APAC Outlook - issue 51

MERLO COFFEE | ACCESS WORLD

w w w. a p a c o u t l o o k m a g . c o m • I s s u e 5 1

ONTIC

The experts in keeping aircraft flying safely for longer

HILTON FOODS AUSTRALIA AND NEW ZEALAND

The global food processing manufacturer prioritising true partnership and innovation

Ooi Lean Hin, Managing Director at MTT Shipping, discusses his company’s competitive advantage in the dynamic Asia market

The leading customer-centric omnichannel premium retailer

Servicing

Search | JAX

Tyres

Batteries

Mechanical

WELCOME

Bringing People Together

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 my pleasure to introduce you to the 51st

Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com

edition of APAC Outlook!

Production Assistant: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Dan Nash dan.nash@outlookpublishing.com BUSINESS CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Sales Director: Nick Norris nick.norris@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

And what an issue we have in store! This month’s magazine is truly jam-packed full of exclusive interviews and insights that you just won’t get anywhere else.

Sitting on the cover is Hilton Foods Group Australia and New Zealand.

A food processing manufacturer of global proportions, Pat McEntee, Chief Operating Officer of Hilton Foods Group Australia and New Zealand, discusses championing ethics and the value of true partnership in an exclusive interview. “Food is a big part of our lives; it’s what brings people together. Food is about family, it’s about special occasions - food is about fun.”

Elsewhere in the magazine, Ooi Lean Hin, Managing Director at MTT Shipping, tells us about his company’s competitive advantage in the dynamic Asia market. “We are making a lot of effort to drive digitalisation into our work processes as well as interfaces to our customers,” he explains. “We are consistently making our systems user friendly and in line with the expectations of a digitalised economy.”

Meanwhile, check out our interview with David Holt, General Manager at Merlo Coffee, who reveals all about his company’s drive to provide unrivalled coffee to the people of Queensland, Australia and beyond.

Sam Love sam.love@outlookpublishing.com

“As we start to look at other states within Australia, we really pride

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com

ourselves on delivering fresh, premium roasted coffee,” he affirms.

Finance Assistant: Eleanor Bennett eleanor.bennett@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

“We only source the highest quality commodity, and we only roast the highest grade of coffee. We are fresh to market and our service levels really set us apart. That is why customers come to us, it’s our premium offering that differentiates us.”

Finally, don’t miss our other in-depth company reports with the likes of Access World, Ontic, Camco Engineering, Rosti, Paramount Liquor, Angliss Singapore, Mapai Transport and many more!

Enjoy the issue!

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Sean Galea-Pace Senior Editor, Outlook Publishing APAC Outlook issue 51 | 3

CONTENTS

F E AT U R E S

20

18 SHOWCASING LEADING COMPANIES Tell us your story and we’ll tell the world

FOOD & DRINK

20 Hilton Foods Group Australia and New Zealand Sustainable Protein in the Southern Hemisphere

The global food processing manufacturer prioritising true partnership and innovation

44 Merlo Coffee

Fresh, Premium Coffee Innovation and evolution in Australia’s coffee space

54 Paramount Liquor

A Customer-Centric Drive Supplying food and beverage products throughout Australia and globally

54

8

10 REGULARS

Around Asia Pacific in seven stories

Evolving in an Ever-changing Industry

8 EXPERT EYE

Adapting to the demands of the food and beverage industry

6 NEWS

Unlocking business transformation in Asia

10 INDUSTRY SPOTLIGHT Pharmaceutical & Healthcare Association of the Philippines (PHAP)

Forging a healthier future for the Philippines

246 4 | APAC Outlook issue 51

62 Angliss Singapore

246 THE FINAL WORD What technology is helping to transform your industry and how?

70 Libelle Group

Supplying Nutrition to the Nation Delivering healthy meals to schools across New Zealand

76 Argyle Foods Group

Farming for Future Generations Family-owned and fully-integrated food production with a difference

APAC OUTLOOK MAGAZINE

SUPPLY CHAIN

184 Simonds Group

Giving Back to the Trade

84 MTT Shipping

The largest detached homebuilder in Victoria seeking growth into Queensland and New South Wales

Moving Your Business Forward A leading Malaysian carrier in the continuous delivery of quality and reliable services

AUTOMOTIVE

140 140 Camco Engineering

84

Australian Industry Solutions Providing pan-industry manufacturing services and solutions in Australia

148 Rosti 100 Access World

From Concept to Reality

The transformative journey to becoming a solution provider in the global commodity industry

154 TPAC

World-Class Logistics Solutions for Commodities

108 Solomon Island Port Authority

Gateway to the South Pacific A port operator of choice in the Solomon Islands

114 Röhlig Logistics

At the Prow of International Freight

192 JAX Tyres & Auto

Close Customer Collaboration A story of customer-centricity and transformation in Australia’s automotive industry

TRANSPORT

200 Mapai Transport

Life on the Highlands Highway Operating since 1990 in the challenging environment of Papua New Guinea

A precision plastic injection moulding company amidst a drive to innovate

Packaging with a Difference An end-to-end packaging firm with a robust competitive advantage in AsiaPacific

CONSTRUCTION

158 JLE Holdings Limited Seizing Opportunity

Delivering major projects to New Zealand and beyond

200 208 CMET

Canberra’s Green Rail Developing sustainable light rail in Australian Capital Territory

Providing global sea and air freight solutions

ENERGY & UTILITIES

MANUFACTURING

Energising a Cleaner Australia

216 Tango Energy

120 Ontic

Renewable solutions in Australia’s green energy market

Unwavering Commitment to Safety

224 Osmoflo

The experts in keeping aircraft flying safely for longer

Bespoke Water Solutions

158 168 Taylor

Building New South Wales Collaboration and safety in the construction sector

120

176 Hames Sharley

Building for a Better Tomorrow Operating with a proactive and nimble approach in Australian architecture

The global desalination company providing world class water treatment solutions

AGRICULTURE

232 VicForests

The Future of Forestry Cultivating resilient woodland in Victoria

MINING

240 CPC Engineering

Driving Partnerships for Success Providing engineering design, construction and maintenance services to the mining industry

APAC Outlook issue 51 | 5

NEWS Around Asia Pacific in seven stories…

H E A LT H C A R E

New Role for WhatsApp in Indonesia’s COVID-19 Response

TECHNOLOGY

TECH START-UPS IN SOUTHEAST ASIA TO REACH $1 TRILLION BY 2025 S O UT HEAST ASIA’S technology sector is enjoying a meteoric rise. During 2020 alone, 10 percent of the region’s 400 million internet users came online for the first time, with many start-ups also in the process of officially going public. Consequently, leading Singapore-based venture capital firm Jungle Ventures, forecasts that the region’s start-ups will reach a collective valuation of over one trillion dollars within the next four years.

Just last year, Southeast Asian

technology start-ups clocked a combined valuation of $340 billion.

In anticipation of over a threefold increase in value, Jungle Venture made these valuations by examining publicly available information from 31 of the region’s most prominent start-ups. This promising trajectory has been aided by a wealth of funding options and the significant interest received from investors looking for the accelerated growth enjoyed by the technology sector, as opposed to traditional bricks-andmortar business.

AC E H ME DI C S in Indonesia are trialling a new virtual lifeline for those self-isolating with COVID-19. Doctors have initiated a monitoring system through WhatsApp in the hope of risking the number of deaths due to the virus.

After doctors began to observe that patients in need of hospitalisation were often not seeking medical attention until the 10th or 11th day of having symptoms, by which time many were already experiencing respiratory failure, a WhatsApp monitoring system was suggested.

The idea came from Dr. Ferry Dwi Kurniawan, the head of the Aceh branch of the Indonesian Society of Respirology (PDPI), to allow COVID-19 positive patients to consult with a doctor from home, enabling them to decide if hospitalisation is necessary.

According to data from the Ministry of Health, Indonesia has reported more than 107,000 deaths resulting from COVID-19 and 3.6 million cases since the beginning of the pandemic.

This latest move comes as limited data and underreporting contributes to a distorted or unrealistic figure in the number of deaths for those dying from COVID-19 outside of hospitals.

TECHNOLOGY

TikTok Crowned King of the Apps ACCO R DIN G TO a Nikkei Asia survey, the short-form video sharing platform TikTok, which was developed in China, has officially surpassed Facebook to become the most downloaded social media app in 2020.

The COVID-19 pandemic has been a huge factor in driving usage, with the 6 | APAC Outlook issue 51

number of TikTok users skyrocketing in line with nationwide lockdown restrictions. During this time, the app was the number one download across the US, South America and Europe, in spite of widespread fears concerning data privacy.

The international version of TikTok was first launched in 2017,

by ByteDance, and has gone on to overtake other major social media platforms in the number of downloads,

including Facebook, WhatsApp, Instagram and Facebook Messenger – all of which are owned by Facebook.

R E TA I L

Adidas Remains Positive in Spite of China Boycott T H E S PORTSWEA R retail brand Adidas has increased their economic outlook for the year, remaining positive despite a significant drop in sales across the Greater China area. In all other regions, the brand have reported a 55 percent rise in second-quarter sales, compared to the previous year. In an interview with CNBC, Adidas CEO Kasper Rorsted confirmed that retail performance in China was undergoing “some uncertainty”, yet the brand continues to expect strong performance.

AUTOMOTIVE

The aforementioned uncertainty results from the boycotting of Adidas stores across China, due to the brand’s stance against alleged abuses of human rights. As a result, second quarter sales for the company fell by 16 percent throughout the region. This comes as many international brands take a stand against the mistreatment of the Uyghurs; an ethnic minority residing throughout the Xinjang region, where the majority of China’s cotton plantations are found. While Adidas maintains a zero tolerance approach to slavery and forced labour, the Chinese foreign ministry states that the mistreatment of the Uyghurs is entirely based on false claims.

Fall in China-Made Tesla Sales ACCO R DI N G TO a recent report from the China Passenger Car Association (CPCA), the US electric vehicle (EV) company Tesla, sold 32,968 China-made vehicles, including 24,347 for export, throughout July 2021.

However, within this, the number of China-manufactured vehicles sold locally fell by a significant 69 percent. From 28,138 Chinamanufactured Tesla models sold throughout June, that number fell to just 8,621 cars in July.

ECONOMY

Tourism Commences Reopening across Asia

IMAGE BY PATRIK RAGNARSSON FROM LINKÖPING, SWEDEN - NEW SHOES, CC BY 2.0

Tokyo Olympics Draws to a Close, Falling Short of Financial Expectations A L ANDMA RK event as the first Olympics to be held mid-pandemic and without crowds of spectators officially drew to a close on Sunday 8th August as the Olympic flame was doused in Tokyo. Despite the organisers claims that the event marked the world’s triumph over the COVID-19 pandemic, following the postponement of the 2020 games, the surging number of COVID-19 variants in the event’s aftermath continue to overshadow its success.

The economic impact of the event has also come under scrutiny, having bought no further income from tourism for the country and leaving Japan with a debt that amounts to £15 billion. This figure is double the amount that was initially expected.

Despite the widespread criticism that the event’s organisers continue to face, Japan compensated by enjoying unprecedented sporting victory, including a record medal haul of 27.

IMAGE BBY DICK THOMAS JOHNSON

ECONOMY

TH E C H A I R M A N of multinational hospitality firm Minor International has commented that the dark days of tourism across Asia resulting from the COVID-19 pandemic, may be drawing to a close. This comes as tourist hotspots such as Phuket, reopen to international travellers without the need to undergo quarantine measures. Soon, destinations such as Koh Samui will also follow suit, hinting at promising economic recovery for Thailand within the tourism sector. At present, industry specialists have observed trends in the recovery of the hospitality industry for luxury-style travel, and a preference for health and wellness-based experiences.

Nevertheless, fears abound, as Asia remains behind other global leaders in the nationwide rollout of COVID vaccinations. It is believed that the region’s relatively slow vaccine rollout is contributing to rising cases that may yet threaten the sector’s development.

APAC Outlook issue 51 | 7

EXPERT EYE

Unlocking business transformation in Asia Robert Tennant, Head of UK and International Development at The Storytellers, discusses how leaders in Asia need to be prepared to adapt to seismic changes and embrace transformation Written by: Robert Tennant, Head of UK and International Development, The Storytellers

1

8 months ago, the start of the pandemic plunged companies around the world into a crisis which saw them having to adapt their working patterns almost overnight.

As the rapid, unprecedented change we saw last year continued into 2021, companies have realised that having a robust company culture is necessary not just to stay rooted, but to grow in this challenging environment. Now the immediate shock of the pandemic has passed, business transformation plans are once more dominating boardroom agendas.

Being open-minded to change and successfully leading through it will improve company agility, resilience and future performance. The dangers of resisting or being unprepared for change have been made clear throughout the pandemic: a loss of revenue, customers and employees.

Early on, the focus for all leaders had to be on the ‘here and now’ as they got to grips with fast, short-term decisionmaking while their businesses either thrived or required action to survive.

GOING DIGITAL Companies were pressured to enhance business models by evolving their digital capabilities as the workplace was rapidly transformed so teams could work remotely and communicate through technology.

This digitalisation is set to continue 8 | APAC Outlook issue 51

beyond 2021 as companies look to reshape workplace culture and adapt to new business priorities and customer needs.

Businesses have felt the full force of needing to digitalise. In Japan and Singapore, companies have been looking to bolster their technology talent by creating more jobs for technology experts. To address the skills gap in this area, Fujitsu is just one example of how companies have begun to provide upskilling opportunities by offering free online courses to its employees so they could improve their understanding of AI and technology programming.

DIGITAL LEADERS Leaders must harness the existing momentum behind digital change, ‘think big’ and take their people with them on the transformation journey.

Change is often uncomfortable, but if the past 18 months has taught us anything, it’s that people can adapt quickly and with agility if they understand the bigger picture and feel part of the journey.

Soft skills must also continue to be developed, as should skills in knowledge acquisition, capabilities and working with new digital systems.

All leaders, coupled with the efforts of HR, will play a crucial role in upskilling existing teams.

UNLOCKING PEOPLE’S POTENTIAL Digital transformation is not only about adopting new technology or processes, but also about empowering people so that change is sustainable. Asia’s young workforce is globally minded – opened up to the world through technologies and forces of globalisation. Therefore, younger generations will have different expectations of the companies they work in, and these needs must be considered.

Companies that champion diversity and inclusion and ESG factors will bring in better talent and forge partnership opportunities, challenging the traditional business culture of hierarchy.

Purpose-driven teams will be quicker and more agile, better prepared for digital transformation and the future. HR will play an essential role in keeping talent and connecting employees to a higher purpose. People are the key to fending off competition, improving strategy and reacting to change at pace.

LEADING THROUGH CHANGE For any organisation to adopt widespread change, its leaders need to motivate, inspire and engage their teams to maintain productivity and high-performance levels, particularly as we move out of the pandemic.

To help us drive transformation programmes in the Asia region, The Storytellers’ partnered with Tony Williams, an Executive Coach and Board Advisor based in Hong Kong. Tony has noted at least three priorities facing CEOs today: Firstly, how to mend the balance sheet; secondly, how to leverage productivity from what we have learned from the last 18 months and lastly, how to build more sustainable operating models to embed the short-term gains made from recent essential cost containment measures.

In overcoming these challenges, motivating teams to enable organisational change will be critical. This can be achieved by creating the capability and means to enable change, as well as building momentum to ensure the change becomes sustainable. We’ve identified the following skills which are helpful to our clients when implementing transformation: 1. Authentic and visible leadership Authentic leaders who empower their teams, find solutions to complex problems and successfully manage change will be those who others want to follow. Leaders need to create an emotional connection with their people in order to stimulate the energy and collective spirit needed to power their teams through challenging times.

2. Ingrain a culture of learning Now is the time to rapidly install a flexible culture – quick and effective at decision-making, skills-building and collaborating. Creating a learning culture will require the revision of many traditional hierarchical business cultures so that younger or newer employees can learn without fear.

3. Collaboration Create cross-team communities and bridge silos. This can be done even when working remotely, as technology allows teams to dip into virtual meetings and to learn more about their colleagues’ roles in other departments.

4. Agility Be prepared for a fast-changing future. Organisations in Asia must adapt with speed to changing consumer preferences and technology, and balance the needs of both stakeholders and shareholders.

A digital world runs at a rapid pace, so new ideas need to be thought up and tested quickly.

5. Resilience Organisations that invest in their people will be the ones ready to face the future of transformation in Asia. It is vital to embrace the ever-changing world of technology but this will not be sustainable without first unlocking the power of your people. Change is not limited to the world of technology.

Asian companies must also focus on ESG principles, upskilling, retaining

talent, adopting new ways of working and challenging new competitors.

For leaders, contending with such immense change requires a new and powerful 21st century skillset.

Put simply, change has become the constant.

To find out more about The Storytellers, visit thestorytellers.com

ABOUT THE EXPERT Robert has a proven track record of delivering board-level programmes for a variety of blue chip and fast-growth clients. With extensive experience of managing and delivering complex programmes, Robert’s work has driven strategic alignment and behavioural change in large organisations all over the world. He is fascinated by the methodologies behind culture change interventions, generating engagement within organisations and moving people to do great things.

APAC Outlook issue 51 | 9

INDUSTRY SPOTLIGHT

Spotlight on Healthcare in the Philippines For the past 75 years, the Pharmaceutical and Healthcare Association of the Philippines (PHAP) has been at the vanguard of improving the country’s healthcare sector. Executive Director Teodoro Padilla, examines the organisation today

Teodoro Padilla Executive Director of the Pharmaceutical and Healthcare Association of the Philippines

APAC Outlook (AO): Can you talk us through the origins of the PHAP; how it came about and its initial vision?

Teodoro Padilla (TP): PHAP was established on July 3rd, 1946, as the Philippine Wholesale Druggist Association. It was founded by 10 men, each representing a leading pharmaceutical wholesaler. Just like the entire country at that time, the pharmaceutical sector was recovering from the ravages of World War II. As the Association’s original name indicates, it was an organisation consisting of wholesalers, reflecting the state of the industry. In 1950, the organisation was renamed Drug Association of the Philippines (DAP), which stuck for the next 40 years. Membership in the non-stock, no-profit association was expanded to include pharmaceutical manufacturers. By then, the Association took the cudgels in confronting issues that impacted both the industry and the Filipino patients.

In 1991, the organisation was renamed as PHAP to signify a wider representation of participants in the 10 | APAC Outlook issue 51

pharmaceutical and healthcare sector. The name also implies its broader role for the Filipino people and the country.

In 2003, PHAP established the PHAPCares Foundation to serve as its corporate social responsibility (CSR) arm. The PHAPCares Foundation undertakes initiatives to improve the health and wellbeing of the sick, disadvantaged and victims of disasters.

From its post-war beginnings, PHAP has assumed a broader role in promoting the growth of the research-based pharmaceutical industry in the Philippines for the benefit of the people’s health, and the country’s development.

AO: Since inception, how has PHAP developed and progressed in terms of its key objectives and the messages it tries to get across?

TP: Since its founding as an industry engaged in the wholesale and importation of finished pharmaceutical products, the country’s pharmaceutical industry, as represented by PHAP, has evolved into one with a crucial role in the health of Filipinos and in the advancement of the economy.

The growth of PHAP over the last 75 years reflects the development of the pharmaceutical industry, a sector which is a key pillar in the provision of quality healthcare for Filipinos then and now in this time of global pandemic.

PHAP works with patients, government, medical professionals and non-government organisations to improve the health situation of Filipinos so they

PHARMACEUTICAL & HEALTHCARE ASSOCIATION OF THE PHILIPPINES (PHAP)

“Through its members, PHAP’s mission is to produce, enhance, market and make accessible quality and life-saving medicines and medical devices, and to partner with the government, medical professionals and non-government organisations in improving the overall healthcare situation in the Philippines” - Teodoro Padilla, Executive Director, PHAP

can be healthier and more productive. In 2017, the organisation adopted a new vision to be the leader in advancing access and adoption of innovative therapies for a healthier citizenry towards nation building. The new mission is to bring together stakeholders to advocate for policies and practices that encourage access to innovate life-saving therapies for Filipinos.

The adoption of the new vision and mission came just before the World Health Organisation (WHO) declared a global pandemic which continues until today. The rapid spread of the novel coronavirus across the globe is an ongoing major public health threat for all, with profound health, social and economic impacts around the world, the Philippines included. The adoption of innovative therapies

to contribute to a healthier citizenry and a more resilient economy is taking centre stage as the world battles COVID-19. Now more than ever, there is a need for the sick to continually access innovative medicines that could potentially save their lives.

The pandemic has also resulted in unprecedented collaborations, bringing together the industry and all stakeholders to work together for policies that will encourage access to innovative medicines, vaccines and diagnostics.

As a science-driven industry, the research-based biopharmaceutical industry is uniquely positioned to respond rapidly to COVID-19. It has deep scientific knowledge gained from decades of experience working on developing solutions for combatting a range of infectious diseases such as MERS, SARS, APAC Outlook issue 51 | 11

Your Trusted Partner in IV Anesthesia and Critical Care Delivery Can you talk us through Philcare Pharma, its origins, and how it has developed to this day?

Philcare Pharma was literally born out of the ashes of my first business venture which was also in pharmaceuticals distribution. Coming from a non-pharmaceutical background, the failure of my first business venture in pharma turned out to be a major learning experience for me. Philcare Pharma began its journey in 2013 with the implicit understanding of avoiding the pitfalls experienced in the earlier venture including an overhaul of the business model. Thus Philcare Pharma was born as a pharmaceutical marketing and distribution company focused on niche therapeutic solutions or in early-to-market injectable (IV) product solutions solely targeting hospital formularies instead of retail pharmacies as our core customer target. Some of the products we have launched in the last eight years of our operation have been introduced for the first-time by any company in the Philippines.

What do you find are the most exciting and challenging aspects of working in healthcare in the Philippines?

What I find motivating and rewarding in my business are primarily two things, 1) abundance of profitable growth opportunities usually overlooked by bigger local or global pharmaceutical companies and secondly, 2) introducing exciting new product solutions to help enhance the quality of medical care for Filipino patients. However, Philippines being a resource constrained economy does provide its own challenging environment where cost of providing basic medical care regularly comes into conflict with improving the quality of medical care. In addition, navigating the local regulatory framework, weak fiscal condition of the government and the hospital system can often strain most pharmaceutical business models.

Have you got any projects or investments in the pipeline you wish to highlight?

Yes since last year we have started diversifying and investing heavily into medical devices and equipments to supplement our strength and experience in pharmaceuticals marketing in our core competency area of anesthesia and critical care. We have been successful in identifying similar niche focused small to medium sized Asia and Europe based medical science companies with exciting product technologies (medical devices) and working closely with them to build a strong partnership for the Philippines market. Most of our new medical device solutions entail advanced technology and/or breakthroughs in medical care which we are excited to bring to our Filipino patients and the local hospitals.

PHILCARE PHARMA, INC., Santolan, Pasig City 1610, PHILIPPINES (+632) 86823466, 86460692 | info@philcarepharma.com LinkedIn: Philcare Pharma Inc

philcarepharma.com How do you see Philcare Pharma developing over the next few years?

Our medium to long-term goal will be to ensure 15-20% top-line growth. Within our core competency area of anaesthesia and critical care segment, in the next 5-10 years I see our business model gradually and progressively changing into a more diversified healthcare portfolio of niche pharmaceuticals (primarily still injectable (IV) products) and unique first-to-market technologically advanced medical devices and equipments. The adaptation of our business model to a more diversified healthcare portfolio stems from the need to ensure the viability of our medium-to-long term revenue growth and also to ensure that we are able to utilize potential synergies in both the pharmaceutical and the medical devices divisions within our core targeted therapeutic franchise.

We are continually evaluating the changing global healthcare landscape to explore how we can source and implement some of the relevant new-age medical solutions and technologies to the Philippine landscape to ensure that Philcare Pharma can find the growth opportunities and stay relevant as a business for as long as possible.

Are you optimistic about the future of healthcare within the Philippines?

We all acknowledge that healthcare is one of the most resilient sector of any economy and the Philippines healthcare is not an exception to this fact. Currently with a 100 million plus population and one of the younger population demographic, I see Philippine healthcare sector providing us abundant growth opportunities for the long term.

Is there anything else you would like to include that has not been mentioned?

Well I would like to take this opportunity to communicate with potential healthcare partners who are looking for a distribution partner in the Philippines for their niche products (pharma and/or in medical device solutions) to explore Philcare Pharma. We are a young and ambitious business with plenty of room to grow and we are looking for like-minded partners who would like to grow with us and build a business for their products based on mutual trust and respect for each other’s individual strengths.

APAC Outlook issue 50 | 13

INTERVIEW

INDUSTRY SPOTLIGHT

Ebola and influenza, as well as experience working with health authorities and regulators to find a fast-tracked approach to bringing safe and effective medicines to market for patients. At present, biopharmaceutical companies are committed to developing treatments, vaccines and diagnostics for COVID-19.

PHAP and its members are closely monitoring the COVID-19 situation globally and in the Philippines.

We stand with the government, our frontliners, and the nation in the fight against COVID-19. PHAP and its members are doing our best in three ways: the research and development of medicines, vaccines and diagnostics; helping ensure the uninterrupted supply of medicines despite major challenges like global lockdowns; and through our CSR initiatives.

Prior to COVID-19, PHAP commissioned a national survey on the Filipino people’s desire for Universal Healthcare as early as 2010. Since then, we have launched various activities such as national debates, writing competitions, dialogues involving ministers, and all relevant sectors towards Universal Healthcare. In 2019, Philippine President Rodrigo Duterte signed the Universal Healthcare Law which automatically enrolls Filipino citizens to the state health insurance. In the UHC Act and the National Integrated Cancer Control Act also signed in 2019, we advocated for strategies that offer broader, more comprehensive approaches to improving health systems, including access and affordability of medicines. Both the UHC Act and the Cancer Control Act provide for pooled procurement, price negotiation, expanded medicines benefits, early access to innovative medicines, special access schemes from the private sector and Health Technology Assessment.

14 | APAC Outlook issue 51

AO: What do you find most exciting about working within the Philippines’ healthcare sector, specifically within the pharmaceutical industry?

TP: It is exciting to be in an industry that is a pioneer on matters that make a difference in the lives of Filipinos and in the growth of the research-based pharmaceutical industry.

Since its inception, PHAP is proud that it is the first pharmaceutical industry association in the Philippines which represents global and Filipino companies. It is the sole country member of the International Federation of Pharmaceutical Manufacturers and Associations (IFPMA) and the Global Self-Care Federation, two organisations that have official working relations with WHO.

“Through the years and until today, PHAP’s work and advocacy can be summarised by innovation, collaboration and health for all” - Teodoro Padilla, Executive Director, PHAP

The organisation is a pioneer in the implementation of industry-wide Code of Practice, and a leader in advocating ethics and integrity aligned with national, regional and international standards. We were the first to implement a training programme for members of the pharmaceutical industry through the Medical Representatives Accreditation Programme (MRAP) which was subsequently renamed as the Integrity and Proficiency Programme for the Pharmaceutical Sector (IPPS).

We are also the sole pharmaceutical industry association with a CSR arm in the Philippines, the PHAPCares Foundation. Since its founding, the PHAPCares Foundation has donated PhP one billion medicines to communities disadvantaged by sickness, poverty, natural calamities and conflicts.

The Foundation has received a presidential citation for its work in geographically isolated and disadvantaged areas.

Our work also becomes relevant as PHAP has also

PHARMACEUTICAL & HEALTHCARE ASSOCIATION OF THE PHILIPPINES (PHAP)

We are patients ourselves and it is our hope that these advancements Donations benefit more than 1.5 million families and 155 health facilities nationwide in pharmaceutical research will be available to us and our loved ones.

Driven by their commitment to corporate social responsibility, trusted medicines and vaccines Our work also requires that providers belonging to the Pharmaceutical and Healthcare Association of the Philippines (PHAP) and PHAPCares Foundation have contributed we closely collaborate with the and in-kind donations to the country's * monetary COVID-19 response. government and national and international stakeholders to shape The said donations benefitted more than policies and make innovations accessible. With this, we hold high1.5 million families and over level forums and dialogues with Beneficiaries include government and private hospitals, charitable institutions, government and stakeholders to government agencies, and nongovernmental organizations (NGOs), among others.

155 hospitals nationwide shape policy discussions; establish partnerships with international and In-kind donations of PHAP Members consist of national stakeholders; and create PPEs (coveralls, N95 masks, surgical medicines, vitamins, food packs for frontline masks, surgical gloves, face shields, venues for partnerships. We are vaccines health workers goggles, head and shoe covers) one of the conveners of the ASEAN transportation personal hygiene items, test kits ventilators assistance disinfectants for patients Confederation of Pharmaceutical *as of July 2020 Industry Associations (ACPIA) composed of pharmaceutical groups Employees of PHAP Member companies are in the region. also volunteering in community efforts to Through the years, PHAP support frontline health workers and patients has partnered with reputable Since 2003, the PHAPCares impacted by the COVID-19 Foundation has donated outbreak in the country. organisations including the University of the Philippines-Universal PHAP, its Members and the Healthcare Study Group, conducting PHAPCares Foundation will in medicine and financial assistance also be initiating future activities aimed at raising awareness pandemic-related to Filipinos disadvantaged partnerships in support of and deepening understanding about by sickness, poverty, the nation’s efforts to conflicts and disasters. contain the spread of UHC. We partnered with the UP-UHC COVID-19, and establish pharmaceutical security Study Group and the Department of resilience in preparation for any future pandemics.

Health (DOH) for the conduct of the “Secretary’s Cup”, which gathered the www.phapcares.org #WeWillNotRest secretaries of health, social welfare, budget, local government, labour, been consulted in important policies affecting health employment, science and technology to discuss and the industry, as a member of the Department of a whole-of-government approach to Universal Health Pricing Advisory Council, a convenor of the Healthcare.

Consensus Framework for Ethical Collaboration, a With our partners, we initiated the Health System member of the Coalition for Safe Medicines and the Shapers (HSS), which brought various sectors from National Privacy Council-Pharma Sector, and various the academe, business healthcare professionals, Technical Working Groups formed by the government. local government and the media to generate Moreover, medical science is transforming patients’ a whole-of-society commitment towards the lives and ensuring the health of the world’s economy. attainment of Universal Healthcare. We spearheaded The pharmaceutical industry is at the forefront of R&D the UHC media roundtable with senatorial into medicines, vaccines and diagnostics that enable candidates to examine the lawmakers’ position people to live people healthier, more productive and on Universal Healthcare. Nationwide health film longer lives. Filipinos are living longer partly due to festivals, essay competitions, and in-depth seminars these pharmaceutical innovations that allow us to and reporting for journalists, complemented these prevent and treat once fatal diseases. At present, we high-level discussions. are in the front row of medicines and vaccines that are We proceeded to engage policymakers, groups in the pipeline for COVID-19. Beyond the pandemic, and individuals who have the commitment towards there are also 8,000 medicines in development that our “health for all” aspiration. In 2016, PHAP became bring hope to Filipino patients and their families. the main convener of the annual forum “Health

PHAP Members donate P120M for COVID-19 response

INTERVIEW

P 1 BILLION

APAC Outlook issue 51 | 15

INDUSTRY SPOTLIGHT

for Juan and Juana: Moving Forward with the Philippine Health Agenda” which until now gathers the country’s thought leaders and experts in the field of healthcare to discuss and put into action recommendations to achieve UHC.

PHAP: COVID-19 CHALLENGES

INTERVIEW

Community quarantine measures have created challenges in the manufacturing, importation, and distribution of essential medicines and diagnostics across the country. Supply chain disruptions including the establishment of checkpoints with varying local ordinances across local government units, air and sea travel restrictions including port closures, and the closure of public transport that hindered the mobility of critical staff. With the varying implementation of quarantine measures across the world, PHAP members had to implement alternative measures to minimise supply chain disruptions.

The COVID-19 pandemic pushed the Philippines’ economy into recession. As a result, patients have delayed their hospital or doctor visits. The double-digit contraction of the pharmaceutical market, reaching up to –18 percent, is evidence of the industry’s struggles.

“We call for support from the government to make the environment conducive to making innovative medicines accessible. Prepandemic, the Philippines needed to enhance its access to innovative medicines. Out of the 166 innovative medicines registered in the US and EU in 2019, only nine made it to the Philippines.

“Relative to the pandemic, of all the R&D companies involved in the development of COVID-19 treatment and vaccines, we have a handful that have local offices in the country.

Imagine the impact to medicine and vaccine access if we have more research-based companies present in the Philippines. Making the Philippines a centre of pharmaceutical research is our vision.”

- Teodoro Padilla, Executive Director, PHAP

16 | APAC Outlook issue 51

We could not have achieved this without the strategic direction of the PHAP Board and Trustees.

The immense support of the PHAP membership has also been important in achieving these milestones.

Finally, the PHAP partners from government, academe, healthcare community, patient organisations and the media are key in forging collaborations that would create high impact on the society.

AO: What trends are currently transforming healthcare developments within the researchbased pharmaceutical sector in the Philippines and how are you responding to them?

TP: The COVID-19 pandemic has transformed healthcare globally. There is now recognition on the value of a robust pharmaceutical industry to ensure pharmaceutical security for Filipinos.

PHAP is working with the government in crafting and enabling policies leading to supply security in response to COVID-19 and future pandemics.

There is also recognition of the complexity of pharmaceutical R&D and the value of innovation.

We are at the forefront of discussions on the R&D process and patient safety, especially with COVID-19 vaccines. We are working closely with the government and stakeholders to enable an accelerated review process for regulatory and HTA especially in light of the pandemic. Our members are also conducting local clinical trials for COVID vaccines and treatments.

PHARMACEUTICAL & HEALTHCARE ASSOCIATION OF THE PHILIPPINES (PHAP)

AO: Have you got any projects in the pipeline you wish to highlight?

TP: Aligned with our vision and mission, PHAP is conducting a series of multi-stakeholder dialogues on 1) pooled procurement and access to innovative medicines, 2) on improving access to COVID therapies in the Philippines and 3) on promoting Health Technology Assessment in the Philippines.

The exercises will include an analysis of the current challenges in accessing innovative medicines, including COVID therapies, and identifying joint action points for the public and the private sector.

In partnership with patient organisations, PHAP is also holding a series of cancer forums. The first of the series, “Cancer Conversations: Navigating Cancer with Patients,” centered on discussions on the plight of cancer patients and their families during the pandemic, whilst highlighting the importance of the full implementation of the National Integrated Cancer Control Act (NICCA) in providing quality, affordable, and accessible healthcare to all cancer patients. Two further forums followed, including, “Cancer Conversations: From Policy to Meaningful Action”, and “Conquering Cancer”. The fourth and final installment will be in August, on the theme “Intensifying the fight against cancer”.

PHAP is also partnering with the medical community in building vaccination confidence through a series of media roundtables which seek to communicate the science behind the vaccines and dispel myths. It is true that a healthier citizenry is the backbone of a strong economy. Pharmaceutical innovations contribute to the people’s health, their productivity and the nation’s economy. With this, we

AO: How do you see PHAP developing over the next five years?

TP: PHAP will continue to advocate for reforms geared towards pandemic security, universal healthcare, and the improvement of access to medicines.

PHAP will be a major partner of the government in fostering better health and economy where Filipinos will have access to innovative treatments, vaccines and diagnostics regardless of economic status through the implementation of Universal Healthcare.

If the roadmap achieves its intended targets, we are hopeful that there would be more R&D companies that will be coming over to invest in health and the economy.

Consistent with its vision and mission, PHAP will be a leader in advancing access and adoption of innovative therapies for a healthier citizenry towards nation building and bringing together industry and other stakeholders to advocate for policies and practices that encourage access to innovative and life-saving therapies for Filipinos.

INTERVIEW

The pandemic is also pushing digitalisation in healthcare. Physician and industry interactions have also become virtual and so, we aligned our Code of Practice to reflect online engagements.

encourage the people to get vaccinated so that they will be protected from SARS-COV2. When people are fully vaccinated, there will be confidence to reopen tourism, businesses, and the economy.

Meanwhile, PHAP is partnering with members of the pharmaceutical sector to produce the Philippine Pharma Roadmap which sets the collective mission and goal of the Philippine Pharma Industry. Its aims to tackle various issues and concerns of the industry as well as lay down recommendations across a three, five and 10-year timeframe.

Finally, PHAP is a convener of the Consensus Framework for Ethical Collaboration with the Philippine Medical Association, Philippine Nurses Association, Philippine Alliance of Patient Organisations, Philippine Pharmacists Association among other organisations. We have helped develop the Philippine Consensus Framework which supports principles that put patients at the centre of what we do.

Tel: +632 88655600 phap7346@phap.org.ph www.phap.org.ph

APAC Outlook issue 51 | 17

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

APAC OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent.

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.

We reach an audience of 220,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

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.

To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

FREE

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ONTIC

The experts in keeping aircraft flying safely for longer

SUSTAINABLE PROTEIN IN THE SOUTHERN HEMISPHERE A meat processing manufacturer of global proportions, Chief Operating Officer of Hilton Foods Group Australia and New Zealand, Pat McEntee, discusses championing ethics and the value of true partnership Writer: Phoebe Harper | Project Manager: Ben Weaver

FOOD & DRINK Food is a big part of our lives; it’s what brings people together. Food is about family, it’s about special occasions - food is about fun.”

The above statement from Pat McEntee, Chief Operating Officer (COO) of food processing manufacturer Hilton Foods Group’s (HFG) APAC operations, touches on the passion for protein that lies at the very foundation of the company.

A vast enterprise with a global presence spanning 19 facilities across ten different countries, HFG has evolved significantly from its humble beginnings operating a sole beef and lamb central meat packing facility in Huntingdon, UK. “HFG’s history is truly a wonderful story that began in the UK in 1994 supplying case ready meat product exclusively for Tesco,” McEntee explains.

“If we look at the business today, some 27 years on, we now operate food manufacturing facilities throughout the world, from Ireland, through the UK to Europe, on to Australia and now, New Zealand.”

A GLOBAL ENTERPRISE HFG first established its footprint in the southern hemisphere in 2012 following the reopening of the Bunbury Meat Centre in Western Australia, where the company was tasked with supplying consumer ready packs to Woolworths Group supermarkets.

The move was born from a joint venture between HFG and Woolworths Group, who remains the company’s exclusive regional retail partner. “Woolworths had made the decision to transition from in store meat departments to centrally prepared consumer packs, and HFG were the chosen partner,” McEntee informs us.

To this day, McEntee credits the successful nature of this working relationship with the company’s

HILTON FOODS AUSTRALIA AND NEW ZEALAND

The global food processing manufacturer prioritising true partnership and innovation

2 | APAC Outlook issue 51

APAC Outlook issue 51 | 3

Ooi Lean Hin, Managing Director at MTT Shipping, discusses his company’s competitive advantage in the dynamic Asia market

www.apacoutlookmag.com/work-with-us

Marketi ng Oppo rtunity

HILTON FOODS AUSTRALIA AND NEW ZEALAND

SUSTAINABLE PROTEIN IN THE SOUTHERN HEMISPHERE A food processing manufacturer of global proportions, Chief Operating Officer of Hilton Foods Group APAC, Pat McEntee, discusses championing ethics and the value of true partnership Writer: Phoebe Harper | Project Manager: Ben Weaver

20 | APAC Outlook issue 51

FOOD & DRINK Food is a big part of our lives; it’s what brings people together. Food is about family, it’s about special occasions - food is about fun.”

The above statement from Pat McEntee, Chief Operating Officer (COO) of food processing manufacturer Hilton Foods Group’s (HFG) APAC operations, touches on the passion for protein that lies at the very foundation of the company.

A vast enterprise with a global presence spanning 19 facilities across ten different countries, HFG has evolved significantly from its humble beginnings operating a sole beef and lamb central meat packing facility in Huntingdon, UK. “HFG’s history is truly a wonderful story that began in the UK in 1994 supplying case ready meat product exclusively for Tesco,” McEntee explains.

“If we look at the business today, some 27 years on, we now operate food manufacturing facilities throughout the world, from Ireland, through the UK to Europe, on to Australia and now, New Zealand.”

A GLOBAL ENTERPRISE HFG first established its footprint in the southern hemisphere in 2012 following the reopening of the Bunbury Meat Centre in Western Australia, where the company was tasked with supplying consumer ready packs to Woolworths Group supermarkets.

The move was born from a joint venture between HFG and Woolworths Group, who remains the company’s exclusive regional retail partner. “Woolworths had made the decision to transition from in store meat departments to centrally prepared consumer packs, and HFG were the chosen partner,” McEntee informs us.

To this day, McEntee credits the successful nature of this working relationship with the company’s APAC Outlook issue 51 | 21

HILTON FOODS AUSTRALIA AND NEW ZEALAND ongoing success across facility in Brisbane, the region, as the prime Queensland in 2019 to embodiment of the HFG meet the demands of partnership model that Woolworths’ northern centres on one core supply chain represented partnership in each region the culmination of it operates in, thereby fully this commitment to a embracing the philosophy technologically advanced of total partnership. operation.

“Our partnership with “Heathwood really is Woolworths is of critical the jewel in our crown Pat McEntee, Chief Operating importance to us and it’s a from a technology point Officer (COO) true partnership model in of view, in terms of both that we’re very much integrated into size and volume,” he comments. each other’s supply chain, running Following the acquisition of assets shoulder to shoulder in partnership on for both Truganina and Heathwood a daily basis,” he comments. in 2020, HFG now operates these Subsequently, Hilton went on to facilities independently, with further commission their flagship operation expansion imminent. at Truganina in Melbourne, Victoria in Our discussion takes place at a 2015, a site that McEntee describes time of great excitement for HFG, just as being at the real “forefront of weeks prior to the launch of a worldinnovation”, thanks to the facility’s class food park in Wiri, Auckland, incorporation of automated logistics.

New Zealand, thereby further “Technology and automation are a strengthening the Woolworths key part of our DNA,” he adds. partnership, and charting new ground With the company priding itself on in terms of geographical expansion, state-of-the art facilities guaranteeing but also more significantly, innovation manufacturing excellence, HFG’s in providing unprecedented scale for opening of the Heathwood the company.

A BUTCHER’S BACKGROUND Standing as an industry expert, having turned his hand to many aspects of the food supply chain, Pat McEntee’s career in food began as a 15 year-old with an apprenticeship at a butcher’s shop in a small town in New South Wales (NSW), To this day, McEntee credits this experience as truly foundational in learning “the quality of livestock” providing a solid “paddock to plate” understanding of meat production.

Prior to joining HFG in 2018, McEntee spent over thirty years with the Woolworths Group, working across supermarkets first as a butcher, then as a Meat Manager before progressing to senior roles including Director of Woolworths Meat Co and Director of Supermarket Operations, presiding over 960 supermarkets and over 114,000 team members across Australia.

Following McEntee’s engagement as the Managing Director for Woolworths New Zealand, the opportunity arose to transition to the role of Chief Operating Officer following the HFG joint venture for the APAC business.

Ecowize Hilton Foods and Ecowize, a partnership that extends across the Tasman Hilton Foods has flourished in the Australian market; for 5 years Ecowize has been a proud partner of choice throughout the Australian journey servicing Hilton Foods’ state of the art production facilities in Brisbane, Heathwood since 2020 and Melbourne, Truganina since 2015, Ecowize is thrilled to embark on the next phase of the Hilton expansion in Auckland, New Zealand which will exclusively supply 140+ Countdown supermarkets.

Ecowize is the most recognised international cleaning and sanitation services and equipment provider in Australia, New Zealand, South Africa and North America servicing 150+ client sites globally; and was the first cleaning solutions provider in the food industry to be accredited to ISO Food Safety 22000. Ecowize’s mission has been to work in partnership with Hilton Foods having unmatched service delivery and scalability, working across several Hilton Foods greenfield sites.

Having been given the opportunity to showcase its expertise, at the Southern Auckland Food Park; Ecowize is working closely with the Hilton Foods NZ team to implement efficient cleaning methods for the production, warehouse, office and amenities and periodical cleaning programs.

