APAC Outlook - issue 54

GHELLA ABERGELDIE JV | MOLYCOP

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

MELTON CITY COUNCIL Infrastructure development across Melton City

Issue 54

AERISON PTY LTD

30 years of technical problem solving

NATIONAL AIRPORTS CORPORATION

Papua New Guinea is ready for take-off, as the National Airports Corporation continues to improve airport infrastructure across the country

Michael Parker, President of Molycop, talks about the pride and challenge of keeping Australia’s mining industry turning

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 07

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.

SOUTH AUSTRALIA T R AV E L G U I D E

Natural wonders and Aboriginal culture in the continent’s gem

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

T R AV E L G U I D E

Accommodating the remote work revolution

The rock that’s on a roll

OUTSITE

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.

GIBRALTAR

Award-winning photographer, NORI JEMIL, discusses dismantling industry stereotypes and the tireless thirst for travel

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

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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

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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

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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

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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 FROM THE EDITOR

EDITORIAL Head of Editorial: Phoebe Harper phoebe.harper@outlookpublishing.com Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Jack Salter jack.salter@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 Jordan Levey jordan.levey@outlookpublishing.com 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

Disrupt and Decentralise “Those who disrupt their industries change consumer behaviour, alter economics, and transform lives.” - Heather Simmons, Author, Reinventing Dell The concept of disruption can have negative connotations, but this edition foregrounds players of industry departing from tradition and changing the status quo for the better. First, we take a deep dive into the metaverse with the latest crypto crazes, as decentralised finance takes the world by storm. In the tech-fuelled realm of Smart Cities, WeMaintain is the start-up disrupting the Proptech industry, having just made its entrance into the Singapore market. Our cover story showcases National Airports Corporation (NAC) - a corporate entity shaking up the landscape of PNG and developing the country’s economic corridor by putting the village of Nadzab on the map. “NAC is focusing on Nadzab as one of our strategic business hubs to drive current company growth and expansion initiatives. Masterplans are also being processed for the Nadzab Airport commercial precincts, together with an aeronautical masterplan for future aircraft movement areas. This is in line with NAC’s vision for Nadzab to be a point of destination,” says Managing Director and CEO, Rex Kiponge. In Western Australia, Sam Griffiths – Business Development Manager at Aerison Pty Ltd – explores how the company is reimagining the state’s historic mining sector with its entirely in-house EPC model as a standout one-stop-shop solution. “The other aspect, and one that really speaks to our namesake, is that we make engineered solutions that minimise the impacts of industry on the environment,” Griffiths adds. Another giant of mining, Molycop, seeks to disrupt the sector’s reliance on global supply chains by excelling as a home-grown manufacturer and supplier. Elsewhere, we catch up with the trailblazing joint venture of Ghella Abergeldie, as it undertakes New Zealand’s largest wastewater tunnel, thereby establishing the lifeblood of future Auckland. Other feature highlights include Subway Hong Kong & Macau, Glenorchy City Council, Grenof, the Sri Lankan Apparel Exporters Association, and many more. Thank you to all involved and we hope that you enjoy your read. Phoebe Harper Head of Editorial, Outlook Publishing APAC Outlook issue 54 | 3

CONTENTS A PA C

6

O U T L O O K

|

I S S U E

8

REGULARS

6 NEWS Around Asia Pacific in seven stories

8 EXPERT EYE A brave new financial world: the metaverse and crypto

10

BU SI N ESS I N SI G H TS

10 Economy Taking Commodities Carbon Neutral Setting a low carbon agenda for the digital asset ecosystem

12 Construction Escalating Smart Cities The Proptech start-up making waves in Singapore

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4 | APAC Outlook issue 54

5 4

16

TO P I C A L F O C U S

16 Finance NFTs: The Latest Crypto Craze Digital collectibles take the continent by storm

I N D U STRY S P OTL I G H T

20 Sri Lanka Apparel Exporters Association (SLAEA) Asia’s answer to responsible apparel sourcing

28 Medical Technology Association of Australia (MTAA) Driving a technology-fuelled future for health

190 THE FINAL WORD What qualities are needed to succeed as a businessperson in your field?

APAC OUTLOOK ISSUE 54

138

66

160

F E AT U R E S

40 SHOWCASING

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

S UPPLY CHAIN

42 National Airports Corporation Smarter Airport Solutions Advancing the aviation industry in Papua New Guinea

60 Miri Port Authority Malaysia’s Trading Hub

104 Ghella Abergeldie JV

LO C A L G OV E R N ME N T

Tunnelling the Way Forward for Auckland

150 Glenorchy City Council

Delivering unprecedented wastewater treatment in New Zealand

M A N U FAC T U R I N G

114 Sun Metals Future Facing Metals

Driving socio-economic growth in Glenorchy

160 Melton City Council Guiding Growth in Melbourne’s Outer West

The growth of Australia’s most eco-friendly zinc refinery

Infrastructure development across Melton City

EN ER GY & U T I L I TI E S

F O O D & DR I N K

124 Grenof

172 Subway Hong Kong & Macau

Chlorine Goes Green

Stimulating local and global supply chains

Disrupting the chlor-alkali market in Australia

MINING

HEA LT HC A R E

66 Aerison Pty Ltd

130 OneCare Medical

Sustaining the Mines

Custodians of Health

30 years of technical problem solving

The convenient choice for primary healthcare services in Singapore

82 Molycop

A Vibrant Community Hub

Forging the New Age of Mining

138 Auckland Eye

Progressing manufacturing practices in the Australian mining sector

Eye Care Excellence Improving the way we see the world

CO NST RUCTION

94 Meinhardt EPCM

144 GAMA Healthcare Australia

Shaping Future Cityscapes

The Ward of Australia

Leading EPCM services internationally

Products and education to combat infection

Fresh Way Forward Developing the Subway brand in Hong Kong and Macau

180 InFood Asia The Vital Ingredient Premium brands of value in the Asian FMCG space

R E TA I L

184 Landmark Group SEA Staying Ahead of Fashion Providing customer-centred advantages in the retail market

APAC Outlook issue 54 | 5

NEWS

Around Asia Pacific in seven stories… FOOD & DRINK

SPORTS

CONTROVERSY OVER THE BEIJING WINTER OLYMPICS

DOMINO’S DRONE DELIVERY EXPANSION GLOBAL PIZZA CHAIN Domino’s says that it is preparing to extend its drone delivery service in New Zealand and reassures its employees that delivery driver jobs are not in danger. The company achieved its first drone-delivered pizza order back in 2016, and has now made a deal with SkyDrop, a drone delivery company,

for further trials in the country. SkyDrop has developed a faster, safer and quieter drone that can carry up to 3.5 kilogrammes in its payload. According to Domino’s, drones will be key to the future of pizza deliveries, however it would not come at the expense of company drivers who are integral to the business.

THE BEIJING WINTER Olympics 2022 is underway, having started on 04-February. The Games will go on until 20-February, with around 3,000 athletes competing in 109 events. The government and businesses in China are spending almost $4 billion on the Games, however, the event has caused controversy in a variety of ways. Among worries regarding COVID-19 there are environmental concerns, such as China’s use of 1.2 million cubic metres of artificial snow across the Games, and even claims of poor performance conditions from athletes. A number of countries have declared a diplomatic boycott of the Beijing Winter Olympics due to concerns regarding China’s human rights record, meaning that some top officials will not attend the Games.

TRANSPORT

CHINA UNVEILS HIGH-SPEED TRAIN PROTOTYPE CHINA HAS UNVEILED a prototype high-speed Maglev train that can reach top speeds of 620 kilometres (385 miles) per hour. China is the current leader when it comes to the largest high-speed rail network (over 37,000 kilometres) 6 | APAC Outlook issue 54

with its first Maglev train having begun operation in 2003. The new sleek 21-metre-long vessel was revealed in the city of Chengdu, Sichuan Province, in January and runs on high-temperature superconducting (HTS) power that makes the train seem as if it is hovering across the magnetised tracks. According to experts who worked on the prototype, the train may be “operational” within 10 years’ time.

A E R O S PAC E

TECHNOLOGY

US APPROVES MISSILE DEFENCE SALE TO TAIWAN

India plans to launch digital currency

THE US HAS approved a potential $100 million missile defence sale to Taiwan. The sale includes military equipment and engineering services to support the Patriot missile defence system. According to the Defense Security Cooperation Agency (DSCA), the proposed sale “serves US national, economic, and security interests by supporting the recipient’s continuing efforts to modernise its armed forces and to maintain a credible defensive

capability”, as well as to “help improve the security of the recipient and assist in maintaining political stability, military balance, and economic balance in the region.” Taiwan “highly welcomes” the proposed deal, and has expressed gratitude towards the US for its commitment towards Taiwan’s national security.

T R AV E L

AUSTRALIA TO REOPEN TO VACCINATED TRAVELLERS AUSTRALIA IS TO reopen to fully vaccinated international travellers from late February, as announced by Australian Prime Minister Scott Morrison. The country has been slowly easing restrictions since its closure to the

majority of travellers that started in early 2020, working through travel programmes in collaboration with New Zealand, South Korea, Singapore and Japan. At present, Australian citizens, permanent residents and their families, backpackers, migrant workers and international students are permitted entry to the country, although they must show proof of two approved vaccine doses.

INDIA IS PLANNING to launch a digital version of the rupee that will make the country the latest to join the global stage of state-backed virtual currencies. India’s central banks are expecting to introduce the digital rupee utilising blockchain and alternative technologies in the new financial year. Digital payments have risen substantially across the country since 2016, when the largest of the rupee bank notes were banned in an attempt to combat corruption and money laundering. Some of the largest global tech companies, including Google and Meta, have joined India’s online payments space.

FOOD & DRINK

All aboard New Zealand’s ‘winery airline’ THE WORLD’S FIRST ‘winery airline’ is to be launched by beverage company Invivo, based in Auckland, New Zealand. The ‘Invivo Air’ route will operate from the North Island to Queenstown, in the South Island, during 2022, with its maiden flight chartering a 34-seater Swedish Saab plane. The flight will allow visitors to try a range of Invivo wines during their journey. The two-hour flight is only one part of the 24-hour experience, that includes a visit and tour of Invivo’s Central Otago growers and a hotel stay at The Hilton Queenstown once visitors have arrived in the South Island. The launch is a celebration of Auckland reopening its borders in December, and a bid to promote domestic tourism in the country. APAC Outlook issue 54 | 7

The Metaverse: Crypto’s Gamechanger? Kristjan Kangro, CEO and Founder of Change, explores the emergence of the metaverse, what it means for crypto and the opportunity it presents to create a fairer, more inclusive digital economy Written by: Kristjan Kangro Founder and CEO of Change

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he term “metaverse” is everywhere. Ever since Facebook founder, Mark Zuckerberg claimed his stake in the metaverse and renamed his social networking company Meta, it has set off a stepchange in innovation as tech giants race to be the first to establish ‘the next iteration of the web’. This was seen in January as Microsoft acquired game developer Activision Blizzard for $68.7 billion to provide the ‘building blocks for the metaverse’. 8 | APAC Outlook issue 54

Apple is also well into the metaverse mix, with it expected to announce a high-end headset that mixes Virtual Reality (VR) and Augmented Reality (AR) later this year. And Google continues to ramp up its AR and VR solutions behind the scenes. The result? While once a distant, futuristic idea, the metaverse, a virtual space generated by combining virtual worlds, AR and internet services, is coming. And it has the capacity to change everything.

Today, we use the internet as we choose. In the metaverse it will be woven into the very fabric of our lives. This will transform the human experience, from the way we work, play and go about all parts of our daily lives. In theory, it will mean that we spend lots of time interacting with our friends and colleagues in a virtual space and spend money there too. Alongside this it will revolutionise the business world, prompting companies to change their operations and how they engage their customers. Perhaps though, one of the most interesting yet less documented areas in all of this is the impact the metaverse is likely to have on the crypto world. The metaverse will, after all, bring with it a demand to deliver permissionless identity, financial services and high-speed exchange,

EXPERT EYE TECHNOLOGY

“ C R Y P T O O P E R AT E S I N T H E S A M E WAY B Y P R OV I D I N G A W I D E R A N G E O F F I N A N C I A L S O L U T I O N S T O A L L , E V E N T H O S E T H AT M I G H T H AV E B E E N D E E M E D ‘ U N B A N K A B L E ’ BY TRADITIONAL INSTITUTIONS” – K R I S TJ A N K A N G R O , C E O A N D F O U N D E R O F C H A N G E

underpinned by the data of millions if not billions of people. The answer to these problems lies in the technology of cryptocurrency. Of course, companies like Decentraland and The Sandbox are already developing virtual worlds that integrate cryptocurrencies so gamers can create theme parks and music festivals and then monetise them. However, this offers just a glimpse of the possibilities to come. In the metaverse, it’s expected that blockchain-enabled decentralised payment and financial services will support an economy of user-owned virtual currencies. This is where smart contracts will safeguard transactions for buying, selling and all other digital commerce actions, and encode appropriate incentives. NFTs will, most likely, play the lead role in this. While we’re all aware of

hot-ticket NFTs in the art and gaming space at the moment – this is just the beginning. In the metaverse, NFTs will be the investment of choice for both real-world and virtual assets, giving people complete ownership of their characters, innovations and even virtual land. By taking NFTs out of the niche and into the mainstream, metaverse applications will reduce risks, particularly when it comes to finding a buyer, and ensure on-chain value. Looking wider, further possibilities include ‘crypto metaverses’. These dedicated metaverse projects on blockchain networks will be powered by fungible tokens, enabling users to purchase digital assets like virtual land or outfits for avatars, and travel across the virtual world with their crypto wallet. Most importantly, underscoring this all is the possibility of creating a fair, open economy. To look at it more closely, the remit behind both the metaverse and cryptocurrency is very similar. The metaverse offers a place where people are no longer defined by their nationality, ethnicity or background and are able to create a virtual profile of who exactly they want to be. Crypto operates in the same way by providing a wide range of financial solutions to all, even those that might have been deemed ‘unbankable’ by traditional institutions. Taking it one step further, the evolution to a Decentralised Finance (DeFi) system – where traditional institutes are replaced by alternative infrastructure built on blockchain – will result in a truly borderless, global

financial system available to all. In this way, the emergence of the metaverse along with the transition to DeFi offers a powerful combination in terms of enabling social and economic growth without the constitutional bias and barriers found in the offline world. Even with all the media hype, the reality is that the metaverse is still a long way off. Mark Zuckerberg estimates it as 10 years from now at least. However, that is not to say that businesses can afford to lose sight of the conversation. As with all major technological shifts, it will be those that keep pace that retain a competitive advantage. With the huge benefits presented by the associated promise of a digitalised economy including a global audience and new market opportunities.

ABOUT THE EXPERT Kristjan Kangro is the Founder and CEO of Change, an Amsterdam-based cryptocurrency investment platform for retail investors. As CEO, Kristjan is responsible for strategic direction and building a community-focused infrastructure as the business continues to grow and deliver its mission of removing the barriers and complexities to wealth creation.

APAC Outlook issue 54 | 9

TA K I N G CO M M O D I T I E S CARBON NEUTRAL

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he evolution of the new digital economy is ceaseless. In this advancing industry, the digital asset ecosystem must confront ESG standards, monitoring critical data concerning the sourcing of physical commodities and the manner in which they are deployed to market. At the heart of this dynamic shift, Trovio Group is an Australia based company taking strides in advancing the new digital economy, effectively setting the benchmark in commodities and emerging technologies. As a trusted partner, Trovio Group strategically guides fund managers through investments, and with its trailblazing ‘TrovioGREEN’ initiative, promotes a net-zero target that gives investors confidence in mitigating carbon emissions. We find out more with Trovio Group’s Head of Special Projects, Angus Scott. 10 | APAC Outlook issue 54

APAC Outlook (AO): How is Trovio Group leading the new digital economy?

Angus Scott, Head of Special Projects

Trovio Group is a trusted partner tackling decarbonisation in the digital asset ecosystem. We examine the need to retire carbon credits and a low-carbon agenda with Head of Special Projects, Angus Scott Writer: Phoebe Harper

Angus Scott, Head of Special Projects (AS): Trovio Group is focused on bridging the gap between traditional markets and the digital asset ecosystem. Having recently completed a merger between TCM and Trovio, the Trovio Group offers a wide spectrum of digital asset services across its technology licensing, asset management and advisory arms. Combining Trovio’s deep blockchain and cryptography experience and intellectual properties, with TCM’s institutional-grade, digital asset investment infrastructure, the Trovio Group represents a new standard in a commercial partner for a rapidly growing industry. The Trovio Group is a fully integrated, technocentric financial

TROVIO GROUP ECONOMY

management, and complex networks, where there are solid, long-term upsides for the industry. Digitalisation creates new opportunities and increases transparency, enabling businesses to respond to significant changes in real-time and mitigating operational risk. Being able to transparently retain data against assets adds new, verifiable commodity attributes, including but not limited to provenance data such as responsible sourcing, carbon footprint and trade history. This will change the way assets are valued, traded and held in investment portfolios, as the market introduces new standards of quality and differentiation.

services and investment management partner for institutional clients, with a focus on the Asia-Pacific region. Our clients gain market-entry strategies for investing in the digital asset ecosystem and a partner in launching institutional-grade investment products for this new asset class. Crucially, we enable clients to interact with the digital asset ecosystem without creating reputational risk and without introducing unnecessary costs and friction. AO: What is your current take on the work being done on commodity digitisation? AS: The commodities market is becoming increasingly digitised, but there’s still a significant lag in the adoption of new technology, particularly where entrenched legacy systems require an update. Access to an abundance of data, as well as an increased number of tools and analytics, has opened the eyes of commodity industry participants to a world of new possibilities. This is playing out in contract creation, logistics, market risk

AO: Are there any industries particularly strugglingto offset carbon levels? AS: Commodities play a vital role in global economies. It is important that we find a way to reduce their significant emissions profiles. Initiatives to improve mining, refining processes etc, are a start, but by no means consistent across jurisdictions. Many of these initiatives have limited or no transparency. Provenance tracking allows improvements to consistency, verifiability of carbon footprints, and a clear, transparent method of offsetting by retiring and linking carbon credits. Trovio Group’s TrovioGREEN solution ensures the verifiability of carbon retirement against assets and the backing of carbon neutrality, linking carbon neutrality to the assets, in perpetuity — making sure offsetting accounts for more than a symbolic token offering.

another. The tradable carbon asset is the right to take credit for the removal of that tonne of carbon. The danger here is that without transparency, a claim by an organisation that they have bought carbon credits to offset footprint, cannot be distinguished between an organisation buying and retiring carbon credits (as they should) or buying and holding credits, with an ability to resell them in the future at market prices, for another player to “use” them. The retirement of carbon credits represents the definitive end of the line for the removal of that tonne of carbon from the atmosphere. This is a necessary factor in the carbon market maturing and becoming a functional, effective way to incentivise carbon offsetting. The value of a retired carbon credit shifts from a monetary, tradeable asset, to the value attributed to operating as a carbonneutral organisation or trading a carbon-neutral asset. AO: Finally, does Trovio Group have any other plans for net-zero carbon emissions products in the pipeline? AS: Yes, Trovio’s approach to carbon neutrality is asset, process and activity agnostic. Our solution provides the framework for the capture and retention of asset data in a way that enables the effective operation of global carbon markets. In this sense, we are not limited in how we bring carbon neutrality to an endless range of markets and industries. Trovio is working with a number of partners to develop and implement this infrastructure, and will continue to expand the functionality and accessibility of decarbonisation services.

AO: Why is it essential that carbon credits are retired? AS: Carbon credits represent a tonne of carbon that has been removed from the atmosphere, one way or

www.trovio.io APAC Outlook issue 54 | 11

WEMAINTAIN CONSTRUCTION

E S C A L AT I N G SMART CITIES WeMaintain is the Proptech start-up who has just entered the Singapore market. Co-Founder and COO Jade Francine, explores disrupting the industry and enabling the Smart Cities of tomorrow Writer: Phoebe Harper

Singapore has one of the most sophisticated built environments in the world, with almost 9,500 high-rise buildings served by ultra-modern infrastructure.” Southeast Asia is widely tipped as the global hub for the future of the Proptech industry. Increased investments in infrastructure throughout the region combined with growing population levels rising in alignment with economic performance merge to create a region that is ripe to support the cities of the future within an explosive sector. WeMaintain is the innovative Proptech company fuelling the development of Smart Cities across the world, inspiring a holistic way of working between modern technologies and the engineers behind their operation. Breathing new technology into old buildings is at the core of WeMaintain. The greatest example of this is how the company weaves the internet of things (IoT) into infrastructure, thereby placing data analysis and 12 | APAC Outlook issue 54

intuitive maintenance at the very heart of their design. Notable examples in the WeMaintain portfolio include the Docklands Light Railway, WeWork and Workspace offices. WeMaintain has most recently added an office in Singapore to its global footprint, in addition to a presence in both Paris and London. Now, Asia has become WeMaintain’s latest playground, with Singapore

as the very nexus of this dynamic growth. With IoT hardware driving data collection, supported by cloud-based proprietary technology, WeMaintain specialises in elevator and escalator solutions for both commercial and residential real estate. The company’s offering enables an end-to-end solution for critical maintenance for both operators and asset owners.

As one of the three founding members of WeMaintain, alongside Benoit Dupont and Tristan Foureur, Jade Francine takes the helm as Chief of Operations and has been publicly praised by French President Emmanuel Macron for her work in driving the company’s growth. “We supply an end-to-end solution for building operations. We provide smart maintenance and monitoring solutions for building managers and engineers for the management of critical building operations.

“We started with elevators but now also cover escalators, automatic doors, and fire alarm monitoring systems – with HVAC optimisations in planning for Singapore,” explains Francine. Since its inception in 2017, WeMaintain has gained attention for securing $36 million in Series B Funding, which serves as a general reflection of the recognition that innovative Proptechs are receiving in today’s financial climate. Indeed, as data from Crunchbase affirms, venture-backed construction tech

start-ups raised more than $3.8 billion in funding in 2021. What was once a niche phenomenon, is now a cornerstone of both commercial and residential real estate. Although an Anglo-French company, WeMaintain is rooted in Asia. “I helped come up with the idea for WeMaintain when I was in Shanghai, China where I was working with entrepreneurs and start-ups,” she recalls. Indeed, Francine went on to encounter both Dupont and Foureur in both China and India respectively. APAC Outlook issue 54 | 13

“My co-founders had experience in building operations industry and their related technology, and together we realised there was an opportunity for a technology solution that connects all the disparate elements involved in a building’s maintenance and use.” As the base for many real estate investment trusts (REITs), developers, and investors in Asia Pacific, Singapore provides a strategic new backdrop for WeMaintain. “We thought Singapore was the obvious next place to launch WeMaintain’s smart building solutions,” she says. “Singapore’s history as a city-state has demanded innovation literally from day one, and as it constantly seeks innovation via a tech-oriented regulatory backdrop, it ensures Smart Cities initiatives rapidly move from policy to widespread commercial adoption.” Complementary to this, Singapore’s Building and Construction Authority (BCA) has recently introduced a progressive wage model for lift and elevator engineers. “This aligns with our core focus on compensating the value creators, i.e. the engineers (rather than the management structure!).” WeMaintain seeks to implement a symbiosis between modern advancements and the past, combining the advantages of futurefacing technology with the human capabilities of engineers that have effectively built the industry - ever since Elisha Graves Otis first invented the safety brake that revolutionised the vertical transport industry and established public trust in elevators back in 1852. 14 | APAC Outlook issue 54

When WeMaintain talks about IoT, short for ‘Internet of Things’, it refers to its data analysis box, developed in-house and installed on any type of lift

WEMAINTAIN CONSTRUCTION

“We have our own engineers for maintenance on the ground and utilise IoT to install smart sensors in buildings to gather more information about their use, using the data to plan, predict, and implement repairs,” Francine outlines. “But IoT alone is not enough, you need people on the ground to transform the experience and the daily operations. This is where we can leverage our engineers,” she states. It is this human-centric approach and solid belief in empowering the true value creators behind buildings with both autonomy and flexibility that stands as a key differentiator for WeMaintain. As a further reflection of this concern, the customer remains central to WeMaintain’s solutions, which are both accessible and user-friendly in order to deliver true advantage. This is best exemplified by WeMaintain’s customer platform, which offers simple visibility and analysis of the data gathered for easy interpretation. “Smart Cities will rely on the gathering and implementation of data, and this is where our IoT solutions will be beneficial for building managers and owners. “As commercial areas expand and change, sometimes into residential or mixed residential and commercial areas, it will remain important to offer building managers and owners solutions to improve building maintenance, efficiency, and occupant experience,” opines Francine. “Thanks to our approach, our customers will be able to gain insights into building usage and can adjust policies to incorporate cost-saving via the detailed analytics that we offer.” With global expansion top of the agenda, WeMaintain has its sights set keenly on Asia Pacific.

Everything about WeMaintain products and services are developed to simplify daily operations, to create the smart buildings of tomorrow

“We are establishing partnerships in Singapore today that will launch us across APAC tomorrow,” comments Francine, indicating hopes for further developments across the region as neighbouring countries seek to compete with Singapore. “2021 was a very successful year for the WeMaintain team and we hope to continue to bring our innovative solutions to customers across the world - watch this space!”

www.wemaintain.co.uk APAC Outlook issue 54 | 15

The Latest Crypto Craze T

he NFT boom has caused the world to sit up and take notice. Short for non-fungible tokens, NFTs are cryptographic assets stored on a blockchain, each distinguished from one another by their own identification codes and metadata. As such, each NFT carries its own individual value, is uniquely identifiable, can’t be replicated, and can’t be traded or exchanged at equivalency – an unprecedented shift in the dynamics of the crypto model. Put simply, they are virtual one-of-akind artworks. This is where NFTs differ from fungible tokens such as cryptocurrencies, which are identical 16 | APAC Outlook issue 54

Global NFT sales are exploding, and this is just the beginning of an even bigger surge for the crypto market in Asia Writer: Jack Salter

to each NFT, easing identification and the transfer of tokens between holders. Indeed, NFTs can be used to tokenise real-life pieces of art or real estate assets, allowing them to be bought, sold, and traded whilst minimising the possibility of fraud, and can even come to represent the identities or property rights of an individual.

DEMAND FOR DIGITAL to each other and therefore can be used for commercial transactions. One Bitcoin, for example, is always equal in value to another Bitcoin. Just like Bitcoin, however, ownership details are assigned

Asia has emerged at the forefront of the global NFT phenomenon with southeast Asians dominating NFTbased web traffic, especially from the likes of the Philippines, Thailand and Malaysia.

TOPICAL FOCUS FINANCE

The continent was initially slow to grasp the potential of NFTs when they began to rise to prominence in 2020 with the astronomical success of NBA Top Shot, an online marketplace licensed by the National Basketball Association that allows users to buy, sell and collect NBA scoring moments. But Asia has been swift to catch up since, spearheaded by Hong Kongbased Animoca Brands, a blockchain gaming business now valued as US$5 billion and a prolific investor in NFTrelated blockchain companies. Singapore-based blockchain entrepreneur Vignesh Sundaresan, otherwise known as MetaKovan, further helped to put NFTs on the map with his eyewatering US$69 million purchase of an NFT collage last year, coming in at second on the all-time list of most expensive non-fungible tokens. Asia is likely to become the largest market for NFTs within the next couple of years, as interest in these digital assets ignites the worlds of art, fashion, music and sport. It comes as daily life is driven evermore by technology; nowhere is this better evidenced than in Asia, where China, Singapore and Korea lead the way in terms of tech adoption, and there is no reason why NFTs won’t follow suit. With a growing middle-class of digital natives that are younger in demographic and stronger in spending power, there is bound to be a continued increase in demand for digital investments and tech-based commodities such as NFTs. Business models are also changing for the better, chiefly in creative industries which are commanding increased socio-economic and cultural importance in the continent. For instance, Asian musicians and artists are able to provide collectors and buyers with an enhanced virtual experience, can prove that their works are authentic, and can receive

royalties for every resale, all in all allowing them to profit from the platform. The exponential rise in digital asset investments has already prompted South Korea to contemplate becoming the first country in the world to tax select NFTs, with

THE ADVANTAGES OF NFTS

OWNERSHIP – Each NFT is owned only by the individual and can’t be distributed among multiple owners. AUTHENTICITY – NFTs are a way to verify if content is genuine and creates a record of ownership on the blockchain. TRANSFERABILITY – With a wide range of options for trading, it is easy to freely exchange NFTs on certain markets. FINANCIAL – Funds from sold content go directly to the creator, who can also receive royalties by setting up smart contracts. INCLUSIVE GROWTH – Bringing content creators into one ecosystem can facilitate new avenues of growth for all participants.

the country’s Financial Services Commission (FSC) reportedly planning to impose a 20 percent tax on virtual asset incomes that exceed ₩2.5 million. In Malaysia, meanwhile, the Inland Revenue Board (IRB) is also eyeing the possible taxation of transactions, such has been the lucrative development of the NFT market.

POTENTIAL RISKS Perhaps natural for a market that is still considered to be in its infancy, there remains pitfalls within the NFT space to be wary of. Critics will question whether or not NFTs have any real value, citing them as highly speculative purchases inflated by pop culture and the addictive buzz of crypto mania. It remains to be seen whether NFTs are a good long-term investment or just another passing trend, however the rate at which the market has grown cannot be ignored. And whilst investors can buy and single-handedly own these nonfungibles, they are not necessarily purchasing the copyright. It means that even though NFT holders have the prestige of owning a specific token, there is still nothing to stop copies of it being pasted on the internet and across social media, essentially showing off and sharing an asset that may have cost millions. Further, the widespread trading of NFTs and other blockchainbased assets is not necessarily the most eco-friendly endeavour. Any record entered into the Ethereum blockchain, for example, requires a substantial amount of energy in order to power the computing processes, and so the environment remains a hot topic in the community. Despite the drawbacks, which in time will inevitably be patched up, it’s clear that this latest crypto craze is now firmly on the radar of Asian governments, corporations and citizens alike. APAC Outlook issue 54 | 17

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The innovative water utility provider combining animal intelligence with world-class technology in leak detection

Transporting time-sensitive produce across Europe and beyond

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Michael Parker, President of Molycop, talks about the pride and challenge of keeping Australia’s mining industry turning

Stefano Scainelli, CEO of Italian innovator, Scame Parre S.p.A, discusses navigating the e-mobility boom

JOSEPH ARMENTANO, CEO of family-owned Paraco Gas, proudly recognized as the tenth largest propane retailer in the US

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and challenge of keeping Australia’s mining industry turning Michael Parker, President of Molycop, talks about the pride

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recognized as the tenth largest propane retailer in the US JOSEPH ARMENTANO, CEO of family-owned Paraco Gas, proudly

FOR A BETTER WORLD UNITING PEOPLE

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community for the future Sandro Assis, talks of working with the Country Director of Cervejas De Moçambique,

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and adaptation through innovation renewable solutions Collaboration and

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INDUSTRY SPOTLIGHTS Welcome to our series of spotlights. These reports dive into specific segments of economies across the region, featuring exclusive insight from associations and organisations in the know.

Sri Lanka Apparel Exporters Association (SLAEA) Medical Technology Association of Australia (MTAA)

INDUSTRY SPOTLIGHT

SPOTLIGHT ON SRI LANKA’S APPAREL INDUSTRY A world-leading manufacturer of apparel for iconic retail brands, we peel back the layers on Sri Lanka’s textiles manufacturing industry as a trusted and ethical end-to-end partner Writer: Phoebe Harper | Project Manager: Jordan Levey

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he manufacturing and foreign export of apparel has long been a staple of the Sri Lankan economy, ever since its inception within the domestic market post-independence in 1948. Current statistics estimate that the industry contributes close to 47 percent of Sri Lanka’s total exports, and 59 percent of the country’s industrial exports. Sri Lanka today enjoys an esteemed reputation as not just a manufacturer of choice, but also a trusted end-to-end solutions provider that oversees the entire process from design conceptualisation to product delivery. This is evidenced by the esteemed list of iconic brands and retailers that rely on Sri Lankan manufacturers, including Calvin Klein, Levi’s, Ralph Lauren and Victoria’s Secret to name just a few. With the majority of such brands based in the US, the region has grown to represent Sri Lanka’s largest

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export market, followed by the UK. In today’s industrial climate, stakeholders are driving the sector’s emergence from the disruption of the COVID-19 pandemic and highlighting its vitality in sustaining the Sri Lankan economy. Despite the increased cost of raw materials and the added expenses as a result of the COVID-19 pandemic, Sri Lankan apparel’s resilience and commitment to doing what is right is showcased by the industry’s ability to have over 95 percent of its staff double vaccinated and over 40 percent having obtained the booster as well. As the country’s flagship export sector, Sri Lanka’s apparel industry maintains its competitive advantage on the global manufacturing stage by keeping pace with industry-wide trends. This has been witnessed by the rapid evolution of the sector over the past three decades, with significant investment in innovation, R&D and design.

SRI LANKA APPAREL EXPORTERS ASSOCIATION (SLAEA)

SRI LANKA’S TEXTILE MANUFACTURING INDUSTRY – THE FACTS • Employs 15 percent of the Sri Lankan industrial workforce. • In 2021, the industry’s export performance amounted to US$5,415, according to the Sri Lankan Export Development Board. • Well-established in the ethical production of “Garments without Guilt”. • The industry excels at complex manufacturing processes. • The country has the highest apparel exports per capita in the region.

INTRODUCTION

This has enabled the industry to strongly exploit value-addition services, by serving the sector’s more complex industrial needs with the manufacture of niche products, and a higher product quality as opposed to the cheapest production costs. Sri Lanka’s burgeoning reputation as a worldwide hub for ethical sourcing provides a hugely competitive advantage, with the implementation of net-zero carbon emitting factories and the use of recycled ocean waste in apparel manufacturing. This culminates in the development of the industry’s most recent landmark project – the construction of the Eravur Fabric Park. A true beacon for Sri Lanka’s world-leading stance on sustainability, this state-of-the-art facility will leverage the most advanced environmentally friendly technology for responsible textile production. With these components in place, Sri Lanka’s apparel sector is geared for ambitious growth, as it aspires to become an eight-billion-dollar industry by 2025. To achieve this ambitious goal, Sri Lanka will continue to pursue value-added opportunities and cement its status as a competent end-to-end solutions provider for the world’s leading brands and retailers.

