APAC Outlook - issue 52

PNG PORTS CORPORATION | WABTEC ANZ

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

WILUNA MINING

Chasing profit and mining for prosperity in Western Australia

WEIR MINERALS

Representing the progressive future of the mining sector through female inclusion, technological development and sustainable aims

DISCOVER THE COMPANY TUNNELLING A PATH TO SEAMLESS SYSTEMS INTEGRATION WITH MANAGING DIRECTOR OF SICE ANZ, MANUEL GONZALEZ ARROJO

Issue 52

travel magazine I

n a changing world, where the travel industry must adapt to challenging global situations, our mission at Outlook Travel remains the same. We will continue to showcase some of the world’s most inspiring destinations, offering real insight and comprehensive travel guides for when global mobility resumes.

ISSUE 06

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

T R AV E L G U I D E

SOUTH AFRICA’S WESTERN CAPE

Sprawling mountains, ocean vistas and world-class wine T R AV E L B U S I N E S S

AUTO EUROPE

Reinventing the meaning of service for the travel industry

TRAVEL GUIDE

MEXICO CITY

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

Mezcal and mole in Mexico’s mega-city

JORDAN BANKS, the highly acclaimed travel and lifestyle photographer, tells all about keeping busy during the pandemic

THAILAND TRAVEL GUIDE

THAILAND

MALAYSIA TRAVEL GUIDE

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

M A L AYS I A

Writer: Dani Redd | Project Manager: Jordan Levey

K

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

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

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

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

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

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

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

Malaysia is a melting pot with a unique culture, a world-renowned food scene and a spectacular landscape of islands, ancient rainforest and mountains Writer: Dani Redd Project Manager: Joe Palliser

NAMIBIA TRAVEL GUIDE

T

here are many reasons why Malaysia is a tourist favourite.

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

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

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

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

Then, there’s the culture. Malaysia

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

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

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

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

D

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

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

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

N

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

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

But sightseeing in Namibia isn’t just about deserts.

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

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

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

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

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

But there’s more to the Seychelles

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

WELCOME EDITORIAL Head of Editorial: Phoebe Harper phoebe.harper@outlookpublishing.com Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Matt Loudwell matt.loudwell@outlookpublishing.com Production Assistant: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Dan Nash dan.nash@outlookpublishing.com BUSINESS 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 Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com SALES AND PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com SALES MANAGERS Krisha Canlas krisha.canlas@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS Kyle Livingstone kyle.livingstone@outlookpublishing.com Matthew Taylor matthew.taylor@outlookpublishing.com Sam Love sam.love@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com 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 363 655 SUBSCRIPTIONS Tel: +44 (0) 1603 363 655 phoebe.harper@outlookpublishing.com www.apacoutlookmag.com Like us on Facebook: facebook.com/apacoutlook Follow us on Twitter: @apac_outlook

In Pursuit of Precious Resources American essayist Ralph Waldo Emmerson once commented that, “the desire of gold is not for gold. It is for the means of freedom and benefit.”

Alongside other precious metals, our 52nd issue of APAC Outlook foregrounds companies making giant treads within the resourcerich landscape of Australian mining.

Our two frontrunners are equally committed to pursuing seams of value that add benefit to their respective companies. For both, these rare gems and precious assets take different guises, whether aboveground, or under.

At the 150-year-old institution of Weir Minerals, a global leader in engineering processing solutions catering to the mining industry, Strategy Director Melissa Davison seeks to bring benefit and freedom to the mining sector by addressing the “participation paradigm” that prevails in the industry, by boosting female inclusion.

“Not only do we need to actively engage in initiatives to attract female participation into the industry, but we also need to work on initiatives focused on retaining women,” she tells us. In the sector today, one in six mining industry workers are female, compared to one in 10, 15 years ago.

For Weir Minerals, creating equal representation within the company whilst driving sustainability commitments is the valuable path that the company intends to follow.

At a less conceptual level, on the prolific Northern Goldfields of Western Australia, Wiluna Mining is seeking profit as a junior gold producer and exploration company on a massive growth trajectory. The company is presently undergoing a period of strategic transformation championed by Executive Chair, Milan Jerkovic, as he seeks to fully exploit the mine’s multimillion-ounce potential.

“We’ve fixed the balance sheet, we’ve put new capital in, and we’ve done the drilling... now it’s a question of demonstrating the commercial value of the operation and showing to the shareholders that the money invested in drilling and mine development is going to lead to that commercial outcome,” states Jerkovic.

Continuing underground, we talk to SICE Australia and New Zealand as the systems-integration specialist implementing subterranean innovation through Intelligent Transport Systems (ITS).

Turning to food and drink, satisfy your appetite as we lift the veil on leading tofu-goods producer Vitasoy International Singapore, and a true icon of premium consumer goods – Krispy Kreme.

Elsewhere, discover insightful company profiles including Southern Community Laboratories, Mackay Rubber, Puma Energy PNG, PNG Ports Corporation, Dekenai Constructions Ltd, and Wabtec ANZ. We hope that you enjoy your read.

Phoebe Harper Head of Editorial, Outlook Publishing APAC Outlook issue 52 | 3

THE POWER YOU

The engines preferred by Australia’s best original equipment manufacturers.

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Our Engine Solutions team supplies and customises the complete range of Cat® industrial engines – from 8bkW to 6,180bkW – for quality local manufacturers of original equipment. These are the companies who build the machines that support real productive activity in every sector and drive the economies of Australia and the region.

Our customers include manufacturers of dewatering pumps, like Weir Minerals featured in this issue of APAC Outlook, drill rigs, crushing and screening plants, vacuum pump trucks other specialised vehicles, and a myriad other industrial applications.

Whatever you’re manufacturing, whatever industry you’re in, EPSA has the engine solution and the power you need.

©2021 Caterpillar®. All rights reserved. CAT®, CATERPILLAR®, LET’S DO THE WORK, their respective logos, “Caterpillar Yellow,” the “Power Edge” trade dress as well as corporate and product identity used herein, are trademarks of Caterpillar and may not be used without permission.

CONTENTS

14

REGULARS

12

18

10 NEWS Around Asia Pacific in seven stories

12 EXPERT EYE The advent of digital currency across Asia Pacific

BUSINESS INSIGHTS

14 Supply Chain

Singapore’s Shipping Transition Port development and evolution in Singapore

222

18 Sport

Kia Oval A review of international cricket at the Kia Oval

TOPICAL FOCUS

20 Finance

The Rise of Fintech in China Behind the burgeoning Chinese Fintech ecosystem

222 THE FINAL WORD If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

6 | APAC Outlook issue 52

20

APAC OUTLOOK MAGAZINE 156 Fiji Ports Corporation Limited

F E AT U R E S

Back on an Even Keel

22 SHOWCASING LEADING COMPANIES

The backbone of Fiji’s maritime logistics sector

Tell us your story and we’ll tell the world

164 Rajang Port Authority

MINING

24 Weir Minerals New Age Mining

Female workers, digitalisation and sustainability in Australian mining

50 Wiluna Mining

Breathing New Life into an Old Mine Chasing profit and mining for prosperity in Western Australia

62 Maxitool Group Safety and Certainty

Mining with certainty in quality, safety and value

East Malaysia’s First Port of Call

140

172 Mackay Rubber

110 Southern Community Laboratories

Setting the benchmark for quality and reliability in Australian manufacturing

New Investment, New Zealand Introducing efficiencies in the NZ healthcare sector

120 Back in Motion Health Group

Healthcare Autonomy in Motion

126 CR Surfacing Laboratories

70 Boart Longyear

Bouncing Back Better Overcoming disruption to become a leading provider of drilling services, products and exploration technology in mining

84 NKW Group

Industry, Environment, Community Delivering services across the mining sector and beyond

FOOD & DRINK

182 Advanced Integrated Manufacturing Corp (AIM) AIMing for a Greener Future

Investing in sustainable manufacturing operations

TECHNOLOGY

188 SICE ANZ

Taking Innovation Underground Tunnelling the path to seamless systems integration

Manufacturing the latest optical lenses for the Australian market

132 Team Medical Supplies Answering Critical Need

Supplying medical equipment to institutions in Australia

188

SUPPLY CHAIN

CONSTRUCTION

138 PNG Ports Corporation

198 Dekenai Constructions Limited

Maritime Master Planning

Developing ports for the betterment of PNG

138

Paving the Way for Papua New Guinea The civil engineering contractor transforming the island’s infrastructure

OIL & GAS

206 Puma Energy PNG

Energising the PNG Community

Manufacturing Meatless Nutrition

102 Krispy Kreme ANZ

Equipped for Expansion

Putting the Grouse in Glasses

90 Vitasoy International Singapore The FMCG brand championing a tofufuelled future

MANUFACTURING

HEALTHCARE

Australia and New Zealand’s leading provider of physiotherapy and allied health services

62

A leading riverine port operation within the holistic supply chain

Foregrounding facilitation and sustainability

148 Consort Express Lines

TRANSPORT

Destined to Delight

Navigating the Shipping Transition

214 Wabtec ANZ

Serving sweet moments to Australia and New Zealand

Operating in an ever-changing shipping logistics environment

Forward-thinking freight and transit solutions

Transport, Decarbonised

APAC Outlook issue 52 | 7

E

nergy Power Systems Australia (EPSA) is the authorised Cat® engine dealer and power solutions provider for Australia, Papua New Guinea and the Solomon Islands.

EPSA sells, rents, designs, engineers and commissions Cat® engines, generators and custombuilt power solutions – from individual units to multimegawatt power stations – to customers across every industry, including mining, manufacturing, construction, oil and gas, agriculture, fishing, forestry, government, defence, utilities, residential, education, food processing, winemaking, data centres, airports and hospitals.

Industrial Engines EPSA’s Engine Solutions team supplies and customises the full range of Cat® industrial engines – from 8bkW to 6,180bkW units – for quality manufacturers of original equipment. Our customers are the companies who build the machines that support real productive activity in every sector and drive the Australian and regional economies.

EPSA’s OEM customers include manufacturers of mine dewatering pumps – like Weir Minerals featured in APAC Outlook magazine – drill rigs, crushing and screening plants, vacuum pump trucks, other specialised vehicles, and myriad other industrial applications.

Power Generation Electric power generation is another EPSA specialty – with Cat® generators, compressors and temperature control equipment available for sale and hire, along with other ancillary equipment to meet your power needs.

And with the introduction of generator sets capable of running on green hydrogen, and Cat®

Hybrid Microgrids that incorporate solar, wind and battery energy storage systems, we are also helping our customers make the transition to renewable energy, mitigating the risks and maximising the commercial and environmental benefits.

Local and Global Support All EPSA products are fully supported by Caterpillar® through the established Caterpillar® dealer network.

All our engines and power solutions are backed by a global Caterpillar warranty. Our Cat® dealer network provides unmatched engineering support, technical advice and after-sales service and support to EPSA customers.

In Australia, EPSA has a national network of sales and rental branches available 24 hours a day, 7 days a week on 1800 641 915.

Whatever it is you’re manufacturing, whatever service you’re providing, whatever industry you’re in, EPSA has the power you need.

EPSA Salutes Weir Minerals Weir Minerals is a long-standing and muchloved EPSA customer, and Cat® industrial engines are a critical part of many Weir products. Marcel Heijkoop, EPSA’s General Manager of Engine Solutions, says “My team loves working with the team from Weir.

Over the years, we’ve developed a genuine strategic partnership. We don’t just supply them with great engines, we work with them to modify and customise Cat® products and services to meet their specific needs, in much the same way Weir works with its own customers. All power to them.”

energypower.com.au

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T R AV E L G U I D E

SOUTH AFRICA’S WESTERN CAPE

travel magazine Follow on social media for updates and travel inspiration

Sprawling mountains, ocean vistas and world-class wine T R AV E L B U S I N E S S

AUTO EUROPE

Reinventing the meaning of service for the travel industry

TRAVEL GUIDE

MEXICO CITY

Mezcal and mole in Mexico’s mega-city

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JORDAN BANKS, the highly acclaimed travel and lifestyle photographer, tells all about keeping busy during the pandemic photographer, tells all about keeping busy during the pandemic JORDAN BANKS, the highly acclaimed travel and lifestyle

CITY MEXICO

Mezcal and mole in Mexico’s mega-city

TRAVEL GUIDE

NEWS Around Asia Pacific in seven stories…

LO CA L G OV E R N M E N T

Kishida elected as Japan’s new Prime Minister, parliamentary election scheduled

H E A LT H C A R E

AUSTRALIA COMMITS TO COVID-19 ANTIVIRAL PILLS AFTER RECORD CASES IN VICTORIA AUST RALIA’S P RIME Minister, Scott Morrison, has recently committed to ordering 300,000 courses of Molnupiravir - the world’s first oral antiviral medication in the fight against COVID-19. The announcement comes as Victoria recorded the highest number of positive COVID-19 tests of any Australian state since the pandemic began in early 2020.

With Merck set to produce 10

million courses of Molnupiravir before the end of 2021, South Korea, Thailand, Taiwan, and Malaysia are also in talks to buy the treatment once approved. The Philippines is already running a trial of the medicine.

Molnupiravir is considered a breakthrough in preventing the spread of COVID-19. Individuals who are most at-risk are recommended to take one pill twice a day.

ECONOMY

Chinese property firms face financial uncertainty P R OP ER T Y D EVE LO P E R S Sinic Holdings and Fantasia Holdings have joined major real estate giant Evergrande in financial turmoil. All three companies have failed to make debt interest payments in recent weeks.

Hong Kong-based property company Hopson Development 10 | APAC Outlook issue 52

F U M I O K I S H I DA , recently elected as Japan’s new Prime Minister (PM) by the ruling Liberal Democratic Party, has called a parliamentary election for October 31st to cement a new mandate for improving the nation’s response to the COVID-19 pandemic.

Kishida replaces outgoing PM Yoshihide Suga, whose approval ratings remained low following a surge in COVID-19 cases following the Tokyo Olympics. Suga struggled to avoid criticism since the beginning of the pandemic and was roundly condemned for allowing the delayed Olympics to take place while COVID-19 remains a major threat.

The new PM is supported by popular predecessor Shinzo Abe and has included many of Abe’s political allies in his new cabinet.

are expected to buy a controlling stake in Evergrande. The deal would provide funds of around $5 billion to ease payments to debtors, including investors, suppliers, and customers.

Some tension remains over the deal due to the potential impact any result could have on the global economy.

The Chinese Government have indirectly signalled a willingness to protect individual citizens from financial ruin, should an agreement not be reached.

TECHNOLOGY

B U S I N E S S T R AV E L

Singapore expected to benefit from digital economy boom T H E AS EAN region is benefitting from significant investment into its digital infrastructure. In particular, Singapore is expected to lead the way as a regional hub for data, with the nation developing a reputation as a key data centre.

Singapore’s status as the most attractive regional data hub comes from its robust data privacy and cyber security policies, as well as a strategic location connecting other significant population centres throughout the continent.

Regional competitors, including Indonesia, are also seeing investment into data centre construction, with

AUSTRALIAN BORDERS SET TO RE-OPEN AFTER 18 MONTHS

further markets developing in the Philippines, Malaysia, Thailand, and Vietnam. Such growth in other ASEAN nations will eventually reduce Singapore’s head start, but the region as a whole will undoubtedly benefit.

ENERGY & UTILITIES

Potential energy crisis looming in China A CO MBINATION of extreme weather conditions, increasing demand for Chinese exports as the global economy reopens, and a national focus on reducing carbon emissions has left China on the cusp of a potential power shortage.

China has long produced most of its own electricity via its coal-powered

plants, but a 10-year inventory low and ongoing tension with Australia - the most convenient source for meeting demand - leaves China facing significant economic slowdown going into the fourth quarter of 2021.

China has relied on deals with the likes of Indonesia, Mongolia, and Russia since its relationship with Australia declined, but Chinese demand may be higher than these nations can supply.

1 8 M O N TH S have passed since Australia implemented a ban on overseas travel, accompanied by a strict arrivals quota that left thousands of citizens stranded abroad.

PM Scott Morrison announced that the return of international travel is “within weeks”, as several states close in on an 80 percent vaccination target. New South Wales is expected to be the first state to reach the target, potentially making it a pilot study for further relaxation of COVID-19 restrictions on travel moving forward.

Re-opening international borders would undoubtedly boost the nation’s economy, allowing fully vaccinated Australians to travel abroad.

B U S I N E S S T R AV E L

BALI TO REOPEN TO TOURISTS FROM OCTOBER 14TH TH E I N DO N E S I A N island of Bali will partially re-open to international tourists on October 14th. Bali is heavily reliant on tourism and will soon permit travel from China, Japan, South Korea, New Zealand, and the United Arab Emirates for the first time since spring 2020.

Despite the re-opening, all foreign nationals will be required to show proof of hotel room reservations as part of a mandatory eight-day quarantine at their own expense. Indonesia has reported a significant reduction in COVID-19 cases after becoming a global hotspot for positive cases throughout July and August. Cases are now at their lowest since August 2020, representing an impressive effort to ensure public health safety.

APAC Outlook issue 52 | 11

EXPERT EYE

Asia raises the bar for digital currencies Industry expert Amit Ghosh reviews the dynamic restructuring of Asia Pacific’s financial ecosystem in the wake of digitalisation Written by: Amit Ghosh, Chief Information and Services Officer at R3

A

s digitisation increases across many industries, governments and businesses alike are looking at new and innovative ways to embrace technology. Central banks are no exception and APAC’s success with digital currencies is a prime example.

Countries that have historically been at the forefront of currency developments, such as the US and the UK are no longer leading the charge.

The desire to protect longstanding currencies has led to a “regulation first” not “innovation first” approach for many.

The U.S. Fed, the Bank of England, the Bank of Japan and the European Central Bank are all currently exploring the technology. Meanwhile, the Bank for International Settlements (BIS), the so-called “central banks’ central bank” has been discussing Central Bank Digital Currencies (CBDCs) at length.

So why are central banks, the heart of the economic establishment, so interested in a technology with such radical and revolutionary roots?

In part, they are responding to challenges from private sector initiatives, such as Facebook’s 12 | APAC Outlook issue 52

Diem. However, CBDCs also suggest substantial benefits for general purpose use, which make them highly attractive in their own right.

Specifically, central banks’ motivations include: • providing a cash alternative • promoting financial inclusion • increasing seigniorage profit (difference between a currency’s face value and the cost of its production and distribution) • implementing monetary policy • linking payments to identity • modernising payments for a digital economy.

What’s interesting about the recent models is the collaborative approach many are taking with a supporting cast from the private sector. For example, the Bank of England has been researching what it calls the “platform model,” in which the bank is the only entity allowed to create or destroy a token, while leaving ‘payment interface providers’ (PIPs) to interact with end-users.

Others have gone a step further.

Researchers at the International Monetary Fund have coined the term “synthetic CBDC” (sCBDC) to describe a model in which a non-central bank entity, such as a commercial bank, can issue a stablecoin backed by central bank reserves.

Ultimately, it is likely that a variety of uses for CBDCs in the retail space and a number of different implementations will develop. These will have important benefits for a wide variety of institutions, from corporate treasury departments to payment networks open to the general public.

The distinction is quickly blurring between the currently evolving retail CBDC models and previous projects with wholesale CBDCs. A CBDC is a great tool at the wholesale level, and its applications teach us a lot about the prospects for retail CBDCs. For example: Project Ubin with the Monetary Authority of Singapore (MAS) taught us that a blockchain-enabled CBDC supports more efficient complex payment workflows,

TECHNOLOGY

“Looking to the future, it is possible to envisage an entirely new payment structure. The way banks, businesses and individuals handle, exchange and process money will be reimagined” including a decentralised liquidity savings mechanism. Now the MAS is partnering with the BIS Innovation Hub and the central banking community on Project Dunbar, an initiative to design, develop and test new multi-CBDC models.

Project Inthanon with the Bank of Thailand and Hong Kong Monetary Authority taught us that a blockchain CBDC allows for a cross-border corridor, enabled FX price discovery, and facilitated atomic PvP. Blockchain is crucial in enabling the tokenisation of these payment assets, allowing for peer-to-peer transactions and distributed custody.

Additionally, blockchain enables atomic transactions which means that any DvP (delivery vs. payment) or PvP (payment vs. payment) scenarios can occur, in real-time, without risk that one leg of the transaction will execute before the other.

Blockchain also sets the architecture for a more secure payment system in which there is no centralised point of failure nor honeypot for hackers to attack. Finally, it allows connectivity into a growing tokenised financial ecosystem with global integrity.

Looking to the future, it is possible to envisage an entirely new payment structure. The way banks, businesses and individuals handle, exchange and process money will be reimagined.

This architecture is empowered by blockchain as a means of keeping record, but relies on central banks’ diligence in providing robust governance frameworks for these new assets.

Increased adoption and wider access to CBDCs will be the next step for central banks to fulfil their mandate of offering modern and digital payment solutions. This will

generate greater connectivity within the financial industry and encourage parallel innovations outside of the payments sphere too. Innovation is the key to unlocking this next generation of payments and Asian central banks are leading by example.

ABOUT THE EXPERT Amit Ghosh is currently Chief Information and Services Officer at R3 and leads the global operations and services organisation. Before this, Ghosh was Head of Asia Pacific, leading R3’s strategy and operations in the region. Ghosh has also held various senior business development and operations roles at Visa, PayPal, and Hewlett Packard. He holds an MBA from Chicago Booth and a B.Tech (Chemical Engineering) from IIT-BHU.

APAC Outlook issue 52 | 13

JURONG PORT

SINGAPORE’S SHIPPING TRANSITION

We take a look at Jurong Port as a leading entity in Singapore’s shipping space, and speak to Mr. Ooi Boon Hoe, CEO, about the company’s plans for the future Writer: Marcus Kääpä 14 | APAC Outlook issue 52

“

The maritime industry remains extremely important to Singapore and its hub status, and in the face of the pandemic, supply chains cannot just be competitive and efficient, they also must become more resilient, and we see how supply chains are now being impacted, disrupted and

SUPPLY CHAIN services. As a leading international multipurpose port operator handling general, bulk, and containerised cargo, JP, with its staff strength of almost 800 employees, embarked on a 10-year transformation plan in 2015 towards becoming a ‘Next Generation Multipurpose Port’; fully committed to being an efficient gateway, and value adding to the supply chains it serves through the development of portcentric ecosystems and digitalisation.

For Mr. Ooi Boon Hoe, CEO of the company and orator of the opening statement, JP exists as an entity operating within a critical sector.

“In the context of Singapore, there is only one main multipurpose port, and that is JP. That makes the work that we do unique and very important,” he explains. “And in terms of the value that we try to create for our port users and their supply chains, some of them are ground-breaking and first of its kind, such as the world’s largest common user cement facility, largest port-based solar farm and more.

“And at the centre of our operations there is a core focus on the safety of our employees across all levels. We have a systematic and robust strategy towards improving safety continually at our port, and we value every single person who dedicates themselves to keeping the port going. Our safety focus improvement includes the use of the latest technology and hazard analysis, as well as reviews, inspections and an increase in monitoring safety throughout to keep our people safe and happy.”

(RMC) ecosystem that comprises importation and storage of aggregates and conveyancing to RMC batching plants, which will be sited next to existing cement and steel supply chains in the port,” Boon Hoe says. “Over the next two to three years, JP will invest approximately S$200

AT A GLANCE – JURONG PORT TERMINALS AND LOCATIONS Besides the main terminal ‘Homeport’, JP operates two oil terminals – Jurong Port Universal Terminal (JPUT) and Jurong Port Tank Terminals (JPTT), the Offshore Marine Centre (OMC), a multi-user waterfront facility providing port services to companies engaging in the fabrication of marine and offshore equipment, and two lighter terminals for harbour crafts to deliver spares and provisions to ships calling at Singapore. Regionally, JP has invested in three joint venture terminals: two in China – Rizhao in Shandong province and Yangpu on Hainan Island - and one in Indonesia – Marunda Centre Terminal in Bekasi, West Java.

PORT-CENTRIC ECOSYSTEM re-organised. As the ports are critical nodes of these supply chains, it makes for a very exciting time to work with many different stakeholders to effect these changes within the industry.”

Since 1965, Jurong Port (JP) has successfully contributed to Singapore’s nation building journey with its world-class facilities and

Strategically located as the nexus for a number of different supply chains, JP’s development of port-centric ecosystems (PCEs) will allow for the brick-and-mortar clustering of critical nodes along supply chains around the port.

“One such ecosystem that commenced construction in September 2020 was the Ready-Mixed Concrete APAC Outlook issue 52 | 15

JURONG PORT million in its development.

“Once complete, this will be the world’s first common-user facility handling approximately six million tonnes of aggregates discharged in western Singapore, gradually transiting to be discharged at JP’s RMC ecosystem. By doing so, JP will be able to contribute to its sustainability efforts by reducing more than 600,000 truck trips from our roads annually.”

In addition to increased efficiency and sustainability, aggregates can be conveyed directly from JP’s berths to a fully enclosed storage and RMC batching facilities. Coupled with JP’s existing port infrastructure and deepwater berths, JP can attract larger bulk vessels transporting aggregates

from distant sources with its direct discharge capability.

In the long term, this will be a gamechanger and ensure competitive and sustainable cargo handling, encourage source diversification and strengthen supply chain resilience for the company.

AN AIM FOR 2025 Moving forward into the decade, JP has plans to become a nextgeneration multipurpose port by 2025; an aim that hinges on four key strategic driving factors: the continued development of the aforementioned PCEs, increased digitalisation across operations, environmental sustainability, and organisational excellence.

APAC OUTLOOK: CAN YOU TELL US ABOUT THE WORLD’S FIRST GREEN BERTHS AND THE IMPORTANCE OF SUSTAINABILITY INITIATIVES TO JP? Mr. Ooi Boon Hoe, CEO: “In 2016, JP completed the upgrading of two berths using recycled concrete from existing berths and yards. JP was subsequently awarded the Green Mark (Gold) Award from the Building and Construction Authority.

“The berths may be small compared to the entire port, but in 2016 we sent a clear signal of commitment and dedication towards the sustainability cause because we believe that as Singapore’s primary gateway port, JP is able to communicate and strengthen the green agenda by example. Fast forward to 2021, we continue to forge ahead with our commitment with the three strategic sustainability initiatives of environmental stewardship, sustainability through PCEs, and facilitating the zero-carbon energy transition in the years ahead.”

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SUPPLY CHAIN

“Our PCE developments are in the three main industry verticals of construction, energy, and anchorage,” Boon Hoe elaborates. “Notable highlights are the commencement of the RMC ecosystem development, and the preparations for the steel ecosystem with the numerous digitalisation initiatives at the wharf side. In terms of the energy vertical, the commencement of phase one

operations for JPTT, and the current construction of JPTT phase two, as well as the stake acquisition and operation of JPUT are the key milestones.

“We have also formulated our Environmental Sustainability plans and target to halve our scope one and two carbon emissions from our 2005 BAU baseline by 2030 and aspire to be carbon neutral by 2050. We will

always continue to place emphasis on JP’s safety transformation and continuous improvement culture building with our people. The outcome as we gain more traction in our transformation journey will see the following attributes of our port shaping up – smart and connected; digital and business friendly; safe, secure, and sustainable into the future.”

“AT THE CENTRE OF OUR OPERATIONS THERE IS A CORE FOCUS ON THE SAFETY OF OUR EMPLOYEES ACROSS ALL LEVELS,” - MR. OOI BOON HOE, CEO, JURONG PORT

APAC Outlook issue 52 | 17

KIA OVAL

INDIA’S VICTORY OVER ENGLAND AT HISTORIC GROUND O

f the many well-known cricketing venues across the globe, the Kia Oval stands amongst them as a unique international cricket ground based in Kennington, London, and has been the home of Surrey Country Cricket Club since 1845. The Kia Oval grounds have hosted many famous final days spanning its impressive 141 years of Test cricket, and every international star to have played the

18 | APAC Outlook issue 52

From an England advantage to a dramatic India win, we take a look at the cricketing highlights during the recent series at the Kia Oval Writer: Marcus Kääpä

game has represented their nation under the famous and iconic nearby gasholder structures that neighbour the grounds.

Each year, the Kia Oval hosts an England Test match as well as a

white-ball international, and with matches having recently ended, we can look back on the highlights that made this year’s event.

Kia Oval – England vs India Recently, the Kia Oval welcomed two giants of Test cricket – England and India. Some of the world’s greatest players battled it out at the historic venue; the location of the first ever Test match in England, in a series that

PHOTO BY TMX468 - OWN WORK, CC BY-SA 4.0

SPORT saw the likes of Joe Root, Ben Stokes and Stuart Broad take on Virat Kohli, Ajinkya Rahane and Ravi Ashwin, to the victory of India.

Joe Root, captain of the England team, stated in the aftermath that they “were not ruthless enough”, following a dramatic defeat by the visiting team.

England had a promising start during their second innings but were out for 210 in the fourth Test and lost the match by 157 runs.

The climactic India performance saw the team win despite being 127-7 at one stage on day one, finally conceding a first-innings deficit of 99, then establishing a lead of 213 with just four wickets in hand on the fourth day. England had spoken of the possibility of undertaking their highest successful chase in Test cricket, yet even on a pitch that was advantageous for batting, a draw would have been deemed creditable.

England were overwhelmed when Virat Kohli, India’s captain, sensed victory while being backed by increasingly ecstatic support from the sold-out crowd. England, and their captain Joe Root, had well and truly lost the initiative after winning the toss and deciding to bat first on a flattish Oval pitch.

On the other side it proved to be India’s time to shine. The visiting team led the series even though they omitted notable off-spinner Ravichandran Ashwin throughout. At 131-2, England needed just one more good session to wing the momentum back in their favour as they lost six wickets for 62 runs. Of India’s performance Jasprit Bumrah was a centrepiece.

Bumrah’s reverse-swing with the old ball at pace exposed Ollie Pope’s defensive push, followed by another; an inswinging yorker that Jonny Bairstow could not contend with.

Pope’s wicket represented Bumrah’s 100th in this, his 24th international

“‘We knew our bowlers can be lethal with reverse swing. It was an unbelievable spell. It was a huge effort in the last innings of the Test match. As soon as it started reversing Jasprit just said, ‘give me the ball’, and he changed the game’”

match, and as a result makes him the fastest India seamer to reach such an achievement.

Joe Root followed up saying that: “We should have got something out of this Test match, but it was a brilliant spell of bowling by Bumrah that really turned the game. You’ve got to be realistic about things and understand that it was world-class bowling.”

India’s Virat Kohli stated regarding Bumrah: “We knew our bowlers can be lethal with reverse swing. It was an unbelievable spell. It was a huge effort in the last innings of the Test match.

As soon as it started reversing Jasprit just said, ‘give me the ball’, and he changed the game.”

Even though England managed to make a few runs early on they came up short when it came to innings of the fourth contest in the series.

Bumrah’s spell of bowling, among other feats from India, spelt the downfall of England in the series.

Looking further ahead, 2022 is set to be an exciting summer with action at the Kia Oval including both India and South Africa set to make an appearance.

Cricket dates back centuries From its origins in Medieval England, it is easy to conjure to mind the image of cricket being played amongst sheep grazing in rural pastures, and in fact the reality may not have been far from this.

The sport differs from its bat-and-ball counterparts (tennis, golf, squash and hockey to name a few) by its inclusion of a solid target structure, the wicket, that is thought to refer to the wicket gate through which sheep were herded.

At a later date, cricket made its way abroad with the expansion of the British Empire, where it became the national sport of many countries internationally.

Today, India is one among many of those famed for their cricketing prowess, alongside England, each of which deem the sport as an ingrained part of national heritage.

APAC Outlook issue 52 | 19

TOPICAL FOCUS

THE RISE OF FINTECH IN CHINA Chris Pu, Head of China at strategic growth investors Telstra Ventures, shines a light on the expansion of the national Fintech market Writer: Chris Pu, General Partner and Head of China, Telstra Ventures

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egulatory reforms in China’s financial sector over the last decade, alongside the move to online payments and banking, has served to fuel a burgeoning Chinese Fintech ecosystem. A recent report by EY found that 87 percent of digitally active consumers in China access some form of Fintech service – the joint highest rate in the world along with India – and significantly above the global average of 64 percent.

Increasingly, many of the Fintech firms providing such services – in areas such as payments, insurance and investing – can no longer be deemed early-stage start-ups.

The report notes that many of these firms have been through several rounds of fund-raising, increased their staff, created corporate departments such

as human resources, accounting and legal, and expanded beyond their home markets.

Much of this activity has focused on e-commerce. Consumer-led e-commerce is well established in China and happens much the same as it does elsewhere in the world – via trusted platforms such as Alibaba or JD.com. And there are plenty of Fintechs that play in this space dedicated to moving money around the system more efficiently and making transactions easier and more secure.

THE BURGEONING B2B FINTECH MARKET Of course, the consumer market is important – especially in a country of almost 1.5 billion consumers.

But venture capital firms such as ourselves are tasked with identifying

FINANCE the future growth opportunities – and these are increasingly to be found in China’s burgeoning B2B and B2B2C markets. It’s an area not yet as mature as the consumer sector but is growing quickly due to advances in areas such as cloud, network technology and artificial intelligence (AI) – technologies that are enabling innovative enterprise-focused Fintechs to emerge.

A key focus has been the small business and small enterprise segments – the SMBs and SMEs. The EY report looked at Fintech adoption among SMEs across five markets, with adoption among SMEs in China at 61 percent, significantly ahead of the US (23 percent), the UK (18 percent), South Africa (16 percent), and Mexico (11 percent). The report notes that the exceptionally high adoption rate in China is indicative of its “widespread use of financial platforms and ecosystems”.

NEW TECH TRANSFORMING PAYMENT AND RISK SOLUTIONS So what type of Fintech is serving the Chinese SMEs? An example in the current Telstra Ventures portfolio is XTransfer, which provides a crossborder B2B financial network aimed at SMEs. It recently completed a US$138 million Series D funding round, which lifted it to ‘unicorn’ status. XTransfer’s technology connects SMEs with major global financial institutions, offering services such as global collections, payments, foreign exchange and treasury management alongside an AI-driven risk management system.

According to the company, SMEs account for 60 percent of China’s $4 trillion B2B cross-border trade.

But, despite this, and China’s status as the largest exporting country in the world, many of the country’s SMEs are underserved by the big international financial institutions. The international banks are geared up to support multinational companies and

therefore often have a prohibitively high-threshold for facilitating an SME that wants to export globally, particularly in light of tightening of anti-money laundering (AML) rules around the world.

This is where XTransfer plays, by validating the necessary credentials for these SMEs to interact with these global institutions, thereby significantly reducing the cost of global expansion and enhancing their global competitiveness. And it uses a lot of innovative tech to provide that service, including building a unified global multi-currency clearing network, and an automated risk control infrastructure.

Another example in our portfolio is Fintell, which provides intelligent risk management decisions and systematic solutions for banks and other licensed financial institutions.

As financial regulations in China mature, licensed financial institutions are now required to develop fully in-house systems for risk control for their online lending business, without being able to outsource their operations wholesale. Fintell can provide the expertise and product required during this transformation of traditional offline lending to online lending business models. Its unique approach taps into mobile big data, using machine learning to create models based on unconventional data types such as e-commerce, locationbased services, payments, and app usage.

FINTECH TO DRIVE NEW INVESTMENT OPPORTUNITIES The entrepreneurs and teams behind both these companies, in common with most Chinese Fintechs, are experienced financial industry professionals who have learnt how to harness the latest technology to build their companies – rather than

tech entrepreneurs looking to tap into vertical markets, which is often the case elsewhere in the world.

This, coupled with more standards around areas including AI, cloud computing, blockchain, mobile finance apps and data privacy protection as well as more guidance for financial and governance mechanisms for finance in China, is seeing B2B Fintech truly taking off.

It’s true that the challenging geopolitical situation does create headwind for Chinese tech firms to expand internationally - at least into Western markets. However, the dynamic startups, those that have the strongest proposition will continue to stand out from the crowd and succeed internationally. There is a plethora of these exciting and innovative Fintech companies coming out of China that will create some significant investment opportunities over the coming years. Watch this space.

ABOUT THE EXPERT Chris joined Telstra Ventures in 2015 to lead its investments in China. Chris brings more than 20 years of experience in direct investment and business development with on-the-ground investment practices in China, Korea, Japan, Taiwan, India, Southeast Asia and the United States. Chris has a significant investment track record in Asia and the US including numerous major exits in acquisitions and IPOs. Earlier in his career, he managed business development activities in high-tech sector for Hewlett-Packard Asia Pacific. Chris holds an MBA from the Wharton School of Business, and a MS in Control Engineering from the University of Wisconsin-Madison.

APAC Outlook issue 52 | 21

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

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

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.

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PNG PORTS CORPORATION | WABTEC ANZ WEIR MINERALS

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WILUNA MINING

Chasing profit and mining for prosperity in Western Australia

Issue 52

MINING

NEW AGE MINING Standing as a global player in the mining and aggregates industry, Weir Minerals represents the progressive future of the sector through female inclusion, technological development, and sustainable aims. We speak with Strategy Director, Melissa Davison Writer: Marcus Kääpä | Project Manager: Tom Arnold

WEIR MINERALS

Representing the progressive future of the mining sector through female inclusion, technological development and sustainable aims

2 | APAC Outlook issue 52

APAC Outlook issue 52 | 3

DISCOVER THE COMPANY TUNNELLING A PATH TO SEAMLESS SYSTEMS INTEGRATION WITH MANAGING DIRECTOR OF SICE ANZ, MANUEL GONZALEZ ARROJO

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WEIR MINERALS

NEW AGE MINING Standing as a global player in the mining and aggregates industry, Weir Minerals represents the progressive future of the sector through female inclusion, technological development, and sustainable aims. We speak with Strategy Director, Melissa Davison Writer: Marcus Kääpä | Project Manager: Thomas Arnold

24 | APAC Outlook issue 52

MINING

APAC Outlook issue 52 | 25

WEIR MINERALS Not only do we need to actively engage in initiatives to attract female participation in the industry, we also need to work on initiatives focused on retaining women. Making sure we have targets and actively seeking out female participation in graduate programmes and apprenticeships is an important step towards helping to address the issue of participation.”

For Melissa Davison, Strategy Director at Weir Minerals (Weir), the allure of working in the mining

industry – a male-dominated sector, from workers in the pits to senior management in the boardrooms – extends beyond playing a role in processing the minerals essential to our daily lives. As a female leader, she understands the challenges women face, but knows the importance of increasing female representation.

Based in Australia, Weir Minerals Australia is a division of the larger Weir Group, a well-known global name in international industry, specialising in mining and aggregates.

150 YEARS OF HISTORY Weir’s legacy in Australia started with one man – Charles Warman. He was a draftsman in Kalgoorlie and, in 1938, he invented a revolutionary new slurry pump with replaceable liners. By 1946, manufacturing had begun in earnest, and as the business grew, so too did its footprint, opening offices in Perth and Sydney. By the end of the 1950s, Warman® pumps accounted for 90 percent of the Australian market. In the 1970s, the company was renamed Warman International and additional manufacturing facilities were built in Todmorden, UK and Madison, USA. Throughout the 1980s, the company expanded into new markets, establishing manufacturing capabilities in China and increasing exports to Latin America. In 1999, Warman International joined the Weir Group and a new chapter began.

DID YOU KNOW? Did you know that Charles Warman is listed fifth on the list of the top 10 Australian Engineers of the 20th Century and has been inducted into the Australian Prospectors and Miners Hall of Fame?