The service delivery will encompass staff training, best practice cleaning applications and technologies, strong supervision and management.

Peter Maibom, the Managing Director of Ecowize said “As the Auckland Food Park introduces a wider portfolio of products into the processing lines, such as seafood products, the Hilton Foods and Ecowize partnership has grown from strength to strength with both parties continuously evolving.

Ecowize is looking forward to working together with Hilton Foods to protect the Hilton Foods brand delivering high performance and high compliance cleaning solutions.”

www.ecowize.com.au

22 | APAC Outlook issue 51

HILTON FOODS AUSTRALIA AND NEW ZEALAND

A HILTON FOODS GROUP FIRST: THE WIRI FOOD PARK, AUCKLAND, NEW ZEALAND Launching in 2021, this innovative new facility showcases unparalleled versatility and scale by processing both traditional meat protein, alongside extended value-added products including poultry and seafood to provide scale and critical mass, in comparison to the ‘single species’ sites that HFG currently operate in APAC. Leveraging a high degree of automated logistics whilst attaining the lowest cost of operation, the Wiri Food Park has the ability to process some 500 tonnes of products a week, in comparison to HFG’s existing Truganina and Heathwood facilities, which process in the region of 1,200-1,600 tonnes a week.

“We see this food park as the blueprint for future models that we are exploring and initiating here in New Zealand” - Pat McEntee, COO, Hilton Foods Group APAC

Wiri Food Park, Auckland, New Zealand

“We’re incredibly excited about opening our new facility in Auckland, which will be our first food park.”

Leading with a consumer centric focus, the exciting geographical growth of HFG’s operations is complimented by their ever-growing roster of innovative products and expanding capabilities in order to surpass customer demand. Four years ago, the company’s acquisition of SeaChill – the largest seafood packaged business in the UK, introduced a new range of produce that continues to represent a major aspect of the business today.

“We also have a joint venture with Dalco, an alternate protein manufacturer based in the Netherlands, and a technology company called Foods Connected, which began with a meat focus on yield management, purchasing and quality programmes which is continually expanding into new technologies,” McEntee tells us.

“Innovation is key to the growth of protein, within both Woolworths supermarkets and for us. This means staying close to the customer, consumer insights and data in developing products that are in line with our customers’ expectations,” he explains.

It is the wealth of expertise and the all-encompassing nature of HFG’s global operations that truly differentiates their position in the industry.

Namour Transport Namour Transport provides innovative solutions to your transport and warehousing needs. Established in 2010 with one truck, purpose built to be able to provide a variety of transport requirements to national recognition for living up to their motto “We Make it Happen”.

The success of Namour Transport is due to their friendly and experienced staff and their ability to understand the needs and requirements of their customers.

What makes Namour Transport unique is the people on the team. The company was built on good old country family values and maintains these values with caring for their customers and understanding their needs. Caring for their community is a large part of who they are supporting local sporting teams and community organisations.

Namour Transport provides an extensive array of transport services from refrigerated through to general freight as well as dry and cold storage facilities.

They are a one stop transport shop offering innovative solutions to moving freight quickly and efficiently nationwide helping our customers to save on time, resources and the pressures of logistics.

Our warehouse facility offers both long- and short-term storage in a secure environment. Extensive quality control ensures stock rotation via batch number or date. Product scanning systems provide real time stock reporting according to customer needs and expectations.

The Namour Transport vehicles are meticulously maintained and reliable with professional operators. With a commitment to operational safety, the accredited late model fleet ensures the delivery of freight exceeds customer expectations.

By partnering with our customers including Hilton Foods Group Australia, and building solid working relationships through communication, trust and reliability. Namour Transport prides itself on being one of the best logistics providers in the industry.

Contact us to talk about your transportation and storage needs. We will work alongside you to identify practical solutions to ensure your product is warehoused and delivered in perfect condition.

www.namourtransport.com.au

24 | APAC Outlook issue 51

We offer Transport along with cold and dry storage • • • • • • • • • • •

Modern fleet of trucks including Body Trucks, Single and multi-trailer combinations including B-Doubles and Road Trains Australia wide deliveries using refrigerated, taught liners and flat top trailers.

NHVR Accredited/ Safe Food accredited trailers A one-stop shop for transportation and warehousing for both temperature controlled and dry goods.

Single point of contact for all transport and all warehousing requirements.

Software allows real time traceability on all stock.

Stock on hand reporting as needed at any time All pallets are scanned to location in the warehouse to ensure correct date rotation and capability of picking by batch number.

Broad range of capabilities including cross docking, labelling, bundling, packing Proven experience and knowledge in warehousing and transport both locally and Australia wide.

Safe Food Accredited Storage/Woolworths Supplier Excellence Accredited.

T (07) 3736 5466 admin@namourtransport.com.au www.namourtransport.com.au

HILTON FOODS AUSTRALIA AND NEW ZEALAND “INNOVATION IS KEY TO THE GROWTH OF PROTEIN, WITHIN BOTH WOOLWORTHS SUPERMARKETS AND FOR US. THIS MEANS STAYING CLOSE TO THE CUSTOMER, CONSUMER INSIGHTS AND DATA IN DEVELOPING PRODUCTS THAT ARE IN LINE WITH OUR CUSTOMERS’ EXPECTATIONS” – PAT MCENTEE, COO, HILTON FOODS GROUP APAC As McEntee attests, “the key thing about HFG, operating twenty facilities across 10 different countries, is that we are truly bringing world’s best practice to our customers. We gather a lot of data and consumer insights and are constantly learning about the products that work best for certain markets.

“With a constant flow of information across the business, the way that we are able to support our customers in each market with those genuine insights and best practices from what we’re learning across the world is quite unique.”

QUALITY, NATURALLY A defining aspect of HFG is their laudable approach to ethics and nonnegotiable standards of responsible meat production, as a member of both the Food Network for Ethical Trade, and a founding member of the Seafood Ethical Action Alliance, amongst others.

A stringent corporate social responsibility programme, ‘Quality Naturally’, is embedded into all facets of operation and partnership across customers and suppliers. This ambitious approach entails eight strategic pillars that are integral 26 | APAC Outlook issue 51

THE HFG EIGHT PILLAR STRATEGY OUR PEOPLE – HFG’s people are proud to be part of the business through the company’s contribution to community, environment and how they are treated in the workplace. HFG embrace local creativity and grow and develop their people to be the best they can.

SUSTAINABLE PROTEINS - Leading collaboration of environmental sustainability for the company’s key animals and crops. Shaping and guiding supply chain agendas and uptake at scale. Building a narrative for the sustainability of each of the company’s key proteins.

PACKAGING – Innovate to reduce plastic, maximise recycling and the use of sustainable packaging across the value chain. Using scale to drive transformational development of retail packaging materials aligned to circular economy recycling infrastructures.

RESOURCEFUL FACTORIES – Reducing environmental impact by resource efficiency and carbon reduction.

TRANSPARENCY – Developing industry leading transparency solutions and openly reporting HFG’s responsible business progress to strengthen trust in the industry.

ANIMAL HEALTH AND WELFARE – Collaborating with suppliers, retailers, and NGO’s to improve the lives of animals and reduce the use of antibiotics.

ETHICAL SUPPLY CHAINS – Collaborative action to improve the lives of workers across the company’s supply chains.

CONSUMER HEALTH INNOVATION – Ensuring consumers can make balanced choices that are healthy for them and the planet.

Proudly West Australian.

Family owned and operated.

Working in unison to develop and implement cleaning and hygiene systems in the food industry.

Partners with Hilton Food Australia since 2013.

Unison Systems have achieved 100% of HFA stringent KPI’s 100% of the time. sue.netts@unisonsystems.com.au 0418 315 188 • • • • • •

Food safety Increased shelf life of product Decreased energy use Decreased water use Decreased effluent Increased efficiencies and profit for both parties

HILTON FOODS AUSTRALIA AND NEW ZEALAND

“OUR PHILOSOPHY IS BASED ON TOTAL PARTNERSHIP, WITH OUR TEAM, OUR SUPPLIERS, OUR CUSTOMER. THEREFORE, TRANSPARENCY IS CRITICALLY IMPORTANT. WE ARE VERY OPEN IN OUR RELATIONSHIP WITH OUR CUSTOMER AND OUR SUPPLY PARTNERS AND ENSURE THAT THERE IS TRANSPARENCY AT EVERY STAGE OF THE SUPPLY CHAIN” - PAT MCENTEE, COO, HILTON FOODS GROUP APAC to the company’s reputation and success, whilst demonstrating an awareness of HFG’s social, ethical, and environmental responsibility.

Foremost under this programme is HFG’s commitment to its’ people, as part and parcel of the Hilton promise to both measure and reduce the impact of their own operations, whilst improving the lives of those who make and consume their products.

“Our philosophy is based on total 28 | APAC Outlook issue 51

partnership, with our team, our suppliers, our customer. Therefore, transparency is critically important.

We are very open in our relationship with our customer and our supply partners and ensure that there is transparency at every stage of the supply chain,” McEntee highlights.

This notion of ‘total partnership’ returns to the paramount advantage and commitment of maintaining exclusive, long-term agreements and

relationships with a single partner depending on the region of operation – in this case, the Woolworths Group, thereby ultimately guaranteeing heightened reliability based on earning trust through performance.

“We’re extremely privileged to be a trusted partner to Woolworths and to play a part in their supply chain, delivering great quality products in Australia and New Zealand to their consumers,” he adds. For McEntee, the value of such robust partnerships forming the bedrock of business was instilled during the early days of his career, and is something that he maintains within HFG today.

“I look back on my days at Woolworths and feel proud of nurturing partnerships with a lot of Australian producers across the supply network – whether in meat, seafood or dairy amongst others,” he comments.

For over 37 years Vacupack has become the go-to packaging manufacturer for food companies that can’t afford excuses. We have done this by helping local and global FMCG brands create perfectly formed plastic packaging with exceptional results.

Companies that need packaging that works smoothly on their production lines from the 1st run to the last.

That’s why one of Australia’s largest meat processors, Hilton Foods Australia, has selected Vacupack to manufacture and supply its VSP trays made of 100% PCR rPET. For the past few years, the “Circular Economy” has been Vacupack’s top priority.

We have been working on perfecting Functionality, Sustainability & the Commercial Reality using all our knowledge…We did it!

The world has seen major changes during the past 4 decades, but none more so than the current one, with far more education & awareness around sustainability, recycling and cost.

Consumers are demanding sustainable, small footprint packaging. The pressure is mounting on brand owners to meet this challenge and get their packaging portfolio in order. 2025 is approaching fast.

Vacupack is pleased to announce that over the coming 12 months over 70% of our packaging will be manufactured from 100% PCR rPET. All our PCR is GRS certified and FDA approved for food contact use, so when you buy PCR packaging from Vacupack you can be confident that it came from the right sources and is safe for your customers and your brand.

Today rPET sits alongside quality, innovation and service, completing our core value proposition ensuring Vacupack’s place as Australia’s leading thermoformer.

If you’re considering rPET for your own packaging then consider Vacupack.

www.vacupack.com.au

HILTON FOODS AUSTRALIA AND NEW ZEALAND

VEMAG Flexible Fresh Meat Line from VEMAG - Knowing and meeting the customers’ requirements Partnerships and exchange at eye level play a central role at VEMAG. They promote innovation and success not only on the part of the machine manufacturer, but also on the part of the food producers. The aspiration to support our customer Hilton Food Group in the best possible way initiated the development of the Flexible Fresh Meat Line.

“I have always nurtured and focused on working towards mutually beneficial partnerships for supply partners in business.”

As a business-to-business brand, HFG work directly with their customers as leading food retailers in order to serve the needs of the consumer. The company’s membership in various collaborative bodies and analytic, consumer centric approach, means that a great deal of energy is dedicated to gathering customer insights, and analysing consumer trends, ensuring that the people and processes behind HFG’s supply chain is effectively designed around the priorities of their retail partner. By working intrinsically with their chosen partner in local markets, HFG guarantee sustainable growth.

A key part of such discussions within these industry bodies pertains to the paramount importance of maintaining ethical recruitment 30 | APAC Outlook issue 51

practices. The team behind the brand are an integral component to HFG’s successes, with recruitment and the ability to attain the best talent determining the future of the business.

“Our team are very important to us. We are really passionate about caring for them deeply and ensuring that we comply to the highest ethical standards,” McEntee continues.

“We invest a lot in our team and have a fantastic platform in the APAC business with our people learning platform, called ‘Sucseed’. We have constant upskilling amongst our team with role specific training but also an additional platform for our team members to elect for additional training personal to them. Training, development and upskilling is a really important part of what we do that benefits and continually ensures we are operate best practices in our factories.”

The cooperation with the Hilton Food Group began with the use of a VEMAG solution for the production of minced meat. It quickly became apparent that there were further needs to process other fresh meat products. Whereas previously several mono production lines were needed to produce different products, the flexible line can run various products on the same line. The vacuum filling machine with separation grinder is located in a fixed place, as is the loading system. The simple exchange of attachments of the same length in the existing line opens up completely new production possibilities. Be it the MMP223 for the production of minced meat, the FSL210 for the production of fresh sausage or the Automatic Meatball Loader AML273, a patented VEMAG solution for the forming and depositing of meatballs into different tray formats without the use of staff, efficiency and variety always come first. The savings are impressive both in terms of investment costs and the space required.

A loading system (SL305/306) is integrated in the flexible line and places the minced meat portions or burgers into trays for example and feeds them for further processing. Additionally, the line is equipped with a scale, the Check Weigher VPC716. The precise weight control reduces give away and thus increases profit.

A look at the development of the Flexible Fresh Meat Line shows how valuable a lively and cooperative contact with customers is. VEMAG would like to thank Hilton Foods Group for the great cooperation and looks forward to exciting new discussions and developments.

www.vemag.com

FRESH MEAT PRODUCTS WITH VEMAG Flexible Fresh Meat Line for the production of a great variety of products on a single line. Highest efficiency, maximum flexibility.

Trusted partner of Hilton Food Group - Partnership at eye level.

More information: www.vemag.com or e-mail@vemag.de

www.vemag.com

HILTON FOODS AUSTRALIA AND NEW ZEALAND

alltasksIT alltasksIT is a renowned IT systems integrator that implements hardware, software and support solutions for SMBs and large corporations. alltasksIT invests heavily in resources, assets and people - particularly in new and emerging technologies, including virtualisation, cloud storage, private data centre infrastructure solutions, mobile computing and network security integration, as well as compliance and optimisation.

The team at alltasksIT can deliver a full range of IT solutions and introduce a comprehensive range of products tailored to the customer’s specific requirements. The organisation supports its customers in designing agile, innovative workspaces while leveraging new and emerging technologies to embrace change and achieve the best practical outcome.

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HFG prides itself on being an inclusive organisation founded on respect and wellbeing, committed to equal opportunities and progressive career development. One such example includes HFG’s membership in ‘Meat Business Women’ - a global professional networking movement dedicated to women looking to climb the ranks of the meat industry.

Regularly conducted culture and engagement surveys ensure continual monitoring and improvement, contributing to happy, motivated, employees bringing that passion to their work that is at the heart of HFG and the food they produce.

“In both Truganina and Heathwood, we have canteen facilities that are subsidised to focus on healthy, fulfilling and nutritious dietary requirements, which is just one example of our team benefit strategies,” McEntee explains.

32 | APAC Outlook issue 51

SAFEGUARDING SUSTAINABILITY A key pillar of HFG’s responsible outlook is the company’s approach to sustainability, both in terms of the longevity and robust nature of its partnership model, and its commitment to the environment.

This laudable awareness of mitigating environmental impact is primarily evidenced through the company’s commitments to improved packaging, waste management, and the advanced facilities in which they operate.

HFG are dedicated to continually assessing and reducing the impacts of their operations and openly report on their progress in all fields pertaining to the Quality Naturally programme, in line with the company’s reputation of industry-leading transparency, on platforms such as the Carbon Disclosure Portal.

The packaging of products is one particular area where HFG have taken

CHEP CHEP helps move more goods to more people, in more places than any other organisation on earth.

Its pallets and containers form the invisible backbone of the global supply chain and the world’s biggest brands trust CHEP to help transport their goods more efficiently, sustainably, and safely.

As pioneers of the sharing economy, CHEP created one of the world’s most sustainable logistics businesses through the share and reuse of its platforms under a model known as ‘pooling’.

CHEP primarily serves the fastmoving consumer goods, fresh produce, beverage, retail, and general manufacturing industries in approximately 60 countries.

www.CHEP.com

FOOD & DRINK

CHEP helps move more goods to more people, in more places than any other organisation on earth.

Its pallets and containers form the invisible backbone of the global supply chain and the world’s biggest brands trust CHEP to help transport their goods more efficiently, sustainably, and safely.

In 2020, environmental savings in CHEP’s customers’ supply chains in comparison to single-use alternatives 2.0 million tonnes of CO2 2,500 megalitres of water 1.7 million cubic metres of wood 1.8 million trees 1.3 million tonnes of waste

www.CHEP.com

APAC Outlook issue 51 | 33

HILTON FOODS AUSTRALIA AND NEW ZEALAND

Crowley Carbon Australia Part of the Cool Planet Group, a global team with a proven track record of delivering energy savings for some of the world’s largest energy users. We can typically deliver a 20-30% reduction in energy with a 2-3yr payback.

Through our collaborative partnership with Hilton Foods (spanning 9 sites in 7 countries) we deliver a range of services, completing energy conservation projects across 3 sites which have already delivered >$800,000 per annum in sustained energy savings.

Heathwood Site Brisbane, Australia

For more information on how Crowley carbon Australia can help you in your energy journey, please contact us: admin.au@crowleycarbon.com

admin.au@crowleycarbon.com

great strides, founded entirely on achieving the aim of circular economy recycling infrastructures and minimising the footprint of packaging in both production and use across the supply chain.

“We were the first to launch the paper seal tray in Australia exclusively for Woolworths,” McEntee tells us.

“We really are at the forefront of technology in terms of sustainable and circular packaging.”

“WE REALLY ARE AT THE FOREFRONT OF TECHNOLOGY IN TERMS OF SUSTAINABLE AND CIRCULAR PACKAGING” - PAT MCENTEE, COO, HILTON FOODS GROUP APAC

34 | APAC Outlook issue 51

By December 2021, across both Australia and New Zealand, all HFG trays, (MAP and VSP) will be 100 percent curb side recyclable.

“We are also working on having all of our soft plastic and film redcycled, and we’re looking further into technology to work on that for the future,” he adds.

Across HFG, the company endeavours for all retail packaging to be fully reusable, recyclable or compostable by the end of 2022, with a minimum of 50 percent average recycled content across all plastic packaging. This ensures that the company’s suppliers also remain aligned with HFG’s sustainability objectives. At present, 98 percent of HFG beef mince is packaged in recyclable mono plastic trays, while 100 percent of all paper and board is sustainably sourced. This model continues to be measured in partnership with the Carbon Trust.

Klöckner Pentaplast (kp) Klöckner Pentaplast (kp) is a global food packaging manufacturer with one of its key sites in Melbourne, VIC that makes sustainable and recyclable packaging for the fresh food sector.

Melbourne was established in 2015, with 75 employees and have state-ofthe-art extruding and thermoforming equipment for packaging, using postconsumer recycled PET. Supplying the fresh protein market into top food retailers across Australia. kp’s experts work with the whole supply chain to create innovative rigid films for form, fill & seal applications and food trays, not only providing the best product safety, but also extending shelf life to help reduce food waste.

To find out more about kp and their products, you can visit kp’s website: kpfilms.com Klöckner Pentaplast 28 Distribution Drive Truganina, Victoria 3029 Australia

FOOD & DRINK

A U S T R A L I A

OUR SERVICES: Clarity™ Take control and ORGANISE your data with our in-house energy management and data analytics platform. SOCIALISE insights and OPTIMISE your energy use

Facilitating a Better

TOMORROW

Energy Conservation Projects CCA will identify, analyse, engineer, install and commission measures to reduce your energy use, backed by our energy savings guarantee

Crowley Carbon Australia is your partner for energy in APAC. Drawing on expertise in both commercial and industrial systems, our passionate local team offer a full range of services:

Data-Driven Commissioning Accelerate the process of identifying, then rectifying, early failures and issues on your new-built facility

For more information email us: admin.au@crowleycarbon.com Or find us on LinkedIn: www.linkedin.com/company/crowley-carbon-australia

Project Financing Our finance model offers very competitive rates to implement your energy savings project without the requirement of upfront capital

kp Elite

®

Unique, Recyclable MAP Solution

kp Elite® offers this modified atmosphere packaging (MAP) solution for fresh protein that delivers end-to-end sustainability. This award-winning product is made with up to 100% recycled PET (rPET), which is recyclable, highly efficient, reduces food waste and extends shelf life.

28 Distribution Drive, Truganina VIC 3029 T: +61 (03) 9219 4301 | E: customerservicesaus@kpfilms.com | W: kpfilms.com

Hilton Foods Elite Advert Aus.indd 1

30/06/2021 11:32:07

APAC Outlook issue 51 | 35

HILTON FOODS AUSTRALIA AND NEW ZEALAND Of equal importance to HFG is the reduction of waste. The company are committed as a ‘Friend of Champions 12.3’ - an initiative that is aligned with the UN Sustainable Development Target 12.3 by 2030, which aims at halving per capita global food waste.

This encompasses reducing food losses across production and the supply chain. As such, all food waste is monitored and reported at every HFG site.

“We are constantly looking at food and packaging waste and identifying ways to improve, reduce and eliminate food waste, alongside all other elements of waste across our sites,” McEntee affirms.

The company is alert to the carbon emissions savings potential of reduction in food, water and packaging waste, with all internal operations and processes geared towards this end, as reflected by the HFG ‘War on Waste’ internal operations efficiency programme, launched at the end of 2020.

HFG’s ‘Resourceful Factories’ are the true embodiment of HFG’s sustainability commitment and represent the most efficient solutions in the industry. Across HFG’s global sites, refrigerant gas selections are being actively reviewed in favour of natural sources to reduce carbon emissions.

“We’re very much aware that the traditional footprint of large factories certainly has an impact on the environment, so one of our key pillars within HFG is in our sustainability plans and strategies surrounding resourceful factories,” McEntee tells us.

Throughout the factories, (and indeed the HFG supply chain) a Scienced Based Targets initiative has been implemented, designed to drive progress towards achieving net zero carbon neutrality by 2050. The use of renewable energy sources, particularly solar, and innovative systems are instrumental in furthering this goal.

Kerry Inspiring Food, Nourishing Life As a leading taste and nutrition company, we partner with customers to make better food, in a better way, for a better future.

We inspire food by helping create better tasting, more authentic and nutritious food and beverages.

We nourish life by producing safe, high quality products that feed millions of lives every day. Innovative products that are more natural, more socially and environmentally friendly, and more sustainable.

Inspiring Food, Nourishing Life – It’s our way of helping shape a sustainable future for everyone, everywhere.

www.kerry.com

Graphic Packaging International To deliver innovation you need to have the right partner and Hilton Foods Australia is exactly that. Like us they understand that the transition to fiber-based packaging is a priority for their customers, and it’s clear that sustainable, paperboard packaging solutions must meet the functionality and performance of existing trays formats, whilst also delivering sustainability benefits.

We are excited to partner with a likeminded, forward-thinking business as Hilton Foods Australia.

Our PaperSeal® range of paperboard trays offer brands and retailers the opportunity to replace high barrier Vacuum Skin Packaging (VSP) trays with a barrier-lined paperboard alternative. The development of the PaperSeal® Skin tray solution aligns with our Vision 2025 , leveraging our industry-leading sustainability profile to expand and improve packaging solutions for our customers, while reducing the impact on the environment.

36 | APAC Outlook issue 51

FOOD & DRINK

Innovating to provide sustainable nutrition for more than 2 billion people.

Inspiring Food, Nourishing Life

www.kerry.com

PaperSeal® MAP

Our innovative PaperSeal® tray offers brands and retailers the opportunity to replace high barrier, Modified Atmosphere Packaging (MAP) and Vacuum Sealed Packaging (VSP) plastic trays with a barrier-lined paperboard alternative.

SUSTAINABILITY FLEXIBILITY EFFICIENCY

PaperSeal® Skin

PaperSeal ® Wedge

PaperSeal Slice ®

BRANDING PaperSeal® Cook

Talk to us about our innovative range of carton board solutions for your next project.

Please contact Peter Allison at peter.allison@graphicpkg.com or phone 0404 480 533

APAC Outlook issue 51 | 37

HILTON FOODS AUSTRALIA AND NEW ZEALAND “Our Heathwood factory has the second largest solar panel system in Australia,” McEntee tells us.

“We also have a unique energy management system operating throughout the plant that harvests the heat from our refrigeration and is then used to heat the water for the factory,” he adds.

With further progress firmly on the horizon in this respect, McEntee highlights ongoing projects that will play a significant role in delivering greater efficiency and mitigating emissions across the supply chain.

Over the next two years across both Australia and New Zealand, three of our factories will become linked to Woolworths’ fresh distribution

centres,” he says.

“This will deliver substantial sustainability improvements by taking literally thousands of trucks off the road.”

EMBRACING INNOVATION Through examining HFG’s responsible outlook, it becomes apparent how continual technological innovation is leveraged to maintain and achieve the company’s agenda.

“We look at HFG today primarily as an international food manufacturing automated logistics and technology company,” McEntee states.

Thanks to their technological prowess, HFG remain ahead of the curve, and indeed, the competition.

“WE LOOK AT HFG TODAY PRIMARILY AS AN INTERNATIONAL FOOD MANUFACTURING AUTOMATED LOGISTICS AND TECHNOLOGY COMPANY” – PAT MCENTEE, COO, HILTON FOODS GROUP APAC

Highgate Group Proudly Australian owned, Highgate Group is the leading supplier and manufacturer of packaging and processing solutions to food processors throughout Australasia.

Offering over 4000 product lines from the world’s leading brands, Highgate Group has a reputation for exceptional customer service and innovative product solutions that increase productivity, safety and profitability.

It has been a pleasure to partner with the Hilton Food Group over the past few years. Highgate Group have focused on providing consistency of supply through any situation. We look forward to working with Hilton Foods moving forward.

www.highgategroup.net.au

MIVEG We started our cooperation with Hilton Australia, when they decided to introduce handmade style grillskewers into the Australian market. Australia has a huge potential for grillskewers, as there were, until then, just few uniform styles available.

Therefore, Hilton was very successful from the beginning. With the flexible MIVEG skewer system, Hilton has all possibilities of producing various styles of skewers and participate in the increasing grillskewer business.

As a system partner, we supply Hilton with our machines and beechwood skewers and can therefore give a production guarantee for Hilton.

www.miveg.de

38 | APAC Outlook issue 51

FOOD & DRINK

Proudly Australian owned, Highgate Group is the leading supplier and manufacturer of packaging and processing solutions to food processors throughout Australasia.

• Packaging • PPE • Food Production Products • Hygiene and Safety • Knives and Sharpening

1800 089 456

highgategroup.net.au

MIVEG Skewer machines and skewer systems. For barbecue and convenience products on a stick.

Meat processing companies need a highly flexible, productive system for all markets. A system that achieves maximum performance at the push of a button and produces confidently and reliably with few staff. This is the only way to bring variability into their skewer production. And to react to changing markets and trends like plant based meat.

HIGH SPEED SKEWER

SYSTEMS The new peakperformance in automated skewer production.

With MIVEG, skewer production runs fully automatically, with up to 7200 grill skewers per hour. The systems bring economic efficiency, flexibility and scalability to skewer production. Regardless of whether meat or meat substitute products, minced meat, vegetables, fish or cheese – MIVEG systems produce at a variable rate and at high speed. The patented skewer technology ensures precision and efficiency with guaranteed output.

Hybrid systems offer all possibilities of automation and robotic with gantry robots and skewer automation. We are proud to supply the Hilton Food Group as a system partner with our skewering systems and beech wood skewers for their high quality products.

MIVEG GmbH Automated Food Systems – European – Am Sandfeld 17 91341 Röttenbach, Germany

SKEWER SYSTEM

7200

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www.miveg.de info@miveg.de +49 9195 99 99 20

APAC Outlook issue 51 | 39

HILTON FOODS AUSTRALIA AND NEW ZEALAND Across the Australia and New Zealand operations, this is mainly evidenced by the incorporation of state-ofthe-art automation, geared towards process optimisation.

“One of our greatest assets is that we do run highly automated logistics operations. As an example, here in Australia both our Truganina and Heathwood facilities have totally automated DCs where we incorporate robotics and other technologies,” he tells us.

Innovative technology has been embedded into operations since the company’s nascent days in Australia, particularly with the aforementioned opening of the Truganina factory in 2015, hailed as the country’s most technologically advanced food manufacturing facility. This pace continues to this day.

“Over the last two years since taking operational control of the business in Australia, we’ve introduced some wonderful technologies, such as seal

40 | APAC Outlook issue 51

fresh tray packing capability and a lot of smart technology, particularly within the slicing and cutting preparation of products which has delivered significant yield benefits,” McEntee explains.

Traceability is also a major component of HFG’s technological capabilities in line with the company’s responsible outlook, particularly within gathering insights and data from quality systems throughout the industry.

In terms of innovation amongst their product range, this is primarily leveraged to encourage healthy dietary choices amongst consumers – whether through the manufacture of vegetable proteins, as evidenced by the joint venture with Dalco or producing affordable ranges of products with lowered fat and salt content.

HFG are renowned for catalysing the uptake of innovation across the value chain, from product to

Symbio Laboratories Symbio Laboratories is Australia’s largest independent laboratory, servicing the analytical testing needs of the food, agricultural, environmental and pharmaceutical industries. Symbio is dedicated to performing routine and advanced testing, in state-of-the-art, purposebuilt, NATA-accredited laboratories, located in Brisbane, Melbourne, Perth, Sydney, Townsville and Wagga.

The Symbio team includes many highly trained, qualified professionals with wide-ranging industry experience. We have a long association with the meat industry with clients ranging from producers, processors, packers, retailers to regulators and industry groups.

Testing has also been conducted for the National Residue Survey and FSANZ.

symbiolabs.com.au

FOOD & DRINK

With 24 years’ experience in food and environmental testing, trust Symbio Laboratories with your analytical testing requirements.

Symbio Laboratories is a trusted provider of analytical testing to numerous food and environmental organisations, big and small. The Symbio difference starts with: • • •

NATA accredited microbiology, chemistry and residue testing methods; Automation innovations to provide fast turnaround times of reliable and traceable result data, at a competitive price; Personalised value-added services to assist with real client needs.

Discover how Symbio Laboratories can assist your business with your analytical testing needs and feel confident partnering with a highly trusted and experienced national laboratory.

1300 703 166 symbiolabs.com.au

Australia Wide Refrigeration Specialists

Innovators of Taste & Functionality COMMITMENT What matters to us is reliability, sustainability and trustworthiness. Our long lasting partnerships are based on personal relationships.

Our success is built on our personal commitment to our customers – on dedication above and beyond regular daily business.

We are open to new encounters and cooperation with partners throughout the entire world.

INDIVIDUAL SOLUTIONS Custom-made individual product development solutions instead of mass production. For every single customer.

Backed by Skill and Creative Thinking

QUALITY Modern equipment and strict selection of raw materials ensures top quality products. Our certification according to SQF8.1, HACCP, Certified Organic and Halal is a guarantee of our professionalism and safety.

TASTE AND FUNCTIONALITY Our products are intelligent combinations of good taste and functionality. A perfect blend to match the regional requirements and desires of our customers.

The extensive range of Berger’s food ingredients offers unlimited options of applications for a variety of meat & small goods and alternative protein solutions.

24/7 Support | 1300 731 699 Adelaide | Brisbane | Melbourne | Perth | Sydney | Kuala Lumpur

Berger Ingredients Pty Ltd | Unit 2, 17 Willfox Street | Condell Park NSW 2200 | Phone: 1300 859 315

APAC Outlook issue 51 | 41

HILTON FOODS AUSTRALIA AND NEW ZEALAND

42 | APAC Outlook issue 51

FOOD & DRINK

Truganina Site Melbourne, Australia

packaging, ultimately delivering commercial advantage on behalf of their partners and informed decision making amongst the consumer. The constant monitoring of consumer insights serves to drive further progress and inspire ideas.

LOOKING AHEAD Looking to the future, McEntee hints at HFG’s ever-expanding national footprint as a truly global entity.

“We’re excited about further geographical expansion. We are proud and privileged that we are in conversation, and we are looking to Southeast Asia as potentially the next location for our brand in the APAC region.”

Aside from this, HFG will continue to have their hands full with the successful launch and implementation of the New Zealand food park, delivering the brand into an exciting new market.

“At present the new food park is the highest priority for us here in APAC, so there will be an intense focus on ensuring that everything in New Zealand is seamless for Woolworths New Zealand’s Countdown stores and customers.”

With the completion of this new mission and moving on from business transition, HFG will bring a new mindset to match, honing and refining their methods of operation here in APAC.

“We’re still quite young. Having run the business in Australia for three years now, a lot of that time has been taken up with the commission of Heathwood, so part of our focus for the year ahead is moving out of project mode and into the day to day running of the business.

“We will be fine tuning our ways of working and striving for continual improvement.”

Tel: +61 3 8855 7450 hiltonfoodsAPAC@hfgplc.com www.hiltonfoodgroupplc.com

APAC Outlook issue 51 | 43

MERLO COFFEE

FRESH, PREMIUM COFFEE 44 | APAC Outlook issue 51

FOOD & DRINK

David Holt, General Manager at Merlo Coffee, discusses his company’s drive to provide unrivalled coffee to the people of Queensland, Australia and further Writer: Sean Galea-Pace Project Manager: Ben Weaver

M

erlo Coffee began nearly three decades ago with a singular mission – freshly served coffee by people that are passionate about it.

This aim has never shifted, and the company takes care to ensure the highest quality coffee beans are used from around the world. With knowledge and friendly staff at the fore across its stores, Merlo Coffee strives to deliver exceptional service across Australia.

And sitting as the General Manager of the organisation is David Holt. His journey with the company began in October 2020 and with the COVID19 pandemic in full flow, it was a challenge Holt embraced upon his first days in a new role.

APAC Outlook issue 51 | 45

David Olsen Managing Director Indoor Outdoor Imports 0418 358 013 david@indooroutdoor.com.au

Indoor Outdoor Imports was established in 1989 by David Olsen and started importing a range of Italian style Market Umbrellas from China at an affordable price when the only alternative was very expensive locally made product.

Since that time the managing director David Olsen has improved the range and quality of product to include both the luxury Levante Market Umbrellas by “Bambrella” and the Sirocco by “Bambrella”. IOI designed Commercial Aluminium Range of Market Umbrellas satisfy the demands of the commercial Restaurant and Café Scene and make up the bulk of IOI sales.

The Commercial Aluminium Range and Café wind barriers In the early 90’s with the advent of smoking restrictions outdoor areas became increasingly important and coffee roasters and other food and beverage suppliers recognised the value in increasing their brand awareness by supplying umbrellas with their logos on the umbrellas. Café Barriers were another opportunity for Branding and IOI started fabricating these as well.

Bambrella Range This range is a premium “Timber Look” market umbrella made from renewable bamboo that is laminated to produce a flexible and very strong frame.

The Levante range includes premium stainless-steel fittings and easy opening systems and is available in three Square, two Rectangular and two Octagonal sizes.

The Sirocco is an entry level umbrella but still has the same strong laminated frames. The Sirocco range is available in Just 3 square sizes 2x2m, 2.6x2.6m and 2.9x2.9m starts from $250.

Folding Arm Awning, Blinds and other Shade structures IOI also supply and install a range of awnings and Blinds for commercial and domestic applications. Installing in Melbourne and surrounding districts, including retractable roof systems.

IOI now supply a large range of sizes in the Aluminium range from small custom-made rectangular umbrellas to suit narrow city café trading zones right up to extra-large 4mx4m square and 5.0m octagonal umbrellas.

IOI supplies business’s all around Australia and although they are based in Melbourne they have developed good relationships with customers in all major centres and have their business development manager based in QLD in Palm Beach where IOI best customer Merlo Coffee is based.

Most smaller business’s do prefer to purchase small quantities when they are required and IOI can produce branded product in 4-6 weeks.

Larger business’s, like Merlo Coffee, prefer to plan ahead and ensure they have stock of the Market umbrellas and Café Wind Barriers so that they can quickly respond to their new customer’s requirements and grow their business quickly.

MERLO COFFEE “It feels like I’ve been here a lot longer than I have but in a good way,” he reflects. “We’ve definitely been pretty busy. We have 15 of our own retail stores, plus three licensee outlets and some of these at airports and universities were hit quite hard during COVID-19. However, our suburban company owned retail stores did perform well as it gave those that were working from home an opportunity to get out of the house.

“Our wholesale business where we sell our product and roast for other cafes is about half of our business and is performing well. Around two years ago, we started our B2C commerce side of the business, and we had good infrastructure in place coming into COVID-19. This only accelerated because of the pandemic.

We were fortunate that e-commerce really picked up any shortfall from COVID-19.”

Today, Merlo is a household name within Queensland. For Holt, he is clear about what sets his company apart from others in the space.

“As we start to look at other states within Australia, we really pride ourselves on delivering fresh, premium roasted coffee,” he affirms.

“We only source the highest quality commodity, and we only roast the highest grade of coffee. We are fresh to market and our service levels really set us apart. That is why customers come to us, it’s our premium offering that differentiates us.”

In one of the biggest projects Merlo Coffee has ever completed, the company has recently unveiled its state-of-the-art Brambati 360 coffee processing plant. Having taken six months to complete, 19 containers consisting of 52 individual crates were unpacked and assembled in Merlo’s warehouse. Now capable of roasting up to a tonne of coffee per hour, the facility is regarded as a significant upgrade on the existing roaster in Bowen Hills. In addition, the plant is 48 | APAC Outlook issue 51

THE FOUNDING OF MERLO COFFEE Coffee and the family Merlo go hand in hand. Having originated in Luigi Merlo’s Trattoria in Tirano, Italy, Luigi began a new life for him and his family in Australia in 1950, beginning in the cane fields of Mackay before moving to Brisbane in 1958.

Indeed, Luigi’s eldest son Gino continued his father’s tradition of hospitality, and launched Café Milano in the Queen St Mall in 1960. The cornerstone of the café was the gleaming La San Marco espresso machine and it was the first of its kind in Queensland. As such, Gino introduced the people of Queensland to a European tradition of drinking espresso after an evening meal.

But, Gino wasn’t finished yet. For he was an inventor and intent on spoiling the Queensland community. Following the success of Café Milano, this ultimately led to Gino moving on to create Queensland’s first silver service restaurant, also called Milanos, which would subsequently host the likes of Queen Elizabeth II and Pope John Paul II. It was at this restaurant that Gino taught his son, and Merlo Coffee’s founder Dean all he knew about hospitality. For Gino and now Dean, it’s all about great service, quality standards and most importantly, creating the perfect espresso. The rest, as they say, is history.

F

or over 30 years, Indoor Outdoor Imports has been supplying high-end commercial quality market umbrellas, cafe barriers, blinds and folding arm awnings for both domestic and commercial applications.

The company launched in 1989 with a range of inexpensive wooden Italian style market umbrellas but soon added better quality commercial aluminium range of umbrellas that quickly became a popular solution for the increasing outdoor entertainment market.

Food and beverage companies recognised the value of branding umbrellas, and the promotional cafe umbrella became a best-selling item. Indoor Outdoor Imports have continued to evolve the range to satisfy its customers’ requirements and can even custom make umbrellas to different sizes when councils only permit narrow trading zones.

Based in Brunswick East, Melbourne, the firm supplies and supports many coffee roasters including the likes of Merlo Coffee and food and

beverage supplies like Moet Hennessy Australia and De Bortoli Wines. The firm operates offices in Palm Beach, Queensland, and northern New South Wales customers from Noosa to Sydney.

Added to the large range of umbrellas, Indoor Outdoor Imports also import directly and distribute a range of its own folding arm awnings including full cassette, heavy duty and light duty inexpensive folding arm awnings. For a more weather-proof system, the firm can also supply and install retractable roof systems and cafe blinds and many and varied shade and weather protection solutions.

Merlo Coffee selected Indoor Outdoor Imports to supply its promotional market umbrellas and café wind barriers, in addition to tear drop banners for annual requirements. This decision was made due to the quality of product, fade resistance of the canopies and strength of the umbrellas as well as the value and cost considerations.

Indoor Outdoor Imports import the required quantities of market umbrellas and barriers and tear drop banners and deliver these as required by Merlo Coffee. Subsequently, Merlo then pay for the product as they receive it which reduces the financial outlay, however, they also benefit from having stock for immediate supply as it is needed. Through the relationship, Merlo provides Indoor Outdoor Imports with sustained business long-term.

In Queensland, Indoor Outdoor Imports have Ross Tinkler serving as Business Development Manager and is essential to servicing Merlo Coffee and other coffee roasters in the state. Sitting as the Owner and Managing Director is David Olsen. With significant industry experience, he has spent more than 30 years growing the Indoor Outdoor brand. Olsen is a hands-on manager and can be seen, not just behind the computer screen, but also repairing umbrellas or unloading containers with the team.

T 0418 358 013

|

E david@indooroutdoor.com.au

|

indooroutdoorimports.com.au

MERLO COFFEE capable of more than just roasting and is instead an all-encompassing solution that creates many efficiencies across all stages of the

APAC OUTLOOK: HOW IMPORTANT ARE PARTNERSHIPS TO THE SUSTAINED SUCCESS OF OPERATIONS? David Holt, General Manager: “Partnerships are the fundamentals of business. A longterm relationship is a genuine win-win in business. We’ve got some supply partnerships that we’ve grown up with and have worked with them for a long period of time. As we seek to expand into Asia, I’m looking for partners and building a less transactional relationship. Even as we diversify, it’s vital to our thinking.”

50 | APAC Outlook issue 51

roasting process, from the storage of green beans to the finished product.

“A big reason why we’ve decided to introduce this is evolution,” discusses Holt. “20 years ago, we outgrew our original roasting facility and moved to one that produced around 300 kilos per hour. We see this new plant as a major improvement.

“We also needed a business continuity plan to ensure we could keep the business going if the old roaster was damaged or compromised. We made this purchase because we wanted to make a significant investment that would allow us to grow and take that next step. Ultimately, it’s a $3.5 million purchase and is the next step in our strategy.”

Indeed, being proactive is an important mantra that the company lives by. A case in point was the launch of Merlo’s cold brew can several months ago to diversify and expand.

“It’s all about innovation,” explains Holt.

H.A BENNETT & SONS Bennetts are the green coffee experts bringing a world of experience to generations of roasters.

Every day we share our knowledge and coffee expertise to support our partners to sustainably grow and prosper, and we’ve been committed to this cause for over 100 years.

Bennetts is the first-choice partner when sourcing green coffee beans, our global trading experience makes us experts in connecting roasters to the world of coffee.

WWW.HAB.COM.AU

FOOD & DRINK

BENNETTS ARE THE GREEN COFFEE EXPERTS BRINGING A WORLD OF EXPERIENCE TO GENERATIONS OF ROASTERS

H.A BENNETT & SONS PTY LIMITED 2/2 WALTON STREET KEW VICTORIA 3101 AUSTRALIA PO BOX 446 KEW VICTORIA 3101 AUSTRALIA OFFICE: +61 3 9853 0328 TRADING@HAB.COM.AU | WWW.HAB.COM.AU

APAC Outlook issue 51 | 51

MERLO COFFEE “TO ME, PEOPLE ARE NUMBER ONE. PEOPLE FIRST IS MY MANTRA AND I LOVE DEVELOPING HIGHPERFORMING TEAMS” – DAVID HOLT, GENERAL MANAGER, MERLO COFFEE “We need to be different from our competitors and seize opportunities to open up new channels. We believe that ‘ready to go’ drinks are a huge growth area and as with our premium coffee offering, we’re seeking to become a major player in the space and looking at new alternatives with oat milk.

