONE SPACE” – CHRIS LOH, CEO, UAB BANK that COVID-19 vaccines are being rolled out worldwide, this becomes an exciting prospect. “uab Bank are creating a flagship bank that we are partnering with a restaurant from Singapore to combine services in one space,” Loh explains.

“It will be a location that you can go for food, or a drink and socialise, and the bank will be there for you.

In this way, the bank merges with an alternative service to form a social space that caters to many needs and creates a hub of activity for customers.” uab Bank’s quality services can be seen through its multiple awards in the finance sector. For two years running (2019 and 2020) the company has been awarded “Myanmar’s Best Bank” and was also

ranked 1st at the 2020 Pwint Thit Sa Report released by the Myanmar Centre for Responsible Business.

This latter accolade being an annual initiative that reviews the corporate disclosure of companies in Myanmar and covers areas of corporate profile, corporate governance, sustainability management, and reporting – transparency being one of uab Bank’s key values.

uab BANK Tel: +95 1 470 7000 info@uab.com.mm www.uab.com.mm

APAC Outlook issue 50 | 121

PIPER ALDERMAN

World-Class Law Expertise Tony Britten-Jones, Managing Partner at Piper Alderman, tells us about his company’s agile approach to law in Australia Writer: Sean Galea-Pace Project Manager: Ben Weaver We are a firm that prides itself on our ability to evolve and innovate.”

This is Tony Britten-Jones, Managing Partner at Piper Alderman.

His company is a premier commercial law firm in Australia, with offices in Adelaide, Brisbane, Melbourne and Sydney. Today, Piper Alderman has eight main speciality areas – commercial litigation, corporate and commercial, property and development, projects, infrastructure and construction, employment relations, restructuring and insolvency, financial services and fintech and intellectual property and technology.

Having first joined Piper Alderman in 2003, Britten-Jones stepped into his current role in January 2015. With over two decades of experience, he is quite clear about Piper Alderman’s competitive advantage.

“We compete at the highest levels in our niche areas of practice, but have managed to retain our independence and a personal relationships focused approach to our clients as well as avoiding the ‘Big Law’ characteristics of the majority of 122 | APAC Outlook issue 50

other firms providing corporate and commercial law services at a national level across Australia. We are known for our pragmatism, our ability to get deals done as well as successfully conducting ground-breaking litigation in a number of areas.

“We have a diverse range of clients within our areas of practice,” discusses Britten-Jones. “A particular concentration with our sweet spots being midcap public and larger private entities that operate at a national or semi national level, entrepreneurs whose businesses are in growth mode, select public sector, education and not for profit institutions and overseas based companies operating or investing in Australia.”

COMMUNITY FOCUS Piper Alderman has a strong commitment to its community service. The organisation has created a robust culture which prioritises ethical choice and social responsibility. This means its people are passionate about helping others both inside and beyond the firm.

The organisation believes in access to justice for everyone. As such, Piper Alderman’s team is dedicated to the provision of pro bono legal services across all levels of the firm.

Piper Alderman actively supports organisations with limited access to legal services including schools and educational institutions, charities and community legal centres.

FINANCE

PIPER ALDERMAN

Cinderellas We have been providing cleaning services to Piper Alderman, one of Australia’s most prestigious law firms, since 2009.

Over this time, I have developed a close and productive working relationship with Office Manager, Loula Kentish.

Our cleaners know it is a privilege to work for Piper Alderman.

We have been entrusted to uphold the highest standards.

We achieve this by maintaining a team of highly trained, professional, caring staff who consistently deliver outstanding results.

Can we do the same for you?

At Cinderellas we can solve your cleaning problems with world class solutions.

Mark Ferdinands, Managing Director

ABOUT TONY BRITTEN-JONES Tony specialises in commercial property and has particular expertise acting in relation to retail and office developments, residential and mixed-use projects, commercial tenancies, community and strata title matters.

Tony provides stamp duty and GST advice and negotiates with landlords, tenants, builders, financiers and the FIRB. Tony has been recommended in The Legal 500 Asia Pacific for his ‘confident, timely, professional and well considered advice’ as well as his ‘breadth of knowledge.’ Client feedback has described him as a ‘very competent, no fuss lawyer that gets stuff done quickly and efficiently.’

Tony was named as The Best Lawyers® in Australia ‘Adelaide Lawyer of the Year’ for Leasing Law in the 2019 edition and for Real Property Law in the 2013 edition. He has also been recognised by Best Lawyers® every year since 2012 for Real Property Law and since 2018 for Leasing Law.

124 | APAC Outlook issue 50

Its Corporate and Social Responsibility Committee, led by a partner, oversees a range of charity events including initiatives designed to reduce its ecological footprint and tackle climate change. The Piper Alderman team country-wide supports many great causes both locally and in wider communities.

Piper Alderman is committed to the continuous improvement of its environmental footprint. The organisation is continuously seeking ways to lessen its impact on the environment through more efficient business practices including reduced paper use, recycling and minimising energy consumption.

In April 2021, it was announced that 51 of Piper Alderman’s lawyers have been recognised across 42 areas of law in The Best Lawyers® in Australia, 2022 edition.

“Recognised in their respective fields as experts in their area of practice, the 50 percent increase in our number of recognised lawyers since

FINANCE

Tim O’Callaghan Deputy Managing Partner, Piper Alderman

Cinderellas Commercial Cleaning

Mark Ferdinands, Managing Director, Cinderellas Commercial Cleaning

At Cinderellas, we provide an extensive range of property services, including: • Commercial Cleaning • Wash Room Hygiene • Carpet Cleaning • Flood Damage and Restoration • Builders Cleaning • Exit / End of Lease / Vacate Cleaning • Bolon Floor Cleaning • High Pressure Cleaning • Biohazard Decontamination • Biohazard Remediation • Hazardous Waste Removal • Licence to Transport Dangerous Goods • Chemical Spills and Truck Rollovers • Event Cleaning • Eco Friendly Waste Solutions • Bin Cover Hire • Method Bin Recycling Systems

To speak to one of our friendly team members: Ph: +61 8271 6677 | www.cinderellas.com.au

the 2017 edition is indicative of the firm’s growth and journey over the last six years,” comments Britten-Jones.

A HISTORY OF PIPER ALDERMAN Piper Alderman is a long-established law firm tracing its roots back to Adelaide in 1846. In 1988, renowned Adelaide law firms Aldermans and Piper Bakewell & Piper merged to become Piper Alderman and formed one of the leading law companies in Adelaide. The company has evolved from a one-city entity to a national name with total staff of approximately 350 across its Australian offices.

• 1840s – William Bakewell began the practice of Bartley & Bakewell.

• 1892 – Arthur William Piper joined Bartley & Bakewell, forming Piper Bakewell & Piper. The firm acted for families and private clients as well as representing commercial interests in steelmaking, manufacturing, banking, insurance,

Commercial team primary production and retailing.

• 1928 – Aldermans was founded by Sir Harry Alderman in 1928. By 1988, Aldermans employed 70 percent, including nine partners and focused on insurance and commercial law.

• 1988 – Piper Alderman was formed

under its current name upon the merge of Aldermans and Piper Bakewell & Piper.

• 1998 – The organisation established an office in Sydney in order to best meet the needs of its clients operating in the eastern states.

APAC Outlook issue 50 | 125

PIPER ALDERMAN

WHY PIPER ALDERMAN? • 2000 – Piper Alderman established an office in Melbourne.

• 2004 – Four years later, the company expanded further and formed an office in Brisbane.

• 2016 – Piper Alderman merged with Adelaide-based boutique corporate law firm Watsons Lawyers, boosting the energy and resources practice.

• 2017 – On 1 November 2017, Piper Alderman merged with Melbournebased boutique corporate and commercial firm Norton Gledhill.

• 2018 – The company celebrated the 30th anniversary of the Aldermans and Piper Bakewell & Piper merge, as well as 20 years of national expansion into Sydney.

MEETING COVID’S CHALLENGE HEAD-ON COVID-19 has impacted most industries either directly or indirectly.

In order to mitigate disruption amidst the pandemic, Piper Alderman assembled a COVID-19 response 126 | APAC Outlook issue 50

PERSONAL RELATIONSHIP – The firm takes the time to develop flexible and long-lasting relationships with its clients.

HIGH-LEVEL PARTNER CONTACT – Its business model and approach to practice ensures that partners are proactive and directly involved throughout the conduct of its clients’ matters.

COLLABORATING TO ADD VALUE – Piper Alderman focuses on achieving practical commercial outcomes, innovation in service delivery and deep engagement with industry.

RELIABILITY – Piper Alderman’s clients tell the firm that it is highly responsive and make meeting deadlines a priority.

EFFICIENCY AND COST CERTAINTY – Piper Alderman offers flexible fee arrangements in order to provide cost certainty and cost efficiencies which match budget, requirements and expectations together with a range of value-adds.

NATIONWIDE – With offices in Adelaide, Melbourne and Sydney, its practice undertakes work for clients throughout all states and territories across Australia.

SEAMLESS TRANSITION – Piper Alderman recognises the difficulties that comes with transitioning legal service providers and procedures to ensure a seamless transition.

FINANCE

Dispute team

“WE CREATE AN ENVIRONMENT WHERE INDIVIDUALS CAN FLOURISH BUT ARE SUPPORTED” – TONY BRITTEN-JONES, MANAGING PARTNER, PIPER ALDERMAN

team that was quick to adapt to the changing landscape. Its policy directives help to protect against the spread of the virus, while at the same time ensuring that service delivery is maintained and the company’s customer-centric approach isn’t compromised during challenging times.

“As we move forward and hopefully beyond COVID, business activity and consequential demand for legal services in Australia are increasingly buoyant,” explains Britten-Jones.

“Obviously, it’s been harder for some businesses to adapt than others, but those that are adapting are facing a very exciting period.”

TARGETING FUTURE GROWTH With reference to Piper Alderman’s most influential projects, BrittenJones points to the success achieved in representing the interests of boutique and the many new players in the gas and energy space.

“We are leaders in the fintech and emerging non-mainstream financial services sectors,” he explains. “We have successfully transacted a wide range of significant agribusiness investments, frequently representing the interests of offshore investors and we have an exceptionally innovative ‘claims origination team’ who have identified and successfully implemented a number of recovery strategies for aggrieved investors and minority shareholders.”

Over the past few years, Piper Alderman has achieved exponential growth. As such, the firm’s annual revenue has increased from $50 million to $85 million during the last five years. “It has come from an even blend of organic growth, lateral hires and smaller merger and acquisition actions,” discusses Britten-Jones.

“We have avoided opportunities for large scale mergers because of the difficulties such mergers present in terms of retaining the culture

and nimbleness that has led to our success.”

Piper Alderman believes in the value of its staff and operates with a mantra of ‘attract, train and retain.’

“We create an environment where individuals can flourish but are supported,” explains Britten-Jones.

“As Managing Partner, I say yes far more frequently than no.”

Moving forward, Piper Alderman is set to continue its growth as a national firm through responsiveness to clients and an innovative approach.

“Developing our internal IT will be crucial to achieve and manage that growth so that will certainly be a key focus,” he explains.

piperalderman@piperalderman.com.au www.piperalderman.com.au

APAC Outlook issue 50 | 127

ANGLISS ASIA

128 | APAC Outlook issue 50

FOOD & DRINK

Food and

Fortune

In light of the COVID-19 pandemic and its societal impact across the world, we speak to Johnny Kang, CEO of Angliss Asia, about the company’s adaptation and development in the Asian food and beverage industry Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

We don’t just serve food – we serve people.”

Johnny Kang, CEO Asia of Angliss, joined the company 18 years ago and his opinion has not changed since.

From its establishment in 1946, Angliss has mainly focused on the supplying of frozen meat to customers through wholesalers and distributors, in Hong Kong and Singapore. However, the market has changed from that time.

With the objective of introducing new initiatives, and new people with fresh ideas, the Angliss group invited Kang to join its Hong Kong branch in order to take its business to the next level.

APAC Outlook issue 50 | 129

ANGLISS ASIA “I believed that in addition to the supplying of frozen meat, the company must also develop horizontally to provide more diversified and comprehensive services,” he tells us. “After successfully turning the company in this direction we then built and expanded into China, Macau, Malaysia, and recently Vietnam.”

ANGLISS LOCATIONS – CHINA Across China, Angliss has locations in a multitude of major cities, including but not limited to: Beijing

Xiamen

Tianjin

Shenzhen

Shenyang

Xi’an

Shanghai

Hunan

Hangzhou

Haikou

Guangzhou

Sanya

Chengdu

Nanning

Chongqing

Zhengzhou

Kunming

Wuhan

SERVING THE PEOPLE With seven decades of experience as a food and beverages business in the Hong Kong market, Angliss offers a full suite of quality products and excellent customer services to a vast network of over 8,000 value customers. Angliss now enjoys business channels in the foodservice, hotel and clubs, pastry and confectionery, wholesales, bulk sales, casual dining, retail, airline catering and theme parks sectors.

“We offer a wide range of products, including but not limited to frozen and chilled meat, Japanese and European fine food, Italian gourmet, high quality organic food, dairy, seafood, wine and many others,” Kang informs us.

“Angliss has a wide global sourcing network that allows customers to enjoy a consistent supply of quality food products from around the world.”

On top of distribution offices in Hong Kong, Macau, Singapore, Malaysia, and Vietnam, Angliss boasts 27 major city locations in China, with approximately 600 employees in Hong Kong alone, and over 2,000 covering the whole of Asia.

Bel Fromagerie The Laughing Cow® was born in 1921 in the Léon Bel factory in France.

For consumers, it was a revolution: the first portioned processed cheese that could be easily preserved and transported, thanks to its unique aluminium packaging. Another new feature was the hilarious cow-shaped logo illustrated by Benjamin Rabier.

Following the immediate success, in 1929, the round box began to be sold abroad with its unique taste and creamy texture.

Sold in 120 countries across five continents, the brand offers 110 different recipes to satisfy the local needs of its consumers.

The Laughing Cow® caters to the nutritional needs of various populations. In some markets, it offers products enriched with vitamin D and calcium, while in other markets, it offers products with low salt and fat content.

The Laughing Cow is 100 years old and still laughing! According to a study conducted by the Laughter Observatory and our favourite cow, those over 50 years of age are 25 percent more likely to consider that the older we get, the more we laugh.

Bel’s mission - “Champion healthier and responsible food for all” - guides its 12,400 employees in rolling out a responsible and profitable business model that places the consumer and shared valued creation at the heart of its decisions.

www.groupe-bel.com

130 | APAC Outlook issue 50

100 YEARS! The laughing cow, French cheese makers since 1921.

www.groupe-bel.com

ANGLISS ASIA CUISINE AND CULTURE Asian food culture is well-known for being both incredibly vibrant and diversified, as Kang comments.

“It is very much in the centre of our daily life and plays a great importance in our society,” Kang elaborates.

“People love knowing their food and they expect it to be good at every level, from a simple noodle dish all the way to three-star fine dining.”

However, with the impacts of the current COVID-19 pandemic, which has caused border closure and limited travelling between countries, people

are prevented from moving from their homes and cities.

“Because of this, we have captivated a mostly local population that needs to be cared for,” Kang explains to us. “With the changing of government restrictions, the food industry shifts accordingly; during partial lookdowns and restaurant dine-in and time restrictions, the industry moves to supermarkets and online, then back again when restrictions ease.”

According to Kang, at present those most affected by the pandemic have

APAC Outlook: How important are your employees to the success of Angliss?

Johnny Kang: “People are the key, and they make the difference in any organisation. We at Angliss recognise everyone’s contribution from the procurement staff to the food safety team to the warehouse managers, to the packing members, cleaners, truck drivers, the sales managers, the meat cutters and so many more. In our vibrant and diversified tapestry of business, every person counts and has their role to play every single day.

“In the face of COVID-19 we offered full employment and since the beginning of February 2020, no short working week and consequential lesser pay, but instead all benefits, including bonuses are and have been paid on time. We also ensure to offer workplace training and a secure working environment for employees at all levels.

“Where possible, we always promote from within and we celebrate and award our hard-working staff, sometimes collectively and sometimes on an individual base. Our Angliss people are the ambassadors and our signature to the Hong Kong food and beverage world.”

Donald’s Fine Foods Savoury Choice Premium Pork – Excellence in Taste, Freshness, and Marbling Sourced from Western Canada, where the air and water quality is second to none and the feed crops are in abundance, only the best Canadian hogs qualify as Savoury Choice Premium Pork. Our hogs are NEVER fed any growth hormones, animal by-products, or ractopamine.

Our commitment to producing the highest quality pork starts with partnering with small family farms and Hutterite colonies who take pride in what they do and share the same guiding principles to animal welfare and environmental stewardship as we do. Our hogs are raised using sustainable farming practices and under the strict guidelines of a national CQA® program. Adhering to a strict feed guideline, hogs are fed a wholesome, vegetable and grain-fed diet that includes barley, wheat, corn and soy resulting in pork that is tender and delicious.

Our commitment to food safety continues at our Greater Vancouver processing facility, Britco Pork Inc., a federally registered and accredited plant certified as BRC Certified Grade AA. At our processing facility, a rigorous assessment process is undertaken by our experienced team to select pork with the highest quality, colour, texture, firmness, and marbling for the Savoury Choice Premium Program. Being closer to the Western Canadian ports than any other North American processing plant, means that our processing plant is closer to Asia resulting in shorter transportation times and the freshest product available.

Enjoy our delicious pork!

www.donaldsfinefoods.com

132 | APAC Outlook issue 50

PREMIUM CANADIAN PORK Quality since 1993

Made with Nutritious and Tasty Grain Fed Hogs Antibiotic Residue Free 無抗生素殘留

Growth Hormone Free 不含荷爾蒙

Ractopamine Free 不含瘦肉精

ANGLISS ASIA

The DANÆG group DANÆG has delivered eggs to consumers since 1895, when the company was founded as a cooperative.

Today, we are still owned by our farmers as well as by the Danish farming cooperative, DLG. We always focus on maintaining high animal welfare standards, using sustainable production practices, and assuring compliance with stringent food safety standards.

Focus segments: • Food service • Bakeries • Industry • Arline Catering • Cruise lines Product range: • Pasteurised liquid eggs • Scrambled egg mix • Cooked egg products (long eggs, IQF diced eggs, etc.)

• Omelettes, crepes and pancakes • Custom-made products

Hong Kong Tasting Kitchen

CORPORATE RESPONSIBILITY Angliss partners with various charity associations such as Food Angel, Foodlink, Feeding Hong Kong, and many others in the areas of food donations and volunteer activities. The company aims at supporting those in need in the local communities in which the company operates, at the same time reducing hunger and food waste.

“The satisfaction of bringing happiness to others continues to inspire us to go further with our CSR initiatives,” comments Kang.

“We will continue to strive to create a greater positive impact for the community.”

134 | APAC Outlook issue 50

been airlines, conventions, banquets and hotel business. So far, Hong Kong is relatively stable as the local population can sustain a large percentage of the food and beverage industry.

Although despite this, many businesses have either had to close during the period or readjust to survive.

“We do believe that once the situation improves businesses will rebound fast as they have done so in China, Hong Kong, Singapore, Vietnam and other areas,” he tells us.

DRIVING GROWTH From the period of the Angliss’ integration and development of more diversified and comprehensive services, its performance has seen gradual improvement; it has recorded double-digit business growth every year since.

“Looking ahead, in addition to being optimistic about the mainland market, the company has also expanded into emerging Asian

markets such as Malaysia and Vietnam in recent years,” Kang continues.

“Due to the rising middle class and higher level of consumption, there is a demand for high-quality ingredients and catering, and we will invest resources to explore business opportunities in these markets continuously.”

This kind of adaptation in the field allows Angliss to capture opportunities in the market that consequently maximises its service and revenue. As well as this, another major aspect of Angliss’ success is its willingness to embrace new technology and products that fuel the company’s drive for growth. Having the widest range of quality products to provide clients is a particularly key factor in this area, as Kang elaborates.

“We are putting more resources and investment into our technology and systems,” he affirms. “We are enhancing our warehouse management to achieve smoother

FOOD & DRINK

FROZEN PASTEURIZED LIQUID EGGS Our frozen liquid eggs are a great solution for minimizing food waste in the kitchen. Choose between frozen whole egg, egg white or egg yolk. Extended shelf life/12 months at -18°C or lower.

WHY PASTEURIZED EGG PRODUCTS FROM DANÆG? • Food safety = Pasteurized (heat-treated) • High quality = Produced from grade A Danish Barn laid Cage free fresh eggs • Kitchen Hygiene = No raw eggs in the kitchen • Time saving = The pasteurized eggs are ready to use • Practical and easy to handle = Practical 1 kg and 5 kg packaging as well as 9 kg Bag in Box

FROZEN WHOLE EGG

OTHER INNOVATIVE EGG PRODUCTS:

FROZEN EGG WHITES FROZEN EGG YOLK W. 10% SUGAR

FROZEN LO

NG EGG FROZ

EN W AFFL

ES

DANÆG PRODUCTS A/S: Maglegårdvej 13 / DK-4000 Roskilde / DENMARK / Tel.: +45 46381800 / www.danaeg.com

DUTCH VEAL with worldwide allure T. Boer & zn is one of the leading producers of Dutch Veal, exporting to more than 60 countries worldwide. It is the only veal slaughterhouse in the Netherlands with a Royal Distinction appointed by the Court. As a member of the VanDrie Group, T. Boer & zn forms part of an integrated production chain, unique in the world.

T. Boer & zn and Angliss have been working on an intensive collaboration for more than 30 years. This partnership is the basis for high-quality products and the developing of new techniques. Nowadays T. Boer & zn and Angliss are working on a new concept called ‘sous vide’. Sous vide, also known as vacuum cooking, is a method of cooking veal. The veal can be cooked in a plastic bag at a relatively low temperature, below 100 degrees Celsius. It is therefore a variant of the low-temperature preparation.

The veal of T. Boer & zn contains vitamines and minerals. Veal is a lean meat which means that it contains a low level of fat content. For people that implement a low carb diet, veal is perfect; this meat includes 0 grams of carbohydrates. Veal contains a high content of protein. The amount of iron and magnesium in veal contributes to the variety of benefits in veal.

www.boer.com

APAC Outlook issue 50 | 135

ANGLISS ASIA and more efficient workflows. In the future, the warehouses in the operating countries will continue to update software and hardware supporting facilities, to reach a hightech and high-efficiency scale.

“A combination of hard work, discipline and determination throughout our organisation has meant that we have remained competitive and in good shape no matter how challenging the circumstances.”

DIGITAL OPPORTUNITY Stemming from this development and technological investment, Angliss has recognised and adapted its services in light of the social impacts caused by the COVID-19 pandemic.

136 | APAC Outlook issue 50

“With more people staying and cooking at home due to pandemic, this also means ensuring that customers are able to quickly and conveniently order products online,” Kang tells us.

“Most Angliss locations have subsequently relaunched their online business platforms, offering significantly expanded functionality and greatly enhanced convenience for consumer purchasing gourmet groceries. This has received a hugely positive response from customers who can easily order from the premium range of ingredients they can then experience in the comfort of their homes.”

One of Angliss’ upcoming

developments is its new Ready-toCook range of products which will be launched later in 2021. This solution will be the next focus in supporting customers post-pandemic, offering a wide selection of high-quality products that are cooked, prepared and frozen ready for customers to simply heat and serve.

PARTNERSHIPS ACROSS ASIA Angliss is not only a company that has operated for many decades, but it is also one that has held beneficial, reliable and strong relationships with external suppliers for decades.

