APAC Outlook - issue 56

SCHLAM / CR3 GROUP

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

Issue 56

ZERELLA FRESH Produce delivered from paddock to plate

SG TECH

Behind the global tech powerhouse of the world’s Smartest City

BATCHFIRE RESOURCES

On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero

Innoquest Diagnostics is moving forward as one in pursuit of transformative healthcare. Ginny Foo, CEO, gives us the details

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 08

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

T R AV E L GUIDE

CYPRUS

Mediterranean escapism in the Land of Aphrodite F E AT U R E

YACHTING’S SUSTAINABLE REVOLUTION Charting cleaner waters for the Adriatic

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.

TRAVEL GUIDE

PUERTO VALLARTA From quaint fishing village to bustling resort getaway

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

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.

www.outlooktravelmag.com

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

Taking Measure

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 Junior Editor: Ed Budds ed.budds@outlookpublishing.com

“We support the theory that “what gets measured

PRODUCTION Production Director: Stephen Giles steve.giles@outlookpublishing.com

gets acted upon”.” - Ma. Aurora D. Geotina-Garcia, President, Philippine Women’s Economic Network

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

(PhilWEN)

Designer: Matt Loudwell matt.loudwell@outlookpublishing.com Social Media Manager: Fox Tucker fox.tucker@outlookpublishing.com Production Assistant: Talia Smits talia.smits@outlookpublishing.com

BUSINESS CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com

Progress is impossible without reflection on what has been accomplished, and what remains to be achieved. In the corridor of central Queensland’s Callide Valley, our frontrunner, Batchfire Resources, is an energy coal producer who understands this all too well.

Sales Director: Nick Norris nick.norris@outlookpublishing.com Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com

In the eight months since Allan Fidock stepped into his role as CEO of the

HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com

company, he has witnessed the coal export market explode, as pricing

Eddie Clinton eddie.clinton@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com BUSINESS DEVELOPMENT DIRECTOR Thomas Arnold thomas.arnold@outlookpublishing.com BUSINESS DEVELOPMENT EXECUTIVE Sam Love sam.love@outlookpublishing.com

TRAINING & DEVELOPMENT DIRECTOR Marvin Iseghehi marvin.iseghehi@outlookpublishing.com SALES AND PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com SALES MANAGERS Josh Hyland josh.hyland@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com PROJECT MANAGERS Jordan Levey jordan.levey@outlookpublishing.com Kyle Livingstone kyle.livingstone@outlookpublishing.com Liam Pye liam.pye@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Suzie Kittle suzie.kittle@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

reaches historical highs. In a responsive move, we catch up with Batchfire as the company explores its two major goals – increasing its export levels to 11.5 million tonnes a year and pursuing plans for Net Zero by 2050.

“The bottom line of this is simply that the more we can produce, the more coal we can send to export. We currently have plans for various options to reach 11.5 million tonnes by next year,” he shares.

Meanwhile, in the global technological nexus of Singapore, SGTech is the industry association working intimately with its members to best serve their needs and identify the right path forward for the industry.

“SGTech’s work has correspondingly evolved as the core of our membership shifted, and companies themselves have evolved over the years. What has not changed is the concept of member-centricity in our work - we exist for our members,” says Executive Director Ms. Yean Cheong.

Cheong is currently pursuing a three-year transformational plan with dual strategic thrusts that underline the association’s mission to catalyse the ecosystem to accelerate tech innovation and pervasive tech adoption.

Elsewhere, delve into many other exciting corporate stories, from paddockto-plate fresh produce suppliers Zerella Fresh, to Australian Grape & Wine, Kangaroo Island Council, retail giant BHG Singapore, plus many more.

We hope that you enjoy your read.

Phoebe Harper Head of Editorial, Outlook Publishing APAC Outlook issue 56 | 3

CONTENTS 8

48 16

10

REGULARS

6 NEWS Around Asia Pacific in seven stories

8 EXPERT EYE Why PET plastic could be our best solution to the sustainability challenge

14

TO P I C A L F O C U S

16 Female Entrepreneurs Economic Empowerment for Filipina Entrepreneurs The consortium encouraging entrepreneurial women across the Philippines

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

BU SI N ESS I N SI G H TS

18 SGTech

10 Education

Inside the global tech powerhouse of the world’s Smartest City

The Changing Face of Future Leadership Embracing diversity and inclusion with next generation entrepreneurs

14 Sustainability

4 | APAC Outlook issue 56

18

42 Singapore Contractors Association Limited (SCAL) Remaining hopeful in spite of headwinds

Equality in Climate Action

202 THE FINAL WORD

Achieving gender equality today for a sustainable tomorrow

What is your greatest success story of initiating change within your company?

APAC OUTLOOK ISSUE 56

62

F E AT U R E S

46 SHOWCASING

118

OI L & G AS

118 MEO Group

Tell us your story and we’ll tell the world

MINING

130 CR3 Group

48 Batchfire Resources Resources for a Sustainable Future Keeping the lights on across Queensland and beyond

62 Schlam A Herculean Service Providing the payload and the people

72 Hanking Australia A Hankering for Gold Mining gold from Mt Bundy and beyond

78 Cazaly Resources Mining Your Own Business Australian diversified mineral exploration

H EALT HCA RE

82 Innoquest Diagnostics Quest for Health Pursuing science and innovating for life

F O O D & DRIN K

96 Zerella Fresh Feel the Freshness Produce delivered from paddock to plate

106 NGIP Agmark Ltd Cocoa in the Land of a Thousand Cultures Quality cocoa from PNG to the globe

82

Marine Sustainability Operational and safety excellence in offshore vessel and transportation solutions

LEADING COMPANIES

96

Re-Energise and Rebrand New identity emphasising sustainability and clean energy

138 Fuelchief Vitalising Resilience Taking the lead in aboveground fuel storage in the Southern Hemisphere

130

SU P P LY C HA I N

146 Mapai Transport Highway to Help Transport solutions for PNG’s key industries

M A N U FAC T U R I N G

154 MHM Automation Innovation Through Automation Introducing technology to automate manufacturing practices globally

R E TA I L

162 B&R Enclosures

182 BHG Singapore

Designed to Protect

Recovering in Retail

Australia’s largest enclosure manufacturer and electrical equipment integration specialist

A four-year plan for the digital decade

CON ST R U C T I ON

168 Hebou Constructions PNG Limited Building on the Roots of PNG Interconnecting the community via land, sea and sky

E N E R GY & U TI L I TI E S

190 Professional Wind Services Turning Turbines Down Under Installing the future of energy in Australia

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

176 Buxton Construction

196 Kangaroo Island Council

A Glass Half Full Approach

Concrete Evidence of Success

Hopping with Optimism

Prospering in the exportation of Australia’s finest wine and grapes

Navigating the highs and lows of construction across Australia

Custodians of growth and development on Kangaroo Island

112 Australian Grape & Wine

APAC Outlook issue 56 | 5

NEWS

Around Asia Pacific in seven stories…

A E R O S PAC E

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

SUSTAINABLE PACIFIC PARADISE

CHINESE INNOVATION SKYROCKETS THREE DARING CHINESE astronauts are beginning a six-month mission to work on the country’s new space station, as China aims to become a leading cosmic power for the years to come.

Last year, China launched into orbit the first module of its Tiangong space station, meaning “Heavenly Palace”.

China plans to add subsequent

modules, such as the Mengtian science lab, by the end of this year.

Only the third country in history to have put both astronauts into space and to build a space station, after Russia and the US, China’s ambitions don’t end there. By 2030, it aims to have put its first astronauts on the Moon and to have sent probes to collect samples from Mars and Jupiter.

ALTHOUGH STILL A long shot from pre-pandemic levels, international tourism is growing again. The return of global travel signals an opportunity for nations like the Philippines, shut off to international explorers for the past two years, to display the key, futureconscious changes they have made.

As host of the 21st Global Summit of the World Travel and Tourism Council, the Philippines proved it can meet the demands of today’s socially conscious travellers. The vastly popular island nation spent the pandemic-forced downtime reimagining its tourism sector. The Philippines’ white sand beaches, exotic jungles, delicious cuisine and action-packed nightlife offer anything a traveller could want, but now with an environmentally sustainable mindset.

FOOD & DRINK

PLEASE ROMAINE CALM FAST FOOD COLOSSUS KFC has been forced to swap lettuce for cabbage in its burgers and wraps throughout Australia, as the nation is hit with a dramatic shortage of the salad item.

After flooding in New South Wales and Queensland destroyed large reserves of the required crops, the 6 | APAC Outlook issue 56

company announced to customers that it is temporarily using an emergency mixture of lettuce and cabbage.

Shoppers across Australia have recently faced soaring prices for some fresh fruits and vegetables. Like countries around the world, Australia has been hit by food supply chain issues caused by a combination of the war in Ukraine and the COVID-19 pandemic.

R E TA I L

A G R I C U LT U R E

ALL PAIN NO GRAIN

PAWS-ITIVITY IN THE WORKPLACE AMAZON AUSTRALIA IS now permitting its employees to bring their dogs to work at its Sydney, Melbourne, Perth and Canberra offices. The global Dogs at Work (DAW) programme currently has 8,000 registered animals. Studies show that being accompanied by dogs in the workplace is shown to greatly reduce stress levels, increase interaction between staff and boost team morale.

Many dog owners feel extremely anxious to leave their pets at home during work hours, so this initiative

provides an elegant solution, whilst also providing an unexpected mechanism for connection between staff.

Once registered, DAW dogs will each receive a ‘Woof Pack’ that includes a branded bag, a doggy mat for them to lie down on, a water bowl and a key chain along with treats at reception.

H E A LT H C A R E

SRI LANKA IS calling on all its farmers to grow more rice as it faces its most disastrous economic crisis in more than 70 years. The country’s agriculture minister made the appeal as he said the nation’s “food situation is becoming worse”.

Sri Lanka is seeking around 100,000 metric tonnes of food in the form of donations or subsidised sales.

It comes as severe shortages of essentials, including food and medication, pushed inflation to a new record high. The government also then raised taxes to help pay for critical purchases, including fuel and food. “We request all farmers to step into their fields in the next five to ten days and cultivate rice,” he added.

TECHNOLOGY

QUANTUM LEAP FOR JAPAN

NURSING A HEALTHY FUTURE ELECTRIC SCOOTERS PROVIDED for nurses are speeding up healthcare in Indian mining hubs.

A new state initiative is aiming to improve access to medical care, particularly for communities impacted by treacherous conditions caused by years of mining.

Each morning on the daily commute, health workers must navigate forests and bumpy roads to check on the wellbeing of some of India’s most marginalised people before they head out to work in the fields or mines. But now, to boost access to health services, in the West Singhbhum district, these courageous healthcare heroes will be provided with an electric scooter to make safer and faster door-to-door visits.

QUANTUM COMPUTING HAS been rapidly gathering pace in Japan and all over Asia, after the University of Tokyo and IBM launched their new ground-breaking quantum computer last year. The computer was the second system of its kind built outside the US by IBM, the latest in a strategic series of key moves in quantum research.

This partnership has led the Quantum Innovation Initiative Consortium alongside heavyweights of Japanese industry like Toyota and Sony, all on board with the view to solving the quantum mystery.

Quantum computing can run multiple processes at once by using quantum bits, unlike binary bits which have powered traditional computing.

APAC Outlook issue 56 | 7

Packaging is a resource, not a waste

Chutima Saengow, Communications Manager for Southeast Asia and Pacific at leading services solutions provider Sidel, explores the role of PET plastic in overcoming the sustainability challenge Written by: Chutima Saengow, Communications Manager for Southeast Asia and Pacific, Sidel

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he packaging industry – like every one of us – has to face up to climate change, pollution and scarcity. What are the challenges and how can we make our future more sustainable?

By far the biggest contributor to global warming – at more than 73 percent 1 – is energy consumption.

Reducing energy use should be every organisation’s priority. It is certainly high on the agenda in the packaging industry.

According to Climate Collaborative, on average, packaging accounts for about five percent of the energy used in the life cycle of a food product, 8 | APAC Outlook issue 56

making it a significant source of GHG emissions.

Marine waste is another huge environmental problem. The United Nations Environmental Programme (UNEP) has found that 90 percent of litter in our oceans is made up of different plastic polymers. Packaging makes up just eight percent of that total, but our industry is now moving more quickly to address this issue.

The world must also confront water scarcity. By 2025, up to 3.5 billion people might be living in areas of water stress. Without a developed water infrastructure, the only way to get them drinkable water will be

by using packaging in one form or another.

So, how is the packaging industry stepping up to these challenges? By making a drastic shift from a linear to a circular economy model. We need to acknowledge that packaging is a resource, not a waste.

By keeping it in the circular economy loop, PET plastic packaging can play a pivotal role in protecting and distributing our most precious products. This has been recognised by the Ellen MacArthur Foundation through its New Plastics Economy Global Commitment, in which Sidel is one of the signatories.

EXPERT EYE SUSTAINABILITY

Energy innovation As a major supplier of packaging equipment and services, we’re working hard to help the beverage industry to become more sustainable.

We’ve committed to making a bold shift to using green energy on our own production sites and are engaging with our suppliers on their sustainability journey. We committed to cut our own carbon emissions (known as Scope 1 and 2) by 30 percent by 2030 as well as help our suppliers and customers reduce theirs (Scope 3) by 25 percent in the same timeframe. We’re at our customers’ side. For example, we helped UAEbased customer Zulal make energy savings of 56 percent by moving to a new fully integrated packaging line configuration. New technology, such as our Evo-On Eco app, is enabling our customers to monitor production line energy consumption and make adjustments in real time.

Improving the carbon footprint of PET Lifecycle analysis (LCA), the only scientific way to compare one material with another, shows that plastic, and PET in particular, has the best carbon footprint among materials currently available.

We are continuously working to improve packaging footprint, by following the five principles of reduce, reuse, recycle, replace and reinvent.

Our new moulding technology reduces the weight of bottles, cutting down on material use as well as transport emissions.

We are providing tethered caps that stay attached to the bottle, minimising litter ahead of new European legislation. Additionally, we are leading the way in making PET bottles safely refillable, and ensuring best quality bottles even with high quantities of recycled PET. We are also designing out waste in how bottles are labelled and packaged ready for transportation.

As for reinventing, we’re actively scouting for new bio-sourced/biobased materials.

Managing growth sustainably We have to find these new sustainable solutions, because like it or not, plastic packaging is with us in the near term.

Sales of packaged products in food, beverages, home and personal care are continuing to grow, especially in the APAC region. The Middle East, Africa and India are driving 4.4 percent compound annual growth in these products by 2024. The use of PET is expected to grow at 1.7 percent with packaged water leading the way with a growth of 4.2 percent. Energy drinks are performing particularly strongly in Asia. So, how can we make this future growth more sustainable?

measures, such as product takeback schemes, deposit-refund, and waste collection and takeback guarantees.

More governments will fund and create better recycling infrastructures, as well as easier, incentivised ways for consumers to recycle, such as reverse vending machines.

It will take all of these efforts to see significant improvements. If it is properly collected and recycled, PET, far from being the problem, can offer the best answer to the current sustainability challenge. By working together, we can make a true circular economy of plastics possible.

• Reuse will come to the fore, as the industry comes up with new solutions in the different reuse schemes such as refill-on-the-go, refill-at-home, return-on-the-go and return-from-home.

• Recycled PET will become more prevalent, with the main challenges being availability, quality and price.

• New sustainable materials and easier-to-recycle solutions moving from many layers of multiple materials to one single monomaterial layer, will be on the rise.

• The way goods are packaged for transport will be very different.

Cooperation is key We are likely to see much more cooperation between manufacturers, brand, suppliers, NGOs and, of course, end consumers. Manufacturers will be expected to take on more responsibility for waste management.

More countries will be joining the 63 nations which have already enacted Extended Producer Responsibility

ABOUT THE EXPERT Chutima Saengow is Communications Manager for Southeast Asia and Pacific at Sidel. Based in Bangkok, Sidel is a leading provider of equipment and services solutions for packaging beverage, food, home and personal care products, operating in over 190 countries.

Find out more about Sidel’s work on sustainability and how to access its support for your business at www.sidel.com

Sources: 1 Our World in Data

APAC Outlook issue 56 | 9

THE CHANGING FAC E O F F U T U R E LEADERSHIP Jeanette Cheah, Founder and CEO of EdTech platform HEX, shares her inspiring view on the need for the next generation of diverse leaders Writer: Phoebe Harper 10 | APAC Outlook issue 56

HEX EDUCATION

V

oted by the Asian-Australian Leadership Summit as one of the ‘40 Under 40 Most Influential Asian-Australians’, Jeanette Cheah is a voice to be reckoned with.

As Founder and CEO of EdTech platform HEX (Hacker’s Exchange), Cheah is committed to unlocking the talent of future leaders in tech, education, STEM, government and business, and encouraging them to step up regardless of background.

Leveraging innovation to unlock future entrepreneurs, HEX is designing the future of education, with diverse leadership at the fore.

We catch up with Cheah to reflect on her personal experience on the entrepreneurial ladder and unpack the importance of diverse leadership, as being ‘the only one at the table’ slowly becomes a thing of the past.

APAC Outlook (AO): Could you briefly introduce us to HEX and your company’s mission? What led you to founding the company?

Jeanette Cheah, CEO (JC): HEX is an education technology company based in Australia that operates around the world. Our mission is all about increasing the exponential intelligence of the global workforce.

We see a world where people don’t

just train for job titles, but to increase their capabilities and their potential to be great contributors to the future economy.

I founded the company after a 14-year career in corporate Australia – I looked around and realised that the people in charge were fairly homogenous – they all kind of looked the same, with a lot of people that had been around for a long time, particularly at the top level of business government and tech. I believe that there is an opportunity to create a world where the leaders of tech businesses and government look like the world that they actually serve.

So, I founded HEX which was originally a study abroad company where we would fly students to places like Silicone Valley and Singapore to teach them about innovation. We then pivoted to delivering the innovation gap year which is essentially a programme that is backed by universities around the world, and it gives people what I call the ABCs of the future economy. We teach students tech literacy and fluency, leadership communication and values, business models and financial literacy, as well as futurist thinking and entrepreneurship skills. Together, that training really sets people up for success in the future.

AO: How does your platform seek to empower the next generation of female entrepreneurs in particular?

JC: Personally, I’m incredibly passionate about seeing women thrive in entrepreneurship because I believe that we are going to create solutions to problems that only we know about.

We’re 50 percent of the population and we experience certain kinds of issues and problems that aren’t wellserved.

For example, even something as simple as the seatbelt was designed for the male body, not for women, and we can’t have that kind of thing happen in the future when we’re designing so much exciting technology – I would love for women to be represented in that space.

We seek to empower the next generation in a few different ways.

One is to ensure that we put people on stage and on the programme who are diverse – we want students to find role models in their mentors and in their speakers.

For example, why can’t we put a great female venture capitalist in front of students? We’re currently at about 47 percent of the people that either go on stage or are our mentors are women, so role modelling is extremely important to us.

APAC Outlook issue 56 | 11

I think it’s important to make sure that everyone who’s going through our programmes has a baseline understanding of working with diverse teams. It’s about using the opportunity to educate and empower all of the people that come through our courses about the concept of diverse and inclusive leadership, and the benefits of that.

We start those conversations in a way that is inclusive and invites curiosity, rather than telling people what to do. The more we can do that, the more likely we can start to dismantle these structures through HEX hangs out and learns from tech giants like Culture Amp, Google, and Zendesk. the next generation of leaders.

12 | APAC Outlook issue 56

AO: Having established your own successful company, could you tell us a bit about your personal experience as an entrepreneur as both a woman and an ethnic minority? Has it been a challenging journey?

JC: I’m a first-generation migrant to Australia born to Chinese Malaysian parents. I was born in Honolulu, US, before going to school in Japan, then working in Australia. It has been a challenging journey, but everyone has their challenges in different ways. If you’ve ever been that person when you look around the room and you’re the only ‘type’ of you there – it’s rarely

HEX EDUCATION

a fun feeling. Whether you’re the only woman, or person of colour – you do notice it, and it’s something that unless you’ve been in those shoes – regardless of your background – it’s an uncomfortable feeling and can make you question yourself.

I subscribe to the Mindy Kaling psychology of walking into a room with the confidence of a six-foot tall white dude from a middle-class family, channelling that feeling of ‘I belong here’! I have to constantly remind myself that reflecting on your achievements and what you’ve accomplished actually isn’t bragging, it’s just sharing reality. It’s important to get comfortable with reflecting on your wins. For anyone who is doubting themselves on that journey, because maybe you’re in the minority or you’ve been socialised to be a bit more quiet or subservient, that’s the advice I would give.

The other thing about coming from a migrant or ethnic minority background, is how that can sometimes carry a family pressure to be a high achiever, introducing a perfectionist mindset. As an entrepreneur, and somebody who’s running teams in changing environments, you’re never going to be perfect! Things are always going to change, so being able to challenge yourself to not be perfect, but to be responsive to your environment and keep looking ahead - that’s far better than getting things right all the time.

AO: Do you believe that there is more progress to be made in terms of diversity and gender representation across industries in the APAC region – particularly within tech?

JC: I do – we know that women founders still only receive less than five percent of the venture capital funding that’s available, which I see as a wasted opportunity from the perspective of investors. I think people that don’t invest in diverse teams are losing out

“ I B E L I E V E T H AT T H E R E I S A N O P P O R T U N I T Y T O C R E AT E A W O R L D W H E R E T H E L E A D E R S O F T E C H B U S I N E SS E S A N D G OV E R N M E N T L O O K L I K E T H E W O R L D T H AT T H E Y A C T U A L LY S E R V E ” – JEANETTE CHEAH, CEO, HEX

on great experience design and great solution design, while people that don’t invest in diverse founders are missing out on economic benefits, since there is research to say that diverse leadership achieves better financial results across the board.

AO: Finally, what does the future face of leadership look like to you?

everybody’s job – existing leaders can make those decisions based on who they hire or promote, how you treat people and develop your culture. If you’re an emerging leader, you have lots of power and it’s time to be seen sooner than you might be comfortable with. Always push to the place of discomfort, since we need those future leaders to step up sooner.

JC: It looks like the world that I live in. Changing the face of leadership is

www.startwithhex.com APAC Outlook issue 56 | 13

E Q UA L I T Y I N C L I M AT E AC T I O N

New research has revealed the challenges facing gender equality in the age of climate change, and highlighted the need for allies to the cause Writer: Jack Salter

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ustainability and gender equality can no longer be viewed in isolation.

Climate change affects us all, but its impacts are felt disproportionately around the world. Those living in poverty are hardest hit, but the problem stems further than that.

The truth is that climate change also disproportionately affects women, with a staggering 80 percent of people displaced by the global phenomenon being female.

Given that women constitute the majority of the world’s poor, and are more dependent on the natural resources most threatened by climate change, it’s clear to see why this is the case.

In the Asia-Pacific region 14 | APAC Outlook issue 56

specifically, women represent two thirds of the poor, and their economic insecurity is part of a disadvantageous cycle often caused by employment and land ownership discrimination, along with limited access to resources.

Gender inequality in the region is becoming even more apparent as a result of rapid urbanisation, the region’s high vulnerability to climate change and disasters, as well as environmental challenges such as pollution and ecosystem degradation.

Due to household responsibilities, women also suffer greater exposure to indoor air pollution. In Asia-Pacific, women earn a fraction of what men earn for the same work, are often informally employed, and are more

likely to die during disasters that are only being exacerbated by climate change.

The Asia-Pacific region is particularly prone to disasters, which have compounded the impacts of the ongoing COVID-19 pandemic, further increasing poverty, magnifying inequalities, and worsening the vulnerability of women and girls as well as other marginalised groups.

Livelihoods across Asia-Pacific are at risk due both to climate change and the pandemic, as is the fulfilment and enjoyment of human rights – especially those of women.

It has been widely reported that the COVID-19 pandemic has placed additional burdens on women, who were already suffering

HEFORSHE SUSTAINABILITY

disproportionately from the adverse effects of climate change.

The Paris Agreement acknowledges the fact that climate commitments cannot be achieved without giving due respect to human rights, gender and social inclusion obligations. The question, therefore, is how policymakers can facilitate the inclusion of human rights and gender equality in climate policies and programmes.

IMBALANCE OF IMPORTANCE Findings from a new global survey conducted by TEAM LEWIS Foundation have only cemented what the new challenges are that confront the progress of gender equality.

The survey was carried out in support of HeForShe, a solidarity movement for gender equality that invites men and boys as allies for a more equal world.

HeForShe provides a systematic approach and targeted platform, where a global audience can engage and become change agents for the achievement of gender equality in our lifetime. The movement invites people around the world to stand together as equal partners to craft a shared vision of a gender-equal world, and implement specific, locally relevant solutions for the good of all humanity.

Seeking to understand people’s perceptions of the disproportionate impact that climate change has on women, the survey found that just over three-quarters of people believe that climate change is a serious issue, whilst only 59 percent view gender equality in the same light.

There is evidently an imbalance between the importance people place on these two issues; yet they both have a deep connection, and the effects of climate change have a detrimental impact on the progress of gender equality.

As well as climate change, gender equality was found to have lost ground to other pressing issues

START ORGANIZING HEFORSHE EVENTS TO SPREAD THE WORD ABOUT THE MOVEMENT, AND BE ABLE TO CREATE A NETWORK OF HEFORSHE EQUALIZERS IN YOUR COMMUNITY

around the world, such as the ongoing war in Ukraine and the COVID-19 pandemic.

Indeed, when asked, the public ranked gender equality as only the 10th most pressing issue, with healthcare and climate change top of the agenda. This perhaps comes as no surprise against the backdrop of recent global events; however, for gender equality to be of such low public priority is still cause for concern.

LEADERS OF CHANGE Nevertheless, the report also revealed that people want governments to act, with an overwhelming majority of 75 percent believing that women must be included in government solutions for fighting climate change.

This public sentiment is echoed

by UN Women, the United Nations’ agency for gender equality and female empowerment, who recently addressed the need for women to be engaged as leaders and agents of change in addressing the challenges

linked to climate change, the environment, and risk reduction.

The clear message from officials, civil society representatives, and other practitioners gathered for the Asia-Pacific Regional Consultation, ahead of the 66th session of the Commission on the Status of Women (CSW66) in March 2022, was that women and girls need to be better represented in all aspects of climate change, environmental, and disaster risk reduction policy and programme processes.

Men also have an important role to perform in raising awareness of the link between sustainability and gender equality, and can play their part as allies by amplifying female voices and lifting the stories of others.

ECONO MI C EM POWE R ME NT FOR FIL I P I NA E NTR EPRE NE U R S As a favourable business environment and hotbed for female entrepreneurship, the Philippine Women’s Economic Network (PhilWEN) is pioneering an equitable future for Filipino women Writer: Phoebe Harper

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id you know that the Philippines is one of the most gender-equal countries in the world? In the 2021 Global Gender Gap Report published by the World Economic Forum, the country ranked 17th globally, and second in the Asia Pacific region. The Philippines upholds its commitments to the UN Sustainable Development Goals (SDGs) for 2030, a key pillar of which is ‘SDG #5’ - to achieve gender equality and empower all women and girls on the understanding that economic empowerment of women is fundamental to sustainable development.

At the forefront of realising this vision in the Philippines is the Philippine Women’s Economic Network (PhilWEN). Working to eliminate gender inequality and bias as factors that undermine economic growth, and instead advocating equal opportunities for education, paid employment and greater decisionmaking power in both public and private sectors, we find out more with Founding Chairperson and President, Ma. Aurora D. Geotina-Garcia.

16 | APAC Outlook issue 56

APAC Outlook (AO): Firstly, could you introduce us to PhilWEN and tell us about your mission?

Ma. Aurora D. Geotina-Garcia, Founding Chairperson and President (ADG): PhilWEN is a coalition of women’s business organisations with a broad representation of female participation in the economy. The member organisations are comprised of women entrepreneurs: Micro, small and medium-sized enterprises (MSMEs), large enterprises, start-ups, marginalised women, and professionals - middle managers, CEOs, and board directors. PhilWEN advocates for women’s economic empowerment through initiatives that encompass a

wide age and socio-economic reach.

PhilWEN’s vision is to be the catalyst that will integrate and harness the strengths of coalition members into an influential force for women’s economic empowerment and gender equality.

Our mission is to empower and uplift women to become equal partners in society, by equipping them with the tools to provide a better future for themselves and their families, and have the hope, opportunity, and ability to control their lives and to enable all Filipino women to be viewed and treated equally in all aspects of life. We enable women to be self-sustaining and well-recognised in their community, to be well respected and truly empowered, and to be advocates for women’s rights, capacities and driving forces for social change.

AO: What do PhilWEN identify as the key drivers of change for workplace gender equality?

ADG: In 2017, PhilWEN partnered with Investing in Women, an initiative of the Australian Government, to form the Philippine Business Coalition for

TOPICAL FOCUS FEMALE ENTREPRENEURS

PhilWEN is a consortium of six business groups advocating the economic empowerment of women. (Seated L-R) Jeannie Javelosa, Cristina Concepcion, Myren Garcia, Ma. Aurora Geotina-Garcia, Vicky Garchitorena, Chit Juan (Standing L-R) Bea Lim, Racquel Cagurangan, Farah Ancieto, Evelyn Singson, Chiqui Escareal-Go, Atty. Dick Du-Baladad, Mylene Abiva, Jenny-Lind Elmaco and Sharon Dayoan

Women Empowerment (PBCWE).

PBCWE, as the inaugural project of PhilWEN, leads the business sector’s efforts to institutionalise gender equality in the workplace and pursue women’s economic empowerment nationwide, with 27 member companies as of May 2022. PBCWE member companies have adopted initiatives that are quantifiable, factual, and evidence-based which gives them a competitive edge in terms of attracting and sustaining the best talent in the market.

In PBCWE, we believe that leadership commitment or “setting the tone from the top” is the most important driver of change. Leaders should proactively promote workplace gender equality (WGE) through proactive and responsive policies and programmes within and outside the organisation to accelerate business sustainability, efficiency, and innovation.

Furthermore, more work should be done to put value in the human aspect of work, recognising that soft skills are of equal importance to technical skills and that the workplace extends to other spheres of life. Innovative

business practices such as flexible work should be advanced, and at the same time, company policies and directions should be based on comparable data. Regular and consistent gender-disaggregated data reporting is the best way to accurately measure trends as it provides a clear picture of the state of WGE and allows companies to gauge the gaps and challenges that need to be addressed. We support the theory that “what gets measured gets acted upon.”

AO: Would you say the Philippines is becoming an enabling environment for female entrepreneurs?

ADG: Yes, definitely. Although we are a developing country that is always calamity-stricken throughout the year, especially with the COVID-19 pandemic to deal with, people have become resilient, especially the women. During these challenging times, it is women who have stepped up to juggle every single role they possibly can to manage their household, job, business, or family.

In the Philippines, we are big on

e-commerce and major local platforms have programmes encouraging female entrepreneurs to introduce and grow their businesses. Banking institutions also have initiatives that support women entrepreneurs and one specific example of this is the Development Bank of the Philippines (DBP) programme, called “ILAW” which translates as “Light”. ILAW, an abbreviation for Inclusive Lending for Aspiring Women, simplifies lending procedures and requirements for micro and small businesses, has a flexible collateral policy, customised payment terms that match the cash flow of the business, and borrowers can benefit from consultation sessions with seasoned women entrepreneurs from the Women’s Business Council Philippines.

There are also other programmes that support female entrepreneurs ranging from training, learning sessions, mentoring programmes, and workshops. Social media plays a major role in promoting these programmes as the main media channel that the majority of womenled MSMEs can access.

APAC Outlook issue 56 | 17

INDUSTRY SPOTLIGHT

INTODUCTION

SINGAPORE TECHNOLOGY INDUSTRY SPOTLIGHT A crucible of innovation, Singapore is a beacon of forward-thinking technology. We take a dive into the industry as the nation endeavours to reach Smart Nation status Writer: Phoebe Harper | Project Manager: Matt Cole-Wilkin

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oasting one of the most technologically advanced Infocomm and Communication Technology (ICT) markets in the world, Singapore has long been regarded as the tech hub of Asia Pacific. According to the International Trade Administration, Singapore’s wireless broadband penetration rate was recorded at 173.2 percent in December 2020, with mobile penetration at 148.2 percent.

With its reputation for technological prowess expanding to a worldwide reach, multiple global titans of technology, including Google, Microsoft, and Amazon Web Services, have strategically selected the island city-state as an overseas base to expand their footprint. This is largely thanks to

18 | APAC Outlook issue 56

Singapore’s enabling and competitive status as an early adopter of new technologies.

Indeed, Singapore is well-established as a playground for trialling and testing new digital solutions, with the country positioning itself as the go-to destination for product testing and development. Significantly, the nation shares a mutual recognition agreement (MRA) with the US for the certification of telecom equipment. Meanwhile, Singapore is also a hub for global data management, hosting 15 active submarine cable systems.

For companies of a smaller scale, the nation is renowned for its dynamic start-up economy, which continues to receive significant attention from venture capitalists as a hotbed for innovation.

SGTECH

Singapore continues to advance its thriving digital economy, with a robust 5G infrastructure as the solid foundation. In this way, Singapore advances an agenda of continual innovation, specifically into the relatively nascent fields of cloud computing, artificial intelligence (AI), quantum computing, data analytics and other technologies spanning healthcare, security, fintech, energy, aviation and defence.

As the nation’s best prospect industry sector, Singapore’s technological development is intrinsically social, harnessing the digital potential for socio-economic progress. This people-centric focus on technology as an enabler for social good is best reflected in Singapore’s journey to become a Smart Nation.

A scheme that began in 2014, the Smart Nation Singapore initiative has been described by Prime Minister Lee Hsien Loong as a means to “create possibilities for ourselves beyond what we imagined possible.”

THE FIVE KEY DOMAINS OF SMART NATION SINGAPORE • • • • •

Transport Home and environment Business productivity Health and enabled ageing Public sector services

Encompassing a myriad of initiatives across a host of sectors, from autonomous vehicles (AVs) to telehealth, the vision is centred on three key pillars for the seamless integration of technology – Digital Society, Digital Government, and Digital Economy.

As the Smart Nation journey continues, Singapore will create a stronger community with the integration of technology positively transforming the way that people live, work, and play.

INTODUCTION

SGTech CXO with Minister Josephine Teo

APAC Outlook issue 56 | 19

DATA

ON THE CLIMB Allowing customers to colocate with confidence, Iron Mountain’s data centre presence in APAC enables organisations to achieve hybrid IT success

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ounded in 1951, Iron Mountain is trusted by more than 225,000 organisations around the world, including 95 percent of the Fortune 1000, to store, protect, and manage information and assets.

A global leader for storage and information services, Iron Mountain has a regional presence throughout Europe, the Americas, Africa, and Asia-Pacific (APAC), with a real estate network of nearly 93 million square feet across approximately 1,450 facilities in 56 countries.

As the world has changed from analogue to digital, it was the natural step for Iron Mountain to expand from physical record storage to protecting and interconnecting its customers’ valuable digital assets through data centres.

The company’s data centres allow

organisations to colocate with confidence, and enables them to achieve secure, compliant hybrid IT success with efficient access to top carriers, cloud and IT service providers.

Iron Mountain Data Centers strives to accommodate businesses by providing these highly connected, built-to-suit data centres, which adhere to the highest levels of compliance and corporate responsibility. As IT becomes more and more complex, Iron Mountain is there to offer a wide range of data centre infrastructure and colocation solutions.

One of the new and innovative sustainable solutions introduced

by Iron Mountain Data Centers is the Green Power Pass, a renewable energy solution developed to help their customers lower their

carbon footprint and achieve their sustainability goals, and to add to their corporate social responsibility (CSR) efforts.

They have also announced their goal to become 24/7 carbon free globally, by using 100% renewable energy 100% of the time by 2040.

To-date, Iron Mountain Data Centers remains the only colocation data centre provider to set this ambitious goal.

Entry into Singapore Iron Mountain Data Centers has seen very strong regional demand from global customers, following the grand opening of its Singapore data centre, SIN-1, in 2019, the company’s first facility in the APAC region.

Located in Serangoon, a 15-minute drive north from the Central Business District, SIN-1 is part

of Iron Mountain’s global data centre portfolio. The 14,600 sqm Singapore data centre was once a Credit Suisse facility, and is still operated to the same exacting standards with the addition of Iron Mountain’s own industry-leading compliance programme.

As well as housing a range of carriers on-site, the facility is close to multiple regional MeetMe Rooms (MMRs) which provide

full physically diverse connectivity to each data hall and deliver low-latency access to hundreds of network, cloud and IT service providers.

Whether an enterprise looking for large deployment or a growing local company hosting a few critical cabinets, SIN-1 can provide the necessary space, standards, and power configurations.

With a huge selection of carriers APAC Outlook issue 56 | 21

and cloud on-ramps in and around Serangoon, SIN-1 also adheres to the industry’s most comprehensive compliance programme, and is complete with physical security layers designed to meet exacting standards in financial services.

SIN-1 utilises physical and logical security throughout, including three-factor biometric access controls and fully backgroundchecked officers and employees.

Although the data centre has only been operating in Singapore for a short amount of time, developing strong relationships with suppliers remains essential. Iron Mountain Data Centers works with a huge ecosystem of partners to maintain SIN-1, a critical data centre that has to be kept running around the clock and always provides power and cooling to customers.

Having a data centre in Singapore allows an organisation to easily connect to all countries in the region, with multiple redundancy options and the lowest latency.

Singapore has the largest concentration of subsea cables in Asia and offers excellent

connectivity to the rest of Asia and the world, making it the obvious choice for many organisations together with the country’s stable political and pro-business climate.

Regional expansion In 2019, Singapore issued a moratorium freezing all data centre construction, due to high demand, land shortages, and in response to international sustainability concerns.

Indeed, the average data centre typically occupies up to 50,000 sq ft of land space, with a power capacity sufficient enough to supply energy to more than 12,500 five-room flats in Singapore.

Data centres use around seven percent of Singapore’s electricity, and as the country gets almost all of its electricity from natural gas, operators located there struggle to meet renewable power commitments.

Data centre companies such as Iron Mountain are therefore challenged to find ways to expand to locations where its customers want it to be, and doing so sustainably whilst

coping with the demand for more data centre solutions.

One solution is to tap into a resource-rich country – enter India, one of the world’s most capacityhungry data centre markets which still relies heavily on IT infrastructure from Singapore.

Iron Mountain recently expanded its data centre footprint by forming a joint venture with Web Werks, one of India’s top colocation data centre providers. To succeed in a new location where you need a lot of know-how, the Joint Venture approach was a natural step that led Iron Mountain to team up with Web Werks, combining a global organisation with a local company that has deep regional knowledge of the market.

Iron Mountain Data Centers’ panIndian expansion provides data centre customers with access to three rapidly growing Indian markets, including the country’s financial centre and largest city, Mumbai.

Earlier this year, Web Werks acquired a standalone facility in the Indian city of Bengaluru, an

emerging data centre market. The first phase of delivery for the newly converted, 110,000 square foot data centre, which will offer up to 20 MVA of gross power capacity, is expected to be completed by the end of the year.

Web Werks is also set to open a brand-new data centre in the commercial business district of Hyderabad by Q4 2022, offering 120,000 square feet of colocation space supported by up to 10 MVA of gross power capacity.

Future sustainability standards As a followup to the moratorium, the Singapore government in Q2 2022 announced new conditions with higher environmental standards for new data centre applications as part of a pilot project.

Though data centres contribute to Singapore’s growth, they must now be even more sustainable, with the country set to become more selective of data centre projects in the future as well as ensuring

that the efficiency of existing data centres is improved.