“It’s an exciting time in the industry and we remain keen to broaden our horizons and branch out. Through ‘ready to go’ drinks, we can achieve that. There’s lots of potential.”

Today, many companies seek to adopt a greener approach to operations in a bid to reduce the impact on the environment which has meant that offering a sustainable alternative has never been so important. As such, Merlo has introduced compostable BioCups and lids which allow customers to make a big difference through their choices. By replacing plastic cups, carbon emissions from Merlo packaging will be reduced by 25 percent and the company vows to keep 9.4 tonnes of plastic out of landfill every year.

“Sustainability is huge to us,” affirms Holt. “We’ve invested significantly in packaging and the next step is to invest in that high-level of compostable packaging for roasted products, not just takeaway cups.

In addition, at a site level, our whole facility is powered by solar panels.

“From a charity perspective, we give a lot back. We try to help the community by partnering with numerous charities and hosting events while sponsoring as much as we can.”

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Another key pillar to Merlo’s strategy is the importance of developing staff from within. Without good employees, a business is likely to fail, and Holt recognises how valuable harnessing a positive culture is to retaining its people.

“We’ve got a great culture and a low staff turnover, and it’s not uncommon to hear that someone from working at store level as a barista has worked their way up to a senior management position,” he discusses. “Upon joining, what impressed me the most was the size of our HR department given the scale of the business. To me, people are number one. People first is my mantra and I love developing highperforming teams. It’s important to see how we can become an employer of choice in the marketplace and our people are what makes us.”

Looking ahead, Merlo Coffee

is targeting exponential growth.

“We’re going into a growth phase and our three-year strategy plan is about focusing on the younger demographic,” explains Holt. “We have acquisitions down the East Coast of Australia to further enhance our roasting infrastructure to potentially get secondary branding and become a major player in Sydney.

“The one thing I’ve noticed while I was travelling around the world in Europe, America and into Asia is

that Australia has one of the most advanced coffee cultures in the world. Of course, you get pockets elsewhere but consistently across the country, Australia exceeds in the quality and taste of our coffee.

There are a lot of emerging countries in Asia that we can reach, and I see lots of opportunity in countries like Japan and Taiwan, as well as Singapore and Hong Kong where we can offer premium roasted coffee.

We’re targeting significant growth in that space, and we can’t wait for the future.”

Tel: +617 3620 4200 info@merlo.com.au www.merlo.com.au

APAC Outlook issue 51 | 53

PARAMOUNT LIQUOR

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FOOD & DRINK

A CUSTOMERCENTRIC DRIVE

It’s an incredibly exciting industry to say the least, but immensely challenging at this point in time – our industry hasn’t been hit this hard before.”

The words of Leigh Rowe, Director at Paramount Liquor, sums up a widely shared view of the food and beverage industry in light of the past 18 months. COVID-19 brought to the forefront of the industry an issue unparalleled for decades, or arguably one unmatched in its global impact on the sector than ever before. Despite

“It’s an incredibly exciting industry to say the least, but immensely challenging at this point in time.”

We speak to Leigh Rowe, Director at Paramount Liquor, about the food and beverage industry in Australia, and the company’s latest digital developments in the field Writer: Marcus Kääpä Project Manager: Ben Weaver

this, Rowe holds an optimistic view towards the future of the industry and that of the current decade.

“With all challenges come opportunities, and I think we are seeing the explosion of entrepreneurs in this space, such as craft brewers and distillers,” Rowe says. “And even though the hospitality sector has had to adapt to the restrictions and change their business operations, I think we will see a new wave of restauranteurs and bar owners coming soon.”

APAC Outlook issue 51 | 55

PARAMOUNT LIQUOR Paramount Liquor is currently Australia’s largest family-owned liquor wholesaler with over 10,000 products ranging from mainstream bar favourites to limited release and allocated stock. The company has over 300 team members across four states (Victoria, New South Wales, Australian Capital Territory, and South Australia).

Its largest customer base is made up of from on-premise traders, such as restaurants, bars, cafes, pubs, clubs, hotels and events, but the company also supports off-premise and retail traders through its recently launched banner group, Sessions Liquor.

“Our vision is to create the best

APAC OUTLOOK: HOW AND WHY DID YOU COME TO WORK FOR PARAMOUNT LIQUOR? Leigh Rowe, Director: “My love of food and drink runs in the family. My parents started the business in 1992 and I joined in the warehouse in 2003 when I finished school. Since then, I have sat in almost every seat at Paramount Liquor and the love of the industry is what keeps me here, doing what I do.”

food and drink culture in the world,” Rowe informs us. “Our mission is to be Australia’s most innovative service driven beverage wholesaler, providing our customers with world class experts, insights and solutions to create the world’s best drinks culture.

“We are focused on our customers, our staff and the evolution of the Paramount Liquor business while being a family-owned and very proudly Australian business.”

E-COMMERCE EVOLUTION Paramount Liquor has recently launched its new website as well as a loyalty programme to give back more to its customers and promote the opportunity to partner with other businesses that can provide unique solutions in the food and beverage space.

“We spent years listening to our customers and a year building our new website based directly on their feedback,” Rowe tells us. “Our customers told us they wanted real-time insights and a website that was easy to use, and we believe that we delivered that.

“Amongst many other new features, our customers have the ability to access live stock-on-hand information, a smooth backorder process including notifications via

Arquilla and Luxardo Luxardo - a 200 year history of excellence Luxardo is one of the oldest European producers of liqueurs and spirits.

It was established in 1821 in Zara, Dalmatia, which at the time was part of Austria. Girolamo Luxardo, a consular representative of the Sardinian Kingdom, became interested in the local Maraschino, a liqueur produced since medieval times. His product became known for its high quality and gained an exclusive “Privilege” acknowledgement from the Austrian Emperor. Today, “Privilegiata Fabbrica Maraschino Excelsior” is still on the label.

After World War 11, the company moved to Torreglia in Padua, Italy.

Luxardo now marries its old traditions with cutting edge production methods. Luxardo Maraschino Originale is still produced to the special recipe created by the founder in 1821. Crystal clear to the eye, the aroma is distinctively marasca cherry, with strong alcohol spirit and a hint of roasted nuts. Flavour elements include dark chocolate, vanilla and orange marmalade.

The distinctive green Maraschino bottle with red cap is still handplaited in straw; just like the original bottle, when the straw prevented transportation damage.

While Maraschino is the company’s mainstay, other products have helped Luxardo grow brand presence worldwide. These include Amaretto, Black & White Sambuca, Limoncello and Maraschino cherries. These products can be enjoyed neat, or in cocktails. Some exciting, delicious recipes can be accessed at the company website, Luxardo.it.

In Australia, Luxardo products are exclusively imported by Arquilla, while Paramount Liquor is a key distributor.

These relationships have blossomed over the past two decades, ensuring Luxardo products are enjoyed widely

by Australian consumers. For more information visit our website below.

Leigh Rowe

Mark Rowe

Nathan Rowe www.arquilla-wine.com

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PARAMOUNT LIQUOR

AUSTRALIAN DISTILLING CO. While the brand’s roots are traditional, its approach is not.

Every spirit produced is inspired by the beautiful cities and regions of Australia.

Australian Distilling Co. partners with local distilleries across the country and explores local ingredients to create flavours that embrace each spirit of the city or region.

Australian Distilling Co. believes that crafting premium spirits is an ongoing journey – one that has its roots in history, is grounded in the present, and looks to the future.

“WE ARE FOCUSED ON OUR CUSTOMERS, OUR STAFF AND THE EVOLUTION OF THE PARAMOUNT LIQUOR BUSINESS WHILE BEING A FAMILY-OWNED AND VERY PROUDLY AUSTRALIAN BUSINESS” – LEIGH ROWE, DIRECTOR, PARAMOUNT LIQUOR text/email when it comes back in stock, and the ability for suppliers to be able to load discounts, place orders, create new products, manage their inventories, reports and more, all the while being a smooth and easy process. Our customers are the lifeblood of our business and we wanted to show them we valued them, as well as reward their loyalty.”

To this end Paramount Liquor released Evolution Rewards, a simplified loyalty programme where customers can earn points for every dollar spent that can be redeemed on all products from glass and barware to experiences, events, gifts, travel, and team activities. In line with this, Paramount Liquor have chosen to partner with a wide range of businesses offering many solutions to best accommodate and meet the needs of its varied customer base.

“We acquired a technology company called VisualR in order to have a team ready to support 58 | APAC Outlook issue 51

our important customer base and see us positioned to launch new initiatives with ease,” Rowe elaborates. “Our old website simply didn’t meet the needs of our customers, and so with the introduction of the new website we wanted to provide a more modern e-commerce experience. We know our customers are busy venue operators and don’t have time to be messing around with outdated software. Our new website has many benefits and the ability to add customer user accounts to manage their privileges.”

THINKING AHEAD Without the dedicated and hardworking employees that work for the company, much of this would not be possible. For Paramount Liquor, the internal company team and external suppliers are central to operational success, and vital for a digitally led future.

Contact details Australian Distilling Co. info@australiandistillingco.com.au

www.australiandistillingco.com.au

Holgate Brewhouse Proudly at the forefront of Australia’s craft brewing movement for 20 years, Holgate Brewhouse is 100% independent and has fostered innovation and creativity in traditionally crafted beers since 1999.

Co-founded by Paul Holgate and Tash Holgate, the family-owned business continues to share their passion for bold balanced beers through their production brewery, brew-pub and tourism operation.

Situated an hour from Melbourne in the picturesque town of Woodend, on the doorstep of the beautiful Macedon and Daylesford regions, Holgate Brewhouse is home to some of the best-known craft beers in Australia.

www.HolgateBrewhouse.com

FOOD & DRINK

AUSTRALIANDISTILLINGCO.COM. AU

Buy our beer or visit us in the Macedon Ranges HolgateBrewhouse.com

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PARAMOUNT LIQUOR

PARAMOUNT LIQUOR INVESTING IN THE FUTURE PARAMOUNT CONNECT Paramount Liquor’s biggest asset is its employees and the company saw an opportunity to share the knowledge of its field and sales team with company suppliers to lower the suppliers’ overheads.

It’s essentially a shared resource concept where Paramount Liquor’s staff members will have a portfolio of six complimentary brands within

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a category (beer, wine or spirits) to help the company’s suppliers gain traction with Paramount Liquor’s customer base at a quarter of the costs of their own salesperson.

EVOLUTION MARKETING The on-premise market is a crowded space for suppliers to get new customers and Paramount Liquor is in the perfect position to

support both its own customers and its suppliers with mutually beneficial content driving sales and footfall.

Through Paramount Liquor’s acquisition of its digital marketing (Pitch) and tech agencies (VisualR) the company will be able to deliver engaging digital and physical content at a pace that has never been seen before to drive outcomes that are mutually beneficial.

FOOD & DRINK

PROXIMO IS A GLOBAL INNOVATOR OF QUALITY SPIRITS THAT CREATE EXCITEMENT WITH EVERY SIP Always on the lookout for what’s next, Proximo builds brands and invents new products to meet the world’s changing tastes and trends in memorable new ways.

The future of spirits is coming. Enjoy what’s next.

“Into this future we are continuing to build on our digital progress to ensure that we continue to lead our industry,” Rowe says. “We will continue to develop our loyalty programme to ensure that our offerings are attractive, relevant and resonate with our customers.

“Paramount Liquor is looking to bring the LSB business onto platforms such as Encompass, which is our ERP

system, and our website while also looking to their experience to identify opportunities for improvement in our own business.”

Paramount Liquor have also built up a marketing team to work closely with the company’s suppliers in order to deliver curated content for its customers. This includes events that are compelling and insightful and enable Paramount Liquor’s customers

Proud Partners of Paramount

to continue to learn and hone their skills with the aim of welcoming more patrons into their venues. And spearheading all of this is Paramount Liquor’s team members and allimportant staff.

“We wouldn’t be where we are without them,” Rowe affirms. “We are a national business with ties to local community, yet we have a global reach. Partnering with organisations and employees that share and support our company vision and mission and turn up every day to bring our values to life, is something that we strive for.”

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ANGLISS SINGAPORE

EVOLVING IN AN EVER-CHANGING INDUSTRY We speak to Angel Ding, Managing Director at Angliss Singapore, about the company’s experience during COVID-19 and its past and continuing developments in the food and beverage space Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

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A

nchored by a long history of over 73 years in the food and beverage industry, Angliss Singapore is an integrated food service company with an extensive global network of trustworthy partners and suppliers, offering a full suite of quality products and excellent services to a vast range of trade customers spanning the sector.

“We believe in empowering the creators of our culinary world by sourcing high quality produce in sustainable ways to meet the increasing demands for healthier and safe foods,” begins Angel Ding, Managing Director of the company.

“With a workforce of 300 dedicated service-oriented employees, and a full suite of top shelf quality products from frozen and chilled meat, dairy, seafood, to Japanese and Korean, European fine food, and Halal products, we are ever ready to take on future opportunities and continue to evolve to provide higher service standards to our customers and partners.”

AN EVOLVING INDUSTRY Ding’s first foray into the large and diverse food and beverage industry occurred in 1999, when she first joined Angliss Singapore as a Sales

Executive. Since then, exposure to various roles at the company over the years has provided her a broader viewpoint, not to mention greater experience, that laid a perfect foundation from which to run the company after being promoted in 2017. At present, the industry is a highly competitive space that is fastpaced and always changing, and one in which determination and hard work win the day.

“If you are passionate about the food and beverage space, it can open doors to a wealth of opportunities,” Ding tells us. “And in an incredibly vibrant and diversified region, with APAC Outlook issue 51 | 63

ANGLISS SINGAPORE its melting pot of ethnic cultures and varying religious traditions, Singapore is a city that epitomises the beauty of multiculturalism and this opportunity, especially when it comes to food.”

Although the food and beverage sector is one of the hardest-hit by the COVID-19 pandemic, it is also a space that has evolved greatly with regard to digital adoption; a huge driver for the recovery of the sector and the businesses therein. According to Ding, new opportunities have arisen as a result of a shift in consumer buying patterns that has become the new norm over the course of the pandemic.

“These serve as new challenges that test companies’ abilities to react and adapt which in turn birthed new concepts such as home delivery en masse for food served at fine dining restaurants, and online grocery shopping, to keep up with the accelerated adoption

of a digital-savvy lifestyle,” Ding explains. “This surge in new potential and untapped opportunities is what makes the industry such an exciting space to be part of.”

DIGITAL DINING Like many since the COVID-19 pandemic, Angliss Singapore has tapped into various digital opportunities such as e-commerce and social media coverage as a necessary part of the business’ restructure and development.

“Engaging an audience across our social media platforms, such as Facebook LIVE, had a positive impact on our image as we gathered greater consumer brand awareness as the go-to source for premium ingredients delivered right to the doorstep,” Ding elaborates. “With the shift in digital consumer buying patterns as a result of the pandemic, having an e-commerce platform to cater to 24/7

APAC OUTLOOK: CAN YOU TELL US HOW ANGLISS SINGAPORE STANDS OUT FROM ITS COMPETITION IN THE INDUSTRY? Angel Ding, Managing Director: “We are a company that is very much customer-oriented.

We believe in being the enablers of our customers’ business visions and helping them bring that vision to fruition by supporting them with only the best produce, services and unique solutions that would help them be more cost and labour effective.

“Secondly, investing in human capital has always been an integral part of Angliss Singapore’s culture. Employees are granted autonomy to grow and strengthen skills, with the management supportive of employees in taking up government funded schemes to possess the right skillsets for optimal productivity that meets industry standards.

“Lastly, among the barometers of success, compassion and empathy are values that Angliss Singapore has built its business on. As the current pandemic has affected the livelihoods of many, we believe in giving back to society in any way possible, with multiple projects seeded throughout the year, and all staff members highly involved with the company’s cause abiding by strict safe distancing regulations during this period.”

Batallé Batallé, a family business since 1920.

In Every Sense.

In Batallé, we have been raising our special purebred pigs for decades, a tradition which today represents for Batallé, a pig which truly is “El Único”. Guided by our motto “Quality - a matter of Principle”, so embedded in our company structure which ensures full traceability of our products is guaranteed. The growth and history of Batallé “El Único” has been achieved through determination, dedication and working with clear objectives.

As we work only with our own unique pig genetics, we can master and control the entire pig nutrition-chain from the field to the farm, offering a personalized diet to each individual “El Único” pig. Our farms give the highest level of animal Welfair (certified by Aenor) using the latest farm technology breakthroughs.

We control the entire chain from the farm to the finished product with each piece of the “El Único” being controlled precisely. Also, because we are passionate about the curing and drying of our hams and shoulders, this happens on the silent slopes of Sierra Nevada.

As our meat has a large amount of fat marbling, thanks to our genetics and the special feeds, that produces the soft and tender texture and to its pure reddish colour.

It´s pleasure at its purest with a highly notable difference in taste from other breeds of pork.

We must add, that our meat, contains unsaturated fats, especially rich in oleic acid, as well as being rich in proteins and vitamins such as B1, B6 and B12 and minerals.

Taste it to discover the difference!

batalle.com

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ANGLISS SINGAPORE convenient shopping needs was yet another milestone achieved by the company, and it was an opportunity seized when it came to generating greater revenue for Angliss Singapore amidst harsh COVID-19 environments deemed unfavourable to industry at large.”

As technological advancements continue to evolve the dynamics

of the food and beverage sector, Angliss Singapore is looking to developing and introducing products and tailored food solutions that will further enhance its current customers’ purchasing experiences. In line with this, the company is also pushing forward its environmentally friendly and community aims in order to help build a better future through food.

ANGLISS SINGAPORE BEHIND THE SUCCESS For Angliss Singapore, its dedicated employees are its greatest asset, and represent the key pillars to all the successes the company has achieved to date. These individuals and teams are passionate and are granted the autonomy to grow and strengthen their expertise and experiences, with constant upskilling initiatives supported by management fuelling them to take charge of their personal growth that increases in tandem with quality and productive outputs in day-to-day operations.

“Having a highly skilled team with an open mindset is also key to incubating a corporate culture that embraces the latest technology to accelerate corporate profitability growth,” Ding says. “With the recent technological enhancement to our current warehouse management and vehicle tracking system, Angliss Singapore is able to utilise the powers of technology to drive greater productivity and accuracy in its daily operational workflow, thereby increasing efficiency in on-the-job delivery and customer satisfaction.

“This in turn increases job fulfilment, satisfaction and loyalty, each of which are key to cementing the businesses’ successes. And we ensure that each and every employee is rewarded for their performances based on tangible factors benchmarked against industry standards determined with the help of technology, such as the number of orders processed a day.”

Doux

French quality since 1933.

Doux guarantees high quality products on respect of nutritional, safety and ethical standards.

Every recipe has been elaborated in France, country renowned for its culinary knowledge. Doux, part of LDC, leader on the French poultry market, has a wide offer of convenience products, chicken franks and whole poultry. Thanks to its work and innovation, the brand is today recognized in more than 100 countries.

In 2021, Doux continues to innovate to satisfy your desires with its Chicken Steak Burger or its Mini Chicken Franks.

National Beef Packaging Company National Beef Packing Company, LLC, is America’s premier beef company.

Headquartered in Kansas City, Missouri, National Beef maintains relationships with America’s best ranchers and farmers, giving them access to the very best cattle.

The company processes and markets a comprehensive line of fresh beef, case ready and beef by-products and employs more than 9,500 people across eight production locations.

National Beef is a leading U.S. exporter of chilled beef with focus on the Far East and other countries worldwide.

Learn more about National Beef at www.nationalbeef.com

T (65) 6778 8787 E enquiry@angliss.com.sg www.nationalbeef.com

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French Goodness (

For almost 90 years, Doux, French poultry specialist, offers a variety of products easy and quick to prepare.

The brand guarantees its consumers qualitative products requiring irreproachable food safety. Beyond the health aspect, it is also for the benefit of taste that the recipes are developed, for the pleasure of the whole family.

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ANGLISS SINGAPORE

SUSTAINABLE SERVICE “Sustainability and corporate social responsibility have redefined ways in which companies conduct their businesses whilst running day to day operations at optimal productivity levels,” Ding explains. “The Singapore Green Plan 2030, a nationwide movement to advance Singapore’s national agenda on sustainable development, is one that Angliss Singapore has decided to strategically align with.

“We are embarking on more urban farming projects with local farmers and encouraging our customers to include locally grown produce into their menus. Currently, Angliss Singapore has already cultivated its own microgreens that are used by 68 | APAC Outlook issue 51

many restaurants and hotels. Our seafood is also sourced from certified sustainable fisheries that meet the Maritime Stewardship Council (MSC) Standard.”

The MSC is an international nonprofit organisation that protect oceans and safeguard seafood supplies for the future with a programme that rewards sustainable fishing practices and aims to influence

the choices people make when buying seafood through the blue MSC label.

“COVID-19 has accelerated the growth of the plant-based products in the local food industry as people become more aware and concerned about food security as well as becoming more socially conscious, whether that be for sustainability, environmental, ethical or health reasons,” Ding says.

As Angliss Singapore continues to pursue greater opportunities in untapped markets and keeps up with increasing demands for safer, healthier, sustainably sourced foods, the company is delighted to have reached a new milestone; offering alternative food solutions to its

FOOD & DRINK

“SINGAPORE IS A CITY THAT EPITOMISES THE BEAUTY OF MULTICULTURALISM AND THIS OPPORTUNITY, ESPECIALLY WHEN IT COMES TO FOOD” - ANGEL DING, MANAGING DIRECTOR, ANGLISS SINGAPORE customers as Unilever’s appointed distributor for The Vegetarian Butcher, a Dutch plant-based brand.

THE FUTURE OF FOOD Angliss Singapore’s alignment with external corporations such as Unilever represent the future of the company’s progressive potential, and despite the ever-changing nature of the food and beverage industry, Ding assures us that the company is ready to adapt and change at the drop of a hat.

“We are positive that we will be able to conquer the uncertainties that lie ahead of us as we never cease to explore new ideas that could serve as great business opportunities,” she tells us. “With increasing needs for convenience when it comes to meal preparation, we are currently researching and developing a range of high-quality products that will serve the growing niche market of consumers who are looking for sustainable, convenient meal

preparation options as an alternative to food takeaways.

“Driven by passion and the love of good food, Angliss Singapore strives to continue to be best at what it does – ‘Serving Those Who Serve Great Food’. With increasingly more innovative product ranges we aim to move forward as a catalyst in shifting the paradigm that is gourmet dining.”

el: +65 6778 8787 www.angliss.com.sg

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LIBELLE GROUP

SUPPLYING NUTRITION TO THE NATION We speak to Johannes Tietze, CEO of Libelle Group, and discuss the company’s dramatic growth and sustainable methods providing New Zealand’s schools and students with healthy and balanced lunches Writer: Marcus Kääpä | Project Manager: Ben Weaver

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FOOD & DRINK Right now, we’re experiencing an epic quantum leap in the food service industry within the education sector.”

Johannes Tietze, CEO of Libelle Group, sums up his thoughts of the industry at present. Based in Auckland, and with 15 years of experience in the sector, Libelle Group is now New Zealand’s premium school food service provider and continues to feed hungry learners with great food from which they can develop and grow.

“The market here in New Zealand, specifically within food service in education, has been given a massive jolt in motion and has turned into a whole new environment,” Tietze affirms. “Where schools at all levels were traditionally supplied with retail food, with only boarding schools and halls of residence using contract catering that provided food on a contract basis, now we are seeing a government programme that is pushing ahead this same kind of contract catering across New Zealand to 875 schools. Because of this, the market is required to reinvent itself and provide food for students at scale.”

Ka Ora, Ka Ako (the government’s healthy school lunches programme) aims to reduce food insecurity by providing access to a nutritious lunch in school every day.

“This has altered a lot for many people; from the businesses and suppliers providing food produce, down to the individual family members and what they buy at a supermarket. If you think about loaves of bread as a product range alone, if sandwiches are supplied at school, then parents don’t need to buy as many loaves during the week to make their children lunches, and so the bakers and suppliers of those loaves need to shift their operation.”

Libelle Group has been part of this change and has grown staggeringly APAC Outlook issue 51 | 71

LIBELLE GROUP

A NATION-WIDE SERVICE Libelle Group previously trialled their own version of a lunch in schools programme in Hutt Valley, privately feeding all students in the school each day, before the government announced the launch of Ka Ora, Ka Ako. “The results for 2019 had shown that the school had the best NCEA level one and three results the school had ever seen.

Although this is one external and past example, the current government programme is going to be sustainable substantial to reach as many students across as many schools as possible, to better their development and prospects for the future.”

“The effects of the government’s programme are starting to come in,” Tietze explains. “The benefits and improvements on student learning and behaviour have increased.”

in the past year because of it. With a mission to be a trusted, nutritionfocused food service provider, the company is backed by a passionate team of staff and smart systems, delivering a professional and efficient service to every customer it works with. Across New Zealand Libelle Group services approximately 66 school tuckshops and 173 free lunches in school sites, meeting the needs of thousands of customers.

“We were lucky to be part of the government programme right from the get-go when it was first launched at the beginning of 2020,” Tietze reflects. “From the establishment of the company we were all about healthy and nutritious food. We are proud of being able to supply schools with our produce in place of past unhealthy alternatives.”

For Tietze, it is not only the provision of healthy produce that makes Libelle Group’s service so beneficial and successful, but on top of this, each customer interaction is personalised. The customised caseby-case nature of the company’s interaction makes it an end-to-end service solution rather than a standard food transaction; one of the many unique aspects that defines Libelle Group.

SUSTAINABLE FOOD SOLUTIONS Operating as a food provider to schools across the country makes Libelle Group a company that can make a great and lasting positive impact. In recognition of this, the company does not only operate for its customers and the wider community, but also makes sure to keep environmental welfare in mind and promote sustainability in every way that it can.

“Assisting in making food service to the education sector sustainable is a priority for us,” Tietze assures us.

“Creating a long-term sustainable solution and working together to 72 | APAC Outlook issue 51

Gilmours Gilmours is New Zealand’s largest supplier of wholesale food and beverages and is committed to being your one stop shop and trusted Foodservice Partner throughout New Zealand.

We are 100% New Zealand owned & operated with 11 with Cash ‘n Carry stores in partnership with Trents in the South Island. Gilmours offer 12,000 lines across all categories including fresh produce, butchery, chilled & frozen, dry goods, liquor, beverages and more.

Our aim is to provide you with top quality products at the best prices possible. Choose Gilmours as your Foodservice provider.

www.gilmours.co.nz

achieve this is extremely important.

We are working with suppliers in the market to make this happen.

“What we also have to keep in mind is that the nature of our service creates, if businesses are not careful, a lot of waste. The very way we feed children makes use of clamshell vessels to hold food, and cutlery to eat with, therefore packaging becomes a real issue. When you then look at the scale of our operation, one where we are feeding 31,000 students on a daily basis, five days a week, you realise the volume of packaging produced and the waste left afterward.

“In light of this prospect, and from the very beginning, Libelle Group immediately established a sustainability approach to its products and packaging, in which all of our single-use vessels and cutlery are all fully compostable.”

Libelle Group works with commercial composting facilities around New Zealand to properly

FOOD & DRINK

Gilmours in partnership with Libelle is your One Stop Shop for all your Lunch in School needs nationwide From Prepared Produce, Dry Goods, Chilled & Frozen to Sustainable Packaging.

Choose Gilmours in partnership with Libelle to supply your Lunch in School needs, delivering nationwide with the support of Trents.

North Shore | Mt Roskill | Manukau | Hamilton | Tauranga | Central | Wellington

www.gilmours.co.nz

0800 270 414

FEEDING HUNGRY LEARNERS GREAT FOOD

For more information, email us at ttnzcs@gwf.com.au Tip Top, Supersoft, Oatilicious, Burgen and Ploughmans Bakery. A member of the baking division of George Weston Foods (NZ) Limited. 73-105 Great South Road, Otahuhu, Auckland. Auckland, Christchurch. ® Registered trade mark of George Weston Foods (NZ) Limited. All rights reserved.”

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LIBELLE GROUP

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FOOD & DRINK dispose of the packaging waste. On top of this, the company also works alongside various local community garden projects. Collaboratively, Libelle Group provides waste packaging as well as shredders to help the community gardens process compost to fuel each project.

“We also work with these community gardens to develop our school menus,” Tietze elaborates.

“We work in a full circle whereby we promote the gardens projects, receive help and advice for our menu development team, and also give them advice about what they should grow seasonally. Libelle Group then purchases fresh produce from the community gardens at varying scales depending on how much they can provide. We of course have to be careful to have a sustainable harvesting cycle with these gardens – we can’t expect them to produce enough food for tens of thousands of students each day.

“The most exciting part of these projects is knowing that because everything works in a full circle, there is no negative footprint in the process.”

2021 AND BEYOND Looking towards the rest of the year, Libelle Group’s primary focus

APAC OUTLOOK: HOW IMPORTANT ARE THE PEOPLE AND PARTNERS THAT WORK WITH LIBELLE GROUP TO THE SUCCESS OF THE COMPANY? Johannes Tietze, CEO: “People are the most important part of Libelle Group. We currently have over 500 employees around New Zealand, they vary from those in the kitchens, to delivery drivers, and the parents of the children that we provide food to, many of whom put together meals for all the students in a school.

“Libelle Group’s suppliers too are incredible, and without them we would cease to function. They manage to get food produce and packaging from South Island to the far north and supply us with all we need across New Zealand.

“We have such committed and passionate people in this company from top to bottom, and everyone is driven by a clear message that is the company’s drive to provide our country’s hungry learners nutritious food.”

is maintaining the structure of the explosive growth it has received in the past 12 months due to the government programme, making sure that all aspects of the company are geared towards a higher level of service in the now and the future.

“We are listening very carefully to our customers and more importantly to our end users – the students themselves,” Tietze tells us. “Reaching out to schools and students gives us a really clear picture as to what these children are happy to explore and what we can do better. It is really important for us to avoid menu fatigue and keep food options interesting to engage the students, and this is a continuing priority for us.

“Right now, it is paramount that we maintain everything we have built at Libelle Group and keep it going for a brighter and more nutritious future.”

Tel: 09 361 2655 admin@libelle.co.nz www.libelle.co.nz

APAC Outlook issue 51 | 75

ARGYLE FOODS GROUP

76 | APAC Outlook issue 51

FOOD & DRINK

FARMING FOR FUTURE GENERATIONS “Both myself and Bryce had a background in agriculture as fifth-generation farmers. We were born and raised on the land,” Graham tells us.

This respect for the land runs deep in the Graham family to this day, with Lachlan describing their role as “custodians” for the pasture on which their animals graze. Indeed, it is this reverence for nature, and by extension, the planet, that truly defines AFG’s outlook, specialising in product that is sustainable, healthy, and fully traceable.

We speak to co-CEO’s of Argyle Foods Group, Bryce and Lachlan Graham about prioritising providence and influencing industry-wide transformation through responsible meat production Writer: Phoebe Harper Project Manager: Ben Weaver Our livestock, our environment, and our people come first before anything else,” opens Lachlan Graham, co-CEO of New South Wales based Argyle Foods Group (AFG).

Joining Lachlan as co-CEO is his brother Bryce, who takes the helm of the company’s Hong Kong operations after relocating there in 2013 to develop AFG’s export market.

Collectively, the brothers preside over AFG as a fully vertically integrated meat processing operation, leveraging world class facilities to distribute all-natural, free range, premium quality Australian beef and lamb.

Bryce Graham

Lachlan Graham

THE ARGYLE DIFFERENCE When it comes to what differentiates AFG from their market competitors, for Lachlan Graham, the answer is clear.

“First and foremost, it’s the quality of the livestock that we breed and we raise,” he comments. Indeed, AFG’s historic registered Angus Cattle stud has earnt the company many notable accolades, including the award of Australian Beef Farmer of the Year award in 2013.

“This is the key differentiator that establishes our end-to-end supply chain and the fully integrated model that we operate in,” he continues.

Secondly, yet of paramount importance to the company, is AFG’s APAC Outlook issue 51 | 77

ARGYLE FOODS GROUP commitment to environmental sustainability. At AFG, this is nothing new, with a sustainable approach having been at the forefront of the company’s farming operations for over 30 years.

“We have a number of things incorporated into our business and our supply chain that a number of our competitors don’t, and that’s a focus on sustainability and innovation,” he expands.

“Our real focus going forward is our environmental footprint and being an industry leader globally in terms of taking a product and producing it sustainably.”

“This is achieved through what will eventually be a carbon positive production system that is based on genuine soil carbon sequestration via holistic regenerative agriculture practices - not just straight offsets, but actually improving biodiversity and utilising perennial pasture and cattle

management to heal the soil making a difference to the environment, to the animals that we raise, to the people that work at our company and to the consumers that enjoy the product,” Graham states.

What distinguishes the AFG product is the company’s ability to provide innovative labelling that leverages blockchain technology to demonstrate full traceability, offering total transparency across the beef supply chain. This is entirely enabled through the company’s partnership with technology provider, KPMG, which AFG embarked on during the last 18 months as the first red meat partner within the ‘KPMG Origins’ programme.

“There’s dozens of blockchain providers in the red meat space trying to promote and verify product and authenticity, but for us, partnering with a top global firm is incredibly powerful,” Graham explains.

“THERE ARE VERY FEW SUPPLIERS, PARTICULARLY IN AUSTRALIA BUT ALSO ALTERNATIVE MARKETS, THAT CAN SUPPLY A PRODUCT THAT IS 100 PERCENT GRASS FED, NATURAL, HORMONE FREE, GMO FREE, ANTIBIOTIC FREE, CERTIFIED HUMANE AND GAP FOUR” – LACHLAN GRAHAM, CO-CEO, ARGYLE FOODS GROUP

Emerson Emerson takes pride in being one of the trusted providers of cargo monitoring devices.

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Climate.Emerson.com/Asia/ CargoSolutions

THE ARGYLE DIFFERENCE – QUALITY LIVESTOCK “It all starts with the livestock…”

When it comes to livestock, Argyle Foods Group boast pedigree quality. The Argyle Pastoral farm in New South Wales has held a historic registered Angus stud and commercial breeding and fattening herd since the 1940’s, comprising the fourth oldest genetic line of Angus cattle in Australia. The herd dates back to when the first Argyle Angus cattle were originally introduced to Australia from Scotland. For the Graham family, the quality of this stock was the catalyst to launch the Argyle Meat Business.

78 | APAC Outlook issue 51

FOOD & DRINK

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Emerson’s GO Real-Time Trackers provide temperature and location alerts as food product shipments move through the cold chain. Oversight mobile app enables access to real-time cargo information, direct from your smartphone. Emerson cargo monitoring solutions place the data at your fingertips to help make informed business decisions faster and maximize food freshness. To learn more, visit: Climate.Emerson.Com/Asia/CargoSolutions

The Emerson logo is a trademark and a service mark of Emerson Electric Co. © 2021 Emerson Electric Co.

Within the company’s sustainability commitments, Bryce Graham also highlights the company’s focus on waste reduction, and the industrydefining role that AFG have played within that.

“Over the last seven years, we’ve really changed the entire landscape in terms of the way that people sell meat in Hong Kong, Taiwan, Singapore and China.”

“Our primary driver is reducing waste, and a by-product of that also increases the retailer’s profitability, whilst being a major positive for the environment,” he comments.

Bryce goes on to indicate AFG’s involvement with Cathay Pacific as an example of this role, as the company’s biggest customer prior to the pandemic, supplying all business class customers with portion-controlled grass fed beef. Previously bringing significant amounts of excess product in the form of off cuts to Hong

Kong, AFG proposed a readymade solution that drove both sustainability and profitability on behalf of their customer.

“Our ESG focus is still very much integrated in terms of how we operate the whole supply chain - whether that’s the people that work and operate on the farms, or the meat processing side of the business or in our sales, marketing and distribution,” Lachlan Graham expands.

FROM THE FAMILY FARM AFG began to take form as the largescale mixed farming enterprise it is today in the early nineties, when the Graham family decided they wanted more control of their upstream supply chain, ultimately overseeing the end destination of their quality product.

Subsequently, AFG ventured into the online distribution of branded beef, leading to the establishment of Argyle Prestige Meats in 2007

– a modestly sized operation in comparison to AFG’s footprint today presided over by Lachlan and his wife.

“Argyle Prestige continued with a similar model based on selling products online that were processed in the local town,” he explains.

“During that time, the retail space was undergoing a lot of change, which was already taking place in the UK, as leading food retailers moved towards a pre-packaged retail ready format.”

Australia had some catching up to do. Subsequently, 2009 heralded AFG’s eruption onto the retail market, defined as a time of “aggressive expansion.”

“In line with our expansion, we invested heavily in packaging technology and innovation around those types of packaging.”

“We capitalised on that boom in Australia, and that was the growth of going from distributing product online to suddenly expanding and APAC Outlook issue 51 | 79

ARGYLE FOODS GROUP servicing retailers in a domestic market in Australia, predominantly along the East Coast in Sydney and Canberra,” Graham explains.

A few years later, this was further complimented by the aforementioned Hong Kong venture into the export market, replicating the AFG model of a retail ready end to end supply chain, distributing to retailers across the Asian market.

ENABLING INNOVATION Returning to the defining aspect of innovation within AFG, we see how the company utilise this to extend its unique ethos. This is where KPMG and the technology they provide, becomes paramount.

“We want to have a seamless supply chain where we’re procuring livestock, we’re processing and distributing them, and we’ve got a platform underneath with origins that’s then tracking them back for the full lifetime traceability of the animal.”

“At the moment we’re in a full live phase doing that with the French retailer Carrefour into the Asian markets, and we’re looking to expand that into the US markets as well,” Graham explains.

ARGYLE FOODS GROUP – AWARDS • Overall Excellence in Marbling for Certified Australian Angus Beef; • Australian Beef Farmer of the Year award; • Australian Farmer of the Year award; and • Australian Food Industry Gold and Silver Medals.

80 | APAC Outlook issue 51

Alongside improving working capital, KPMG are instrumental in providing verification on AFG’s carbon footprint.

“We’re heavily retail focussed, so we need a platform that gives us direct communication to consumers and end users, and is powerful in sharing a message, telling a story.”

“For us, that’s the providence of what we produce and how we produce and distribute it – as opposed to mass-market, supplying huge QSRs around the globe. We do supply them, but our real branded focus and platform is where we have invested the last eight years in developing and maintaining.”

“Because of that, we need to have a very robust and technology-backed platform to verify and validate the claims that we are promoting and the products that we are selling,” he explains.

At present, AFG also continue to work on integrating innovative farm management software company AgriWebb, into the KPMG platform.

Aside from the technological aspect, AFG maintain a reputation as industry innovators thanks to their status as the first mainland Australian

Certified Humane beef farming operation.

“We are one of the very few, across NSW and Victoria, that are Global Animal Partnership Level Step Four,” he adds. Indicative of the company’s long-term focus on ESG, AFG began to work on achieving such certifications back in 2014.

AFG’s partnership with the MLA (Meat & Livestock Australia) has been instrumental in driving these achievements. The company has recently ventured into their second three-year co-innovation project with the regulatory body, whereby an Innovation Manager has been deployed to the AFG site as a dedicated carbon reduction soil scientist.

“I think if you don’t have a carbon position as a company in food production going forward, then you probably won’t have a company in a couple of years,” Graham concludes.

STRATEGIC PARTNERSHIPS Of course, AFG’s supply chain would not be possible without the robust backing of a network formed on strategic partnerships and joint ventures.

FOOD & DRINK

In this manner, along with the necessary equity investments, AFG have effectively outsourced their production to four different plants across Australia, with a further factory in Hong Kong that the company leases and operates.

By moving on from operating out of one centralised single plant, this strengthened AFG’s positioning during significant trade disruptions across the Asian markets, preceding the seismic impact of COVID-19 that was suffered by companies worldwide, although felt keenly by those within food production working with an integrated supply chain.

“We had to do a number of restructures, but we still have a significant retail ready business that we do domestically across Australia with key retailers. Across Asia, we supply around 3,000 retail outlets with our products,” Graham adds.

Today, the Asian business represents around 30 percent of AFG’s total market, split regionally between mainland China, Hong Kong, Taiwan, Singapore and Southeast Asia.

Unsurprisingly, AFG’s branded outlets in the Chinese meat markets, have suffered significant disruption throughout the pandemic. During such turbulent times, reliable partners are crucial in maintaining supply and the quality of product.

Bryce Graham identifies AFG’s food supply partner Emerson as a “critical component” of the overall blockchain solution, as a company to

perform essential food safety control, monitoring temperature and humidity with cutting edge technology during the transportation of the product.

This has proved invaluable for AFG during the freight disruption caused

by COVID-19.

Finally, AFG is also partnering with Los Angeles-based China Silver LLC, an experienced Pan-Asian fund manager with an ESG focus, to assist in promoting AGF’s data capture technology in the US, UK and Asian markets. What distinguishes the AFG technology is AFG’s ability to provide innovative labelling that leverages blockchain technology to demonstrate full traceability, offering transparency across the beef supply chain. Argyle and China Silver Asset Management LLC seek to attract up to $500 million from eco-conscious investors through Argyle’s supply chain, which features its premium beef products integrated with a carbon offset focus.

LOOKING AHEAD Looking to the future, the agenda for AFG focuses heavily on expansion and a greater impetus on delivering to new markets, in particular the US and the UK, whilst expanding distribution to the Middle East.

“The US currently represents about 40 percent of our forward market,” Lachlan explains. To this, he credits the entrance of President Biden and the heralding of an altogether greener mindset amongst the American

consumer, creating a heightened demand for the product that AFG have to offer.

Aside from this, the recently completed free trade agreement (FTA) between the UK and Australia, makes for a particularly promising market.

“The UK will become a key market for us by around 2022, since our products are perfect for that market.”

“With a focus on regenerative agriculture utilising pastures and cattle and predominantly 100 percent natural grass-fed, hormone free, antibiotic free, zero emission and top-quality beef, processed through our end-toend supply chain and with full verification and traceability via blockchain – it’s a pretty unique product.”

It is through this unique product that AFG voice their primary goal – to influence widespread industrial change, whereby more food production businesses adopt an ESG focus.

In fact to underpin this initiative, AFG has engaged in a three-year CISP (Co-innovation strategic partnership) with the MLA (Meat & Livestock Australia) and has employed a full time Carbon Innovation Manager focused solely on developing and executing the digitisation of Argyle Pastoral and the carbon objectives of AFG to report, validate and market these environmental achievements through the entire supply chain via the KPMG Origins blockchain platform.

“Consumers, and the world can benefit from sustainable and healthy production. We want to impact that positively as healthy soils produce healthy plants, which is the foundation for healthy food and a healthy planet.”

Tel: +614 278 68200 info@argylemeats.com.au www.argylemeats.com.au

APAC Outlook issue 51 | 81

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MTT SHIPPING

84 | APAC Outlook issue 51

SUPPLY CHAIN

MOVING YOUR A BUSINESS FORWARD Ooi Lean Hin, Managing Director at MTT Shipping, discusses his company’s competitive advantage in the dynamic Asia market Writer: Sean Galea-Pace | Project Manager: Eddie Clinton

sia is used to transformation.

In fact, the continent is the fastest growing region globally in this decade.

India is widely speculated to be the next emerging economy which is also actively trading with the Southeast Asian countries. According to a November 2019 report by the Ph.D. Chamber of Commerce and Industry, India’s merchandise exports to ASEAN increased from $23 billion in 2010 to $36 billion in 2018, while its merchandise imports from ASEAN increased from $30 billion in 2010 to $57 billion in 2018. The value of trade between India and the ASEAN region amounted to over $86 billion in fiscal year 2020.

APAC Outlook issue 51 | 85

MTT SHIPPING

Archipelago Group In Brunei Darussalam, Archipelago Group has had the privilege to be an agent for MTT Shipping for over 10 years since their days of incorporation. With our standing history of offering shipping services to the local market as an agent for MTT Shipping, together we have grown to become a recognized, reliable and consistent carrier which thrives in quality services.