Many of Angliss’ partners have been working alongside the company for over 30 years, and it is because of these suppliers that Angliss has succeeded and continues to thrive in the food and beverage industry.

“We have suppliers from all over the world, and some of these are new, whereas others are decades old partnerships,” Kang tells us proudly. “For Angliss it is very much a two-way street when it comes to business relationships. They entrust and provide us with their top-quality products which we in turn pass on to our customers with great care.

FOOD & DRINK

Shenzen inhouse dining area

“Angliss and its partners share the same DNA: quality, passion and the love of great food. We build these relationships based on the values of trust, respect, friendship and integrity. We believe in fair trade and in a win-win relationship for everyone.”

INTERNATIONAL BUSINESS These beneficial company partnerships span the globe, and so Angliss is able to source the highest quality produce and delicacies from various regions to provide its customers with the best possible culinary experiences.

“It is extremely satisfying to go to the warehouses see the freshly arrived perishable goods from France three times a week, or to look at wonderful, chilled beef cuts in perfect condition, or to see the incoming containers arriving on our port from all over the world,” Kang reflects.

“Moreover, to know that we are

able to supply every customer at any level with our products each time though our sales and logistical teams is very uplifting. We are very lucky to have built a solid and personal relationship not just with the brands or companies, but also with the people on all levels. Our partners are very important to us, and they are one of the keys to our success.

“We never do, or will, take them for granted and Angliss constantly works on its relationships to better business for both sides.”

THE FUTURE OF FOOD Angliss has a promising future ahead of it. The company’s current strategy is to maintain its business across the industry, and to help its partners and suppliers, and customers, in various ways during a trying period.

“Promotions and marketing, and alternative attractive products at good and fair prices are aspects of business we are aiming to provide,”

Kang explains to us. “We are with our customers and staff all the way on this journey.

“Our strategy forward is to continue and to build on our good relationship with all partners, we are a part of Hong Kong and we have grown and mastered the times together. Angliss is expanding its business in China and Malaysia and in Hong Kong; we are constantly looking for new exciting products to bring to the market and to work with everybody for a better future.

“We are currently well positioned and will be ready to bring the Angliss business to the next level.”

Tel: (852) 2481 5111 info@angliss.com.hk www.angliss.com.hk

APAC Outlook issue 50 | 137

ZAMBRERO

138 | APAC Outlook issue 50

FOOD & DRINK

THE MISSION TO STOP WORLD HUNGER Matthew Kenny, CEO at Zambrero, discusses his organisation’s drive to play its part in the fight against hunger globally Writer: Sean Galea-Pace Project Manager: Thomas Turnbull

T

o Zambrero, ending world hunger isn’t just a tagline — it’s a commitment.

“We believe that no one should go hungry,” stresses Matthew Kenny, CEO at Zambrero.

Zambrero is Australia’s largest Mexican franchise. And the organisation is showcasing that actions speak louder than words through its Plate 4 Plate initiative.

“We are driven by our mission to stop world hunger,” affirms Kenny.

“With every burrito or bowl purchased, a meal is donated to someone in need.

The donation of meals to those in need is facilitated by our international and local distribution partners.”

Matthew Kenny, CEO

Kenny is a lawyer by background and has worked in private practice for a number of years specialising in leveraged finance transactions.

APAC Outlook issue 50 | 139

ZAMBRERO Having worked closely with Zambrero’s founder Dr Sam Prince on a transaction, he made the decision to join Prince as part of his family office.

“After more than two years as General Counsel and COO of the Prince Group, I found myself spending a lot more time focusing on Zambrero as a business,” explains Kenny. “In

WHAT’S IN A PLATE 4 PLATE MEAL? The meals donated by Zambrero are a nutritious combination of rice, soy and dehydrated vegetables, fortified with a vitamin mix, specifically created to supplement the diet of malnourished individuals. The meals have been created for easy transportation to enable them to reach remote areas across the world. All ingredients are ricebased so they suit the diets of most individuals, as well as being vegetarian, culturally neutral and easily blended with locally available spices, vegetables and proteins.

doing so, I started working closely with Bianca Azzopardi, Zambrero’s CEO of North America, and assumed the role of CEO of Zambrero in Australia to continue to build out our growth while Bianca is focused on our global ambitions.”

EARLY BEGINNINGS Indeed, Prince’s journey to founding Zambrero is interesting in its own right. As a young 21-year-old medical student, Prince noticed a lack of choice for healthy, fresh Mexican cuisine. While still studying in 2005, Prince began to shake things up by opening the first Zambrero restaurant in his hometown of Canberra. As Zambrero gained more recognition, Prince was always driven to own a business that helps those that need it most. This would later become the Plate 4 Plate initiative.

“Rise Against Hunger is Zambrero’s international distribution partner,” discusses Kenny. “As an international hunger relief agency, Rise Against Hunger directs our Plate 4 Plate meals to communities much in need globally, where many do not have access to adequate nutrition, primarily through school feeding programmes.

“Locally, Zambrero partners with Foodbank to fight hunger in Australia, providing a meal to Australians doing it tough with every purchase from our retail range,” he adds. “Foodbank is Zambrero’s local distribution partner.

Foodbank is Australia’s largest hunger relief organisation, restoring hope to people who are struggling by rescuing and sourcing food and groceries for over 2,600 charities and 2,000 schools nationally.”

Sonora Foods Sonora Foods is proud to be partnering with Zambreros as a supplier of quality tortillas. Our products are made from top quality and locally sourced Australian grown wheat, as well as supporting Australian farmers by purchasing locally. We are also proud to say that our corn is also locally sourced and made from Australian grown, stone ground corn.

All of our products are locally manufactured in our facility located in Bendigo (Regional Victoria). As a company we are invested in creating many employment opportunities for our local community in all facets of our business operations. Our experienced team supply wholesalers and food service providers who are looking to manufacture their own product or products. We also supply our own brand of corn chips to major Australia retailers.

As a company we are dedicated in supporting Australian farmers in using Australian grown produce, providing excellent customer service and ensuring that we meet your needs in all areas of producing your product.

We have our own private labelling service and will work with you from the start to finish of producing your product.

We offer a variety of Australian Made flavoured tortillas as well as a range of sizes from 6“ – 12”. We also manufacture wholegrain or wholemeal options. Our corn chip packet sizes range from 180g - 750g with a variety of flavours to choose from.

In working with Sonora Foods, you will experience flexibility, innovation and quality assurance.

COVID-19 APPROACH To Kenny, he believes the industry is in an exciting moment despite the challenges of COVID-19.

“The pandemic forced the sector to adapt and innovate far quicker than its pre-COVID-19 trajectory,” he explains. “Sales channels are 140 | APAC Outlook issue 50

www.sonorafoods.com.au

Our tortillas & corn chips are made from 100% Australian grown wheat & corn.

Are you a Wholesaler or a Food Service Provider looking for a partner to manufacture your next product idea?

Sonora Foods can help your business.

We combine experience, flexibility and innovation where we can produce a new product to your requirements.

Thinking of tasty Aussie-made corn chips and tortillas? We provide 6“ - 12” flavoured tortillas as well as 180g - 750g flavoured corn chip package options.

Private Labelling We offer private labelling opportunities to manufacture your product according to your exact specifications.

We understand that not every food service outlet has the same needs and we pride ourselves on being responsive to our customers – from national franchise groups to the independent food service provider.

Start to Finish If you have an idea for a product you wish to manufacture, we can fulfill that idea from concept to the packaged product – ready for the shelves. With private labelling, the sky’s the limit and we can manufacture any corn chip or tortilla to meet the needs of our customers.

Quality Assurance Made in Australia Manufactured in Regional Victoria

We understand that QA is paramount. Our highly qualified staff includes food technologists who work within the R&D team to uphold our stringent requirements to bring products from concept to commercialisation.

Supporting Aussie Farmers Creating New Regional Jobs

Call Sonora Foods on 1800 SONORA Speak to Paul Kahler on 0418 769 044 or email: paul@sonorafoods.com.au

ZAMBRERO increasing with delivery aggregators (such as Uber Eats, Door Dash etc) offering consumers a convenient delivery service with the click of a button. Similarly, we are, like many of our competitors, expanding our own digital channels to have a closer touch point with our customer and provide them with pick-up and delivery

options suitable to them.”

From a customer experience perspective, Zambrero’s product is made in front of the customer down a line with all ingredients proudly displayed.

“This provides a great ordering experience for the customer, allowing the Zambrero staff member

THE FIGHT AGAINST HUNGER Zambrero’s internal distribution partner, Rise Against Hunger, is a multidimensional approach to hunger relief, with the aim of helping to achieve the United Nations’ Sustainable Development Goal of Zero Hunger by 2030.

Remedy Kombucha Remedy Kombucha is the real deal.

Made the old-school way: in small batches, long-aged brewed for 30-days.

The result is the tastiest, healthiest range of drinks going around: naturally free from sugar and chockfull of goodness including live cultures, organic acids and tea polyphenols.

Remedy Kombucha is also stocked at Zambrero, find your nearest store at zambrero.com.au/location to enjoy this tasty drop with a taco on the daily.

The Aim: NOURISHING LIVES: Rise Against Hunger facilitates the packaging and distribution of millions of meals every year that helps to nourish the lives of individuals and communities to promote education, help address gender equality, stimulate economic growth and help fight child labour.

CRISIS RESPONSE: Rise Against Hunger acts to provide immediate food relief to communities in times of both natural and man-made crises such as floods, conflict and political unrest, when access to everyday food, wages and market systems may have been devastated.

COMMUNITY EMPOWERMENT: Rise Against Hunger supports grassroots community initiatives to improve agricultural production, market access and business skills in developing communities so that they can sustainably improve income generation and nutritional outcomes.

www.remedydrinks.com

to address any product related questions whilst minimising the risk of any ordering errors,” explains Kenny.

“Our product offering is vast, with four meat-based proteins (chicken, beef, pork and lamb) as well as two vegetarian options (cauliflower and double beans, rice and guacamole).

All of our proteins are slow cooked via the sous vide method, meaning not only are the proteins amazingly tender and tasty, but our food safety risks are greatly reduced. We also offer a number of bespoke sauces (including varied options from garlic to red chilli), which clearly sets us apart from our direct competitors.”

THE POWER OF PARTNERSHIPS Amidst the significant disruption of the COVID-19 pandemic, Kenny points to the monumental support from its restaurant network.

“Without the devotion of Franchise Partners and our employees on the front line and we would not have been 142 | APAC Outlook issue 50

FOOD & DRINK

proudly supplying Zambrero with Australia’s best sour cream

bullafoodservice.com.au

A1_Wall_Posters_Set.indd 1

9/30/20 5:22 PM

APAC Outlook issue 50 | 143

ZAMBRERO

able to get through the most difficult months of the global pandemic,” explains Kenny. “In addition to this, the foundations of our business put us in a really good position to ride out the challenges that the pandemic confronted us with.”

“We have a low-cost operating model which allowed us to operate with flexibility out of locations that may have otherwise been challenging.

Moreover, our product is quick to prepare, and it travels extremely well making it well suited to the increase that we saw in delivery and pick up channels during this time.”

“Lastly, we found that as less options became available in the market, people searched for healthy alternatives. This provided us with an opportunity to distance ourselves from our competitors, offering up a quality, fresh healthy product that customers could trust and depend on through the challenging times.”

144 | APAC Outlook issue 50

Zambrero’s founder Dr Sam Prince

FOOD & DRINK

Proudly

Australia MADE IN

from

fresh ingredients

Take it Once helps restaurants control their usage of single use napkins and cutlery.

Our patent pending, 100% commercially compostable Smart Cutlery system individually dispenses single use utensils quickly and hygienically.

From single store operators to some of the most recognisable QSRs our products are used by millions of customers each week.

Take it Once has proudly served businesses for over 17 years, we look forward to working with your brand.

Learn more at: takeitonce.com or email us

enquiries@takeitonce.com

www.foodfx.com.au

THE HEART OF ZAMBRERO At the heart of operations is Zambrero’s supplier relationships.

Having created and nurtured robust relationships with many of its suppliers over the years, Kenny recognises the true value that longterm relationships have on success in the industry.

“As a food retail business our product quality and integrity are paramount and always a priority for us,” he stresses.

“I am incredibly proud of the quality of our product and in many ways, this is a credit to the strength of the relationships that we have with our suppliers.

We foster our supplier relationships by ensuring that they are ingrained in our business, always at the forefront of our product direction and often partnering with us on new product development.”

When it comes to the company’s staff, Zambrero recognises how essential its people are to success.

“WE BELIEVE THAT NO ONE SHOULD GO HUNGRY” – MATTHEW KENNY, CEO, ZAMBRERO For Kenny, it is their passion that shines through.

“It’s clear to see how much our employees like working at Zambrero and we are proud of the performance culture we’ve created here,” he says, proudly. “We operate a ‘tight, loose, tight’ structure, where staff are provided with clear direction from the beginning and then provided with the autonomy to go and execute on that direction, with the last piece of the puzzle being reviewing the outcomes, which we believe is often most important.”

“At a restaurant level, we operate a number of staff recognition and

incentive programmes, which fosters a collaborative approach to ensure we have the highest operational standards, particularly with respect to product quality and customer service.”

Moving forward, Zambrero is in the final development stage of launching its own app, which will not only provide another sales channel but create a platform to communicate directly with customers.

“Our customers are the lifeblood of our business and we will jump at any opportunity to strengthen our connection with them,” summarises Kenny.

Tel: (02) 9212 2166 contactus@zambrero.com www.zambrero.com.au

APAC Outlook issue 50 | 145

RAVENSWOOD GOLD

M

ining runs deep in the town of Ravenswood.

Since 1868, four million ounces of gold have been mined at Ravenswood with another four million still in resource. 2.7 million ounces are targeted to be mined over the next 14 years.

Indeed, mining in Ravenswood Gold 146 | APAC Outlook issue 50

has a special relationship with the town of the same name, working sideby-side for over 150 years.

“As time and the mine has evolved, we are at the stage where the northern extension of our activities are a few hundred metres from the town,” explains Brett Fletcher, CEO at Ravenswood. “We are as close to the

township of Ravenswood as a modern mine would want to be. The mine started in 1868 with a whole raft of mining prospects in remote outback Queensland, and it became a bustling gold rush town in the 1880s and 1890s.

They built the town basically on top of the mine because everyone just walked to work in those days.

MINING

Putting Ravenswood

F IRST Brett Fletcher, CEO at Ravenswood Gold, discusses the transformation of the mining industry and his company’s vision to be renowned as the largest gold mine in Queensland, Australia Writer: Sean Galea-Pace | Project Manager: Thomas Arnold

“We work hard to be a great neighbour to the people of Ravenswood.”

SUSTAINABILITY DRIVE And Fletcher is true to his word.

Ravenswood Gold takes its corporate social responsibility strategy seriously.

This encompasses its native title agreement with the traditional owners

Brett Fletcher, CEO

of the land, the Birriah People, a heritage agreement with the State of Queensland for the State heritagelisted area in which it operates, and its relationship with the wider Ravenswood community.

Throughout 2020, Ravenswood Gold continued to invest in the community through various APAC Outlook issue 50 | 147

roc-drill.com.au

Integrity - Safety - Expertise Roc Drill is the Specialist Drilling Services provider engaged by Ravenswood Gold delivering drilling services through a long-term contract. Roc Drill is a drilling contractor that operates across Australia, Papua New Guinea and New Zealand.

Roc Drill has a constantly evolving and welldeveloped safety system that ensures that all functions delivered safely.

Roc Drill owns and operates a world class well maintained fleet of equipment and educates the workforce to provide drilling and blasting services developed to exceed client expectations by delivering outcomes.

Call 1 800 762 500

Facilities Supporting Ravenswood Gold Ravenswood Roc Drill Office & Workshop / Ravenswood Gold Ravenswood Townsville Brisbane

Roc Drill Office / Workshop / Store / Roc Drill Compound On-Site Roc Drill NQ Training and Rebuild / 5-6 Reward Court Bohle, Qld 4818 Head Office / Major Rebuild / National / 9a Formation Street, Wacol, Qld 4076

Current Opportunities Please refer to our website for the latest employment opportunities.

Roc Drill is a member of Norcliffe Mining Services Limited

R

oc Drill is the blasthole drill contractor operating at Ravenswood Gold. Roc-Drill is proud to be selected to deliver drilling services to Ravenswood Gold through a long-term contract.

This requires a well-trained workforce committed to delivering results safely, using state of the art equipment and technology to achieve the best outcomes for Ravenswood Gold.

CEO Nigel De Veth and the Roc-Drill workforce are committed to meeting and outperforming contract requirements. Utilising a fleet of up to 11 new Epiroc Silenced Drill Rigs, the Ravenswood Gold Project is the largest contract that Roc-Drill has been awarded to date.

The fleet comprising of up to 3 Epiroc T40 Silenced, and 8 Epiroc T45 Silenced, is the world’s largest fleet of this type operating at a single project. The fleet has been customised and developed specifically to Roc-Drill and Ravenswood Gold’s requirements.

Roc-Drill has also been awarded the reverse circulation (RC) drilling contract at Ravenswood Gold. Roc-Drill will mobilise a new Epiroc D65 XL along with an Epiroc D65 recently rebuilt in their head office situated in Wacol Brisbane.

To support the project, Roc-Drill has built a large workshop on site to carry out routine maintenance throughout the contract duration, complete with Drill Bit sharpening facility, specialised tooling, critical spare parts and much more.

Roc-Drill is committed to hiring and supporting local businesses within the local region of Townsville, Charters Towers, and surrounding areas. The conveniently situated site allows the workforce to enjoy a family friendly week on week off roster, driving to and from the operation.

Securing the contracts has strengthened the operational functionality of Roc-Drill in Northern Australia. This long-term contract has provided the ability to secure a Workshop and Training facility in the Townsville Industrial Hub to support the Ravenswood Gold project. This facility will provide drill training, remanufacturing and admin support in Townsville. With this we encourage and invest in developing skills to support our operations from the local workforce, along with supporting local businesses where possible.

Developing the mine of the future requires a commitment across the mine development and all stakeholders. This site will synergise Epiroc’s Surface Manager, and Orica’s Blast IQ, another Australia first. The Orica owned and operated platform provides the Mine Engineers and Shotfirers feedback and information to make informed decisions in Drill and Blast optimisation. This requires a smart fleet of drills, linking the data flow and feedback across the operations.

Roc-Drill’s Safety Systems are constantly evolving, Roc-Drill is certified under the ISO Standards. This commitment to safety is critical in delivering outcomes for Ravenswood Gold. Working alongside the executive and mining team at Ravenswood Gold has provided the opportunity to further develop our internal safety platform mandating a strong reporting culture, providing transparency to the mine owner for all details of our operations.

Safety is everyone’s responsibility, and our workforce is committed to managing risks across the delivery of our services.

RAVENSWOOD GOLD sponsorships and projects, particularly its work on Ravenswood State School. Ravenswood Gold completed the relocation and construction of the school, a project that required significant coordination with the Queensland State Department of Education, Department of Environment and Science and Project Managers.

The relocation involved moving and renovating two buildings listed on the Queensland Heritage Register from the old school site (within the planned Buck Reef West Pit footprint) to the new school location, and construction of the new classroom and playground facilities. The new school opened to students on 20 April, 2020.

“We’re not aware of a precedent in Queensland for a mine saying we want to relocate your school,” says Fletcher. “It was a massive effort, and the team did fantastically well.”

As part of the heritage school relocation, a ceremony was held

by Ravenswood Gold Mine and the Ravenswood State School to recognise the Ravenswood State School’s former pool.

The former pool was built around 1925 after the students spent months searching the township for unused bricks to bring to school to construct a pool. The ceremony continued the story of the pool when past and present school students and other interested people carried a brick from the former pool to the new school site on Elphinstone Street.

The bricks will be used by landscapers to create a garden bed and a plaque will sit in the garden bed and tell the story of the pool to future students and visitors to the school.

The morning was a great success with many people including former school students and Department of Education representatives joining the current students to carry a brick and mark the heritage of the former school pool.

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RAVENSWOOD GOLD: INITIATIVES Ravenswood Gold is undertaking a number of other initiatives.

These include: DONATING funding for a local artist to prepare a mosaic sign for the front of the new school building.

DONATING to the Ravenswood State School Parents and Citizens Association to fund support of school students and resources.

ORGANISING and funding a Fun Day including amusement activities and food to celebrate the opening of the new school.

FUNDING a Surf Life Saving training and activity day for school students in Townsville.

DONATING over $24,000 and other resources to the Ravenswood Restoration and Preservation Association (RRPA), to maintain and enhance the historic heritage of the town.

DONATING other resources to the Ravenswood State School to enhance the learning opportunities of the local students through support of music lessons, swimming lessons and sporting events.

SUPPORTING RRPA through sourcing a grant to upgrade the town’s Train Carriage Information Centre. The upgrade includes renovation of the building, updated signage and provision of a touch-screen advertising experience that the town has to offer to visitors.

ORGANISATION of the Ravenswood Rocks weekend event incorporating a treasure hunt-style search for specially painted rocks across the town by day and live music at night. The event drew a large number of visitors from surrounding towns, supporting local businesses.

SUPPORTING the health of the local residents through the provision of emergency medical care by site nurses as well as facilitating monthly clinics in the town by the Royal Flying Doctor Service (RFDS). This work is well recognised within the broader community as evidenced by site nurse Gregory Clark’s RFDS Local Hero award.

DONATING Christmas gifts to local children and a charity organisation.

SPONSORING fundraising for men’s health awareness event – Movember.

MINING

Epiroc supports Roc Drill’s World largest Fleet Epiroc Silenced Smartroc Drill’s operating on a Single project. Epiroc and Roc Drill have worked together over the decades with innovation and development and OEM support critical to ensure outcomes achieved for clients.

Roc drill has works with Epiroc to develop and adapt the T40 & T45 platform to provide a fleet of drills that comply with the strict acoustic requirements of the Ravenswood Gold project.

Epiroc is a World Class OEM supporting Ravenswood Gold’s to what will be one of Australia’s largest gold producers.

Orica are Australia’s leading Blasting Suppliers and Contractors. Orica has developed with Ravenswood Gold specific blasting parameters that ensure and protect the sensitive arears in close proximity to the new open pit under development. This entailed detailed seismic vibration analysis and trails to develop the blasting program suitable for the project.

Orica and Roc Drill have established a close working co-operative relationship across many projects domestically and support international operations.

Ravenswood Gold will utilise the full-service suite of products that Orica can provide linking Blast IQ an Orica Platform this links the Epiroc Cirteq drilling platform with the specially developed Mobile Manufacturing Trucks delivering and analysing on a hole-by-hole basis allowing the by the hole tracking of outcomes.

www.epiroc.com APAC Outlook issue 50 | 151

RAVENSWOOD GOLD

Hitachi Construction Machinery (Australia) RAVENSWOOD TAKES DELIVERY OF THE FIRST NEW HITACHI EX3600-7 EXCAVATOR Hitachi Construction Machinery (Australia) Pty Ltd (HCA) have recently established a longterm working relationship with Ravenswood Gold by providing a multi-million dollar mining fleet to support the Ravenswood Expansion Plan (REP) in Northern Queensland.

The gold mine giant will take delivery of several Hitachi mining machines including two EX3600-7 excavators, which are the first of the EX3600-7 utilising the latest MTU powered units to arrive in Australia from the new Hitachi dash-7 range. HCA General Manager of Mining, Eric Green say’s ‘the new dash-7 models are designed with a major focus on safety for operation and maintenance.’