The Singapore government is working with the industry to find more sustainable power solutions to support its growing data centre needs. Even though the data centre industry in Singapore has grown exponentially in recent years, there is great potential in the market to grow even more.

The country ratified the Paris Climate Agreement in 2016, under which Singapore is committed to fulfilling its environmental obligations through greener data centres, whilst supporting the growing needs of its digital economy.

Application criteria for a new data centre in Singapore must include innovation and sustainability solutions, and applications with a track record of building and operating data centres in Singapore will be considered favourably.

Iron Mountain Data Centers applauds the new sustainability standards set by the Singapore government. Having operated the SIN-1 data centre in the country since 2019 with continued efficiency and sustainable improvements carried out on the data centre itself, Iron Mountain Data Centers is therefore well-positioned to expand its presence in Singapore in the future with a greener footprint.

www.ironmountain.com/data-centers datacenters@ironmountain.com iron-mountain-data-centers @IRMDataCenters IronMountainDataCenters IronMountainDataCenters APAC Outlook issue 56 | 23

Taking Control of Communication with NetSfere “NetSfere is the most robust, secure and scalable enterprise messaging and collaboration platform on the market today enabling rapid pace of digital transformation, which accelerated in response to pandemic in 2020, and continues to transform how businesses communicate in 2022 and beyond.”

Anurag Lal

The opening words of Anurag Lal, President and CEO of NetSfere encapsulate the spirit of rapid innovation and security-first mindset at the heart of one of the leading messaging and mobility solutions providers of the world.

With office locations spanning the US, Germany, the UK, Singapore, and India, NetSfere encompasses over 300 employees dedicated to delivering the company’s flagship patented technologies, used to power both products and services, award-winning products and platforms.

The company boasts significant employee combined experience of more than 2000 years in mobile and messaging technology, leveraging its rich heritage based on acquisitions from technology giants, including Motorola, Nokia and Alcatel-Lucent.

NetSfere also benefits from the wider experience of delivering mobility solutions to Tier 1 mobile operators across the globe.

Since inception under a decade ago, the NetSfere name has become synonymous with industry excellence. Its secure enterprise messaging service includes global cloud-based service availability, device-to-device encryption, location-based features, and administrative controls. The NetSfere portfolio caters to a host of industries, from healthcare to finance and banking, supply chain, retail and many more.

Following a next-generation approach, NetSfere’s user-friendly Web interface and mobile messaging apps are designed to cater to industry-specific challenges on a case-by-case basis.

SAFEGUARDING SECURITY At the heart of Netsfere’s solutions is the concept of security.

This is assured through total compliance with all major regulatory requirements, including the Health Insurance Portability and Accountability Act (HIPAA), General Data Protection Regulation (GDPR), and Sarbanes-Oxley to name just a few.

NetSfere is well-equipped with industry-leading end-to-end encryption (E2EE) that plays a critical role in safeguarding a client’s intellectual property and all sensitive business data.

When working with NetSfere, enterprise privacy and security is instantly protected, since the company’s built-in, always-on E2EE does not require configuration nor does it need to be turned on.

Applied across every device, this ensures that employees are able to share information without jeopardising the risk of data.

The combination of E2EE with advanced algorithms and an industry-leading secure messaging platform provides enterprise grade technology that encrypts all text, media and files to guarantee their protection in transit across devices.

The necessity for businesses to secure enterprise communication and collaboration has risen to the fore now more than ever, as hybrid working and non-location specific work has become the norm in the wake of the COVID-19 pandemic.

In the face of the growing risk of cyber-attacks, NetSfere offers reliability and reassurance through its uninterrupted data security, with strict adherence to stringent data protection regulations and compliance mandates. It is fully alert to the

possibilities of cybercriminals adapting to the remote-working transition and exploiting a larger threat landscape where companies’ exposure and vulnerability are heightened as a result of a distributed workforce.

Although this is a relatively recent phenomenon, NetSfere has long been alert to these shifting technological priorities, anticipating the need for security and compliance in business communications well in advance of the pandemic.

NetSfere understands the critical power of secure mobile messaging as a tool to transform businesses and propel them into the future, by strengthening employee engagement and increasing productivity. Indeed, the company’s enterprise- grade security and control work in harmony with robust real- time interaction features that are designed to support remote and hybrid communication and collaboration.

A STRATEGIC PARTNER OF CHOICE NetSfere’s success in this regard is best evidenced by a host of success stories, where the company has proved itself as a trusted partner.

A recent significant example of this is its partnership with HP earlier this year, in which NetSfere was selected as the official Independent Software Vendor (ISV) partner to further the digitization of healthcare communication. The partnership is critical in ensuring secure communication, eliminating the need

for clinicians and healthcare professionals to resort to consumergrade apps with a high level of risk.

“As the industry with the highest risk for cyberattacks, it’s no surprise that healthcare enterprises put security, privacy and regulatory compliance at the top of the must-have list when it comes to adopting new technologies like cloud-based SaaS. Maintaining the security and confidentiality of patient records and staff information is mission critical in an era of increasing cyberattacks and headline- making data breaches,” Lal comments.

Another key example in the healthcare realm is NetSfere’s partnership with Deutsche Telekom GmbH, one of the world’s leading integrated telecommunications companies, to deploy its secure mobile messaging platform in all St. Augustinus hospitals, a leading German healthcare group.

This came as the St. Augustinus group observed a significant increase in the APAC Outlook issue 56 | 25

use of personal devices and popular messaging apps like WhatsApp, which pose critical privacy and compliance risks. As such, NetSfere’s HIPAA and GDPR compliant messaging platform – which functions in a similar manner to WhatsApp – proved the perfect solution for accessible communication that benefits from the secure E2EE through the highly secure data centres provided by Deutsche Telecom.

On the Asia Pacific digital landscape, NetSfere is a leading voice in sharing its technological expertise and stands as a proud member of SGTech. The company lends its perspective to industry-wide events, as evidenced by the virtual webinar, ‘Workplace Communications in 2022 – Out of Control?’, hosted

by SGTech, NetSfere and the Singapore Business Federation.

Here, NetSfere leaders including Mr Loy Chee Leng, Regional Vice President for Asia Pacific and Middle East and Mr Harsh Mamgain, Vice President of Product, shared their insights on the risk involved in consumer mobile applications and the real-time threats they pose to a company’s data security.

As observed by Mamgain, “in the implementation of digital tools, the human element is often the weakest link. Thus, the first step that any organisation can take is to start educating your remote workers on the dangers of using unofficial workplace messaging applications.

Harsh Mamgain Equipped with this knowledge, the effective and secure control of workplace communications will be integral to your company’s productivity and the strength of your team.”

NetSfere is widely deployed in this region. One big example is a major private healthcare group headquartered in Singapore, is getting benefitted by using NetSfere’s enterprise-grade secure messaging platform for internal communication and collaboration. “We’re pleased to establish a precedent of secure healthcare messaging in Singapore,” said Chee Leng Loy,

Regional Vice President for Asia Pacific and Middle East. “NetSfere’s end-to-end encryption provides the security a hospital needs to protect its patients information, as compared to consumer-grade apps that we’ve seen compromise sensitive data and regulatory Chee Leng Loy policies time and time again because they are not secure and compliant.”

AN OMNICHANNEL FUTURE NetSfere Omnichannel provides secure customer communication at scale that improves customer engagement, driving greater share of wallet and increasing customer loyalty.

It has been proven a leading player within the communications PaaS (CPaaS) segment, encompassing vendors that offer APIs, SDKs and libraries intended to allow developers to integrate voice, video, chat and messaging communications into their web and mobile applications.

A relatively recent development, CPaaS leverages NetSfere’s considerable history in mobile messaging and secure encrypted communications. Through this differentiated offering, NetSfere enhances its appeal to verticals with strict security and compliance regulations, such as healthcare and for financial services institutions (FSIs).

Allowing enterprises to yield true business value and ROI, NetSfere Omnichannel empowers FSIs with the technology they need to deliver on digital-first mandates for strengthening cybersecurity and improving employee experience and customer experience.

Through Omnichannel, real-time customer communication and high-quality customer experience is facilitated without the need to compromise on security, ultimately transforming the CX journey on a bespoke basis for each enterprise.

By so doing, companies can outperform the competition with a personalised, frictionless, real-time and unified experience.

HOW BUSINESSES BENEFIT Protect Your Data and Intellectual Property Built from the ground up with multiple layers of protection, NetSfere’s industry-leading end-to end encryption protects your sensitive business data and intellectual property ensuring a secure communication environment for the enterprise.

Keep I.T. in the Driver’s Seat NetSfere provides IT administrators with a powerful centralized administrative control panel to manage all aspects of the communication platform. IT administrators can provision, manage and enforce end-user policies and privileges as mandated by the enterprise, providing total control to IT Teams.

Stay Compliant and Safeguard Your Business NetSfere provides all the necessary administrative, physical and technical safeguards, enabling your

enterprise to be completely compliant with the regulatory authorities. NetSfere allows enterprises to meet the most demanding and evolving global compliance and privacy requirements of GDPR, HIPAA, FINRA, SOX, DFA, and more.

Drive Productivity Gains NetSfere drives collaboration and productivity by empowering employees to communicate securely and safely with their preferred channels for communication – text, voice and video in an instantaneous, contextual and highly engaging mobile messaging environment.

Engage Your Customers Seamlessly Across Channels of Choice - Anytime Anywhere NetSfere’s future-proof mobile-first, messaging-first, cloud-based carrier-grade platform orchestrates customer digital journey with multiple channels to securely communicate and engage at a global scale.

20 Changi South Ave 2, Singapore Phone: +65 6385 3648 Email: sales@netsfere.com www.netsfere.com

APAC Outlook issue 56 | 27

Compliance is a pain! I need a painkiller.

Software development is no longer just about writing code and making applications work. In many industries and systems, the expectation is that the application must also be safe, secure, stable, and scalable. In fact, there are countless pages of compliance standards that define what should and shouldn’t be done when we develop applications. And now, they want us to do it faster and have less errors! It’s no longer fun.

that provide development teams a compliance framework to work on for the automotive industry. OWASP, SEI CERT, CWE are standards used for security and vulnerability analysis across industries. Many of these standards are there to help identify the problems early in the developmental phase before it becomes a bug that would cause more pain after the application has been deployed.

But such compliance standards can sometimes become painful for the application teams! Imagine having to spend hours to remediate a coding error by tracing the origin of an error.

Or trying to find ways to scale up the tests to ensure that a higher number of users will be able to use the system without it crashing or experiencing slow response times. All this adds to the delay in deploying the software. And ultimately to the failure to recoup the costs for building the software.

This might lead misguided developers or project managers to find ways to circumvent such compliances and worse still, ignore them. This may lead to detrimental outcomes.

But that is the challenge in the modern world where most of our devices, systems, and government is run on software.

Whether it’s a mobile device or a vehicle or the distribution of electricity, it’s all driven by the humble application that is built from the ground up with code. And for instances of safety and security critical software, certain levels of compliance and certification are required. Hence, the headache increases with complexity.

Take, for examples, the automotive, aeronautics, and medical device industries where software failure could cause loss of life. Organizations cannot leave it to chance that the software for brakes or flight instrumentation might fail while in use. Or the possibility that a medical device suddenly stops working because of a software bug. All of these scenarios have played out in real life. And in the financial industry, a life may not not be at risk, but arguably as important is ensuring that no glitches exist that cause money to be transferred incorrectly.

As such, compliance standards are provided to ensure safety, security, reduce risk, and manage the consistency so that we can go about our lives without too much stress or worry.

ISO 26262, MISRA, AUTOSAR, and UL 4600 are standards

What development and quality teams need is a way to modernize and automate the compliance and testing infrastructure to alleviate the pain of achieving compliance, while also providing an environment to do their work efficiently and flexibly.

With Agile and DevOps methodologies as well as CI/CD pipelines, we need to update and shift left in the development and quality life cycle. Leveraging on the prevalence of containers and using the various quality processes and standards, you can automate and integrate the processes of static code analysis, unit testing, coverage analysis, functional testing, load testing, penetration testing and regression testing into the compliance requirements. In this way, the safety, security, and stability of the application is built into the processes rather than done as an afterthought.

Finally, to manage the pain, an overview of the performance of the development can help teams understand their roles better and provide training for the new developers to integrate them into the team. We find that giving the tools to the various teams is not sufficient. Understanding the rationale and the buy-in from the teams on why compliance is needed and how to make it easier for them to do their job would make life a lot easier for all concerned.

At Parasoft, we believe the success depends on more than the products and tools in use. Just as important is aligning the people, processes, and policies to support the push to make software compliant, high quality, and satisfy certification needs. In this way, the desire to do well permeates from the management team all the way to the project managers, developers, testers, and end users.

Parasoft has assisted organizations developing software in many industries to establish auditable quality processes that include complete visibility into compliance efforts. For more information about how to deploy Parasoft’s complete software development management platform as well as the tools for compliance and quality testing, visit www.parasoft.com.

Contact us to find out how our painkillers can work for you and your team.

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Parasoft helps organizations continuously deliver quality software with its market-proven, integrated suite of automated software testing tools. Supporting the embedded, enterprise, and IoT markets, Parasoft’s technologies reduce the time, effort, and cost of delivering secure, reliable, and compliant software by integrating everything from deep code analysis and unit testing to web UI and API testing, plus service virtualization and complete code coverage, into the delivery pipeline. Bringing all this together, Parasoft’s award-winning reporting and analytics dashboard delivers a centralized view of quality enabling organizations to deliver with confidence and succeed in today’s most strategic ecosystems and development initiatives—security, safety-critical, Agile, DevOps, and continuous testing.

For Parasoft South East Asia: 60 Albert Street #09-08 OG Albert Complex Singapore 189969 Tel: +65 6338 3628 Fax: +65 62977597 For ASEAN inquires: info-sg@paraosft.com For Parasoft Corporation, USA: 101 E. Huntington Drive Second Floor Monrovia, CA 91016 USA Within the US: +1 888 305 0041 International: +1 626 305 0041 Fax: +1 626 305 9048 For all inquiries: info@parasoft.com APAC Outlook issue 56 | 29

INDUSTRY SPOTLIGHT

Interview: SGTech Marking its 40th anniversary this year, SGTech is the leading trade association spearheading the technological future of the Smart Nation of Singapore

INTERVIEW

S

ince inception, SGTech has evolved in alignment with the ever-transforming tech realm. Keeping pace with the advancement of technology from mainframe computers to personal devices and on to telecommunications, SGTech continues to champion a thriving technological ecosystem for Singapore. Indeed, consolidating over 1,000 member companies, ranging from innovative start-ups to vast multinational corporations (MNCs), SGTech represents the largest technological community in Singapore.

We catch up with Executive Director at SGTech, Ms. Yean Cheong, as the association undergoes its three-year transformation plan to explore its role within the Singapore Green Plan, and the necessity of engendering digital trust.

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

Ms. Yean Cheong, Executive Director (YC): SGTech traces our beginnings to 1982 as the Singapore Federation of The Computing Industry (SFCI) when IT was all about mainframe computers. In 1986, another group came together to form the Micro Computer Trade Association of Singapore (MTAS). They represented the power of the personal computer. The two worlds eventually came together in 1999, with the merger between SFCI and MTAS to form the Singapore IT Federation (SITF). The Association was renamed as the Singapore Infocomm Technology Federation (SiTF) in 2012 to include telecommunications.

30 | APAC Outlook issue 56

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nt.io AI Team Spaces Whitepaper

Since 2017, Sentient.io has established a name for itself as

By Sentient.io Pte Ltd an AI-as-a-Service platform on a trajectory of scale.

December 2021

Delivering unparalleled value for enterprises, Sentient.io enables software developers to build AI and Data-driven solutions quickly and easily by offering domain-targeted AI Data and API services. This unique offering accelerates innovation and protects existing AI investments whilst increasing AI’s accessibility.

Above all, Sentient.io reduces IT complexity, placing the unlimited potential of AI at its users’ fingertips and allowing anyone, regardless of their experience in AI, to adopt ready-touse models. This is a revolutionary tool for businesses lacking such skills in AI or Data Science, in order to build, deploy, and adopt advanced technologies quickly and seamlessly.

In addition, all models are pre-trained, making it a seamless transition to adoption. Should there be a need for customtrained models, Sentient.io is more than capable of handling any such requests.

From its base in Singapore, the start-up has now entered its Series B1 phase of funding after receiving significant investment that amounts to over USD$7 million since inception.

With primary backers including A*STAR and global technology giant BEENEXT, this funding will fuel Sentient.io’s ambitious growth into markets across the Asia Pacific, answering the global call for digital transformation, particularly from Japanese corporations. On local terms, the start-up will continue to drive the growth of Singapore as a SMART Nation in the era of the digital revolution. We speak with Founder and CEO, Christopher Yeo, to find out more.

APAC Outlook (AO): What makes Asia Pacific a strategic area of growth for Sentient.io?

Christopher Yeo, Founder and CEO (CY): The entire global AI market expects to see a CAGR of 35.3% from 2019 to 2024, forecasted to have a value of $193.8B1 in 2024. The global AI Software & Service market is also forecasted to reach $37.9B2 in 2024.

Further streamlining the deployment of its solutions, Sentient. io has recently launched TeamSpaces – a collaborative workspace embedded within the company’s native platform that enables teams to collaborate and build within a safe and secure space. TeamSpaces is instrumental in enhancing business practices when it comes to the adoption of technologies in the development space, bringing creative visions to life. Not only does the platform bolster collaboration, it’s the foundation on Role-Based Access Control means that data is handled in a secure manner with no risk of leakage.

With the overall ambition of benefiting humanity through access to augmented intelligence, Sentient.io’s scalable solutions respond to the burgeoning market demand from businesses seeking to adopt AI-enabled processes. For Big Data owners, such as MNCs and governments, the platform enables streamlined collaboration between multiple developers whilst all AI algorithms and data are securely stored within one central repository.

Sentient.io is excited and gearing up to pursue opportunities in SEA, Japan and Australia in the coming years as APAC itself accounts for 30% of the market3 which is valued at $11.37B. A very sizeable marketplace with a strong AI revenue with a CAGR forecast* above 28% from 2019 to 2024 across all the main markets in SEA and Japan. AI is also expected to provide a 10% -18% uplift across SEA GDP** by 2030.

Our AI focus on four domains is also aligned with industry AI adoption. We are in the right place for such tremendous growth opportunities and looking forward to be part of the impact AI is providing to SEA, Japan and Australia markets.

Footnotes: 1.

Global AI Market Size: Marketline report 2.

AI Services Market Size: https://pureai.com/articles/2021/02/24/ ai-growth-to-reach-300-billion.aspx 3.

AI APAC Segmentation: Marketline report AI Business domains Segmentation: * GlobalData Market opportunity forecast **https://www.kearney.com/digital/article/?/a/racing-toward-the-future-artificialintelligence-in-southeast-asia

AO: What differentiates Sentient.io from other market competitors?

CY: TThe use of AI in today’s world will greatly impact business operations and daily lifestyles. However, building AI applications is difficult, requires specialized skill sets that are costly, and takes a long time for companies to acquire.

We want to change the AI narrative by focusing on Software Developers instead. These programmers generally specialisein building applications and system deployments and thus rely largely on ready- to use AI models and Data science given their limited skill in deep development tech.

We enable software developers to build AI and data-driven solutions quickly and easily by offering domain-targeted AI and data as API microservices. Plugging the gap between “plug and play” and “train your own” models.

We handle all the heavy lifting from developing, deploying, managing and monitoring AI models. Also, our platform is multi-cloud and highly scalable. We offer enterprises, SMEs and their development teams quick access to AI models for the development of AI solutions for their applications.

deeply interpret data and efficiently solve a wider range of business problems: • •

Providing broader information context Creates powerful synergies with machine learning

We started with AI TeamSpaces, launched in March 2022.

Collaboration is key to development work for teams that are based everywhere - offshore, own country as well as development teams from the ecosystem. AI Team Spaces enables software development teams to very quickly carving out safe and secure private spaces of enterprise datasets and algorithms in order to facilitate custom training of own models and collaboration between teams of software developers and business users, with the aim of rapidly developing business applications and solutions with our own AI models using low-code editor.

We hope to be able to benefit humanity with augmented intelligence through the platform enhanced with TeamSpaces and ready to use microservices via APIs.

AO: What are Sentient.io’s key priorities for the years ahead? Have you identified any other notable areas for expansion?

Sentient.io Pte Ltd 3 Fusionopolis Place, #03-56, Galaxis WorkLofts, Singapore 138523

CY: We want to build and strengthen our composability functions whereby we combine multiple AI techniques to more

https://www.sentient.io/en/

Sentient.io AI Team Spaces Whitepaper

By Sentient.io Pte Ltd December 2021

APAC Outlook issue 56 | 33

INDUSTRY SPOTLIGHT

With technology at the heart of everything - driving industry, driving new business - the Association saw the need to transform once more, to represent companies with tech at their core, into SGTech in 2018.

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

INTERVIEW

YC: SGTech’s work has correspondingly evolved as the core of our membership shifted, and companies themselves have evolved over the years. What has not changed is the concept of member-centricity in our work - we exist for our members.

The COVID-19 pandemic brought into focus the role of trade associations and chambers (TACs) as the bridge between government and industry, which is in line with our purpose. While SGTech is a TAC for the tech industry, we adopt a horizontal approach to integrating tech in businesses across all industry sectors.

SGTech’s three-year transformation plan announced last year (2021) after extensive discussions within the Council, spells out our

34 | APAC Outlook issue 56

strategic thrusts: • To position Singapore as a global node for digital data, based on trust.

• To lead the tech sector to take collective action and be part of sustainable solutions in Singapore and the world.

The dual strategic thrusts are underpinned by talent for tech, which we will continue to champion.

These priorities are aligned with our mission to catalyse the ecosystem to accelerate tech innovation and pervasive tech adoption, which will realise our vision of a thriving ecosystem that powers Singapore as a global tech powerhouse.

AO: What do you find most exciting about working in Singapore’s technology sector?

YC: First of all, technology is ever-evolving. The constant change in the sector means that we are always exploring new things and new ways of doing things. It is a privilege to work with the brightest, most innovative business leaders across sectors.

Our approach is always to support tech companies in their expansion strategies to integrate vertically

HIMS Management & IT Consultants PL HIMS provides customised management consultancy services, proprietary software solutions and training to organisations of all industries in both private and public sectors.

HIMS Signed Strategic Partnership MOUs with two prominent organisations in Chongqing, China, witnessed

by IMDA CEO and SGTech Chairman in 2020 Singapore.

HIMS specialises in organisational development and transformation and assists organisations upgrade, transform, attain sustainable development, and move towards business excellence.

Holistically, HIMS assists organisations in executing their strategic plans effectively, achieving their organisational goals, mission, vision, and core values, and moving towards business excellence through harnessing their total factors productivity and utilising HIMS proprietary HIMS-BESTTM Business Excellence Software Solutions.

Fundamentally, HIMS assists organisations improve quality, enhance productivity, reduce cost, and prevent risk.

HIMS is recognised by the China Commission of Development and Reform in 2019 as an organisation that “helps create industry leaders through the trilogy of moving towards business excellence”.

Asia Brand Association, Hong Kong, conferred 3 awards on HIMS in 2013: HIMS Group of Companies was awarded “Top 500 Asia Brand”, HIMS LLP was awarded “Asia Famous Brand”, and HIMS Founder was awarded “Asia Brand Excellent Manager”.

In short, HIMS assists organisations “Make Money with Ease and Peace”.

Please browse through HIMS E-Commerce Website: www.himsdms.com for more information on HIMS Companies, Software Solutions, and Total Services.

INTRODUCTION

Recently, HIMS-BESTTM Business Excellence Software Solutions is endorsed by the China government as the China Standard in business excellence software solutions.

HIMS founder wrote his fifth book “Moving Towards Productivity and Quality Excellence” in 2018.

269-A, Sixth Avenue, Singapore 276561 | hims2@himsdms.com | +6597560468

INTERVIEW

INDUSTRY SPOTLIGHT

and horizontally, thus we get the opportunity to make an impact across a wide spectrum of businesses.

In the shift to leapfrog digitalisation adoption by enterprises in Singapore, we have embarked on more outreach, together with the Infocomm Media Development Authority (IMDA) and TACs for other sectors, to steer and support the digital transformation of industries.

We support our members in their digital transformation journey by ensuring there is a steady pipeline of talent to fulfil the needs of the tech sector through the workforce initiatives in partnership with government agencies, such as the Career Conversion Programmes and Global Ready Talent Programme.

36 | APAC Outlook issue 56

AO: On the flip side, what are its biggest challenges?

YC: As a small country, we are a price taker and not a price setter. This means that we are very exposed to global trends and phenomena, and our ability to influence and set the global agenda is limited.

This comes with other associated challenges of not having direct access to bigger economies, hence we need to leverage FTA networks to achieve the same level of access.

However, our size and hyper-connectedness give us the advantage to be a testbed for new technologies and ideas. We think this can allow companies big and small to springboard into the region.

Post-Covid-19 consumer business within retail, telecoms, and the hospitality sector has seen Vouchermatic implemented in creative ways to engage with their customer base, improve ROI on their marketing spend and has additionally even found new pockets of customers in the form of millennials/GEN Z. In a post-COVID-19 landscape, companies have shown a strong desire to use tools like Vouchermatic, in order to bring their customers back, scale customer acquisition, engage customers using segmentation, automation and additionally focus on the online sales of vouchers and subscriptions.

New age digital companies are using incentives to grow revenue and build brands, employing innovative strategies such as direct to consumer marketing, customer segmentation, push and pull marketing and incentive automation. Vouchermatic then helps administer these attractive strategies for growing online businesses, whilst also offering an effective implementation service for robust online to offline strategy.

This ground-breaking product helps with marketing efforts, improves customer engagement, optimises costs and creates meaningful customer relationships in the digital era.

Vouchermatic can offer a diverse platform to design and jump-start your incentive programme. This initiative also allows you to engage with your digitally savvy clients and succeed by converting them as your loyal customers.

Inventrik has invested in building a modern cloud-first platform (Vouchermatic) delivered as SaaS to fulfil these

needs. Over the years, vouchermatic has been deployed to successfully solve problems such as: accelerated customer acquisition, continuous engagement for brand building, automated service recovery, customer loyalty, online to offline transition and enabling a growth in revenue from digital commerce.

This Incentive platform offers multiple modules to implement gamification ,contests, stampcard, lucky draws, KOL (Influencer) Marketing and rewards wallets to name just a few. Using this service for marketing automation will keep a track of how many times your customers shop from you and additionally thank them for their loyalty by sending automated mobile vouchers as a reward. Alternatively, ‘online 2 offline Rewards’ (O2O) helps to incentivise customers online and drive enormous amounts of foot traffic to your physical stores.

Vouchermatic allows users to gamify incentives using games such as spin-the-wheel, Scratch card, pick a box, etc. Such games can be designed to attract customers during holiday seasons & other major sales events. These games can be easily integrated with your website & mobile app to keep the users engaged and spend more time & money with you.

There are games such as “shake the tree” for christmas holidays and e-ang-bao for chinese new year, which can be easily setup with custom branding, various reward rules and play frequency.

Using Vouchermatic, Businesses are able to overcome reward fatigue, captivate users, drive innovation, and ultimately increase their revenue.

Need Advice? Contact us for a demo, free consultation or general inquiries on our products and services. For urgent quotes email neha@inventrik.com

INTRODUCTION

Inventrik is a truly modern tech company offering a vast array of new-age solutions to enterprises, government and SMEs. Their flagship product is the highly successful “Vouchermatic”.

3 Shenton Way, #24-05, Shenton House, Singapore 068805 Call: (65) 64920137, (65) 81189106 Email: contact@inventrik.com Inventrik.com Vouchermatic.app

INTERVIEW

INDUSTRY SPOTLIGHT

AO: What trends are currently transforming the sector in your region? How are you responding to them?

YC: The increasing importance of data privacy and data protection of consumers cannot be ignored. With businesses relying on data to create personalised products and services in the battle for the customer’s favour, the industry as a whole must engender trust. This digital trust is something that companies must be able to win from users, not simply in themselves, but also in the intricate digital value chain of suppliers and partners.

To steer the thinking of the industry as a whole and to help our companies understand the intricacies and take the relevant actions to tap the opportunities in this space, SGTech formed a Digital Trust Committee in 2021. The Committee will be the trailblazers who find the way forward for the industry and the region.

Sustainability is another important area, as the whole world races to meet our commitments in the Paris Agreement, and more importantly, to save planet Earth. Our Sustainability Committee is helping to shape the thinking and activities of all our Chapters and Committees and define a programme of work that can help Singapore meet the objectives

38 | APAC Outlook issue 56

of the Singapore Green Plan.

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

YC: • Digital Trust - SGTech is taking the lead in putting together a landscape study on digital trust and a major event that will take place in Q3 this year.

We will be organising a forum to provide global thought leadership in this space to inspire a generation of thinkers who can help build a trusted ecosystem for consumers and businesses to connect.

• Digital Transformation Centre (DTC) - SGTech DTC will be the underlying platform that galvanises the ecosystem to deliver an integrated experience of digital transformation for local SMEs. The services are categorised into a ‘3S’ Framework, comprising the three key pillars of Strategy, Solutions and Skills, that outline a holistic approach to the digital transformation process. Digital transformation is only meaningful in the broader context of a business’ overall transformation. It starts from clear business objectives – why the organisation needs to

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INDUSTRY SPOTLIGHT

sector-specific application of the 3S framework.

By combining SGTech’s resources in technology with domain expertise, we can significantly increase the likelihood of success.

INTERVIEW

transform, and how they want to change their business model to meet evolving customer needs and the challenges of the macro environment.

With the objectives defined, digital transformation becomes the enabler to allow the business to move smoothly and swiftly to execute what it has to do, to meet the desired outcomes.

SGTech will also directly partner with other industry associations to deliver a contextualised,

SGTECH AND SINGAPORE’S TECHNOLOGICAL FUTURE – SEVEN MAJOR DRIVERS • Digital trust to enable SGTech to safely and confidently leverage tech to propel Singapore forward.

• Developing, upskilling and training the tech workforce to stay current with technology evolution and industry demands.

Simultaneously, having the policies and culture that embrace diversity and inclusivity to support foreign talent to fulfil the widening demand of businesses for talent.

• Enhanced digital connectivity and digital infrastructure, facilitated by bilateral and multilateral digital trade and digital economy partnership agreements.

• Singapore’s continued neutrality to play a key role in tech and digital mediation or linkages amid the East-West technology bifurcation, also predicated on strength in SGTech’s digital trust industry.

40 | APAC Outlook issue 56

• Sustainability - We are poised to do our part to reduce Singapore’s electronic waste by concurrently focusing on businesses and consumers: first, by getting Singapore SMEs started on mounting their internal campaigns to reduce their e-waste, and second, by scaling up efforts to grow consumer demand for extending the lives of electronic devices and appliances. We have plans in the works to mobilise industry and the public to help reduce Singapore’s packaging waste or packaging sustainability, beginning with packaging surrounding ICT devices. Our passionate members in the specialised domain of ICT devices are working closely with us to identify addressable problems whose solutions could be innovatively crowdsourced. We are also preparing to mount a small but ambitious pilot to encourage

• Further strengthening the private-public partnership to jointly tackle future challenges.

• Orchestrating sustainable digitalisation by casting aside the false dichotomy between sustainability and technological growth to create powerful solutions, products and services that can be exported to the region and the world.

• An autonomous, trusted, intelligent Internet founded on blockchain, AI and other disruptive technologies, with solutions by many innovative Singaporean companies and start-ups. Singapore can be the preferred innovation enclave to hub Web 3.0 services if multi-ministries and agencies collaborate closely with industry to develop policies and regulations in an agile manner to support the emerging opportunities. Singapore as a global node for digital and data can become a reality if SGTech can drive the hyper synergy and collaboration among government, the private sector and the community, as well as embrace diversity and inclusiveness, sprinkled with some imagination and a dash of ambition.

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and ease SMEs into taking their first steps towards Environmental Social Governance (ESG) compliance, which in the long run will increase their competitiveness at home and abroad as they prepare themselves to compete in large procurement calls.

• Talent for Tech - SGTech will be playing a key role in the Government’s initiative to nurture a future-ready workforce, working closely with the polytechnics, ITE and IMDA, as announced in Minister of State Tan Kiat How’s speech at the Committee of Supply debate. This initiative aims to enhance the quality of internship opportunities for Polytechnic and ITE students by allowing them to apply their knowledge outside of the classroom.

For a start, we are looking at 1,000 polytechnic and ITE students participating in this enhanced internship initiative over the next three years. Upon graduation, students will also have the opportunity to take up apprenticeships at participating companies to learn the ropes of ICT roles and for those who are interested in further studies, they will be supported through Work-Study Diploma or Degree programmes related to growth areas such as AI, cloud and cybersecurity.

AO: How do you see Singapore’s technology sector developing over the next five years?

YC: Singapore is well-positioned to take advantage of the opportunities and challenges that may come our way. Although COVID-19 has accelerated digitalisation or digital transformation across all sectors, the Russia-Ukraine conflict will further amplify supply chain disruption, making things even more challenging. Adding to that are the adverse effects of climate change, creating an overhang and threatening all of humanity.

Against this backdrop, we observe that Web 3.0 is coming on fast and furious. It is disrupting and threatening existing business models and also challenging the sovereignty of current monetary, fiscal and regulatory frameworks. Singapore’s tech sector has the opportunity to gain momentum over the next five years, and Singapore can become a global node for digital and data within the next decade.

INTERVIEW

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info@sgtech.org.sg www.sgtech.org.sg APAC Outlook issue 56 | 41

INDUSTRY SPOTLIGHT

SPOTLIGHT ON CONSTRUCTION IN SINGAPORE An industry poised for post-pandemic recovery, we explore the optimistic outlook of Singapore’s construction sector as it weathers further geopolitical tensions Writer: Phoebe Harper | Project Manager: Jordan Levey

T

he industrial powerhouse of Singapore is set for a promising year in the construction sector.

The industry is buoyed by hope, as 2022 marks the first potential year of recovery postCOVID-19. As reported by the Global Construction

42 | APAC Outlook issue 56

Review, the industry is expected to return to pre-pandemic levels following 2.9 percent year-onyear growth recorded in the fourth quarter of 2021.

Singapore’s industrial recovery can be seen as a reflection of global macroeconomics. According

to the Surbana Jurong’s Singapore Construction Market Review and Outlook for 2022, the global economy is expected to moderate to 4.4 percent this year, following a rebound record of 5.9 percent in 2021.

This optimism is well-justified, after 2020 marked the lowest construction demand in over a decade. By 2021, total demand had grown by over 40 percent, largely as a result of nationwide infrastructural projects, primarily from the Land Transport Authority (LTA) and the Urban Redevelopment Authority (URA). Most recently, the two have combined on

an exciting project concerning the development and installation of over 40,000 charging points for electric vehicles in public car parks by 2030.

The resiliency of the sector is evidenced by the prevailing headwinds that it has faced as a result of the pandemic. Perhaps most significantly, this has entailed significant labour shortages that are likely to continue for the long-term in the face of the prohibitive cost of recruiting migrant workers during significant disruption in global mobility. As a result of this, the Singaporean government implemented the worker retention scheme between September 2021 and February 2022, although the efficacy of this initiative was fairly limited. This shortage of manpower is still a considerable setback despite the optimism underlying the industry today, and will likely lead to delays on the completion of ongoing construction projects.

Adjacent to the rising cost of recruited manpower is the exorbitant cost of construction materials, which continues to represent a major hurdle. The cost of raw materials, such as aluminium and cement, has steadily increased on an upwards trajectory since the pandemic’s outset. Even when paying this premium cost, ongoing supply chain disruptions and logistical setbacks continue to complicate delivery.

However, a degree of relief in this regard has come with the introduction of Malaysia’s ‘Vaccinated Travel Lane’ with Singapore, thereby facilitating and streamlining the transportation of construction materials between the two countries.

Nevertheless, as new geopolitical tensions emerge on the global landscape, particularly in the wake of Russia’s invasion of Ukraine, energy prices will continue to escalate as a result of sanctions on oil, as will the resulting domino effect on the cost of raw materials. A Reuters report confirms that since the onset of the Russia-Ukraine conflict, oil prices have skyrocketed with a 50 percent surge in the price of liquefied natural gas. This is of particular concern for manufacturers of energy-intensive construction materials, including steel and brick, whose cost will increase further as a result. A study by UK consultant Turner & Townsend surmises that although Singapore’s Building and Construction Authority has an anticipated demand of up to USD 23 billion in 2022, tender prices will increase by between five and eight percent across the industry.

In the face of such uncertainties, a ‘wait and see’ approach is being observed by many of Singapore’s leading construction firms.

INTRODUCTION

SINGAPORE CONTRACTORS ASSOCIATION LIMITED

APAC Outlook issue 56 | 43

INDUSTRY SPOTLIGHT

SINGAPORE CONTRACTORS ASSOCIATION LIMITED

SPOTLIGHT

F

ounded in 1937 as The Singapore Chinese Contractors Association, the Singapore Contractors Association Limited (SCAL) is the not-for-profit organisation that represents the best interests of over 3,000 construction firms and allied businesses across Singapore.

As the united voice of the industry, SCAL undertakes an active role in advocating for the construction sector’s best interests by facilitating various platforms such as bridging closer working relationships between businesses and government agencies, networking events for members, recognition and awards platforms and administering programmes to drive business success.

To this day, the association continues to follow its original mandate of instilling harmonious business relationships among local contractors and ensuring the regular supply of building materials. SCAL entered its current incarnation following a merger between the Singapore Building Contractors Society and the Singapore Contractors Association in 1977, with the aim of forging a unified industry identity and body of representation.

Since 1984, SCAL has occupied its premises at Construction House. But today, the association has grown to encompass four different subsidiaries in order to cater to the many and varied needs of the entire construction industry.

SC2 Pte Ltd – Dating back to 1993, SCAL’s first subsidiary was established to safeguard people, property and the environment by providing

SCAL – AT A GLANCE • VISION - To lead the construction industry in building a sustainable future for Singapore.

• MISSION - To be an effective voice of the construction industry advocating business-friendly practices, promoting industry development, and fostering a safe and productive work environment.

44 | APAC Outlook issue 56

professional safety audits on Occupational Safety and Health (OSH). In 2008, SC2 started to provide certification services and has attained accreditation

by Singapore Accreditation Council (SAC) for SS506: Part 1 and ISO 9000 certification.

SCAL Resources Pte Ltd – This second subsidiary (SCR) was formed in 1997. The company observes three key mandates, which essentially involves providing value-added services to SCAL members, assisting local contractors in the planning and staffing of manpower, and lastly, improving the welfare of foreign workers in the local construction industry.

As one example of the latter, SCR launched the SCAL recreation centre to cater to the social and recreational needs of foreign workers.

SCAL Academy Pte Ltd – Since 2009, this third wholly-owned subsidiary has been instrumental in planning and designing training and development courses that respond to the industry’s training needs.

It conducts various courses to enable employees to develop skills, attitudes, and knowledge to support business needs and personal aspirations. Delivered by qualified, experienced, and dedicated trainers, these include courses accredited under the Ministry of Manpower Accredited Training Provider (ATP) scheme and Workforce Skills Qualifications (WSQ) courses accredited by the Singapore Workforce Development Agency.

The Singapore Construction Mediation Centre Pte Ltd – The fourth and final subsidiary (SCMC), was launched in line with SCAL’s strategic thrust to remain relevant and develop services catered to its members’ needs. The objective of SCMC is to encourage mediation as the preferred resolution process of settlement for construction disputes.

SCMC will provide SCAL members with an effective and cost-efficient channel where an amicable and early settlement of disputes will eliminate lengthy and costly court proceedings.

With the concerns and priorities of its ever-growing membership base at the core of its operations, SCAL will continue to support industry in these uncertain times.