APAC Outlook issue 54 | 21

INTERVIEW

INDUSTRY SPOTLIGHT

Sri Lanka Apparel Exporters Association (SLAEA) The Council Members of the Sri Lanka Apparel Exporters Association discuss reimagining the future of the industry and clothing the world with responsible textiles

S

ince 1982, the Sri Lanka Apparel Exporters Association (SLAEA) has kept pace with the evolving industry of apparel manufacturing. As the collective voice dedicated to supporting the sector’s stakeholders across Sri Lanka, SLAEA is championing the industry’s continuity and progression as a vital component of the country’s economy. Excelling beyond the manufacturing process, Sri Lanka’s apparel sector offers unparalleled end-to-end solutions that exploit industry-leading technologies in line with shifting consumer needs. We speak to the Council behind SLAEA regarding Sri Lanka’s emergence as a world leader in ethical apparel and the recovery from COVID-19.

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SRI LANKA APPAREL EXPORTERS ASSOCIATION (SLAEA)

collaborating with them to uplift Sri Lanka’s apparel industry and its standing in the global market. These partners are the Joint Apparel Association Forum, the Ceylon Chamber of Commerce, the Employers’ Federation of Ceylon, Exporters Association of Sri Lanka, the Sri Lanka Shippers’ Council, and the National Labour Advisory Council. Due to these collaborations, SLAEA has been able to work with its members to make apparel Sri Lanka’s largest export contributing to close to 47 percent of the country’s total exports and 59 percent of its industrial exports. The association’s messaging takes two prongs. To the international market, we position Sri Lanka as an ethical apparel manufacturing destination that is an end-to-end solutions provider to its strategic buying partners, while domestically, we focus on stressing the importance of the industry to the sustenance of Sri Lanka’s economy.

APAC Outlook (AO): Can you talk us through the origins of the SLAEA, how it came about, and its initial vision? Rehan Lakhany, Former Chairman (RL): With Sri Lanka’s apparel industry starting to thrive with the country’s transition to an open economy, industry stakeholders noticed a void in industry representation at the highest level of governance. This led to the formation of Sri Lanka Apparel Exporters Association in 1982. The association focused on representing the collective interest of Sri Lanka’s apparel exporters to policy makers within the country in the effort towards creating favourable policies aimed at uplifting Sri Lanka’s apparel industry. AO: Since inception, how has the SLAEA developed and progressed in terms of its key objectives and the messages it tries to get across? RL: In addition to playing host to over 70 percent of Sri Lanka’s apparel exporters, the association has also built partnerships with six partners,

AO: What do you find most exciting about the apparel export sector across Sri Lanka? Indika Liyanahewage, Deputy Chairman (IL): Firstly, unlike most regional competitors, Sri Lankan apparel manufacturers are more than simple cut and sew manufacturers. We position ourselves as end-to-end solutions providers for our strategic buying partners. What I mean by this is we play a part in each role of the apparel supply chain and have the ability to manage the entire process from design to product delivery. APAC Outlook issue 54 | 23

Dressed to Impress Redefining the Sri Lankan apparel industry, Star Garments is championing a stylish but sustainable future for fashion “Be the icons of sustainability.” This is the vision of Star Garments (Star), a leading global apparel manufacturer and one of the key players in the Sri Lankan apparel industry. Founded in 1978, Star’s strategic location in Sri Lanka offers many advantages such as shorter lead times, cost-effective shipping, and a workforce with specialised expertise across a broad range of apparel categories. Star is also the first group of apparel factories in the country to have its facilities certified as CarbonNeutral®, a key landmark in its sustainability journey. CarbonNeutral® certification is issued by Natural Capital Partners, the world’s leading retailer of carbon credits, and

comes after an extensive greenhouse gas assessment of all facilities as well as independent verification. Impressively, the carbon footprints of all 14 of Star’s business units were completely offset in the last two years, rendering the company’s entire business operation carbon neutral. At the heart of Star’s operations, where ideas and products are brought to life, is the company’s 70,000 square foot Innovation and Development Centre. Featuring a digital print resource library, sample room and pattern making facilities, in addition to world-class design and 3D product development capabilities, the Innovation and Development Centre allows Star to closely collaborate with customers. It also leverages a rigorous set of design principles focused on energy efficiency and employee comfort, is one of eight factories of its kind in the world, and is the first Passive House design to be built in Southeast Asia. Passive Houses are designed to be ultraefficient, high-performance buildings that combine well-insulated walls and roofs with airtight building envelopes,

energy recovery ventilation and carefully engineered windows and doors. It means that they require significantly less energy to operate, resulting in an overall energy reduction in excess of 70 percent compared to conventional newbuilds. As such, the centre was recognised at AIA New York’s annual Design Awards programme in 2020, where it picked up the Merit Award in the category of sustainability. It has also obtained worldrenowned LEED Platinum status with a performance score of 84, becoming the first building in Sri Lanka to be certified under the latest LEED v4 standards. LEED, short for Leadership in Energy and Environmental Design, is the most well-known and prolific green building certification system in the United States, administered by the U.S. Green Building Council (USGBC). Buildings that are LEED-certified, such as Star’s Innovation and Development Centre, have been designed and built using strategies aimed at increasing environmental performance, for example by bettering energy and water efficiency, reducing CO2 emissions, or improving indoor air quality and resource stewardship.

In relentless pursuit of manufacturing processes and techniques that mitigate the company’s impact on the environment, Star is naturally proud of its Innovation and Development Centre, one of six LEEDcertified production facilities in the group. This includes a LEED Gold-certified Star Garments factory in Buttala, and LEED Silver-certified facilities in Kaduwela and Baddegama. Meanwhile, with two more production facilities set to receive LEED certification in the coming year, Star has set itself the ambitious goal of certifying all of its production facilities by 2024. Star actively measures and scores the sustainability performance of its production processes by referring to the HIGG Facility Environmental Module (HIGG FEM), one of five core tools comprising the HIGG Index that together assess the social and environmental performance of the value chain and the environmental impacts of products. The HIGG Index was developed by the Sustainable Apparel Coalition (SAC), a global, multi-stakeholder non-profit alliance for the fashion industry, of which Star is a member.

All of Star’s manufacturing plants are annually evaluated on the HIGG Index platform, which radically simplifies and standardises the process of measuring supply chain impacts, and Star is currently in the process of making all its factories compliant with the HIGG FEM assessment tool. Further, the company has adopted CLEANCHAIN to make its washing and dyeing processes environmentally sustainable by identifying hazardous chemicals and gradually eliminating their usage, with the intention of detoxifying the chemical inventory by 2023. Star has also partnered with INSEE Ecocyle, a pioneer in sustainable industrial waste management services, to dispose of textile sludge in an environmentally responsible manner. Star takes pride in analysing every step of production to ensure that it is being as environmentally responsible as possible, one of five foundations that make up the Star approach. This approach is also about continually exploring and investing in new technologies and processes to improve the art of manufacturing and deliver the best value it can to customers, whilst employing a hands-on, collaborative approach with

customers and inviting teams to work together in its state-of-the-art, open-air facility. Full compliance with safety, labour laws, government and environmental stipulations, together with design teams and production partners committed to high levels of garment manufacturing quality, complete the Star approach. Above all, however, it’s clear that Star is strongly determined to take every possible step to minimise its impact on the environment when it comes to apparel manufacturing.

www.star.lk info@star.lk +94114837000 star-komar-srilanka StarKomarSriLanka APAC Outlook issue 54 | 25

INDUSTRY SPOTLIGHT

Further, Sri Lanka’s apparel industry is a proactive sector that doesn’t shy away from investment. The expansion of three-dimensional product development, particularly since the inception of the COVID-19 pandemic, has been an exciting journey to be part of which keeps us ahead of the competition. As a result of the pandemic, we have expanded our capabilities in developing 3D showrooms that have effectively digitalised the process of buyer approvals. AO: On the flip side, what are its biggest challenges?

INTERVIEW

IL: In recent times the biggest challenges have been centred around weathering the storm induced by COVID-19. Initially the sustenance of the industry was challenged as order reductions and cancellations resulted in unutilised capacity across the country. The problem then evolved into one centred around keeping the industry operating in a safe manner despite the ongoing pandemic. As an association, this involved SLAEA mediating between local health authorities and factories to create safe operating procedures and subsequently working towards vaccinating the entirety of Sri Lanka’s apparel industry workforce.

investments made over time, Sri Lanka’s apparel industry has the unique ability to control the entirety of the fashion supply chain from design conceptualisation through to final product delivery. Further, the local industry supplements customer needs with value added provisions such as virtual product development and front-end retail customer design services. Another area of focus over recent years has been sustainable apparel manufacturing. Here, Sri Lanka’s apparel industry has also taken several proactive steps to stay ahead of its competition. From LEED certifications and net-zero carbon emitting factories to recycling ocean plastic waste into clothing, the initiatives taken by Sri Lanka’s apparel industry are countless. These initiatives not only demonstrate that the industry is serving customer demands, but also highlight the concerted efforts taken by the industry to be an ethical sourcing destination. AO: Have you got any projects in the pipeline you wish to highlight?

AO: What trends are currently transforming the apparel supply chain in your region? How are you responding to them? Aroon Hirdaramani, Chairman (AH): Over the last few years there has been an increased stress on manufacturers that are strategic partners who can provide end to end solutions to global brands, as opposed to simple cut and sew manufacturers. This is where Sri Lanka comes in ahead of regional competition. Due to strategic 26 | APAC Outlook issue 54

AH: One of Sri Lanka’s flagship projects currently underway is the Eravur Fabric Park. The goal of the fabric park in Eravur is to increase textile production in Sri Lanka and thereby increase the local apparel industry’s value addition from its current level of 52 percent to 65 percent. The 300-acre fabric park will focus on sustainable textile manufacturing and will attract approximately US$300 million investment. A significant advantage for Eravur is that it is purpose-built with the most advanced environmentally friendly technology available. This will also promote efficiency in energy and water consumption, as well as additional infrastructure for recycling and recovering water used in production. In terms of SLAEA, we recently relaunched our brand and website to focus on what makes Sri Lankan apparel unique. The newly launched logo is a testament to the largely female workforce that

SRI LANKA APPAREL EXPORTERS ASSOCIATION (SLAEA)

SLAEA brand reveal

INTERVIEW

forms the backbone of this industry and an ode to Sri Lankan apparel’s commitment towards sustainable manufacturing. AO: How do you see the export of apparel in Sri Lanka developing over the next five years? Jeevith Senaratne, Treasurer (JS): Over the next five years the key focus is to raise Sri Lankan exports to our target of being an eight-billion-dollar industry. In order to achieve this target by 2025, I see Sri Lankan apparel focusing on increasing its value addition within Sri Lanka and the Eravur Fabric Park plays a key role in this. The fabric park will allow the country’s manufacturers to better utilise trade agreements in place like the European GSP+ and allow for faster lead times. Further, Sri Lanka has always remained ahead of the curve in identifying the needs of the industry and where it is headed. In recent years there has been increased demand for greater responsibility from apparel manufacturers and Sri Lankan apparel has not shied away from this, but rather has become a leader in this field. From the world’s first net-zero carbon apparel factory to South Asia’s first Passive

House to utilising ocean plastic to make apparel, the industry is continually innovating to be ahead of the game as a sustainable manufacturing destination. This trend is likely to increase over the coming years as customer demand starts to gravitate towards responsible apparel.

Tel: +94 11 2675050 info@srilanka-apparel.com www.srilanka-apparel.com APAC Outlook issue 54 | 27

INDUSTRY SPOTLIGHT

SPOTLIGHT ON

MEDTECH IN AUSTRALIA As a national association, MTAA is the collective voice representing Australia’s dynamic MedTech industry, providing Australians with life-saving technologies. CEO Ian Burgess discusses MTAA’s mission, and paving the way forward for MedTech in Australia Writer: Phoebe Harper | Project Manager: Krisha Canlas

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he world is awakening to the potential of technology streamlining operations across the healthcare sector – whether through making patient management systems more efficient or delivering innovative solutions for worldwide problems. Australia is well-established as a global leader in this dynamic field, thanks to the country’s thriving research environment that has witnessed the

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invention of the world’s first bionic ear, the electronic heart pacemaker, and the leading innovation of spray-on skin for burns victims. Yet challenges prevail within the industry, and new ground is yet to be covered in order to fully exploit the benefits of MedTech for the advantage of Australia’s health care system. Under the common goal of delivering better health outcomes to communities across the country,

the Medical Technology Association of Australia (MTAA) is the collective voice unifying the industry in leveraging the power of technology to drive modern, innovative, and reliable health care. Serving as the peak body representing the industry, MTAA’s initiatives and interests within this wider goal are diverse; from representing MedTech innovators, to improving public and private sector cohesion, and redressing the gender balance across the sector.

Now, MTAA’s role has risen to the fore, proving critical throughout the course of the COVID-19 pandemic, as Australia‘s health care system comes under an unprecedented level of pressure. Aside from navigating this significant challenge, MTAA is championing Australia’s status as a global leader in MedTech, seeking to increase more local manufacturing and R&D as the country transitions towards a value-based health system.

INTRODUCTION

MEDICAL TECHNOLOGY ASSOCIATION OF AUSTRALIA (MTAA)

APAC Outlook issue 54 | 29

APAC Outlook (AO): Briefly introduce us to Device Technologies, including your location and portfolio of services, number of employees, etc. Mick Trevaskis, CEO, Device Technologies (MT): Since 1992 Device Technologies has been dedicated to improving patients’ lives through leading-edge technology and services. Successfully supplying healthcare facilities and healthcare professionals with the finest medical solutions for their patients, we continue to grow, with over 200 trusted brands and over 950 highly skilled staff throughout Australia, New Zealand and Asia. AO: How has the company navigated the COVID-19 pandemic and what impact has this had on your operations? MT: The COVID-19 pandemic had major impacts on all aspects of our business, such as being called upon to urgently supply ventilators. Elsewhere: • Our warehouses quickly changed operations, moving to a shift-based model. The two shifts each day were separated by a cleaning period, To ensure continuity of supply to our customers, our warehouses all retain strict COVID-Safe rules, with regular cleaning, mask mandates, and minimal contact with non-essential staff and visitors. • Within a week of health measures being announced, all employees who could work remotely did so. Device Technologies ensured that all staff were equipped with IT equipment, and security and network upgrades were quickly made to serve a remote workforce. • Device Technologies was called upon by

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government and healthcare organisations to provide support in the form of supplying ventilators at the beginning of the pandemic. Along with importing and deploying over 1,200 ventilators, Device Technologies provides configuration, thorough in-servicing and training, which, along with technical service and routine maintenance, had to be adjusted in line with various hospital visitation rules. Some tactics deployed for remote support included: • • • •

•

Livestream ventilator training for two main ventilator models, as well as neonatal settings. 24-hour ventilator support line with direct access to specially trained staff. On-demand virtual training for hospital groups and returning healthcare staff to ensure they could operate ventilators. Online Clinical Resource Hub, available to healthcare professionals via login, which housed operating manuals, COVID-19 manufacturer guidelines, operating checklists, educational material and videos. Working with state governments around border closures to ensure hospitals continued to receive vital clinical support and technical service.

AO: How did Device Technologies continue to support customers, people and the community during this time?

MT: The pivot to remote workforce. Virtual in-servicing and training for ventilators, followed by other critical care devices, meant that healthcare professionals could complete their training in their own time. The solutions will continue to be offered into the future, as part of our holistic product and service offering.

they utilise to view products, stock availability and some pricing. This platform continues to expand, with more product portfolios added, and more product information, to become a holistic destination for all Device Technologies product information and education.

A large proportion of the workforce was, of course, home-schooling children and juggling all the issues that come with sudden remote working. There was a spirit of camaraderie and support at all levels of the company, with regular virtual team building events. The Executive group conducted quarterly business updates for the entire company, and there was a focus on both communication and inclusion, to ensure everyone felt their importance at Device.

Following cancellations of conferences throughout 2020 and again in 2021, our Ophthalmic Diagnostic business needed a solution to reach customers digitally. A campaign was created through LinkedIn and email marketing to ophthalmic customers, communicating a month-long promotion encompassing exclusive packages and discounts. This was the first time Device Technologies had promoted a sales event digitally, and the success and customer feedback ensured that it will be repeated and built upon in years to come, in conjunction with in-person conferences when they return.

While a significant area of our business, which relies on elective surgery, slowed down, the focus shifted again to education and remote training of surgeons on new products and technologies. Notably, the Robotic Surgery and Digital Education teams enabled a da Vinci surgery first; a surgical case in WA in which the proctoring surgeon was located overseas, and able to participate via livestream, in real time, with little-to-no delay. AO: Are there any recent or ongoing projects that you would like to highlight? MT: Device Online, our e-commerce and product catalogue solution, was launched in November 2020. Since then, over 9,000 products have been added to the catalogue, and over 1000 healthcare professionals and facilities have registered for an account, which

AO: How integral is the concept of innovation to Device Technologies and how do you incorporate this within your service offering? MT: Innovation is integral to the success of Device Technologies, on all levels, from employee satisfaction and engagement to clinical research and digital solutions. The entrepreneurial culture of the company stems from its grassroots beginnings, and all ideas are welcomed. Device Technologies is renowned for its holistic offering, providing not only products, but ongoing clinical support and technical service solutions.

APAC Outlook issue 54 | 31

www.device.com.au

Another key offering is digital education. Our dedicated team specialises in filming surgical cases within operating theatres, and live-streaming these cases around the world, often in conjunction with industry conferences or training webinars. Device Online, our e-commerce solution, has been built from scratch to enable healthcare professionals the ability to browse the Device product catalogue. Key account holders have the ability to request quotes as well as place orders. The convenient portal also houses product information in the form of downloadable flyers, educational videos and even operating instructions. Device Technologies is committed to partnering with local key opinion leaders including leading surgeons and hospital executives. A move towards local manufacturing is also allowing us to collaborate with surgeons to develop innovative solutions to meet their needs. Currently, Device Technologies is sponsoring an Australian-led randomised, controlled, comparative, multicentre study evaluating JointRep and Microfracture in Repair of Focal Articular Cartilage Lesions on the Femoral Condyle or Trochlea. AO: Could you outline Device Technologies’ growth strategy for the years ahead? MT: Our growth strategy for FY21-24 is currently in progress, centred around our promise to enable superior outcomes for patients by providing them with access to the best medical technology available worldwide. Over the next three years our key strategic pillars are: Organic Business Growth in Australia and New Zealand, Asia Expansion, Organisational Excellence and Strategic Acquisitions. These pillars are led by our values: Innovation; Ownership; Collaboration and Practising Good Business, and enabled by our continued focus on leveraging data, digital solutions, our people, providing education and delivering exceptional customer experience.

and monitoring. These devices and complementary technology are designed to enhance efficiency and accuracy for healthcare provide comfort and convenience for patients. Wherever possible, we’re helping to initiate, sponsor and support Australian-led clinical studies, whether in research institutes or by practicing academic surgeons. Currently we’re supporting the above mentioned JointRep and Microfracture clinical trial, for which the Principal Investigator is Australian Surgeon and past President of the Australian Knee Society, Dr Bruce Caldwell. Participants in this trial are being enrolled by surgeons across Australia, New Zealand and Canada. We are launching a portfolio of Australian manufactured products in 2022, which will encompass a range of specialties including ophthalmic, orthopaedic and infection prevention devices and medical products. This partnership with onshore manufacturers will enable us to deliver consistency, reliability and quality on particular product lines that measure the same products currently imported from overseas.

AO: Finally, do you have any further goals for diversification, or key priorities for the near future? MT: Our continued focus on data and digital innovation has enabled collaboration with leading suppliers around the globe in the digital health space. Currently we’re focusing on technology that enables remote diagnosis

APAC Outlook issue 54 | 33

INDUSTRY SPOTLIGHT

INTERVIEW

Medical Technology Association of Australia (MTAA) that medical technology will be valued as a key driver of a healthier Australia.

Ian Burgess Chief Executive Officer, MTAA

APAC Outlook (AO): Can you tell us about MTAA, and what role it plays in Australia’s MedTech industry? Ian Burgess, CEO (IB): The Medical Technology Association of Australia (MTAA) was created as the national association representing manufacturers and suppliers of medical technology used in the diagnosis, prevention, treatment and management of disease and disability. Our members manufacture and supply a diverse range of medical technology, ranging from syringes and wound dressings, through to high technology implanted devices such as pacemakers, defibrillators, hip and other orthopaedic implants. MTAA members also manufacture hospital and diagnostic imaging equipment including ultrasounds and magnetic resonance imaging machines. As well as producing and distributing medical devices and technologies, MTAA member companies also play a vital role in providing healthcare professionals with essential education and training to ensure safe and effective use of medical technology. Our members include large, established global companies as well as local start-ups and SMEs and currently total 123 companies across Australia. MTAA’s mission is to champion medical technology for a healthier Australia. Our vision is

34 | APAC Outlook issue 54

AO: Since inception, how has the MTAA developed and progressed in terms of its key objectives and the messages it tries to get across? IB: Since its inception, membership of the MTAA has grown steadily and our influence over health policy, funding and regulation in Australia has increased. We have developed close relationships with governments and worked closely with Ministers and parliamentarians in relevant portfolios, including health and industry. We have represented the interests of the MedTech industry to government in consultations, reviews, and inquiries, including developing an agreement in 2017 on the reform of funding for medical devices in the private hospital sector. Over this time, MTAA has developed productive relationships with other health peak bodies, such as the Australian Medical Association, the Australian Private Hospitals Association, and the Consumers Health Forum of Australia. On many issues of mutual concern, MTAA has worked collaboratively with these organisations to develop joint positions on key health issues and present a united health sector voice to government.

MEDICAL TECHNOLOGY ASSOCIATION OF AUSTRALIA (MTAA)

MTAA has also been working to address broader MedTech industry issues such as the underrepresentation of women. In 2015, the MTAA Board launched the Women in MedTech initiative, to lead the debate and promote the benefits of gender diversity in the workplace and within the MedTech Industry. The Board established a Women in MedTech Committee to support the mission of the organisation, industry and wider community. The Women in MedTech (WiMT) mission aims to proactively support gender diversity within the MedTech industry, effectively supporting women to unlock their full potential. AO: What do you find most exciting about working in Australia’s healthcare sector? IB: MedTech is one of the most advanced and dynamic manufacturing sectors in Australia and has the potential to provide substantial health gains and highly skilled employment and export opportunities for Australia. Despite our small population, Australia is a global force in MedTech. With a total market for medical devices in Australia over US$4.9 billion[1], Australia is ranked at 13th in terms of total market value worldwide, according to the Worldwide Medical Device Factbook.[2] The MedTech industry in Australia is also a substantial employer. In 2014, it was estimated the industry employs approximately 19,000 people, excluding those working in digital health. Overall, 78 percent of all MedTech employees have graduated with a university degree, demonstrating the highly educated nature of the workforce. Of these employees, 52 percent earned an undergraduate degree, and a further 25 percent completed a postgraduate degree. [3] Australia has a proud history of innovation and

commercial success in this industry, with companies such as Prism Surgical, Cochlear Australia and ResMed, exporting Australian innovation in medical devices to the world. It is exciting to be part of this fast-moving industry sector which harnesses the talents of Australia’s world class scientists, clinicians, and medical researchers to solve the health problems of today and tomorrow. Over the past two years of the COVID-19 pandemic, the MedTech sector has played a leadership role in coordinating supply of medical devices and equipment and working with government to meet challenges caused by global supply chain disruption. The sector has played a key role in quantifying existing stock of crucial medical devices, ensuring additional supply in the context of global supply constraints, and ramping up domestic manufacturing to address gaps in the market. Two standout examples of industry innovation during the COVID-19 pandemic, are the consortium formed by Grey Innovation (with the support of the Federal and Victorian state governments) to APAC Outlook issue 54 | 35

INDUSTRY SPOTLIGHT

INTERVIEW

produce ventilators domestically and the move by 3D Meditech to pivot their manufacturing facilities to 3D print the swabs needed for COVID-19 testing. It has been extremely rewarding for the MTAA to be able to support companies on the front line of our health system to ensure the supply of equipment and devices needed to diagnose, treat, and support patients during the course of the pandemic. Ultimately, the fundamental purpose of the MedTech industry is all about patients – savings lives, extending lives and providing people a better quality of life.

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AO: On the flip side, what are its biggest challenges? IB: The fragmentation of Australia’s health system creates ongoing challenges for the MedTech industry. Responsibility for the delivery of health care in Australia is split between the Commonwealth and State/Territory governments which means that there is often duplication of processes and systems. There are also inconsistencies between the public and private health sectors which adds an additional level of complexity for companies operating across both domains. This year, a major challenge for the MedTech industry has been the ongoing negotiations with government over changes to the Prostheses List, the funding mechanism for devices in the private hospital system. This has involved MTAA and our members working hard to combat the efforts of private health insurers to exert more power over device funding and undermine clinical freedom and patient choice. The negotiation process over the future of the Prostheses List has been an important focus of our industry over the past 12 months, with member companies engaging on multiple fronts with policymakers to ensure positive reforms using direct advocacy, collaboration, and strategic communications. The COVID-19 pandemic has also presented a number of challenges, with far-reaching social, environmental and economic impacts. Our health system has been put under pressure with increased demands on hospitals and additional pressures on an already stressed health workforce. Cancellations of elective surgery in many states have had negative impacts on patients waiting for procedures to treat their pain and disability. They have also impacted MTAA member companies which have faced a substantial reduction in demand for products and services over this period, leading to cuts in revenue up to 90 percent for some companies. Freight costs have dramatically increased over the course of the pandemic, in some cases by up to 800 percent, adding to the enormous pressure on our industry. Companies have had to adjust their operations to enable employees to work from home and implement split shifts for manufacturing or warehousing workforces. Limitations on company representatives entering hospitals has also restricted the capacity of companies to support clinicians and nurses before, during and after operations. While all areas of the health system have been

Celebrating 30 Years of Since 1992 Device Technologies has been dedicated to improving patients’ lives through leading-edge medical technology and services. Successfully supplying hospitals and healthcare professionals with the finest medical solutions for their patients, Device Technologies represents leading global suppliers and manufacturers across all areas of healthcare. Device Technologies continues to grow and innovate, with over 200 trusted brands and over 950 highly skilled staff throughout Australia, New Zealand and Asia.

To find out more, head to device.com.au

These products are not available for purchase by the general public.

INTERVIEW

INDUSTRY SPOTLIGHT

adversely impacted by COVID-19, the pandemic has had a particularly serious impact on companies involved in clinical trials, as many of these have been delayed or put on hold, and on start-up companies which do not have the capacity to absorb market downturns. Despite these multiple challenges, MTAA member companies have continued to support Australia’s COVID-19 response and the ongoing functioning of other areas of the health system during the course of the pandemic. AO: What trends are currently transforming the healthcare sector across Australia, and how is the MTAA responding to them? IB: In Australia, as in many developed countries, the health system is under pressure due to the ageing of our population and the resulting increase in chronic disease and disability. This is placing increased demand for health services and highlights the importance of focusing on prevention and

management to increase quality of life. Australia is also exploring ways to move from paying for services to a more value-based approach to health care to divert resources into the services or strategies which deliver greatest value. MTAA is closely monitoring this debate and 38 | APAC Outlook issue 54

working with members to develop strategies to promote the value of evidence-based technologies to reduce pain and disability and save costs elsewhere in the system. Innovations in technology will provide exciting opportunities for improving treatments as well as challenges to Australia’s regulatory and funding systems. For example, the increased use of robotic technologies throughout the health system, including in surgery, aged care, and pharmacy, will require the development of appropriate regulations and practices to ensure quality, safety and accountability standards are maintained. Along with the move towards a value-based health system, there is an increased focus on consumer input in health policies, programmes, and funding decisions. This is occurring both at the services delivery level, for example through increased consumer representation on hospital boards and committees, as well as at the government level via consultation processes and the inclusion of consumer organisations on relevant committees and reviews. This highlights the importance for MTAA of increased engagement between the MedTech industry and consumer organisations to support dialogue about key MedTech issues and ensure mutual understanding of each industry’s role in promoting a high quality and good value health system for Australia’s future.

MEDICAL TECHNOLOGY ASSOCIATION OF AUSTRALIA (MTAA)

IB: One important current focus for MTAA is to increase Australia’s ability to attract clinical trials. Australia has a number of benefits as a site for clinical trials: a high-quality health system; world class clinicians and medical researchers; and a record of ‘early adoption’ of medical technology by the Australian community. However, there are some regulatory and administrative barriers which prevent Australia from becoming a preferred destination for international companies looking to run clinical trials. As a result, Australia is missing out on the health and economic advantages that come from supporting this important sector of the health system. MTAA is currently collaborating with Medicines Australia and AusBioTech on the Research and Development Task Force which aims to offer a unique industry perspective to stakeholders across Federal and State Governments as well as the broader health and research and development sector. Key goals for this taskforce are to promote the federal government’s ‘One-Stop-Shop’ and ‘Front Door’ initiatives and to support a national, interconnected, rapid and streamlined approvals platform for clinical trials.

AO: How do you see the MTAA developing over the next five years? IB: Over the next five years the MTAA will continue to advocate for regulatory and reimbursement reform to allow for better innovation and commercialisation and to make Australia a world leader in MedTech innovation. MTAA will also continue our work to promote greater harmonisation of regulatory and reimbursement with other jurisdictions to reduce the administrative burden on companies and support access to new technologies for Australian consumers.

Improving Australia’s system of Health Technology Assessment (HTA) is another MTAA priority, in order to streamline current processes across sectors and jurisdictions to ensure Australians can access evidence-based innovative health technologies and treatments. Currently, HTA in Australia is fragmented across jurisdictions and sectors. For example, drugs and vaccines are reviewed by one agency (Pharmaceutical Benefits Advisory Committee), whilst procedures, tests and devices are reviewed by a different agency (Medical Services Advisory Committee). This creates inconsistencies between these two areas and a lack of clarity for companies, particularly those involved in the development of co-dependent and hybrid technologies. A key focus for the MTAA is to promote changes to HTA which streamline current processes and take into account the unique characteristics of medical technology. Another priority will be ensuring we implement the main learnings from the COVID-19 pandemic, including the need to protect Australia’s sovereign capability through more local manufacturing and R&D. MTAA believes that this requires a structure around government-industry engagement to ensure early collaboration on emerging health challenges and to avoid preventable problems. By working closely with government and other stakeholders, the MedTech sector will strengthen Australia’s capacity to respond to further health threats and to maximise our potential as a global MedTech leader.

INTERVIEW

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

Tel: (02) 9900 0600 www.mtaa.org.au/contact-us APAC Outlook issue 54 | 39

Tell us your story and we’ll tell the world. APAC OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of the Asia Pacific region. We reach an audience of 220,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

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Papua New Guinea is ready for take-off, as the National Airports Corporation continues to improve airport infrastructure across the country

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he aviation industry plays a vital role in the socio-economic development of Papua New Guinea (PNG). At the forefront of airport operations here is the National Airports Corporation (NAC), a stateowned enterprise responsible for managing PNG’s national airports, delivering smart airport solutions and economic opportunities for citizens. As alternative forms of transport are often unavailable in PNG, coupled with the southwestern Pacific country’s complex topography and terrain, air transport continues to be the only possible means of connecting remote communities. “The vast majority of the population resides in the rural areas of the country, which is inaccessible due to the jungle and mountainous terrain,” explains Rex Kiponge, Managing Director and CEO of NAC. “PNG’s domestic aviation industry therefore plays a significant role in the nation’s transport sector, facilitating air transportation and providing an enabling environment for socioeconomic development.” Despite this, the potential for growth and expansion in PNG’s otherwise largely untapped and underutilised aviation industry remains vast, primarily because investments are highly capital-intensive. As part of the global aviation community, however, PNG and NAC strive to keep up with evolving passenger demands and expectations, emerging industry trends and innovations.

CADIP INVESTMENT Established at the turn of the century with formal operations commencing in 2010, NAC owns and operates a total of 22 national airports in PNG comprised of 13 jet airports and nine non-jet airports, thus playing an integral role for both domestic and international travel.

SMARTER AIRPORT SOLUTIONS Papua New Guinea is ready for take-off, as the National Airports Corporation (NAC) continues to improve airport infrastructure across the country. We speak to Managing Director and CEO, Rex Kiponge Writer: Jack Salter | Project Manager: Eddie Clinton

2 | APAC Outlook issue 54

Michael Parker, President of Molycop, talks about the pride and challenge of keeping Australia’s mining industry turning

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NATIONAL AIRPORTS CORPORATION SUPPLY CHAIN

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he aviation industry plays a vital role in the socio-economic development of Papua New Guinea (PNG). At the forefront of airport operations here is the National Airports Corporation (NAC), a stateowned enterprise responsible for managing PNG’s national airports, delivering smart airport solutions and economic opportunities for citizens. As alternative forms of transport are often unavailable in PNG, coupled with the southwestern Pacific country’s complex topography and terrain, air transport continues to be the only possible means of connecting remote communities. “The vast majority of the population resides in the rural areas of the country, which is inaccessible due to the jungle and mountainous terrain,” explains Rex Kiponge, Managing Director and CEO of NAC. “PNG’s domestic aviation industry therefore plays a significant role in the nation’s transport sector, facilitating air transportation and providing an enabling environment for socioeconomic development.” Despite this, the potential for growth and expansion in PNG’s otherwise largely untapped and underutilised aviation industry remains vast, primarily because investments are highly capital-intensive. As part of the global aviation community, however, PNG and NAC strive to keep up with evolving passenger demands and expectations, emerging industry trends and innovations.