The Weir team in Australia is very proud of that history and when the company recently opened a new service centre in Kalgoorlie, they named it the Charles Warman Service Centre.

26 | APAC Outlook issue 52

Timken Timken and Weir Minerals have had a long association, going back to the 1930s with Warman in Australia. Our strong business relationship continued when Weir Minerals acquired Warman in 1999.

During this time, we have seen both Weir and Timken grow into global organisations with global manufacturing and supply chains.

In Australia, the team at Timken had the flexibility to supply and modify bearing assemblies and work with the Weir team on better designs. This flexibility meant the product was available sooner and better suited Weir and their customers. The win-win situation led to many professional friendships which continue today.

Every day, people around the world count on the strength of Timken.

Our expertise in metallurgy, friction management and mechanical power transmission helps them accelerate improvements in productivity and uptime. We supply products and services that can help keep your operations moving forward, whether you need drive train kits for commercial vehicles, durable housings for bearings in dirty environments, couplings that avoid metal-to-metal contact between motors and gearboxes, roller chain for dry, abrasive and high-moisture applications or other products and services for your applications. When you choose Timken, you receive more than high-quality products and services: You gain a worldwide team of highly trained and experienced Timken people committed to working collaboratively with you to improve your business The Team at Timken congratulates Weir Minerals on its 150-year milestone. We look forward to continuing to partner with Weir.

www.timken.com

TIMKEN IS MOVING YOUR WORLD FORWARD Timken manufactures and delivers one of the broadest ranges of application-proven products for global industries. Our growing portfolio of engineered bearings and power transmission product brands are here to serve our customers’ changing needs.

Thank you for selecting Timken to help move your world forward.

WEIR MINERALS

Blackwoods As a leading supplier of industrial and safety products, nothing is more important to us than helping you get the job done.

Blackwoods has a proud history of supporting Australian businesses for over 140 years and have played a vital part in Australia’s industrial landscape from our inception in 1878 as a specialist supplier to the shipping industry.

WEIR OPERATIONS AT A GLANCE MINING Weir technology processes the natural resources vital to continuing economic development. Weir is the market leader in mill circuit equipment used in some of the world’s most challenging environments.

AGGREGATES Weir offers one of the broadest product ranges for sand and aggregate processing.

The company partners with customers to recommend the best configuration of crushers, feeders, washers, conveyors and other comminution equipment.

VALUES Weir has an unrivalled global service network. The company has become an industry leader by working closely with customers and using its engineering expertise to make customers increasingly efficient.

28 | APAC Outlook issue 52

“Weir engineers and manufactures world-class equipment for mining, sand and aggregates, power, oil sands, and general industrial markets around the world,” Davison tells us. “We are a global leader in the provision of mill circuit technology and services, as well as the market leader in slurryhandling equipment and associated aftermarket support for abrasive highwear applications. Together with Weir ESCO, we are the only global provider of premium mining solutions from extraction to concentration.

“Innovating and engineering to solve customers’ problems is in our blood, it’s the foundation from which this company has been built.”

AN EVOLVING INDUSTRY For Davison, the industry is at a precipice of change and is one of the most exciting spaces to be operating within. Not only is there a greater awareness of the need for diversity and gender inclusion, but there is also a transition in the way business is conducted. With the recent impact of the COVID-19 pandemic, technology is changing the way we work, with digital forms of communication central to our ability to operate. Weir is not blind to this.

Today, Blackwoods is Australia’s largest supplier of MRO, industrial and specialist safety products, offering a complete end-to-end solution. More than 200,000 customers across 77,000 sites depend on Blackwoods for products in categories such as Personal Protective Equipment (PPE), Personal Protective Clothing (PPC), workplace safety, welding, abrasives, industrial gases, power and hand tools, electrical, lubrication, adhesives, and specialised clothing designed for different manufacturing environments.

Over 5,000 suppliers provide Blackwoods with more than 300,000 products via our national network of six Distribution Centres and over 50 branches, as well as a market-leading website and e-commerce solution. We leverage global sourcing capabilities and strategic partnerships with world-class brands and suppliers to source the best products at the most competitive prices.

Blackwoods is a trusted supplier for thousands of manufacturers nationally. We offer a complete solution to help our customers drive a safer, smarter and more productive manufacturing operation.

We understand the complexities of operating a manufacturing facility, and the need to maintain high standards when it comes to engineering and safety requirements.

By partnering with Blackwoods you can depend on us for quality, trust and experience. Blackwoods has you covered from head-to-toe. Our range is second to none and instrumental in keeping your business performing at peak productivity.

140+ AUST

YEAR

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WEIR MINERALS “Right now, some of the market trends affecting the industry include: resource nationalism, new economy commodities and energy transition, sustainable tailings solutions, intelligent and efficient equipment, underground mobility, transformational ore processing, additive manufacturing, and ESG,” Davison informs us. “Technology has a role to play in all these areas.

There is going to be a convergence of technological advancement and environmental, social and governance factors that help drive change.

“Undoubtedly, COVID-19 has forced a faster adoption of digital

technologies. Customers are creating digital twins, producers are embracing automated fleets and robotics, and suppliers are making their products smarter, more energy and water efficient, as well as starting to experiment in 3D printing.

Augmented and virtual reality is being adopted and, as travel has been restricted, the use of things like smart glasses to commission and inspect equipment is gaining momentum.

As there’s a shift towards a growing reliance on complex ore bodies, the adoption of technology required to process it will be key to sustaining supply fundamentals.”

HiTech Electrical Automation Proudly Australian owned with over 20 years of heavy industry experience HITECH has become an industry leader and trusted project partner throughout Australia and the Asia Pacific Region.

Hitech provides a comprehensive range of high-quality services and products coupled with exceptional customer service. We have the infrastructure and expertise to support you, regardless of project size or location.

Drawing on our extensive experience and never compromising on safety or service delivery, we provide complete, award winning turnkey electrical solutions to our clients. Inclusive of design, manufacturing, installation and ongoing maintenance.

We value our customers and understand the demands of industry. By listening and working collaboratively with our customers, we aim to provide a maximum return on investment and forge long-lasting professional relationships.

In conjunction with this, we seek to modernise and automate processes to not only make them electrically safer, but more efficient, both from a production and energy perspective.

This is evident in our relationship with WEIR. The strong relationship Hitech has with WEIR is one we value very highly. It has enabled our business to grow, gain exposure in partnering with a global OEM company and promote local manufacturing in Australia. Hitech are very grateful for the opportunity to partner alongside WEIR and we look forward to many more years working together supporting our customers and their business outcomes.

www.hitechelec.com.au

30 | APAC Outlook issue 52

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WEIR MINERALS

On top of this, there is a significant rise in the realm of sustainability practices. According to Davison, decarbonisation and the advent of battery minerals are a driving force behind substantial excitement and change in the industry. On the back of that, there’s a rise in non-mining companies entering the sector in different shapes and forms as they look to sure up supply chains.

“Undoubtably, ESG is one of the key factors driving change in the industry,” Davison explains. “From decarbonisation to cultivating and maintaining a social licence to operate, operating disclosure will become increasingly important and, in some ways, I believe it will become the new frontier of competition. This will occur as corporate governance frameworks are leveraged and turned into a competitive advantage, attracting talent and the new generation of innovators.

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“Recently we’ve seen some of the big players in the industry struggling to build trust and secure their licence to operate. It’s going to become more important as the socially conscious, tech savvy new generation of consumers and investors demand greater transparency.”

Part of this industry and business evolution will involve increasing

female representation.

Today, more than one in six mining industry workers are female; 15 years ago, it was one in 10. Female participation in the industry is currently tracking at between 15 to 20 percent, depending on the level within the industry. For Davison, this is a substantial improvement, but the industry has a long way to go, and because of this, mentoring – both formal and informal – plays an important role in the workplace.

“Whether it’s a scheduled mentoring session with a graduate, or simply a casual chat in the office with a new mother on how to navigate the pressures of building a career and being a mum, having my door always open and making the time for these conversations is hugely important,” Davison reflects. “I’m fortunate to work with some incredibly talented females and males every day, and I continually draw on inspiration from those around me.

WEIR MINERALS

APAC OUTLOOK: CAN YOU TELL US ABOUT WEIR’S SUPPLY CHAIN PARTNERS AND THEIR IMPORTANCE TO THE COMPANY? Melissa Davison, Strategy Director, Weir Minerals: “We have an extensive global and regional supply chain that we leverage to deliver the best possible outcome to our customers. That would not be possible without key partners and suppliers. They are a valued and important foundation to our business, and a key success to enabling our regional and global network of operations.

“We are moving large machines and parts across Australia and the world every day and you need reliable and sizeable partners to make that happen. I believe we view our partners as an extension of Weir, and in that sense, we are very careful to make sure that any partner aligns to our code of conduct and ethics.

“As we evaluate our sustainability footprint, we’ll increasingly view our partners with a Scope 3 CO2e lens and having the right partner in this sense will start to become a competitive advantage.”

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“Throughout my career, I have been lucky to have many company leaders believe in me, perhaps more than I’ve believed in myself. They’ve pushed and exposed me to great strategic projects.

They have mentored, shaped, and encouraged me and I hope I can do the same for others. My mantra is whether you believe in leaning in or leaning out, believe in yourself. Be authentic - be you. But, most importantly, stand to the front; take that seat at the table and put your hand up to take on a project or role. Women are often not wired to do that; we need allies to encourage and promote us and that’s what I hope I can do for others.”

RECOGNISING TALENT Davison aims to elevate and promote the success of females across Weir wherever and whenever she can. Weir sponsors the Excellence in Mining category for the Women in Industry Awards, highlighting inspirational female leaders, pioneering initiatives, and championing the talent of today and the leaders of tomorrow.

Sponsorship of this award aligns with Weir Mineral’s own global inclusion and diversity agenda to ensure the company develops a culture whereby everyone’s voice is heard, and where Weir cares for, respects, and encourages employees. This is aimed at helping champion gender equality within the business and the wider industry.

“In 2020, Weir nominated five of my colleagues for awards across different categories and had one finalist,” Davison tells us proudly. “This year we made three nominations and have two finalists; we have great female talent across the business and it’s important to celebrate and promote this.”

Weir also partnered with AusIMM earlier this year to sponsor International Women’s Day events, an initiative well supported and attended by both men and women across the business.

TECO TECO congratulates Weir Minerals for reaching their milestone of 150 years in industry -TECO supports all aspects of Weir Mineral’s business here in Australia as well as around the world.

As a client Weir are second to none with their vast engineering resource team selecting the right size electric motor to meet critical requirements.

Weir Mineral’s focus on TECO’s expansive selection of Mining Motors allowed for both products to showcase unsurpassed long life over many years.

In today’s tough market environment many other suppliers are reducing “in-built” safety margins at the cost of quality and overall life of the product package, this is an area that TECO and Weir refuse to negotiate upon.

For example, TECO designed motors for industry can operate with very low temperature rises which provides comfortable safety margins for the end-user equating to trouble free continuous operation.

If you visit any mine site and see Weir equipment coupled with TECO motors, you can rest assured that it was developed to meet the arduous application and environment, with specifications fully adhered to the solution has been engineered to last.

TECO’s MAXe3 High Efficiency Mining Motors are an example of motors that Weir Minerals trust and have been supplied to numerous projects where the driven equipment has been rotated by a first quality engineered product.

By partnering with Weir Minerals this compliments a vast range of TECO Mining Motors, proven through many successful projects with a determined focus on an uncompromising product with strong end user support.

www.teco.com.au

Over 65 years of building motors and drives for the mining industry

When it comes to pumping or crushing for the Mining Industry, TECO engineered products tick all the boxes: R High Efficiency & High Power Factor R Heavy Duty Cast Iron Construction R Class F Insulation & Class H Insulation available off the shelf R Low & High Voltage Motor & Drive Solutions R Vibrator Motors for Screens & Feeders R Custom built control panels & VVVF Drives R IoT & Motor Health Management Solutions R Vast stock held in Australia to meet all project needs!

Sydney 335-337 Woodpark Road, Smithfield, NSW 2164 Tel: +61 2 9765 8118 Fax: +61 2 9765 8185 Email: Sales.NSW@teco.com.au

Melbourne 16 Longstaff Road, Baywater VIC 3153 Tel: +61 3 9720 4411 Fax: +61 3 9720 5355 Email: vicsales@teco.com.au

Brisbane 50 Murdoch Circuit, Acacia Ridge QLD 4110 Tel: +61 7 3373 9600 Fax: +61 7 3373 9699 Email: qldsales@teco.com.au

Perth 18 Hazelhurst Street, Kewdale WA 6105 Tel: +61 8 9479 4879 Fax: +61 8 9478 3876 Email: Sales.wa@teco.com.au

New Zealand 3/477 Great South Rd, Penrose Auckland 1061 Tel: +64 9 526 8480 Fax: +64 9 526 8484 Email: sales@teco.co.nz

WEIR MINERALS “As a science graduate myself, I am passionate about creating pathways and promoting female participation in STEM and believe it’s something that needs to be fostered at the school level, as well as at universities,” Davison continues. “Women make great problem solvers and making young girls aware of companies like Weir and the roles that are possible within the industry is invaluable.

Weir supports the Women in Mining mentoring programme.”

FEMALE TALENT RETENTION Internally, Weir also boasts the Weir Women’s Network, an affinity group dedicated to the attraction, retention, and continued development of women in the company. The group

is open to all Weir women and their allies who are devoted to working with, supporting, and championing the work of the Weir Women’s Network. Members can engage in quarterly events, networking opportunities, and local-led events.

“I’ve really enjoyed interacting and learning from other talented females across Weir by attending events and expanding my network,” Davison elaborates. “In terms of retaining female workers, there has been a focus over the past couple of years on increasing female representation at the C-Suite and I think it’s starting to have a positive effect. We probably now need to concentrate more on providing pathways that promote female leadership at that mid-management level.

John Crane John Crane worked closely with Weir Minerals to develop a solution for tailings pump applications, where no water is available.

Our approach was to use John Crane Diamond® seal face technology in our heavy duty slurry seals, to drastically reduce the co-efficient of friction between the faces and be abrasion resistant.

These seals run on high percentage solids and are able to perform even with intermittent dry running from upset process conditions.

We fully met the reliability requirement of this challenge by developing a flush-less slurry seal.

johncrane.com

EagleBurgmann EagleBurgmann is one of the world’s leading international manufacturers of industrial sealing technology and manufactures a broad range of highquality products, from technically advanced customer-specific solutions to large-batch products for pumps, compressors and agitators.

Products include mechanical seals, supply systems and a comprehensive range of rubber, fabric and metal expansion joints.

EagleBurgmann’s products are extensively used in areas where safety and reliability are of critical importance. A broad sales and service network throughout Asia Pacific ensures continuous availability and support.

sales@au.eagleburgmann.com www.eagleburgmann.com.au

36 | APAC Outlook issue 52

MINING

IMPROVE THE RELIABILITY AND PERFORMANCE OF ROTATING EQUIPMENT At John Crane, we are working closely with Weir Minerals Australia to understand the challenges the mining and minerals processing industries are faced with every day. Our engineers have developed innovative sealing solutions for gold, copper, lithium and other mineral plants to keep mission critical rotating equipment such as tailings pumps, slurry handling pumps and froth pumps running so you can achieve your KPIs without sacrificing cost control.

Scan the QR code to check out our innovative seal face technologies, developed to meet the toughest sealing and pump reliability challenges.

johncrane.com

RELY ON EXCELLENCE • Reliability • Innovation • Low Cost of Ownership

Proud to partner with Weir for high technology sealing solutions.

Global support that is flexible to meet your needs.

EagleBurgmann Australasia Pty. Ltd

www.eagleburgmann.com.au sales@au.eagleburgmann.com

APAC Outlook issue 52 | 37

WEIR MINERALS

APAC OUTLOOK: HOW DO YOU RECOGNISE THE EFFORTS OF YOUR EMPLOYEES? Melissa Davison, Strategy Director, Weir Minerals: “Empowering our staff is all-important, and providing knowledge and transparency is crucial to this.

“Making sure people are aware of the company strategy, and how they individually are contributing to the bigger picture, is a huge factor towards this. My philosophy is to surround myself with great people with a diversity of views. You hire people because you believe they can do a great job, for their capability, their future ability, or the experience they bring. So, you need to give them the room to do their job.

“I don’t believe in micromanaging. I think if you have mutual respect and an open and honest working relationship, then for me, that’s a good thing.”

“Providing employees with more flexibility is key. I think COVID-19 has forced many organisations to look at their flexible working options.

Mentoring and coaching initiatives are vital, as well as having males involved to help build institutional support.

It’s important to have acceptance of diversity across the industry and allies at all levels.”

For Weir’s on-site employees, whether in manufacturing or on a mine, access and improvements to conditions and amenities is, for Davison, another area that requires further investment.

“Different companies across the sector are looking at a range of initiatives, including ensuring there is a women’s range of PPE readily available, instead of just offering a men’s range in smaller sizes, with some companies even offering a maternity range,” she explains.

“Others are looking at safety gear and adapting designs to cater to the differences in the female physique, such as harnesses that avoid pressure on the chest, as well as increasing sanitary provisions at company facilities. Flexible work arrangements

Flowserve Flowserve is a leading global mechanical seal manufacturer with 300+ locations in 50+ countries and a market leader in slurry seals.

Through collaborative partnerships with Weir combined with over 30 years of continued product development, field testing and shared experience in critical services, Flowserve offers mechanical seals and systems to outperform in demanding slurry environments including Alumina, Coal, Copper, Gold, Iron, Nickel and Lithium.

Flowserve R&D programs have delivered advanced sealing systems which decreased maintenance expenditures, dramatically reduced water usage, improved safety and reliability and helped reduce plant energy costs while ensuring equipment availability and maximising production throughput.

www.flowserve.com

optibelt optibelt RED POWER 3 v-belt is specifically made for harsh and demanding pump environments.

It is constructed with a high modulus tension cord and transverse fibre loaded compound that results in a 50% increase in power capacity and greater temperature resistance and energy efficiency compared with standard v-belts.

Belt slip will also be a thing of the past. Optibelt ‘s high technology construction gives you a totally maintenance free (and stress free) result. Optibelt Red Power 3 and Weir Minerals : the perfect partnership for demanding pump applications.

T (03) 8791 2700 E sales@optibelt.com.au www.optibelt.com

38 | APAC Outlook issue 52

MINING

The Flowserve SLC heavy-duty slurry seal is engineered for the harshest slurry pump services, such as mining, mineral and ore processing, and flue gas desulfurization.

SLC MECHANICAL SEAL

DOESN’T LEAK

*

• Prevents water loss and lowers your water bill by $26,752 per year • Uses 80% less power

Its unique non-clogging cone spring eliminates spring failure and O-ring hang-up. Also, the SLC slurry seal is designed to keep operating costs low by eliminating the need for flush water, saving as much as 21,000 gallons of water per day!

GLAND SEAL

DESIGNED TO LEAK*

To learn more, contact your Flowserve representative or go to flowserve.com.

• Uses 7.6 million gallons of water per year • Uses 6X more electrical energy

*Sources: Flowserve internal research; Danville (Va.) Utilities

13807-FLS-SlurrySeal-Ad_160x97mm.indd 1

9/1/21 2:17 PM

MINING SOLUTIONS

optibelt RED POWER 3 PERFECT FOR HIGH PERFORMANCE DRIVES Increase repair intervals No re-tension required Up to 50% higher power Reduce bearing loads Up to 97% effciency

©Arntz OPTIBELT Group, Germany

free

nce-

tena

main

P: (03) 8791 2700 E: sales@optibelt.com.au

www.optibelt.com

APAC Outlook issue 52 | 39

WEIR MINERALS

APAC OUTLOOK: HOW DO YOU MOTIVATE YOUR EMPLOYEES TO AIM HIGHER AND DEVELOP THEIR SKILLS? Melissa Davison, Strategy Director, Weir Minerals: “Helping people find their passion and working on interesting projects is key. Motivation also comes from involvement, making sure that employees know the importance of their contributions to internal and external stakeholders is key.

“On top of this, really getting to know your team, the individuals and what drives them is important. We are all motivated by different things, and it all depends on what stage you are in your life and career. For people early in their career, it might be involvement in strategic projects, while for others it might be taking the lead on something where they feel they are imparting their knowledge. Knowing what drives the individuals in your team, their passions and how everyone works together is crucial.”

that accommodate different roster patterns, policies that address inclusion and diversity, and a growing awareness of issues like domestic violence are essential these days.”

At a federal level, the Australian Government launched the Women in STEM and Entrepreneurship (WISE) grants programme, aimed to support investment in gender equity initiatives for the lasting systemic change and elimination of barriers for female workers in both education and careers. WISE aims to provide $9.95 million in its first three rounds.

MOVING WITH THE TIMES In the face of a growing digital age, Weir is leveraging new technology within its operations in multiple ways. According to Davison, the Weir Innovation Network has become a great breeding ground for embedding new technologies and driving innovation in the business.

“New technologies are being adopted across different departments, from marketing where holograms are being used at conferences to showcase products to customer sites and manufacturing centres where smart glasses are

Heka Group Working from their extensive Sunshine Coast workshop, Heka Group has the capability to offer services across several industries ranging from residential and commercial building projects, civil works, rail, defence, lock and weirs, mining, to heavy/large scale fabrication and protective coatings projects.

Heka Group’s focus with Weir Minerals projects, relies on the ability to deliver customised industrial sandblasting and paint solutions to highest quality and specification. Heka Group is home to a comprehensive protective coatings facility, with capacity up to 300 m3, offering customised sandblasting, industrial paint solutions and powder coating.

www.hekagroup.com.au

Meeke Engineering Meeke Engineering is a leading supplier of engineering services to the mining, material handling, construction, infrastructure, energy sector and various other engineering industries.

This includes conventional and CNC machining, Specialised welding and fabrication, hydraulic Cylinders, honing, fitting and refurbishment of mechanical equipment.

We have Quality Accreditation to ISO 9001, OHS Accreditation to ISO 45001 and this is supported by a commitment to constantly seek improvement in the quality of the product and services supplied.

Our sincere thanks to Weir Minerals Australia for their ongoing support over three decades to achieve this goal.

www.meeke.com.au

40 | APAC Outlook issue 52

MINING

Heka Group can manage your project from beginning to end.

Specialising in Steel & Aluminium Metalwork packages, covering Design & Drafting, Fabrication, Protective Coatings & Installation.

hello@hekagroup.com.au

www.hekagroup.com.au

* Meeting complex Demands. * Building upon Strong Foundation * Engineering Australia’s future. # General Engineering # CNC Machining # Hydraulic Cylinders # Specialised welding and Fabrication # Refurbishment # Assembly and Testing.

| A | 9 Arnott Place, Wetherill Park, NSW 2164, AUSTRALIA. | W | www.meeke.com.au | P | + 61 2 9725 5966 | E | admin@meeke.com.au

APAC Outlook issue 52 | 41

WEIR MINERALS

Momentum For over 22 years, Momentum has been at the forefront of Workforce Resourcing, Skilled Trades & Professional Staff Recruitment and Consulting to Corporations on labour market trends.

Operating across Australia and New Zealand, our clients can be found in many industry sectors and rely on us to gain their competitive edge by sourcing key skills to meet an everchanging work environment.

As a recruitment partner to Weir Minerals, our primary objectives are to work closely with all stakeholders, understand project requirements, critical timeframes, specialist skill levels and to source candidates on time and job ready.

www.momentumconsulting.com.au

being used to conduct safety walk throughs, audits and factory acceptance reviews on critical pieces of equipment,” she explains. “Our site engineers are leveraging the latest 3D scanning technology to enable us to design innovative solutions to fit our customer sites.”

In Sydney, Weir operates a foundry, assembly line, machine shop and elastomer rubber shop, which allows it to service domestic customers, while also boasting world-class manufacturing capabilities. Weir is adopting technology in line with the industry, streamlining its operations with Industry 4.0 technologies, such as automation and remote monitoring.

“We’ve just commissioned an eight million dollar capital upgrade of the foundry to semi-automate our processes through the Heavy Bay Fast Shuttle,” Davison continues. “By creating a semi-automated operation, the factory’s capacity and production 42 | APAC Outlook issue 52

is improved by allowing more space than traditional methods. The shuttle will be connected to the Weir smart factory network to deliver data on the manufacturing process in real time, leaning into the fundamental capabilities of Industry 4.0.”

Weir’s programmable logic controllers and control systems are modified to include process controls and high-speed digital cameras to monitor the manufacturing process.

By using quality control imaging and radio-frequency identification (RFID) tags to track products and tooling through the process, Weir supports its workers in creating a consistent product with the aid of technology, optimising the overall equipment effectiveness (OEE), as Davison elaborates.

“We are able to get critical measurements to determine the rate at which our plant is running,” she tells us. “For example, by using the RFID barcodes embedded into

SMC Corporation SMC Corporation is a key provider of pneumatic and automation solutions to the mining sector - not only in Australia but worldwide through its 83 offices.

As the worlds No1, SMC provides customers with local expertise, local manufacturing and customised engineering solutions for their mining projects.

We have developed products that can withstand the harshest environments, resulting in control systems that are capable of meeting stringent resource industry requirements.

Our 18 locally based engineers are supported globally by 1450 additional engineers and alongside our 88 ANZ technical sales team members will help to ensure 24/7 operation of your equipment.

www.smcanz.com

MINING

PEOPLE, QUALITY & DELIVERY • Casual & Temporary/ Contract Recruitment • Project Recruitment • Permanent Recruitment • Managed Workforce Solutions RPO Vertical Specalisation • Trade & Engineering • Building & Construction • Infrastructure • Supply Chain & Logistics • Industrial, Manufacturing & Procurement • Business & Executive • Government CONTACT: John Akam on +612 9267 8211 | Australia - WA, NSW, QLD, SA, VIC, NT, New Zealand Australia/NZ Phone: 1800 367 967 | International Head Office +61 2 9267 8211 | https://www.linkedin.com/company/momentum-consulting-group-pty-ltd www.momentumconsulting.com.au

Expertise - Passion - Automation

SMC your partner of choice SMC brings global and local knowledge combined with decades of experience to the Australian mining industry, making SMC the sought-after partner for your next project.

No matter what your flow control requirement, SMC has you covered with Australian based engineering and manufacturing options - all backed with International support.

SMC - more than pneumatics SMC Corporation Australia | New Zealand Group

www.smcanz.com

APAC Outlook issue 52 | 43

WEIR MINERALS

MDS Marine MDS Marine specialise in floating equipment on site. Suppling an extensive range of roto-moulded polyethylene flotation modules, possibilities are endless.

Safe access to floating pump pontoons can prove challenging.

Larger water level fluctuations can eliminate gangways and floating walkways as options.

MDS Marine, came up with a unique solution for Weir Minerals Australia on a recent project. The development of purpose-built service barges.

Key features included: • Low maintenance aluminium construction with MDS Marine polyethylene flotation.

Weir Manufacturing, Artarmon

• Safety handrails all round for maintenance crew.

• Battery Operated outboard eliminates flammable fuel on site.

www.mdsmarine.com

HydraTorque Weir Manufacturing, Technical Centre the castings, we can track everything and gain additional processing and manufacturing insights. The adoption of new technology with the Heavy Bay Fast Shuttle also enhances the company’s management of the materials and products it creates, while simultaneously predicting any errors to encourage preventative maintenance.”

WORKING WITH THE ENVIRONMENT When it comes to corporate social responsibility (CSR), Weir’s goal is to enable the sustainable and efficient delivery of the natural resources essential to create a better future for the world.

“It’s in our ethos to do this by 44 | APAC Outlook issue 52

Sales , Service & Repair challenging ourselves to see things differently and foster innovative engineering, all in the pursuit of delivering excellent outcomes for our stakeholders,” Davison states. “There is huge pressure on the industry to undergo a technology transformation to reduce energy, water, and waste, while also improving productivity.

“Creating sustainable solutions is a key component of our sustainability roadmap; it’s something that Weir thinks about in the broadest sense. It includes a commitment to zero-harm Weir operations, nurturing our unique culture, and cutting our scope one and two CO2e emissions in half by 2030.”

The company’s partnership with ENGIE, the French multinational utility company operating in the

Contact us to find out how we can support all your hydraulic component requirements, including: • Pumps • Hose & Fittings • Motors • Cylinders • Valves • Power Units • Filtration • Steering Systems • Manifolds

• Accumulators • Clamping Units • Actuators • Steering Units • Torque Wrenches • Power Take-off • Piping & Tubing • Seals & O-ring’s • Accessories

www.hydratorque.com.au

MINING

Pontoon and floating structure specialist offering complete design and supply.

• Polyethylene Flotation modules • Pump pontoons • Floating walkways • Gangways and bridges • Service barges

• Pipe and hose floats • Pontoon pump stations • Tailings barges • Aluminium and stainlesssteel structures

R

ISO 9001:2015

REGISTERED COMPANY Certificate No. AU1590

MDS Marine | T+612 9627 6686 | info@mdsmarine.com | mdsmarine.com.au

With over 20 years’ experience, Hydratorque provides the latest technology in hydraulic sales, service & system engineering.

Our team is renowned for consistent quality & service, premier products and technical assistance.

Australian owned, Hydratorque are proud to support Weir Minerals & major National and Global customers in the mining, exploration, construction, industrial, agricultural, recycling and marine industries.

With close relationships with all major brands and manufacturers including Parker Hannifin / Denison Hydraulics, Rexroth, Eaton, Sauer Danfoss, Sun Hydraulics & Hydraforce.

Visit us today: www.hydratorque.com.au BRISBANE QUEENSLAND AUSTRALIA +61 (0)7 3390 7188

APAC Outlook issue 52 | 45

WEIR MINERALS fields of energy transition, electricity generation and other areas, plays a significant role in supporting Weir’s CO2e reduction initiatives. In July 2020, Weir signed a landmark agreement with ENGIE Australia and New Zealand to source renewable energy for its operations in New South Wales and Queensland.

“The renewable energy from our power purchase agreement represents a reduction of more than 100,000 tonnes of CO2e over the lifetime of the five-year agreement,” Davison says proudly. “We’ve also implemented shutoff initiatives to drive CO2e reductions in our Artarmon manufacturing plant together with lighting upgrades and controls. Recycling and scrap initiatives are also another area we are focusing on to help reduce waste and save materials.”

FROM PAST TO PRESENT Female inclusion, technological development and sustainable aims are currently core progressive goals for Weir. Davison has had the privilege of watching the company transition, as well as helping be a driving force behind such aims. With a 25-year career spanning the oil and gas, telecommunications, IT, power, and mining sectors, Davison has a breadth of experience that has helped her shape Weir to this day.

“I have always gravitated to more industrial markets and I think it’s an environment I feel most comfortable in,” she tells us. “Throughout my career I have worked with companies such as Shell, Motorola, Schneider Electric and now Weir. Having worked with many multi-nationals I’ve been fortunate enough to work across Asia Pacific, Europe and North America

South East Superior Coatings South East Superior Coatings is a family owned, ERA approved, Sunshine Coast Queensland, Australian business, that provides protective coating services.

We ensure you receive the right protective coating for your job, no matter how big or small. We offer a vast array of services including Hot Metal Spraying, Powder Coating, Fusion Bonded Epoxy, Thermoplastic, Heat & Fire Proof Coatings, Abrasive Blasting and Industrial coatings, catering to the General Public, Industrial, Mining, Automotive, Agricultural & Marine Industries that require quality protective coating services.

Our ability to respond to the demands beyond the capabilities of other companies, years of knowledge, expertise, compliance, reliable service and quality workmanship.

www.sescoatings.com.au

Weldtech Fabrication Weldtech Fabrication is a key supplier to Weir Minerals Australia for specialised steel and non ferrous components, ranging from small pump parts to large intricate items.

Weldtech Fabrication would like to thank Weir Minerals and their team for their support and look forward to an ever growing relationship in the future.

www.weldtechfab.com.au

46 | APAC Outlook issue 52

MINING

Corrosion Control, Prevention & Reassurance

www.sescoatings.com.au

Weldtech Fabrication, an industry leader in quality fabricated products that meets your business demands on time. From design to the finished product, we are able to assist your needs every step of the way. Contact our skilled team to find out more about what we can do for you.

16 Parker St Carrington NSW T: (02) 49 62 24 44 Info@Weldtechfab.com.au www.weldtechfab.com.au

APAC Outlook issue 52 | 47

WEIR MINERALS

Unimech Unimech (Asia Pacific) Pty. Limited is a subsidiary company to Unimech Berhad Group, one of South East Asia’s largest Valve & Fitting stockists.

With over 50 years industry knowledge Unimech (Asia Pacific) is sure to have every aspect covered when it comes to product supply and technical support.

Having our own manufacturing plants in China and Malaysia as well as a global supply network Unimech (Asia Pacific) is an industry leader within the valve sector catering to everyday demands as well as projects in Australia and abroad.

Cavex 2 Hydrocyclone Cluster

www.unimech.com.au

Ensuron HPGR

48 | APAC Outlook issue 52

MINING

OUR PRODUCTS • Ball, Gate, Globe, Butterfly, Check Valves & Y Strainers • Pneumatic & Electric Actuation Packages • Materials including Stainless Steel, Cast & Forged Steel, Cast & Ductile Iron, Special Alloys • Screwed, Socket Weld, Butt Weld & Flanged Connections OUR SERVICES • • • •

Valving Solutions for Project Quoting & Delivery Design & Technical Support Mining, Water, Oil & Gas, Petrochemical Global Sourcing sales@unimech.com.au Ph: 02 9600 7179 U9/ 30 Heathcote Rd, Moorebank NSW 2170

www.unimech.com.au “CREATING SUSTAINABLE SOLUTIONS IS A KEY COMPONENT OF OUR SUSTAINABILITY ROADMAP” – MELISSA DAVISON, STRATEGY DIRECTOR, WEIR MINERALS on top of having had several global roles. I’ve never shied away from working in more male dominated industries, either; fortunately, I’ve had great leaders and mentors along the way that have really helped shape my career, both at Weir and elsewhere.

“Having no experience in mining and commodity markets, I actively sought out roles in the industry. It was a contract role to work on the annual strategic plan that first brought me into Weir. The fact that the mining and minerals industry is so embedded in our society’s economic engine, as well as being vital to the low carbon future, meant it was a sector I wanted to know more about. I had a steep

learning curve, asked an endless number of questions, and immersed myself in industry knowledge from whoever and wherever I could get it.

Fortunately for me, Weir is full of great people, and no one has ever shied away from my questions or not been willing to help me learn about the industry.”

Almost six years later, Davison is aware that she is still learning and evolving within the sector and is moving forward to take on a new role within Weir as Regional Managing Director for ESCO Australasia. This new role will see Davison shift focus to a different part of the value chain - extraction.

“I think as people we are constantly morphing, growing, and re-inventing ourselves, and that’s the great thing about a company like Weir. There are opportunities to grow and change and there are great support mechanisms in place to allow that to happen,” she says. “One of the things I love about working in the industry, and at Weir in particular, is the variety.

You can go from being in the office in a suit to the manufacturing floor in the same day, then - the next - you might be at one of the service centres or at a customer site in hard hat and boots.

“No two days are ever the same.”

WEIR MINERALS AUSTRALIA Tel: +61 (0)2 9934 5100 apac.minerals@mail.weir www.global.weir

APAC Outlook issue 52 | 49

WILUNA MINING

50 | APAC Outlook issue 52

MINING

Breathing New Life into an Old Mine Executive Chair at Wiluna Mining, Milan Jerkovic analyses company transformation, thinking for the long-term, and unleashing the site’s multi-million-ounce potential Writer: Phoebe Harper | Project Manager: Thomas Arnold

O

n the prolific Northern Goldfields of Western Australia, gold has been encrusted in the earth’s crust for thousands of millions of years.

It is here, in this vast and prosperous landscape, that the Wiluna Mining Corporation (Wiluna Mining) occupies a vast area of 1,600 square kilometres spanning the rich grounds of the Yilgarn Craton.

The mission at Wiluna Mining is simple; to build and operate a Tier One gold mine in a Tier One jurisdiction.

“We have mined about four million ounces of resources already and we are currently very close to commissioning and upgrading production from an underground operation to mining predominately sulphide ore which will be processed through a concentrator which is going to be operational in December this year.

“That will bring our production to about 120,000 ounces of gold; most of it in gold concentrate and the rest in gold bars produced on site,” outlines Executive Chair, Milan Jerkovic.

APAC Outlook issue 52 | 51

WILUNA MINING

ARE SERVICES Wiluna Mining in conjunction with Byrnecut Australia selected ARE Services for the supply, installation, and maintenance of a range of radio and automation technologies for existing and new underground and surface operations.

ARE Services’ new Comet Remote Telemetry System will provide reliable, cost-effective SCADA for remote monitoring and control of underground and surface assets across the Wiluna operations. The system seamlessly integrates to the ARE Services’ leaky feeder radio system to provide remote monitoring of primary ventilation, secondary ventilation, stench gas, water, air and dewatering equipment.

2019 heralded Jerkovic’s arrival to the company which spearheaded a new era of restoring vitality and prosperity to the Wiluna gold mine, effectively cleaning up operations and lending the company a new lease of life.

The strategic change in a new highly skilled management team also bought a new name, celebrating the next chapter in the mine’s history and a fresh, culturally united identity.

The company’s current goal concerns a three-year path to achieving a steady state of production to the tune of producing 250,000 ounces per annum (ozpa).

The Wiluna Mining enterprise encompasses approximately 200

MINING FOR PROFITABILITY FULL YEAR HIGHLIGHTS In financial year 2021, Wiluna Mining produced 51,552 ounces of gold at an AISC of A$1,794 per ounce.

52 | APAC Outlook issue 52

employees on site and at head office, alongside an additional presence of contractors and drillers. The company’s operations rely on their long-running relationship with mining contractor Byrnecut.

“In Byrnecut, we have the world’s largest underground mining contractor fully mobilised on site, with three development crews underground and a production crew. We are fully headed towards developing that mine to a steady state

by March next year with production starting from our new facility in December this year,” Jerkovic adds.

With a rich background in mining bolstered by decades of expertise since achieving his first mine management position at a very young age, Jerkovic is well placed at the helm to steer Wiluna Mining’s redirection.

Jerkovic’s career trajectory showcases tenacity and experience that has seen him climb the career ladder over the decades.

“I first came to Australia as a political refugee from former Yugoslavia aged nine in 1971, without a word of English,” he recalls.

The system is scalable to the mine’s needs. The first stage of implementation at Wiluna is a portal indication display and radio warning system to provide real-time feedback to personnel in the mine, of the status of the primary ventilation system.

Subsequent system expansion will include automation of the stenchgas emergency warning system and a secondary ventilation network.

Remote activation of the stenchgas system will allow personnel to be informed of an emergency, improving safety outcomes for the mine. Surface control of the secondary ventilation will reduce re-entry times and energy consumption.

The Comet Telemetry System completes ARE Services’ Australian designed and assembled underground leaky feeder products.

ARE Services’ Leaky Feeder system is compatible with the latest digital radio voice communications systems.

For further details please contact our sales team on 08 6460 8715 or via email sales@arewa.com.au

www.arewa.com.au

ARE Services is a 100% Australian owned company that specializes in providing the following products and services to the Mining Industry.

• Remote Automation – Utilising the new Comet Telemetry product for SCADA Systems, we can provide Primary Fan Indication Panels, Secondary Ventilation Control and Monitoring, Automated Stenchgas Systems, Mine Dewatering Control and Monitoring, Leak Detection Systems and Hazardous Gas Monitoring.

• Radio Communications Systems – ARE VHF/UHF Underground Leaky Feeder Systems.