INTRODUCTION

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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.

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BATCHFIRE RESOURCES MINING

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Issue 56

ZERELLA FRESH Produce delivered from paddock to plate

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Behind the global tech powerhouse of the world’s Smartest City

BATCHFIRE RESOURCES

On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero

RESOURCES

F O R A S U S TA I N A B L E FUTURE On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero. We explore a community-centric company culture with CEO, Allan Fidock Writer: Marcus Kääpä | Project Manager: Kyle Livingstone 2 | APAC Outlook issue 56

I

t’s an exciting time to be in Australian coal mining.

Earlier this year, the federal government’s Resources and Energy Quarterly report forecast that Australian coal would soon become the second commodity to surpass AUD$100 billion in annual exports.

In the corridor of central Queensland’s Callide Valley, one company poised to exploit this dynamic market shift is energy coal producer, Batchfire Resources (Batchfire).

Allan Fidock, CEO, Batchfire Resources

“The export market at the moment is extremely solid in terms of pricing, and is reaching historical highs,” opens CEO, Allan Fidock.

After stepping into the role just eight months ago, Fidock is set to ensure that the company is positioned to leverage these extremely favourable market conditions.

Following the discovery of bituminous coal deposits on these resource-rich lands in 1890, the Callide Mine has been in operation since 1944, before Batchfire became owners of the Callide Basin resource in November 2016.

Located 120 kilometres southwest from the Port of Gladstone, the operations of the mine are intrinsically linked to the livelihood of the Biloela township and Banana Shire as the beating heart of the local community.

Batchfire is the Callide Valley’s largest employer and the mine is a catalyst for regional prosperity, driving the local economy, forming partnerships and creating a culture of local participation.

With the basin spanning over 16,000 hectares, the Batchfire tenure boasts a significant estimated resource potential of 1.07 billion tonnes of coal. Using conventional open-cut mining methods, the mine’s low-sulphur energy coal plays a significant role in domestic power generation, alumina refining, and international electricity generation.

Aside from the export segment, Batchfire’s open-cut energy coal operation is a vital source for its neighbouring power stations – Callide B and Callide C, owned by CS Energy.

On an annual basis, Batchfire provides up to six million tonnes of ultralow sulphur, low fugitive emission energy coal to these power stations, helping to keep the lights on across Queensland and beyond.

These domestic markets are a crucial component of the Batchfire portfolio. While renewable sources play an increasing role in delivering Australia’s energy needs, coal remains a vital source of electrical power, providing 75 percent of Australia’s total electricity supply in 2020 alone.

APAC Outlook issue 56 | 3

Innoquest Diagnostics is moving forward as one in pursuit of transformative healthcare. Ginny Foo, CEO, gives us the details

www.apacoutlookmag.com/work-with-us

Marketi ng Oppo rtunity

RESOURCES

F O R A S U S TA I N A B L E FUTURE On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero. We explore a community-centric company culture with CEO, Allan Fidock Writer: Phoebe Harper | Project Manager: Eddie Clinton 48 | APAC Outlook issue 56

BATCHFIRE RESOURCES MINING

I

t’s an exciting time to be in Australian coal mining.

Earlier this year, the federal government’s Resources and Energy Quarterly report forecast that Australian coal would soon become the second commodity to surpass AUD$100 billion in annual exports.

In the corridor of central Queensland’s Callide Valley, one company poised to exploit this dynamic market shift is energy coal producer, Batchfire Resources (Batchfire).

Allan Fidock, CEO, Batchfire Resources

“The export market at the moment is extremely solid in terms of pricing, and is reaching historical highs,” opens CEO, Allan Fidock.

After stepping into the role just eight months ago, Fidock is set to ensure that the company is positioned to leverage these extremely favourable market conditions.

Following the discovery of bituminous coal deposits on these resource-rich lands in 1890, the Callide Mine has been in operation since 1944, before Batchfire became owners of the Callide Basin resource in November 2016.

Located 120 kilometres southwest from the Port of Gladstone, the operations of the mine are intrinsically linked to the livelihood of the Biloela township and Banana Shire as the beating heart of the local community.

Batchfire is the Callide Valley’s largest employer and the mine is a catalyst for regional prosperity, driving the local economy, forming partnerships and creating a culture of local participation.

With the basin spanning over 16,000 hectares, the Batchfire tenure boasts a significant estimated resource potential of 1.07 billion tonnes of coal. Using conventional open-cut mining methods, the mine’s low-sulphur energy coal plays a significant role in domestic power generation, alumina refining, and international electricity generation.

Aside from the export segment, Batchfire’s open-cut energy coal operation is a vital source for its neighbouring power stations – Callide B and Callide C, owned by CS Energy.

On an annual basis, Batchfire provides up to six million tonnes of ultralow sulphur, low fugitive emission energy coal to these power stations, helping to keep the lights on across Queensland and beyond.

These domestic markets are a crucial component of the Batchfire portfolio. While renewable sources play an increasing role in delivering Australia’s energy needs, coal remains a vital source of electrical power, providing 75 percent of Australia’s total electricity supply in 2020 alone.

APAC Outlook issue 56 | 49

BATCHFIRE RESOURCES MINING

Blackwoods Blackwoods is Australia’s largest supplier of industrial and safety products, providing end-to-end MRO solutions for an array of industries.

Blackwoods supplies more than 300,000 products, including Personal Protective Equipment (PPE), safety workwear, workplace tools and equipment, industrial cleaners, lubricants, adhesives and much more.

In helping to build a better and safer Australia, Blackwoods, buys nearly 90 percent of its products from Australian organisations, and nearly a quarter of its products are Australian made. This includes products manufactured by Indigenous Australian businesses that are all Supply Nation certified.

“The Callide Power Stations produce just under 20 percent of the base load electrical power for the whole of Queensland,” emphasises Fidock. This equates to up to 1,525 megawatts (MW) of electricity fed into the national grid, enough to power two million homes and businesses across Eastern Australia.

BATCHFIRE AND THE JOURNEY TO NET ZERO • Introducing more fuel-efficient trucks and data-science led solutions to reduce overall fuel consumption.

• Using battery and solar panel systems to power communications hubs and other stationary facilities.

• Pursuing renewable energy opportunities across the Callide basin including solar and wind.

50 | APAC Outlook issue 56

As Batchfire continues to develop its export reach, this same mission of enhancing societies with reliable power generation - and the employment opportunities and advances in education that this entails - is extending to developing countries across Asia.

“We target roughly 11 million tonnes of coal production per year, of which 4.5 million tonnes goes to export markets, while the rest is for domestic purposes,” outlines Fidock. “Aside from the Callide Power Stations, we also have another major domestic customer which we supply to in Gladstone.”

Fidock himself cut his teeth in the rewarding realm of Australian coal mining, and has long enjoyed the dynamism of such an industry.

“I grew up in rural New South Wales (NSW), when the coal mining industry was booming,” he reflects.

After accepting an opportunity to join a local mining operation as a trainee surveyor, Fidock’s career path saw him climb the ranks to a managerial mining position and beyond.

Behaving responsibly and acting with integrity is fundamental to how Blackwoods operates as a business. Blackwoods promotes and supports a rigorous sustainability agenda including a regular review of the sustainability issues that are material to the business. Blackwoods’ approach to sustainability includes assessing and managing material issues most relevant to operations such as Climate Change Resilience, Community Contributions, Ethical Sourcing, Gender Balance, Health, Safety and Wellbeing, Indigenous Diversity, People Development, Product Quality and Safety and Waste and Packaging.

The Blackwoods footprint is vast, with six distribution centres in each major Australian city, and over 50 Branches spanning cities, and rural, regional, and remote locations.

Blackwoods has earned a reputation as a leader across a vast array of industries that reflect the diversity of this nation. From snow to fire, waterways to highways, railroads to sea lanes, tilled soil to tunnels deep underground, Blackwoods is helping build a better Australia.

blackwoods.com.au

BATCHFIRE RESOURCES MINING

Discovery Parks Choose a Discovery Parks ‘home away from home’ for your next work stay Since the company’s inception in 2004, Discovery Parks has developed a network of ‘home away from home’ properties capable of accommodating and catering for teams of workers of up to 200+ people.

First established in 2006, Biloela in Central Qld was Discovery’s first work stay property, and continues to provide accommodation services to nearby Callide mine.. Since then, Discovery’s work stay portfolio has grown to include 19 owned or managed work stay villages across Australia, offering quality accommodation and catering solutions for workforce staff.

“It’s been a fantastic industry to be part of, enabling me to support my family and travel the world. From day one I was challenged, mentored and given the support that allowed me to achieve and surpass my early ambitions within the resources sector.”

BATCHFIRE RESOURCES – IN NUMBERS 1,250 families supported, directly and indirectly 42 percent of all local employment 85 percent of workforce live within Callide Valley AUD$89.7 MILLION wages paid annually AUD$293.4 MILLION paid for products and services annually AUD$31.3 MILLION royalties paid to Queensland government annually

52 | APAC Outlook issue 56

CONSISTENT CREDIBILITY As the foundation of the company’s future objectives, maintaining credibility is crucial for both Fidock and Batchfire.

An enterprise of both drive and ambition, Batchfire prides itself on delivering its commitments. This is best evidenced by the progress of two of Batchfire’s primary goals – developing an increasing presence on the export market, and the target of reaching Net Zero by 2050.

In recent years, Batchfire’s foray into the export market has picked up speed significantly.

“A key difference that Batchfire brought when taking over the Callide Mine was to provide coal for export, since the majority of the previous owners were only concerned with domestic supply.

“The new owners have invested significantly into the mine in order to get the quantity of coal out to export.

It has really given the mine a new lease of life,” he says.

Presently, Batchfire endeavours to increase its output to 11.5 million

Discovery Parks understands the unique needs of businesses operating in remote and rural areas, and our WorkStay team is committed to tailoring services that meet the needs of anyone working away from home.

With that in mind, happy people are at the heart of Discovery’s work stay mission: to create a ‘home away from home’ that workers want to return to.

To ensure we deliver this at each of our properties, Discovery Parks commits to the following: • A range of fresh, healthy meals with minimal repetition week to week.

• Regular food theme nights that utilise the strengths of our chefs to create authentic culinary experiences, including BBQs and specialty food truck nights.

• First-class recreational facilities including gymnasiums and pools.

• All the comforts of a ‘home away from home’.

• A promise to make our customer’s lives easy through every stages of their work stay rotation.

Whether you need an accommodation management team for your onsite village or you’d like to find out more about Discovery’s full Facility Management Service, Discovery Parks has the right mix of quality properties and people around Australia to help.

Next time Stay Discovery.

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Our WorkStay team has a strong commitment to offering personal service geared specifically to the needs of people working away from home.

To assist your business in managing travel expenses we customise packages that cover accommodation, all meals, laundry, gym, recreational facilities, car and heavy vehicle parking and any other particular needs.

At the end of a long work day, we know your team needs a comfortable, relaxed environment for rest and recovery.

Contact Robyn Sefton at rsefton@discoveryparks.com.au to discuss your companys needs today!

BATCHFIRE RESOURCES MINING

Mine Support Services Mine Support Services (MSS) Is proud to be partnering with Batchfire Resources in a multi-year Mine Rehabilitation Program at Callide Mine. With shared environmental values we look forward to working together to implement the site progressive rehabilitation and closure plan, delivering positive environmental and social benefits for the Callide Valley community.

MSS are specialists in mining rehabilitation with over 30 years’ experience in mining rehabilitation.

Through every phase of the rehabilitation lifecycle, we provide turnkey solutions to achieve our client’s objectives.

Underpinning our service is a team of experienced mining professionals and environmental specialists combining best practices in science, agriculture, and bulk earthworks execution.

tonnes a year, capitalising upon the current market conditions to strengthen its position.

“The bottom line of this is simply that the more we can produce, the more coal we can send to export.

We currently have plans for various options to reach 11.5 million tonnes by next year.”

It’s a major move for the company, necessitating further investment in labour and a renewed fleet of gear for operations.

“We have the equipment, and the people, but we do need more.

It’s a tight labour market here at the moment, which means it can be difficult to get operators. We’re fortunate in that we have a full mix of operators and maintainers, but we need to source more to run that extra fleet,” he explains.

At the core of this movement is the premium of the Batchfire coal itself, as 54 | APAC Outlook issue 56

a sought-after product with credible value on the global market.

“Although our coal type is quite low in typical export quality, in that it has low calorific value, it is extremely low in sulphur content which makes it keenly sought as a blend coal.”

Whilst most other coals have a sulphur level of 0.5 or 0.6, the sulphur content of Batchfire coal typically stands at 0.2. Crucially, when blended with other products, this brings down the overall sulphur content of the energy coal mix.

As the lowest fugitive emission energy coal mined anywhere in Queensland, Batchfire coal is an ideal component to fuel cleaner electricity generation across Asia Pacific, thanks to its reduced emissions and ultra-low level of inherent impurities.

The energy-efficient characteristics of the resource itself support Batchfire’s transitional energy

Our scientific approach considers every aspect of rehabilitation including landform design, earthworks modelling and optimisation, erosion and sediment control, soil chemistry, amelioration, ground preparation and seeding.

Our technical capabilities are built on innovative thinking, with constant research and development, combined with field trials to improve outcomes year after year.

Whilst what we do defines us, it is how we do it that really drives us.

Everything we do revolves around the people who work for us and the people we work for. Our team values shape our business in every way.

People are at our core.

Mining rehabilitation is an integral part of the mining lifecycle, and we are tremendously proud to be delivering great environmental outcomes, and to contribute to the success of Batchfire.

We are looking forward to contributing to the local community, by employing locally, purchasing locally, and supporting the community in which we are living and working.

www.minesupportservices.com.au

Your mining support specialists Drawing on over thirty years of experience MSS provide turnkey solutions to mining rehabilitation.

Our services include: • • • • • •

Dozer push and bulk earthworks Topsoil cartage and placement Soil amelioration and seeding Erosion and sediment control Seed Supply 3D Machine Guidance and Dozer Push optimisation delivering lowest construction costs

MSS is proud to be working with Batchfire in a multiyear contract to deliver world class rehabilitation in the Callide Valley.

For more on our story, visit us at www.minesupportservices.com.au To discuss your progressive rehabilitation program requirements, contact MSS today: admin@minesupportservices.com.au Ph: 0745993401

BATCHFIRE RESOURCES MINING

Synclift We are dedicated to completing our projects safely, in full, on time and to budget. We ensure smooth delivery with minimal disruption and impact on production and asset availability.

Established in 2017, Sync Lift Engineering is a privately owned and operated maintenance and engineering business group providing a broad range of services.

We offer an in depth knowledge base across all aspects of a project from the feasibility stage all the way through to commissioning, close-out and completion.

We have extensive asset expertise in the following: • Draglines • Electric Rope Shovels • Coal Handling Preparation Plants • Stacker Reclaimers • Ship Loaders + Unloaders

business model that will see the company move beyond a pure energy coal operation towards its target of Net Zero carbon emissions by 2050.

A range of sustainability initiatives represent the company’s path towards this goal.

“I accept that from an external perspective it seems counterintuitive for a coal mining operation to set such an ambitious emissions target. But we see ourselves as a transitional energy company that willingly plays our part in the journey to address climate change. Our dedicated Environmental, Social and Governance (ESG) and Development Team works directly with our board to pursue opportunities for further reducing our emissions.” There are a range of innovative projects the company is participating in to reduce its environmental footprint.

“We’re currently looking into a small solar development on site, which will cover our internal use of electricity, 56 | APAC Outlook issue 56

powering our two draglines and two coal handling plants.”

Complementing this use of renewable energy, Batchfire is also currently investigating a potential wind farm project being constructed adjacent to the mine.

“We’ve engaged with a third party regarding a project currently under development, but we’re also looking at our own opportunities within this space.

“We’ve identified a potential wind resource within the Callide Valley that we could take advantage of through such a development. Pursuing this is key to the business,” Fidock observes.

Internal improvements to operational efficiency are also being progressed, a flow on effect which includes improved emissions intensity consistent with Batchfire’s Net Zero target.

“On top of this, we are looking at a number of different things that bring smaller net reductions. This includes

• Heavy Mining Equipment including Dump Trucks, Front End Loaders, Graders and Dozers • Fixed Plant + Process Infrastructure • Hydraulic Excavators We enhance the value and performance of your assets through our innovative approach.

Our capabilities include structural, mechanical, piping, electrical and instrumentation, manufacturing and fabrication, and engineering disciplines.

We provide support through proactive (scheduled), reactive (breakdown) and planned major outage (shutdown) maintenance services.

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BATCHFIRE RESOURCES MINING

Butlers Yarwun Quarries Butlers Yarwun Quarries, is a family owned and operated Quarry situated 12 kilometres north-west of Gladstone, QLD and has been operational since 1985.

Butlers Yarwun Quarries formed a working partnership with Batchfire Resources at Callide mine in 2021.

Our mobile crushing unit produces road base for haul road maintenance, stemming aggregates for blasting operations and erosion control rock for environmental rehabilitation.

Butlers Yarwun Quarries congratulates Batchfire Resources for their vision in increasing production at Callide Mine and looks forward to an ongoing successful partnership with Batchfire Resources into the future.

www.yarwunquarries.com

new truck fleets that have dieselelectric drive systems rather than a purely diesel-mechanical drive which reduces diesel usage,” he tells us.

“We have also installed a mine information and reporting system that enables optimised fleet movement.”

This new software-based system will be instrumental in delivering a better outcome, in terms of optimising the efficiency of the fleet in producing the same output.

“These are just some of the ways we are approaching Batchfire’s transition to that Net Zero target.”

CUSTODIANS OF THE COMMUNITY At its heart, Batchfire is dedicated to the welfare of the communities both within and surrounding the Callide Mine. This commitment extends beyond supporting mining families and driving the local economy.

Implementing a safe, diverse, and resilient workforce is of paramount 58 | APAC Outlook issue 56

“ W E ’ R E V E RY CO N S C I O U S O F O U R P L AC E B OT H W I T H I N T H E LO C A L CO M M U N I T Y A N D THE REGION” – A L L A N F I D O C K , C E O , B AT C H F I R E R E S O U R C E S

importance to Batchfire, and is one of the most critical aspects of the company’s ESG strategy.

Indeed, the company’s perception and recognition as a socially responsible corporate citizen and the level of engagement between the mine and its people is for Fidock, one of the greater metrics used to measure Batchfire’s success.

“We’ve taken on the task of building credibility with the workforce,” he says.

To do this, continual engagement with employees is essential to ensure the shared goal of maintaining a safe and productive workplace that is characterised by a culture of

challenge, courage, integrity, and commitment.

“We want to show our people what can be achieved and believe in giving them the scope and room to perform their roles.

“We are here to give them direction, show them the boundaries, and hold them to task on the individual performance of their job,” Fidock continues.

Fidock’s emphasis on this peoplecentric aspect of operations has been one of the many changes he has introduced to the company since taking over as CEO, ensuring that the people are right behind Batchfire and recognise its integrity and credibility on delivering on its commitments.

BATCHFIRE RESOURCES MINING

Supplying quality quarry products to the Gladstone Region Hard Rock, Crushing and Screening Specialists Supply mobile crushing and screening services to the mining industry Supply hard rock quarry products from the Yarwun Quarry, QLD Aus.

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Innovating for the future We support Batchfire Resources through innovation in mining.

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APAC Outlook issue 56 | 59

BATCHFIRE RESOURCES MINING

“It’s a new level of direction that I’ve brought to the business – there’s no rocket science behind it, it’s just the way that I do things,” he shares.

“There’s always so much more that we can do, but now there’s certainly more of a sense of confidence around the workforce and the staff that we’re on the right track.”

This empowerment and motivation of employees is intrinsically linked to the support of the overall community, considering that Batchfire stands as the Callide Valley’s largest single employer and a significant contributor to the local economy.

Around 85 percent of Batchfire’s 800 full-time equivalent direct employees reside within the Callide Valley, with the company accounting for 42 percent of all local employment.

This eliminates the need to rely on fly-in fly-out workers. It is a model of employment that contributes to connection within the local community, meaning that employees 60 | APAC Outlook issue 56

do not need to spend long periods of time working away from home.

“Both as a mine and a company, we have a very close association with the township of Biloela and draw the majority of our employees from that community,” explains Fidock.

“Our social governance, our commitment to and engagement with that town is extremely strong.”

The Callide Mine has been a key source of local employment for more than 75 years, and maintaining these partnerships and supportive relationships remains a major priority for Batchfire. Working in a beneficial way with both the people and the land are the fundamental aspects of the company’s commitment to responsibly develop the resources of the Callide Basin whilst preserving the environment for future generations.

Batchfire seeks to maintain and improve its ESG credentials built on a baseline of ensuring compliance with all environmental, mining tenure

and governance approvals and requirements, including paying all necessary royalties and tax.

“We are always working to build our ESG credentials and undertaking a number of projects within this to ensure that we are environmentally maintaining our tenements as we should.”

The mine’s three active areas – Boundary Hill, Trap Gully and Dunn Creek – ensure Batchfire maintains the Callide Mine’s proud record of a reliable coal supply, local employment and business opportunities.

Batchfire recognises the First Nations Gaangalu Nation People (GNP) as the Traditional Owners and Native Title claimants over the land upon which it operates.

Its relationship with the GNP helps to develop partnerships around cultural heritage management and enable access in support of the GNP maintaining connection to country.

“We are actively pursuing business

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partnership opportunities with the GNP, alongside the increasing number of First Nations employees within our business.

“It’s extremely important to us that we are seen – and I believe that we are – as a good corporate citizen, not only for the region, but also for the state.

We can always do more, but we’re very conscious of our place both within the community and the region.”

LOOKING AHEAD For the near future, Batchfire has its hands full with plans for increasing production levels and implementing the range of initiatives on its journey to Net Zero.

“We are investing in a new fleet of gear so that we have the best technology on site. This allows us to be more efficient, whilst also improving working conditions for our employees. After all, if you’re sat operating a truck, you’d rather be in a brand new one!”

But for Fidock, an entirely employee-centric outlook best defines Batchfire’s priorities in the years ahead, especially as the company is in the stages of recruiting more workers.

“As we are getting more and more employees on site, we want to become an employer of choice to ensure that they stay. It’s all about making people feel safe and secure, and rewarding them for their performance.”

As part of this, Batchfire is implementing extensive training and development plans at all levels.

This includes supporting its frontline supervisors, to ensure that they continue to upskill and have the confidence to motivate their crews.

“Most importantly, we’re ensuring safety is a daily, ongoing priority,” Fidock adds. “We want our employees to return home uninjured each evening – perhaps just a little bit more tired than when they left for work!”

Drawing to a close, Fidock returns to the all-important notion of credibility, as the adhesive that binds the company‘s goals and ambitions with the people that can make them happen.

“We are now going through a process of looking to achieve targets that might not have been within reach previously, both in terms of production and a quality of output basis.

“We’re getting credibility with our workforce because we are achieving those targets – we’re showing that they’re not out of reach, and we are bringing them along with that journey.

We want our employees to be proud of what they achieve on site.”

Tel: 07 4845 1500 callide.info@batchfire.com.au www.batchfire.com.au APAC Outlook issue 56 | 61

SCHLAM MINING

62 | APAC Outlook issue 56

A HERCULEAN SERVICE

A giant industry requires the largest equipment. We speak to Matthew Thomas, CEO of Schlam, and take a look at the latest products and services in the Australian mining sector Writer: Marcus Kääpä | Project Manager: Thomas Arnold

APAC Outlook issue 56 | 63

SCHLAM MINING

W

ithout a doubt, the COVID19 pandemic has impacted economies and lives around the world. In the Australian mining space, the effects of such a unique period are wide-ranging.

“Schlam has proactively managed the potential impacts of COVID-19 since January 2020,” begins Matthew Thomas, CEO of the company. “We developed a series of prevention, preparation and response measures focused on doing our part to slow the spread of the virus and ensure the health of our people while still maintaining business continuity.

“The mining industry itself was quick to respond with a range of measures to keep people safe while maintaining business as usual. Our organisation rigorously conducted risk assessments and implemented appropriate measures from a business perspective.”

According to Thomas, demand for commodities in Australia grew during the COVID-19 pandemic period, and in line with this, demand for Schlam’s products and services also experienced a significant increase.

SCHLAM – FROM PAST TO PRESENT Schlam’s history began when it was originally established in 1996.

Barry Schlam saw a need for high quality precision welding and fabrication services in the Southwest industrial sector of WA. Schlam quickly established a reputation for outstanding quality and service throughout the area by the time Barry’s son Ryan joined the company in 2001.

Today, Schlam has grown to become one of WA’s largest privately-owned mining services companies, with a growing global footprint.

64 | APAC Outlook issue 56

In response, Schlam worked to increase staffing across every one of its business areas to meet the scale of its customers’ requirements and provide new and secure employment opportunities for Australians.

“Our company has a proud history of managing and navigating adversity throughout its 25 years in the industry, and we have emerged from this episode stronger than before,” Thomas says. “Courtesy of a workforce of over 350 talented people positioned throughout the Australian resources sector, as well as a healthy balance sheet, we not only weathered the storm, but also grew in size and reach during an unprecedented time.

“While we are proud of how we have managed these challenges, we have still encountered supply chain stresses for raw materials and also strong competition for skilled labour. Despite this, the business also increased its headcount in the People Solutions division during this difficult period.”

PAYLOAD, PEOPLE AND ENGINEERING Schlam is an established and successful Australian mining products and services company that safely and sustainably partners with clients to provide high-quality outcomes through outstanding people, equipment, technology, and innovation.

The company first began operations in 1996, and today has two principal areas: People Solutions, its services division, and Payload Solutions, the company products division.

“We’re rapidly growing People Solutions; this side of the business is where Schlam first made a name for itself, starting in the southwest of Western Australia (WA) and then growing into the Pilbara,” Thomas tells us. “People Solutions provides skilled tradespeople to perform maintenance on heavy mobile mining equipment such as dump trucks, excavators, drill rigs and many more forms of heavy equipment and vehicles.

Transport you can trust Moorish Transport Services is based in Perth, Western Australia and has been operating and providing transport and logistic solutions across the whole of Australia for over 12 years.

We are proud to be a family run business striving to maintain a positive relationship will both clients and suppliers.

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SCHLAM MINING

APAC OUTLOOK:

CAN YOU TELL US ABOUT SUSTAINABILITY EFFORTS WHEN IT COMES TO LIMITING YOUR ENVIRONMENTAL FOOTPRINT? MATTHEW THOMAS, CEO: “Schlam is working with BHP to scrap some of their used dump bodies which are taken off-site and scrapped by a third party in Port Hedland.To date, we’ve scrapped approximately 200 dump bodies for BHP, which equates to around 7,000 tonnes of steel.

“Schlam is currently in discussions with steel supplier SSAB to join its Eco Upgraded programme. The programme helps save CO2 both in steel production and across the lifetime of the Hercules. The material and transport efficiency both contribute to the CO2 savings.

“The end product can be designed to be lighter with high-strength steel, meaning less CO2 is used to make steel for each tray. The wear-resistant, high-strength steel in the end product also lasts longer, meaning the CO2 used to create the steel is utilised for longer. Plus, the lower weight in the end product needs less fuel for the same work, meaning emissions are potentially lower with every trip. All this adds up to significant CO2 savings across the lifetime of Hercules’ dump body.”

66 | APAC Outlook issue 56

“We also perform large-scale maintenance projects such as shutdowns and off-site repairs of mobile mining equipment. We made a concerted effort to grow People Solutions at the start of the pandemic, and as a result, the team has grown five-fold in 18 months. It has increased its list of clientele to include companies such as Rio Tinto, Fortescue Metals Group (FMG), BHP, CITIC Pacific Mining and more tier one miners.”

The other side of the company, Payload Solutions, designs and custom engineers the world-leading Hercules open-cut dump truck body, Bullant underground dump body, and Barracuda buckets.

“We recently reached the milestone of manufacturing and delivering our 1,500th Australian-made Hercules dump body,” Thomas elaborates. “The design of the Hercules has evolved over that time. The body’s weight has reduced, allowing us to increase capacity and ensure our clients are maximising the payload potential of their haul fleet. Schlam has options for Hercules bodies up to 10 tonnes lighter than competitors with comparable floor thicknesses.

“The benefits of a lightweight dump body are significant but quite simple.

Decreased body weight means an increased payload potential, enabling a mine site to either haul the same amount of material using fewer truck hours or haul more material with the same number of truck hours. Either way, the operating cost per tonne is reduced.

“It is important to note that lightweight does not mean light duty.

Our lightweight bodies have a long history of performing in high impact and high abrasion environments for over 50,000 operating hours.”

SSAB SSAB introduces Hardox® 500 Tuf wear plate - the latest upgrade in the Hardox range. It delivers exceptional strength, hardness and toughness in a single wear plate, guaranteed.

And although it’s a newcomer to the Hardox family, it has proved its worth around the world in tipper bodies, containers, mining tippers and trays, buckets of all kinds, agricultural equipment, liners and wear parts.

Hardox® 500 Tuf combines the best properties from Hardox® 450 and Hardox® 500.

Schlam’s Hercules HX dump bodies in mining - makes a difference on many levels. The Hercules HX body for mine dump trucks made with SSAB’s Hardox® wear plate is lighter and stronger than competitor bodies.

In fact, it has a 10 to 20% higher load capacity. This number has been independently verified in actual mining scenarios. When returning unloaded, the lower tare weight also saves on fuel and tire wear.

SSAB work together with our customers to develop new and better solutions in all parts of the value chain.

Our ultimate goal is to improve the sustainability and performance of our customers’ products and processes.

SSAB works with multiple brands and channels with a comprehensive offering in high-strength and wear steels from high-end branded products to more commercial grades.

Schlam – A certified Hardox® In My Body for mine dump trucks SSAB Hardox® is a well-known brand in Australia for abrasion-resistant steel. The Hardox® In My Body program adds even more value for Schlam. A Hardox® In My Body logo on a product verifies that it has been manufactured using Hardox® wear steel and not an inferior imitation.

Visit www.ssab.com.

A HERCULEAN MILESTONE The 1,500th Hercules in question was delivered to a client in the Hunter Valley in New South Wales (NSW).

www.ssab.com

Hardox® 500 Tuf is the latest grade of Hardox® wear plate. It combines the hardness of Hardox® 500 with the toughness of Hardox® 450. The wear resistance of Hardox® 500 Tuf makes it possible to increase the load capacity by using a thinner plate and still have the same outstanding service life.

Or stay with the same thickness and increase service life by 30% or more.

Hardox® 500 Tuf can also double as a structural steel. Its high yield strength and toughness allow for lighter mining bodies that are resistant to dents and can take impact loads with less supporting structures.

Get the full story of Hardox® 500 Tuf at www.hardox.com

Contact SSAB Brisbane. Melbourne. Perth G1, 28 Balacalva Street Woolloongabba, QLD 4102 australia@ssab.com hardox.com

LIGHTER MINING TRUCK BODY HIGHER LOAD CAPACITY EXTENDED SERVICE LIFE LESS FUEL ON EMPTY RUNS

Now in its 14th incarnation, the Schlam Hercules has become the dump body of choice for many of the most significant tier one operators, OEM (original equipment manufacturer) truck builders and mining contractors in Australia.

For Thomas, it was a team effort to reach this milestone.

“Our Payload Solutions division is filled with some of the most dedicated and hardworking individuals I’ve ever met.

When they work together, anything is possible,” he tells us proudly.

The first Hercules was manufactured in Australia in 2003, and it took 17 years to reach the 1,000th milestone. It took the company just 22 months to reach the 1,500 mark.

Thanks to the long-term national supply contracts with BHP, FMG, Glencore, Northern Star, Newmont, and other significant mining companies, the Hercules is set to continue along this upward trajectory.

“We are creating efficiencies in our manufacturing processes through robotics, automation, and lean thinking to support this growth while maintaining quality,” Thomas says.

“We’re also growing our sales and aftersales teams, ensuring that customer service is exceptional at every step of their experience with Schlam. We pride ourselves on following our products into the field and believe this has been a critical element in our growth. I thank the whole 68 | APAC Outlook issue 56

team – no matter where they work in the company – for helping us reach this milestone, and I look forward to many more to come.”

THE CORE OF THE COMPANY At heart, Schlam is a people-centric company.

With a focus on both its employees and its customers, Schlam aims to provide the best service and results possible to clients across Australia’s mining industry.

SCHLAM MINING

Specialising in all aspects of CNC machining.

“Total engineering solutions you can depend on”

Proud to be a partner of Schlam Group WMC Engineering Harvey Industrial Area, 20 Turnbull Street, Harvey WA 6220 (08) 97293318 | admin@wmc.net.au www.wmc.net.au

long as their truck. This made them heavy and limited their payload potential. We changed the status quo by offering a product that drastically increased payload and reduced the requirement for on-site wear mitigation events.

“With the launch of the Hercules EXO body, we’ve changed the script again.”

According to Thomas, prior to the Hercules EXO, customers had two choices: a lightweight body which maximises payload but doesn’t last as long, or a heavier body that lasts longer, but comes with the issue of a payload reduction.

“The Hercules EXO combines both benefits with an ultralight body still utilising a 25mm floor to maximise body wear life,” he continues. “Combining these features means that a miner can potentially have a 25-tonne body that only needs replacing every six years rather than a 30-tonne body that needs replacing every three years.

“Since mining companies are all too aware of their carbon footprint, having a dump truck body that uses 25 tonnes of steel in six years – as opposed to 60 tonnes - has a massive ESG (environmental, social, and governance) benefit.”

“ W E C H A N G E D T H E S TAT U S Q U O B Y O F F E R I N G A P R O D U C T T H AT D R A S T I C A L LY I N C R E A S E D P AY L O A D A N D R E D U C E D THE REQUIREMENT FOR ON-SITE WEAR M I T I G AT I O N E V E N T S . W I T H T H E L A U N C H O F T H E H E R C U L E S E X O B O D Y, W E ’ V E C H A N G E D T H E S C R I P T AG A I N ” – M AT T H E W T H O M A S , C E O , S C H L A M

“Our focus on customer services and after-sales support is the main ingredient in our recipe for success,” Thomas explains. “Schlam could not have reached the milestone of manufacturing and delivering 1,500 Australian-made Hercules dump bodies without our customers’ input. We collaborate with clients to solve their specific payload challenges and if those improvements are seen to have a positive impact in a broad range of conditions, then they are adopted in future generations of the Hercules.

“Another major ingredient of our success so far is our engineering mindset and focus on innovation. A great example is the new Hercules EXO. In the recent past, mining companies wanted dump bodies that lasted as

APAC Outlook issue 56 | 69

WORKING WITH MACKELLAR Schlam is aware of the importance of ESG, both when it comes to long-term aims and immediate efforts, and this is an aspect of company activities that echoes throughout each of its operations with its many national clients, such as Mackellar Group (Mackellar).

A recent example of Schlam and Mackellar’s collaboration is at Dawson Mine, an open-cut metallurgical coal mine operation made up of three operating pits – North, Central and South.

Dawson Mine commenced operations in 1961 and is one of the oldest coal mining operations in Central Queensland. Dawson was the first mine in Australia to export coal to Japan in 1961 and to introduce draglines into its operation in 1963.

A key feature of Dawson Mine is the development of Cultural Heritage Agreements for Dawson North and South. These agreements have established a cooperative framework to help 70 | APAC Outlook issue 56

“ O U R P AY L O A D S O L U T I O N S D I V I S I O N I S F I L L E D W I T H S O M E O F T H E M O S T D E D I C AT E D AND HARDWORKING INDIVIDUALS I’VE E V E R M E T. W H E N T H E Y W O R K T O G E T H E R , ANYTHING IS POSSIBLE” – M AT T H E W T H O M A S , C E O , S C H L A M

minimise impacts for areas covered

by Native Title or Cultural Heritage guidelines at Dawson North, Central and South developments. At Dawson North and Central, Schlam created a Cultural Heritage Investigation and Management Agreement in consultation with the Gangulu People, who are the Traditional Owners of the development area and custodial owners of the cultural heritage in the area.

Long-time clients of Schlam, Mackellar has been a mine contractor with their current fleet for the last two years. The company has also worked at the mine on other occasions over

the past two decades.

Mackellar was presented with the challenge of delivering a genuine 240 metric tonne truck solution to enable four-pass loading with hydraulic excavators (36 cubic metres) or potentially to suit two-pass loading with a P&H 4100 XPC rope shovel (64 cubic metres).

Mackellar calculated that the best course of action was to use nine Liebherr T 264 mining trucks. The T 264 is part of the 240-tonne size class, matching ultra-class hydraulic excavators, electric shovels, and wheel loaders.

SCHLAM MINING

The brand-new fleet was fitted with Hercules dump bodies to make the most of the T 264’s payload potential.

“We chose to use the Hercules as it provided a lighter weight solution, which maximises payload and truck efficiency,” said Dave White, General Manager of Mackellar.

“With Mackellar being in the market of offering dry hire as well as mining contracting services, the Hercules body allows us to deliver more value to our clients by holding additional payload or by providing production at a lower cost. The Schlam Hercules body has been an excellent solution to our fleet across all truck models.”

NEW HORIZONS In recent news, Schlam has entered into a new contract with BHP that will see the company continue to supply Hercules dump bodies to BHP West Australia Iron Ore (WAIO) sites and BHP Mitsubishi Alliance (BMA) sites in Queensland and NSW with its world-class trays, a contract that is estimated to generate revenue in excess of AUD$110 million.

“Our engineering team was challenged by their counterparts at BHP to push the limits of the Hercules design to lower its already reduced weight and increase payload further. This is what resulted in the development of the Hercules EXO,” Thomas informs us. “On top of the BHP contract, we recently finalised a deal that will see Schlam provide FMG with products and services.

“Schlam’s Payload Solutions division will supply FMG with dump bodies and mining buckets, whilst People Solutions will continue to provide skilled on-site mechanical and fabrication services for a minimum of three years. The agreement solidifies our relationship with FMG and is expected to reach over AUD$90 million in value for Schlam. Like BHP, FMG will be one of the first operators to receive the Hercules EXO.”

Schlam Hercules tipper installation process

MINING FORWARD Contracts with BHP, FMG and other major mine operators are providing Schlam with a substantial baseline of work for the coming three to five years. For Thomas, this gives Schlam the confidence to push ahead with national and international expansion plans.

“The agreements will also underpin our journey to introduce the latest robotic technology to transform our manufacturing processes and develop a state-of-the-art advanced manufacturing facility in WA,” he details. “We recently moved into our new corporate headquarters in Welshpool, WA. The move to a larger corporate office is reflective of the company’s strategic shift to rapidly grow our People Solutions division and the ongoing growth in the Payload Solutions side of the business. That, along with the contracts mentioned earlier with BHP and FMG, has necessitated the need for more office space to accommodate our growth.

“Schlam has grown rapidly over the last 18 months that I’ve been here in terms of both revenue and headcount. While this growth is quite extraordinary, creating a new home

for our employees to thrive is a real privilege and something that I am very proud of.”

Moving ahead into the future, Schlam has a very clear growth strategy up to 2025 with a number of key priorities to achieve its goals.

“We know the battles we must win, the targets to hit and how we need to get there,” Thomas says. “That’s my focus over the coming year, to ensure that as a group, we continue to achieve the goals we have set and do so in a safe and sustainable manner.

“Great people, working in a great business, well supported with a family first focus – get that right and the rest takes care of itself.”

Tel: +61 (8) 6148 5555 info@schlam.com www.schlam.com APAC Outlook issue 56 | 71

HANKING AUSTRALIA MINING

G

old mining is an historic industry in Australia.

Amid the many companies operating across the sector, Hanking Australia is one that is a relatively recent addition to the country’s industry.

Hanking Australia was initially registered in Perth in 2012.