CADIP INVESTMENT Established at the turn of the century with formal operations commencing in 2010, NAC owns and operates a total of 22 national airports in PNG comprised of 13 jet airports and nine non-jet airports, thus playing an integral role for both domestic and international travel. 42 | APAC Outlook issue 54

SMARTER AIRPORT SOLUTIONS Papua New Guinea is ready for take-off, as the National Airports Corporation (NAC) continues to improve airport infrastructure across the country. We speak to Managing Director and CEO, Rex Kiponge Writer: Jack Salter | Project Manager: Eddie Clinton

asila security limited MICHAEL PA’A Managing Director

Asila Security Limited as establish in 2001. The company began as one of nationally owned leading security providers in Papua New Guinea with a focus on quality excellence, continual improvement, and innovation. The extensive skills, knowledge and experience we have gained over these years provides the solid foundation for the work we do today providing quality security products and services for industrial, commercial, and government department customers in Papua New Guinea. We keep a close eye on industry innovation and work closely with industry professionals and suppliers to regularly review and expand the range of security solutions available to you, our customer. We have been able to further expand our services and product lines with acquisitions and innovation enables us to provide you with the very latest in security developments and technology, supplied and installed by a company known for quality products and service excellence. Today we provide solutions across the full spectrum of security products and services. This gives our customers confidence knowing they can deal with one integrated security firm that will achieve their optimum solution.

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L15, S108, Baimuro St., Gordons, PO Box 927, Boroko, NCD, PNG Tel. No.: (675) 3237202 / (675) 7880 3813 / (675) 7670 4987

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alarm response gps tracker system fleet transport service Email: mpwii@asilasecurity.com Michaelpaa.asila@gmail.com

Following are the services we offer: VIP Escort: Protection Agent for the physical protection and security of a high-profile client Uniformed Security: Fully scrutinized and trainedprofessional Security Officers. Special Events Security: Event security services for corporate events, parades, product launches, movies premiers, and more. Patrol Division: A secure patrolling service operating 24/7, which includes: • Vehicle Patrol – Visible rounds in our marked cars. • Foot Patrol – constantly checking the areas • Well trained Guard Dogs • Electronic security solutions (alarms, CCTV, surveillance, access control, etc) • Alarm Response – Quick response on alarm activation with top priority. • Design of alarm, CCTV access control systems • Installation and maintenance • System upgrades • Monitoring and notification and/or guard response • Integration to computer, tablet, and smart phone Management Team • Integration with electronic locks, intercom, CCTV, or security office Our security guards write comprehensive reports, during their assigned shifts, which shows all the observations and activity logs. These reports are further reviewed by the supervisors. Value for money and peace of mind we have a reputation for value and product and service excellence. When you deal with us you can feel confident that you are dealing with an experienced and reputable company at the forefront of the security industry. Our company has all the required licenses such as General business license, Security Service license, Security officer license for each manpower, Civil Aviation Regulation part 141 license, ISO Certificate No. I – QSC 2020 12053 (9001-2015), Security vendor’s license and firearm license.

Asila Security POM Ltd. Airport Baggage Screener Jackson International Airport

Strong management support and structure allow us to focus on what we do best – consistently deliver excellent product and service solutions to you, the customer. Products and Services, we supply full range of security products across the security spectrum. Our products range from a simple deterrent through to commercial grade security products and even high risk industrial and government security solutions. We stock and supply only quality products that provide superior value for money. We continually evaluate the products that we use to ensure the ideal balance between industry trends, product innovation and quality. Your security is our priority.

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The largest and busiest of these, Port Moresby International Airport, acts as the gateway to PNG and is the main hub for Air Niugini, the country’s national airline. “Port Moresby International Airport remains an important pivot, connecting PNG to the international community and vice versa,” says Kiponge. The vision of NAC is to operate a well-integrated network of sustainable airports in PNG, delivering operational excellence and creating value to meet the expectations of customers and stakeholders in doing so. Indeed, by 2030, NAC envisages modern state-of-the-art airports and a highly trained, knowledgeable workforce that will ensure the highest standards of aviation safety, security, and the seamless movement of aircraft and passengers. This vision has been the driving force behind the Civil Aviation Development Investment Programme (CADIP), initiated by the PNG government and implemented by NAC to revitalise and maintain the country’s civil aviation network, including the 22 national airports. The purpose of CADIP is to ensure that airports and air navigational infrastructure is compliant with international civil aviation safety and security standards, as well as establish a sustainable civil aviation network that supports the growth and future development of PNG. With support from the Asian Development Bank (ADB), CADIP is the largest aviation investment ever undertaken by the PNG government at a cost of K1.67 billion (USD 565 million), funded by an ADB MultiTranche Financing Facility (MFF) loan of K1.4 billion (USD 480 million) and government counterpart funding of K221 million (USD 85 million). “CADIP is invigorating the nation’s aviation infrastructure to enable operational safety and security in compliance with International 46 | APAC Outlook issue 54

APAC OUTLOOK: COULD YOU PROVIDE US WITH SOME INSIGHT INTO YOUR TENURE AT NAC TO DATE? Rex Kiponge, Managing Director and CEO: “When I was appointed as the Acting CEO of NAC in February 2021, it was a very challenging time. The company was experiencing severe cash flow challenges and had been struggling to keep its 22 airports operational due to the impact of the COVID-19 pandemic. “10 months after my appointment, we managed to turn NAC’s finances around, improved our cash flow position, and put strategies in place for recovery. In December 2021, based on these positive developments and achievements, the NAC board appointed me as the third Managing Director and CEO for a term of four years. “My four-year term as CEO will be focused on growing our non-aeronautical revenue streams to match the company’s aeronautical streams, which currently account for 80 percent of our revenue. “Our strategy to drive non-aeronautical growth is to transform our airports from being points of transit to being points of destination. This means prioritising the transformation of our airports into business hubs that are generating money, even if aircraft aren’t landing or taking off. “We will begin this transformation in Q1 of 2022 to drive non-aeronautical growth and increase our revenue sources.”

Civil Aviation Organisation (ICAO) standards and regulations, as administered by the Civil Aviation Safety Authority (CASA) PNG,” Kiponge outlines. CADIP ties into the development and implementation of NAC’s comprehensive corporate strategy, as the company aims to operate a a wellintegrated network of sustainable airports by 2030.

TRANSFORMING INFRASTRUCTURE Prior to the commencement of CADIP, NAC had ageing airport infrastructure and facilities. Most of the airports did not have proper security fencing around the perimeters, and jet aircraft were unable to land since many of the runways could not handle them.

Airport terminals were also smaller in most cases and in urgent need of renovation, however the positive impacts of CADIP are now there for all to see. “Through CADIP-1, NAC has been able to transform airport infrastructure across PNG from its ageing and deteriorated state of 12 years ago to what we are seeing today,” shares Kiponge. “We have improved on our airport certification, and to date, I’m pleased to say that 17 out of PNG’s 22 national airports are certified, two are undergoing renewals, and three are awaiting initial entry audits from CASA PNG.” Phase one, known as CADIP-1, was officially concluded in November 2021, with NAC having been able

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L15, S108, Baimuro St., Gordons, PO Box 927, Boroko, NCD, PNG (675) 3237202 / (675) 7880 3813 / (675) 7670 4987 Email: mpwii@asilasecurity.com Michaelpaa.asila@gmail.com

Nearly 21 years have passed since the Asila Security Pom Limited meet the standards and qualification of our r e s p e c t a b l e c l i e n t s l i k e P M I A a n d E L A M O TO R S (global Company) to name the few other private and commercial clients. Now we found ourselves facing new challenges which are the focus of the company for this year. The customer requirements for our services are constantly changing to keep up with the threats they face, security is becoming more and more complex. The relentless pace of technological change makes no exception for the security industry. An integrated security service is becoming more and more important. The demographic change also poses significant challenges for employers. We are facing these challenges. The training of our staff must be further improved. This is the only way of combining security services with increasingly sophisticated security technology.

“PANTA RHEI” ---- Everything flows. This piece of wisdom from classical Greek philosophy also applies to this day and age. The only thing that never changes itself is change itself: In society, politics, and economics demographic change. The digitalization of our everyday life and the workplace, the complete interconnectedness of the industry. This are the megatrends in the economy and society. For the security industry there is no way around these changes either. We must adapt to this paradigm shift. We are convinced that during our participation on the last APEC Summit last 2018 in Papaua New Guinea, we have been selected to perform the security service for the entire event together with the responsible authorities and experts of the private and public sectors in Papua New Guinea we are already a recognized part of the security architecture. We are looking forward for any upcoming big event in our country that would be needing our integrated security standard and wish the future participants an interesting time and fruitful talks.

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NAC SERVICES AT A GLANCE The primary focus of NAC is to provide airport infrastructure, facilities and services that are safe, secure and sustainable for air transportation. At present, NAC provides the following: AIRPORT OPERATIONS AND SERVICES • Pavement construction, repair and maintenance • Installation and maintenance of airfield lighting and landing aids • Safety inspection, reporting and surveillance • Grounds services • Apron management • Emergency services and aviation security • Terminal management services COMMERCIAL SERVICES • Retail management (marketing and development) • Lease management (property management) • Commercial property development (investments) • Residential property development ENGINEERING AND PROJECT MANAGEMENT • Engineering services (CAD/ drafting) • Consultancy (airport engineering, design and technical services) • Airport planning, scoping and quantity surveying • Project supervision and quality control • Project management services • Contract administration

48 | APAC Outlook issue 54

to replace most of its ageing airport infrastructure with modern, international-standard facilities. It has left a lasting impression on the domestic airport industry, and has enabled NAC to successfully satisfy both PNG and ICAO standards and safety compliance. “I commend the PNG government for its foresight and massive investment in NAC and the aviation industry through CADIP. Without this investment, NAC would not have achieved the developments that we are now seeing at our national airports,” Kiponge lauds. “As the Managing Director and CEO, I am privileged to have witnessed the closure of this high-impact programme, and I feel it is important and fitting for me to acknowledge and give credit to all my predecessors whose steadfast leadership and carriage of CADIP over the years has ensured its positive progress and success.” “I would like to express my sincere gratitude to the ADB PNG Country Director, David Hill, and the ADB PNG Resident Mission Team for their guidance and advice throughout the lifespan of CADIP-1. “My appreciation also extends to all of our contractors, whose tremendous support has enabled the successful closure of CADIP-1,” he adds. Throughout the implementation of CADIP-1, engineers and staff at the CADIP Project Implementation Unit (PIU) have built valuable knowledge and expertise, have become subject matter experts in their field, and Kiponge is optimistic that the PIU team is well prepared to take on phase two of CADIP. “We are confident of the government and ADB’s support of CADIP-2, based on the positive impact and financial viability achieved in CADIP-1,” observes Kiponge. “Discussions with both government central agencies and our donor partner ADB are ongoing. It is anticipated that by the fourth quarter

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of 2022, the CADIP-2 investment loan will be finalised and approved between the government and ADB. This loan will be implemented over a period of five years and NAC is ready to take on board this investment; we anticipate tendering nine projects under CADIP-2 in the second quarter of 2022.”

STRATEGIC HUBS This year, NAC will officially be opening new terminal buildings at Vanimo Airport in the West Sepik Province and Momote Airport in the Manus Province. Recently rehabilitated under CADIP-1, both airports are strategic hubs for NAC and PNG to support growth and expansion in the likes of agriculture, forestry, fisheries and tourism within their respective provinces. “The West Sepik Province, where Vanimo Airport is located, shares its

NAC will officially be opening new terminal buildings at Vanimo Airport

50 | APAC Outlook issue 54

land border with Indonesia. It’s a strategic hub for NAC to cater for increased passenger and cargo movements generated by upcoming economic developments in the province,” reveals Kiponge, citing large forestry projects of national importance. Vanimo Airport’s refurb is valued at K70.1million, with improvements including a 300-metre runway extension to achieve a total runway length of 1,960 metres, which has enabled the operations of Fokker-100 regional jets and

other similar types of aircraft since November 2020. The K23.6 million construction of Vanimo Airport’s new terminal building will also be a significant improvement on the old terminal constructed 30 years ago. “This new terminal is spacious and can accommodate more than 100 people. It will have a VIP lounge, departures lounge, passenger check-in counters, an arrivals lounge, baggage conveyor belts, screening machines and toilet facilities,” Kiponge notes.

“ T H R O U G H C A D I P -1 , N AC H AS B E E N A B L E TO T R A N S FO R M A I R P O R T I N F R AST R U C T U R E AC R OSS P N G F R O M I TS AG E I N G A N D D E T E R I O R AT E D S TAT E O F 1 2 Y E A R S A G O T O W H AT W E A R E S E E I N G T O D AY ” – R E X K I P O N G E , M A N AG I N G D I R E C TO R A N D C E O, N AC

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Artist’s impression of Momote Airport

The renovation of Momote Airport, meanwhile, commenced in 2017 with works to strengthen the runway pavement with asphalt surfacing and extend the runway length to 2,010 metres, enabling Boeing 737-800s and similar aircraft to operate at the airport since April 2021. Valued at a total of K101.9 million, other upgrades at the airport include the construction of the new stingray-inspired terminal building, an airport market facility and a new power station, in addition to water supply and airfield lighting system installations.

POINTS OF DESTINATION ‘Point of Transit to Point of Destination’ is the new business direction that Kiponge is driving for NAC. Through this initiative, the company will build and transform selective airports from being mere transit hubs into business hubs. “The bottom line for this new 52 | APAC Outlook issue 54

initiative is to increase revenue sources for NAC, particularly on the non-aeronautical front,” Kiponge explains. “We are moving away from our traditional way of doing business where we are controlling everything from our Port Moresby Head Office. We aim to empower our regional airports to be profitable and therefore able to sustain themselves financially and operationally, rather than relying on revenue generated from larger airports such as Port Moresby International Airport.” Nadzab Airport in the Morobe Province is one ofimaginations the airports being Innovate your ideas and through technology. Talk to the experts. targeted under this new business direction, through the exciting K692 million Nadzab Airport Innovate your ideas and imaginations Redevelopment Project (NARP). through technology. Talk to the experts. NARP will upgrade Nadzab Airport to accommodate scheduled operations of B737-class aircraft Innovate your ideas and imaginations through domestic technology. Talk to the experts. for both and international Visit Us At services, Contactas Uswell On as handle aircraft

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APAC Outlook issue 54 | 53

NATIONAL AIRPORTS CORPORATION SUPPLY CHAIN

“ N AC I S FO C U S I N G O N N A DZ A B AS O N E O F O U R S T R AT E G I C B U S I N E S S H U B S T O D R I V E C U R R E N T C O M PA N Y G R O W T H A N D E X P A N S I O N I N I T I AT I V E S ” – R E X K I P O N G E , M A N AG I N G D I R E C TO R A N D C E O, N AC

such as B767, B777 and B787s diverted from Port Moresby International Airport. Nadzab is a developing township located in the economic corridor of PNG, with strong prospects for both aeronautical and non-aeronautical growth. Interconnected by land, sea and air, the strategic importance of Nadzab is clear; as such, it is being leveraged to ensure that it becomes a major catchment area and focal point for the movement of passengers and cargo, both domestically and internationally. “NAC is focusing on Nadzab as one of our strategic business hubs to drive current company growth and expansion initiatives,” Kiponge tells us. Upon the completion of NARP, Nadzab will be well positioned to

Construction of Nadzab business hub

meet the growing demands for air transportation in the region with improved infrastructure and facilities that are capable of accommodating larger, wider-bodied aircraft and growing numbers of passenger and freight traffic. Developments currently being undertaken at Nadzab Airport include the widening and strengthening of the runway and select taxiways, the construction of a new stub taxiway, and the creation of a new 10,739 square metre passenger terminal building with two aerobridges. “Masterplans are also being processed for the Nadzab Airport commercial precincts, together with an aeronautical masterplan for future aircraft movement areas. This is in line with NAC’s vision for Nadzab to be a point of destination.”

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APAC Outlook issue 54 | 55

NATIONAL AIRPORTS CORPORATION SUPPLY CHAIN

This vision for Nadzab coincides with NAC’s plans to develop the non-aeronautical side of the business, by transforming airports in PNG from points of transit to points of destination. In doing so, the idea is for passengers to utilise the infrastructure and facilities put in place, not just to travel but for other business as well. NARP is further tasked with implementing a new airport firefighting station, constructing a new administration building, refurbishing the existing terminal to be used for cargo handling operations, renovating the existing control tower, and upgrading utilities. “The new passenger terminal is designed for international and domestic passenger processing,” states Kiponge. “The upgrading of associated facilities will improve the facilitation of air transportation, contribute to economic growth, ensure that the airport meets stringent international 56 | APAC Outlook issue 54

safety and security certification requirements, and enhance operational efficiency and processing times.” Indeed, NAC is on a mission to provide and operate airports that meet international ICAO standards in terms of infrastructure and facilities and ensure the highest levels of aviation security and safety. NAC is thus committed to providing state-of-the-art facilities at the likes of Nadzab Airport that ensure the effective processing of aircraft and passengers, strengthening the company’s working relationships with strategic development partners and stakeholders in the process. Like all businesses, NAC is also fully aware of the value of data, having invested in 2021 to improve its data collection systems and processes, particularly for passenger and aircraft movements throughout its airports. “So far, the system has been successfully installed and trialled by

five airports, and will soon be rolled out to the remaining airports in the coming year,” Kiponge confirms.

LESSONS LEARNED Commencing in January 2020 and scheduled for completion in April 2023, NARP has made significant progress despite the COVID-19 pandemic and remains on course to be finished on time. Though COVID-19 has certainly been a disruptive force, the management at NAC see it as a blessing in disguise, one that tested its resilience to respond in a positive manner and boost its business agility in a post-pandemic environment. “The critical lesson we learned is that we can no longer operate in an environment of ‘business as usual’ if we are to thrive and be profitable amidst the COVID-19 pandemic,” Kiponge recognises. “Faced with declining revenues and no recovery funding from the national

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government, we identified strategic opportunities and introduced a prudent financial management system that focused on strict expenditure controls and the vigorous recovery of debt owed to us by clients. “While international passenger and aircraft movements have been slow to improve, we are thankful that domestic movements have shown considerable improvement and the recovery is contributing to the betterment of our financial position,” he continues. This approach is proving to be very effective not only in improving NAC’s cash flow, but it has also allowed all 22 airports in PNG to be kept operational and a workforce in excess of 700 employees to be kept intact.

58 | APAC Outlook issue 54

“I’m pleased to say that none of our staff have been laid off since the COVID-19 pandemic began. As a responsible company, we value and encourage career progression.” The full retention of staff reflects the fact that NAC’s workforce, who carry a wealth of knowledge and

expertise about the aviation industry, is the company’s most valuable asset. “We are very fortunate to have a few employees who have been with the organisation for many years, and even some who have worked in the industry since well before NAC was established,” acclaims Kiponge. Striving to be an employer of choice, NAC provides the best possible working environment for its staff complete with competitive remuneration and other employee benefits, whilst promoting and encouraging health and fitness programmes within the organisation in order for employees to maintain a healthy work-life balance. NAC’s Airport Ambassadors Programme also focuses on providing opportunities for interested members of the community, particularly tertiary students, to volunteer at airports during peak periods. “We encourage our employees’ family members to take part in this programme to learn more about the industry and appreciate the work that they do,” Kiponge says.

NATIONAL AIRPORTS CORPORATION SUPPLY CHAIN

“Through the Airport Ambassadors Programme, we also encourage employees in corporate support roles to work in operational areas to increase their knowledge and awareness of our industry.”

SUPPORTING THE COMMUNITY As a PNG company, NAC has always endeavoured to give back to the wider Papua New Guinean community and provide social support in different forms. The recent conclusion of CADIP-1, for instance, has resulted in the capture and delivery of community projects in the areas that host NAC’s airports, such as airport market facilities in

which women can sell their goods. NAC’s support for diversity and inclusion also remains ongoing into 2022, as it pledges to improve disabled accessibility at Port Moresby International Airport in collaboration with leading NGO, Cheshire Disability Services PNG. “We have also supported sports events, schools, community police, and last year we spearheaded a fundraising drive to support a community-based organisation working with children impacted by HIV/AIDS,” Kiponge says. “At the beginning of this year, we kicked off our CSR activity by donating to four Baptist church

ministries to boost their work in the communities of PNG.” Giving back to the communities, making its airports a positive catalyst to improve local and international mobility, and creating economic opportunities and prosperity for PNG and the wider region, NAC’s trajectory is sky high.

NATIONAL AIRPORTS CORPORATION Tel: 675 324 4400/324 4700 www.nac.com.pg APAC Outlook issue 54 | 59

MIRI PORT AUTHORITY SUPPLY CHAIN

M A L AYS I A’ S TRADING HUB Miri Port Authority is poised to catalyse the development and promotion of international trade in Sarawak, Malaysia as outlined by General Manager, Serawa Budol Writer: Jack Salter | Project Manager: Eddie Clinton

A

one-stop centre for maritime-related activities. This is the fundamental role of Miri Port Authority (MPA), as the custodians of an important feeder port that links trade in the northern state of Sarawak to the rest of the world. Indeed, Miri Port is a key player not only in the development of trade in Malaysia’s largest state, but the country as a whole, in which the maritime industry contributes to about 40 percent of GDP.

“It is a very exciting and challenging space to be working in, as the industry reflects the economic development of the region and the nation,” opens Serawa Budol, General Manager of MPA since 2017. Budol has in fact been part of MPA and the supply chain industry for almost three decades, having first been appointed in an accountancy role by the port authority 28 years ago, so she is fully aware of the supply chain’s potential. APAC Outlook issue 54 | 61

MPA IS CONTINUOUSLY COMMITTED TO: • Providing customers with valuefor-money services promptly, reliably and efficiently. • Recognising employees as the port authority’s most important assets by providing ongoing training, a rewarding and challenging career, and a harmonious team environment. • Using adequate information and port technologies to gain a competitive edge. • Providing competitive pricing and effective controls. • Fulfilling social responsibility to maintain a clean and safe marine environment.

62 | APAC Outlook issue 54

“ I T I S A V E RY E XC I T I N G A N D C H A L L E N G I N G S PAC E TO B E W O R K I N G I N , A S T H E I N D U S T R Y REFLECTS THE ECONOMIC DEVELOPMENT OF T H E R E G I O N A N D T H E N AT I O N ” – S E R AWA B U D O L , G E N E R A L M A N A G E R , M P A

“Throughout the years, I have realised that the industry scope is very wide and that there is much to do in the industry towards achieving economic growth and sustainability,” Budol notes.

IMPROVED ACCESSIBILITY Strategically located within a vast industrial estate, MPA caters to a variety of customers in the oil and gas, palm oil, shipbuilding, ship repair, shipping, logistics and timber industries. Stimulating international trade with the facilitation of industrial and commercial activities at Miri Port, MPA is also subsequently contributing to the economic progress of Sarawak.

Though MPA is handicapped by the Baram River’s relatively shallow access channel, which can shrink to as low as one metre in depth during low tide, the port authority has forged ahead in its determination to be Sarawak’s economic catalyst. Vessel delays, long turnaround times and high operating costs are just some of the effects of this restrictive channel, which also failed to provide the essential 24-hour port accessibility demanded from industries such as oil and gas.

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The Baram River channel is being deepened beyond five metres in depth and will enable larger vessels to make use of the port in greater numbers and boost the local economy in the process.

Serawa Budol, General Manager, MPA

APAC Outlook issue 54 | 63

STATUTORY FUNCTIONS The statutory functions of MPA as provided for under Section 9 (1) of the Port Authorities Ordinance, 1961 are as follows: a. To maintain or provide for the maintenance of adequate and efficient port services and facilities for all users of the port. b. To co-ordinate the activities of the port. c. To promote the improvement and development of the port. d. To regulate the conveyance or transportation of petroleum or gas products through, into, or out of Miri Port by vessel or pipeline, both onshore and offshore, above or underground, in the water, or underwater within the port’s limits. e. To execute works as necessary in order to perform the duties above.

64 | APAC Outlook issue 54

Thus, the 130 or so employees at MPA are working hard together with government agencies and all other related parties to improve accessibility to Miri Port, as it aspires to be a hub port in the region. “Our members of staff and business partners are the pillars of our strength,” affirms Budol. The Baram River channel is being deepened beyond five metres in depth, to enable larger vessels to make use of the port in greater numbers and boost the local economy in the process. “MPA’s ambition is to be a worldclass port by 2030,” confirms Budol, highlighting the importance of being able to cater for larger ships in order to foster growth in the region. “We will also lever multi-purpose port facilities with diversified services, a transhipment hub for major shipping lines, and the adoption of digital solutions and port operating systems to achieve this aim.” It is through advanced digital and

green technologies that MPA will achieve its mission of catalysing economic transformation, growth and sustainability in Sarawak and beyond. Meanwhile, the completion of a newly built 200-metre-long Crew Change Terminal, construction of which began in 2019, comes timely as the number of offshore crew boats and other types of offshore support vessels increases in line with the rapid growth of the oil and gas industry in the region. “The Crew Change Terminal was built to handle the embarkation and disembarkation of crew vessels that work at oil and gas production platforms offshore,” Budol states.

MIRI PORT AUTHORITY SUPPLY CHAIN

DIVERSIFYING OPERATIONS There is a wide range of services available at MPA, from the provision and supply of cargo handling services to the rental of cargo handling equipment, the distribution of petroleum products, berthing and mooring services, and much more. The COVID-19 pandemic has reaffirmed the importance of swift and efficient logistical operations, and the crucial cogs that keep supply chains moving. As one of many such cogs in the industry, MPA forever strives to improve its daily operations and the effectiveness of its cargo delivery

services so as to enhance the competitiveness of the port. Port operators today face increased demands for operational efficiency, effective facility management, comprehensive security and prompt cargo handling services, however the pandemic caused widespread uncertainty for global trade and growth. It resulted in revenues and cargo volumes declining for MPA in 2020, but nevertheless, the port authority managed to sustain its operational excellence by intensifying its business activities and improving in service delivery management systems. “You need determination, creativity and excellent management to serve your customers, especially during challenging times such as the COVID-19 pandemic,” says Budol. “Miri Port Authority has won several awards and recognitions in its quest towards excellent service delivery to customers.” For the coming year, determination

and creativity will remain steadfast in MPA’s efforts to diversify its operations. “We will be focusing more on business diversification activities, including the provision of logistics services to the oil and gas industry.”

Tel: 085-609011 miriport@gmail.com www.miriport.gov.my APAC Outlook issue 54 | 65

AERISON PTY LTD MINING

APAC Outlook issue 54 | 66

S U S TA I N I N G THE MINES In the mining-centric land of Western Australia, Sam Griffiths, Group Business Development Manager at Aerison, tells us about the company supplying turnkey engineering and construction solutions across the industry Writer: Marcus Kääpä | Project Manager: Thomas Arnold

Western Australia (WA) is a very mining-centric land, and we have had an amazing run.” The words of Sam Griffiths, Group Business Development Manager at Aerison, sum up the recent past for the classic industry rooted in the foundations of the region. Aerison operates as a provider of multi-discipline industrial services to the minerals and mining, oil and gas, non-process infrastructure and utilities sectors. APAC Outlook issue 54 | 67

We are a specialist consulting, manufacturing and construction engineering services provider with a proven track record for consistently delivering successful project results for our clients.

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AERISON PTY LTD MINING

“ T H E I M PAC T O F H I G H D E M A N D F R O M CO U N T R I E S S U C H AS C H I N A FO R B OT H I R O N O R E A N D C R I T I C A L B AT T E R Y M I N E R A L S H A S B E E N P H E N O M E N A L . T H AT ’ S T H E G O O D S I D E , LOTS O F D E M A N D A N D LOTS O F OPPORTUNITY” – SA M G R I F F I T H S , G R O U P B U S I N E SS D E V E LO P M E N T M A N AG E R Sam Griffiths, Group Business Development Manager

Founded in Perth, Western Australia in 1988, Aerison has grown over the years from a specialist environmental engineering company to a broadbased multi-disciplined engineering and construction business that self-performs EPC, engineering and design, construction and maintenance services for various industries and clients across Australia. “We in WA have lived in an incubator and have almost become this perfect storm. From a business side of things, we have been in a case where it’s an imperfect economic cycle with extremely high demand and a relatively low supply which

70 | APAC Outlook issue 54

only does one thing to price, and as a beneficiary of that it’s been very positive,” Griffiths continues. “WA’s economic output grew over 2.5 percent in the year just finished, with over 50 percent or about $190 billion of the state’s output generated from the mining and construction sectors. So, we, being a constructor supporting the mining industry, are obviously a beneficiary and contributor to that.” WA contributes over half of Australia’s national export revenue through the mining and petroleum sectors, a significant amount considering the region’s population of

only 2.5 million. “This little state that we are in really is a complete anomaly. It’s an outlier to the rest of the nation and to many other countries worldwide. The impact of high demand from countries such as China for both iron ore and critical battery minerals has been phenomenal. That’s the good side, lots of demand and lots of opportunity.” On the flip side, Aerison has also experienced a strain on labour as well as access to materials and equipment coming from offshore manufacturers. Ultimately, however, these challenges have not slowed down the company’s steady growth.

E

stablished in Melbourne, Australia in 2016, Createch Industries has enjoyed significant growth year-on-year and is delighted as part of its success to have been selected as a key partner supplying services to Aerison. A specialist consulting, manufacturing and construction engineering services provider, Createch, a wholly Australian owned and operated company, has assembled an experienced and dedicated team of engineers, project managers, and tradespeople. It’s the people and their attitude to developing engineering solutions to challenges which others might walk away from that sets the Createch promise apart. As Managing Director Jake Monkley explains, “Digging deep and innovating to find solutions and commitment is part of our DNA – our commitment to each other, our commitment to our clients, and an unwavering commitment to the success of every project entrusted to us.” All projects undertaken demonstrate a fundamental Createch philosophy: successful project outcomes start with the right design. Createch’s design engineering team includes specialists in Civil, Structural, Mechanical, Process, Electrical & Control Systems, and Project Management. Createch’s chartered engineers ensure designs are fully compliant to specified local and international standards. With approved design in hand, Createch’s manufacturing service includes structural steel fabrication for process and mechanical equipment support structures, process piping fabrication, pressure vessel manufacture, furnace repair and fabrication, and ducting fabrication.

Additionally, Createch’s electrical and controls manufacturing team delivers quality assembled and factory tested electrical and controls equipment, including motor control cabinets, mimic panels, complete controls systems, remediation of nonconforming equipment, and instrumentation upgrades of analogue mechanical equipment and machinery. Createch Industries also provides construction execution services to complement the design and manufacture of structures and equipment. They supply all required plant and equipment, including supervision and trades, ensuring their clients enjoy a rewarding construction experience. Another area of expertise that Createch Industries has developed is within proprietary lifting systems and custom design cranes. They have a range of proven lifting solutions that have been developed for difficult or complex lifting situations, including tight access, limited range-reach of traditional cranes, or limited structural capacity. Createch lifting systems can be configured to suit a client’s custom mode of operation, to operate in high temperature environments, and can be used in coordinated multicrane lift setups if required. The key driver of Createch’s service is to firstly understand the requirement fully, then look beyond the obvious when developing a solution. Jake Monkley puts it this way, “The first step to solve a problem is to understand how best to assess it. As a group we strive, and want to be known, as a proficient, reliable hard-working team of people that provides inventive engineering services.”

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AERISON PTY LTD MINING

Heatleys Safety & Industrial Heatleys Safety and Industrial is a diversified business that operates as a distributor of Industrial MRO, Safety & Workplace Supplies and other related products and services. Utilising a wide-range selection of in-stock products combined with a high-touch solutions models, supply chain infrastructure, deep customer and supplier relationships, eCommerce platforms and physical store network, we serve customers of all sizes in range of industries. With access to over one million products, over 200 employees and a national distribution network, Heatleys is committed to providing supplies and solutions for every industry.

EXPERTISE IN THE INDUSTRY Operating from its head office in Perth in WA, Aerison provides project services and supply equipment to projects across Australia. Currently, the company has established projects in Queensland, South Australia, and in the north of WA, backed by a history and reputation for having undertaken projects across the whole of the country. “Aerison is an engineering and construction company,” Griffiths elaborates. “Our competencies really line up with doing work from the front end, such as scoping and investigative studies, through to detailed design and equipment supply using our fabrication facilities. “We then also go to site and deliver the installation works through our projects or maintenance teams. We have a team of around 450 direct trade and site workers, and another 170 office-based and engineering 72 | APAC Outlook issue 54

staff, totalling around 600 personnel throughout the company operations.” It is not only Aerison’s reputation that stands it apart from competition in the region and industry. The company’s defining business model is its direct delivery approach, that sees Aerison undertake projects on-site and with its own personnel. “There are two key aspects of our business that set us apart,” Griffiths explains. “Firstly, we offer a turnkey engineer-procure-construct model which is all in-house. We have our own aforementioned personnel and recruitment teams, and this offer of a one-stop-shop solution is a key differentiator in the sector. “The other aspect, and one that really speaks to our namesake, is that we make engineered solutions that minimise the impacts of industry on the environment through our environmental solutions division.”

As well as offering a wide range of safety and industrial products from the biggest suppliers, Heatleys offers a range of online, on-site and digital solutions to streamline the way businesses access their products and manage their inventory. Our on-site solutions provide businesses the opportunity to store and issue products securely on-site or in remote locations, while providing real time reports on stock levels. Heatleys Business HUB is a custom online ordering portal where businesses can manage their products and purchasing requirements, access their contract range of products with tailored pricing, customised user management and approval structure for your teams. Business customers can digitally engage with Heatleys by integrating their own systems with ours via EDI (Electronic Data Interchange) and PunchOut, allowing for a seamless, efficient method of completing high volume transactions and the electronic exchange of information. Heatleys is a part of ASX listed organisation Stealth Global Holdings (ASX:SGI), a leading Australian Public Listed multinational distribution group.

www.heatleys.com.au

SUPPLIES & SOLUTIONS

FOR EVERY INDUSTRY

Operating since

1987

INDUSTRIAL & MRO

MATERIALS HANDLING

Access to over

1,000,000

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products

POWER & HAND TOOLS

34

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HARDWARE, BUILDING & CONSTRUCTION

SAFETY & PPE

Operating locations

WORKWEAR & FOOTWEAR

AUTOMOTIVE & TRUCK

MINING SUPPLIES

Services & Solutions ONLINE ORDERING

ON-SITE SOLUTIONS

NATIONWIDE DELIVERY

BUSINESS HUB

VENDING MACHINES

ACCOUNT MANAGERS

EDI EXCHANGE

CONTAINERS

PRODUCT EXPERTS

PUNCHOUT

CONSIGNMENT STORES

CUSTOMER SERVICE TEAMS

CONTRACT PRICING

IN-STORE BRANCH NETWORK

EMBROIDERY & CUSTOMISATION

Heatleys Safety & Industrial is a leading distributor of quality safety, industrial MRO and workplace products and services.