• Digital Radios Systems - Design and Implementation of Digital Radio Technology such as NXDN, IDAS, and DMR. • Radio Dispatch Systems - Manage personnel and Equipment throughout site.

• Radio Voice Overs Systems - Lightning Detection Networks, Primary Fans, Mine Water Levels or any piece of critical equipment that requires active Alarms to be broadcasted under fault conditions.

• Underground Fibre Networks - Design, Installation and Maintenance for WLAN, Corporate or Process Control Networks, Seismic Systems, Automine and other Technologies that require Hi Speed Data.

• CCTV Systems - Design and Installation of CCTV Systems for both surface and Underground applications.

Since its establishment in 2009, ARE Services has built a strong reputation in the Mining Industry based on its safe and professional approach to our clients, providing exceptional service for all of our products.

Perth: 34 Tuckett Street CARLISLE WA 6101 | Kalgoorlie: 15E Hare Street KALGOORLIE WA 6430 Telephone: 08 6460 8715 | Email: sales@arewa.com.au | www.arewa.com.au EC009107

WILUNA MINING Young Jerkovic found work as a roughneck on an Oil Rig before going on to study science and geology at the Ballarat School of Mines in Victoria. Soon, Jerkovic was assigned a position at the Kalgoorlie pit, now known as the Super Pit. Following a graduate programme, Jerkovic rose to mine management before establishing a copper mine in New South Wales – which stands today as the Tritton Copper Mine owned by Aeris Resources.

“I ran that mine with a company I set up with my partner called Straits Resources. I was CEO of that

THE FIVE POINT STRATEGY Wiluna Mining’s 24-month plan to create shareholder value: 1. Strengthen the balance sheet 2. Increase immediate operational cashflows 3. Transition to gold concentrate production 4. Expand gold production via new discoveries 5. Undertake feasibility to fully develop a +250,000 ozpa, long life gold operation

company for 10 years and took it from an AUD $40 million market cap to a combined market cap between two companies that I had listed to about six billion dollars over 10 years. We ended up having six mines and about 10,000 employees and contractors in the group.”

When the financial crisis hit, and Straits Resources began to sell off its assets, Jerkovic turned his attention to assisting boards, guiding restructuring and working with manic turnaround or undervalued assets and companies in helping them fulfil their potential. This is where the opportunity at Wiluna Mining rose to the fore.

“I got involved with Wiluna Mining when the company needed a change in direction, both from a planning point of view and an execution point of view and the team needed to be refreshed,” he explains.

“What was being done wasn’t quite working and it needed more investment in its main asset. It was short dated with its planning, and the company was going from feast to famine with some funky balance sheet issues which I helped to clean up.

“I took all that on, and here we are today after a significant amount of work over the last 18 months, biding our time to see the full reward from the market point of view.”

GR Engineering Services Limited (GRES) GR Engineering Services Limited (GRES) is an ASX-listed process design and engineering company providing fixed price EPC and EPCM project delivery services to the mining and minerals processing industries internationally.

GR Engineering is working with Wiluna Mining Corporation under an EPC contract for the delivery of the Wiluna Stage 2 Sulphide Project in Western Australia and continues to support the operation with ongoing project services.

The project includes the installation of new flotation equipped and other circuit modifications that facilitate the processing of sulphide and refractory ores at Wiluna Operations.

GRES has successfully completed feasibility studies, process and engineering designs and construction works for projects of varying scale and covering a diverse range of metalliferous and mineral commodities.

The company has delivered mineral processing, hydrometallurgical facilities and non-process infrastructure to a range of clients, both in Australia and internationally. GRES has extensive metalliferous and minerals experience including precious metals, base metals, iron ore, lithium, graphite, HPA, SOP and solar salt. The company is equipped to provide innovative engineering solutions for all types of mining and minerals projects.

The innovative engineering solutions developed by GRES enable our clients to confidently move into development with the knowledge that the outcomes from study work will be reproduced in the operation of their projects.

GRES has a presence in the Americas via its wholly owned subsidiary Hanlon Engineering & Associates, Inc. (Hanlon), based in Arizona, USA and is capable of providing the complete suite of engineering and project management services.

GRES also has a presence in the hydrocarbons industry via its wholly owned subsidiary, Upstream Production Solutions which is a leading provider of operations, maintenance and well management services to the oil and gas industry.

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54 | APAC Outlook issue 52

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WILUNA MINING READJUSTMENT AND REINVIGORATION In guiding the company to calmer waters, strategy is everything in pioneering a true ‘business clean-up’.

“The main shift was to guide the immediate focus on short-term business improvement and cash flow.

We did that by redoing the plant rather than chasing volume and open pit ounces,” he explains.

“We’ve actually reduced that to just chasing profitable ounces, finishing off the open pit mining and starting to focus on what actually needed to be fully drilled out and developed.”

At the forefront of the change that Jerkovic is driving is the commissioning of a new gold concentrator that is set to become operational by December of this year.

For Wiluna Mining, concentrated gold currently represents the greatest volume of production, with over 70 percent of that product destined for the company’s primary offtake partner, Polymetal International PLC, based and listed in London.

The commissioning of the new concentrator is therefore an apt move in fully leveraging a transition to an increased rate of production.

“We intend to demonstrate commissioning for the new concentrator in December 2021 and achieve a steady state of production within the subsequent six months. By attaining commercial production after that, we will prove that it was capital well spent,” Jerkovic comments.

High-grade drilling is also a core part of the company’s agenda for growth, thereby building an inventory of longer dated resources and reserves.

“The focus shift to our highestgrade ore body awarded a different processing solution, so the work for the past 18 months has entailed 180,000 metres of drilling.

“We have a modest reserve to support that initial stage which we’re drilling now, and the work is all 56 | APAC Outlook issue 52

about trying to get to a fully-funded feasibility study for our 10-year operation that can produce 250,000 ozpa of gold from this main ore body since it has our largest endowment and is sitting right under our noses.”

The main ore body at the Wiluna Mining Centre is a 4.5-kilometre-long ore body, with five access points developed into it and major services already in operation. By utilising the sub capital from the past, Jerkovic is pioneering long dating the business, as opposed to drilling up small resources to feed into Wiluna Mining’s current circuit.

For Jerkovic, avoiding these peaks and troughs means that renewal begins with the balance sheet. The intended transformation is encompassed and fully outlined in Wiluna’s 24-month five-point strategy.

“The first part is all about the balance sheet, since without the financial support you obviously can’t

reach your goals and aspirations,” Jerkovic comments.

With an emphasis on internal cashflow and thereby improving the balance sheet, Wiluna Mining will generate equity for shareholders and seek to alleviate debt, which is currently at US$42 million.

“Once we successfully complete the commissioning of the new concentrator, we expect to be generating a significant amount of annualised cashflow to support our efforts, so we are fully proceeding with that.”

NAVIGATING A CHALLENGING MARKET Whilst the value of gold may be timeless, the conditions of the market can be unpredictable and as per today’s climate, unfavourable. The resource’s shifting perception as a strategic asset is something that Jerkovic is fully cognisant of.

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WILUNA MINING

Quattro Project Engineering Functional and reliable mine support infrastructure is key to any successful operation. But with the primary focus being on accessing and exploiting the ore, it is often not given the attention it deserves.

“WE’VE FIXED THE BALANCE SHEET, WE’VE PUT NEW CAPITAL IN, AND WE’VE DONE THE DRILLING... NOW IT’S A QUESTION OF DEMONSTRATING THE COMMERCIAL VALUE OF THE OPERATION AND SHOWING THE SHAREHOLDERS THAT THE MONEY INVESTED IN DRILLING AND MINE DEVELOPMENT IS GOING TO LEAD TO THAT COMMERCIAL OUTCOME” – MILAN JERKOVIC, EXECUTIVE CHAIR, WILUNA MINING “Our main job now is to get through this flat, and uninterested environment for gold, with a view to a market that will hopefully give more value to cashflow.

“We currently have AUD$160 million market cap, which is very modest compared to our peers in small scale production,” Jerkovic tells us.

The mining landscape has shifted, with the values of other metals rising to the fore in line with the demands of a modern market.

“All commodities, including gold, are totally driven by sediment and price, particularly commodity price, in terms of when you make capital decisions. The sediment for gold is now drifting sideways, whilst the sediment for other metals has increased with future-facing metals, such as base metals.

58 | APAC Outlook issue 52

“The liquidity in the world is so high, real assets and cashflow are not valued as much as future prospects,” he comments.

Nevertheless, Jerkovic remains confident that with the new changes spearheaded at Wiluna Mining, the company’s numbers are right where they should be, and stand as testament to the success to come. Indeed, the figures speak for themselves.

“The monetary expansion globally is at its peak, so I think that we are heading for a good time in the next two years, when people start to focus more on real assets.

“If you consider our financial results for the past 12 months, we are very proud of the fact that we turned the profitability of the company around.

Quattro Project Engineering offers full turnkey infrastructure and operational support services. We can define, engineer, and specify the services required quickly before moving seamlessly into procurement, logistics, and construction. We have developed an extensive catalogue of successful design and construct projects from which to draw, while our industry-leading safety systems ensure that our crews can develop your infrastructure solutions safely, integrating seamlessly with the mining operation.

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WILUNA MINING

Wiluna site

“Whilst achieving this whole construction and business clean-up phase, we generated AUD$20 million profit and AUD$34 million in cashflow, which is a significant achievement given the past performance of the company.”

Profit was generated despite significant spends on investment, amounting to just under AUD$100 million in business and mine development, construction and drilling – all of which may be 60 | APAC Outlook issue 52

considered investments in the company’s future. Of course, the fruit of these labours will only be truly realised in terms of resources.

“We anticipate our new resource numbers in November. I expect these to be an improvement on past numbers and will successfully show to both the market and our shareholders the result of our efforts,” Jerkovic states.

MINING FOR PROSPERITY Exploration within diversification is on

the Wiluna Mining agenda to exploit further sources of cashflow, fully tapping into the commercial potential of the Wiluna mine.

This pertains to the potential of future nickel operations, with the company currently undertaking studies to explore increasing production from the large inventory that Wiluna Mining are strategically positioned on top of, with the nickel belt extending into the mine’s tenements.

“We are currently sitting on top

MINING

of a large nickel resource and so are conducting research to see if this can be effectively commercialised.

“A key part of our medium-term strategy is to explore the full potential of these aspects, both in gold, cobalt, and nickel, and identifying whether this is worth pursuing.”

Everything considered, the future for Wiluna Mining is full of promise.

“So far we’ve fixed the balance sheet, we’ve put new capital in, and we’ve started the drilling. We’ve

basically finished off stage one and now it’s a question of demonstrating the commercial value of the operation and showing the shareholders that the money invested in drilling and mine development is going to lead to that commercial outcome of a 250,000 ozpa operation. I am confident that it will but that work probably won’t be finished until March next calendar year.

“Over the course of the next six months we will begin to see

recognition for our efforts. Otherwise, I am extremely proud of our team and the support that we have seen from shareholders.”

Tel: +61 8 9322 6418 jmalone@wilunamining.com.au www.wilunamining.com.au

APAC Outlook issue 52 | 61

MAXITOOL GROUP

SAFETY AND

CERTAINTY

We are family-owned and have a great team culture, which projects into the work that we do on site.

“In everything that we do, we are able to ensure that it is done to a high standard because everyone is so engaged in their work,” opens Blake Cremer, General Manager at Maxitool Mining.

Cremer’s statement touches on the two principles that are the true cornerstone for Maxitool Group: people, and excellence.

A diverse maintenance and repair specialist, the Maxitool Group enterprise is split into several divisions: Maxitool Mining, Maxitool Australia, Maxiforce and Maxitool PNG. Each division works in conjunction and intersects with the other entities in a complimentary manner, with Maxiforce Recruit launched in 2015 as the labour hire arm of the Maxitool Group. Maxiforce Recruit provides a labour force solution to Queensland and Northern Territory clients not just within the mining and resources industries but the broader construction and civil trades space.

“By combining our years of experience and knowledge of these industries, Maxiforce can offer high quality candidates, custom fit to the needs of our clients.”

62 | APAC Outlook issue 52

Blake Cremer, General Manager of the Mining division at Maxitool Group, examines prioritising safety and consistency to become the preferred supplier to Australia’s leading mining companies Writer: Phoebe Harper Project Manager: Thomas Arnold

MINING

APAC Outlook issue 52 | 63

MAXITOOL GROUP Meanwhile, Maxitool Australia provides Engineering support as well as Dredging and Water Management.

Maxitool Australia is renowned for the design and manufacture of world-class specialty products for the mining and resources industries.

Maxitool Australia has now grown into a multi-service solution provider to the mining, construction and wastewater industries.

“Boasting over 20 years of

MAXITOOL GROUP AT A GLANCE PURPOSE – to deliver long-term shareholder value through the provision of quality services to the mining and industrial sectors.

STRATEGY – to provide certainty for all Maxitool Group stakeholders.

Maxitool Group measures its success in certainty of safety, quality, and value.

specialist mine-site services experience our team is the front line of our business. It is our high-quality people and processes that make Maxitool Australia an industry leader and an ideal contracting partner in pumping and dredging systems.”

With Cremer at the helm, the Maxitool Mining division specialises in providing fixed plant maintenance, project works and Mill relines to major mine sites throughout Australia, Papua New Guinea (PNG), and Indonesia. Maxitool Mining comprises teams in three specialist areas: mill relining, fixed plants maintenance, and projects and construction.

“Now that we have created our projects team, we are continuing to diversify our supply of services throughout Australia and Southeast Asia,” Cremer comments.

Founded in Queensland in 2007, the entirety of the Maxitool Group today is composed of approximately 730 employees.

“We pride ourselves in being a business that supports our local economy as well as supporting via numerous sponsorships the towns and communities in which we operate.”

Totally Workwear Cairns Totally Workwear Cairns is now in its 26th year of operation under the ownership of Chris and June Kingsbury along with daughter Jenni as General Manager.

Operations are split into B2C Retail headed up by Store manager Murray Coventry, and B2B Major Clients headed by John MacAllister.

Totally Workwear Cairns is the largest supplier of uniform, safety PPE products, footwear, corporate wear, hospitality and health apparel in Far North Queensland. TWW Cairns services all FNQ Regional, as well as into Northern Territory, Papua New Guinea and Pacific Island nations.

Over the 26 years of operation the business has evolved into a multifaceted organisation supplying goods and services to a vast range of customers across all areas including Government, Mining, Armed Services, Hospitals, Construction and manufacturing as well as the general public.

Our product ranges cover all industries, from corporate and industrial uniform requirements, full range Safety PPE, through to in-house embroidery, screen-print, heat press and promotional products.

TWW Cairns extends further to Respiratory quantitive fit-testing and workplace safety compliance audits, safety and custom signage, and traffic management solutions.

We live by our motto of ‘Get what you want and get back to work’ and believe we do it at a fair price with a large emphasis on FULL CUSTOMER SERVICE. Totally Workwear Cairns is proud to be associated with supply of uniform and PPE products to the Maxitool Group and have been privileged to be able to assist in a small way to their continued success.

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64 | APAC Outlook issue 52

GET WHAT YOU WANT AND GET BACK TO WORK SERVICING ALL FAR NORTH QUEENSLAND, THE NORTHERN TERRITORY, PNG AND PACIFIC ISLAND NATIONS. ALL WORK, INDUSTRIAL, FR, CORPORATE, HEALTH AND HOSPITALITY UNIFORMS AND SAFETY FOOTWEAR. PPE AND SAFETY PRODUCTS FROM OVER 130 SUPPLIERS IN-HOUSE EMBROIDERY, SCREEN PRINT AND DIGITAL DESIGN SAFETY SIGNAGE, HEARING & RESPRIATORY FIT TESTING WORKPLACE SAFETY & ENVIROMENTAL AUDITS FREIGHT LOGISTICS TO ALL AREAS.

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MAXITOOL GROUP

APAC OUTLOOK: WHAT ONGOING OR RECENT PROJECTS WOULD YOU LIKE TO SHOWCASE IN THE ARTICLE? Blake Cremer, General Manager: “One would be with Newcrest Mining and its Cadia operations in NSW. We’ve just finished an 18-month critical path project alongside Newcrest, with a high-risk critical path conveyor upgrade. This project required us to scope the required works, create the methodology and safety systems, allocate the correct tooling and manning to these works and then execute the works as per our schedule.

These works were all critical path jobs that drove the overall outage duration. If the shutdown schedule is set for 90 hours, then our job will take 90 hours on the dot. It is essential that the work is accomplished safely inside these scheduled shutdowns.

“This project included eight shutdowns over an 18-month period with a team on site to support, plan, schedule, scope and provide quality assurance and control whilst executing and overseeing multiple job fronts once the shutdowns started.

“This has been a big achievement for the business, that we only just finished in September 2021. With the ever-changing COVID-19 requirements, mobilising crews of 65+ personnel across states from Queensland to NSW, we had to keep an eye on ever changing border restrictions and isolations.

“We are proud to say that it was executed safely and shows how well we are able to manage change as a business.”

A SUPPLIER OF CHOICE At Maxitool Mining, the company champions an uncompromised commitment to excellence.

“We have that strong form of agility in that we can tailor what we do as a business to suit our client’s requirements,” Cremer affirms.

66 | APAC Outlook issue 52

The company enjoys an esteemed reputation that is bolstered by its longevity in the sector, having successfully undertaken projects for some of the biggest names in Australian mining: Glencore, Rio Tinto, BHP, Newcrest Mining and South32 to name a few.

“We have an advantage in that our name is in the industry, and we are known for providing a quality turnkey service for our projects, and we provide that consistently in what we supply,” he states.

This translates to long and fruitful working relationships with clients, and this is entirely attributed to Maxitool Group’s consistency in fulfilling a project’s requirements.

“A lot of the projects that we are currently engaged in have been ongoing for over five years, because we consistently go and provide the same service each time that we’re on site.

“There are a lot of things that we as a business can do to exceed expectations, which the client may not ask for, but we’ll do it to ensure we are providing ‘Certainty in Safety, Quality and Value’ for all stakeholders,” Cremer informs us.

“As a maintenance provider, we supply back up support 24 hours a day, seven days a week. Our engineering team provide additional support services to the mining business by way of creating new and innovative tooling to make the jobs we do safer or to be able to be completed more efficiently.

“They have got some industry leading initiatives that are currently being executed. We have over 100 years of Industry experience and with this comes the knowledge to be able to implement new and improved ideas whether that be with tooling or processes. Having the support of our engineering workshop enables us to quickly design, fabricate and implement new tooling to make a job safer.”

PLAYING IT SAFE Safety is the paramount concern behind the Maxitool Group mission, with the welfare of personnel critical to all aspects of the business. As Maxitool Group’s most precious asset, Cremer highlights the emphasis placed on the care of the company’s workforce.

MINING

“We know that without people we simply can’t execute what we set out to. It’s looking after people and ensuring their safety and wellbeing – they are the core of our business,” he comments.

This is reflected in the retention that is fostered within the enterprise, with the majority of Maxitool Group’s employees having been with the company for over five years. This is integral in fulfilling the company’s guarantee of certainty.

“That retention for us is key, to be providing clients with a certainty the same people will return each time to complete the job for them ensures consistency.

“WE PRIDE OURSELVES ON NOT JUST GOING AND DOING ONE JOB THEN GETTING OUT OF THERE. THE CLIENTS’ EXPECTATIONS ARE SET FROM THE START – THEY UNDERSTAND WHAT IS GOING TO BE DONE, HOW MUCH IT’S GOING TO COST AND MOST OF ALL, THAT IT’S GOING TO BE DONE SAFELY” – BLAKE CREMER, GENERAL MANAGER, MAXITOOL MINING “Our motto is to provide certainty in safety, certainty in quality, and certainty in value. Those are the pillars that we operate our whole business on and drive each and every decision we make,” Cremer tells us.

Operating in such a high-risk environment, Maxitool Group’s

excellent safety record is arguably the company’s greatest measure of success. The ‘Safe Work’ culture implemented at the company is supported by robust systems and processes that are individually tailored to the requirements of each job.

APAC Outlook issue 52 | 67

MAXITOOL GROUP The sense of instilling a team culture dictated by staff welfare is complimented by the emphasis that Maxitool Group place on staff training, which truly differentiates the company in the industry.

“Maxitool Mining is one of the only companies to offer a Relining training package – with ten modules and three certificates. Mill Relining is typically handled by an unskilled labour force of trade assistants who are assigned jobs without any formal training.

“We’ve identified that as a shortfall within the industry and have invested heavily into this area by developing our own training package which includes the necessary training and verification of skills to address this.”

Cremer tells us.

Indeed, this is a process that Cremer himself is all too familiar with as he has been surrounded by the heavy metal industry his entire life and has expansive mechanical knowledge

68 | APAC Outlook issue 52

acquired from a young age, having entered the industry 11 years ago.

Following a degree in business management and entrepreneurship, Cremer ventured into the mining industry by undertaking work as a trades assistant; a common starting point for many entering the sector.

From here, he progressed his career to the role of General Manager at Maxitool Mining, which he has occupied for the past 18 months.

“First, I gained experienced in the Mill Relining side of the business for the initial five years then we changed the business model and went from

a Mill Relining business to relining and mine maintenance,” he outlines.

He then went on to manage the maintenance and projects team for another four years. This experience gained from growing through the industry from the entry level enables an in depth understanding of the industry as well as being able to see everyone’s perspective.

“We pride ourselves on building relationships with companies at a personal level – it’s not just a service.

The relationships that we have with all stakeholders is a key component to the ongoing success of our business,” Cremer comments.

A PROMISING FUTURE Looking to the years ahead, Maxitool Group is geared for both expansion and evolution.

“The business is growing – we are undertaking an increasing amount of project and civil work.

MINING

Maxiforce Recruit is expanding into new territories and diversifying from the heavy metal industry while the engineering team are developing a lot of safety devices as well as creating new ways of completing tasks that previously exposed personnel to hazards in which they now won’t be.

“At Maxitool Mining we’re expanding into the projects and construction side of the industry which is exciting and creates new challenges for our team.”

Nevertheless, with change on the horizon, Maxitool Group remains steadfast in its mission and methods of operation.

“Our emphasis is on sustainability, meaning that we are growing at a rate where we can continue to provide that certainty for clients, employees, and stakeholders,” Cremer concludes.

“We pride ourselves on not just going and doing one job then getting out of there. Our clients’ expectations are set from the start – they

understand what is going to be done, how much it’s going to cost and most of all, that it’s going to be done safely.

We are open and honest in the way that we do business.”

dredging@maxitool.com.au Phone +617 4255 8615 www.maxitool.com.au

APAC Outlook issue 52 | 69

BOART LONGYEAR

BOUNCING BACK BETTER Jeff Olsen, CEO at Boart Longyear Limited (ASX: BLY), discusses how his firm has overcome significant challenges to become a major player in drilling services Writer: Marcus Kääpä | Project Manager: David Knott

B

oart Longyear is the world’s leading provider of drilling services, drilling equipment and performance tooling for the mining and exploration industries, and is making a name for itself in the drilling technology and geologic data sectors.

The company’s global drilling services division operates for a diverse mining customer base that spans a wide range of commodities, including copper, gold, nickel, zinc, uranium and other metals and minerals. The global products and Geologic Data Services (GDS) divisions design, manufactures and sells drilling equipment, performance tooling, down-hole instrumentation and parts and services to both mining and drilling firms.

Headquartered in Salt Lake City, Utah, Boart Longyear operates across six global manufacturing locations and provides the most advanced

70 | APAC Outlook issue 52

MINING

APAC Outlook issue 52 | 71

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BOART LONGYEAR drilling technology on the market.

Boart Longyear also provides drilling services in over 20 countries.

Jeff Olsen is the CEO of Boart Longyear. By his own admission, he had an ‘unusual’ path into the industry. “My undergraduate degree is in international politics and then I went on to get an MBA in upstate New York,” explains Olsen. “In 1991, I moved to a chemical company called General Chemical and they had mostly chemical operations but some mining operations. Thereafter, I worked at Rio Tinto for 18 years across various locations in several different roles.”

Indeed, Olsen lived and worked in London for a number of years before relocating back to Salt Lake City where Rio Tinto had a large regional office before leaving for Boart Longyear in 2014. “The downturn of the mining industry began in 2012 so I joined in the middle of a downturn in the sector, thinking that it would only last a few years and we’d move onto bigger and better things which unfortunately didn’t prove to be the case,” explains Olsen. “As a result of the market not being very good, we had a number of transactions to help keep Boart Longyear’s position as a leader in the drilling industry, but

we were unsuccessful at solving the balance sheet problem.”

OVERCOMING CHALLENGES This issue, mixed with the emergence of COVID-19, prompted Boart Longyear to announce a large

recapitalisation, which is in process and is subject to a favorable shareholder vote in September. “Our first quarter earnings were very strong in 2021, which means we are on track for a breakout year. Additionally, our proposed recapitalisation will reduce

DEVELOPING PEOPLE Training is an important pillar to Boart Longyear’s strategy and the firm has established a system to ensure its people are equipped with the required safety knowledge. “Safety is our most important value,” stresses Olsen. “If you look at our safety statistics, they exceed our peers in the industry. That is why it is important that, in addition to compliance, our training is mostly focused on safety.

We have a number of mandatory safety programmes for all of our employees, and we also have training that we do in collaboration with the University of Utah for leadership training.

“We have great people; we do good training. Wherever you are in the world, you are going to get the same safety training and recognise our sites as Boart Longyear sites. That has been a real push for us since 2014 and has paid huge dividends in our drilling efficiency.”

Jeff Olsen, CEO

74 | APAC Outlook issue 52

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Large stock holding in the manufacturing plant with both raw

MUDEX DIFFERENCE MUDEX DIFFERENCE

materials and finished goods.

•

Preferred supply agreements with many Ethical Business Model Ethical Business Model. global drilling companies.

ESG Focused Company

• ESG Focused Company.

Producer of Bio-Degradable drilling

• Producer of Bio-Degradable drilling polymers and lubricants are.

polymers and lubricants.

Inhouse Chemist and R&D laboratory.

• In-house Chemist and R&D laboratory.

Proprietary formulations.

• Proprietary formulations.

All I.P is owned by Mudex.

• All I.P is owned by Mudex.

Large stock holding in the

• Large stock holding in the

manufacturing plant with both raw

manufacturing plant with both raw materials and finished goods.

materials and finished goods.

Preferred supply agreements with many

• Preferred supply agreements with many global drilling companies.

global drilling companies.

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET" Mudex and its partners NorthStar and MayanStar are a privately owned and operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil construction industries.

Mudex partnership with NorthStar and MayanStar make for a global group of companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products. This ensures Mudex can efficiently supply drilling fluid solutions to our customers on a global scale, in addition to our Partners we have distributors in Asia Pacific, Africa, Europe and South America all with extensive stock holding.

"MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

While Mudex and is partners NorthStar and MayanStar are a global company we maintain a local identity in the areas they work. It has always been their ideology that they support the communities they work in and manufacture as much locally where possible, for example: NorthStar Fluids manufactures in the USA with most of the raw materials purchased locally in the USA, the equivalent occurs in Mexico with the MayanStar supply chains. Their long-term goal is to develop local decanting through to full functioning manufacturing facilities in key regions to provide economic stimulus and opportunities through Mudex and its partners NorthStar and MayanStar are a privately owned and employment of local labour. operated international drilling fluid company’s specialising in the manufacture and supply of high quality and environmentally friendly drilling fluid products With a clear strategy to provide a level of service unparalleled that continues to for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil keep Mudex as the leader in our industry they have always strived to be at the construction industries. forefront of technological advancements and having a strong local position that can provide fast, flexible, customised, and competitive product solutions to our Mudex partnership with NorthStar and MayanStar make for a global group of customers through multiple manufacturing divisions. companies with reach in United States of America, Canada, and Mexico, as well as access to a wide and exclusive range of quality products. This ensures Mudex The staff have vast chemical knowledge and experience in their fields. With a can efficiently supply drilling fluid solutions to our customers on a global scale, proven track record of successful developments Mudex has continued over the in addition to our Partners we have distributors in Asia Pacific, Africa, Europe past 10 years to innovate successful products into the drilling fluid market. With and South America all with extensive stock holding. in-house chemists, multiple laboratories and testing facilities at our global offices ensures that we have full control over our product development and While Mudex and is partners NorthStar and MayanStar are a global company testing. In addition to their own in-house research and development team they we maintain a local identity in the areas they work. It has always been their have partnered with technical specialists and companies in the industry toprivately find its partners NorthStar and MayanStar are a owned ideology Mudex that theyand support the communities they work in and manufacture as new ways of adapting technology to suit the wide-ranging challenges much locally possible, for example: NorthStar Fluids manufactures in the andwhere operated international drilling fluid company’s specialising in the encountered in the field.

USA withmanufacture most of the raw and materials purchased in the USA, the equivalent friendly drilling supply of highlocally quality and environmentally Mudex and its partners NorthStar and MayanStar are a privately owned and occurs in Mexico with thefor MayanStar supply chains.

Their long-term goal is toGeotechnical products HDD, Mining, Well, operated fluid international drillingthe fluidExploration, company’s specialising in theWater manufacture develop local decanting through to full functioning manufacturing facilities in and Civil quality construction industries. friendly drilling fluid products and supply of high and environmentally key regions to provide economic stimulus and opportunities through for the Exploration, HDD, Mining, Water Well, Geotechnical and Civil employment of local labour. construction industries.

Mudex partnership with NorthStar and MayanStar make for a global group

“MUDEX LEAD’S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET” "MUDEX LEAD'S SUPPLY ON INTERNATIONAL DRILLING FLUID MARKET"

of companies with reach inservice Unitedunparalleled States of America, Canada, and Mexico, With a clear strategy to provide a level of that continues to Mudex partnership NorthStar and MayanStar make for a global quality group of as well aswith access to a wide and exclusive keep Mudex as the leader in our industry they have alwaysrange strived of to be at theproducts. This companies with reach in United States of America, Canada, and Mexico, as well Mudexadvancements can efficiently solutions to our customers forefront ensures of technological andsupply having adrilling strong fluid local position that as access to a wide and exclusive range of quality products. This ensures Mudex can provide flexible, customised, and competitive productwe solutions our on fast, a global scale, in addition to our Partners have to distributors in Asia can efficiently supply drilling fluid solutions to our customers on a global scale, customers throughAfrica, multiple manufacturing divisions.

Pacific, South America all with extensive in addition to our PartnersEurope we haveand distributors in Asia Pacific, Africa, Europe stock holding. and South America all with extensive stock holding.

The staff have vast chemical knowledge and experience in their fields. With a While Mudex and is partners NorthStar and MayanStar are a global proven track record of successful developments Mudex has continued over the While Mudex and is partners NorthStar and MayanStar global company company we maintain a local identity inare thea areas they work. It has always past 10 years to innovate successful products into the drilling fluid market. With we maintain a local identity in the areas work. It has always been their theirmultiple ideology that theythey support communities they work in and in-house been chemists, laboratories and testingthe facilities at our global ideology that they support the communities they work in and manufacture as manufacture as much locally where possible, for example: offices ensures that we have full control over our product development and NorthStar Fluids much locally where possible, for example: NorthStar Fluids manufactures in the thein-house USA with most and of the raw materials purchased locally in testing. Inmanufactures addition to theirin own research development team they USA with most of the raw materials purchased locally in the USA, the equivalent have partnered withthe technical specialists and companies the industry to find the USA, equivalent occurs in Mexicoinwith the MayanStar supply chains. occurs in Mexico with the MayanStar supply chains. Their long-term goal is to new ways of long-term adapting technology to suit the wide-ranging challenges Their goal is local decantingfacilities through develop local decanting through toto fulldevelop functioning manufacturing into full functioning encountered in the field. manufacturing key regions provide economic key regions to provide facilities economicinstimulus and to opportunities through stimulus and opportunities through employment of local labour. employment of local labour.

With a clear strategy to provide a level of serviceaunparalleled that continues to With a clear strategy to provide level of service unparalleled that keep Mudex as the leader in our industry always strived to be at the have always continues to keep Mudex asthey thehave leader in our industry they forefront of technological advancements and having a strong local position that strived to be at the forefront of technological advancements and can provide fast, flexible, customised, and competitive product solutions to our having a strong local position that can provide fast, flexible, customised, customers through multiple manufacturing divisions.

and competitive product solutions to our customers through multiple

divisions.

The staff manufacturing have vast chemical knowledge and experience in their fields. With a proven track record of successful developments Mudex has continued over the Thetostaff havesuccessful vast chemical and experience in their fields. With past 10 years innovate productsknowledge into the drilling fluid market. With in-house a chemists, laboratories and testing facilities at our globalhas continued proven multiple track record of successful developments Mudex offices ensures thatpast we have full control over oursuccessful product development and the drilling fluid over the 10 years to innovate products into testing. Inmarket. addition With to their own in-house research and development team they in-house chemists, multiple laboratories and testing facilities have partnered with technical specialists and companies in the industry to find at our global offices ensures that we have full control over our product new ways of adapting technology to suit the wide-ranging challenges development and testing. In addition to their own in-house research and encountered in the field. development team they have partnered with technical specialists and companies in the industry to find new ways of adapting technology to suit the wide-ranging challenges encountered in the field.

BOART LONGYEAR

CATTA SERIOUSNESS PROFESSIONALISM RAPIDITY The socio-economic, cultural, environmental reality in the emerging/developing countries being alike, to invest and operate in these countries and become successful is quite a challenge.

Very early we have understood that in order to face this challenge in our industry, we had to have the following trio creed: SERIOUSNESS – PROFESSIONALISM – RAPIDITY. The SERIOUSNESS is a fundamental element that has imposed on us a marketing that relies on the choice of serious partners, who share a common attitude of strict compliance in all circumstances with the laws and regulations that govern their activities and the commitments made. In our company, we do not compromise seriousness in our daily activities.

our debt by roughly $800 million, allowing us to invest in capital and further our efforts to provide tangible value to shareholders.” explains Olsen.

“I anticipate that we will remain the largest drilling company in the world, which will put us in a very strong place going forward.”

Although the mining industry has had its trials and tribulations, the sector is in a much healthier place.

Olsen has overseen Boart Longyear’s rise in tandem with the mining space and the firm is now poised to thrive in the industry. However, Olsen cannot forget the past and reflects on how his organisation has gotten to where it is today. “Mining is a secular industry and if you’re a supplier to the industry then you are in a hyper secular industry,” discusses Olsen.

“The secularity tends to define this 76 | APAC Outlook issue 52

industry and our customers were all about deleveraging their own balance sheets at the time, and shareholders were clamouring for mining companies to return money to them and be more conservative.”

“One of the areas that they could save money on, in the short term, was on exploration activities and specifically drilling. The fundamentals in the mining industry are that if you don’t explore for new reserves then you don’t have anything to mine. That can only last for so long.”

Today, that has all changed.

Boart Longyear’s customers are largely delevered, showcase robust balance sheets and have the ability to invest in their businesses. “There was significant consolidation in the gold industry through the second half of 2019, which also puts them

The PROFESSIONALISM is another fundamental element, that focuses on the perfect understanding of the trade practices in our industry. The anticipation and pro-activity with a shared awareness by the all the team that, in a highly competitive context and a globalised world, the partner who chooses us must be rid of all worries or concerns for their supply chain and the clearing of material and equipment.

The RAPIDITY is the last element of our creed since it would be useless to be SERIOUS and PROFESSIONAL if the SPEED in execution is not there to crown everything.

www.catta-sarl.com

SERIOUSNESS PROFESSIONALISM RAPIDITY Created in 1996, CATTA is a group of companies headquartered in Mali, with office in Abidjan, Ivory Coast. Our actitivities include consignment, international transport, handling, freight forwarding and customs clearance.

Some of the large projects completed while working with our partners: • Hydroelectric and thermal plants • Mining, Road Construction projects, Telecommunications projects • Industries (Cement Plants, Paint Factories etc...)

• The execution of express shipments, receipts, and deliveries of medication and vaccines, spare parts, raw materials and equipments of security for both national and international institutions and companies.

www.catta-sarl.com mohameddiane@gmail.com

CATTA MALI Sarl

CATTA COTE D’Ivoire Sarl

Sogoniko Commercial Derriere les Halles de Bamako B.P.E. 1044 – Bamako, Mali

Treichville face a la SOLIBRA Immeuble “LA BALANCE” Boulevard VGE au 2eme Etage

T: (00223) 20 23 94 68/20 22 11 66 M: (00223) 90 73 73 03

T: (00225) 21 24 94 99 M: (00223) 90 73 73 03

catta@orangemali.net

cattaivoire@gmail.com

BOART LONGYEAR

“WE REMAIN THE LARGEST DRILLING COMPANY OUT THERE AND THIS WILL PUT US IN A VERY STRONG PLACE GOING FORWARD” – JEFF OLSEN, CEO, BOART LONGYEAR

Grainger Canada Focus on what matters.

Let us handle the rest.

We are committed to providing you with the proactive solutions and supplies you need.

For over 130 years, we have been enhancing our solutions and services so you can continue to keep your people safe and your operations running smoothly.

Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry.

This process is driven by our desire to continuously provide reliable, bestin-class safety, facility maintenance, and industrial supplies so you feel supported and can focus on what matters to you.

on stronger financial footing,” explains Olsen. “As a business, Boart Longyear was poorly prepared for the downturn. Now, we are a much leaner business and are better focused on serving our customers and giving them what they need. We have a better understanding of where the market is and what the market requires. The last thing, which is a substantial difference between 2014 and now, is that we have been able to grow GDS, our technology division.”

GDS is focused on redefining the future of mineral exploration through innovative and emerging technologies delivered through industry-leading products and services. “GDS consists of tools that are used to gather appropriate information downhole about the hole itself and about the 78 | APAC Outlook issue 52

drilling. These are tools that already existed in the mining industry, but we’ve introduced our own tools that are better in many ways. We’ve changed our strategy from 2014 from one of just being the preferred driller in the space to we want to help our customers build our ore body knowledge. We do that by drilling and making tools that are more efficient and we also do it by the use of technology. This is a big difference in our business going forward.”

PROACTIVE APPROACH With a history of being innovators in the drilling industry, the company recognises its place as a leader in drilling methods. “We don’t try to be everything to everyone, and we don’t try and address everything

GRAINGER.CA

Welcome to Grainger!

We are committed to providing you with the solutions and supplies you need. For over 130 years, we have been enhancing our solutions and products so you can continue to keep your people safe and your operations running smoothly. Through our North American network we are able to provide you with better insights, knowledge, and expertise specific to your industry.

This process is driven by our desire to continuously provide best-in-class safety, facility maintenance, and hundreds of thousands of industrial supplies that meet your extensive needs.

Visit grainger.ca or contact our Customer Service Centre: 1-888-602-0000; Monday-Friday 7am-5pm customerservice@grainger.ca

GRAINGER.CA

FOR THE ONES WHO GET IT DONE ®

BOART LONGYEAR

Petersen inc.

Petersen Incorporated is one of the foremost advanced manufacturing and machining facilities in the world. With modern equipment and capabilities, we have partnered with some of the largest and most recognisable companies around- and are proud to call Boart Longyear a partner.

We congratulate them on their continued success in the advancement of the drilling and mining industry.

Like Boart Longyear, we have many years’ experience in the mining industry, but are also diversified to serve a variety of industries including nuclear, entertainment, aerospace, petrochemical, and hydro to name a few. Petersen Inc. offers complete fabrication, advanced manufacturing, precision machining, design engineering and warehouse/ distribution/3PL services to a variety of customers.