It is majority owned by China Hanking Holdings Limited (CHH), a diversified mining company listed on the Hong 72 | APAC Outlook issue 56

Kong Stock Exchange with more than 25 years in mining operation experience.

CHH has iron ore mining operations and pure iron production factories in China, being the largest supplier of pure iron for the nation’s windmill manufacture industry with a market share of more than 50 percent and has gold projects in Australia through its division Hanking Australia.

A HANKERING FOR GOLD The Australian gold mining industry is rich with industry players, old and new. We speak to Dr Mark Qiu, Managing Director at Hanking Australia, about the company’s relatively new entrance into the traditional sector Writer: Marcus Kääpä | Project Manager: Eddie Clinton

“The Australia resource industry is very active, especially since Russia’s invasion of Ukraine. The COVID-19 pandemic also highlights the issues surrounding supply chain. Australia is fortunate in that it is not only rich in mineral resources (oil, gas, iron ore, gold, rare earth, lithium, copper, nickel and other metals), but also the legal framework and the technical

knowledge for resource development and critically, exploration,” begins Dr Mark Qiu, Managing Director of Hanking Australia.

“Of course, it also has challenges. A key one at the moment is the shortage of skilled workers. Hopefully the border opens, and immigration programmes will help to resolve the labourer shortage matter.”

APAC Outlook issue 56 | 73

HANKING AUSTRALIA MINING

GENERATING JOBS AND REVENUE Hanking has a proven track record in creating value for all stakeholders in Australia. It acquired the Southern Cross gold operations when it was in the care and maintenance of St Barbara Limited in 2013, and revitalised the rundown assets through extensive exploration, feasibility studies, open-pit and underground mine developments and processing plant refurbishment and brought it into production in February 2015.

“The site was producing 130,000 ounces of gold annually by 2016, and we increased the JORC (Australasian Code of Reporting of Exploration Results, Mineral Resources and Ore Reserves 2012 Edition) reserve from zero to approximately one million

ounces (Moz) of gold, and JORC resource from 2.4 Moz to 5.2 Moz gold, by 2017, a time when it was sold for AUD $330 million,” Dr Qiu informs us. “Hanking Australia helped create over 400 jobs, paid more than $100 million in tax and royalties in Western Australia (WA) and created significant value for all stakeholders.

“Hanking also made a friendly takeover offer for ASX (Australian Stock Exchange) listed Primary Gold Limited in 2018, and successfully privatised Primary Gold later in the year, when gold price was AUD $1,630. Primary Gold assets include the Coolgardie Gold Project in WA, and the Mt Bundy Gold Project in the Northern Territory.

Since the acquisition, we made major investment in exploration in both projects.”

For the Coolgardie Gold Project,

APAC OUTLOOK: WHEN DID YOU START TO BECOME INTERESTED IN THE GOLD MINING SECTOR? DR MARK QIU, MANAGING DIRECTOR: “My real interest in the mining industry started with my employment with Sino Gold Mining in 1999, when the Sydney based private company was just formed by well-known entrepreneurs Nick Curtis, Jake Klain and Hanjing Xu. “I led the team that discovered the White Mountain gold deposit through exploration, where we produced the first gold pour exactly four years from the date of our discovery hole, setting a record in the mining industry. I also led the team that identified and acquired the Eastern Dragon gold project, which later became the highest grade open-pit gold mine in China.

“I joined CHH in June 2011. CHH listed on the HKSX in September 2011; I became its Executive Director and Vice President, and I have since led its Australia business. In December 2011, Hanking Australia was formed to become the Australia arm of CHH. As the Managing Director, I identified and acquired the

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Hanking increased the resource from 200 Koz gold to 347 Koz gold through extensive exploration in the area.

According to Dr Qiu, the Coolgardie project was not large enough on its own to build a standalone gold mine, so the company opted to divest it to an ASX-listed local company that needs the ores to sustain its mine life, while Hanking focuses on the flagship Mt Bundy Gold Project.

Every ounce of new gold resource increase has the potential to generate additional revenue to the local government through royalty, employment and taxes in the future.

Southern Cross Gold Operation (SXO) from ASX listed St Barbara Limited in 2013, formed and led the team that revitalised SXO through exploration,

GOLD FROM MT BUNDY

feasibility studies, mine development and gold production, and the operation

The Mt Bundy Gold Project was the key asset of Primary Gold, covering the Rustlers Roost, Quest 29 and Tom’s Gully gold deposits. As a result of friendly negotiations, Hanking acquired the remaining 20 percent interest from the JV partners of the Rustlers Roost deposit in 2020.

was sold in 2017. We made more than AUD $150 million in profit after tax and paid more than AUD $100 million in tax and royalties to Australian governments during the four-year period. We acquired ASX listed Primary Gold through a friendly take-over in 2018. We are currently focusing on the DFS and development of Mt Bundy Gold project in the Northern Territory of Australia.”

74 | APAC Outlook issue 56

HANKING AUSTRALIA MINING

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APAC Outlook issue 56 | 75

HANKING AUSTRALIA MINING

“ H E A LT H , S A F E T Y, E N V I R O N M E N T A N D C O M M U N I T Y ( H S E C ) I S PA R T O F H A N K I N G A U S T R A L I A C U LT U R E ” – D R M A R K Q I U, M A N AG I N G D I R E C TO R , H A N K I N G AU ST R A L I A

“Through extensive investment in exploration and various studies, Hanking has increased the total JORC resources of the Mt Bundy Gold Project from 1.79 Moz to three Moz gold and ore reserve from 175 Koz to 1.56 Moz gold, estimated by independent experts in accordance with JORC 2012 Code,” Dr Qiu elaborates.

“Mt Bundy is one of the largest gold reserves to be mined in Australia.

With a stripping ratio of 1.6 to one and 1.2 Moz gold ore reserve in the Rustlers Roost open pit, optimised

Toms Gully Plant overview

at a gold price of AUD $2,200 per ounce (US$1518/Oz), it is among the lowest stripping ratio and largest open pit gold reserve ready for mine development. Since the completion of pre-feasibility (PFS) study in late 2021, gold recovery has increased from 85 percent to 91 percent and grinding size improved from 75 microns to 106 microns in the definitive feasibility study to be completed in the third quarter of 2022.

“The Mt Bundy Gold Project is on existing long-life mining lease with no native title issues. Environmental

approval for Tom’s Gully underground mine has been received, the open pit mining environmental impact statement (EIS) was submitted and completed three rounds of public consultation periods. Supplementary statement is scheduled to submit for final approval in June 2022.”

For Hanking, preparation for the mine’s development is well in advance. De-watering of the Rustlers Roost pit is 50 percent completed and a new bridge for ore haulage has been constructed. The company’s haul road is connected to Aherns Highway.

HANKING AUSTRALIA MINING

Quest 29 KPW Taipan, long section

CSR AT THE FORE

“We constantly assess investment opportunities. While our parent company is listed at the HKSX, we continue assessing options to become an ASX listed gold producer,” Dr Qiu tells us. “We are also a socially responsible corporate citizen. 100 percent of our staff are local Australian residents - I am an Australian citizen myself!

“Health, safety, environment and community (HSEC) is part of Hanking Australia culture. In fact, I am the chairman of the HSEC committee of the CHH board. We are proud that we are among the first HKSX listed companies that compile and publish HSEC reports annually. In the proposed mine development at Mt Bundy, we choose our energy supplier partners that use environmentallyfriendly gas generators rather than coal or diesel generators, and we encourage incorporation of environmentally beneficial alternatives across the company.”

Hanking Australia moves forward with the community and environment in mind in all aspects of its operations.

On top of this, Hanking has a proven track record in creating values for its shareholders and all stakeholders in Australia.

HANKING AUSTRALIA www.hankingmining.com

Quest 29 overall, long section

Rustlers Roost G x M, long section

The project is just over one hour’s drive along this highway to Darwin, the capital city of the Northern Territory.

The mine has an initial life of 13 years, LOM average production of 122 Koz gold, with first five years average gold production of 161 Koz gold, first 10 years AISC A$1395/oz and LOM average EBIDA of A$115 million. The project will create 300 jobs and significant royalty and taxes for North Territory Government.

“Our current exploration has only been focused on areas of less than 10 square kilometres (km2), our 1,500

km2 has largely not been drill tested,” Dr Qiu says. “We have identified many drill-ready targets. The Mt Bundy Gold Project is located at the core part of the emerging new gold province in the Pine Creek region where 15 Moz gold resource has been delineated.”

APAC Outlook issue 56 | 77

CAZALY RESOURCES MINING

MINING YO U R OW N BUSINESS Cazaly Resources is successfully juggling many major mining projects across Australia. Managing Director and CEO, Tara French, provides more insight Writer: Ed Budds | Project Manager: Eddie Clinton

C

azaly Resources Limited (Cazaly) is an Australian, diversified mineral exploration and resource development company based in Perth.

Listed on the Australian Stock Exchange in October 2003, Cazaly has crafted a solid reputation for successfully acquiring and developing, adding value to, and divesting a broad range of resource projects.

Managing Director and CEO, Tara French, grew up in a small mining town on the west coast of far north Queensland, Australia, and was exposed to mining at an early age, with this experience having great influence on her professional career.

“I had an opportunity to work at the laboratory on a mine site as part of my schoolwork, which sparked my interest in the industry. About 80 percent of my career has been

“The biggest impact to our business is the knock-on effect of supply shortages...” – Tara French

spent as a geologist in the exploration field with the other 20 percent spent working in underground and open pit operations,” opens French.

After this initiation into the industry, French predominantly worked in Western Australia on Archaean gold deposits, whilst also gaining valued experience with nickel, copper and other base metal exploration.

“My current role as Managing Director and CEO at Cazaly provides me with a new opportunity to add value to the business through potential acquisitions and new discoveries across a diverse range of projects,” she adds.

French passionately believes that this is an exciting space to be working in, with copious opportunity and bustling activity both within the sector and Australia itself.

The growing demand for renewables, cleaner energy options and critical minerals on a global scale, is a strong driver for the exploration APAC Outlook issue 56 | 79

CAZALY RESOURCES MINING

industry. In addition, government mandates are also driving consistent progress, with AUD $2 billion being invested into the critical minerals sector. This follows the state of Western Australia’s commitment to funding assistance in the downstream processing in this area within the state.

INVESTMENTS AND EXPLORATION Founded in 2003, Cazaly has built its business on a successful history of identifying prospective parcels of ground, effectively exploring, identifying and defining economic resources and ultimately divesting these mineral resources to mining houses to progress the projects through to production. Cazaly maintains equity and royalties

HALLS CREEK

80 | APAC Outlook issue 56

which add substantial value for the company’s shareholders. Cazaly identifies as a junior exploration company, and has its head office based in Perth, Australia.

Cazaly has intricately constructed a strong technical team and is well funded with approximately $13 million

in cash and investments, enabling the capacity to execute its staged exploration strategy across all current projects.

“In addition to this we have a number of investments that have the potential to deliver future funds including some royalty positions,” certifies French.

“One exciting ongoing project is the drilling at Halls Creek Copper Project, where we are testing a massive copper sulphide target in the form of an EM conductor, and a large low grade porphyry copper deposit which we are exploring at depth, to test for higher grade copper intersections.”

Additionally, after recently selling the Parker Range iron ore project to Mineral Resources Ltd, who have commenced mining activities, Cazaly has crucially retained a royalty on this

CAZALY RESOURCES MINING

APAC OUTLOOK: HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO THE SUCCESS OF YOUR BUSINESS? TARA FRENCH, CEO AND MANAGING DIRECTOR: “The biggest impact to our business is the knock-on effect of supply shortages impacting our contractors and suppliers, plus skills shortages in the drilling industry and analytical laboratory workers who are unable to achieve sufficient staffing levels to successfully keep up with demand.

“This has resulted in significant delays to our activities, with the limited availability of drill rigs and lengthy turnaround times for assay results from surface geochemical sampling

High quality, cost effective and timely geological consulting services, worldwide

programs and deeper drilling programmes.

“This provides another challenge to our industry; our work is results driven and any delays to assay results ultimately

Australian office:

slows down the progression of advancing exploration projects across the industry.”

asset, which is payable after the first 10 metric tonnes mined. Cazaly will thereafter receive $0.50 per tonne of ore produced.

Elsewhere, infill surface sampling was recently completed at the Yabby Project located 10km to the west of Laverton in the north-eastern goldfields of Western Australia. The programme is designed to refine surface gold geochemical anomalies in order to define targets for future Australian office: drill testing. The Yabby area has historically been poorly explored, but Cazaly has now identified the potential for gold at this site.

EXCITING OPPORTUNITIES FOR PERSONNEL “We are in an advantageous position with staffing, as we have highly skilled key personnel who we work with collaboratively. We have a flat corporate structure, and we discuss technical details of projects internally then encourage more junior

+61 8 9221office: 6200 Australian

9/18 Parry Street, Fremantle, WA 6160

9/18 ParryAustralian Street, Fremantle, 6160 9/18 Parry Street, Fremantle, WA 6160 office: WA

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staff to take on the responsibilities of advancing projects as rapidly as possible, to achieve the best outcomes with guidance from management,” details French.

Cazaly also provide various incentives to its employees to contribute to their professional development and reward excellent performance. French believes the mining industry, as with any other sector, benefits from curating 9/18 Parry Street, Fremantle, WA 6160 diversity in the workplace.

“In order to encourage diversity, early education must provide equal opportunities for all. This space provides the chance for young people to explore the possibilities of different career paths and dispel outdated stereotypes of a gender specific roles,” she adds.

Looking ahead to future goals across its work in Australia, Cazaly has prioritised the start of drill testing the flagship Halls Creek Copper project, as one of many near-term focuses.

Advancing the first pass geochemical sampling on the Ashburton and Yabby projects, in order to generate drill targets is another key priority alongside this.

In Namibia, the company is aiming to reassess the potential of the Kaoko cobalt copper project, by modelling available EM data at Kamwe, and assess the potential of the lithium in soil anomaly at Ohevanga. These projects are in development whilst Cazaly is always looking for new critical mineral projects to add to its already extensive and impressive portfolio.

Tel: +61 8 9322 6283 admin@cazalyresources.com.au www.cazalyresources.com.au APAC Outlook issue 56 | 81

QUEST FOR H E A LT H Following a recent merger, Innoquest Diagnostics is moving forward as one in pursuit of transformative healthcare.

Ginny Foo, CEO, gives us the details Writer: Jack Salter | Project Manager: Callam Waller

Whilst the medical diagnostics industry has always been robust and resilient, the COVID-19 pandemic saw a sea change in focus on diagnostics.”

At the forefront of this shifting dynamic is Innoquest Diagnostics (Innoquest), whose CEO, Ginny Foo, believes there has never been a more exciting time to be in the industry.

Innoquest was officially launched in March 2021 as a merger of Quest Laboratories (Quest) and Innovative Diagnostics (IDPL), both 82 | APAC Outlook issue 56

long-established in Singapore having been founded in 1995 and 1996, respectively.

Whilst the Innoquest brand is still in its infancy, the actual origins of the lab therefore go back more than 27 years.

“The merger between Quest and IDPL was complicated by the long history of the two labs, the multiple overlapping clients, clinics and test/ profile codes, and the different laboratory information systems (LIS) and instrument platforms (LIP) used,” Foo informs us.

“The Innoquest team are truly unsung heroes who put in countless hours to build the lab that we see today. There were endless issues and hurdles that we needed to overcome to smoothen our workflow and streamline our processes; I also wish to thank our loyal clients who stuck with us throughout.”

Innoquest is proud to serve clinicians, hospitals, medical centres and their patients, as well as nonprofit organisations, through the deployment of advanced diagnostic

Get answers. Keep moving.

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Find out more at thermofisher.com/covid19 For Emergency Use Only. For prescription use only. For in vitro diagnostic use. © 2022 Thermo Fisher Scientific Inc. All rights reserved. All trademarks are the property of Thermo Fisher Scientific and its subsidiaries unless otherwise specified. COL24450 1020

INNOQUEST DIAGNOSTICS HEALTHCARE

COVID-19 RESPONSE

testing methods, supported by a wealth of industry expertise and ground-breaking technology.

Operating from seven facilities in Singapore, Innoquest’s main laboratory at Starhub Green is installed with the Roche total laboratory automation (TLA) system,

INNOQUEST DIAGNOSTICS AT A GLANCE VISION: To be the eminent innovator and leader in advancing new frontiers in medical testing and diagnostics.

MISSION: To transform healthcare and improve the human condition.

PURPOSE: To save and improve every patient’s life.

VALUES: • The pursuit of excellence • Care for others • Innovation that impacts • Trust with integrity

84 | APAC Outlook issue 56

capable of performing tests for more than 15,000 patients a day.

“What we achieved in 2021 was truly amazing. We managed to merge two huge laboratories into one, renovated and expanded the lab space so that we could change our LIP, upgraded our LIS to a newer version, and continued to improve our lab processes.”

With the installation of multiple Roche TLA systems at Innoquest’s laboratories, the company has been able to enhance the capacity, accuracy, and quality of its testing capabilities.

The patient’s sample is placed into the TLA system, which reads the barcode on the back of the sample tube and detects what tests to run.

Once tested, the sample goes into refrigerated storage at the stockyard; if clinicians wish to add a test, the request is relayed to the LIS and the sample is automatically retrieved from the stockyard.

“For abnormal results, repeat criteria are keyed into the system.

Samples that require a repeat are picked up automatically by the system and transported to the analyst, minimising human intervention and removing human error almost completely from the entire analytical process,” Foo explains.

The company’s extensive network of laboratories offer a wide range of in-vitro diagnostic (IVD) tests across laboratory medicine, to help detect diseases or conditions and to monitor the health of patients.

“We provide a full range of IVD tests, which include allergy testing, biochemistry, anatomical pathology, haematology, immunology, microbiology, molecular and much more.

“100 percent of cancers are diagnosed by pathologists, and 70 percent of medical treatments, diagnoses and discharge decisions are based on pathology test results.

Everyone from birth to old age uses pathology at some point in their lives to determine the status of their health – that is how important and crucial medical diagnostics are to the healthcare industry,” emphasises Foo. At the peak of COVID-19 testing, Innoquest had about 300 members of staff in the COVID-19 labs and logistics department, providing a 24/7 roundthe-clock service to clinics, hospitals, and swab collection sites.

“Our core business comprises over 440 employees, so altogether we had around 740 people working under the Innoquest brand by the end of 2021.

Now, we are slowly ramping down the COVID-19 labs and redeploying some personnel to our other laboratories.”

In response to the urgent need to boost Singapore’s COVID-19 testing capacity, the company worked alongside the Ministry of Health to build five COVID-19 testing laboratories in 2020 within the space of nine weeks.

To date, more than 3.8 million COVID-19 swab tests have been performed by Innoquest, who had to quickly pivot to perform enough PCRs to cater to the mass testing requirements of the nation.

“The last two years have taught us many things in terms of hazard preparedness. Innoquest has stepped up to the challenge and contributed

Expand the possibilities Real-time PCR for the molecular detection of infectious disease pathogens Grow your capabilities with PCR-based RUO panels that enable accurate and efficient results. Our extensive library of predesigned Applied Biosystems™ assays helps laboratories provide sensitive and scalable insights. And thanks to our global supply chain, you can be confident that you’ll have access to what you need for any routine or specialized testing.

Learn more at thermofisher.com/pathogendetection For Research Use Only. Not for use in diagnostic procedures. © 2022 Thermo Fisher Scientific Inc. All rights reserved. All trademarks are the property of Thermo Fisher Scientific and its subsidiaries unless otherwise specified. COL020355 0622

INNOQUEST DIAGNOSTICS HEALTHCARE

APAC OUTLOOK: HOW DID YOU BECOME INTERESTED IN THE HEALTHCARE INDUSTRY?

GINNY FOO, CEO: “My first degree was in Food Science at the University of Guelph, Canada, but I became interested in healthcare when my mother was hospitalised in the late 1980s.

“I came across the hospital laboratory whilst visiting her, and went in to speak with the Laboratory Manager. He asked me to send my CV, which I did, and I got my first job as a medical technologist at the Mount Elizabeth Hospital lab in 1989.

“I’ve been in the healthcare industry since, and had to pursue another degree in Medical Science in order to advance further in the sector. I completed a twinning programme with the Curtin University of Technology in Perth, Australia, and obtained my BSc in Medical Science in February 2005 after just over a year on the programme.”

significantly to the nation’s COVID19 testing capacity throughout the pandemic. After going through this exercise, we are now more prepared to face any such pandemics again in the future,” Foo acclaims.

As a result, Innoquest laboratories 86 | APAC Outlook issue 56

went from performing 200 molecular tests per day to several thousand at the height of the pandemic, and since April 2020 has issued over 10 million patient results.

Given the huge number of samples that have been processed, the pandemic has unsurprisingly been an extremely busy and stressful time for Innoquest.

“The mental and physical stress on our lab staff was enormous, as they had to ensure they did not get infected with COVID-19 and transmit the virus to their family members.

Some staff were staying away from their family members for months whilst they were working in the laboratory, just to keep their families safe,” reveals Foo. “Many staff stepped up from their usual job scope to help with the COVID-19 testing process, such as driving vans to pick up samples from collection sites or helping to sort out samples for testing at the labs.

“With the right processes in place, we are very glad that after two years of intense testing, no one at the lab has been infected,” she continues.

DIGITAL TRANSFORMATION Innoquest recently automated its microbiology department, by investing in the latest MALDITOF mass spectrometry for the identification and diagnosis of microbes.

Prior to the MALDI-TOF system, it would take at least 72 hours for a clinician to receive indicative information on the result of the test. As microbiology is often a decisive factor in the prescription of antibiotics, this lengthy turnaround time ran the risk of increasing antibiotic usage.

With the MALDI-TOF system in place, Innoquest is able to provide a turnaround time of less than 48 hours and an overall accuracy of 95 percent at species level, enabling fast and correct treatments for patients.

“We hope this will assist Singapore in reducing the unnecessary use of antibiotics and improve antibiotic stewardship,” outlines Foo. This automated system ties in with Innoquest’s ongoing digital transformation initiatives, as it embraces a world of electronic orders, e-billings, e-payments and digitalised reports. Not only does this enable patients and doctors to receive results quicker, but it will also enhance the overall patient journey and subsequently result in better care.

“We will no longer work in the background, but instead take on an enabling role in bringing quality care to patients in collaboration with our healthcare partners.”

Providing high quality, accessible, and affordable diagnostics is at the heart of Innoquest, and can’t be achieved without unparalleled customer service and the latest technologies.

Partners rely on Innoquest to assist in their medical diagnoses, and the company is committed to providing clients with a memorable, positive end-to-end experience. In this regard, Innoquest is working with healthcare platform BioMark to further enhance the digitalisation of pre- and postanalytical processes.

“Our goal in the next two to three years is to do away with pen and paper, and have all of our lab orders and reports issued electronically.

BioMark and the Innoquest IT team have to perform API beta testing, so we should be rolling out the application to our clients very soon.”

In Singapore, BioMark has partnered with Innoquest’s 2,500 clinics, storing lab results from nearly two million patients.

BioMark acts as the conduit between Innoquest, doctors and patients. Broadly speaking, BioMark compiles blood and pathology reports, and displays them to doctors and patients through its own innovative platform.

Extending molecular testing capabilities following COVID-19

T

he World Health Organization declared COVID-19 a pandemic in early March 2020. In advance of the announcement, Thermo Fisher Scientific had been working on developing a PCRbased COVID-19 diagnostic test to detect SARSCoV-2. In record time, the TaqPath COVID-19 test kit was available worldwide to meet diagnostic testing demands and enable surveillance efforts in over 140 countries.

PCR-based COVID-19 molecular testing received rapid adoption around the world because regulatory bodies understood the need for accurate and gold standard technology to combat the deadly pandemic. As a result, new and existing clinical testing laboratories increased their sample throughput capabilities by acquiring more real-time PCR instrumentation, bringing molecular testing to an unprecedented high.

Expand the possibilities

The benefits of molecular testing are high analytical sensitivity, offering the ability to accurately detect targets with low copy numbers, and specificity, allowing detection and differentiation between closely related targets due to robust chemistry.

Syndromic panels offer the ability to test for a broad range of pathogens from the same sample, which provides clinicians with information for a betterinformed diagnosis and more appropriate treatment decisions. Syndromic panels can also represent a powerful tool for understanding antimicrobial resistance, which is key to proper antimicrobial stewardship.

Molecular testing has revolutionized how healthcare providers diagnose and treat infections. Improving disease management can have profound effects on limiting risks of antimicrobial resistance, direct patient care and their subsequent outcomes, and the costs to the healthcare system.

As we look ahead, Thermo Fisher Scientific is fully committed to developing and marketing IVD devices for molecular diagnostics. We have over 25 years of qPCR instrument and over 10 years of clinical instrument manufacturing experience and an equally longstanding history of developing PCR assays.

Our size, scale, and worldwide presence makes us uniquely suited to support all aspects of diagnostic testing solutions.

Real-time PCR for the molecular detection of infectious disease pathogens

Molecular testing is not new and has long been proven to be a powerful technology. Infectious disease testing traditionally requires growing, isolating, and identifying pathogens in culture. This approach is time-consuming and labor-intensive.

In contrast, culture-independent molecular testing has excellent performance characteristics, Grow your capabilities with PCR-based RUO shortens panels that enable accurate and efficient turn-around times, and offers integrated workflows Our mission is to enable our customers to make the results. Our extensive library of predesigned Applied Biosystems™ assays helps that require limited technical expertise. Infectious world healthier, cleaner, and safer. We are here to laboratories sensitive insights. to our our customers global supply diseaseprovide areas that benefitand fromscalable molecular testing And thanks support by accelerating life sciences include respiratory tract infections, gastrointestinal research, increasing lab productivity, and improving chain, you can be confident that you’ll have access to what you need for any routine or infections, sexually transmitted infections, urinary health through accurate diagnostics and lifespecialized testing. tract infections, and women’s health, among others. changing therapies.

To learn more, visit thermofisher.com/pathogendetection.

Learn more at thermofisher.com/pathogendetection

INNOQUEST DIAGNOSTICS HEALTHCARE

Biomed Global As a leading organization in the biomedical and life sciences industry, Biomed Global offers a holistic range of innovative and cuttingedge solutions for healthcare in the Southeast Asia Region.

From market research to business development, and technical service, we extend our in-depth knowledge and experience to empower our partners to raise healthcare standards globally.

We believe in the power of bringing people and medical innovations together to shape the future of the healthcare industry and improve the quality of life. Our team of 250+ is constantly working hard and smart to deliver our solutions throughout the region and coupled with more than 20 years of experience in this industry, makes us a critical part of the diagnostic testing ecosystem in the region.

Clinics and healthcare providers can therefore effectively monitor their patients’ wellbeing, and flag those who need follow-up consultations or tests. The platform allows for real-time results to be viewed by doctors, and with immediate access to results as soon as they are validated in the lab, it enables a much faster turnaround and better service provision.

Likewise, patients are able to make more sense of their lab results and monitor the progress of their health, creating better continuity of care and interaction with doctors.

For example, BioMark’s platform is used in the Philippines by over 10,000 patients for the management of diabetes, in partnership with Sanofi.

This real-world, real-time monitoring platform has resulted in dramatic improvements to the HbA1c results in diabetics, and in both quantitative and qualitative metrics across the board, an 88 | APAC Outlook issue 56

indicator of the long-term reduction in complications from diabetes.

“BioMark’s services intend to add value for patients, by placing doctors at the centre of the equation in order to provide better care,” Foo says.

GENETIC TESTING IS THE FUTURE Innoquest is also working closely with sister genomic diagnostics company, LifeStrands, to drive the adoption of clinical genomics and to advance precision medicine in Southeast Asia.

LifeStrands intends to research and develop new assays tailored to the Southeast Asian population, and its medical needs by partnering with best-in-class companies and research institutions to develop expertise in Singapore through tech transfers.

The three segments that LifeStrands will be concentrating on from the start will be oncology,

Our cooperation with Innoquest began in 1996 with one of its subsidiaries Gribbles, and together we have grown from strength to strength over the decade. Both our organizations have gone through rebranding exercises to become the well-respected brands we have established today.

We are proud to have worked together on multiple projects to improve patient care and lower the cost of testing such as COVID-19, Blood Banking, Allergy Testing, and Microbiology Testing.

Our COVID-19 project is particularly noteworthy for its scale and speed of deployment throughout the Innoquest network which greatly improved the pandemic situation. We continue to work on many more such projects which promise to deliver greater impact than ever before.

www.biomed-global.com

Healthcare Solutions

Biomed Global is a renowned brand for healthcare solutions in the clinical diagnostics and lifesciences space across Southeast Asia. As the exclusive distributor for certain product lines of Becton Dickinson, ThermoFisher, Biorad, Bruker, and numerous other leading diagnostics organizations, our portfolio breadth is among the widest in the region.

Bruker Bruker MALDI Sirius Biotyper System identifies microorganisms using MALDI-TOF (Matrix-Assisted Laser Desorption/ Ionization Time of Flight) mass spectrometry to measure highly abundant proteins that are found in all microorganisms.

ICatcher Make early cancer detection possible with iCatcher – A platform designed to extract cfDNA & cfRNA from up to 4mL of blood or plasma.

MGI High speed, high flexibility, and ultra-high throughput turbocharge your sequencing.

Tissue Gnostics A solution provider for Precision Medicine / Next-Generation Digital Pathology and provides fully integrated cutting-edge tissue cytometers.

Our team is also constantly on the lookout for new and innovative healthcare solutions which can bring substantial transformation to the healthcare landscape and raise the standards of healthcare in our markets.

We take pride in our wealth of expertise, which is critical to ensure the needs of our customers', such as Innoquest, are well met at the highest levels of customer satisfaction possible. We also are on the journey to becoming an organization which considers wellbeing one of the pillars of growth for the future.

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Werfen IL coagulation All ACL TOP systems are optimized to run with a comprehensive panel of HemosIL reagents, they offer complete disease-state management. The broad test menu provides flexible solutions for both routine and specialty testing. The same reagents on all ACL TOP systems mean true standardization throughout the lab.

INNOQUEST DIAGNOSTICS HEALTHCARE

reproductive health, and inherited disorders.

The importance of developing an oncological test that can screen and detect the early onset of cancer cannot be overemphasised, and this is now possible through genetic testing, which detects genetic risk factors and links them to a wide spectrum of cancers. Targeted therapy or precision medicine also guides clinicians to a more patientcentric approach and the most effective treatments.

Reproductive health is another very important segment, in view of more and more couples starting families in their mid or late 30s.

Non-Invasive Prenatal Testing (NIPT) screens pregnant women to test for trisomies 21, 18, and 13, for the highly accurate detection of Down’s, Edwards’, and Patau’s Syndrome.

“Other reproductive screenings include the carrier screening for couples planning to start a family.

This is a comprehensive test to detect genetic disorders in one or both parties, and has the power to detect diseases causing mutations in over 2,000 genes,” Foo notes.

Finally, comprehensive tests can identify inherited risks for at least eight types of cancer based on investigations into personal or family history, as well as hereditary heart conditions based on a patient’s genetic make-up – there is a 50 percent chance of inheriting an autosomal dominant cardiovascular condition from an affected first degree relative.

The test investigates and reports known, affected genes that are linked to a wide variety of cardiovascular disorders. This better informs clinicians and patients on the best management or treatment decisions to make.

“Reproductive health tests such as NIPT screenings and carrier tests are already available, and can be ordered by clinicians. Hereditary disorder testing for oncology, cardiology, and 90 | APAC Outlook issue 56

other rare diseases including the whole exome sequencing are available as send-out tests, but are in the pipeline to be done in-house soon.”

Innoquest strongly believes that genetic testing will be the future of laboratory medicine. Indeed, major advances have been made in the understanding of the human genetic make-up, and laboratory medicine is making big leaps in research to come up with new tests for the prevention and treatment of many diseases.

Previously, only a single gene could be examined at a time, but as technology and molecular biology laboratory techniques have developed, next generation sequencing (NGS) allows for much faster and cheaper sequencing of large portions of DNA, or even the whole genome.

“Within the next few years, we will see genetic testing replace many older methods of predicting prognosis by pairing patients with therapies they will respond to, or by identifying the right dosage of medicine for the best results,” Foo tells us.

“With more advances made in recent years, genetic testing will impact the laboratory space even more by allowing doctors to detect a variety of diseases earlier and therefore administer treatment sooner.

“These advances will be most welcome, especially for complex diseases such as cancer. We also hope to see the cost of genetic tests come down with NGS techniques, and this will make it more affordable for the masses.”

MEDICALLY MANAGED Testament to Innoquest’s quality standards is the company’s dual accreditation from the College of American Pathologists (CAP) and the Singapore Laboratory Accreditation Scheme (ISO 15189).

With a senior management team comprising medical doctors and senior scientists, whose accumulated laboratory experience exceeds 100 years, Innoquest also differentiates

Thermo Fisher Scientific Pharmacogenomics is Ready to Go Mainstream Pharmacogenomics (PGx) is the understanding of how genes impact response to medications. Significant progress has been made to determine the safest, most effective course of treatments. As we deploy more PGx testing, we are better positioned to improve the health of individuals and communities, with the potential to reduce healthcare costs.

“The clinician and patient are better informed when PGx testing is used during medication selection, and more importantly, the medication is more likely going work,” says Manoj Gandhi, Senior Director of Medical and Scientific Affairs for Thermo Fisher Scientific.

To learn more about pharmacogenomics solutions, please visit thermofisher.com/pgx.

Advancelab Advancelab is a team of architects, interior designers, construction personnel, safety managers and scientists that are heavily involved in built environment space. We function in many avenues including: • Architect • Design & build • M & E design • Tender administration • Project management • Facility managers We are who our clients need us to be.

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INNOQUEST DIAGNOSTICS HEALTHCARE

The future of health care includes factoring genetic test results into treatment decisions.

Applied Biosystems™ products help drive pharmacogenomics advancements, and we continue to participate in partnerships to make it accessible for laboratories, employers, and government agencies.

Learn more at thermofisher.com/pgx © 2022 Thermo Fisher Scientific Inc. All rights reserved. All trademarks are the property of Thermo Fisher Scientific and its subsidiaries unless otherwise specified. COL020213 0522

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APAC Outlook issue 56 | 91

INNOQUEST DIAGNOSTICS HEALTHCARE

itself from other competitors as a “medically managed” organisation.

“We always believe that it takes a doctor to understand another doctor.

Our Group CEO, Dr Chris Ting, and COO, Dr Anthony Stanislaus, are both medical doctors,” Foo shares.

“Our expertise allows us to offer the widest selection of tests in-house at very competitive rates, with significantly improved turnaround times compared to sending those tests to a referral lab.”

The supply chain is of equal importance to daily operations at Innoquest, who work closely with partners and suppliers to guarantee no logistical disruption.

“Our partnerships with suppliers also ensure that workflows are optimised, and customisations are built to further enhance and improve on quality and efficiencies,” adds Foo. Innoquest works with sister companies across the region to form strong, long-term partnerships

92 | APAC Outlook issue 56

with key suppliers, which allow the company to continuously improve its operations and services, and be at the forefront of new tests being brought to the market.

It is thanks to these deep supplier relationships that Innoquest has partnered on new initiatives and tests being rolled out in Singapore, and introduced the latest technologies.

The company also works closely with charitable organisations such as SATA CommHealth and the National Kidney Foundation, by providing laboratory services at a competitive price to support their respective community initiatives and events.

Nevertheless, Innoquest intends to develop even more structured and sustainable corporate social responsibility (CSR) practices.

“As mentioned, through our partnership with BioMark, we are working with key clients to adopt digital reports. This will significantly reduce the amount of paper used; we

Biomérieux A family-owned company, bioMérieux has grown to become a world leader in the field of in vitro diagnostics. Our entrepreneurial adventure, begun over a century ago, is driven by an unrelenting commitment to improve public health worldwide.

We develop and produce diagnostic solutions that help healthcare professionals quickly and reliably determine a pathology or the source of a contamination and provide them with crucial information for optimal patient care.

Our high-performance solutions are based on three key areas of in vitro diagnostics – Microbiology, Immunoassays and Molecular biology.

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INNOQUEST DIAGNOSTICS HEALTHCARE

BE A GAME CHANGER You can make a difference with the right diagnostics tests that give you the power to fight infectious diseases - and save lives.

Outlook Creative Services

Outlook Publishing’s award-winning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

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APAC Outlook issue 56 | 93

INNOQUEST DIAGNOSTICS HEALTHCARE

Alliance Biomed Alliance BioMed is an in-vitro diagnostics contract manufacturer based in Singapore.

Our mission, at Alliance BioMed, is to continuously innovate biomedical and biotech solutions in preparation for the future. With a unique capability in life science development & contract manufacturing, we have shaped ourselves to become an indispensable partner for research institutes, diagnostic companies and biotech/med start-ups over the years and transforming groundbreaking life science solutions into commercialisation.

Our robust biomedical production and supply chain strength has made us the dominant supplier of the premium COVID-19 testing solutions to test centres nationwide, including Innoquest.

www.alliance-biomed.com

are currently dispersing more than 400,000 hardcopy reports a month, so one of our key goals in the next two years is to convince more healthcare partners to go digital and make the world more sustainable,” Foo says.

EXCITING RIDE AHEAD Innoquest’s key priorities for the coming year are threefold. First and foremost, the company aims to increase the selection of tests available to doctors in Singapore, including but not limited to genetic testing for the early detection of cancer.

As well as automating pre- and post-analytical processes through digitalisation to improve efficiencies, reduce the environmental impact of 94 | APAC Outlook issue 56

reporting, and provide an unparalleled service to clients, Innoquest will look to enhance the experience of healthcare partners and enable them to provide better, faster, and more accurate care to their patients.

“A key area of improvement we are targeting is the anatomical pathology department. Singapore, like many countries in the world, suffers from a chronic shortage of anatomical pathologists, especially in the private sector,” acknowledges Foo. “In order to keep up with the rising demand of this segment, we will upgrade our anatomical pathology department, beginning with the automation of sample preparation and workflow processes.

“In the medium term, we are

working on installing digital pathology technologies, which will provide more flexibility to accredited pathologists from overseas to read and report on the work in Singapore. Eventually, we will look into the use of artificial intelligence tools to help improve the speed and quality of our results.”

Foo concludes by assuring clients, suppliers and staff of an exciting, fruitful, and successful ride.

“Let’s start dreaming about what we want to see in the next five to 10 years for the laboratory diagnostics industry. We look forward to the day when we will see the lab in its full glory – wouldn’t that be amazing!”

INNOQUEST DIAGNOSTICS Tel: (65) 6235 6950 https://www.innoquest.com.sg

INNOQUEST DIAGNOSTICS HEALTHCARE

RESOLUTE 2.0 The premier turnkey solution for testing centres looking to face the increasing need for PCR testing with confidence.

RESOLUTE 2.0 COVID-19 PCR test kits eliminates the need for RNA extraction, reading clinical results within an hour.

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COVID-19 Direct PCR Test Kits Alliance Biomed is one of the few contract development manufacturing organizations that can provide IVD assay development solutions, and production, making us the best option for fullscale manufacturing and commercialization.

Our In-vitro diagnostic contract manufacturing success includes products like RESOLUTE 2.0.

Transforming Possibilities www.alliance-biomed.com

ASSESSING FUTURE CARDIAC RISK IN AN

A S Y M P T O M AT I C P O P U L AT I O N

Abbott’s hsTnI is a cardiac-specific blood test – the first CE marked cardiac-specific biomarker for risk stratification of the apparently healthy population.

As a physician, Abbott’s hsTnI blood test can help you to more accurately stratify an asymptomatic individual’s risk of a future cardiac event. It enables you to better prioritize appropriate care for those at higher risk to help prevent adverse outcomes, and potentially avoid unnecessary investigations and treatments in those at lower risk.