Supplies and Solutions for Every Industry

Visit our NEW WEBSITE

heatleys.com.au 1800 HEATLEYS access@heatleys.com.au www.heatleys.com.au

AERISON PTY LTD MINING

United Fasteners Welcome to United Fasteners, Australia’s largest independent distributor of fastening products and industrial supplies. Over the years we have established ourselves as a market leader and are recognised for exceptional service, timely delivery, competitiveness, and total solutions. We have been leading specialists servicing the fastener industry for over 20 years. We’re a proud supplier to Aerison Pty Ltd. • • • •

75k+ Product SKUs 11 Branches nationwide 100 percent Australian owned 250+ Technical experts

Our Products We offer over 75,000 product SKUs, sourced from over 500 trusted suppliers. Our range includes: fasteners and fixings, abrasives, cutting tools, sealants, adhesives, lubricants, hand tools, safety, construction chemicals, materials handling, petrochemical and special manufacture. Our Services

CENTRAL VALUES The name ‘Aerison’ is in fact made up of two Latin words: ‘aer’ (air) and ‘sonos’ (noise), and speaks to the company’s commitment towards producing solutions that control environmental pollution. “Customers come to us to design and supply them with industrial equipment, and to investigate solutions to help them operate effectively, but they also come to us to meet their environmental obligations. This is a significant part of our history and will continue to form and strengthen the future growth of the business,” Griffiths tells us. Aerison’s CEO, Giuseppe Leone reflects on what sets Aerison apart. “We are a service business, providing professional consultancy and construction delivery services on technical and challenging projects,” he says. “Because of this, our people 74 | APAC Outlook issue 54

are incredibly important to us. Our operating systems provide the tools to effectively run the business, however it is our people and the culture of working as one team across the whole business that really drives our success.” Aerison has a really strong sense of safety and caution when it comes to site work. The company operates in high-risk environments and invests significantly in its people when it comes to skills, guidance and training, as well as having its very own development programme to support this. “Our business partners are equally crucial to the business,” Griffiths says. “We rely on the positive, longstanding relationships that we have with our supply partners, and this collaboration between us provides support and strength when it comes to operating at peak capacity.”

Our people are technical experts and solution focused individuals, driven to fully understand our customer needs and wants. From project design to project implementation, we provide advice and specification support along the way. We also offer inventory management solutions.

www.unitedfasteners.com.au

WE SUPPLY INDUSTRIES ACROSS AUSTRALIA, SOUTH EAST ASIA & THE WESTERN PACIFIC Welcome to United Fasteners, we’re Australia’s largest independent distributor of fastening products and industrial supplies.

75k + PRODUCT SKUS

11

BRANCHES NATIONWIDE

Visit our website: www.unitedfasteners.com.au Or email: headoffice@unitedfasteners.com.au

100%

AUSTRALIAN OWNED

250 +

TECHNICAL EXPERTS

Check out our NEW product guide

FASTENERS & FIXINGS I ABRASIVES I CUTTING I SEALANTS I ADHESIVES I LUBRICANTS I TOOLS I SAFETY I PETROCHEMICAL I SPECIAL MANUFACTURE

AERISON PTY LTD MINING

HELPING SITES ACROSS WESTERN AUSTRALIA Aerison prides itself on providing solutions that better the state and operation of sites as well as lessening the environmental impact of such activities. Aerison is currently undertaking a variety of projects, the first of which is a 40 megalitre (ML) desalination plant. “This is a fantastic project,” Griffiths says. “The plant desalinates the equivalent of 16 Olympic-sized swimming pools-worth of water each day, to be used in mine process facilities. We are delivering this as an engineering, procurement and construction (EPC), full turnkey project that is going ahead right now.”

WESTERN TURNER SYNCLINE PHASE TWO The second, relating to the mining

industry directly, is the Western Turner Syncline Phase Two, being undertaken on behalf of the Anglo-Australian multinational mining corporation Rio Tinto. Essentially, the project aims to increase the through-put of the ore processing plant at the Mount Tom Price Mine, an iron ore mine located in WA. “Various upgrades to the materials handling infrastructure need to take place in the processing plant,” Griffiths affirms. “Our scope on the project is for mechanical and electrical works, with our workforce peaking at 280, operating inside and out of plant shutdowns. “There are some really large lifts, long conveyors and big pieces of technical equipment that need maintaining, and we are very proud of this project.”

A LEADER IN INDUSTRY SOLUTIONS Aerison has over 30 years of successful history providing multi-disciplined engineering design, construction and asset maintenance services. Aerison is a broad-based engineering design and construction company self-performing multi-disciplined EPC, engineering and design, construction and maintenance services to various industries and clients across Australia. The company is also recognised for its specialist expertise in environmental services, including emission mitigation performance studies, compliance testing and custom design and build solutions engineered to reduce the impact of industry on the environment. The success of Aerison has been built on its ability to provide a quality turnkey service, and this is only possible by having in-house engineering and design, procurement, project management, manufacturing, construction, mechanical installation and commissioning capabilities. Providing complete asset life cycle services, key areas of expertise include: • Engineering and design • Multi-disciplined EPC projects • Environmental engineering and construction • Fabrication • Sustaining capital, maintenance and shutdown • Project services • Electrical and control infrastructure • Power generation services At Aerison safety, quality and schedule are the company’s key drivers.

76 | APAC Outlook issue 54

Weir Minerals First choice for high efficiency abrasive slurry pumping With the ability to handle slurry concentrates of up to 85 percent and temperatures over 200° Celsius, while maintaining a 98 percent availability, the range of GEHO® positive displacement pumps are built for endurance. The GEHO® positive displacement pumps combine a 96 percent power saving efficiency with a unique preformed GEHO® diaphragm which are designed to withstand abrasive, corrosive and high temperature slurries, sludges, and tailings, long-term. This significantly reduces the operating and maintenance cost compared to other transportation systems on site. Backed by innovative material sciences technology, the GEHO® positive displacement pumps also provide a 50 percent reduction in energy usage, 30 percent reduction in water consumption and 50 percent reduction in carbon emissions, ensuring you don’t have to compromise on reliability or sustainability. “Our innovative pump technology is backed by 100 years of continuous advanced research and in-house laboratory test facilities, resulting in superior efficiency, reliability and availability,” says Ross Barnett, Regional GEHO Product Manager, Weir Minerals. “At Weir Minerals we have gained worldwide reputation for consistently meeting our customers’ requirements, dependable customer support and extended field support. By aligning our own objectives with those of our customers, we build long-term and mutually beneficial partnerships.” Trusted globally for over 100 years, supported by Synertrex® real time performance data and unrivalled with their aftermarket support from the Weir Minerals network, the GEHO® positive displacement pump can support your mine in the toughest conditions. Get your free pump health assessment today: https://info.global.weir/geho

The heart of the mine. The lifeblood of your mine relies on the healthiest of hearts. GEHO pumps all day every day. Supported by Synertrex® real time performance data and unrivalled aftermarket service from the Weir Minerals global network, GEHO® positive displacement pumps have been trusted across the globe for over 100 years. With up to 98% availability and outstanding efficiency that could cut your energy usage & carbon emissions by up to 50% and reduce water consumption by up to 30%, GEHO® pumps are simply unbeatable.

info.global.weir/geho Copyright © 2021, Weir Minerals Australia Ltd. All rights reserved.

AERISON PTY LTD MINING

Cybalink Solutions At Cybalink Solutions we built our service on the knowledge and experience gained with over 17 years in the Engineering and Construction Mining. We saw the need to specialise and assist engineering and construction companies like Aerison to transition from in-house back-office support to offshoring these functions. We partnered with Aerison just over two years ago and their remote staff have become an extension of their Perth based team just like a satellite office.

“ W E M A K E E N G I N E E R E D S O L U T I O N S T H AT M I N I M I S E T H E I M PAC T S O F I N D U S T R Y O N THE ENVIRONMENT” – SA M G R I F F I T H S , G R O U P B U S I N E SS D E V E LO P M E N T M A N AG E R

METRONET Moving away from the mining sphere, Aerison was recently successful in its bid for works as a part of the state government programme METRONET. Consisting of multiple rail infrastructure projects based in the Perth metropolitan region, METRONET is an exciting portfolio that speaks to Aerison’s involvement in the public infrastructure sector. “One of the METRONET projects is the construction of 56 new high speed passenger rail cars for our local metropolitan network,” Griffiths explains. “Aerison is supplying rail car components such as pantographs, battery boxes, cabin structures and couplers. “This is particularly exciting, as we underwent a very stringent quality process to obtain accreditation for European standard fabrication, EN 15085. This allowed Aerison to provide the unique capability 78 | APAC Outlook issue 54

to fabricate equipment for railway rolling stock based locally in Western Australia. We have a high-quality fabrication workforce who produce exceptional work for the mineral and energy sectors which is now also great to offer to the METRONET infrastructure project!”

ENERGY TRANSFORMATION In the energy space, Aerison’s activity revolves around business collaboration and providing customers with progressive energy solutions. “There is an energy transformation taking place globally, and we are seeing a shift away from the typical thermal fired power stations; what’s coming in place is energy storage,” Griffiths highlights. “Aerison is working with an Australian energy network provider, to design and instal storage systems that balance renewable power generation.”

Cybalink Solutions has a proven track record of helping companies like Aerison with innovative solutions, improving business processes, accessing global talent and keeping costs down.

www.cybalinksolutions.com

NMT Global Project Logistics As a logistics leader we provide innovative and tailored solutions for your logistics challenges and specialised project needs. We maintain high-level environmental and safety commitment across our projects. Our people and forward-thinking provides our clients with expertise and exceptional service. We know the current market and understand our client deliverables. Our commitment and quality separates us from our competitors.

www.nmtprojects.com

AERISON PTY LTD MINING

Specialists in offshoring services for the engineering and constructions sectors We are unique because of our solid experience and high standards in recruitment. With real world experience and industry knowledge, we understand the nuances of E&C first-hand. We see them as opportunities for great recruitment.

Revit Architects Drafters BIM Modellers Estimators Quantity Surveyors Piping Designers Document Controllers Accounts Payable HR Generalists Document Control

This is why we are on the frontlines understanding the urgency of your needs. If you need an estimator right now, we will deliver and more. We at Cybalink Solutions, are committed to your staffing needs. We aim to deliver 100% on every promise and on every timeline. That is why Cybalink Solutions is YOUR #1 outsourcing choice. It’s what gives us the outsourcing edge.

NMT are your turnkey logistics, planning and design support specialists. We offer early contractor involvement (ECI) to develop your project’s logistics plan and our hands-on approach guarantees comprehensive management during the project execution phase. Contact us to find out more!

There’s no-one remotely like us sales@cybalinksolutions.com Global: +61 8 6355 6028 Mobile: +61 417 471 421 www.cybalinksolutions.com

www.nmtprojects.com Our key services include: • Freight forwarding and full 3PL management • Chartering by air and sea (container, roro, break-bulk, tug & barge) • Inland haulage by road and rail • Freight consolidation, warehousing, laydown and port management • Management and supervision of heavy lifts, oversized and hazardous cargo • Freight tracking, reporting, and inventory material management • ECI services incl. route studies, schedule and cargo optimisation studies • Vendor sourcing assistance • Customs brokerage incl. comprehensive duties and import tax studies • Biosecurity and quarantine support

AUSTRALIA Phone: +61 8 9353 2555 Email: perth@nmtprojects.com.au

USA Phone: +1 832 300 16 00 Email: houston@nmtprojectsusa.com

THAILAND Phone: +66 38 074 704 Email: thailand@nmtprojects.in.th

UAE Phone: +971 4 299 75 60 Email: projects@nmtprojects.com

CHINA Phone: +86 21 5512 8656 Email: shanghai@nmtprojects.com.cn

THE NETHERLANDS Phone: +31 (0) 10 222 90 00 Email: projects@nmtprojects.com

APAC Outlook issue 54 | 79

AERISON PTY LTD MINING

A CORPORATE RESPONSIBILITY Aerison ensures that it gives back to the community and places a great deal of value on helping to develop upcoming talent in the industry. The company runs a graduate programme with local universities and maintains a strong connection through both the programme and sponsorship arrangements, where graduates are invited to experience the industry to help their training and development prior to entering the working world. Aerison’s sponsorships including supporting sporting groups, such as rugby clubs, car racing and rowing teams, to give back to the community through communal events. On top of this, Aerison works towards providing customers with increasingly environmental solutions for the betterment of industrial practices.

80 | APAC Outlook issue 54

TRANSURBAN Another infrastructure project Aerison is carrying out is with Transurban, one of the world’s largest toll-road operators who are the incumbent for a number of main tunnels and road networks in Brisbane. “Our agreement with Transurban focuses on the maintenance and improvements of mechanical and electrical infrastructure including noise attenuation and air ventilation in the tunnels throughout the road network, caused by vehicular activity and traffic tunnels,” Griffiths says.

DUST COLLECTION All iron ore and alternative mines produce substantial amounts of dust. When rocks are crushed and screened, tonnes of dry particle

matter emit into the atmosphere, and Aerison is aiming to help mines combat this. “Solving the dust problem isn’t about spraying down roads, Aerison instead works on numerous projects where we have built custom-designed dust collector bag houses,” Griffiths informs us. “We have recently completed the design, construction and/or installation of five baghouse projects. Aerison provided assessment and design advice based on the environmental conditions of the site air then completed the works to ensure environmental compliance and improved productivity was achieved.”

MOVING FORWARD Aerison has successfully undertaken

a variety of different projects and continues to do so in the WA region. For Griffiths, the future aims of the company revolve around two key aspects of operation. “We have already secured our budgeted revenue for the next 12 months,” he informs us. “So, for us our core focus is to deliver on the promises and commitments that we have made. “Although we have enjoyed and endured growth in the last few years it has been sustainable, it has occurred at a steady pace, and we are not looking for dramatic leaps and bounds when it comes to growth. We simply want to ensure that we deliver and hit our set targets. “But of course, we are also reminded every single day of the

nature of the environment that we operate in. Structured engineering involves heavy machinery, working in a space that is high-risk for our employees, and so safety is paramount for us. “We are absolutely focused on safety and that comes before anything else; it is something that we think about every single day.”

AERISON PTY LTD Tel: +61 8 9352 5900 info@aerison.com www.aerison.com APAC Outlook issue 54 | 81

MOLYCOP MINING

FORGING T H E N E W AG E OF MINING

“No mine ever stops over Molycop.” We speak to Michael Parker, President of the company’s Australasian division, about the pride and challenge of keeping Australia’s mining industry turning Writer: Marcus Kääpä | Project Manager: Thomas Arnold

The manufacturing industry in Australia has always been challenging, however, COVID-19 and other global supply chain disruptions have highlighted the true value of local supply rather than the reliance on long and complicated supply chains for critical products and services.” Operating at the heart of the mining and rail transport industries, Molycop manufactures specialty steel products in Australia with an established history stretching back over a century and is currently part of the international American Industrial Partners group. In Australia, the company manufactures products such as railway wheels, industrial fasteners APAC Outlook issue 54 | 83

MOLYCOP MINING

and steel grinding balls that are destined for its mining customers’ grinding mills, where the balls are used to break down rock. Elsewhere in the world Molycop manufactures grinding balls in Canada, USA, Mexico, Peru, Chile, Indonesia and Spain servicing all the major hard rock mining regions. Michael Parker, Australasian President at the company and orator of the opening statement, has witnessed first-hand the impact of the pandemic on local manufacturing and its ability to maintain supply to the country’s mining and other critical industries. “The long-term shift to global supply chains has left many

businesses exposed and highlighted the real fragility of long and complicated supply chains,” he continues. “It has been an opportunity to really show the value of the Molycop model; it’s built on having people and manufacturing plants located close to the customer, holding greater control of the supply chain and also being able to support customers with training and technical services, as well as digital technology innovations through local expertise. “People are recognising the value of home-grown suppliers and what they can offer compared to offshore suppliers with their longer supply chains and associated costs. COVID-19, among other things, has

MOLYCOP “WHAT WE DO” CRUSH – SAG MILLING Molycop has developed an industry-leading range of products specifically designed for today’s exacting SAG milling environments. Its innovative manufacturing process delivers products with high toughness and superior wear, engineered to provide optimal wear life. Where there’s high impact, there’s an SAG product that’ll get the job done. GRIND – BALL AND ROD MILLING Maximise your grinding mill operations using the Molycop grinding range. Designed for maximum abrasion resistance, using high carbon steels and with hardness levels, the Molycop Ball and Rod Milling range is manufactured all over the globe and is manufactured to withstand the daily grind. RAIL – RAILWAY WHEELS AND AXELS Since 1918, Molycop has been developing and innovating new products to meet the needs of the Australian Rail and Heavy Haul Industry, under its Comsteel brand. Comsteel has been there for every step of the development of the world’s heaviest railways achieving 40+ tonne axle loads and is the only Australian manufacturer of rail wheels for passenger, locomotive, freight and heavy haul trains.

MLA Holdings Through more than four decades, MLA Holdings Pty Ltd has built a reputation for excellence in customer service, safety, operational reliability, engineering and equipment maintenance. MLA was established in 1980 with Mitsubishi Heavy Industries, for the sale and distribution of Mitsubishi Forklift Trucks in Australia. The core business of Mitsubishi Lift trucks Australia, MLA, is the sale, hire and service support of materials handling equipment. We are the exclusive Australian distributor of three complementary brands – Mitsubishi Forklift Trucks, Nichiyu Electric Forklifts and MLA Vulcan Equipment. We operate our business nationally through seven MLA owned branches and an extensive regional authorised dealer network. The MLA distribution network is Australia wide with offices in New South Wales, Queensland, South Australia, Western Australia, and Victoria. Recent company acquisitions have seen MLA’s branch network grow into the Gold Coast and Newcastle Regions, through Classic and Hunter MLA. MLA is widely regarded as a leader in a competitive market thanks to our strong focus on customer needs, and ongoing commitment to delivering quality, cost-effective materials handling solutions. Our customers know their requirements will be satisfied through our comprehensive equipment range – from the largest Container Handlers and Reach Stackers, to every type and size of industrial forklift or warehousing piece of equipment.

MINERAL RECOVERY - FLOATATION One of the most important stages of mineral processing is flotation. Molycop manufactures and distributes a wide range of flotation chemicals and related auxiliary products that can be individually tailored to suit your requirements and maximise your ability to recover valuable minerals. The company’s range provides flotation solutions for sulphide and non-sulphide minerals as well as non-metallic ore processing.

www.mlaholdings.com.au

84 | APAC Outlook issue 54

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MOLYCOP MINING

CLEMEX Clemex values its first partnership with Molycop In 2020 the Comsteel lab in NSW Australia acquired a Clemex image analysis system to perform micro cleanliness examination during metallurgical quality inspection of rolled railway wheels. The system delivered comprises Clemex flagship software, an inverted Nikon microscope, a color and a B&W camera and motorised stage. It is fully ISO 4967 / ASTM E1245 compliant and has the added advantage of measuring grain size in martensitic steel and retained austenite in products such as forged railway axels.

really brought this to the forefront. Escalating shipping costs, congested ports, the scarcity of shipping containers are extremely challenging issues to manage for suppliers with long supply chains. Our mining customers demand certainty and transparency over our supply chain and the inventory held within it.”

TECHNICAL SERVICES Technical experience, software, service and support is what sets Molycop apart. The company is able to provide a range of services for both start-up and established mine operations, where its goal is to increase productivity while lowering operating costs for its customers. Molycop’s highly trained team understands the complexities of mining and aims to assist in optimising mineral processing operations by providing solutions that will enhance your overall operation. “The onset of COVID-19 has highlighted the importance of having locally based technical support teams strategically located close to key mining regions,” Parker explains. “International travel restrictions, 86 | APAC Outlook issue 54

introduced to stop the spread of COVID-19, meant that it is important to have your technical support teams based in country. Not only has internal travel been severely restricted, but also the increased testing requirements, safety protocols and quarantine restrictions required to gain access to mine sites means that it is critical to have locally based support capability.”

DIGITAL SOLUTIONS Molycop’s services are only evolving, providing its customers with the latest innovative solutions in the field of ore crushing, and advancing the efficiency of mining operations to the end benefit of people and the environment. “The area we are really focusing on is the ability to track mine critical data streams from within our mining customer’s operations using the latest sensor systems,” Parker explains. “This data stream is then analysed in real time to identify or anticipate unfavourable or sub optimal events within our customers’ operations so that they can take the necessary actions to keep the milling circuit fully optimised.”

Clemex also offers solutions for measuring banding, delta ferrite, depth of decarburisation, mineral liberation, and hardness testing.

info@clemex.com

Hornby Transport Starting from humble beginnings 7 years ago, to now carting over 57,000 tonnes per annum in a variety of products - HTS is excited to be on the journey with Molycop and working together to satisfy customer requirements. Transporting product throughout every square inch of Australia for Molycop, HTS leaves no stone unturned to provide a premium freight service. HTS has invested in specialised equipment that in turn increases productivity, resulting in lower truck movements and reducing our carbon footprint.

T 1300 369 800 E info@hornbytrans.com.au www.hornbytrans.com.au

MOLYCOP MINING

AAR standard microcleanliness report

SAFE, FLEXIBLE LOGISTICS SOLUTIONS

Major transporter of bulk recyclable material and raw materials with a range of specialised equipment, operating throughout Australia. T 1300 369 800 E info@hornbytrans.com.au Unanderra Office 22-24 Investigator Drive | Unanderra, NSW 2526 Thornton Office 13 Woodford Place | Thornton, NSW 2322

APAC Outlook issue 54 | 87

MOLYCOP MINING

“The breaking down of large rocks into smaller pieces in these large mills results in a very aggressive internal environment within the mill. Plus, it is very difficult to monitor what is occurring within the mill as cameras and sensors do not survive this violent environment of large rocks and steel balls moving at high speed. To combat this and provide insight into the inner workings of the mill, one of our developments involves embedding

a sensor within a steel grinding ball which is introduced inside the mill, as well as placing a number of sensors on the outside of the mill shell and at entry and exits points to the mill. These sensors collectively provide data such as the impact forces within the mill and the motion of the charge which we correlate with overall mill performance to gain a first-hand view of processes from within the mill itself.

HISTORY IN THE INDUSTRY Molycop has deep technical knowledge in both the underlying metallurgy of its high-performance products and the specific product application requirements of its customers. Over the last century, the company has continuously developed

Flow Power In 2019, Flow Power proudly partnered with Molycop as their energy provider. Through a Power Purchase Agreement with Flow Power, Molycop are now energy off-takers of the Bomen Solar Farm and the Sapphire Wind Farm, supporting the growth of renewable generators in regional NSW. The model also ensures their business gets the long term certainty and control they need for their energy costs. Molycop serve as a great example of how businesses can not only support renewable, clean energy, but also demonstrates how businesses can unlock value from their energy sourcing.

and introduced new, improved and higher performing products that have assisted customers to improve the efficiency of their operations. Today, Molycop is also at the forefront of supporting renewable energy investment, recycling and recovering valuable resources from waste streams. On top of hosting a culture of innovation throughout the business, Molycop

www.flowpower.com.au

prides itself on its dedication towards sustainability. In 2019, Molycop Australia entered into a long-term Power Purchase Agreement (PPA), supported by offtake agreements with two renewable energy generators, Bomen Solar Farm and the Sapphire Wind Farm, both of which are located in regional New South Wales. Under this PPA, Molycop purchases around 100,000 megawatt-hours (MWh) of electricity per annum making it one of Australia’s largest supporters of renewable energy and, consequently, underpinning the investment in renewable energy infrastructure in NSW.

HCH Group HCH Group are an integrated team of highly capable personnel with a large, specialised asset and equipment base, led by deep experience to deliver cost effective solutions with strict compliance to safety, quality and customer delivery objectives. From HCH’s home in the Hunter Valley we provide a comprehensive range of services to Australia’s rail, mining, manufacturing and civil sectors. We are clearly recognised as a leading provider of railway civil construction & maintenance works, industrial services, earth drainage and road works. Working in synergy and led by experience, the entire HCH organisation is firmly committed to safety, quality, innovation, value, reliability and service. Established in 1999 with our Rail, Industrial and Civil Divisions collaborating to provide superior solutions that are safer, better and more cost effective. It’s our total commitment as a specialised, privately owned enterprise that sets us apart.

88 | APAC Outlook issue 54

MOLYCOP MINING

GET YOUR POWER COSTS UNDER CONTROL WITH THE RIGHT TOOLS

Forward thinking manufacturing and machinery businesses know that the energy market is changing - and are using it to their advantage. With Flow Power, your business can now be connected to the price signals of the energy market.

Speak to our business energy specialists today. 1300 08 06 08 hello@flowpower.com.au

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HCH are a long term partner to MolyCop HCH have been proud to partner with Moly-Cop on a number of projects that have significantly improved safety and environmental outcomes at the site, including the removal of labour intensive processes by utilising specialised machinery & equipment and adapting innovative approaches to waste recycling and management. HCH is recognised as a leading provider of heavy industrial cleaning, railway maintenance works, earth and drainage works, road works, and infrastructure upgrades. To Australia’s heavy industrial, rail, and civil sectors. We solve complex problems through a safe, proactive and coordinated approach from our three key divisions, supported by a comprehensive fleet of heavy vehicles and operational equipment. Synergies within the HCH Group deliver successful projects safely, on time and budget, within challenging schedules and environments. Careful planning integrates HCH work with our customers’ day-to day-operations, minimising operational impact. We look forward to continuing our partnership with Moly-Cop & working with them to deliver effective solutions to meet the challenges of the future.

HCH can provide a comprehensive range of services: • • • • • • • • • • • • • • •

Vacuum loading High pressure water blasting Environmental clean ups Industrial painting and hydro surface preparation Culvert cleaning, relining, repairs and extensions Level crossing repairs Tunnels and bridges - maintain, repair, construct Hydro excavation (non-destructive-digging) Concrete footings, slabs, hard stands Road and car park repairs Asphalting Line marking Drainage works, tide management Retaining walls, ballast retention walls, sound walls Rail track spill removal

135 Alexandra Street, Kurri Kurri, NSW 2327 02 4937 4439 | admin@hchgroup.com.au

www.hchgroup.com.au

APAC Outlook issue 54 | 89

WITH THE COMMUNITY IN MIND “With our operational footprint across the Americas, Australasia and Europe we have a long and proud history of participation and association with the local communities in which we operate. Molycop has used its position as a local manufacturer and supplier to improve the prospects and add value, of and to those that live in our communities. “It is our belief that if the communities in which we operate do well, our business also does well. A safe, prosperous and healthy local community means a capable and available workforce and supplier base to support and sustain our business.” - Molycop

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“Comminution or the milling of ore consumes around 53 percent of all energy consumption on an entire mine site. That amount of electricity globally across all milling activity amounts to three percent of electricity consumption in the world, which is enough to power Germany for a year,” Parker adds. “There is a lot of energy being consumed, so even small improvements to the energy efficiency of these mills will have a massive impact.”

SUSTAINABLE PRODUCTION PROCESS Molycop is at the forefront of sustainable and responsible steel product manufacturing. Its Electric Arc Furnace (EAF) steelmaking process produces significantly lower carbon emissions than the predominant steelmaking process used by various competitors in the industry. “Our steel making process uses

electrical energy to melt and refine scrap steel, resulting in our steel products being manufactured from over 93 percent recycled materials,” Parker explains. “This is a really important aspect of how we operate, especially in the face of the pressure caused by resource scarcity globally. For example, we take scrap from old cars, steel springs from mattresses, demolition scrap, rail tracks, tyres, shredded white goods such as refrigerators and spent steel products from our customers, and we recycle and remanufacture these materials into new steel products.” “Each year our EAF consumes scrap generated from recycling 200,000 cars, steel springs from over 300,000 mattresses and steel wire from two million tyres,” Parker adds. Inherently EAF steelmaking has carbon emissions about 50 percent lower that the predominant Basic Oxygen Furnace Steelmaking process.

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RESOURCE RECOVERY – MOLYCOP 360 In order to improve its capability and commitment towards resource recovery, Molycop has acquired JLW Services, a recycling centre business based in Cootamundra in New South Wales. Rebranded as Molycop 360, it specialises in resource recovery

and waste management services for problematic waste streams, including end-of-life mattresses, tyres, conveyor belts, polypipe and intermediate bulk containers (IBCs). Molycop 360 provides integrated logistics, waste management and resource recovery solutions for businesses, government, councils,

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and the mining industry and has the capability to either collect material and process at a central location or, typically for remote mining operations, process material on-site. Benefits of on-site processing include more efficient transport costs for any waste and reclaimed materials leaving site as well as reduced waste volume going to landfill. Molycop can also recycle ferrous and polymer materials through its EAF Steelmaking process. According to Michael Parker, the acquisition of Molycop 360 has placed the company “at the forefront of responsible and sustainable steelmaking and manufacturing. We are committed to building the circular economy, liberating value from waste streams and supporting our customers’ sustainability goals”, a statement that shows the level of dedication Molycop holds towards sustainability from the top-down. APAC Outlook issue 54 | 91

MOLYCOP MINING

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MOLYCOP MINING

allows us to do is substitute around half of that material with recycled polymers (typically end of life, rubber and plastics) that we can now recover and repurpose through our Molycop 360 business. This allows us to partly replace a virgin raw material with a repurposed product that would otherwise be destined for landfill or a stockpile somewhere.”

MINING AHEAD

“ N O M I N E E V E R S T O P S O V E R M O LY C O P ” - M I C H A E L P A R K E R , P R E S I D E N T – A U S T R A L A S I A , M O LY C O P

COLLABORATIVE DEVELOPMENT Over the past decade, Molycop has formed a close partnership with the University of New South Wales (UNSW) SMaRT Research Centre, providing critical industry support in the development and commercialisation of innovative recycling technologies. Through this partnership, Molycop has installed Polymer Injection Technology (PIT) at its EAF facility. “PIT is a technology developed

by the UNSW, invented by Professor Veena Sahajwalla, around 10 years ago,” Parker elaborates. “It is another example of how we try to extract as much from waste streams to recycle as possible. “In the steel making process you need to use carbon, it’s a fuel, an alloying element and a reducing agent, so it is a necessary component in the steel making process. Historically, we would use imported carbon materials that have been derived from coal or oil, but what PIT

Looking forward, Molycop’s ultimate purpose remains unchanged to support customers through the secure and value adding supply of critical mining consumable products and technical services. Given the lessons from the COVID-19 pandemic and the expected growth in the demand for critical metals such as copper, as the world decarbonises, prudent risk management will require a reassessment of supply chain resilience. Molycop is uniquely positioned to provide customers with the requisite supply chain confidence. “No mine ever stops over Molycop,” Parker affirms. Molycop’s 100-year track-record has been built on providing the highest quality products and delivering outstanding supply assurance. “We want to help our customers achieve their goals. That is why we are also enhancing our sustainability credentials and digital capabilities. Mining plays a critical role in the growth and prosperity of our society. Molycop is committed to supporting our customers as they liberate the valuable minerals that are fundamental to our everyday life and that will keep society moving forward.”

Tel: +61 (2) 4974 0411 gmsales@molycop.com www.molycop.com APAC Outlook issue 54 | 93

MEINHARDT EPCM CONSTRUCTION

SHAPING FUTURE C I T YS C A P E S Meinhardt EPCM Group operates at the centre of the Southeast-Asian construction industry. We go behind the scenes with Mr. Vinesh Natali, Global Head and Director of the company to learn more Writer: Marcus Kääpä | Project Manager: Ryan Gray 94 | APAC Outlook issue 54

S

ingapore represents the future of the urban space. Existing as a city, nation and state, the island makes up roughly 275 square-miles of land that is home to a collective and diverse population of over five million people. Known globally as the “Garden City”, over 50 percent of Singapore is made up of green space, and as a hub of international business it is the operational centre of many giants in the construction industry, such as globally renowned Meinhardt EPCM. “The construction industry in

Mr. Vinesh Natali, Global Head and Director

Singapore has always been robust and balanced with good regulatory practises and controls in place,” begins Mr. Vinesh Natali, Global Head and Director of Meinhardt EPCM Group (Meinhardt EPCM). “Over the last two years due to COVID-19, the construction industry has been impacted due to lockdowns and the slowdown in capital investments into projects. Fuelling this has also been the limited labour and materials supply from neighbouring countries posing challenges on the construction industry. APAC Outlook issue 54 | 95

“Retail will be one of the most disrupted industries over the next 10 years, which is why retail leaders are urged to move their focus to adaptability. While changing the retail enterprise into a more adaptable one, the consumer experience has become king.”

Consumer Experience is King It goes without saying that for most retailers, the compass to base their course of action on is the consumer. Consumers dictate how they want to make a purchase: where and when they shop, how they pay, how and when it is delivered, and what after-sales service they would like to receive. Yet although in many cases consumers are a retailer’s true worth, it is far from certain what consumers want exactly. Whereas 10 years ago, retailers were looking into multi-channel solutions, soon to be followed by cross-channel retailing solutions, this is now irrevocably passé. Today, it is all about the consumer experience. The in-store consumer experience is what sets one store apart from the other, and we see that consumers are shifting their spending priorities from product to experience. According to Shep Hyken, “consumer experience rises to the top of whether or not the consumer will decide to keep doing business with a brand.” Regardless of the communication and sales channels used, consumers expect flawless service, they expect to be known and served “on demand”.