INSIDE RAVENSWOOD GOLD Despite COVID-19’s seismic impact on the world, the mining sector in Australia has emerged relatively unscathed from the pandemic. New figures from the Australian Bureau of Statistics have demonstrated that the sector was responsible for over one tenth of the economy between 2019 and 2020. Meanwhile, resources and energy exports reached a significant $221.2 billion in value over the same period, forming Australian mining as a substantial component of both its domestic and international economies. On the back of COVID-19, this growth has meant mining has provided Australia with much-needed employment stability which has been seen as a welcome boost amidst significant disruption.

And with ambitions of becoming 152 | APAC Outlook issue 50

Queensland’s largest and most recognised gold mine, Ravenswood Gold is making waves in Australia’s mining space and is displaying no signs of slowing down. A private company owned by EMR Capital and SGX-listed Golden Energy and Resources Limited, Ravenswood Gold was created as a joint venture to purchase, operate and develop the Ravenswood Gold Mine which is located 130 kilometres south of Townsville and 90 kilometres east of Charters Town in Northeast Queensland, Australia.

Sitting at the helm of operations is Fletcher. With over 30 years of operational experience in a number of senior national and international leadership roles, he has witnessed significant evolution in the mining industry over the past three decades.

“The new dash-7 series has many design features which will reduce lifecycle costings, with a focus on reduced fuel burn, refined hydraulic systems and increased durability plus optional engine choices which Ravenswood has taken advantage of to ensure lower costs per tonne,” he said.

The fleet purchase has also included the EX2600-7 and EX1200-7 excavators delivered in 2020 along with the initial haulage fleet which consists of the Hitachi EH3500AC-3, 180 tonne mining dump trucks. CEO of Ravenswood Gold Brett Fletcher said, “Majority of Ravenswood’s mining fleet will consist of Hitachi product with the handover of the EX3600-7 last year marking the beginning of a long-term working relationship between the gold mine and Hitachi.”

“Hitachi product is supported out of Townsville and Mackay, along with parts and servicing of the equipment which will be a significant benefit to local business.” Mr Fletcher said the Hitachi equipment was well suited to the hard Ravenswood ore bodies as well as being selected for its high productivity and performance.

A NEW STANDARD IN EFFICIENCY.

HITACHI EX3600-7 MINING EXCAVATOR The new Hitachi EX-7 series range of mining excavators were designed with safety and efficiency at the forefront. Delivering enhancements in bucket sizing, reliability, durability and overall efficiencies for increased productivity at the lowest cost. The Hitachi range are backed by Global e-Service and ConSite, allowing your team to monitor machine health and productivity in real time.

RAVENSWOOD GOLD “I think the mining industry is exciting — it’s the greatest industry there is,” he declares. “The mining space in Australia is continuously growing and changing. Commodities are changing too which is exciting as we begin to move away from coal to metals and other newer products.

It’s a fantastically exciting time to be involved in the industry.”

For Fletcher, there was no question over which direction his career would take him. “I don’t think there was any doubt over where I would work. I had only ever considered being a mining engineer,” he explains. “There’s a long history of mining in my family. My father worked for Conzinc Riotinto of Australia (CRA) for 35 years, while his father before him and his brothers also all worked in mining. It is also the same on my mother’s side. I was

always going to seek a career in mining.”

Fletcher has served as CEO at Ravenswood Gold since March 2020, upon the company being formed as a result of EMR Capital and Golden Energy and Resources Limited’s joint venture. “Ravenswood Gold was created with the aim of becoming a modern, long-life, low-cost performing asset,” says Fletcher. “We’re working on a $400 million injection into the project at the moment; we’re into the construction phase and we have less than a year to go before we finish the upgrade of the business.

“We’re in an extraordinary, explosive growth phase. We’re a small company and fairly nimble, but we have hugely supportive parent companies with great networks of

Ausenco Ausenco delivers exceptional financial and sustainable outcomes for Ravenswood Gold Financial, social, and environmental outcomes are key drivers across the mining industry. Our core purpose at Ausenco is to find a better way to solve challenges and help our clients. This is at the heart of how we are executing the Ravenswood Gold Expansion EPCM (Engineering, Procurement, and Construction Management) Project in Australia.

Improving Net Present Value for Ravenswood Gold This major upgrade involves a new three-stage crushing circuit, a new ball mill, additional leaching capacity with six 5,100m3 tanks, and associated infrastructure upgrades. The new circuit can process up to 12 Mtpa, more than double the existing throughput. Our highly experienced technical team is fast tracking the project to ensure the process plant will achieve the new capacity on schedule for Ravenswood Gold.

Reducing environmental footprint The new design allows for pre-concentration as an option.

Pre-concentration separates the ore from waste early in the process, therefore reducing the amount of material in downstream comminution and processing. This solution not only increases production and lowers operating costs, but also consumes significantly less energy and water per gold ounce. At Ravenswood Gold, pre-concentration can reduce water and energy intensity by 32 percent.

Supporting the local community At Ausenco, we understand our role in growing the economy of the community in which we operate, and we do so through our project employment and procurement strategies. 40 percent of the onsite supervision team is from Townsville and surrounding areas. We prioritised local contractors from Townsville and the broader North Queensland region, including Dawsons Engineering, Thomas Steel Fabrication, MINEELEC, RMS, Wulguru Steel, PJ Walsh, and Mineforce.

ausenco.com/RavenswoodGold

154 | APAC Outlook issue 50

Reducing water and energy intensity by 32% at Ravenswood Gold

At Ausenco, we create engineering solutions that deliver strong financial and sustainable outcomes for our clients. Designed by our experts, the new Ravenswood Gold processing plant can be operated efficiently across a range of capacities (between 5-12 Mtpa).

Preconcentration is used to extract the ore efficiently early in the process, helping improve the operation’s economics while significantly reducing water and energy consumption. #WeFindABetterWay ausenco.com/RavenswoodGold

RAVENSWOOD GOLD

Ausdraulics Ausdraulics provide a wide range of hydraulic and diesel parts. We supply our products to a diverse range of clientele throughout North Queensland. Our many business partnerships allow us to source whatever you need for your situation.

Ausdraulics workshop is fully equipped to provide the services for breakdown situations, along with manufactured and service of items. Our hydraulic and diesel fitters have fully equipped service vehicles for onsite trouble shooting and repairs. Distance is not a problem.

Onsite is a fully equipped machine shop, cylinder strip repair bench, hydraulic test bench, 60 tonne press, ID welding capabilities and certified paint spray booth. Ausdraulics has 5 fully equipped service vehicles, 2 hose vans, designated Groeneveld vehicle.

Our services offered are:

people. Over the past 12 months, we have made our investment decisions and we’re now in the process of executing them. We are working with an exciting group of suppliers and partners to deliver the project, including state and federal governments which have given us tremendous support. In a tough climate in terms of jobs, Ravenswood Gold is a fantastic story.”

Ravenswood Gold acquired ownership of the mine on 1 April, 2020, with just over 160 permanent employees. Since then, the company has employed an additional 150 permanent staff with more to come.

“90 percent of our employees drive-in, drive-out from the local (North Queensland) region,” explains Fletcher. “Ravenswood Gold partners with suppliers from the local region 156 | APAC Outlook issue 50

where possible, including a recently signed contract worth over $15 million with a Townsville-based steel fabricator. In 2020, 98 percent of Ravenswood Gold’s procurement expenditure occurred within Australia, with 54 percent being in Queensland and 30 percent in the local region.

This translates to tens of millions of dollars invested back into the local area.”

DEVELOPING KEY, STRATEGIC PARTNERSHIPS To Fletcher, he acknowledges how essential partnerships are to success in mining. “They’re vital,” he stresses. “I’ve worked with the EMR Group for the past 12 months on this project and the last 18 months on another project before that. We’re linked in with a number of strategic

• Hose and fittings repair/sale/install – partnering with RYCO • Cylinder repair/sale/install/ manufacture • Grease system repair/sale/install – partnering with Groeneveld Beka • Diesel industrial repair/sale/install – Deutz and Perkins (new and used) • Oil sales and filtration • Fluid power sales • Pumps, including diaphragm and hydraulic pumps, repair/sales/install • Fluid and fuel transfer equipment, repair/sales/install • Air, lube, fuel and coolant filters • Valves, repair/sales/install • Motors, repair/sales/install • Accumulators, repair/sales/install • Generators, repair/sales/install • High force tooling repairs/sales Ausdraulics are distributors of, Ryco hose and fittings, Groeneveld Beka Grease lubricators, Deutz industrial engines and parts, Lubrication Engineers, Valvoline, SPX Power Team, Bosch Rexroth, Hydac.

Ausdraulics has worked along side Ravenswood Gold for 15years and in that time has seen the site expand and progress into Queensland’s largest Gold Mine. Ravenswood gold Mine, is a leader in the industry and provides employment and opportunities for towns and businesses across North Queensland.

HYDRAULIC/ DIESEL SPECIALISTS SERVICING TOWNSVILLE & SURROUNDING AREAS 24/7 : 365 DAYS A YEAR

• Bosch Rexroth • RYCO Hose & Fittings • Hydac • Lubrication Engineers • Groeneveld-Beka • SPX Power Team • Commercial Hydraulics • Hydraulic Industrial Cylinders • Parker Motion Control 39 Carroll St, Mount Louisa, Townsville, Qld 4814 www.ausdraulics.com.au | sales@ausdraulics.com.au | (07) 4774 6355

RAVENSWOOD GOLD partners, Ausenco being another particularly influential one. Ausenco does a lot of work with EMR and is our preferred EPCM supplier for the project. Through that network, we’ve also been working with the likes of ATC Williams and brought in groups like Pensar for some of the civil construction. There’s a range of different people all playing an important role.”

However, without Hitachi, Fletcher believes that meeting Ravenswood Gold’s timeframes would have been challenging.

“We’ve got a great relationship with Hitachi and are spending about $120 million for the purchase of a brandnew mining fleet,” he says. “On 1 April when we started, we began without

any mining personnel or equipment and said we’d begin mining by 1 December. Through the support of Hitachi, we made this a reality.”

Fletcher is clear about what he requires when seeking to establish a mutually beneficial and sustainable collaboration. “There has to be common goals and we can’t compromise on safety and quality,” he discusses. “We look at how potential partners treat their people and we’re also looking for businesses that want to succeed. We’re not here for the fun of it, we’re here to create an extraordinarily successful gold mine. We’re here to make quick but sustained improvements and make a long-term, value-generating asset because that’s what we do.”

Cater Care It’s personal, for this privatelyowned catering provider.

Ravenswood was one of the top gold producers in North Queensland in the early 1900’s. Thanks to the expansion programme the mine is now thriving again.

Maintaining a workforce of more than 400 employees and contractors in a remote location, and ensuring they stay motivated and comfortable isn’t easy, but it is an essential part of success. Dave Mackay, General Manager of Ravenswood Village knows how vital ‘comfort’ is in terms of employee engagement on this site. “When Cater Care came in as our provider the transition exceeded our expectations. Especially given we had a major weather event at the time,” he said. “The Cater Care team made an immediate difference. There has been a lot of positive feedback from our employees regarding both the presentation and quality.” Cater Care also gave us a new perspective on what ‘personal attention’ really means.’ Dave said.

Founded in 1999, Cater Care has stayed true to its core values: To put fresh food first and develop people at every level. Over the last twenty-two years, this privately owned company has etched its own niche by ensuring its operational ratios allow for personal attention. Which translates to smoother processes, better relationships, more agile adaptations and continual improvement and engagement at every level. With the Ravenswood partnership, engagement has extended to the community, with Cater Care catering for a range of local events such as themed nights in the Town Hall, and school functions.

Cater Care is proud of its partnership with Ravenswood Gold, and look forward to continuing to provide the nutritional energy for their workforce so they can keep finding those Mother Lodes.

www.catercare.com.au

158 | APAC Outlook issue 50

Mother Lodes aren’t discovered on empty stomachs

“

Four million ounces of gold have been mined at Ravenswood since 1868, with another 4 million to be mined over the mine’s life. It’s the pride of North Queensland, and more importantly it’s now Australia’s biggest gold mine.

Cater Care’s personal attention is a real point of difference

There is currently a 400 strong workforce living at Ravenswood Village.

That translates to: • 8,400 meals a week • 4892 kilos of fresh food trucked in weekly, • A supply chain utilising 60% of locally operated suppliers from Charters Towers through to Townsville. Boosting the local economy in these regional areas.

• 30 rostered positions to serve and care for the workforce. With 85% of these currently filled by locals.

The company responsible for feeding and servicing this workforce, is Cater Care.

A privately owned, Australian service provider. A provider with a proud 22 year history of ensuring employees in remote mining

Ray McCarthy

Commercial Manager.

locations have a place that feels like home, and the right food to fuel them. Every meal is nutritionally balanced and designed to suit a range of dietary and cultural needs, and to sustain the energy demands of the workers.

Cater Care know Mother Lodes aren’t discovered on empty stomachs, and the team at Ravenswood Gold know how important a happy, engaged workforce is.

It’s a partnership powering progress.

“

Christine Charlton.

National Client Development Manager CONNECT VIA LINKEDIN https://au.linkedin.com/in/ccharlton-fmsolutionspecialist

catercare.com.au

RAVENSWOOD GOLD

Simmco QLD Simmco QLD Pty Ltd is a family run business with a long history of mining in North Queensland, in particular the Ravenswood Region.

Family ties date back to the 1880’s in Ravenswood and include the Pugh, Wilshere & Tangawa families. All of whom were directly involved in mining in the region at various points during the late 1800’s and early 1900’s.

Simmco QLD Pty Ltd has operated at the Ravenswood Gold Mine for over 25 years. During this time, we have provided a wide variety of services to the mine.

We are excited about future opportunities, driven by Ravenswood Gold’s expansion plans for the mine and the associated benefits this will bring to the local and regional communities.

Simmco QLD Pty Ltd provides earthworks and associated services to the Civil and Mining industries. We currently employ 70 plus staff from across North Queensland.

Artificial intelligence (AI) is now playing a more influential role on operations within mining. With the space evolving at speed, AI is impacting the way mines today make choices for the future. As a result of rapid advances in technological innovation, there are new technologies such as automation, digitisation and electrification that are ready to play a more prominent role in the industry. Indeed, the future of mining is exciting and it is clear that the space is ready to embrace the latest trends rapidly.

However, for many outside the mining industry, there is often a perception that the sector is among the slowest to adopt new technology into processes. Yet for Fletcher, this couldn’t be further from the truth.

“It’s definitely a misconception that a lot of people have,” he admits.

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“Mining is always at the forefront of new technology from right back when steam engines were developed to pump water out of mines. There’s new ideas and technology every single day and the space is constantly changing.

It’s not just about software, it’s about integrating people and machines too.”

Simmco QLD Pty Ltd and associated companies have evolved over the last 40 years. We are capable and experienced in providing services which include: • Load & Haul • Bulk Excavation • Detailed Excavation • ROM Management • Project Management • Exploration • Rehabilitation

MINING IN AUSTRALIA

• Small Scale Mine Management

In 2020, mining was just one of four sectors to record a positive contribution, alongside financial services, public administration, safety and education and training. Much of the positive contribution was driven by the fact that Australia’s mines kept producing, while other sectors struggled to keep up. Between June 2019 and June 2020, the total output of Australia’s mining industry rose by 1.1 percent. This is in comparison to the

Simmco QLD operates a varied fleet of Komatsu, Hitachi & Caterpillar Equipment with maintenance and servicing undertaken at our dedicated Maintenance Facility in Ravenswood, with assistance from our many local suppliers from the North Queensland area.

www.simmcoqld.com

Efficient. Productive. Safe.

• • • •

Bulk Earthworks / Mining Plant Hire Heavy Machinery Servicing & Repairs Civil Works

• • • •

Rehabilitation Works Site Preparation Project Management Exploration

www.simmcoqld.com Facebook: @simmcoqld

RAVENSWOOD GOLD stark difference in other industries, a 10.3 percent decrease in construction output, a 23.2 percent drop in administration and a 43.4 percent decline in the accommodation and food services sector.

As such, a combination of the robust nature of the sector and the push for additional hires within the industry has meant that the total number of Australians employed in the sector has risen in recent years.

Government figures have showcased the number of Australians employed in mining increased by 21.4 percent in the five years to 2020, to a total figure of 261,900.

Against the backdrop of COVID19, Fletcher reflects how well his organisation responded to the global

pandemic and believes Ravenswood Gold mitigated its impact relatively well.

“Australia’s mining industry really pulled together at the beginning which was fantastic to see. From the beginning, we implemented a host of different measures all centred around social distancing and basic hygiene,” he explains. “Having a predominantly local, drive-in drive-out, workforce proved of great benefit during Queensland’s 2020 COVID-19 border closures, resulting in no tangible impact to the company’s day-today operations. We also use local suppliers as much as possible which meant our supply chain was well protected as most of our products came from Australia.”

ATC Williams Ravenswood Gold has committed to a substantial production upgrade, requiring an expansion of existing tailings storage facilities.

The company has therefore sought to transform a legacy with the former tailings storage into an opportunity to not only increase storage capacity but to elevate the standard of closure and rehabilitation.

The storage is formed using ROM waste rock and will be BGM lined as a means of mitigating any future seepage issues and to enhance storage integrity and long term safety.

Considered life-of-mine planning integrated with tailings storage design provides for a final landform that should achieve a beneficial and sustainable end land use.

atcwilliams.com.au

Maxitool Mining Maxitool Mining has partnered with Ravenswood for over 8 years completing Mill Relines, Fixed Plant Maintenance, Operating and Maintaining Crushers, Mobile Plant Operators as well as assisting in various other areas of operations.

At Maxitool Mining our strategy is to provide CERTAINTY for all our stakeholders, we do this by providing Certainty in SAFETY, QUALITY & VALUE. Maxitool has thoroughly enjoyed being involved with Ravenswood Gold to date, we look forward to what the future holds and we wish them all the best with the new expansion.

T +617 4255 8665 E enquiries@maxitool.com.au www.maxitool.com.au

162 | APAC Outlook issue 50

MINING

Providing services to the mining and resources sector in: Tailings Management

Water Management

Dam Engineering

Hydrogeology

Slurry and Mechanical Engineering

Closure and Rehabilitation

Materials Characterisation

Laboratory Testing

Craig Noske (Melbourne) +61 3 8587 0900 Lis Boczek (Brisbane) +61 7 3352 7222 ATCWILLIAMS.COM.AU

APAC Outlook issue 50 | 163

RAVENSWOOD GOLD

TALENT MANAGEMENT STRATEGY Ravenswood Gold respects its people and believes in their value and the contributions they make to the company. To Fletcher, having the right people in the correct positions is the key to safe and effective operations.

“We’ve got an experienced management team on site, many of whom have worked at the site for over 10 years,” explains Fletcher. “The site and industry experience within our entire team provides a strong basis for running an efficient and safe operation.”

In 2020, Ravenswood Gold filled 124 new permanent positions on top of the existing 160-strong workforce. Of the permanent workforce, 90 percent 164 | APAC Outlook issue 50

live in the North Queensland region and 99 percent live within the State of Queensland.

“We recruited almost exactly what we thought we’d need people-wise.

When we advertised for our first round of 40 mine operations jobs, we received over 3,000 applications from across Australia and a variety of industries with various levels of experience so had a large pool of applicants to select from,” he explains.

“This meant that we had a great opportunity to hand pick the 40-best people. We wanted that first intake to be very experienced and expand the values of the business going forward.

“The thinking behind this was that they could help establish and build a positive culture for lesser experienced people to come in six months later, with these foundations already built.

Ravenswood is considered a fantastic place to work, with a great reputation, a brilliant location and we see this as a massive advantage. We believe

Scope Systems We offer innovative solutions that maximise efficiency for our customers and their operations.

How did we help Ravenswood Gold?

Ravenswood Gold engaged Scope Systems to implement Pronto Xi as their ERP system.

The rapid implementation of core functions allowed accounting, direct purchasing, accounts payable and salary payment information to be set up in a compressed timeframe, even with a COVID-19 lockdown in place.

How can Scope Systems help us?

Talk to us about your mining operations. We will work alongside you to identify practical solutions for operational challenges.

T (08) 9245 9900 www.scopesystems.com.au

MINING

Hardfacing that really works!

OUR SERVICES INCLUDE: Tungsten Carbide Hardfacing Bucket Refurbishment and Wear Packages Stockist of Hardox Steel Plate 3mm to 60mm Plasma Cutting Abrasive Blasting and Painting Address: 436 Daniel Road, Home Hill, Qld Contact Blair on 0429 778 438 or email blair@nqhf.com

Our software solutions Exploration to production mining ERP Business intelligence & data analytics Mining software add-ons & extensions

Our services Plant & asset advisory services Consulting & support Software development

Ravenswood Gold was able to implement a new ERP system within a month thanks to the support of Scope Systems during the COVID-19 lockdown.

Marcus Brown, Senior Finance Manager

(08) 9245 9900

www.scopesystems.com.au

APAC Outlook issue 50 | 165

RAVENSWOOD GOLD we’ve sourced a great team from the local region with strong operational backgrounds.”

Ravenswood Gold promotes diversity in its workforce with more than 20 percent female diversity across the site, up to 30 percent in the mining department, including 80 percent of mining haulage operators.

PROJECT MANAGEMENT To Fletcher, he counts five key pillars to his and Ravenswood Gold’s strategy. “Firstly, it’s the recommencement of the mine,” he says. “When we purchased the asset, there was no mining being undertaken so it was simply reprocessing waste dump material. Our target was to

PLANS FOR 2021 During 2021, Ravenswood Gold intends to continue its sponsorship of local organisations, community members and events, as well as major projects such as: SHOWGROUND FACILITIES UPGRADE – improving the public camping ground’s appeal and capacity for tourists by constructing new kitchen and ablution facilities as part of a coordinated project with the local government body, Charters Towers Regional Council.

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STOCKHAM HOUSE MUSEUM – developing the relocated miner’s cottage and key historic artefacts from the Buck Reef West mining area into a public museum and heritage precinct. The museum will contain general history of the town and mining area, including specialised rooms promoting the indigenous heritage of the area (through representation of the Birriah People and their stories) as well as the history of women on the goldfields (encompassing outcomes of a PhD study conducted on the local area).

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166 | APAC Outlook issue 50

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APAC Outlook issue 50 | 167

RAVENSWOOD GOLD recommence large-scale open cut mining on 1 December, to build a complete mining team and to start mining the Buck Reef West Pit which we have achieved. It’s a pit that will produce 25 million tonnes of ore for us over the next five years and be a fairly large-scale operation.”

“We will then move from the Buck Reef West Pit into the SarsfieldNolans pit. We wanted to establish a series of pits that we know we can operate for the next 14 years. We’re creating something that is built to last and will have future growth.”

The second part of Fletcher’s strategy is increasing the size of the processing plant. “We’re spending $200 million on the processing plant to take it up to a capacity of seven and a half million tonnes per annum so it has great size,” he tells us. “There’s a few different stages of the project; a new leach circuit, crushing circuit and a milling circuit.

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All of that is progressing well and we expect it to be completed by the first quarter of 2022.”

Thirdly, Ravenswood Gold is building a significant tailings facility, which is set to possess enough capacity to see out the mine life.

“We’ve started the construction of the two-kilometre-long wall which will be the base of the tailings storage facility,” explains Fletcher. “We’ve already put one and a half million tonnes of material into that wall so it’s moving quickly. It will be a modern, world-class, state-of-the-art tailings storage facility when it’s completed.”