Abbott’s hsTnI can be integrated into daily practice and added to existing patient wellness checks.

To implement cardiac risk stratification of the apparently healthy population using Abbott’s hsTnI test in your practice, please contact your local Abbott representative.

FOR MORE INFORMATION GO TO WWW.COREL ABORATORY.ABBOTT © 2022 Abbott. All rights reserved. All trademarks referenced are trademarks of either the Abbott group of companies or their respective owners. Any photos displayed are for illustrative purposes only.

Headquartered in Singapore, BioMedix specializes in distribution of high quality and innovative medical devices, laboratory equipment, test kits and reagents as well as life science products and services which will greatly improve the productivity in the labs and hospitals.

We serve customers across Asia Pacific, providing them with professional service and advice.

Some of the products include: • • • •

Clinical Chemistry Analyser Immunoassay Analyser Haematology Analyser Automated Stainers (Haematology/Gram/TB) • Urea Breath Test Analyser • Hydrogen Breath Test Analyser • Test Kits, Reagents, Chemicals, solvents for Histology, Microbiology, Cytology, etc.

For the full range of products, please visit our website www.biomedix.com.sg +65 6547 5591 sales_enquiries@biomedix.com.sg

APAC Outlook issue 56 | 95

ZERELLA FRESH FOOD & DRINK

FEEL THE FRESHNESS Mark Pye, Managing Director of Zerella Fresh, unearths the Australian company’s commitment to farm fresh produce from paddock to plate Writer: Jack Salter | Project Manager: Liam Pye

Food, growing vegetables, and handling livestock have been a part of my life since I was a little boy growing up in New Zealand. I learnt an incredible amount as a young child and have continued to learn and be open to different insights over time.”

Fondly reflecting on his fresh produce roots is the Managing Director of Zerella Fresh (Zerella), Mark Pye, whose parents were hardworking dairy and potato farmers.

It was Mark’s father, Allan, who first proposed moving from New Zealand and setting up a business in Australia in the 1990s, growing and processing potatoes for McCain Foods (McCain).

“Our family business was already supplying McCain in New Zealand, and they were looking for another supplier in Australia. My wife and I decided it was a great opportunity, and we were keen to move to Australia and give it a go,” Pye recalls.

Zerella prides itself on the fresh produce it delivers to customers every day

Zerella, meanwhile, was originally founded in 1936 as Zerella Holdings and was gradually acquired by the Pye family, having established themselves in the Mallee region of South Australia.

The vertically integrated company has been under the complete ownership of the family-run Pye Group since 2009 and was rebranded as Zerella Fresh to reflect the true nature and objective of the business – providing fresh produce to the consumer.

Indeed, Zerella grows, packs, processes, wholesales and distributes potatoes, carrots and onions across all Australian states and is today one of the major suppliers of fresh produce in the country.

“Zerella is a family-run business with farms spread across South Australia, from the Northern Adelaide Plains, through the Mallee region and down to the South-East; in total, we have approximately 50,000 hectares of land,” says Pye.

COMMITMENT TO FRESH Zerella is committed to reliable, yearround supply of the freshest available produce without the need for ground storage.

To deliver on this commitment, the company works with a number of farmers in many growing regions throughout Australia to take advantage of the different seasons APAC Outlook issue 56 | 97

ZERELLA FRESH FOOD & DRINK

Food Automation By supplying a 12 lanes Elisam / Ellips Optical potato grader that is capable of grading up to 50 tonnes per hour of washed potatoes on size, weight, colour and external defects, that if required can be upgraded with an Ellips Internal Quality Selection System, a fully automated Bin filling & Distribution System for both empty and full bins from Elisam, the very product gentle German MultiHead weighers from MultiWeigh. Last but not least the Vertical Form Fill and seal packing machines from INNOTECH, Food Automation has been an important partner in this Large Potato project.

as well as local climatic and soil conditions.

“We grow, harvest and pack potatoes, carrots and onions all year round with cereal crops and livestock utilised in rotation. Potatoes and onions are processed and packed at our head office in the Mallee region, whilst carrots are washed and packed at our Virginia site. Across all sites, the company employs around 450 people.”

Zerella’s carrot packing and storage facility is also ideally located on-site in Virginia on the rural outskirts of Adelaide, where horticulture is a thriving industry and the company can supply the city’s wholesale market and major distribution centres.

South Australia as a whole is in fact a major producer of premium horticulture recognised for its excellence in environmentally clean, safe and advanced agricultural production.

“Horticulture and agriculture are exciting spaces to work in for us. It is an industry that always throws challenges but also offers an incredible amount of opportunity,” Pye states.

“The COVID-19 pandemic highlighted just how important the 98 | APAC Outlook issue 56

industry is; people always come back to food when they’re in need of comfort and narrowing down to just the essentials. Additionally, the space has come a long way when you consider the technology and machinery available to improve sustainability and efficiencies.”

Over 12 years of ownership by the Pye Group has seen Zerella thoroughly research and implement several transformational technologies that have positively impacted the business.

In 2021, the company invested in two Elisam GranTorino Potato Grader machines chosen for their low drops, gentle handling, and high throughput.

Depending on potato size, the machines can each grade and sort more than 4,500kg of potatoes per lane, per hour.

Coupled with Zerella’s investment in Ellips optical grading technology, each and every potato is internally and externally checked. These detailed checks, integrated with Berg palletising and Van Brugen automatic bagging systems, help Zerella to achieve consistent and quality product output and meet set specifications.

“These machines and systems

For more information on the Elisam graders for Potatoes and Onions or our other products please contact Chris de Krom from Food Automation.

www.foodautomation.com.au

Ellips Australia Zerella Fresh (part of Pye Group) was challenged with handling the large amount of throughput required from their harvests, delivering consistent quality and dealing with the increasingly specific requirements of today’s fresh produce markets.

Zerella Fresh believes it is important to maintain the integrity of their branded products whilst also scaling with the growth of business.

In 2021, Zerella Fresh started a strategic partnership with the Ellips Group and invested in the Elisam GranTorino Potato Grader and Ellips Optical Grading Software to increase their throughput (4,500 kg per hour per lane), vastly improve their grading quality and provide flexibility when creating their desired packages for their customers. This project was sold and project managed by our exclusive Australian partner Food Automation.

So Read More:

ZERELLA FRESH FOOD & DRINK

AUSTRALIA’S FOOD AUTOMATION SOLUTIONS OUR PASSION IS TO KEEP YOU UP AND RUNNING

For inquiries about optical grading of your Onions or Potatoes in Australia or New Zealand please contact chris@foodautomation.com.au.

Chris de Krom | chris@foodautomation.com.au | 04 27565658 | www.foodautomation.com.au

MAKE EVERY POTATO COUNT Inspect the entire surface of each potato with the 360° rotating roller system and look inside every potato to deliver consistent quality without internal and external defects.

More info?

Chris de Krom - 04 27565658 chris@foodautomation.com.au www.ellips.com

APAC Outlook issue 56 | 99

ZERELLA FRESH FOOD & DRINK

COMMITMENT TO QUALITY Zerella continually strives to deliver a competitive business, focused on excellence in its operations, products and services. It does this by: • Developing produce varieties that provide customers with the best possible preparation and eating experience.

• Investing in continuous improvement programmes that ensure processes and quality systems operate and are developed to the highest standard.

• Providing superior personnel training that ensures all employees are trained in and committed to quality products and processes.

• Actively supporting, promoting and maintaining an internal culture that respects and rewards the skills, loyalty and dedication of Zerella employees.

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also significantly reduced labour requirements, as well as occupational health and safety risks,” adds Pye. Likewise, there have been significant upgrades to Zerella’s carrot production capabilities courtesy of equipment from Newtec, whose installed machinery externally grades each individual carrot, including size and weight. Further assisting with better product outcomes, the machinery also helped to ease the grading process for value-added goods such as Woolworths’ Odd Bunch range.

This is complemented by the installation of a form-fill packaging system as Zerella endeavours to reduce plastic and improve produce shelf life.

“We approached Case Packing Systems (CPS), a European company whose slogan is to ‘make the impossible packable’, with the challenge of case packing carrots, which had never been achieved or even attempted,” Pye shares.

PASSION FOR PRODUCE Passionate about wholesome, delicious vegetables and with full oversight of the supply chain, Zerella freshly grows all produce in Australia without genetic modification.

All new varieties are derived from natural pollination and carefully selected to bring the best in quality, taste and nutritional benefits.

“We absolutely pride ourselves on the fresh produce we deliver to customers every day. We ensure our product is fresh through a wellestablished and efficient supply chain,” outlines Pye. “There are a number of steps that help to achieve this; firstly, by growing and harvesting to order. As a business, we will only grow the amount needed to fill the orders we establish through annually gained contracts.

“Once the produce is harvested, it is taken directly to the packing shed where it is washed, graded,

Case Packing Systems Case Packing Systems (CPS) was established in 1988, specialising in secondary case/crate packing lines.

The company manufactures case packing solutions for flexible bags of any type and semi rigid products, such as top sealed trays and flow wrapped products.

Core markets include fresh produce, frozen IQF, meat, poultry, pet foods and confectionery to name a few.

CPS’s expertise lies in the complete product handling, monitoring every individual SKU throughout the process, from initial product orientation, check weighing, metal detection, packing, to checking weighing of the finished packed carton. CPS are known worldwide for their innovative design, 24 x 7 build quality, flexibility, speed, fully automatic changeovers, which all exceed customers’ expectations.

Case Packing Systems are very proud of the partnership formed with Zerella Fresh, which continues on from the carrot packing installation in 2016.

Elders Virginia ELDERS. FOR AUSTRALIAN AGRICULTURE. As Australia’s most trusted agribusiness brand, Elders has played a key role in supporting the future of Australian agriculture for over 180 years. We are not only here for this season, but for the next. Did you know that every local Elders branch is backed by our expansive network of specialists and links to markets, research and buying power across a range of products and services; including rural products, agronomy, livestock, wool, grain, finance, insurance, and real estate.

We are committed to delivering value to the local communities in which we operate and leading the way to a sustainable and prosperous future for Australia’s producers.

T 08 8307 6100 E virginia@elders.com.au elders.com.au

ZERELLA FRESH FOOD & DRINK

Key Features:

CL 64 Crateloader

Designed to load prepacks of fruit and vegetable produce into plastic crates and open top corrugated trays.

• Complete bag handling controlled/ monitored from Bag maker to crate loader • Gentle product handling, no pick up or dropping of product • Turned and non-turned packing patterns in the same layer can be achieved • Integration of loose product removal, individual bag metal detection and check weighing equipment • Vibration and laser programmed height detection system, to optimise the degree of filling is achieved • High speed up to 120 bags per minute or 20 crates per minute • Fully automatic product change overs via HMI menu controlled • Simple, clean and robust by design for 24/7 continuous operation • Offering the highest OEE and lowest TCO • All under control with CPS’s LEDS Line Event Data System and Product Wizard, providing customers with their own independence

info@c-p-s.nl | +31 (0) 495 566 600 | www.casepacker.com

Making the Impossible Packable

FOR THIS SEASON & THE NEXT In all areas of our business we are helping to future-proof the Australian agriculture industry through sustainable initiatives across the areas of environment, people and community to ensure a healthy and prosperous tomorrow.

Elders Virginia

Old Port Wakefield Road, Virginia SA 5120 | 08 8307 6100 | virginia@elders.com.au

APAC Outlook issue 56 | 101

ZERELLA FRESH FOOD & DRINK

and packed with state-of-the-art technology and machinery. With ample process flow, the period of washing and packing is incredibly efficient,” he continues.

Through this process, Zerella’s quality team is constantly collecting samples and providing feedback in relation to meeting set specifications.

Once the produce is packed, it is placed into a holding cool room for distribution to markets and distribution centres around Australia.

Produce is delivered across the country and overseas, using modern refrigerated transport methods to guarantee timely delivery and a continuous cold chain.

“Because all of our produce is washed, packed, and distributed on the same day, we ensure it is as fresh as possible so our customers receive the best experience.”

GAME-CHANGING POTATOES In February 2015, Zerella introduced a brand of low carbohydrate potatoes, called Spud Lite, to major Australian supermarkets.

Containing 25 percent less carbohydrates than the average potato, Spud Lite is a golden, creamy potato bursting with nutrition and taste that is incredibly easy to prepare and has grown to be a strong performer in the market.

The growing period for Spud Lite potatoes is 20 to 30 percent shorter than most other varieties, which means it needs less maintenance and feeding and consistently shows a longer shelf life than many other popular potatoes, resulting in less greening and wastage.

“Spud Lite has been a gamechanger for our business and the overall Australian fresh potato market. The unique selling point it offers is a shorter growing time of 100 days, which results in less water use and inputs and it is a very versatile variety in the kitchen,” Pye hails.

“To this day, Spud Lite has grown 102 | APAC Outlook issue 56

Peats Soil After many years of using our quality compost under the pivots, this last growing season Gavin, Zerella Fresh Virginia Farm Manager trialled our new granule product UnEarth® by Peats. His feedback – “Big fan of UnEarth. Spuds got a good kick. You can’t get better than that!”

We take dirt pretty seriously at Peats Soil – and our industry reputation proves it. Improving soil health and water efficiency while increasing yield and produce quality is just the beginning of what we can help growers achieve.

“ W E A B S O L U T E LY P R I D E O U R S E LV E S O N THE FRESH PRODUCE W E D E L I V E R TO C U STO M E R S E V E RY D AY. W E E N S U R E O U R PRODUCT IS FRESH THROUGH A WELLE S TA B L I S H E D A N D E F F I C I E N T S U P P LY CHAINY” – M A R K PY E , M A N AG I N G D I R E C TO R , Z E R E L L A F R E S H

to three stock-keeping units across the major supermarkets and independents in Australia.”

Spud Lite is sold in both 1.5kg and 750g bags, and Zerella is now working on a 350g microwaveable bag to meet growing demands for convenience.

Along with this, Zerella has provided growing rights to a grower in Tasmania and another in Western Australia so that Spud Lite can be purchased nationally.

The introduction of Spud Lite has increased production for Zerella’s

Put life into your soil. www.peatssoil.com.au

Wyma Solutions Wyma Solutions would like to thank Zerella Fresh for their continued support and congratulate them on the completion of their large-scale potato wash line.

Wyma Solutions is one of the world’s leading manufacturers of postharvest vegetable and fruit handling equipment. Founded in 1962, Wyma has become one of the most innovative and agile companies in the post-harvest sector, Wyma continues to improve the vegetable industry, with its strong focus on customer outcomes and quality.

T 1800 262 710 E au.sales@wymasolutions.com www.pacevalves.co.za

ZERELLA FRESH FOOD & DRINK

peatssoil.com.au/unearth

AN INDUSTRY FIRST.

COMPOST IN A GRANULE. Build resilience into your soil this season; add integrity and value to your soils while boosting growth and moisture retention.

peatssoil.com.au/unearth

Put life into your soil.

YOUR POST-HARVEST SOLUTIONS PARTNER

Wyma Solutions 580 Doyles Road, Shepparton, Victoria 3630 T: 1800 262 710 E: au.sales@wymasolutions.com

APAC Outlook issue 56 | 103

farmers and boosted the company through increased employment, marketing personnel, quality assurance staff and agronomists.

“The Spud Lite brand won the national Innovation Partner Award at Hort Connections 2019 as a leading example of how agricultural producers can add value through variety selection, packaging and branding,” reveals Pye.

PACKING SHED PROJECT One of Zerella’s most significant projects is a new $40 million state-ofthe-art potato packing shed.

The potato packing shed Zerella was using in Virginia was out of date, inefficient and did not provide the space necessary for expansion.

Located in the heart of the Mallee region, the new facility enables Zerella to streamline its processes and implement different technologies, including optical grading and automated packing.

Construction commenced in late 2019 with the added support of a $2 million South Australian Government 104 | APAC Outlook issue 56

“ H O R T I C U LT U R E A N D A G R I C U LT U R E I S A N E XC I T I N G S PAC E TO W O R K I N F O R U S . I T I S A N I N D U S T R Y T H AT A LWAY S T H R O W S CHALLENGES BUT ALSO OFFERS AN INCREDIBLE AMOUNT OF OPPORTUNITY” – M A R K PY E , M A N AG I N G D I R E C TO R , Z E R E L L A F R E S H

grant and was delivered despite a number of hurdles thrown up by the COVID-19 pandemic.

“The development of the new potato packing shed took considerable time and research with a number of discussions and tours completed and different businesses offering various efficiencies from washing and grading through to packing,” Pye says.

“Even with the challenges presented, the project was only slightly delayed thanks to our great team, who were committed to getting the project completed at the necessary running capacity.”

Pye acknowledges the sheer importance of all Zerella’s employee

and management teams, without whom the company would not be where it is today.

“We have teams for each essential part of the business, which is then separated into farm management of potatoes, carrots, onions, cereal cropping and livestock. We then have shed operations split again into potatoes, carrots and onions; each of these parts of the business has maintenance teams attached that work across multiple shifts,” he explains.

“To ensure that all teams are harmonised, we use WhatsApp as a means of communication, so we are all aware across both farm and shed of the formulated daily

ZERELLA FRESH FOOD & DRINK

plan. These groups also include all communication regarding changes for the day, product feedback and breakdowns.

“In addition to this daily communication, we conduct weekly recap and planning meetings to help set up the week ahead and make the necessary changes.”

SUSTAINABLE HARVESTS Zerella is always working on different, innovative ideas and projects to improve the sustainability and efficiency of its farm operations.

These trial projects have become an incredibly important part of the business, given the constantly increasing costs of external inputs such as fertiliser, herbicides, fuel, packaging and wages.

The company is committed to leading-edge growing and postharvest treatment equipment and practices, including irrigation and composting, which deliver a sustainable harvest from paddock to plate.

Zerella is fortunate to be at the epicentre of the Mallee Prescribed Wells Area (MWPA) of South Australia, which covers some 8,000 square kilometres and assures

EXPERIENCED SUPPLIER From establishment through to ownership change, Zerella has immense experience under its belt.

The company constantly works towards a better future with consideration for the environment, employees, customers and the community. Zerella strives to consistently deliver quality-controlled products and services that meet or surpass the quality requirements and standards expected by its customers.

Zerella is an expanding export business with an annual production in excess of 100,000 tonnes of potatoes, 40,000 tonnes of carrots, and 30,000 tonnes of onions.

uninterrupted access to water. The Virginia growing region, meanwhile, uses treated water from the local Bolivar treatment facility, significantly reducing pressure on the local aquifer.

SA Water treats around 95,000 millilitres of wastewater each year at its four wastewater treatment plants.

The Bolivar plant alone is responsible for just less than half of this amount and delivers high quality treated wastewater piped to growers on the Northern Adelaide Plains.

These plants reduce the wastewater entering the Gulf St Vincent, the eastern of two large ocean inlets on the southern coast of Australia, and recycle high quality treated wastewater for irrigation.

Sites are also mapped for contours, soil variation and intended plantings.

Variable rate irrigators are used to ensure the optimal amount of water is delivered to each plant. This efficient, large scale watering technique is customised for the different soils, contours and crops, saving water, energy, fertiliser and other inputs to make it the ideal environmental solution.

“Touching on sustainability, we have been using variable rate irrigation to minimise water use,” Pye confirms.

“Additionally, around 4,000 solar panels have been installed across the farm and pack house. On-farm e-mapping, an electronic managing system called Information Leader, and drones with infrared and thermal cameras also are used.”

In the year ahead, Zerella will continue to work on the successful integration and operation of its new potato packing shed, as well as working on projects relating to sustainability and business efficiencies.

ZERELLA FRESH Tel: 08 8380 9096 frontdesk@zerella.com.au zerellafresh.com.au APAC Outlook issue 56 | 105

C O C OA I N THE LAND OF A THOUSAND C U LT U R E S Having grown up with the cocoa industry, we speak to Steven Nightingale, COO of NGIP Agmark Ltd, and gain a unique insight into the progressive company supplying the globe with high quality cocoa Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

106 | APAC Outlook issue 56

NGIP AGMARK LTD FOOD & DRINK

“The cocoa industry is under threat from other commodities, falling prices and lack of land due to a growing population. Most of the land in PNG is customary so it’s very hard to buy large blocks to use for farming,” explains Steven Nightingale, COO of NGIP Agmark Ltd (NGIP Agmark).

“The country’s infrastructure also has a large impact on the industry such as the increasing costs of goods and services, and in the end, this all hits the last people on the line - the farmers.”

In stark contrast, the COVID-19 pandemic had the opposite effect on the cocoa business in PNG, according to Nightingale.

“However, the pandemic put people back on the land to tend to their crop for income, and so was beneficial to business,” he says. “There was not a lot we had to do to adapt, as we continued to be there for our staff and especially our farmers. We followed all protocols set down by the authorities and worked within them. We are proud to say we didn’t lay off any staff throughout the entire pandemic!”

COCOA ACROSS PNG

P

apua New Guinea (PNG) is home to a significant cocoa industry.

Today, hundreds of thousands of family livelihoods rely on the trade, with the sector contributing approximately 300 million PNG kina (around 88 million USD) annually.

Although this is overshadowed by larger scale global cocoa production in countries such as Ivory Coast, PNG’s industry is internationally reputed for producing high-quality cocoa, with the country’s trade in demand all over the world. However, it is not without its challenges.

NGIP Agmark is a diversified agribusiness based in PNG, operating plantations, coastal shipping, agricultural retail supply, machinery, trucking, logistics, and stevedoring.

“We are PNG’s leading cocoa company, the country’s largest cocoa grower, trader and exporter,” Nightingale tells us. “NGIP Agmark is headquartered in Kokopo (East New Britain Province), a part of the world unique for its peaceful, tropical vibrancy and diverse environments such as its rainforests.

“From this exotic base we trade more than 30 percent of PNG’s cocoa into Asia, China, New Zealand, Australia, the US and Europe, shipping directly to the world’s largest chocolate manufacturers. We are also involved with the marketing and trading of a range of other agricultural commodities including coffee, copra, APAC Outlook issue 56 | 107

NGIP AGMARK LTD FOOD & DRINK

NGIP AGMARK DECADES IN THE INDUSTRY A publicly owned company with approximately 4,000 shareholders listed on the Port Moresby Stock Exchange, NGIP Agmark is an amalgamation of two companies, New Guinea Islands Produce Company (NGIP) and Agmark Pacific Limited (APL).

NGIP was set up in 1957 as a “Tolai Cocoa Project” by what was then the Colonial Administration to function as a cooperative buying venture. It operated 18 fermenters and processed dry cocoa with the aim of developing an economic base around cocoa within East New Britain Province, and it was incorporated as a company in 1971.

By 1990 APL, alongside two other cocoa-growing companies, was managing 23 projects covering 4,400 hectares of redeveloped cocoa plantations. APL quickly diversified from its base of cocoa buying and agricultural management to establishing businesses in hardware retailing, coastal shipping and steel fabrication.

The two companies (NGIP and APL) formally amalgamated in 2005, consolidating the relationship established in 1989, with each now owning 50 percent of NGIP Agmark.

Today, NGIP Agmark is the country’s largest cocoa grower, trader and exporter. The company exports more than 60 percent of PNG’s cocoa into Asia, China, the US and Europe, directly to the world’s largest chocolate manufacturers.

108 | APAC Outlook issue 56

essential oils, chillies, pepper, and other spices.”

NGIP Agmark’s physical footprint includes plantations in East New Britain Province, cocoa buying points across the PNG islands and mainland, agricultural supply retail outlets at more than 10 locations, coastal shipping based out of Rabaul, land transport in East New Britain Province and Morobe Province, and engineering fabrication in Kokopo.

“We also have a growing portfolio of property and share investments across PNG,” Nightingale says. “We have anywhere between 600 to 750 employees depending on the cocoa seasons, and we aim to continue to be the premier producers of cocoa, provide the highest quality customer service, and to keep on educating our farmers.

“Another core part of our company mission is to work hard to strengthen our relationships with our farmers’ needs by connecting with them to meet those steady demands, while also maintaining strict standards on both production quantity as well as quality within each production process. On top of this, we work hard every day to provide our customers with high-quality service that they can rely on. We take great care in developing our staff - both now and into future generations!”

ROOTS IN THE SECTOR For Nightingale, the cocoa industry in PNG is a familiar space and one deeply ingrained in the past, both personally and culturally.

“My dad has been in the cocoa industry for as long as I can remember,” he tells us. “We lived on a cocoa and copra plantation from 1980 and still have the same plantation today - Watta Plantation on the east point of the Gazelle Peninsula, in East New Britain Province, PNG. “You could say my interest began on day one. I started out with the company in 2011 in charge of the

Sam Kiak Tubangliu (SKT) NGIP Agmark Limited makes a significant contribution to Papua New Guinea through its investment in the development and sustainability of cocoa and coffee industry sectors.

The cocoa and coffee industries provide the main source of economic activity and livelihood for many Papua New Guinean families.

At SKT, we are pleased to have provided independent auditing and review services to NGIP Agmark Limited and assisting it to continue to serve the people of Papua New Guinea.

www.skt.com.pg

NGIP AGMARK LTD FOOD & DRINK

Islands Petroleum Limited, value our business relationship with Agmark Group of Companies, and appreciate to be and to have been Agmark’s preferred supplier of fuel and lubricants for the last 20+ years.

Delivering Solutions

Islands Petroleum have also been proud to be a platinum sponsor of the Agmark Gurias Rugby League Team for 10 years.

Head office of Agmark and Islands Petroleum are located in a part of the world which is unique for its peaceful, tropical vibrancy and diverse environments, from active volcanoes, magnificent diving, luxuriant rainforest and pristine rivers and seas, that Is East New Britain Province in Papua New Guinea.

Islands Petroleum is the largest nationally and independently owned fuel and lubricants distributor in Papua New Guinea, and has been operational for more than 40 years.

Islands Petroleum is also the Authorised Mobil Lubricant Distributor for Papua New Guinea.

We specialise in bulk fuel and lubricant solutions for mining, commercial, industrial, marine, agriculture and retail.

With our head office based in Kokopo, East New Britain, Islands Petroleum has depots and branches in Rabaul, Kimbe, Kavieng, Alotau, Orobay, Popondetta, Lae, Madang, Port Moresby, Konebada and Mt Hagen.

We operate a fleet of bulk tankers and package trucks, in all our depots and branches, providing an exceptional delivery service for our customers.

When choosing Islands Petroleum to be a partner for your project, you can be assured that you are dealing with a company that prides itself on delivering quality product and service on time and to your satisfaction.

Delivering exceptional services to drive progress in our communities.

We are a leading Papua New Guinea (PNG) national firm working across a wide range of the industries and sectors of the PNG economy delivering: • • • •

Assurance & Advisory Taxation Compliance & Advisory Business Advisory & Statutory Compliance Cloud Accounting Solutions

At SKT, we believe it is important to contribute towards making a positive impact in our communities.

We work hard to understand the needs of our clients, build relationships and continually seek innovative, efficient and cost-effective ways to add value.

We are committed to leveraging the use of digital tools to bring proactive attention to each engagement and finding tailored solutions that solve problems.

2nd level, MRDC Haus Cnr Champion Parade and Musgrave Street Downtown, Port Moresby, Papua New Guinea P. O. Box 1593, Port Moresby National Capital District, Papua New Guinea +675 79998464 administration@skt.com.pg www.skt.com.pg

KEY CONTACTS Mr Arthur Sam, CPA, GAICD Managing Partner +675 79998464 Mr Antonio Bernabe, FCPA Principal – Business Advisory +675 79998464 Mr Gadoeno Gabi, CPA Director – Taxation +675 79998464 Mr. John Tubangliu Resident Partner – Kokopo +67572922317

APAC Outlook issue 56 | 109

NGIP AGMARK LTD FOOD & DRINK

“We are in the process of getting Rainforest Alliance certification and with this bring in our farmers that are shareholders to also be under the brand”

transport and logistics division, Rabtrans. My qualifications as a heavy diesel mechanic were what brought me back to PNG, and from there I moved into other areas of the business and eventually into Operations Manager in 2018. In my role as Operations Manager, I was responsible for overseeing the dayto-day operations of our company, including production, logistics and human resources. My main focus was on ensuring that our products and services were delivered on time, to our standards, and to ensure the overall operations were running smoothly.”

In 2020, Nightingale was promoted to Chief Operating Officer and Director following the passing of his father and the company’s Managing Director, John Nightingale. As COO and Director, Nightingale is now responsible for all aspects of the business, from production and 110 | APAC Outlook issue 56

development to manufacturing and sales, as well as for ensuring that NGIP Agmark products meet the highest quality standards and that its customers are satisfied.

“I am proud to lead a team of dedicated professionals who are

committed to delivering the best possible products and services to our customers,” Nightingale continues.

“Cocoa has been in my blood since I was born, and I am also proud to be able to continue my family’s tradition of working in this industry.”

NGIP AGMARK LTD FOOD & DRINK

Security Assistance Services (PNG) Limited Providing Security Services to Papua New Guinea • • • • • • • • • • • • • • • • •

Static guards Armed response units Dog handlers Armed guards Close personal protection Cash-in-transit Mobile patrols Emergency response Home protection Secure transportation Monitoring and response Regional armed escorts Alarm and security systems Security consultancy Risk and threat assessments Investigations Real time intelligence collection through HUMINT and technical assets

www.saspng.com APAC OUTLOOK: CAN YOU TELL US HOW YOU SUPPORT YOUR STAFF? STEVEN NIGHTINGALE, COO: “Starting from myself down to my mangers, what we try to do with all our staff is build trust, ask for feedback, delegate tasks and responsibilities, provide support in work and personal life, provide growth and equal gender opportunities, and eliminate discrimination.

“We expect this mindset to continue down the line from management to the employees and farmers, and on top of this, we identify those employees with potential and look to promote from within rather than recruit from outside.”

A SUSTAINABLE FUTURE Moving forward, NGIP Agmark’s key priority is the growth of a number of company divisions and expanding its footprint in a couple of key locations throughout the country.

“We’re looking to establish a base in Lae where we can have all our divisions in the one building; it will become our second head office set up as such,” Nightingale continues.

“The cocoa industry in PNG is very different than that of the other producing countries in the world, it’s all customary land and each farming family works as much or as little as

they want on their own land. So, what we are doing is providing the training for farmers to better look after their crops, produce more and keep up the quality.

“We are in the process of getting Rainforest Alliance certification and with this bring in our farmers that are shareholders to also be under the brand. We are working with one of the bigger grinders in the world to partner with us on this, and we are also looking to convert our dryer from diesel to solar to reduce our impact on the environment. The only way anything can be sustainable is that it’s profitable for everyone.”

NGIP AGMARK LTD Tel: (675) 982 9055 enquiries@agmark.com.pg www.agmark.com.pg APAC Outlook issue 56 | 111

AUSTRALIAN GRAPE & WINE FOOD AND DRINK

A GLASS HALF FULL A P P R OAC H Managing a behemoth operation such as Australia’s wine exports is as rewarding as it is challenging. Tony Battaglene, CEO at Australian Grape & Wine, provides more in-depth focus Writer: Ed Budds | Project Manager: Sam Love

T

he Australian wine industry is one of the world’s largest exporters in its field, with approximately 800 million out of the 1.3 billion litres produced annually exported to overseas markets for global consumption.

As one of the world’s true juggernauts in this industry, wine is a significant contributor to the Australian economy, through a combination of production, employment, exports, and tourism.

Australian Grape & Wine (AGW) 112 | APAC Outlook issue 56

Tony Battaglene, CEO

is Australia’s national association of grape and wine producers. It is a declared winemakers’ and grape growers’ organisation, under Section 5A and 5B of the Wine Australia Act 2013. Funded through voluntary membership fees, AGW has a responsibility to develop strategy, implement policy and advocate on behalf of the sector.

Wine is produced in every state of the country, with more than 60 designated wine regions totalling approximately 160,000 hectares,

however, Australia’s wine regions are mainly found in the southern, cooler parts of the nation.

For Tony Battaglene, CEO of AGW, after navigating a vast array of careers, including roles in research, policy development, fund management and industry liaison, these experiences led to the development of additional expertise in natural resource management, industry restructuring, intellectual property, biosecurity, legislation, trade and market access and

industry-government relations.

“I joined the Winemakers Federation of Australia in 1999 and established the Canberra Office. This role included developing and implementing a comprehensive market access strategy, overseeing biosecurity, research and development and industry policy. A strong international focus has also resulted in developing key networks with competitors and other industries to further the interests of the Australian wine sector,” opens Battaglene.

“Formed in 2019, from the merger of Australian Vignerons and Winemakers Federation of Australia, I was appointed as the inaugural CEO. I have always been interested in agriculture and the wine sector was therefore a natural fit.”

CHALLENGES WITHIN THE INDUSTRY Grape prices in 2022 have fallen sharply, due to a sudden drop in demand for Australian wine. For all grape growers without pre-existing APAC Outlook issue 56 | 113

AUSTRALIAN GRAPE & WINE FOOD AND DRINK

contracts, there are now very limited options available going forward, which presents many complications in terms of sustaining a successful business. The large volume of 2021 vintage has added to this challenge, with excess wine in tanks, barrels and

bottles, further squeezing domestic margins.

“COVID-19-generated freight and logistics issues have compounded the supply-demand imbalance. For many growers, this will drive them into insolvency, and structural adjustment

AUSTRALIA GRAPE AND WINE MEMBERSHIP SYSTEM AGW has a voluntary membership system, and offers five categories of membership for all participants in the Australian wine sector.

• WINE PRODUCER - An organisation that produces wine in Australia or has wine produced for them from their own grapes, or purchases grapes or wine in Australia from another person for sale under their own brand.

• VIGNERON - An organisation whose principal business is growing grapes in Australia on a commercial basis for use in the production of wine.

• JOINT MEMBERSHIP WITH QUEENSLAND WINE INDUSTRY ASSOCIATION (QWIA) - Available to small wine producers in Queensland (up to 2,000 tonnes) to become members of both organisations.

• CONTRACT GRAPE AND WINE PROCESSORS - An organisation whose principal business is to produce wine in Australia for another person/business from third party grapes.

• AFFILIATE MEMBERSHIP - An organisation or individual who is closely associated with the wine industry, but their primary business is not as a Vigneron or Wine producer.

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will be required if we cannot find new markets. The damage will be felt across Australia and will put pressure on rural communities relying on the wine sector,” explains Battaglene.

The 2022 vintage is considered to be around the long-term average, but the stock-to-sales ratio remains difficult, with logistic issues slowing clearance internationally. Inflationary pressures are also adding significant cost and will inevitably impact on demand, as interest rates move in the short to medium term.

“We are pleased to note that through the assistance provided by the Agribusiness Expansion Initiative, this work is well underway, and the 2022 vintage will add further challenges to the sector.”

The fall in grape prices, difficulty in moving stock offshore, high costs of production due to labour, and logistic costs will mean high stock-tosales ratios for 2023. This will mean added price pressure on growers too, resulting in a difficult and challenging time for the sector, but potentially also incredibly rewarding to be driving the strategy.

SUSTAINABLE AMBITIONS “Sustainability is the buzzword in the industry now. Customers and consumers are demanding that all businesses demonstrate their credentials in terms of environmental, ethical and social footprint.

Sustainability is a great opportunity and also a great challenge.”

Battaglene believes that the sector needs to set far more ambitious targets to reach net zero emissions.

2050 is no longer good enough and AGW needs to set a roadmap to reach this target by 2035. Waste is also an enormous issue for the country and requires a new approach for the entire supply chain.

“If we do this right, sustainability could be a major boost to our wine brand value and deliver for the planet.

AGW is the only body in Australia with

OVERVIEW OF AGW AGW works to create a political, social and regulatory environment across a production and supply chain that facilitates: • Profitable and sustainable grape and wine businesses in both the domestic and export environment • Vibrant rural and regional communities As the national association for Australia’s grape and wine producers, AGW leads and represents the sector’s interests by: • Understanding and supporting Australia’s wine and grape growers • Brokering and promoting united positions, in support of, and backed by, a diverse sector • Basing policy on sound economic principles targeted at improving the economic welfare of the sector • Developing and implementing strategy to support the sector • Collaborating with state and regional associations and members

a national remit whose sole objective is the betterment of the Australian Grape and Wine Sector.”

Sustainable Winegrowing Australia (SWA) is the national programme for grape growers and winemakers, created to demonstrate and continuously improve their sustainability in the vineyard and winery through the environmental, social and economic aspects of their businesses. This programme takes a holistic approach to managing, supporting and promoting sustainability. It is administered by the Australian Wine Research Institute with governance, endorsement, and active support from AGW and Wine 116 | APAC Outlook issue 56

Australia. These three organisations form a joint steering committee to oversee the programme, with agreed activities set out in an Annual Operating Plan. SWA is modelled on global best practices and aligned to the United Nations Sustainable Development Goals, with progress towards these monitored annually.

This programme is growing in membership every day and delivering real benefits for the planet.

CHALLENGES FOR THE FUTURE “We need to find a home for premium red wine that was destined for China, and there is no market that can take up this slack in the short term.

• Building trust and partnerships with government departments and politicians • Maintaining and building the capability to respond to a wide range of issues • Strongly advocating policy positions for the long-term sustainability of the sector

AUSTRALIAN GRAPE & WINE FOOD AND DRINK

“A G W I S T H E O N LY B O D Y I N A U S T R A L I A W I T H A N AT I O N A L R E M I T W H O S E S O L E OBJECTIVE IS THE BETTERMENT OF THE AU ST R A L I A N G R A P E A N D W I N E S E C TO R ” – T O N Y B AT TA G L E N E , C E O , A G W

“Unlike many of our key competitors, Australia’s export success story has not been driven by subsidies, or a comparatively lower cost base,” continues Battaglene.

“We know there is no single market, or collection of markets, that will fill the China gap, but that diversification of markets will be critical to the sector’s growth in the future.”

As highlighted by Battaglene, science, innovation, and collaboration has driven AGW’s rise to become a key player within the world’s fifth largest wine exporting nation. Market diversification may be geographic or demographic and requires new

strategies that lead to the understanding of consumer drivers, identification of opportunities, product development and improved access to markets.

While there is a short-term imperative, a long-term strategy is essential to the future of AGW and the Australian wine industry.

“Although we have a small team, they are dedicated to the sector. We empower them to make decisions and input into the strategic direction of the sector. Responsibility lies with the CEO, but we have open forums to ensure decisions are collectively understood and owned by all,” Battaglene concludes proudly.

www.agw.org.au APAC Outlook issue 56 | 117

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MARINE S U STA I N A B I L I T Y Delivering operational excellence, we discover MEO Group’s safe, sustainable, and digitalised marine services and offshore vessel solutions with CEO, Darren Ang Writer: Jack Salter | Project Manager: Josh Mann

We aspire to be the top provider of crew mobility and project transport solutions to the oil and gas, renewable energy, and near shore civil construction sectors in South East Asia, the Middle East, and Europe.”

Outlining the vision of MEO Group (MEO) is CEO, Darren Ang, who APAC Outlook had the opportunity to interview and find out about his vision and initiatives on future-proofing the company.

Mr. Ang’s father and uncles are all from the marine industry, spurring his interest in and understanding of the marine industry from a young age. A marine engineer, Mr. Ang graduated with a bachelor’s degree (first class) in Marine Engineering at Newcastle University.

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“THE GROUP IS COMMITTED TO P R OV I D I N G EFFICIENT AND RELIABLE SERVICES TO O U R C L I E N TS ” – DA R R E N A N G , C E O, M E O GROUP

“I first joined Bureau Veritas in Singapore when I came back from the UK as a consultant and surveyor. Thereafter, I got to know my predecessor Diederik de Boer, who asked me to join him at MEO. I never looked back, and here I am 23 years later,” he recounts.