“WE NOW HAVE A BALANCE SHEET AND A CAPITAL STRUCTURE THAT SUPPORTS GROWTH, AND WE HAVE AN INDUSTRY THAT IS POISED FOR SIGNIFICANT GROWTH SO WE’RE COMING TOGETHER AT THE RIGHT TIME” – JEFF OLSEN, CEO, BOART LONGYEAR in the industry but the things that we do well are where we want to be the leaders in,” says Olsen. “The fact that our newest drill rigs have been well received is great, as well as our GDS Group and we’ll see over the next few years just how important these technologies will become.

They provide huge cost benefits to our customers but also help stitch together all the different datasets of information they get about their own ore body in what we call a unified 80 | APAC Outlook issue 52

ore body knowledge. When you get full-service information from Boart Longyear drilling, then you have a unified set of information about your ore body in much less time and at a significantly cheaper cost.”

To those on the outside looking in, mining is often regarded as an industry that is old school and doesn’t embrace new technology. While that might be an exaggeration, Olsen agrees that mining is not as quick as other industries to leverage the latest

For over 60 years, our team at Petersen Inc. is dedicated to creating the highest quality, on-time productswith complete customer satisfaction.

We have locations in Ogden, UT and Pocatello, ID which house 634,000 sq. ft. manufacturing/machining space and over a million sq. ft. in warehousing and distribution.

Are you looking for a safe, reliable, and financially secure partner with the capabilities and capacity to get your job done right? Give Petersen Inc. a call today.

www.peterseninc.com

THE MISSING PIECE OF A “WINNING COMBINATION” Petersen Inc. is a proud partner of Boart Longyear.

Part of the Petersen Inc. logo is the slogan “A Winning Combination.” Partnering with our customers and suppliers, together, we work toward a common goal to provide the highest quality, on-time products and services available.

For over 20 years now we have formed “a winning combination” with Boart Longyear and we strive to partner with YOU on your next project, no matter the industry or size/scale. What can we build for you?

FABRICATION PRECISION MACHINING WAREHOUSE/DISTRIBUSTION

LEARN MORE AT PETERSENINC.COM

th

Anniversary

BOART LONGYEAR

Ansell Mining consists of several complex processes that require a keen focus on safety. Whether working in extraction and exploration, crushing ore, or preparing and transporting product, Ansell is the ideal safety partner when identifying the hazards and risks associated with each task and equipping mining workers with innovative application-specific glove and body protection solutions from our extensive product portfolio.

innovations but does expect this to change in the near future as miners look to explore for reserves that will be deeper. “I think the influence of technology is growing rapidly,” he explains. “I believe it’s fair to say that the mining industry is slower adopters of new technology than others.

However, once you get a critical mass in adoption then it moves very quickly.

We are at that point now where to be competitive and to stay ahead, companies will have to innovate and are increasingly looking to new technology.”

Boart Longyear maintains several key, strategic partnerships and has combined the supply chains for its products and drilling services business together to form one global supply chain. “When we look for partners, it is about the ability to be compliant — it is non-negotiable,” says Olsen. “We work in some tough parts of the world and in our business compliance is key. This is consistent with the way that we approach safety.

Another core value is innovation.

We know that the way we drill and do business today in 2021 is not the same way we’ll do it in 2031, so it is 82 | APAC Outlook issue 52

important that we are aware of the latest technologies that can drive us forward.”

Moving forward, Olsen is full of optimism about the future of Boart Longyear. “I’m very excited about the next few years,” he maintains.

“We will now have a balance sheet and a capital structure that supports growth, and we have an industry that is poised for significant growth, so it is all coming together at the right time.

The ability to invest in our business as the industry grows is important; however, we will always maintain a disciplined approach to our balance sheet. We have the ability to invest in that growth and that investment will ultimately drive value to our stakeholders. There’s a very bright future ahead.”

Phone: +1 801 972 6430 Fax: +1 801 977 3374 www.boartlongyear.com

Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep workers safe and productive throughout the day. In open-cast and underground mining, where hazard types are different due to the peculiarities of the materials and instruments used, Ansell begins its process of reducing, mitigating or removing risk with a proper risk assessment. Because the most appropriate PPE solutions to protect against hazards will vary based on each individual company’s unique set of needs, applications and processes, AnsellGUARDIAN®, our free consultative service, helps companies select and implement the right PPE solutions to improve safety, increase productivity and reduce costs.

The strategic relationships and feedback received from our key partners allow our partners to achieve hand and body safety excellence through Ansell’s continuous research, product development, and customer support.

At Ansell, we strive to provide integrated solutions for our partners, from risk assessment to innovative hand and body protection, with the purpose of protecting companies most valuable assets, it’s people.

www.ansell.com/industrial/mining

EQUIPPING MINING WORKERS WITH HAND AND BODY PROTECTION Choosing the right PPE to manage the challenges in extreme work conditions Open-cast and underground mining have different type of hazards as the instruments and materials used on the manual work have their own unique risks and consequences. Ansell is the ideal safety partner when identifying hazards and injury risk associated with each task and equipping mining workers with the right solution from our extensive portfolio of hand and body protection. Whether facing risk of cut, impact, abrasion, chemical or other hazards, Ansell can help reduce on-the-job injury and deliver the comfort, performance and protection needed to keep mining workers safe and productive throughout the day.

To learn more, visit our website: Ansell.com/industrial/mining Ansell, ® and ™ are trademarks owned by Ansell Limited or one of its affiliates. © 2021 All Rights Reserved.

NKW GROUP

84 | APAC Outlook issue 52

MINING

INDUSTRY, ENVIRONMENT, COMMUNITY We shine a light on the NKW Group, it’s range of industry services available in the market, and developments for the future Writer: Marcus Kääpä | Project Manager: Joshua Mann

Local ethos, global reach.”

For NKW Group (NKW), this slogan is one among many that sums up the nature of the company.

Since its establishment in 2004, NKW has developed into a leading provider of diverse, short and long-term special projects and services spanning multiple sectors. NKW offers its customers a comprehensive range of services, including building, construction, mining, infrastructure, transport and logistics and more. A locally based company servicing Papua New Guinea (PNG), NKW delivers ‘fit for purpose’ services, within budget and on schedule with reliability being a core aspect in the company’s practices. The group is a wholly owned partnership of three landowner groups based in Wau, Morobe Province, PNG: Nauti Investment Limited (NIL), Kuembu Investment Limited (KIL) and Winima Investment Limited (WIL).

NKW’s workforce comprises approximately 1,200 PNG staff and 80 expatriates, operating across numerous departments. The company is governed by a board comprising seven directors, who are each responsible for determining the objectives, strategies

and policies to be followed by NKW. The businesses’ key management lead in a top-down approach, ensuring NKW Group functions in a proper, efficient and effective manner.

Health, safety, environment and community responsibility are at the very heart of everything NKW sets out to achieve, and the company takes pride in the fact that it stands as an example that continues to be the benchmark for the industry, in mining and beyond.

NKW helps its clients and partners build strategies to enable them to operate the critical aspects of their business activities more efficiently and economically. Contract performance and providing a reliable service to clients is of the utmost importance and NKW holds itself to the highest standard of quality and safety with unending respect for the environment and community.

NKW clients are continually informed about solution options and they continue to select NKW as their partner of choice because of the company’s hands-on experience, commitment to quality, community, and integrity.

APAC Outlook issue 52 | 85

NKW GROUP SERVICES ACROSS PNG As well as being a leading provider of diverse, short and long-term special projects and services across multiple sectors, NKW have a wide range of divisions to facilitate its customers’ needs. The company provides the market with specialist short and long-term projects and services PNG business’ requirements as a locally based company.

Once such service division is that of NKW Building and Construction Services, that offers comprehensive solutions in the construction space.

WHY CHOOSE NKW? “Comprehensive solutions, industry focused, cost and time effective.”

REMOTE SPECIALISTS: Delivering projects on time and budget in remote areas is what NKW is known for.

REDUCING RISK: Reduce risk profile by keeping you informed, and NKW accountable and transparent.

FLEXIBLE: Get more of what you want, how you want it with NKW’s flexible in-house service delivery.

PROMOTING NATURAL: NKW promotes the use of natural resources in an efficient, effective and ethical way.

DETAIL ORIENTED: Benefit from the company’s detailed analysis of project documentation and focus on safety.

COMMUNITY VALUES: Community responsibility and support is at the very heart of everything NKW does.

86 | APAC Outlook issue 52

The company builds accommodation facilities for mining townships and medium to large corporate companies throughout PNG, while materials and labour are sourced both locally and internationally. Through NKW’s joint venture companies, it offers road construction, maintenance and equipment hire, and its complete construction services include renovations and rebuilds, warehouses, camp accommodation, offices, houses and civil works, equipment hire, maintenance and camp management, project management and labour hire.

QED Quest Pacific Services Ltd (QED) is a privately-owned organisation with active operations in PNG, the Philippines and Kyrgyzstan, with a registered company in the Solomon Islands and new entity in Kazakhstan.

NKW’s joint venture (JV) partnership with QED was formed following a recent awarded contract to provide

Credit Corporation (PNG) Limited Credit Corporation (PNG) Limited, offers a range of retail and business solutions to customers across the South Pacific which include Equipment Finance, Insurance Premium Funding and personalized financing packages.

Our ambition is to continuously assist our customers with appealing financial solutions for any stage of their journey, empowering them to achieve their business goals.

Our relationship based model uniquely positions us throughout the Pacific and is supported by a team of experienced financial services, property and investment professionals.

Credit Corporation (PNG) Limited is listed on the Port Moresby Stock Exchange.

sales@creditcorporation.com.pg

MINING

The right tools of the trade are essential for operating a successful business.

Equipment Finance

The smarter way to borrow

However if cashflow is tight, you may not have the money to invest in assets which will help your business thrive and grow.

Equipment finance can be used to purchase heavy machinery, vehicles, and equipment used to run your day-to-day businesses.

If you’re a sole trader or a company engaged in business, you may qualify for Credit Corporation’s equipment finance.

Loan periods are from as little as a year and we offer flexible payment terms — allowing you to get on with the job and keep your business moving.

Simply visit or call a Credit Corporation branch to complete an application form.

Email us: sales@creditcorporation.com.pg Call us: +675 321 7066

Terms and conditions apply.

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Aon PNG. 50 Years Strong

APAC Outlook issue 52 | 87

NKW GROUP drilling services for a client at Hidden Valley Mine for Harmony. NKW Group and QED will deliver this service using two newly purchased drill rigs.

QED specialise in understanding the peculiarities of working in areas that often provide logistical challenges, geological complexity, topographical extremes combined with political, social and community issues that require deft management.

The organisation specialises in remote and challenging environments such as PNG, the Philippines, Solomon Islands and now Central Asia in Kyrgyzstan and Kazakhstan.

The QED operational head office is strategically combined with NKW’s

NKW MISSION, VISION AND VALUES “Our commitment to delivering high quality service is evident both in our ability to develop strong partnerships and work alongside our clients to increase potential and maintain a professional workforce that offers solutions specific to customer needs.

“Our mission is to increase the accessibility of our services by offering solutions which are industry specific and customer focused.

“Our vision is to be the firstchoice industry service provider in PNG. We believe every service must offer a positive outcome and be relevant to the customers, communities and the environment in which we operate.

“Our values are based on the belief that every aspect of our work is important and unique”

88 | APAC Outlook issue 52

engineering and support facilities located at San Pedro City, Laguna, Manila to support Philippines and group operations. A similar facility has been constructed at 11 Mile in Lae, PNG and a functional facility established in Bishkek, Kyrgyzstan. The organisation can provide equipment that is tailored for purpose and to meet the most stringent of industry standards.

A MEMBER OF THE COMMUNITY NKW is governed by a board comprising seven directors, responsible for determining the objectives, strategies and policies to be followed by NKW, and ensuring that the company performs its functions in a proper, efficient and effective manner.

Being a landowner company, NKW’s communities have become the lifeline of business. The company is proud to operate within the PNG community as well as a sponsor, with recent and ongoing sponsorship provided.

NKW’s diversified operations employ hundreds of people from its

landowner villages and ensures that it gives back to the community in and around which it operates. NKW Fresh is a prime example of the company’s efforts to give back to its landowners.

NKW Fresh sources fresh produce from local smallholder vegetable farmers, creating a logistics chain for rural farmers that allows their produce access to markets throughout PNG. NKW Fresh utilises cold storage facilities in both Wau and Lae, allowing distribution of quality product to other markets, including supermarkets and catering companies. NKW has established a positive relationship with local farmers, dealing directly with these smallholders rather than traders, making NKW Fresh the largest buyer in the local fresh food business, buying over 60 metric tonnes of fresh produce from farmers each month.

For NKW, mine beneficiaries are the very people who supply most of the vegetables to the company.

NKW Fresh has provided significant charitable donations to community organisations of excess fresh

MINING

“EVERYTHING WE DO IS BASED ON HOW MUCH WE CAN GIVE BACK AND HOW MUCH MORE WE CAN ADD TO OUR HISTORY OF A SUCCESSFUL RELATIONSHIP WITH ALL THE PEOPLE WE ASSOCIATE WITH” – NKW GROUP produce, to better the prospects of smallholders.

NKW Group is also proud to provide a Seasonal Worker Programme, providing work opportunities in the agricultural sector. The programme enables local PNG farmers to come to Australia to gain valuable learning opportunities and earn Australian wages which are then reinvested into their farms.

NKW ENVIRONMENTAL SERVICES With a vast fleet, access and reputation in the marketplace, NKW has recently started a new metal recycling operation that encompasses the buying, processing and selling of ferrous and non-ferrous recycled

metals. NKW recycling is focusing predominantly on its own ‘boneyard’ of scrap left over from various projects spanning over the past 10 years of operation, including machinery that is past its useful life.

NKW is currently working to introduce oil and tyre recycling plants to its environmental and waste management capabilities and is working towards municipal waste management services with major cities in PNG. Going forward into the years ahead, the company will be investing in mobile crushers and other plants to improve output and productivity.

This supports NKW’s goal to promote and support positive environment programmes by reducing the impact

of waste. NKW are working in conjunction with MCG over the life of the Hidden Valley Mine to minimise impact once the mine is closed, which could be within the next five or 10 years, to help build a more sustainable and recycling-heavy future in the mining industry.

“As I look at the growth over the years since our inception in 2004, I am extremely proud of what we have achieved, and even more excited about our outlook for an equally promising future. We have successfully converted from a local Wau start-up business to become a reputable multi-faceted entity, garnering business from across PNG, while earning our clients’ trust along the way” - Marlen Brunskill, CEO, NKW Group

APAC Outlook issue 52 | 89

VITASOY INTERNATIONAL SINGAPORE

Chris Marchant, Managing Director receiving the company’s Food Safety Award 2017

90 | APAC Outlook issue 52

FOOD & DRINK

MANUFACTURING

MEATLESS NUTRITION Vitasoy International Singapore is the country’s leading producer of soybean-based products. We talk tofu and espousing an ESG focus with Managing Director, Chris Marchant Writer: Phoebe Harper | Project Manager: Kyle Livingstone

The plant-based movement has exploded over the last few years, as multiple entrants (both multinational and local start-ups) enter the category, making plant-based food and drinks more mainstream,” opens Chris Marchant, Managing Director at Vitasoy International Singapore (VIS).

Marchant presides over the Singapore division of Vitasoy International, a company that truly occupies the vanguard of this dynamic movement. Based in Singapore, VIS is well-placed in an environment that is renowned as a modern-day haven for veganism. Indeed, Singapore, aka, the ‘Garden City’, has been tipped as ‘Asia’s Greenest City’, and the second most vegan-friendly destination on the continent, according to PETA Asia.

“We know that Asian consumers love their food and drinks, and are always keen to try new and exciting flavours and innovations from around the world,” Marchant tells us.

The company specialises in plantbased food and beverages, delivering nutritious products that never compromise on taste, and are good for the planet. This extends to a range APAC Outlook issue 52 | 91

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VITASOY INTERNATIONAL SINGAPORE

of delicious tofu products, plant milks and the Vita brand of teas.

As the number one manufacturer of tofu products in Singapore, you will likely encounter Vitasoy or Unicurd branded tofu, as well as the company’s iconic range of Vitasoy and Vita plant based drinks in supermarkets, convenience stores and fridges across the country.

GAINING MOMENTUM WITH THE MEATLESS MOVEMENT Annually, VIS sells over 20 million packs of tofu and over nine million servings of plant-based beverages.

Whilst the company may be riding on the tailwinds of the explosive clean-eating movement that has taken the world by storm as a growing 94 | APAC Outlook issue 52

“NOT ONLY IS GREAT TASTING NUTRITION ON OUR MIND, BUT ALL OF OUR PRODUCTS IN SINGAPORE ARE PLANT-BASED, AND THEREFORE CONSUME FEWER NATURAL RESOURCES IN THEIR PRODUCTION THAN MEAT OR DAIRY” - CHRIS MARCHANT, MANAGING DIRECTOR, VITASOY INTERNATIONAL SINGAPORE number of consumers seek the benefits of a meatless diet, this is nothing new for Vitasoy, as it has been refining its range of plant based food and drink products for decades.

Indeed, the Vitasoy story began in 1940, when the Vitasoy founder, Dr. K.S. Lo wanted to help the people of Hong Kong during the war by bringing them a nutritious, protein-rich soymilk drink at an affordable price.

DID YOU KNOW? According to vegan business magazine ‘The Vegconomist’, the PlantBased Market in Asia Pacific is predicted to surge 200 percent by 2025.

ADDING VALUE THROUGH SUSTAINABLE PACKAGING

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opportunities. In addition, with just-in-time supply chains vital to the food industry, Hypac offers short lead time deliveries perfect for such cases.

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VITASOY INTERNATIONAL SINGAPORE It is this altruistic concern coupled with Vitasoy’s passion for sustainability that first drew Marchant to the business, both in terms of delivering nutritional value to consumers, but also the commitment to growing the business in a way that is good for people and the planet.

The same concern for nutritionrich products laying the foundation for a healthy diet which originally preoccupied the company’s founder, continues to guide VIS today. Our

conversation with Marchant takes place as VIS embark on the ambitious path of relaunching its entire tofu range based on a higher content of calcium and protein, in line with the expectations of its Singaporean consumer base.

“Furthermore, VIS continues to provide solutions tailored to what our Singapore consumers are looking for.

With smaller families and homes and the desire to reduce food waste, VIS has also launched a range of products

VITASOY INTERNATIONAL SINGAPORE

AT A GLANCE VIS’ purpose is to provide tasty, sustainable plant-based nutrition. The company achieves this through a focus on two key areas:

TATI HSING Andrew Cho, Sales Manager: TA TI HSING upholds the business philosophy of “TOFU MACHINE CRAFTSMAN.”

People are more and more healthconscious in the modern society.

TA TI HSING has been enga We insist on high-quality soyfood food production machinery manufacturing machinery & practical experience in insta all over the world. TA TI HS equipment that provide “plant-based and oldest manufacture of a protein”, complying with GMP/ machinery in Taiwan.

HACCP/CE/CSA/UL and other With more than 60-years pr international certification standards.

TA TI HSING provides you t

& software support. Our tea

The whole production process with a broad depth of exper and integrated approach giv adopts PLC automatic control and the competitive edge and w CIP automatic cleaning technology to exclusive needs of soyfood make your soymilk / tofu products.

Visit our website for further From plant planning, resea information! design, manufacture, instal

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1. Making the Right Products – VIS continue to evolve its portfolio to be more nutritious, eliminating as much sugar and fat as possible. It also continues to strive to make improvement to its packaging with a focus on recycling, and down weighting plastic to use less of it, as well as implementing recycled PET, and investigating plant-based bio-PET solutions. Furthermore, in Singapore VIS has moved its core beverage portfolio to paper straws.

2. Making Products the Right Way – VIS continually focuses on using less of the world’s precious resources in the manufacturing process, and has made significant improvements of water reduction which is down –22 percent year on year, reducing electricity usage and implementing more sustainable options such as solar (-12.3 percent year on year), and utilising newer technologies including its boilers to bring down fuel (-18.9 percent year on year). By making soy products, VIS produces a biproduct call Okara, which now has a 100 percent recycling rate in Singapore and across the group.

ww.tati.com.tw

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guidance, TA TI HSING prov turnkey services based on t

TA TI HSING has been engaged in soybean food production machinery since 1961 having practical experience in installation of machines all over the world. TA TI HSING is the first and oldest manufacture of automated soyfood machinery in Taiwan.

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From plant planning, research & development, design, manufacture, installation to operation guidance, TA TI HSING provides customized turnkey services based on the different soybean products and required production capacity,

etc. Hope that our customers keep diffusing traditional Chinese soy products and culture to the world through the machinery of TA TI HSING from Taiwan. Our machines are all made in Taiwan, they are easy to operate, durable and strong, used by well-known large factories at home and abroad. In these 60 years, our machines have been spread across many cities and countries.

Vitasoy is a market leader soyfood processor in Singapore. We are proud to partner and work closely with Vitasoy to innovate for their business and create functional solutions.

Just as we have always served excellent soy products manufacturers all over the world, we commit to providing the best and high-quality equipment and better soy products for Vitasoy.

VITASOY INTERNATIONAL SINGAPORE

Ceresco Ceresco is a Canadian soybean company specialized in exporting premium quality, IP and Non-GMO soybeans to food processors around the globe.

By working directly with producers, our in-house export team and sales offices established on 3 continents, Ceresco has the ability to react quickly and efficiently to your requirements and offer full traceability from seeding to delivery.

With our ultra-efficient, HACCP accredited, production facilities, Ceresco offers specialty varieties for tofu, soy drinks, natto and sprouting, praised by food processors around the world.

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VITASOY INTERNATIONAL SINGAPORE

SUSTAINABILITY IN ACTION A source of great pride to VIS is the company’s recent completion of a solar panel project. A visible transformation has taken place, with the 900 square metres of the Senoko factory now covered with 365 solar panels.

This allows VIS to produce almost 20 percent of its current electricity needs in Singapore in a sustainable manner. This will result in a reduction of 88 tonnes of CO2 emissions into the environment every year, which is the equivalent to the carbon emissions produced by 178 motor vehicles driven for a year.

“Sustainability is at the core of what Vitasoy do, and we have been passionate about that as a company from the beginning. We are committed to growing our company in a way that is good for people and the planet” - Chris Marchant, Managing Director, VIS

in a twin pack and four pack option to enable this,” Marchant explains.

This focus on reduced packaging, and indeed the very nature of the products themselves, is reflective of the prevailing concern for 98 | APAC Outlook issue 52

sustainability and the welfare of our planet that runs at the very foundation of Vitasoy.

VIS operates as a wholly owned subsidiary of Vitasoy International, and has a truly international footprint.

To date, the Vitasoy group distributes plant-based beverages to over 40 countries, with VIS catering to the Singapore, Malaysia and Indonesian markets.

“VIS sells tofu all around the world, and in markets outside of Asia such as the UK, Holland, Germany, Spain, Norway, Israel, and the Middle East.”

The VIS factory based in Senoko is the crux of the company’s operations, producing all tofu products from the crops of non-GMO whole soybeans, both organic and conventional. The company numbers some 150 staff members, across manufacturing, supply chain, administration and commercial functions.

“Our factory is HACCP, ISO 22000 and halal certified, rated Grade A by Singapore Food Authority’s annual food safety certification for 24 years consecutively.”

FROM BEAN TO TOFU Whilst Singapore may be a dynamic

FOOD & DRINK

Premium Quality Soybeans Thanks to our renowned customer support, our full traceability system from seeding to delivery and our premium quality soybeans, Ceresco’s special varieties of tofu, soy drinks, natto and sprouting are praised by food processors around the world.

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APAC Outlook issue 52 | 99

VITASOY INTERNATIONAL SINGAPORE

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FOOD & DRINK

Vitasoy International Singapore offices

market, the nature of the country itself makes the supply chain a truly critical component of VIS’ operations.

“As Singapore is a small country with limited natural resources, we need to ensure we have a constant supply of our raw materials and packaging materials to continue to make our products.

“We work closely with our suppliers to ensure that we have complete transparency and traceability throughout our supply chain,” Marchant explains.

This means an intimate working relationship with the bean suppliers to ensure a constant stock of the finest quality non-genetically modified (GMO) soybeans, and fostering sustainability on behalf of the farmers and crops that are the source of the

company’s tofu range.

“At VIS, we appreciate that our suppliers are sourcing and growing these inputs which we require in multiple countries. At the core of VIS’ values, we want to ensure that all our suppliers are compliant to the local laws and regulations in full,” he comments.

Turning to talk of the years ahead, Marchant highlights three core areas of focus to guide VIS. Above all, as the COVID-19 pandemic continues to run its course, is catering to the safety and wellbeing of all VIS staff.

Secondly, VIS intend to improve the nutrition of its tofu portfolio, implementing a full re-launch of the entire range based on higher protein and calcium content, with the same great signature taste.

“Finally, we will continue to invest in our plant, processes, and people to continue to have sustainability at the core of what we do, especially with a focus on continuing to reduce the overall water, electricity, and fuel it takes to make a piece of tofu.”

As vegan regimes continue to become increasingly accepted in diet culture across the world, VIS continues to preside over a market that is yet to realise its full potential.

Tel: (65) 6759 2855 vis@vitasoy.com.sg www.vitasoy.ppqr.sg

APAC Outlook issue 52 | 101

KRISPY KREME ANZ

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FOOD & DRINK

DESTINED TO DELIGHT

A company with the concept of joy baked firmly into its DNA, CEO of Krispy Kreme Australia and New Zealand, Andrew McGuigan unpacks the key ingredients behind a company culture established on true authenticity Writer: Phoebe Harper | Project Manager: Ben Weaver

T

he doughnut. An orb-like, wholesome symbol that suggests inclusion and longevity in its endless, all-encompassing ring of soft and delicious indulgence.

Aside from being one of the world’s most consumed baked goods, the doughnut is emblematic of the company culture embodied by the renowned brand that has grown to become synonymous with any mention of the product.

As one of the most iconic consumer brands out there, Krispy Kreme needs little introduction. The company and its products are well-loved across the globe as the pioneer and proprietor of the Original Glazed, or ‘OG’, doughnut. Although the product line has evolved and expanded to include coffee, shakes and bagels, in savvy market moves that keep pace with consumer trends, this original product still carries timeless appeal, accounting for more than half of the company’s sales as the number one fan favourite.

Whilst many may be familiar with the fresh, hand-made delicacies that

get made daily at Krispy Kreme, it is the people behind the brand that truly make the company what it is.

The company culture that applies to the brand globally is particularly prevalent when discussing Krispy Kreme with CEO of the Australia and New Zealand (ANZ) operations, Andrew McGuigan.

McGuigan describes the Krispy Kreme enterprise as an “84-year-old teenager, due to its fun and youthful personality” that continues to attract a loyal mass following.

Few brands are as well-loved, which is unsurprising when you consider Krispy Kreme as an enterprise that is essentially entirely founded on the concept of bringing joy.

18 years ago, Krispy Kreme found a welcome new seat in the Australian market - to the extent that six out of 10 Australians now enjoy Krispy Kreme doughnuts. Across Australia, the company’s footprint extends to 35 shops; 13 of which are ‘Drive Thrus’, with the balance of shops a mix of in-line locations, airport installations and flexible kiosks.

APAC Outlook issue 52 | 103

KRISPY KREME ANZ “Whilst the heartbeat of the brand is the Hot Light at the Drive Thru, of fundamental importance to building a scalable business is our daily supply of fresh doughnuts to our partners in the convenience and grocery channel.”

The company prides itself on its long-standing partnership with 7-Eleven. A 10-year relationship so far, this extends the Krispy Kreme brand into 708 stores nationally. “We believe in focused relationships with our retail partners.”

Indeed, McGuigan credits Krispy Kreme’s partnership with 7-Eleven as “fundamental to the growth story at Krispy Kreme over the last 10 years.”

The Australia and New Zealand business began as an independent franchise market in 2003, that was later acquired by the US-based parent company in 2018 and now operates as a 100 percent owned equity market under the recently listed Krispy Kreme Doughnut Corporation.

“Yes we are a US brand, but from a supply chain perspective, over 80 percent of our ingredients are sourced in Australia, which is a fantastic way for us to support the broader Australian agricultural industry.”

The brand has just marked its third birthday in New Zealand and has been met with huge success.

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CARING FOR THE COMMUNITY – DOUGHFORCE In response to numerous challenges over the past few years, Krispy Kreme activated ‘Doughforce’ - a global initiative which the ANZ branch is proud to support locally.

Doughforce is a programme based on gratitude, expressing thanks to those who work so hard to support their communities. For Krispy Kreme, offering a sweet treat is just a small way of doing so.

“Krispy Kreme is very community-focused as a brand – we have always done a lot of activity supporting small-scale community fundraisers but at the same time we have always looked to provide a helping hand to the emergency services when there’s floods or bushfires and there are volunteers out there supporting the community at a time of need. The least we could do is ensure that there’s something there for them at the end of the day as a pick me up when these teams come in from a hard day’s work,” states McGuigan.

Recently, Doughforce has delivered freshly-baked doughnuts to the following: • State Emergency Service (SES) workers combatting the NSW floods.

• Western Australia fire evacuees.

• Frontline workers at hospitals, vaccination centres, fire services, and police on National Doughnut Day. • Additionally, the company has hosted doughnut decorating classes at a care home in Western Australia.

• Complimentary to the deliveries, Doughforce donated over $100,000 to the bushfire causes in early 2019.

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info.au@puratos.com

“The response from Kiwis has been fantastic in enabling us to connect with communities across the country.

We will see another flagship store open in Auckland later this year,” McGuigan tells us.

‘PEOPLE MAKE THE DOUGHNUT GO ROUND’ Although freshly baking and handmaking over 80 million doughnuts a year, each and every one is treated like an individual.

It is Krispy Kreme’s ‘Irresistibly Original’ culture that is the true glazing on the doughnut, whereby every single employee – duly called a Krispy Kremer - is encouraged to be their true selves.

For McGuigan, the powerful intersection of brand and culture serves to create a truly authentic enterprise and offers the potential to propel the company forwards. “If we do that well, brand and culture can act as a fly-wheel to growth.”

FOOD & DRINK

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APAC Outlook issue 52 | 105

KRISPY KREME ANZ

EMPLOYEE STORY Spotlight on ‘Krispy Kremer’ Nicola Steele, Retail and Operations Development Director A prime example of Krispy Kreme’s passion for support and nurturing the needs of each individual, Nicola Steele began working in a Krispy Kreme store whilst studying for university.

Captivated by the unique work environment and infectious company culture, Steele has since enjoyed a meteoric rise within the company to become Krispy Kreme’s youngest director.

Nicola has been at the centre of the brand’s transformation over the last 10 years and plays an influential role in contributing thought leadership on global operations.

“It becomes a very authentic execution that we see. It’s delight for the consumer, but that’s also lived internally in the way that we treat people and the way that we engage them in certain areas. That’s the richness behind the company and what enables us to connect with the consumer the way that we do.”

Indeed, it is this culture that is the true reflection of the entire brand positioning and is entirely founded on the people behind the company – whether that’s those working in doughnut production and doughnut decorating roles, or customer facing retail roles.

Krispy Kreme ANZ is a team in the truest sense of the word. This boils down to the concept of both ‘Serving People and Leading People’.

“We have over 1,000 employees across Australia and New Zealand across a mix of support office, retail and manufacturing teams.”

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“From a cultural perspective, we are an entrepreneurial brand, and we encourage people to bring that mindset to all levels of the business...it gives people the freedom to step into new areas of responsibility and we encourage that.”

Like the glazed delicacies and sweet treats, each individual player at Krispy Kreme is treated like a true Original, hand-picked, hand-finished, and truly cherished on a daily basis. The staff behind the company subscribe to a performance network measured by ‘Goals and Dreams’, designed to answer personal fulfilment and objectives centred on happiness, rather than the impersonal metrics typically associated with work achievement.

By equipping all team players with transferrable skills in the making and selling of doughnuts, there are no limits to the heights that Krispy Kremers can grow to within the company.

FOOD & DRINK “There are many people who started working in one of our retail shops whilst at university and have transitioned into the finance, IT or retail support team where there’s a real billing for people to make that transition without prior corporate experience.”

As paralleled by the colourful range of its products, for Krispy Kreme, this means encompassing diversity.

“We want to be a reflection of the people and the communities that we serve. If you look at the nature of being a retail business, you want to reflect the communities that you operate in, and fortunately we all get to live in a very multi-cultural society in Australia and New Zealand,” McGuigan comments.

“It is important that diversity is reflected across the business

in all roles and at all levels. This is something we always want to challenge ourselves on to do more.”

Of course, this people-centric sentiment is channelled most transparently in Krispy Kreme’s intimate relationship with the customer, by establishing a culture that truly meets their needs. Each transaction between a consumer and Krispy Kreme member of staff is founded on catering to indulgence and delivering a small moment of joy that can make all the difference.

CONNECTIVITY THE KEY Krispy Kreme’s laudable stance as a socially conscious indulgence means that it truly cares for the communities in which the brand operates. This is aptly illustrated by the company’s commitment to charitable donations and its social initiative – Doughforce.

“It’s something that’s been baked into the business globally not just here in Australia, to support communities and assume a role in times of need.

“With COVID-19 going on, that extended to us being there for all the frontline workers. Over the last 18 months as a global business Krispy Kreme has donated more than 2.5 million doughnuts to health and frontline workers as a simple acknowledgement and thank you.”

Evoking the company’s mantra of ‘Little moments, Big possibilities’, what begins as casual part-time work, might just evolve to define your entire career path.

This is a path not dissimilar to McGuigan’s own, when what began as a six-month engagement with “narrow scope” evolved into an ongoing eight-year journey that led to his current position as the Australia and New Zealand CEO. APAC Outlook issue 52 | 107

KRISPY KREME ANZ

“JOY ACTS AS A NORTH-STAR FOR HOW WE THINK ABOUT THE CUSTOMER AND THE EXPERIENCE WE WANT THEM TO HAVE WITH KRISPY KREME, BUT JUST AS CRITICALLY, IT INFORMS HOW WE THINK ABOUT THE EMPLOYEE’S EXPERIENCE ACROSS THEIR LIFECYCLE” – PETA NEILSEN, DIRECTOR OF PEOPLE AND CULTURE, KRISPY KREME Continuing the significance of COVID-19 at Krispy Kreme ANZ, the headwinds of the pandemic threatened the collective nature of the brand centred on a product that is reliant on moments of connectivity and sharing. As such, the risk posed by national lockdowns and enforced isolation was significant, when considering that celebrations and gatherings are the true heartland of the brand – both the everyday special moments and also the big events like weddings and baby showers.

“The key occasion is anchored in sharing with friends and family – if you have ever taken a box of Krispy Kreme to a BBQ or gathering, you will know 108 | APAC Outlook issue 52

the impact it has – smiles all round!” he quips.

The pandemic led the company to zone in and focus on five key priorities; maintaining a safe environment for its people, designing systems to serve customers safely, using the brand for good as a thank you for first responders, accelerating innovation into new channels, and embedding new ways of working to keep everyone connected.

FUTURE HORIZONS Whilst challenging in its nature, the COVID-19 pandemic encouraged exploration and development in avenues that will continue to guide

operations in the years ahead.

Above all, extended periods of lockdown and social restrictions has only heightened the hunger for a ‘sweet moment’ amongst consumers. In these times of hardship, consumers are looking for moments of relief, indulgence, celebration and connectivity than ever before. This sparked a significant uptake in the numbers of consumers looking for ‘in-home indulgence’, particularly with a premium brand like Krispy Kreme.

As such, innovation is near the top of the agenda for the company in 2022, with the brand’s recent partnership with leading Australian biscuit-maker Arnott’s to develop

FOOD & DRINK ‘Krispy Kreme Tee Vee Snacks’, indicative of the potential opportunity in a new snacking occasion.

“We recognise that consumers have different needs and snacking is on the rise, so we also launched our snackable Bites range; six smaller doughnut balls that are easier to snack on,” comments McGuigan.

The COVID-19 pandemic also became the catalyst to accelerate the brand’s digital journey, with e-commerce amplifying through the Krispy Kreme omni-channel business model. This has enjoyed significant YOY growth, particularly after the company branched into priority next-day delivery and partnering with third party aggregators including UberEats, Door Dash, Meunlog and Deliveroo that sits alongside Krispy Kreme’s own e-commerce platform.

Aside from e-commerce, McGuigan is keen to develop the brand’s presence in grocery stores. “A big area of attention is how we expand into the grocery channel and ensure our daily fresh manufacturing and logistics can meet that challenge,” he tells us.

“Next year there will be a big push on expansion into grocery, but this won’t be at the expense of our major

ongoing partnerships with 7-Eleven and BP in New Zealand.”

Unsurprisingly, Krispy Kreme’s Drive Thru stores have significantly benefitted from the COVID-19 snacking boom, offering convenient, socially-distanced service with a smile, with barista coffee and fresh doughnuts offered in under three minutes. As a result, the company has

undertaken renovations across its Drive Thru stores at key locations to streamline the customer experience such as speed through the Drive Thru and hero the brand icons like the world-famous Hot Light.

Indicative of the success of the Drive Thru segment, 2022 is shaping up as an exciting year with new stores opening in Sydney, Melbourne and Brisbane, all designed to have the doughnut theatre at the heart of the customer experience.

In the same way that the brand’s ‘secret recipe’ behind the ‘OG’ doughnut has remained unchanged in almost a century since the company’s inception, so too will the company’s simple mission of delivering joy to others, remain unchanged for the years ahead. The rest is just the sprinkles on top.

Tel: +612 8303 1100 www.krispykreme.com.au

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SOUTHERN COMMUNITY LABORATORIES

Moving forward to meet an increasingly digitalised and consolidated healthcare sector, we take a look at Southern Community Laboratories and speak to Peter Gootjes, CEO, about the company’s latest developments Writer: Marcus Kääpä | Project Manager: Callam Waller

NEW INVESTMENT, NEW ZEALAND 110 | APAC Outlook issue 52

HEALTHCARE

After gaining a medical degree I sought to work in a managerial position within the healthcare sector. I obtained qualifications in medical management, including hospital management, and was then invited to apply for a role at a pathology firm. 27 years later I have moved through several positions, such as business development manager, and now I am CEO of the company; one of the bigger medical diagnostic groups in New Zealand, in an industry that I love.”

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SOUTHERN COMMUNITY LABORATORIES Peter Gootjes, CEO of Southern Community Laboratories (SCL), has spent his life amid medical experts collectively bettering the healthcare sector of New Zealand for almost three decades. SCL exists as a company under the wider Asia Pacific Healthcare Group (APHG).

In contrast to its position in the present day, SCL began as a small private pathology service in the South Island city of Dunedin in the 1960s. Since then, its operations have progressively expanded to become part of New Zealand’s largest network

of diagnostic laboratories, providing medical services over most of the country.

“Our laboratories offer a wide range of diagnostic tests in biochemistry, haematology, microbiology, immunology, molecular pathology, histology and cytology,” Gootjes informs us. “They are equipped with the newest analysers and state-ofthe-art computer systems. Most of our routine patient test results are reported back to the requesting doctors within 24 hours of specimen collection.”

SCL VALUES SCL is committed to the future of pathology in New Zealand through excellence in technical, clinical, and service innovations. As a member of APHG, the company operates under the following STAR values: SERVICE EXCELLENCE: • Striving to provide the highest standard of health care

BD BD is proud to partner with Southern Community Labs across the diagnostic pathway from patient collection through to quality lab testing, enabling New Zealand’s clinicians to provide fast and accurate diagnosis.