The fourth part will see Ravenswood Gold pump out the tailings from its old in-pit storage facility into the new facility. “We need to mine the old pit, so we are pumping 28 million tonnes of tailings from that pit into the new storage facility,” he says. “That will take around five years in total to complete and is exciting in its own right.”

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APAC Outlook issue 50 | 169

RAVENSWOOD GOLD In the last part, Fletcher is keen to stress the importance of regional exploration and stresses his company is aiming high in this area. “We’ve already spent $5 million in exploration in the second half of 2020, and we’ve got about 1,200 square kilometres of fantastic ground in and around Ravenswood,” he explains. “We will be spending between $7-10 million a year on our exploration project to continue to develop this whole region.”

Ravenswood Gold is party to Native Title Agreements with the traditional

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owners of the land – the Birriah People, and Heritage Agreements with the Queensland Department of Environment and Science’s heritage branch for the Queensland Heritage Register-listed areas associated with the Buck Reef West Pit. Ravenswood Gold maintains a positive, collaborative relationship with the Birriah People, implementing the following actions, amongst others, as part of the Native Title Agreements: • Employment of three Birriah trainees, with other apprenticeship

and traineeship opportunities offered solely to Birriah People expected to be filled in 2021.

• An annual contribution to support training and professional development of nominated Birriah People.

• An aspirational target of five percent Birriah employment associated with the Ravenswood Expansion Project.

• Regular Project Committee meetings to discuss collaboration opportunities.

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In 2021, Ravenswood Gold is looking to collaborate with the Birriah People to deliver cultural heritage awareness training to all employees, and to complete the Stockham House museum display of Birriah heritage.

As part of the Heritage Agreement requirements associated with mining of the Buck Reef West Pit in the Queensland Heritage Register-listed areas of the ‘Ravenswood Mining Landscape and Chinese Settlement Area’ and ‘Ravenswood State School, Residence and Former Pool’, a number of heritage preservation activities have been undertaken including: • Repointing (replacing and strengthening mortar joints between bricks) of three historic chimneys to ensure they remain stable during and beyond mining activities.

• Finalising archival imagery and reporting associated with

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significant archaeological investigations that have occurred across the development area.

• Dismantling and storing of three chimneys within the pit’s mining footprint.

• Installation of a steel frame around the Sunset Number Two chimney to improve strength and minimise the effects of blasting.

• Relocation of a number of significant large artefacts from the Ravenswood Mining Landscape and Chinese Settlement Area (including an old boiler, water wheel and explosives magazine) to the Stockham House museum as part of the surrounding heritage precinct.

Moving forward, Fletcher reiterates his company’s desire to be seen as Queensland’s largest gold mine and stresses his organisation has no plans to succeed for short-term gain only.

“Our aim is always to be longlasting and sustainable,” he tells us.

“When we say largest, it means a couple of different things. We want to be a big employer of apprentices, while also being a great contributor to the community, State and the country. We’re undertaking a lot of work in diversity and have gone from a 14 percent to 20 percent female workforce over the past year, with plans to increase this to 25 percent over the next 12 months.

“Ultimately, we want to keep extending the mine life, we have a lot of ground, and we love exploring.

What’s better than finding gold?”

Tel: 07 4736 9100 info@ravenswoodgold.com www.ravenswoodgold.com

APAC Outlook issue 50 | 171

VITRINITE

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MINING

Brighter

Coal “Vitrinite goes above and beyond for the community.”

We speak to the executive team at Vitrinite about the company’s recent people-centric operations in Queensland’s coal mining space Writer: Marcus Kääpä | Project Manager: Thomas Arnold

A

ustralian mining is a giant industry spanning the production of metals and minerals from bauxite (aluminium ore), iron ore, and lithium, to gold, lead, and diamond, and even rarer earth elements such as industrially precious zinc and notorious uranium.

Australian coal mining is yet another substantial subsector within the mining sphere. Up until 2020, declining at the end of the decade due largely to the impact of the COVID-19 pandemic, Australian coal export was valued at approximately $54 billion, having doubled throughout

APAC Outlook issue 50 | 173

VITRINITE the past 10 years. Now, with globalscale COVID-19 vaccine rollouts, the sector is somewhat climbing back to normality.

For Nicholas Williams, co-founder and Managing Director of Vitrinite, the coal mining industry is home. Having grown up around mining sites, it was only natural for Williams to follow the path into the industry that his father before him pursued.

“Mining is in my blood; my family has been in the industry for a very long time,” he begins. “I have been fascinated with mining especially coal, and currently the industry is an incredibly exciting space to be in. We at Vitrinite are proud to be part of it.”

VITRINITE Vitrinite was founded by Williams and his fellow colleagues Ryan Welker (co-founder and Director) and Matt Burgess (co-founder and Director).

Based in and operating within

Queensland, Vitrinite is a privately owned coal mining company holding an extensive strategic coking coal tenement portfolio within the area’s world-class Bowen Basin. The company’s assets are situated in close proximity to operating mines, infrastructure and proven economic resources. Vitrinite is currently focused on opening it’s first hard coking coal mine, Vulcan, as well as executing an exploration drilling and definition programme of JORC resources across multiple other sites, representing the next generation of premium tier one assets in Australia.

CORE PROJECTS Vitrinite’s current primary focus rests on its recent Vulcan Mine Complex, acquired in September 2018.

Named after the Roman god of fire and metallurgy, the Vulcan Complex is an open cut mine reaching depths of 100 metres, containing multiple

APAC Outlook: What makes Vitrinite stand out in the industry?

Mick Callan, CEO, Vitrinite: “Our approach to the approval of mining activities and the mining process itself is a point of pride for us at Vitrinite.

“We have a very lean and mean way of doing things in comparison to the larger players in the field. Vitrinite works side by side with its site employees, and so we have a very ‘boots on the ground’ way of operating that gives us the advantage of sharing knowledge, direct leadership and a sense of collaboration between all levels of the company.

“Each of the executive team, including myself, have a vested interest in various aspects of the company that other larger firms’ management teams may not. It is a pleasure to be involved with the varied, engaging and dynamic day-to-day operations of the company, and not just sat back as a decision maker.

“As Vitrinite involves all levels of the company in its day-to-day operations, from shareholders and directors to site workers, it means that we can be swift and make quick decisions when we need to. This also keeps everybody in the company focused and operations running smoothly.

“I believe that it is this direct teamwork and collaboration between management and alternative levels employees that makes Vitrinite the success it is in the industry.”

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Blackrock Drilling Blackrock Drilling is proud to announce its success in securing the Drill and Blast contract for Vitrinite’s Vulcan Mine Operation. With shared values we look forward to a longlasting equitable relationship well into the future. The team at Vitrinite have set out to execute an enduring strategy that will yield low cost per unit with high quality yields that will be the envy of other mining operations.

Blackrock Drilling has provided, and will continue to provide, promised results to Vitrinite allowing flexibility and control to achieve industry best outcomes, whilst remaining a low-cost operation.

Through innovation, world class products, ideas and design Blackrock Drilling will achieve best practice in the drill and blast field, delivering quality outcomes at the forefront of the mining process. Blackrock’s main goal is to eclipse industry safety and performance benchmarks.

Blackrock Drilling has brought together a group of business partners including Hanwha Mining Services, SKB Drill and Blast Supplies, Saros and Bowtons Stemming to make this operation a success. The Directors would like to take this opportunity to thank all the afore mentioned and others for their continued support and development.

TAKE CARE BE SAFE The Directors Blackrock Drilling Pty Ltd

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VITRINITE target coal seams with premium hard coking coal properties, and is located on the Collinsville shelf on the central western margin of the Bowen Basin.

“Vulcan will be Queensland’s newest premium hard coking coal mine,” Williams continues. “It is a truck and shovel operation and will be in the lowest decile for operating costs across mines in the area that provides premier coal.

“We have a brilliant familystyle workforce with this project.

Vitrinite has a great partnership with

APAC Outlook: How important are supply chain operations to Vitrinite’s success?

Mick Callan, CEO, Vitrinite: “Forming partnerships is a core part of Vitrinite.

“Getting the right people involved with the company is critical to its fluid operation. Each of our partnerships have gone through extensive processes to ensure that they are the right fit and that they can really be part of the team.

“Businesses must have the correct cultural fit to work alongside us. It is obvious in any instance of collaboration that companies must be able to perform a set task, and that the price has to be right, but another primary consideration that Vitrinite takes into account when choosing key contractors is this cultural fit.

“If they have a proven track record with positive values and treat their people as we do ours, then our cultures fit, and our partnerships are lengthy and beneficial.”

176 | APAC Outlook issue 50

companies that it works alongside on Vulcan, such as our mining contractor, Turner Engineering and our drill and blast company, Black Rock.”

The Vulcan Complex has over a 55 kilometres strike of confirmed hard coking coal adjacent to world benchmark premium hard coking coal mines and has high fluidity across its three primary target seams.

On top of this, Vitrinite’s Karin Basin and Wilson Creek projects are at the forefront of the company’s focus at present.

The first is a high-fluidity coking coal deposit based south of Clermont, whereas the Wilson Creek project will provide a very low strip ratio thermal coal with a coking fraction deposit based near the township of Glendon.

“Vulcan is currently our key asset,” Williams tells us. “Building a coal mine isn’t easy, so we are committed to getting this right for the business and the local community.”

Pictured from left to right: Matthew Mcgregor, Ryan Welker, Michael Callan, Nicholas Williams

Kalari Kalari is excited to be Vitrinite’s logistics partner as they embark on their exciting new projects for the provision of high-quality resources in the Bowen Basin.

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We are excited to be partnering with Vitrinite, providing life-ofproject solutions, and look forward to deploying our innovative road haulage, screening, crushing and ROM management services to the project enabling the optimum results for our customer.

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APAC Outlook issue 50 | 177

VITRINITE Alongside these major projects, Vitrinite is partnering with external businesses in operational regions, all the while maintaining a key focus on the elements that make the company what it is.

“We are working with a company called 1064 Gold which is active in the Clermont area where the Karin Basin is,” he tells us. “We noticed that it was a prolific gold district, so we duplicated the toolbox that we developed for Vitrinite and can now deploy it through 1064 Gold in a promising partnership.

“But another considerable

178 | APAC Outlook issue 50

investment that we are making is in our people – they make Vitrinite. We hire people based on their attitude and willingness to be flexible. The company is absolutely 100 percent built on our investment in our own employees.”

PEOPLE AT THE FORE This employee-centric attitude is a paramount part of Vitrinite’s operation, and the company makes sure to not only reward but develop its workforce for the betterment of individual employees and the business as a whole.

MINING

APAC Outlook issue 50 | 179

VITRINITE “On top of making work financially rewarding we do a lot for our employees in the area of career development and progress in terms of what they each personally want to achieve,” he informs us. “This varies from growing their skills and experience within their company roles to progress in alternative areas of the company.

“At Vitrinite we try to look at individual peoples’ full capabilities from the hiring process to years into their positions. From the beginning we look at where a specific person may sit in the company five or even ten years down the line, as opposed to just in singularity to their current role.

“There are numerous examples of people in the company who have taken on very different roles into the present than what they initially began with.”

“VITRINITE ALSO MAKES SURE THAT ALL OF ITS EMPLOYEES HAVE PROPER HOUSING, ON TOP OF SUPPORTING LOCAL SPORTS CLUBS, BECAUSE ULTIMATELY WE REALLY WANT TO MAKE AN ACTUAL DIFFERENCE IN THE COMMUNITY” – NICHOLAS WILLIAMS, CO-FOUNDER AND MANAGING DIRECTOR, VITRINITE BEYOND BUSINESS And Vitrinite’s people focus is not only internal. As a smaller and more localised company in the industry, Vitrinite remains deeply connected to the local communities in which it operates. Stemming from this connection, the company makes sure to support the community in a variety of ways.

“We are relatively new compared to other businesses in the industry and region, so the local community is very

important to us” states Williams. “We try and use locals wherever we can in the business and so we have a lot of positive local supply chain members that provide their services and trades that work really well with us.

“Vitrinite also makes sure that all of its employees have proper housing, on top of supporting local sports clubs, because ultimately we really want to make an actual difference in the community. Vitrinite goes above and beyond for the community.”

MINING

Environmental responsibility Vitrinite is committed to effectively managing the impact of its operations on the environment. The company closely manages all exploration activities in a responsible manner for minimal impact and disturbance to the environment and communities. Vitrinite’s exploration programmes operate in compliance with Environmental Authorities issued by the Queensland Department of Environment and Science, which outline the allowable extent and nature of the company’s environmental impact.

Vitrinite manages the impact of its exploration projects by: • Reducing vegetation clearing by prioritising pre-cleared sites and access tracks • Progressively rehabilitating sites as soon as possible • Proactively engaging with key stakeholders including traditional owners, landholders and the wider community

“WITH THIS PRODUCTIVITY IN MIND, OUR GOAL IS TO PRODUCE BETWEEN 1.6 AND 1.7 MILLION TONNES OF COAL IN THE FIRST YEAR SO THAT WE ARE WELL ON TARGET TO SUPPLY OUR PREMIUM HARD COKING COAL TO THE INTERNATIONAL MARKET” – NICHOLAS WILLIAMS, CO-FOUNDER AND MANAGING DIRECTOR, VITRINITE “We make our decisions as if we live in that community, and they are based on what we want to see if we were to live there,” Welker adds. “Vitrinite is constantly thinking about the whole lifecycle of these operations. From starting explorations to the closing of sites in many decades to come, we ask ourselves: what will the land look like for those that we leave behind?

And because of this we try to be good stewards of the land.”

on-site,” Williams tells us. “Quality culture means a positively driven workforce, and happy employees leads to productive minds behind our company operations.

“With this productivity in mind, our goal is to produce between 1.6 and 1.7 million tonnes of coal in the first year so that we are well on target to supply our premium hard coking coal to the international market.”

THE FORE AND FUTURE Vitrinite’s core goals moving forward are to become the lowest cost high-quality producer of coal while maintaining its unwavering commitment to safety.

“Embodying this, we want to build and retain a world-class culture

Tel: (07) 3174 4816 info@vitrinite.com.au www.vitrinite.com.au

APAC Outlook issue 50 | 181

THEJO ENGINEERING LIMITED

DUAL Purpose Engineering We speak to V. A. George, Managing Director of Thejo Engineering Limited, about the company’s unique place and provisions in the Indian engineering and mining space Writer: Marcus Kääpä | Project Manager: Joshua Mann

182 | APAC Outlook issue 50

MINING

A

major economic activity within the country, the Indian mining industry contributes between two and 2.5 percent of total GDP each year (10 to 11 percent of the entire nation’s industrial sphere GDP), with small-scale mining forming a substantial six percent of all Indian mineral production, and the whole sector providing approximately 700,000 jobs.

The mining space in India is known for being one of the largest producers of iron ore, alumina, chromite, bauxite, and sheet mica (used industry-wide from electronic equipment to windows). And with a

gigantic manufacturing industry that runs alongside it, engineering within the mining industry becomes a growth sector for the country.

Thejo Engineering Limited is one such company that stands in this space.

THEJO ENGINEERING LTD

V. A. George, Managing Director

A mid-sized industry player headquartered in Chennai (India), Thejo provides a wealth of products and services, spanning aggregates, to solutions for the power sector, construction, chemicals and fertiliser, and of course the mining sector. These services include specialised technical installation and maintenance services APAC Outlook issue 50 | 183

THEJO ENGINEERING LIMITED with an emphasis on customer satisfaction and support throughout.

Thejo was founded over four decades ago by two sector professionals. K J Joseph, the founder and one of the promoters is currently the non-executive Chairman of the company. He holds a Diploma in Mechanical Engineering and has served companies like Pioneer Equipment & Co., Baroda, Kulkarni Foundries Limited, Pune and FAME Private Limited in various capacities, as well as having past experience in the Indian Defence services. Prior to this he was the Managing Director of Thejo and became the Chairman in 2001.

Thomas John, Co-Promoter of Thejo Engineering Limited is currently another non-executive Vice Chairman

APAC Outlook: Tell us, what makes Thejo Engineering Limited stand out?

V. A. George, Managing Director, Thejo Engineering Limited: “I believe that a core component of Thejo is that we believe in relationships.

“These are not only the relationships that we have with our business partners, although these are no doubt incredibly important to Thejo, but also between the company and its employees, customers and stakeholders. As a core principle and belief of the company, we care about people.

“The commitment to our clients is key to our functionality and is a large part of what drives us as a company. Thejo ensures that it provides long lasting relationships between all its varied customers, and each of its partners, to the

of the company. He was associated with Pioneer Equipment Company, Phoenix Metals and Alloys Private Limited and FAME Private Limited in various capacities, before starting Thejo Engineering Services. Each of the founders have over four decades of experience in the mining and manufacturing sectors.

OPERATION AND DEVELOPMENT Thejo’s mining division provides optimum engineered solutions catering to coal, iron ore, gold, bauxite, copper, zinc, phosphate, limestone mines and more, and throughout its operations the company carries core values that have helped make Thejo what it is today.

mutual benefit of both sides and the promise of a brighter future.

“But the other side to Thejo’s unique place in the industry, and what makes it stand apart from its competitors, is that we provide our clients both service-based and manufacturing offers – a rarer practice for a company within the mining and engineering industry. This dual offering allows us to not only manufacture and deliver products for various sector clients, but also gives Thejo the opportunity to provide 24-hour maintenance and help-line services to reinforce its product offerings. In this way, Thejo becomes more than just a manufacturer, and gives its customers a fully-fledged service through which they are supported.

Thejo Australia With a country-wide service network, Thejo Australia Pty Ltd (Thejo) is Australia’s comprehensive ‘One Stop Shop’ that endeavours to reduce the costs of conveyor and plant operating on behalf of their esteemed customers.

Established in 2012, Thejo is the joint venture between Thejo Engineering Limited India and Bridgestone, with 74 percent and 26 percent respective ownership.

An Indian market leader, Thejo Engineering’s operations span 28 branch and site offices, an R&D division, plus six manufacturing facilities and an Engineering Team.

Thejo Australia is headquartered in Bibra Lake with workshops in Bibra Lake, Kalgoorlie and the Pilbara.

In addition to a supervision team, Thejo count over 40 highly trained belt and mechanical technicians, alongside designated operations, OHS, training, sales and service management teams to support their crews. Such resources enable Thejo to provide compete material handling packages for the design, construction, supply and maintenance of conveyor systems and wear applications.

Thejo are renowned as quality suppliers of conveyor components and wear and corrosion lining materials that comply to Australian standards requirements.

“This support is constant and maintained, no matter the length of time, and if our clients happen to ever have any issues with our products they can reach out and contact us 24-seven.” www.thejoaustralia.com

184 | APAC Outlook issue 50

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THEJO ENGINEERING LIMITED

Thejo’s top management team - training programme conducted by INSEAD Prof. Ludo & Prof.

Franklin Vrede These values include the commitment towards excellence and quality in the support of both employees and customers, the consistent delivery of quality products and services, a dedication to delivering the best industry standards, and an expansive attitude towards company growth – each of which is instilled across Thejo.

These values are ingrained in all of Thejo’s activities, including each project and investment the company undertakes or carries out.

“WE ARE THE MOST INNOVATIVE MIDSIZED ENGINEERING COMPANY IN INDIA”

– V. A. GEORGE, MANAGING DIRECTOR, THEJO ENGINEERING LIMITED In light of increasing both the capabilities and quality of the company’s services, Thejo has begun to invest in an operation and 186 | APAC Outlook issue 50

APAC Outlook: How do you recognise individual workplace efforts?

V. A. George, Managing Director, Thejo Engineering Limited: “We have an excellent executive team and very robust management policy within Thejo.

“On top of this, at a non-executive level, productivity strategies incentivised by performancebased rewards ensure that our technicians and other employees receive recognition for their skill and individual hard work and achievement.

“For our Thejo technicians, this incentive system recognises both, skill acquisition as well as skill deployment. It is marked and measured by a star achievement and rating process, indicating individual skill and experience level.

This strategy allows each employee to work their way onwards and upwards, towards a brighter future in their careers, and has been extremely successful in increasing

the personal development of our technicians. This has resulted in technicians developing an entrepreneurial attitude.

Consequently, this has led to the all-important raising of the quality service we provide our customers – failure rates have lowered, and productivity has risen.

“Through these kinds of company incentivised processes, we ensure that we cancel out micromanagement – each employee becomes their own leader in their own way. This individuality has led to Thejo having one of the lowest turnovers in the industry. We realise that our people are more important than any other aspect of our business, and so we focus on recognising that.

“Thejo also acknowledges that it has highly diversified staff members with experience across many areas, such as banking, accounting, engineering – a very high-profile group that deserve and receive the correct rewards for their brilliant individual efforts.”

MINING maintenance division. This division will not only expand Thejo’s range of services, but also provide the allimportant added value for its various customers and clients around the globe. Thejo is additionally expanding its manufacturing base that will open up a greater level of manufacturing and increasing its digital capabilities such as introducing systems through which Thejo technicians as well as the customers can fully monitor the status of machine usage by clients.

The company has always been very focused on research and development (R&D). With core emphasis on polymeric science, the organisation has successfully developed and supplied products that meet the most stringent operational requirements in space research, mining, corrosion protection, filtration, conveyor belt

APAC Outlook: How important are Thejo’s suppliers to company success?

V. A. George, Managing Director, Thejo Engineering Limited: “Without a doubt, extremely important.

“We make use of materials globally and so our supply chain is a critical part of what we do and achieve.

“There have been some challenges recently due to COVID-19. We began to stock a little excess inventory over the optimum levels, so that we can minimise the impact of nonavailability of raw materials, late deliveries of finished product due to supply chain disruptions.

“Our suppliers are of course a key part of this continued service to our customers.”

Union Finance Minister Mr P. Chidambaram inaugurating the EMERGE platform of NSE and ringing the Bell to signify commencement of trading in Thejo’s shares as (L-R) Mr Sushil Munhot (CMD, SIDBI), Mr V.A. George (President & CEO, Thejo), Mr R.M. Malla (CMD, IDBI), Mr U.K. Sinha (Chairman, SEBI) and Mr Ravi Narain (MD & CEO, NSE) look on repairs (and more), and is a partner to original equipment manufacturers.

Thejo’s R&D has been the cornerstone for developing products that meet the needs of its customers.

The company’s sustained efforts have helped it to develop its own diverse product ranges for varied conditions requiring exacting performance, such as the rubberising of T72 battle tank tyres, high-tension belt splicing compounds that can withstand some of the harshest working conditions in leading mines, acute abrasive and impact-resistant mining products and exacting filtration products and corrosion protection systems; all with an unwavering focus on quality and commitment.

Thejo’s recent expansion into overseas markets such as Australia, Saudi Arabia, Chile and Brazil also exemplifies the company’s willingness and attitude to take this quality and commitment, to expand and diversify its market reach. It is well known that Australia’s mining industry is large, and expansion into the country will provide Thejo a strong foothold into a market of high demand.

POSITIVE BUSINESS PRACTICE Thejo strongly believes that a positive corporate governance system enables the company to retain the trust of its stakeholders.

Thejo’s code of conduct and governance lays strong emphasis on transparency, accountability, community engagement and quick business decisions; elements of business that make it what it is. Thejo has undertaken several initiatives towards maintaining a good corporate governance system.

The Audit Committee and the Compensation and Remuneration Committee of the Board consist wholly of independent directors.