Mr. Ang has held various positions in the company. Having first joined MEO as Chief Operating Officer in 2007, he went on to become Chief Marketing Officer and Deputy CEO, before assuming his current role as CEO in June 2021.

Headquartered in Singapore and trusted by the world’s biggest energy companies, MEO has been providing specialised marine services since

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the 1970s, with a demonstrable track record of operational and safety excellence in its offshore vessel solutions.

MEO’s diverse fleet of young, reliable vessels is operated across all phases of the offshore oil and gas and renewable cycle, providing fit-for-purpose assets and chartering solutions designed with specific markets and clients in mind.

MEO’s vessels include crew boats, anchor handling vessels, tugboats, multipurpose support vessels, platform supply vessels, subsea vessels, accommodation vessels, and flat top barges.

Meanwhile, MEO’s projects solutions business unit, Express Offshore Solutions (EOS), has large expertise in executing cargo transportation projects and handles large-scale marine equipment requirements worldwide.

EOS’ dedicated project team is proven in the field of project cargo and pipe transportation, as well as the supply 122 | APAC Outlook issue 56

and operations of offshore marine equipment.

“Engineering is vital to the safe delivery of the diverse range of project cargoes that EOS transports. Every project has its unique challenges, which require tailor-made solutions.

As a result, EOS has strengthened its in-house capabilities to offer a broader range of engineering and onshore services to its clients, including related load-in/load-out operations services,” says Mr. Ang. The Group is also actively serving the renewables sector to support offshore wind farm projects throughout the marine phase.

These services consist of providing geotechnical and geophysical vessels, subsea support vessels, crew transfer services, cargo transportation solutions, multi-vessel chartering, and project management.

Given the offshore wind market’s potential in Asia, MEO first established a foothold in the Taiwanese market in

With a history spanning 17 years, Hansway Group was founded by Mr Franky Tan, has emerged as an industry-leading ship management company that is committed to the highest standards of operational excellence, integrity, professionalism and service quality-driven growth of the industry.

Hansway Group has progressively established a good track record of professionalism and competency in its field by providing PT. Widi Jasa Samudra. A reputable first class shipping agency located in Batam island that engaged in Ship Management, Ship Husbandry, Port Agency and Vessel Clearance Services.

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www.widisamudra.com inquiry@hanswayindonesia.com | +62 7787 415 227 During the years, our company experienced peak periods as well as tough times following the up-down waves and also undergoes rapid increasing need on-stop services. Along the way, as a form of our commitment to continue growing and developing, Hansway Group preparing to start operating our registered Ship Chandler and General Services company, PT. Hansway Indonesia, now considered as one of the trusted Ship Chandler in the region for the conveniences of loyal custom in marine industry.

We are grateful for the long-standing relationships that we have cultivated with our customers and associates without which the sustainability and growth of PT. Hansway Indonesia would not have been possible.

Providing Ship Constructions, Engineering and Repair Services; Ship Chandler for Marine and Shipping Industry; Tugboat and Barges Services; Warehousing Logistics Services; Provision for Marine and Shipping; General Contractor Services; LSA and FFA Services; Load Test and NDT Services; Fumigation; Under Water Inspection Services means can always have PT. Hansway Indonesia taking care of your interests, wherever it is to do business.

Through prudent management and a well-managed expansion strategy, Hansway Group has been able to successfully build up its position as a credible and well-respected industry player in the region today and have successfully navigated countless challenges over the years and emerges stronger with every season.

We will continue to deepen these partnerships and develop new ones over time and space, strengthening our participation in the shipping and logistics supply chain for our partners’ success.

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SAFETY AT THE CORE In 2020, MEO utilised the CultureSafe™ platform from the Workplace Safety Health Council of Singapore to measure employees’ perception of the Group’s health and safety policies and procedures.

Moving ahead with the times, the exercise was conducted as a digital survey for a group of MEO’s onshore employees and offshore crew across all positions and ranks.

This survey results indicated that MEO could improve its “Work Management System” and “Communications”. In response, the Group formulated an improvement plan to bridge the gaps and officially launched a safety campaign last year.

It does not stop there; other MEO practices consist of implementing safety moments, incident sharing, and visual posters. Also, the Group is bringing in virtual leadership talks to create a two-way communication flow between the people on the ground and MEO’s senior leaders.

MEO has embarked on an in-house computer-based training programme to improve employees’ safety awareness and reiterate the existing tools in the safety management system.

124 | APAC Outlook issue 56

June 2020, and since then, a total of four vessels have been reflagged to the Taiwanese flag and worked on five offshore wind farms projects.

With a strong head start in the offshore marine market in Taiwan, MEO aims to continue growing by expanding further into Europe, Japan, South Korea, and Vietnam.

OPERATIONAL EXCELLENCE “The Group is committed to provide efficient and reliable services to our clients. Our commitment is demonstrated by the strong operational and technical uptime of vessels, which provide clients with the uninterrupted services they desire,” Mr. Ang tells us.

Operational excellence is at the heart of MEO, with timely support offered to clients from multiple satellite offices and dedicated shore bases.

Safety is a core pillar of MEO’s operating framework and an enshrined core value. Accordingly, the Group charters quality vessels built

to the highest safety and efficiency standards.

“Having safety as one of the Group’s core values contributes to our continual success in driving operational excellence.

“As a result, MEO has implemented ISO 9001, 14001, and 45001 groupwide to reinforce its commitment to providing quality services without harming people and the environment,” says Mr. Ang.

ESG FRAMEWORK Even though oil prices remain skyhigh, MEO continues to build trust and confidence with key customers by winning and servicing longterm contracts with domestic and international oil and gas majors, wind farm developers, and engineering contractors.

Nevertheless, in preparation for the next five years of development and growth, MEO is looking to reshape its organisational structure. The Group plans to embark on a journey to implement its ESG (environmental,

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social, and governance) plan.

With governments committing to sustainable practices, a shift in mindset is required for organisations like MEO to adapt, adopt new practices, and improve their operations.

As a shipowner and operator, MEO understands its core business is a significant source of greenhouse gas emissions and they are embracing carbon accounting principles to estimate

their emissions.

Once the Group has established its greenhouse gas inventory, it can augment its decision-making process with data and set SMART targets.

This will help to manage and reduce its emissions by adopting green technology and setting energyefficient operational parameters.

“MEO is constantly monitoring its greenhouse gas emissions and has

APAC OUTLOOK: WHAT IS IT THAT DIFFERENTIATES MEO FROM THE COMPETITION? DARREN ANG, CEO: “MEO is a diverse group from both an asset perspective and a business support perspective.

“We are South East Asia’s and the Middle East’s biggest crew boat operator and one of the largest offshore transportation barge owners.

“Our Express Offshore Solutions (EOS) project solutions division has been successful since its establishment 10 years ago, and we intend to expand our services in this division.

“MEO has also been well established and in operation for the last three decades, and we enjoy a very good track record of operational excellence and safety performance.”

126 | APAC Outlook issue 56

put in emissions reduction targets in line with International Maritime Organization (IMO) goals to reduce emissions by at least 50 percent by 2050 compared to 2008,” confirms Mr. Ang. Today, MEO has implemented measures such as frequent propeller and hull cleaning to reduce drag of the vessel, thus enhancing fuel efficiency and utilising biofuel resulting in reduction of carbon emissions.

MEO is also taking a holistic approach towards managing its resource usage and waste generation.

The Group seeks to optimise its resource consumption by introducing a green procurement policy, to reduce the purchase of single-use plastics across its offices.

In addition, vendors with an accredited environmental management system will be given a higher score during the selection process.

“Considering the scale of our operations, their impact on the environment, and the people we employ, MEO has now embarked on a journey to formulate its ESG framework to prepare the Group for

MEO GROUP OIL AND GAS

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MEO GROUP OIL AND GAS

the future,” Mr. Ang explains.

“This would help MEO to manage its key risks and support value creation for internal and external stakeholders. In addition, corporate social responsibility (CSR) is a key performance indicator for all employees, and the Group is focused on giving back to the community.”

DRIVE FOR DIGITALISATION Since the onset of the COVID-19 pandemic, companies have also been accelerating their pace and support towards digitalisation. For MEO, the digitalisation drive ensures that the entire digital ecosystem works as one, from ship machinery and planned maintenance to ship management system and communication devices.

MEO understands that equipment makers and service providers are coming up with their own platforms, including comprehensive range of devices and data connectivity that can seamlessly support ship managers in their digitalisation journey.

With a wide selection of solutions and platforms available today, shipowners and ship managers are spoilt for choice.

“We have decided to focus on streamlining our Integrated Management System and critically reviewing our core business processes to lay the building blocks and set milestones in realising our digitalisation strategy.

“In the coming months, MEO intends to conduct pilot runs on communication systems, ship management software and solutions providers to prepare ourselves for the next leap into a green and digital age,” outlines Mr. Ang.

REJUVENATED FLEET In May 2022, MEO placed an order with Singapore’s Penguin Shipyard International (Penguin) for five new executive crew boats, based on Penguin’s proprietary Flex-40X and Flex-42X designs.

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“ T H I S L AT E S T O R D E R F U R T H E R S T R E N G T H E N S M E O ’ S S TAT U S A S T H E R E G I O N ’ S L A R G E S T C R E W B O AT O P E R AT O R ” – DA R R E N A N G , C E O, M E O G R O U P

MEO is scheduled to take delivery of the crew boats between 2023 and 2024, as part of its new fleet rejuvenation programme.

“The new series of Flex executive crew boats are designed for optimised ride comfort and speed. Each vessel features up to 80 reclinable business class seats with generous legroom, individual USB ports, passenger-friendly two-by-two seating arrangements, as well as large windows that offer ample natural lighting.

“In addition, each Flex crew boat can carry up to 60 tonnes of deck cargo, up to 82,000 litres of fuel, and up to 30,000 litres of freshwater,” Mr. Ang informs us.

Flex crew boats are designed as multi-role crew change vessels, capable of executing various missions, including offshore crew change, security and escort, search and rescue, firefighting, and medevac.

These additions to the MEO fleet will increase its complement of crew boats to over 65 units, deployed in South East Asia and the Middle East.

“This latest order further strengthens MEO’s status as the region’s largest crew boat operator,” Mr Ang affirms.

Elsewhere, Uniwise Offshore, a Thai joint venture between MEO and Unithai Group, recently took delivery of UNIEXPRESS 27. Boasting

a maximum speed of 29 knots and fitted with 80 business class seats, the crew boat has joined the rest of the 30 vessels working in Thailand.

MEO also concluded the purchase of nine offshore flat top barges late last year. These barges have been utilised on cargo transportation

projects across multiple regions. With these additions, MEO’s barge fleet is now approaching 30 units, ranging from 250 ft barges to 400 ft selfballastable barges.

Such investments and additions stand MEO in good stead for the future.

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CR3 GROUP OIL & GAS

RE-ENERGISE AND REBRAND CR3 Group’s brand-new identity reflects a strategic emphasis on sustainability and clean energy. Group Business Development Manager, David Young, tells us more Writer: Jack Salter | Project Manager: David Knott

E

nergy efficiency, engineering excellence, sustainable solutions.

The three core skills of CR3 Group (CR3) are embodied in the energy engineering solutions and maintenance provider’s latest rebrand.

As well as signifying the third iteration of the group’s name and highlighting three decades of operations, the new CR3 brand identity comes as customers operating in a variety of industries pursue continuous improvements in energy efficiency and decarbonisation.

Established in 1991, CR3 has continued to build on the group’s reputation for excellence in energy engineering solutions, while pursuing future opportunities in the transition to a low-carbon economy.

“2021 marked our 30th anniversary.

Since we started out in Singapore, we have grown our business to service energy clients in 18 Asian countries, with permanent facilities in Thailand, India, Malaysia, and Singapore,” opens 130 | APAC Outlook issue 56

safer, faster, and more efficient solutions.”

STAND-OUT IDENTITY

David Young, Group Business Development Manager, CR3 Group

David Young, CR3’s Group Business Development Manager.

To better serve clients, the new CR3 brand is committed to expanding further beyond these traditional Asian markets with its energy engineering solutions.

“As we continue to grow, we will continue developing our people, technology, and systems to provide

CR3’s vibrant new logo highlights the importance of sustainability to the energy market, and embodies its commitment to continuously developing and expanding the energy sector beyond Asia, as well as a greater focus on adding innovative and sustainable engineering solutions.

“Our visual identity will stand out in the energy landscape for our partners and customers. Our new website, logo, branding, tools and resources are precisely what CR3 needs to keep up with our future plans, and we will continue to offer comprehensive solutions with a more customercentric approach,” emphasises Young.

The corporate name change is a significant milestone for CR3, as it offers a more focused message when it comes to providing energy-efficient solutions that meet today’s carbon challenges.

“CR3 is committed to reducing carbon emissions by 50 percent

CR3 GROUP OIL & GAS

by 2030, and is targeting carbon neutrality by 2050,” he adds.

The company aims to do this by proactively exploring a number of initiatives including but not limited to using renewable energy to power its offices and workshops, transitioning to cleaner fuels for its machines, continuing to invest in energy-efficient equipment, and incorporating digital solutions to streamline business operations and reduce the need for travel.

DELIVERING ESSENTIAL SUPPLIES TO THE LOCAL COMMUNITY One of CR3’s core values is supporting the communities in which it works.

For over a decade, CR3 has been supporting Klong Toei, the largest slum community in Bangkok, with programmes designed to support micro-enterprises within the district and through the provision of dental services to those most in need.

“In the Klong Toei community, CR3 is privileged to support the delivery of locally prepared meals, desserts, and drinks to help residents affected by the COVID-19 lockdown,” Young says proudly.

CR3 has also delivered over 500 survival bags, along with cash donations, to underprivileged communities in Thailand during the pandemic.

“Our employees packaged up necessities including rice, canned food, instant noodles, cooking oil, and graciously contributed their own money to help alleviate the suffering of those impacted by the pandemic in neighbouring communities.”

132 | APAC Outlook issue 56

“Our efforts towards this goal were given increased focus when we completed our latest greenhouse gas (GHG) assessment, which was an excellent way to identify and understand the largest source of GHG emissions within our organisation.

“We can expect further emissions reductions with several initiatives, including energy efficiency, electrification, and the rapid uptake of low-emission energy sources – particularly renewables – and reducing business travel,” Young continues.

At sites across the business, the use of solar panels as an alternative source to power CR3’s offices and workshops is at the final review stage, while all new, large equipment purchased to support company operations will be powered by electricity where possible.

CR3 is also eliminating the use of single-use plastics, and will switch to more eco-friendly refrigerants such as R401A. “These initiatives

are consistent with global industry standards, and we look forward to evaluating our improvements yearon-year,” Young tells us.

“Our early actions and marketdriven sustainable solutions will reduce our carbon emissions footprint and increase our environmental transparency for all our clients and partners to benefit.”

Working collaboratively with all stakeholders, including customers, suppliers, partners and staff, to deliver a fair, safe and sustainable future, CR3 acknowledges the need for serious, urgent and immediate action to tackle climate change.

CR3 recently received the Green Industry Level 4 (Green Culture) award from the Department of Industrial Works and Ministry of Industry in Thailand, in recognition of its commitment to environmentally friendly and sustainable operations.

The company follows the principles of sustainable development and continuous improvement, aiming

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CR3 GROUP OIL & GAS

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to create business growth while promoting socio-economic and environmental sustainability.

IMPROVEMENT AND INNOVATION CR3 recognises the need for continuous improvement and innovation, specifically to improve safety, increase efficiency and productivity, and support the company’s sustainability aspirations.

“Our innovation programme is designed to work with all stakeholders and capture and develop new ideas by leveraging the business and social networks of all staff,” outlines Young.

“Our Innovation Champions are passionate about improving the way we work. They are open to new ideas and help to facilitate our innovation programme in each region.”

In addition to developing robotics for unloading catalysts and tank cleaning, CR3 has received ‘Zone 0’ certification for its remotely operated Rover platform, making it the only 134 | APAC Outlook issue 56

proven robotic solution for working in explosive environments. Rover represents the company’s family of remotely operated vehicles designed to significantly reduce or, in some cases, eliminate personnel entering confined spaces. One of the big advantages of Rover is that it does not require frequent breaks, unlike its human equivalent, which greatly reduces maintenance time.

“CR3 pride ourselves on maintaining an unblemished track record for quality and safety. Every technician is accredited under our confined space and inert entry training courses and our technicians will readily produce their training records for verification upon request.

CR3’s lockable helmets incorporate a breathing mask and built-in headset for communicating with team members to ensure the safest experience under the toughest of conditions,” Young explains.

Another in-house innovation is CR3’s Advanced Wet Dumping (AWD)

process, which combines drilling with high-pressure water jetting technology to unload heavily fused catalysts faster and more safely than manual methods by eliminating the need for nitrogen, reducing cool-down times, and shortening overall schedules by at least 50 percent on average. Integral to the design is a closed loop waste-water treatment system that significantly decreases the amount of fresh plant water usage by over 80 percent compared to one-time operation. This waste-water treatment system can be used in a wide range of industrial applications, further demonstrating the company’s desire to conserve precious resources and be more sustainable in everything it does.

Innovation is an excellent growth enabler, and as the company targets ever larger maintenance contracts and turnarounds, CR3 is developing new high-pressure water jetting equipment that will further improve efficiencies by 40 percent. The autonomous nature of this advanced technology will also increase productivity, as higher pressures and flows can be used, and the heat exchangers will run longer than traditional cleaning methods.

“We probably have the largest fleet of specialised high-pressure water jetting equipment in the market and are continuously looking for ways to improve performance while reducing our environmental impact by using cleaner fuels and sourcing more efficient engines to reduce emissions,” Young explains.

BEST-IN-CLASS PERFORMANCE CR3 is busy preparing for a major turnaround at a large integrated refinery and petrochemical complex in Southeast Asia.

Together with key technical partners, the company aims to achieve best-in-class performance while optimising the total cost and schedule for the client.

“In order to cope with the extremely large number of heat

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• In-house design, engineering, manufacturing and services.

HP/LP Flare Tip

• State-of-the-art software for accurate and customized design: using International standard software such as Flaresim, Flarenet, Hysys and Mecastack (structure).

• Local Content (TKDN = 32,99%).

• Offshore and Onshore clients in local and international market.

• Conforms to International Standards: ISO 9001 2015, API 521, API 537, ASME SEC VIII, ASME STS, NEMA/ IEC and DNV or BV Approval for design engineering.

Multi Nozzle Flare Tip

• Extensive flare types, accessories, and services.

VIKING ANALYTICS Data made clear.

We offer: • AI-Assisted Vibration Analysis • Understanding of operational behaviour and prioritisation of machines that need attention

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APAC Outlook issue 56 | 135

exchangers that require maintenance, we will be sourcing four additional high-pressure water pumps and six semi-automated exchanger cleaning units,” Young tells us.

“These additions to our fleet of specialised equipment will maximise our productivity and keep our operators safe.

“The turnaround will start in September and involve 1,800 professionals from multiple disciplines and a wide range of modern specialist equipment. This approach is necessary to ensure that all scope of work is completed safely within the timeframe expected by the client,” he continues.

CR3’s advanced automation technology for heat exchanger maintenance, along with its highly skilled staff and excellent project management, also recently facilitated a successful turnaround of a Vinyl Chlorine Monomer (VCM) unit at a petrochemical plant in Thailand.

136 | APAC Outlook issue 56

“ O U R V I S U A L I D E N T I T Y W I L L S TA N D O U T IN THE ENERGY LANDSCAPE FOR OUR PA R T N E R S A N D C U S TO M E R S ” – D AV I D Y O U N G , G R O U P B U S I N E S S D E V E L O P M E N T M A N A G E R , CR3 GROUP

By using its superior Internal Bundle Cleaning (IBC) technology, CR3 completed the heat exchanger work in a fraction of the time it takes with other conventional cleaning methods.

“In addition to our heat exchanger maintenance, the scope also includes column and vessel maintenance.

Our comprehensive approach covers all aspects of column and tower internals, from inspection to installation, ensuring we deliver optimal safety, quality, and schedule efficiency,” acclaims Young, citing the client recognition of CR3’s outstanding work and leak-free start-up.

The company’s hydraulic drum tipper was also recently recognised at the WSH Innovation Awards by Singapore’s Workplace Safety and Health (WSH) Council. This catalyst handling innovation is capable of lifting up to four drums of different weights and sizes to deliver contents into loading hoppers or bulk bins safely and efficiently.

CR3’s automated four-drum tipper is a significantly safer solution, at least 20 percent faster than traditional methods of unloading drums, avoiding manual handling, working at heights, fatigue, and relying less on forklifts and cranes.

CR3 GROUP OIL & GAS

“The WSH Innovation Awards recognise work teams for their innovative solutions to improve health and safety standards in the workplace. This is our first year at this annual event and we are delighted to be recognised for our innovative solutions to improve the safety of catalyst handling,” Young smiles.

GROWTH AND INVESTMENT CR3 is investing over MYR nine million in Malaysia after awarding several contracts, including the daily maintenance and turnaround services for an integrated refinery and petrochemical complex in Pengerang.

New automated cleaning equipment and a 125-tonne bundle puller for performing heat exchanger maintenance represent some of the recent additions to the CR3 fleet, to enhance safety and efficiency.

Further investments are being made in major equipment for a multi-year Atmospheric Residue Desulphurisation (ARDS) contract, which will utilise CR3’s AWD technology.

“AWD is proven to be safer, faster, and more reliable than conventional alternatives, enabling schedules to be guaranteed and delivering considerable cost savings,” says Young.

At the same facility in Malaysia, CR3 has been awarded a five-year contract for site-wide chemical decontamination services.

CR3’s lockable helmets incorporate a breathing mask and built-in headset for communicating with team members to ensure the safest experience under the toughest of conditions.

The company’s world-class decontamination solution, along with its streamlined approach, minimises manual and mechanical cleaning and uses a lot less equipment than standard methods.

By tailoring the chemistries to different process units, CR3 typically uses at least 30 percent less chemistry than other traditional decontamination processes and provides easy access to all major equipment within 8 to 12 hours.

“The chemistry is exceptionally efficient yet safe, and free of volatile organic compounds, making it harmless to wastewater, resulting in significant savings in treatment and waste disposal costs,” Young shares.

“After decontamination is complete, you can confidently enter the process vessels for inspections and maintenance, including hot work, without the need for breathing apparatus and life-support equipment. We have engineered and

applied chemistry to suit almost every process system in the refinery and petrochemical complex.”

CR3 is also proud to have secured a two-year initial routine maintenance service contract for a leading producer of petroleum products in Thailand.

Meanwhile, in India, CR3 is now hiring to support its new contract at the world’s largest refinery complex, following a five-year extension of its existing plant maintenance contract, in which the company has significantly reduced costs, improved safety, quality and productivity on site.

Over the last five years, CR3 has grown substantially in India, where it has invested more than USD seven million in new equipment and facilities to support projects and long-term contracts in the country.

“We would like to thank our loyal employees for their incredible commitment and dedication in supporting a permanent presence contract for a major Indian refinery.

Our teams there have been executing several mini shutdowns under the difficult conditions during the COVID-19 period,” Young admires.

With a large number of employees also working continuously on customer sites in Malaysia, Thailand, Vietnam and the Philippines, Young is deeply grateful for the dedication and positive attitude of all CR3 employees.

“Our people work tirelessly to provide an essential service in challenging conditions; our respect goes out to these courageous individuals for their outstanding contributions.”

CR3 GROUP Ph. +66 2 653 3913 cr3g@cr3.group www.CR3.Group APAC Outlook issue 56 | 137

F

V I TA L I S I N G RESILIENCE

uel is the undisputed lifeblood of industries - it is the lubricant that keeps the cogs of global supply chains turning.

In the realm of the Southern Hemisphere, the transportation of fuel within Australia and New Zealand (NZ) requires a convoluted network composed of rail, road, pipelines and waterways, with coastal shipping transporting large volumes of fuel to inland population centres.

As the world continues to weather the ongoing energy crisis, largely triggered by the far-reaching impacts 138 | APAC Outlook issue 56

Serving mission-critical projects with custom fuel storage and management solutions, we discuss premium products and future growth with Project Lead at Fuelchief, Hamish McLean Writer: Phoebe Harper Project Manager: Josh Hyland

of Russia’s invasion of Ukraine on the global energy system, fuel has become a fraught topic, overridden by the problem of escalating prices and fuel shortages. For countries that rely on imports for the majority of their fuel supply, this creates a heightened level of vulnerability.

In light of the uncertainty in fuel security, the conservation of this vital resource has never been more critical.

“There is no stakeholder unaffected by the disruption and change of the past two and a half years; however, it is all about how you move with the

FUELCHIEF OIL & GAS

disruption and find the opportunities that emerge with change.”

Doing just that, Fuelchief is an established leader in the storage and management of fuel, operating primarily from its base in Christchurch, NZ. In the NZ refuelling market, Fuelchief enjoys a reputation as number one in aboveground fuel storage, with a similarly strong presence across Australasia and the Pacific.

With a significant monopoly over fuel storage and management solutions, Fuelchief is bolstered by over 40 years of experience in constant

FUELCHIEF VALUES G enerate a working environment that is rewarding R esponsibility for its actions without excuses O wnership and accountability in every action W in confidence through accuracy and reliability

innovation, quality sourcing, and unparalleled customer service. This latest emphasis showcases Fuelchief’s commitment to making the entire customer journey, from enquiry to delivery, as streamlined as possible, ensuring the safe and hassle-free management of fuel.

The company’s construction prowess in developing liquid fuel storage and management solutions caters to a myriad of industries, serving the needs of logistics and freight, mining, civil construction projects, aviation, marine industries, and many more.

APAC Outlook issue 56 | 139

Petrotec is a leading supplier of bespoke fuels systems to businesses where fuel continuity is critical to their success.

Petrotec has partnered with Fuelchief for many years delivering innovative fuel storage solutions to a broad range of clients, each with specific fuel needs, but all wanting: • • • •

Safe, on-site fuel storage Fuel storage solutions that meet and exceed environmental regulations Precise fuel monitoring and measurement Fuel conditioning to ensure fuel quality

These clients typically operate diesel burners, diesel powered generators, or store and dispense fuel to the transport sector. Many situations require the deployment of above ground fire rated tanks to meet building consent conditions, and the Fuelchief Super Vault has been a popular choice for many Petrotec customers wanting fire rated tanks.

But this is only part of the story: Utilities, data centres, pumping stations and in fact any organisation where continuity of the electricity supply is crucial to their operation, need the assurance that when the power goes off, that their generator will start and will continue to run reliably for the duration of the power outage.

A readily available supply of clean fuel is critical if the standby power system is to operate properly. This is where Petrotec comes in, by offering a complete end to end design build service that ensures reliability and efficiency are built into the fuel system design from day one. Petrotec also ensures that the fuel system design meets all HSNO and Environmental regulations and at the same time is fit for purpose and will meet the client’s needs.

Recent advancements in technology now make it very cost effective to accurately measure fuel levels and fuel flows between bulk tanks, day tanks and fuel burning appliances, therefore enabling clients to manage their fuel down to fractions of a litre, ensuring that any losses are detected and dealt with immediately.

Our experience providing solutions to poorly designed or poorly maintained sites, and the subsequent consequences, allows Petrotec to offer a comprehensive service across all levels of industry and commercial operations.

For example, keeping fuel in good condition is also very important. Water, contaminants, and diesel bug all need to be tested for, and removed from stored fuel periodically if the system is to operate as it should when required.

Petrotec offers a fuel polishing service and / or can build fuel polishing technology into larger installations meaning that the fuel can be maintained on site in top condition for many years.

Petrotec also offers: • • • • •

Fuel management solutions Design, consent and build packages Solutions to non-compliant systems Document and draughting support for compliance Scheduled routine maintenance services to ensure client facilities are kept in tip-top conditions and any potential failures are spotted and dealt with before any serious issues arise • 24/7 breakdown service so our clients are never left without support in the event of a leak or fuel system outage.

Like to know more? Contact us today at 0800-477 134 or e-mail info@petrotec.co.nz

FUELCHIEF OIL & GAS

For Hamish McLean, Project Lead at Fuelchief, it was this variety and potential that initially attracted him to the company, despite being a “relative newcomer” to the oil and gas industry.

“I was drawn to Fuelchief simply by the opportunity to become part of the management and ownership of a growing business in a dynamic industry – a company that had unique product, lots of room to grow, and was expanding and going places.”

Since McLean joined in 2017, Fuelchief has certainly delivered on its mission of ‘going places’, cementing a strong footprint along the east coast of Australia and throughout NZ, with a global customer service team on hand for support. Within the next few years, Fuelchief will continue to explore new territories in Singapore, Indonesia and Asia-Pacific as it pursues a trajectory of growth and gaining new business. This is already in action, as 142 | APAC Outlook issue 56

construction is currently underway on a brand new 4,500 square metre manufacturing facility to increase its capability.

PREMIUM PRODUCTS Fuelchief prides itself on its quality production portfolio, showcasing robust manufacturing and durable solutions – either in fuel management, or fuel storage.

The company’s range of fuel tanks and fuel management systems (Sapphire) ensure fuel is stored to compliance and monitored down to the very last litre. Such products include the Vanguard double skin tank range, AXI smart fuel polishers, and bespoke tank top access.

Fuelchief’s flagship product is the Supervault four-hour fire-rated and multi-hazard fuel tank. This particular tank showcases unique features, as the only four-hour fire-rated sub-base

belly tank on the market, enabling the company to configure fuel storage either inside or very close to buildings.

These buildings typically house mission-critical projects that require back-up generators and the necessary fuel storage, such as hospitals, data centres, defence and research facilities.

“Owning the main IP and license to build the Supervault in the southern hemisphere means our clients have ultimate peace-of-mind in a fully accredited product and supplier,” shares McLean.

Indeed, these premium products are the basis of Fuelchief’s success as a supplier of choice, demonstrating the “expertise” the company has acquired over the years, which McLean identifies as its greatest differentiator.

Not only this, but also “the ability to share this with our clients.”

Such premium products, coupled

The fuels industry is changing faster than ever before!

But the fundamentals stay the same.

R

egardless of the energy source, whether it be petrol or diesel, biofuel, hydrogen, or electricity, our communities will continue to need a combination of fuels to power motor vehicles, aircraft, outdoor machinery, standby generators, and heating system for the foreseeable future.

We are faced with a barrage of clean energy options in an attempt to decarbonise the future of our planet.

But we still need to support current technology, if we are to maintain our standard of living and protect our communities and livelihoods while these new solutions are further developed, refined, and commercialised. Add to this the proliferation of new, unmanned refuelling stations built in New Zealand over the past 5 years and it becomes even more obvious that our dependence on fossil fuels is likely to continue for some time yet!

Petrotec is focused on designing and building fuel infrastructure that meets the demands of New Zealanders today, but with an eye to the future.

Petrotec is working with suppliers on green energy solutions and the company expects to see hybrid refuelling stations beginning to emerge over the next few years as alternative fuels gain momentum.

Biofuels is another area that is expected to expand to provide a significant portion of the fuel we need as we drive into a cleaner future.

Heavy industry appears to have a preference for high pressure hydrogen gas as it offers superior energy density, and therefore extended range and run times when compared to battery electric vehicles; whereas plug in battery electric vehicles appears to have an advantage in the smaller vehicle space where range and load carrying characteristics are less important.

One size does not fit all, and the ideal solution may differ depending on the area of the country in which you live!

Converting electricity to hydrogen gas (or by chilling hydrogen by several hundred degrees into a liquid) also offers advantages, insofar as the conversion can be carried out at, or near to the source of electricity generation. The hydrogen can be stored for later use, and / or transported to areas where it is needed using existing road, rail or sea transport infrastructure.

Meridian and Contact Energy have announced a joint venture to build the world’s largest hydrogen electrolyser in Southland with the intention of exporting green hydrogen to the world.

So regardless of the long-term winners in the energy race, Petrotec is committed to supporting New Zealand as it navigates it way into the 21st century and towards carbon neutral 2050.

T 0800-477-134 | E info@petrotec.co.nz

FUELCHIEF OIL & GAS

with the company’s dedicated commitment to fruitful working relationships with its clients, is an industry-leading combination.

“Fuelchief is much more than a supplier – we engage with

APAC OUTLOOK: CAN YOU TELL US ABOUT SOME OF FUELCHIEF’S KEY PROJECTS?

HAMISH MCLEAN, PROJECT LEAD: “Fuelchief has been involved in a number of exciting projects in recent years, however due to the confidential nature of the projects we’re unwilling to discuss specific details. Suffice to say we have fuel storage onsite at some of the biggest names in data centres across NZ and Australia. We have worked with all stakeholders, beginning with the consulting engineers, the client-side project managers, the main contractor, the generator supplier, and the installation company, along with the client. Along the way we’ve implemented changes from storage outside to inside, bulk tanks to belly tanks, all ensuring the same redundancy of fuel storage while saving space and reducing complexity and build time. These data centre projects have definitely been a highlight and extremely satisfying to be involved in.”

144 | APAC Outlook issue 56

all stakeholders in a project to understand all of the implications; including compliance to the regulations, whole cost-of-life, access, ease of operation, and above all resiliency and efficiency,” he tells us.

RESILIENT ENERGY McLean’s reference to resiliency encapsulates the very essence of the Fuelchief mission. It is a concept he returns to, highlighting the word’s definition - ‘the ability of a system or organisation to respond to or recover readily from a crisis, disruptive process, etc.’ - as the pivotal concept behind what Fuelchief does.

“At Fuelchief, our vision is to build resiliency into energy infrastructure,” he says. “We do this by bringing innovation to fuel storage to ensure continuity of supply in mission critical projects.”

Indeed, when handling such projects, their very nature demands sustainable solutions that are robust and guarantee longevity, ensuring the continuity of supply. This resiliency walks hand in hand with the notion of efficiency.

“We realise efficiency gains in energy storage and energy infrastructure for our clients and customers by injecting expertise and personal experience into getting the fuel storage equation correct – right from concept to developed design to procurement and delivery.

“This could be inside or outside of the building, and Fuelchief can help save space, construction time, and cost when involved throughout a project,” he continues.

In today’s society, there is one particular field of mission-critical projects that has well and truly risen

FUELCHIEF OIL & GAS

to the fore as an area that calls for a Fuelchief solution.

“Nowhere is this more needed than in a data centre project when you consider the natural disasters, armed conflicts, and cyber-attacks that occur around the globe today.”

A DATA-DRIVEN FUTURE Although the COVID-19 pandemic may have disrupted the globe’s supply chain to an unprecedented degree, the digital demand resulting from this time of limited mobilisation has also created ample opportunity.

“The growth in cloud services is not significant just for the company but for the globe,” states McLean. In the face of this digital evolution, data centres have come under increasing pressure for secure data storage.

With Fuelchief’s overriding commitment to resiliency, such

projects have provided a welcome area of growth. This year alone, the company has set an ambitious target of securing projects totalling 2.1 million litres of storage in the Australia and NZ data centre market.

“This growth has been a welcome contrast to other sunset industries,” he tells us. “However, one of the most important factors for data centre companies today is speed to market and the need to be efficient with the construction side.

“Fuelchief recognised this need, and we strengthened our generator fuel storage focus to bring a spacesaving, more compliant, modular type approach to these projects. We are on a mission to make this part of the project the fastest way to the safest, most robust and most compliant fuel storage solution on the planet.”

Continuing this note of adaptability,

Fuelchief has also incorporated confidentiality as a foundational concept when undertaking such work, signing critical non-disclosure agreements (NDAs) as early as possible and maintaining this critical factor throughout all stages of the project to ensure trust and confidence with clients.

With an exciting future ahead, undertaking new projects and entering new spaces, Fuelchief will continue to fulfil the crucial need of fuelling resiliency in the energy system.

Tel: +64 3 384 2380 sales@fuelchieftanks.com www.fuelchieftanks.com APAC Outlook issue 56 | 145

H I G H WAY TO H E L P Traversing the challenging landscapes of Papua New Guinea’s perilous roadways, Mapai Transport is thriving in the face of adversity.

Chairman Jacob Luke provides an update on all current operations Writer: Ed Budds | Project Manager: Eddie Clinton

146 | APAC Outlook issue 56

MAPAI TRANSPORT SUPPLY CHAIN

aging infrastructure (power and roads in particular) causes disruptions and is a significant cost to businesses in PNG. Power generation is unreliable and costly, and poor road conditions result in a disproportionate cost to the transport industry that operates along the Highlands Highway.

Luke believes that the industry in PNG at present is both an inspiring and challenging place to do business for several key reasons. Extreme wet and dry seasons demand the implementation of regular, crucial, operational decision-making, and the landscape’s steep inclines are often deemed impassable in torrentially damp conditions. Additionally, landslides and earthquakes regularly force the highway’s closure. As well as the omnipresent risk of unpredictable weather conditions, PNG’s animals pose a threat to trucks and drivers.

For example, compensation is often demanded for the loss of village pigs, a valuable trading commodity, often used in accumulating a bridal price. With over 800 dialects spoken across the nation, PNG holds on to its cultures passionately, and there are dozens of tribal cultures, all of which are respected.

“The company is also on high alert during elections due to the sheer number of candidates vying for votes throughout regions in all the provinces, and therefore tensions always run high, another challenge to be wary of in business,” observes Luke.

P

apua New Guinea (PNG) is a relatively small country in terms of population. It is home to just eight million people, despite its geographical vastness with a large number of islands and expansive seas.

This means that people in business are connected far more closely than those in larger economies.

“This intimacy creates a desire to do well for people and the communities.

THREE IS THE MAGIC NUMBER The sense of ‘I’ve got you covered’ is evident. The service industry is therefore competitive, and reasonably efficient under difficult conditions,” opens Jacob Luke, Chairman at Mapai Transport (Mapai).

Unfortunately, a relatively low domestic income (often spread within a larger family unit because of cultural expectations) does lead to troubles outside the realm of business, and an

The Mapai Group operates across three main divisions: Mapai Transport, Mapai Logistics and Mapai Properties.

Mapai Transport operates around 100 trucks, the majority of which are Kenworth trucks specially modified to operate in the harsh PNG conditions, that run between the coastal city of Lae into the Highlands Provinces.

“The conditions are arduous for several reasons but specifically the APAC Outlook issue 56 | 147

MAPAI TRANSPORT SUPPLY CHAIN

KEY INVESTMENTS IN PROGRESS FOR MAPAI • With the ongoing delay in truck production (average of 18 to 24 months), Mapai has decided to rebuild trucks from the local skillset. Each rebuilt truck may cost approximately K700,000.

• The purchase of two Americanmade Taylor Reach Stackers, at the cost of K2.5 million each from the US. A deposit payment has been made for both.

• Preparing trucks, trailers, equipment, and workforce for the reopening of PJV.

148 | APAC Outlook issue 56

dangers stem from road conditions that are affected by climate (extreme wet seasons and earthquakes), the terrain (steep, curving mountain climbs), and uncontrolled, unregulated weights carried by ‘rogue’ operators.

Trucks and drivers are also sometimes subjected to opportunistic criminal activity,” explains Luke.

Mapai has depots in Lae, Goroka and Mt Hagen, with around 300 people employed within the Transport Division, and a workshop that supports the fleet and employs around 120 skilled people. Trucks are rebuilt from wrecks, gearboxes and transmissions are rebuilt from scratch, with trucks and trailers trip-checked after every journey. The workshop also runs the only heavyduty recovery trucks throughout

PNG. As a result of this smooth slate of operations, Mapai’s client base has become extensive and includes CocaCola Europacific Partners, Nestle and Heineken Brewery amongst copious other local companies in their roster.