BD is a trusted supplier to SCL as we share the same values of quality, innovation and improving patient care.

BD currently provides our high quality blood collection, microbiology and cytology solutions to SCL and is ready to deliver new innovative molecular testing platforms across New Zealand for HPV screening.

For more information visit our website below.

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• Looking for new opportunities and ways to improve care and services • Seeking to understand and exceed expectations TEAMWORK AND INTEGRITY: • SCL’s employees know they can rely on their team • Openness and honesty in all communications between staff • Encouraging constructive feedback and recognising achievements ASPIRATION: • SCL looks to the future, always ensuring that it has stable platforms from which to build • Continuous learning and creativity are integral to the team, their jobs and the success of the company • SCL is proactive and innovative in response to new and emerging industry and community opportunities and needs

Cepheid Cepheid has been a trusted business partner of SCL and is a leading on-demand molecular diagnostics company that is dedicated to improving healthcare by developing fully-integrated systems and accurate yet easy-to-use molecular tests.

The company is focusing on applications where rapid and actionable test results are needed most, in fields such as critical and healthcare-associated infections, sexual health, genetic diseases and cancer.

RESPONSIBILITY: • Team members are accountable to their colleagues, clients and stakeholders, the company and the shareholders • SCL’s decisions are made with a balanced focus on financial security and service excellence • Services are delivered in a way that incorporates the principles of Treaty of Waitangi and acknowledges cultural diversity

For more information, please visit us online at:

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112 | APAC Outlook issue 52

HEALTHCARE

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APAC Outlook issue 52 | 113

SOUTHERN COMMUNITY LABORATORIES

Fort Richard Laboratories For Southern Community Laboratories, results are everything.

Partnering with industry-leaders Fort Richard, lab professionals trust they will always have the right products on hand, so they can deliver results in time-critical situations.

With over 50 years experience, Fort Richard Laboratories understands workflows and processes within a lab, and brings quality products and technical advice to the Southern Community team when it’s needed quickly. Fort Richard’s microbiologists also assist with product evaluation and training.

Responsive service and reliable supply has been vital to the laboratory and procurement teams during the COVID-19 pandemic.

LEADING THE WAY IN NZ SCL places its company focus on providing top-quality laboratory services for health professionals and their patients, and the company has branches in smaller provincial towns as well as larger cities across New Zealand.

“SCL has grown from its earlier days roughly 60 years ago to be one of the largest laboratory companies in the country,” Gootjes says. “Nation-wide we work with 18 laboratories and 82 collection rooms, providing services to GPs and specialists in the private sector, as well as services to public hospitals.

“We have always been run by medical experts and we make sure that we understand the wants and needs of our customers and those they serve. We visit and talk with them to ensure that we know exactly what they need so that we can answer that demand, and I believe that these close-knit relationships make SCL stand out in the sector.”

DEVELOPING HEALTHCARE On top of accommodating the specific needs of its customers in the medical field, SCL sees an important 114 | APAC Outlook issue 52

advantage in the investment of the latest technologies, IT innovations and business improvements to not only maintain an edge in the sector but also pave the way for progressive and new aspects of business in healthcare. Quick off-the-mark to develop COVID-19 testing, cost and operational efficiencies, and listening to its own staff are existing business elements that make SCL a leading company in New Zealand.

This progressive mindset has been a relatively new aspect of SCL, as Gootjes elaborates.

“There was a trend in the 1990s for restructuring of the healthcare sector in New Zealand,” he reflects. “This was almost continuous restructuring that stopped around the year 2000 until last year.

“There has been a recent movement forwards when it comes to restructuring the industry, and this has been very smooth because COVID19 has not impacted the country as much as in many other countries; the virus has been handled incredibly well through border control, vaccines and our natural sea barriers, and as such has not been a major event for the sector. But with regards to

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APAC Outlook issue 52 | 115

SOUTHERN COMMUNITY LABORATORIES restructuring, the country is moving towards a single centralised system under which all government funded healthcare will be based.”

This national healthcare system will operate with a central body across New Zealand, and fittingly, SCL is internally incorporating a microcosmic version of such a system.

“The two major companies under APHG, of which SCL is one, operate on two different systems that are separated and individual,” Gootjes explains. “We are currently undergoing a major project to align these systems and bring everything, spanning both companies, under one umbrella system that will increase ease, efficiency and make processes much smoother and fluid”.

INVESTING IN HEALTHCARE It is no surprise that digitalisation is at the forefront of development efforts for companies across the globe. With COVID-19 having fasttracked the implementation and necessity of the latest technologies and online software and services, the healthcare sector, both internationally and in New Zealand, has recognised the importance and operational advantage of utilising digital means.

Within this space, SCL has placed a heavy focus on the digital sphere, its innovative offers, and how these can bring operational fluidity to present healthcare in the country.

“Traditionally in the healthcare sector people write medical letters or print out forms to take to hospitals

Radiometer At Radiometer our focus is on fast, accurate diagnostic solutions for acute care, including Blood Gas, Hemocue and AQT immunoassay for cardiac, coagulation, sepsis and pregnancy stat testing.

AQURE middleware supports our Total care solution with transmission of patient results and remote Laboratory control of operators and quality standards.

Our New Zealand team of four specialist staff offers training and support for 120 instruments across New Zealand, backed by reliable consumables and spares from our Auckland Warehouse.

Radiometer’s partnership with SCL extends back to 2006, with more than 90% of SCL sites choosing Radiometer.

QUALITY ACCREDITATION SCL holds accreditation against ISO 15189:2012 as a medical testing laboratory service.

IANZ is the organisation that makes sure New Zealand keeps being the kind of place people love living in. The organisation protects the health and wealth of New Zealand by ensuring that those who test or inspect the products and services people buy, consume, use, or are surrounded by every day are safe, accurate, and are not doing harm. The organisation undertakes this by ensuring testing laboratories, inspection bodies, building consent authorities and medical imaging providers meet international standards and can demonstrate that they are competent.

IANZ also helps SCL’s exporters access international markets by ensuring that those who test or inspect its products, meet the required standards for each country. Not all laboratories or inspection bodies are accredited, so when you see that company reports or certificates carry the IANZ mark of competence, customers can have confidence in results that are trusted in New Zealand and around the world.

WHAT IS ISO 15189:2012?

ISO 15189:2012 is an international standard for competence and quality in medical laboratories. It is applied by the International Organisation for Standardisation (ISO).

www.radiometer.com.au

RICOH New Zealand Limited Accounts Payable automation is often described as low hanging fruit in the garden of digital transformation. And for a good reason – the barrier to entry is impressively low in terms of both cost and effort.

The value provided from AP automation is comparably high.

For such an easy implementation, the benefits reach throughout an organization, beyond the walls of the AP department.

You can see them from day one of using the solution, providing fast, accurate processes with real time reporting to manage your cashflow and compliance.

HOW ARE SCL ACCREDITED? Internal Accreditation New Zealand (IANZ) runs annual assessments to test SCL’s quality system’s compliance with the standard. www.ricoh.co.nz/ap

116 | APAC Outlook issue 52

HEALTHCARE

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APAC Outlook issue 52 | 117

SOUTHERN COMMUNITY LABORATORIES

Science Directions Limited Science Directions Limited, the Bruker Mass Spectrometry partner in New Zealand has worked closely with Southern Community Laboratories (APHG) for several years, supplying and supporting the world leading Bruker MALDI Biotyper® (MBT) systems in their laboratories.

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or the other medical institutions,” Gootjes explains. “In order to reduce this inefficiency, we have taken action to move on to electronic orders, known as ‘e-orders’.

“Clients now send through orders digitally; forms that remain on record online with the reduced chance for human error both regarding information and the stored location of such forms. This really eliminates the prospect of mistakes and slow processes, and SCL is currently one of the leading members using such e-orders.”

Alongside this, SCL is looking towards genetic sequencing as a service that comes in particularly useful when considering medical fields such as oncology and the related identification of genetic hereditary cancers. In fields such as this, genetic sequencing becomes an invaluable tool to invest in to help highlight genetic mutations and hereditary issues many people may face.

118 | APAC Outlook issue 52

APAC OUTLOOK: CAN YOU TELL US ABOUT THE RELATIONSHIP BETWEEN SCL AND ITS PARTNERS AND SUPPLIERS? Peter Gootjes, CEO: “The industry is full of key multinational players, and we work with a lot of them.

The closer you work with suppliers the more you each gain from it, and the more you appreciate the business.

“Europe and the US are home to most of the medical suppliers that we work with, and most of the chemicals and analysers that we use come from these areas as well. Our suppliers and the supply chain in general are very good and reliable to work with, and they look after us very well.

“We have managed to continue operating throughout COVID-19 and look forward to a future of continued excellent partnerships as we move forward in the sector. The supply chain has had a few problems during COVID-19 but overall we have managed very well.”

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“And digital pathology is another area of investment for us,” Gootjes tells us. “Where classically pathologists would look at glass slides on a microscope to view tissue samples, we are undertaking a project to set up across all of our sites a digitalised version of this that improves the overall process.

“This involves running the slides through a scanner and producing a digital image that provides many obvious advantages; images can be sent digitally for further medical opinions, or primary diagnostics can be displayed on computer screens. I believe that it is the way of the future, and SCL is investing significantly into implementing this technology.”

Each of these projects and investments are SCL’s way of maintaining streamlined processes in the present and into the future, a core aim of the company for the years ahead.

THE CORE OF SCL When it comes to its employees, SCL recognises the importance of experts in the business. The company itself is home to 1,200 members of staff while the wider APHG group is made up of 2,000. For Gootjes the people of SCL are the reason the company has grown so successfully over the recent decade.

“We do our best to look after our staff, and this is returned with a very loyal core of long serving employees,” he assures us. “We run annual awards to celebrate the exceptional service of individuals, and we also run engagement surveys to ensure that we gain feedback to see what our employees need, what they want, and what they think of the company and how we operate.

“Company training systems are also present, and we aim to improve and develop our staff through this company training. In-house

management training courses are something that we have recently been running, which is a very good way to produce management personnel who innately understand our systems and have knowledge on how best to run them. Staff are our major asset and make up half of our company cost structure, so we invest to try to retain these staff as much as possible and keep them happy.

“At the centre of SCL we have a great team of people that keep things going.”

Tel: 0800 101 444 or 03 470 2919 www.sclabs.co.nz

APAC Outlook issue 52 | 119

BACK IN MOTION HEALTH GROUP

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HEALTHCARE AUTONOMY IN For over 20 years, Back in Motion Health Group has catered to the wellness needs of Australians and New Zealanders. Founder and Group Director Jason T. Smith examines a holistic approach to allied health Writer: Phoebe Harper | Project Manager: Callam Waller

We’re not practitioners of just pain management - we think that’s a very narrow or minimal view of what we do.

“We don’t want to just treat pain; we want people to live long and live well. We want to get people moving.”

Back in Motion Health Group (BIM) is an enterprise entirely founded on a philanthropic passion for the health and wellbeing of others.

For Founder and Group Director Jason T. Smith, this preoccupation first manifested itself when, as a small child, he experienced a defining moment whilst absorbed in a commercial break during Saturday morning cartoons.

He was confronted by the plight of impoverished Ethiopian children in a charity’s advert.

“I remember just thinking at the time, this doesn’t make sense. Where are the doctors and the nurses, and why is there not food to eat?

“Of course, this was just the naïve musings of a white middle class suburban boy who didn’t realise

that there was a whole world of disadvantage out there,” he recalls.

Nevertheless, Smith’s path was set. After failing to achieve the grades needed for medical school, he found his path in physiotherapy and began participating in volunteer projects across Asia.

“That job very quickly grew into what has become a business. BIM was created originally to become an economic engine to keep doing philanthropic work.”

Today, after running for over 20 years, BIM’s operations span 140 locations and a workforce of approximately 750 employees across Australia and New Zealand, with two brands united under the ownership of the BIM-parent entity. This is divided into ‘Back in Motion’ across Australia, complimented by the New Zealand sister brand, ‘Motion Health’.

The branches are run on a partnership ethos, whereby all practices are either owned or co-owned within a franchise structure, APAC Outlook issue 52 | 121

BACK IN MOTION HEALTH GROUP

Australian Orthotic Group

“OUR KEY ETHOS IS ENTIRELY BUILT AROUND THE IDEA OF MOVEMENT FOR LIFE. WE ARE MOVEMENT ADVOCATES” – JASON T. SMITH, GROUP DIRECTOR, BIM

Australian Orthotic Group has worked with Back In Motion Health Group for the last decade to bring their patients excellent outcomes in lower extremity health.

We don’t just supply top quality custom orthotics, we provide a full service partnership to Back In Motion Health Group and clinics like them all across Australia, New Zealand, Asia, and the Pacific.

Whether your clinic needs clinical assistance, access to the best technology, marketing support, or continuing education, Australian Orthotic Group is there to support your continued growth.

Your success is our business. with practice principals, practice managers, receptionists and of course physiotherapists installed at each site.

Now offering a wide gamut of health-related services, from Pilates classes to soft tissue therapy, fitness and conditioning, the BIM enterprise has evolved significantly from humble beginnings as a sole physiotherapy practice operating out of Smith’s garage.

BIM SERVICES • Physiotherapy • Remedial massage • Clinical exercise • Podiatry • Chiropractic • Myotherapy • Exercise and rehab • Women’s health • Continence physiotherapy • Group classes • Aged care physiotherapy • Telehealth • Shockwave therapy • Arthritis programmes • Running assessments

122 | APAC Outlook issue 52

“We have an extended range of expertise that surpasses just traditional physio to really widen our reach and impact. It’s built around this idea of delivering results for life rather than just a quick fix.”

CARE AND CONNECTIVITY The role of technology within healthcare is only just beginning to discover its true impact, with an exciting future ahead in this arena.

At BIM, the COVID-19 pandemic has been an accelerant for the strides taken in this area, becoming a challenge that is impossible for any health care practitioner to ignore.

“Because we’re in the people business with tactile therapy, you can’t easily substitute hands-on intervention, but the reality is that with COVID-19 we have to learn how to deliver healthcare via remote control,” Smith comments.

Extending its remit into virtual services, BIM launched several new projects, including a tech concierge app that gave clients the ability to access services on demand, book, pay, engage with therapists and manage their exercise programme entirely online.

“This is also all about empowering

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our patients with control so that they feel in charge of their health,” Smith comments.

“Another project in the area of digital health is about delivering rehabilitation services through private online connections, so that’s actual face to face practitioner engagement through video connection in a way that’s a little more secure and sophisticated than just a Skype call,” he expands.

Finally, and reflective of the holistic vision of health that BIM champion, the company is venturing into the realm of nutrition. This initiative targets BIM clients whose rehabilitation and health outcomes are dependent on dietary elements and concerns the remote delivery of nutritional services.

With the implementation of virtual health services and an agile management of internal operations initiated with the ‘COVID-19 Task Force’ that BIM launched during the

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APAC Outlook issue 52 | 123

BACK IN MOTION HEALTH GROUP

SUPPLY CHAIN MANAGEMENT The four filters of BIM’s ethical procurement policy: CLIENT - BIM’s selection of suppliers and products used and sold in its practices support the company’s desire to see its clients live at their physical best.

ETHICAL - BIM exist to be significant to those in need. BIM’s purpose is supported by suppliers who are above reproach in their ethical and social responsibility, who demonstrate stewardship of our environment and minimise waste. Similarly, BIM is incorruptible in all its dealings with supplier partners. pandemic’s nascency, the company was able to weather the storm whilst keeping in relatively good health.

“The good news is that we grew by approximately 25 percent through 2020 and in 2021 - we’ve had some of our best years despite being shut down across the country on various occasions,” Smith tells us.

In such a geographically vast and diverse landscape as Australia, the incorporation of technology within BIM’s service offering has crucially extended reach to rural areas beyond the larger cities, also significantly paving the way for work within Australia’s indigenous communities.

This hearkens back to Smith’s early trajectory into healthcare, partaking in critical volunteer projects in some of the world’s most impoverished areas 124 | APAC Outlook issue 52

RELATIONSHIP – BIM desire long-term partnering relationships. It does this through setting clear expectations, seeking benefit for all (win for health clients, directorship, workforce, suppliers and NSO), and resolving differences fairly and honestly.

VALUE - BIM seek to add commercial value to Back in Motion through brand enhancement, margin, quality (fit for purpose), sales volume and reliable group wide supply. BIM is careful to seek optimal value which is not necessarily always maximum value.

and his “passion to serve the poorest of the poor.”

“For 10 years we have run the SOS Health Foundation, which is our own charitable organisation deploying hundreds of healthcare volunteers into indigenous Australia and works with remote communities to close the gap on health outcomes,” he explains.

Further from home, BIM has

committed to water sanitation in India, rehabilitation centres for trafficked children in Thailand and delivering medical equipment to communities in Burma to name just a few initiatives.

“There’s no shortage of need, so every year we take portions of our profit and commit it to volunteer effort.”

HEALTHCARE CULTURE AND STRUCTURE COMBINED The company philosophy of achieving lifelong results on behalf of its clients is firmly entrenched into operations, with the BIM culture intrinsically linked to the people-centric structure of the business itself.

Smith is keen to highlight staff as the company’s most valuable asset, with their welfare becoming a true priority over the course of the pandemic.

“Working in something like healthcare where it is so interpersonal and there is an intimacy with clients, there is a sensitivity around what we do. There is no price that you can put on the quality of team,” he states.

Within BIM, team members are made to feel empowered, while the client is held at the very nexus. Smith endorses an ethos known as ‘One

“WE HAVE TRIED TO DISMANTLE ALL OF THOSE HIERARCHICAL CONTROLS THAT CAN SLOW BUSINESSES AND DISTORT BENEFIT TO THE END CONSUMER” – JASON T. SMITH, GROUP DIRECTOR, BIM

Team’ and has even written a book on the subject, that centres on a mode of staff management addressing topics such as free speech, distributed authority and the principle of peer accountability.

“We don’t work from a top-down linear hierarchical structure, but rather a spherical model with the patient at the very middle. Executives and higher title management are on the periphery and the people closest to the client are those with the higher autonomy to drive health outcomes, since they are engaging with the patient and they are the most agile and responsive,” Smith explains.

“That describes our culture and structure, and what it does is give people creativity, innovation and license to try new things. This is the glue that holds us all together.”

Ultimately, this channels the vision of wellness that BIM endorse into the staff themselves.

“Mental health is now a massive point of contention that you have to keep looking after, so I think giving people control over decisions that affect their life and work is optimum for mental health.

“They feel in control at a time when there are a lot of things that are out of their control,” he comments.

This empowering model of

partnership that centres on a core alignment of values echoes through the BIM supplier relationship framework, whereby all suppliers are vetted and filtered through an ethical procurement policy.

This approach channels a holistic vision of growth through which everyone is a winner. For Smith, it is a true privilege to watch these partners grow in alignment with BIM, some of whom have been supplying the company for over twenty years, back when the business was still operating out of Smith’s garage.

“We have very strong partners in tech, physio supplies, and professional services that all become part of our fabric.

“20 years later, we have grown and so have they to keep up with our demand. In some cases, we have even bought a share because we believe so much in the partnership. It’s been a really wonderful part of our story that I would never have anticipated.”

With an ever-expanding portfolio of services, BIM’s extensive capabilities are sure to keep the company in longterm health.

“We’re big on growth and scale. We have just pressed the go button on the roll out of a whole range of new services in the past few months and we’re about to announce a partnership with a large ASX-listed allied health aggregator with services in hand, occupational and speech therapy – putting us more squarely into the sector of Allied Healthcare and Integrated healthcare rather than just physiotherapy.

“We see this as the springboard to triple our growth over the next few years.”

Tel: 1300 859 581 info@backinmotion.com.au www.backinmotion.com.au

APAC Outlook issue 52 | 125

CR SURFACING LABORATORIES

126 | APAC Outlook issue 52

HEALTHCARE

PUTTING THE GROUSE IN GLASSES Utilising a unique marketing strategy to engage the optical lens market, we take a look at CR Surfacing Laboratories and speak to the company’s Director, Adam Fletcher, about the latest in the industry Writer: Marcus Kääpä Project Manager: Callam Waller

A

ustralia is one country that has had to weather the brunt of COVID-19 for longer than most, with some places having been placed in lockdown since January of 2020. When it comes to conducting business, it is safe to say that a lot has had to change.

“We have been lucky to have never needed to lay off staff or do anything as drastic as that; we have always been able to manage through some of the worst times the country has faced,” begins Adam Fletcher, Director of CR Surfacing Laboratories (CRSL). “COVID-19 has been a little different, but we have focused on safeguarding our team to make sure they are all safe and well. We have always been a family business and our team mean everything to us.”

CR SURFACING LABORATORIES

Liam Reed, Production Manager, and Adam Fletcher, Managing Director (on right), assessing the power maps ground in the lenses

CRSL was established in 1976 by Fletcher’s father, Ray Geake, and it currently stands as the oldest and largest independent optical lens manufacturer and supplier in Australia. Traditionally having started with the production of glass lenses, Fletcher’s father had innovatively APAC Outlook issue 52 | 127

CR SURFACING LABORATORIES moved the company forward to manufacture plastic lens products in line with a contract gained from the Royal Australian Air Force. From this point on, the business grew substantially.

CR SURFACING LABORATORIES AT THE CORE COMPANY VISION CRSL aims to secure its future by fortifying the independent optometry market in Australia and New Zealand, supplying locally manufactured premium quality ophthalmic lenses. To grow the market and shape the future of Australia, staying independent together.

COMPANY MISSION CRSL’s mission is to help Australians and the world see better through cutting edge technologies, high quality products and trustful relationships. The company’s success is ensured through providing superior quality products and services, exceptional value for money, and relentless agility to adapt to the ever-changing customer needs.

COMPANY VALUES These are the key attributes that the company cares about the most and are those that determine its success as a business, from the individual to team level: - Innovation

“When I first joined the company there were only eight employees, and we have now expanded to a nationwide team of 53,” Fletcher reflects. “We remain very innovative in the lens manufacturing space and have done ever since we were the first plastic lens producers in the country.

“Whenever there is a new technology in the field, CRSL invests in it, whether that is moving from plastic to polycarbonate lenses, or progressive manufacturing technologies, we aim to give our customers the best options on the market.”

Both endurance and an innovative nature are the dual strengths that keep CRSL at the forefront of the industry, however it is also the company’s nature as a longstanding Australian business, and this consequential familiarity and reliability, that maintains its positive standing with localised customers.

“Our laboratory is also one of the most technologically advanced in the world, and being a nimble business is certainly one of our key attributes,” Fletcher informs us. “Being able to deliver consistency and turnaround times means we smash our competitors in terms of our delivery times.

“But in my opinion, the main advantage we have is our brilliant people!”

Younger Optics Younger Optics is one of the world’s largest privately-held ophthalmic lens manufacturers. It is devoted to helping people see better.

It all began over 65 years ago in the home garage of Irving Rips in Los Angeles. Irving had a vision to create an invisible line bifocal lens that wouldn’t give away the wearer’s age with its tell-tale lines on the lens.

This desire led Irving Rips to develop the world’s first ‘seamless bifocal’ optical lens which was launched in 1955. Younger Optics – so named because the new lenses would make the wearer look younger – was born.

Younger Optics went on to be awarded world’s best optical manufacturer in 1966, launched a NASA anti-fog lens cleaner in 1968, and released aspheric lenses and progressive lenses in the 1970s.

Today under the leadership of Irving’s son David, Younger Optics has become the global leader in prescription polarized sunglass lenses with the NuPolar brand. The patented NuPolar technology, far reaching reputation, consistent reliability and high performance has positioned NuPolar as the polarized lens of choice for eyecare professionals globally. With the widest range of colours, lens styles and lens materials on the market, virtually all wearer needs and preferences can be met.

Trusted to deliver long lasting quality, eyecare professionals and confident wearers consider NuPolar to be good value for money and will be satisfied with their polarized lens choice.

Younger Optics is also the industry leader in speciality lenses with a slew of innovative lens solutions to meet both common and uncommon wearer vision needs.

- Passion - Integrity - Collaboration - Diversity - Sustainability www.youngeroptics.com.au

128 | APAC Outlook issue 52

CR SURFACING LABORATORIES BEHIND THE COMPANY CRSL holds its team in very high regard, and the same goes for its external suppliers; businesses that CRSL relies on to ensure the fluidity of operations to the overall benefit of all, including the customers.

“We don’t call them suppliers, we call them partners,” Fletcher affirms.

“This isn’t because we have any equity in their businesses or anything like that, but it’s more because we have a long-standing partnership between APAC OUTLOOK:

How do you incorporate sustainable practices within the company?

Eliana Varga, Executive Project and Human Resources Manager, CRSL: “We are always pushing forward with sustainability aims.

Sustainable supply and delivery of our products is a must, and making sure that products are ethically sourced is critical.

“We try to be as environmentally friendly in every aspect that we can. In 2018, we established an award-winning General Waste Management plant, saving over 500,000 litres of water per year. For us, anything that is delivered must be packaged in a recycled cardboard box, and changing to digital invoicing and digital marketing wherever we can helps towards reducing our footprint on the earth. Even our product packaging, for example microfibre pouches, are washed, cleaned and sent back to the supplier. Even though this costs a little more, it is worth it and reminds us that we have to do our part for this planet for the betterment of the future.”

130 | APAC Outlook issue 52

these businesses and work very well together.

“We rely on them for service and very rarely do any problems arise between us. Their high-level services are reflected in the premiums – we are not the cheapest option in Australia by a long mile – but we guarantee good quality reliable service and products.”

And on the same level, CRSL operates with a dedicated workforce of expert employees that sees the company continue to succeed into the present. It is the CRSL team that spearhead the newest and best strategies through which to move the company forward representing the best in optical lens manufacturing in Australia.

“I truly believe that we have some of the best people working for us,” Fletcher tells us proudly. “Our team is critical to the company, and we

are very fortunate to have such an amazing team. We hold them in very high regard; they are the beating heart of the business.”

CULTURAL MARKETING Recently, CRSL has utilised a brand new and unique marketing strategy in the promotion of its latest product, the photochromic lens coating; an optical lens that remains clear until exposed to natural light, at which point it darkens in accordance with the level of UV light exposure, protecting the user’s eyes and ensuring a comfortable and clear vision.

“It’s called Grouse,” Fletcher muses.

“So, with these kinds of new products that are driven by more science and tech, you often get companies giving them very boring names to make them sounds scientific and futuristic.

Instead of following something mundane, from an advertising

“WE ARE VERY FORTUNATE TO HAVE SUCH AN AMAZING TEAM. WE HOLD THEM IN VERY HIGH REGARD; THEY ARE THE BEATING HEART OF THE BUSINESS” – ADAM FLETCHER, DIRECTOR, CRSL

HEALTHCARE

Above: Matthew Mead, Head of Fitting Department, operating the world-leading MEI edging machine Elham Nobari, Fitting Technician, dotting the lenses up for quality control

Brett Butler, Optical Technician, using a vertometer as part of the quality control process in lens production

perspective, we wanted to stand out and be a little different.

“In Australia you get a lot of beach and surfer slang that ties itself into the culture, and over here, everyone knows that the term ‘grouse’ means something positive, like ‘unreal’, ‘fantastic’, ‘awesome’ - things like that. So, we added this word ‘grouse’ to the product, and you can

imagine it in a real setting – a friend comments on your new glasses and you can turn around and say: ‘they’re grouse’. It sells the product while linking to something that everybody understands.

“The CRSL team and the opticians that we work with loved it. The product sells itself, but now the name is also memorable and fun.”

This innovative and playful marketing strategy has granted CRSL an opportunity to reach out to the individual in the market, promoting a new product in a brand-new form and paving the way for strategies in the future.

Looking ahead, CRSL is planning to enter the new year with expansion plans derived from coming investments. The expansion process will envelop new technologies and increase efficiency across the business.

“We have also created a brand called Australis, a name taken from ‘Terra Australis’, that is Australia itself,” Fletcher elaborates. “The first

Australis lenses are multifocal designs, but the portfolio will be expanding to digital single vision and special-use lenses in the near future. There is a lot of sentiment towards supporting local business, and Australis is branded under the name of our own country.

We are hoping to create a sense of belonging in our communities.

“We are going to use that to launch the brand across TV, radio and billboard media, and our objective is to create retail opportunities through this as well as give independent opticians an identity associated with the brand to strengthen the future of both CRSL and the independent business, and therefore the Australian economy.”

Tel: +61 (03) 8795 9111 info@crsurfacing.com.au https://crsurfacing.com.au

APAC Outlook issue 52 | 131

TEAM MEDICAL SUPPLIES

ANSWERING CRITICAL NEED Team Medical Supplies (TMS) is driven by the goal of helping those who need it by delivering healthcare consumables and equipment to medical institutions across the vast footprint of Australia. We speak to the company’s executive team to learn more Writer: Marcus Kääpä | Project Manager: Callam Waller COVID-19 has forced everyone to adapt, and although parts have been challenging, the pandemic has allowed us the opportunity of anticipating industry needs and acting accordingly.”

Team Medical Supplies (TMS) is one of Australia’s top medical consumables and equipment suppliers for medical centres. They also provide a wide variety of medical accessories, pharmaceuticals, surgical instruments and more to medical institutions across the country. For Marijke Vriens, founder and Creative Director of the company – and orator of the opening statement – the onset of COVID-19 has allowed TMS to show its client base what it can achieve.

“We saw the logistical Marijke challenges posed by the Vriens pandemic before they were properly apparent, and as such, we were prepared to combat these issues effectively for our customers,” she 132 | APAC Outlook issue 52

explains. “Operating in Australia is always challenging because you must cover vast distances when delivering goods. You can’t really compare it to Europe, where you can effectively transport a package from Portugal to Finland with ease. In Australia, transporting medical items such as vaccines, that require a consistent cold storage environment, becomes a task in itself.

“With already challenging distances, trying storage requirements and then those further issues caused by COVID19 – namely restrictions and the shortage of PPE across Australia – we had foreseen the need to change its operation to suit a new environment.”

Since the onset of the pandemic, TMS has been answering the demands of the high-pressure and concerning period through supplying rapid antigen tests and more to medical facilities across the nation. In the face of an uncertain future

and opposed to the conservative choice of reducing operations as to see what was to come next, the company took pre-emptive action to invest in securing stock early on during the pandemic. This played to TMS’ advantage when it came round to facilitating institutions and the spike in demand for medical stock; a service that made the company stand out from its competitors in the space and amplified TMS’ name as a reliable partner in the healthcare logistics sector.

HEALTHCARE

“Product reliability, product quality, service and experience are all things that our clients know we have and bring to the market,” Tom Vriens, General Manager of Tom Vriens, TMS continues. “We General Manager partner with major brands to ensure the most stable supply chains. Larger manufacturers and brands have greater pull when there are limited resources. We only stock quality

products with clinical support. This ensures better patient outcomes by providing quality to our GPs.” TMS’ service is industry leading and is a significant contributor to the reason the company has grown from nothing to a business that has yielded over $500 million in sales across the span of 10 years.

“Our team goes above and beyond for customers,” Matt Vreins, Head of Procurement at TMS adds. “Flexibility

and adaptability are key to making sure our GPs have a seamless experience, meaning they can spend more time with patients. The same can be said for our online capabilities that have made ease of orders paramount.

“We also have Matt Vreins, vast amounts Head of of experience Procurement in our team.

APAC Outlook issue 52 | 133

TEAM MEDICAL SUPPLIES “At heart this is a family business,” explains Pieter Vriens, CEO. “We have many decades of collective experience in the business and have built a very good culture among our staff; we care for everybody and acknowledge their hard work and dedication to our customers.

CLIENT FOCUSED OPERATION “When people reach out and work The high level of the company’s with our team, they gain a sense of service as well as its proven care and respect that is genuine, adaptability throughout the COVID-19 and we see to it that if there are any period are two contributors to TMS’ problems that we will fix the place at the forefront of problem. TMS has always the Australian healthcare provided its customers full supplier space. However, solutions and this human there is an additional, approach to customerand very much humbling, centricity is what makes us aspect of the company that stand out from our larger drives a human-to-human corporate competition.” approach to business, The company’s focus allowing the development on its customer and client of trust, understanding base is intertwined in TMS’ and reliability between past, present and upcoming TMS and the institutions it Pieter Vriens, CEO projects. serves.

Many staff have worked in our specific industry (supplying GPs) for more than 20 years. This allows us to pass the knowledge onto our customers, so they make the most informed decisions.”

ABOUT THE TMS TEAM Team Medical Supplies was founded in 2011 and is an Australian owned, family run medical wholesaler. The company distributes nationwide and caters for almost all medical practitioners and centres in Australia. TMS has access to over 100,000 high-quality medical products and stocks the most well-known and reputable brands in the market. TMS is committed to providing customer satisfaction, reliable service, and competitive pricing across the board. Currently, its customers include individual general practitioners, medical centres, day surgeries, podiatrists, hospitals, nursing homes, dentists, through to large Super GP clinics. TMS also works with a range of specialists including skin cancer, day surgery, dental, cosmetics and many more. TMS has worked hard to establish itself as the trusted source of medical consumables and equipment throughout Australia.

Sanofi Make influenza vaccinations available to all your staff A case of influenza can have implications for your employee’s personal life, as well as your business.

Influenza is a serious disease that affects people of all ages. Influenza can cause serious respiratory illness and complications like pneumonia which could lead to hospitalisation or even death.

Influenza can cause absenteeism and presenteeism, which can be costly to your business. Sick adults that come to work also risk spreading influenza to colleagues, clients, family and vulnerable members of the community.

Influenza in 2022 Infectious respiratory diseases have shown unusual activity during the current COVID environment. Low influenza vaccine coverage in 2021 combined with low influenza cases in 2020 and 2021 are likely to have resulted in low immunity amongst Australians which makes us vulnerable to influenza. As lockdowns and border controls are eased and international travel gradually resumes, there is the risk of an influenza rebound and an increase in influenza cases.

Annual vaccination is the most simple & effective way to protect your employees from influenza & its complications.13 Benefits of workplace influenza vaccination 3,4 1. Lift staff satisfaction – show employees that you care about their health & wellbeing.

2. Provide a safe work environment.

3. Prevent unexpected staff shortages due to sick leave.

4. Maintain business productivity.

For further information regarding influenza prevention, speak with a healthcare professional.

For further information about workplace vaccinations, please contact Melissa Uhlman from Sanofi at Melissa.Uhlman@sanofi.com

134 | APAC Outlook issue 52

MAINTAIN A HEALTHY WORKPLACE

Offer employee vaccinations against influenza Sanofi-Aventis Australia Pty Ltd. Macquarie Park NSW. MAT-AU-2101739 September 2021 References 1.Keech M, Beardsworth P. Pharmacoeconomics 2008;26(11):911–24. 2.Australian Government Department of Health. The Australian Immunisation Handbook: Influenza. https:// immunisationhandbook.health.gov.au/vaccine-preventable-diseases/ influenza-flu (Accssed August 2021) 3.Leighton L et al.

Occup Med 1996;46(2):146–150. 4.Van Wormer JJ et al. American Col. Occup & Environ Med. 2017;1135-1139.5.Treanor JJ. Influenza (including avian influenza and swine influenza) in Mandell, Douglas, and Bennett’s Principles and Practice of Infectious Diseases (Eighth Edition): Elsevier; 2015. 2000–24. e6 p 6.NcNab, S. et al 2021, Clinical Infectious Diseases, ciab240, https://doi.org/10.1093/cid/ciab240 (Accessed August 2021) 7.Nature 588, 388-390 (2020) doi: https:// doi.org/10.1038/d41586-020-03519-3 (Accessed August 2021) 8.Australian Government. Department of Health. Australian Influenza Surveillance Report 2020 National Influenza Season Summary. Available at: https://www1.health.gov.au/internet/main/publishing.nsf/Content/ozflu-surveil-season-summary-2020. htm#current (Accessed May 2021).9.Australian Government. Department of Health. Australian Influenza Surveillance Report - No. 08, 2021. Available at: https:// www1.health.gov.au/internet/main/publishing.nsf/Content/cda-surveil-ozflu-flucurr.htm/$File/pdf-flu-08-2021.pdf (Accessed August 2021). 10.Australian Government. Department of Health. Influenza (flu) immunisation data. Available at: https://www.health.gov.au/resources/publications/influenza-flu-immunisation-data (Accessed August 2021).11.Sanofi Pasteur. Data on File 12.Australian Government. National Plan to transition Australia’s National COVID-19 Response.

Available at: https://www.pm.gov.au/sites/ default/files/media/national-plan-to-transition-australias-national-covid-19-response-july2021.pdf (Accessed August 2021).13.WHO. Fact sheet: In¬uenza (Seasonal). 2018. www.who.int/newsroom/fact-sheets/detail/influenza-(seasonal) (Accessed August 2021) MATAU-2101739 August 2021

TEAM MEDICAL SUPPLIES

TEAM MEDICAL SUPPLIES FLU VACCINES TMS is one of the largest providers of influenza-related supplies to the private market.

The company distributes upwards of one million flu vaccines each year and prides itself on being the leader in private flu vaccine distribution.

TMS follow the highest standards in distribution to ensure all flu doses arrive at the right temperature for maximum safety and efficiency for patients.

The company has sold and supplied flu vaccines since its establishment, and it has become a major part of the business.

136 | APAC Outlook issue 52

Within the recent past, during the start of the COVID-19 vaccine rollout across Australia, TMS worked alongside one of the first providers of the vaccine who were at the time immunising those in aged care facilities across New South Wales and Victoria. TMS was asked, and immediately accepted, the all-important task of supplying consumable products required for the vaccinations, involving many urgent and rural deliveries spanning every day of the week.

“We have also recently integrated our ERP with one of our major customers,” Tom Vriens tells us. “This bespoke integration allows them to leverage the unique website that we have built, including order approvals, while having full transparency of their orders in their own ERP. For larger organisations this is becoming more important, as they can have the best

“PRODUCT RELIABILITY, PRODUCT QUALITY, SERVICE AND EXPERIENCE ARE ALL THINGS THAT OUR CLIENTS KNOW WE HAVE AND BRING TO THE MARKET” – TOM VRIENS, GENERAL MANAGER, TEAM MEDICAL SUPPLIES of our purpose-built website without losing visibility of spending within their system.

“We are also currently investing heavily into our digital marketing capabilities,” Marijke Vriens continues. “TMS has partnered with the Salesforce platform to do this. We want to better

HEALTHCARE

TMS wants to better understand its customers, delievering them more relevant content

understand our customers so we can bring them more relevant content. This ranges from product information to education, industry news and operational updates.

“By improving our data and better understanding our customers, we can ensure they only see what they need to out of their very busy days.

It’s all about improving the customer’s overall experience with TMS.”

LOOKING AHEAD This focus on digitalisation is key to unlocking TMS’ continued success

and potential into the future. On top of this, the company is very aware of the uncertainty that the COVID-19 period has caused.

In light of this, the company has the shorter-term goal of continuing to support its customers as much as possible across its services.

“I see the main goal of TMS as simply making sure that we do right by our customer base,” Marijke Vriens elaborates. “Prioritising and supplying the right people and maintaining the stability that we have is our number one goal, especially into the next six to 12 months.

“We are also moving to a new distribution centre to provide a better service for our customers, as

well as other investments within our digital marketing strategy; effectively keeping up-to-date with the latest methods of operation. In the next five to 10 years as the business grows, expansion plans will be on the table, but throughout this period we will be sticking to our core values of being customer-centric and transparent; we are in the business of supplying health and help.”