Thejo has also adopted various codes and policies which include code for Board of Directors and Senior Managers, code of conduct to regulate, monitor and report trading by Insiders, code of practices and procedures for fair disclosure of unpublished price sensitive information, Whistle Blower Policy, Policy on Prevention of Sexual Harassment in the Workplace, Corporate Social Responsibility Policy and Risk Management Policy.

“AS A CORE PRINCIPLE AND BELIEF OF THE COMPANY, WE CARE ABOUT PEOPLE” – V. A. GEORGE, MANAGING DIRECTOR, THEJO ENGINEERING LIMITED

With people at the forefront of everything it does, Thejo aims to be the firm of first choice globally, for customers, employees, suppliers and shareholders, that offers tailor-made products and services within the mining engineering sector.

THEJO ENGINEERING LIMITED Tel: 91 44 42221900 marketing@thejo-engg.com www.thejo-engg.com

APAC Outlook issue 50 | 187

PROCESS PLANTS INTERNATIONAL

FROM CONCEPT TO COMPLETION Glenn Haste, co-founder and Company Principal at Process Plants International, discusses his customer first approach to operations Writer: Sean Galea-Pace | Project Manager: Joshua Mann

188 | APAC Outlook issue 50

MINING like-minded members to deliver autoclave turnarounds safely, on-time and within budget.

And operating with a customercentric approach is par for the course for PPI. Founded in 2010 following the completion of a large Greenfields nickel mine, PPI managed to get on the tender list for autoclave opportunities with three separate projects. The company’s main products that it offers are design services for processing plants, hands-on commissioning and commissioning management of new start-ups, operational training for client staff and maintenance management such as shutdowns and strategies.

PPI is a single source service provider to companies operating or intending to operate technologically advanced processing plants. The organisation works to develop solutions and manages the task from concept to completion using in-house engineering and trade expertise to ‘make projects work.’ The organisation has offices in four locations around Australia with a valve manufacturing and engineering shop located in Queensland.

“We have teams of staff that travel to various locations around the world in supporting the scope of work as requested. Such locations include Australia, PNG, Laos, Russia, Madagascar, Turkey, New Caledonia, Finland, and New Zealand,” Haste informs us.

INDUSTRY TRANSFORMATION Each client has different needs, and we tailor our solutions to meet their specific requirements.”

Introducing Glenn Haste, co-founder and Company Principal at Process Plants International (PPI).

With more than 30 years of experience in hydrometallurgy and

general industry, Haste is one of Australasia’s true maintenance pioneers in the field of autoclave processing technology. Having worked extensively in autoclave design, commissioning and maintenance, Haste has a strong focus on shutdown management and now leads a team of

Equipped with such extensive experience in the industry, Haste has observed first-hand the sector’s transformation over the past decade.

“Up until the last 10 years, Australian mining was a very strong and profitable market to be a part of,” he explains. “Our niche within the mining market takes us internationally and while the Australian mining market went into a recession, our APAC Outlook issue 50 | 189

PROCESS PLANTS INTERNATIONAL international markets opened up. Since our founding, we have experienced year-on-year growth.”

Having been involved in a considerable number of projects during his time with PPI, Haste believes there is one in particular that sticks in his memory.

“A recent example is the maintenance scope of work in PNG, which was to manage the planning and execution of the autoclave

PPI’S MISSION Process Plants International’s vision is always to build integrated business-partner working relationships. This is done by being directly engaged and embedded into its client’s organisation. PPI will demonstrate this commitment by donning its client’s uniform where required. Where others are engaged to support specific hard-lined development phases, its approach is to support clients continuously across all project phases.

Glenn Haste, co-founder and Company Principal

190 | APAC Outlook issue 50

shutdowns while also improving the reliability,” explains Haste. “Over the initial 20-month period we had identified, engineered, planned and executed 118 formal changes. All the while, planning and executing 14-day shutdowns every 10 weeks, while mobilising on average 300 international and local labour resources and vendor specialists. Six years later, we are still engaged at the site.”

Haste believes that because his firm is so heavily engaged in the niche sector of the market, identifying potential opportunities can ‘change the norm.’

“One major operational reliability concern was identified with the way that gaseous oxygen is delivered to the autoclaves,” says Haste. “The standard design approach by the large engineering houses often results in pipe blockages during low flow scenarios resulting in reduced oxygen feed rates. This, in turn, affects the reaction efficiency of the process leading to poor gold recoveries.”

“PPI’s principal process engineer designed, manufactured and ran production trials of this patented low-cost anti-blockage design, perfectly suited to the severe service application. We have continuously improved the design since its first trial back in 2014. The concept can lend itself to other types of gas sparging where pipe blockages are experienced.”

In terms of other significant investments, PPI recently acquired a contract to manufacture severe service quarter-turn ball valves. With only a very small number of severe service valve manufacturers globally, the company’s Queensland workshop had been setup initially to exclusively service one Houston-based valve manufacturer.

“In the last 12 months we had to move from service agent to manufacturer which required significant investment in capital for

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Many industries adhere to stringent standards driven by high performance requirements. Our engineers and designers in those fields employ unique coatings to increase part resistance and offer a complete line of testing services for all coatings.

Our proven surface treatments meet industry demands for lighter materials, improved performance, and life extension in key markets such as severe service mining, aerospace, chemical, automotive, energy, and medical. Selection of the proper coating can enable the use of less expensive metals, improve part wear life and reduce maintenance costs.

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PROCESS PLANTS INTERNATIONAL additional machining, packaging and engineering capability,” Haste tells us. “We were also successful in our application for a grant from the Queensland government and were recently showcased on the local government investor pages.

“Prior to becoming a manufacturer, we had already started to diversify and move into the oil and gas market.

We were successful in securing a valve service contract for one of the oil and gas companies operating in Queensland.”

RESILIENCE IN SUPPLY CHAIN Developing a robust supply chain with mutually beneficial partnerships that are aligned on a vision is essential to most organisations. For Haste, he acknowledges that understanding the businesses’ strengths and weaknesses is an absolute necessity.

“Knowing what to do with that

192 | APAC Outlook issue 50

knowledge and accepting that others can do some things better or faster is a trait,” he tells us. “Moving from service to manufacturing in a reactive manner meant we required local support from similar but not so similar engineering operations near to our Queensland base. We spent many months searching and meeting with engineering businesses and fortunately, we found one that not only had what we needed at a quality level but were very willing to support us and our unique product.

“Our valve product was not aligned with their normal revenue base but the can-do attitude and flexibility they offered has resulted in a very amicable relationship. We have increased the volume of work through their shop fourfold since the initial discussions on volume capability. Having supply chain support that can scale up and down with you is important.”

PEOPLE FIRST Talent management is another important topic to Process Plants International. With most of the work located in international borders, its teams work as expatriates in sometimes less than ideal circumstances.

Haste understands what it takes to lead a successful and happy workforce.

“The team environment is incredibly vital to a successful project,” affirms Haste. “Establishing a level playing field in terms of discipline remuneration immediately means everyone is equal. We do not work on bonus schemes or fancy incentives. Keep the deal simple, clean and transparent.

Building a team in a mining environment is no different than what a sports coach or military commander must deal with. Keep the teams small and move team members around until the team formula works without too much management effort.

MINING

“It’s important to understand personalities and individual capabilities because it is paramount to success. Empowering the teams comes from giving them what they need to do their job and letting them do what they are employed to do.

Usually this can be as simple as; good accommodation, good food and reliable on-time transport around the job site and getting to and from accommodation facilities. Open door and open plan office environments are the norm. There are many books written about team management but what works for one manager does not necessarily work for another.

Identifying the needs of the team

before the team know they need it, is a valuable trait.

“If you must motivate your teams then there is an underlying problem.

Finding the drivers that motivate each team is not a one-off task. Team dynamics change, you must change with them as frequently as required to keep a self-directed attitude flowing.”

Moving forward, Process Plant International’s focus is on the Queensland facility to deliver a large valve order by the end of 2021.

“This order has been underway since last year and is nearing the final assembly stages,” says Haste.

“Alongside our standard service works in the mining sector, we are looking at

diversification opportunities within oil and gas markets. We expanded to accommodate the needs of our current manufacturing contract and would consider further investment to meet the needs of any future large scale or unique contract scope.”

PROCESS PLANTS INTERNATIONAL Tel: +61 (7) 5471 7111 admin@processplants.com.au www.processplants.com.au

APAC Outlook issue 50 | 193

TKI GROUP

Serving Papua New Guinea 194 | APAC Outlook issue 50

MINING An inside look into TKI Group and its operations within the Western Province in Papua New Guinea Writer: Sean Galea-Pace Project Manager: Donovan Smith

F

or decades, TKI Group has worked closely with Ok Tedi on its extensive mining operation in Papua New Guinea.

Today, and regarded as a major player within the Western Province, TKI provides an expert portfolio of engineering, construction, security, labour hire and recruitment services to corporate clients within PNG. The company’s vision is to become a PNG leader in the provision of complementary services to the resources and energy sectors and beyond.

At the heart of TKI’s success is the company’s proven ability to integrate with the way clients work. The organisation is proud of its capability to meet the thorough compliance requirements required by the resources and energy sectors. Alongside this, the company’s constant safety focus is driven by its innovative approach.

Founded in 1989, in order to respond to labour hire needs from Ok Tedi Mining Limited (OTML), the firm has expanded to incorporate security services, then construction and engineering services followed. During the last decade, TKI has successfully completed various projects in Tabubil, Kiunga and in the rural areas surrounding these centres.

TKI’s diverse local and international management team leads its large base of skilled employees. The company’s people are supported with ongoing training and quality resources to foster a positive and professional working culture. TKI is a streamlined business underpinned by an advanced management system, which enables TKI to respond effectively and efficiently to clients’ needs quickly and personally.

APAC Outlook issue 50 | 195

MONIPLUS

sme@moniplus.com

Apply Today!

sales@moniplus.com POM: 313 2800 pomsales@moniplus.com

Lae: 478 2900 laesales@moniplus.com

PO Box 1748, Boroko, Port Moresby, NCD, Papua New Guinea

Mt. Hagen: 541 2900 hagensales@moniplus.com

313 2900

323 3438/323 8458

Alotau: 640 2900 alotausales@moniplus.com

7373 8000

Kokopo: 987 2900 kokoposales@moniplus.com

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TKI GROUP

MAJOR PROJECTS UNDERTAKEN • Major upgrade of the Kiunga Hospital • Construction of four threebedroom houses for the Tabubil Community School under the OTML Tax Credit Scheme • Renovation of various government houses in Kiunga • Numerous security fencing projects (including Tabubil Airport and Hospital Fencing) • Drainage works for the OTML agriculture department • Super Value Store Tabubil mezzanine office floor project • Civil and drainage works along the Ok Ma Road in Tabubil • Construction of Workshop Shed OTML Tunnel Project • Construction of 38 houses in Kiunga under the OTML Tax Credit Scheme • Construction of 18 houses for the National Housing Corporation at Gerehu

198 | APAC Outlook issue 50

During the middle of 2006, TKI began recruiting Managers, Supervisors, Qualified Tradesmen, Administration and Support Staff with a plan to complete a professional package to suit the needs of prospective clients. With this rise in qualified personnel, TKI has since been able to maintain a high standard of training in the latest industry developments and prides itself on recommending appropriate solutions to the specific needs of the customer.

Today, the company can now provide solutions such as designing and constructing packages for residential housing, as well as the fabrication and construction of light steel frame buildings. This is all done to current standard practices including Building Board approvals. Occupation Health and Safety is vital while undertaking all projects. TKI Management and its employees are highly trained to be aware of identifying hazards and risks, analysing these and implementing safe, workable procedures is part of its Safety Policy Management Plan.

TKI MANPOWER TKI offers professional expatriate and national recruitment services to fill any permanent or temporary employment requirements aligned

with international standards. The organisation appreciates the importance of a customised service.

This begins with understanding specific requirements to ensure that the recruitment strategy is right for its clients.

Services include: • Permanent and temporary recruitment for expatriate and national roles • Specialist support managing ‘Fly In and Fly Out’ staff • Labour Hire • Work Permits • Visas • Passport Applications • Payroll and Travel Services • HR Management

CONSTRUCTION AND MAINTENANCE TKI strives to form close working partnerships with its clients to ensure projects are completed smoothly, quickly, and to budget while being tailored to a flexible working approach. The company employs skilled supervisors and tradespeople, modern equipment and a professional project management system to successfully deliver projects in varying degrees of scale and complexity.

H

eduru Moni Limited celebrated its 22nd anniversary and is quickly earning the reputation as one of the most exciting financial services firms on the rise in Papua New Guinea. The company was incorporated and commenced trading in 1998 as a financial intermediary under the trading name Kina Plus and started operations by providing small personal loans for employees of both the public and private sector.

In February 2006, the Bank of Papua New Guinea granted Heduru Moni Ltd a license as a Financial Institution under the Banks and Financial Institutions Act. Attaining the license allowed the company to raise deposits and expand its lending portfolio. In 2006, the company’s trading name was changed to what it is now known today, “MoniPlus”.

Our company is a fully-fledged financial institution and is “The leading lender in unsecured personal loans in the country in its category”. The current leadership position is achieved and maintained due to our exceptional friendly service quality, turnaround time, promptness, flexibility, affordability of loans offered with innovative products to suit every Papua New Guinean’s financial need. It is operating from PORT MORESBY (HO) at present with nationwide presence having branches at POM, Mt HAGEN, ALOTAU, LAE & KOKOPO. “MoniPlus” also provides SME Financing, Asset and Equipment Finance, Loan Against Properties, Financier Guarantee, FX Remittance services (known as Moni Plus FX) and offers highly competitive rates for Term Deposits. In 2012 the company created a state-of-the-art online, Foreign Exchange delivery service and had its license approved as a Foreign Exchange dealer in May 2012.

With respect to its lending division, the company reported in its 2019 key disclosure statement total loans and advances of K284 million. The year 2020 saw steady and promising growth particularly in terms of Education Loans, Asset and Equipment Finance portfolios, which is expected to continue as more opportunities within the economy, in all sectors are unlocked.

“MoniPlus” strength lies in its ability to respond to all types of business and sectors, from corporate heavies in transport, logistics and construction right across to SME’s such as vehicle hire and public motor vehicle (PMV) operators, nationwide and through its lending portfolio, shows optimistic signs ahead for Papua New Guinea. With “MoniPlus” continued branch expansion plans over the coming years, its Apply Today! sights are on regional opportunities for unsecured Personal Loans, Education Loans and Asset Financing, with particular interest in growing its mining and petroleum lending portfolio. “MoniPlus” has made its name in the market on its fast, quick and easy service and its speed to funding for all customers.

“MoniPlus” provides the most modern, online foreign currency exchange and money transfers in Papua New Guinea. Services are available to individuals and commercial enterprises alike.

The online service is available 24 hours a day, five days a week and allows clients to complete currency transactions from home or the office, or from our branches if preferred.

Features include: • Competitive rates and low fees - check a live rate on your online dashboard any time • Exceptional service - fast, easy and secure • Seamless, intuitive interface is very user friendly

• 24 hour / five day per week availability sales@moniplus.com POM: 313 2800 pomsales@moniplus.com

Lae: 478 2900 laesales@moniplus.com

PO Box 1748, Boroko, Port Moresby, NCD, Papua New Guinea

Mt. Hagen: 541 2900 hagensales@moniplus.com

313 2900

323 3438/323 8458

Alotau: 640 2900 alotausales@moniplus.com

7373 8000

Kokopo: 987 2900 kokoposales@moniplus.com

info@moniplus.com

www.moniplus.com

TKI GROUP Engineering scope covers: • Roads highway, pavement and bridges • Irrigation and flood control • Dam reservoir and tunnelling works • Harbours and offshore engineering • Water supply treatment, distribution and sewerage systems • Railway • Airport structure and air navigation facilities

TKI SECURITY TKI Security is the largest expert security business within the Western Province. Its professional staff provides clients with peace of mind across a range of industries such as mining, energy, government and private business 24 hours a day. Its professional, dedicated and personal service plays an influential role in achieving uninterrupted business operations. In order to ensure the company’s people are equipped to deliver a high-quality level of support,

TKI places strong emphasis on training led by senior team members.

In addition, TKI Security proactively builds relationships with the communities in which its partners operate to assist in encouraging positive and peaceful security outcomes.

TECHNICAL SERVICES TKI’s team consists of experienced supervisors and tradespeople skilled in boiler making, rigging, scaffolding, crane operation and carpentry and plumbing. The department has taken on various major projects that were completed successfully and has reflected the quality of work from the highly qualified and skilled personnel employed with the company. Such works include fencing, pipeline, metal fabrication, installation, and mechanical works.

TKI owns and maintains a fleet of modern equipment including cranes, semi-trailers and prime-movers.

‘TKI SECURITY PROACTIVELY BUILDS RELATIONSHIPS WITH THE COMMUNITIES IN WHICH ITS PARTNERS OPERATE TO ASSIST IN ENCOURAGING POSITIVE AND PEACEFUL SECURITY OUTCOMES’

200 | APAC Outlook issue 50

TKI’S KEY TO SUCCESS • A passion for constructive working relationships with clients and communities.

• A focus on integrating client values and management systems.

• Drawing from decades of local knowledge and relationships.

• A balance of local and international management expertise.

• A motivated and skilled employee base, with fast access to expanded resources.

• Robust governance to maintain financial stability and enable ongoing growth.

MINING

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APAC Outlook issue 50 | 201

TKI GROUP

TKI focuses on producing quality results, achieved safely, cost-effectively and on time. TKI has successfully supported OTML and other corporate partners for over 20 years and welcomes new opportunities to expand its client base.

TKI CIVIL From earth works to road maintenance, TKI Civil performs a range of civil works projects throughout the North Fly region in order to support mining, energy, 202 | APAC Outlook issue 50

government and private sectors.

With its range of plant and equipment from excavators to bobcats, TKI is capable of delivering a range of civil works projects in the trying conditions of Western Province.

TKI has successfully completed projects for OTML ranging from drainage and foundation works to road maintenance. Its team of experienced and qualified operators continues to meet specific standards set by its client and does so in the remotest locations of the country.

TKI CONSTRUCTION Led by internationally experienced project managers, TKI offers its clients competitive and varied services, including: • Residential and commercial construction • Civil works • Joinery projects • Tree management TKI strives to establish close working partnerships with clients to ensure projects are completed

MINING

“FROM EARTH WORKS TO ROAD MAINTENANCE, TKI CIVIL PERFORMS A RANGE OF CIVIL WORKS PROJECTS THROUGHOUT THE NORTH FLY REGION” is committed to ensuring client satisfaction and maintaining a high level of safety while delivering its services.

TKI Electrical continues to compete effectively in a competitive field which showcases its capability to deliver electrical services that exceed client expectations. smoothly, on time, on budget and to a high quality. With a flexible and tailored working approach, TKI employs skilled supervisors and tradespeople, modern equipment and a professional project management system to successfully deliver projects in varying degrees of scale and complexity.

TKI ELECTRICAL TKI Electrical supplements the needs of TKI by providing an electrical scope to all its projects. TKI Electrical

Its capabilities include: • Maintenance of white goods.

• Air conditioner and refrigerator installation.

• Meter box installation.

• Fabricate and erect HV and LV power poles.

• HV and LV overhead and underground supply cables.

• Installing standby generators including ATS. • Final testing and commissioning of installations.

TKI TRANSPORT TKI Transport provides professional transportation and logistics services across the Fly River region. Having started in 2017, TKI’s growing fleet of trucks, trailers and support vehicles shuttle cargo along the TabubilKiunga highway in support of OTML and other local businesses.

With 40-foot trailers, tankers, sidelifters and loaders, its fleet of trucks have been successfully delivering its services to the rigorous and demanding schedule of a world-class mining operation. Running a sevenday convoy between Tabubil and Kiunga for OTML, TKI Transport has also provided logistical support to Oil Search and Ok Tedi Development Fund.

APAC Outlook issue 50 | 203

MONIER

We speak to George Constantinou, CEO of Monier, about the company’s products, people-centric attitude, and wider organisation in the construction industry of Papua New Guinea Writer: Marcus Kääpä | Project Manager: Joshua Mann

L

ocated north of Australia, Papua New Guinea (PNG) is a culturally diverse and resource-rich country.

A substantial percent of the country’s GDP comes from its extractive industries, approximately accounting for 28 percent in 2019, and so it is natural that PNG’s construction sector ties closely to this.

However, according to George Constantinou, CEO of Monier, the industry is currently in the midst of a challenging period.

“PNG’s economy is managing through the COVID-19 pandemic,” he begins. “Much like every other

business operating in Papua New Guinea, Monier has experienced many oscillations within the economy.

“The economy is somewhat sluggish at present, with a lack of construction activity and increased competition from overseas rivals making it particularly difficult. While there is a lull due to COVID-19, at Monier, we are making good use of the time with reviews of processes and improvements in production flow and admin to ensure the business is more efficient when things are back to full speed when the economy picks up.

“We also have a specific plastic division known as Monier Water Solutions, which offers a range of water and septic tanks as well as polyurethane pipes. Our Quarry, Sand and Concrete divisions have a range of fixed and mobile plants which can service our clients locally as well as in remote locations.”

Monier is a construction product supply business based in Port Moresby, Papua New Guinea, employing around 200 staff, and a part of the wider Constantinou Group.

Paving New

Ground 204 | APAC Outlook issue 50

CONSTRUCTION

APAC Outlook issue 50 | 205

MONIER Monier has several divisions in its operations such as quarry and sand material supply, concrete supply, and finished concrete products, the latter consisting of specialist pre-cast division, concrete pipes division, concrete blocks and tiles division.

APAC Outlook: Can you tell us about your career at present and what led you into the industry?

George Constantinou: “Monier is part of the Constantinou Group of Companies, which is a familyowned consortium.

“Our group have been operating in Papua New Guinea since the 1950’s and I am the third generation to oversee various company operations within the group.

Primarily our group operate in civil construction, building construction, construction and building materials, hotels and resorts, restaurants, property development and property investment. We operate and invest in Papua New Guinea, Solomon Island, Samoa, Australia and New Zealand.

“I grew up in Papua New Guinea, and most of my spare time was spent at construction sites, quarries and hotels. My background is in Architecture, Town Planning, Project Management and Investment.

Currently, I am the Managing Director of Hebou Constructions in Papua New Guinea, Texas Chicken New Zealand and KG Property Investments in Australia.”

206 | APAC Outlook issue 50

The company has been in operation in PNG for over 60 years and is the single largest producer, supplier and distributor of construction materials and building products in the country.

A BRIEF HISTORY Monier dates back to 1887, when Joseph Monier exhibited his inventions of iron mesh-reinforced concrete in the Paris Exposition. That year he was awarded his first patent for reinforced concrete products.

Monier Limited was established in Papua New Guinea in 1958 and was purchased in 2005 by Sir Theophilus G. Constantinou. The long-enduring concrete roof tile roofing systems is generally what people now associate with the name Monier.

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While its surroundings are remarkable, the hotel’s international reputation has been built on equally unique interiors, not to mention first-class service, a passionate attention to details and an environment that is calm, secure and spacious.

From the moment you enter its gates, you’ll know you have arrived at a place apart: a unique and unrivalled hotel where your convenience and comfort is our priority.

QUALITY PROVISION Monier products are used in both small-scale home renovation projects, as well as major projects throughout PNG. “As a tier one materials supplier, we have been fortunate enough to be involved in some of the largest and technically demanding projects in the country,” Constantinou tells us proudly. “Some of these include aggregate supply to the LNG Project, the Japanese Embassy, the American Embassy, the APEC Haus, Hilton Hotel, Airways Hotel and the Port Moresby Sewerage Treatment Works upgrade.