APAC OUTLOOK: WHAT, FOR YOU, DIFFERENTIATES MTT SHIPPING FROM OTHER COMPANIES OPERATING WITHIN THE SAME INDUSTRIES AS YOURSELVES? Ooi Lean Hin, Managing Director: “I think what differentiates us from the competition is our ability to respond very quickly to the operating environment, which is very dynamic in respect of business volumes, operational challenges such as port congestions, demand and supply swings as well as trade imbalances.

“Our services and vessel deployment have been constantly reviewed and changed to adapt to the various challenges operating in East Malaysia. The company is also making a lot of effort to drive digitalisation into our work processes as well as interfaces to our customers.

We are consistently making our systems user friendly and in line with the expectations of a digitalised economy.”

86 | APAC Outlook issue 51

With a shared mission in going the extra mile to provide top services to our customers, it has resulted in tremendous development of MTT’s shipping services in our country.

The growth of MTT has allowed all our customers to enjoy further accessibility in our region with a strong consistent shipping line with timely schedules.

Ooi Lean Hin leads operations at MTT Shipping. His company operates with a deeply rooted experience in logistics and was originally established to own and manage a fleet of container vessels, which considerably adds to the provision of feeder services across Malaysia. Subsequently, MTT Shipping diversified into other container shipping-related business namely, ship management services, auto logistics and asset management. Through its reliable delivery system, the company ensures continuous improvement in inventory cycles and cost reductions for all parties throughout the supply chain.

Along with Archipelago Groups forwarding arm and close connections with each MTT Shipping agency around Asia, we are also able to provide the further step of offering door to door shipments for our customers. MTT Shipping having their own fleet of vessels circling Asia also allows us to have better customer service, giving our clients first-hand information on the status of each vessel and whereabouts of their cargo.

A BRIEF HISTORY OF MTT SHIPPING Having begun with just 10 chartered vessels in 2010, MTT Shipping has transformed into a sizable niche player owning 14 container vessels within a short timeframe. With an additional four vessels on its orderbook, MTT Shipping’s fleet will expand to 18 vessels by the first quarter of 2022.

www.archipelago.com.bn

Incorporated in Brunei Darussalam in Year 1982, Archipelago begins its logistics journey as a Shipping Agent and gradually expanded to include the provision of more comprehensive logistical services. With its motto of Total Logistics People, Archipelago’s team members are trained and experienced in the provision of below services: Acting as a Shipping and Husbanding Agent; Cargo Handling; Worldwide Freight Forwarding; Transportation; Courier Services; Warehousing and Distribution.

In line with the company’s continual improvement policy, the company has implemented and maintained since Year 1998 a Quality Management System and is currently certified with ISO 9001:2015. The Quality Management System is regularly updated and fervently maintained so as to ensure that Archipelago’s service quality and delivery is never compromised.

Phone: 673-2221383 Email: info@archipelago.com.bn www.archipelago.com.bn

MTT SHIPPING

Dedicated feeder tug and barge In 2011, the company decided to set up its own branch offices in Port Klang, Johor, Kuching, Bintulu, Sibu, Miri, Tawau, Sandakan and Kota Kinabalu in order to have direct control on its service delivery performance to its customers.

Domestic shipping service between Peninsular Malaysia and East Malaysia is MTT Shipping’s core trade but the company has also expanded regionally into Thailand, Singapore, Brunei, Indonesia, and the Indian Subcontinent. MTT Shipping has the most comprehensive coverage of ports in both Peninsular Malaysia and East Malaysia and is currently the market leader with an approximate 40 percent market share. With ongoing development and growing trade volumes between India and Southeast Asian countries, MTT Shipping is 88 | APAC Outlook issue 51

actively looking at expanding its service regionally across Southeast Asia and the Indian Subcontinent in the near future.

IMPORTANT PROJECTS For Lean Hin, he points to the company’s first newbuilding project as being particularly influential during his time with the organisation.

“We had two sister vessels with an optimised shallow draft design with outstanding cargo intake of 935 TEUs at homogenous 14 tonnes at 7.8 metre draft with hybrid scrubber fitted and very economical fuel consumption,” he explains. “The closest competition is the Orskov design which has an intake of 710 TEUs (Twenty-Foot Equivalent Units) but with a higher consumption. We ended up owning four sisters of a total six vessels built.”

“THERE IS GROWING ACCEPTANCE TO THIS ALTERNATIVE METHOD OF SHIPPING VEHICLES IN CONTAINERS...

WHICH INCLUDES IMPROVED LEAD TIMES, HIGHER FREQUENCY OF SAILINGS, COMPREHENSIVE PORT COVERAGE AND A SIGNIFICANT REDUCTION IN OPERATIONAL COSTS” - OOI LEAN HIN, MANAGING DIRECTOR, MTT SHIPPING

Tel: +603-74918138 Blackhem (M) Sdn Bhd (BMSB), a wholly owned company of Blackhem Holdings Sdn Bhd (BHSB) incorporated in 2001, established company principally involved in Bitumen, Very Low Sulphur Fuel Oil (VLSFO) bunker delivery services and production of Polymer Modified Bitumen at Port Klang, Malaysia.

Under the umbrella of BHSB are companies established to supply and trade FUEL AND SPECIALTY products at ASEAN region, bunker marine fuel, terminal operation, shipping and logistics which enables the group of companies to participate and control key parts of downstream supply chain.

BMSB vision and aspiration is to be the trusted and reliable supplier of bunker marine fuels, bitumen and enhance bitumen formulation to support road and airport runway pavement, known for exceptional execution and distinguished credibility.

Combining our regional market knowledge with industry experience, we provide an integrated services in all land and sea logistics including exceptional ship management services. We are capable of offering full-scale land logistics that dedicated convoy of 50 trucks with approximately 50,000 cubic meters of storage tank capacity. Our integrated sea logistics encompasses of nine (9) dedicated vessels, i.e., five Bitumen tankers and four VLSFO bunker barges with total combine tonnage capacity of 26,000 DWT. Our team is highly skilled with a broad depth of experience, our expertise and integrated approach gives Blackhem the competitive edge and we will attend to your needs in the shortest time possible!

As all these are our philosophy: Management Excellence, Competitive Edge and Speed!

Head Quarters

Port Klang

Tanjung Manis, Sarawak

Unit 809, Block C, Kelana Square, No. 11, Jalan SS7/26, Kelana Jaya, 47301 Petaling Jaya, Selangor, Malaysia.

Lot 9, Jalan Singgah Pelabuhan Selatan, 42000 Pelabuhan Klang, Selangor, Malaysia.

Lot 124 (Plot1), Block 12, Buan Land District, Jalan Barong,Tanjung Manis, 96150 Belawai, Sarawak, Malaysia

MTT SHIPPING

Malaysia Trade and Transport Malaysia Trade and Transport Co Sdn. Bhd., the parent company of the MTT Group of Companies (MTT Group) was established in 1963 as one of the local pioneers in barging, stevedoring and shipping. Over the years, MTT Group has enjoyed rapid growth and continued to diversify.

Priority Group (established in 1988) offers total logistics solutions to its customers and also operates one of the largest bonded warehouses on Penang Island.

MTT Group has also ventured into property development under MTT Properties and Development Sdn. Bhd. with the acquisition and development of Botanica.CT, a 300 acre township in Balik Pulau, Penang.

Botanica.CT is the largest sustainable township in Balik Pulau, featuring a mixture of residential and commercial properties in a serene and tranquil environment. This will also eventually include a retirement resort and medical centre.

MTT Shipping’s first new-build, the MTT Saisunee

In 2011, MTT Group expanded into education with the establishment of the Prince of Wales Island International School (POWIIS) in Balik Pulau, Penang. The campus includes onsite boarding facilities and offers a broad and holistic secondary education based on the English National Curriculum to students aged 11-18.

The MTT Pulau Pinang

“OUR FOCUS IS TO CONSISTENTLY IMPROVE OPERATIONAL EFFICIENCY AND OUR CUSTOMER EXPERIENCE” - OOI LEAN HIN, MANAGING DIRECTOR, MTT SHIPPING Indeed, MTT Shipping were the first shipping line in Malaysia to introduce vehicle shipping in containers with a special racking system which may load up to four vehicles in one unit of 40’ container, depending on the size of the vehicle.

“This is an alternative to the automobile industry in respect of shipping their automobiles in containers in replace of roll-on-rolloff (RO-RO) car carriers,” adds Lean 90 | APAC Outlook issue 51

Hin. “There is growing acceptance to this alternative method of shipping vehicles in containers as customers experience the benefits of containerisation which includes improved lead times, higher frequency of sailings, comprehensive port coverage and a significant reduction in operational costs.”

Aside from the domestic market, MTT Shipping is also providing shipping services to neighbouring

In September 2019, the Prince of Wales Island International School (POWIIS Primary) was established.

POWIIS Primary is a purpose built primary school campus catered to children aged 3 – 11.

POWIIS is the only international school on Penang island with two bespoke campuses, continuing the commitment to providing quality education for children in Penang and beyond.

MTT Group’s businesses inventorise a suite of diverse competencies, when synergised, can collaboratively offer integrated and dynamic solutions to support the needs of our clients, with the ultimate aim of creating a better quality of life for all.

www.mttgroup.com.my

OUR BUILDING BLOCKS FOR YOUR FUTURE A Pioneer in Total Logistics A Visionary in Township Development An Expert in Education

Malaysia Trade & Transport Co Sdn. Bhd. 196301000364 (5225-V)

Suite 6A & 6B, 6th Floor, Wisma MTT, 26, Pengkalan Weld, 10300 Penang, Malaysia

mttgroup.com.my

+604 - 632 0399 www.mttgroup.com.my

+604 - 866 2399 www.botanica-ct.com.my

+604 - 868 9999 www.powiis.edu.my

+604 - 893 9999 www.powiis.edu.my

MTT SHIPPING

State Insurance Brokers State Insurance Brokers is a key, strategic partner to MTT Shipping for its insurance services and solutions.

The company is privileged to be MTT’s appointed independent insurance broker and State has worked closely alongside MTT from the company’s very first vessel in 2012 until the 14 carriers it has today.

State would like to extend its congratulations to MTT on becoming one of the leading carriers in Malaysia and looks forward to continuing its mutually beneficial collaboration while supporting MTT in its expansion plan in the years ahead.

“WE ARE ALSO DEVELOPING AN INTEGRATED FREIGHT FACILITY IN KOTA KINABALU AND PULAU INDAH WITH CLOSE PROXIMITY TO WESTPORTS, HOUSING CONTAINER DEPOT AND AUTO LOGISTICS CAR PARK WHICH WE WILL OPERATE OURSELVES” - OOI LEAN HIN, MANAGING DIRECTOR, MTT SHIPPING regions including Thailand, Indonesia, Brunei, Singapore and India. The company intends to further expand the regional services to Southeast Asia and India Subcontinent. This trade belt is set to grow with the Regional Comprehensive Economic Partnership (RCEP) agreement, as well as the rapid development that Asian countries like India are going through. MTT Shipping expects the contribution from regional trade to equal their domestic trade within a period of five years.

Undeniably, MTT Shipping has undergone a busy period. The company acquired a 71 percent share of ICS Depot, an empty depot operator with three facilities within 92 | APAC Outlook issue 51

Port Klang, Penang and Pasir Gudang, Johor. The company is also operating an on-dock depot (ODD5) located within Westports and we have plans to expand the depot operations to Kota Kinabalu, Kuching and Bintulu.

With this expansion, MTT Shipping will emerge as the largest independent depot operator in Malaysia in respect of service network location.

“We are also developing an integrated freight facility in Kota Kinabalu and Pulau Indah with close proximity to Westports, housing container depot and auto logistics car park which we will operate ourselves, as well as a warehouse which will be leased to a third-party operator,” discusses Lean Hin.

With the future in mind, State will continue to support MTT in the insurance advisory and consulting, contract review, claims support and management, among other things.

Through State’s support, MTT can thrive and put its time and effort into developing its business further and achieving sustained success moving forward.

State Insurance Brokers is one of the leading and established independent insurance brokers and consultants in Malaysia. State is one of the first local insurance broking companies in Malaysia to setup a marine insurance division.

The company is an independent and established insurance broker with specialist marine insurance knowledge for more than 25 years and is today recognisable and accepted by shipping companies, insurance companies and reinsurers.

www.state.com.my

Your Preferred Partner in Insurance Services and Solutions Since its incorporation in 1973, locally Malaysian-owned State Insurance Brokers has transformed from a small functional broking outfit to an established company with five offices across Malaysia in Kuala Lumpur, Penang, Miri, Seremban and Klang.

State today, is one of the leading independent insurance brokers and consultants in Malaysia.

While State has grown to accommodate the needs of its expanding business portfolio, the company continues to maintain its fundamental values; providing expertise advice and personal and attentive services to enterprises and specialised industries.

Led by Managing Director, Mr Ong Jin Teck, State has a wealth of experience and knowledge in the insurance industry. With over 40 years of experience, State is today a reliable and recognisable name in Malaysia for offering professional insurance broking services and trusted advice to enterprise clients and private individual clients.

Being an exclusive partner in Malaysia for three major International Networks namely Assurex Global, Brokerslink and IBN, State is capable of supporting its clients in international business expansion and servicing international clients in local market.

With many companies embracing digitalisation in a bid to become more efficient, leveraging new technology into operations and increasing digital capabilities has become something that can’t be done without. With this in mind, State has embarked on its digital transformation by investing and leveraging digital tools and practices which makes conducting business easier across the board.

In today’s market, being agile and lean to the customer’s requirements is a key to success. State recognises the value in operating with a customercentric mentality and strives to meet customer expectations no matter how sophisticated or complex. At State, the company represents its clients’ interests to ensure its clients have the right policy and the right coverage.

The company also recognises the importance of developing key, strategic relationships with its clients.

And over the years, State has grown in tandem with many of its clients from small beginnings and formed long term relationships.

State Insurance Brokers has the expertise to arrange a wide range of insurance solutions in marine insurance, protection and indemnity, property and casualty, employee benefits, engineering risks, trade credits, financial lines and life insurance. Equipped with extensive market knowledge, experience and expertise, State provides strategic advice and recommend the most effective solutions to our clients. State also offers its clients professional claims services and guidance from notification until settlement regardless of the complexity of the claim.

Are you considering reviewing your insurance solutions?

For expertise advice, write to us at statekl@state.com.my or visit us at www.state.com.my for more information.

STATE INSURANCE BROKERS SDN BHD (Co. No: 197301003051) 10, Jalan Manau, Off Jalan Kampung Attap, 50460 Kuala Lumpur, Malaysia.

Tel: +603 2272 3855 Fax: +603 2272 3857

MTT SHIPPING “We are also planning to acquire suitable land parcels at Kuching and Bintulu to develop similar freight facilities. Currently, there is a gap in logistic infrastructure such as good warehouses in East Malaysia. Thus, the company aims to fill the gap by investing in integrated freight facilities as we hope to transform the logistics infrastructure in East Malaysia by providing improved infrastructure in respect of empty depots and warehouses. We’re also looking into bringing digitalisation to these markets such as enhancement on distribution logistics software which will benefit every stakeholder in the supply chain.”

With technology beginning to play an influential role in supply chain, Lean Hin acknowledges the importance of embracing the latest systems and processes. “We’ve constantly invested from the beginning,” he explains.

“Our focus is to consistently improve operational efficiency and our

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customer experience.

“We have an in-house shipping system and basic e-commerce functions, but we are investing in the upgrade of our e-commerce platform to provide customers with a seamless online booking experience which will include features such as container tracking, vessel schedules, e-booking, e-shipping instructions and VGM submission. At the same time, we are constantly engaging with relevant stakeholders such as port terminals to further develop and enhance their systems to support further digitalisation.”

The company’s empty container depots are also equipped with a depot system which was developed by its appointed system developer based on the requirements and input from the team.

“The functions include container inventory monitoring, equipment handling and online booking for hauliers,” says Lean Hin.

Nada Ehsan Sdn Bhd Nada Ehsan Sdn Bhd is a full services provider in inbound and outbound CBU Logistics and fully accredited with ISO and OSHA Certification.

MTT Shipping automotive activities blend and knit perfectly with our vast experienced in the automotive logistics.

We render our car carrier’s and custom brokerage’s expertise to facilitate their automotive shipments.

Up to date we have delivered and do custom export clearance close to 50,000 units of their clients’ vehicles.

As per our motto, ‘IF OUR CLIENTS LOOK GOOD, WE TOO LOOK GOOD. For inquiries, please contact: E jsgill.wls@gmail.com E harry.glsb@yahoo.com E mahmud@nadaehsan.com T +6019-3314380 T+6019-6216211 T +6019-3898985

SUPPLY CHAIN

ISO 9001: 2015 Quality Management System OSHAS 45001: 2018 Occupational Health & Safety Management System.

NADA EHSAN SENDIRIAN BERHAD, is a convenient one-stop logistics center, rendering various scope of logistics services. Our 64 fleets of Car Carriers (39 Long Carriers, 18 Rigid Carriers and Seven Single Carriers) traverse the whole of Peninsular Malaysia and Singapore.

Long Carrier

Rigid Carrier

Our experience and expertise consistently allow us to pack four cars into the same space. We are one of the leading car packers in Malaysia with worthy services.

Single Carrier

We are also an authorized and licensed Custom Brokerage for Exportation and Importation of cargoes via Port Klang ports.

We are continuously challenging ourselves to be the benchmark in our industry. As a result, we embarked ourselves with ISO Certifications to measures our performances and ensuring that we are always fulfill our customers’ needs and wants.

For inquiry, please contact: jsgill.wls@gmail.com | harry.glsb@yahoo.com | mahmud@nadaehsan.com Contact numbers: +6019-3314380 | +6019-6216211 | +6019-3898985

Shipping Logistics Financial

Your One Stop shipping and logistics solutions Unit A-G-11, CoPlace 1, 2270, Jalan Usahawan 2, 63000 Cyberjaya, Selangor +603-8322 7607 www.sovy.com.my

APAC Outlook issue 51 | 95

MTT SHIPPING

“PEOPLE ARE YOUR GREATEST ASSETS ... IT IS IMPORTANT THAT MTT SHIPPING CONTINUES TO GROW IN ORDER TO BE ABLE TO RETAIN TALENT” - OOI LEAN HIN, MANAGING DIRECTOR, MTT SHIPPING “These features are aimed to improve the delivery and transparency of the whole process for our customers, especially the hauliers.

This will help the hauliers to have better visibility on the availability of empty container for pick up and live traffic situation in the depot, which leads to faster truck turnaround.”

STAFF AT THE HEART As far as Lean Hin is concerned, staff are central to success. He believes that for employees to thrive, they need to see a future or will look elsewhere for career advancement.

“People are your greatest assets,” he affirms. “An organisation can only provide career advancement if it is constantly growing its business, 96 | APAC Outlook issue 51

therefore it is important that MTT Shipping continues to grow in order to be able to retain talent.

“Once you have achieved a certain market recognition of an organisation that is growing continuously, then it gets easier to attract talent to join the company. We are also engaged in talent development through our Talent Development Programme which can also be applied by our existing employees with working experience of less than two years.

The programme is tailored to experiential learning with extensive knowledge of the shipping and logistics industry while providing the management trainees with great opportunities on further career advancement.”

SABAH PORTS Managing 8 ports in Sabah, Malaysia, Sabah Ports Sdn. Bhd. (SPSB) has consistently served the shipping industry 24 hours a day 365 days a week.

SPSB has intensified its technological upgrades and improvements to the port structure as well as its overall operational delivery to boost capacity and facilitate faster movement of goods.

SPSB is proud to work alongside MTT Shipping and be part of its journey as an established carrier in Malaysia. Through a shared sense of delivering service excellence to the industry, SPSB and MTT continue to work closely together to facilitate a dependable and sustainable eco system for the supply chain.

www.spsb.com.my

SUPPLY CHAIN

RAJANG PORT AUTHORITY The Preferred Port

Today Everyday and

Rajang Port Authority Jalan Pulau 96000 Sibu Sarawak +6084319009 (hunting line)

Rajang Port Authority (RPA) in Sibu, Sarawak is situated along the lower reaches of the Rajang River (or Batang Rajang), the longest river and the longest navigable waterway in Malaysia. Its natural strategic location in central Sarawak makes it a vital port and distribution centre for, providing vital links to major national and regional ports. Situated 113km from the sea, its 448-metre wharf planned for an additional 100 metre extension has a depth alongside of 8.5 metres which provides four multipurpose berths.

RPA is equipped with a world class standard of infrastructure which includes internationally accredited level of wharf integrity, a complete fleet of the latest technological machinery and equipment and a comprehensive and up to date, customised Information Technology (IT) system. Our Management comprises experienced professionals in different fields and supported by

an equally skilled and highly trained workforce; with a culture rich in corporate values and guided by a well-established set of systems and processes.

RPA had been accredited with many regional and international acclaimed awards including the The Platinum Technology Award for Quality and Excellence and The Total Quality Management Aptitude Seal for High Quality Performance from France, The 15th Asia Pacific International Honesty Enterprise – Keris Award in the category of Honesty Enterprise and the Lang International Corporate Titan Awards for The Best Managed Riverine Port, to name a few.

As Sarawak’s rural infrastructure development continues apace with the Sarawak Economic Development, Rajang Port is poised to be an even more vital link into the vast hinterland of Sarawak to serve both domestic and international trade.

www.rajangport.gov.my

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MTT SHIPPING

SUSTAINABILITY DRIVE Ooi Lean Hin, Managing Director: “In line with our company’s missions, we believe it is our responsibility to operate ethically and contribute positively to society and the environment, promoting community well-being. Thus, we aim to conduct our business activities with a balanced focus on three important factors: environmental, social and governance. We are constantly enhancing our corporate governance to ensure compliance with the organisation’s best practices and transparent decision-making processes, while protecting the interests of all stakeholders.

“Our company policies are designed based on local and relevant international legislations to uphold the highest standards of integrity and ethics, which includes AntiBribery and Corruption Policy, Whistleblowing Policy, and Equality & Diversity Policy. Contributing positively and giving back to the society has also been an important focus of our business. One of the most recent projects was the collaboration with The National Autism Society of Malaysia (NASOM) to produce our corporate calendars with the aim of increasing awareness about Autism. Donations were made to NASOM in order to support them financially as it has been challenging for them to operate their centres nationwide. At the end of 2021, we will launch our Mental Health Campaign, an issue that is very close to our hearts as no company or individual has been unaffected by the current global pandemic” Other CSR activities that MTT Shipping has conducted in the past are as below.

Sponsorship to Kinabalu Pink Ribbon (KPR): The company has donated to KPR which consists of breast cancer survivors, to complete their mission of conquering Mount Kinabalu in Sabah as an effort to create awareness about breast cancer.

98 | APAC Outlook issue 51

Donation to Hospitals: MTT Shipping has donated four units of oxygen concentrator machines to Sungai Buloh Hospital, two units of oxygen concentrator machines to Labuan Hospital and 1,500 pieces of coverall and surgical gowns to the Sabah state hospitals as the world continues to fight against the COVID-19 battle.

Visit to the orphanage home: Provided them with the essentials and spent a wonderful time with the children in the orphanage.

SUPPLY CHAIN

Indeed, MTT Shipping prioritises delivering internal promotions.

According to Lean Hin, this is primarily because the company is well aware of the individuals’ strengths and weaknesses.

“We give priority to internal promotions, but we are not restricted by this policy to hire from external sources,” he explains. “The key benefit of promoting internally is that you already know the strength, weakness and character of the individual as opposed to someone new. It also promotes staff retention as employees have a career path to look forward to.”

Looking ahead, Lean Hin is optimistic about the future for not just his company but the industry generally.

“2021 will be a very exciting year for us as the group will solidify its income

stream for the asset play division and the new projects we are embarking on. From the current five vessels being chartered out, this will grow to seven vessels as we take delivery of another two new buildings by the end of 2021 and two of the vessels from our current fleet are also chartered out since mid-July under a short-term charter arrangement.

Tel: +(60) 3-5568 3000 communications@mttshipping.com.my www.mttshipping.com.my

APAC Outlook issue 51 | 99

ACCESS WORLD

WORLD-CLASS LOGISTICS SOLUTIONS FOR COMMODITIES Executives from Access World discuss the company’s place within the industry in Asia and the challenges overcome during a disruptive and difficult last few years Writer: Sean Galea-Pace | Project Manager: Eddie Clinton 100 | APAC Outlook issue 51

SUPPLY CHAIN

FEATURING: Alfred Vermeulen, Commercial Director, APAC

T

he supply chain has never been so popular.

Indeed, until COVID-19 shook the world and disrupted supply chains almost overnight, causing chaos in shipping and logistics as many companies didn’t have an alternative method of supply. For Access World, based in Asia, it was one of the first hit.

“The commodities markets have been through a difficult time,” admits Alfred Vermeulen, Commercial Director, APAC at Access World.

“However, the outlook is much brighter as we may possibly be heading into a new super cycle. A generic boom may

well by upon us: resulting from a solid and synchronised economic upswing across the world.”

Access World is an end-to-end logistics service provider that began as a family company and has transformed into an international corporate organisation. Operating across the major Asian countries South Korea, China, Taiwan, Malaysia, Singapore, Indonesia, Thailand and Vietnam - Access World in Asia Pacific is a leading provider of specialised warehousing and logistics solutions and trade finance facilitation services for the commodities industry.

Eddie Boo Koh, Regional General Manager, Greater China Area

Yanto Tan, Regional General Manager, Southeast Asia

Billy Hong, Regional General Manager, Northeast Asia

APAC Outlook issue 51 | 101

ACCESS WORLD

Vermeulen is a man with almost 30 years of commercial, marketing and project management experience. He is driven by day-to-day challenges and operates with a determined approach to meet any demand.

However, despite the rise in the commodities market over the past decade in Asia, Vermeulen acknowledges the last few years have been challenging.

“Many Asian players have entered the commodity industry and built up their presence, not only in Asia but also internationally around the world,” adds Vermeulen.

“Going forward, China will continue to play an important role in developments for its surrounding countries.”

Eddie Boo Koh, Regional General Manager, Greater China Area at Access World agrees with Vermeulen and stresses that the Asian market is the place to be.

“With major consumption and production hubs located in Asia, 102 | APAC Outlook issue 51

“HAVING THE RIGHT PEOPLE IN THE CORRECT POSITIONS IS ESSENTIAL TO THE LOGISTICS INDUSTRY” – BILLY HONG, REGIONAL GENERAL MANAGER, NORTHEAST ASIA, ACCESS WORLD it certainly has the momentum to continue to grow for the foreseeable future,” he affirms. “With global trade resuming as the pandemic effects subside, I believe there’s a lot more to do in supply chain other than to bring the materials from one location to another. Recent major trade partnerships and agreements are also closely linked to Asia, showing how important the continent is to the flow of global trade.”

In Boo Koh’s region within Greater China, the main focus has been on non-ferrous metals, concentrates and raw materials. “From a bonded warehousing company and collateral manager, we’ve now expanded our service scope to include transportation, domestic

warehousing, port agent, forwarder and others to provide our client with an end-to-end supply chain service,” discusses Boo Koh. “In addition, we’re also providing services for project cargo, moving large equipment from factories to demand sites like mines, smelters etc. We currently operate in 15 cities in China, stretching from Xinjiang in remote north-western part of China to the coastal cities of Shanghai, Guangzhou, Ningbo, Qingdao and Lianyungang.”

Since 2004, Access World has achieved significant growth in Asia.

Indeed, in its first decade of operation, the firm established and expanded its presence in the continent primarily through its London Metal Exchange warehousing business.

ACCESS WORLD

APAC Outlook: In your particular region, can you discuss any past projects that you’re particularly proud of which you’d like to highlight in the article?

Eddie Boo Koh, Regional General Manager, Greater China Area: “In the past, Access World has been primarily regarded as a warehouse operator or a collateral manager. During the initial stage of pandemic in 2020, we made use of our experience and resources on hand to breakthrough in domestic transportation. Another project worth mentioning is our involvement in a supply chain project for an aluminium smelter in Xinjiang, bringing alumina from Central China to Xinjiang for processing and subsequently delivering the aluminium ingots from the smelter to rest of China via rail and road transportation. During the process, we were also the collateral manager of the raw materials and finished products at both the origin and destination sites.”

Billy Hong, Regional General Manager, Northeast Asia: “Last year, Access World won Busan Port Authority’s land tender in Busan New Port’s Ungdong Distripark with the highest score. We are going to build and operate a new state-of-the-art, multi-purpose warehouse on the land at the Busan New Port area to cater for new and existing customers.”

Yanto Tan, Regional General Manager, Southeast Asia: “We had a potential client in Southeast Asia who owns mines and a smelting plant.

They imported plant equipment, machineries and parts from all over the world into the country and they had challenges in fulfilling the OTIF (On-Time In-Full) orders affecting the plant productivity. Subsequently, we put a proposal forward to streamline their freight sourcing and coordination by leveraging our international network and providing them a one-stop service with full visibility.

“It avoided costly downtime by entrusting and outsourcing the logistics portion of their procurements to Access World. Now they can focus on the core activities they are good at including mining, processing and refining their metals products.”

104 | APAC Outlook issue 51

“In 2015, we started our market diversification into other commodity markets and since we have expanded our area of expertise handling a large range of products as well as new services,” says Vermeulen.

Today, the transformation to a greener economy will create a structural change in demand for metals and minerals which are all needed in different and bigger quantities.

For example, copper and cobalt in batteries for electric cars and light-weight aluminium that is recyclable and re-usable used in products and applications ranging from electronics to wind turbines.

“Major economies are signalling a commitment to growth and ambitions to tackle climate change,” he adds.

“This combined with population growth, government stimulus plans and investments in infrastructure upgrades and rising living standards, is predicted to increase demand for commodities.”

SUPPLY CHAIN

Project cargo transportation

MANAGING COVID-19 The coronavirus impacted almost all organisations across the world to some extent. Indeed, for Access World, the firm immediately split its workforce between home and office working, while separating its warehouse workers into separate groups and areas.

“Externally, we also helped several customers who were taken by surprise to get through the difficult situation,” discusses Yanto Tan, Regional General Manager, Southeast Asia. “One notable example was that we helped customers set up emergency stock replenishment between Malaysia and

Singapore as the impending threat of borders being closed and in order to prevent stoppage in their production line. Our team made it all happen even when we were still adjusting to the changing situation ourselves.”

However, despite COVID-19’s disruption, Tan believes that Asia is bouncing back well. “There is always demand for commodities to feed to the market,” he explains.

“Being an end-to-end logistics provider in new markets and products is particularly exciting now as we are one of the few parties who are privileged to witness the movement of commodities along the entire supply chain.”

“We regularly review our team’s performance and identify candidates who are suitable to become the next generation of leaders in our organisation,” explains Boo Koh. “We also offer professional training for the identified talents on top of the normal training they receive. We provide our employees with the right level of autonomy to make their own decisions when required. This means that a good mixture of experience and entrepreneurship is also required in keeping the team motivated as this will let the team see that the company is a robust and growing organisation.”

PEOPLE-CENTRIC Talent management is a key component of all successful organisations. However, for Access World, the company is always conducting character analysis and interviews to ensure the right people are on board.

Collateral management of steel billets

APAC Outlook issue 51 | 105

ACCESS WORLD “LOGISTICS IS HARDLY EVER A SMOOTH RIDE, AND WE NEED TO CATER FOR SERVICES AND SOLUTIONS FOR DAY-TO-DAY CHALLENGES” – ALFRED VERMEULEN, COMMERCIAL DIRECTOR, APAC, ACCESS WORLD Billy Hong is the Regional General Manager, Northeast Asia. Hong acknowledges the value that good employees bring to the organisation and recognises how vital it is to empower them. “Having the right people in the correct positions is essential to the logistics industry as there have to be seamless smooth communications from the operation grounds to frontline customer service people facing our clients,” explains

Access World is planning to build and operate a new state-of-the-art, multi-purpose warehouse on the land at the Busan New Port area to cater for new and existing customers

106 | APAC Outlook issue 51

Hong. “I encourage staff from different departments to visit each other to understand what others are doing. Fortunately, I have managed to retain key employees who have been working with me over 10 years since the establishment of Access World.

“Nowadays, as the company grows year by year, we have different age generations working in the same company who have different mentalities and attitudes towards

work and filling up the gaps between those generations are getting very important to make the organisation strong and steady. Our HR is adopting programmes that make staff mingle from old to young generations trying to find common interests that give messages that Access World is the company worth working in.”

With safety a key priority to Access World, the organisation implemented various policies to mitigate its impact on operations.

“Safety is vital to us,” adds Boo Koh. “We fully comply with the local government regulations and there are also internal policies in places for Work From Home, workplace sanitisation, social distancing and temperature monitoring.”

SUPPLY CHAIN

Cocoa Beans stored in agricultural-spec warehouse

Woodchips in Malaysia

FUTURE PLANS Looking ahead, Boo Koh is clear about the next step for operations at his division of Access World. “We want to further expand our scope of services so that we can provide a full end-to-end supply chain service for our clients,” he explains. “At the same time, we are also diversifying into other products like EV materials, ferro alloys and project cargo.”

Despite the global vaccination drive, Vermeulen believes that the

Ferro Alloys unloading from vessel

challenge and disruption of COVID-19 in the supply chain will linger for the years to come.

“We’re still very much in unchartered waters,” he explains. “Being part of the essential services sector, we foresee that even in 2023 we need to continue to assist clients globally in finding alternative and new supply chain solutions. As a service provider, our focus is to understand the market situation, the clients’ needs and problems and offer them a flexible and reliable service.

Logistics is hardly ever a smooth ride, and we need to cater for services and solutions for day-to-day challenges.”

Tel : +65 6771 5600 ASIA_Commercial@accessworld.com www.accessworld.com

APAC Outlook issue 51 | 107

SOLOMON ISLANDS PORT AUTHORITY

GATEWAY TO THE SOUTH PACIFIC With a proud maritime heritage, the Solomon Island Ports Authority are the government-owned organisation looking to a greener future for the South Pacific Writer: Phoebe Harper | Project Manager: Eddie Clinton

108 | APAC Outlook issue 51

SUPPLY CHAIN

I

n a nation composed of an archipelago of over 900 islands that is heavily reliant on the import of overseas cargo, the need for a trusted provider of maritime trade is paramount.

Leading with the vision to become the South Pacific’s strategic gateway to the world, the Solomon Islands Port Authority (SIPA) has been in operation since 1956.

Specialising in maritime freight, transport and trade, SIPA was formed as a statutory corporation by an Act of Parliament and stands today as a wholly-owned Solomon Islands government authority.

‘SIPA’S VISION IS TO DEVELOP AND PROMOTE THE SOLOMON ISLANDS TO BECOME THE PREMIER HUB FOR PORT AND MARITIME ACTIVITIES IN THE SOUTH PACIFIC AS WELL AS SAFEGUARDING THE STRATEGIC MARITIME INTERESTS OF THE COUNTRY’ - SIPA As per the mandate of the stateowned enterprise (SOE) act of 2007, SIPA’s duty is clear. The company endeavours to provide, maintain and improve in the declared ports such facilities as appears best calculated to serve the public interest whilst maintaining, improving and regulating the use of the declared ports to such extent as appears most expedient.

Finally, SIPA provides for the declared ports and surrounding approaches, indeed, for the territorial waters of the Solomon Islands as a whole, pilotage services and aids calculated on behalf of the country’s best interests.

The aforementioned ports include the country’s two key transhipment APAC Outlook issue 51 | 109

SOLOMON ISLANDS PORT AUTHORITY

TONGS For over 40 years, Tongs has been the leading supplier of building materials in the Solomon Islands supplying builders, tradespeople, home owners, projects and communities to build better.

We proudly provide quality products and services that are trusted by our local community.

Whether you have a big or small project, if you are in the Solomon Islands, we are your go-to local supplier with genuine brands at affordable prices.

sales@tongcorps.com

SIPA: FACTS AND FIGURES The following statistics reflect SIPA’s continued growth and capability: • 30 percent – increase in amount of cargo handled • 18.5 hours – average amount of waiting time per vessel • 5 percent – average increase of TEU (Twenty Foot Equivalent Unit) vessels annually • 500 – average vessel calls annually • 31,000 – TEU vessels annually • 1,000 – over 1,000 motor vehicles annually

110 | APAC Outlook issue 51

facilities; the Port of Noro and the Port of Honiara, the latter of which is situated within the Solomon Island’s capital and most populous city.

Thanks to their strategic location, both ports are able to capitalise on major shipping routes between Australia, China, Japan, New Zealand, Southeast Asia and the US. The SIPA enterprise today stands as a stalwart of the Solomon Island’s economy, with the growth and development of the ports themselves intrinsically linked to the promising development of the country.

Offering world-class logistics, shipping and port management, SIPA prides itself on efficiency, prioritising improved, speedy, and high-quality services. These include the provision of reefers, container fumigation, refuelling, freshwater, pilotage, towage, storage, weighbridge and incinerators.

SIPA’s investment in incinerators is reflective of the company’s standpoint as an environmentally conscious

enterprise, preferring to burn fuel or plastic rather than risk spillage into the ocean from the port’s many vessels.

Alongside this, SIPA offer a full range of equipment, including forklifts, empty and loaded container handlers, and reach stackers.

Both port facilities can cater to a host of vessels, with the Honiara port representing the company’s primary asset. Honiara comprises seven jetties in the domestic wharf area, designed specifically for vessels travelling in and around the Solomon Sea.

COMPANY CULTURE As a socially conscious company, SIPA champion a positive working culture founded on a framework of core values that reflect the proud maritime heritage and progressive work ethic of Solomon Islanders.

A key tenet of this is SIPA’s respect and concern for their workforce, as the true backbone of the company’s operations.

SUPPLY CHAIN

Buildiemr Bett

Solomon Islands leading materials supplier So l o m o n

Isl an d s l ead i n g m at er i al s su p p l i er .

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For your Insurance needs, please contact us

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Panatina Plaza , Honiara Solomon Islands

Tel: +65 6862 4855 Email: sales@stinis.com.sg www.stinis.com

John Marsh - jmarsh@pib.com.sb Daisy Maelaua - dmaelaua@pib.com.sb PO Box 2087, Honiara, Solomon Islands

APAC Outlook issue 51 | 111

SOLOMON ISLANDS PORT AUTHORITY

SIPA: CORE VALUES • PROFESSIONALISM - Being the best it can be at all times.

• PROGRESSIVE LEADERSHIP Developing leaders at all levels of the organisation.

• COMMERCIAL STEWARDSHIP - Looking after all aspects of the Port and making money.

• STRATEGIC INNOVATION - New ideas and creative problem solving.

• EMPLOYEE WELL-BEING AND DIVERSITY - Good terms and conditions of employment – respectful workplace.

• CORPORATE CITIZENSHIP Contribute to the well-being of the Solomon Islands.

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In an environment where there can be a shortage of skilled staff, talent retention is key. As such, SIPA strongly believe in investing in people and giving back to the communities of the Solomon Islands. The company is passionate about preserving and protecting the customs and cultural traditions that are unique to the country.

Consequently, SIPA foster a familyoriented working environment based on healthy, long-term relationships amongst staff and clients. The company offers a long-term service benefit, preceding all other businesses on the Solomon Islands.

Complimentary to this, staff benefit from a vehicle payment scheme to overcome transport

access issues, clinic privileges, free lunches, study leave or training and regular recreational events to nurture team spirit and encourage motivation. Advocating an absolute commitment to its people, SIPA is also unique in offering a funeral scheme, whereby the company will cover the costs in the event of tragic unforeseen circumstances, seeking always to respect the wellbeing of its employees.

With employee development a priority, upskilling is always encouraged and the company offers an internship programme for final year students across local institutions, through which SIPA seek to further boost its work rate whilst also equipping human resources.

‘2019 WAS A WATERSHED YEAR FOR IMPLEMENTING GREEN PROJECTS, SOLOMON PORTS HAS MORE IN STORE ON ITS JOURNEY TOWARDS BECOMING CARBON NEUTRAL BY 2030’ – SIPA

SUPPLY CHAIN

A GREENER FUTURE Another major component of SIPA’s ongoing investment strategy is the company’s commitment towards a greener future. This is reflected by SIPA’s investments into renewable energy and how this can be incorporated into port operations.

The company boasts a Green Port Initiative and just earlier this year, a ‘3R’ campaign was launched at the Honiara port, centred on the concept of reduce, reuse and recycle.

Indeed, 2019 represented a major year for SIPA as they blazed the trail for green initiatives, many of which were the first of their kind for the island nation.

At the Port of Honiara, SIPA has installed the region’s largest LED outfit for international and domestic terminal operations and solar powered lights for the ISPS perimeter fence.

Meanwhile, the Port of Noro is on track to be powered by a onemegawatt solar farm that will provide

enough electricity to power all its reefer containers. This is a $15 million project that will place Solomon Ports as the first in the South Pacific to use ‘LED lighting system’ in its facilities and operations.

Looking to the future, SIPA will continue to be dedicated in these efforts, forging a future for the company as an environmentally conscious port operator of choice, charting a green course for the South Pacific.

APAC Outlook issue 51 | 113

RÖHLIG LOGISTICS

AT THE PROW OF INTERNATIONAL FREI 114 | APAC Outlook issue 51

IGHT

SUPPLY CHAIN

T

he logistics industry keeps our world turning.

Existing as part of this space and operating internationally with 165 offices in 35 different countries spanning each continent is key industry player Röhlig Logistics.

Röhlig is an intercontinental sea and air freight business kept functional by its dedicated and experience workforce of over 2,300 employees and utilises the latest technological tools to help the company achieve the best for its customers.

We take a look at Röhlig Logistics and its provision of sea and air-based freighting services to industries and companies worldwide Writer: Marcus Kääpä Project Manager: Eddie Clinton

SEA FREIGHT Röhlig coordinates its customers’ global transport supply chain as the international freight forwarder of choice, ensuring transparency throughout its operations.

“WE TAKE YOUR SEA FREIGHT ANYWHERE IN THE WORLD” - RÖHLIG LOGISTICS The company are experts in the sea freighting space, and Röhlig use its knowledge and expertise to organise customer transport worldwide. Sea freight is the classic, cheaper way to transport goods. As a global, agile and owner-managed logistics company, Röhlig has an excellent understanding of local market conditions. Its experienced sea freight experts ensure customer goods safely and efficiently reach their destinations.

Röhlig works in tandem with each of its branches to the benefit and success of its customers in all of its countries of operation. In recent years, Röhlig has significantly expanded its presence on the following trading routes: Australia to New Zealand, Asia to South Africa, Asia to Europe, Asia to North America, Europe to Asia, and Europe to North America, proving its intercontinental reliability as sea freight forwarder of choice.

APAC Outlook issue 51 | 115

RÖHLIG LOGISTICS “ALL OVER THE WORLD WE ARE A GLOBAL AND AGILE TEAM” - RÖHLIG LOGISTICS Röhlig works for companies of all sizes regardless of their sector. This includes goods from industries such as electronics, textiles, furniture, automobile supplies, food, chemical products, sports equipment, plant and mechanical engineering and household equipment, and in each of these goods areas organises door-to-door delivery for each and

every customer that the company facilitates.

The supply chain can start directly at the customers’ premises if required; for example, if a customer wants to send a pallet from Germany to the remote Australian outback. In this specific case, Röhlig Deutschland organises the pre-carriage - ordering the truck and ensuring that the customer’s shipment gets to the port and is loaded onto the ship. Once it arrives in the Australian outback, the company’s workforce at Röhlig Australia take care of it, having already taken the necessary steps

RÖHLIG LOGISTICS – SEA FREIGHT THE BENEFITS: • Customers receive direct personal contact with their local contact – even for small order volumes.

• Use of 60 of Röhlig’s own consolidated containers worldwide per week.

• Access to other 2,400 LCL services weekly.

• Transparent pricing. Röhlig provides information about the current price range in the market and its development via the Xeneta Shipping Index.

• Röhlig’s contracts with all three of the major shipping company alliances allow us to ensure that your shipment stays on schedule – even in peak seasons.