Tel: 1300 22 44 50 info@teammed.com.au www.teammed.com.au

APAC Outlook issue 52 | 137

PNG PORTS CORPORATION

MARITIME MASTER PLANNING We speak to members of PNG Ports Corporation’s executive team about the recent investments and developments in Papua New Guinea’s shipping space, and how the company adapted in light of COVID-19 Writer: Marcus Kääpä | Project Manager: Eddie Clinton

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A

s one of the oldest stateowned entities in Papua New Guinea (PNG), PNG Ports Corporation (PNG Ports) serves the nation’s needs for the transportation of goods and acts as PNG’s gateway to the world as the primary national seaport facilities provider.

PNG Ports is the sole authority over all declared ports in the country and manages 15 of the 23 sites: Lae, Port Moresby, Kimbe, Madang, Alotau, Rabaul, Kavieng, Oro Bay, Kieta, Buka, Vanimo, Lorengau, Wewak, Daru and Aitape.

“We perform a duality of roles, insofar as we are the commercial port operator for each of the port facilities we manage,” begins Fego Kiniafa, Managing Director of the company.

“Additionally, PNG Ports fulfils a regulatory function as ‘port manager’ to provide harbour management and maritime compliance for each declared port zone we operate in, under delegation from the PNG Department of Transport and Infrastructure.

APAC Outlook issue 52 | 139

PNG PORTS CORPORATION “Our client base mainly consists of shipping lines, their agents and those that lease yard space or warehousing at our ports,” adds Ian HaydenSmart, Chief Commercial Officer of PNG Ports. “In broader terms, we see ourselves providing a pivotal role facilitating imports, exports and coastal cargo movement for the ultimate benefit of all people in PNG. “We see ourselves as being a good corporate citizen and a part of the broader community in which we operate, and support worthwhile causes in those communities, such as schooling, churches and sports clubs.”

OPERATING PNG Traditionally, the core business of PNG Ports was to act as a landlord to provide port facilities for berthing and wharfage services for shipping companies, as well as storage provided for container and generalised cargo transiting through its ports. Additionally, the company offers a pilotage service

AT A GLANCE PNG PORTS CORE VALUES VISION To be PNG’s premier gateway for maritime trade.

MISSION By providing internationally competitive gate facilities and services through superior customer focus, PNG Ports will be the leading: • Trade facilitator • Terminal operator • Seaport developer • Seaport administrator

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to its customers and exists as the preeminent pilotage provider in PNG. PNG Ports employs over 450 people, who it considers its most important assets and the company is committed to their development, satisfaction, health and wellbeing.

This is paramount to the success of PNG Ports as well as its ability to create value for its customers and stakeholders.

“By way of example with respect to health and wellbeing, we rolled out personal protection equipment (PPE) to our pilots in late February 2020, and to the remainder of staff by mid-March,” Kiniafa explains. “We could foresee the catastrophic impact that COVID-19 could have on them and the country as a whole very early, and the potential that supplies of PPE may become scarce, and so we acted swiftly.”

NAVIGATING COVID-19 PNG’s first recorded case of COVID19 was in late March 2020, which promoted the State of Emergency to be called. For PNG Ports, as a demand-derived business linked closely to the government, there arose a great deal of pressure to see results achieved. The closing of borders associated with COVID-19 has not favoured PNG Ports due to the company’s reliance on sea trade, however adaptation has been key to moving forward, as Hayden-Smart elaborates.

“PNG Ports’ senior managers were on the initial taskforce advising the National Department of Health on COVID-19 matters relating to seaports in early 2020. They were also on the State of Emergency national operations centre taskforce when this was declared,” he informs us. “In conjunction with the Department of Transport and other governmental agencies, and with the full support and assistance of shipping lines, agents, terminal operators and stevedores, PNG Ports managed

Consort For over 40 years, Consort has been a leading provider of shipping in Papua New Guinea. We own and operate an extensive fleet of marine vessels servicing the 16 main ports across the country. Our marine and logistics services include domestic liner services, international and domestics vessel charters and special cargo logistics.

Our vessels and equipment are available to charter to a diverse range of businesses from domestic manufacturers and wholesalers to transport and construction companies and international energy and mining companies.

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to mitigate any interruption to trade, save for two instances where provincial authorities temporarily stopped vessels berthing. It was a very effective method of preventing challenges from occurring.”

COVID-19 has impacted the company and wider industry in slowing down supply chains, but PNG Ports has managed to work through the issues presented during the period. The company is well-versed in identifying the best suppliers available in the moment and nurturing these relationships to the greatest benefit and outcome. As a matter of policy, PNG Ports attempts to procure local manufacturers and suppliers because, not only does this speed up the supply chain in most instances, but localised relationships also

PNG PORTS DIVISIONS • Infrastructure • Operations • Finance • Corporate affairs • Commercial and new business • Maritime Compliance and harbour management services • Governance and risk

142 | APAC Outlook issue 52

support local business leading to the economic betterment of all.

RELIANCE ON SHIPPING PNG Ports is a state entity that has, over the years, evolved to improve its ports and services to not only grow its business, but also to ensure that it continues to operate and deliver a vital service to the people of PNG. Through PNG Ports, the government of PNG has invested heavily in port infrastructure over the past 10 years, mainly in Port Moresby (Motukea), Lae and Kimbe. This near two-billion kina investment, intended to make these ports more efficient, also has the inherent advantage of lowering supply chain costs for the benefit of PNG as a whole.

“12 of our ports are what we classify as community service obligations (CSO) ports, that is to say they would not be able to support themselves into the future, on a standalone basis without a significant increase in charges at each,” Kiniafa informs us. “As an island nation we are dependent on sea borne trade, both internationally and domestic. Through cross-subsidisation from the other three ports, we have managed to keep them open and maintain charges at a much lower level than they would be otherwise.”

The terminal operations are two of the biggest, and Port Moresby and Lae are now managed by International Container Service Incorporated (ICTSI) under a 25-year concession

P&M Consultants are a niche maritime engineering consultancy specializing in the freight and passenger transport sector. Our founding Directors have over 90 years combined experience in ports and maritime projects across Australia, the Pacific, Asia, Middle East and Central America. We bring extensive experience and a sound understanding of the challenges facing port authorities and operators.

Our directors have worked with PNG Ports since the 1980s with a considerable time living in country and most notably played key roles in the Lae Port Development Project (1985-89) and Ports Development Projects (1986-1990). Since then we prepared the port master plans for Lae Port and Port Moresby (2012), Motukea Master plan, Motukea tender design and more recently updated the master plans for both Motukea and Lae Port and Lae Tidal Basin Westside Industrial Park development.

We have also provided specialist advice to PNG Ports on operations, detailed designs, contractual issues, condition assessments, maintenance, remediation, upgrading and valuations.

Over the years we have assisted PNG Ports in achieving their goals in challenging circumstances with a strong focus on teamwork, local partnerships, transparency and technology transfer. We attribute our joint success to our core values of collaboration, innovation, integrity and reliability. At P&M are able to leverage our international experience and adapt and apply this in combination with our local knowledge and deep understanding of PNG Ports operations and constraints to identify key issues and deliver best practice solutions appropriate to each project.

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From project conception to commission, P&M work across local and international markets to deliver projects safely and successfully.

P&M work collaboratively and in a partnering relationship with our clients to provide personalized and tailored solutions.

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PNG PORTS CORPORATION agreement with PNG Ports.

“Through this agreement, we have now made these two ports more efficient, with less waiting time to berth, quicker turnaround time for vessels and shorter waiting time for trucks; these are just some of the many positives that have come out of this bold move,” Hayden-Smart continues. “We are constantly looking at ways to improve our services we are investing in the upgrading of our ports, our employees, our infrastructure and equipment such as our marine pilot boats.”

PNG Ports is the only pilotage company in the country that can provide pilotage services 24/7

PNG PORTS ON CORPORATE SOCIAL RESPONSIBILITY

throughout its network and at thirdparty ports, utilising state of the art equipment and extremely well-trained pilots and boat crews.

INVESTING AND DEVELOPMENT Currently, PNG Ports is executing a pilot boat re-fleeting programme, with two new pilot boats already in service and utilised on one of the company’s contracts in the oil and gas space, which PNG Ports commissioned from Norman R. Wright and Sons (NRW) in Brisbane, Australia. A third boat is already part way through building, and the company intends to commission a further two in the future.

NRW were selected as the preferred supplier after an exhaustive tender process, which saw seven respondents from a total of three countries in the region.

“We are extremely impressed with the boats,” Kiniafa tells us. “These boats are a significant investment

PNG Ports regards corporate social responsibility (CSR) as the key to a successful future.

The company follows a course of balanced development. PNG Ports believes that CSR is a crucial precondition for a healthy development of the port in harmony with the surrounding area.

Investing in sustainability, commitment and transparency is necessary here, because the future of the port is green and clean.

The fulfillment of customer and user needs and expectations, the recognition of the right to health protection at work and environmental impact control make up the core of PNG Ports’ CSR policy, and is an integral part of its business operations.

PNG Ports pays taxes to support Government’s COVID-19 fight

144 | APAC Outlook issue 52

Inchcape Shipping Services With over 12 years of service in Papua New Guinea, Inchcape Shipping Services offer in-depth knowledge and assistance in a complex market.

We leverage our local knowledge and relationships to deliver bespoke solutions to meet specific requirements.

Our operation covers all ports and international gateways in PNG. Globally Inchcape operates in over 240 offices in 60 countries and is able to cover every major port in the world, with services delivered safely and with a consistent commitment to exceptional service, reliability and transparency.

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APAC Outlook issue 52 | 145 14/07/2021 14:56

PNG PORTS CORPORATION

APAC OUTLOOK: HOW DO YOU RECOGNISE THE IMPORTANCE OF PNG PORTS’ EMPLOYEES? Fego Kiniafa, Managing Director: “The success of PNG Ports is heavily reliant on the wellbeing of our staff across our network of ports. There are a number of initiatives and programmes in place within the company that ensures that we attract and maintain a workforce of the highest calibre.

“Two of these initiatives are the Graduate Development Programme (GDP) and a Marine Cadetship Programme (MCP), which both aim to recruit and develop university graduates to maintain a highly competitive workforce to provide the edge to be an efficient and profitable company. These programmes have been a success for PNG Ports, with all employees that have come through this programme now holding key positions across our network of ports.

“As one of the leading state enterprises in the country, we offer very competitive remuneration packages for our employees. Training and development programmes are offered annually, to up-skill our staff and to ensure we are on par with current industrial standards.”

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on the part of PNG Ports and will be critical to ensuring that we can meet the exacting requirements of our customers now and into the future.

Some of our competition utilise very old pilot boats, banana boats and even dinghies. This re-fleeting programme should provide PNG Ports with a competitive edge in the coming years.”

PROJECTS UNDERWAY PNG Ports recently launched its 30-year infrastructure master plan, which is the first of its kind undertaken by any state-owned enterprise and also a first for PNG Ports.

This master plan will guide the company over the next three decades to rehabilitate all port infrastructure, and by 2050, PNG Ports should have improved infrastructure compatible with modern industry and the highest safety standards.

SUPPLY CHAIN and the safety and security upgrades, PNG Ports will have improved, modern and safe facilities that meet global standards. This will place PNG as a maritime leader and a regional shipping hub for the Pacific whilst contributing to the PNG government revenue and providing first class service to the people of PNG.

2022 AND BEYOND

“PNG PORTS HAS COMMITTED TO EXPANDING ITS COMPETITIVENESS WITH OTHER TRANSSHIPMENT HUBS IN THE SOUTH PACIFIC REGION” – FEGO KINIAFA, MANAGING DIRECTOR, PNG PORTS CORPORATION “The master plan highlighted the dilapidated state of most of our CSO ports, as historically the profitable ports tended to be the ones which received upgrades,” Hayden-Smart elaborates. “The launch of the plan coincided with the signing of a MoU (memorandum of understanding) between the Australian government and PNG Ports for a finance facility comprising of a combination of interest free grants and concessional financing to support the modernisation initiatives of PNG Ports’ maritime infrastructure across the country.

“This support shows the faith that the Australian government have in the

board and management of PNG Ports to implement the master plan.”

The company will commence implementation of the plan in early 2022, with Oro Bay, Kavieng, Kimbe and Vanimo being amongst the first to be upgraded, with the others will follow over the coming three years.

“Furthermore, we are thankful to the Australian government for having the confidence and trust in the awarding of an initial 26-million-kina security project grant, and the ninemillion kina upgrade of our Daru Port,” Hayden-Smart adds.

With such funding support, the guidance of PNG Ports’ master plan

Moving forward in the shipping space, PNG Ports’ main focus for 2022 will be the rolling out the aforementioned ports master plan and the commencement of rehabilitating a number of its ports in the new year.

The initial focus will rest on Oro Bay, Kavieng, Kimbe and Vanimo at a total cost approaching 400-million kina. These investments will have a significant economic benefit, at both a provincial and national level.

“PNG Ports has committed to expanding its competitiveness with other transshipment hubs in the South Pacific region, by improving its port infrastructure quality and performance,” Kiniafa tells us.

“PNG Ports views the international transshipment strategy as critical and possible within the short term.

“Additionally, we are looking at an inland hub concept at three locations, two in the highland provinces and one in a coastal province,” HaydenSmart concludes. “This is intended to facilitate an improvement in in-land logistics as well as improving supply chains for producers and others out of the PNG highlands provinces into coastal regions to better the business for the coming years.”

Tel: 308 4200 www.pngports.com.pg

APAC Outlook issue 52 | 147

CONSORT EXPRESS LINES

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SUPPLY CHAIN

NAVIGATING THE SHIPPING TRANSITION A key player in the PNG coastal shipping logistics space, Consort Express Lines operates in an industry that is facing various and dramatic changes. We speak to General Manager, Thomas Bellamy, to learn more Writer: Marcus Kääpä | Project Manager: Eddie Clinton

I came to Papua New Guinea (PNG) in 2019 to take on the management of Consort Express Lines (Consort). I first started working in logistics with Cathay Pacific, the Hong Kong airline managed by the Swire Group, in Hong Kong in 2008.”

Ever since his introduction into the logistics space, Thomas Bellamy has been engrossed in the sector. Now overseeing Consort as the company’s General Manager, he is able to look back at a career well chosen.

“I worked with Cathay Pacific across Asia and the Middle East in various commercial and management positions before transitioning over to a role in the Swire Group’s separate international shipping business Swire Shipping,” Bellamy tells us. “That was where I had my first taste of PNG from a work perspective, and I was hooked.

“PNG and logistics really are the perfect blend in terms of challenge and opportunity, so I was delighted when the opportunity to work for Consort came about.”

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CONSORT EXPRESS LINES

PNG PORTS CORPORATION Security upgrade for PNG Ports in progress A major overhauling of safety and security is being progressed at the 15 ports owned and operated by PNG Ports Corporation Limited (PNG Ports).

So far, the Motukea Port, outside Port Moresby, has galvanized palisade perimeter security fencing from the main entrance, with long range vessel tracking cameras and closed circuit television (CCTV) security cameras installed.

Other ports will see similar changes in security fencing and solar lighting over the next few months.

This major security and safety upgrade project is being funded by the Australian Government through its Transport Sector Support Program (TSSP) at a total cost of AUD$10 million.

APAC OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER PRIOR TO CONSORT? Thomas Bellamy, General Manager, Consort: “I’ve worked for the majority of my career for the Swire Group which through John Swire & Sons (PNG) Limited is a shareholder in Steamships Trading Company Ltd (Steamships).

“Steamships has interests in logistics, property and hotels.

Steamships’ logistics businesses include Consort, EastWest Transport, Joint Venture Ports Services, and Pacific Towing. It’s a diverse set of holdings covering liner and project shipping, land freight and logistics, stevedoring and handling, and towage, diving and salvage.”

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CONSORT EXPRESS LINES Consort is the leading provider of coastal shipping in PNG, owning and operating a fleet of 10 geared, multipurpose vessels and specialises in providing reliable scheduled liner shipping services. The company offers the most extensive shipping network in PNG, consistently connecting 14 ports across the country.

Consort’s services have the capability to carry a wide range of cargo including containerised cargo, general cargo, break bulk, refrigerated cargo and project cargo. The company’s customer base is diverse and spans manufacturers and wholesalers to the resources sector, reflecting the mix of cargoes that can be carried on the geared, multipurpose ships in the fleet.

“We are a PNG shipping business,” Bellamy explains. “We operate 10 ships, all of them crewed and flagged here in PNG, and we serve communities across the whole country with both liner shipping and

This is the first time the Australian Government, or any development partner, has supported PNG Ports in stepping up security and safety at the ports, and is also the first ever large scale security upgrade to be undertaken by PNG Ports.

Managing Director of PNG Ports, Fego Kiniafa, said this special Security Project Grant, equivalent to K26 million, will enhance PNG Ports security operations across its 15 maritime port facilities.

“The security and safety upgrade has been a long outstanding project and we are happy to commence this with the help of the Australian Government, through the TSSP,” Mr Kiniafa said.

Work will include the supply and construction of 14 kilometers of perimeter security fencing and the installation of 500 Solar powered security lights at all 15 ports.

At the two international ports - Lae and Motukea (Port Moresby), two long range vessel tracking cameras and a bank of 50 CCTV security cameras will also be installed.

AT THE FOREFRONT OF MARINE PILOTAGE SERVICES

Competently and Safely piloting vessels for over 50 years

CONSORT EXPRESS LINES project shipping. On the liner side we call 14 ports with fixed frequencies.

We’re based out of Lae where most of the international volume enters the country, and where most manufacturing takes place.

“From Lae we operate weekly services south and to the Islands.

Consort also operates fixed services up both the Fly River to Kiunga and from Lae up the north coast of PNG as well. We have the ability to operate our vessels on charter to customers depending on their needs, and we regularly do work for customers in the LNG, mining, and project sectors.”

COMPANY COMMITMENT For Consort, the two most significant components to successful operation are scheduled reliability and customer service. It is the company’s

APAC OUTLOOK: CAN YOU TELL US ABOUT THE PARTNERS AND SUPPLIERS THAT YOU WORK ALONGSIDE? Thomas Bellamy, General Manager, Consort: “We look for quality first and foremost.

Consort prides itself on being reliable and ‘best-in-class’, so we naturally look for that in our partners and suppliers.

“We actually want to integrate with as many logistics entities as possible, not just our sister companies. If a customer wants to use another logistics entity in conjunction with us, then that’s great and we still want to make it as easy as possible for them to do that. In general though, we look to use and partner with organisations that both pride themselves on the service they offer and are willing to invest in their people and systems to keep improving.”

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commitment to constantly improving in these two areas, coupled with its dedicated workforce and quality services, that place Consort at the forefront of the PNG shipping space.

“We’re in the service business so we must give our customers what they need to continue to earn the right to operate,” Bellamy continues. “I’m very proud of the team that we have both on the ships and ashore here in PNG, and the work that they do every day to deliver for the customers.

“Our customers rightly expect us to deliver on the promise of our schedule. PNG is a challenging operating environment for a shipping line for a whole host of reasons, so we don’t always manage to keep exactly to our schedule, but we are always striving to satisfy our customers’ expectation and where we don’t, we try to communicate as clearly as possible to reduce the impact on their supply chains.”

Executive Security Systems Ltd (ESS) Executive Security Systems Ltd (ESS) is a contract security provider and a 100% nationally owned company that has been in operation for more than 17 years, providing job opportunities for over 1,200 Papua New Guineans.

ESS has earned a reputation for providing our customers with a range of professional security solutions, with a particular skill set in Land Owner & Conflict Resolution, Threat Protection, Crisis Management, Armed Response & Escort, investigations, VIP Protection, Personal and Premises Alarm, Cash in Transit, Dangerous Goods Escort, CCTV Solutions and Monitoring, and GPS Tracking and Monitoring.

T (675) 4721774

INDUSTRY TRANSITION According to Bellamy, the shipping logistics space is undergoing a vast amount of change in PNG, across the Pacific and internationally. On the international side there are three key aspects that stand out as areas of significant transition: market consolidation, COVID-19, and the environment.

“Over the past few years, and in response to a customer demand for integrated and affordable logistic solutions, the largest global shipping lines have increased their buying and shipping alliances,” Bellamy informs us. “They have been looking to develop economies of scale and to broaden their suites of logistic offerings. The shipping industry is undergoing a time of transition and expansion, and it requires a lot of operational and digital change, which is very exciting.

“Then there’s COVID-19. Consumer habits have had a dramatic impact on the demand and movement of

ships, containers and crews. Increased consumerism has led to containers and ships in short supply, driving up costs throughout the supply chain. It is also hard to move people around the world due to the pandemic, and this becomes very challenging as we are an industry in which safety and quality are rightly the top priority.”

Lastly, environmental concerns are placed at the forefront. As the world has woken up to the live threats facing the planet regarding climate change and pollution, so too the shipping industry has started to do its part to become more sustainable with positive change coming in areas such as emissions and marine pollution.

“These are three areas in which a lot is happening and changing, and although there may be challenges, it keeps the industry a very interesting space to be working in, and why we are committed to moving forward for the good of the company and our customers.”

SUPPLY CHAIN

Executive Security Systems Ltd (ESS) is the next generation of contract security providers, a 100% nationally owned company that has been in operation for more than 17 years, providing job opportunities for over 1,200 Papua New Guineans.

Over the years, ESS has earned a reputation for providing our customers with a range of professional security solutions, with a particular skill set in the field of Land Owner & Conflict Resolution, Threat Protection, Crisis Management, Armed Response & Escort, investigations, VIP Protection and Escort, Personal and Premises Alarm, Cash in Transit, Dangerous Goods Escort, CCTV Solutions and Monitoring, and GPS Tracking and Monitoring.

ESS has over 200 active client locations in Port Moresby and Lae; with a wide and varied range of industries such as: high valued residential and industrial properties, executive hotels, wholesale and retail outlets, factories, building & road construction companies and sites, ports, freight companies, banks, and government institutions.

Executive Security Systems Ltd. PO Box 17 Sletholm St Lae Morobe Province 411 Tel: (675) 4721774 Mob: (675) 72907618 Email: enquiries@ess.com.pg

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CONSORT EXPRESS LINES SHIPPING INVESTMENTS A part of Consort’s commitment to its clients is to increase its capabilities through a joint two-year contract period between itself and PNG Ports Corporation (PNG Ports).

“PNG Ports operates facilities in almost all the ports that Consort calls to and continues to invest further in those facilities,” Bellamy says. “We want to both support and benefit the facilities so that it’s a win-win for both entities if Consort’s volume goes through those facilities. Ultimately,

“PNG AND LOGISTICS REALLY ARE THE PERFECT BLEND IN TERMS OF CHALLENGE AND OPPORTUNITY” – THOMAS BELLAMY, GENERAL MANAGER, CONSORT EXPRESS LINES

we both want the same thing – high quality and safe facilities that allow us to run our businesses. As long as that remains PNG Ports’ priority then we see the potential for a long-term partnership.”

Upcoming investments in systems and infrastructure are also on the table; those that can bring real benefits to the PNG consumer, which is a very exciting prospect for Bellamy.

“On the PNG Ports side, they have their 30-year masterplan for the 13 regional ports that they own and operate – that’s exciting news for both the industry and PNG businesses and consumers in general,” he affirms. “On the Consort side we are continuing to invest in ships, containers, and digital systems, and again I’m excited about the benefits that will bring in time for our customers with improvements to the frequency of our schedules and our customers’ overall experience.”

As a part of the Steamships group, a pinnacle focus for Consort is to offer more joined-up solutions for company customers. The opportunity for

Consort is to join up its independent logistics entities operationally and make the business operationally seamless for its customers, so that they can make use of one or multiple services Consort offers.

“The most obvious example of this is land and sea freight services provided by EastWest and Consort,” Bellamy explains. “We want to make it easier for our customers to book a door-to-door delivery with just one of those two entities and

SUPPLY CHAIN

“I’M VERY PROUD OF THE TEAM THAT WE HAVE BOTH ON THE SHIPS AND ASHORE HERE IN PNG, AND THE WORK THAT THEY DO EVERY DAY TO DELIVER FOR THE CUSTOMERS” – THOMAS BELLAMY, GENERAL MANAGER, CONSORT EXPRESS LINES have an easy experience from start to finish. To do that better we are working on integrating our booking and operational systems to enable the customer to track and trace their container from the origin to the destination. And this is just one example of what we are planning!”

MOVING FORWARD Consort is aiming to keep delivering the best shipping services in PNG, both on the liner side and the project side. The company is planning to increase its participation in the mining and LNG sectors due to their natures as growth sectors in the country. In

order to achieve this, Consort relies on its hard working and determined teams of employees to bring about the company success and customer satisfaction that continues into the present.

“For that to happen, every individual needs to do their core role well,” Bellamy tells us. “What I am most proud of is our Consort team’s effort to focus back on the basics over the past two years; keeping the ships in good condition, operating on time, and providing our customers with brilliant service. This is what Consort is known for, and it’s because of our people that it happens.”

CONSORT EXPRESS LINES Tel: +675 478 3000 info@consort.com.pg www.consort.com.pg

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FIJI PORTS CORPORATION LIMITED (FPCL)

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BACK ON AN EVEN KEEL

Fiji Ports Corporation Limited (FPCL) is reinventing shipping operations across Oceania. We discuss the company’s mission of becoming the Smart Green Gateway for Trade to the Pacific Region with FPCL CEO, Vajira Piyasena Writer: Phoebe Harper | Project Manager: Eddie Clinton

S

hipping is the crux of worldwide trade. In an archipelagic nation such as Fiji, the nation’s ports are the indispensable gateway for imports, perhaps most significantly the foods on which the country is most dependent. Indeed, in Fiji, the strength of its ports is intrinsically linked to the stability and economic development of the country itself.

“Every decision and performance at FPCL contributes significantly to the regional maritime and port networks, and not just to Fiji but of international significance as well,” opens Vajira Piyasena, CEO of Fiji Ports Corporation Limited (FPCL).

As the national port management company to provide regulatory oversight for the ports of Suva, Lautoka, Levuka, Vuda, Malau, Rotuma and Wairiki, whilst additionally providing operational supplies and service provision through sub-contractors, FPCL stands as a Public Private Partnership (PPP) benefitting from the collaboration of both sectors.

“Fiji needs a nationally coordinated approach to the future development and planning of its regional ports and associated infrastructure,” Piyasena attests.

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FIJI PORTS CORPORATION LIMITED (FPCL) Complimentary to this, FPCL’s subsidiary company, Fiji Ships and Heavy Industries Limited (FSHIL) and the group’s associate company, Fiji Ports Terminal Limited (FPTL), also have varying shareholdings.

For Piyasena, the corporation at present continues to buffer the headwinds that present a universal threat to the worldwide shipping network – primarily the impact of COVID-19 on the cruise vessel tourism and maritime industry that has triggered worldwide operational bottlenecks and supply chain disruption.

“We recognise that global economic and societal trends will always be a challenge,” Piyasena comments with reference to the above. “So too are the changes that require technological and operational innovations for greater energy efficiency and economic competitiveness.”

Indeed, this competitiveness

pertains to the entire FPCL corporation’s current laudable mission to become ‘the Smart Green Gateway for Trade to the Pacific Region.’

The corporation spans seven ports across the Fijian seaboard, and numbers approximately 90 staff as of 2021, in addition to 63 registered relieved workers (RRW).

As the stronghold for trade into the Pacific, FPCL benefit and seek to fully exploit Fiji’s strategic position as a transhipment hub.

“While FPCL’s core business centres on servicing national and regional business and public needs, Fiji is strongly positioned to provide transhipment to other Pacific Island States and Territories.”

NAVIGATING THE PANDEMIC Despite COVID-19 disrupting the livelihoods and economies of the Pacific Island countries, FPCL persevered in operations and held fast in spite of troubled waters.

Evergreen International Fiji LLC The US Coast Guard Audit Team following the conduct of the 2018 ISPS audit at the Port of Suva commended the high standard of security service shown by Guardforce Fiji and commended the standard be used as the bench mark for security at other Port facilities in the South Pacific Region.

This achievement recognized the collaboration between the Fiji Ports Corporation Limited and the in-house Security Team and other key stakeholder agencies.

More importantly this commendation recognized the dedication and professionalism of the security men and women that represent Guardforce Fiji.

www.wormaldfireandsecurity.com

SUPPLY CHAIN

Protecting people & property in Fiji for over 50 years ISPS Certified

www.wormaldfireandsecurity.com

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FIJI PORTS CORPORATION LIMITED (FPCL)

“During these unprecedented times of the COVID-19 pandemic, FPCL has been able to maintain its connectivity with the rest of the world, which has been vital to the continuity for the company’s operation and for the

FPCL AWARDS: 2021 World Cruise Awards - Port of Suva nominated for Oceania Best Cruise Terminal 2021 2019 Special Recognition Award at SPX Annual Awards 2016 Winner 2016 Fiji Business Excellence Award Prize 2016 Green Award - For protection of the environment presented by Green Scouts Movement Fiji Islands 2015 Achievement in Business Excellence Award – Port of the Year (MSAF)

economic stability of Fiji as a whole.

“Whilst international borders remained shut for the most part of 2020 and 2021, Fiji Ports has been at the forefront of border control ensuring that COVID-19 protocols are followed to facilitate international and domestic trade and assisting the Fijian economy to withstand some of the COVID-19 impacts,” Piyasena comments.

“Although International borders remained closed, only in April 2021, Fiji contracted its first COVID-19 case and immediately regional borders were also locked down. FPCL’s two major ports are in Suva and Lautoka, both of which were completely locked down.

Due to the lockdowns, the logistics were an issue and it required FPCL to engage external parties to manage the logistics outside of the lockdown areas which yielded an additional expense to the company and caused operations to halt until an alternative solution could be obtained.”

Limited resources remain a challenge, yet championing a

culture and vision of resiliency, FPCL conveyed clear messages of support across the company’s operations.

“Our message is ‘in an unprecedented time, mistakes are luxuries that no one at FPCL can afford’,” Piyasena states.

“Management spent considerable time and effort in ensuring its operations ran smoothly without making staff redundant or any reduction in staff wages and salaries.”

Fortunately, throughout the duration of the pandemic, FPCL maintained its staffing level and even introduced new positions to cater to the ambitions of the company’s strategic five-year plan, bringing on board new talent and fresh potential.

CHARTING A GREEN COURSE FPCL is not just seeking recovery, but rather improvement, to become a key cornerstone in the sustainable development of Fiji’s ports and logistics sectors.

For FPCL, what is today a modern buzzword is nothing new, since

SUPPLY CHAIN

“THE COMPETITIVENESS, AND INDEED SURVIVAL, OF MANY OF OUR NATIONAL BUSINESSES RELY UPON OUR PORTS AND RELATED LOGISTICS CHAINS. IN TURN, THESE FACTORS IMPACT ON AFFORDABILITY OF GOODS, AND NATIONAL WAGE EXPECTATIONS” – VAJIRA PIYASENA, CEO, FPCL the company was first alerted to the pressing needs of addressing environmental sustainability after attending a ‘Green Ports’ conference in Japan back in 2011.

Subsequently, FPCL has responded with a programme of well-structured changes following an energy audit in 2016, supported with funding from the South Pacific Community (SPC).

“FPCL is becoming a leader in its industry. Fiji is one of the first two nations to commit to reaching net zero emissions by mid-century and is the 11th nation to have submitted its Low Emission Development Strategy to the United Nations, in line with Article Four of the Paris Agreement.”

FPCL’s ability to embrace the technological advances impacting the development of Smart Ports is paramount in establishing a reliable

and competitive transport network.

“By leveraging essential cooperation between the public and private sectors, smaller Ports of Entry in Fiji can take advantage of technological advances to create ‘Smart’ systems which FPCL Port of Suva currently provides with our Vessel Traffic Management System (VTMS) which is being installed,” he tells us.

FPCL’s aforementioned five-year strategic plan (2018-2022) embodies the corporation’s aspirations to become a truly dynamic business environment in this regard.

Through this strategy, the port will meet key challenges and leverage opportunities to achieve its goals.

“The plan addresses the physical, operational, economic, environmental, and recreational

requirements of the company. It forms the basis for strategic policy for effective resource utilisation and efficient service delivery,” Piyasena comments.

This comprehensive strategy advocates a heightened focus on the reduction of carbon emissions on land, maritime, and domestic aviation airport.

“FPCL remains committed to implementing ways to reduce our carbon footprint and reducing Green House Gas (GHG) emissions in our operations, and doing so with cost effectiveness in day-to-day activities,” he expands.

FPCL began this process with an emphasis on the management of both hazardous and non-hazardous waste generated by activities at Fiji’s ports, which prompted the installation of APAC Outlook issue 52 | 161

FIJI PORTS CORPORATION LIMITED (FPCL)

FPCL MAIN PORTS OF ENTRY SUVA • Handles 51 percent of the total Fiji Export and Import Cargo.

• Comprised of 72 percent containerised, 22 percent both liquid and dry bulk with the rest non-containerised.

LAUTOKA • Handles 42 percent of the total export and import.

• Comprised of 65 percent containerised, rest 35 percent liquid and dry bulk cargo.

MALAU • Handles four percent of the cargo.

• Comprised of 18 percent liquid bulk and 82 percent dry bulk.

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LEVUKA • A fishing port of total 39 percent overseas vessel import whereas 61 percent locally vessel import fish.

• Comprised of 100 percent export by local vessel.

SECOND TIER PORTS AND LOCAL WHARVES SECOND TIER PORTS These are ports of entry with specialised functions but are administered by FPCL for statutory requirements.

Wairiki • A dedicated woodchips terminal commenced operations in 2012.

• Handles three percent of total cargo.

• Comprised of 23 percent liquid bulk and 77 percent dry bulk.

Rotuma Established through the Fiji Government’s initiative in assisting the Micronesian countries in the Pacific for exportation of root crops with shipping schedules covering Fiji, Rotuma and selected Micronesian countries.

LOCAL WHARVES Suva • Mua i Walu One – dedicated fishing vessel facility.

• Mua i Walu Two – Local vessels berthing.

Lautoka • Cater for vessels servicing the islands in the Mamanuca and Yasawa group.

SUPPLY CHAIN

“GROWING TRADE THROUGH FIJI’S PORTS IN A SUSTAINABLE MANNER THAT WILL OPTIMISE RETURNS REMAINS VITAL TO FPCL” – VAJIRA PIYASENA, CEO, FPCL an electric incinerator replacing the oil-fired incinerator that had harmful emissions.

As part of the ‘FPCL Green Port Initiative’, the company also undertook key upgrades on its Muaiwalu Two facility, designed to ease car park congestion, whilst also equipping the building with solar technologies including a roof top solar system and solar powered car park lights to make it a net-zero facility in terms of electricity usage.

“Aligning with the FPCL’s Green Port Masterplan, this will not only be beneficial to FPCL but to the general public that commute through the interisland ferry services.”

Reflective of FPCL’s laudable ambitions, the company is presently

engaged in undertaking several projects that pertain to their Smart Ports goals. This includes the implementation of Vessel Traffic Management Systems - a new system acquired from Australia, FPCL are currently awaiting borders to reopen to proceed with installation. This will modernise vessel traffic control at Suva Port, and if successful, it will also be implemented in Lautoka.

Meanwhile, FPCL are also upgrading to paperless, automated systems such as with a new berthing application process.

“The Berthing Application System is also in line with the FPCL’s Green Port initiative, in support of the FPCL’s vision, to work smarter by harnessing technology wherever possible. It also

promotes increased digitisation and provides the means for continuous improvement through further analysis and reporting. It increases efficiency by saving resources, time and money, and is environmentally friendly,” Piyasena explains.

Leading with strategy and ambition, FPCL are on a promising course in the turbulent wake of the past 18 months to develop ports of the future.

“Whilst there has been progress, there is always more that can be done and requires appropriate prioritisation, with regards to everything from a national approach to collaboration between government and industry.”

Tel: (679) 331 2700 info@fijiports.com.fj www.fijiports.com.fj

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RAJANG PORT AUTHORITY

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As Rajang Port Authority celebrates its 50th anniversary, General Manager Datin Helen Lim Hui Shyan unpacks her vision of an industryleading port centred on integration and collaboration Writer: Phoebe Harper | Project Manager: Eddie Clinton

A

EAST MALAYSIA’S

FIRST PORT OF CALL

long the breadths of the mighty Rajang, snaking its course through Malaysia as the country’s longest river, you will find the principal port of the region, strategically positioned as the distribution centre to the vast hinterlands of Sarawak.

As the crucial nexus to provide vital links to major national and regional ports, Rajang Port Authority (RPA) has just celebrated 50 years of operation.

RPA is a feeder port situated in the central region of Sarawak, Malaysia’s largest state, located on the northwest coast of Borneo. The port is based within the major administrative district of Sibu, an inland city located 60 kilometres from the South China Sea. RPA operates as a statutory body of the state of Sarawak, under the purview of the Ministry of Infrastructure and Port Development.

It consists of its own Board of Directors comprising appointees from the politics, businesses and the state government.

The port’s major exports include sawn timber and timber products, while its primary trading partners include the ports of the Malaysian Peninsula, and regional ports in Vietnam, Thailand, Singapore and Taiwan.

“We also feed for eventual calls from and to the world like Europe, China, Japan and Hong Kong.

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RAJANG PORT AUTHORITY “We serve a clientele made up of the shipping industry, a dozen of their agents, 70 forwarding agents for the business community in this region and the other players in this total logistics chain like the transportation associations, the unions and their 30 member companies.”

For RPA’s General Manager, Datin Helen Lim Hui Shyan (Helen Lim), the reliability that can be attested to this longevity in the logistics sector, is truly a competitive advantage.

“Being one of the players in this holistic logistics chain, the port has earned the trust of the other players in fulfilling our role to catalyse trade and commerce, spur economic activities, enable growth of industries and to contribute toward nation building,” Lim comments.

RAJANG PORT AUTHORITY IN NUMBERS • 448 metres, 8.5 metre depth – multi-purpose berth at the Sibu wharf operating centre • 450,000 tonnes annual capacity • 130,000 twenty-foot equivalent unit (TEU) • 266 employees, including 50 stevedores on a daily wage • 17 May 1971 – first day of operation MAIN EXPORTS • 30,000 metric tonnes annually – pepper • 40,000 metric tonnes annually – sago starch, and frozen seafood Datin Helen Lim Hui Shyan, General Manager

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Taking the helm of RPA’s operations as General Manger, Lim has an intimate understanding of the company, having worked her way up after entering the business as an accountant before moving on to Department Head of Finance.

“I had begun to be assimilated into the various processes of the port as being in finance and dealing with money matters, I would be involved one way or another with all the other departments in the organisation,” she recalls.

With this foundational experience spanning all divisions of the port, complimented by a master’s in Business Administration, Lim continued her path to the upper echelons of company management.

“I had decided to add value to what I could do and to be better equipped with the necessary advancement.”

INVESTING IN INNOVATION Fondly referred to by her moniker of “the Iron Lady”, and “the turnaround lady of Sarawak”, Lim has taken huge strides in RPA’s transformation.

As the port has transitioned from the early 1970s, undergoing significant changes through the age of containerisation, RPA’s transparency and open way of working has remained a constant. For Lim, this sense of inspiring trust is paramount.

“As custodians of the property of others in the movement and handling of property or cargo, it is imperative to be honest and to be trustworthy.” she tells us.

“I am especially proud that Rajang Port Authority has done exactly that as testified by being awarded the Asia Pacific International Keris

Award of ‘Honesty Enterprise’.”