“We have also been fortunate to be involved in the material supply for a number of road and airport projects around Papua New Guinea such as the Nine Mile to Laloki Road reconstruction and the NADZAB airport reconstruction project.”

Within Papua New Guinea, Monier is known for the quality of its products, and this is a core focus of the business.

Monier prides itself on being able to guarantee quality in its products as well as assuring conformity to project specifications. The company achieves this through its vigorous

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and continuous testing throughout the production process, from the raw material to the finished product.

“Our onsite laboratory is a stateof-the-art facility which is PNGLAS accredited,” Constantinou assures us. “We have the internal processes in place to test if a product will fail from the outset. Monier operates to the globally recognised ISO standards, which also backs up our internal processes from a quality, environmental and occupational health and safety standpoint.”

BEHIND MONIER At the heart of Monier sits its people.

Within the Constantinou Group, and at Monier, the focus is set on being a socially responsible company, and as such, the business has identified three critical areas for being socially responsible employer: development (employment, education and training), healthcare and physical infrastructure.

CONSTRUCTION

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APAC Outlook issue 50 | 207

MONIER

MONIER PRODUCTS • Readymix Concrete • Masonry • Certified Quarry Products • Reinforced Concrete Pipes (Rcp) • Prestressed/ Precast Concrete Products • Plastic Products

208 | APAC Outlook issue 50

“I am a firm believer that without good, well trained people, there would be no business to operate,” Constantinou says. “Within the Constantinou Group and at Monier we take hiring, training and upskilling very seriously.

“Once we find the most suitable candidate for a position, we invest time and effort into that person to upskill them internally through a mentoring programme and externally through educational courses. I believe this is where our staff are most empowered, as we provide them with the tools and knowledge to make informed decisions. We believe this investment in our team members is reflected in the long-term retention of our employees with an average of five years of service.

“Externally, we are committed to

the community which we operate in, providing funding and facilities for a school in Port Moresby. We support the Buk Bilong Pikini programme, which allows us to give directly back to the community to support literacy levels in the next generation of Papua New Guineans.”

The Constantinou Group considers healthcare to be essential for the community. The organisation provides support to Port Moresby General Hospital through the affiliation with

CONSTRUCTION

SUPPLYING SUCCESS At Monier, business is vertically integrated, therefore the company controls the major inputs of the business. These integrations allow it to quarry or harvest the raw product, process it through the various divisions and deliver the finished concrete product to the client.

By nature, the supply chain is the key to success for Monier, as it is many businesses. It assists with the efficient delivery and quality of the end product and the fluidity of operations. Monier also has a few key suppliers who it works with and holds in high regard, and the company ensures that both parties are operating effectively and sustainably in collaboration.

the Sir Theo Foundations, and has undertaken projects such as the Port Moresby General Hospital car park upgrade and assisting with the installation of the Lady Maria Constantinou Palliative Care Ward, which opened in November 2020.

These projects allow for the better allocation of hospital funds.

During the recent pandemic Constantinou Group contributed its services to the healthcare industry to prepare testing centres around Port Moresby, and also contributed much needed funds to assist with the pandemic response at the Port Moresby General Hospital.

“The improvement of living conditions in Papua New Guinea is of great importance to the Constantinou Group,” Constantinou tells us. “The Group is known to provide temporary living arrangements for many of the loyal and hardworking employees and supply water tanks to various communities through our Monier Water Solutions (formally Poly Allied Products). Whilst we cannot assist with everyone in the community, we try to do what we can and give back.”

LOOKING BEYOND 2021 Monier and the wider organisation are continually looking to reinvest in the business and in Papua New Guinea and in the South Pacific, as Constantinou confirms.

“We have implemented a new Research and Development Division within Monier which focuses on three areas: economic, material and processes,” he informs us. “This division allows Monier to seek opportunities and investigate them to ensure effectiveness from an economic, social and environmental point of view, as well as ensuring complete sustainability for the business.

“And on top of this, Monier are currently expanding and currently looking into different markets and products.”

Tel: +675 325 3344 admin@monier.com.pg www.monier.com.pg

APAC Outlook issue 50 | 209

CHIP MONG INSEE CEMENT CORPORATION

Cementing the

Kingdom Chip Mong INSEE Cement Corporation are the versatile Cambodian cement producer making a sustainable difference, as affirmed by CEO, Nicolas George Writer: Phoebe Harper | Project Manager: Joshua Mann

P

hnom Penh is the beating heart of Cambodia’s urban dwelling population. The single metropolis in a country known as ‘a land of villages’, it is here that one of the country’s leading suppliers of quality cement are based.

“Chip Mong INSEE Cement Corporation (CMIC) is still a relatively young company, but it leverages the experience of both shareholders,” explains Nicolas George, CEO of the joint venture between the Cambodiabased Chip Mong Group and Thai cement company, Siam City Cement Public Company Limited (SCCC).

“Both Groups have very long experience in building materials

Nicolas George, CEO

210 | APAC Outlook issue 50

and a deep understanding of the Cambodian market,” he adds.

We first caught up with Nicolas George back in Issue 43, examining the recovery and development of Cambodia in the aftermath of the Khmer Rouge regime and the country’s phoenix-like resurrection.

In today’s climate, the pandemic has become the latest factor threatening to hamper Cambodia’s economic and industrial development, yet the country remains an equally dynamic arena to operate in.

“The long-term potential of the country remains the same - a lot of infrastructure is still needed,” George states.

Indeed, with four-fifths of Cambodia’s population still living in rural areas primarily throughout the central lowlands, there remain resounding opportunities for the development of residential housing and large-scale commercial projects across the Kingdom.

A distinctly Cambodian enterprise, CMIC are proud of their roots and celebrate the company’s connection to their home country as a leading supplier of world-class cement.

Indeed, this is what helps to give the company a leading edge over market competitors.

CONSTRUCTION

CHIP MONG INSEE CEMENT CORPORATION “CMIC is the only truly local-international cement company in Cambodia with a balanced shareholding between the local expertise of Chip Mong Group and the building material expertise of SCCC,” George explains.

It is the strength of this strategic partnership that has enabled CMIC to diversify its offering and widen the scope of its services, demonstrating unparalleled versatility.

“This gives us the capacity to adapt our offering and services to both local home builders and international contractors. We can answer any type of request and fulfil all types of customers’ expectations,” George states.

THE JOURNEY TO SUSTAINABILITY In recent years, CMIC have taken major strides on their journey towards environmental sustainability, which has been instrumental in further distinguishing CMIC as a leading producer of building materials.

212 | APAC Outlook issue 50

“I CAN SAY THAT AS OF TODAY, WE ARE THE ONLY COMPANY PROVIDING A TRUE SUSTAINABLE SOLUTION FOR THE DISPOSAL OF INDUSTRIAL WASTE AND PLASTIC IN CAMBODIA. THIS ENABLES US TO SUPPLY A CEMENT WITH THE LOWEST CO2 FOOTPRINT IN THE LOCAL MARKET” – NICOLAS GEORGE, CEO, CHIP MONG INSEE CEMENT CORPORATION “I can say that as of today, we are the only company providing a truly sustainable solution for the disposal of industrial waste and plastic in Cambodia. This enables us to supply cement with the lowest CO2 footprint in the local market,” George states proudly.

Reflecting on the company as a microcosm of Cambodia as a whole, George recognises that industrial efforts concerning environmental sustainability are intrinsically linked to countrywide progress.

“This has become a key priority of

the entire team in order to reduce our environmental footprint and contribute to the sustainability journey of Cambodia”.

“We have embraced our role in the global sustainability journey and decided to walk the walk here in Cambodia,” he comments.

CMIC’s recent addition of their Ecocycle business unit has been instrumental in cementing the company’s laudable stance on sustainability. As George concurs, “this is a key differentiator that makes us unique.”

CONSTRUCTION

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“We remain primarily a cement producer with best-in-class product and services, but we are also extending our scope of services and expertise to waste management with our Ecocycle business unit.”

The Chip Mong Ecocycle division is a source of great pride for CMIC, giving the company a defining edge in waste management.

“We invested in a waste processing facility for pre-treatment and co-processing at our cement plant.

We have also invested in waste storing and handling platforms near the major cities,” he explains. “We are now capable of handling and disposing in a sustainable way of more than 5,000 tonnes of industrial waste a month.”

This unit runs alongside CMIC’s primary asset of a brand new 5.000 tpd clinker integrated plant, located near the coastal city of Kampot Province and some 120 kilometres from the capital of Phnom Penh.

Sika Cambodia

Environmental sustainability is something that George recognises as an ongoing commitment, rather than an end goal, as evidenced by CMIC’s 2030 sustainability road map.

“We are moving faster than planned on all aspects we have committed to.

“Since our commissioning in 2018, we have reduced our water consumption by 13 percent, our CO2 per tonne of cement by 16 percent and our power consumption per tonne cement by 17 percent. This was driven by several initiatives, but the most important ones are the optimisation of our solar and waste heat recovery systems, the launch of new products and the continuous reduction of our clinker factor. But above all, the start of our Ecocycle activity was a leapfrog move toward CO2 reduction,” observes George.

OVERCOMING THE PANDEMIC Throughout 2020, the COVID-19

pandemic introduced industry-wide disruptions across the globe. As a country that endeavours to reach upper middle-income status by 2030, Cambodia’s economy has been able to withstand the financial impact.

As such, George remains largely unperturbed.

“The economy has been very resilient to the COVID-19 crisis.

Of course, we are experiencing a slowdown in the construction sector, but except during the recent lock down, the level of activity remains very reasonable and investor confidence is still good,” he concludes optimistically.

Turning to talk of how CMIC managed the erosion in demand and shifting industrial landscape, George argues that rather than adapting complex survival strategies when forced to adjust, Chip Mong simply narrowed their focus where it was most needed.

APAC Outlook issue 50 | 213

CHIP MONG INSEE CEMENT CORPORATION “WE STILL NEED TO CONVINCE A LARGE NUMBER OF COMPANIES TO GIVE A HIGHER CONSIDERATION TO THE WAY THEY MANAGE THEIR WASTE. LAND FILL REMAINS THE PREFERRED SOLUTION IN CAMBODIA, DESPITE BEING THE LEAST RESPECTFUL OF THE ENVIRONMENT. THE MINDSET IS CHANGING, AND THE AUTHORITIES ARE VERY SUPPORTIVE, BUT WE NEED TO DO MORE TO ACCELERATE THE PROCESS” – NICOLAS GEORGE, CEO, CHIP MONG INSEE CEMENT CORPORATION

CONSTRUCTION

LOOKING AHEAD

“We engaged in a simplification and prioritisation exercise. We focused on very few levers, only the ones that create the most value, and relentlessly executed them. This translated in excellent results for 2020 and the dynamic continues in 2021 despite a challenging market environment.”

Emerging relatively unscathed from such a crisis would not have been possible for CMIC without a stable backbone of partners and suppliers.

“In the current environment experiencing global supply chain disruption, it is essential to have reliable and solid partners. The past 12 months have proven that we did bet on the right ones, as we have so far never suffered from shortage of material or parts.”

“Even during the strict lockdown period, our supply chain partners have always delivered on their

commitments,” he adds.

Identifying an opportunity for progress in this area, CMIC are focused on further optimising supply chain operations with a view to lessen costs for both parties. “Good progress is being made, in the fields of logistic and manufacturing process.”

With regards to the problem of a remote workforce, CMIC’s staff remained “motivated and mobilised”, despite the challenges of working from home. This versatility has not gone unnoticed or unappreciated.

“I must commend the entire CMIC team for its extreme agility and adaptability since the start of the pandemic,” George comments.

“The main benefit from this situation was for the entire team to realise that even during very challenging times, results come if you have a plan, and you work hard to make it happen.”

The remainder of 2021 will be defined by two major objectives for CMIC. “The first one is to launch our new bulk cement product at the start of H2,” George elaborates. “This will contribute to further improving the quality of product we provide and answer some specific needs of customers in Cambodia. This new product will also have the benefit of contributing to our sustainability ambition.”

Further to this, CMIC will continue to dedicate their energies to their industrial waste processing asset.

“We still need to convince a large number of companies to give a higher consideration to the way they manage their waste. Land fill remains the preferred solution in Cambodia, despite being the least respectful of the environment. The mindset is changing, and the authorities are very supportive, but we need to do more to accelerate the process,” claims George.

With this laudable eco-conscious approach at the fore, CMIC are responsible for championing Cambodia’s development on a promising trajectory.

CHIP MONG INSEE CEMENT CORPORATION CMIC.info@chipmonginsee.com www.chipmonginsee.com

APAC Outlook issue 50 | 215

STAR PHARMACY GROUP

HEALTHCARE

Value in Healthcare

Delivering value-driven healthcare across Southern and Eastern Australia, Star Pharmacy are a group with growth on the horizon Writer: Phoebe Harper | Project Manager: Callam Waller

T

he events of 2020 have been testament to the world’s reliance on our invaluable healthcare industries. Across Australia, the COVID-19 pandemic is yet to run its full course and community transmission remains a threatening reality.

As an organisation with an extensive network of almost 60 pharmaceutical stores spanning South Australia, New South Wales and Queensland, Star Pharmacy Group are at the forefront of serving community healthcare needs as an established provider with longevity on the scene.

Indeed, the Group’s founders have been servicing their pharmaceutical network for over three decades.

Star Pharmacy are a private enterprise with a clear purpose. Essentially, this boils down to the simple premise of providing accessible and affordable healthcare services to the communities where they serve.

As CEO David Clark confirms, “Convenience is our key strategy, be it face to face with our loyal customers or on the various digital platforms,” he explains.

Passion drives their ambition and feeds the Group’s expansion, which is

far from slowing as one of Australia’s fastest growing pharmacy groups.

As a banner brand, the group’s portfolio is considerable - 70 percent of which is represented by the ‘Star Discount Chemist’ stores, alongside its other member pharmacies as a franchise service provider.

“The Star Discount Chemist brand became our key banner brand after it launched in 2013. It is a value driven health and retail offer,” Clark informs us.

STAR PHARMACY: AT A GLANCE “With over 58 pharmacies across South Australia, New South Wales and Queensland, we are striving to be ahead of the game.

Our group is rapidly expanding as we grow our national banner brand, Star Discount Chemist.

The group also supports our own independent stores.”

APAC Outlook issue 50 | 217

STAR PHARMACY GROUP

“I cannot praise our team members enough given how they have stepped up over the past 12 months. Their contribution is the key to our current success and our group has built itself on strong people foundations” – David Clark, CEO “We service our key banner brand Star Discount Chemist providing a seamless level of support and expertise, including providing finance, people and culture, merchandise, IT, marketing and professional services functions,” he comments.

Since inception, the brand has grown to be a key player for the Group, providing strong returns for the franchisees.

“While discount in name, the offer is strongly focused on expert pharmacy healthcare first and the brand prides itself on its comprehensive health offer,” Clark explains.

Inspiring trust amongst consumers is paramount in every aspect of Star’s operation and the promise of delivering value is an essential component of this strategy – the discount brand plays a major part in this.

218 | APAC Outlook issue 50

“Loyalty is a huge driver of the Star Discount Chemist brand with our loyalty programme supporting the customer experience. Our retail offer is strongly focused on offering the best value possible and is largely health based with over 85 percent of returns driven by health focussed products. We operate and support Star Discount Chemists in shopping centre, convenience centre and medical centre environments.”

With over 35 years’ experience in retail, spanning merchandise, operational, leadership and ownership roles – including within ‘big box’ discount stores – Clark is well-placed to play in this market.

“My career has been centred in retail businesses. I entered the pharmacy industry by chance after an introduction to one of the founding partners as an existing role was coming to an end. The opportunity to be involved in a totally new sector was appealing and refreshing,” Clark surmises.

Indeed, Clark comments that his career with the Star Group has proved “an enormous and enjoyable learning curve,” ever since.

Education propels the Group forward and is encouraged with various programmes to inspire new partners, thereby guaranteeing Star’s future. This is evidenced

by Star’s pharmacist internship programme that trains and mentors between 20-25 students per year, addressing skill shortages in the industry.

“Mentoring has also always been a clear focus for our group with individual mentoring ongoing for our pharmacy leaders on a monthly basis,” Clark adds.

Such initiatives are all part of the caring company culture that Star endeavour to create for their valued workforce of over 750 employees.

Clark fully recognises the value of the Group’s staff as the backbone of the company.

Aspen Australia Aspen Australia commenced operations in Australia and New Zealand in May 2001. It is the largest non-generic supplier of medicines by volume*^ in Australia.

Aspen Australia is an affiliate of the International Aspen Group, based in South Africa. With over 500 product lines in Australia#, Aspen manufactures, markets and distributes pharmaceutical products in most therapeutic categories. The Aspen range includes Prescription Pharmaceutical brands, Speciality pharmaceutical products, and OTC healthcare.

With a significant manufacturing facility in Australia, Aspen manufactures almost 2 billion tablets, 73 million effervescent sachets and 1500 tonnes of liquids and semi solids every year. This translates to nearly 60 million packs of products which are destined for the Australian and export markets. For more details on specific Aspen products or the extensive range of clinical resources to assist your practice, please visit the Aspen Australia website or the Aspen Xpress app (download from the App store or Google play). Access details for Clinicians and Pharmacists are available from your Aspen representative. *excludes compounding; ^IQVIA data May 2020 #Australia Dandenong Manufactured and fully purchased Aspen Australia comprises Aspen Asia Pacific Pty Ltd (ABN 75 146 444 484) and its subsidiaries, including Aspen Pharmacare Australia Pty Ltd (ABN 51 096 236 985), Aspen Pharma Pty Ltd (ABN 88 004 118 594) and Orphan Australia Pty Ltd (ABN 11 067 189 342)

www.aspenpharma.com.au

ABOUT ASPEN AUSTRALIA Aspen Australia is an entrepreneurial driven company which often works in partnership with other companies, including the multinationals. We are one of the largest pharmaceutical companies in Australia, and have one of the most comprehensive portfolios of medicines in the country, covering most disease states. The Aspen range includes Prescription Pharmaceutical brands, Speciality pharmaceutical products and OTC healthcare. In addition, we have a thriving Export and Contract Manufacturing business.

Here are some of our OTC Healthcare Brands Many of our brands are Australian Made*

www.aspenpharma.com.au *The following brands are Australian Made: Cartia, Coloxyl, Dymadon, Dermeze, Uramet, Ural

STAR PHARMACY GROUP

ONGOING PROJECTS Digital Roadmap – Close to finalisation, this encompasses a market leading approach to customer loyalty, digital marketing and ecommerce – thereby providing a new level of convenience and loyalty support to members and customers whilst expanding the Group’s omnichannel offer.

People and Culture Roadmap – The Group are working on the introduction of new resources and technology to streamline the team member experience and better manage all aspects of team recruitment, training and development. This platform will aid seamless communication and ensure that the team is fully supported in their personal and professional development.

Workforce management and scheduling is also a key part of this project to ensure the Group have the adequate resources in place to service a dynamic customer flow.

Star Discount Chemist Intern Training Programme – The ‘ITP’ has been underway for a number of years and showcases an industry-leading pharmacy internship success rate. During the pandemic, the programme ran in a virtual environment and adapted well with a 94 percent success rate and 89 percent of the 25 interns moving into roles within the Group. The programme will advance dramatically over 2021 with the introduction of new technology and content. With a 28-module programme run both virtually and in person, this programme delivers high quality pharmacists for the Group.

220 | APAC Outlook issue 50

“I cannot praise our team members enough given how they have stepped up over the past 12 months. Their contribution is the key to our current success and our group has built itself on strong people foundations.”

“Our purpose of ‘‘Happier and Healthier Every Day” says it all about our team and our customer outcome. We are heavily focused on transparent team feedback running regular culture and group surveys. The pandemic has taught us we can talk to our teams regularly anywhere and our engagement levels are currently very high,” Clark informs us.

This caring ethos extends to the Group’s responsible corporate citizenship, although Clark acknowledges that there is always more to be done in this worthwhile field.

“We are heavily involved locally and at a community level in many areas of need and regularly participate in socially responsible programmes.

“Like all groups we can certainly do more and we intend to make this more of a focus going forward. Our group runs a charitable foundation that raised funds regularly for those in need and is a key passion of the founding partners,” he explains.

Returning to the pandemic’s seismic impact across healthcare industries, Clark describes the initial effects felt by the Group on the ground.

“Our pharmacies were inundated with huge volumes of customers for periods of time. At the very beginning our teams were forced to adapt quickly to a changing health landscape along with changing demands from our customers.

Our group quickly introduced new operational measures and processes to manage this evolving situation and to ensure our teams were supported in delivering a high quality of health care to their customers.

“Many projects were fast tracked out of necessity and our teams found they were able to accomplish much in a very short period of time.”

Pharmacor Pharmacor is a proudly Australianoperated company and part of the Alkem group, a globally listed (BSE) pharmaceutical company. Our focus is in developing, manufacturing and selling affordable, high-quality medicines for patients all around the world.

We strive to make exceptional products for our patients. Our strength lies in our research & manufacturing facilities that are both TGA & FDA approved. We use high-quality ingredients produced from certified manufacturers which ensures that our medicine is both safe and effective.

For many years, we have partnered with Star Pharmacy Group, a passionate and trusted healthcare provider within the Australian community. Pharmacor’s consumer brand “Trust” maintains an esteemed reputation and is recognised as the pharmacy preferred brand for overthe-counter medicines.

The success behind Pharmacor’s story lies with the consumers, the real people who trust our brand, and the community who recommend our quality medicines by word-ofmouth. At Pharmacor, we care about all patients. Our promise is to provide affordable medicines for all Australian patients- made with excellence, quality and pride.

Our “Trust” range covers Pain Management, Cold & Flu, Hayfever, Women’s Health, Digestive Health and Anti-Infectives. Our range doesn’t forget about the little ones- you can find children’s medicines under our “Trust For Kids” brand.

Our “Trust” range is available at all Star Pharmacy stores across SA, QLD and NSW.

Get in touch with us to find out more.

You can email us at customerservice@pharmacor.com.au or visit our website at www.pharmacor.com.au

STAR PHARMACY GROUP

Bagot Press Bagot Press is a family-owned business based in Regency Park, South Australia. Established in 1969, the firm serves over 2,000 pharmacy customers across Australia. Bagot Press works with large pharmacy groups, individual stores, hospitals, veterinary clinics and health industry providers.

Bagot Press also offers design and marketing services to its clients, while providing access to professionals in the creative business environment to further enhance the profile of your business and the individual sales and marketing projects.

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Of course, standard operating procedures have been changed to align with pandemic restrictions, but the inconvenience of this adaptation has been offset by the efficiencies it has bought to the company.

“Throughout this period, we learnt much about ourselves and were able to utilise these learnings to improve many aspects of our group approach,” Clark comments. “Many of the operational changes and physical set ups in our pharmacies will remain in place long after the pandemic is gone.”

“Our teams proved to be very resilient throughout the pandemic and continue to do so as we move to the next phase of COVID-19 support from the pharmacy sector with vaccinations. We continue to be affected by the pandemic on a daily basis, but we are lucky to be in an industry that has been stable throughout the period to date,” Clark concludes.

Fortunately for Star, the disruption on the Group’s ‘vitally important’ 222 | APAC Outlook issue 50

“The roll out of the COVID-19 vaccination across our network will be a significant logistical experience and will involve significant resources and processes to ensure a successful outcome” – David Clark, CEO

supply chain was minimal, since the Group operates through centralised procurement that is mostly local. As such, only small product areas have been impacted.