THE SERVICES: • FCL and the loading of full containers • LCL • LCL express options • Door-to-door deliveries • Break bulk • Transport of conventional goods with oversized loads • Ship charter (project logistics) • Part charter and full charter • Packaging and order picking

Zen Aviation Since the story of Zen Aviation started, today we are proud to say we can now provide an impressive 30 million kgs of air cargo space, and we are working with more than 300 forwarding agents. Aside from that, we are now also a member of The International Air Transport Association (IATA).

Constantly growing our network with other airlines and improving our services, Zen Aviation is on the rise to become the top air cargo company in Malaysia.

During the global pandemic in 2020, we managed to form a strong partnership with MY Jet Express Airlines (N7). We were appointed as the airline’s exclusive Cargo Sales Agent in Kuala Lumpur, Malaysia for the sectors from Kuala Lumpur International Airport (KUL) to Kota Kinabalu International Airport (BKI), Kuching International Airport (KCH), Miri Airport (MYY), Sibu Airport (SBW), Tawau Airport (TWU), Soekarno–Hatta International Airport (CGK), Brunei International Airport (BWN) and Labuan Airport (LBU).

We foresee an increase of destinations with N7 in the near future. Zen Aviation is now conducting activities including but not limited to sales, space management, SPA deals with other carriers, cargo acceptance in warehouse and monitoring at the ramp side for N7’s freighter flights.

Zen Aviation is also able to provide air cargo charter services. Our company has access to a large fleet of cargo aircrafts and our team of specialists will assist you with your air freight needs. We analyse routes, payload and timescale in order to propose the most suitable cargo aircraft for your requirements.

• Customs clearance • Transportation of dangerous goods • Temperature-controlled transportation • Track and trace with Röhlig Real Time • Cloud-based supply chain management tool www.zenaviation.com

116 | APAC Outlook issue 51

Provide Safety and Reliable Journey On Air for Your Cargo

GFM19, MAS Cargo Advanced Complex, KLIA Cargo Village, 64000 KLIA Sepang, Selangor

Ms. Kelly Tan: Business Development Director 6012 308 5434

T 603-87873020 / 21 / 22 E cs@zenaviation.com W www.zenaviation.com

Mr. Charles Gan: Assistant Sales Manager 6012 378 5434

Sales Department Mr. Danny Khaw: Managing Director 6012 287 5434

Mr. Azri: Assistant Sales Manager 6012 339 5434

RÖHLIG LOGISTICS for onward carriage. This involves many steps, each of which are taken with care, from unloading the goods to its onward transport to the destination. Of course, customers have the ability to track the process during transportation using Röhlig’s

RÖHLIG LOGISTICS – AIR FREIGHT AT A GLANCE PREMIUM - EXCLUSIVE SOLUTIONS FOR SPECIAL CONSIGNMENTS • Premium consolidation service.

• Back-to-back deliveries.

• Express consignments, temperature-controlled transportation, perishable or dangerous goods, valuable cargo, live animals.

• Two to three business days delivery (airport to airport).

CLASSIC - CONSOLIDATION SERVICES FOR AN EFFICIENT SUPPLY CHAIN • Standardised consolidated loading.

• Back-to-back deliveries.

• Three to five business days delivery (airport to airport).

ECONOMY - COST-EFFECTIVE AIR FREIGHT SOLUTIONS • Consolidation service for nontime-critical deliveries.

• Back-to-back deliveries.

• Five to seven business days delivery (airport to airport).

• Consignments that fall under IATA Dangerous Goods Regulations (DGR) are subject to acceptance and checks by the airline.

118 | APAC Outlook issue 51

track and trace service within the company’s customer platform Röhlig Real Time.

For Röhlig’s customers, there are essentially two different options for transporting freight in containers: full container load (FCL) and less than container load (LCL). FCL gives customers the option of transporting their freight in a container that is provided solely for their specific cargo. This option is helpful for high freight volumes or for sensitive or valuable loads.

LCL is a consolidated container. In this way, the customers’ goods share the container’s capacities with other freight. This means that customers use the precise space they actually require for their freight. And no matter the freight option, Röhlig is happy to support and advise all customers on their correct choice of sea freight container delivery.

On top of this, Röhlig makes sure that it can answer the demands of its customers whatever the season.

Throughout the year, sea freight varies in its activity from lower

periods to industry heights and even international challenges such as the recent Suez Canal crisis. To deal with such demands and obstacles, Röhlig has contracts with three major alliances made up of the biggest shipping companies in the world combined. These alliances are Ocean Alliance, 2M, and THE Alliance. The major advantage granted to Röhlig is that, through alliance support, the company can assure the arrival of customer goods at any point in the year, whether that be during peak seasons or in the face of global challenges.

“GLOBAL LOGISTICS DEDICATED TO EXCELLENT TEAMWORK” - RÖHLIG LOGISTICS AIR FREIGHT As an international air freight forwarder, Röhlig ensures the quickest possible delivery by air for all customer consignments.

SUPPLY CHAIN

Röhlig are air freight experts for time-efficient logistics solutions. The company stands by the customers’ sides in person for all of its air freight concerns. Whether customers require a one-off shipment or to send goods on a regular basis Röhlig finds the right air freight solution for each unique case around the world, with speed and reliably. Röhlig’s IATAtrained air freight experts provide customers with tailored services.

When it comes to sending freight by plane, Röhlig provides two options: back-to-back or consolidated. Consolidation in air freight involves sending goods as grouped consignments. One of Röhlig’s primary services is goods consolidation for air freight. Here, several deliveries are aggregated and bundled on Röhlig’s own pallets or

containers or unit load devices (ULD).

Röhlig controls international hotspots on all continents several times a week, therefore offering reliable routing security. The company provides its customers with the best savings for cost and time through consolidation.

Back-to-back is different. Not all consignments can be consolidated, as certain goods have to be transported especially quickly (such as perishable goods) or might not be able to be flown as grouped cargo due to the nature of their storage, such as temperature-controlled or dangerous goods. In these cases, goods are sent as a single consignment.

Röhlig’s back-to-back solutions provide customers with the best possible air freight rates, and the company promises the efficient

operational handling of goods at airports, as well as the sole loading of customer goods therefore reducing the possibility of errors.

DIGITAL SOLUTIONS Efficient logistics solutions require intelligent communication technologies. Processing shipment information in real time via electronic data transfers is as important as the movement of physical goods.

As a leading international logistics solutions provider, Röhlig provides its customers with the latest and best digital products and services for their needs, no matter if they are a multinational corporation or a small medium enterprise (SME).

To Röhlig, each individual logistics case matters, and they are treated as such.

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UNWAVERING COMMITMENT TO SAFETY Adam Pickford, Sales Director at Ontic, discusses his company’s operations as we take a deep dive into what makes the business tick Writer: Sean Galea-Pace | Project Manager: Matthew Taylor

120 | APAC Outlook issue 51

MANUFACTURING

S

afety. You can’t put a price on it.

It is a mantra that Ontic prides itself on.

Such as its commitment to safety, Ontic has been trusted by the world’s aerospace leaders for more than 45 years. The company is a major manufacturer of original equipment manufacturers (OEM) pedigree parts and provider of MRO services for established aircraft in the commercial, military and business aviation, and rotorcraft markets.

“The breadth of competence and capabilities across different technologies and platforms make us unique,” comments Adam Pickford,

Sales Director at Ontic. “But it’s the pride we take in our unwavering commitment to safety, flawless quality, continuous innovation, and outstanding customer experience that is beyond compare.”

The company’s highly trained staff are experts in overcoming the engineering complexity that comes with established aircraft

parts. “Together we embrace the challenge,” asserts Pickford. “We can turn challenging product lines into profit and ensure customers have the availability, service level, and support they need. Leading aviation OEM’s license or divesting hundreds of product lines to us, freeing them to focus on their future.

“We’re not just here to give aircraft a new lease of life, we’re creating a safer, more sustainable future for the aviation and defence industry. By being more than the sum of our parts, we make a positive difference in our communities and keep the world turning.”

APAC Outlook issue 51 | 121

OUR DIVISIONS: • • • • • •

Auto Flight & Avionics Flight Power & Electro-mechanics Galley Accessories Interiors, Communications & Navigation Cargo Accessories NiCad Batteries

United Kingdom | Ukraine | Russia

• • • • •

Research & Development Ontic Repair Support Ground Equipment Support Escape Slide – Raft Repair Interior Lighting

oakenhurst.com | 01268 741622 | repairs@oakenhurst.com

ATA 22 | ATA 23 | ATA 24 | ATA 25 | ATA 31 | ATA 33 | ATA 34 | ATA 56

ONTIC Following a tumultuous time for the airline industry in 2020, it is safe to say the space is in recovery mode.

However, Pickford is optimistic and while acknowledging the challenges of COVID-19, he believes that the sector is ready to bounce back strongly.

“I am confident that we are now seeing signs of recovery across the civil airline industry,” he says. “The North American and Asian domestic market has been growing in strength month on month and mainland Europe is now beginning to operate with airlines using some of its larger fleets to cope with the recent summer demand. I believe that this will be accelerated towards the end of 2021 and through 2022 as the long-haul market opens up and travel starts to become business as usual.

“It’s also very exciting that there are a number of new airlines forming taking advantage of lower lease rates and operating costs ensuring that the some of the legacy aircraft that have been parked recently, due to the pandemic, will be operating and generating flying hours that will inevitably need support from Ontic and our range of products.”

Throughout the pandemic, Ontic’s military business has proven successful, and its diverse product mix has allowed the company to continue to grow despite the downturn in the civil market further enhancing the firm’s position as the civil industry recovers.

“The introduction of unmanned flight will have a huge impact in the way that worldwide military’s resource for combat and alternative propulsion technologies that are starting to be produced, such as supersonic, hydrogen fuels and the electrification of aircraft shows a huge amount of investment in the industry that will shift the way that people think about travel to become greener and more sustainable,” explains Pickford. “This can only 124 | APAC Outlook issue 51

APAC OUTLOOK: COULD YOU PROVIDE US WITH SOME INSIGHT INTO YOUR CAREER TO DATE AND EXPLAIN HOW YOU BECAME INTERESTED IN THE MANUFACTURING INDUSTRY? Adam Pickford, Sales Director: “I started my career as a graduate working in supply chain in the nuclear industry supporting the UK’s power stations with electricity generation. Whilst this isn’t strictly manufacturing the principles follow a similar process taking a raw material to produce a finished product and using methods taken from the manufacturing industry to maintain and improve efficiencies with safety as a priority.

“Having spent five years in the nuclear industry and looking for a new challenge I decided to enter the aerospace manufacturing environment.

Not only do I have a keen interest in aviation I was also able to transfer the skills previously developed. It was at this stage I decided to move from supply chain into more customer facing commercial roles eventually leading to the role of Head of Commercial for a leading aerospace manufacturer in the UK. “Again, looking for the next challenge I joined an aircraft leasing business to help grow its presence as a civil aircraft operator leasing aircraft to civilian airlines on long term wet leases and short-term ad-hoc leases to support our customers with AOG relief. This was a fantastic opportunity to venture in to a very competitive, fast paced environment that provided the opportunity to understand the needs of civilian airlines and how important the role of ensuring the aircraft is available for operation though maintenance and spares availability.

“Lastly, this led me to accepting the role of Sales Director for Ontic Manufacturing and Engineering to form a new team to deliver organic growth from our range of products to support our customers’ needs through manufacturing, maintenance and repairs for predominantly legacy aircraft and giving our customers options to extend the life of their aircraft.

“Having now spent over 10 years in the aerospace industry I have no plans on leaving aerospace and strongly believe that it can offer a varied and exciting opportunity for everyone in a vast and expansive environment.”

T

hroughout Oakenhurst’s history we have prided ourselves in the relationships born and developed with Original Equipment Manufacturers (OEMs). As an approved Maintenance Repair Organisation (MRO), these relationships are recognised as an integral part of maintaining our reliable professional services.

In July 2018 Oakenhurst signed a repair agreement to work in partnership with Ontic Engineering & Manufacturing to support numerous legacy and newly manufactured LRUs (Line replacement units).

The partnership has since grown through both LRU support levels and the relationship of the support teams, ensuring that the client base receives the most efficient service possible. Such has been the well-established relationship with Ontic Engineering, a dedicated workshop for their product lines was developed and built to maintain the ever-increasing demand in LRUs. 2020 and 2021 have seen the most challenging years in our company’s history with the Coronavirus pandemic sweeping across all global industries but seen in a devastating fashion on the whole commercial aviation sector. Oakenhurst have proudly and professionally maintained its support levels throughout the pandemic offering 24/7 assistance and support to the sectors client base.

Despite any downturn in workload caused by the pandemic, Oakenhursts diverse capabilities have ensured our clients are kept ready to operate and can better adapt to demand with the everchanging air corridor routes. Our capabilities include maintenance of essential equipment such as Avionic, Instrumentation, Interiors, Communications, Navigational, Flight-Power, NiCad Batteries and emergency, to mention but a few.

During 2020 and 2021 Oakenhurst have used the downturn in demand to refurbish existing technical workshops and office areas whilst also developing new workshops, expanding our capabilities aimed to meet an impending demand.

Holding CAA, FAA, TCCA, EASA 145, and ISO 9001 approval, Oakenhurst are able to provide a global support network with 24/7 AOG (Aircraft on Ground) services. For any capability repairs that Oakenhurst cannot offer in-house, we can review the product enquiry for internal capability consideration. We also have a dedicated commercial support team that provide full management of our client’s products, including outsourcing to approved third party repair vendors that meet all regulated quality assurance requirements.

A word from Managing Director Charlie Parker: ‘’As the Managing Director of Oakenhurst Aircraft Services I have taken a personal interest in the agreement and development of our relationship with Ontic Engineering & Manufacturing. The key to the success of this agreement has been the quality of the staff working for both companies and the relationships they have forged together, not just between each other but also with the customers. With the success of the current projects, I can only see our relationship continuing to go from strength to strength.’’

For further information as to how Oakenhurst manage these projects and how we can help you, please contact us directly at repairs@oakenhurst.com

oakenhurst.com | 01268 741622 | repairs@oakenhurst.com

SEMICONDUCTOR HARDWARE Mounting Pads Transistor & Circular IC Sockets Heatsinks Component Carriers

PRECISION ENGINEERING Reverse Engineering Solutions Injection Moulding CNC Machining Toolmaking

TEST & DEVELOPMENT Prototype Adapters Emulation & Test Interface Programming Adapters Custom Development

INTERCONNECT Turn Pin Sockets PCB Connectors Stamped Pin IC Sockets PLCC Sockets & Plugs

Problem Solving

Design & Manufacture for the electronic system lifecycle

ALLOCATION & OBSOLESCENCE Package/Footprint Conversion Device Re-targeting Software Re-targeting Reverse Engineering Connectors Mechanical & Electronic Engineering

PROVIDING SUSTAINABILITY SUPPORTING A CIRCULAR ECONOMY WWW.WINSLOWADAPTICS.COM SALES@WINSLOWADAPTICS.COM

ONTIC

have a positive impact on the aviation industry, that will attract young and emerging talent to sustain it for the future.

“From an aftermarket perspective it is forever changing as we are continually adding new product lines, new customers that buy in to platforms for the first time and aircraft transitioning from production to aftermarket through to sunset which opens markets, regions and opportunity.”

A CLEAR COMPETITIVE ADVANTAGE Ontic believes it is creating a unique, thriving culture with values at the core, expanding the breadth and difficulty of operations, developing innovative ways of working, and growing its expertise and propriety knowledge to differentiate itself.

According to Pickford, it is this ambition to be truly different that drives Ontic.

“We work hard to make our 128 | APAC Outlook issue 51

customers and OEM partners our biggest advocates which means building strong, long-term relationships through outstanding customer experience and operational excellence, delivering quality in everything, and always adding value,” he discusses. “We also need every colleague to feel they belong and that their work is meaningful, that they’re empowered to reach their potential and recognised for their contribution.

We need to ensure that we attract and keep the most talented people to push us forward and make Ontic a great employer.”

Ontic’s business model is to acquire the technology to manufacture and repair legacy products, however, in order to prevent obsolescence and sustain aging products, the company is introducing modern technology and practices such as contactless CMM for small complex parts, 3D scanning, and 3D printing for test equipment.

“We’re embracing in-house processes by investing in a paint spray

booth to prevent foreign object debris and scratching of product to building a process room where a supply chain no longer exists to ensure sustainability,” explains Pickford.

“We’re also adopting paperless manufacturing documents by taking decades old manufacturing drawings, build specifications, route cards etc and incorporating these into handheld portable devices to maintain traceability and accountability.

Therefore, we understand where everything has come from and who has performed each task in the production line.”

INSIDE ONTIC’S KEY PROJECTS

Ontic Fuels Business Upon the purchase of the Fuels Business from GE Aviation in 2011, organic growth has been a focus for the Ontic technical sales team.

Working mainly in the aftermarket, the sales team are continually looking for opportunities for retrofits, spares sales and repair services.

S

ince 1977, Winslow Adaptics has built a global reputation as the go-to company for designing and manufacturing interconnect solutions. With more than 40 years of experience under our belts, we understand what it means to adapt. We have helped hundreds of top-tier OEM and SME customers modify their electronic systems to accept new technology without the need for extensive redesign – helping them to remain productive and profitable.

Our commitment to delivering high standards of quality, expertise and customer care has remained constant as our company has evolved.

We believe in a solution for everybody. Our team of talented electronic and mechanical engineers work in partnership with customers right through the development cycle – from the initial design consultation stage to feasibility studies, preproduction and component manufacture and assembly – so that we can provide a finished product that is best suited to their requirements.

Supporting the lifecycle of a piece of electronic equipment doesn’t always just involve mitigating obsolescence, a supply chain affected by allocation, or a global event can create operational havoc, production line stop is an uncomfortable place to be.

During times of reduced supply, the threat of counterfeiters taking advantage poses a significant risk in the supply chain. A trusted aftermarket supplier network is key to managing those risks to ensure authenticity and continued quality assurance.

For both electronic and mechanical shortages, Winslow Adaptics has the design and production

E sales@winslowadaptics.com

capabilities to seamlessly incorporate form, fit, and function alternatives. Choosing this approach to insert new technology promotes sustainability of the original design and keeps requalification time and costs to a minimum.

Winslow Adaptics’ engineers are skilled at reacting fast, providing robust and proven solutions.

ONTIC is a valued customer of Winslow Adaptics with whom we have collaborated on various projects, one of which was for a civil aircraft manufacturer.

With a 10-year production phase required for new aircraft and ongoing support for an existing fleet , an OSRAM Alphanumeric Programmable Display™ with Built-in CMOS Control Functions became obsolete. This device formed part of a complex design and required the recreation of the entire module alongside a DO254 design assurance plan led by Winslow engineers. Several stakeholders, both internal & external, collaborated to successfully complete this challenge on time and within budget.

The hidden costs associated with solving an unexpected critical supply shortage can be extensive and who pays that bill? And speed is of the essence to ensure production lines remain operative and the customer gets the delivery ON TIME! Our friendly and experienced team have become a crucial part of our customers trusted supplier network. Talk to Winslow Adaptics engineers today about how they can help you step off the supply chain rollercoaster and get your production back on track.

|

www.winslowadaptics.com

ONTIC With legacy components on most commercially operated aircraft, the technical sales team cover all products in the Ontic portfolio, with key opportunities focusing on the larger A320 CEO & B777 fleets.

On both platforms, Ontic are the sole supplier of the Fuel Quantity Indicating System (FQIS).

With in-depth product knowledge and regular contact with the airlines, Ontic’s sales team work closely with airline technical engineering and purchasing departments. This relationship helps the team identify and successfully win opportunities that would otherwise go undetected.

Keeping in close contact with the airlines also allows the sales team to update them with product enhancements and reliability improvements which typically can include both hardware and software upgrades. Fleet upgrades to the Ontic components are key targets for organic growth and provide airline

operators with genuine opportunities to reduce costs through enhancing product reliability, with both A320 and B777 providing opportunities for full or partial fleet retrofits. These have included retrofits to the latest production standard B777 Fuel Quantity Processor Unit and A320 Fuel Quantity Indicating Computer, and B777 Fuel tank Probes, with the airlines benefiting from enhanced system functionality, lowered cost of ownership and improved component reliability whilst at the same time addressing any obsolescence with older standard components.

DOPPLER RADAR VELOCITY SENSOR CASE STUDY Ontic acquired the license for the Doppler Radar Velocity Sensor from Thales in 2019 which is fitted to Tornado, Lynx, Bell 412, Sea King and AS332 aircraft. The Doppler Radar is a specialised radar that uses the Doppler effect to produce velocity

Kingfield Electronics Kingfield Electronics specialises in providing full-turnkey outsourced manufacturing solutions to organisations operating in a variety of high-reliability market sectors including commercial and military aerospace. Bringing together engineering, procurement, manufacturing, test, and system integration capabilities, we can manage the entire lifecycle of a product line from cradle to grave.

Our relationship with Ontic has progressively developed over many years to a point where we have now become an integral part of their supply chain providing them with very specific and focussed electronics manufacturing resources. This directly supports their in-house capabilities and provides a near seamless extension to their own core skillset.

We provide complex printed circuit board assembly and test capabilities to support some of the legacy electronics assembly requirements that are inherent in many of the Ontic product lines.

Supporting legacy electronics assembly requirements of this nature requires an additional set of capabilities both in terms of manufacturing engineering and re-engineering, and in the procurement and supply chain management activities. Material obsolescence is a key requirement given that there is a need to support electronics assemblies some of which are in excess of 30-years old.

Additionally, we also have the ability to re-engineer the manufacturing process to take full advantage of newer technology assembly practices and techniques.

The decision to outsource these specific requirements is a critical consideration within the initial product onboarding process. The ability to utilise a flexible and specialised external resource provides Ontic with the optimum balance between the utilisation of both internal and external resources.

www.kingfield-electronics.co.uk

130 | APAC Outlook issue 51

Delivering fully turnkey electronic manufacturing solutions since 1985

Kingfield Electronics provides extensive Contract Electronics Manufacturing solutions to companies operating in a wide variety of high technology, high reliability, and high expectation market sectors.

We not only offer total product manufacturing solutions, but also offer a wide range of supporting services from prototyping and engineering support to product servicing and total life cycle management.

www.kingfield-electronics.co.uk

ONTIC

Princeps Princeps specialise in the sourcing of safe traceable, obsolete and hard to find electronic, electrical and e-mech components for customers in the aerospace, defence, medical, transport and many other advanced industries. Princeps is both a problem solver and a solution provider, understanding the essential need for stringent counterfeit mitigation, on-time delivery, obsolesce management and problem-solving supply chain issues.

Offering a simple, single point of access to a worldwide network containing thousands of manufacturer approved sources, Princeps deliver safe solutions for every EEE component requirement and their commitment to the quality, cost and delivery of their product is interminable, most recently with a recertification to AS9120 and AS6081 standards.

Their Princeps PRIME+ service provides fully traceable components sourced only from the original component manufacturer (OCM) or their authorised supply chain, delivered with full OCM traceability and guaranteed under Princeps AS9120 system.

data about objects and distance by bouncing a microwave signal off a desired target and analysing how the object’s motion has altered the frequency of the returned signal.

This variation gives direct and highly accurate measurements of the radial component of a target’s velocity relative to radar. The primary customer for this is Leonardo Helicopters, BAE Systems and Thales with an expected service life required until at least 2030.

The Doppler was acquired by Ontic as the technology was considered as a non-core business which posed a significant risk to the end customers.

The deal process was completed within one month with a transition process of nine months which 132 | APAC Outlook issue 51

exceeded all initial expectations.

The Doppler has several complex assemblies with a legacy supply chain that needed to be re-engaged to ensure long term support could be achieved. Previously, the end customers had received product withdrawal notices, however Ontic was able to deliver four completed Doppler assemblies within the first year.

Ontic are now fully engaged with the end customers and working to supply further Doppler assemblies to contribute to the delivery of long term sustained support. This is testament to Ontic’s commitment to consistently deliver proactive solutions for the sustainment of highly complex legacy units.

Princeps ASSURE+ allows customers to consider mitigated untraceable components. By applying a detailed risk assessment and the AS6081, standard counterfeit risks are minimised with a bespoke test and inspection plan which sets out how distributors operating in the open market must mitigate the risks of counterfeit and fraudulent components.

Owing to an unyielding determination to provide their industry with an authentic product and exceptional service, Princeps has worked with some of the most esteemed names in the industry, and ONTIC are the leaders in legacy aircraft support and a company aligned with Princeps’ own drive for industry excellence.

www.princeps.co.uk

ONTIC

Hartley Precision Engineering Hartley Precision Engineering is proud to be a strategic partner to Ontic, as well as supporting other OEM’s & sectors.

Established in the UK in 1970 we now specialize in CNC machining (5 Axis, Mill/Turn, Grinding) assembly, lapping & super-finishing as well as our in house metrology laboratory incorporating pressure test, balancing, eccobonding & shrink fitting.

All this with 50 years’ experience in manufacturing medium to complex components & assemblies in a variety of materials (exotic, stainless, plastics & composites).

Supplying Customers with the highest quality product with a passion & drive for future solutions.

Hartley Precision Engineering Co Ltd

“IT’S THE PRIDE WE TAKE IN OUR UNWAVERING COMMITMENT TO SAFETY, FLAWLESS QUALITY, CONTINUOUS INNOVATION, AND OUTSTANDING CUSTOMER EXPERIENCE THAT IS BEYOND COMPARE” – ADAM PICKFORD, SALES DIRECTOR AT ONTIC FUTURE PROJECTS However, Ontic certainly aren’t finished there. Having always been committed to inorganic revenue growth through acquisitions and licensing from global OEMs, in recent years, the investment in the infrastructure supporting this element of the business has increased significantly.

With the dedicated focus of Gareth Blackbird, former Ontic CFO and now Chief Commercial Officer, the global business development team has been increased drawing in experience from the wider business and external companies working in the same environment as Ontic. Further to 134 | APAC Outlook issue 51

this an in-house analysis team has been established to ensure that each project or business opportunity can be processed both in the strictest confidence and as expediently as possible, all together meaning Ontic has the unrivalled ability to support OEM divestment in the most efficient and effective way.

“Our ongoing access to funding has enabled Ontic, through the use of the expanded team, to increase the opportunities pipeline to more than 40 at any one time and be making significant progress through the offer stage and due diligence aspects of between 10-15 opportunities at any one time,” explains Pickford. “This

both enables quick decisions and accurate valuations while maintaining the high deal standards demanded from the Ontic business objectives.

“In delivering the long-term strategic plan for Ontic we have, and we continue to invest in the people, the processes, and plant to enable growth. Recently over $2 million has been invested across our global sites in a new MES to embrace industry 4.0 technology and focus the business on delivering repeatable conformance across manufacturing processes and repair stages on both our civil and military portfolio.”

Further significant investment has been made into preparing Ontic’s

MANUFACTURING

50

Engineering Excellence in: -

1970 – 2020

Years of Excellence

Aerospace Oil and Gas Motorsport Nuclear Rail

Hartley Precision Engineering Co Ltd Tel +44 (0) 151-548-0777 enquiries@hartleyprecision.co.uk www.hartleyprecision.co.uk

A E Smith Engineering Ltd

Manufacturing components for precisely where it counts.....

Est 1970 - The home of precision engineering Excellence in the manufacture of precision components for the aerospace (military and civil) and associated industries.

To deliver a service to the industry that meets the requirements of all our customers Providing a quality product – “On time - First time - Every time”

A E Smith Engineering | 4 Mackenzie Way | Swindon Villlage | Cheltenham | GL51 9TX Tel +44 (0)1242 234668 | robert@aesmitheng.co.uk | www.aesmitheng.co.uk

APAC Outlook issue 51 | 135

ONTIC functional processes for accelerated growth, working with international businesses such as Oliver Wyman, it has addressed key areas of the business; S&OP, supply chain and customer engagement to ensure Ontic not only know what is needed to grow but have the resources and processes in place ready for it. Investment and expansion is very much the name of the game, according to Pickford.

“All of the financial investment would not be effective without equal amounts of time and external support provided to the sites to review the requirements and implement the improvements,” he says. “The business has even taken the significant step of creating a global senior leadership role, that of Director of Customer Engagement, and promoting UK site director Matthew Pritchard into the role, ensuring a consistent approach to delivering our values and objectives while focusing the organisation on

136 | APAC Outlook issue 51

customer engagement.”

All of these significant improvements have been headed up

by Gareth Hall, CEO, in order to ready the business to meet its strategic targets.

SUPPLY CHAIN DRIVE Establishing a robust supply chain is essential to all manufacturers.

Without key, strategic partnerships, maintaining a successful business is made extremely challenging.

As a result of the nature of Ontic’s legacy model, Pickford believes partnering with suppliers is pivotal.

“It’s vital because of the sustainment of the supply of the legacy parts and processes, as we do not have the purchasing leverage due to the fluctuating volumes of our demand,” he explains.

However, it’s important not to form partnerships for the sake of it and Pickford stresses the importance of being aligned on mutual values.

Rediweld Technical Moulding As a leading UK provider of moulding services, Rediweld Technical Moulding (RTM) offer a unique range of activities: Design Concepts – 3D design with SolidWorks, metal to plastic conversion New Product Introduction (NPI) – Prototyping, tooling management, first article inspection report Moulding Services – wide range of materials and processes for thermoplastic, thermoset & rubber moulding Machining & Finishing – for tight tolerances, milling, turning, drilling and shot blasting Assembly – dedicated assembly and secondary operations, bonding and EMI/ RFI shielding Quality – QA/QC with accreditation to AS9100D/ISO9001:2015, Cyber Essentials, Coordinate Measuring Machine (CMM), Renishaw Equator, Tensile Test Parts Delivery – Supply Chain Management, Full Material Traceability Rediweld is proud to work closely with Ontic for several years and is always keen to add value to our relationship .

www.rediweldmoulding.co.uk

MANUFACTURING

A single UK source for your technical moulding requirements Thermoplastic | Thermoset | Rubber

“Rediweld is proud to be working in partnership with Ontic for many years, working together to drive quality & success”

ONTIC_V.9_EDIT_indd.indd 1

WWW.REDIWELDMOULDING.CO.UK

WWW.REDIWELDMOULDING.CO.UK

Rediweld Technical Moulding

Design Planning & Innovation .

Injection Moulding .

Assembly .

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30/06/2021 09:27:40

www.portafix.co.uk

Portafix are your supply chain solution for all your fasteners, fixings and consumable needs, offering complete client flexibility

ISO 9001:2015 and AS9120:B

16/17 Stephenson Close, East Portway Industrial Estate, Andover, Hampshire, England SP10 3RU Tel (+44) 1264 336601 Fax (+44) 1264 336602 Email : sales@portafix.co.uk

APAC Outlook issue 51 | 137

ONTIC

138 | APAC Outlook issue 51

MANUFACTURING “WE’RE NOT JUST HERE TO GIVE AIRCRAFT A NEW LEASE OF LIFE, WE’RE CREATING A SAFER, MORE SUSTAINABLE FUTURE FOR THE AVIATION AND DEFENCE INDUSTRY” – ADAM PICKFORD, SALES DIRECTOR AT ONTIC

“We look to partner with suppliers who are as flexible and adaptable as us, with the technical capability to help resolve the sustainment issues we see in the day-to-day challenge of continuing to support the Legacy aerospace sector,” he says. “We also look to partner with a number of global distributors who specialise in holding the necessary stock, in the right location, to ensure we are capable of supporting our customers to reduce lead times and maintaining their aircraft availability.”

Good companies value its employees as staff are central to achieving long-term growth and achievement. For Pickford and Ontic itself, it is very much a people first strategy. “Acquiring and retaining the most talented people to push us forward is essential to our success,” he discusses. “We need every colleague to feel they belong, and their work is meaningful, that they’re empowered to reach their potential and recognised for their contribution.

We give our colleagues the freedom to think, experiment, challenge, grow, and explore the infinite possibilities that are open to us. We embrace the challenges together, as one inclusive community, where every contribution counts and every voice is heard - a home for true collaboration, built on mutual trust and respect.”

Looking ahead, Pickford has a clear idea of what the future could look like at Ontic.

“Our first priority is to ensure our employees across the globe are able to continue work in a safe environment and to also foster collaboration as we work in new and different ways,” he stresses. “COVID19 has taught us, our customers and our suppliers that being flexible, responsive and willing to take calculated risks is critical to our

future success. We are focused on improving our customers experience and continuing to pursue sustainable growth opportunities.”

Tel: +65 6483 1819 www.ontic.com

APAC Outlook issue 51 | 139

CAMCO ENGINEERING

AUSTRALIAN INDUSTRY SOLUTIONS We speak to Jonathan Wigley, Group General Manager of Camco Engineering, and discuss the company’s history in the manufacturing industry, its expert teams in the field, and its current digital developments Writer: Marcus Kääpä | Project Manager: Ryan Gray 140 | APAC Outlook issue 51

MANUFACTURING

’Excellent customer service’ is written on the back of our business cards. We live by that every day, and I believe this is a significant part of what separates us from the competition.”

The words of Jonathan Wigley, Group General Manager for Camco Engineering (Camco), sums up his thoughts on the company’s place in the market.

“Our core values are service, accountability and integrity,” he tells us. “Our customers know that they can call on us at any time and they will receive a constructive response that is focused on solving their problem.”

Camco is a comprehensive, integrated mechanical engineering business that provides time critical engineering solutions to the most progressive businesses in Australia, and since 1995 has continuously and reliably been delivering high-quality products and services to its clients across the region. These industry clientele include those within the mining, oil and gas, energy (including hydrogen), rail, and defence sectors.

With approximately 350 permanent staff, Camco operates primarily from its base in Perth, while also providing specialised site services.

“We operate 24/7 and 365 days per year,” Wigley informs

us. “Our dynamic and responsive staff understand that the cost of production downtime for our customers is substantial, and our aim is to offer an efficient solution that keeps their operations going.”

The majority of Camco’s ongoing contracts are directly with end users who are blue chip, international organisations. The company’s primary services include the offsite refurbishment of assets with an emphasis on improving service life and reliability to an ‘as new’ or improved condition, which includes all the associated manufacturing processes and final acceptance testing.

APAC Outlook issue 51 | 141

CAMCO ENGINEERING This encompasses precision machining, gear cutting, mechanical fabrication, specialised welding and mechanical fitting. Camco’s specialised site services include repairs and upgrades to production assets as well

SUPPLYING QUALITY AND COMMITMENT Camco prides itself on providing its clients the technical edge through minimising downtime and improving equipment availability and reliability across each of the sectors in which the company operates. The association of the owners has been longstanding with a history of working together for over 35 years in the engineering industry. The owners, along with committed management, a highly skilled operations and support teams, have been the backbone of Camco, emerging as one of the most competent engineering operations of its type. The owners play an important role in the business’ operations.

Camco has a commitment to safety, health, quality and environment. The company’s management system defines the values and process by which the business conducts its work at its own facilities or at client sites and has been structured to suit the nature, size and scope of Camco and the needs of its stakeholders.

Dedicated equipment services offered include, but are not limited to, the refurbishment of sizers, crushers, vibratory screens, conveyor pulleys, exciters, gearboxes, wheel grippers, bogies and marine loading arms.

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as the management of ship loading capabilities at many of Australia’s liquified natural gas (LNG) facilities.

“Camco occupies a significant footprint within the Perth metropolitan area, with approximately 24,000m2 of workshop space - there is no job too big for Camco to handle,” Wigley says. “This workshop space is complimented by a similar area of yard space for storage, laydown, loading and unloading. Our main workshop facilities are based in Canning Vale and Belmont in Western Australia, with both facilities in close proximity to major transport routes offering ease of access to all industry hubs.”

The company prides itself on providing outstanding customer service and solutions delivered in a safe and timely manner, and that are tailored to the specific needs of each client. It is this commitment to its clients’ needs that has resulted in Camco gaining a reputation as a leader in mechanical

Gear Drive Services Gear Drive Services specialise in refurbishment/overhaul and repairs of all industrial gearboxes/ Drive Assemblies and have one of Australia’s most advanced load testing facilities.

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Like many successful companies, your business is growing quickly. Finding a high-quality, cost-effective supplier to be your contract manufacturing may be the best solution for you.

HFSI, a diversified engineering and manufacturing company that specializes in mechanical, electrical, electronics products, can provide your business the exceptional services. HFSI has earned a reputation for delivering quality components and products at low cost that helps our customers improve their market position.

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• Installing more machining facilties to deliver quality products to our customers on the dot and even ahead of time.

• One more re-heating furnace of higher capacity for capabilty of handling a wider range of steel grades.

APAC Outlook issue 51 | 143

CAMCO ENGINEERING engineering across each of the industries it operates within, and Wigley has had the privilege of watching the company’s growth for more than two decades.

FROM PAST TO PRESENT Wigley graduated in economics before spending time in the finance sector prior to his place with Camco.

The finance sector fuelled Wigley’s drive for results, and 21 years ago, when the chance arose for him to join the company, he took the opportunity.

“I was effectively there to do whatever needed to be done, and at that point Camco was a small business,” Wigley reflects. “Despite that, it was growing fast. Camco engaged directly with the end users and required systems in place to deal with commercial, QA, HSE, HR and other aspects of the workplace.

“I was appointed as General Manager 12 years ago as our growth trajectory really started to climb.

And since then, working in the manufacturing industry has given me the opportunity to gain experience in a range of interesting areas such as commercial contract negotiation, quality assurance systems, pricing strategy, production technologies and methods.”

This growth exists currently, and as part of the company’s upwards trajectory, the owners of Camco have committed significant capital in the construction of two new bespoke manufacturing workshops. Totalling nearly 4,000m2, the concrete column constructed buildings includes lifting capacity of up to 90 tonnes each. One of the new workshops will be utilised as an Advanced Manufacturing Facility for upcoming projects in the defence sector.

DIGITAL AGE Wigley’s journey with Camco has carried him through a revolutionary period of time; one in which digital and technological advances have 144 | APAC Outlook issue 51

BEHIND CAMCO ENGINEERING Camco’s people deliver the best possible customer service and solutions through shared knowledge, innovation, experience and accountability.

Continuous internal and external training ensures the company’s staff have the opportunity to reach their potential and develop appropriate technical skills to not only be the best in their field but deliver the best value to Camco’s clients.

Camco’s staff are experienced and passionate specialists and have the required skills to meet client objectives in a safe and timely manner.

Approximately 350 committed employees work tirelessly to ensure Camco Engineering maintains its market leading position as the service provider of choice. Continuous training and staff development builds on employee skills and competence and ensures customers the guarantee of quality and delivery without compromise.

In addition, Camco has a Western Australian influenced supply chain with the majority of its suppliers of goods and services being delivered locally, by locals. This supply chain is audited, and Camco has many suppliers who have been consistently supporting the company for 25 years.

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APAC Outlook issue 51 | 145

CAMCO ENGINEERING underpinned and spearheaded businesses and their success. Skip forward to the present day and Camco is continuing its push to become a digital environment.

“The company’s movement into becoming paperless is a cultural shift

146 | APAC Outlook issue 51

but we are developing tools that allow for efficient image capturing when it comes to condition reporting and traceability,” Wigley continues.

“There has also been a strong focus over the past two years on physical and personnel security,

as well as cybersecurity. We have recently achieved Defence Industry Security Programme (DISP) Entry Level accreditation to support the management and control of Intellectual Property, especially for our customers.

MANUFACTURING “DISP accreditation includes a stand-alone server with strict access controls and has also resulted in greater physical security as well as cybersecurity. All new employees are security screened prior to employment with Camco in accordance with the relevant Australian Standard.”

WORKPLACE DEVELOPMENT These employees are the backbone and the fuel behind Camco’s past and continued success in the Australian manufacturing space. The Camco team primarily consists of full-time permanent staff that are trained to a high level and are vital to the company’s day-to-day function.

“Training is intrinsic to what we do, and upskilling staff is an ongoing and

Current and future employees will secure Camco’s existing business fundamentals

important process,” Wigley elaborates. “A part of this upskilling process is our apprenticeship programme.

Since inception, Camco has employed apprentices and generally aims at maintaining a ratio of one apprentice to every 10 tradespersons. This is spread across the various engineering trades and across the apprenticeship year levels. Departmental rotations allow every apprentice to receive

comprehensive and rounded training across engineering in general as well as specialised, trade specific skill development.”

Camco also has an Innovate Reconciliation Action Plan (RAP) endorsed by Reconciliation Australia. According to Wigley, with a commitment to providing longterm career pathways for Aboriginal and Torres Strait Islander peoples,

Camco are well underway with their contribution towards a reconciled Australia.

“Our Indigenous Engagement plan is underpinned by utilising our apprenticeship and traineeship programmes as the pathway for training and to provide a long-term career pathway and meaningful employment,” he tells us.

“Looking to the years ahead, we know that our current employees, as well as those to come, will ensure Camco’s existing business fundamentals; to consistently deliver a quality product, on-time every time and at the right price for our long-standing resource-based customers.”

Phone: +61 8 9455 2200 general@camcoeng.com.au www.camcoeng.com.au

APAC Outlook issue 51 | 147

ROSTI

FROM CONCEPT TO REALITY A renowned player in 3D printing, we examine Rosti and explore the role it plays in delivering prototype products across Asia Writer: Sean Galea-Pace | Project Manager: Matthew Taylor

B

eing first to market is critical.

Without innovation, progress stagnates.

This is especially true in manufacturing, an industry renowned for being at the fore of the latest technology. Digital transformation is here, and artificial intelligence (AI), automation and machine learning are

148 | APAC Outlook issue 51

all playing lead roles.

And leveraging 3D printing at scale is Rosti. The company is a globally recognised expert in precision plastic injection moulding. Rosti’s leadingedge technologies take products through a journey of concept to completion and also deliver a full range of contract manufacturing

services. Depending on the requirement, Rosti can manage the project from the beginning to the end while providing design support, supply chain management, assembly and logistics.

Today, Rosti is leveraging 3D printing to deliver prototype products to clients in Asia within three days due

MANUFACTURING

WHAT IS 3D PRINTING? 3D printing, or additive manufacturing as it sometimes known, is the procedure of making three dimensional solid objects from a digital file.

to its digital innovation lab in China.

In fact, it’s a sign of how technology transfers go both ways now between China and Europe.

“3D printing has been around for a while, but we applied such technique to printing injection mold cores and cavities and allowing prototype parts to be manufactured in design intent

material, which offers invaluable service for our customers and their new designs,” comments Patrick Williams, Senior Vice President of Rosti’s Asia operations.

As part of Williams’ role at Rosti, he is responsible for strategic direction, vision, growth and performance of the organisation’s flagship facilities.

The development of a 3D printed object is accomplished through additive processes. In an additive process, an object is formed by laying down successive layers of material until the object is made.

Each of these layers can be seen through a thinly sliced crosssection of the object.

3D printing allows the user to build complex shapes using less material than the usual manufacturing methods.

APAC Outlook issue 51 | 149

ROSTI

Demag Plastics Machinery High-standard injection molding machine, as an innovative production equipment, is playing an important role in various areas of plastics processing, such as in automotive, packaging and medical industries.

Integrated with additional features, an injection molding system can go beyond traditional functions to offer more advantages.

Demag and Rosti, two companies that have been working together for 20 years after they came to China, have become a powerhouse team in the injection molding industry.

www.demagplasticsgroup.cn

“THE ONE THING COVID-19 HAS NOT BEEN ABLE TO DO IS TO BREAK OUR SPIRIT” – PAT WILLIAMS, SENIOR VICE PRESIDENT, ROSTI Having worked at the firm for over 34 years, Williams has witnessed transformation up close and is amazed at the acceleration of innovation.

“It’s been the single biggest game-changer for our business,” he comments. “When we first came to China at the request of our thenlargest customer in Europe, we were primarily regarded as a manufacturing operation largely dependent on our established manufacturing technologies in Europe. Now, it’s very much a two-way street.

“We’ve gone full circle and are successfully transferring cuttingedge manufacturing technologies from China back to Europe, at the same time as integrating the best technologies from Europe into our Asian operations.”