Find out more at DieboldNixdorf.com Empower your consumers with self-service retail solutions that are more intuitive, frictionless and rewarding. Consumers want the control to shop their way, at their pace. Self-service can meet their emerging expectations—but to be successful, you need a dedicated self-service strategy. Self-service retail solutions should be open to integrate new technology, be modular and flexible to adapt to each environment, and always-on and available. The Future of Retail is Consumer Centric Consumer-centric retail entails so much more than simply ‘doing what the customer wants’. In today’s modern, digitised world, it’s all about creating a positive experience at the point-of-sale and post-sale. So you’ve got to truly understand your consumers in order to define, build and fine-tune their individual experiences. The future of retail is highly personalized across every touchpoint—digital and physical— it’s a world in which you have the ability and the knowledge to engage with your consumers wherever and whenever it’s most relevant for them, and for you.

Run your forecourt, convenience and food-2-go operations efficiently in the cloud. With a feature-rich POS environment and options to extend to self-service kiosks, now you can efficiently operate your back office and manage inventory, retail pricing and suppliers. Enhance your loyalty and engagement programmes, and access real-time dashboards on your most critical business KPIs. Learn more about how your organisation can benefit from Diebold Nixdorf Retail solutions.

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MEINHARDT EPCM CONSTRUCTION

APAC OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER PAST AND ENTRY INTO THE CONSTRUCTION SECTOR? VINESH NATALI, GLOBAL HEAD AND DIRECTOR: “I started off my career in engineering after graduating with a degree in Electrical Engineering from the University of New South Wales in Australia in 1992. Following my graduation, I moved to New Zealand where my first job landed me into the construction of a new Engineering Woods Manufacturing Plant in Gisborne. “From New Zealand, I then moved to Indonesia to work in the mining and mineral processing industry where I was exposed to newer processes and challenges. I was fortunate to be surrounded by some very good mentors and capable professionals who helped and guided me towards the construction industry. “In 2007 I moved to Singapore from New Zealand and worked on some of the largest developments in the country at the time where I was able to apply engineering and construction knowledge. Until 2014, I continued to work across the Southeast-Asian region working on various projects for multiple clients and held key account relationships. “In 2015, I joined Meinhardt and spearheaded the EPCM group for Meinhardt EPCM business which now spans seven countries (Singapore, Malaysia, Indonesia, India, Pakistan, Philippines and Malta) with over 450 professionals across the business. We have strengthened the business across the several sectors specific to each country and introduced new expertise into the group.”

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“Fortunately, as part of its construction roadmap, Singapore has been introducing ways of minimising reliance on the construction workforce and improving productivity through modern methods of construction such as prefabricated prefinished volumetric construction (PPVC) and design for manufacture and assembly (DFMA) construction techniques, enabling faster construction with optimal manpower.”

OPERATING IN EPCM Meinhardt EPCM is part of the international Meinhardt Group and provides end-to-end services in the areas of engineering, procurement and construction management (EPCM). The EPCM business was established and commenced operations in 2016 in Singapore and very rapidly expanded into six other countries, namely Malaysia, India, Indonesia, Malta, and more recently Pakistan and the Philippines. “The EPCM group employs more than 450 permanent members of staff,” Mr. Natali adds. “We have a high diversity of cultures and ages throughout the workforce, and through careful management and implementation of our inclusivity

policies, they have each become loyal Meinhardtians.” For Mr. Natali, along with this regulatory augmentation, buildability and constructability requirements as part of the approvals process have forced engineers to think more broadly on standardisation and modularity for faster, environmentally friendly and safer ways of building. To support this environmental compliance, a significant amount of construction is done offsite where safety, pollution and waste can be controlled within stricter guidelines. “Our client base includes several notable multinational corporations (MNCs) operating globally and in the region who are looking for one stop solutions such as Meinhardt,” says Mr. Natali. “We currently service largely private clients from the oil and gas, mobility, energy, minerals processing, food and beverage, automotive, advanced manufacturing, semiconductor and logistics sectors. We also work with public sector clients on infrastructure projects in Malta and India. “We have in the past year enhanced our offerings into the renewables sectors and smart solutions around energy management and optimisation.”

O

ver a decade, Diebold Nixdorf has been a strategic technology partner to Shell, a global group of energy and petrochemical companies, and Meinhardt Group, one of the most respected Asian-based engineering companies in the world, for projects across multiple global markets. With multiple countries taking a pledge to reduce the carbon footprint also in accordance to the recent Paris summit, Shell has charted big aspirational plans to reduce their business dependence just on the conventional Bio Fuel. They plan big on growth of business in the Non-Fuel Retail and EV charging space. Shell also recently appointed Meinhardt Group, one of the most respected Asian-based engineering companies in the world as their EPCM partners. To achieve these goals, Shell sees Diebold Nixdorf and Meinhardt as strategic partners to complement the needs and processes. While Diebold Nixdorf is transforming the forecourt experiences for customers Meinhardt is managing the engineering, procurement, and setup of fuel stations. The longstanding experience of Diebold Nixdorf in the retail segment and more open, more modular and more available technology solutions and services are key elements for successful partnerships like this. As a world leader in driving connected commerce, Diebold Nixdorf is designing, enabling and operating relevant consumer and staff journeys. As a partner to global key retailers the company’s solutions connect digital and physical channels conveniently, securely and efficiently for millions of consumers each day. In addition to a well-established traditional business relationship, each partnership also allows Diebold

Nixdorf to co-innovate and co-create new customer and staff journeys in response to the fast-paced changes in today’s market environment. Consumers in every market are getting more progressive than what businesses, particularly in the retail industry, think they are. The rise of “on-demand”, tech-enabled, and digitally informed consumers have prompted retailers to change the way they offer their products to the market. With the global pandemic, retailers are also taking up the challenge of addressing the consumers’ need to control and manage their own transactions in their purchases. Vipin Kalra, Vice President and Managing Director for Asia Pacific Retail at Diebold Nixdorf puts it in a tangible way: “Diebold Nixdorf’s latest self-service solutions enable retailers to provide a variety of options, based on their individual business and checkout model. For instance, outdoor payments at the forecourt, integrated e-wallets on mobile phones, a security scale, a designated basket shelf, and cash or noncash payment. Behind the hardware is the software resource that connects the dots – the store’s point of sale, back office, stock, CRM system, and many other financial systems in the back end. Therefore, we are offering a new cloud-native solution that ensures higher operational efficiencies for the retailers and better, consistent experiences for consumers across different engagement channels.” Learn more how Diebold Nixdorf solutions help keep your stores relevant at the intersection of physical and digital consumer journeys here.

E herrine.chua@dieboldnixdorf.com

|

www.DieboldNixdorf.com

EXPANSION AND DEVELOPMENT With what hopes to be the worst of the COVID-19 pandemic in the past, Meinhardt EPCM is moving forward into 2022 with an array of projects to carry out. In 2017, Meinhardt EPCM was appointed by Shell Indonesia as its mobility business partner. The company currently provides EPCM services to Shell Indonesia mostly in the eastern part of the country on Java Island. “Meinhardt EPCM provides engineering of the retail outlets starting at feasibility, cost estimation, contract management, design of the buildings and the fuel systems on the sites, design of photo voltaic (PV) solutions and electric vehicle (EV) charging infrastructure, procurement, capital expenditure (capex) management, construction management and health and safety,” Mr. Natali tells us. “We have delivered 100 | APAC Outlook issue 54

over 50 retail outlets in Indonesia itself and have been firmly expanding our delivery into the city of Medan starting this year. “In Indonesia, our team is about 85 strong on the ground and is supported by our Centre of Excellence Team, to not only help deliver the yearly programmes but also to infuse creativity and innovation into our delivery. Our excellence in delivery is hallmarked by speed and safety and we have had a sterling record in both respects.” Meinhardt EPCM has recently been awarded a project in Brazil to undertake the feasibility of a new steel plant. This is a new process and technology to be introduced by the client, and the company’s teams in India are engaged to undertake the unique project, demonstrating the expertise developed inside the company itself in the materials handling and minerals processing sector. This project also represents

Meinhardt EPCM’s global expansion into South America, and an exciting future in the region. “On top of this, we are servicing a number of sectors for various international clients operating their facilities within Malaysia,” Mr. Natali explains. “We operate both in the east and west of Malaysia in the areas of mobility, food and beverage, logistics, advanced manufacturing and hi-tech plants. We are now also servicing datacentre clients with their requirements regarding datacentre development as well as technology firms in the area of digitalisation.”

INVESTING IN THE PEOPLE Equally, Meinhardt EPCM is focused on internal investments. The company has several development programmes that have seen staff trained in hard and soft skills, health, safety, security and environment (HSSE), procurement, ethics and compliances, behavioural

MEINHARDT EPCM CONSTRUCTION

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MEINHARDT EPCM CONSTRUCTION

programmes, negotiations and client management, project management, and communications. “When we started our business, we very carefully chose our staff giving them a platform of opportunity to grow with us as the company grew,” Mr. Natali elaborates. “Many of them came with good industry experience and coupled with our business we were able to fuse their aspirations and expectations to form a winning partnership. “Over the years we have given our staff freedom and flexibility to exercise their thought within the strategic opportunities and aspirations of the company. This flexibility has provided a very lean and agile workforce that is capable of 102 | APAC Outlook issue 54

which allows staff at any level to meet with management and discussion various topics of interest,” Mr. Natali continues. “This allows for closer bonding between management and staff. “Our supply chain expects a certain level of conduct, and our training programmes align this with the expectations of our clients.” thinking outside the box to tackle any undertakings successfully.” More recently, Meinhardt EPCM has introduced staff wellness programmes allowing interactions remotely amongst staff through, for example, the gamification of work. “A programme we have recently introduced is “Howdy Meinhardt”

FUTURE GROWTH As for the years ahead, Meinhardt EPCM has placed its focus on a handful of key priorities to expand and diversify the business. Firstly, the company is planning to restructure within 2022 to pave the way for successful growth and in-country leadership.

CORPORATE SOCIAL RESPONSIBILITY (CSR) Meinhardt EPCM has been undertaking a number of CSR practices in India helping the homeless in need of basic amenities such as blankets and clothing. The company has also undertaken a public education project with its contractors in Bangalore for Traffic and Road Safety, that relates to building awareness around road safety. “As part of our clients’ ambitions, Meinhardt EPCM is aligned to design solutions within our projects for our clients to achieve Net ZERO and Low Carbon targets. Meinhardt is undertaking several projects which have resulted in achieving the sustainability targets and also certifications for LEED and Greenmark” - Vinesh Natali, Global Head and Director, Meinhardt EPCM Group

“As mentioned before, we are also expanding into the Americas, and on top of this, we will be diversifying our EPCM services through setting up a construction focus targeted at the mobility sector,” Mr. Natali tells us. “Embracing technology as part of our business continuity plan has been in play over the last two years. Meinhardt EPCM has continued to operate at full speed over this period due to the technology in place to conduct work with remotely located teams. Whether it was with clients based in another country to conduct meetings or to give instruction and review progress on sites, our technology platforms allowed us to continue our business operations successfully. “We also embraced building information modelling (BIM) and virtual reality (VR) in our projects to allow better visuals, team coordination and seamless client approvals.”

Tel: +65 6273 5255 / +65 6274 0788 info@meinhardt.com.sg www.meinhardt.com.sg APAC Outlook issue 54 | 103

TUNN

GHELLA ABERGELDIE JV CONSTRUCTION

NELLING

T H E WAY F O R WA R D F O R AUCKLAND

The Ghella Abergeldie Joint Venture represents a trailblazing union to deliver New Zealand’s largest wastewater infrastructure project. We go behind the scenes with Project Director, Francesco Saibene Writer: Phoebe Harper | Project Manager: Joshua Mann

T

he end of 2021 brought a breakthrough moment for the ongoing work of the Ghella-Abergeldie Joint Venture (GAJV) with the micro-Tunnel Francesco Saibene Boring Machine (mTBM) ‘Domenica’ finishing her first drive. It is the result of two years’ hard work. This is just one step forward in the long journey of delivering the Central Interceptor Wastewater tunnel – New Zealand’s largest wastewater treatment infrastructure project. This six-year project is led by two titans of industry who have unified to

undertake this momentous tender, awarded by New Zealand’s largest water utility - Watercare.

STRENGTH IN PARTNERSHIP GAJV comprises the union of internationally renowned Italian construction and tunnelling specialist Ghella, with Abergeldie - one of Australia and New Zealand’s leading complex infrastructure providers. Saibene himself has over 30 years of tunnelling expertise on New Zealand soil, which is further strengthened by Ghella’s 150 years of

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Italian and international experience and capabilities. Founded in 1894, Ghella is an established provider of underground works, particularly with the use of TBMs. The company boasts an impressive range of major projects including the Riachuelo sewage system in Buenos Aires, and the Sydney and Brisbane Metros in Australia. Meanwhile, Abergeldie has over 25 years’ experience in complex underground works particularly focused on water related projects. These collective strengths equip GAJV with the extensive experience to undertake wastewater projects of significant scale. Presiding over this ambitious

venture is Project Director, Francesco Saibene, the New Zealand representative for Ghella. “The project is being delivered by Ghella Abergeldie Joint Venture. GAJV combines the tunnelling experience and legacy from Ghella with the local knowledge from Abergeldie,” Saibene tells us. Aside from the proven technical prowess required to successfully achieve such an undertaking, both partners endorse a close-knit working ethos centred on creating a community of working that only strengthens their union. “The JV Partners are both familyowned and the family environment is tangible in the joint venture,” he adds. “Through this, we were able

APAC OUTLOOK: WHAT LED TO YOUR POSITION OVERSEEING THE JV AS PROJECT DIRECTOR? FRANCESCO SAIBENE, PROJECT DIRECTOR: I am a Civil Structural Engineer with more than 15 years’ experience internationally. Since I started my career, I have worked on Civil Infrastructure projects in eight different countries, across four continents. I was the first person working on this project, having led the Expression of Interest and Tender. Taking on the role of Project Director has been a natural continuation of that work.

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Agru New Zealand Ltd At Agru New Zealand we supply top quality plastic technology produced by Agru in Austria. Agru offers everything from semi-finished products through to technologically optimised injection moulded fittings, all from a single source. Agru is one of the world‘s most important single-source suppliers for high-quality piping systems, semifinished products, concrete protection liners and lining systems made from engineering plastics. Our team here at Agru New Zealand has extensive knowledge in plastics ranging from Electro-fusion/Butting welding needs and applications, plastic engineering, and technical advice on installation. At the core of our business is the belief that customers deserve fast, flexible and reliable products and services.

KEY FACTS THE CENTRAL INTERCEPTOR PROJECT The Central Interceptor (CI) project will be Auckland’s largest wastewater tunnel and the biggest wastewater project ever undertaken in New Zealand. • The CI consists of 14.7km of tunnels, 18 shafts, a major pump station and substantial wastewater management and network infrastructure works. • The pipe-jacked tunnels will be drilled with an EPB TBM, and the longest drive between shafts on the CI will be 1.2km, one of the longest in the world. • CI is due for completion in 2026.

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not only to create a different work environment but also to create a great relationship with our client, Watercare, and all the stakeholders involved in the project. “This has also driven the project to strive on creating a legacy of social and broader outcomes.” This familial bond has been the glue to hold things together and boost morale during the turbulence and disruption of the COVID-19 pandemic, which has greatly impacted progress due to limited product availability and delayed delivery times throughout the supply chain.

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THE WATERCARE CENTRAL INTERCEPTOR The Central Interceptor Wastewater Tunnel is set to be the lifeblood of future Auckland. Indeed, it is this concern to conserve the welfare and wellbeing of Auckland’s residents with improved wastewater services for the century to come that guides the entire operation.

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GHELLA ABERGELDIE JV CONSTRUCTION

“The Central Interceptor (CI) tunnel is the largest wastewater infrastructure project in New Zealand and the most significant wastewater investment in Watercare’s history. “For years, when it rains heavily, stormwater has combined with wastewater and overwhelmed the network, overflowing into local creeks and streams. The CI Project will cater for the population growth of Auckland with its 14.7-kilometre (km) tunnel running from Māngere to Grey Lynn. This infrastructure has been designed to have a life of 100 years,” explains Saibene. By constructing this underground infrastructure, the health of Auckland’s waterways will improve by reducing overflows in wetweather conditions. Not only this, but the construction supports the community by creating significant employment opportunities for the city. Due for completion in 2026, the

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14.7km tunnel consists of a 4.5 metre (m) wide tunnel, at depths of between 150m and 110m. The CI will collect wastewater from the existing network and convey it at 7.2 cubic metres per second (m3/s) capacity pump station. “Other key components include a 1.1km-long sewer at 2.4m ID and a 3.3km-long sewer at 2.1m ID, both pipe-jacked. “18 drop shafts, mostly of the cascade type, drop flow from shallow connections to the deep link sewers and main tunnel. Inflows to the tunnel are controlled via actuated gates at most of the shallow connections to the existing network. At its downstream end, the tunnel invert is at 32m depth as it enters the pump station,” outlines Saibene. With tunnelling forming the main component of the work, GAJV is utilising an Earth Pressure Balance (EPB) TBM with precast concrete segmental lining for the construction of the main tunnel.

Hose Supplies Hose Supplies NZ Ltd (HSNZ) is proud to support the Ghella Abergeldie Joint Venture (GAJV) project – Central Interceptor! HSNZ has been a key supplier of products to the Civil, Mining and Tunneling industries since our establishment in 1990. Primarily we specialised in the importation and supply of industrial hose and fittings, valves and associated fluid power products sourced from leading global manufacturers. However, don’t let the name mislead you! Now 30 years on, our focus has diversified to become ‘more than just hose’ with specialist market specific business units created, engineering and fabrication services expanded, and on-site product management and installation capabilities broadened. Through our Engineering Design service, we can consult, design, fabricate, supply, and finally install any engineered solution required to keep your project moving.

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APAC Outlook issue 54 | 111

This EPB TBM technology boasts several defining characteristics, including a nine-bar maximum operating pressure that caters to hydrostatic pressures of up to 8.7-bar under the high cover section of the alignment. The TBM thrust system provides an emergency propulsion capacity of up to 48,000 kilonewtons (kN), and an airlock maximum operating pressure of five-bar to facilitate hyperbaric cutterhead interventions. In order to cater for the maximum operating pressure, the TBM was required to have either two screws, or a single screw plus supplementary means to manage the maximum pressure down to routine dynamic operating pressures. “Due to the corrosive sewer environment, specific focus has been given to the protection of the structure most exposed to the risk of corrosion. 112 | APAC Outlook issue 54

“The tunnels will be lined with a High-Density Polyethylene (HDPE) layer, including the main shaft at the receiving shaft in the Pump Station, and some of the shafts will be manufactured in FRP (Fibre-reinforced plastic). The shaft at the May Road site will be one of the biggest in size and depth ever done in the world,” states Saibene.

COMMUNITY-CONSCIOUS The focus on family extends to the way GAJV works in the community. As a major undertaking in the area, GAJV is keen to engage with the community wherever possible, and is proud of these commitments as a means to increase stakeholder engagement. “Stakeholder engagement focuses on the communities near our sites and includes a school engagement programme. We also focus strongly on GAJV staff with a literacy and

numeracy programme, mental wellbeing support and affordable nutritious meals,” Saibene tells us. The entire GAJV operation on the CI project consists of 16 construction sites throughout Auckland, with numerous stakeholders, community groups, businesses and schools affected by the work. “GAJV is committed to leaving a lasting legacy in Auckland communities supporting social enterprise, summer internships, school engagement and several other projects with a strong local focus. “This includes creating a laundry service in partnership with a local marae to wash our personal protective equipment (PPE) so that we reduce the risk of potentially harmful substances entering our homes,” he adds. GAJV also seeks to support the local cultural landscape by contributing to the rehabilitation of

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the Maori heritage area, Puketutu Island. This is done by reusing spoil from the GAJV shafts. “This work restores a place of strong cultural significance and returning it to Tangata Whenua,” Saibene states proudly. This social responsibility also translates to matters concerning environmental sustainability and has been a factor embedded in the project since the initial design stage as a major focus for client, Watercare. “A focus on sustainability has been imperative since the project first began,” he affirms. “With advances in technology and practice we continue

to find further opportunities to mitigate our environmental impact. Having a dedicated sustainability focus on the project means a view across every aspect from procurement to packaging returns and the ability to make those areas join up.” GAJV has adopted the Infrastructure Sustainability Council (ISC) framework to guide its efforts in this area, providing its clients with a transparent standard to compare the CI’s sustainability performance against other such projects. “A couple of our main achievements include the utilisation of electric

locomotives for the tunnel operations, the use of electric trucks for spoil cartage on some of the sites, and the removal of one of the temporary shafts, thanks to the elongation of one of the pipe-jacked tunnel drives. This resulted in the longest single drive in New Zealand with an EPB machine,” concludes Saibene. Delivering a series of industry-firsts for New Zealand, GAJV promises to leave a positive impact for the people of Auckland through the delivery of a healthier water system to supply the community for years to come. We leave Saibene, and GAJV, on the cusp of another year of progress.

GHELLA ABERGELDIE JV ciproject@ga-jv.com www.gajv.co.nz APAC Outlook issue 54 | 113

SUN METALS MANUFACTURING

A

lthough you may not know it, zinc powers modern society. From automobiles to construction materials, the metal is indispensable in protecting steel from corrosion, prolonging its lifespan whilst also saving natural resources including iron ore and other energy sources. “Sun Metals’ mission is to be the safest, most environmentally responsible and most competitive zinc refinery in the world,” opens Michael Choi, CFO at Australia’s largest zinc refinery.

in Townsville, North Queensland was commissioned in 1999 as its parent company’s first overseas operation. Michael’s entrance into the zinc refining space began with a role at Korea Zinc as a director of the strategies and planning team, overseeing mergers and acquisitions and guiding investments in mining for off-takes and foreign subsidiaries. Australia was a strategic choice for Korea Zinc as a continent blessed with natural deposits that have been an invaluable source of wealth since they were first unearthed in the late nineteenth century. It was this potential combined with Australia’s innovative stance on sustainability that encouraged Michael to consider a role overseas. “I volunteered to take an opportunity in Australia since there are lots of future business opportunities with skilled and professional people and of course, it is full of resources and renewable energy,” he says. Since its inception, Sun Metals continues to Sun Metals is the ambitious, environmentally source 35 percent of its responsible zinc refinery competing on the world raw material from zinc concentrate resources stage. We explore sustainability and expansion within Australia, whilst with CFO, Michael Choi the remainder is imported from mines Writer: Phoebe Harper | Project Manager: Ryan Gray in Alaska and South America. “Our Special High Grade (SHG) zinc is a premium product which meets the stringent Sun Metals operates as an Australian quality standards required under Sun Metals’ private company, 100 percent owned by registration with the London Metal Exchange global nonferrous metal refining giant, and is mainly sold to steel companies for Korea Zinc. Whilst Korea Zinc boasts a galvanizing purposes,” explains Michael. presence in the refining sector dating A valuable output and secondary product of back to 1974, the Sun Metals zinc refinery the zinc refining process, Sun Metals also sells

FUTURE FAC I N G M E TA L S

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Cleveland Bay Chemical Co. Cleveland Bay Chemical Company manufactures water treatment and industrial reagents for the regional North Queensland market. The company’s customers include essential services such as drinking water and wastewater treatment to power stations. It also supports food manufacturers, refineries and other chemical companies. The company has a philosophy of value adding local raw materials and manufacturing high quality reagents for a range of domestic end users. This regional approach has offered security of supply and price throughout times of great uncertainty for the region’s essential services and other industries.

“ S U N M E TA L S H A S A F O C U S O N B E I N G T H E S A F E S T, M O S T E N V I R O N M E N TA L LY RESPONSIBLE AND MOST COMPETITIVE ZINC REFINERY IN THE WORLD” – M I C H A E L C H O I , C F O , S U N M E TA L S

sulphuric acid to clients, which is then used in the production of fertilisers and other industrial applications. Zinc alloy metal and by-products of sulphuric acid including copper cake, cadmium and iron oxide are also sold to both domestic and international markets. Aside from the company’s mandate of maintaining a competitive edge through environmental sustainability, safety is the paramount concern for Sun Metals and its team of over 350 employees. With such a clear mission at the fore, we see how Sun Metals practices what it preaches by both safeguarding its solid stance on sustainability and maintaining advantage through strategic investments. 116 | APAC Outlook issue 54

SHIELDING SUSTAINABILITY As a reflection of its environmental commitments, Sun Metals upholds the ambitious goal of becoming 100 percent ‘Green’ by 2040, and 86 percent by 2024. This pertains to achieving both the highest level of ‘environmental-friendliness’ possible, and the utmost productivity efficiency. Although a sustainability focus is embedded into the wider Korea Zinc enterprise within its three major management policies across all operations, this is particularly pertinent in Australia as an area that has begun to weather the extreme effects of climate change. Both Korea Zinc and Sun Metals devised an environmental management system with an

Since first commencing operations in 2003, Cleveland Bay Chemical Company has developed a strong relationship with Sun Metals as both a customer and a supplier. Its aluminium flocculants are manufactured utilising sulphuric acid produced by Sun Metals. They are essential for producing the region’s safe drinking water and the treatment of wastewater which directly assists in protecting the waters of The Great Barrier Reef catchment. North Queensland is a region that is rich and diverse in mineral and agricultural resources which support value added manufacturing and the company is now building new ‘green’ manufacturing capabilities and is working to decarbonise its own supply chain and operations to further support its regional customers like Sun Metals both seeking and producing greener products. The company is proactively investing in developing new innovative process technologies and diversifying its products and services to support emerging industries in the region and abroad.

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SUN METALS MANUFACTURING

emphasis on wastewater disposal through evaporation. As a result of these efforts, Sun Metals successfully navigated natural disaster when widespread flooding struck Australia in 2019, without causing any environmental damage. “Our track record includes the advanced recycling of process water, designed so that no water leaves the

THE SUN METALS MISSION To become the best zinc refinery in the world, Sun Metals endeavours to be: 1. the safest, 2. the most environmentally responsible, and 3. the most competitive, zinc refinery in the world.

site except via evaporation,” says Michael. Aside from wastewater treatment, solar power is a major component of Sun Metals’ sustainability efforts as the company endeavours to run its plant with 100 percent renewable energy. A major development in this field came in 2018, when Sun Metals built the largest industrial solar power plant in Australia, with a capacity of 124 megawatts (MW). Since installation, this has been producing 25 percent of the refinery’s total power demand. “We built this solar farm with A$199 million investment and without any government funding,” he explains. In 2020, Sun Metals achieved a first for the zinc industry, when it joined the ‘Renewable Energy 100’ Initiative (RE100). This involves a strategic declaration to supply 80 percent of the company’s electricity with renewable energy by 2030, and 100 percent by 2040.

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SUN METALS MANUFACTURING

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SUN METALS’ SOLAR FARM IN NUMBERS • Potential peak power output of up to 121MW AC. • DC Capacity of 151MW DC. • 1,260,000 individual PV modules. • 26 power conversion stations housing 52 large scale outdoor inverters. • Solar farm covers approx. 120 hectares of land owned by Sun Metals. • First large-scale solar farm to be built directly by a major energy user in Australia.

“As the second largest single site consumer of electricity in Queensland with 30 percent of the cost generated from the electricity price, managing electricity was one of Sun Metals’ business risks, but also an opportunity. “With the 124MW solar farm at our site, we have also invested 30 percent equity in 923MW Macintyre Wind 120 | APAC Outlook issue 54

Farm at South Queensland. Both the solar and wind farm will cover 86 percent of our electricity usage in 2024 and all we have to do is fulfil the remaining 14 percent with batteries or any other renewable projects,” adds Michael. The establishment of Ark Energy in 2021 has been integral to these developments as a producer of green hydrogen that aims to entirely decarbonise the energy supply across the whole Korea Zinc footprint. “Ark Energy’s mission is to be the most competitive producer of green hydrogen in the world and an extreme user of hydrogen. This way, Ark Energy will make hydrogen pervasive throughout the group’s businesses, and will also be a demand creator of hydrogen.” Ultimately, Ark Energy will build a domestic hydrogen economy, that can then export green hydrogen to Korea Zinc and other customers in Northeast Asia.

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SUN METALS MANUFACTURING

Sun Metals is securing cuttingedge technologies and processes

“Ark Energy has worked closely with Sun Metals’ team to build a pilot plant at Sun Metals’ site, called the SunHQ project. This will start with a 1.25MW electrolyser, refuelling station and five hydrogen fuel cell prime movers to supply to third parties with short haul fleets running back to our base at SunHQ,” outlines Michael.

THE COMPETITIVE EDGE Aside from its industry-defining stance as an eco-friendly operation, Sun Metals utilises investment as a tool to guarantee the edge as a true competitor on the global stage of metal refining. Embracing innovative technologies is instrumental in this regard for keeping pace with the latest developments in the field. “Sun Metals has been investing heavily in artificial intelligence (AI), digital transformation and robotic processes,” Michael tells us.

“Our goal is to build advanced manufacturing capabilities in Townsville, up-skilling refinery operators and maintenance workers in robotic technology.” Projects dedicated to this streamlining of operations are ongoing, and amount to the tune of over A$7 million in investments so far. Securing these cutting-edge technologies and processes, Sun Metals is well-equipped for expansion, gaining further advantage by increasing the sheer volume of its output. “We are currently involved in a A$455 million expansion project which will increase our zinc metal production from 230,000 metric tonnes (MT) to 300,000 MT. This project has brought 830 full time equivalent jobs to Queensland and there were about 400 construction labourers on site when it was at peak,”

he comments. Commissioned for mid-2022, this expansion project will see Sun Metals ranked as the sixth largest zinc refinery in the world. Michael’s efforts for the immediate future will be overseeing the stabilisation of this major expansion. With a leading reputation as one of the most technologically advanced zinc refineries worldwide, Sun Metals and its high-grade metals will continue to fuel modern life.

Tel: +61 7 4726 6600 general.enquiries@sunmetals.com.au www.sunmetals.com.au APAC Outlook issue 54 | 123

Scott Barnes, Managing Director

GRENOF ENERGY & UTILITIES

C H LO R I N E GOES GREEN Grenof’s Green Chlorine model allows for a more sustainable, safer and efficient chlorine supply in Australia. Managing Director, Scott Barnes, tells us more Writer: Jack Salter | Project Manager: Nick Kernan

Green Chlorine is an exciting new area of activity for Grenof, utilising world-beating chlor-alkali production technology to disrupt the Australian water industry.” Those are the upbeat words of Scott Barnes, Managing Director of Grenof, who is confident that this new huband-spoke model will change the future of chlorine supply in Australia. Founded in 2014, Grenof focuses on providing innovative and proven technologies and solutions to the water, wastewater and renewables sectors in Australia, the latest of which comes in partnership with De Nora. To support its Green Chlorine model, Grenof has collaborated with the Italian water technologies company to utilise their electrochemical chlorine generation system, CECHLO, enabling the production of Green Chlorine from smaller plants at a reduced cost compared to current chlorine unit purchase rates. With over 400 installations worldwide and a plant lifespan of 50 years, CECHLO is a specially designed,

high-performance system that yields high levels of chlorine and sodium hydroxide from low levels of required energy. Production costs are also lessened due to the system being fully automated, whilst CECHLO’s robust, durable design requires minimal maintenance or operational intervention. Green Chlorine plants can service customers both inside and outside the water industry, and provide a genuine alternative option to the current centralised chlorine supply marketplace. “The chlor-alkali chemicals sector in Australia is dominated by two major players, however, this provides smaller companies such as Grenof with an opportunity to disrupt the marketplace by applying different technologies and a different business model,” outlines Barnes. “Both large providers in Australia have very much centralised production facilities, so what we’ve done is apply a different way of thinking to disrupt the industry by decentralising production.” APAC Outlook issue 54 | 125

GRENOF ENERGY & UTILITIES

DECENTRALISED PRODUCTION Through the construction of multiple smaller but more efficient plants that service their local region, the decentralised Green Chlorine model of collocated chlorine manufacturing facilities at water and sewage treatment plants reduces storage and freight costs and requirements. Grenof’s decentralised plants, complete with CECHLO technology, meet all chlor-alkali needs, including direct injection into the treatment plant, sodium hypochlorite production up to concentrations of 12.5 percent, chlorine bottled in all sizes, and sodium hydroxide production.

THE TECHNICAL BENEFITS OF GREEN CHLORINE • Minimises emissions and has negligible by-products. • Ability to harness hydrogen gas for further uses. • Can utilise renewable energy for operation due to its energy efficient processes. • Decreases the carbon footprint of chlorine supply to the market. • Reduces capital expenditure and operating expenses thanks to its modular design. • Less of the safety and environmental risks associated with chemical manufacture, delivery and application. • Hub-and-spoke locations mean a higher quality product. • Grenof operates and maintains Green Chlorine plants to ensure longevity and control of operations.

126 | APAC Outlook issue 54

CECHLO is skid mounted and can be located on any site, including water or wastewater treatment facilities, allowing for direct injection if required, securing on-site supply and enabling the use of recycled water. “The Green Chlorine model is not just about decentralisation, but also co-locating where there is available water and electricity,” shares Barnes. “Another advantage of the model is that we’ll be using the recycled water from sewage treatment plants where water would normally be disposed of in the receiving waterway; we’re going to be using that as a major input into chlorine production. “We’re hoping that the Green Chlorine model is going to be a wholesale disruption to the market, but it’s not something that will be easily done,” he continues.

BRAND NEW DIVISION Australia is the driest inhabited continent on the Earth, with access to less than one percent of the world’s freshwater resources. Grenof is therefore committed to solving the challenges faced by the water industry in the country, by providing environmentally friendly and sustainable solutions. As evidenced by the company’s newly formed green chlor-alkali division, Grenof is seizing the opportunity to partner with large utility groups and municipalities to build and construct Green Chlorine plants throughout Australia. Strong demand is driving this opportunity, particularly in northern parts of Australia and overseas, with each plant having the potential to generate millions in revenue per annum. By the end of 2023, Grenof expects to have multiple green chlor-alkali manufacturing facilities across the Pacific. “Grenof is focused on effectively delivering multiple chlor-alkali production projects throughout

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Australia and the Pacific,” confirms Barnes. “This is in addition to establishing a permanent presence in Sydney with an office and production facility, whilst also concentrating on markets in other states where Grenof does not currently have significant market penetration.” Scheduled to open in February 2022, the Sydney facility will complement Grenof’s pair of existing chemical manufacturing plants and four office locations in Brisbane, the Sunshine Coast and North Queensland. “It’s a significant milestone for Grenof due to the amount of work performed in New South Wales, and having enough critical mass in the region to justify the expense of a permanent facility,” Barnes adds.