Secondly, Mapai Logistics manages the movement of products for two major resource projects in the country, the Porgera Gold Mine (PGM) and the Ramu Nickle Mine (RNM), with both projects continuing to experience unique challenges. In 2018 Mapai purchased and gifted 10 trucks to the landowners of the RNM, to ensure they were able to participate in the wealth their traditional land was generating. These trucks and the company subsequently registered to run the operation and continue to operate today. The PGM is in a remote

Our ongoing goal is to provide our customers with Tankers that allow the maximum payload and the lowest life cycle cost.

We will continue to provide the most innovative and technologically advanced road tankers in Australia.

Marshall Lethlean Industries | 20 Whitfield Blvd, Cranbourne West VIC 3977 T (03) 8788 5400 | www.mli.com.au

MAPAI TRANSPORT SUPPLY CHAIN

area of the Enga Province, and the route into the mine is difficult and sometimes dangerous.

“Mapai Logistics holds PNG’s national Cyanide Certification, allowing us to transport dangerous goods, along with fuel, mining equipment, food and construction needs such as thousands of tonnes of cement. Close relationships have been forged with Swire Shipping and Mariana Lines to facilitate the supply chains for these mines,” continues Luke.

Finally, Mapai Properties owns the land where the company operates its workshop, residential units for employees, and a significant remote depot in the Highlands. This division also manages the security force which is employed to secure all the Group’s assets and people. Approximately 150 | APAC Outlook issue 56

40 people are employed within the properties strand of Mapai, part of approximately 400 staff across the three entities.

PRIDE IN PROJECTS A source of immense pride within Mapai is The Jacob Luke Charitable Foundation (formerly Mapai Charitable Foundation), which is regarded as the ‘baby’ of the company’s founder and current Chairman. The name has been changed to ensure the legacy of Jacob Luke is remembered for many years to come.

“The Foundation is currently constructing an early childhood and primary school for its community in Lakolam, Wabag, Enga Province.

This project includes several double

MAPAI TRANSPORT SUPPLY CHAIN

Niugini Oil Company Niugini Oil Company has been a supplier of quality fuels and lubricants in PNG for 33 years.

Niugini Oil owns and operates modern petroleum storage facilities in Lae and Mt Hagen, along with its own fuel distribution facility in Port Moresby.

We will soon open a new branch in Madang.

The opening of the new Madang Branch shows our commitment to meeting the needs of our growing customer base throughout PNG. Niugini Oil has been a supplier of fuel and lubricants to Mapai Transport for many years and we look forward to continuing this partnership for many more to come.

niuginioil@niuoil.com

classrooms, 15 teachers’ houses, employment of teachers, water supply, septic sanitary construction, and electricity via standalone generators. Future projects include the development of health facilities and a place for worship which is vitally important for remote communities,” adds Luke.

Additionally, the company continues to focus on community needs and assists where necessary. In the worst moments of the COVID-19 pandemic, Mapai donated gas bottles to Goroka General Hospital which was in dire need of gas to save lives.

Supply chain operations, whilst not as mature as those in more developed countries, are integral to the business for Mapai. PNG is a country of islands, so shipping is an important link for businesses and communities throughout the nation. Mapai works closely with both local and international shipping lines, and its partners, to deliver seamless supply chain operations.

152 | APAC Outlook issue 56

APAC OUTLOOK: HOW DO YOU TRY TO EMPOWER YOUR STAFF AND RECOGNISE THE CONTRIBUTIONS THAT THEY MAKE? JACOB LUKE, CHAIRMAN: “Our staff are an important part of the supply chain, as the efficiency of our operations depends on the collective effort from individual employees, originating from various parts of the country and abroad.

“Our workforce contributes meaningfully to their areas of responsibility, for the common purpose of efficient service delivery. Leadership, coordination, and the empowering of employees are the enablers of success for both Mapai and individuals.

“Nine trucks were recently given to long-term, loyal highway drivers to operate as a business of their own. Nine new businesses were registered for each truck driver and are now currently operating as small businesses.

“Additionally, several employees have been sponsored to attend colleges and universities for undergraduate and postgraduate studies. National employees are continually promoted to take senior roles in the business. Funeral expenses for employees are covered under insurance, and equal job opportunities are given to both males and females, across all Papua New Guineans.”

MAPAI TRANSPORT SUPPLY CHAIN

NIUGINI OIL COMPANY “Suppliers of quality fuels and lubricants” Mining – Agriculture – Power Generation – Commercial Transport Passenger Cars – PMV’s – Earthmoving Equipment – Construction

DISTRIBUTORS FOR…

NEW MADANG BRANCH OPENING SOON HEAD OFFICE – LAE PH: 472 5033 / 5660 PH: 7031 6604 / 7031 9827 FAX: 472 3268

MT HAGEN PH: 545 1283 / 1663 PH: 7031 3555 / 7031 3556 FAX: 545 1437

“Prior to the PGM closing, a good example of this was our relationship with Swire Shipping and CEVA Logistics, offering the PGM a logistics service that facilitates the consolidation, shipping, and transport of goods from international supply points to the mine in the remote highlands of PNG. We are confident that this will resume upon the recommencement of mining

PORT MORESBY PH: 321 5175 PH: 7031 9827 / 7031 9828 FAX: 323 6891

operations,” explains Luke.

“Our key priority now is to grow the business so that we can bring our workforce back to pre-COVID-19 levels. Like a lot of businesses, Mapai was forced to make severe staff cuts because of the virus, which ended up resulting in about a 20 percent reduction. Our aim is to be able to re-engage those employees.”

The next major priority for Mapai

Email enquiries to:

niuginioil@niuoil.com

is to start preparation to provide the required logistics and transport services to the Porgera Joint Venture (PJV) when it reopens. A couple of other exciting opportunities to diversify the business are currently being explored too.

“It is far too early to comment further on these enthralling developments, but suffice to say that the diversification being sought complements our existing services and strengthens our relationship with suppliers, partners, and customers.

Opportunities are continually sought for the furtherment of Mapai,” Luke concludes optimistically.

MAPAI TRANSPORT Tel: +675 7092 2000 information@mapaigroup.com www.mapaigroup.com APAC Outlook issue 56 | 153

MHM AUTOMATION MANUFACTURING

I N N OVAT I O N THROUGH A U TO M AT I O N MHM Automation is focused on improving the efficiency and resilience of its customers’ operations in the global food and primary industry sectors with innovative automated solutions. CEO, Richard Rookes tells us more Writer: Ed Budds | Project Manager: Ryan Gray

N

ew Zealand (NZ) has always been considered a world leader in terms of innovation, particularly in relation to the food sector.

Globally, the requirement to automate production processes to drive efficiency and address Richard Rookes labour shortages continues to accelerate.

At the nexus of this dynamic field stands MHM Automation (MHM). The company has consolidated a number of NZ businesses that were technology leaders, with a focus on building scale and diversification.

MHM CEO, Richard Rookes started his career within the world of investment banking, initially in London, then eventually taking him to New Zealand. After being involved in a private equity fund that invested in Mercer Group, a diversified investment company that was not performing well, he was invited to lead the business. Today, Mercer Group exists as MHM, where Rookes is proudly at the helm.

“We put together a refreshed strategy that

resulted in a restructuring of the business and a growth strategy that focused on transforming Mercer Group - now MHM - into an exporter of NZ technology and automated solutions to the global food sector,” explains Rookes.

“We see it as an exciting area to work in - the drivers of automation in the food sector are plentiful, from food safety, worker health and safety, food quality and increasing efficiency,” details Rookes.

“We are excited about helping our customers future proof their businesses.”

EXPEDITING AUTOMATION MHM has risen rapidly through the global food industry to become a recognised leader in the design and supply of automated solutions across the world in its selected market niches.

The company is currently headquartered in Christchurch (NZ), and also has facilities in Hastings, Auckland, Brisbane and Green Bay, Wisconsin.

APAC Outlook issue 56 | 155

MHM AUTOMATION MANUFACTURING

MHM’s core business consists of working with leading meat and dairy processors in North America, Europe, Australia and NZ, with a vast client base spanning most of the major producers within these markets.

“At MHM, we focus on building and maintaining deep relationships with our customers. Given the broad range of systems, products and services that we now provide across the Milmeq, H&C and Mercer brands, we can offer our customers world-leading solutions across their facilities,” continues Rookes.

Given that MHM usually carries out its work on existing sites, the ability to design and deliver a bespoke solution to both achieve the desired

APAC OUTLOOK: ARE THERE ANY KEY TECHNOLOGIES THAT YOU’D LIKE TO PAY SPECIAL MENTION TO? RICHARD ROOKES, CEO: “We are excited about the potential of collaborative robots (cobots) and autonomous mobile robots (AMRs) that can add more automation options to manufacturing processes.

“The advantage of these technologies is their ability to work alongside people without the need for safety fencing or guarding.

Whilst not new, these technologies have now matured to the point of being reliable in manufacturing operations and are cost effective.

“We are partnering with global leaders in both the cobot and AMR space and are really excited about the chance to offer these exciting technologies as part of our solutions.”

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outcome, but also fit into the space is an attractive factor of the company’s service offering.

“In addition to this, innovation is at the heart of what we do. Our products tend to have a reputation for quality and are at the top of their specific market niche,” Rookes says.

This is important to MHM as the company doesn’t see itself as a commodity supplier. The focus is instead fixed on providing world-class solutions. The quality and reliability of the solution is always the leading priority.

END-TO-END SOLUTIONS PROVIDER MHM has completed more than 500 projects worldwide.

Recently the company worked with Rockit, an NZ-based company that exports snack-sized apples in handy clear tubes for on-the-go consumption. To assist Rockit with

Gordon Brothers Gordon Brothers has a 100 year history of providing quality refrigeration solutions to the meat processing industry. We are leaders in industrial refrigeration systems spanning mining, beverage, the food sector and more.

We believe MHM’s superior and reliable systems and equipment set the global standard for carton or crate chilling and freezing, leading to our long standing partnership with MHM Automation on numerous state of the art projects. MHM’s approach to quality and reliability dovetails perfectly with Gordon Brothers’ strive for excellence and innovation within the industrial refrigeration industry.

T 1300 467 366 E info@gordonbrothers.com.au www.gordonbrothers.com.au

MHM AUTOMATION MANUFACTURING

Stainless, Mild or Aluminium Steel Pipework | Pressure Vessels | Conveyors | Heat Exchangers | Tanks | Kilns Structural Steel | Silos | Machinery Repair | Site & Mechanical Installation

DETAILS Australia Wide Custom Design Solutions

GORDON BROTHERS INDUSTRIES Leaders in industrial refrigeration

Our refrigeration systems are custom designed, supplied and commissioned by us. We also provide ongoing service support by our expert teams located across Australia.

We are a leader and the largest company of its kind in Australia in industrial refrigeration system solutions, spanning meat processing to mining and everything in between.

Gordon Brothers has a 100 year history of providing quality refrigeration solutions. It is this knowledge and experience that underpins the innovative refrigeration engineering solutions we are known for.

To ensure we always have the parts you need, we stock Australia’s most comprehensive range of spare parts and lubricants.

24/7 Service Dept.

Spare Parts and Lubricants

FIND OUT MORE 1300 467 366

@

info@gordonbrothers.com.au www.gordonbrothers.com.au

APAC Outlook issue 56 | 157

MHM AUTOMATION MANUFACTURING

MHM - THREE KEY PRODUCT OFFERINGS CHILLING AND FREEZING: The Milmeq product range is a world leader in the chilling and freezing of meat and cheese. MHM has more than 200 of its systems installed globally, within many of the world’s leading meat and dairy producers’ facilities. The key technologies are plate freezers and chilling and freezing tunnels.

MATERIALS HANDLING: MHM primarily designs and delivers robotic and mechanical systems across a broad range of material handling applications. The H&C product is at the forefront of reverse packaging (notably de-palletising, deboxing and de-bagging of bulk cheese and meat), and provides customers with systems to pack, convey and palletise. MHM also supplies high speed handling and processing systems for grain and timber.

FABRICATION: MHM provides a range of tanks, pressure vessels, boilers and materials handling equipment for the dairy, food, timber and agriculture sectors via its Mercer and SCE brands. MHM also represents a range of brands for the timber processing sector in Australia and New Zealand.

Scarlett Hydraulic Technology We are located in the South Island of New Zealand, with offices both in Christchurch and Timaru.

The vast experience of our staff enables us to offer a complete range of services including complex design and installation, as well as repairs and maintenance. Scarlett Hydraulics have an extensive stock of components and spare parts including hose and fittings.

We are New Zealand’s largest full line Eaton/Danfoss distributor. Our comprehensive product range, top design engineers and experienced technicians allows Scarlett Hydraulics to supply and deliver the best market solutions available today.

www.scarlett-hydraulics.co.nz

expanding its operations, MHM developed a bespoke robotic tube filling machine that can pack 100 apples per minute. An integrated vision system allows the robots to identify the height of each apple and carefully select the right sized apples to perfectly fill each tube.

MHM has been working with Cheese Merchants of America (CMA) for several years to automate their cheese conversion business. CMA converts bulk cheese into products ready for the food service, manufacturing and retail industries. This includes grating, shredding and shaving hard cheese, alongside the production of dehydrated cheese products.

158 | APAC Outlook issue 56

MHM has worked in partnership with CMA to automate the front end of their process. This includes de-palletising, de-boxing and de-bagging bulk cheese, scanning for defects and delivering it to the production line, ready for further processing. The solution includes robots with vision systems to handle product variability.

Midfield Meats is a major player in the Australian meat processing

sector. MHM is currently engaged to automate their process from the boning room to palletising. The system includes the world’s largest horizontal plate freezers, automated storage and retrieval of chilled and frozen cartons, followed by robotic palletising.

MHM AUTOMATION MANUFACTURING

Providing bespoke hydraulic solutions for Industry, Agriculture, Construction, Forestry, Marine and Power Generation. www.scarlett-hydraulics.co.nz

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Modular Conveyors Ltd, specialize in the design and manufacture of conveyors and components for the materials handling industry.

A systems Integrator and OEM Partner servicing; Automation • e-commerce • food processing • material handling • metal working • packaging • medical • pharmaceutical industries.

Specializing in custom build projects, standard conveyor modules, parts and accessories including but not limited to: • Rollers of various diameters, lengths and materials • Various motors, drives, drive bands, line shafts, universals, and other sundry parts • BDR, DC Roller, Belt Slat chain and Flex move conveyors • Incline and decline conveyors • Gravity fed & Spiral conveyors • Infeeds & outfeeds • Merges & Transfers • Vertical elevator design solutions Exclusive agents in NZ for Apollo and Kyowa.

Your “Go To” team for all conveyoring requirements, no matter how big or small, or where you are located.

Modular Conveyors Ltd 42 Ellice Rd, Wairau Park, Auckland 0629, New Zealand Phone +64 9 969 3281 mcl.net.nz

APAC Outlook issue 56 | 159

“This project is exciting for us as it showcases all that we stand for – a deep customer relationship, and the delivery of an end-to-end solution for our customer by integrating several of our world-leading technologies,” explains Rookes.

“ I N T H E E N D , Y O U O N LY S U R V I V E I N O U R G A M E I F YO U C A N C O N T I N U E TO P R OV I D E C U STO M E R S W I T H WO R L D L E A D I N G S O L U T I O N S T H AT H E L P T H E M I M P R O V E THEIR BUSINESS” – R I C H A R D R O O K E S , C E O , M H M A U T O M AT I O N

GROWING A BLOSSOMING BUSINESS MHM is an internationally focused company, which is reflected in its supply chain processes.

“We work in partnership with a number of suppliers that act as an 160 | APAC Outlook issue 56

extension to our business, whether they deal with contract manufacturing, supply of key equipment, or long-standing contractors to support

our installations. We could not have a successful business without these key players, with relationships that have been constructed upon decades of

MHM AUTOMATION MANUFACTURING

In the last two years, MHM’s teams have gone above and beyond to manage a highly dynamic supply chain whilst still meeting their promises to customers in a highly uncertain COVID-19 environment.

“One of our values is ‘we are in this together’. This is really important to us as it says that no one person is more important than any other. Delivery for our customers and ultimately success as a business comes from having an aligned team that understand and respect every team member’s role,” adds Rookes.

trust and performance,” adds Rookes.

Empowering team members and recognising the key contributions made by company staff is vital in curating a vibrant healthy culture within a business. Whilst MHM is a technology-led enterprise, the company’s success comes directly from its team.

“This spans from the long-standing relationships with customers and suppliers, innovative engineering to keep our products world -leading to their dedication to execute projects on time, in budget and meeting customer expectations.”

A BRIGHT TECHNOLOGICAL FUTURE Looking ahead to the next year, Rookes believes that MHM is in a strong position to expand and thrive, despite the challenging environment which has brought disrupted supply chains and resource shortages.

“We have a strong order book right now. So, the priority, as always, is delivery of that order book for our customers,” Rookes explains.

“At the same time, we are always looking for opportunities to grow and diversify. Last year we launched an ambitious plan to nearly double the size of our business over the next three years. This will be achieved through new product development, the expansion into new markets and through further acquisitions.”

As technology continues to evolve rapidly across all industries, the challenge to stay ahead of the competition by both designing and supplying innovative, reliable and cost-effective solutions, will remain the key focus for MHM. There is no time like the present to focus on introducing technology to automate manufacturing processes.

The current international marketplace demands that businesses are efficient in their operations and offerings, while also tackling the challenge of accessing labour, keeping costs down and reducing operational risk.

“In the end, you only survive in our game if you can continue to provide customers with world leading solutions that help them improve their business,” concludes Rookes.

Tel: +64 3 348 7039 enquiries@mhmautomation.com www.mhmautomation.com APAC Outlook issue 56 | 161

B&R ENCLOSURES MANUFACTURING

P

roudly Australian, independent, and family-owned and operated for over 65 years, B&R Enclosures (B&R) holds a reputation of excellence.

As Australia’s largest enclosure manufacturer and electrical equipment integration specialist, B&R is well-established as an industry leader in the design and manufacture of enclosure and cabinet solutions.

“We provide complete enclosure solutions for the protection of equipment and the safety of people who install and operate them,” introduces Co-CEO, Ben Bridges.

The wide-ranging and expansive portfolio of B&R’s product offering – with over 1,000 standard enclosure types suited to a myriad of applications – is complemented by its ever-growing footprint. Although its headquarters, branches and manufacturing facilities are spread primarily across Australia, B&R also hosts offices in Asia and the Gulf.

“We support our growth by being a manufacturer that operates well within the markets we service.

This often means we have an advantage over businesses that are manufacturing in distant locations.

DESIGNED TO P R OT E C T Attentive customer service, innovative design and superior quality run at the core of B&R Enclosures. We discuss advanced manufacturing and an Industry 4.0 future with Co-CEO Ben Bridges Writer: Phoebe Harper | Project Manager: Ryan Gray 162 | APAC Outlook issue 56

“We are a good-sized operator, able to effectively manufacture products in shorter runs than many competitors.”

With the four core virtues of quality, innovation, service and value fuelling the company’s growth and successes, B&R offers standard and customised enclosure solutions catering to applications in process automation, power distribution and control, switch disconnection, junction and marshalling,

Ben Bridges, Co-CEO, B&R Enclosures

motor control centres, climate control, data and communications.

Supporting this diversified and varied offering are five separate divisions united under the B&R

umbrella: Hazardous Areas, Industrial, Residential/Commercial, Data ICT and Defence, with each offering a bespoke approach to its respective market segment.

“Together these divisions share the strengths, resources and experience of the founding company to provide attentive customer service, innovative design and superior quality,” continues Bridges.

APAC Outlook issue 56 | 163

B&R ENCLOSURES MANUFACTURING

B&R is a company that doesn’t shy away from challenges. This is evidenced by the decades that B&R has spent working with the mining industry, and its success and experience in delivering solutions in challenging environments.

KEY PROJECTS - OYU TOLGOI MINE Oyu Tolgoi is a combined open pit and underground mining project in Mongolia’s South Gobi Desert that primarily produces copper.

Jacobs Engineering is responsible for providing engineering, procurement and construction management (EPCM) services to implement the material handling systems for the new underground mine and associated infrastructure, delivered over a five to seven-year period.

Jacobs Engineering approached ABB regarding the supply of PLC panels, local control stations and custom power distribution boards, each of which needed to be suitable for use outside, in the underground mine and in buildings located on the mine site.

Based on recommendations by Rio Tinto and a previous working relationship with ABB, B&R Enclosures was approached by ABB to design, manufacture and integrate electrical components and instruments into these products.

Mine sites are typically located in remote environments and exposed to elements that can be ruinous for equipment, B&R responds to this need for reliable protection by designing and manufacturing suitable enclosure solutions for mining sites to prevent expensive breakdowns, maintenance and injury.

In the residential field, B&R offers a range of product solutions to suit single dwellings, multi-tenancy buildings or commercial premises, with all products complying to Australian Supply Authority rules and regulations.

The range includes modular solutions for power distribution in commercial spaces such as shopping centres, large office complexes, and all manner of industrial, infrastructure and mining applications.

Meanwhile, B&R’s Data and ICT products range from server racks and cabinets to uninterruptible power supply to weatherproof 19-inch rack enclosures.

Midway Metals Midway Metals local processing facilities mean Australian industries have the stainless steel materials and products they need, when they need them.

You can access a full range of topquality solutions through one supplier – processed to various lengths, widths, thicknesses, finishes and grades plus superior sheet flatness.

Choose Australian processed Stainless Steel from our two dedicated stainless steel service centres in Brisbane and Melbourne for true reliability, confidence and quality.

We lead the industry in both quality and innovation of product lines, services and availability with seven warehouses across Australia.

Midway Metals supports our customers, with managing their supply chain • 100% focused on stainless steel • Australia’s Largest Stainless Steel Inventory • Unparalleled in-house capabilities

PEOPLE AT THE CORE At the backbone of this comprehensive offering, the company maintains what Bridges describes as, “an agile people-centric culture”.

“The workplace culture at B&R is characterised by a willingness to build the capabilities required to improve our manufacturing processes,” he continues.

“Our people management is really about providing roles and opportunities for individuals to get

In 2022, Midway Metals celebrates our 40th year. An Australian owned company and supporter of domestic manufacturing and industry, we offer complete stainless steel solutions, exceptional service and on time deliveries.

Midway Metals are a proud supply partner of B & R Enclosures, supporting their quality stainless steel products with our unique and specialised surface finishes to assist with superior corrosion resistance for the longevity of their finished product ducts and projects.

midwaymetals.com.au

164 | APAC Outlook issue 56

Steely certainty for unpredictable times.

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Midway Metals is proud to offer customers warehousing, processing and delivery facilities across the country.

More than ever, you can’t beat the confidence of having Australia’s largest range of stainless-steel products at your fingertips.

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qualified and excited to do better, to experience challenges at work.

Depending on the needs of the business or the market, we can move quickly, and our people move with us.”

As such, B&R employees are valued and cared for, with ample opportunity for professional development. This emphasis on empowerment is critical in ensuring a sense of security for staff, encouraging agility and guaranteeing that they are willing to thrive in alignment with the company as it continues to introduce the latest technologies.

B&R’s strengths in managing relationships with staff and clients, also translates to the way in which it handles the supply chain.

“B&R is an expert at supply chain management and often provides this service for customers,” states Bridges.

“Supplier and partner relationships are crucial to B&R as the organisation uses a variety of raw and finished goods in the manufacture of products from simple metal enclosures to integrated electrical solutions.”

These critical relationships have risen to the fore now more than ever, as global supply chain disruptions continue to threaten 166 | APAC Outlook issue 56

the reliable delivery of components manufactured overseas.

“As a manufacturer of enclosures and data racks from metal sheet, supply chain relationships, particularly local suppliers in Australia are crucial,” Bridges comments.

THE JOURNEY TO DIGITALISATION The topic of improving manufacturing processes extends both to people, and technology, fostering the symbiosis that can exist between the two to advance operations. This way, the workforce does not feel resistant, nor are their duties threatened by the latest investments.

As Ben Bridges attests, “when we do bring in extra equipment, like automated robotic equipment, the feeling is definitely more of excitement.” Indeed, it is a holistic approach that B&R adopts to capability building, furthering the capabilities of its people adjacent to manufacturing systems and processes.

Fuelling this investment is the creation of new products, the desire to explore new markets, and improving output and product quality.

B&R is currently making major strides on a journey towards Industry 4.0 which aims to digitise the business to enable integration with major project operators, improving efficiency and reducing costs and supply times across the entire project supply chain.

Through advanced manufacturing, B&R is actively moving from paperbased processes to technology-driven solutions to digitise many aspects of the business, from interactions with

B&R ENCLOSURES MANUFACTURING

customers during the design process through to developing a supply plan and scheduling jobs on the shop floor.

The company is currently undertaking a major project to provide an end-to-end fully digitised workflow solution. Digital integration software is being incrementally implemented using agile project management methodology. The system uses 3-D technology to

co-design custom solutions with clients, then create project templates, chart the manufacturing process, and schedule and assign tasks through to delivery date. It replaces many existing paper-based processes and represents a significant change in day-to-day operations.

“At B&R we’re using agile methods to drive continuous improvement through small but frequent changes,

KEY PROJECTS PARAMATTA LIGHT RAIL STAGE ONE B&R was chosen to supply custom metering distribution boards to New South Wales’ Parramatta Light Rail project, which is being constructed to connect Westmead to Carlingford via the Parramatta CBD. Metering distribution boards distribute power from a supply authority pillar to a service protection device. Electricity current is fed through the meter and down to the distribution section of the board, ensuring power supply remains safe. Electrical and telecommunications services company, Eleserve, won the Parramatta Light Rail (PLR) contract to supply the underground power networks for Stage One initially, and contracted B&R to carry out the work.

The turnaround time for B&R’s work – from design to manufacture – was eight weeks once the company received approval from PLR. The design, coupled with B&R’s high-quality materials, complied with Parramatta City Council’s specifications to ensure all its boards across the city remained consistent. The metering distribution boards were created using the unique and versatile Monarch IP enclosure system, which is IP66 rated for use in outdoor environments. The enclosure system was manufactured from 316 stainless steel with an orbital sanded finish. This was the finish requested by PLR, a style which takes the shine off the stainless steel and features a swirling pattern. Due to the high-quality delivery of Stage One of the project, Parramatta Light Rail was impressed with B&R and engaged the team – via Eleserve again - for further work on Stage Three of the project.

to transform without creating massive disruption.”

By implementing a more efficient workflow, B&R is providing faster and more comprehensive services to customers, whilst simultaneously improving jobs and the working environment for employees.

Recent strategic investments over the last few years include the purchase of a fully automated fibre laser welding machine, an automatic punching and bending machine, and a laser cutting machine.

Investment in robotic machinery and new technologies is undertaken strategically to maintain and improve B&R’s proposition in the market.

“Electrical and component integration into our enclosures is an increasingly core part of the business. We used to manufacture the enclosure and give it to switchboard builders to do the electrical integration, and now we have started to bring that work in-house providing extra value to these end customers.”

A critical move in maintaining B&R’s competitive market edge, this investment in the latest technologies has been instrumental in the company’s recent success in winning a Queensland Government Cross River Rail project tender.

Looking ahead, B&R will continue to support the numerous infrastructure and major projects taking place across Australia and the wider APAC region. Continuing in the same vein as the company has done for the past 67 years, B&R will remain alert to identifying and leveraging new opportunities for growth across a range of markets.

B&R ENCLOSURES Tel: + 61 7 3714 1111 Enquiries@brenclosures.com.au www.brenclosures.com.au APAC Outlook issue 56 | 167

HEBOU CONSTRUCTIONS PNG LIMITED CONSTRUCTION

BUILDING ON THE

R O OT S O F P N G It is an exciting time to be working in civil construction sector in Papua New Guinea (PNG). There has been, and will continue to be, a wide range of projects being released by the public sector through various state-owned enterprises (SOEs), as well as through the oil and gas sector.”

For George Constantinou, Managing Director of Hebou Constructions PNG Limited (Hebou Constructions), the country is going 168 | APAC Outlook issue 56

through a period of development that spells promise for the foreseeable future of construction. Between civil construction and sector-specific projects, Hebou Constructions is operating at the centre of a unique growth space.

“These plans and projects range from short- and medium- to longterm time frames,” Constantinou goes on to say. “For example, the Connect PNG Road Program is a long-term plan designed to increase

connectivity within PNG through upgrading existing road infrastructure and proposing new roads. The programme is nationwide and extensive, connecting the majority of the major centres within the country.

As a developing nation, increased connectivity between provinces is incredibly important, and enables increased travel and trade for smaller business operators across the country.”

This is one example of the key role

As a developing country, infrastructure, road, seaport and airport expansion is key to the growth of businesses and the community across PNG. We speak to George Constantinou, Managing Director of Hebou Constructions PNG Limited, to learn more Writer: Marcus Kääpä | Project Manager: Ryan Gray

Hebou Constructions plays in the development of PNG on the whole.

According to Constantinou, since the programme’s inception, many industry tenders have been released and a majority have been awarded to local civil contractors.

“The PNG Ports Corporation has recently introduced a 30-year plan to improve the facilities and connectivity of the existing seaports around the country,” he continues. “Upgrades to the Oro, Kimbe, Kaviang, Lae

and Lorengau ports are part of the initial stage of the plan. Hebou Constructions is currently delivering reconstruction of the Motukea International Terminal hardstand container area, located in Port Moresby.

“The oil, gas and mining sector has taken a bit of a hit in recent years but seems to be turning around of late and looks promising for the medium to long term view. With the activity from Lihir, Ok tedi, Total-led Papua

and Exxon-led P’nyang projects, PNG’s economy looks positive, especially for the construction sector, as there will be an overflow of work.”

50 YEARS IN PNG Hebou Constructions is part of the Constantinou Group of Companies (Constantinou Group), a family business through which Hebou Constructions invests in, develops and operates a number of businesses around the South Pacific.

APAC Outlook issue 56 | 169

HEBOU CONSTRUCTIONS PNG LIMITED CONSTRUCTION

“We operate in several sectors including construction, hospitality and investment,” Constantinou explains.

“Hebou Constructions is the oldest and longest-running group company

with sustained performance over its 50-year history and is recognised as a tier one civil contractor in PNG. Hebou Constructions is the preferred contractor of numerous

APAC OUTLOOK: CAN YOU EXPAND ON YOUR CAREER BACKGROUND? GEORGE CONSTANTINOU, MANAGING DIRECTOR: “I grew up in PNG and was exposed to the various family businesses.

Growing up, most of my spare time was spent at construction sites, quarries and hotels. My professional background is in architecture, town planning, project management and investment. In addition to my position at Hebou Constructions, I am also the CEO of Monier Limited in PNG, Managing Director of Texas Chicken in New Zealand, and a Director of the Sir Theo Foundation.”

private and public entities, which demand projects be completed to the highest standards and within a predetermined timeframe and budget.”

Hebou Constructions operates in Port Moresby and other areas of PNG and is proud of its history and reputation for quality. Hebou Constructions specialises in largescale infrastructure projects from roads, highways and airports to marine ports and bulk earthworks.

The management team’s key focus is the quality of the finished product, an attribute the client and end users can rely on.

“Quality is the key for Hebou Constructions, it is in our DNA; there is no point undertaking a project if you don’t do it right the first time,” Constantinou says. “In the long run it will either cost the company or the client much more time, effort and money if the correct processes are not followed when undertaking works.”

PRIORITISING INFRASTRUCTURE The two most recent airport projects on which Hebou Constructions has worked are Jacksons International Airport (Port Moresby) and Nadzab Airport (Lae, Morobe), both being the largest and busiest airports in PNG. Hebou Constructions is currently

170 | APAC Outlook issue 56

HEBOU CONSTRUCTIONS PNG LIMITED CONSTRUCTION

APAC Outlook issue 56 | 171

HEBOU CONSTRUCTIONS PNG LIMITED CONSTRUCTION

delivering the latter for the National Airport Corporation (NAC).

The Nadzab Airport Reconstruction Project is a Japan International Cooperation Agency (JICA) funded

project and Hebou Constructions is subcontracted to the main contractor Dai Nippon Nippo Joint Venture. The project is a complete reconstruction of the airport and is primarily

APAC OUTLOOK: COULD YOU TELL US ABOUT THE IMPORTANCE OF UTILISING A LOCALISED SUPPLY CHAIN FOR PNG? GEORGE CONSTANTINOU, MANAGING DIRECTOR: “A localised supply chain is vital as it provides much-needed support to the community in which we operate. As a tier one contractor, we need to give back to the community as much as possible. This is the primary reason we choose to purchase locally over international imports.”

172 | APAC Outlook issue 56

separated into two portions: building works and civil works.

“Hebou Constructions is undertaking the majority of the civil works portion for the project. The scope of Hebou Constructions’ role includes lengthening and widening the runway, upgrading taxiways and drainage works,” Constantinou tells us. “We are also undertaking landside works such as upgrading pathways, car parks and upgrading various vehicle access ways. The building work’s portion is delivered by another international building contractor who has a presence in PNG. “In 2016, Hebou Constructions undertook the Port Moresby International Airport Asphalt Overlay Works Project. We were contracted directly to National Airports Corporation to complete the works.

The purpose of the project was to improve the airport surface for the APEC Summit in 2018 in Port Moresby and to facilitate the forecast traffic volumes at the airport for the medium term. The project was delivered on time and within the allocated budget by our locally based team.”

On top of this, a successful project which Hebou Constructions undertook for National Capital District Commission (NCDC), was a reconstruction of the existing two-lane road and the upgrade of 3.6 kilometres of road to a four-lane highway. The project provided a critical link from Port Moresby to the northern provinces of PNG via the Hiritano Highway.

The reconstruction scope included: project design, demolition works, clearing and grubbing, earthworks, supply and installation of sub-base, base and asphalt materials, and relocation and/or the upgrading of all existing infrastructure such as water, sewerage, electricity, telecommunications, drainage and road furniture.

“Road projects are at the core of our competency levels therefore we completed the project on time, within

HEBOU CONSTRUCTIONS PNG LIMITED CONSTRUCTION

APAC Outlook issue 56 | 173

HEBOU CONSTRUCTIONS PNG LIMITED CONSTRUCTION

budget and to the highest quality,” Constantinou says. “Our priorities for 2022 are to successfully deliver the two major projects (Nadzab Airport Reconstruction Project and Motukea International Terminal Reconstruction Project), as we do not want to take our eyes off existing projects to deliver.”

“HEBOU CONSTRUCTIONS IS THE OLDEST A N D L O N G E S T- R U N N I N G G R O U P C O M P A N Y W I T H S U S TA I N E D P E R F O R M A N C E O V E R I T S 5 0 -Y E A R H I S T O R Y A N D I S R E C O G N I S E D A S A T I E R O N E C I V I L CO N T R AC TO R I N P N G ” – G E O R G E C O N S TA N T I N O U , M A N A G I N G D I R E C T O R , HEBOU CONSTRUCTIONS PNG LIMITED

A COMMUNITY-CENTRIC COMPANY Hebou Constructions aims to be the gold standard for PNG-owned and operated business. In light of this, the company works closely with several non-profit organisations and communities.

“Historically and currently, we have worked with the Sir Theo Foundation, 174 | APAC Outlook issue 56

Port Moresby General Hospital, Buk Bilong Pikinini and many locally based community projects and sporting teams,” Constantinou informs us.

“Hebou Constructions was the first PNG contractor to work with NCDC to introduce a gender-based violence clause into the construction contract.

“We at Hebou Constructions, and the Constantinou Group overall, take this issue very seriously. We aim to ensure that our employees know and live by the example we are trying to uphold. Unfortunately, gender-based violence is widespread in PNG. Because of this, we - as

employers - have a responsibility to communicate and enforce this message at the grassroots within the community.”

For Hebou Constructions, people and the community lay at the heart of business, and upskilling a locally acquired workforce is at the foundation of the company’s daily practice.

“We understand that hardworking Papua New Guineans are plentiful, and if given the opportunity, can provide considerable value,” Constantinou says. “We have noticed many international competitors bringing in project-based labour.

Though this may be effective, it does not upskill or provide much back to the community for both short- and

long-term benefits. Currently, over 93 percent of our staff are PNG nationals, and we would like to see more in upper management. We recently commenced a graduate programme and a mentorship programme which allows Papua New Guineans to progress up the organisational ladder.”

As a corporately responsible company, Hebou Constructions considers healthcare to be essential within PNG. Through the company’s affiliation with the Sir Theo Foundation, it has provided support to the Port Moresby General Hospital by assisting in numerous projects. These include the Port Moresby General Hospital car park upgrade and the installation of the

Lady Maria Palliative Care Ward which opened in November 2020.

By aiding in this way, the hospital can focus on the better allocation of funds and services. Hebou Constructions also provides funding and support to the Six Mile Health Clinic in Port Moresby to assist with the operation of the facility, to the end of bettering healthcare for people across PNG.

Tel: +675 325 3077 info@hebou.com.pg www.hebou.com.pg APAC Outlook issue 56 | 175

CONCRETE EVIDENCE OF SUCCESS With a highly acclaimed portfolio of projects, Buxton Construction is thriving in the Australian building market.

We talk overcoming challenges and investment in staff, with Managing Director, Stephen Baker Writer: Ed Budds | Project Manager: Ryan Gray

BUXTON CONSTRUCTION CONSTRUCTION

CV Apartments

F

or over five decades, Buxton Construction (Buxton) has grown to become one of Australia’s leading and most trusted construction companies.

Buxton has provided multi-award-winning excellence on over AUD $ one billion worth of built projects throughout its long and prosperous history.

With a range of projects that covers

all facets of the property industry, Buxton is a truly diverse company, able to adapt effectively to meet the specific needs of its clients.

“After completing my relevant qualifications, I decided that working in private practice didn’t necessarily fill me with excitement, as I had friends who worked in construction and were based on site as a part of a team actually

constructing large projects. This is where I wanted to be, hence why I transitioned into working for a main contractor,” outlines Baker.

“From there as a site-based quantity surveyor (QS), I took the commercial career path, going from this position to a Senior QS, Regional QS, Contract Manager, Commercial Manager, Director, and finally Managing Director over a 30-year period.”

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BUXTON CONSTRUCTION CONSTRUCTION

Straightline Civil Buxton’s Parkville Stage 9 project incorporates an undercroft carpark with a foundation system in the complex ground conditions.

The extensive history of the area has changed the landscape and soil conditions many times. As a Melbourne based company specialising in Environmental Remediation, Demolition, Construction of Basement Retention & Foundation Systems, Straightline were engaged on a Design and Construct contract to complete the construction works package.

ONGOING PROJECTS CV APARTMENTS - AUD $124 million – This is the largest project that Buxton has ever undertaken and demonstrates that the company has the expertise and experience to undertake such large-scale projects.

Furthermore, it was awarded the Master Builders Victoria Excellence Award for High Rise Apartments 2021 in Melbourne, and then again Australia-wide with the construction award for high-rise apartments.

ROSEBUD AQUATIC CENTRE - AUD $48 million – This project shows Buxton’s diversity regarding the ability to build complicated aquatic centres to a high standard.

This initiative again displays the quality that Buxton is known for and was also constructed during the pandemic lockdowns experienced in Melbourne, demonstrating how Buxton can adapt depending on uncertain environments.

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CV Apartments

THRIVING IN THE FACE OF ADVERSITY In the last two years, the COVID-19 pandemic has ravaged all forms of business worldwide, leaving virtually no industry untouched.

“The COVID-19 pandemic obviously had an effect on the construction industry, particularly due to the relentless lockdowns we experienced in Melbourne. Unfortunately, many businesses suffered due to these and many never recovered.”

Whilst the market appears to be buoyant in Melbourne, the shortage of materials is becoming a real issue along with ever-increasing price rises.

This is placing an immense strain on main contractors and subcontractors alike, as the majority of jobs are fixed, lump-sum contracts.