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THE ROSTI WAY Having been launched in 2012, Rosti Malaysia began as a way of supporting existing customers manufacturing needs in the region.

Rosti had operated in China for 10 years prior and had to transfer some products made in north Asia to Malaysia with changes in the customer’s manufacturing strategy.

The aim was to simplify the supply chain through localisation.

Through the joint efforts of the Malaysian and Chinese teams, Rosti achieved this and localised the supply chain’s full ecosystem in Southeast Asia. It took Rosti five months from obtaining its business licence to producing its first parts. This was made challenging as a result of the speed required to hit the key milestones for

its customers while maintaining the high standards of customer service that Rosti had set in China.

“We are a customer-driven organisation and customer service is at the centre of everything we do,” says Williams. “We call it ‘The Rosti Way,’ which both Rosti China and the Malaysian facility follow.”

COVID-19 APPROACH However, like most businesses across the world, Rosti faced unprecedented disruption upon the COVID-19 outbreak. Fortunately, Rosti’s diverse market segments provided a natural hedge against a more significant decrease in demand that many companies experienced.

“Rosti has had to adapt and has implemented a range of measures that allowed us to keep each of our eight facilities around the world operational,” comments Williams. “The safety of our 3,200 employees globally has always been our top priority.”

MANUFACTURING

Systec 100-310 C

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Medical Class 8 Clean Room Manufacturing

APAC Outlook issue 51 | 151

ROSTI The pandemic meant that the future of the market remains uncertain, however, operating with an agile and lean approach has allowed Rosti to sit poised to take advantage of any potential opportunities that may arise. As such, Rosti Asia 3D printing services allow firms to prototype and create essential products and costeffectively reduce the delivery time from four weeks to three days.

Rosti’s state-of-the-art digital technovation lab began in Suzhou, China last year, which has transformed what Rosti can provide to customers in terms of product development.

“The one thing COVID-19 has not been able to do is to break our spirit,” adds Williams. “Our innovation centres are still busy bringing our customers products to life. For our customers, we are big enough to cope internationally, financially stable in

3D Digital Lab

152 | APAC Outlook issue 51

the face of setbacks, and are small enough to care locally.”

The arrival of COVID-19 added a layer of complexity to product development. Agility has never been so important, and it has made it essential to get products to market quickly and efficiently. While manufacturers do spend a significant amount of time and energy on prototyping parts and development tooling, they must now streamline these processes and deliver custom design intent parts in hours rather than weeks.

In recent years, a four-week prototype lead time was considered world-class rather than normal. The organisation reduced this process to as little as 72 hours. By getting involved in customers’ designs at the concept stage, value is maximised and evolved with manufacturing

processes in mind. For example, at the beginning of the pandemic, Rosti were able to quickly begin manufacturing parts for PPE equipment in its innovation centre and provide the PPE where it was needed most and quickly. From cleanroom production to the development of precision parts, this type of innovation can happen through agile medical device manufacturing.

As such, it is Rosti’s belief that it is why producing custom prototype parts quickly is vital while also delivering them on design intent materials that are produced to the exact same requirements as the final product. For instance, Rosti leverages state-of-the-art 3D printing techniques in the tooling creation process, which has increased the speed with which customer’s designs are brought to life.

MANUFACTURING

THE ROCTOOL SYSTEM Following over a year of researching the technology, Rosti installed its first Roctool system. The patented technology quickly heats the tools surface by induction and cools it rapidly.

Rosti’s innovation project team created a development tool with our partner Roctool to prove the concept and ensure that aesthetically, the component had the same finish as the painted one before it. The original enclosure design had three parts with gloss and matte finished and Rosti knew Roctool would allow

different surface aesthetics in a single part. This meant that instead of three tools moulding the enclosure parts, painting one of those and then assembling them into a single part, the finished enclosure would eject from the mold in one step.

Rosti believed that sustainability was an influential reason for piquing the customer’s interest as carbon footprint would be decreased by 40 percent as a result of the move to the Roctool process. In addition to the greener approach, Rosti’s usage of Roctool addresses the pain point for the cable boxes. In a previous

design, the main element, which was 25 millimetres high and featured a high gloss painted logo, often suffered from scratches in the field or portrayed defects when molded. The boxes are created for a lifetime of nine years and often need replacement because of surface damage. However, via Roctool, the customer is provided with a more durable surface in comparison to the painted version and the boxes are anticipated to have a longer service life in the field, further enhancing the carbon footprint of the product lifecycle.

Ultimately, there are many clear advantages to 3D printing. It is quick, lower cost and scalable for low-volume production. However, arguably most importantly, 3D printed tooling allows a product to be created in the exact same injection-moulded material that will be used in the final product. But, this is only the start. The possibilities for the technology and indeed, Rosti, are limitless.

Tel: +86 512 62952000 suaajb@rosti.com www.rosti.com

APAC Outlook issue 51 | 153

TPAC

PACKAGING WITH A DIFFERENCE

Kevin Qumar Sharma, CEO at TPAC, discusses what sets his organisation apart amidst transformation in the industry Writer: Sean Galea-Pace Project Manager: Matthew Taylor

D

oing it differently isn’t an easy feat to accomplish.

It requires well-thought planning and an agile mentality to ensure that when things aren’t working, they’re tweaked and tinkered with to ensure they do.

Introducing TPAC. TPAC is an end-to-end packaging company with a market leadership presence in Thailand, Malaysia, India and the UAE, exporting to approximately 44 countries worldwide. The company’s manufacturing plants are equipped with the latest technologies required for the manufacturing of rigid plastics (precision injection moulding, 154 | APAC Outlook issue 51

extrusion blow moulding and PET single and two stage moulding).

Its competitive advantage revolves around three key areas, according to the company’s CEO Kevin Qumar Sharma.

“First and foremost, there is the strength of the design lab,” he comments. “We’re highly focused as a company on our craft. By focusing within this relatively narrow packaging niche, it has allowed us to become truly world-class at what we do. In recent times, we have further developed our capabilities to intimately understand the desired branding and market positioning of the product, to influence our conceptualisation. In the past, our focus was more technical in terms of how we developed projects but today we are more holistic in our understanding of a project and really understanding the brand’s aspirations are now an integral step in our product design journey.

“Secondly, it’s our hygiene DNA. 90 percent of our portfolio is focused on serving the food and pharmaceutical end segments which require robust clean room infrastructure and most importantly, a certain mindset amongst shop floor and management teams.

“Finally, it’s the culture. Despite the fact that we’ve been around for 40 years, we describe ourselves as a start-up. This is because our truly transformative journey began just over five years in 2016 when

there was a change of control at the shareholding level, and I was provided with the opportunity to lead the firm as CEO.” It was at this point that we became serious about being world-class.

During the past five years, we’ve quadrupled in size and have gone from three plants in Thailand to 12, with two more under construction in India, across four countries. Our growth story has produced a certain entrepreneurial culture amongst our teams.”

MANUFACTURING

And he should know. Having served as CEO since 2015, Sharma is equipped with a comprehensive understanding of how TPAC operates and is an experienced industry professional. However, the first 10 years of his career were spent as an investment banker in London.

“This initial decade of my career as a financier, to some extent, shaped me as a professional,” he recounts.

“But, after almost a decade in the finance industry, my entrepreneurial hunger to build a world class business

over the long-term was stronger than ever. Furthermore, having grown up in Malaysia, my heart was in Asia, and I yearned to return to Asia as an entrepreneur. It wasn’t the manufacturing industry per se that interested me, rather the idea of building a world-class global business from my base in Asia that truly excited me.”

INNOVATION AND EVOLUTION TPAC’s projects begin with its design teams working closely with

customers to conceptualise the look, feel and desired functionality of the project. New technology such as automation systems enhances the company’s quality systems in product inspection and packing are also vital components across the production lines. While TPAC is primarily focused on serving segments that necessitate the strictest of hygiene requirements, particularly those of the food and pharmaceutical segments, clean room manufacturing is deeply embedded into the company’s DNA as all plants APAC Outlook issue 51 | 155

TPAC are equipped with the required certifications to serve end segments.

Over the past few months, TPAC has prioritised innovation and launched several projects through recycled PET (rPET) for particular personal care applications. “This involved close collaboration between ourselves, customers and the rPET supplier to operate multiple trials with varying levels of recycled content.

It’s really encouraging to see this evolution in our industry, especially with PET,” says Sharma. “We’ve seen significant forward transformation with the PET recycling infrastructure and we’re hopeful that the recycling infrastructure of other polymers such as PP and PE will soon follow suit.”

Today, TPAC has three geographic growth engines which is Southeast Asia, India and the MEA (Middle East and Africa). “We have already established a presence in Thailand

VISION: To be a company whose innovations positively impact the world and a place attractive to the most passionate packaging minds.

MISSION: To collaborate passionately, always showing customers the latest developments.

CULTURE: 1. Dream – TPAC aims to be a global name and a leader in packaging innovation. This can only begin with a dream.

2. In Data We Trust – If you can’t measure it, you can’t improve it.

3. Lifelong Learners – TPAC’s mindset is one of continuous learning, always a student, always curious.

4. Listen – Customers talk, TPAC listens.

156 | APAC Outlook issue 51

and Malaysia,” outlines Sharma.

“This has meant that Vietnam, the Philippines and Indonesia are markets that are high up on the ASEAN priority list. In India, we have plants in the west and north of the country.

However, we currently don’t have any facilities in the south and east. For us, developing a pan-India presence is our Indian team’s priority.

“In terms of the Middle East, we currently have plants in the United Arab Emirates. We export around the GCC and even to Africa. This means that large markets such as Egypt and Saudi Arabia are interesting for us. Overall, the emerging markets are really where our heart lies and getting closer to our customers to more effectively serve them is a key priority.”

A DIVERSIFIED SUPPLY CHAIN A robust supply chain is essential to long-term growth and success, as many organisations found to their expense during COVID-19. Without an alternative method of supply, companies run the risk of being unable to operate. Indeed, it’s a key reason why TPAC has a localised supply chain for each respective

market. “Thailand, Malaysia, India and the Middle East all have developed petrochemical industries which permit effective local raw material sourcing,” explains Sharma. “Our sales are predominantly domestic within each of our countries, as rigid plastic packaging tends to be voluminous.

But, for certain products, particularly those where we can achieve very effective packing density such as caps and closures, this is where exports are prevalent and is where TPAC exports to 44 countries globally.”

Forming key, strategic business relationships makes operating a successful business in the manufacturing space considerably easier. Sharma believes that TPAC takes great pride in relationships that are long-lasting and are formed over multiple decades. “When we make acquisitions, great care is placed to understand the historical context of the company relationships and thought is given to how we can take these relationships to even greater heights,” says Sharma. “A successful partnership is all about an alignment of core values. In life and in business there will be good times, but there will be challenging times so the ability to

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sit across the table with our partners with a mindset of ‘we are going to figure this out together’ is imperative.”

A STRONG RECRUITMENT STRATEGY TPAC has over 2,000 staff across its bases. With such a significant number of employees, how does the company keep them all happy? It begins with recruitment, according to Sharma. “The way in which we recruit at the company has evolved a lot,” he reveals. “We went through a lot of HR literature in order to come up with a comprehensive framework for how we assess talent. I got frustrated with superficial interviews and a lack of uniformity in how we were assessing talent. Without uniformity, how do you benchmark talent against each other?

“Another gap that was identified in our hiring process was the lack of clearly defined objectives relating to a role. If you were to ask different

members in the team, what the objective is for the role we are hiring for, it was likely that each of our different team members would provide divergent answers for what qualities are most critical for the role, and for what the role actually entails.

This has meant that the need for TPAC to develop a robust hiring framework was critical, and so we did. What I can say is that the level to get into TPAC today is considerably higher than yesterday. The bar gets higher every day and that’s the way it needs to be!”

For Sharma and TPAC itself, the future looks bright. With the next few years in mind, the company has big plans to continue to transform and grow.

“Earlier this year, we formalised and shared with all our investors our aspirational plan for 2023. In summary, our aspiration for 2023 involves TPAC doubling our 2020 EBITDA within the next three years,” he discusses.

“We will do this by a combination of inorganic acquisitions and all of our existing businesses growing around the mid-teens type of levels.

In the near term, TPAC also plans to graduate onto the main board of the Stock Exchange of Thailand.

At present we are listed in the MAI (market for alternative investments).

“Most importantly, we will continue to take our world-class transformational journey extremely seriously. As long as we continue to do this, I have no doubt that our customers will continue to trust us and view us as their trusted packaging partner of choice.”

Tel: (+66)2-897-2250 www.tpacpackaging.com

APAC Outlook issue 51 | 157

JLE HOLDINGS LIMITED

SEIZING OPP Executives from JLE discuss the importance of operating with an agile approach in the industry on the back of 2020’s challenges and disruptions Writer: Sean Galea-Pace | Project Manager: Joshua Mann

Ok Tedi Mine

158 | APAC Outlook issue 51

CONSTRUCTION

PORTUNITY

A

proactive approach comes with risks, but the rewards are immense.

Being the first to market while having an ear close to the ground isn’t easy, but do it successfully and your business can grow exponentially. And with its finger on the pulse to pounce on the latest opportunities is JLE. APAC Outlook issue 51 | 159

JLE HOLDINGS LIMITED The firm is a privately owned New Zealand industrial and commercial contracting business.

As a multi-discipline contractor, JLE has established itself as a leading electrical contractor in the country. The company has the largest geographical coverage for a business of its type and has all the systems to manage this. The diversity of JLE’s capabilities provides the ability to deliver turnkey projects in both the mechanical and electrical fields. In addition, the company delivers a range of products and services through a series of branches distributed throughout the Pacific, and has operations in New Zealand, Australia and Papua New Guinea.

Kyle Nicol is General Manager Projects at JLE. He has more than 20 years of experience in delivering and overseeing multi-discipline projects in the infrastructure and industrial sectors across New Zealand, Australia and the South Pacific. Kyle has

Ok Tedi Mine, workshop

160 | APAC Outlook issue 51

robust project controls, commercial and contract capabilities which are applied throughout the JLE business, and he is clear about his company’s competitive advantage.

“We’ve got the track record,” he comments. “We’ve been involved with some of the largest industrial projects that have happened in New Zealand.

We’re quite a niche contractor that can do small or large projects depending on what the customer wants, and I believe it is that capability which sets us apart.”

Under Nicol’s eye, JLE is currently completing a major project in South Auckland. Headed up by lead contractor Fletcher Construction, JLE is completing the electrical installation on a new 50 million litre per day water treatment plant to cope with the demands on water usage.

“One of the biggest opportunities in New Zealand surrounds infrastructure,” explains Nicol. “This isn’t just roading but actually water

Active Electrical Suppliers Active Electrical Suppliers is New Zealand owned and operated with 26 trading operations throughout NZ. Branches boast comprehensive ranges of inventory combined with skilled, experienced staff. The branches are supported by a team of efficient estimating, lighting design, and technical services. Active has strong local and international connections which provide access to unique products and services.

Active’s business has been built on a sound technical basis which has resulted in volume supply of products via electricians and technicians to industries, commercial, and residential developments throughout NZ. Also catered for is data, security, and communications products which has been recently expanded to feature increased product lines and technical resource.

Active also offer a range of competency courses and are accredited providers of the bi-annual refresher courses for electricians to maintain practising licences.

CONSTRUCTION

Suppliers of quality electrical and communications products to electrical and data contractors and industries throughout New Zealand.

Visit us online at www.goactive.nz | Email us at admin@goactive.nz Reach us by phone on 09 555 7741

Michael Pigott, Kyle Nicol, JLE

APAC Outlook issue 51 | 161

JLE HOLDINGS LIMITED

CTEK Congratulations to JLE on your growth and success. CTEK partner with JLE to offer support for control system and automation work, FAT, Commissioning and SAT activities, adding great value to JLE.

and wastewater treatment. The current infrastructure is significantly behind where it needs to be, and the plants don’t have the capacity to keep up with the population growth. This has meant that the South Auckland project has become our largest current project.”

Michael Pigott is the CEO at JLE. With extensive experience in electrical contracting, operations and maintenance, Pigott has an MBA in Business and sits at the helm of the organisation.

“We have the multi-disciplinary approach which is key and have a great selection of blue-chip clients that we’ve worked with for many years that are returning customers,” he adds. “We have a well-established, long-term team who understand our values and culture – that’s very important.”

Recently, JLE completed its largest project in over five years regarding a geothermal power station in Northland. Nicol affirms being aware 162 | APAC Outlook issue 51

of the latest opportunities and taking advantage of them is essential to success.

“Power generation and water/ wastewater treatment are the two key drivers in the industry at the moment,” he explains. “Renewable energy in New Zealand is a clear focus area, particularly in terms of wind, hydro, geothermal and solar. That renewable energy and infrastructure side of things are definitely going to be major growth areas for us and the industry in the years to come.”

As a result of a government mandate which is aiming to reduce New Zealand’s reliance on fossil fuels, JLE has had to adapt quickly.

“In Taranaki, it has always been petrochemical, oil and gas focused before,” discusses Nicol. “However, we’ve had no choice but to change.

This has meant that the resources that we usually have in terms of petrochemical and oil and gas, we’re redeploying to renewable energy applications.”

Founded in 2004, CTEK design and implement Process Automation software solutions and Information Management Systems for the manufacturing, process, water and utilities sectors. CTEK has specialist knowledge and expertise to undertake audits, project design/ build and commissioning, database development and MES & MOM software implementation. CTEK offers engineering consultancy on design and selection, development of functional requirement specifications, process and controls engineering, FAT and commissioning. CTEK is the only CSIA certified company in NZ, with ISO 9001 and ISO 27000 certifications which provides our customers with the gold-seal mark of a professionally managed control system integration business partnership.

In recent years Operational Technology (OT) and IT integration have ramped up, resulting in many failures in this area, caused by the two systems not functioning in the same secure environment. This led to CTEK founding a new company First Watch a specialist industrial cyber security company which undertakes cyber security assessments, delivers a cyber security product to protect ICS systems. Demand for First Watch’s services is booming, and the company has seen real growth for the past 18 months. ‘Decision-makers have become aware of the need to safeguard their enterprises, digital assets, and the sort of injury a cyber event could cause’, says Bob Stokes, Founder and Managing Director of CTEK.

www.ctek.co.nz

CONSTRUCTION

Ground Floor, 21 Home Straight, Te Rapa PO Box 9244 WMC, Hamilton 3240, New Zealand

Trusted partner for JLE for Industrial Automation and Integration Applications

P +64 7 957 9930 info@ctek.co.nz www.ctek.co.nz

Designing and implementing Automation software solutions, System Integration, and Information Systems for the APAC region

SERVICES • Process Automation solutions • System Integration • Scada Systems • Telemetry and radio solutions • 24x7 Service Support • Training

• Audit and Documentation • Reporting, batch and recipe systems • Track and Trace solutions • Software Development + more

First Watch® is a specialist industrial cyber security company which undertakes cyber security assessments, delivers a cyber security product to protect ICS systems, carries out network and Windows cyber remediation work, and offers managed services including a Security Operations Centre. A company formed from between CTEK, Waikato University, a top cyber security research university in New Zealand.

SERVICES • • • •

Cyber Security Assessments Penetration Testing Cyber Security Training Third Party Services Assessments • Managed Services • SOC-as-a-Service

• Infrastructure and Architecture Reviews • ICS Plant Specific Playbooks • Attack Vector Analysis • Virtual CISO + more

Info@first-watch.co.nz | +64 7 957 9940 Ground Floor, 21 Home Straight, Te Rapa | PO Box 9244 WMC, Hamilton 3240, New Zealand www.first-watch.co.nz

APAC Outlook issue 51 | 163

JLE HOLDINGS LIMITED

MANAGING THE PANDEMIC The COVID-19 pandemic caused disruption across the world; however, it impacted some organisations more than others. For JLE, the firm were quick to implement safety procedures at the beginning of the pandemic and ensured there was a constant stream of communication.

“Our business was deemed an essential operation because we provided services to the infrastructure and food sectors. This meant that we had a core team that worked throughout the pandemic,” explains Pigott. “A lot of our staff worked from home which worked very well.

Fortunately, we were in a good position, and this meant we could keep paying our staff and avoid making anyone redundant. Post COVID-19, we have been reasonably busy catching up with work we couldn’t complete because of the pandemic and do things that people wouldn’t have thought of before.”

164 | APAC Outlook issue 51

CONSTRUCTION

Switchbuild specialises in the design, engineering and manufacturing of switchboards and the integration of process & control systems.

Switchbuild has an established presence (since 1976) as industry leaders providing a comprehensive integrated service covering innovative and customised switchboard solutions.

Switchbuild are system integrators supporting the programming and commissioning of industrial automation devices.

The key attributes of our products and services are a well-engineered solution based on best practice, performance, reliability, safety and conformance to all current industry practices and standards.

Switchbuild has an in-depth working knowledge of electrical installations and the practicalities required to ensure a fit for purpose project offering. switchbuild.co.nz | sales@switchbuild.co.nz | +64 (03) 466 4281

A major success for JLE amidst the pandemic was the fact that the company managed to maintain all staff throughout the COVID-19 period.

“We didn’t make anyone redundant and managed to pay our staff all the way through which we were very happy about,” discusses Pigott.

“We kept our structure in place and consistently held a virtual weekly meeting to ensure we still had a routine. Communication was key so we always made sure we kept people up to date with the latest information and implemented support services for those struggling.”

Nicol adds that because the situation was everchanging, it was vital to adapt at little to no notice. “It was new to everyone, so we were constantly taking direction from the government,” explains Nicol.

“However, we were really impressed how everyone pulled together and we came out the other side in a very good place.”

“WE’VE COMPLETED SOME GREAT WORK WITH CLIENTS, AND WE WANT TO CONTINUE THIS OVER THE NEXT FEW YEARS” – MICHAEL PIGOTT, CEO, JLE HOLDINGS LIMITED

JLE Hawera Workshop

KEY COLLABORATIONS The importance of establishing key strategic business relationships is essential to business continuity and long-term growth. For JLE, the firm operates with a number of local partners that are influential and there are some relationships that the company has fostered since its inception.

“Our long-lasting partnerships with wholesalers that provide electrical equipment and materials is essential,” says Pigott. “We also have a number of key mechanical suppliers and have some providers that assist us with technology and design to ensure that we provide the right solutions for our clients.”

With important relationships in mind, JLE has worked with Ok Tedi, a 100 percent PNG-owned mining firm, since 2016. Nicol believes it is collaborations such as this which are critical to his company.

APAC Outlook issue 51 | 165

JLE HOLDINGS LIMITED “We initially helped construct a new mine workshop for them from 2016 until 2018,” says Nicol. “On the back of our performance, we began to work on their replacement crusher which was worth 800 million kina. We provided New Zealand, Australian and Filipino resources, ranging from builders, electricians, welders and project engineers. We ended up peaking at 53 and we were the largest expat resource supplier on the project.”

Holcim Cement Terminal Timaru

166 | APAC Outlook issue 51

“WE WERE REALLY IMPRESSED HOW EVERYONE PULLED TOGETHER AND WE CAME OUT THE OTHER SIDE IN A VERY GOOD PLACE” – KYLE NICOL, GENERAL MANAGER, CONTRACTS, JLE HOLDINGS LIMITED

Nicol is clear about what he looks for when it comes to partnerships with companies such as Ok Tedi. “While Ok Tedi is a government-owned mine, they seem to operate differently from the power generation and water and wastewater side of the department.

Ultimately, it comes down to people that we like to work for, the same aligned culture and a similar importance around health and safety. This is vital.”

CONSTRUCTION

Erima Fuel facility PNG piping

Nu Energy Power Station

Duplex tank

Vale New Caledonia

THE FUTURE Looking ahead, Pigott is seeking to rebound after the challenges of the past 18 months and reveals that New Zealand’s government is providing significant investment.

“We’ve completed some great work with clients, and we want to continue this over the next few years,” he says. “The government is investing billions in infrastructure over the next few years, and we see this as a key component of our business. As we move away from oil and gas, there’s a lot of interest in hydrogen at the moment so the future looks exciting.”

“It’s early days, but I expect we

will see significant opportunities.

Today, manufacturing is beginning to commence in New Zealand. We have the very best technology available, so why not New Zealand?”

Indeed, Nicol agrees and believes that the future looks bright at his organisation. “Since 2010, our strategy has been to target those niche, remote location opportunities,” discusses Nicol. “We’ve got a reasonable foothold in Australia, and we are one of the biggest New Zealand contractors in Papua New Guinea.

“Pre-COVID-19, we were just about to start concentrating on the Pacific

and were beginning to look into Fiji.

Once we get over this period, we will focus on those remote locations where other contractors won’t want to go. It may not be for a few years, but we need to be opening up our market again to the Pacific. We’ll get there.”

Tel: +64 9 5795220 askjle@jle.co.nz www.jle.co.nz

APAC Outlook issue 51 | 167

TAYLOR

BUILDING NEW SOUTH WALES

Cardinal Freeman Village: Redevelopment of the retirement village over two stages. Works included construction of 97 new independent living units, underground carpark, new open landscaped space, new community facilities and preservation of historic buildings

168 | APAC Outlook issue 51

CONSTRUCTION “The way we conduct our business, it’s not just about the contracts and projects, it’s about collaborating and communicating with our clients even after the project is finished.” George Bardas, CEO of Taylor, discusses the company’s people-centric methods of operation in Australia Writer: Marcus Kääpä | Project Manager: Sam Love

A

fter graduating in Civil Engineering, George Bardas found himself working for Baulderstone Hornibrook, the biggest construction group in Australia at the time. Now, standing as CEO of the industry player Taylor Construction Group (Taylor), Bardas can reflect on a prestigious career in the country’s exciting and ever-changing construction space.

“I also worked as General Manager at a regional and national level for a German company, Bilfinger Berger Group, that was recognised globally as one of the largest in the sector,” he recounts. “Thereafter, I moved to the Australian company Built, and then Richard Crookes Construction (RCC), before coming to work for Taylor.”

APAC Outlook issue 51 | 169

TAYLOR

Taylor Annual Charity Golf Day LOCATION: St Michaels Golf Course, Little Bay, New South Wales SUPPORTING: Sporting Chance Cancer Foundation FUNDS RAISED: $130K, 2020 & 2021 Taylor has hosted five consecutive golf days having raised over $300K to help make a difference by supporting the important work of our chosen charities.

TAYLOR AT THE CORE Founded by Mark Taylor more than 25 years ago, the company has built a strong reputation across New South Wales based on Mark’s fundamental principles; that listening and understanding clients’ objectives, as well as building meaningful relationships with people, clients, and business partners, makes a key formula for being recognised as a trusted advisor and delivery partner of choice in the state.

Now, with 250 team members, Taylor services its clients across five core divisions including construction, refurbishment & live environments, industrial, regional and property.

The company believes that completing quality projects on time and on budget is a given. Taylor strives to deliver more. The company is nimble and responsive, and it creates enduring spaces by focusing on the end user, connecting the projects it delivers with the needs of the people who use them.

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Taylor is a dynamic construction and property delivery partner that prides itself on connecting people and spaces. Established in 1994, Taylor designs, constructs and develops diverse projects for a wide range of sectors from a project’s initial inception to full completion.

“Working at Taylor means a lot to me,” Bardas elaborates. “It was founded by Mark Taylor, and Mark’s late father was the person who first introduced me to this industry.

Because of this, working for the company resonates at a deeper level; I am actually working for the son of my first ever boss in the sector.

“Here at Taylor, we have a very diversified construction business, and we are currently working on multiple projects ranging from brand-new schools to commercial offices, and even the refurbishment of the World Heritage listed Sydney Opera House.”

CONSTRUCTION DURING COVID-19 Taylor’s construction and business operations span many fields such as health, education, data centres, residential sectors, as well as commercial and industrial projects.

According to Bardas, despite the largely negative global impact of COVID-19, Australian construction has been seen and considered as an essential sector across the country.

“When COVID-19 hit, Taylor dealt with it very well, from both a health and industry perspective,” he informs us. “The large expenditure that the government has - and is - undertaking regarding infrastructure has made a lot of work available.

“This is the same in the building space. For example, in New South Wales alone, the government is spending over seven billion dollars on schools and in excess of six billion dollars on hospitals. This substantial

The equipment & expertise to assist your needs

Wildlife Retreat at Taronga Zoo

Wildlife Retreat at Taronga Zoo

PolAir - Bankstown Aerodome

Pf Civil is a family owned and operated business, with a wealth of experience and expertise within the industry.

If it’s Civil Contracting your in need of, they can handle all aspects of your project from maintenance, design and construction of both natural and physically built environments such as roads, railways, buildings, water reservoirs, subdivisions, airports, bridges, sewer systems, tunnels and dams as well as all other excavation works. They own the latest hi-tech, excavation machinery of all sizes available for excavation or demolition.

Wildlife Retreat at Taronga Zoo

Recent examples of their work, completed along side with Taylor Constructions include Wildlife Retreat at Taronga Zoo and PolAir - Bankstown Aerodrome.

pfcivil.com.au // info@pfcivil.com.au

TAYLOR

Raston Group Raston Group strongly focusses on providing a wide range of electrical & communications services within the Construction, fit-out and industrial sectors.

We are at the forefront of providing integrated building services for the design, installation and ongoing maintenance in all aspects of the electrical industry.

Our success derives from an unwavering dedication to provide high quality, reliable and cost effective solutions whilst building purposeful relationships with our people, clients and suppliers

TAYLOR SAFETY FIRST Safety is an integral part of the company and Taylor is committed to the health, safety and wellbeing of all those who work on a project. The company recognises that a safe workplace is essential in creating an environment where people can effectively contribute to achieving both their personal goals and business outcomes.

More than ever, this also means understanding and addressing the importance of people’s mental health.

Being proactive and concerned for the safety of others, means that through its work practices, procedures and behaviours, Taylor’s commitment is embraced by everyone who works for them.

This culture emanates from the top driven by strong leadership, and powers Taylor’s safety awareness, safe work practices and initiatives across its teams and client sites.

172 | APAC Outlook issue 51

Women In Construction: Taylor actively supports the role of women in construction and associated member bodies, to encourage collective action and responsibility for driving gender parity in the industry. Taylor also host an annual International Women’s Day event to celebrate the social, economic, cultural and political achievements of women growth has come in to replace the decline in the residential sector and has provided a lot of work and opportunities for operators in the Australian construction industry.

However, as always, opportunity and challenges go hand-in-hand. There are only 35 million people in the whole of the country, and so the building space becomes very competitive.

There’s a lot of current opportunity for work but it’s a very busy market.

“The Delta variant is now presenting us with new and greater challenges, but we will continue to adapt.”

COLLABORATION AND CONTRACTS In such a competitive market it is Taylor’s duty to stand above and apart from other players in the space.

And how does Taylor achieve this?

By continuing to be more than just a service; by being reliable throughout all levels of its operations and building a relationship with its clients designed

www.rastongroup.com.au

to last beyond the contracts.

“We have a personal touch to our company,” Bardas explains. “The way we conduct our business, it’s not just about the contracts and projects, it’s about collaborating and communicating with our clients even after the project is finished.

“We don’t forget about our clients, we don’t just assign a contract and move on from it, we build on our relationships to form a long-lasting channel between us.”

Taylor is heavily focused in New South Wales. As a regional business, the company’s efforts are centred around its clients who are within an easy travelling distance, allowing Taylor to work directly with them on-site and deliver directly to each one of them.

“We are also a very safety conscious business,” Bardas adds.

“We spend a lot of time working on and ensuring the safety of our employees and those we collaborate

CONSTRUCTION

Electrical | Voice & Data | Fibre Optics | Audio Visual | Industrial Automation

Raston Group strongly focusses on providing a wide range of electrical & communications services within the Construction, fit-out and industrial sectors. We are at the forefront of providing integrated building services for the design, installation and ongoing maintenance in all aspects of the electrical industry. Our success derives from an unwavering dedication to provide high quality, reliable and cost effective solutions whilst building purposeful relationships with our people, clients and suppliers.

Unit 2 727 The Horsley Drive SMITHFIELD NSW 2164 Phone: (02) 8599 6930 Email: info@rastongroup.com.au

Lindfield Learning Village, Stage 1 LOCATION: Lindfield VALUE: $56m CLIENT: NSW Department of Education Alterations and additions to parts of levels 3, 4, 5, 6 and 7.

These works comprise a series of 13 classrooms, workspaces, woodwork and science rooms as well as ancillary canteen, student assembly areas, administration offices and kitchen spaces.

APAC Outlook issue 51 | 173

TAYLOR

50 Norwest LOCATION: Norwest.

VALUE: $37.6m.

CLIENT: Cencorp Investments Pty Ltd. The project involves construction of a 10,500m2 NLA secure A-Grade multi-storey commercial building designed to achieve a 4.5 star NABERS energy rating. Upon completion, it will comprise two levels of basement carpark, level 1 carpark and six floors of office space from level 2 to level 7.

with. Across all of our operations it is our people, and those we work with, that are our most important asset, and their physical safety and wellbeing are part of this.”

OPERATING WITH CARE This level of safety echoes throughout the various projects Taylor becomes part of. On a personal level for Bardas, the refurbishment of the iconic Sydney Opera House stands as one of Taylor’s more unique projects.

“Baulderstone Hornibrook, the 174 | APAC Outlook issue 51

first company that I ever worked for, actually built the Opera House,” he tells us. “This occurred while I was a child, but the company was very proud of completing such a project at the time, and Taylor previously refurbished the main stage, prior to myself joining the company.

We have now returned again to refurbish the Concert Hall, to deliver improvements to acoustics, stage and backstage areas, theatre systems and accessibility. The safety of works in such a complex space is paramount,

as well as the timely management of procuring materials and theatre machinery for the refurbishment.

“There are a lot of heritage components that we need to preserve during the process, for example pulling out panelling and reinstating it in the correct place, as first installed 50 years ago, without causing any damage. Understandably, there is a lot of care and attention to detail required for this project, and we have received very positive feedback. It is great to be part of such a project.”

CONSTRUCTION

Wildlife Retreat at Taronga: The Taronga Wildlife Retreat provides an overnight conservation experience for visitors which wraps around a native wildlife sanctuary and is nestled within the new Australia Habitat. It includes 62 rooms across five accommodation buildings, guest lodge with external deck as well as a new kitchen and dining room.

Boomerang on Olympic Boulevard

Coopers Paddock, Warwick Farm: Construction of a new modern functional office and warehouse estate servicing the rapidly growing South West Growth Centre. This 52,000m2 industrial precinct consists of four warehouses including five offices, hardstand, carpark and loading docks.

Each of Taylor’s projects represent the capability and reliability of the company. In order to successfully undertake and complete such projects, the company is formed of several teams of professionals that truly make Taylor the success it is.

“We have approximately 250 employees that are proud to work for the business, rating us an Employer of Choice,” Bardas affirms. “The majority of them have been with us for the long term, and I believe that collectively we can take Taylor to

the next level of business without losing our fundamental reliability and commitment to client relationships.

“Over the next three years, I believe that we can turn over in excess of 750 million dollars and undertake more numerous, larger projects rather than smaller scale projects.”

In the years ahead, it is the aim of Taylor to expand and diversify its reach of sectors, one such field being that of the defence related projects, while maintaining its regionallycentric nature of operation.

LOCATION: Sydney Olympic Park VALUE: $131m CLIENT: Ecove. Construction of a new 39 level tower comprising 230 apartments, retail spaces, a Green Star rated commercial suite and a six floor carpark with over 350 spaces.

“At this moment we are not thinking about expansion plans beyond New South Wales, but that’s not off the cards,” Bardas tells us. “It all depends on the next few months, and I am excited to see where they take us.”

contact@tayorau.com.au http://taylorau.com.au

APAC Outlook issue 51 | 175

HAMES SHARLEY

Adelaide Oval

176 | APAC Outlook issue 51

CONSTRUCTION

BUILDING FOR A BETTER TOMORROW

William Hames, Chairman and Caillin Howard, Managing Director at Hames Sharley, discuss the firm’s continuous improvement strategy and innovation drive Writer: Sean Galea-Pace | Project Manager: Sam Love

To do it better.”

For Hames Sharley, the mission statement couldn’t be clearer. The Australian architecture firm operates with a lean and agile approach while harbouring a robust continuous improvement strategy.

“It remains the cornerstone of Hames

Sharley,” discusses William Hames, Chairman at Hames Sharley. “We’re observers of societies, evidence-seekers, boat-rockers, pragmatists and mainstays. With the benefit of hindsight, our accuracy in predicting how people behave, perceive, and value-build environments is uncanny.

“We deliver for each client a unique response that has enduring financial, environmental, and social value. In a nutshell, we became a multidisciplinary firm with an overarching mission to create solutions that allow communities to flourish.”

APAC Outlook issue 51 | 177

HAMES SHARLEY Hames Sharley was one of the first multidisciplinary firms in Australia and, earlier this year were ranked among the world’s 100 largest architecture practices in the world with World Architecture 100. The company specialises in architecture, urban design, town planning and interior design and continues to shape the future of its communities through the power of design and creativity, diversity of talent and development of employees who passionately cover a broad spectrum of industry sectors.

With mention to Hames himself, he is a qualified architect, urban designer and land economist and possesses high-level skills in retail and commercial property development, including land development. With considerable international experience, particularly in Southeast Asia, he is renowned for

urban design and city planning and is recognised on the design review panel for DevelopmentWA, is Chairman of the Reshaping Committee for the Committee of Perth and a member of Strategic Economic Advisory Group (SEAG) for the City of Mandurah.

Caillin Howard is the Managing Director of Hames Sharley.

The last seven years have seen Caillin as Managing Director playing an instrumental role in redefining the firm’s value position and proposition – leading Hames Sharley from its solid roots into a new and exciting future. With a strong understanding of corporate governance and the importance of structure and leadership, Caillin also possesses the imperative design skills earned from 22 years of industry-leading practice within Hames Sharley.

APAC OUTLOOK: WHAT, FOR YOU, DIFFERENTIATES HAMES SHARLEY FROM OTHER COMPANIES OPERATING WITHIN THE SAME INDUSTRIES AS YOURSELVES?

EQUITONE ‘Inspiring ways of living’ is our promise.

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We endeavour to provide sustainable, comfortable and beautiful living spaces that contribute to a better world.

Through our fibre cement materials, we aim to stay true to the raw, natural textures and hues, while giving architects the freedom to bring their imagination and designs to life.

Through coloured, high density, low maintenance and deemed non combustible, EQUITONE’s panels ensure a crisp, monolithic finish every time.

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Caillin Howard, Managing Director: “We remind ourselves constantly that design requires absolute selflessness to enable the communities we engage with to flourish through our designs.

“We stand by our principles and challenge preconceived ideas. Our vision is identified through three guiding principles: • Think for tomorrow, today.

• Deliver transformational solutions.

• Create an exceptional collaborative environment for outstanding people.

“We employ and develop leading professionals in research, sustainability, design, place-creation, and building information modelling (BIM) technologies. These experts constantly challenge one another and together develop new and exciting methods of approaching the design and delivery process.

“Our approach to a unique and innovative methodology has led to longterm relationships based on mutual trust between employees and clients.

This repeat business and our continuous involvement in visionary design is a testament to our company’s values and approach.” www.equitone.com

178 | APAC Outlook issue 51

A new facade material has landed.

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HAMES SHARLEY Despite the disruption caused by a global pandemic, Howard believes that Australia’s architecture industry is in the midst of an exciting and transformative period. “There are still lasting effects that have highlighted and changed human behaviour, on top of the development of this technology,” he explains. “But, as designers, we are fortunate to witness, observe and track those changes, which is the primary driver of us questioning how we develop places and spaces that respond to that changed behaviour.”

APAC OUTLOOK: HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO THE SUCCESS OF YOUR BUSINESS? WHAT DO YOU LOOK FOR IN A PARTNERSHIP? William Hames, Chairman: “We have very strong and articulated aspiration, missions, principles, and behaviours. We look for partners that share that same selflessness and approach to making the world a better place for the people we serve.

“We found through observation and experience that if we partner with people driven by the same ideals and are solely focused on projects and outcome first, then these relationships end up being successful.

“Given our multidisciplinary history, collaboration is in our natural behaviour. We have never had a bad relationship when teamed up with people who share that same approach which is why we spend so much time articulating the approach from the start and executing it throughout a project lifecycle.”

180 | APAC Outlook issue 51

However, Howard is well aware that the acceleration and adoption of new processes within the industry brings with it fresh challenges. “It’s a scary thought,” he admits. “The speed of these changes is outpacing previous decades of design responses.

Economically, while we are excited by the amount we are working across the country - we are also aware this is due to low-interest rates and subsidies from the government (partially in our defence, health, and education portfolios). There is also a considerable stimulus in the residential sector from a private point of view.

“And of course, with this, there is a worry that we are pre-building because of these subsidies. Money is cheap, and opportunity is high, but with low population growth because of COVID-19 - we need to ask if we are getting ahead of ourselves regarding supply and demand.”

INNOVATION AT THE FORE Hames Sharley has worked on a range of important and extensive projects.

However, according to Hames, there are three in particular that stand out for him: Fiona Stanley, Adelaide Oval and the Bell Tower. “We are incredibly proud of all the projects we work on, but we are most excited about the ones yet to be built or currently being created. These harness our current

CONSTRUCTION

Adelaide Oval has hosted both cricket and football at the highest level since Colonial times and its iconic, historic and cultural presence remains today. Now, cricket and football are bringing the two sports together at a newly developed Adelaide Oval - delivering an internationally renowned, world-class venue for the 21st century APAC Outlook issue 51 | 181

HAMES SHARLEY thinking as our thinking is evolving daily,” discusses Hames.

“These projects are pieces of architecture representing and defining a place – and that is an incredibly humbling experience. The people say we are proud of it and want to be represented by it,” says Howard.

After a bold move, due in large part to the firm’s pledge to creating a unique space to house its growing practice, combined with Perth City’s Fiona Stanley Hospital

Fiona STanley Hospital

incentives to attract new businesses, Hames Sharley saw the opportunity to repurpose the upper levels of a retail property that remained vacant for 35 years.

“Our own studio in Perth is also a great example of how Hames Sharley is committed to change and exemplifies how we are not just playing a part in the conversation but playing a role in the movement.”

To Hames Sharley, and Hames himself, innovation is one of the company’s most important focus areas. As such, the firm is about bringing in demographics and social geography to understand human behaviour, ecology to identify environment psychology systems, and work out how these impact the economics of development, land, and the responsibility of architecture, planning, and interiors.

“We believe that the natural pace of innovation and design has been outstripped by the rate of change in human behaviour. There has never been more of a need to find mechanisms and ways to amplify the evolution of design responses,” explains Howard. “We do this by reinvesting through our portfolios and into our research and understanding

of the future needs of these portfolios.

That way, we can offer our clients greater clarity in an uncertain future and have a higher level of alignment with delivering appropriate outcomes for human needs.”

SUSTAINABILITY INITIATIVES However, it is sustainability that is at the heart, and embedded across all operations. “We firmly believe that the less impact we create the world ends up a better place,” says Hames. “We always start with passively implementing outcomes and then looking at secondary active opportunities to reduce our footprint.

“We are passively making the building ventilate, collect, reflect heat all through its natural design without a mechanical component so that it should be balanced by itself. Actively, we can then engage in technology.

Secondly, while we are trained as designers to embed these processes from the beginning of every project, we also welcome and encourage the consideration and use of many measurement tools on the basis that these will give us legible and tangible measurements of sustainability.

“We understand that what we do is part of a complex system, so we

CONSTRUCTION

Bell Tower

Bell Tower

include principles of systems thinking and circular economy early, offering ideas as soon as the bid stage, to make sure we get an integrated design outcome.”

Hames Sharley has recently established two major investments: one is in its design methodology and ability to collect data and create value from it, and the other the investment in its people because it is a peoplecentric business.

“We are persistently investing in systems, processes, training, and education to continue to grow our

skill base and deliver at the highest level,” says Howard. “We will continue to investigate and chase down data and artificial intelligence (AI) opportunities to augment specific processes that will enable us to invest additional time into thinking and interpretation - which is where our value is.”