RPA has witnessed significant periods of change guided by aggressive stages of investment, such as between 1974 and 2014, when the total cost of development amounted to RM250 million, involving port expansion, building and upgrading wharfs, and the construction of the corporate building alongside other ancillary facilities.

“In keeping pace with the requirement of the day, the port had also invested in the purchase of the most technologically advanced fleet of machinery and port equipment. Between 1991 and 2015, this investment amounted to RM81 million,” Lim adds.

“The investment in infrastructure, facilities, machinery and equipment has now put in place a modern port of 13.5 hectares or 33 acres with an internationally accredited infrastructure, wharf integrity, yards, transit sheds, storage, reefer points

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RAJANG PORT AUTHORITY

RAJANG PORT AUTHORITY STRATEGIC PROJECTS RPA is presently investing in upgrading equipment to boost efficiency and increase capacity within the port. A continuous project, this includes the planned installation of the latest quay cranes for a modernised and efficient operation.

The company has undertaken incremental projects to upgrade machinery to world-class standard whilst also capitalising on the technology of the internet to provide a borderless and paperless platform for the port.

Consequently, RPA was awarded the State Quality Award on Key Focus Activities by the State Government of Sarawak in 2019, coming in third place for its participation.

“Our project was the digital platform which had been developed for the instantaneous submission of shipping documents by our customers,” Lim tells us.

An ongoing project which the port is currently undertaking with the Customs Department is the installation of a high-power drive through scanning and imaging machine, occupying an area of 980 square metres including a control room at a cost of $500,000.

To compliment the above, RPA also has plans to install Aids to Navigation for its channels and the installation of value-added services such as mooring.

Finally, RPA intends to extend its existing wharf of 448 metres with an additional 100 metres and to construct and upgrade one of the container yards measuring 30,000 square metres, with an estimated project cost of RM60 million.

168 | APAC Outlook issue 52

for refrigerated containers and the most technologically advanced fleet of machinery and port equipment.”

RPA has also long established a sound and modern Information Technology platform with its customised Integrated Port Management System providing a one push button linkage to the world.

This long-running history keeping pace with industry evolution has allowed RPA to establish a robust network in which to thrive as an integral component of the holistic supply chain, covering maritime transport, port handling and hinterland transport.

“The key to success rests on the integration and complimenting and supporting roles played by all components in the supply chain.

“Our strategic alliance and partners and suppliers provide the backbone of adequate supply to meet the demands of users, directly and indirectly,” Lim states.

SUPPLY CHAIN Indeed, the company’s strengths in this area have been officially recognised, as in 2019 RPA was awarded the Lang International Corporate Titan Award of ‘The Best Managed Riverine Port’.

“In providing the vital link between the suppliers and their customers, between the global supply chain and the local and regional trade and consumption, the ultimate end users of goods and services, it is crucial for the port to maintain our own sound and solid system, structure and processes internally to carry out what a port should in the holistic logistics chain,” Lim comments.

Fulfilling a crucial role in the state of Sarawak’s infrastructural development, RPA’s operations compliment nationwide projects such as the Pan Borneo Highway which is set to provide a vital link between the hinterland and the state’s inner core.

EMPOWERING EMPLOYEES The true links in the chain are the human components behind the company; employees are the backbone of trade as the RPA representatives to physically handle and manage port operations.

For Lim, employee management and retention has occupied a great deal of her focus since assuming the role of General Manager. Indeed, one of the first actions that Lim took was to instil a sense of value and pride amongst RPA employees by implementing a Human Resources department “The first endeavour was the formulation of corporate values and human resource philosophies and principles.

“Like any other resource, the management and development of our human resource has been based on the philosophy of ‘requirement and optimalisation’ with the associated

“ONE OF OUR STRONGEST HUMAN RESOURCE PHILOSOPHIES IS THE ‘OWNERSHIP OF PROCESSES’, WHICH AUTOMATICALLY INSTILS IN EACH EMPLOYEE OF RAJANG PORT AUTHORITY A SENSE OF BELONGING AND A NATURAL SENSE TO DO MORE WITH LESS” - DATIN HELEN LIM HUI SHYAN, GENERAL MANAGER, RPA

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RAJANG PORT AUTHORITY

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SUPPLY CHAIN

principle of ‘the right person for the right job’,” Lim tells us.

With the human resources philosophies developed in alignment with the corporate principles, RPA successfully establishes the building blocks for a successful, and resilient system.

FUTURE HORIZONS Looking to the years ahead, RPA’s immediate concern will be recovering from what Lim refers to as, “the brutality of the pandemic.”

In spite of the COVID-19 pandemic’s unprecedented impact on logistical disruption, the port has navigated this turbulent time relatively well.

“The port has in fact recorded

an even better performance in our operation in 2020 than the year before and has continued to improve in 2021.

“Our profitability has been remarkable to register a 200 percent increase in 2020 and as of the end of August 2021, the profitability has achieved a further 20 percent increase,” Lim comments proudly.

Aside from this, Lim remains dedicated to persevering with the port’s resiliency and bolstering operations by continuing to integrate and engage in operations with other major logistics players in the holistic supply chain.

“My key priorities are to ensure

that we continue to be resilient and to sustain in our operation and business and to exceed our present performance, to not be complacent on the aspect of safety and health for all whom we deal with and that of our corporate citizens,” Lim concludes.

“We especially hope to engage with those who might have been adversely affected by the pandemic to build toward a stable economic recovery.”

Tel: (+60) 84 – 319004 – 319009 (6 lines) rpa@rajangport.gov.my www.rajangport.gov.my

APAC Outlook issue 52 | 171

MACKAY RUBBER

Graham Scull, CEO

MANUFACTURING

EQUIPPED FOR EXPANSION Mackay Rubber specialises in the production of high-quality engineered rubber products across Australia and to export markets. Graham Scull, CEO of the company, explains how recent developments have helped the business expand Writer: Marcus Kääpä | Project Manager: Ryan Gray

The Australian manufacturing industry looks to be in the best position it has been in for years, with substantial investment in defence capabilities and both federal and state infrastructure projects buoying several areas of industry around the country.”

The words of Graham Scull, CEO of Mackay Rubber (Mackay), sums up his thoughts on the manufacturing industry in the APAC region at present.

Mackay is a 100 percent Australianowned private company having been established in 1932 as a supplier of OEM automotive parts to Holden.

From those early days, Mackay has grown to become one of Australia’s largest and most trusted designers, manufacturers, and distributors of engineered rubber; rubber-metal composite products for local and international clients servicing the automotive, defence, rail, marine,

mining, infrastructure, and OEM markets.

The support from the family owners to see the business develop and stay up to date technically is highlighted through their commitment to the recent relocation of the business.

“The company has just relocated from our site of more than 65 years

in Moorabbin, Melbourne to a Brown Field site in Dandenong with significant upgrades in all areas of manufacturing included in the project.

This has us perfectly placed to take advantage of these opportunities,” Graham says proudly. “It has all come together at the exactly the right time for Mackay.

DESIGN AND APPLICATION From simple stress calculations, vibration analysis or fatigue-life design, Mackay are leaders in all types of rubber design. With over a quarter of a century of expertise in finite element analysis, we can find the right solution to your problem, off the shelf or a completely new design.

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MACKAY RUBBER

APAC OUTLOOK: WHAT WOULD YOU SAY SETS MACKAY RUBBER APART IN THE INDUSTRY? Graham Scull, CEO, Mackay Rubber: “Our technical expertise across the entire business would be our biggest differentiator from other Australian rubber businesses.

“We deliver to world class standards and capabilities across all elements of our business, from our dedicated and knowledgeable sales and customer service teams to our cutting edge engineering team providing product and tooling design, our innovative laboratory team developing the most suitable material compound to meet the most rigorous product performance requirements, to our dedicated production team providing decades of expertise in manufacturing world class products, to our disciplined quality team auditing each product to confirm compliance to all product specific testing requirements including the highest defence level documentation standards.”

“Within each one of our market segments there is a vast range of clients, projects, and product specification and design requirements. Because of our diversification experience across so many markets we have developed a unique ability to manage the most complex range of projects, delivering world class solutions. The company designs and manufactures everything from automotive coolant hoses to primary springs mounts on passenger bogies to highly technical guided weapon system components.”

The company has recently received Defence Industry Security Programme (DISP) accreditation for its new facility. This accreditation is required by defence companies to engage in classified work which enables those such as Mackay to continue developing defence-related business.

“Over the next 10 years we will be heavily involved in the longterm sovereign capability focus of the Australian government with projects across defence, rail and infrastructure that will provide stability, growth, investment, and innovation across Australian manufacturing,” Graham informs us.

“From concept to completion, our standards and commitment to quality and delivery ensure the customers’ product requirements are fulfilled reinforcing Mackay’s reputation as the benchmark for quality and reliability.”

A PAST IN THE INDUSTRY Graham began his journey with Mackay in 2018 with a clear direction to relocate the business and build on its strengths to realise the shareholders’ aspirations and grow the business. Prior to working for the company, he had approximately 30 years of experience working in the engineering and manufacturing fields, with his last position being that of Regional President of Australia and Thailand for Chassis Brakes 174 | APAC Outlook issue 52

Redline Engineering Redline Engineering have provided Mackay with precision machined components for over 25 years, in areas such as defence, rail, and commercial industrial sectors. We continue to work closely on current and new projects.

Major projects include: • Collins Class Submarine sustainment – critical components • QR 3700 class freight locomotive Primary spring components • Flexicurve Bogie, freight locomotives – Spherical bush and traction components • Oscar passenger fleet – Primary spring components • Land 400 Phase 3 – Track system components Established in 1969, Redline Engineering is an Australian owned and operated business that has become a leading manufacturer of precision CNC machined components and assemblies. We service global and local markets in the defence, rail, aerospace, medical, transport, mining, and energy industries.

Our success is built on collaboration, innovation, and a deep understanding of our client’s needs. We engage across all levels of our client’s organisation to deliver the best possible outcome.

Redline Engineering offer special process and finishing services to provide a complete turnkey solution.

This extensive capability is a key factor in positioning Redline at the forefront of the manufacturing industry.

We continue to elevate our offerings by investing in the latest technologies.

Most recently, a high-speed multipallet machining centre, offering greater flexibility and improved productivity.

Redline Engineering is proud to be a part of Mackay’s success story and looks forward to continuing our strong, collaborative working relationship into the future.

www.redline.com.au

Quality ISO 9001

Advanced Manufacturing

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Precision CNC Machining Assembly Manufacture Reverse Engineering

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Ph +61 3 9580 0288 27 Hinkler Rd, Mordialloc, Victoria 3195, Australia www.redline.com.au sales@redline.com.au

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Servicing global and local markets in Defence, Aerospace, Rail, Medical, Transport, Mining, Energy & Performance Automotive industries.

nt

Collaborative Partnerships

MACKAY RUBBER International, a global manufacturer of automotive braking systems, created as a carve out from the Robert Bosch GmbH Foundation brake business.

“Leading up to the Regional President position I worked through several companies beginning with Nissan Motor Corporation Australia as an automotive brake engineer,”

Graham continues. “My career followed the automotive braking theme until the car manufacturing industry in Australia ceased, ending my role at Chassis Brakes. Brakes are safety critical, requiring the rigorous execution of engineering and manufacturing disciplines to ensure product quality, this was a

COLLABORATION FOR SUCCESS Mackay’s supply chain provides the company with a huge range of products, components, and materials: everything from natural rubber, hydraulic oils for its production equipment, through to precision metal components and the production tools that the company uses to manufacture the products. For Graham, the importance of the supply chain cannot be understated.

“We are very lucky to have such an amazing breadth of supply partners within Australia, and in many of these cases we have been working with our supply chain partners for decades,” he tells us. “We have over 400 companies supplying us with products, components, and materials across every aspect of our business. Without these strong supply partner relationships that we have built over many years, we wouldn’t be where we are today or have the capability to achieve our aspirations for the future.

“The strategy for our supply chain partnerships is simple, we look for ethical, quality, capability, reliability, and cost,” Graham explains. “Firstly, we start by auditing a company, then we look at their capability to produce components at the required level of specification, consistently meeting our requirements on time. Finally, we work through an agreeable cost structure that benefits both businesses.”

Around 90 percent of Mackay’s supply chain is based in Australia, supplying components for the company’s safety critical products; those destined for a diverse range of markets spanning defence, rail, mining, marine, OEM, infrastructure, construction and automotive.

Parish Engineering Parish Engineering 75 Years Strong When Parish Engineering was established in Moorabbin, Victoria 75 years ago, during WWII, it was contracted by the Australian government to supply vital munitions components.

The company began in 1932 as a family-owned business, but the demands of the war saw it expand into a proprietary limited company in 1944 and grow from eight employees in 1940 to over 40 six years later. After the war, the company was an integral part of Australia’s manufacturing boom, becoming a regional supplier of component parts to General Motors Holden.

In 1968 Bill Parish decided to sell the company. Graeme Sinclair was employed as an engineer at Parish and with a partner purchased the company in 1980. Graeme’s daughter Nicole Sinclair joined the business as an engineer in 2006, and Graeme’s business partner sold his shares to the Sinclair family in 2008, with Nicole now CEO. Parish Engineering are respected Defence suppliers including Mackay Consolidated Industries and other specialised munition companies.

Parish Engineering has expanded too, purchasing Heavy Vehicle air brake fittings manufacturer Longworth Engineering in 2016. In 2021 installed another Multi Spindle CNC machine due to increased growth. We want to ensure the company advances with technology and accommodate future manufacturing demands. Further plans are afoot for the company to invest heavily in technology, staff and equipment.

Parish continues to manufacture with the same innovative spirit and enthusiasm that Graeme Sinclair and Bill Parish have demonstrated over the past 75 years.

www.parishengineering.com.au

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MACKAY RUBBER

APAC OUTLOOK: CAN YOU TELL US ABOUT YOUR EMPLOYEES AND HOW YOU RECOGNISE THEIR EFFORTS? Graham Scull, CEO, Mackay Rubber: “We share a great work environment at Mackay based on respect for each other which leads to a cooperative workplace for all leaves of staff and their unions. Since January this year we have started a structured growth programme employing and retaining all key personnel to meet our five-year corporate goals with new positions across sales, customer service, finance, engineering, quality and production.

“Two key words that we like to use to empower our team and our business are ‘ownership’ and ‘urgency’. Each employee is encouraged to bring ideas forward on ways to improve functions of their role, functions of the business, anything that could provide an improved or more efficient way to perform.

“We strive to keep staff motivated through key projects as teams, we encourage everyone to be a part of our internal social club which offers external functions and access to events in Melbourne. We also have a lot of team building events, monthly lunches, Mackay social golf club, and celebrate other key social events like Melbourne Cup and grand final day with companywide BBQs to keep people connected across all departments.

“Sometimes it’s the little things you do to show appreciation of our staff that makes a big difference. Having a motivated team is a huge benefit to productivity levels and increased innovation. It improves employee satisfaction, which leads directly to a more stable workforce.”

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great training ground from which to develop and move forward.

“In the present, I am motivated by the fact that I am part of Mackay, a company with a strong leadership team committed to maintaining and growing 115 meaningful jobs that make a significant contribution to the defence, automotive and industrial sectors within Australia and internationally.”

Graham’s journey has led him to a position in which he can proudly oversee the operations of Mackay from start to finish, and ensure a high level of quality pertaining to the same notion of manufacturing importance and meaning that he has felt throughout his career.

MANUFACTURING

Australia’s leading engineering firm for value added and specialised products and services

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R&D Innovation Product Design Tool Design Reverse Engineering

Injection Moulds Thermo Forming Machines & Fixtures Spare Parts

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(03) 9706 4502 office@abu.com.au www.abu.com.au

93 Assembly Drive Dandenong South, VIC 3175

LATEST DEVELOPMENTS POST MOULDING From a simple matte black to a flexible rubber based paint, Mackay can finish your part whichever you choose.

FINAL INSPECTION Whether it’s an incoming component or a finished part, Mackay’s metrology department can measure it to make sure it’s right. 3D laser scanning is just one of the many tools used here.

Mackay has recently invested heavily in its defence business that includes increases to the production capability, capacity, efficiency, and overall security levels that has led to the company achieving DISP accreditation to secure Australian defence industry business. This project received grant funding from the Australian Government.

According to Graham, the automotive industry OEMs used to set the manufacturing standards within Mackay, however this has now transferred over to the defence industry as defence OEMs introduce more stringent supplier expectations.

“A huge range of upgrades have been implemented to both our physical and cyber security,” he elaborates. “We now have full swipe door access control, secure restricted areas, and high-tech camera monitoring and alarm systems installed across the entire facility.

APAC Outlook issue 52 | 179

MACKAY RUBBER “Our cyber security has been considerably upgraded to achieve DISP accreditation. This has been a huge project across our entire digital footprint, and we have basically undertaken a complete digital overhaul. This overhaul spans the software we use, the network security protocols, dedicated protected servers, encrypted and secure stand-alone equipment and in depth companywide cyber training.

This is all part of the defence DISP accreditation requirements.

“Safety remains our absolute priority for the business, we are constantly working to improve safety at our facility through our proactive and ongoing risk reduction programme.”

When it comes to Mackay’s production upgrades, the company invested in and installed a range of equipment at its new facility to meet the expected demands of production.

Mackay has introduced a new dump mill, strip mill, cooling conveyor and skip conveyor; each critical pieces of equipment to provide a new level of reliability and control within the company’s compound mixing operations.

“We have also introduced additional strategically aligned pieces of equipment into our business targeting enhanced capability,” Graham continues. “Such as a dedicated silicone mill (increasing in-house silicone mixing capability and capacity), a silicone stuffer on

MANUFACTURING

injection moulding (improving our silicone product production), one 500-tonne compression moulding machine (increasing production capacity within our clean room), another 200-tonne compression moulding machine (our second lab. production machine), and finally a larger 1,000-tonne compression moulding machine with vacuum and ejector systems.

“The latter is aimed at greatly improving our ability to meet increases in demand while providing improved usability and safety

throughout operations.”

Along with all these upgrades and new pieces of production equipment, Mackay has also invested into everything from new office furniture to computers, phone systems, and even ergonomic desks to benefit the company’s employees and help drive efficiency and enjoyment throughout the business.

INTO 2022 At heart, Mackay is focused on offering world class services in design, material development, production and testing for all engineered rubber and rubber composite products for both the Australian and export markets. Moving forward, Mackay has plans to maximise results in both sites that makes up the company’s operations.

“Now that we have completed our move to our new facility and achieved DISP accreditation, our focus for the next 12 months is to realise all the efficiency goals we set for each area of our production facility,” Graham reveals. “We are also

aiming to increase our capability and capacity of our engineering team through recruitment of new staff and implementation of cutting-edge new software allowing us to improve the predicted life cycle of our products.

“As demand continues to increase within our defence and rail business, and with very stringent product testing specifications, we are also looking at the potential to expand our current testing facilities with a new three axis test machine to meet design life fatigue testing requirements.

“This testing capability will be quite unique to the Australian market and will be made available to other businesses as we offer this service to industry.”

MACKAY RUBBER Tel: +61 3 9555 6500 info@mackayrubber.com.au www.mackayrubber.com.au

APAC Outlook issue 52 | 181

ADVANCED INTEGRATED MANUFACTURING CORP (AIM)

MANUFACTURING

AIMing for a GREENER Future Delivering sustainable subcontracting across the APAC region and beyond, we speak to Nicholas Tan, Vice President of Operations at Advanced Integrated Manufacturing Corp (AIM), and the company’s latest investments in the space Writer: Marcus Kääpä | Project Manager: Matthew Taylor

My fascination with in 1999, AIM operates within the aviation industry the aerospace manufacturing began at a very sector providing subcontract young age. As a child I was outsourcing solutions from always asking my parents to multiple locations, such as take me to Changi Airport in the company headquarters Singapore. I would then spend in Singapore, to a globally hours watching the numerous spanning customer base. AIM’s aircrafts take off and land, and services range from providing dream that one day I would Box Builds with functional have the opportunity to work testing, electromechanical in aerospace. I still pinch sub-assemblies, printed circuit myself that I can see Changi board assemblies, machined airport from my office at our components and sheet and www.aimcorp.com.sg new HQ.” fabrication chassis, enclosures Having held onto this Nicholas Tan, Vice President of Operations, and parts.

Dr. Vincent Tan, Chairman, and Justin Tan, Director lifelong passion for the Indeed, with industries returnaerospace sector, Nicholas ing to a somewhat ‘normality’ Tan, Vice President of Operations at Advanced in the face of international COVID-19 vaccine Integrated Manufacturing Corp (AIM), is rollouts, the aerospace sector is beginning to privileged to have found his calling. Founded shift back into a higher gear.

APAC Outlook issue 52 | 183

ADVANCED INTEGRATED MANUFACTURING CORP (AIM) “Singapore is a leading maintenance, repair and overhaul (MRO) hub in Asia offering noseto-tail aftermarket services and aerospace operations, spanning airframe maintenance, engine overhaul, structural and avionics systems repair, as well as aircraft modifications and conversion capabilities,” Nicholas explains.

“These core competencies, coupled with our commitment to quality and safety, have made Singapore a recognised one-stop solutions provider for airlines’ maintenance and repair needs.

“Amid pandemic crisis and a direct hit on the aerospace sector, forecasts for the aviation industry’s recovery remain challenging, with the lifting of border restrictions slow and more transmissible strains of COVID-19 wreaking havoc on travel plans.

Nevertheless, the space should remain an exciting skillset anchoring platform from which to grow as the industry

climbs back.”

AIM currently employs over 1,000 people, across five countries, from three strategic divisions: subcontract manufacturing, retail and investment.

AIM’s manufacturing division employs over 500 people and provides subcontract outsourcing solutions from its AS9100 and Nadcap approved, vertically integrated supply chain, to a global customer base which ranges across the aerospace, defence, medical, scientific instrumentation and energy industries. The manufacturing division is made up of AIM’s wholly owned subsidiaries AMC Singapore, AMC Penang, AMC Bintan, NCA Johor Bahru, and Colbree Precision Ltd (Colbree).

Arizona Industrial Hardware AIH anticipates and exceeds our customers’ needs through a culture dedicated to continuous improvement and value-added services that enhance our customers’ supply chain efficiency.

AIH recognizes that each customer is unique and offers an array of services tailored to meet their challenges.

Major OEMs across the globe trust AIH to be their source delegated supplier. AIH’s commitment to quality allows these customers to bypass unnecessary inspections, sending hardware directly to the production line. Our web-based vendormanaged inventory program securely provides convenience, access to realtime data, and inventory cost savings.

GREEN MANUFACTURING For AIM, sustainability is a core focus.

This notion is no better exemplified by the company than its plans for carbon neutrality across its operations.

www.aihfasteners.com

APAC OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER HISTORY WITH AIM? “Nelson Mandela once said, ‘Education is the most powerful weapon you can use to change the world’.

I believe wholeheartedly in these inspiring words of wisdom and continually strive to educate myself and learn.

“I apply this to ensure every level of our operations are continually improving. Seeking innovative ways to enhance the service we provide and ensuring a business culture that, no matter what role you play, every person has equal opportunities to learn and access continual personal development training, ensuring our employees’ aspirations are matched equally by AIM.”

184 | APAC Outlook issue 52

MANUFACTURING

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www.aimcorp.com.sg

“This is an area we’re incredibly passionate about,” Nicholas tells us proudly.

“Our chairman, Dr. Vincent Tan, set the senior management team the following goal: ‘to reach a state of net zero emissions for our internal manufacturing services by 2030’. Our UK facility Colbree was chosen as the pilot site to lead the project into

achieving net zero emissions for our manufacturing services.”

“I’m incredibly proud to be able to announce that, after a thorough independent audit by the Carbon Footprint partnership, our UK site has just been awarded carbon neutral plus status. All Colbree’s paperwork will incorporate the Carbon Footprint logo from November 2021 proudly

stating that our site is carbon neutral plus.

“As pleased as we are of becoming carbon neutral at one site, this is just the start of our journey to deliver our chairman’s green vision.” This continued plan works in line with the multiple countries that AIM works across; many of which have published a range of sustainable government targets, ranging from 50 percent carbon output reductions by 2030, to ensuring businesses are completely carbon neutral by 2050.

“From our own research we believe our UK site Colbree is the first subcontract company that will offer a carbon neutral service. It was a steep learning curve but one that the team undertook with vigour, and we are more than willing to share our learnings with any of our current customers and new ones who are currently analysing the carbon footprint of their products and supply chain.”

APAC Outlook issue 52 | 185

ADVANCED INTEGRATED MANUFACTURING CORP (AIM) The UK site has recently implemented multiple energy saving initiatives such as LED motion lighting, the renewal of multiple machines at a cost of over £1 million; a transference to the latest energy efficient variants and was deemed as the facility which could achieve the target in the shortest possible time going on to then share the progressive practice across the rest of the subcontract division.

“Over the last 18 months the UK team have been on a steep learning curve, working with the Carbon Footprint Ltd advisors,” Nicholas elaborates. “From ascertaining the requirements of becoming a carbon neutral business, following a stringent assessing programme to capture all the sites greenhouse gas emissions relating to our internal machining processes and then the strategy to achieve net zero.

The UK site will now move forward to implementing PAS2060, the internationally recognised standard for carbon neutrality, and

Quality, every time AIM’s renowned reputation for excellent quality and superb service is the direct result of the dedication of its people, ensuring every part the company supplies is right first time, every time. AIM’s customers’ products perform life critical functions, and every part the company manufactures, purchases, and assembles is built to exacting specifications and requirements. Every member of the AIM team works together to ensure that customers receive a world class manufacturing service, and one they can rely on to meet their objectives.

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“NO ONE CAN SUCCEED IN BUSINESS ALONE, AND AIM’S SUPPLIERS AND CONTRACTORS ARE CRITICAL TO THE COMPANY’S SUCCESS AT ACHIEVING OUR GREEN ASPIRATIONS; WE ARE PROUD TO HAVE PARTNERS THAT SHARE OUR CORE BELIEFS AND VALUES” - ADAM COLES, GLOBAL HEAD OF SALES, AIM start assessing the upstream and downstream emissions of AIM’s operations as well as communicating this to all its partners.

STRATEGIC INVESTMENT AIM’s progressive sustainability efforts go hand-in-hand with its new

strategic development plan. This plan, aiming to be completed within three years, is made up of multiple components, some of which are presently underway.

“Prior to the start of the pandemic – at the end of 2019 – our chairman signed off the new manufacturing division’s three-year strategic development plan for 2020-22,” Nicholas tells us. “This included the purchase of our new HQ, implementing group services at the HQ, expanding our manufacturing services and capital equipment investment and our new corporate social responsibility strategy.”

“We are very pleased to announce that all our Singapore staff have now relocated to our new headquarters spanning 150,000 square-feet in size, based at 25 Changi South Street, just five minutes from Changi Airport. Due to the international travel restrictions, we have delayed our official opening until a time when all our customers can join us; a day which the whole AIM team are incredibly looking forward to.

We have been blessed throughout our

MANUFACTURING “WE WOULD LIKE TO TAKE THE OPPORTUNITY TO SAY A HEARTFELT THANK YOU TO OUR STAFF, CUSTOMERS, SUPPLIERS, AND CONTRACTORS FOR ALL THEIR HELP, SUPPORT, AND DEDICATION THROUGHOUT THE LAST 18 MONTHS, WHICH HAVE BEEN SOME OF THE MOST CHALLENGING WE HAVE KNOWN. WE HOPE YOU AND YOUR FAMILIES STAY SAFE AND WELL AND LOOK FORWARD TO MEETING IN PERSON AGAIN WHEN RESTRICTIONS ALLOW” - ADAM COLES, GLOBAL HEAD OF SALES, AIM history that so many of our customers have visited our previous HQ and manufacturing sites across Asia and cannot wait to host them again.”

AIM is also proud to announce that its subsidiary AMC has successfully completed stage one of the company’s development plans to increase the range of electronic manufacturing subcontract services.

AMC Bintan can currently offer a wide range of cable harnesses and wire assemblies certified to IPC-620.

“As part of our three-year plan, we have invested in the expansion of services to introduce new automatic and semi-automatic cutting, stripping and crimping machines, pull testers and Continuing Professional Development (CPD) for our diligent team,” Nicholas explains. “This is to ensure our new services meet the world-class quality levels we are renowned for, and we look forward to announcing the time when stage two is complete, which includes Nadcap certification for our expanded services.”

MOVING FORWARD AIM has yet to deliver the final goals of its three-year strategic development plan, however many aforementioned targets have been met. On top of the Singapore relocation, the company has successfully undertaken the UK site extension of Colbree and the planned capital equipment investment alongside this. This targeted investment has enabled AIM to expand its range of subcontracting offers, an increase of capacity, and set up group services across company

www.aimcorp.com.sg

operations improving overall efficiency.

“I am, however, most excited about our carbon reduction plans,” Nicholas tells us. “The challenge our chairman set the manufacturing division is an incredibly tough one, but the UK site has proved that we can operate our high precision subcontract services as a carbon neutral business, and this is paving the way for the future of our green operations across the business.

“Throughout this incredibly difficult period of the world’s history for so many people and families, we have been overwhelmed by the team effort involved, in ensuring the continuation of our supply chain. From learning new ways to work socially distanced in our factories, to ensuring the

critical aspects of our quality never waver. Engaging with our customers, colleagues, and partners via virtual platforms, and remembering to appreciate the simpler things in life again such as meeting up in person.

Which is why, when it is safe to do so, we cannot wait to schedule the official opening of our new HQ and have the opportunity to say thank you in person to everyone.”

ADVANCED INTEGRATED MANUFACTURING CORP (AIM) Tel: (65) 6238 8882 aim-sales@aimcorp.com.sg www.aimcorp.com.sg

APAC Outlook issue 52 | 187

SICE ANZ

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TECHNOLOGY

TAKING INNOVATION UNDERGROUND

SICE is the global systems integration company at the forefront of intelligent transport and tunnel systems. We go behind the scenes with Manuel Gonzalez Arrojo, Managing Director of SICE Australia and New Zealand, as SICE celebrates its 100th year Writer: Phoebe Harper | Project Manager: Lewis Bush

W

hen the global systems integration company SICE first entered the Australia and New Zealand (ANZ) space in 2005, the move was not without its challenges.

“We were a new company in Australia in a market that is extremely process-driven. There were already companies here delivering SICE’s portfolio when we arrived, and at the end of the day we were a bunch of Spaniards trying

to deliver system integration systems here in Australia!” opens Manuel Gonzalez Arrojo, Managing Director of SICE ANZ. Despite these initial hurdles and cultural differences, SICE found a welcoming and receptive new market in which to thrive, delivering its innovative portfolio of highly configurable motorway control, tunnel, and tolling systems.

APAC Outlook issue 52 | 189

SICE ANZ “It’s very exciting to be working here. In Australia, both technology and safety are taken extremely seriously – and while they welcome cost effective solutions, they are not just looking for the cheapest one. Generally, Australians and New Zealanders are also open to working with international companies,” he continues.

Of course, having the strong global footprint of a vast international enterprise such as SICE provided a concrete backing that continues to be an enormous advantage for SICE ANZ today.

“Operating in ANZ, our projects can be completed much faster as a global company rather than as a smaller, local company,” Gonzalez Arrojo states. “The advantages include: innovation coming from all of our international and Spanish projects and R&D department, international supply chain that includes strategic agreements with companies like Dell, Oracle, Cisco, as well as access to our vast group of Subject Matter Experts (SMEs) located in 40+ countries.”

Following a strong background in

SICE’s Madrid operations, Gonzalez Arrojo himself came to ANZ after the company secured a tolling based project centred on technology integration – ConnectEast, based in Melbourne. Soon, he was hooked.

“What was initially a two year assignment ended up being a fifteenyear journey and counting,” he tells us.

Subsequently, in 2012 the SICE footprint extended into New Zealand, with Gonzalez Arrojo taking the helm over operations in both countries.

“Back in 2011, SICE had one project in Australia – our tolling system with ConnectEast. 10 years later, SICE systems are controlling four tunnels, one motorway and two tolling systems. Plus we are delivering four additional tunnels, one motorway, one tolling system and one rail project to add to our portfolio in ANZ”. Furthermore, we are providing support services to most of the projects already delivered.

The SICE enterprise is primarily a systems integration company, comprising more than 3,000 employees worldwide. The company’s vast footprint extends to over 45 countries and is established in five continents.

“SICE has always been strong in the

“IN THE LAST DECADE, WE HAVE BECOME THE PREFERRED SYSTEMS INTEGRATOR FOR TUNNEL AND MOTORWAY CONTROL SYSTEMS IN ANZ AND THAT ALSO HELPED SICE TO BECOME A LEADER IN TUNNEL MANAGEMENT SYSTEMS WORLDWIDE” – MANUEL GONZALEZ ARROJO, MANAGING DIRECTOR, SICE ANZ 190 | APAC Outlook issue 52

BARCO Barco OpSpace is the first personal workspace that enables the operator to be more efficient by offering an integrated view, control and interaction. All relevant information can be consulted and manipulated with just one mouse and keyboard.

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Control Room Partner of Choice for the Backbone of Sydney’s Motorways WestConnex is Australia’s largest road infrastructure project and when complete in 2023, WestConnex will provide motorists with a continuous, 33km traffic-light free motorway network, with connections for future projects linking the north shore and northern beaches, Sydney Airport and the southern suburbs.

control systems and the company offers a wide catalogue of products and services with engineering capabilities on shore in Australia. It is also Barco’s ability to deliver its videowall as a turn-key solution, from design to commissioning, including in-house resources for physical installation” - Manuel Gonzalez Arrojo, SICE Australia Managing Director

In 2020 Barco was selected as the chosen partner to embark on the WestConnex M4-M5 Link Tunnels project with systems integration technology company, SICE Australia. Barco’s stateof-the-art control room technology and videowall systems provided the perfect solution for WestConnex.

The success of the ongoing partnership is testament to Barco’s unparalleled flexibility and reliability with control rooms solutions in helping its customers to collect, visualise and share critical information, so they can make the most optimal decisions.

As the central spine of Sydney’s motorway network, WestConnex leverages Intelligent Traffic Systems (ITS) to streamline transportation and ease congestion on behalf of Australian commuters. The M4-M5 Link Tunnels project consists of twin 7.5km tunnels that will connect the New M4 at Haberfield and the M8 at St Peters Interchange. Each tunnel is designed to accommodate up to four lanes of traffic in each direction.

“We look forward to our partnership with SICE to grow from strength to strength. We will continue to uphold our commitment towards our partners and end users in delivering quality product and services with longevity and reliability in mind as a global control rooms technology provider” - Claudio Cardile, Managing Director Barco Australia.

Barco has been awarded the partnership due to its robust videowall and technologies portfolio comprising LCD, LED and rear-projection with proven and sustainable record in this market segment. Barco’s Control Room Solution supports traffic management centres with the ability to display maps, road camera footage, social media feeds, and sensor information.

This advanced software is integral to the successful surveillance monitoring of the WestConnex tunnel systems, facilitating critical decision-making and user security.

Why choose Barco?

For SICE Australia, Barco is an obvious choice for a partner.

“There are many reasons for selecting Barco as a partner.

Barco’s videowall systems allow integration with SICE’s tunnel

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About Barco A pioneer of technological solutions designed to deliver brighter outcomes; Barco is the global company to offer the full gamut of control room services. Since 1994, Barco has blazed the trail in building visualisation and collaboration solutions catering to a wide range of industries.

From large-scale global command centres to small control rooms, Barco excels at mission critical visualisation systems for 24/7 operation designing large videowall solutions, centric management media and data workflow solutions, to deliver optimal end to end solutions on behalf of control room operators across the globe.

SICE ANZ Spanish and Latin American markets, but now in the last few years we have really grown in the UK, US and Canada, and now also Scandinavia.”

The company’s core specialities comprise system integration, intelligent transport systems (ITS), Rail systems, Smart Cities, control systems, telecommunications, and security systems.

“In ANZ we are more focussed on the areas of control systems, both for motorways and tunnels, rail and tolling systems. Currently in ANZ we are approximately 230 employees, the majority of whom are engineers,” Gonzalez Arrojo adds.

“Our client portfolio ranks from government bodies to private operators, private organisations and construction companies.”

SICE prides itself on offering industry-leading end-to-end capabilities.

The company’s expertise in integration is founded on a holistic approach that allows SICE to offer tailored turnkey solutions to a wide range of projects.

“We are not a software or a design house – however our expertise goes from design to operations. Our

engineers have knowledge of the whole project life cycle. This minimises integration risk whilst maximising quality and ensuring that it is a fit for purpose solution,” he states.

NO TWO ROADS THE SAME Arguably SICE’s greatest defining advantage is its versatility and the flexibility in the customisation that they bring to their client’s solutions.

Essentially this translates to the understanding that no two clients, and indeed, no two roads, are the same. Agility is paramount in serving different operator’s needs.

“We don’t attack the market saying here is my product – take it or leave it. We tend to adapt to the project or clients’ requirements,” Gonzalez Arrojo comments.

This is best evidenced by SICE’s flagship product, SIDERA – a software platform that offers an integral solution for centralised management in tunnels and motorways. As a highly configurable, commercial off-theshelf technology, SIDERA has been developed to suit clients’ unique needs and requirements.

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AWARD-WINNING INNOVATORS – SICE WINS ITS AUSTRALIA NATIONAL AWARD FOR 2020 Last year, SICE won a Smart Transport Infrastructure award in recognition of its COVID-19-Safe remote testing solution designed for the WestConnex M8. This innovative solution will shape the future of ITS conduct testing and commissioning activities.

“This award from ITS concerned a project that went live last year in the middle of COVID-19; borders were closed, Spain was one of the worst countries suffering, and still SICE managed to perform the required testing in relation to the Westconnex M8 with members of the team separated by thousands of kilometres and the time difference. Even though we go through tough times in many projects, we put in everything to get to the finish line and that’s on behalf of our clients.”

– Manuel Gonzalez Arrojo, Managing Director, SICE ANZ

192 | APAC Outlook issue 52

As the sole distributor for Rockwell Automation in the South Pacific, NHP is proud to partner with SICE to keep road users safe if there is an unexpected event in tunnels, such as road accidents, fire or flooding.

NHP has provided SICE with an array of automated systems that are necessary to make a road tunnel safe, such as tunnel ventilation to exhaust fumes, automated signage for traffic safety and emergency control systems and signals to monitor the safety exits out of the tunnels where required. If water is flowing into the tunnel, water pumps and drainage systems will activate to keep drivers and passengers safe.

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APAC Outlook issue 52 | 193

SICE ANZ

AT A GLANCE – SICE’S KEY PROJECTS CALLE 30, MADRID – over 40 kilometres (km) long, this is one of the largest inter-urban tunnel networks in the world. As SICE’s original flagship project, the company was recently awarded a technology upgrade.

ALASKAN WAY VIADUCT, SEATTLE – SICE implemented an Integrated Tunnel Management System for what was the tunnel with the largest diameter in the world at the time of construction.

MADEIRA – An outstanding feature of this project is the number of tunnels that SICE integrated in its in-house OMCS (SIDERA). The road currently in service covers more than 80km with 52 tunnels concentrated in that area, adding up approximately 44 km.

STOCKHOLM BYPASS – SICE is currently executing the implementation of the traffic systems of the iconic Stockholm bypass for the Swedish Transport Administration (Trafikverket): a beltway that includes 55 km of tunnel and with which it is sought to divert traffic from the urban centre.

WATERVIEW CONNECTION TUNNEL, AUCKLAND – the largest interurban tunnel in NZ and the first tunnel delivered by SICE in this region.