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speciality magnesium hydroxide liquid formulation and the company’s signature product, used in the wastewater industry primarily for the purposes of sewer odour control and corrosion protection. It does so by successfully preventing the formation of hydrogen sulphide gas, a major contributor to odour and corrosion within wastewater networks, extending the

life of assets in the process. Thus, Grenof not only specialises in the decentralised, cost-effective and sustainable production of chlorine, but also the manufacture, distribution and dosing of other specialist chemicals. “From a sewage perspective, if you don’t manage it properly it causes concrete cancer, so it destroys your infrastructure,” explains Barnes. APAC Outlook issue 54 | 127

GRENOF ENERGY & UTILITIES

GRENOF VALUES AT A GLANCE PEOPLE – Providing a safe and supportive environment for staff and customers through training, engagement and innovation. CUSTOMER – Listening to their needs, exceeding their expectations, and being there for continued support in times of need. INTEGRITY – Doing things the right way by adhering to ethical business principles. INNOVATION – Committing to innovative excellence in all parts of the business through continuous improvement and challenging the status quo. SUSTAINABILITY – Focusing on the use, reuse and development of sustainable products and services.

128 | APAC Outlook issue 54

“That’s where our Phodine products really step up, because it’s a genuine green solution compared to what has been used for the last 50 years to protect underground assets.” The manufacture of proprietary chemicals such as Phodine to improve water and wastewater quality comprises Grenof’s chemical division, one of three core business divisions together with disinfection as well as services and solutions. Grenof, who has recently won multiple tenders from major Australian water utilities, is delivering market-leading innovative and green technology solutions through these key divisions. Complete with the further expansion into green chlor-alkalis, there are readily addressable growth opportunities for Grenof in both existing markets and the manufacture of green chlorine.

TALENTED TEAM As demonstrated by Grenof’s

Green Chlorine model and Phodine endeavours, the company is built on being heavily customer focused, providing innovative, sustainable solutions and unique business models. It also means that the experienced team of over 35 water professionals, engineers and technicians at Grenof understand the industry in which they work and are able to implement tailored solutions for the customer. “Without our supremely talented and conscientious team, Grenof would not be in business,” Barnes emphasises. “Grenof invests significant funds and resources year on year to develop new and improved products and services. Listening to our clients, suppliers and partners is key to understanding their needs and helps to establish the company’s overall business strategy and R&D investments.” It is Grenof’s long-standing research and development partnerships with Australian universities that have

also helped the company to provide proven and sustainable innovative technologies that improve efficiency. The company even has its own graduate programme in which it has recruited science, business and accounting graduates, actively promoting from within and implementing incentive schemes for key team members. Further, the COVID-19 pandemic has highlighted the importance of supply chain security to Grenof, especially when supplying essential service providers such as local councils and water utilities.

“Grenof places a huge amount of importance on strong supplier relationships to ensure a continuity of supply to our customers,” says Barnes. The water utility industry in Australia as a whole, meanwhile, is focused on digitisation and IoT sensors to gather information, allowing utilities to make prudent and efficient operations and asset management decisions that benefit consumers. “In addition, the industry is focusing on sustainable outcomes through the implementation of circular economy initiatives; it is this emphasis on

the circular economy that excites Grenof as it very much aligns with our company values.” As a green, sustainability-based company, Grenof is playing its part by cleaning up chlorine and disrupting the industry.

Tel: 1800 088 883 sales@grenof.com www.grenof.com APAC Outlook issue 54 | 129

ONECARE MEDICAL HEALTHCARE

C U S TO D I A N S O F H E A LT H P

reventative, accessible and professional healthcare. That was the common aim of an experienced group of doctors who formed OneCare Medical in 2013, opening the very first clinic in Boon Lay that year. One of those doctors was co-founder and CEO, Jimmy Chew. An accredited family physician, he completed his medical undergraduate studies at the National University of Singapore, obtaining a graduate diploma in family medicine before gaining a wealth of experience in both the surgical and medical departments of various public healthcare institutions in the country. Chew, and the rest of the 180-strong OneCare Medical team, firmly believe that prevention is better than the cure. As such, the company aims to provide preventative healthcare by dealing with the prevention of illness to lower the associated effects and risk factors of disease. “OneCare Medical is a primary care general practitioner (GP) chain providing affordable, accessible and quality healthcare services to the community,” begins Chew. “We have been opening up to five clinics per year and currently we are operating 25 clinics, which are fairly well distributed throughout the whole of Singapore.” Prior to the COVID-19 pandemic, close to half a million patients visited 130 | APAC Outlook issue 54

In an appointment with Dr Jimmy Chew, CEO of OneCare Medical, he tells us more about the company’s full range of healthcare services provided to patients in Singapore Writer: Jack Salter Project Manager: Callam Waller

OneCare Medical clinics every year. The majority of these clinics are located in the residential heartlands, making them the convenient choice for healthcare services.

PRIMARY CARE FOCUS Such is the multitude of complex healthcare choices and treatment

options now available on the market, OneCare Medical’s team of family doctors try their utmost to enable patients to make the best decisions for their health. Seeing to patients from across all age groups and demographics, the company strives to listen carefully to any health concerns, addressing them with informed discussions and clear explanations. OneCare Medical clinics also have access to Singapore’s National Electronic Healthcare Record (NEHR), which enables continuity of care between various healthcare institutions in the city-state. “We offer a full range of the usual primary care services including acute and chronic disease consultation, health screenings, vaccinations, statutory medical examinations for patients, and much more,” Chew outlines. “First and foremost, our main focus is to make sure that we provide excellent and affordable primary care services. That’s what makes us different.” OneCare Medical’s focus on primary care has been necessitated by the highly competitive nature of the healthcare industry, in which the company has sought to find its niche and be the best at it in order to stand out from the crowd. “Competition is unavoidable in almost all industries and healthcare is

no exception, so we try to be the best at what we do by providing highquality primary care to the masses.” The concept of workplace health is also becoming increasingly relevant, as more and more companies recognise that future success in a globalising marketplace can only be achieved by a healthy, qualified and motivated workforce. A healthy workplace environment ensures a flexible and dynamic

balance between meeting customer expectations and organisational targets, as well as the skills and health needs of employees. As such, OneCare Medical also helps to relieve organisations of the strain of managing medical administration, providing monthly invoices and reports on employee health matters to ease the burden of healthcare administration tasks for companies. APAC Outlook issue 54 | 131

ONECARE MEDICAL HEALTHCARE

APAC OUTLOOK: WHAT IS YOUR CURRENT TAKE ON THE HEALTHCARE INDUSTRY IN SINGAPORE? JIMMY CHEW, CEO: “Singapore’s healthcare system in general is pretty efficient with fairly good standards. “We have competent, well-trained healthcare professionals in Singapore, so I would say that the system is trusted by citizens to take care of their health needs. “Of course, with an ageing population comes the increasing burden of chronic diseases, so we at OneCare Medical have to plan ahead to be able to deal with that, together with making sure that healthcare costs don’t spiral out of control. “As for the COVID-19 pandemic, I believe the whole nation plays a very important role in the response. So far, we have avoided some of the worstcase scenarios whereby the healthcare system becomes overwhelmed and healthcare professionals are put in a difficult position. “We have mostly been able to prepare for what we expected to happen during the pandemic. There have been some unexpected challenges, but more or less we have managed to overcome them. “In the private sector we have definitely seen a reduction in patient numbers, so that has affected revenue for a lot of private practices, but that is probably due to people working from home or avoiding clinics for less serious illnesses.”

SPECIALIST PARTNERS Most OneCare Medical clinics are open seven days a week, an attractive proposition for patients in search of doctors that are always there to attend to their primary care needs, whenever and wherever they require it. Indeed, accessible healthcare for OneCare Medical is not just about having a number of clinics well distributed across Singapore, but also the availability of doctors. Complemented by supporting services such as telehealth, radiology and appointment booking systems, OneCare Medical relies on partners to further diversify and provide a more complete, specialised primary care service. “We work with laboratory, homecare, ancillary and specialist service providers; these are things 132 | APAC Outlook issue 54

that help to add value to our patients’ healthcare experiences,” Chew says. For example, OneCare Medical has been working very closely with StarMed Specialist Centre, an advanced one-stop specialist centre with a comprehensive range of clinics and services. “Because we are focused on primary care, we do not really have our own specialists. That’s where the likes of StarMed Specialist Centre come in, to help us create a healthcare ecosystem,” Chew reveals. “We both have a common investor called Health Management International (HMI) Group, which has invested in ourselves and StarMed Specialist Centre to form this synergistic collaboration.” In 2019, HMI Group invested in 40 percent of OneCare Medical with the

PromiseLand PromiseLand is an Independent Financial Advisory Firm and General Insurance Broker founded in 1986 and headquartered in Singapore. We have had the privilege of serving OneCare Medical since its establishment in 2013, by brokering Insurance for the group spanning from Business Insurance and Medical Malpractice Insurance to Group Hospital and Surgical Insurance. With Business Insurance, healthcare facilities are protected and business can continue even in the face of natural disasters or hazards. Medical Malpractice Insurance covers any claims from patients resulting from any negligent act, error or omission. It also covers the insured against any claim made by any person for written or spoken libel or slander. Where standard professional indemnity covers the risk of financial loss, Medical Malpractice covers situations where an error of judgement could result in either life or death. Various extensions also broaden the coverage of the Insured to cover any medically qualified Employee in respect of any legal liability arising from giving emergency first aid to any person, and more. We can also arrange cover for valued staff and medical practitioners under the group hospital and surgical insurance so that they are financially protected from costs arising from such medical treatment. Please contact PromiseLand Independent for financial and risk management needs through our email at enquiries@promiseland.com.sg or call +65 8029 2192.

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out us PromiseLand has an established track record in Singapore in the field of general insurance, having started as a composite insurance brokerage in 1986. Our General Insurance Division operates as an independent broker. Our corporate clients range from small-medium enterprises to listed companies and multinational companies, and we can arrange insurance progammes for regional companies as well. We aim to be your trusted Risk Advisor, Insurance Broker, Claims Advocate and, more importantly, a Business Partner.

ONECARE MEDICAL HEALTHCARE

UNO Technologies UNO Tech powering clinical operations and management UNO Technologies is a med-tech firm based in Singapore. Founded in 2015, it has since offered its med-tech solutions to over 2,000 practitioners in the APAC region, particularly Singapore, Malaysia, and China. UNO Tech’s core product, the UNO Clinic Management System (CMS), designed to improve healthcare efficiency, quality and patient outcome. The CMS has since served over one-million patients - averaging 350,000 patients yearly.

THIS PHOTO WAS TAKEN BEFORE COVID-19 SAFE DISTANCING MEASURES WERE APPLICABLE IN SINGAPORE

ONECARE MEDICAL SERVICES FOR EVERYONE – As well as providing a full range of services, OneCare Medical is also able to offer patients statutory check ups, vaccinations and the convenience of repeat prescription requests. FOR SCHOOLS – OneCare Medical is an experienced provider of onsite medical check-ups for students attending the Outward Bound Singapore (OBS) programme, dedicated to giving students, parents and teachers peace of mind. FOR BUSINESSES – Working with various companies and organisations on the provision of primary care, including subsidised rates for medication, consultation and check-ups.

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intention of growing it into a clinic chain of 40 GPs in Singapore, and has since taken a majority stake in the company. A growing regional private healthcare provider with a presence in Singapore, Malaysia and Indonesia, it shows that HMI Group is focused on growing its existing healthcare businesses. OneCare Medical has also recently collaborated with healthcare technology solutions provider Ninkatec to offer homecare services and personalised home-based healthcare solutions for elderly patients. These services are wide-ranging, and include medical and nursing home visits, procedures and other treatments. It is a revolutionary step forward for primary care services, with the rapid acceleration of novel healthcare innovations helping to improve patient wellbeing. The partnership coincides with efforts to make medical services available to patients in the comfort of their own homes, the benefits of which comprise convenience, peace of mind and safety. By moving beyond the physical walls of its clinics, OneCare Medical

UNO Tech has been in partnership with OneCare Medical Group for more than five years - providing OneCare with latest solutions in clinic management and Electronic Medical Records (EMR). Giving OneCare centralised control and management over its multiple locations and provide high quality patient care efficiently with ease. The tech-driven OneCare team had the foresight to be one of the pioneering clinic groups in Singapore to go cloud-based with UNO CMS. This was pivotal in their growth and success as they scaled from 10 clinics in 2016 to 26 clinics in 2021. UNO Tech remains committed to improving healthcare quality and efficiency for private practitioners. Besides EMR and CMS, telemedicine services were also launched in 2021, amid the COVID-19 endemic in Singapore, enabling patients affected by COVID-19 to seek medical advice remotely and safely. Research and development in Artificial Intelligence (AI) is another area UNO Tech is focusing on as it foresees the healthcare industry to be the next industry ripe for AI disruption.

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ONECARE MEDICAL HEALTHCARE

Innoquest Diagnostics Innoquest Diagnostics is proud to be a laboratory provider for OneCare Medical Group’s doctors and clinics since their inception in 2016. We are privileged to have been a part of OneCare’s growth from a single clinic to over 25 clinics to date. As a valued partner, we look forward to working closely with OneCare in serving the nation and achieving greater heights of success and prosperity together.

www.innoquest.com.sg

can extend its reach into the homes of more patients and families with an increasing number of treatments.

SCALING UP THE BUSINESS The 25th and latest addition to the OneCare Medical family is Beo Crescent Clinic & Surgery, having been acquired by the company in October 2021. Conveniently located in central Singapore, this independent GP clinic has been providing basic primary healthcare services to the local community for the past 10 years. With this experience in mind, it means that Beo Crescent Clinic & Surgery has been able to seamlessly embrace the common, shared values of the OneCare Medical network. “They can leverage our resources to expand their services, as well as potentially extend their operating hours,” states Chew. “As part of the OneCare Medical family, they are now able to enjoy our economy of skills which can 136 | APAC Outlook issue 54

also reduce their running costs.” In addition to pursuing more acquisitions, the establishment of a new central support office has further helped to scale up the business. Complete with accounting, logistics, central purchasing and operational departments, the capabilities of this central support office continue to grow. It has also enabled OneCare Medical to set up more clinics, such as the likes of Beo Crescent Clinic & Surgery, and support them in a scalable manner. “Every time we start up a clinic, the processes are really fine-tuned and that makes things easier,” Chew notes. “Of course, when it comes to the operational needs of the clinic, the central support office brings a huge number of benefits because we have everything in place.”

PANDEMIC RESPONSE All OneCare Medical clinics are able to administer recommended vaccines

for adults and children, including COVID-19 vaccines in some of the clinics. OneCare Medical has participated in the national vaccination programme against COVID-19, and as part of the Singapore Ministry of Health’s network of Public Health Preparedness Clinics, the company has helped to diagnose and treat COVID-19 patients. The proximity of clinics and consultations to affected patients and communities across Singapore has helped to reduce the transmission of this infectious disease as OneCare Medical’s services, which include providing COVID-19 swabs, are widely available across the country, negating the need to travel to multiple locations. Singapore currently has a case fatality rate of just 0.29 percent, one of the lowest in the world, and OneCare Medical has helped to play its part in this success.

ONECARE MEDICAL HEALTHCARE

In pursuit of science, innovating for life

On 31st March 2021, Innovative Diagnostics (IDPL) and Quest Laboratories (QUEST) merged to become Innoquest Diagnostics Pte Ltd (Innoquest). IDPL and Quest have been serving our medical community for over 25 years. The merger allows for more efficient economies of scale, faster turnaround times and an expanded menu of tests to improve diagnostics access to all of Singapore’s doctors and patients. Innoquest also stands as one of a few labs in Southeast Asia to hold dual accreditation to CAP and SAC-SINGLAS ISO 15189. We continuously strive to advance frontiers in medical science and build Singapore’s laboratory of the future in our mission to transform healthcare delivery and improve patient outcomes in pursuit of science, innovating for life.

“ T E A M W O R K I S E S P E C I A L LY I M P O R TA N T, T O F U L F I L A L L O F O U R D A I LY TA S K S A S WELL AS HANDLE CHALLENGES AND FIGHT AG A I N ST U N E X P E C T E D E V E N TS S U C H AS T H E PA N D E M I C ” – J I M M Y C H E W, C E O , O N E C A R E M E D I C A L

“We have mobilised our manpower to help manage key community facilities, used to manage COVID-19 patients who do not require tertiary care, so these are things that we have been doing to help with the pandemic response,” shares Chew. The support of suppliers has also never been more paramount, to ensure the company is adequately and reliably equipped with pharmaceuticals, medical equipment and consumables. “We have to trust our suppliers to make sure that quality control procedures are in place and that they

are able to restock our supplies in a timely manner. “That way, we can ensure that there’s a good balance been the shelf life of products, having stock ready, and making sure our warehouse capacity is optimised. All these things come together to make sure that our operational requirements are met,” Chew continues. In what has been a truly testing time for healthcare staff during the COVID19 pandemic, the hard work and professionalism of OneCare Medical’s staff cannot be overemphasised. “Teamwork is especially important,

HEADQUARTERS OFFICE STARHUB GREEN 67 Ubi Avenue 1, South Wing #02-08/09, Singapore 408942 Tel: +65 6430 3461 Fax: +65 6254 8115 / 8266 www.innoquest.com.sg

to fulfil all of our daily tasks as well as handle challenges and fight against unexpected events such as the pandemic. It requires them to be courageous as well as professional. “We encourage our staff to support each other, and we have career planning in place for most of them, so they are able to grow with us as the company grows,” adds Chew. In doing so, OneCare Medical will continue to provide preventative, accessible and professional healthcare to residents across the heartlands of Singapore, with the hope of becoming a recognisable, trusted brand.

Tel: 63522639 contactus@onecaremedical.com.sg www.onecaremedical.com.sg APAC Outlook issue 54 | 137

EYE CARE E XC E L L E N C E Speaking to Senior Ophthalmologist, Justin Mora, we take an in-depth look at Auckland Eye, whose sights are set on offering world-class eye care and superior treatment Writer: Jack Salter | Project Manager: Callam Waller

APAC Outlook issue 54 | 138

AUCKLAND EYE HEALTHCARE

The company’s team of highly trained ophthalmologists, who comprise some of the most qualified surgeons in New Zealand, assess and manage a comprehensive range of eye care treatments such as laser vision correction, cataract surgery, glaucoma, eyelid surgery, paediatrics, and retinal surgery. “We are able to care for all ophthalmic conditions and cover all ophthalmic specialties in our stateof-the-art practice and surgical facilities, which are purpose-built for eye surgery procedures,” opens Justin Mora, a Senior Ophthalmologist at Auckland Eye.

PATIENT CARE

T

he human eye is truly amazing. We discover far more about our surroundings with our eyesight than any of the other four senses combined. In fact, approximately 80 percent of all the information we learn about the world comes through our eyes.

Protection of our eyes is therefore paramount, and Auckland Eye has all angles covered when it comes to the treatment of this crucial organ. Established in the mid-1990s, Auckland Eye was the first subspecialist practice to be set up in New Zealand’s most populous urban area.

Auckland’s premier eye surgery facility is Oasis Surgical, owned and operated by Auckland Eye and designed to be utilised by leading eye surgeons as well as surgical specialists in other fields of medicine. Both Auckland Eye and the multi-million-dollar, multi-theatre Oasis Surgical facility offer superior treatment and world-class care in a relaxed, friendly environment. Together, they comprise a procedure and consulting group in Auckland that is accredited for the quality of its patient care. “With the way that the Auckland Eye team cares for its patients, builds strong relationships and provides the very best of care, we really do pride ourselves on excellence,” Mora stresses. “Our unique peer environment provides a continuous and transparent process of performance review, advice and support between consultants, who are experts in their field.” By providing life-changing eye care through comprehensive clinical excellence and innovation, Auckland Eye’s vision is to be the most trusted eye experts in New Zealand.

APAC Outlook issue 54 | 139

AUCKLAND EYE HEALTHCARE

CLOSER TO HOME With the completion of an additional new site in Ormiston, South Auckland, which has both clinical and surgical capabilities, Auckland Eye is trying to support community growth by providing services that are closer to the homes of patients. It comes as part of a wider expansion strategy, as the New Zealand Ministry of Health pursues the desire for care to be provided closer to home for everyone. “Auckland Eye has been positioning its services to reflect this, with outreach clinic hubs in northern, southern and central Auckland as well

as strategic partners in Whangarei and soon in Queenstown,” Mora outlines. As Auckland and the whole of New Zealand learns to live with COVID-19, Auckland Eye is also reshaping its services to provide care safely as the disease becomes endemic in the country. “Ophthalmologic care requires clinicians to be very close to people when examining their eyes and providing surgical treatment, so ensuring safety is extremely important.” The company’s expansion strategy has been complemented by the

adoption of telehealth services, albeit they are inherently more complicated for eye care which traditionally requires ophthalmic equipment to test and measure people’s vision. Telehealth has, however, been successfully utilised in other ways by Auckland Eye, for instance to assess the urgency of face-to-face care and for post-operative follow-ups. “Frequent peer sessions have also been conducted on Zoom and other video conferencing platforms to ensure ongoing collaboration, growth, and the sharing of ideas to promote a better service for both patients and staff,” adds Mora.

WHY AUCKLAND EYE? CAPABLE HANDS – The international ophthalmic world recognises Auckland Eye, often inviting members to speak at conferences. RESULTS MEAN THE WORLD – Auckland Eye always strives to improve its techniques, knowledge, and patient care. PROCEDURES AND TREATMENTS UNDER ONE ROOF – As New Zealand’s largest ophthalmic group, every aspect of eye care is covered, so patients won’t be referred to another clinic. COMFORT AND CARE COME FIRST – It’s natural to be a little nervous about eye treatments, so the people at Auckland Eye take extra time to listen, explain and take care of any concerns. THEY LOVE WHAT THEY DO – Auckland Eye understands how precious eyes are and loves to help improve the way people see the world.

140 | APAC Outlook issue 54

AUCKLAND EYE HEALTHCARE

Eyes are a window to your health Eye health is connected to your overall health and wellness.1 20 different diseases

can be detected through your eyes.2

Cataracts

are the leading cause of preventable blindness.3

50%

of the world's population needs vision correction.4

Make your eye health a priority and see your optometrist every year. References: 1. VSP Vision market research 2018 Eye Health Stats, 4th February 2020. 2. American Academy of Ophthalmology, https://www.aao. org/eye-health/tips-prevention/surprising-health-conditions-eye-examdetects 3. “Priority Eye Diseases.” World Health Organization. http://www. who.int/blindness/causes/priority/en/index1.html. 4. VISTAK JJVC AMO Fact Sheet. ©Johnson & Johnson Surgical Vision, Inc. 2021. PP2021CT6181

As New Zealand’s centre of excellence for eye care, Auckland Eye is the leading the way towards brighter, clearer vision for all.

APAC Outlook issue 54 | 141

AUCKLAND EYE’S VALUES – AT A GLANCE EMPATHY – To foster an environment in which all voices are heard and all people feel valued, Auckland Eye walks in the shoes of others to understand what they are experiencing. EXPERTISE – Deep expertise allows the company to identify how best to respond to the needs of its patients and genuinely enhance their day. INTEGRITY – Consistently making the better choice, regardless of complexity, to build trust and a constructive culture. PARTNERSHIP – Committing time and energy to nurturing and maintaining deep relationships to continue to grow its reputation for exceptional patient care and experiences.

142 | APAC Outlook issue 54

NEW TREATMENTS For the treatment of dry eye, a widespread condition that has very few real treatment solutions, Auckland Eye has invested in a new LipiFlow machine that restores dysfunctional meibomian glands. LipiFlow is a procedure designed to treat the root cause of evaporative dry eye, which can be caused by blocked meibomian glands. The LipiFlow treatment opens and clears these glands, allowing them to resume the natural production of lipids needed for healthy tears. “An activator eyepiece is used to apply precisely controlled heat to the inner eyelid to encourage the body to restart the natural production of lipids,” Mora explains. “Its single-use design and built-in sensors ensure a safe, sterile treatment.” Auckland Eye is also proud to be the most experienced provider of ReLEx SMILE laser vision correction in

Auckland, having treated thousands of eyes since its introduction in March 2015. SMILE represents the most significant advancement in laser eye surgery for over a decade, as it provides a minimally invasive treatment for the correction of myopia and astigmatism using femtosecond laser technology. Combining the proven safety of traditional vision correction techniques with even greater comfort and precision, surgeons around the world have embraced SMILE as an effective laser eye surgery procedure.

CRUCIAL RESEARCH Research plays a critical role at Auckland Eye, who frequently partners with companies to run clinical research trials together with its comprehensive research department. The department was established by Dr Dean Corbett, one of Auckland Eye’s world-leading ophthalmologists,

AUCKLAND EYE HEALTHCARE

AUCKLAND EYE’S COMMITMENT Auckland Eye is committed to continuing participation in national and international clinical trials, with a view to: 1. Helping to develop promising medicines and surgeries, so that successful products can be more easily accessed by patients in New Zealand and around the world. 2. Allowing patients who cannot otherwise afford potentially beneficial medicines or surgeries to access these products through a robust, ethics-approved process. 3. Ensuring surgeons at Auckland Eye remain at the crest of the wave to deliver the best and most effective treatments available.

having spotted the opportunity to assess new lenses and devices that could enhance vision and improve patient outcomes across all areas of ophthalmology. “Clinical research trials are a wonderful opportunity to partner with pioneering companies and contribute to innovations that deliver better eye care,” shares Mora. Auckland Eye has been performing clinical trials for more than 15 years and is proud to have contributed to a number of successful outcomes. The trial of an AcuFocus Corneal Inlay to treat presbyopia was one such undertaking, in which Auckland Eye was part of the international team that helped to make this product commercially available worldwide, achieving FDA approval in April 2015. The company was even the first clinic in the world to use the market leading TECNIS Symfony EDOF IOL (Extended Range of Vision Intraocular

Lens), which paved the way for an entirely new branch of products to enhance the lifestyle results for patients undergoing cataract surgery. Auckland Eye was also the first to recruit a patient for the clinical trial of Oculeve, a new device for the relief of dry eye. “We recruited the highest number of participants in Australasia for the trail. Oculeve is now FDA-approved and went on to sell for $55 million,” Mora reveals. As New Zealand’s centre of excellence for eye care, Auckland Eye is the leading the way towards brighter, clearer vision for all.

AUCKLAND EYE Tel: +64 9 529 2480 admin@aucklandeye.co.nz www.aucklandeye.co.nz APAC Outlook issue 54 | 143

GAMA HEALTHCARE AUSTRALIA HEALTHCARE

THE WA R D O F AU S T R A L I A Infection prevention has never been so critical. We speak to Suzanne Hammouche, CEO of GAMA Healthcare Australia, about the latest developments in the country’s healthcare space Writer: Marcus Kääpä | Project Manager: Callam Waller

F

ollowing mass vaccine rollouts and booster jabs, 2022 has represented a turning point in the globe’s efforts to combat the COVID-19 pandemic and return our lives to an ever-vigilant relative normality. Having witnessed and experienced the severe impacts of the virus, there is no question how important personal and public hygiene is for people across the world. “COVID-19 management has been very different in Australia, and the overall period has had a significant impact on our business. We have seen many changes that we didn’t expect to see in general consumers, and these have accelerated very quickly,” begins Suzanne Hammouche, CEO of GAMA Healthcare Australia (GAMA). “Prior to COVID-19, infection prevention

wasn’t really on people’s radars. People were not so concerned about the aerial transmission of viruses or hand hygiene, but now it is something we talk about on a daily basis and have done so for over two years. “We are seeing changes to policy coming out of government and the rush of new technology towards combatting the virus and others has been incredible.”

FACING CHANGE The COVID-19 pandemic forced companies around the world to face and adapt to necessary changes in business practices. “Like any organisation, our supply chain had to become incredibly robust, and that challenge is still ongoing with what we see today,” Hammouche informs us. APAC Outlook issue 54 | 145

BrightSky BrightSky Australia have been servicing the healthcare needs of Australians living with spinal cord injury and the wider community since 2013. BrightSky’s convenient one-stop online shop (brightsky.com.au), allows people to shop for everyday specialist healthcare products from the privacy and comfort of their home. BrightSky partners with hundreds of suppliers, such as GAMA Healthcare Australia, that have supplied BrightSky with quality products since 2018 and have taken advantage of BrightSky’s access to the Australian spinal cord injury and NDIS community. BrightSky’s extensive range includes continence, respiratory products, wound care, skin care, nutritional supplements and specialised foods and Personal Protection Equipment (PPE). Rediroom is an instant patient isolation room

“At the height of the pandemic we saw shortages in raw materials, including those same materials that go on to make and be used in the production of face masks and gowns, and so we watched the price of these materials and products skyrocket. So, ensuring that we had availability of supply and making sure that we were able to obtain containers and vessels when we needed them was incredibly important.” In Australia, the volume GAMA required tripled, and it was this priority of supply that became the company’s primary focus. GAMA had to adopt a stock allocation process to ensure that supplies were being distributed fairly and to where they were most needed across the company’s base of customers, guaranteeing they were making it to the front line not simply catering to large orders from any single customer. “On top of this, like everyone else, we moved to virtual working,” 146 | APAC Outlook issue 54

www.brightsky.com.au

Hammouche continues. “As a company we provide a lot of education, that’s a key part of what we do, and we have a big team of clinical nurse educators that would be based in hospitals providing education whether by lecturing, workshops or basic cleaning and disinfecting type guidance for healthcare workers, cleaners and many others. But that all had to become digital, and so we had to adapt via Microsoft Teams and Zoom to continue educating.” This education and training continue to be a core part of the company’s dedication towards helping healthcare institutions, and for Hammouche, GAMA’s purpose of improving infection prevention and saving lives has never been so prominent, receiving more attention than ever before.

BORN WITH A MISSION GAMA specialises in infection prevention and control, supplying

the Australian market with products, research and the training required to combat the spread of disease and viruses in healthcare facilities. The company was founded in 2004 in London, UK, by two doctors who took a keen interest in infection prevention and microbiology. “This was right at a time when hand hygiene was becoming a greater deal than it already was, and the founders recognised what role it played in the transmission of infection,” Hammouche tells us. “On top of this, sufficient sanitisation of common medical equipment such as the stethoscope was limited, and the founders decided to create a product that could wipe, clean and disinfect equipment in one step. “GAMA was born from this one idea, and they partnered with a scientist in England to develop a universal clinical wipe that is now used by over 90 percent of NHS hospitals in the UK and Australia, and over 70

GAMA HEALTHCARE AUSTRALIA HEALTHCARE

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“ O U R T E A M WA S D R I V E N B Y T H E K N O W L E D G E T H AT O U R W O R K WA S M A K I N G A D I F F E R E N C E A N D H E L P I N G L I V E S . W H AT W E H AV E B E E N A B L E T O A C H I E V E A S A N O R G A N I S AT I O N R E A L LY C O M E S D O W N T O OUR PEOPLE” – S U Z A N N E H A M M O U C H E , C E O , G A M A H E A LT H C A R E A U S T R A L I A

percent of public hospitals in both countries as well.” GAMA was established to help save lives in a wide reaching and effective way. The company has since grown, creating a range of products and support services, but ultimately retaining its core as an infection prevention specialist company.

REVOLUTIONISING PATIENT ISOLATION This company growth is exemplified by the development and launch of Rediroom, an instant patient isolation

room designed for quick assembly and maximum infection prevention. Rediroom is a mobile cart that expands into a HEPA air-filtered isolation room with hands-free entry and provides greater isolation capacity and flexibility. “The concept of Rediroom was actually an Australian invention by an organisation called Care Strategic, with the original idea coming from an emergency department (ED) nurse who brought up the issue of inadequate isolation space for patients who need it,” Hammouche

explains. “Typically, in an emergency department when a patient requires isolation, they are often placed into a facility that is too large or may only have some signs indicating that they are in isolation. So, the Rediroom concept was born from the need for something better.” Ironically, the Rediroom was developed prior to the COVID-19 pandemic, and this was the perfect opportunity to show the difference it could make. “It’s been an instrumental piece of equipment and has streamlined the bed flow management in healthcare facilities across Australia,” Hammouche says. “With the Rediroom you now have a place where a patient can go and isolate even if there are no single rooms available, and it is cost effective as well. “It’s essentially the size of a PPE trolley but erects around the patient without the need for them to move APAC Outlook issue 54 | 147

“We have a set of values that means a lot to the organisation, but the key part of this is helping prevent infection” - Suzanne Hammouche, CEO, GAMA Healthcare Australia

GAMA HEALTHCARE AUSTRALIA (GAMA) AT A GLANCE INFECTION PREVENTION AND CONTROL Each year, 165,000 Australians acquire a healthcare-associated infection. Improving hand and environment hygiene are essential steps to break the chain of transmission. GAMA commits to producing high-quality products that truly

location in the facility. The patient can remain in bed while the Rediroom is installed in less than five minutes, and it operates with its own air filter, significantly reducing the potential for airborne virus transmission. Its curtains are sealed at the ground to prevent them opening, and the doors are opened automatically by using a ground pedal. Once the patient leaves, users are able to dispose of the entire canopy and replace it for the next.” Statistically, the use of Rediroom has lowered the chance of infection rate by 75 percent in some healthcare facilities, while also remaining a 148 | APAC Outlook issue 54

reduce pathogens and harmful microorganisms. RESEARCH With the threat of microbial resistance rising, constant innovations are needed to deliver safe healthcare. The team at GAMA’s state-of-the-art Fellows Research Centre explore areas ranging from microbiology to formulation and material science, supporting every GAMA product with a robust package of scientific evidence. INTERACTIVE TRAINING DESIGNED FOR YOU GAMA’s suite of dedicated training resources has been developed in collaboration with Australia and the UK’s leading infection prevention specialists. All GAMA’s educational resources, from its web-based training to face-to-face sessions, and environmental cleaning modules, are fully customisable and have been designed to teach best practice in an engaging, interactive way.