The importance of establishing key, strategic relationships with partners are an essential component of most company’s long-term strategy. Hames Sharley has established several important relationships, with its

collaborations with Autodesk and Microsoft among the most influential.

“Seamless connection between studios allows us to be one operational company delivering buildings throughout Australia and beyond,” discusses Hames. “Hames Sharley utilises a unified national system, enabling staff in all studios to work seamlessly regardless of location, from Perth to Sydney or the studio to home. We are keen to design, test and adopt emerging technologies. As a result, we are ensuring the best outcomes for staff and our clients. Technology is focused inwards and targets enabling staff to maximise their time and creativity while minimising costly overheads.”

Looking ahead, Hames Sharley isn’t content to rest on its laurels and is continuously striving to better itself.

“If we are not growing, we are not creating opportunities for our people within the organisation to grow at a greater leadership level. The reason we grow is to create a pathway for all our people,” explains Howard. “We are always striving to be better designers and better creatives. That will be a forever journey. Our solutions are always one of innovation – of design, productivity, and flexibility. It’s the delivery of lasting financial and social value – a legacy for each client and their community.

“We’re not here to present preconceived solutions – a building might be the last thing needed. We’re here to deliver a transformational future to clients and communities, so we let the chips fall wherever they may.”

Tel: (08) 9381 0200 marketing@hamessharley.com.au www.hamessharley.com.au

APAC Outlook issue 51 | 183

SIMONDS GROUP

GIVING BACK TO THE TRADE Rhett Simonds, CEO at Simonds Group, discusses the act of uniting with rivals to give back to the construction sector following a challenging 2020 Writer: Sean Galea-Pace | Project Manager: Sam Love

T

he last 18 months has seen unprecedented disruption and challenges.

Fortunately for Rhett Simonds, CEO and Executive Chairman of Simonds Group, the construction industry was one of the sectors that wasn’t as badly affected.

“We feel very fortunate, especially when you look at other industries such as hospitality, travel and entertainment. I feel for the people working in those sectors because it’s terrible to see what they have gone through and are continuing to deal with,” says Rhett.

Simonds Group consists of two integrated businesses: Simonds Homes and Builders Academy Australia. The company is renowned as one of the largest detached homebuilders in Victoria and is targeting growth in Queensland and New South Wales. However, the industry, through its representative

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CONSTRUCTION

APAC Outlook issue 51 | 185

SIMONDS GROUP bodies, united in the fight against COVID-19 worked with the state and federal governments to put in place the support the sector needed. “This led to the rollout of the ‘HomeBuilder’ scheme which has enabled and promoted the construction of new residential homes which helps underpin the economy and our

COMPANY AIMS HISTORY – Since 1949, Simonds has developed an enviable reputation for building Australia’s best homes. From humble beginnings, Simonds is now one of Australia’s leading home builders. Today, with three generations of builders providing hands-on experience, our commitment to building quality, affordable and desirable homes have never been stronger.

It is what truly sets Simonds apart.

PURPOSE – To help more Australians fulfil the dream of building their own home.

MISSION – To be Australia’s preferred home builder.

Rhett’s grandfather, Gary Simonds

performance as a country in general.

The state and federal governments have been a major force in supporting the industry and we’re very thankful.”

Having been founded by Rhett’s grandfather, Gary Simonds, the family has grown the business over the past 72 years. With the company having been in the family for generations, there was never a question over which direction Rhett’s career would take.

“My whole family have been involved in the building sector in some way throughout their entire lives,” discusses Rhett. “My grandfather is a qualified carpenter by trade, and he grew the business before my father joined him. My dad then became a qualified carpenter too before I entered the business around 20 years ago.

“For me, it was a bit of a no-brainer because all I ever wanted to do was work for my father and grandfather and it progressed from there.

However, I went down a slightly different path to my father and grandfather because I didn’t really pursue the trade side of things and opted for the professional route, such as university and learning about e-commerce. This provides a different skillset because we have two very accomplished builders in my father

CLAYTONS Claytons is a privately owned business that began making kitchens in the garage of a Melbourne residential home back in 1982. We have progressed since to be the trusted name we are today. We have been supplying Australian builders and renovators with quality joinery for over 35 years and value the relationships we have made.

With dedicated joinery and stone plants, we are committed to growing together with our customers. As such, our priority is to maintain our capability to adjust, manoeuvre and accommodate the needs of our customers at all times, albeit through favourable or changing economic times.

We attribute our success to our streamlined processes and continued investment in new technologies, R&D, together with our people and the culture we promote.

CLAYTONS ALFRESCO In 2016 we created the Claytons Alfresco retail brand to cater to a need in the market for outdoor kitchens. The resulting revelation is our collection of exciting new outdoor living and entertainment solutions. claytonsalfresco.com.au A GREAT PARTNERSHIP Claytons share a long history with Simonds Homes. Our partnership began in 1995 when we fitted out a display home in Melbourne to showcase our ability to produce innovative kitchen designs. Since then, the trend has continued, and our relationship has grown over the years to be one of mutual respect for makers of a quality product.

Simonds Homes is a valued customer to us, and we commend the contribution they have made to the industry and communities across the country. We are proud to be part of their journey and look forward to many more years of working together and supporting each other.

claytonsgroup.com.au

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SIMONDS GROUP and grandfather, whereas I upskilled myself to try and add value to the company in other ways. It’s all I’ve ever wanted to do and all I’ve ever known.”

Rhett believes having his grandfather and father still working with the organisation provides the

SIMONDS GROUP

AT A GLANCE

• The Simonds Family has been building since 1949 – 72 years.

• Three generations of family running Simonds.

• Simonds has proudly built over 21,000 new homes across Australia.

• Over 60 display centres across Victoria, New South Wales, Queensland and South Australia.

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company with a real competitive advantage. “The family factor is key because there are three generations that support the business,” he affirms.

Although the family element is of great significance to Rhett, he believes there’s another key area that sets Simonds apart from competitors.

“We’re particularly proud of our Builders Academy which is taking all the experience and know-how that Simonds has acquired over the last 72 years and giving back to our trade,” explains Rhett. “We aim to help the people that are coming through the industry every day by offering vocational education and upskilling courses. It’s one thing to be able to build the homes but another thing to give back to the industry and upskill the space. It puts better skills into the industry as a whole and we’re very proud of it.”

Builders Academy Australia (BAA) is a nationally accredited Registered Training Organisation. It provides

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APAC Outlook issue 51 | 189

SIMONDS GROUP

building and construction focused VET courses in Victoria across over 50 training locations. Established in 2005 as an internal workforce training department, BAA is now outwardly focused and offering its courses to the general public.

“It’s really simple for us,” explains Rhett. “If the industry gains an advantage from it then so do we.

We’re all about building high-quality homes and delivering great value but it’s also very important to ensure the industry has the knowledge base and skillset to thrive. It’s a great thing to be doing not only for us but for the wider industry.”

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WORLD-CLASS CUSTOMER SERVICE Simonds Group specialises with a hands-on approach. Its passionate team is committed to supporting its customers from the initial consultation, right through to the first steps into their new home.

Customers will receive a dedicated Customer Relationship Coordinator to guide them through the building

process from signing contracts and securing permits to handover and move in. In addition, customers can log into their ‘mySimonds’ account at any time and track the progress of their new home.

NATURALLY LIVEABLE SPACE The company recognises that no two families are the same so provides a range of choices to suit

CONSTRUCTION government realised that to underpin the economy, stimulus was needed to support the building and construction sectors. That has led to significant demand for residential housing.”

Having sustained long-term relationships with some partners that have lasted for over 40 years, Rhett believes it is harnessing these collaborations that is essential but realises not everyone in the industry is in the same boat. “It helps that we have long-serving relationships,” he discusses. “At the end of the day, we all deal with similar suppliers across the industry. The sad thing

every lifestyle. By buying a Simonds house, you’re choosing a home with more open plan living options for more family moments together.

Many of its home designs bring the outside in with beautiful alfresco settings and specifically designed spaces created just for children, and relaxing, quieter retreats for parents.

Its newly launched Metro range allows customers to choose from multiple floor plans designed to strike the perfect balance between affordability, design and lifestyle considerations.

MORE AFFORDABLE OPTIONS When it comes to designing homes, Simonds Group prides itself on providing families with more of what they want and ensuring its affordable too. In addition to floor plan flexibility, the organisation provides a plethora of options in home designs, with more than 150 to choose from. Each home has been created with families in mind to offer an affordable space that

is as practical as it is beautiful. This means that when it comes to value for money, Simonds Homes are high quality at affordable prices with all the hard work taken care of.

PASSION AND EXPERIENCE Since 1949, Simonds Group has built more than 21,000 new homes and created over 400 display centres. It is this experience that provides insight and confidence in knowing what it takes to create the perfect family home with a truly unique approach.

Since the beginning, it has always been Gary Simonds’ values and mantra that have acted as a guide and his mission statement still lives on today.

Today, Australia’s residential housing sector is in an expanding, but uncertain place. Rhett notes that when COVID-19 first began to emerge, planning was undertaken in expectation of declining demand.

“Fortunately, the federal

is the smaller builder that operates across Australia will feel the pressure more than the larger builders. That’s difficult news for the industry as a whole.”

Moving forward, with Rhett at the helm, Simonds Group is targeting further expansion into Queensland and New South Wales. “Victoria is our founding state and we’ve mastered it well,” explains Rhett. “However, our focus is on growing in the states that we’re not quite as big in.

“Ultimately, we want to become a larger player in those areas in the coming years.”

help@simonds.com.au www.simonds.com.au

APAC Outlook issue 51 | 191

JAX TYRES & AUTO

CLOSE CUSTOMER COLLABORATION Steve Grossrieder, CEO and Managing Director at JAX Tyres & Auto, explains his company’s customer-centric approach to operations in Australia Writer: Sean Galea-Pace | Project Manager: Ryan Gray

JAX is spelt with an X, and we call it our X Factor.”

This is Steve Grossrieder, CEO and Managing Director at JAX Tyres & Auto. As a highly experienced industry professional with a diverse leadership career across business sectors and markets, Grossrieder has demonstrated the best business 192 | APAC Outlook issue 51

strategy is always a people-centric one.

“There’s no doubt that our customer-centricity model sets us apart,” he explains. “We’re a premium retailer and we understand the importance of adding value. We ensure our prices are competitive but ultimately we’re about driving customer value and ensuring that

we have premium products and services, while differentiating our service proposition.”

With a plethora of experience in driving Asia Pacific growth, revenue diversification, product innovation and operational/supply chain optimisation, Grossrieder has overcome a range of challenges to deliver exceptional revenue, EBIT

AUTOMOTIVE

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JAX TYRES & AUTO

and NPS performance across global markets. Indeed, he considers himself a catalyst for change and recognises the importance of a great working culture to success.

“I’m a mechanic by trade and during that time, I learned the basics of customer-centricity,” he discusses. “I used to be told to put my customer shoes on, even though I wore work boots, which meant that in other words you have to put yourself in the customer’s shoes to fully understand their needs. That’s resonated with me all my life.”

Having worked his way up from a tradesman to stepping into a role within a large telecommunications organisation, Grossrieder moved into middle management before his transition into high-executive commercial company roles.

“I truly believe that the two things that have got me where I am today are my focus on customer-centricity and making sure that I am working with people and teams to achieve the commercial result,” explains Grossrieder. “I’ve enjoyed a good career in telecommunications, service and insurance and then back into the automotive space.”

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JAX specialises in the sales and service of tyres, vehicles servicing, wheels, brakes and suspension. The company operates through over 87 franchised stores across Australia.

The range caters to all budgets and includes BFGoodrich, Bridgestone,

Continental, Dunlop, Goodyear, Hankook, Michelin and Pirelli.

Founded in 1949 upon the opening of the first JAX store, the company expanded its services from a tyre and wheel focused company to include brakes and suspension servicing.

A

t JAX Tyres & Auto, Peace of Mind is not subjective. Coining “Peace of Mind Driving” encapsulated how we express our brand value proposition.

touchpoints to support consultations, allowing customers to use webchat to SMS functionality, phone and social media to communicate with our experts, whenever and wherever.

As an Australian-grown business that has supported people with driving safely for over 70 years, we know that putting clients front and centre ensures our welloiled offering of premium services delivers the trust drivers look for.

Unique understanding of clients is essential. Our JAX Tyres & Auto Road Safety Report 2021 found that 27% of drivers ranked having a recent full safety check and vehicle inspection as the leading contributor to peace of mind. Introducing digital JAX Vehicle Inspections, an iteration of our physical, mechanical safety checks, was a recent example of bolstering digital capabilities to deliver practical, personalised and effective service.

Knowing that business success hinges on end-user experience, this has guided our innovation strategy, enabled us to anticipate customers’ needs and helped maintain our position as a leading Australian premium tyre retailer and mechanical service provider.

Premium retail is less about luxury but rather about creating additional customer value. With consumers increasingly demanding convenience, providing readily available advice is key. We expanded our

As business expands, we have a pipeline of products and services to further realise our value proposition.

For more on how to foster premium retail, customercentric service, contact www.jax.com.au.

www.jax.com.au

JAX TYRES & AUTO

Burson Auto Parts Australia’s Burson Auto Parts, the country’s preferred trade supplier of parts, tools, accessories and workshop equipment, celebrates a major milestone in 2021, the company’s 50th Anniversary.

The Burson Auto Parts true blue success story started in 1971, when company founders Ron Burgoine (the “Bur” in Burson) and Garry Johnson (the “Son” in Burson) began selling auto parts to Victorian automotive workshops from the boots of their cars. The entrepreneurial duo progressed to larger and more heavily stocked cash vans as they gained a loyal and constantly growing set of satisfied trade customers across the state.

The Burson story across its half decade history is one of how two Aussies with a good idea, sound automotive technical knowledge and a hard work ethic were able to create a brand with a level of service that has since become synonymous with automotive repairers across the country.

In 1995, Quick Fit Tyres was established and had a strong presence in Queensland before expanding into Victoria. 10 years later, JAX formed a joint venture to establish a tyre retailing powerhouse, one that has since earned a reputation as the most respected and professional tyre retailer in the country. The company is displaying robust growth year-onyear, offering good returns for its privately-owned run stores.

The automotive industry is used to change. The space is always one of the first sectors to embrace the latest trends and is often at the forefront of 196 | APAC Outlook issue 51

transformation.

“I think there’s transformation happening in two ways,” explains Grossrieder. “Firstly, there’s the whole technological side of the automotive industry and that’s changing dramatically. We’re moving from semi-autonomous vehicles to fully autonomous vehicles and there’s technology changing with internal combustion engines, electric vehicles (EVs), hydrogen vehicles. The whole platform of technology with the move to more environmentally friendly mobility means of transport is incredibly exciting.

Due to open its 200th store in its 50th year, Burson Auto Parts is a proud supporter of JAX Tyres and Auto. During the challenging year that was 2020, Burson stayed open to help support the automotive trade and keep Australian vehicles moving alongside our valued JAX customers.

Covid Recovery Packs were sent to the JAX stores who endured the longest lock-down, and the Burson store managers were proud to have stood by JAX during this time.

Burson Auto Parts is a proud partner of JAX Tyres and Auto and is committed to working with this customer focussed business for the next 50 years and beyond.

www.burson.com.au

JAX TYRES & AUTO

TALENT MANAGEMENT AT JAX “We have a detailed induction programme for everyone at JAX. We try and JAXify everyone and get them to understand the core values of our business model and our X Factor. Our voice of employee ensures that we have the succession planning and coaching in place, but more importantly, it’s about understanding the strategy and working out how you make a difference to achieving success.”

– Steve Grossrieder, CEO and Managing Director, JAX Tyres & Auto.

Amidst a digital transformation, JAX is available to help its customers 24/7

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“The whole way we service the consumer is changing and that’s where JAX has experienced significant transformation. It’s all about connectivity with the customer.

The days are long gone where you can’t be connected to customers and understand their individual needs.

If you don’t transform your industry to connect with customers through digital platforms, then you’re going to be left behind.”

Following every purchase a customer makes, JAX carries out a complimentary vehicle inspection.

According to Grossrieder, the thinking behind this is that it provides customers with peace of mind that their vehicle is in safe working order.

“Our industry isn’t typically the most trusted industry in the world,” he stresses. “We’re very lucky at JAX because we see this as an opportunity to ensure we’re providing the customer transparency, professional services and driving value while we’re dealing with the individual. That’s the X Factor.”

JAX were the first company to go to

market with transparency and pricing.

The company put all of its price points online, which led to industry rivals following suit. And providing customers with visibility is key to JAX, with the company operating software called TouchPoint which allows customers complete visibility over their vehicle.

“You can enter your registration number into our TouchPoint to gain a quote on any particular tyre or wheel size and we will provide competitive prices ensuring our customers have an understanding of cost prior to entering the store,” says Grossrieder.

“Once the customer is in the store, we go to our in-store TouchPoint where we take the customer through the process where they have full visibility over their vehicle. This means that a customer can compare the tyre that best suits them. Although the technology has been in place for a while, the feedback we regularly get is fantastic and is still completely relevant. “The new phone is the SMS, and some people just want to deal with you on chatrooms.

AUTOMOTIVE

PARTNERING FOR GREATER SUCCESS

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Our goal is to create sustainable business model that consistently delivers a strong return on investment backed with leading businesses like JAX Tyre & Auto a business that operates across Australia supported by a team based culture of continuous learning.

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We don’t just have one channel to our consumers, we have multiple. We are now available to our consumers 24/7 and that was a key shift for us.”

During the COVID-19 pandemic, JAX understands the importance of business continuity, both from a company perspective and to continue to meet customer needs. This led to JAX becoming the first to market with a zero-contact strategy.

“Our customer experience positively increased significantly because it proved that we’re quick and agile to respond to our customer’s needs. It’s critical that we’re connected with our customer and understand their feedback in real time. We also want to understand where the market is going to go to allow us to be innovative.

“I can’t second guess where the world will go due to COVID but what I can guarantee is that we’ll react quicker than our competitors and that gives us a major advantage.”

Grossrieder recognises the importance of establishing key, strategic relationships with partners and stresses success can’t be achieved without them.

“The four Vs of success is the voice of the customer, employee, franchisee and partner,” he explains.

“Our partners are critical; we have approved and preferred partners.

We are currently working with a CX partner called InMoment who provides a high level of support with our customer experience programme.

They’re a critical partner and a large reason to the success we have achieved. We’re looking for partners, not suppliers.”

The pandemic meant that JAX had no choice but to change the way it operates. However, despite the disruption and challenges of 2020, JAX still hit its original target.

“Moving into 2021, we’ve taken those learnings and made some adjustments to our sound strategy.

For us, there have been two major changes to the strategy,” explains Grossrieder. “Firstly, we can’t second guess where the world is going to go and secondly, it’s about building retail agility and innovating quickly. We know we need to be more agile than our competitors where we can adapt to the world as and when it changes.

We’ve built agility into our capabilities where we can pivot quickly and align to shifts and trends in the consumer market. We didn’t have a choice but to change. However, we’ve embraced it and really seen the benefits of moving quicker than our competitors. We want to be the leader in this space.”

Tel: +61299 644 000 headoffice@jax.com.au www.jaxtyres.com.au

APAC Outlook issue 51 | 199

MAPAI TRANSPORT

LIFE ON THE HIGHLANDS HIGHWAY Behind a leading Papua New Guinea-based freight and transport solutions provider; we discuss operations and ‘the Spirit to Serve’ with Managing Director of Mapai Transport, Jacob Luke Writer: Phoebe Harper | Project Manager: Eddie Clinton

W

ith a geologically unstable mainland and a famously unreliable infrastructure of paved roads, transport in Papua New Guinea (PNG) is not a simple affair.

And knowing this too well, is Jacob Luke, Manging Director of PNG-based Mapai Transport; a leader in logistical and transport solutions across the country and beyond.

200 | APAC Outlook issue 51

“PNG is a relatively small country in terms of population with less than eight million people, despite it being geographically large due to its islands and expansive seas.

“This means that people in business are connected more closely than those in larger economies. This intimacy creates a desire to “do well” for people and the communities

– a sense of “I’ve got you covered” is evident. The service industry is therefore competitive, and reasonably efficient under difficult conditions,” Luke describes.

Originating with just a single vehicle in 1990, today, Mapai Transport’s operations and accompanying fleet has ballooned significantly to include three bases spread across

SUPPLY CHAIN

APAC Outlook issue 51 | 201

MAPAI TRANSPORT PNG, with a depot based in Goroka, and two further depots both with fully-equipped workshops in both Lae and Mt. Hagen. At present, Mapai’s transport division comprises approximately 200 employees.

As a conglomerate, three separate companies are unified under the Mapai banner.

“The Mapai Group operates three divisions – Mapai Transport, Mapai Logistics and Mapai Properties,” Luke explains.

AT A GLANCE: THE MAPAI TRANSPORT FLEET The company’s fleet comprises in excess of: • 100 prime movers on the “highway” with 170 trailers • 20 “town” delivery trucks (spread between Lae, Goroka and Mt Hagen) • 20ft/40ft sidelifters with a number of top lifter and reach stacker forklifts • Over 1,850 containers (with more on order)

The trio of companies intersect in a complimentary manner, with the Mapai Properties division owning the land on which the transport division operates its workshops and the residential units used to house employees, alongside the remote Mt. Hagen depot. With roughly 40 staff, the property division crucially also manages the security force deployed to oversee and secure the company’s many assets and people.

At present, the Mapai Logisitics division continues to be engaged in two major resource projects at both the Porgera Gold Mine and the Ramu Nickle Mine, both of which are uniquely challenging.

“In 2018, Mapai Transport assisted the landowners of the Ramu Nickle Mine to acquire finance to purchase 10 trucks to ensure they were able to participate in the wealth their traditional land was generating.

These trucks (and the company subsequently registered to run the operation) continue to operate today,” Luke explain.

Situated in the remote domain of the Enga Province, along a notoriously difficult and occasionally dangerous route, the Porgera Gold Mine represents a challenging logistical requirement that Mapai Transport continue to fulfil.

Niugini Oil Company Niugini Oil Company is a PNG based company and has been a supplier of quality fuels and lubricants in PNG for 32 years.

Niugini Oil Company owns and operates modern petroleum storage facilities in Lae and Mt Hagen, along with its own fuel distribution facility in Port Moresby and is well placed to service various customers in Lae, Mt Hagen, Port Moresby and across Papua New Guinea.

Niugini Oil Company has the capacity and flexibility to serve its current customer base and any additional business that may choose us as a fuel or lubricants supplier.

Niugini Oil Company markets its own lubricants range under the Daxin Lubes brand and we are also the PNG distributor for Gulf Western Oil out of Australia.

Niugini Oil Company has been a supplier of diesel fuel and lubricants to Mapai Transport Company for many years. This business partnership has been a testimony of the trust and service given by both parties to each other.

Going forward, Niugini Oil Company will continue to give our best service for the good and growth of Mapai Transport Company.

niuginioil@nuioil.com

202 | APAC Outlook issue 51

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MAPAI TRANSPORT “Mapai Logistics holds Cyanide Certification allowing us to transport these dangerous goods, along with fuel, mining equipment, food and construction needs such as (thousands of tonnes) of cement.

“Close relationships have been forged with Swire Shipping to facilitate the supply chains for these mines,” he comments.

At the backbone of operations for the entire company is the support of an administration team of 30 people, encompassing accounts, human resources and IT. The company’s growth is born from Luke’s prevailing desire to become the preferred transport operator on the Highlands Highway.

Suited to the somewhat “arduous conditions” of the PNG road network, Mapai Transport’s fleet primarily consists of approximately 100 Kenilworth trucks, each of which have been adapted to operate in a harsh environment, undertaking the route from the coastal city of Lae into the remote and mountainous Highland Provinces.

“The conditions are challenging for several reasons but specifically road conditions that are affected by climate (extreme wet seasons and earthquakes), conditions (steep,

curving mountain climbs) and uncontrolled, unregulated weights carried by “rogue” operators,” Luke explains.

Adding to the particularly challenging context of operating within this environment, Luke also highlights how Mapai Transport’s trucks and drivers may also be subjected to opportunistic criminal activity.

The fleet is supported by a workshop team of approximately 120 highly skilled staff.

“The trucks are rebuilt from wrecks, gearboxes and transmissions are rebuilt from scratch and all vehicles and trailers are “trip checked” after every journey. The workshop also runs the only heavy-duty recovery trucks in the country,” he outlines.

CORE PARTNERSHIPS Mapai Transport caters to an impressive and extensive roster of clients, including Coco-Cola EuroPacific Partners, Nestle and the Heineken brewery, amongst a host of local companies.

As such, a robust supply chain network is critical to the success of the company in delivering its transport solutions.

“Supply chain operations, whilst not as mature as those in more developed countries, are integral to 204 | APAC Outlook issue 51

the business,” Luke states. Operating in a “country of islands”, shipping services are an essential component to the supply chain link for both businesses and communities.

“Prior to the Porgera Gold Mine closing for a short period, a good example of this was our relationship with Swire Shipping and CEVA Logistics offering the Porgera Gold Mine a logistics service that facilitated the consolidation, shipping, and transport of goods from international supply points to the mine in the remote Highlands of PNG. “We are confident that this will resume upon the recommencement of mining operations,” Luke affirms.

“MAPAI WORKS CLOSELY WITH BOTH LOCAL AND INTERNATIONAL SHIPPING LINES, AND OUR PARTNERS, TO DELIVER SEAMLESS SUPPLY CHAIN OPERATIONS” - JACOB LUKE, MANAGING DIRECTOR, MAPAI TRANSPORT

MAPAI TRANSPORT A CONSCIOUS COMPANY What distinguishes Mapai Transport’s operations is the respect for the PNG culture and the communities in which it serves.

Crucially, this extends to the people that the company employs.

FROM RAGS TO RICHES Something of a renowned entrepreneur within PNG, Jacob Luke’s story is an inspiring one, defined by patience and persistence in the face of adversity.

Having been expelled from school early for protesting the enforced localisation of teachers, Luke undertook work as a car sales assistant and cargo boy in the Western Highlands, alongside other menial work. All the while, a young Luke envisioned a future in the trucking and cargo haulage business.

In 1990, Luke acquired his first two twin steer trucks and from this modest beginning he grew and expanded this business to become today the biggest trucking, cargo haulage, logistics and customs business in Papua New Guinea with a logistics division in Brisbane. Despite being a highly competitive industry that is heavily capital intensive, Mapai Transport continues to effectively compete against large internationally backed companies such as the Steamships Trading Company.

In a notoriously challenging business environment where so many entrepreneurs fail, thanks to tenacity, Jacob Luke succeeded.

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Indeed, Luke defines the primary quality attributing to Mapai’s ongoing success within the transport sector as “the people’s belief in the company’s theme – the Spirit to Serve.”

In an underdeveloped country, talent retention in an industry where there can be a prevailing shortage of skilled staff is crucial. As such, Mapai Transport endeavour to support the growth and development of employees, through extensive training and by providing attractive opportunities as an overseas employer to expand knowledge in a new environment.

“This work culture is demonstrated by an inclusive work environment underpinned by an accessible management team and a strong Board of Directors,” Luke states.

“Corporate decisions are not always driven by profit,” he explains. “Instead, decisions are often influenced by the effects on local communities.

Sustainability, growth, value-adding, and all the traditional corporate considerations are, without doubt, always hovering. Despite this, if our actions produce a positive outcome in peoples’ lives, we will seek to be involved.”

The company’s ongoing project – the Mapai Charitable Foundation – perfectly embodies this commitment, as a social initiative that is currently engaged with constructing a primary school for the people surrounding the company. Soon to be renamed ‘The Jacob Luke Foundation’ to preserve the founder’s legacy, amongst other things the school will provide crucial employment opportunities, water supply, septic sanitary construction and electricity via standalone generators.

“Future projects include development of health facilities and a place for worship which is important for remote communities,” Luke adds.

The Mapai Group also demonstrate a laudable commitment to improving the plight of the disabled within PNG. This is reflected through significant donations, both in cash and kind, that are exchanged without fanfare.

“A Memorandum of Understanding was recently presented to the Morobe Provincial Government (Morobe being where Mapai’s Corporate Office is situated) which outlined a plan to donate some “inner city” land and develop a rehabilitation centre in exchange for their current property

SUPPLY CHAIN

“CORPORATE DECISIONS ARE NOT ALWAYS DRIVEN BY PROFIT. INSTEAD, THEY ARE OFTEN INFLUENCED BY THE EFFECTS ON LOCAL COMMUNITIES” - JACOB LUKE, MANAGING DIRECTOR, MAPAI TRANSPORT which is poorly positioned (abutting a significant settlement) and has no development, nor is there any plan to develop the site due to disputed ownership and lack of utilities.

“As benefactor, the company seeks no financial gain,” Luke explains.

LOOKING AHEAD Turning to talk of the year ahead, Mapai Transport will be committed to recovering the losses impacted during the COVID-19 pandemic.

“Our key priority now is to grow the business so that we can bring our workforce back to pre-COVID levels. Like a lot of businesses, Mapai Transport was forced to make severe staff cuts because of the virus (about

20 percent). Our aim is to be able to re-engage those employees,” Luke comments.

Ever reaching for new opportunities, Mapai Transport are also exploring avenues of further diversification to compliment the company’s existing services whilst strengthening integral relationships with suppliers, partners, and customers.

Drawing to a close, Luke returns to the troubles that continue to plague PNG, including a relatively low domestic income, an ageing infrastructure that causes disruption and adds cost to business, alongside unreliable and costly power generation, and the poor

road conditions that result in a “disproportionate cost” to the transport industry.

Nevertheless, in the face of such struggles and as certain as the future of Papua New Guinea itself, Mapai Transport will continue to run their course along the Highlands Highway.

Tel: +675 7092 2000 information@mapaigroup.com www.mapaigroup.com

APAC Outlook issue 51 | 207

CMET (CANBERRA METRO OPERATIONS)

CANBERRA’S GREEN RAIL We examine Canberra Metro Operations (CMET) and the company’s progressive developments towards sustainability in the transport sector Writer: Marcus Kääpä | Project Manager: Eddie Clinton

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IMAGE BY NICK-D - OWN WORK, CC BY-SA 4.0

TRANSPORT

APAC Outlook issue 51 | 209

CMET (CANBERRA METRO OPERATIONS)

L

ight rail is the most significant transport infrastructure project ever undertaken by the Australian Capital Territory (ACT) Government.

At the centre of this infrastructure sits Canberra Metro Operations (CMET), as part of the Canberra Metro Consortium; a group of companies that have been contracted by the ACT Government to operate and maintain the light rail network for a period of 20 years. This is achieved through strategic partnerships comprising of UGL and John Holland in partnership with Deutsche Bahn Engineering and Consulting, while CAF will supply and maintain the light rail vehicles (LRVs).

CMET itself is committed to delivering a safe, efficient rail network that creates environmental, social and economic benefit for Canberra.

LIGHT RAIL SUSTAINABILITY The betterment of the planet is a key aim for industries and companies globally. Within the realm of transport, efficiency when it comes to the reduction of waste and the use of clean energy becomes one of the primary goals of operation.

In light of this, CMET is redesigning light rail. Its main administration and maintenance building makes use of progressive and innovative methods that help towards the company’s sustainability targets. The building acts as a large rainwater collector; down pipes are configured to divert water to storage and treatment tanks. This assists in the collection of rainwater, which in turn will reduce potable water use.

On top of this, the installation of 99 kilowatts (kW) of solar panels on the

CMET AT THE CORE MISSION To provide a safe and world leading Light Rail service for CMET’s customers and community.

VISION To enable transformation of mobility in the nation’s capital.

VALUES To be people focused, innovative, safe, caring and reliable.

CAF Mobility Solutions Well prepared, with an acute vision...

This is our way of looking at global transport.

This is our way of designing, developing, manufacturing, installing and integrating all the parts that make up an interconnected mobility system.

We do it your way, adapting to your needs and preferences, making it sustainable, safe and comfortable for the people and cities of the future all around the world.

Sustainable mobility is one of the most important challenges that cities must face. The CAF Group, which has more than 100 years of experience in the mobility sector, is aware of this and offers its customers a wide range of products and services with high added value.

CAF is one of the international benchmarks in the design and implementation of comprehensive mobility systems. Its capabilities include the system design, civil works, signalling, electrification and other electromechanical systems, rolling stock supply and operation & maintenance of the system.

In terms of rolling stock, CAF designs, manufactures and maintains high speed trains, regional and commuter trains, locomotives, metro units, tramways and buses.

CMET’S COMMITMENT: • Delivering light rail transport services in a way that balances economic, environmental, and social issues to ensure a sustainable light rail system for the ACT. • Caring for the environment and mitigating negative environmental, social, and economic impacts in all CMET’s operations and undertakings.

• Creating net positive benefits for the community and environment.

• Identifying and implementing pollution control initiatives and aims for a target of zero pollution incidents and zero net carbon emissions during operations.

• Achieving and maintaining a 100 percent renewable electricity target through the project operations.

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www.caf.net

CMET (CANBERRA METRO OPERATIONS)

IMAGE BY NICK-D - OWN WORK, CC BY-SA 4.0

Deutsche Bahn

Light rail works in Franklin in July 2017

“I AM PROUD TO BE LEADING CANBERRA’S STAGE ONE OF LIGHT RAIL OPERATIONS. TOGETHER WITH OUR TEAM, OUR COMMITMENT IS TO DELIVER AN EXCEPTIONAL AND QUALITY EXPERIENCE FOR PUBLIC TRANSPORT IN ACT. CMET CONTINUOUSLY LOOKS FOR WAYS TO ENHANCE AND ELEVATE THE CUSTOMER EXPERIENCE, CREATE THE RIGHT ENVIRONMENT FOR INNOVATION TO FLOURISH, AND TO CONTINUE TO DELIVER A WORLD-CLASS LIGHT RAIL SERVICE” - BRUNO LANCELOT, GENERAL MANAGER, CMET company’s depot roof are designed to reduce grid energy consumption and provide additional renewable energy sources for the project.

An LRV wash bay, which features a closed-loop system using 70 percent recycled water, is part of CMET’s sustainability developments, and the LRV wash system recycles this percentage of water used in each cycle. Despite this, spray losses and filtration losses need to be made-up from the potable water supply, although this system greatly reduces potable water use compared to conventional wash systems.

The main objectives of CMET’s sustainable design process are to reduce, or completely avoid, depletion of critical resources and create built environments that are 212 | APAC Outlook issue 51

liveable, comfortable, safe, and productive. The project has adopted suitable design principles as a core value throughout the infrastructure development process. The criteria that was addressed in the design use the following six fundamental principles: the optimisation of site potential, energy use, water use, space and material use, operations and maintenance practices, and the enhancement of environmental quality.

SUSTAINABILITY THROUGH OPERATIONS CMET aims to be environmentally aligned through as much of the company as possible. A part of this is the company’s ability to implement regenerative braking

Railways for the world of tomorrow Deutsche Bahn’s expertise is in high demand all around the world. DB Engineering & Consulting offers that knowledge, from the idea to operations. For you, that translates to excellent consulting services, design and realization of infrastructure and mobility projects.

Since 1966 we have realized thousands of projects in over 100 countries.

From light rail to high-speed rail, from private sidings for factory and port railroads to complex logistics concepts – our specialists and generalists in all engineering disciplines develop and realize solutions that meet your needs and bring markets and people together – whether in Germany or in Australia, India or Brazil.

We take a targeted approach, working in partnership right from the design phase and seeing projects through to on-time completion. With our years of experience, we develop strategies, link modes of transport and optimize logistics and processes. The combination of technical knowledge and intercultural expertise is what sets our more than 5,300 employees from 84 nations apart.

Consulting We advise organizations and companies in all matters relating to infrastructure, mobility and logistics including: • Business strategy • Organizational development • Operational performance enhancement • Maintenance and asset reliability • Logistics • Data analytics and digital solutions Selected service history in Australia/ New Zealand: • Canberra Light Rail, Operations & Maintenance Consulting • Sydney Metro Northwest, Rolling Stock Delivery Assurance • Melbourne Metro Tunnel, Independent Reviewer • Queensland Rail, Whole of Business Review

www.db-engineering-consulting.com

Learn more: g-consulting.com www.db-engineerin

As a leading engineering and consulting company in the rail sector, we offer sustainable, made-tomeasure mobility and transport solutions. From light rail to high-speed traffic, from industrial railway to complex logistics concepts. No matter what challenges you face – we will find the best solution for your project while always considering the environment.

Our services at a glance:

Photo: Max Lautenschläger

Engineering Design Project management and project control Realization management and construction supervision Design review and acceptance tests for rail systems Environment, geotechnics and surveying

Consulting Business Consulting Operations and maintenance Logistics consulting Data analytics and digital solutions DB Rail Academy

CMET (CANBERRA METRO OPERATIONS)

CMET - AWARDS • The Infrastructure Sustainability Council of Australia (ISCA) awarded an excellent infrastructure sustainability (IS) design rating for the Canberra Light Rail Project Stage One. • Shortlisted for the sustainability project of the year ISCA 2017.

were designed with drainage points, reducing run off into local water ways and improving water retention for landscape around the tracks themselves bettering the condition of the local flora.

Watering is then conducted as per the urban design, landscaping specification and compliance regulations, and is monitored using CMET’s compliance tracking matrix. Rainfall is monitored to ensure the finished landscape is not over, and or under watered.

The combined building and landscape project has been identified as supportive of the local business community, and at all points of the project, from delivery to the operational phase, used a local workforce while prioritising local subcontractors.

IMAGE BY NICK-D - OWN WORK, CC BY-SA 4.0

• Asia-Pacific Transport Deal of the Year 2016 – Stage One of Canberra’s light rail network awarded by Project Finance International.

technologies through LRV procurement and required traction power system upgrades. This results in approximately 1,004 megawatthour (MWh) per hour potentially being saved through more efficient operation.

On top of this, the regenerative power produced in vehicle braking is redirected back into traction power substations (TPS) along the rail alignment, reducing grid energy consumption.

CMET’s sustainability focus even reaches landscaping strategies in the Canberra region surrounding rail tracks. These areas of land have been designed to be irrigation free, using drought resistant native species combined with rainwater harvesting from the track run off. The tracks

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SUSTAINABILITY FOR THE FUTURE CMET’s light rail is powered by 100 percent renewable energy. Into the future, CMET has plans to offset all operating emissions to achieve zero net carbon emissions by designing, building, operating and adapting to climate change impacts and societal needs.

CMET will develop, maintain and implement a sustainability

management framework that integrates sustainability and innovation into the overall operation of the system, following the Plan, Check, Act, Do model. Drawing on the lessons learnt from sustainability management across CMET and other projects across Australia, the company will aim to meet or exceed requirements for sustainability and IS rating.

This will involve working

IMAGE BY NICK-D - OWN WORK, CC BY-SA 4.0

IMAGE BY NICK-D - OWN WORK, CC BY-SA 4.0

IMAGE BY NICK-D - OWN WORK, CC BY-SA 4.0

TRANSPORT

collaboratively with local government and stakeholders to ensure IS rating obligations and opportunities are considered and incorporated within project operations of the years ahead.

APAC Outlook issue 51 | 215

TANGO ENERGY

ENERGISIN a Cleaner Australia As the retail arm of Pacific Hydro Australia, CEO of Victoria-based Tango Energy, Domenic Capomolla, examines providing low cost, simple energy solutions designed for a cleaner conscience Writer: Phoebe Harper | Project Manager: Nicholas Kernan

Our purpose drives everything we do - Inspire.

Empower. Leave the world a better place,” opens Domenic Capomolla, CEO of Tango Energy.

As the retail component of Pacific Hydro Australia based in Melbourne, Victoria, Tango Energy are inextricably linked to one of Australia’s leading players within the renewable energy sector.

“That means by choosing 216 | APAC Outlook issue 51

Tango Energy, you are supporting renewables and helping Aussies achieve a clean energy future,” Capomolla adds.

Indeed, as one of the very few providers in the energy market to have the backing of a 100 percent renewable energy generator, Tango Energy occupy a somewhat unique position, giving them an edge over competitors.

SAVE MONEY, SAVE THE PLANET Tango Energy currently sells electricity to large customers nationally (except Western Australia and Tasmania) and to small business and residential customers in Victoria and NSW. Selling a range of power and gas, solar, storage and energy efficient services, Tango Energy endeavour to inspire what Capomolla refers to as a “clean conscience” amongst their

ENERGY & UTILITIES

NG

customers. This is best embodied by Tango Energy’s 100 percent Green Power ‘Tango Blue’ tariff.

Arguably the second greatest defining aspect of Tango Energy’s product offering, is its affordability, based on zero introductory offers, low daily rates, with all customers enjoying 12 months of fixed energy rates.

“We promise low prices, fixed rates, and local customer service. All of this

“BY CHOOSING TANGO ENERGY, YOU ARE SUPPORTING RENEWABLES AND HELPING AUSSIES ACHIEVE A CLEAN ENERGY FUTURE” - DOMENIC CAPOMOLLA, CEO, TANGO ENERGY

adds up to a unique customer value proposition,” he comments.

Through providing low cost, simple solutions the company communicate trust and reliability amongst customers, in the knowledge that when electing to use Tango Energy, their money is effectively contributing to the country’s low carbon future.

“The more customers we have, the more renewable generation Pacific APAC Outlook issue 51 | 217

TANGO ENERGY

APAC Outlook: Could you provide us with some insight into your career to date and explain how you became involved in the renewables space?

Domenic Capomolla, CEO: Most of my energy career has been in start-up energy retailers or in building scale in retailers including; • PACIFIC HYDRO AUSTRALIA – CEO TANGO ENERGY - A leading owner, operator and developer of renewable energy assets - wind, hydro and solar assets with an installed capacity of 665 megawatts (MW); it also has a development pipeline of substantial projects totalling over 1100 MW of potential capacity, as well as over 300 MW of energy storage solutions. Within this, Tango Energy is a growing electricity retail business, with over 100,000 customers.

• SPARQ PTY LTD TRADING AS SUMO POWER - Founded start-up energy retailer Sumo Power.

• ALINTA ENERGY - Executive Director Retail Markets Responsible for Alinta Energy’s national energy retail portfolio which include 655,000 domestic/SME gas retail customers in Perth plus 120 C&I customers and 2,700 SME/C&I electricity customers. Included a start-up C&I electricity and gas business in the National Electricity Market (NEM), a start-up residential electricity and gas business in Vic/SA, and the establishment of a centralised marketing team/function.

• INTERNATIONAL POWER AUSTRALIA – CEO Simply Energy (EA/IPR Retail Partnership) Led negotiations with Energy Australia, on behalf of International Power, to create the start-up energy retail company EA/IPR Retail Partnership, which later rebranded as Simply Energy retailing to the NEM. • SEMBCORP POWER PTE LTD, SINGAPORE - General Manager, responsible for the start-up, entry and subsequent management of a new C&I/SME power retail and trading business, SembCorp Power Pte Ltd, in the deregulating Singapore energy market.

“After years of working for mostly fossil fuel backed retailers, I wanted to leave a more positive legacy and work for a renewables backed energy retailer, building scale by offering low cost, renewable energy.”

Hydro Australia build,” he states simply.

For Tango Energy, that number currently stands at around 100,000 different customers, encompassing residential, SMEs, and large industries, and is a figure that will only continue to grow as the company continues to be shaped by dynamic expansion.

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PRIDE IN PROJECTS At present, Australia’s renewable energy sector is equally defined by both excitement and adversity.

“The Australian retail energy market is a combination of national frameworks and local/ state jurisdictional markets. Each state has its own requirements and

AGILITY CIS The next energy revolution is here.

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technicalities, despite being part of the National Electricity Market (NEM),” Capomolla explains.

While the sector may represent fertile ground for energy startups, Capomolla finds that market re-regulation, including default price caps and limited sales and marketing activity contribute to a challenging market environment.

Nevertheless, this pales in comparison to the prevailing hurdles in infrastructure.

“Our greatest challenge is getting our new renewable generation onto a grid system that was originally built for a centralised generation dispatch system,” he tells us.