CONNECTEAST PROJECT, MELBOURNE – A long client relationship, SICE began to work on the ConnectEast Tolling Systems in 2005. 16 years later, SICE continues to partner with ConnectEast to upgrade and improve the solution.

WESTCONNEX TUNNELS, SYDNEY – This will become SICE’s tunnel flagship project when completed, as Australia’s largest road infrastructure project.

194 | APAC Outlook issue 52

“For each project, we need to configure to our client specifications.

The same can be said about our tolling products like TOS and BIS – they are highly configurable off-theshelf products that we adapt based on specificities.”

When dealing with such highprofile clients, maintaining a competitive edge that confidently handles the latest technological advances is critical in securing projects.

“Because our clients are government operators and organisations that are looking for the latest solution and innovation, there is a natural competition between different countries - each region wants to be at the forefront.”

For Gonzalez Arrojo, there are three key components that define SICE’s stance on innovation and keeping pace with technological advances, with R&D representing a crucial pillar of SICE’s operations:

TECHNOLOGY • It begins with European activities, where the company participates in many combined R&D projects; • Closer to home, in-house innovation is essential to remain competitive, as evidenced by SICE’s development of its original traditional tolling systems to multilayered, free-flowing solutions; “If you don’t upgrade your technologies, then you become stuck and excluded from the advanced markets,” Gonzalez Arrojo comments.

• Finally, feedback is everything. This is ingested from clients and systems operators and fed back through the company to guide innovation, rejuvenating the life cycle of systems design and integration within the company.

Port of Miami Tunnel

PRIDE IN PROJECTS SICE’s successful segue into the ANZ market is entirely attributed to the backbone of successful projects that the company could rely on to prove its cutting-edge abilities and technological prowess.

Indeed, the move to Australia was project-driven, after SICE secured a contract on the Melbourne-based ConnectEast tolling system. This was entirely granted due to the company’s work on its previous tolling project, Autopista Central in Santiago (Chile).

Another flagship project, this time in the tunnel area, Calle 30 in Madrid, opened SICE’s doors to the ANZ tunnels and motorways market, with SICE winning the Waterview tunnel in Auckland (NZ) as part of the WellConnected Alliance back in 2011.

SICE’s portfolio today finds its true culmination in what will become the

company’s new flagship project with what is set to be Australia’s largest undertaking in road infrastructure the WestConnex motorway network.

SICE is engaged in each of the four major stages of this project which, when completed, will comprise 33km of the continuous and seamlessly integrated underground motorway.

From the New M4 Tunnels, which opened in July 2019, across the M8 Motorway in operation since July 2020, to M4-M5 Link Tunnels and Rozelle Interchange, the last and final stage, forecast to open in 2023.

“SICE was appointed to deliver its unique federated tunnel control system and Operations Management and Control System (OMCS) architecture, that will allow for lowrisk safe construction of one of the longest underground road networks in the world.”

SICE ANZ

“SIDERA - SICE’s in-house world leading fully integrated OMCS - essentially allows road operators to seamlessly manage the entire operation surveillance, traffic management and allied safety equipment of the four tunnels simultaneously,” Gonzalez Arrojo tells us.

Not only is SICE is delivering services during the construction, but also, once the tunnels are opened SICE will also provide post opening support during the Operation and Maintenance phase.

WestConnex M8

SICE could not undertake such notable projects without the robust backing of a solid supply chain. In Gonzalez Arrojo’s opinion, it is the company’s in-house supply chain operations that also provide a truly competitive advantage, together with the ability to provide post opening support and ongoing technical support during the operating phase.

“This is one of our differentiators.

We define ourselves as systems integrators, and as such, we do not manufacture equipment or hardware,

so we need to rely on third party providers. One of our advantages is that we can integrate any third-party system into our global solution. This allows us a lot of flexibility, because in each given project we can decide the third-party product that is best suited for that particular project based on specifications, compliance with requirements, availability and price.”

SICE source different local providers based on each country, with each supplier vetted by the company’s international procurement network.

“We also use commercial Tier One solutions from providers such as Barco.”

LOOKING AHEAD For the years to come, SICE’s pace of sustainable growth shows no signs of abating.

The company continues to invest heavily in cloud-based solutions, including selling Software as a Service (SaaS) alongside its already varied portfolio of products and hardware, especially in the tolling and motorway and tunnel control systems sectors.

TECHNOLOGY

“We are also investing hugely in our training capabilities to improve our clients’ understanding of our products before they start operating with our solutions.

“With motorways and tolling management, there is a strong human element behind our systems, so it is essential that operators understand the system before a tunnel opens.

“Secondly, during the training process we get a lot of feedback from the operators and all that feedback feeds back to our development teams to allow us to keep improving,”

Gonzalez Arrojo explains.

Diversification also has a key role to play in further expanding SICE’s cutting edge portfolio, with exciting projects ahead.

Earlier this year, SICE successfully entered the rail space in the ANZ region, after the company was appointed to provide tunnel ventilation control systems for a new rail project in Auckland.

“Rail has been one of our priorities during the last three years, and there will be massive investments in ANZ rail over the next five to 10 years, so

we are extremely content with this,” Gonzalez Arrojo concludes.

With further market penetration ahead, SICE is truly the name to watch in delivering intelligent infrastructure.

Tel: (+61) 3 8256 6900 admin@sice.com.au www.sice.com/en

APAC Outlook issue 52 | 197

DEKENAI CONSTRUCTIONS LIMITED

PAVING THE WAY FOR PAPUA NEW GUINEA

A proudly national company, Dekenai Constructions Limited is the defining name in civil engineering within Papua New Guinea. With an unparalleled countrywide footprint, Managing Director Matthew Fallon sheds light on operations Writer: Phoebe Harper | Project Manager: Joshua Mann

T

he road to developing infrastructure in Papua New Guinea (PNG) never did run smooth.

In a country where paved surfaces form just 3.5 percent of the road network, civil engineering contractors have a considerable job ahead of them.

Indeed, a mission that is centred on furthering the progress of the key roadways, the true veins connecting the country, essentially translates to a socially conscious

198 | APAC Outlook issue 52

goal of nationwide development.

“Road infrastructure in PNG is extremely important.

With such a diverse range of people living in remote environments, linking provinces and villages together helps with increasing the country’s wealth and GDP.” Enter Dekenai Constructions Limited (Dekenai) - the local civil engineering contract company that is not just building roads, but national connection.

CONSTRUCTION

“Dekenai Constructions Limited (Dekenai) is 100 percent nationally run and PNG owned. The goal going forward is to empower our national workforce to complete very important infrastructure projects to help PNG in its future development for its people,” continues Matthew Fallon, Managing Director at Dekenai.

Founded in PNG’s main transport hub of Port Moresby in 1995, Dekenai has flourished to become not only the

county’s largest civil engineering contractor, but crucially, the most reliable.

Dekenai specialises in road and bridge construction, bulk earthworks, bituminous and asphalt surfacing, concrete works, drainage and culvert works, and all aspects of civil construction.

“Our clients include the PNG government through the Department of Works and National Capital District APAC Outlook issue 52 | 199

DEKENAI CONSTRUCTIONS LIMITED

Commission, and their development partners World Bank and Australian Aid. “You will find us in more provinces than any other PNG based civil contractor, delivering quality construction that meets our client’s expectations for cost and schedule,” Fallon expands.

Extraneous to Port Moresby, Dekenai number major projects that are ongoing in Lae, West New Britain, New Ireland, Kerema, and Bougainville.

“We have grown to employ over 1,000 Papua New Guineans, who are qualified engineers, project managers, skilled tradesman, plant operators, drivers, concreters, and their supervisors.”

Joined as part of the company operations by his brother Luke, a passion for both PNG and the progressive role that construction can play in the country, runs in the blood.

“My father owned and ran a company called Pangia Constructions, which was the largest civil construction company in PNG at the time.”

200 | APAC Outlook issue 52

“DEKENAI CONSTRUCTIONS HAS NEVER NOT FINISHED A JOB ON TIME - WE ARE THE BEST QUALITY AND MOST EFFICIENT CONSTRUCTION COMPANY IN PNG” – MATTHEW FALLON, MANAGING DIRECTOR, DEKENAI CONSTRUCTIONS Raised in the mountainous terrain of the Central Highlands, the familiarity of the Fallon boys with the rough terrain of their homeland translates to a natural sympathy and understanding of the unique conditions that the country faces.

“My parents raised us four boys in the highlands of PNG on a farm just outside of Mt. Hagen in a place called Baisu,” Fallon recalls.

“I think what drove me is family history, and the excitement and fulfilment you get from completing roads in remote areas.

“You really see the benefit this gives to the local people; it enables so many things and they are so grateful.”

HURDLES AND HEADWINDS Now more than ever, the challenging landscapes of the country itself translate to the unpredictable and problematic industrial context that the company confronts today.

With a prevailing shortage of foreign exchange, the financial climate in PNG is a constant source of complication. The country’s economy is essentially dictated by the two major banks; BSP and Kina Bank, whom Fallon describes as having a “monopoly” over PNG’s industrial financial activity.

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JOB: Road connecting Kieta to Toimonapu CONTRACT AMOUNT: 158,238,608.66 PGK TOTAL AMOUNT TO BE INVOICED: 43,539,815.96 PGK A key infrastructure project developed in line with the Bougainville peace agreement established in 2001, this undertaking was born from the national government of PNG’s direct intervention in recovery and restoration in the lead up to the Bougainville referendum.

For Dekenai, the awarding of this contract represents one of the company’s most important commitments and proudest achievements to date. Despite encountering significant funding issues over the past 13 years, the company has persevered, and the road is now finally nearing completion.

202 | APAC Outlook issue 52

contracts, whilst the lack of foreign currency frustrates the procurement of Bitumen, parts and certain materials.

Of course, this fails to cover the tumultuous context of the past 18 months, with the COVID-19 pandemic triggering an unprecedented level of disruption for the industry.

“The COVID-19 pandemic has plunged many contractors into one of the most challenging times in history.

“As countries across the globe introduced lockdowns and other restrictions, the pace of change for contractors has been extreme, with many changing their ways of working,” he comments.

Travel restrictions have diminished access to PNG for the fly-in fly-out (FIFO) personnel that comprise a major part of the company’s workforce. Meanwhile, the attendant cashflow problems also had an immediate impact on contractors countrywide.

“Project payments are generally evaluated based on the amount of work done. The suspension of almost all construction activity during the lockdown meant no work being carried out and thus no payments being made,” Fallon explains.

“All the while, contractors continued to incur their recurring costs, e.g., rental charges, wages, and overheads.”

In navigating these challenges, Dekenai has become even more reliant on the collaborative partnerships encompassed within its supply chain operations.

“It is fundamental to have reliable, appropriate and cooperative partners or suppliers, who are paying attention to opposite concerns and opinions, whilst mutually trusting and involving each other in business-processes,” Fallon adds.

“Even if the purchasers have the greater leverage within the buyer-supplier relationship, they

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APAC Outlook issue 52 | 203

DEKENAI CONSTRUCTIONS LIMITED

CIVIL ENGINEERING CAPABILITIES ROAD AND AIRFIELD CONSTRUCTION – Dekenai constructs high quality flexible pavements, and increasingly rigid pavements in Lae. The company understands that the standard of associated drainage is essential to pavement longevity. Dekenai ensures that the road is a complete product by arranging line marking, signage, lighting, pedestrian access, landscaping and relocation of existing services. Dekenai seal the pavement with bituminous surfacing or asphaltic concrete. It also specialises in general earthmoving, creating hard stands and laydown areas quickly, wherever the need arises.

BRIDGE AND CULVERT CONSTRUCTION - Together with its specialist partners, Dekenai can build large concrete highway bridges, remote steel and concrete bridges, and multi-barrel culverts.

CONSTRUCTION MATERIALS - Dekenai undertakes its own drilling, blasting and crushing in Port Moresby (Ruburogo Quarry), Lae (Old Airport) and Kerema (Epo Quarry). The company uses modern Powerscreen-brand mobile crushers and screens to produce aggregates for its projects’ road base, concreting, bituminous chip seal and asphaltic concrete requirements.

CONCRETING - Dekenai also operates fixed concrete batch plants in Port Moresby and Lae in support of its concreting requirements. The concreting team undertake line drains, culverts, slabs and footings, and minor structural elements, footpaths and driveways.

ROAD STABILISATION AND REHABILITATION - Dekenai’s sister company, Papuaroads Stabilisers, employs this specialised technique as a cost-effective measure to quickly renew existing pavements. Stabilisation can be a valuable measure to keep moisture away from the pavement in areas of low ground and inundation.

PAVEMENT SURFACING - Single and double bituminous seal, primer tack coat, and 14 millimetres (mm)/19 mm chip seal. Asphaltic concrete, dense graded 10mm and 14mm (DG10 and DG14) from Dekenai’s AC plants in Port Moresby (ATS) and Lae (Old Airport).

204 | APAC Outlook issue 52

should be amenable to new ideas and innovation, suggested by their vendors who may offer value-added services, since they are the party who have expertise and resources.

“When the client’s expectation differs from the supplier’s performance, it is recommended to invest time and money in training, give constructive feedback and generate common ideas in order to correlate the performances with organisational value drivers.”

PEOPLE-CENTRIC PROJECTS Despite these prevailing challenges, Dekenai has persevered in continuing to deliver a varied portfolio of projects.

Fallon highlights two key infrastructural projects. The first of which, Kerema, is crucial in resurfacing a road that has been in a terrible state of degradation for years, thereby re-establishing the link between Kerema and the capital.

“This road will help the people of Gulf Province access further avenues of trade and commerce with Port Moresby,” he explains.

CONSTRUCTION

time off, and regular communication are all key staples of Dekenai’s employee management strategy, with the company hiring from within wherever possible.

THE ROAD AHEAD

The second concerns the equally remote area of Bogia in the northwest of Madang Province.

“The Bogia job will also help with trade and commerce, Bogia is another remote area off PNG that has been left behind for many years, this job will really help link them to Madang which is the capital of the Madang Province.”

Dekenai’s staff are the true backbone of these projects, with Fallon key to highlight both employee attraction, and crucially, retention, as a major aspect of the business.

In keeping with its status as a proudly national employer, Dekenai is keen to instil value and a sense of pride amongst its team members whilst truly nourishing their talent.

“Dekenai shows trust to its employees by giving them responsibilities that allow them to grow and encourage them to gain new skills. We both appreciate and respect them,” Fallon comments.

“We give them rewards by speaking to their emotional needs, which goes beyond just monetary compensation.”

Team building activities, ample

For the years to come, Dekenai remain dedicated to their 100 percent completion rate and are fully dedicated to the successes of its current projects, both ahead of time, and to the highest quality.

“We also intend to diversify into land development. Our aim is to be debt free in two years and to be involved with major Government and Aid infrastructure development,” Fallon concludes.

With unwavering passion and an ambitious agenda ahead, Dekenai’s future in developing Papua New Guinea is far from the end of the road.

Tel: +675 7411 1460 dekenai@dekenai.com.pg www.dekenai.com.pg

APAC Outlook issue 52 | 205

ENERGIS PUMA ENERGY PNG

ENERGISING NERGISING THE PNG COMMUNITY

We look at Puma Energy PNG and the strategic role it plays in keeping Papua New Guinea supplied with essential downstream oil and gas services to support the economy. Hulala Tokome, Country General Manager and Director, discusses Puma Energy’s vital role and the challenges of operating across Papua New Guinea Writer: Marcus Kääpä | Project Manager: Ryan Gray

206 | APAC Outlook issue 52

G SING As the heartbeat of the Papua New Guinea (PNG) economy at a time of extraordinary global disruption, every day presents new challenges and responsibilities for us in the oil and gas industry; timing is everything and there is no chance for failure.”

As the leader of the nation’s largest downstream oil and gas business, Hulala Tokome, Country General Manager and Director of Puma Energy PNG (Puma Energy), feels this responsibility more than most, and with good reason; Puma Energy operates the country’s only refinery

OIL & GAS

and provides essential fuels and other products across the nation to retail and major industries.

“We have always been on the critical path for the PNG economy, but circumstances today make our role even more vital,” he tells us. “We have to ensure the integrity and continuity of our own business as well as respond to the changing demands of our customers who depend on us for uninterrupted service to keep their business going and avoid dramatic economic upset.

APAC Outlook issue 52 | 207

PUMA ENERGY PNG “So far we have been successful, consolidating our business in the face of COVID-19, changing the way we all work in Puma Energy to stay safe, finding more efficient and cost effective ways of operating while continuing to focus relentlessly on our customers’ needs, and most importantly doing this safely.”

PUMA ENERGY Puma Energy provides a wide range of energy solutions to retail and B2B customers, including aviation fuel for

international and domestic airlines.

With a core focus on its customers’ needs first, Puma Energy’s longterm aim is to lead and grow in the dynamic, fast-moving oil and gas industry in PNG; a space already capable of supplying the whole country’s fuel requirements.

The company has a refinery, 12 terminals, a network of 100 retail sites, a growing liquefied gas business with almost 500 distributors and resellers across the country, a bitumen business and refuelling operations at 11 airports

DOWNSTREAM EXPLAINED The oil and gas industry is commonly divided into three primary components: upstream, midstream and downstream, each of which refer to a component’s place in the overall supply chain.

Where entities in the upstream area classically deal with the identification, extraction and production of a raw resource, and the midstream component of the industry is involved with the transportation, storage and marketing of petroleum products, those that make up downstream are companies who are closer to the end-users of oil and gas products.

Midstream covers transport systems (pipelines, trucks, rail, ship and barge to name a few) that deliver crude oil from upstream production sites to refineries, and then supply the product to downstream customers, for example utility companies, that will move forward and facilitate end-users.

In this way, while upstreamers can be considered the source of product, and midstream entities operate as the ‘wheels’ of oil and gas interconnecting the vast industry, downstream companies keeping the sector moving forward fluidly through the facilitation and sale of product to end-users such as individual households.

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208 | APAC Outlook issue 52

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PUMA ENERGY PNG

Napa Napa refinery

PUMA ENERGY ALTERNATIVE SERVICES Puma Energy serves the world’s leading airlines and airports. The company’s customers know that they can rely on the business 24/7 to meet their needs, including ensuring the security of supplying high-quality fuel approved to international standards and fast turnaround times.

BITUMEN Puma Energy is a global market leader in the sourcing and supply of bitumen. Drawing on its unrivalled global reach, experience and expertise, along with advanced technologies and customer focus, Puma Energy supplies its customers with the high-quality bitumen they need safely, efficiently and on time.

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throughout PNG. It employs more than 500 staff throughout the country, of which 95 percent are PNG citizens.

NATION AND NATURE For Tokome and the company, the oil and gas industry at present is a space brimming with change and opportunity.

“There is a lot of excitement in the industry; we are in the throes of transition to a lower carbon future,” Tokome elaborates. “This means that energy businesses, including Puma Energy, are adapting and looking to find and implement innovative solutions to contribute to the energy transition and help move the country forward.

“The latest and greenest practices not only benefit the environment but also ensure that we will maintain our position as a key player in the space, and support overall national development goals.”

On top of this, Tokome believes that business results are important, yet how they are achieved is a priority.

“For Puma, our global mission is ‘energising communities’,” he affirms.

“In PNG that means not only developing a business that fuels economic development but also contributes to broad long-term national development priorities, helps reduce the carbon footprint, conserves the environment and supports social development such as better health and education, especially in rural areas.

“It starts with our employees who are our foremost priority, and we are committed to ensuring that our workplaces and sites are safe environments, not only operationally, but also COVID-safe. We are extremely proud of our employees in being agile and collaborative through these challenging times.

We invest in training and help create the workforce of tomorrow. And we also focus on developing small and medium enterprises (SMEs) which has been identified in PNG’s national development plan as a critical growth sector - in 2030 they will provide half of PNG’s GDP from five percent today.

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APAC Outlook issue 52 | 211

PUMA ENERGY PNG

LTI - NNR “SMEs are at the centre of our business model. All our retail stations are operated by SMEs except one, and our PumaGas business is growing thanks to our many SME partners. All our 22 distributors and 450 resellers are SMEs who are networked across the nation to reach into urban and rural communities.”

Across PNG, Puma Energy has a network of 100 service stations each of which are SME operated and part of a global network of 2,545 retail sites spanning 26 countries, helping to ‘energise communities’ around the world. Puma Energy is passionate about serving its communities both nationally and globally and providing its customer base with products and services that they want at a competitive price.

Stemming from this peoplecentred service, Puma Energy PNG has invested in a flagship Fuel Retail Village that incorporates the latest global standards and serves a model for future development.

FUEL RETAIL VILLAGE “We opened up our fuel retail village in PNG’s largest suburb at the end of 212 | APAC Outlook issue 52

Cheshire disAbility Services

“EVERY DAY PRESENTS NEW CHALLENGES AND RESPONSIBILITIES FOR US IN THE OIL AND GAS INDUSTRY; TIMING IS EVERYTHING AND THERE IS NO CHANCE FOR FAILURE” – HULALA TOKOME, COUNTRY GENERAL MANAGER AND DIRECTOR, PUMA ENERGY PNG

2020 with the aim of giving full and easy access to our services for many in the community,” Tokome says. “We have helped rejuvenate the suburb by combining a service station with a retail village using the latest standards.

“It offers the community a one-stop shop retail experience with a range of modern amenities, for example the ability to buy a meal – either sitting at a restaurant, takeaway or drive-thru or shop for electronics alongside the gas station.”

Puma Energy has plans to upgrade and modernise its network and build more sites. On top of this, the company has invested significantly in terminal infrastructure at Port Moresby, building a new commercial centre, as well as investing in modernising its entire service station network throughout the country with regards to technology.

LIQUEFIED PETROLEUM GAS (LPG) The company’s PumaGas LPG business continues to defy the economic slowdown and has been growing ever since it started in 2015.

“We are proud that PumaGas is a

OIL & GAS MOVING FORWARD

Puma Gas event

100 percent PNG product,” Tokome elaborates. “We are the only LPG company in PNG using gas produced from the country’s offshore gas fields, treated in our refinery and distributed through our Puma Energy operating bottling plants in Port Moresby and Lae, and to customers through our network of local SME distributors and resellers across the country.

“We’re also the only LPG provider using butane which burns at a higher

temperature than propane and lasts longer as a result.”

PumaGas actively supports a national initiative to encourage households to use cleaner gas instead of kerosene or firewood for cooking and other purposes, reducing emissions and the impact on PNG’s shrinking forests. Led by the government, it has the set goal to increase the number of households using gas from 20,000 to 500,000.

It is clear that Puma Energy’s business strategy is integrated with the national economic and social development needs of the nation.

“We take social responsibility seriously and enhance social development for the benefit of the community,” Tokome assures us.

“However, we also ensure that we take care of our own staff and treat them with absolute respect. They are, after all, our most important asset and do an incredible job.”

For Tokome, the future of the industry is both exciting and uncertain with the ever-present COVID-19 virus, yet the company has shown its 2021 business model was fit-for-purpose and can withstand major shocks such as the pandemic.

Puma Energy will continue to remain vigilant to upcoming threats and opportunities and continue to invest in growth into 2022 and beyond.

“We will continue to invest in aviation-related services in preparation for the recovery of the sector,” Tokome informs us. “At the same time, we are looking to adapt to the energy transition and a low carbon future. We have installed solar panels in our terminal and progressively introducing solar power to all our operational sites to reduce carbon emissions, which is a core aim for us right now.

“I am confident that we have built a resilient business that will continue to grow and promote increasingly stable and sustainable practices moving ahead.”

PUMA ENERGY PNG Tel: +675 309 9 400 Fax: +675 321 1842 PNGjobs@pumaenergy.com www.pumaenergy.com

APAC Outlook issue 52 | 213

WABTEC CORPORATION ANZ

TRANSPORT, DECARBONISED D

id you know that over 20 percent of the world’s freight is moved by a Wabtec Corporation locomotive?

In addition to this, more than 30 percent of freight that passes through North American shipping ports is both managed and monitored

by Wabtec Corporation (Wabtec) software.

Complimentary to this vast global impact, Wabtec today is truly blazing the trail in terms of decarbonising transport solutions within the global infrastructure network.

214 | APAC Outlook issue 52

Striking the balance between regeneration and innovation, Wabtec Corporation is the global leader championing improvement through movement. Senior Regional Vice President of Australia and New Zealand, Wendy McMillan, discusses laying the tracks for the shift to green Writer: Phoebe Harper Project Manager: Eddie Clinton

“I am very happy to say that our company is right at the forefront – and not just in thought leadership.

“We are the doers, the innovators, and we’ve got the track record to back that up,” opens Wendy McMillan, Senior Regional Vice President Australia and New Zealand (ANZ) at Wabtec.

“Rail is unquestionably the most sustainable way of transporting both people and goods around the world.

“Whether that’s the food on your table to the products on your shelves, freight rail is an integrated, efficient

TRANSPORT

and cost effective and sustainable way of moving that product,” McMillan comments.

A GLOBAL FOOTPRINT As both a Fortune 500 and NYSElisted corporation, the global strength of Wabtec is practically unparalleled.

Total operations comprise approximately 25,000 employees, with a presence that includes operations in roughly 50 countries.

The company has a vast freight presence, while transit occupies approximately 33 percent of the

Wabtec portfolio. Its specialities comprise equipment, systems, digital solutions and value-added services.

As an ever-developing entity, Wabtec’s pace of evolution has rarely abated since the launch of the Class I railroads that derived out of the US in the company’s nascency.

“There’s a fantastic story in terms of innovation and development through organic and merger and acquisition growth. There are so many good companies that have been involved with Wabtec throughout its long and proud history,” McMillan comments.

Translating the company’s strengths to the specificities of ANZ, this market represents a microcosm of the entire Wabtec operation.

“In an ANZ context, we represent every aspect of our market offering,” McMillan tells us. Here, the company mirrors its global portfolio on behalf of both global and regional clients.

This is evidenced by an extensive and dynamic range of product lines, whether locomotives and equipment, to components of the transit business that encompass all aspects of green.

This applies to HVAC, platform screen APAC Outlook issue 52 | 215

WABTEC CORPORATION ANZ doors, braking products and couplers, all the way through to digital systems, positive train control, signalling, energy management systems, and mining products.

“Operating within a global matrix company, we see what our footprint really allows ANZ to dial into,” she continues.

A lesser-known aspect of the Wabtec portfolio, the company also handles port and marine operations, which hearkens back to McMillan’s early path into the industry, during which she developed a taste for the transport sector that has sustained her for almost 30 years.

“Post university, the first opportunities in trade gave me the interest for transport, and with quite a global flavour, since I was dealing extensively with Japan at the time and throughout Asia with an export focus.

“There’s a lot to learn and be excited about in terms of trade, freight and shipping – that drew me further in

alongside my port experience within bulk, break bulk and intermodal,” she recalls.

From an industrial perspective, the opportunities within the Australian market are as vast as the landscape itself, with the country hosting some of the largest coal haulers in the world alongside the renowned iron ore regions of Western Australia.

“We are very fortunate to have an extraordinary growth curve and opportunity with our mining clients and our long haul and intermodal clients with the freight task that’s before ANZ. “In terms of freight rail, there’s an iconic project - Inland Rail - which is underway at the moment and supplementing the freight task across the large distances that Australia has to negotiate in its haul and intermodal, break bulk, and bulk,” she adds.

On the transit side, Melbourne supports one of the largest tram networks in the world, with other

STRATEGIC PARTNERSHIPS WABTEC X GM APAC Outlook: Could you expand on your recent announcement with GM for Ultium batteryies and HYDROTEC fuel cell technology?

Wendy McMillan, Senior Regional Vice President ANZ: “We signed an exciting MOU with GM earlier this year. This collaboration will focus on the development and commercialization of battery technology and hydrogen fuel cell systems for Wabtec locomotives.

GM’s Ultium battery technology is anticipated to provide the flexibility, efficiency, power, and reliability needed for rail, and GM’s HYDROTEC hydrogen fuel cell power cubes are compact, easy to package, and can be used in a wide range of applications, including locomotives.

“This is an exciting move. Together, we hope to advance our shared vision of a zero-emissions future in transportation. Wabtec will bring its expertise in energy management and systems optimization, to develop a solution for heavy haul locomotives that takes full advantage of GM’s advanced technologies.”

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We are proud partners of Wabtec Australia having built strong working relationships through communication, trust and reliability.

Tracking Wabtec’s orders to SKU level within each PO and connecting electronically together allows us to provide enhanced PO and shipment visibility. Our mutual desire to automate processes is providing efficiencies within Wabtec’s supply chain.

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TRANSPORT

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APAC Outlook issue 52 | 217

WABTEC CORPORATION ANZ

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Haul trucks can be 8m tall, weigh 625 tons, and cost over $6M USD. An accident can mean significant damages, potential fatalities, and a very costly stop in production. Wabtec uses GpsGate around the clock to help prevent accidents before they happen.

in-vehicle and personnel proximity detection technology and mine site controls to ensure safety for all workers and equipment. Since mine routes frequently change, Wabtec uses custom ArcGIS maps and geofences.

The system helps maintain safe distances between all vehicles and personnel to prevent collisions.

Real-time proximity and geofence-based alerts can alert mine operations about areas of concern. Detailed fleet data analysis lets Wabtec improve traffic management compliance and vehicle interaction safety.

“GpsGate’s platform uniquely meets our stringent requirements. They have the systems integrations, security, and customization that we need from our partners,” says Wendy McMillan, Senior Regional Vice President ANZ, Wabtec.

Accidents can’t happen in mining.

GpsGate’s flexible and extensible platform provides Wabtec a bespoke system to improve vehicle interaction safety when integrated with existing mine site controls.

Wabtec uses GpsGate’s fleet management software integrated with

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light rail systems operating across New South Wales, Queensland, and Australian Capital Territory.

The metro networks in Australia’s major cities make fertile ground for innovation, attracting significant investments from state governments in furthering metro services encompassing high-capacity signalling, and turn-up-and-go approaches.

“The metro is significant in tackling our severe traffic and congestion load.

Twinned with the sustainability, greenhouse reduction and decarbonisation, that’s where a lot of the investment and efficiency is being planned and actioned,” McMillan comments.

LOW-TO ZERO EMISSIONS LOCOMOTIVES Wabtec occupies a stance that is truly innovative in terms of applying digital solutions to the rail transport infrastructure with an explicit emphasis on sustainability.

The company’s combination of 218 | APAC Outlook issue 52

www.gpsgate.com

battery technology and advanced technological solutions are a key differentiator in the sector.

“Our aim is to create a zeroemission hydrogen powered locomotive,” McMillan explains.

“When we do so, this will allow us to create a more sustainable planet, enabling the elimination of 300 million tonnes of carbon dioxide across the global transportation network with our battery technology, while reducing road congestion and making transportation safer for everyone.”

This is also embodied by Wabtec’s pioneering suite of products and digital solutions that have a strong interface with locomotive products.

“Within transit, we are constantly creating solutions that enable the shift to green, primarily by decarbonising rail transportation,” McMillan tells us.

“We have components or technology on virtually every major transit rail system globally, so ensuring that we are continuing to produce

products and solutions that enable an even more sustainable rail network is really where we’re focusing our attention.”

There is no underestimating the role that technology plays in driving the sustainable transformation of forward-thinking freight and transit. Alongside Wabtec’s exciting recent partnership with Roy Hill, the company’s Trip Optimizer technology is a prime example of this, which McMillan describes as “essentially intelligent cruise control for trains.”

“We currently have that technology installed across 11,000 locomotives globally. It’s saving 500 million gallons of fuel and drastically reducing carbon emissions. According to the latest statistic, this has slashed emissions by 500,000 tonnes per year.”

Indeed, at Wabtec, the company’s standpoint on sustainability is not just founded on claims and promises, but rather on total transparency bolstered by statistics and action.

TRANSPORT

STRATEGIC PROJECTS ROY HILL Wabtec has recently announced a commercial agreement with Australian mining company Roy Hill in what will be the first ever battery electric locomotive operating in mainline haul in their West Australian operations. The FLXdrive locomotive will be the first for the region and the first for the mining industry and will improve Roy Hill’s rail operations from the mine to Port Hedland.”

Roy Hill will receive the newest version of the FLXdrive battery-electric locomotive in 2023 with an energy capacity of seven megawatt hours (MWh).

Based on the route and Roy Hill’s rail operations, the FLXdrive is anticipated to reduce the company’s fuel costs and emissions in percentage by double digits per train. The ongoing use of the FLXdrive will also reduce ongoing operational costs through maintenance spend.

Wabtec’s 100 percent battery electric locomotive is the world’s first, and was brought to market earlier this year after being tested in revenue operating service in the United States.

“WE ARE THE DOERS, THE INNOVATORS, AND WE’VE GOT THE TRACK RECORD TO BACK THAT UP” – WENDY MCMILLAN, SENIOR REGIONAL VICE PRESIDENT ANZ, WABTEC CORPORATION

That locomotive had a capacity of 2.4 megawatt hours, powered by 20,000 battery cells – the equivalent power of 60 Tesla vehicles. During trialling along 13 miles of track across the hilly terrain of California’s San Joaquin Valley, the pilot proved the ability to reduce fuel consumption by 11 percent – effectively slashing approximately 70 tonnes of carbon emissions.

APAC Outlook issue 52 | 219

WABTEC CORPORATION ANZ

“Doing our part to address climate change in the transportation sector is at the centre of our business strategy, and we are carefully balancing where the world is going and where we must lead. Our mission to succeed in these efforts is governed by core sustainability priorities and our purpose: to move and improve the world,” McMillan said.

RAIL REGENERATION Wabtec also aims to keep its products in circulation for as long as possible through processes that reduce waste, extend the life of equipment and drive costs savings for its customers.

Remanufacturing is at the heart of these efforts and focuses on returning end-of-life components, engines, and freight and passenger locomotives to same-as-new condition.

“Wabtec’s modernization programme is a great example of our 220 | APAC Outlook issue 52

“WE’RE NOT LONE WOLVES IN TRANSPORT ANYMORE – EVERY STAKEHOLDER GROUP AND EVERY ASPECT KNOWS THAT WE HAVE TO MOVE FORWARD FOR DECARBONISATION” – WENDY MCMILLAN, SENIOR REGIONAL VICE PRESIDENT ANZ, WABTEC CORPORATION remanufacturing and sustainability commitment,” said McMillan.

“Modernizations breathe new life into aging locomotives, some more than 20-years-old, resulting in up to 15 percent improved fuel efficiency; roughly 40 percent increase in reliability; approximately 50 percent increase in haulage ability; and up to 20 percent reduction in maintenance, repair, and overhaul expenses. Over the last decade, we have transformed more than 2,000 locomotives for customers worldwide.”

Another example of Wabtec’s

commitment to sustainability includes the Metroflexx braking system. As the newest brake on the market, this innovative system significantly reduces both weight, energy consumption and the braking distance of the train.

“What’s beautiful about the braking system is that it was designed with sustainability in mind, so 99 percent of that brake is recyclable at the end of its useful life,” McMillan tells us.

For McMillan, Wabtec’s regenerative stance translates to a heightened understanding for the customer’s needs.

TRANSPORT

“We have to be extremely cognisant of our customer’s fleets, so it really is a mix of what’s right for each customer.

Some will want new, modernised locomotives, while others need remanufacturing,” she comments.

PEOPLE-CENTRIC PERFORMANCE Wabtec’s strengths as a company are rooted in its very fabric as a diversified and fully inclusive enterprise.

“We are an employer of choice and diversity, and inclusion is incredibly important to us.

“On the executive team that I am fortunate enough to lead in ANZ, we have an equal balance of male and female representation.” McMillan comments. “We believe this diversity strengthens our innovative capacity, unleashes the full potential of our employees, and ultimately contributes to our business success. That’s

why we are committed to ensuring a diverse and inclusive workplace that respects and seeks the individual talents, experiences, and viewpoints of all our employees. Valuing everyone’s contribution isn’t just something we talk about. It’s what we try to put into practice each day.”

Customers for Wabtec are a pleasure to work with for the company, since they share the same essential values and orientations.

They remain the solid foundation on which the company is based.

“Having the customer in mind and keeping up the strategic invent with our vision, mission and sustainability pathway is paramount,” she continues.

In keeping with the company’s sustainable values, Wabtec look to incorporate localisation wherever possible.

“We work with all the big miners

and long-haul operators, ranging from more modernised locomotives to maximise their fleet and assets, in keeping with our whole of life focus here.

“They’re Australian-made, so we’re very clear about that in both freight and transit for a localisation push.”

This local strength has been amplified over the past 18 months where minimising supply chain risk and leveraging a greater degree of control has become paramount.

“We source globally and locally to ensure we have constant quality and product safety.”

Turning to talk of the supply chain, McMillan highlights the sophisticated approach that the company subscribes to, which served Wabtec in good stead over the turbulent course of the pandemic.

“Continuous improvement is always at the source of our supply chain. In terms of how we deliver that day in day out for our customers in a COVID-19 environment, this is with dedicated sourcing managers, commodity leaders, and parts buyers.

This is supplemented with very strong forecasting from our manufacturing and operations teams.

“When you scale that model up, it’s all about partnerships, relationships, and trust.

With the company’s laudable sustainability commitments bolstered with the backing of a concrete track record, Wabtec continue to lead the charge into the future of transport.

As McMillan concludes, “We’re at a critical inflection point on the role that rail transportation can have on driving the clean energy economy. Wabtec is committed to help lead that in a major way.”

www.wabteccorp.com

APAC Outlook issue 52 | 221

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

Melissa Davison Strategy Director, Weir Minerals “One, I would say that a young entrepreneur needs to create the change that the industry doesn’t yet know it needs.

They should ask, ‘how can things be done better? What perspective am I missing?’ And really take the experience of the past and build with a vision of the future in mind.

“Secondly, the advice I will give anyone is don’t be afraid to bring your whole self to work. Diversity is key, and everyone should be challenging themselves to grow and find better ways of doing things, as well as support the entire industry through such diversity.”

Vajira Piyasena CEO, Fiji Ports Corporation Limited (FPCL) “To have a fantastic career is to embark on real life challenges and opportunities that are presented to you that give you growth from the start. Know what you want and stay focused. Starting at the bottom doesn’t mean you are the 222 | APAC Outlook issue 52

lowest, rather that you are working your way to learning the ropes, getting to know how things work and learning to interact in all sectors of any business which will become useful in future endeavours.

“Below is a quote which I truly believe in: “The finest steel has to go through the hottest fire” Richard M Nixon.”

Datin Helen Lim Hui Shyan General Manager, Rajang Port Authority “Be willing to face challenges, be eager to learn new things and be brave to ride the storm and enjoy the calm that follows afterwards. Know that there is no limit to success and humility.”

Chris Marchant Managing Director, Vitasoy International Singapore “Remain true to what you want to do no matter how hard that seems at times and remember people more times than not want to see you succeed, so take their advice on board - you can never get enough

feedback. Stay humble no matter how successful you become as if you don’t, the shoulders you use to climb up the ladder will not be there to catch you if you fall.”

Adam Fletcher Director, CR Surfacing Laboratories “I think it’s key to make entrepreneurs remember that they can achieve anything if they have that set dream or goal. Whether that’s producing optical lenses or making wine, if you want to do it, you will do it. What I would suggest is that you pick your market and stay true to it; it’s important that you don’t blur the lines when it comes to your vision.

For example, when it comes to pricing you don’t have to be the cheapest, but make sure you offer everyone in the market the same prices equally; maintain a pricing structure so that your customers know you are reliable and fair.”

Are you a CEO/Director with a company story to tell? Contact APAC Outlook now!

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