“We are lucky to have a very well supported wholesaler industry that provides next day delivery across our network. We partner with a key first line wholesale supplier as well as managing key relationships in the supply of generic medications and over the counter medical products,” Clark explains.

A global trend to shape the sector, the pandemic has been the catalyst to accelerate digitalisation and the transition to Telehealth services. In this respect, Clark describes the pandemic overall as a total ‘game-changer’.

“The way pharmacy services were provided changed dramatically over the early pandemic period with the introduction of Telehealth in volume and legislated changes to patient services and processes,” Clark comments.

HEALTHCARE

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“The industry in Australia is well supported and service levels are very high generally. The industry is bringing in new skill sets from various sectors to

support its progression. While the core of the industry is very much professional medication management these new skill sets are helping pharmacies adapt to the modern customer and also offering new ways to work with those that need our support.”

“The launch of digital scripts in Australia will give us the opportunity to deliver a truly seamless and convenient experience for loyal customers,” he states.

Looking ahead, Star must confront what may pose its most significant challenge yet, as it contributes to Australia’s national vaccine rollout.

“The roll out of the COVID-19 vaccination across our network will be a significant logistical experience and will involve significant resources and processes to ensure a successful outcome.”

Despite the challenge, Clark’s outlook is optimistic and he greets the prospect with anticipation, confident in Star’s abilities.

“We are excited about the opportunity to play our role in this health sector programme and to showcase our pharmacists’ scope of practice.”

Recently, the Group have amended their company core values with a powerful new addition - “be the change we desire” - which will continue to define their path forward. Although Star’s mettle continues to be tested in the fires of the ongoing global healthcare crisis, despite adversity and through their dedicated end to end support, the Group continue to fulfil their promise of creating a happier, healthier, every day.

Tel: 08 8443 7955 www.starpharmacy.com.au

APAC Outlook issue 50 | 223

VISION EYE INSTITUTE

224 | APAC Outlook issue 50

HEALTHCARE

Envisioning a

Bright Future

James Thiedeman, CEO at Vision Eye Institute, discusses his organisation’s position as a leading provider of ophthalmology in Australia Writer: Sean Galea-Pace | Project Manager: Callam Waller

I believe navigating through the pandemic has strengthened us as an organisation.”

For most in healthcare, 2020 was one of the most disruptive and challenging years in living memory.

But for James Thiedeman, CEO at Vision Eye Institute (VEI), he recognises how fortunate VEI, and wider Australia, was, and praises the country’s government for its robust response to the pandemic.

“Australia fared relatively well in dealing with the impact of the coronavirus across the community and the effect on our healthcare sector,” he tells us. “While we did have periods where our clinics and hospitals were required to suspend services, overall, the government’s response to the pandemic was well managed and communicated.

“We were fortunate to have clear guidelines and instructions from the

Australian Government on COVID safe procedures and expectations.

This coupled with our own internal capabilities and knowledge meant we were able to provide a safe environment for our doctors, staff and patients despite the many uncertainties the pandemic threw up.”

As such, VEI transitioned many of its processes to an online interface, improving convenience and clarity for patients and their loved ones.

“We were also forced to relook at some of our long-standing practices and standard operating procedures, precipitating some real improvements in staff and patient engagement,” adds Thiedeman. “In addition, we were able to secure financial assistance from the government allowing us to support our doctors and staff. Importantly, all of our doctors and staff were able to be retained throughout the entire period we were impacted by the pandemic.

APAC Outlook issue 50 | 225

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VISION EYE INSTITUTE

“AUSTRALIA CONTINUES TO BE A WORLD LEADER IN ACHIEVING AFFORDABLE, ACCESSIBLE, HIGH QUALITY HEALTHCARE TO THE COMMUNITY” - JAMES THIEDEMAN, CEO, VISION EYE INSTITUTE “It definitely shifted our thinking to challenge the norm and some of the more traditional, historic ways of doing things.”

With 28 clinics and day surgeries across Victoria, New South Wales, Queensland and South Australia, the organisation performs more eye surgeries than any other ophthalmic group in Australia each year. The company’s dedicated team of doctors combine years of clinical expertise and a strong research programme in order to deliver best-in-class care to patients.

VEI provides the full spectrum of acute eye care and offers a holistic range of treatments for all eye conditions including the latest available technology. VEI is also committed to providing highquality education. Its doctors are heavily involved in teaching and examining allied health trainees, optometry students, optometrists and ophthalmology trainees. The organisation works closely with universities and other teaching 228 | APAC Outlook issue 50

institutions to deliver training and education and drive innovation in ophthalmology. VEI is part of Jangho Group which delivers products and services in a variety of industries aimed at improving the living standards of the community as a whole.

Having worked in the industry for over 30 years, Thiedeman began as an 18-year-old Assistant in Nursing in the operating theatres of a busy not-forprofit hospital in Brisbane, Australia.

Thiedeman reflects on that early experience and believes it provided him with a first-hand experience of what the day-to-day of acute health care delivery really looked like.

“I saw doctors, clinical staff and patients close up in a busy, multi-facetted environment,” says Thiedeman. “It really galvanised for me at the earliest stage of my career the importance of teamwork and trusting in the capabilities and commitment of your colleagues around you.

“As a young lad, I was always intrigued with the wonder of the human body, so outside pursuing training as a clinician, health service management seemed an intriguing path.”

And pursue it, he did. Thiedeman worked for a number of organisations, before becoming CEO and Managing Director at Vision Eye Institute in November 2017. Now, with over 30 years’ experience to call on, he has witnessed how the industry has transformed over the years.

“Every day presents a new and interesting challenge and opportunity,” he tells us. “As is the case in many other industries, technology is having a considerable influence on changing how the healthcare sector operates.

“More recently, with a loved one facing serious, life threatening health issues, I’ve for the first time experienced the healthcare system as the carer of an ‘end user.’ Despite having three decades in the sector, this has been the most eye-opening time of my professional life.”

Over the past couple of years, VEI has been progressing a ‘Culture Action Plan’ across the organisation.

In 2019, VEI undertook a companywide culture survey in which it asked staff and doctors where its current culture was at that point in time, and in turn where they would like it to go.

“We were buoyed by the positive feedback we received from staff and doctors in relation to the existing organisational culture, with almost three quarters of respondents highlighting they liked their job and agreeing VEI was a good place to work,” explains Thiedeman. “We were also told VEI has an opportunity to improve communication flow throughout the organisation and provide more transparency on key projects and group wide initiatives. There was also feedback suggesting many staff were keen to pursue advancement opportunities

S

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Founded in 1958, SCHWIND advanced from a diagnostics equipment supplier for ophthalmological practices to a specialist for corneal laser eye surgery.

In 1992 the first treatment of defective vision took place with a SCHWIND laser. Since 1999, SCHWIND has focused its complete knowledge and all its resources on refractive and therapeutic corneal surgery. The pioneering achievements of SCHWIND included, for example, the serial implementation of a standardized passive eye tracker, the serial use of online pachymetry as a significant safety factor and the unique corneal wavefront method for customized treatments.

The SCHWIND AMARIS excimer laser quickly established itself as the market pacesetter. Its technology offers pulse rates up to 1050 hertz and eyetracking that actively compensates for eye movement in up to seven dimensions of space and time. With its modular structure, SCHWIND CAM treatment software covers a comprehensive range of applications, amongst them the PresbyMAX planning tool for the treatment of presbyopia, or the KPL function for planning and performing

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corneal transplants. With all of its developments, the company’s primary goal is to provide surgeons with a comprehensive armamentarium to achieve high precision and extremely safe treatment results, thus ensuring a better quality of life for their patients.

The family business SCHWIND operates successfully in a market characterized by multinational providers that are predominantly listed on the stock exchange.

“Technological innovation at the highest level, German engineering and build quality, intensive application and technical after-sales support, flexible response to individual customer needs, and being part of the ‘SCHWIND Family’ are benefits our users appreciate,” says CEO Rolf Schwind. The company headquartered in Kleinostheim, Germany, SCHWIND employs 140 people. Eye surgeons in ophthalmology clinics and hospitals, laser centres, and university hospitals in over 100 countries work with SCHWIND products. About 2,000 SCHWIND laser systems have already been installed worldwide. More information can be found at www.eye-tech-solutions.com.

Representation of our products in Australia and New Zealand has been in the capable hands of Ionia Medical since 2001. Based in Sydney, Ionia Medical is responsible for all aspects of supply & installation, training and maintenance for our laser and diagnostic devices throughout Australia and New Zealand. More information can be found at www.ioniamedical.com.au

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Perseverance during the pandemic:

a changing landscape in sight.

From the onset of the pandemic and today, Alcon continues to focus on standing behind our associates, ensuring critical supply of our products, and promoting the safe use of our products.

With more than 25 years senior leadership experience in ophthalmology, Karen Fowler Alcon’s Australia and New Zealand Country Manager and Cluster Franchise Head for Surgical shares her views on how the ophthalmic industry has persevered during the pandemic.

How did the pandemic impact people with eye conditions?

In 2020 widespread shutdowns and localised restrictions caused the deferral of surgical procedures and significant disruption for our customers.

We also saw Australian’s delay seeing their optometrist. However, whilst Medicare consultations with optometrists dropped 8.2 per cent in 2020 due to the coronavirus pandemic, 9.2 million services were still delivered1 and the good news is that visits have now bounced back.

How have lifestyle changes and social adaptations resulting from COVID-19 impacted people’s vision?

The shift to working from home has contributed to an increase in eye strain and dry eye as people spend more time on digital devices. During the pandemic, people have managed their personal spend and focused on health and wellness. This has contributed to demand for products and services like contact lenses and refractive surgery, and spectacle independence in order to eliminate the nuisance of fogging glasses while wearing facial masks.

Has COVID-19 changed the way surgical ophthalmic procedures are performed?

In the clinic, the current environment has created the opportunity to improve workflows through digital connectivity, provide medical care virtually and

simplify the customer experience.

Early on during the initial outbreak, elective surgery was deferred. This did result in significant backlogs which can create additional risks to patients through ongoing delays. Hospitals and day surgeries have done a great job in adjusting patient flows based upon admission limitations and the need for appropriate social distancing measures.

Appropriate precautions have been taken with personal protective equipment to maximise patient safety.

In many instances, private hospitals and day surgeries have helped to reduce the backlogs in the public system by working to clear cases and ensure the public system can devote appropriate resources to COVID-19.

What distinguishes Alcon from other companies that provide ophthalmic medical devices?

I believe our specialisation in eye care gives us a unique perspective into new and emerging needs and where technologies can address them. Alcon also makes one of the largest annual R&D commitments of any eye care company, which allows us to create value for customers and patients.

I feel proud to be part of Alcon for the past 25 years in Australia and New Zealand and have seen first-hand how we’ve helped better the lives of patients.

Vision loss negatively impacts people’s lives – particularly the elderly – and is often one of the things older people fear most. I’ve realised leadership is a powerful lever to improve and make a difference – and I feel deeply inspired to be in position where I can advocate for eye care for Australians and New Zealanders.

Karen is a fierce advocate for access to medical devices in Australia. She serves as a leading participant in the Medical Technology Association of Australia’s Ophthalmology Working Group and the MTAA’s response to the request by the Federal Government to lead the industry effort to coordinate supply of essential medical equipment.

Worldwide, approximately 2.2 billion people live with some form of visual impairment or blindness, of which 1 billion people have preventable or unaddressed vision needs, even though approximately 80% of all visual impairments are currently preventable or treatable.2,3 Sight is rated as the most valuable of the five senses4 and therefore it’s understandable that poor vision— whether due to age, disease or trauma—creates profound social and economic costs.5 By 2050, an estimated 50% of the world will be myopic, with a significant increase in myopia among young children.6,7 We believe this trend will result in an increase in the number of patients who will need vision correction and ocular health products.

References 1. Optometry Australia. www.optometry.org.au/medicare_ private_billing/medicare-consultations-with-optometristsdropped-8-in-2020-but-9-2- million-services-were-still-delivered/ 2. World Health Organization. World report on vision. 2019.

3. World Health Organization. World Sight Day: 10 October.

2002 Oct 10.

4. Enoch J, McDonald L, Jones L, Jones PR, Crabb DP. Evaluating Whether Sight Is the Most Valued Sense. JAMA Ophthalmol.

2019 Oct 3;137(11):1317–20.

5. Scott AW, Bressler NM, Ffolkes S, Wittenborn JS, Jorkasky J. Public Attitudes About Eye and Vision Health. JAMA Ophthalmol.

2016 Oct 1;134(10):1111-1118.

6. B. Holden, T. Fricke, et al. Global Prevalence of Myopia and High Myopia and Temporal Trends from 2000 through 2050. Ophthalmology, 2016.

7. Alcon internal estimates. Data on file.

We help people

See Brilliantly.

At Alcon, we aspire to lead the world in innovating life-changing vision products because when people see brilliantly, they live brilliantly.

Each year our products touch the lives of millions of people living with conditions like cataracts, retinal diseases and refractive errors.

We offer the widest array of ophthalmic surgical devices, as well as a differentiated contact lens and lens care portfolio to help patients see, look and feel their best.

At Alcon, we are at the forefront of innovation, partnering with eye care professionals to bring the gift of sight to more people around the world. That’s been our legacy for more than 70 years – and as the new Alcon, it’s what guides our focus towards the brilliant future ahead.

Learn more at au.alcon.com

© 2021 Alcon Inc. Alcon Laboratories (Australia) Pty. Ltd. ABN 88 000 740 830. Phone: 1800 224 153.

Auckland, New Zealand NZBN 9429047030480.

Phone: 0800 809 189. 04/21 ANZ-CORP-2100001

VISION EYE INSTITUTE within the organisation and in turn, were seeking professional and developmental support to enable this career advancement.”

This led to VEI responding to feedback by implementing various initiatives to accommodate the suggestions received. Now, VEI has an annual ‘Future Leaders Programme’ in place and have instituted a range

of additional regular communication channels, while enacting ‘Show and Tell’ sessions with middle managers to ensure they are apprised of the wealth of projects and care improvement initiatives VEI has ongoing.

“The feedback from the team has been very positive, however, I am looking forward to repeating a culture survey this year, as I am certain

“Vision Eye Institute has an extensive network of private eye clinics and day hospitals across Australia which could be harnessed to assist the public hospital system in reducing cataract procedure waiting lists which have ballooned due to COVID-19 related public elective surgery restrictions in 2020.”

“Technology’s impact on improving all aspects of service and care delivery provides an exciting backdrop for the health industry in Australia.

Everything from reducing the friction points for patients making clinic appointments to booking their surgery, through to clinical information systems that reduce the risk of human error in treatment delivery are facilitating marked improvements in the patient experience and outcomes.

Patients and their carers continue to be more active influencers in the health industry, providing an additional stakeholder group keen to shape and improve how we deliver care.”

“Australia continues to be a world leader in achieving affordable, accessible, high quality healthcare to the community, so it is exciting to be part of the evolving dynamic.”

– James Thiedeman, CEO, Vision Eye Institute

232 | APAC Outlook issue 50

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our doctors and staff will tell us we have made some further great steps forward.

“Given that we are a human services organisation, it is paramount our staff and doctors are motivated and energised by the organisation they are working within to ensure the provision of excellent care to our patients. I feel very strongly the positive culture of VEI is what makes us such an effective care provider.”

As the largest private provider of ophthalmic services in Australia, VEI has leveraged its size to develop deeper relationships with key procurement partners.

“In any given year we spend many millions of dollars on equipment and supplies with a handful of important partners,” explains Thiedeman.

“Achieving competitive pricing on such inputs to care is one area of focus, however clearly these partner relationships extend beyond a simple transactional buy-sell dynamic.

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APAC Outlook issue 50 | 233

VISION EYE INSTITUTE “Clinical sovereignty is an important core value for VEI. This value means we do not try to influence how our doctors must practice nor what types of lenses, equipment or pharmaceuticals they must use. As a result, we have relationships with a very wide range of suppliers to ensure we can satisfy the care input requirements of our doctors. Some of these relationships represent very large annual procurement amounts and, in these circumstances, we seek to exercise our buying power to secure competitive pricing.

“Having said this, the relationship with our key suppliers goes well beyond simply buying goods and services from them. As innovation and clinical technology are paramount to what we do, many of these relationships are driven by a mutual desire to work together to deliver better care, improved clinical outcomes and

greater patient satisfaction.”

As VEI has continued to grow its day hospital portfolio, it has seen the opportunity to broaden the range of services it provides in its day surgery facilities.

“We now partner with surgeons in the fields of gastroenterology, pain management, dermatology

A CLOSER LOOK: JAMES THIEDEMAN James has spent over 30 years working in healthcare in both the public and private sectors. He joined Vision Eye Institute in 2017 as Chief Executive Officer (CEO) and Managing Director. James is ultimately responsible for ensuring Vision Eye Institute delivers the highest quality of care to its patients and that the organisation delivers on its strategic priorities.

Immediately prior to joining Vision Eye Institute, James was the Group CEO and Managing Director of Monash IVF Group for eight years. Monash IVF Group is one of the most respected fertility care providers in Australia and the world.

Over his career in healthcare, James has been the CEO of Noosa Private Hospital on Queensland’s Sunshine Coast and held senior roles with Ramsay Health Care, Affinity Health, Mayne Health and Health Care of Australia. Before moving to the private health industry, James held senior policy and planning positions in the public sector with the Queensland Department of Health.

James holds a Bachelor of Business (Health Administration) from Queensland University of Technology and a Master of Business Administration (MBA) from Griffith University. He is also a member of the Australian Institute of Company Directors.

234 | APAC Outlook issue 50

and urology to name a few,” says Thiedeman. “Over the last few years, we have commissioned a number of greenfield day hospitals and in order to provide a wider range of surgical services to the local community, have expanded the hospital offering beyond ophthalmic care. This approach also ensures we keep our operating theatres busy with a broad range of surgical activities.”

Across the healthcare sector globally, there remains a shortage of skilled, capable staff. This has meant the importance of retaining experienced staff has become essential.

“At VEI, almost half our staff have been with the organisation for more than six years and over a quarter of our staff have worked with us for over 10 years. Whatever we’re doing to retain our staff is working,” he tells us.

“The work we do is very special. It’s hard not to be energised by helping someone retain, or even restore their eyesight! The impact of what we do at VEI is life transforming for most of our patients. Adding to this our care model is very team based, so there is a great sense of satisfaction working alongside like-minded colleagues.

“Finally, VEI has a reputation for being the best at what we do which brings a great sense of pride and comradery. All these ingredients better allow us to retain doctors and staff and minimise the cost of skill churn. We are very selective with who

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VISION EYE INSTITUTE: COMPETITIVE ADVANTAGE “At VEI, we are so fortunate to have such a focused and dedicated group of doctors and supporting professionals who deliver world-class care to our patients. The ongoing success of VEI will continue to be underpinned by the single-minded drive of these professionals to deliver the best possible outcomes for our patients. I feel privileged to be leading an organisation of such pedigree.”

– James Thiedeman, CEO, Vision Eye Institute

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we allow to join the organisation. We have very thorough evaluation and screening processes for candidates that cover off not only experience and skill assessment, but also cultural fit.

“Our people are without question, what make us a world-leading eye care provider.”

Moving forward, although largely unaffected by COVID-19, the wider impact of the pandemic meant that the organisation’s growth plans last year had to slow.

“Many of our clinics and day hospitals were closed for weeks at a time during the worst period of the pandemic in Australia. Most healthcare providers went into ‘survival’ mode so 2020 certainly wasn’t a period to grow and acquire new services,” explains Thiedeman. “While our primary focus is growing our footprint in Australia through the acquisition of like-minded clinics and day hospitals, we are also looking further afield to the ASEAN region. We have a sister network of eye

hospitals in China and believe we can leverage off the combined insight and know-how of East and West.

“With an increasing ageing population across the globe, eye disease continues to become more prevalent however our ability to treat and intervene advances equally.

There are so many communities who will benefit from having access to contemporary eye care and VEI is focused on targeting the same.

“Alongside our eye care focus, we will continue to expand into complementary medical specialties and have capital earmarked for this synergistic diversification.”

Tel: +61 3 8844 4000 headoffice.admin@visioneyeinstitute.com.au www.visioneyeinstitute.com.au

APAC Outlook issue 50 | 235

ESSENTIAL ENERGY

AUSTRALIA’S Energy Transformation Delivering essential electricity network services to nearly 900,000 homes, David Salisbury, Executive Manager of Engineering at Essential Energy, discusses the evolution of the utilities sector in Australia today Writer: Sean Galea-Pace | Project Manager: David Knott

236 | APAC Outlook issue 50

ENERGY & UTILITIES Nothing would work without energy which makes our role a big responsibility.”

David Salisbury is the Executive Manager of Engineering at Essential Energy and is brimming full of passion for the industry. “I enjoy asset management and making sure assets deliver value for customers,” he notes.

“It’s a long-term game when you’re building and maintaining assets with a useful life of 50-100 years. Especially now, working in an extensive network undergoing the fastest transition – why wouldn’t you find it a fascinating time to be involved?”

Salisbury is an experienced Engineering and Asset Management Executive with a demonstrated history of working in the utilities industry, having served in his current role at Essential Energy since emigrating to Australia from the UK in October 2017.

Essential Energy’s core business is operating and maintaining one of Australia’s largest electricity networks, across 95 percent of New South Wales and parts of southern Queensland, including 183,612 kilometres of powerlines traversing 737,000 square kilometres of landmass.

A COMPETITIVE ADVANTAGE For Salisbury, he is clear about what sets his organisation apart from competitors. “Our business is differentiated by its transformation activity contextualised within a broad and varied footprint. This transformation is vital to our future so we can continue to lower energy prices and help foster economic growth in our footprint to benefit the whole community,” affirms Salisbury. “Like everyone, we need to invest better, so we need a better understanding of our current asset base to enable us to create effective modelling. We have implemented two core programmes, which we’ve worked in collaboration with the suppliers to develop and suit our needs.”

APAC Outlook issue 50 | 237

ESSENTIAL ENERGY As Essential Energy operates one of the largest geographic footprints in the world, certainly within Australia, while also dealing with a variety of climate zones and weather conditions that affects its assets in different ways and needs to be accounted for in its asset management strategy.

These weather impacts include salt from coastal areas, termites in western areas, winds, bushfire prone areas – factoring both their potential to cause fires and the impact of bushfires on them.

“This variety of weather conditions increases the importance of knowing what conditions our 1.4 million power poles are located in and model engineering solutions specifically based on their location and current condition,” comments Salisbury.

“Having a deep understanding of asset condition and environments enables us to create effective models that will help us manage assets. With this, Essential Energy more effectively allocates spending according to risk.”

INSIDE KEY PROJECTS Essential Energy’s network is no longer a ‘one size fits all’ solution, being able to model and understand where they sit, how they degrade the local conditions that will help find solutions for those particular assets.

“Our network is located in the most bushfire-prone of all areas, and the recent extensive fires of 2019/20 reinforced how vital electricity is for communications and water, as well as important community facilities such as hospitals, schools and aged care facilities,” says Salisbury.

The organisation has recently been awarded the Asset Management Excellence Award from the Australian Asset Management Council for the fundamental changes implemented to its asset management strategies and how the strategy is driving value in the firm’s broader transformation programme.