This has not hampered Tango Energy’s development, with the company having undertaken several exciting projects.

“Tango Energy has recently been successful in securing two hybrid corporate Power Purchase Agreements, called the Melbourne

ENERGY & UTILITIES

NEXT GENERATION RETAIL ENERGY SOLUTIONS We offer a complete energy service offering, combining:

Accelerate your growth in retail energy markets with our SaaS solutions and services.

These automate and optimize your end-to-end operations, while ensuring compliance, efficiency and accuracy.

www.agilitycis.com

Lead-to-cash cloud platforms Expert outsourcing services Deep industry experience

hello@agilitycis.com

APAC Outlook issue 51 | 219

TANGO ENERGY

THE TANGO BLUE ENERGY INITIATIVE As Tango Energy’s 100 percent GreenPower tariff, a Tango Blue customer can be guaranteed that all energy has been derived from green and accredited sources.

Through this initiative, Tango Energy purchases GreenPower equivalent to 100 percent of the customer’s electricity usage from renewable energy sources like wind, solar, water and bioenergy.

Thereby, the energy purchased has no net greenhouse gas emissions.

Renewable Energy Partnership (MREP), whereby a coalition of large public and private end use customers secured a long-term renewable energy price.

“This had the effect of underwriting our Crowlands Wind Farm in Victoria which was subsequently built by our parent company, Pacific Hydro Australia,” he explains.

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A significant undertaking, Tango Energy’s involvement in the MREP elucidates the potential for the retail arm of a generation-backed business to fuel consumer demand whilst aiding in the delivery of new generation projects.

Turning to talk of investments, Capomolla highlights the need for technological innovation, in line with the company’s ambitious goal of achieving full automation.

“Digitisation of the entire ‘sales to cash’ customer journey is our single biggest investment.

“Ultimately, we want customers to transact the entire customer journey, from ‘sales to cash’ including queries, payment, notifications, etc, via their mobile devices, and completely remove the need to for a telephonebased contact centre,” he explains.

A progressive journey that will involve implementing incremental stages of automation, Tango Energy aim to achieved fully automated processes by 2023.

“The platform that we are building will ultimately also be used to service our traditional business as well. The end goal is to be able to provide low energy prices, backed

“WE PROMISE LOW PRICES, FIXED RATES, AND LOCAL CUSTOMER SERVICE. ALL OF THIS ADDS UP TO A UNIQUE CUSTOMER VALUE PROPOSITION” - DOMENIC CAPOMOLLA, CEO, TANGO ENERGY by renewable generation by being very cost competitive. We will achieve this cost advantage, not through compromising on customer service, but by digitising, and hence automating, the entire customer journey.

“People are the single biggest operational expenditure line in our P&L (profit and loss); reducing people helps us reduce costs and ultimately the end price to the customer,” Capomolla expands.

SUPPORTING VICTORIA Capomolla’s statement regarding customer service as an integral component to the customer experience, highlights the necessity of the team behind the brand.

R

apidly becoming the nation’s most trusted solar brand, B. Solar and the B. Solar Group are on a mission to accelerate Australia’s renewable energy future.

Offering a diverse range of innovative solar products, B. Solar are empowering Australian homeowners by delivering energy independence, as households across the nation harness the energy of the sun through their pioneering rooftop solar systems.

B. Solar Group’s advanced solutions are at the cutting edge of simplifying the solar transition, with seamless installation offered by CEC Accredited Solar Installers.

A proudly Australian company providing local employment opportunities, the B. Solar Group are bolstered by the support of an experienced in-house support team who are on hand to ensure your hasslefree solar transition. The B. Solar crew oversee every stage of the process, from sign-up to installation.

panel manufacturers with a proven industry track record of successfully catering to a diverse range of households.

Offering a separate commercial division, B. Solar are also equipped to serve the needs of business and commercial properties with systems up to 30kW. Additionally, B. Solar facilitate energy storage through home solar battery systems that retain the energy needed to power your home, meaning that you’re covered in the event of a cloudy day.

With an emphasis on delivering quality solutions, B. Solar Group’s selection of solar hardware has affordability in mind, reflecting the company’s unwavering commitment to quality and convenience, that ultimately translates to significant cost reductions on behalf of the bill-payer.

B. Solar’s dedication to cost efficiency and accessibility is also evidenced by their Plenti Finance scheme, allowing homeowners to benefit from lowrate panel loans with no upfront cost.

The premium quality of B. Solar’s installation service is paralleled by their advanced range of highperformance products, comprising panels, inverters, batteries, racking and accessories engineered to the highest standards.

As a wallet-friendly turnkey energy supply system requiring very little maintenance, combined with the appeal of a minimised environmental footprint, the future is solar.

Quality is assured through consistent supplier audits to guarantee the utmost confidence in B. Solar’s product range. This enables B. Solar to inspire confidence and ultimate reliability within a growing number of Australians, by partnering with Tier 1 solar

With a forward-thinking outlook placing equal importance on customer service and the environmental obligation to deliver renewable energy, B. Solar Group are blazing the trail for Australia’s homeowners, and the planet.

www.b.solar

TANGO ENERGY As a proud local employer, Tango Energy are dedicated to providing employment opportunities for the Victoria community within their locally-based customer service team.

Subsequently, the company strives to motivate employees and encourage their contribution.

As such, Tango Energy have initiated a ‘Good to Great’ strategy, centred on the question of what would look ‘great’ for the company in four years’ time, and thereby identifying the steps required to attain that vision.

“We refresh this journey every year and measure our progress every quarter,” Capomolla adds.

A key segment of this strategy pertains to employees, whereby staff are publicly acknowledged and commended for individual ‘Good to Ord River

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PHOTO: ©PETER CORBETT

Ord River

PHOTO: ©PETER CORBETT

Great’ behaviours during weekly SLT meetings.

Further initiatives implemented by Tango Energy include the company’s ‘Bravo’ recognition programme, whereby any staff member can call out and recognise and reward the behaviour or actions of another staff member. Such rewards might include gift cards, vouchers, or a morning off for instance, subject to the nominee’s choice.

“Staff are inspired by the vision we collectively create and are then empowered to deliver. With empowerment comes great responsibility, and even greater accountability,” Capomolla surmises.

Additional to this, Tango Energy adopts a supportive role amongst the Victoria community through their participation in charitable initiatives, PHOTO: ©PETER CORBETT

ENERGY & UTILITIES

Crowlands

Challicum Hills

as evidenced by the 2020 launch of the ‘Community Committee.’

“We launched the committee after feedback from our staff engagement survey,” Capomolla explains. “The committee is made up of nonmanagement staff only and operates under the guidance of a charter which they developed.

“The focus of the committee is to give back to communities from which we derive income, either as a cash donation, staff volunteer time or both.

The primary focus areas are charities

or groups that assist animals, children or vulnerable women’s groups.”

LOOKING AHEAD Looking to the coming years, Capomolla expresses the company’s intention to continue expanding their footprint across Australia.

“We recently expanded to sell gas in Victoria, and in the next few months will expand into Queensland and South Australia.

“We will soon also offer gas in NSW and South Australia, so our expansion

plans are ambitious, but the team is certainly up for it,” he quips confidently.

Complimentary to this geographical agenda, Tango Energy will continue to innovate towards Smart Energy, with the price point of its customers at the forefront of the agenda.

“We are also building our Smart Energy business, offering rooftop solar, battery storage, and smart energy devices. This will expand into community batteries, community energy sharing and Virtual Power Plants (VPP).

“Through this scheme, customers will be able to start making money, by selling their excess power back to the grid.”

support@tangoenergy.com www.tangoenergy.com

APAC Outlook issue 51 | 223

OSMOFLO

BESPOKE WATER SOLUTIONS A world-class water solutions provider of global proportions, Chief Operating Officer of Osmoflo, Carmine Ciccocioppo, examines innovation and supporting Australia’s hydrogen sector Writer: Phoebe Harper | Project Manager: Nicholas Kernan

T

he elixir of life, water is the foundation to our existence. Yet, access to this precious resource is not always guaranteed, nor safe.

Enter Osmoflo.

A vast enterprise with a global footprint, wherever there is a need for drinking, process, high purity or recycled water, Osmoflo can provide the solution.

Headquartered in Australia, with operations located across the Middle East, India, and Asia, the company provides world class capabilities in the delivery of water treatment solutions as a designer and builder of desalination projects.

Bolstered by extensive industry experience and strict adherence to the highest standards, the company cater to a diverse range of markets, including oil and gas, mining, power, food and beverage, municipal, coal seam gas, defence and other industries.

“For its size, with around 200 employees globally, our business is surprisingly diverse,” comments Carmine Ciccocioppo, Chief Operating Officer at Osmoflo.

Our discussion with Ciccocioppo coincides with a landmark year, as 224 | APAC Outlook issue 51

the company celebrates 30 years of operation. During three decades of business, Ciccocioppo recalls how although the company’s focus and priorities may have continually shifted, in line with an ever-changing industry, Osmoflo have remained steadfast in their outlook.

“The industry has changed radically during my time at the company, with the total global installed reverse osmosis (RO) capacity growing enormously, driven by factors such as the ever-improving energy efficiency and cost effectiveness of the technology, as well as the effects of global climate change which has driven a growing demand for reliable, climate-independent sources of water.

“But one constant throughout that time has been our core values which are flexibility, innovation, teamwork, commitment and high quality,” he states.

For Ciccocioppo himself, the Osmoflo journey commenced 11 years ago, having originally joined the company as General Manager of Operations following his tenure at Adelaide-based private water company, Untied Utilities Australia.

ENERGY & UTILITIES

Indeed, it was Osmoflo’s global prowess and versatility that first attracted him to the business.

“Whilst Osmoflo at that time had a relatively tight focus in terms of membrane processes and technologies, it was the extent of its global geographic footprint, the very wide range of markets and industry sectors it serviced, and the enormous flexibility and adaptability of RO treatment solutions that really impressed me,” he comments.

WORLD-CLASS WATER TREATMENT

Reverse Osmosis Package

Expanding on a key tenet of the company’s core values - innovation Ciccocioppo outlines how Osmoflo achieves this through two primary methods.

“Firstly, it occurs through our own R&D by creating our own unique patented solutions such as the Osmoflo Brine Squeezer (OBS) which is used for high-recovery applications.

“Secondly, Osmoflo innovates by reviewing the best possible APAC Outlook issue 51 | 225

OSMOFLO technology and process equipment from our key industry partners and suppliers and creating high quality, bespoke solutions for every client. Ultimately, every customer’s requirements are uniquely different whether that be feedwater quality, product water specification, plant recovery, plant availability, serviceable plant design life, levels of plant automation or any combination of those factors,” he tells us.

Osmoflo acknowledge that with each client’s requirements as unique and specific as the next, the optimal solution is rarely to be found by applying an existing standard piece of equipment of product to the necessary application. Therefore, for a truly optimised solution, innovation is paramount.

Therein, lies the Osmoflo difference, with the company’s investments standing as testament to this commitment.

OSMOFLO: AT A GLANCE Four product and service lines: • Customised Equipment Fabrication and Capital Project Delivery (as both EP or EPC contract forms) • Operations and Maintenance Services (including consumables and standard products) • Rental solutions (for short-term or emergency water applications ranging in size from 50 Kilolitres per day (kLD) up to 21 MLD) • Build-Own-Operate Solutions (whereby Osmoflo finances, delivers, owns and operates a customised water treatment facility and the client enters into a ‘water offtake agreement’ for a certain quantity and quality of water over a specified term -usually between five and 20 years) Three broad geographic regions: • Australia Pacific Region (headquartered in Adelaide and with offices throughout Australia) • Middle East and Africa Region (headquartered in Dubai, UAE) • India and SE Asia Region (headquartered in Pune in India, and Singapore). The latter two regions are also heavily supported by Osmoflo’s parent company, Hitachi Zosen, who have offices throughout the MENA and Asia Region Six primary market sectors:

FEDCO The nature of desalination is changing – end users and engineers are seeking to optimise their plant designs to find the lowest total cost of water, which means balancing capital costs, energy consumption and system recovery, while minimising downtime.

Digital technologies such as those pioneered by Osmoflo are key to optimising plant operations. Datadriven operation means that a plant can find its best duty point, and then adapt as feedwater conditions fluctuate. A key obstacle to this is the lack of operational flexibility in many older plants. To make the most of data availability, each part of a desalination system must be designed for flexible operations.

Of course, even the best designed system is only as good as its availability. For many end users, especially in industrial applications, the smallest unexpected downtime can wipe out hard-won and expensive efficiency savings. In the field, the most efficient desalination system is also the most reliable one.

Higher recovery is becoming a key focus for the industry, especially where water scarcity and regulation put pressure on groundwater or beach well withdrawals. By reducing the size requirements for pretreatment, and for intake and outfall infrastructure, boosting recovery unlocks vast capital savings and huge retrofit opportunities.

FEDCO is proud to partner with Osmoflo in delivering simple and effective desalination solutions, where resilience is built-in from the very start.

• Mining and Resources (including Mine Closure Services) • Oil and Gas (both onshore and offshore) • Municipal (for both regional/remote as well as metropolitan utilities) • Power and Energy (including the Green Hydrogen sector) • Food, Beverage and Agribusiness • General Industrial (e.g. steel making, chemical processing) www.fedco-usa.com

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SWRO: 60% Recovery ZLD

UHP RO

SWRO

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OSMOFLO

STENNER PUMPS Since 1957, Stenner Pump Company has been committed to manufacturing reliable peristaltic metering pumps for dependable performance. Stenner manufactures from raw goods to final assembly, always keeping our founder’s principles of meticulous fit, form and function as our priority.

“AT OUR CORE WE ARE A PROCESS TECHNOLOGY COMPANY THAT HAS DEVELOPED A STRONG REPUTATION OVER DECADES FOR HIGH QUALITY AND HIGHLY INNOVATIVE MEMBRANE TREATMENT SOLUTIONS THAT ARE SPECIFICALLY CUSTOMISED TO MEET OUR CLIENTS’ INDIVIDUAL NEEDS” CARMINE CICCOCIOPPO, COO, OSMOFLO “We have recently undertaken a significant investment to improve and upgrade our R&D centre -called The Edge – at our global headquarters in Adelaide.

“This new facility will greatly enhance our R&D capability including our capacity to undertake multiple pilot and bench scale trials for different customers whilst simultaneously progressing our own R&D trials,” Ciccocioppo explains.

Critically, Osmoflo recently attained certification to the international management standard ISO55001:2014, thereby testifying to the “strength and maturity” of its asset management systems.

“This makes us one of only very few private water companies globally to have achieved company-wide certification to this standard and provides Osmoflo with the rare ability to offer a certified asset management framework to our clients.”

PRIORITISING PARTNERSHIPS Osmoflo’s defining approach to 228 | APAC Outlook issue 51

innovation would not be possible without a robust supply chain.

“This enables us to act as an expert integrator of the best possible technology and thereby deliver customised, world-class solutions for our clients,” he comments.

Indeed, the industry is on the cusp of an exciting time for technological developments within water solutions, and it is only through strategic partnerships that these benefits may be fully exploited.

“We are only just starting to understand and harness the potential of machine learning and AI in optimising energy efficiency and chemical consumption costs associated with desalination.

“In working with our industry partner in artificial intelligence, Synauta, we’ve managed to achieve, on average, a 10 percent reduction in energy intensity in a seawater desalination trial and a five percent reduction in cleaning chemicals in a plant treating a difficult brewery wastewater,” he informs us.

Our headquarters are located in Jacksonville, Florida, USA, where our pumps are designed and manufactured. Precise engineering and a watchful eye on the manufacturing processes allow us to maintain quality and humbly state a return rate of less than 1%.

Our practical design allows for less down time and simple installation and maintenance, with a patented toolless tube replacement. Other Stenner advantages include no loss of prime from off-gassing solutions, no contact of solution with moving parts, single piece tube construction, and no need for degassing valve or foot valve.

Inspired by our customers for over 60 years, we offer intelligent and advanced solutions, with pumps built to NEMA 4X for demanding applications. Select from multiple operating modes and performance indicators that can interface with process control systems. Features offered include leak detect, tube life timer, standby, output relays, back-up pump capability, and password protection. Stenner pumps are used in several markets including water & waste water, municipal, industrial, food and beverage, irrigation and more.

We strive to provide top quality products and services and are ready to assist you by web, phone, virtual and in-person training.

Please contact us today by your preferred method:

international@stenner.com www.stenner.com +1.904.641.1666

MANUFACTURING TOP QUALITY PERISTALTIC METERING PUMPS SINCE 1957

www.stenner.com Stenner Pump Company 3174 DeSalvo Rd Jacksonville, Florida 32246, USA Phone: +1.904.641.1666 Email: international@stenner.com

OSMOFLO

APAC OUTLOOK: COULD YOU TELL US MORE ABOUT OSMOFLO’S RECENT PROJECT WITH GLOW ENERGY IN THAILAND? Carmine Ciccocioppo: “This was a real ‘watershed’ moment for Osmoflo.

It marked the first time that we had ever managed to supervise the installation and commissioning of a plant, completely remotely. This was due to the international border closures and the shut-down of international travel during the early months of the COVID-19 pandemic, meaning we were unable to mobilise any of our own construction managers or commissioning engineers directly to the site.

“Glow Energy PCL is one of the largest private electricity generators in Thailand and delivers electricity, steam, and processed water to industrial customers. Glow contacted Osmoflo in early 2020 during a period of severe drought to determine whether we could assist with an emergency water supply solution with a capacity up to seven MLD. “Osmoflo responded rapidly to assess the client’s site conditions and constraints and developed a comprehensive technical proposal based on one of our SW7000 rental assets consisting of 12 x 40’ containers, one 20’ container, two 11kV electrical transformers, and one 11kV HP Pump skid (five tonnes in weight).

“We also managed the logistics for the 7MLD plant including cranage, road transport, shipping from our Dubai facility and delivery to the client’s site in Thailand.

“Working closely with our client, we achieved a 12-week delivery phase up to commercial operation. Over the six months of commercial operation the plant easily achieved the minimum daily production capacity of 6.3MLD and averaged in excess of 7.8MLD for the duration of the contract.”

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“These preliminary savings are just the ‘tip of the iceberg’.”

Secondly, yet of equal importance for Osmoflo, partnerships are instrumental in guaranteeing critical timeliness of delivery.

“It is only through developing strong, long-term working relationships with our suppliers and partners that we can work through any unexpected issues that may adversely impact delivery timeframes to implement appropriate solutions and corrective actions,” Ciccocioppo surmises.

KEY PROJECTS Turning to talk of key projects, Ciccocioppo highlights the Osmoflo Brine Squeezer (OBS) Plant, completed for the Energy Resources of Australia’s (ERA) Ranger Mine site, that completed its final 90-day performance trial earlier this year. The OBS plant will play an instrumental role as the Ranger Mine undergoes its closure and rehabilitation programme.

Osmoflo are also taking a proactive role in the development of Australia’s rapidly-growing hydrogen sector, as evidenced by its latest demineralised water treatment plant

ENERGY & UTILITIES LOOKING AHEAD For the year ahead, Osmoflo will continue their pace of geographical expansion, particularly across MENA and Southeast Asia. Ciccocioppo also hints at the US as a potential new market.

“We see enormous potential here - not only for our patented OBS technology but also for our proprietary Plant Connect remote monitoring and control capability which we see offering potentially significant benefit to the many smaller regional and remote plants that could benefit from our highly developed 24/7 process support services,” he explains.

“OUR INDUSTRY PARTNERS AND SUPPLIERS, AND THE SECURITY OF OUR SUPPLY CHAINS ARE CRITICAL TO OUR SUCCESS” - CARMINE CICCOCIOPPO, COO, OSMOFLO which will provide ultra-pure water for the Australia Gas Infrastructure Group as part of the ‘Hydrogen Park’ development in the Tonsley Innovation District in Adelaide.

“The number of large green hydrogen projects proposed or under development across Australia is growing exponentially,” Ciccocioppo comments.

“Almost all of these projects utilise purified water as their primary source of hydrogen and there are several

where desalinated and de-ionized seawater will be the basic source of hydrogen primary water source. We see significant potential to support the growth in this industry in the decades ahead.”

Finally, as an apt demonstration of both the company’s ability and global reach, Osmofolo recently secured the main RO package and water treatment package for the new oil refinery for Basrah in Iraq, with the JGC Corporation of Japan.

Aside from this, the company will continue to lead with innovation at the fore, refining the reach of their brine squeezer technology and focusing on high recovery, minimal-liquiddischarge solutions.

With their bespoke, innovative solutions catering to a host of markets that will only continue to expand, Osmoflo are guaranteed a certain future.

Tel: +61 8 8282 9700 mail@osmoflo.com www.osmoflo.com

APAC Outlook issue 51 | 231

VICFORESTS

THE FUTURE OF FORESTRY We speak to Monique Dawson, CEO of VicForests, about the company’s forestry management and support within the Australian timber harvesting sector Writer: Marcus Kääpä | Project Manager: Ryan Gray

A

ustralia is famous for its size and diversity of nature.

Having developed unique ecosystems over the ages, the country is now home to approximately onemillion different native flora and fauna species, many of which are found nowhere else on the globe. Victoria, Australia’s smallest mainland state, is home to lowlands, great cliffs, as well as expansive forests that act as concentrated hubs of diverse wildlife, while also being home to a large timber harvesting industry.

VicForests is part of such an industry and is a state-owned business responsible for the sustainable harvest, regrowing and commercial sale of timber from public forests on behalf of the Victorian Government. The company undertakes all of its operations in a safe, efficient and sustainable manner, all the while keeping its staff, the community and the environment in mind.

“We are the state of Victoria’s native timber harvesting company; a stateowned enterprise with a commercial licence,” begins Monique Dawson, 232 | APAC Outlook issue 51

VicForests invests in new technology and innovation to lead the industry with best practice forest and harvesting systems.

SAFEGUARDING THE ECOSYSTEM

CEO of VicForests. “We have around 140 employees across 11 locations in the state, while also engaging external contractors for timber harvest, haulage and forest management operations.”

As a government owned business,

“There is a fundamental shift in the way that we harvest timber and operate within forests,” Dawson says.

“We operate in a gradual and scaled way that ensures that groups of trees are harvested at varied periods, as well as when they have reached a certain height.

“This means that the forest will be continually growing at different stages, promoting continual growth and allowing forestry to continue without disrupting the local wildlife.”

This balance between operation and environmental guardianship is a vital aspect of VicForests’ practices.

The gradual harvesting of timber allows the company to promote steady growth of the state’s forests, as well as ensuring that the local fauna can exist naturally.

AGRICULTURE

APAC Outlook issue 51 | 233

VICFORESTS

VICFORESTS COMPANY VISION VicForests is a leading forest management business operating to the highest standards, with its work promoting long term value for Victorian communities.

COMPANY PURPOSE To sustainably manage the state’s renewable timber resources for the long term environmental, economic and social benefit of all Victorians.

COMPANY STRATEGIC DIRECTION • To maintain the company’s strong commercial forestry business so that it can continue to make a significant contribution to the Victorian economy and its communities.

• To respect the forests in which it operates and build strong environmental systems that sustain the state’s unique Victorian biodiversity.

• To grow the business through the efficient and effective delivery of government policy objectives.

234 | APAC Outlook issue 51

“An example of this is that we leave all the trees with hollows in them to protect the habitats of the species that live and dwell within them” Dawson elaborates. “A point of pride for us is surveying the forests postharvest and witnessing endangered species living and thriving because they have been able to keep their habitats.”

“The animals are still benefitting as they would naturally, and we take out timber while being able to do it in a way that does not impact the local ecosystem negatively. And we are proud of this gradual and considered harvesting approach because we believe that it is a major innovation in the way that natural timber harvesting can operate.”

A part of this unique approach is allowing groups of trees to grow for decades and to reach a certain height before being harvested, with growth periods lasting decades, such as anywhere between 40 and 80 years, and with many older trees being kept as ideal habitats for wildlife.

“On top of this, over time, this method of gradual forestry and tree density management will make the forests more resilient to climate change by relieving the pressure and competition for water during

JOBS AND GROWTH We are committed to supporting the economic growth and wellbeing of our employees and their communities.

INNOVATION & SUSTAINABILITY We are investing in technology and strategic infrastructure projects to ensure a robust and diverse business, incorporating renewable and sustainable forestry practices.

THE FORESTRY INDUSTRY We are passionate about our industry, the people it supports and the environment in which we operate.

VICFORESTS

droughts. The more available the access to water, the more resilient the trees will be to bushfires as well, and this aligns really well with the nature of our gradual harvesting methods.”

SAFETY IN THE FIELD VicForests does not only operate with sustainable and environmental concerns in mind, but also with safety at the fore.

“Safety is our first priority at VicForests and that is why we were pleased to record zero log-truck rollovers for the first time in its history during the 2019/20 financial year,” Dawson says. “This project was achieved through organisation-wide buy-in, including the establishment of a dedicated Haulage Safety and Compliance role at the company, ensuring VicForests is an industry leader in haulage safety.”

As a government-owned business, VicForests is heavily regulated and because of this operates under a strict set of rules and guidance that are followed by each of its associated 236 | APAC Outlook issue 51

employees, contractors and partners.

For example, the contractors include those that harvest and collect the trees; a job that requires a high level of safety as well as adhering to the method of gradual harvesting, or timber haulage, that involves trucking large and heavy loads of wood across vast distances safely, and so adhering to the rules VicForests places down are paramount to individual, organisation and environment alike.

VicForests’ innovation programme has been a cornerstone of its efforts that focuses on fostering and implementing innovative ideas throughout the business.

LIDAR To operate efficiently and successfully in the forestry sphere, the ability to monitor and map forests and woodlands is invaluable. For VicForests, a boots-on-the-ground approach to monitoring trees and surrounding habitats has been replaced by a couple of revolutionary technological tools, as Dawson explains.

VICFORESTS ADAPTIVE RETENTION HARVESTING & REGENERATION SYSTEMS Since July 2019, VicForests has been using best practice harvesting and regeneration systems to balance timber harvesting, forest regeneration and protection of habitat. These harvesting methods have seen increases in tree retention levels across VicForests’ coupes by leaving behind future habitat trees and greater connectivity to the surrounding forest, and the implementation of lower intensity burns, and mechanical disturbance caters for a wider variety of environments and habitats, and to ensure that any forest the company harvests is regenerated for the future enjoyment of generations to come.

AGRICULTURE “We have been investing in and building up our capabilities surrounding the use of LIDAR in the field,” she elaborates. “Using laser geospatial mapping, we can map out and produce a 3D representation of an area of forest from the tops of the canopy all the way down to the ground level.

“We can now not only gain an insight into the accurate structure of the forests, but also understand the species that live in various areas, including where and why they dwell on or around trees, and so how to go about harvesting trees without upsetting the ecosystem. Possums for example, that are critically endangered in Australia, favour midstory trees as their foraging grounds, where previous knowledge held that they required the tallest of trees.”

LIDAR allows the company to target its operations through understanding how it should go about harvesting. In the case of the endangered possums, VicForests can aim to cultivate and maintain midstory trees in order to provide the species with the most ideal and beneficial natural habitat possible.

DRONE ADOPTION

VICFORESTS ZERO LOG-TRUCK ROLLOVERS The safety success was achieved through a comprehensive safety programme which was implemented in conjunction with Australian Trucking Safety Services and Solutions, and included the following undertakings: • Compulsory education and awareness training for all parties in the supply chain. This came in the form of constant updates as well as compulsory annual training and refreshers.

• Development of a driver code of behaviour that has been adapted by many other industries including the bulk tanker industry in USA. • The adoption of state-of-the-art technology such as EBS brakes and GPS tracking.

• Company input on vehicle design. VicForests contractors worked closely with trailer manufacturers to get the most stable and efficient equipment available.

• The construction, improvement, and maintenance of roading.

• Vehicle access and using the most suitable vehicles. VicForests were leaders in gaining use of longer vehicles with lower load heights on rural roads. This has led to significant safety and efficiency outcomes.

• Detailed crash investigations that identify new trends and causes to safeguard for future events.

• Development of programmes such as the Australian Forest Contractors Association (AFCA) Professional Ownership and Driver Wellbeing (PODW) programme which started with VicForests’ Gippsland operators and how best to tackle driver inattention.

VicForests has acquired a small fleet of drones to assist with high resolution imagery acquisition pre and post harvesting operations.

“We assess imagery for values that must be protected prior to harvest and evaluate what values have been protected after a coupe has been harvested after it has been regenerated,” Dawson informs us.

“We are able to use drone imagery to quantify the level of habitat and vegetation retention within the coupe.

In the future, we plan to extend our usage of drones to activities including coupe monitoring, regeneration monitoring and species detections using thermal cameras. One of the key benefits of using drone technology is the reduction of staff injuries while performing foot-based work.”

APAC Outlook issue 51 | 237

VICFORESTS

VICFORESTS MOBILE MAPPING APPS VicForests have developed several mobile mapping apps to help staff collect real time information in the field efficiently, and as safely as possible. Through the apps the company has collected close to 40,000 individual tree locations representing potential habitat for fauna species. More than 1000 of these have been identified as large trees.

238 | APAC Outlook issue 51

AGRICULTURE MOVING FORWARD For Dawson, the future of forestry is both technological and ecological.

“We need to shift the forestry industry to one of forest management,” she elaborates.

“We need to be able to balance commercial harvesting of timber with operations that support the forests and the ecosystem. If we don’t manage our forests, we will lose them to drought and fire. We must do everything we can to make sure

PHOTO BY: B. DROUYN

that we are not the last generations that will have the forests, and we must start working on them now to make them as resilient and enduring as we possibly can. VicForests’ adaptive harvesting techniques have already touched on this, but I believe that this is just the start.

“We are also looking to the future through our ongoing work establishing new plantations and the delivery of a Farm Forestry programme, from large industrial scale plantings to tree and biomass crops managed and sold by farmers.

These programmes will provide Victoria a platform through which it can realise greater greenhouse gas emission reductions.”

In addition, biomass-derived products such as sustainable food

“WE ARE REALLY CARING FOR THE FORESTS AT THE SAME TIME AS SUPPORTING THEM TO BE BETTER AND MORE ENDURING FOR THE FUTURE” – MONIQUE DAWSON, CEO, VICFORESTS packaging and fuel, are becoming common place. The growth in these new carbon-friendly products presents opportunities to harness the biomass generated from its land management services to produce such products or new plantations producing timber, biomass, and even carbon credits.

Forest residues in the forest postharvest present opportunities in these new and emerging markets.

“There are opportunities for forest residues into the biomass market that can be made into alternative products. This has not been seen in Australia before, but there are opportunities to explore the possibility to grow various grasses or fast-growing trees for biomass purposes, and this could be the beginning of a large industry in the country.”

Tel: +613 9608 9500 vfs.media@vicforests.com.au www.vicforests.com.au

APAC Outlook issue 51 | 239

CPC ENGINEERING

DRIVING PARTNERSHIPS FOR SUCCESS Glen Weir, CEO at CPC Engineering, discusses the importance of fostering and maintaining key, strategic relationships for mutual success in the industry Writer: Sean Galea-Pace | Project Manager: Thomas Arnold

240 | APAC Outlook issue 51

MINING

T

rust isn’t something you can buy; it has to come naturally.

According to Glen Weir, CEO at CPC Engineering, time is everything. “It’s all about relationships. If you do have an issue but have a good relationship, then it’s easy to sort out,” he discusses. “The trouble comes if you don’t have a very good relationship then that can lead to a bitter feeling for both parties.

A good relationship is only built up over time.”

Weir’s company CPC has developed a reputation as a leading mid-tier provider of engineering design, construction and maintenance services to the mineral resources industry. Its highly skilled and talented team has the experience and expertise to deliver practical solutions, supported by seamless integration of design and project systems to fast-track project delivery.

APAC Outlook issue 51 | 241

CPC ENGINEERING

“A GOOD RELATIONSHIP IS ONLY BUILT UP OVER TIME” – GLEN WEIR, CEO, CPC ENGINEERING Today, CPC is well-positioned to respond quickly and effectively to project requirements through a wellestablished network of workshops and design facilities. Over the past 50 years, CPC Engineering has developed and maintained strong relationships with its clients, delivering beyond expectation in an open and honest approach. This simple and consistent style forms the crux for continuous growth and success.

WORKING TOGETHER And helping the company to achieve sustained success in the market are its partners. Without key, strategic relationships, a business can fail fast.

For Weir, he recognises how vital forming positive connections in the 242 | APAC Outlook issue 51

market is but realises that it doesn’t happen overnight. “We have brilliant relationships with our suppliers built through 51 years of mutual trust and operation, but it’s very competitive at the moment as new players are always entering the market,” explains Weir.

“Ultimately, you’re only as good as the last job and I’m proud to say that the vast amount of our relationships are strong and built up over a number of years.”

And Weir has played his part in forming those long-lasting relationships himself. Having first joined the company in 2003, he has overseen the growth of the company first-hand from a small regional workshop to a leading mid-tier provider of engineering, design, construction and maintenance services. In total, he has over 40 years’ experience in the minerals resources sector, covering all aspects from maintenance, design and project management to commissioning and handover of operations.

With such extensive experience under his belt, Weir is an industry expert and believes that mining remains both exciting and challenging in equal measure. “It’s much the same as it was before in that respect,” he discusses. “In Western Australia, iron ore is still doing well, as is gold. While, there has of course been a paradigm shift in terms of green industry.

Nickel, cobalt, lithium and graphite are performing well and fortunately, we have a real abundance of these materials in Western Australia.”

However, while Weir acknowledges how important a surge in demand is for minerals, he is well aware of the difficulties his industry faces. “The real challenge we have had is the lack of labour,” he says. “When COVID-19 hit, the borders closed to inter-state and international workers and everyone in Western Australia has experienced a challenge with attracting people.

We’re many thousands of people short and all competing in the same

Drytech Drytech was established with the purpose of providing tailored thermal drying and processing solutions for the mineral, chemical and food industries. A philosophy that extends from pilot plant development and testing through to turnkey installations.

Over the last 30 years Drytech has grown into a leading thermal process engineering company with offices located in Australia, Mauritius, Brazil and South Africa.

Drytech has developed a strong global reputation for providing innovative design solutions to thermal processing problems and for providing robust and durable processing equipment.

World leading mining houses are significantly enhancing profitability by using Drytech’s innovative concentrate drying and processing equipment to increase reliability and reduce operation costs.

Through the years Drytech developed a wealth of in-house expertise along with an extensive laboratory and pilot plant facility, where continual research and development of improving existing and developing new technologies are tested. With a detailed understanding of the handling multiplicity of heat and mass transfer processing systems, Drytech created a paradigm shift in the dryer selection criteria.

Drytech’s range of solutions are both productive and efficient and new solutions and concepts are continuously refined.

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CPC ENGINEERING labour pool. As soon as the federal and state governments can get the vaccine rollout done and introduce fit for purpose isolation facilities when people come in from overseas then the better off we’ll be.”

Operating with a range of different

INSIDE OPERATIONS CPC Engineering prides itself on supporting its customers across all areas of maintenance. With in-house workshops covering Western Australia, its own labour hire division, asset management and the support of its projects division, CPC can be relied upon to provide clients with an unprecedented service offering.

With safety being vital to any successful organisation, CPC’s people continue to be the ones who others seek to emulate across a number of sites. CPC is able to draw on years of experience and knowledge in-house to provide its clients a fully integrated approach to maintenance and reliability.

Its services include: • Major EPC projects • Minor and sustaining capital works • Shutdown management and execution • Mechanical • Electrical • Civil • Scaffolding • Labour hire • Major breakdown works • Equipment repair and plant refurbishment

244 | APAC Outlook issue 51

regional offices across Western Australia, CPC Engineering designs and builds process plants. “I think our competitive advantage comes from having people in regional areas which can carry out maintenance and shutdowns while we also operate that central design office in Perth,” explains Weir. “We maintain a good relationship with operations people, and this allows them to feedback to our team in Perth.”

One of CPC’s most important projects that has been undertaken recently was the Balama Graphite Project for Syrah Resources. “This was completed a few years ago in Mozambique and it is one of the largest graphite plants in the world. It was particularly influential,” discusses Weir. The organisation also conducts a lot of work through its regional branches in which case the Perth based engineering division provides a support role when required.

“We design and construct a lot of standalone crushing plants and process plant upgrades for a range of clients,” he adds. “By using our local labour teams we can then provide the ongoing shutdown and maintenance services which has really helped grow the business.”

INFLUENTIAL PARTNERS Indeed, as a result of the importance of the role suppliers play, Weir believes that outlining expectations and developing understanding is crucial. “When you enter into any relationship, you go into it with your eyes open,” he explains. “We’ve had a number of jobs where we’ve partnered with people and once you’ve worked with each other on more modest projects and got to see what the other is like under pressure then you can develop trust and take on larger jobs together.

Sometimes, you need people with skills in specific areas that you don’t have. Those relationships that have lasted the longest are the ones where you both have a common goal and are prepared to hurt a bit if there’s an issue and share the rewards together. If you’ve got a partner who is prepared to do that, then as a consequence, you’re stronger and you can take on far more challenging projects together. Time is everything.”

Harnessing a positive culture that makes staff want to be a part of the journey is key. Staff are central to success and by empowering employees, companies can retain people more easily while making onboarding a far

MINING

“WE’VE TRIED TO CREATE A CULTURE WHERE PEOPLE CAN MAKE MISTAKES AND LEARN FROM THEM” – GLEN WEIR, CEO, CPC ENGINEERING less frequent process. “We try to push the decision-making process as far as possible,” stresses Weir. “It’s important for us that the correct decisions are made at the correct level across the business. If you’ve got a culture where everyone pushes a decision upwards, then you can become unstuck quickly.

We’ve tried to create a culture where people can make mistakes and learn from them.”

Indeed, according to Weir, it is that family culture which is key. “We like to think that we have a family culture and that we look after each other. That has been very important in recent times when there is pressure on people to move throughout the industry because of a shortage of labour.

There is a bit of a bidding war because

people are jumping ship to take on more lucrative jobs, but our core group of people are always part of our family. If you pay reasonable rates in comparison to the industry average, then people will stay as a result of a positive culture. Some people have been with us for over 20 years and that’s important.”

Looking ahead, the future is bright for Weir and CPC Engineering.

However, he’s cautious about targeting expansion that is too ambitious for the level the firm wishes to remain at. “We’re always on the lookout for opportunities to grow,” he explains. “We’re careful as to where we seek to expand because we understand that if we invest money then we might not get it back.

For us, the aim is to be around 30 percent bigger than we are but no more than that. We don’t want to try and become a major engineering house because we see ourselves in that mid-tier position and able to complete those large projects up to $150 million. That way we can maintain our position in the industry and de-risk any problems that come out of trying to become larger than that. The size we are now means that we can organically grow to the 30 percent bigger we envision but that’s the ceiling for us.”

Tel: +61 8 9365 0300 CPCprojects@cpceng.com.au www.cpcengineering.com.au

APAC Outlook issue 51 | 245

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What technology is helping to transform your industry and how?

Angel Ding Managing Director, Angliss Singapore “Digitalisation, automation and the evolution of food science are some of the technological advancements that have transformed and will continue to evolve the food and beverage industry in the years to come.

“With automation, there will be better food quality control, end-toend traceability and improved worker safety and efficiency as systems are implemented to work alongside and improve performances of existing labours and teams especially during seasonal volume and peak demands.

“The quest for food innovation has risen from a number of reasons – environmentally friendly alternatives 246 | APAC Outlook issue 51

for farming, sustainable growth of crops, focus on healthy eating and so on. Hence with the everevolving technology that pushes the boundaries of food science that includes the recent discovery of lab-grown meat, the availability of specialised foods such as Gluten Free options, consumers have much to look forward to which will in turn lead to greater demands that will fuel newer dynamics for the industry.”

Jacob Luke Managing Director, Mapai Transport “Our technology is lagging compared to developed countries because of poor infrastructure – not least because of the mountainous terrain in the case of the main island in Papua New Guinea, and the tyranny of distance in the wider spread of islands. Despite this, GPS technology has become an important part of the transport industry in recent years – monitoring of the fleet, fuel

consumption, driver behaviour etc.

“Our company is committed to embracing the future; but we understand that there is much to be done.”

David Holt General Manager, Merlo Coffee “From a production side, automation in manufacturing and processing is becoming more apparent and crucial in order to lower costs and to manage these in a time when commodity prices are constantly under pressure.

The market is becoming more competitive and in Australia, the lowest minimum wage is set really high, which puts a huge amount of pressure on manufacturing costs.”

Are you a CEO/Director with a company story to tell? Contact APAC Outlook now!

The global food processing manufacturer prioritising true partnership and innovation...

HILTON FOODS AUSTRALIA AND NEW ZEALAND

SUSTAINABLE PROTEIN IN THE SOUTHERN HEMISPHERE A meat processing manufacturer of global proportions, Chief Operating Officer of Hilton Foods Group Australia and New Zealand, Pat McEntee, discusses championing ethics and the value of true partnership Writer: Phoebe Harper | Project Manager: Ben Weaver

FOOD & DRINK Food is a big part of our lives; it’s what brings people together. Food is about family, it’s about special occasions - food is about fun.”

The above statement from Pat McEntee, Chief Operating Officer (COO) of food processing manufacturer Hilton Foods Group’s (HFG) APAC operations, touches on the passion for protein that lies at the very foundation of the company.

A vast enterprise with a global presence spanning 19 facilities across ten different countries, HFG has evolved significantly from its humble beginnings operating a sole beef and lamb central meat packing facility in Huntingdon, UK. “HFG’s history is truly a wonderful story that began in the UK in 1994 supplying case ready meat product HILTON FOODS AUSTRALIA AND NEW ZEALAND exclusively for Tesco,” McEntee explains.

“If we look at the business today, some 27 years on, we now operate food manufacturing facilities throughout the world, from Ireland, through the UK to Europe, on to Australia and now, New Zealand.”

See page

20 26 FOOD & DRINK

A GLOBAL ENTERPRISE HFG first established its footprint in the southern hemisphere in 2012 following the reopening of the Bunbury Meat Centre in Western Australia, where the company was tasked with supplying consumer ready packs to Woolworths Group supermarkets.

The move was born from a joint venture between HFG and Woolworths Group, who remains the company’s exclusive regional retail partner. “Woolworths had made the decision to transition from in store meat departments to centrally prepared consumer packs, and HFG were the chosen partner,” McEntee informs us.

To this day, McEntee credits the successful nature of this working relationship with the company’s 2 | APAC Outlook issue 51

APAC Outlook issue 51 | 3

Truganina Site Melbourne, Australia

packaging, ultimately delivering commercial advantage on behalf of their partners and informed decision making amongst the consumer. The constant monitoring of consumer insights serves to drive further progress and inspire ideas.

LOOKING AHEAD Looking to the future, McEntee hints at HFG’s ever-expanding national footprint as a truly global entity.

“We’re excited about further geographical expansion. We are proud and privileged that we are in conversation, and we are looking to Southeast Asia as potentially the next location for our brand in the APAC region.”

Aside from this, HFG will continue to have their hands full with the successful launch and implementation of the New Zealand food park, delivering the brand into an exciting new market.

“At present the new food park is the highest priority for us here in APAC, so there will be an intense focus on ensuring that everything in New Zealand is seamless for Woolworths New Zealand’s Countdown stores and customers.”

With the completion of this new mission and moving on from business transition, HFG will bring a new mindset to match, honing and refining their methods of operation here in APAC.

“We’re still quite young. Having run the business in Australia for three years now, a lot of that time has been taken up with the commission of Heathwood, so part of our focus for the year ahead is moving out of project mode and into the day to day running of the business.

“We will be fine tuning our ways of working and striving for continual improvement.”

Tel: +61 3 8855 7450 hiltonfoodsAPAC@hfgplc.com www.hiltonfoodgroupplc.com

24 | APAC Outlook issue 51

APAC Outlook issue 51 | 25

14 | APAC Outlook issue 50

2 | 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

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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Hilton Foods Australia & New Zealand has told its story.

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