GAMA HEALTHCARE AUSTRALIA HEALTHCARE

CAREER SNAPSHOT SUZANNE HAMMOUCHE, CEO

Management meeting at head office

Hammouche has worked for GAMA for over 11 years. Originally moving from New Zealand to the UK when she was 25, she fell into the healthcare industry and

cost-effective solution when it comes to saving time and space; two much needed commodities within the busy day-to-day operation of hospitals.

developed a keen interest in the space. Hammouche started with GAMA as a Personal Assistant to the founders of the company, moving through a variety of different roles as well as being supported by the business to undertake an MBA. Her roles included that of Operations, Regulatory and Business Administration Director before ultimately taking the position of CEO for the company’s Australia division. Today, Hammouche’s role includes supporting GAMA’s operations across the Pacific region, consisting of activities in Japan, South Korea and New Zealand, with the healthcare industry and infection prevention remaining a great personal passion.

HOLDING ONTO VALUES People are at the heart of everything GAMA does. This is easy to see through products such as Rediroom, which keeps people safe and saves valuable time for patients and healthcare workers alike, as well as the company’s dedication towards the education and facilitation of infection prevention. This kind of peoplecentric care echoes throughout the business at an employee level as well. “We have a set of values that mean a lot to the organisation, but the key part of this is helping to prevent infection,” Hammouche affirms. “This means so much to everyone in the company, and I think that the commitment of our staff has really shown during the pandemic, a time that was so difficult for so many. “Our team was driven by the knowledge that our work was making a difference and helping lives. What we have been able to achieve as an organisation really comes down to our people. They absolutely love what they do and what they bring their customers.”

Moving ahead through 2022 and beyond, GAMA is going to carry these values forward while keeping an eye on the demands for healthcare equipment, and focusing on its product development. “We are always watching trends in the industry and market, and developing products to answer this,” Hammouche says. “On top of this, globalisation is very much at the forefront of our aims. We have a presence in the UK, Australia and China, and we have over 330 staff globally, but making sure that we have our products available through distributors and that we are providing them with the support they need is critical. “In line with this, making sure our end users and customers have the support, tools and education necessary to use our products will always be a core driver of GAMA, so that we can continue to make a difference to peoples’ health around the world.”

Tel: +61 3 9769 6600 australia@gamahealthcare.com www.gamahealthcare.com.au APAC Outlook issue 54 | 149

GLENORCHY CITY COUNCIL LOCAL GOVERNMENT

A VIBRANT COMMUNITY HUB Bec Thomas, the Mayor of Glenorchy City Council, is spearheading the development of a city close to her heart Writer: Jack Salter | Project Manager: Ryan Gray

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I’m Glenorchy born and bred, and I’ve lived here all 38 years of my life.” Bec Thomas lives and breathes Glenorchy, the fourth largest city in the Australian island state of Tasmania and home to almost 48,000 people. Experienced at all three levels of government in both an administrative and strategic capacity, Thomas has been the elected Mayor of Glenorchy City Council since June 2021, bringing steady and purposeful leadership to the city she loves. “As Mayor, I am driven to make our municipality the best it can be, particularly by improving health and economic outcomes. I love Glenorchy, I’m proud to be from here, and I care about its people,” Thomas proclaims.

STRENGTH IN DIVERSITY Only seven kilometres north of the Tasmanian capital, Hobart, Glenorchy is renowned for its beautiful parks, stunning nature reserves, tourist attractions, walking and mountain biking trails, plus the spectacular views of Mount Wellington. In addition to being the industrial hub of Hobart, the city is varied and diverse, from the lively central business districts (CBD) of Moonah and Glenorchy, to the innovation precinct of Prince of Wales Bay, the tranquil shores of the River Derwent and the rolling foothills of Mount Wellington. Much like its geography, the population of Glenorchy also comprises a diverse array of

demographics, with more than 12 percent born overseas and almost a tenth of households speaking a language other than English. “Glenorchy embraces diversity and different cultures, and we celebrate a community in which everyone is accepted no matter what their background is,” affirms Thomas. “We also celebrate our arts, with the Museum of Old and New Art (MONA) and the Moonah Arts Centre exhibiting arts produced both locally and internationally.” Indeed, Glenorchy entertains an emerging and thriving cultural arts scene, attracting over 450,000 visitors a year to MONA alone. The recently refurbished MyState Bank Arena, home to the Tasmania Jack APAC Outlook issue 54 | 151

All-Good Goods Property Investments All-Good Goods Property Investments (AGGPI) is a Tasmanian registered company that has several investments under the company umbrella. The commitment to Tasmania is the desire of Kai Yang who fell in love with and has been in Tasmania for over 15 years. The Company property commitment to Tasmania includes;• Hobart City Apartments Pty Ltd (4 Star Serviced Apartment Hotel at 80 Elisabeth St Hobart) • Windermere Bay (The old Claremont primary school) proposed development • Extragreen Holidays Pty Ltd (based in Melbourne)

Each of these projects have meant a valued investment into Tasmania and the communities in which they participate. Hobart City Apartments is a four star Hotel consisting of 72 rooms with cooking facilities and 8 quality Penthouse apartments with two (6) and three bedrooms (2). These Hotel rooms and Penthouses appeal to families wanting a quality stay in Central Hobart being a very short (1 minute) walk to the Hobart City Mall and main city block. Some parking is available under the Hotel for guests. The Apartment Hotel is Managed by Lawrence Heasman an experienced Hotel person who has been managing the Hotel since its inception and opening March 2020. To date despite COVID-19 and in a competitive market the property, through good management, has experienced excellent occupancy and is developing a reputation second to none. It prides itself on the friendly nature of the staff both front desk and cleaning. Guests enjoy a wonderful stay in a quality standard at reasonable rates of stay.

Extragreen Holidays Pty Ltd The Extragreen Travel Group is a unique travel company with multiple in-house divisions, constantly diversifying services and continuing to grow as one of the largest, most reputable travel companies in Australia. The products and services range from local day tours to interstate & overseas tours, snow tours, cruises, hotels, discounted flights, bus charters and attraction passes. The local retail stores and a user-friendly online sales platform offering high value, competitively priced travel products to all corners of the world.

claremontcitydevelopment@hotmail.com

GLENORCHY CITY COUNCIL LOCAL GOVERNMENT

Jumpers Basketball Team, also provides a state-of-the-art events and sporting facility for locals and visitors. Meanwhile, Glenorchy plays host to an exciting business community that accommodates both light and heavy industry as well as several thriving retail and commercial precincts, and is one of three bustling CBDs under the local governance of Glenorchy City Council. “Glenorchy CBD is a service hub where you can pay your rates, get grocery shopping done and sit in the sun before a doctor’s appointment,” Thomas says. “Then we have the funky, multicultural CBD of Moonah where you can grab a latte or eat a samosa whilst checking out the local art, and finally the Claremont CBD, where you can catch up with friends for coffee and cake before heading to the foreshore for a stroll.” With a strong manufacturing base, an industrious and diversified 154 | APAC Outlook issue 54

economy, and a development pipeline promising thousands of jobs in the next decade, there are plenty of opportunities in Glenorchy. Just a 15-minute drive from Hobart and benefitting from cheaper commercial and residential prices, it also represents an attractive opportunity for investors and firsttime buyers. “Housing is more affordable here than in Hobart, and there are a range of accommodation options including apartments closer to the CBDs, family homes in the suburbs and rural acreages. There’s something here to suit every individual and family,” elaborates Thomas.

GREATER GLENORCHY PLAN Glenorchy City Council has a clear vision for the area, one that emanates pride, culture, community spirit and exciting new opportunities. “To achieve our vision, we need to understand who we are and what our

story is. We need to share that story to encourage people to visit, live and work here,” outlines Thomas. In 2020, Glenorchy City Council interviewed 100 residents to better understand what people love about Glenorchy, Moonah and Claremont through an engagement campaign

Confidence in Glenorchy Claremont City Developments, a Tasmanian based property and investment company, is committing to its belief that Glenorchy is the place to be with their proposal of a large Mixed Use Residential Development on the shores of Windermere Bay. The Windermere Bay Precinct project is a 3.75 hectare mixed use development comprising 261 apartments, 54 townhouses, Childcare Centre, Café, Community Hall and local shopping spaces, on the old Claremont Primary School site in the local government area of Glenorchy, 14 kilometres north of Hobart, Tasmania. The proposal is a new model for Tasmania which traditionally has very low density housing. The developers believe Tasmania, and in particular, Glenorchy has matured enough to support medium density housing in areas that would have otherwise been lost to less sustainable quarter acre divisions. The residential programme provides a range of dwelling types for a broad demographic of the community, from contemporary townhouses, to apartments ranging from single bedroom dwellings to four-bedroom penthouse apartments. A number of Independent Living Units are also proposed across the site with communal access to a number of activity areas. The site is planned around two large green spaces which make the most of river views and old school buildings which will be restored and given publicly accessible programmes. The project is in keeping with the aspirations of the 2020 Greater Glenorchy Plan in terms of increasing density along the transport corridor heading north out of Hobart. The residents of the site will increase the utilisation of services provided by the local

precincts of Claremont, Glenorchy and Moonah and will by its scale help justify the development of a mass transport option along this corridor which is a grand aspiration of the area. Hobart house values have increased by 26.8 per cent in the past year, the highest rise in the nation . These have been driven by a housing shortage and increased population growth. The Rental Affordability Index, the latest annual report on rental affordability, has once again found Hobart is the least affordable city, with the average household spending 34 percent of its income on rent if renting at the median rate . It is this need for quality affordable housing which is what Claremont City Developments is proposing to satisfy at Windermere Bay.

The project has been designed by one of Tasmania’s most awarded architectural firms, Circa Morris-Nunn Chua. A representative of the architects reported, “We received a very positive response from the community for the project as many really want to see the school buildings preserved, and the offer of a waterfront café, local shops and a childcare centre was very well received.”

claremontcitydevelopment@hotmail.com

GLENORCHY CITY COUNCIL LOCAL GOVERNMENT

Spotlight Group Holdings The Spotlight Group’s new Glenorchy Spotlight Centre on Howard Road in Glenorchy is a single level centre of almost 8,000 sqm and includes national retailers Spotlight, Anaconda, Petstock together with local Tasmanian business the Red Square Cafe (due to open in early 2022). The Spotlight Group recognises both Hobart and Tasmania as an area of significant growth and opportunity. Development of the centre itself has generated well in excess of 60 direct and indirect jobs during the construction period and through to the official opening. Additionally, there are almost 200 retail jobs that will further drive Tasmania’s economic growth.

The Mayor and Glenorchy City Council Ministers at the Jobs Hub official opening

called ‘Beyond the Curtain’. The findings of the ‘Beyond the Curtain’ campaign helped Glenorchy City Council to develop future plans for the three cities, to ensure they reflect their respective identities and stories. These future plans were formalised under the Greater Glenorchy Plan, endorsed by Glenorchy City Council in February 2021, to formulate a vision and precinct plan for each CBD that will guide future development up until 2040. “Each precinct plan seeks to create places for people that feel welcoming and reflect who we are; provide connections for pedestrians, cyclists and vehicles; support job creation, economic growth and increased density; and promote a greener, innovative Glenorchy,” Thomas details. “We are now implementing these precinct plans, putting mechanisms and processes in place to enable decisionmakers to create the future visions our community has identified.” Glenorchy City Council is also placemaking to create active hubs that attract residents of all ages, 156 | APAC Outlook issue 54

cultures, incomes and aspirations. As such, it is working to increase the attractiveness of its activity centres, create investment opportunities, and encourage people to come and spend time in Glenorchy.

SUPPORTING THE COMMUNITY Since 2011, Glenorchy’s unemployment rate has remained around three percent higher than the Tasmanian average. There is a disproportionately high dependency on government benefits in the city, and COVID-19 has only exacerbated unemployment in Glenorchy as almost 1,800 jobs succumbed to the pandemic. “We are tackling unemployment by growing our economy and creating jobs, through an economic development strategy and the facilitation of our $1.9 billion development pipeline, as well as helping local people to access local jobs created through our Jobs Hub,” affirms Thomas. The Jobs Hub will provide local people with the training and skills required to take up nearly 1,500 vacancies that the $1.9 billion

The site is centrally located and readily accessible from the Hobart Central Business District as well as Brooker Highway from either the Howard Road or Lampton Ave main exits. And it’s right next to Bunnings Glenorchy and the Hobart Showgrounds which already draws a large number of customers. It has plenty of car parking, with almost 250 spaces available. There is also the future development of the Hobart Showgrounds, which will increase the number of people living and working in the area. A feature of the Glenorchy Spotlight Centre is the Red Square Cafe, which will be familiar to locals who have experienced their Cambridge store. From humble beginnings, the team at Red Square started feeding the hungry shoppers of Cambridge and they will now be doing the same at the Glenorchy Spotlight Centre. Their team of talented chefs have created a fun and inventive dine-in menu that offers something for everyone.

info@spotlightgroup.com

The Spotlight Group operates a diverse range of well-know brands including Spotlight, Anaconda, Harris Scarfe and Mountain Designs in Australia, New Zealand and Asia. As well as many assets, built over more than 45 years. E: info@spotlightgroup.com T: +61 (0) 3 9675 4000

GLENORCHY CITY COUNCIL LOCAL GOVERNMENT

development pipeline will bring. Delivered by STEPS, a specialist employment service provider, the Jobs Hub is a community-led initiative that supports both jobseekers and employers to increase the employment of people out of work. It focuses on those that experience barriers to work, including skills gaps and literacy and numeracy difficulties, as well as migrants, people with disabilities, and young adults. “The Jobs Hub model provides oneon-one coaching to help jobseekers to secure a local job,” Thomas explains. “Jobs Coaches at the Hub each

WHY INVEST IN THE CITY OF GLENORCHY? Developers are interested in investing in the city because it is: • The manufacturing, transport, warehousing and distribution hub for southern Tasmania. • Home to the Prince of Wales Bay Marine Precinct and the Tasmanian Technopark. • Ideally located nearby the Hobart CBD and Hobart International Airport. • Linked by excellent road networks and has close access to the Brighton-based Tasmanian Intermodal Transport Hub. • A dynamic and developing economic base founded on a large supply of serviced industrial and commercial areas. Glenorchy City Council encourages investment across a range of sectors to support economic growth within the municipality. Business diversity, innovation and new technologies are also encouraged to help stimulate jobs, creativity and collaboration. 158 | APAC Outlook issue 54

specialise in our city’s key employment sectors to support local people to find jobs and training opportunities in the likes of manufacturing, construction, tourism, hospitality, retail, healthcare and social services.” With the help of a $1.3 million grant from the Tasmanian government, the Jobs Hub was established and developed by Glenorchy City Council together with 33 local employers, seven schools, 10 industry organisations and 19 community and social support institutions. It also profiles and celebrates the successes of local jobseekers, as well

as local career opportunities, through the Jobs Champions programme.

ECONOMIC DEVELOPMENT To complement the $1.9 billion development pipeline, Glenorchy City Council is driving further growth in the local economy through the Glenorchy Economic Development Strategy. It was created in late 2019 by businesses, governments, educators, not-for-profits and investors, who all came together to come up with actions to grow the city’s economy. “The Glenorchy Economic Development Strategy includes

$1.9 BILLION DEVELOPMENT PIPELINE Glenorchy City Council is committed to the appropriate development of the city, in order to foster social, cultural and economic benefits for the residents of Glenorchy. The $1.9 billion development pipeline is well underway and is expected to create hundreds of jobs. Projects include the: • $786 million Bridgewater Bridge upgrade • $400 million MONA Hotel • $300 million Wilkinsons Point precinct • $200 million Windermere Bay housing development • $42 million Showgrounds redevelopment In recent months, Glenorchy City Council has also received an unprecedented number of planning, building and plumbing applications, reflecting the growing appetite for development in the city.

five objectives and 50 actions, to create jobs for our people and make our city more active and liveable,” says Thomas. “Southern Tasmania’s economy is growing, and this strategy maps out how we can harness that growth.” Soon after in April 2020, Glenorchy City Council launched Activity City, an online database that showcases local businesses making, trading and providing services in Glenorchy, and encourages residents to buy local. Businesses can join Activity City for free, upload information about their organisation, and even access business support on the platform. Information about accessing business grants, free advice and programmes, as well as links to sources of government funding, are also provided. “Glenorchy City Council actively promotes Activity City by uploading

videos about local businesses, posting on social media, and advertising on billboards, posters and signs,” Thomas shares. As for 2022, the Council will continue to drive and facilitate economic growth in Glenorchy, to ensure that it is creating tangible socio-economic and cultural outcomes for all residents and achieving the visions of its communities. “We are determined to see Glenorchy emerge from the COVID19 pandemic stronger than ever, and importantly, for our residents to be proud to call it home.”

Tel: 02 6216 6800 gccmail@gcc.tas.gov.au www.gcc.tas.gov.au APAC Outlook issue 54 | 159

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GUIDING G R OW T H IN MELBOURNE’S OUTER WEST The City of Melton is a significant hub for development and commercial and industrial investment. We speak to members of the region’s local government about its Investment Attraction Strategy aimed at raising liveability, jobs and potential across Melton City Writer: Marcus Kääpä Project Manager: Ryan Gray

A

t a time moulded by the collective global trauma of the COVID-19 pandemic, Melton City Council reached well beyond the essential, pitching a strategic plan to deliver a place where residents can thrive and where the economy can recover. With the arrival of COVID-19, many cities across Australia entered lockdown and restrictions to services, activities and centres resulted in social isolation for many people in various communities. As such, local governments had to respond by adjusting how they provided services and adapting to deliver them virtually or personally, as well as supporting the supply of food, housing and welfare of people in urban and rural areas. APAC Outlook issue 54 | 161

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Based in Victoria, the City of Melton is one of the fastest growing local government areas in Australia, located on Melbourne’s western rural–urban fringe. While responding to the immediate community needs presented by the pandemic, Melton City Council was

INTERNATIONAL GIANTS Already, the City of Melton is becoming well-recognised by global and national major companies as a place to invest and create jobs. Leading international companies such as Amazon, Electolux and Makita, as well as major local companies like Myer, Scalzo Foods and Hello Fresh, are investing in the city because the area offers a prime location, an abundance of affordable commercial and industrial land and a highly skilled local workforce. When high-profile international companies like Amazon invest in the City of Melton, it demonstrates the value of the area as a place for investment.

also anticipating post-COVID-19 economic recovery. The council launched its Investment Attraction Strategy, demonstrating how to create 120,000 jobs by 2050 and position the city as a state significant economic hub that could soon return AUD19 billion to the economy each year. “We have very close connections with the community that we are responsible for,” begins Laura-Jo Mellan, General Manager, Corporate Services at the organisation. “We experienced quite significant lockdowns that led to many changes to the services and activities that we usually deliver with, or on behalf of, the community. “Community programmes, family services, library activities and access to sport and recreation are all things that we have had to adjust. But the biggest impact that we have had to deal with is helping people adapt to social isolation and the economic impacts created by COVID-19, and this has really resulted in significant deterioration for some people in our community.” “At the same time, with 73 percent of the local workforce already leaving the area each day for work, we

WestWood Fraser Rise Westwood Fraser Rise continues to be a residential estate success story for the fast growing City of Melton area. The Melton City Council’s significant Investment Action Strategy plans to return $19 billion to the area and it is projected by 2051 the Investment Action Strategy will deliver 120,000 new jobs to the area. That’s significant growth! Indeed the City of Melton municipality is one of the fastest growing in all of Australia, and presents a particularly attractive proposition for those looking to purchase a home in the area. The Melton Council, recognising the benefits that Westwood brings to the City of Melton, has been incredibly supportive of the well-planned Westwood project from inception as the development ticks all the right boxes to support this growth. Westwood offers quality homes, local amenity and a sense of community to residents in an area that is growing at such a rapid pace. Designed to encourage a community spirit through landscaped central walkways and the inclusion of sports grounds, parkland and open green space, the Westwood community that is still emerging, is already thriving. Further to the community-minded layout, Westwood is right in the heart of Melbourne’s West and within walking distance to Plumpton Town Centre. It is also nearby to several schools, an abundance of open active space, and transport hubs, and only a 10 minute drive to education, recreation, parks, retail, public transport connections and more. It is thanks to the council’s futurethinking that residents of Westwood can already see the community continuing its trajectory and growth for generations to come. For further information on the fastest growing residential estate in City of Melton, please visit the website below.

www.westwoodland.com.au

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Join the fastest growing land estate in the Melton corridor. Two vibrant precincts with one spectacular lifestyle. Westwood Fraser Rise is comprised of two precincts, Westwood Walk and Westwood Place, making up the largest masterplanned development in the Fraser Rise area. The mix of diverse residential land lots and townhomes cover over 103.45ha (that’s approximately 50 MCG ovals!), ensuring there’s something for every family in this established community.

The two parcels of land are separated by generous green space, a local P-12 school and a sporting reserve, with the future Plumpton town centre located to the north. A wealth of open spaces, wetlands and walking tracks are dotted throughout the estate, promoting healthy and active living. It’s a community destined to flourish for generations to come; visit our website to discover how you can become part of it.

www.westwoodland.com.au

MELTON CITY COUNCIL LOCAL GOVERNMENT

recognised the need to create more local jobs, respond to unprecedented residential growth, and address the challenge of post-COVID-19 economic recovery,” adds Luke Shannon,

CITY GROWTH AND CREATING OPPORTUNITY The City of Melton is one of the fastest growing areas in Australia. Its population is set to almost triple in the next 30 years, from 180,000 to almost 500,000. The city has a young population with more than 7,000 people moving to the area to raise families annually and with more than 52 babies born every week. Growth areas like this are critical to the delivery of federal immigration policies given they provide housing to families that call Australia home. It is up to local government to provide amenities including community centres, sporting and recreational facilities, waste management, local roads and then to advocate to the State and Federal governments to provide public transport, arterial roads, hospitals, schools and allied health services.

General Manager of Planning and Development at Melton City Council. “In the midst of the pandemic we continued to advocate for the long-term needs of the community. We launched a strategy focused on partnering with the state and federal governments to fast-track muchneeded infrastructure investment – projects that will create thousands of jobs for Melbourne’s outer west.” Melton City Council provides services, programmes and infrastructure to residents within the City of Melton. This includes building sports stadiums and playgrounds, constructing and maintaining local roads and paths, running children’s activities, providing health and wellbeing programmes, delivering maternal and child health services, planning and building services, environmental services, waste collection, arts initiatives, business support, library services, support services, animal management and more. The council also advocates to other levels of government to fund high-value projects, including those listed in its Investment Attraction Strategy.

OVERCOMING COVID-19 For the City of Melton, the pandemic has affected many throughout the community. With 11 percent of the

Dexus Accelerated growth in ecommerce drives demand for new premium industrial property. Strong demand for high-quality logistics facilities to support the needs of ecommerce and other growth Local Governments continues to underpin the activation of Dexus’s industrial developments around Australia. The momentum has resulted in significant leasing at the new Horizon 3023 estate in Ravenhall, Victoria, with over 50 percent of the site now leased across circa one-million square metres (sqm) of developable land. Located in a key industrial market in Melbourne with convenient access to freight and logistics networks, the site has attracted leading global and national brands including Amazon Australia, which committed to a 37,000sqm fulfilment centre to service the Melbourne market. Amazon joins HelloFresh, Electrolux, Mitre 10, eStore and Myer who all committed to the estate in FY21. The online growth story continues to have a profound effect on the Melbourne market with elevated levels of demand from food, furniture and fashion companies looking to expand their online platforms. Dexus is supporting that demand through the development of up to 450,000sqm GLA of largescale manufacturing, logistics and warehousing facilities at Horizon 3023. During the year, additional land adjacent to the existing industrial estate was acquired, improving the existing masterplan and providing the opportunity to create additional product to respond to an active leasing market. Dexus and its third-party capital partners are investing an estimated $620 million over the life of the development, and on completion, the estate is expected to support around 5,000-6,000 jobs. For more information, visit www.dexus.com/Horizon.

www.dexus.com/Horizon

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REDEFINING INDUSTRIAL COMMUNITIES Palm Springs Road, Ravenhall VIC 3023 dexus.com/horizon

MELTON CITY COUNCIL LOCAL GOVERNMENT

RESIMAX GROUP There’s no place like Eynesbury. Located within Melton City Council, Eynesbury is a fully-contained community adjoining 288 hectares of Grey Box Forest. And while it’s a world away from suburbia, it’s only 40 minutes from Melbourne’s CBD. There are so many layers that make Eynesbury special. The rich history and many natural wonders. The distinctive architecture and beautiful streetscapes. And with 50 percent of the community being green open space, the overall feeling of light and abundance is immediately apparent.

population working in the areas of communal and personal services, the virus presented a threat to the active, social susceptibility of people in the area. The City of Melton also saw a rise in unemployment due to less than 28 percent of the population being able to work from home, and more than one in 10 being unemployed or claiming JobSeeker’s allowance. “But this kind of challenge has also led to a lot of innovation, not just from the council but also from the community members that we work with,” continues Mellan. “Where possible, we delivered programmes online and some of this continues today: library services, citizenship ceremonies, council meetings, maternal health consultations, new parent groups, learning and wellbeing including exercise and cooking, case management for family services and more. A great example is the organisation of CommuKnitty Crafters, a programme where we get together online with senior citizens to participate in crafting activities. “So, from this period a really strong sense of community developed, and I think that’s a similar story to many 166 | APAC Outlook issue 54

other local governments around the country and the world. Now there is a period of reactivation to help people thrive and help recover businesses in the wake of lockdowns.”

ACTION PLAN In line with this post-lockdown reactivation, Melton City Council launched an Investment Attraction Strategy with its sights set on the development of the job front within Victoria. “We have an investment strategy to increase the usability of available land in the western region and Melbourne generally, and the target is in essence to secure around 120,000 jobs to ensure that we have local job opportunities for our residents. Fulfilling this plan will also generate a $19 billion annual contribution to the Victorian economy by 2051,” explains Shannon. “This relies on financial investment from the state and federal governments and is an outstanding opportunity for us to build an incredibly liveable city with a diversity of jobs and stronger economy, a place where people can work close to home and spend more time with their families.”

With a community of over 3000, there’s many features and amenities on the ground already to make life easy at Eynesbury. There’s the numerous educational facilities including a brand new government primary school, kindergarten and childcare centre, a sports and recreation reserve featuring a sporting oval, tennis and netball courts, adventure play space, off-leash dog park and state-of-the-art pavilion, not to mention the world class 18-hole golf course. Plus the future town centre is set to become an activity hub like no other. Currently in planning, it will comprise a mix of retail, commercial, entertainment and community facilities, and is set to change the way those in Eynesbury, eat, drink, work and shop. But what makes Eynesbury a truly amazing place is the people that call it home. It’s the sort of place where neighbours become life-long friends. Where people genuinely know and care about each other, and where kids happily play together in a safe environment.

EYNESBURY.COM.AU

MELTON CITY COUNCIL LOCAL GOVERNMENT

To secure these opportunities in the region, the council is advocating for multiple investments that will contribute to the future Victorian economy. These include commitments from the state and federal governments to fund transformational projects like the Western Intermodal Freight Terminal (WIFT), the Outer Metropolitan Ring (OMR) and the new Melton Hospital.

Botanical Gardens, Melton City

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Each of these are vitally important to Melbourne’s outer west and connected regional centres, to provide a diverse range of quality jobs and leverage commercial investment attraction for long-term economic prosperity. “It will attract commercial investment that will drive highvalue, high-income employment opportunities,” Shannon elaborates. “It’s about creating greater

liveability in the suburbs, and it’s also about Melbourne’s outer west being a major player in the state’s economy. It’s important that the State and Federal governments act now on these key transformational projects. Our strategy clearly shows how this sort of infrastructure will unlock the local economy, attract commercial investment and provide desperately needed jobs.”

“THE OMR IS A 70-KILOMETRE-LONG H I G H - S P E E D T R A N S P O R T L I N K T H AT W I L L P R OV I D E A R OA D A N D R A I L CO R R I D O R CO N N E C T I O N F R O M I N L A N D R A I L TO RESIDENTIAL GROWTH AREAS, INCLUDING T H O S E I N T H E C I T Y O F M E LT O N ” – LU K E S H A N N O N , G E N E R A L M A N AG E R O F P L A N N I N G A N D D E V E L O P M E N T, M E LT O N C I T Y C O U N C I L

INTERCONNECTING MELTON CITY The WIFT, together with the OMR, will create 2,000 direct jobs and influence another 39,000 jobs. The OMR is a 70-kilometre-long high-speed transport link that will provide a road and rail corridor connection from Inland Rail to residential growth areas, including those in the City of Melton. “The OMR is critical to connecting the WIFT with key freight transport hubs such as Melbourne Airport, Avalon Airport, the Port of Geelong and regional centres, as well as completing the Melbourne component of Commonwealth Inland

Rail,” Mellan explains. “Bringing forward the OMR will create a range of high-value employment opportunities in sectors such as manufacturing, supply chain and logistics, and professional and technical services in the outer west. It provides accessibility to jobs and education via a much-needed rail and road connection, unlocking commercial investment along the entire corridor.” The location for the WIFT boasts proximity to around 50 percent of existing freight customers, which makes it perfectly positioned to meet freight demand, increase productivity and boost regional employment.

“In 2021, the federal government committed $2 billion towards building an Intermodal Freight Terminal in Melbourne without the identification of a preferred location. Melton City Council is requesting the Federal and State governments to commit to building this facility in the west in the City of Melton. The WIFT is the preferred location by industry and the Victorian State Government and we now need the federal government to commit the funding towards it.” The WIFT can provide capacity for double-stacked 1,800 metre freight trains not available elsewhere in Victoria, reducing congestion, increasing productivity and efficiency, and connecting the Port of Melbourne with the Inland Rail Project, to enable further commercial investment and increased productivity in the area. APAC Outlook issue 54 | 169

Melton City Hospital artist’s impression

HEALTHCARE COMMITMENT Planning for the new Melton Hospital is now underway following significant advocacy by the council and community. “The state government has committed to early planning and works, and completed the land acquisition in 2021,” Shannon continues. “However, we are still seeking a funding commitment for the full construction and a commitment for construction to begin this year. “Building a public hospital in Melton will improve the health outcomes and quality of life for one of Australia’s fastest-growing municipalities and reduce the pressure on other western hospitals which have been particularly strained since the COVID-19 pandemic. 170 | APAC Outlook issue 54

“ B U I L D I N G A P U B L I C H O S P I TA L I N M E LT O N W I L L I M P R O V E T H E H E A LT H O U T C O M E S A N D Q U A L I T Y O F L I F E F O R O N E O F A U S T R A L I A’ S FA S T E S T- G R O W I N G M U N I C I P A L I T I E S ” – LU K E S H A N N O N , G E N E R A L M A N AG E R O F P L A N N I N G A N D D E V E L O P M E N T, M E LT O N C I T Y C O U N C I L

“The hospital will be a trigger for local jobs and investment and a catalyst for a major health precinct which offers both public and private hospital services. The hospital will also be a trigger for investment by universities and other research organisations. The addition of these health services will create a major health and employment hub for the outer west.”

Melton Hospital will provide residents with access to new employment opportunities in the health and allied services sectors. In the longer term, young people will have new and varied opportunities to learn and work close to home.

SUPPORTING STAFF Melton City Council has grown by 14 percent in the past five years, to 750

MELTON CITY COUNCIL LOCAL GOVERNMENT

staff, with a further projected growth of eight percent over the next five years. In light of this growth, it is key for the organisation to maintain focus on the health and wellbeing of its employees, as well as recognise their dedication and achievements. Melton City Council offers staff an exciting opportunity to help shape one of Australia’s fastest growing areas. The organisation rewards and celebrates exemplary performance, teamwork and innovation, and offers its employees multiple training and development opportunities, including a mentoring programme and culture and diversity awareness training. It’s also committed to developing

actions to support the health and wellbeing, including mental health awareness, and social connection in the workplace.

2022 AND BEYOND During the course of this year, federal and state elections will be held, and this represents an opportunity for these levels of government to make exciting commitments in a significant growth area. “We’ve done the groundwork with our Investment Attraction Strategy and shown that there’s an incredible opportunity to provide economic recovery and jobs growth by investing in our area,” Mellan adds. “We suspect that following these two elections. there will be a period of austerity in

spending by the State and Federal governments given the impact on expenditure during COVID-19. “As a result, it is important that significant growth areas like the City of Melton are provided with the opportunity to be economically resilient, by unlocking the great commercial investment that will create long term, ongoing employment opportunities, improve the lives of people in the region, and return billions of dollars to the Australian economy.”

Tel: 9747 7200 csu@melton.vic.gov.au www.melton.vic.gov.au APAC Outlook issue 54 | 171

SUBWAY HONG KONG & MACAU FOOD & DRINK

FRESH WAY F O R WA R D Made-to-order sandwiches and a myriad of business developments are on the menu for Subway Hong Kong & Macau, as the management team tells us Writer: Jack Salter | Project Manager: Kyle Livingstone

General Manager, Jamie LeBrun with his mother and CEO, Christel LeBrun

Let’s open a submarine sandwich shop.” Those were the simple but effective words of co-founder, Peter Buck, that inspired the start of the Subway story in 1965. Together with fellow co-founder Fred DeLuca, a college freshman at the time, a business relationship was forged that would go on to change

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the fast-food landscape and many lives in the process. Today, Subway is the world’s largest submarine-style sandwich chain with over 37,000 restaurants around the world, 38 of which are located between Hong Kong and Macau. The brand arrived in the area more than two decades ago, when Hong Kong’s first Subway restaurant was built in the resort town of Discovery Bay by a budding franchisee. In October 2017, the dynamic mother-son duo of Christel and Jamie LeBrun took over the management of Subway Hong Kong & Macau’s development office. “We were looking for a business that could provide our family with more opportunities and financial independence,” opens CEO of Subway Hong Kong & Macau, Christel LeBrun, who was originally a franchisee for Subway over 15 years ago in New Zealand.