“The Asset Strategies project transforms the way we approach asset management decision making through the creation of 14 network strategies, 26 asset classes and

seven implementation strategies which drive around $400 million of expenditure annually within the business,” he tells us. “The programme critically reviews every aspect of our Asset Management System to improve customer outcomes such as safety and reliability while achieving sustainable reductions in our cost base and customer charges.”

Essential Energy’s supply chain consists of suppliers that were handpicked and helped to rebuild the infrastructure following the bush fires.

“Our supply chain relationships have been developed over many years in some cases, and they certainly came to the fore during the bushfires,” explains Salisbury. “Our suppliers assisted across the supply chain during the bushfires and the following rebuild. For example, we collaborated closely with our power pole supplier to guarantee supply to assist with rebuilding efforts. Our ongoing research and development assistance with composite pole and cross-arm manufacturers has helped both of us ensure their product is

CORE VALUES • Make safety your own • Be easy to do business with • Make every dollar count • Be courageous, shape the future • Be inclusive, supportive and honest VISION To empower communities to share and use energy for a better tomorrow.

PURPOSE To enable energy solutions that improve life.

238 | APAC Outlook issue 50

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APAC Outlook issue 50 | 239

ESSENTIAL ENERGY

ESSENTIAL ENERGY AT A GLANCE Essential Energy aims to continuously improve safety performance for employees, contractors and the community, along with the reliability, security and cost efficiency of the network, while striving to maintain downward pressure on customers’ network charges and deliver an acceptable return on capital employed. Its vision is to be ‘empowering communities to share and use energy for a better tomorrow’ and does this by ‘enabling energy solutions that improve life’.

The organisation maintains a safe and reliable network today and is implementing a business transformation programme to ensure they continue to meet customers’ and communities’ needs into the future. Its values set the parameters for how Essential Energy works with its customers and with each other.

All employees are enabled and encouraged to live the values and place customers at the heart of everything it does.

fit for purpose. We were able to see the real-life impact of the success of this collaborative approach, as the composite poles were highly resilient during the 19/20 fires.”

DEVELOPING ROBUST RELATIONSHIPS Essential Energy operates with a collaborative approach with technology partners to continually improve technology to increase fire ground safety during recovery response as well as during recent flood response.

“From an asset management perspective, we have a collaborative partnership with an organisation that allows us to create a ‘digital twin’ of our network,” discusses Salisbury.

“This is a game-changing approach to network maintenance, asset management and helping customers connect to our network. It means designers can view our network from their desktop, use our LiDAR and our mapping to connect directly into our system which allows them to send their compliant designs to us. This end-to-end approach reduces travel time and increases compliant designs submitted, which in turn improves our customer’s experience and helps get more customers connected more quickly. The more customers we have

Essential Energy’s business objectives drive decisions every day. In 2019-20, Essential Energy added a new objective, focused on environmental sustainability.

To achieve this objective, it will improve its understanding of the organisation’s environmental footprint and make decisions to improve the sustainability of our operations.

Hungry sheep, Darbalara

240 | APAC Outlook issue 50

on our network, the more the cost reduces for everyone.”

Salisbury has a clear idea of the key characteristics he looks for when seeking to establish a mutually beneficial collaboration.

“Aside from our hygiene factors of being cost-effective, our partners must have a strong focus on safety, while also being customer-centric and curious about understanding our customers,” he explains. “We also look for aligned values and principles, while also demonstrating innovative partnership outcomes.”

ENHANCING EFFICIENCY THROUGH TECHNOLOGY The potential of technology is exciting. Essential Energy are working on various active projects as part of its transformation activities which will equip the business to make predictive decisions. These will be based upon Big Data gathered through a range of programmes, including its LiDAR programme, improved drone capability, and IT sophistication in drone asset inspections.

“These gather information including asset condition as well as local data such as wind speed, vegetation growth and other environmental factors and using AI to create informed, proactive decision making,”

ENERGY & UTILITIES

explains Salisbury. “Using LiDAR data and AI and human analytics can determine clearances, work out species and vegetation growth rate, which leads to better planning.”

For Salisbury, he is looking forward to increasing efficiency within the organisation through leveraging the latest technology rather than solely relying on previous data.

“The tech that will make this real in terms of geospatial awareness to help us understand and predict patterns. Using our Neara (our “digital-twin”) data, we can add drone images, satellite imagery to improve the data we have about assets,” he explains. “Using AI, we can identify new encroachments such as hazard trees impinging on our network. This will represent a step-change for all of us; having fast, accurate data that will help us model the real world and predict the future much better.

“In the future, we will have these interacting systems that can not only predict what will happen, but also a range of actions and the outcome of each action. This is an iterative process from which we can assess the validity of these actions and improve the decision making accordingly.

Predictive modelling means that we can more effectively approach assets in high-risk bushfire areas and adjust

our response. Over time, we can become more granular and be more effective in ensuring that we deal with these specific identified areas according to the risk we can model to ensure that we move from one size fits all to 1.4 million sizes.”

For Salisbury, people are at the heart of Essential Energy’s strategy and he believes that it is vital to have a strong, diverse team that can bring a range of experience.

“Once staff are onboard, you have to engage by trusting people to do what they do best,” he explains. “It’s important to give context and what they are trying to achieve and then encourage them to do their best. You should celebrate and acknowledge their success, while being an inspiration if you can.”

FUTURE PLANS With an eye on the future, sustainability is another key pillar at Essential Energy and one influential project moving forward is the vegetation management strategic approach - a major undertaking in managing the network’s reliability and reducing bushfire risk.

“The newly-launched risk-based approach to vegetation management will not only realise significant cost reduction but also increase

programme maturity and our sustainability,” discusses Salisbury.

“The 50-year model that the team created to analyse the impact of climate change on vegetation and management practises has been described as ground-breaking. Our new strategy will improve the local ecology, especially in our clearance zones, as we embed a programme to encourage indigenous, low-growing flora that doesn’t require heavy pruning. This, in turn, will encourage the local ecology and provide food and habitat for fauna.

“The approach is also a win-win for our customers from a safety, public amenity, and cost perspective.”

Over the coming years, uptake and and a consumer-led drive for electric vehicles will impact both the need for charging network but also how the stored power can be used for at home generation.

“Electric vehicles (EV) will encompass personal vehicles as well as commercial, there’s already a trial on EV trucks as well as agricultural equipment,” explains Salisbury. “There will also be network modelling required to build a better understanding of how to model both power flows and the economic use of the network more effectively and closer to real-time.

“We are just about to start the deployment of a new Enterprise Asset Management System and use this to drive a further capability uplift for our organisation, allowing us to even further refine our asset management decision making for the benefit of our consumers.”

ESSENTIAL ENERGY Tel: 13 23 91 / + 61 2 9336 9141 www.essentialenergy.com.au

APAC Outlook issue 50 | 241

AXICOM

Helping Connect

Australia Michael Riches, CEO at Axicom, discusses his company’s truly customer first approach to Australia’s telecoms market Writer: Sean Galea-Pace | Project Manager: Lewis Bush

A

xicom is Australia’s largest independent owner and operator of shared wireless infrastructure with over 20 years of knowledge and experience in the Australian market.

In addition to its core business of acquiring, designing, building and managing towers and rooftops, Axicom provides expert engineering, site acquisition, environmental and design services together with property management services to help its customers accelerate deployment of, and seamlessly expand, their networks.

Michael Riches has been the CEO at Axicom since July 2020. However, he initially started out in law. “I was a lawyer in a private practice for 17 years – the last 10 years as a partner at first Minter Ellison and then Clayton Utz,” he explains. “I specialised in the financing of large M&A transactions and major infrastructure projects.”

In 2011, Riches decided to leave legal practice to take on an executive role at Alinta Energy as part of the new management team engaged in the private equity buyout of 242 | APAC Outlook issue 50

the business. “I spent six years at Alinta Energy in a variety of roles, including regulation, government relations, retail, power and gas development, and in the last two years I was responsible for the operation, strategic review and ultimate closure of South Australia’s only coal fired power station and associated coal mine.”

In 2017, Riches became a Group Executive at Aurizon Ltd (an ASX Top 50 company) responsible for the management and operation of the Central Queensland Coal Rail Network, comprising 2,700 kilometres of rail track hauling c.220 million tonnes of coal from 40 mines to five export terminals on the Queensland Coast.

The business was responsible for the maintenance of, sustaining capital expenditure for, and train operations across, the entire rail network.

“After having senior roles in two infrastructure businesses in heavy industry, the role at Axicom has afforded me the opportunity to learn an entirely new sector, which is growing and becoming a critical part of the fabric of our economy, whilst drawing on the skills and expertise associated with large scale, long life infrastructure,” affirms Riches. “I believe my experience in infrastructure, particularly in working with customers and creating new solutions to optimise outcomes for them, was a big factor in moving into my current role. Being new in the telecommunications industry I think I bring a different perspective in thinking about the problems and challenges the sector faces which is something that I think is and will continue to be beneficial for our customer base.”

TRANSFORMATIVE APPROACH Having been at the forefront of the shift in the energy industry, from fossil fuels to renewables together with his experience in establishing ground-breaking changes in the regulatory framework in the rail industry, Riches is well-placed to discuss the ongoing transformation occurring in the telecommunications sector. “In Australia, as is occurring globally, telecoms is a hugely exciting space to be in,” he explains. “The evolution and implementation of 5G

TECHNOLOGY is a game-changer in the industry.

The power of 5G combined with the development of new and exciting technology solutions associated with mobile connectivity is transforming an industry that was already becoming even more critical following the COVID pandemic.

“Working in a sector with such strong fundamentals and such extraordinary potential is hugely exciting and creates the opportunity to bring some new and innovative thinking and solutions to the role and purpose of infrastructure in meeting the ever-changing requirements of our customers.”

CUSTOMERS FIRST Axicom’s model is to provide shared infrastructure for use by all its customers to lower their costs, improve the speed of their deployment and increase overall efficiency. “The substantial and rapid changes in technology has placed additional capital burdens on our customers and we believe there is an opportunity for us to support our customers through the application of capital and the development of new shared infrastructure solutions that improve our customers’ efficiency and their service to their customers in a way that does not impact any competitive or other advantage that they may have previously obtained through owning their own infrastructure,” notes Riches.

Under Riches, customers are at the heart of Axicom’s strategy and cultural transformation, and he is continuously striving to ensure operations at Axicom are truly customer-centric. “The principle I seek to instil in my team, and all our employees, is that creating value for our customers should be the first and predominant focus. If we can do that then I will always back our team to develop a solution as to how our organisation can participate in that value creation,” he explains.

APAC Outlook issue 50 | 243

AXICOM “Understand your customer and step into their shoes – look from the outside in – is imperative in any market but critically important in the telecoms sector at present where the requirements of the customer are changing and evolving so rapidly.

Innovative ways to deliver value are far more readily created with this customer first approach. In essence, make the hardest part of the solution how Axicom shares in the value creation rather than developing a product which ‘works’ for our business and then try to solve how we can fit the customer into that product or solution. Of course, it is an iterative process but where and how you start has a big impact on where you end.”

Riches believes Axicom’s approach of understanding his customer’s critical issues and solving those

problems through world-class delivery has been, and will continue to be, the key component to creating new opportunities. “I am firmly of the view that first and foremost you need to support your customers and that if you deliver for them, they will be supportive of creating value for you,” he explains. “It becomes a symbiotic relationship where value creation becomes a win-win as you work together to solve problems.

In the past 18 months in particular our business has sought to change its approach to the way Axicom, as an infrastructure provider, has traditionally operated. I am fortunate that the current market dynamics have supported this approach together with having an outstanding team that has been able to deliver on the commitments we have made.

APAC Outlook: What, for you, differentiates Axicom from other companies operating within the same industries as yourselves?

Michael Riches: “There are two areas where I think Axicom has created a key point of differentiation: • “We have the best in industry engineering, property and deployment capability. Working with our customers we are able to create value and solve problems that are innovative and unique.

No other participant in the telecommunications infrastructure market has the ability to bring best-in-class expertise together in a co-ordinated and seamless fashion to deliver solutions for our customers. We have world class patented engineering tower designs; a deployment team that understands planning and construction better than any other; and a property management team that actively seeks sites out ahead of time to give our customers options they do not get elsewhere. Further, our advanced asset management systems and processes allow Axicom to achieve efficient, scalable and effective cost management and delivery for our customers.

• “We deliver on our customers’ 5G deployment expectations and combine our infrastructure capabilities with associated services to provide end to end solutions. We have been at the forefront of 5G deployment for our customers – providing a service that has delivered 5G capability on a large proportion of our towers in the quickest and most cost-effective manner for our customers.”

244 | APAC Outlook issue 50

“For us and our customers, it’s very much about being partners.

We have a strong focus on digital transformation and automating a lot of our processes which provides us the ability to allow our customers to see exactly what is occurring in any project. Offering and encouraging that ability for our customers to see very transparently what is going on among all the deployments across our sites allows us to work with them in a collaborative and co-ordinated way to deliver more quickly and effectively.

We have to be, and will always strive to be, customer-first.”

BRIGHT FUTURE Axicom is currently in the midst of many exciting projects. Recently, the organisation completed a 19-year contract extension with TPG Telecom for their presence on Axicom towers, consisting of over 1,000 sites. Axicom worked in a highly collaborative and consultative way with TPG to understand their future network needs and key business objectives in order to provide solutions that deliver long-term value. “A contract

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Our team regularly carries out geotechnical investigations for communication towers. The drilling rigs operated by Civiltest Pty Ltd are purpose built for this type of work.

Civiltest was formed in 1987 and has carried out hundreds of Tower investigations all over Australia.

Our geotechnical engineers are highly qualified and chartered and work with a broad cross-section of Australian businesses, large and small. Our industry specialisations include residential and non-residential, civil construction, mining and renewable energy and our services and facilities are state-of-the-art.

is one thing but meeting your commitments is critical and to date I believe that in adopting our customer first approach and working with TPG in a co-ordinated and collaborative fashion, we are exceeding the very high expectations that TPG has in relation to their 5G deployment. This will see TPG having 5G capability on

IN NUMBERS • Over 20 years – experience in the Australian market.

• Over 2,000 sites – in major metro, regional and rural locations across Australia.

• Over 20 million – Australians covered by Axicom’s infrastructure.

• Over 180 – Australia-based employees and growing.

over 400 of our sites by the end of 2021,” explains Riches. “The strong and collective engagement has generated significant improvement in the outcomes we have achieved with TPG across the business. The focus on creating value first for the customer is now generating considerable additional opportunities.

We are working with TPG on over 100 new site builds with more to come together with similar engagement on further co-location of new TPG sites on existing Axicom towers. We are also discussing with TPG some new business opportunities where we can solve some of their infrastructure challenges that will enable them to provide a better service to their customers.”

Looking to the future, Riches is optimistic about the next few years at Axicom. “We’ve got a really big opportunity at the moment. In addition to the substantial steps we are taking in delivering new value for customers within

our existing business, the significant changes expected in the Australian tower market will create opportunities we would certainly look to participate in” he explains. “Our focus will continue to be on delivering solutions that meet the ongoing demands and requirements of our current customers and also we will look at how we offer attractive value to future customers.

With the natural attributes and benefits of being an existing participant in the market combined with an attitude of placing the customer first, we believe Axicom represents a compelling proposition for our current and future customers.”

Tel: +61 2 9495 9000 aus.reception@axicom.com.au www.axicom.com.au

APAC Outlook issue 50 | 245

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

WHAT OR WHO HAS BEEN A SOURCE OF INSPIRATION FOR YOU DURING YOUR CAREER? Ben Reed Managing Director, HamiltonJet “I have a great respect for business leaders such as James Dyson, Steve Jobs and Bill Gates for their bold and relentless commitment to innovation and design.

I also admire the writings of Simon Sinek and Jim Collins who both nail the practice of modern leadership.

However, it has been the leaders I have worked with over the years that have really shaped me. These names won’t mean anything to others, but Professor Colin Garner, Adrian Heath, Dan Shoemaker, Rachael Palmer, Keith Whiteley and Colin Ingram were all significant in my career. They know who they are, and I thank them all.”

David Clark CEO, Star Pharmacy Group “I have had and continue to have many strong influences on my career, but three stand out. My father was an old school retailer and was hugely respected in the industry - he was someone I aspired to be. My first retail line manager Russel Morse was a very good man and teacher of the basics of business, he was a very strong influence for a guy just out of school.

Lastly Robert Atkins, my partner and direct leader in our Harris Scarfe venture was the most dynamic retail thinker I have been associated with.

He challenged my thinking and was a significant inspiration for me to keep improving.”

246 | APAC Outlook issue 50

PHOTO: JOI ITO FROM INBAMURA, JAPAN - STEVE JOBS AND BILL GATES ON FLICKR, CC BY 2.0

Grant Sanderson CEO, EOS Defence Systems “I am very fortunate to work with one of the best figures and industrialists in the country, now the founder and Group CEO of EOS, Dr. Ben Greene, who has been doing this for 37 years. He has turned EOS into a large Australian technology company almost single-handedly. I have learned a lot from working with him over many years and I continue to learn from him every single day.”

Louis Lau Executive Director, GE-Shen Corporation “Elon Musk. He is a person who strives for excellence in innovation. His famed quote, “I am an engineer, not an investor” strikes a chord with me because people sometimes think that we are solely investors at GE-Shen, due to our

prior experience in finance. I am not quite the engineer Elon Musk is, but I am not just an investor at GE-Shen.

The revolutionary visions that Musk has with SpaceX and Tesla, were made possible through dedicated engineering and hard work.

He doesn’t allow the standard way of doing things to become roadblocks or reasons for failure.

Both Tesla and SpaceX manufacture most components in-house or have made them in the US at low costs through relentless engineering. There are many things GE-Shen and myself personally can learn from him, and I guess the question really is, how do we incorporate the Elon Musk culture?”

Are you a CEO/Director with a company story to tell? Contact APAC Outlook now!

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40 26

Standing at the forefront of the Australian defence industry, we speak to Grant Sanderson, CEO of EOS Defence Systems, and discuss the company’s provision of advanced systems across the globe Writer: Marcus Kääpä | Project Manager: Thomas Turnbull

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he defence industry has developed. The previous century saw a great many wars and conflicts that spanned continents and even the globe, in which weapons, armoured vehicles and artillery were first manufactured and deployed on mass. The 20th Century had made use of assembly lines and factories; the newest and most efficient form of production; both a child of the century prior and a key component to the identity and history of the time.

“The company’s current locations INDUSTRY AND MARKET are primarily based with Within the Australian With the Australian late 1980s and the turn of thedefence sector the largest of its four subsidiary EOS Defence Systems stands apart millennium, a new was emerging andin various businesses being based infield the from its industry peers country, with the other three being ways. In particular EOS Defence making itself known – digitalisation.

In only a Southeast Asian business based Systems is an inherently scientific out of Singapore, a Middle Eastern company as opposed a few years the digital age, although in itsto a technology and European business operating or manufacturing entity. Sanderson infancy, would revolutionise the way defence out of Abu Dhabi, and a North elaborates. business located in “Although we are becoming wasAmerican conducted across the world, and pave themore Huntsville,Alabama, as well as having professional in both the engineering wayanfor a period of continualandadvancement additional location in Tucson, the manufacturing side of our business, our technology comes from andArizona.” countless possibilities. our “Each of these locations is vital scientific focus,” he tells us. “We to EOS,” Sanderson tells us. “For example, through our subsidiary EOS Advanced Technologies, located in Abu Dhabi, we provide logistical, technical support and consultations to customers in the MENA region. We are also moving into other markets, in particular Europe.”

2 | APAC Outlook issue 50

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Specialised armour technology is developed by TenCate Advanced Armour to provide reliable ballistic protection for the RWS, including sensors, cameras, motors and ammunition boxes. It is not just about striking a balance between options, it is about meeting all essential requirements in terms of weight restrictions, multi-hit performance, edge shot performance and low backface deformation restraints.

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TenCate Advanced Armour congratulates EOS on recent wins in Australia and beyond. EOS missioncritical systems are in use with the most exceptional forces around the globe and it is a privilege for TenCate Advanced Armour to be a preferred

design and operate technologies at partner for the task. cutting edge performance and use this to define our market space. We are not operating at the low cheaper end of the market.

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14 | APAC Outlook issue 50

14 | APAC Outlook issue 50

particular Europe.” are also moving into other markets, in to customers in the MENA region. We technical support and consultations Abu Dhabi, we provide logistical, Advanced Technologies, located in example, through our subsidiary EOS to EOS,” Sanderson tells us. “For

2 | APAC Outlook issue 50

they buy from EOS Defence Systems.” they want real value for money, then want performance, that is to say if APAC Outlook issue 50 end of the market. If our customers are not operating at the low cheaper this to define our market space. We cutting edge performance and use design and operate technologies at

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| 3

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EOS Defence Systems has told its story.

“Each of these locations is vital our scientific focus,” he tells us. “We and countless possibilities.

Arizona.” business, our technology comes from way for a period ofincontinual advancement an additional location Tucson, and the manufacturing side of our Huntsville,Alabama, as well as having professional in both the engineering was conducted across the world, and pave the American business located in “Although we are becoming more out would of Abu Dhabi, and a North elaborates. infancy, revolutionise the way defence and European business operating or manufacturing entity. Sanderson a few years the digital age, although its to a technology out of Singapore, a Middle Eastern company asin opposed a Southeast Asian business based Systems is an inherently scientific making itself known – digitalisation.

In only country, with the other three being ways. In particular EOS Defence businesses being based in the from its industry peers in various millennium, a new field was emerging and the largest of its four subsidiary EOS Defence Systems stands apart With late 1980s and turntheofAustralian the defence sector arethe primarily Australian based with the Within “The company’s current locations INDUSTRY AND MARKET history of the time. prior and a key component to the identity and form of production; both a child of the century and factories; the newest and most efficient 20th Century had made use of assembly lines manufactured and deployed on mass. The armoured vehicles and artillery were first and even the globe, in which weapons, and conflicts that spanned continents previous century saw a great many wars he defence industry has developed. The

partner for the task.

Advanced Armour to be a preferred globe and it is a privilege for TenCate most exceptional forces around the critical systems are in use with the Australia and beyond. EOS missioncongratulates EOS on recent wins in TenCate Advanced Armour platforms and related subsystems.

OEMs to optimise survivability for Advanced Armour partners with a partnership approach, TenCate blast protection solutions. Through components and mine, IED, EFP, and on applique armour and spall liner Level 1-6 armour systems based including scalable STANAG 4569 relevant vehicle protection solutions, technology has resulted in other The experience with composite in vehicle protection solutions.

Armour’s decade-long experience are a product of TenCate Advanced The high-performance RWS kits

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backface deformation restraints. edge shot performance and low restrictions, multi-hit performance, requirements in terms of weight it is about meeting all essential striking a balance between options, ammunition boxes. It is not just about sensors, cameras, motors and protection for the RWS, including Armour to provide reliable ballistic developed by TenCate Advanced Specialised armour technology is

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business executives wanting to keep up with the latestDOWN in global UNDERnews and trends affecting Infantry Mobility Vehicles. several variants of Thales Bushmaster weight. The EOS RWS is fielded on specification for performance and compliance with the demanding and supplied the protection kits in design services for the EOS RWS Armour supported with survivability partnership, TenCate Advanced Army and Marines. As part of the supplied to the Royal Dutch Remote Weapon Systems (RWS) survivability partner for the EOS TenCate Advanced Armour is a

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Reaching an audience of over 220,000 readers, your company can take advantage of exposure in APAC Outlook with a FREE article and FREE digital brochure, as well as access Writer: Marcus Kääpä | Project Manager: Thomas Turnbull

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