After opening five restaurants in New Zealand, Christel headed to Hong Kong and opened a further four Subway restaurants, which led to the opportunity of becoming a Business Developer for the brand together with her son. “I grew up eating and working at Subway and I have always loved the brand, so when the chance arose to develop the brand I loved in a market I loved, I grabbed it with both hands,” says General Manager, Jamie LeBrun. The Subway Hong Kong & Macau development office is a lean but welloiled machine, as accomplished as the brand is old, with more than 60 years of combined experience in its ranks. “Subway is a family-owned business, and our office has that same feel. We work hard and look after each other along the way; it’s something we enjoy and take pride in,” notes Christel. “From there, we have admin and accounting staff as well as operations managers and business consultants helping to keep an eye on our field operations, in addition to our 10 franchisees and hundreds of restaurant staff.”

OPERATIONAL FOCUS Just over four years on from coming under new management in Hong 174 | APAC Outlook issue 54

Kong and Macau, the Subway brand is thriving. In that time, the number of restaurants here has almost doubled, same store sales are increasing by 25 percent year on year, and new restaurants are signing longer leases in great locations, all signs that the business is only going to expand, and expand quickly. A greater focus on operations and leasing has helped to develop a stable base of successful, profitable Subway restaurants in key locations across Hong Kong and Macau. Franchisees are investing in both new and existing restaurants, and with fresh management has come a fresh refurbishment of Subway’s restaurant décor, the rollout of which is helping to reimagine the brand identity as a whole. “Subway has an updated look in Hong Kong and Macau, with over 80 percent of restaurants already decorated in this bright, clean and

Dawn Farm Foods Founded in 1985 and a key Supplier to Subway since 1993, Dawn Farms is a family-owned company and the largest B2B specialist supplier of pre-cooked meat, plant protein, fermented and dried sausage ingredients outside of the U.S. The company currently supplies the world’s leading food brands to over 50 international markets in the UK, Europe, The Middle East, Asia and Africa. Dawn Farms offers a safe, quality, on-trend and ready-to eat product solution from their state-of-the-art manufacturing facilities in Ireland, Germany and the UK.

Visit www.dawnfarms.ie to discover the Dawn Farms difference.

APAC OUTLOOK: WHAT SEPARATES SUBWAY HONG KONG & MACAU FROM THE COMPETITION? CHRISTEL LEBRUN, CEO: “First and foremost, the Subway product is unique in that we freshly bake our bread and cookies, as well as slice many of our vegetables on site daily; not to mention the fact that customers can order a sub tailored perfectly to their taste. “Subway also has access to a global supply chain, so we invariably have access to higher quality products at better prices. This is a major competitive advantage, and our sourcing entity, IPCA, is a big reason for our success. “Finally, I would say our experienced and passionate business development office, with the support of our regional office based in Singapore, gives us a great competitive advantage. “Our business development team understands that just being a global brand is not enough. We work hard to take the best of what Subway has to offer and make it work in a way that suits the local market. “There is a delicate balance between maintaining the brand DNA and making it work for any given market. With the support of the Subway regional office, we think we are working towards that balance in the right way.”

SUBWAY HONG KONG & MACAU FOOD & DRINK

GLOBAL

STANDARDS

Subway has an updated look in Hong Kong and Macau, with over 80 percent of restaurants already decorated in this bright, clean and digital décor

APAC Outlook issue 54 | 175

SUBWAY HONG KONG & MACAU FOOD & DRINK

digital décor,” outlines Jamie. “This is important as it means the image of the brand is moving forward as one, as we continue to open new restaurants and remodel existing ones.” Strong relationships with major landlords and a positively motivated group of franchise owners reinvesting in the brand and décor has helped to nearly double the Subway restaurant count across Hong Kong and Macau in just three years. Acutely aware of the importance of localisation, Subway Hong Kong & Macau has also rolled out a selection of popular local and desired specialties, from Mentaiko Crab and Black Pepper Beef to Rotisserie Chicken and even now a Plant-based Vegetarian Chicken Schnitzel. Complementing the Subway staple of freshly baked bread, made-to-order sandwiches and vegetables prepared on-site, the menu is tailored to excite 176 | APAC Outlook issue 54

WHAT DOES IT TAKE TO BECOME A SUBWAY FRANCHISE OWNER? • Passion for the Subway brand. • A hands-on approach to the business. • Good business acumen. • Commitment to building multiple restaurants. • A willingness to be your own boss. • Ability to motivate and build teams. • Good communication skills. • A team player mentality.

and resonate with local consumers. “We have successfully started to innovate with local ingredients, but also simplify our menu offerings down to what works for our customers,” Christel says. “Our core target market is the people of Hong Kong and Macau. A lot of people think the bulk of our customer base are expats, and whilst they are an important segment, they are not necessarily the focus for our market.”

FRANCHISE SUCCESS Through its franchise model, Subway has provided a number of entrepreneurs in Hong Kong and Macau, and thousands more worldwide, with the opportunity to be their own boss within their local community. With the backing of a global brand coupled with world-class training and support, Subway is always looking for talented individuals to join the team

SUBWAY HONG KONG & MACAU FOOD & DRINK

Franchisees undergo a structured two-week training programme before completing a series of exams to become a ‘certified franchisee’, at which point they are awarded their respective restaurant numbers. This is only the beginning, however, as Subway Hong Kong & Macau then offers extensive training in its restaurants until both office and franchise owner are confident they are ready to open a Subway restaurant. “There is no specific timeframe for this, but generally speaking new franchisees without any food and beverage experience will participate in around six weeks of in-office, in-store and online training before opening their first Subway restaurant,” reveals Christel. Franchise owners are empowered

and become part of the success story. “Subway gives everyday people the chance to own their own business, and not just any business, but one with a proven track record and amongst the largest, most recognised brands in the world,” states Jamie. “No matter one’s background, if they have the right attitude and desire to learn, they have the chance to succeed with Subway.” Indeed, Subway offers a great deal of comprehensive training and ongoing support to ensure its franchise owners are fully equipped to run their restaurants to their full potential. With COVID-19 restricting travel, the offline facet of franchisee training is now conducted locally by the development office. An international online component is also used, where franchise owners attend online seminars with the experienced training team in Brisbane, Australia.

Subway Hong Kong & Macau is targeting 50 restaurants by the end of 2022, and double that number by 2024

by Subway Hong Kong & Macau on a daily basis, and are encouraged to develop their set of skills and level of independence. It comes from an understanding that each franchisee has their own unique skillset, developed in their previous line of work. “We recognise the skills in each franchise owner, helping them to maximise opportunities aligned with their strengths and trying to support them in areas that they might not be so confident in,” she adds. “The most rewarding aspect of being a Business Developer at Subway is watching franchisees take on challenges that they thought they couldn’t overcome, supporting them through the hard times, and watching them prove to themselves that they are capable and can succeed.”

Despite expats being an important customer base, the target market is the people of Hong Kong and Macau

the Subway brand in Hong Kong and Macau is reflected in the fact that only a few weeks into 2022, two new franchisees have already been welcomed into the tightknit franchise family. “There are big upsides to Subway in Hong Kong and Macau, so it’s a good time to get into the business. We are after ambitious people who want to own multiple restaurants, and there is plenty of room for growth,” affirms Jamie. As a globally recognised and respected brand, Subway franchisees inherit all the benefits of big business, from cohesive marketing budgets and point-of-sale analytics and insights direct from Franchise World Headquarters (FWH) to the economies of scale when it comes to the supply chain. These benefits are made instantly available to Subway Hong Kong & Macau’s franchise owners, benefits that would otherwise take several years to develop. “In Hong Kong, over 300 restaurants close each month, but with the support of the Subway brand via our development office, we give everyday entrepreneurs the tools and support they need to have every chance of success,” Christel assures. “We have closed just one restaurant in the past 24 months which, amidst the protests in Hong Kong and the global pandemic, we think is a sign of a strong and resilient brand.”

THE FUTURE IS FRESH

BENEFITS OF SUBWAY The support of the development office doesn’t stop there, either, as it is on call 24/7 to continuously offer guidance throughout a franchisee’s time with Subway. “That is a big part of our jobs as Business Developers for Subway, if not the most important part,” Jamie 178 | APAC Outlook issue 54

emphasises. “I think that because we are also franchise owners, it gives our franchisees a great deal of confidence that we are making the best decisions for the market, and that we fully understand the pressures of running a restaurant in Hong Kong and Macau.” The confidence that surrounds

With the support of IPC Asia Pacific (IPCA), an independent Subway franchisee-owned and operated purchasing organisation, digital innovations are on the horizon for 2022. “We are itching to bring convenience and rewards to our loyal customer base. This year, we are looking to launch an application that offers online order and pick-up services, loyalty schemes and gift giving capabilities,” confirms Jamie.

SUBWAY HONG KONG & MACAU FOOD & DRINK

“ S U B WAY G I V E S E V E R Y D AY P E O P L E T H E C H A N C E TO OW N T H E I R OW N B U S I N E SS , A N D N OT JUST ANY BUSINESS, BUT ONE W I T H A P R OV E N T R AC K R E CO R D A N D A M O N G S T T H E L A R G E S T, MOST RECOGNISED BRANDS IN THE WORLD” – JA M I E L E B R U N , G E N E R A L M A N AG E R , S U B WAY H O N G K O N G & M A C A U

The IPCA team purchases food, equipment, packaging, décor items, and technology from Subwayapproved suppliers. They also manage the supply chain and provide a range of support and value-added service to help run franchise owners’ businesses efficiently and cost-effectively. As for Subway Hong Kong & Macau, relationships in this part of the world are of the utmost importance. “We ensure that relationships are managed with the highest level of integrity and create win-win scenarios with suppliers and partners,” Christel shares.

“As our business grows, so does theirs, and we have developed wonderful, reliable and loyal business and personal relationships with the people who help to make our business a success. “After all, our office and franchise owners feel like a family, so we want our suppliers and partners to feel the same way,” she continues. Targeting 50 restaurants by the end of 2022, and double that number by 2024, the collective support of partners, suppliers, franchisees, IPCA and the Subway regional team will be crucial in achieving this challenging

but ambitious goal. “We will be doing everything between now and then to reach this goal. Watch this space!”

If you are interested in joining the Subway Hong Kong & Macau franchise family, please contact: Tel: +852 6971 9855 Tel: +852 6645 1652 franchise@hksubway.com www.subwayfranchise.com/hk/en/ APAC Outlook issue 54 | 179

T H E V I TA L INGREDIENT InFood Asia is pursuing ambitions of growth in the Asian FMCG space. Benefitting from the solid experience of Founder, Daniel Saw, we explore the company’s sharp insight into the industry Writer: Phoebe Harper | Project Manager: Kyle Livingstone

We know what the consumer wants.” InFood Asia (IFA) is on the cusp of becoming a major player in the Asian food and drink space. Based in Hong Kong and with a strong presence in Southeast Asia, the fastmoving consumer goods (FMCG) company excels by hand-picking a carefully curated selection of brands centred on both superior taste and nutritional value. As of today, its portfolio extends to high-quality Japanese mineral water, HinoAso, and the biscuit brand, Yumiyo, the former of which was awarded a Gold Quality Award from Monde Selection, Brussels. But for founder Daniel Saw, both this selection and the company’s burgeoning international presence, will only continue to grow. IFA owes its strengths to a wealth of experience, both from the leadership of its founder and the team of various industry experts from across the globe to deliver great and meaningful brands.

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Following a career in both FMCG and subsequently moving into the realm of Private Equity (PE), Saw leveraged his industry experience to conceive IFA as it is today to cater to the vital and changing needs of consumers today.

A SOURCE OF QUALITY IFA strategically chose to enter the market with a brand of mineral water, since Asia Pacific represents the largest global market for bottled water. This only continues to grow due to rising health trends, particularly in the wake of the COVID-19 pandemic, as consumers have begun to stockpile bottled water as a safe and accessible drinking source. On top of this growing consumer awareness of health and wellness benefits, market reports such as those of Euromonitor have also demonstrated a shifting preference from the use of water purifiers, to bottled water.

INFOOD ASIA FOOD & DRINK

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INFOOD ASIA FOOD & DRINK

In terms of why Japanese mineral water in particular, IFA recognises that Japan is one of the worldwide leaders in high-water quality, making it a premium offering for the company’s consumers. The brand takes its name from its source in the valley of the famous volcano of Mount Aso. The name HinoAso is an amalgamation of “Hinokuni” (which means “country of fire”, symbolising volcanoes) and Mount Aso, where the source of water originates. Now, this brand name is registered in over 40 countries across Asia, the US and Europe. As a testament to this leading Japanese quality, HinoAso has a pH rating of 7.3 to 7.6. In contrast, other leading American and French bottled mineral water brands typically have a pH rating of seven. Alkaline water is considered a better choice, since it can neutralise the acidity in your body. This quality has also been celebrated by HinoAso’s many

accolades, including two remarkable awards at the Monde Selection (the first of which was ‘Grand Gold’), and Superior Taste Award which was awarded a three-star rating at the International Taste Institute. After successfully launching the mineral water in five countries within the space of a year, IFA saw the need to acquire a product that would appeal to markets that already have a quality supply of soft water, such as Australia. Hence, IFA pivoted into snack foods with the launch of a new biscuit category – Yumiyo. In order to continually source and deliver the best products, IFA turned to Malaysia – a country reputed as not only one of the world’s largest biscuit producers, but also known as one of the best quality producers. Yumiyo offers a taste of authentic goodness with wholesome ingredients. Available as butter or oat cookies, wheat and sandwich

crackers, the brand offers the perfect treat for any snacking occasion. To maintain this promise of quality, IFA uses its network of offices across Asia Pacific – with sites in Hong Kong, Japan, and Malaysia – to ensure that it is consistently sourcing the best results on behalf of consumers. Yumiyo also employs the expertise of leading food expert and educationist, Ms. Mutsuko, as a food connoisseur to ensure that the quality of the biscuits remains true to its name. Ms. Mutsuko oversees the consistency and excellence in every batch.

DRIVING AGILITY IN FMCG IFA is on a trajectory of growth as it seeks to expand its offering of quality brands into multiple countries. “Our global expansion is classified into three categories. First is our core market in Hong Kong, and a few countries where we have already established the brand.

PRODUCT PORTFOLIO HINOASO - HinoAso is a Japanese brand of mineral water bottled from a deep volcanic source, that has flowed in the craters beneath Mount Aso in Kumamoto for hundreds of years. It is known as soft water because of its natural source. This high-quality natural mineral water is tasty and exceptionally refreshing. YUMIYO - Presenting authentic goodness in every bite, Yumiyo biscuits are made using quality ingredients sourced from all over Asia. From composition to packaging, discover the Japanese dedication to perfection as you enjoy every bite of these delicious biscuits!

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INFOOD ASIA FOOD & DRINK

“Second, is the growing engine market; countries where growth is fast due to the size of the population, to achieve economies of scale. “Finally, we will venture into opportunity markets, such as the Pacific region, and the Middle East,” explains Saw. The strategy of this expansion is a key component of how IFA intends to grow as a brand. With IFA very much still in its nascency, the company maintains lightweight operations to keep the business as agile as possible. At the core of this, is IFA’s 20 or so staff that are employed based on a unique partnership operation with a small team spread across Taiwan, Japan, Singapore and San Francisco. “We know how to package the brand and have used strategic endorsement by celebrities and influencers in order to market our products, such as the cookies, without misleading the consumer.” Once the brand has been built, IFA

LOOKING AHEAD

will begin to invite investment with the goal of acquiring an upstream factory in order to control the supply. “First, I build the brand, build the distribution, and the volume, then I invite investors in and then I will go for the upstream manufacturing,” he adds. Aside from these strengths in branding, it is IFA’s intimate understanding of the consumer and proactive turnaround times that provide the competitive advantage.

IFA’s vision for the coming years is crystal clear, centered on establishing a multi-country presence and entering diversified market channels within the next three years. As a producer and marketer of highquality products striving to provide one-stop solutions for delivering the right product offerings with superior taste and nutritional value, the needs of the consumer will continue to drive the company forward. In line with the Chinese mantra that is at the core of strategy for InFood Asia – first, you spread wide, then you go deep.

INFOOD ASIA hello@infoodasia.com www.infoodasia.com APAC Outlook issue 54 | 183

LANDMARK GROUP SEA RETAIL

S TAY I N G A H E A D O F FA S H I O N We speak to Anil Konidena, CEO of Landmark Group SEA, regarding Southeast Asia’s retail industry and the company’s latest developments in the space Writer: Marcus Kääpä | Project Manager: Vivek Valmiki

For the next 10 years, Southeast Asia (SEA) will be the driver of global retail.” The words of Anil Konidena, CEO of Landmark Group SEA, set in stone the size and reality of the retail industry across the region. Landmark Group SEA stands as a giant within the sector, as one of the largest retail and hospitality organisations in the Middle East and North African (MENA) and India regions, and since 1973 has built on its strong partnerships to pioneer leading homegrown brands that exist as market leaders in their categories through Asia today, including China and Japan. “The market is ripe with a consumption surge in value space rising across resource rich markets in SEA based on the current pandemicexit mood,” Konidena continues. “When you look at retail in SEA you must always look at not just at country level, but also individual city level. For example, in Jakarta, the capital of Indonesia, consumption is larger than places such as Singapore. In Jakarta,

Anil Konidena, CEO of Landmark Group SEA

fashion is a critical component, a statement of success and alone is a larger opportunity than many smaller countries in emerging markets. “Indonesia itself will be the one to drive branded retail consumption at a higher level in the region for the next seven to 10 years. At the same time, due to China going upstream and driving local consumption, Vietnam will also become a key driver in the

future, then the Philippines, and we are seeing green shoots of this country-level growth right now.” In light of this prospect, Landmark Group SEA plans to be at the centre of this country- and city-level expansion into the retail sphere, led by its reputation for delivering exceptional value to its customers throughout its operating markets.

APAC Outlook issue 54 | 185

pillogistics PIL Logistics is a wholly owned subsidiary of PIL Group. Established in 2000 as a third-party logistics service provider, our operations are spread over major cities across China and Southeast Asia. We are glad to partner with Landmark Group SEA to expand their footprints in the region. Malaysia serves as the Regional Distribution Center for Southeast Asia. A Local Distributing Center currently fulfil orders for both their retail shops and eCommerce orders. PIL Logistics is ready to serve our customer needs across China and Southeast Asia. We do this by Driving Connectivity.

LANDMARK GROUP – VALUES AND AWARDS L.E.A.D VALUES: - Listen to customers and teams. - Empower teams to succeed. - Adapt to stay ahead of the market and competition. - Deliver the best that is possible.

RECENT AWARDS: - Brandon Hall Group Excellence Awards 2021 - GPTW Asia July 2021 - July 2022 - GPTW March 2021 - March 2022 - GPTW Best Workplace for Millennials – GCC 2020 – 2021 - Brandon Hall Group Excellence Awards 2019 - MEPRA Best Internal Communications Award - Daman Corporate Health & Wellness Award - British Safety Council 2020 International Safety Award - Sports Imprint award - The Dubai Chamber CSR label

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www.pillogistics.com

INTERNATIONAL GROWTH Landmark Group SEA began its journey with one store in Bahrain 48 years ago, and in the last five years the group has employed 55,000 directly and tens of thousands more through partnerships, operating more than 2,300 outlets, in excess of 30 million square-feet across 22 countries. “In just 36 months since the launch, 24 of which were during the pandemic, we were already operational across the Indonesian archipelago including in Sulawesi and Papua, as well as nationally across Malaysia,” Konidena tells us. “We started up in these locations a year or so before the COVID-19 pandemic hit us, we have over five million units of our merchandise worn by happy customers in just the current financial year in these two countries. “Overall, our initial focus is on value fashion, clothing, footwear and baby products. We have launched two of our flagship brands, Max Fashions

and Babyshop, to initiate our group in SEA. Max is a dominating value fashion and apparel brand in the Middle East and in India, and centres around clothing, accessories and footwear for the entire family. It offers shoppers latest global trends at affordable prices and is known for ‘everyday fashion’. “Babyshop is our very first brand, the one first established by the group in Bahrain, and has grown to be a billion-dollar brand and more recently emerged as market leader in the operating markets of Malaysia. It is the destination for children’s fashion, nursery products, toys and more.” In only its fourth year since its launch, Babyshop is followed by long established brands as market leader in Malaysia. It’s product width offers a comprehensive range from home developed exclusively designed and developed

LANDMARK GROUP SEA RETAIL

DRIVING

CONNECTIVITY

T S Teo

ts.teo@sgp.pillogistics.com

Sharon Chua

sharon.chua@sgp.pillogistics.com

www.pillogistics.com

Supply Chain Elite

At Legion Logistik Indonesia, we pride ourselves on our capacity to give benefit to our clients from our extensive experience and knowledge in creating logistics solutions to suits client needs. OUR SERVICES - Supply Chain Management - AIR Freight - SEA Freight - Warehousing & Distribution - Customs & Regulatory Compliance - Custom Brokerage/Clearance

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APAC Outlook issue 54 | 187

LANDMARK GROUP SEA RETAIL

CORPORATE RESPONSIBILITY AND GOVERNANCE As an organisation, Landmark Group is committed to making positive changes within the company. Landmark Group is deeply aware of its responsibilities towards stakeholders, the environment and society. With this in mind, the company is constantly striving to find new ways to improve the lives of its communities, while reducing the environmental impact of its activities. Landmark Group believes that success requires the highest standards of corporate ethics towards everyone the company works with, the communities it serves, and the environment that it impacts. This is the group’s road to sustainable, profitable growth to create long-term value for its people, business partners, customers and shareholders.

organic fabrics for baby care and global brands such as Avent, Barbie, Disney, Graco, Ferrari, Maclaren, Maui & Sons, Fisher Price, Little Tikes, Peg Perego and other internationally reputed names. Within the region, Landmark Group SEA continues to evaluate opportunities and push into the market with its multitude of quality and trusted brands through digital and physical channels.

LEADING THE MARKET Landmark Group’s worldwide reputation for reliability and quality stems partly from its ability to maintain a consumer-focused, almost fanatic appreciation for customers’ comfort, social needs and wallets. Landmark Group’s relentless pursuit of better bang for customer’s buck sets it apart from competition. “What really sets us apart in the 188 | APAC Outlook issue 54

“‘Creating exceptional value for all lives we touch’ is the cornerstone of the company’s philosophy. All our efforts steer towards the continued delivery of this exceptional promise to our customers through our products and services. We deal with our customers with the utmost respect, courtesy and care. When in doubt, remember the customer is always right.” - Landmark Group Landmark Group has an active, capable and diligent management and leadership team that understands its role in implementing rigorous financial discipline, risk metrics and corporate governance. Its ongoing efforts encompass financial stewardship in strategic and daily business decisions to ensure accurate financial reporting and effective controls throughout. - The Dubai Chamber CSR label

market is our ability to perennially better the supply chain to the benefit of the consumer,” Konidena explains. “So, what does the consumer get from this? They receive the latest fashion. Anything consumers will see on runway shows, on the internet, on social media driven by the leaders of the fashion industry, the latest fashion style will be delivered to them in step with trends through a network of manufacturers developed within SEA. “The difference is, we make it affordable. A substantial percentage of our clothing makes use of local production in Indonesia, a key driver of retail production and manufacturing, and this gives us the edge to feed the market the fastest whilst keeping up with the latest seasonal trends.”

AUTOMATION AND DEVELOPMENT Landmark Group is not only answering the demand for speed in the market, but also increasing its technological means to hold the digital advantage in the industry. “At a global level, we recognise the necessity of being digital, not just for the reach of our consumers, but also for internal company processes,” Konidena elaborates. “We are fully automated when it comes to our state-of-the-art warehouses, which are more advanced than some of the global logistic companies operating in our region. We recognised the importance of the scorching pace of digitalisation around seven or eight years ago and started investing hundreds of millions of dollars into automating our supply chain

including warehouse operations. “Digital payment methods have also become a strategic focus for the group during this period and into the present. We are scaling our loyalty programme, the largest in the MENA region, in line with e-commerce transactions that will benefit both consumers and the company alike. In some of the countries we operate in, more of the population have our ‘Shukran membership’ than passports. “In terms of our people, we have been investing in local talent, while attracting multi-national talent into the company. Large swathes of locals are international savvy with proliferating internet education, and therefore have a global perspective and great decision-making abilities to help lead Landmark Group SEA.”

It is safe to say that Landmark Group is in a state of perpetual growth and expansion, both in terms of global locations and internal investments. As for the years ahead, the company remains focused on the digital sphere. “Our priority is to continue investing in and developing our website and e-commerce services,” Konidena says. “Our web-presence is good, but we need to drive acceleration for our online brand store expansion and feed the market moving forward.”

LANDMARK GROUP SEA Tel: +971-45174000 www.landmarkgroup.com APAC Outlook issue 54 | 189

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What qualities are needed to succeed as a businessperson in your field? Francesco Saibene Project Director, Ghella Abergeldie JV “Work hard - Hard work, commitment and taking full responsibility for the work you do is the starting point for a successful career. Success doesn’t come from nowhere. “Adapt - Working in different countries has definitively helped me to realise that there is no better proverb than “When in Rome, do as the Romans do”. You do need to understand the context of the country where you are going to work and adapt your way of work to it. “Teamwork - I would never be able to do what I do without the work of everyone on the project. The ability to utilise the best knowledge of everyone involved and to make sure everyone can have a voice and can contribute is vital. “Passion - The work of a manager is mainly to identify and resolve problems, if things were easy, everyone could have done it. So, you do need to enjoy what you are doing and find a way to have some fun at work. If you have passion and enjoy what you do, every problem will be easy to resolve. “Patience - Things don’t always go as planned, and it might take time to fix them. Working with many different personalities requires patience to deal with problems and different people. The key is to find a way to de-stress and reconnect. For me, spending time with my family and doing some sports is the way to recharge my energy and patience.” 190 | APAC Outlook issue 54

Sam Griffiths Group Business Development Manager, Aerison “Tenacity is absolutely key in our field. In the engineering and construction space, you need to see and be able to confront technical and commercial hurdles, and these can be quite gritty and challenging. You also need commitment; you need to have a big tank. And finally, you must have integrity. It’s really important to deliver on your commitments, and once you have worked hard it becomes a reward in itself.”

Rex Kiponge

and maintaining relationships. In this industry, everyone is connected in some way and dependent on each other, so having positive relationships is important for business.”

Bec Thomas Mayor, Glenorchy City Council “I pride myself on being genuine, approachable, and responsive. Mayors should be loyal, hard-working, and wellrespected in their community, they need to truly listen and create strong positive relationships, and they need to provide steady but purposeful leadership, stability and dedication to their Council and community.”

Managing Director and CEO, National Airports Corporation “I think individual success is driven by many important qualities, such as self-belief, personal confidence and having an open mind. Equally important is trust

Are you a CEO/Director with a company story to tell? Contact APAC Outlook now!

Advancing the aviation industry in Papua New Guinea... NATIONAL AIRPORTS CORPORATION SUPPLY CHAIN

T

he aviation industry plays a vital role in the socio-economic development of Papua New Guinea (PNG). At the forefront of airport operations here is the National Airports Corporation (NAC), a stateowned enterprise responsible for managing PNG’s national airports, delivering smart airport solutions and economic opportunities for citizens. As alternative forms of transport are often unavailable in PNG, coupled with the southwestern Pacific country’s complex topography and terrain, air transport continues to be the only possible means of connecting remote communities. “The vast majority of the population resides in the rural areas of the country, which is inaccessible due to the jungle and mountainous terrain,” explains Rex Kiponge, Managing Director and CEO of NAC. “PNG’s domestic aviation industry therefore plays a significant role in the nation’s transport sector, facilitating air transportation and providing an enabling environment for socioeconomic development.” Despite this, the potential for growth and expansion in PNG’s otherwise largely untapped and underutilised aviation industry remains vast, primarily because investments are highly capital-intensive. As part of the global aviation community, however, PNG and NAC strive to keep up with evolving passenger demands and expectations, emerging industry trends and innovations.

See page

42 26 NATIONAL AIRPORTS CORPORATION SUPPLY CHAIN

SMARTER AIRPORT SOLUTIONS government, we identified strategic opportunities and introduced a prudent financial management system that focused on strict expenditure controls and the vigorous recovery of debt owed to us by clients. “While international passenger and aircraft movements have been slow to improve, we are thankful that domestic movements have shown considerable improvement and the recovery is contributing to the betterment of our financial position,” he continues. This approach is proving to be very effective not only in improving NAC’s cash flow, but it has also allowed all 22 airports in PNG to be kept operational and a workforce in excess of 700 employees to be kept intact.

CADIP INVESTMENT Established at the turn of the century with formal operations commencing in 2010, NAC owns and operates a total of 22 national airports in PNG comprised of 13 jet airports and nine non-jet airports, thus playing an integral role for both domestic and international travel.

“I’m pleased to say that none of our staff have been laid off since the COVID-19 pandemic began. As a responsible company, we value and encourage career progression.” The full retention of staff reflects the fact that NAC’s workforce, who carry a wealth of knowledge and

expertise about the aviation industry, is the company’s most valuable asset. “We are very fortunate to have a few employees who have been with the organisation for many years, and even some who have worked in the industry since well before NAC was established,” acclaims Kiponge. Striving to be an employer of choice, NAC provides the best possible working environment for its staff complete with competitive remuneration and other employee benefits, whilst promoting and encouraging health and fitness programmes within the organisation in order for employees to maintain a healthy work-life balance. NAC’s Airport Ambassadors Programme also focuses on providing opportunities for interested members of the community, particularly tertiary students, to volunteer at airports during peak periods. “We encourage our employees’ family members to take part in this programme to learn more about the industry and appreciate the work that they do,” Kiponge says.

Papua New Guinea is ready for take-off, as the National Airports Corporation (NAC) continues to improve airport infrastructure across the country. We speak to Managing Director and CEO, Rex Kiponge

“Through the Airport Ambassadors Programme, we also encourage employees in corporate support roles to work in operational areas to increase their knowledge and awareness of our industry.”

SUPPORTING THE COMMUNITY

Writer: Jack Salter | Project Manager: Eddie Clinton

As a PNG company, NAC has always endeavoured to give back to the wider Papua New Guinean community and provide social support in different forms. The recent conclusion of CADIP-1, for instance, has resulted in the capture and delivery of community projects in the areas that host NAC’s airports, such as airport market facilities in

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which women can sell their goods. NAC’s support for diversity and inclusion also remains ongoing into 2022, as it pledges to improve disabled accessibility at Port Moresby International Airport in collaboration with leading NGO, Cheshire Disability Services PNG. “We have also supported sports events, schools, community police, and last year we spearheaded a fundraising drive to support a community-based organisation working with children impacted by HIV/AIDS,” Kiponge says. “At the beginning of this year, we kicked off our CSR activity by donating to four Baptist church

ministries to boost their work in the communities of PNG.” Giving back to the communities, making its airports a positive catalyst to improve local and international mobility, and creating economic opportunities and prosperity for PNG and the wider region, NAC’s trajectory is sky high.

NATIONAL AIRPORTS CORPORATION Tel: 675 324 4400/324 4700 www.nac.com.pg

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AUSTRALIA CONSTRUCTION MACHINERY APAC Outlook issue 53 | 3OF MINING, HITACHI MANAGER - ERIC GREEN, GENERAL PARTNER” IS TO BE THE BEST SOLUTIONS SATISFACTION. OUR PROMISE AND ACHIEVE TOTAL CUSTOMER “OUR GOAL IS TO STRIVE FOR

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Secondly, HCA is working on new provide total customer satisfaction. efficiencies within the company to of its employees, and working on the prioritising the safety and wellbeing development. The first is to continue is focusing on two main areas of Looking ahead to the future, HCA

a need for sustainable means of Fuelled by this recognition of future.” partners to facilitate an electrified are currently working with multiple to help limit negative impacts. We environmental concerns and is driven says Green. “Hitachi is well aware of development for our mining market,” “That reality is an area of cards for the company. an aspect of operation that is on the and trucks fuelled by batteries are environment, electric vehicles (EVs) the mining industry’s impact on the Highlighting its own recognition of alternative and renewable energy. the increasingly expanding area of product development, including

National Airports Corporation has told its story. Hitachi is also committed to reducing

COMMITMENT ENVIRONMENTAL

indigenous arts and culture. and mentoring, and supporting better futures through education delivering technology in medical care, indigenous communities through is to provide lasting outcomes for Inaugural Partners, whose mission Hill Community Foundation proudly became one of The Roy its community. In 2015, Hitachi

consumption. business travel and national energy CO2 produced from its fleet vehicles, offsetting over 38,000 tonnes of inbiodiversification initiatives, 10 years, Hitachi has been investing of company emissions. For almost of its machines and offset the effects landfill, increase the fuel efficiency usage, minimise the burden on includes steps to decrease energy leave the world in a better place. This to-day business activities, to help the environmental impact of its day-

GREEN PLANS

future generations.” leave the world a better place for initiatives contribute to ensure we Collectively, HCA’s policies and components to OEM specifications. capability to remanufacture used Hitachi’s Reman facilities have the resources and environmental burden, of saving on materials, production

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and safety above all else. dedication to reliability, innovation focused and unwavering in its the core of the company will remain friendly. While it holds these aims, Australia more environmentally in making the mining industry of operation, HCA exists as a key leader

components. With the added benefit cost saving options on quality “Our Reman facilities offer footprint. together help reduce our carbon management and recycling practices Additionally, improved waste our fleet runs with minimal emissions. fuel-efficient vehicles ensures that states proudly. “The introduction of solar power at selected sites,” Green LED lighting, rainwater harvesting and energy efficient installations including “Our branch facilities are fitted with

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REDEFINING MINING

Reaching an audience of over 220,000 readers, your company can take advantage of Writer: Marcus Kääpä | Project Manager: Thomas Arnold

and business developments about the company’s mission, values Construction Machinery Australia, Manager of Mining at Hitachi We speak to Eric Green, General

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Issue 54

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