“This means, for example, that as a main contractor you may tender a project at the beginning of the year, but the head contract may not be executed until six months later due to clients trying to obtain finance, authority permits, etc. This means that in most cases clients expect you to hold your price even though the market has shifted,” details Baker.

A soldier piled retention system which includes shotcrete walls and ground anchors, was used to hold the ground back while excavation works were undertaken. Given the complexity of the site conditions, contamination was encountered. Our extensive experience in this sector assisted our client to provide a solution and manage the issues discovered providing the best outcome for the project. Within these environmental constraints, followed the successful completion of our designed foundation piling works in these difficult ground conditions.

Founded in 2004, Straightline Civil is owned by Tarkan Gulenc and George Parissis who between them have over 30 years in the civil construction and building industry. Straightline Civil have established a proven track record of success having managed and delivered more than 100 small and large substructure projects including some of Melbourne’s deepest and largest basements.

This company prides themselves on offering a fully internal substructure design and construction service with a focus on delivering the highest quality, best performing and most cost efficient services possible for their clients.

www.straightline.net.au

RETAINING YOUR FUTURE

SERVICES WE PROVIDE • Basement Packages • Earthworks • Site Remediation • Ground Anchors • Shotcrete • Demolition • Plant and Excavator Hire

16-18 Sunshine Street, Campbellfield, Victoria, 3061 (03) 9359 3266 enquiries@slecon.com.au www.straightline.net.au

Rosebud Aquatic

Refusing to be pigeonholed into just one area of the construction industry, Buxton’s diversity across completed projects displays a broad portfolio of work, allowing the company to shine brighter than all potential rivals in a viciously competitive sector.

“We are known to be relatively easy to work with, and not contractually aggressive, but this is not to say that we wouldn’t actively protect our contractual entitlements. Rather than let issues build which may result in a contractual argument, we would preferably deal with the problem when it first arises in an open and transparent manner, with the relevant stakeholders and discuss different options, scenarios and outcomes,” Baker explains.

By having these open lines of communication and dealing with issues face to face, Buxton has found that working in a collaborative approach reduces a lot of angst and therefore issues are resolved relatively easily and amicably. That is why physical interaction is vital -a lot can be lost in translation when just dealt with via the written word. This positive reputation for customer care and attention has led to a full roster of exciting upcoming 180 | APAC Outlook issue 56

Rosebud Aquatic

projects for Buxton.

“Because of our excellent track record, we have negotiated two new projects that we are particularly excited about. Samma Place Stage One Apartments, valued at around $47 million and Forest Ridge Development circa $54 million.”

These are important projects as both were negotiated and were not won under competitive tender, demonstrating that Buxton has the expertise to work closely with clients

to achieve a win-win outcome for all stakeholders, and that the client is looking to work in a collaborative approach with Buxton, due to its industry know-how and positive attitude.

HARNESSING PEOPLE POWER “Without our dedicated and loyal staff, we would not be where we are today. It is imperative that we actively engage with our staff and set them up for success.”

BUXTON CONSTRUCTION CONSTRUCTION

BUXTON CONSTRUCTION OVERVIEW PROJECTS Buxton’s expertise covers all facets of the property industry, ranging from hospitality, sporting, aquatic and leisure facilities, aged care including retirement and independent living units, education covering all schools and universities, commercial developments including offices, libraries and retail spaces, both high-rise and low-rise residential projects and industrial

Samma Place

warehouses, bulky goods stores and manufacturing facilities.

VISION To be the builder of choice, providing quality and diverse opportunities with a successful outcome for stakeholders.

Buxton sets out to create enduring assets for its customers, the ultimate rewards resulting from sharing in the success of doing things well and in establishing successful long-term client relationships.

Buxton offers a full range of construct and design services, including: • Cost planning • Design review/management • Value engineering and buildability assessment • Estimating • Programming • Construction management • Design and construct • Budget and cost management • Project management • Full construction services • Project risk analysis

Buxton is working on initiatives with its staff, to be more open, transparent and to recognise and reward success.

The plan is to prioritise mentoring staff and identifying the next future leaders within its organisation, to ensure continual growth but also guaranteeing that the company’s prospective leaders have the necessary experience to lead the company into the future.

“The attributes that we are looking to instil and nurture are found within individuals who are action-orientated, visionary, disciplined, and have a winning mentality. I like to call these ‘Boomerangs’, i.e., individuals who undertake the restless pursuit of value-adding,” explains Baker.

“We are in the process of defining our culture with our staff to fine tune a collection of values, expectations and practices that will guide and inform everyone what we are about.

Buxton regards this as highly important - a shared set of values, attitudes, and practices that everyone can relate to. In order to assist with this, Buxton has engaged with an external consultant to help execute this mandate effectively. This initiative also applies to Buxton’s relationship with its subcontractors.

“It is important to foster open and transparent relationships with our

subcontractors and actively support them where we can. Without our subcontractors, we wouldn’t have a company,” claims Baker.

Supporting subcontractors and its supplier base, and more importantly setting them up for success as well as protecting their businesses where possible, Buxton feels this is particularly vital now due to the casualties of COVID-19 and the everincreasing cost escalations caused by material and labour shortages.

“Looking ahead, we don’t truthfully want to be the biggest player in the sector we occupy. We want to continue to undertake six to eight projects at any one time, service those to the best of our ability, and continue to nurture relationships that will result in repeat business. We want to be known as the best in our sector and deliver on our promises. This means that we need to constantly strive for improvement and listen to our stakeholders,” concludes Baker.

Tel: (03) 9644 7000 Admin@buxtonconstruction.com.au www.buxtonconstruction.com.au APAC Outlook issue 56 | 181

R E C OV E R I N G I N R E TA I L After a challenging two years, online consumerism in Southeast Asia is only growing. We take a look at BHG Singapore, and speak to Jheeva Subramanian, CFO, about the company’s plans for the growing digital market post-COVID-19 Writer: Marcus Kääpä | Project Manager: Vivek Valmiki

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BHG SINGAPORE RETAIL

T

he Southeast Asian retail sphere is gigantic.

With the tremendous rise of digital tools and widespread use of the latest technology, the future of retail is paved with potential across the region, and the digital sphere is being recognised as the most important aspect of consumerism at present.

“Whilst the retail industry in Singapore is vibrant, we have a lot of catching up to do in terms of transformation, especially digital transformation. That makes it an exciting time to be here as there is a lot to do!” begins Jheeva Subramanian, CFO of BHG Singapore (BHG).

“We are living in a unique period and retail in general is very

challenging at the moment, but despite this, it is a great time to be experimenting and discovering new business models. The ecosystem in Singapore makes it possible to experiment and work with cross industry partners to find innovative ideas.”

According to Subramanian, there is also great government support for companies in the space, making it easier for businesses to innovate and grow in the industry. Well known within the region, BHG is a chain of department stores made up of three physical stores in Singapore and an e-commerce channel.

“The Bugis store is our flagship location, and we have two more heartland stores in Bishan and Chua

Chu Kang,” Subramanian continues.

“As a department store, we cover a varied range of categories from beauty, home and living, men’s and women’s fashion, children and baby products, toys, technology and sports, supported by 170 staff members across the HQ and our stores.

“As a business, BHG was a very traditional department store.

The business model of traditional department stores is becoming - if not already - irrelevant in the current digital era we live in. With the change in leadership team in 2019, we were tasked with transforming the business to adapt to the current climate and create a more sustainable business model for the future.”

In light of this, it is the objective APAC Outlook issue 56 | 183

BHG SINGAPORE RETAIL

Hoolah The ShopBack Group is Asia-Pacific’s leading shopping and rewards platform, serving over 30 million shoppers across ten markets and powering over US$3.5 billion in annual sales for over 10,000 online and in-store merchant partners.

As the market leader in demand generation, ShopBack has driven 450 million shopping trips to merchant partners in 2021. Beginning our journey as the first entry point for shopping, ShopBack is now closing the loop by being the last checkout point for shoppers as well.

BHG – AT THE CORE ONE TEAM – BHG celebrates diversity and believes that the sharing of skills, knowledge and experience is essential to building great teams.

ENTREPRENEURIAL SPIRIT – BHG believes in growing the business and people together, encouraging everyone to share ideas with a growth mindset.

CUSTOMER FOCUSED – The company offers a great shopping experience by continually delivering new and exceptional value through its products and services.

CARE FOR THE COMMUNITY AND THE ENVIRONMENT – BHG strives to be locally relevant and a positive member of the community by being socially and environmentally responsible. The BHG store will reflect the community’s culture and lifestyle.

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of BHG to ensure that the company brings a new shopping experience to consumers while ensuring that the business delivers quality products at affordable prices, in line with sustainability goals.

“The aim of BHG’s transformation is to move from a traditional department store to a lifestyle centre, where consumers come to BHG for more than just to “buy a product”,” Subramanian says. “We want to add value to the shopping experience by offering personalisation, services, workshops, tutorials and a seamless shopping experience which is channel agnostic.”

THE FOUR-YEAR PLAN BHG’s aims are embodied by its fouryear transformation plan, which is made up of four phases. Although this plan has been somewhat disrupted by the COVID-19 pandemic, BHG is confident of its ability to catch up and keep to the intended timeline.

“Phase One is to redefine the core business strategies, everything from people, physical store concept, marketing, digital transformation,

With ShopBack PayLater powered by hoolah, the Group aims to drive a new generation of customers increasing conversions, basket size, and customer loyalty for merchant partners by offering a flexible and convenient payment option for their shoppers via three zero-interest payments.

Contact the ShopBack PayLater team at paylater.accounts@shopback.com to learn how we can accelerate our business growth together.

ShopBack leads the market in demand generation, driving 450 million shopping trips to merchant partners in 2021 alone.

We’re already the first entry point for over 30 million shoppers in the Asia-Pacific. Now, by offering 3 zerointerest payments, we’ll also be the last checkout point - helping our partners increase conversions.

Grow with us - reach us at paylater.accounts@shopback.com

BHG SINGAPORE RETAIL

StarHub StarHub is a leading homegrown Singapore company that delivers world-class communications, entertainment and digital solutions.

With our extensive fibre and wireless infrastructure and global partnerships, we bring to people, homes and enterprises quality mobile and fixed services, a broad suite of premium content, and a diverse range of communication solutions.

We develop and deliver to corporate and government clients solutions incorporating artificial intelligence, cybersecurity, data analytics, Internet of Things and robotics.

We are committed to conducting our business in a sustainable and environmentally responsible manner.

APAC OUTLOOK: POST-COVID-19, WHAT IS YOUR FOCUS FOR THE BUSINESS MOVING FORWARD? JHEEVA SUBRAMANIAN, CFO: “The continuous disruption caused by the pandemic remains the most challenging aspect for the retail industry. We are hoping that we get back to some type of normality soon.

“The speed of our transformation is also key as the current department store model is quickly becoming obsolete. Moving to a new and sustainable business model is vital.

“As a team, we are also focused on ensuring that the organisation is lean and agile enough to adapt to the changes in the industry, consumer shopping habits, technology and other factors that may need us to revise or tweak our strategies. We have been fortunate to have a group of passionate people working with us.”

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merchandising and more,” Subramanian tells us. “For example, our physical store strategy is to transform the stores into community engagement locations, with shopping becoming a consequence of this.

“Phase Two is the introduction of digital elements into the business to support the strategies defined in Phase One. For example, how to blur the lines of offline and online using various technologies in store and online channels, introduce artificial intelligence (AI) and machine learning (ML) for personalisation, and move towards a data driven business (predictive and prescriptive analysis).”

Phase Three involves leveraging technologies and new strategies to develop new business models and revenue streams, in addition to the core business. “We aim to build an ecosystem that benefits us, our partners and more importantly, the consumers,” Subramanian explains.

“Phase Four is designed to expand the company’s reach beyond Singapore once we fine-tune the business model.

“The plan is evolving as we need to ensure that we are agile enough

Listed on the Singapore Exchange mainboard, StarHub is a component stock of the SGX iEdge SG ESG Leaders and Transparency Indices and included in ESG-focused FTSE4Good Index Series. StarHub is ranked as the world’s most sustainable Wireless Telecommunications Service Provider and Singapore’s most sustainable Telco, in Corporate Knights Global 100.

StarHub strategic positioning and operating model is to move beyond telco to a Connecting your Digital World and Digital Services platform.

We continue to roll out more digital and cloud-based product as we move from quad-play to Infinity Play. We are building digital and cloud platforms, moving our world class network forward across 5G, fixed network and cloud-based edge functionality to enable Anytime, Anywhere access to our customers across any device.

Last but not least, StarHub will continue to serve our community here in Singapore, matching their values and providing the most enriching digital lifestyle experiences as well as the digital services that enable their own transformation.

www.starhub.com/business

BHG SINGAPORE RETAIL

to adapt to changes in the industry, technology, and other external factors, and will constantly refine it to forecast and cater to these changes.

Transformation is a never-ending journey, and we need to be constantly reinventing if we want to be leaders in the industry. The ability to increase scale and scope at speed with lower investment than traditional expansion is also an area that we are looking at.”

“ I T I S A G R E AT T I M E T O B E E X P E R I M E N T I N G A N D D I S COV E R I N G N E W B U S I N E SS M O D E L S .

THE ECOSYSTEM IN SINGAPORE MAKES I T P O S S I B L E TO E X P E R I M E N T A N D WO R K W I T H C R O S S I N D U S T R Y PA R T N E R S TO F I N D I N N O VAT I V E I D E A S ”

DIGITAL COLLABORATION

by leveraging on the data.”

Payment partners have also been critical in BHG’s rollout of a seamless shopping experience. The company works with Adyen, a payment solution partner enabling a channel agnostic shopping experience and the deployment of BHG’s mobile POS, and Atome, a company that helps enable digital payments and new payment methods.

“We are constantly experimenting with numerous partners on new ideas,” Subramanian continues.

“A couple of the projects we are working on are an AI-based customer data platform in collaboration with DEngage, and we are also looking into how to embrace 5G in retail and its uses with partners such as Nanyang Polytechnic, Revez and Starhub.”

BHG is currently working alongside multiple technology partners to see through its planned business developments.

“At present, we are working with Dynamicweb, who has helped us deliver a unified commerce solution and a Singapore startup called Protinus Group, that is assisting us in other digital transformation projects such as virtual stores, social and conversational commerce,” Subramanian says. “In addition to this, we are working with Scash, a company enabling marketplaces and marketing programmes, and MS Media, to integrate solutions such as the endless aisle, self-checkouts and digital kiosks to merge our online and offline presence.

“A unified commerce solution was the key element in BHG’s digital transformation strategy.

It is what I consider the backbone to everything we need to implement. For example, the solution allows us to have a unified view of data which enables a single view of the customer journey and inventory. This allows us to provide a more seamless and personalised shopping experience to our customers whilst allowing us to become a more informed business

– J H E E VA S U B R A M A N I A N , C F O , B H G S I N G A P O R E

BUILDING BACK FROM COVID-19 With the easing of the pandemic restrictions, BHG is hoping that the industry gradually returns to pre-COVID-19 levels and activity.

“The focus this year is to continue our transformation plans – refining and strengthening the fundamental strategies, using the tools that we have

implemented, such as the customer data platform to offer a personalised and seamless shopping experience, and introducing solutions to achieve a channel agnostic shopping experience such as the live selling, virtual stores, endless aisle and selfcheckouts,” Subramanian informs us. “The key, however, is to start using data (which is now unified) to get a better understanding of our customers’ shopping patterns and habits and gain a deeper understanding of their needs and expectations. We need to ensure that we act accordingly to what the data is telling us.

“We are also continuing with the revamp of our Home and Living floor in our flagship Bugis store. This is following on from the changes we made to our beauty floor late 2020. The revamp, as we did for the beauty floor, focuses on new brands, experiential retail, workshops and educational corners – lots of interactive points to engage the consumers. This increase in engagement, both in the physical stores and especially online, is the core of our aims moving forward.”

BHG SINGAPORE Tel: +65 6704 1304 laura_chongtan@bhgsingapore.com.sg https://bhgsingapore.com.sg APAC Outlook issue 56 | 189

PROFESSIONAL WIND SERVICES ENERGY & UTILITIES

TURNING

TURBINES

D OW N U N D E R

Renewable energy is vital for the future of people and the planet. We take a look at Professional Wind Services and speak to Director Kym Dodd, about turbine installation and projects across Australia Writer: Marcus Kääpä | Project Manager: Marvin Iseghehi

R

enewable energy is the key to a healthy greener future.

In the Asia Pacific (APAC) region, the energy space is growing to accommodate an explosive rise in population, and in the face of the climate crisis, renewables are a core facet of infrastructure development moving forward. Because of this dual necessity relating to people and climate, green energy is a promising space to be operating within.

“In Australia, the industry itself is experiencing significant growth and has developed into a more mainstream field with extremely exciting times ahead,” begins Kym Dodd, Director at Professional Wind Services (PWS). “The main challenge as an industry is around resourcing both the construction and operation and maintenance sectors.

“Historically speaking, there has been an approach of bringing

Kym Dodd, Director

international workers into the country on working visas and the like. Whilst this has assisted project execution in the short term it has failed to further develop and mature the companies and people required moving forward.

Other challenges in project execution include cost pressures from a range of factors.”

PWS is a part of this growing and necessary industry. The company provides industry expertise to help APAC Outlook issue 56 | 191

PROFESSIONAL WIND SERVICES ENERGY & UTILITIES

PWS – SERVICES AT A GLANCE Installation Delivering the installation scope of work prioritising safety, quality, and efficiency. PWS works side by side with clients to deliver projects within time and budget constraints.

Operation and maintenance A leading independent service provider with the necessary team to ensure asset performance and optimisation whilst ensuring trust and transparency to company clients.

Blade inspections and repair Managing blade condition and performance through their full life cycle performing inspections, repairs, and reporting.

Main component exchange Cranes and personnel to perform main component exchanges.

execute and support wind turbine projects all across Australia.

“Our aim at PWS is to provide personalised and professional advice and assistance, based on a highly consultative approach with our clients,” Dodd explains. “Our team carries out an initial assessment of the best solution to client requirements, and a proposal is presented specifying each component of the project for client approvals, while our work is carried out as required in a timely and efficient manner. We see each client relationship to be a partnership, and success to be our fundamental focus.”

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Utilising decades of experience, the PWS team has specialist knowledge in all areas of turbine maintenance and installation and is well equipped to structure comprehensive and effective strategies specific to client circumstances.

“PWS commenced as predominantly labour hire in the operations and maintenance sector. Over the past several years, the company has evolved into a capable construction outfit, completing the full installation on 12 projects here in Australia.”

Based in South Australia, PWS has a workforce that fluctuates anywhere

between 50 and 140 people, depending on specific project timing.

PWS’s main clients include Vestas, BMS and SGRE along with many other stakeholders in the industry.

DUNDONNELL WIND FARM One of PWS’ largest projects to date is the Dundonnell Wind Farm (Victoria), undertaken in the third quarter of 2020 and which involved three main cranes operating 24 hours a day at times to get the project complete.

The project was a collaboration between the well-known Australian developer, Tilt Renewables, and

the company Vestas Wind Systems (Vestas), while making use of PWS’ professional services to a very successful end result. PWS performed the full mechanical and electrical installation, and had 80 wind turbine generation systems (WTGS) completed for Vestas.

“The Dundonnell Wind Farm was a very important project for us,” Dodd tells us. “Tilt Renewables is a prevalent developer in the country and has a very strong presence in the industry. Vestas is a leading Wind Turbine OEM (original equipment manufacturer) globally, and there is a

lot of opportunity to develop further projects in the future.

“The project itself consisted of work across 80 wind turbines, quite a sizable task. This was during the COVID-19 pandemic period as well, which made it more challenging to undertake when you consider the account restrictions, sanitisation, and other requirements.

However, in light of these issues, it was really important for us to show that we could perform and do well. Having completed the Dundonnell Wind Farm project successfully, we have opened up promising opportunities for the future in Australia.”

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PROFESSIONAL WIND SERVICES ENERGY & UTILITIES

APAC OUTLOOK: CAN YOU TELL US ABOUT PWS’ PEOPLE-CENTRIC NATURE? KYM DODD, DIRECTOR: “We often sponsor local sports organisations in Australia, but our primary people-centric investments are our own employees.

“I believe that we have a national reputation for being an employer that really gives back to its employees. We invest a lot of time and resources into training for individuals, including various qualifications, apprenticeships, and providing skills, experience and career pathways so that they can carve their own professional journeys. Supporting staff is critical to PWS. “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.”

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RENEWABLES ACROSS AUSTRALIA PWS has also undertaken work in the Port Augusta (South Australia) region.

“Geographically speaking, there are two projects that we have worked on in Port Augusta so far,” Dodd elaborates. “Vestas was our client for both projects, the first being developed by Iberdrola, a global energy leader in renewables, and the second was a similar yet smaller project developed by Nexif Energy in the same region, each consisting of 50 and 24 WTGS’ installations respectively.

“We did these at the same time, and the Iberdrola project in particular was unique because it was a hybrid project

PROFESSIONAL WIND SERVICES ENERGY & UTILITIES

Wright Training Pty Ltd is a specialist provider of safety and training services.

Our goal is to help clients reduce their incident rates and meet their statutory obligations whilst achieving industry “best practice” performance.

• Work Safely at Height • Confined Space

With a focus on the provision of WTG access and rescue training delivered onsite and referencing client documentation, we ensure that participants not only gain the skills required, but gain a familiarity with their work environment, equipment, documentation and procedures.

Our Services:

• Gas Testing • Breathing Apparatus

• Fire Fighting • Manual Handling • First Aid

• LVR/CPR • Emergency Care

• Rescue Operations • Vertical • Advanced • Specialist

info@wrighttraining.com.au wrighttraining.com.au that involved another company working on installing solar power.”

On top of undertaking the initial stages of projects, PWS’ work on its Berrybank Wind Farm (Victoria) highlights the company’s supporting services, and its commitment to fully realising the end goals of its clients.

“We performed a full-circle service for the Berrybank project,” Dodd says. “A couple of years ago we were involved in stage one, and we returned this year to complete stage two and ultimately the project as a whole.

“We have quite a few lined up at present. It’s a small market, but it’s very important to be reliable and able to take up projects and challenges.”

LOOKING AHEAD For Dodd, the renewable energy industry has been a point of interest since its inception in Australia, and a field in which he has always seen opportunity and promise.

“I completed my mechanical trade at the age of 21. At 24 I applied for an opportunity at Vestas and was successful,” he reflects. “Being a relatively new industry, I was attracted to the opportunity to further develop my skills. I then spent nine and a half years at Vestas travelling the APAC region, working across many construction projects. In my time at Vestas, I completed my electrical trade.

“I then moved to an exciting opportunity at Infigen Energy (now Iberdrola) as a Site Manager for a year at the capital and Woodlawn Wind Farms. With the arrival of my fiancée and my second child, we relocated back to South Australia to be closer to family. I then started PWS and have been operating for almost five and a half years.”

Today, PWS has been engaged for the installation scope of work on the MacIntyre Wind Farm (Queensland).

The project itself is set to begin in

October of 2022, and on top of the MacIntyre Wind Farm being PWS’ largest projects to date, it is the core of the company’s focus in the near future.

“We are also looking beyond Australia to markets further afield,” Dodd adds. “We have longer term plans to expand into the New Zealand and APAC regions, as well as the offshore wind market to provide our professional services abroad.

“It really is a very exciting time for PWS!”

PROFESSIONAL WIND SERVICES Tel: +61429369994 kym@professionalwindservices.com.au www.professionalwindservices.com.au APAC Outlook issue 56 | 195

KANGAROO ISLAND COUNCIL LOCAL GOVERNMENT

HOPPING WITH OPTIMISM Much like the large, powerful hind legs of Australia’s native animal, Kangaroo Island has a spring in its step. We talk projects and investments with Greg Georgopoulos, CEO of Kangaroo Island Council Writer: Jack Salter | Project Manager: Ryan Gray

K

angaroo Island is more than a day-trip destination.

Affectionately known as nature’s playground, there is an unmistakable sanctity about this sanctuary for unique wildlife and rugged beauty.

With crystal clear waters, breathtaking scenery and a laid-back lifestyle, many visitors take their time here to reconnect with nature, with each other, and to rediscover the things in life that really matter.

“Kangaroo Island welcomes up to 200,000 visitors each year, attracted by the amazing coastline, rock formations, many national parks, and rich abundance of wildlife,” opens the CEO of Kangaroo Island Council (KIC), Greg Georgopoulos, who is considered a leader in corporate strategy by his peers and the local government sector.

Australia’s third largest island is, perhaps unsurprisingly, home to more kangaroos (65,000) than full-time residents, of which there are in excess of just 5,000.

On this biodiverse natural paradise located 14 kilometres (km) from the South Australia (SA) mainland, KIC is responsible for the management of 1,100 km of unsealed roads and 250

km of sealed roads.

As well as coordinating community support projects, KIC is also a custodian of planning and development, with a view to constantly improving amenities, services and lifestyles on Kangaroo Island.

“The council has an ambition to maximise its revenue from rates, grants, and other sources of income to deliver services that the community values and needs,” Georgopoulos says.

“We have great people who live within and care for the community, and go above and beyond to provide excellent service. Our vision is to have a confident and cohesive community, with a strengthening economy led by primary production and tourism.”

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KANGAROO ISLAND COUNCIL LOCAL GOVERNMENT

KANGAROO ISLAND COUNCIL – AT A GLANCE VISION: A confident, growing, and cohesive community.

MISSION: To provide leadership, direction, and responsible stewardship of resources, as well as deliver efficient, cost-effective services to the community.

VALUES: • Creativity and innovation • Equality • Accountability and transparency • Sustainability • Service-orientated • Participatory • Safety

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TOWN CENTRES PROJECT KIC is committed to providing services to the community in the most cost-effective manner possible, while at the same time constructing and properly maintaining vital infrastructure for the benefit of existing and future generations.

Concerning the latter, Phase One of KIC’s Town Centres project is underway, developed to support the well-established tourism economy and recent investments on the island.

Works commenced in March 2022 on four key township projects, which received a strong level of support during considerable community consultations last year.

Revitalising these townships, namely Kingscote, Penneshaw, American River, and Parndana, is critical to attract tourists and local consumers after the island’s tourism and hospitality sectors suffered a significant downturn due to the

COVID-19 pandemic.

“Providing services and improving the appearance of townships will broaden the tourism market, drive economic growth, and build resilient regional communities into the future,” outlines Georgopoulos.

The project will also assist KIC in attracting new investment, encouraging businesses to Kangaroo Island, and creating new job opportunities and career pathways for young people through the activation of public spaces.

KIC has applied for funding for Phase Two of the Town Centres Project through Round Six of the Australian government’s Building Better Regions Fund (BBRF).

“Phase Two will build on significant investment in the private and public sector following COVID-19 and bushfires on the island, in order to attract further investment and economic activity,” Georgopoulos adds.

KANGAROO ISLAND COUNCIL LOCAL GOVERNMENT

Kangaroo Island was ravaged by bushfires late in 2019, the largest in the island’s recorded history, causing many homes, businesses and habitats to be destroyed.

The Kangaroo Island Mayoral Bushfire Relief and Recovery Fund raised almost $6 million for those affected, and an ambitious programme of capital renewal is now underway following the devastation of the bushfires.

IMPROVED INFRASTRUCTURE Further diversifying the local economy and creating much-needed local jobs is Kangaroo Island’s new $70 million desalination plant, which will effectively waterproof the island.

Reducing its vulnerability to drought, the plant will meet Kangaroo Island’s current project water demand, and opens the door for local industry sectors to explore how they can use water infrastructure to diversify their businesses and contribute more to the island’s economy.

KIC has also secured funding in partnership with Telstra to be invested in world-class communication networks, which are essential for economic growth and development throughout the region.

“Improved mobile coverage and connectivity will provide regional residents and business owners with access to mobile data and the power of the internet of things (IoT), which has, for example, been shown to increase agricultural productivity by 20 percent,” Georgopoulos tells us.

“Additionally, it will provide improved infrastructure for key industries such as health and education, as well as government and tourism services,” he continues.

Residents, visitors and businesses will also soon benefit from a more reliable and resilient communication thanks to a $2.6 million grant to build open-access towers, set to be completed by mid-to-late 2022.

Conscious of mobile blackspots

KIC TOWN CENTRES PROJECT – KEY WORKS Kingscote – Improved pedestrian access through flushed kerbs and raised crossings, widened and resurfaced footpaths, street plantings, and furniture.

Penneshaw – Additional protuberances to create passive speed reduction, and a greener and more attractive main street that enables pedestrians and vehicles to move more safely in the precinct and allows long vehicles to park for short periods.

American River – Improvements to the town centre appearance by better defining pedestrian and vehicle areas (including parking and footpaths) along Tangara Drive and around the wharf precinct, as well as coastal-tolerant native street and tree planting and furnishings. The proposed works will enable safer pedestrian movement and an overall tidier and better-defined American River town centre.

Parndana – Street planting to reduce the scale and improve the appearance of Cook Street, with the creation of a town square helping to create a focal destination for locals and visitors. Vibrant artwork, furniture, reclaimed materials and planting in this space will improve the appeal of the town centre.

and the anxiety they can cause, KIC welcomes any opportunity to increase Kangaroo Island’s telecommunications capacity, which communities rely on for their work, children’s education, everyday life, and is particularly evident when keeping people safe during natural disasters or emergencies.

The initiative is designed to build critical infrastructure and technology to significantly improve Kangaroo Island’s emergency response capabilities, and an open access fixed wireless network will enable fail-safe communication in the event of a natural disaster, as well as a real and viable alternative should there be APAC Outlook issue 56 | 199

KANGAROO ISLAND COUNCIL LOCAL GOVERNMENT

fibre or cable outages.

As the towers are openly accessible, it means that residents and visitors don’t have to rely on one single provider or type of communication technology, which all adds up to a more robust network built for everyday use and to deal with crises.

ATTRACTING INVESTMENT Meanwhile, the development of a new 18-hole, links-style golf course resort has been proposed on the Dudley Peninsula, complete with practice facilities, a clubhouse,

200 | APAC Outlook issue 56

tourist accommodation lodges, and residential housing.

It is anticipated that more than 50 new jobs could be generated by the proposal, accounting for some two percent of Kangaroo Island’s employment market and a tenth of tourism employment, which could see the project become one of the largest tourism employers on the island.

It comes as KIC looks to attract more investment from around the globe with new projects, keen to work with interested parties on land and urban development initiatives, new

business opportunities, and events that drive visitation.

“A new international-standard golf course is being planned, which will open a new market of tourism,” Georgopoulos states.

“The council is working closely with SA Tourism on initiatives that will drive more visitors to the island. There is also a new advertising campaign through the Kangaroo Island Tourism Alliance (KITA) which is close to being unveiled and will spotlight the attributes and appeal of the island even more.”

KANGAROO ISLAND COUNCIL LOCAL GOVERNMENT

A major $10 million investment in the Kangaroo Island Hospital in Kingscote is also in the pipeline to improve healthcare on the island, with the delivery of up to 20 accommodation units for healthcare workers and medical students.

Along with upgrades to the island’s one and only airport in Kingscote, restoring key marine facilities such as the native oyster reef will benefit the community, marine environment, and local economy.

By bringing shellfish reefs back from the brink of extinction, a better future will be created for both people and nature on the island, by creating jobs whilst also ensuring there’s more fish, cleaner water, and greater opportunities for recreation and tourism as well as science and research.

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PTY.

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LTD.

admin@dencocivil.com.au Office: 08 8280 6807 After hours emergency contact: Nicola Webb: 0409 498 966 Nicola Webb Director/Admin: 0409 498 966 Jamie Thomas Project Manager: 0428 966 578 Wade Hillman Site Supervisor: 0439 414 154 www.dencocivil.com.au

With KIC actively pursuing more grant opportunities, Georgopoulos believes they can be a game-changer in delivering improved services and amenities on Kangaroo Island.

“This is a year of stabilisation, making sure we are on target with our long-term financial plan. The council will also continue its asset renewal programme by sealing, re-sealing, and making our large road network safer for local residents and tourists alike,” he concludes.

KANGAROO ISLAND COUNCIL Tel: 08) 8553 4500 kicouncil@kicouncil.sa.gov.au www.kangarooisland.sa.gov.au APAC Outlook issue 56 | 201

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

What is your greatest success story of initiating change within your company?

Allan Fidock CEO, Batchfire Resources “I think what I’ve been able to bring to the business is a level of stability, experience, and leadership that enables people to do their roles. I took the opportunity to bring in some new people, some I knew and others who are entirely new, so we’ve got a lot of fresh faces in key roles.

“We’ve taken on the task of building credibility with the workforce, showing people what can be achieved, and giving them the scope and the room to do their jobs. I think I’ve bought that level of direction to the business and there’s no rocket 202 | APAC Outlook issue 56

science about it, it’s just the way I do things. There’s still a long way to go but there’s certainly more of a sense of confidence around the workforce and the staff that we’re on the right track.”

Ginny Foo CEO, Innoquest Diagnostics “The success of the Innoquest story lies in the fact that we are always open for change, ready to innovate and dare to dream, and to see that dream become a reality.

“I have been with this organisation since January 2004 and I have seen it morph from a small insignificant and struggling laboratory provider to become the biggest independent private laboratory in the region, with the highest level of automation and capabilities in the space of 18 years.

“This would not be possible without the vision from the very beginning and the blood, sweat and

tears poured in through the years from all the stakeholders to make this happen.”

Jeanette Cheah CEO, Hex “I would say the fact that we were able to keep a predominantly travel based business alive during the COVID-19 pandemic – and not just alive but growing.

“We scaled our services to four different countries without having to fire any staff. Pivoting our company from being less travel-based to more tech-based was my proudest achievement here. And through all that, we managed to take really great care of our students.”

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

Keeping the lights on across Queensland and beyond...

BATCHFIRE RESOURCES MINING

RESOURCES

F O R A S U S TA I N A B L E FUTURE

I

t’s an exciting time to be in Australian coal mining.

Earlier this year, the federal government’s Resources and Energy Quarterly report forecast that Australian coal would soon become the second commodity to surpass AUD$100 billion in annual exports.

In the corridor of central Queensland’s Callide Valley, one company poised to exploit this dynamic market shift is energy coal producer, Batchfire Resources (Batchfire).

On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero. We explore a community-centric company culture with CEO, Allan Fidock Writer: Marcus Kääpä | Project Manager: Kyle Livingstone

After stepping into the role just eight months ago, Fidock is set to ensure that the company is positioned to leverage these extremely favourable market conditions.

Following the discovery of bituminous coal deposits on these resource-rich lands in 1890, the Callide Mine has been in operation since 1944, before Batchfire became owners of the Callide Basin resource in November 2016.

Located 120 kilometres southwest from the Port of Gladstone, the operations of the mine are intrinsically linked to the livelihood of the Biloela township and Banana Shire as the beating heart of the local community.

Batchfire is the Callide Valley’s largest employer and the mine is a catalyst for regional prosperity, driving the BATCHFIRE RESOURCES local economy, forming partnerships MINING and creating a culture of local participation.

With the basin spanning over 16,000 hectares, the Batchfire tenure boasts a significant estimated resource potential of 1.07 billion tonnes of coal. Using conventional open-cut mining methods, the mine’s low-sulphur energy coal plays a significant role in domestic power generation, alumina refining, and international electricity generation.

Aside from the export segment, Batchfire’s open-cut energy coal operation is a vital source for its neighbouring power stations – Callide B and Callide C, owned by CS Energy.

On an annual basis, Batchfire provides up to six million tonnes of ultralow emission “It’s a new level of direction that sulphur, do not low need tofugitive spend long periods of and governance approvals and I’ve brought to the business – there’s requirements, including paying all time working away from home. energy coal to these power stations, no rocket science behind it, it’s just “Both as a mine and a company, necessary royalties and tax. the way that I do things,” hehelping shares. we have a very closelights association with “We are always working to build to keep the on across “There’s always so much more that we the township of Biloela and draw the our ESG credentials and undertaking Queensland can do, but now there’s certainly more majorityand of ourbeyond. employees from that a number of projects within this to of a sense of confidence aroundThese the community,” explains Fidock. domestic markets are aensure that we are environmentally workforce and the staff that we’re on “Our social governance, our maintaining our tenements as we Allan Fidock, CEO, crucial component the Batchfire the right track.” commitment to andof engagement with should.”

Batchfire Resources This empowerment and motivation town is extremely strong.” sources The mine’s three active areas – portfolio.that While renewable of employees is intrinsically linked to The Callide Mine has been a key Boundary Hill, Trap Gully and Dunn play an increasing role infor delivering the support of the overall community, Creek – ensure Batchfire maintains source of local employment considering that Batchfire stands more than 75 years, and maintaining the Callide Mine’s proud record of a “The export market at the moment Australia’s energy needs, coal remains as the Callide Valley’s largest single these partnerships and supportive reliable coal supply, local employment and a significant contributor relationships a major priority is extremely solid in termsemployer of pricing, a vital source of remains electrical power,and business opportunities. to the local economy. for Batchfire. Working in a beneficial Batchfire recognises the First and is reaching historical highs,” providing ofand Australia’s Around 85 percent of Batchfire’s way75 withpercent both the people the Nations Gaangalu Nation People land are the fundamental aspects (GNP) as the Traditional Owners opens CEO, Allan Fidock. 800 full-time equivalent direct total electricity supply in 2020 alone. employees reside within the Callide Valley, with the company accounting for 42 percent of all local employment.

This eliminates the need to rely on fly-in fly-out workers. It is a model of employment that contributes to connection within the local community, meaning that employees

2 | APAC Outlook issue 56

of the company’s commitment to responsibly develop the resources of the Callide Basin whilst preserving the environment for future generations.

APAC Outlook issue Batchfire seeks to maintain and improve its ESG credentials built on a baseline of ensuring compliance with all environmental, mining tenure

and Native Title claimants over the land upon which it operates.

Its relationship with the GNP helps | 3 partnerships around to develop 56 cultural heritage management and enable access in support of the GNP maintaining connection to country.

“We are actively pursuing business

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“It’s extremely important to us that we are seen – and I believe that we are – as a good corporate citizen, not only for the region, but also for the state.

We can always do more, but we’re very conscious of our place both within the community and the region.”

LOOKING AHEAD For the near future, Batchfire has its hands full with plans for increasing production levels and implementing the range of initiatives on its journey to Net Zero.

“We are investing in a new fleet of gear so that we have the best technology on site. This allows us to be more efficient, whilst also improving working conditions for our employees. After all, if you’re sat operating a truck, you’d rather be in a brand new one!”

But for Fidock, an entirely employee-centric outlook best defines Batchfire’s priorities in the years ahead, especially as the company is in the stages of recruiting more workers.

“As we are getting more and more employees on site, we want to become an employer of choice to ensure that they stay. It’s all about making people feel safe and secure, and rewarding them for their performance.”

As part of this, Batchfire is implementing extensive training and development plans at all levels.

This includes supporting its frontline supervisors, to ensure that they continue to upskill and have the confidence to motivate their crews.

“Most importantly, we’re ensuring safety is a daily, ongoing priority,” Fidock adds. “We want our employees to return home uninjured each evening – perhaps just a little bit more tired than when they left for work!”

Drawing to a close, Fidock returns to the all-important notion of credibility, as the adhesive that binds the company‘s goals and ambitions, with the people that can make them happen.

“We are now going through a process of looking to achieve targets that might not have been within reach previously, both in terms of production and a quality of output basis.

“We’re getting credibility with our workforce because we are achieving those targets – we’re showing that they’re not out of reach, and we are bringing them along with that journey.

We want our employees to be proud of what they achieve on site.”

Tel: 07 4845 1500 callide.info@batchfire.com.au www.batchfire.com.au

14 | APAC Outlook issue 56

APAC Outlook issue 56 | 15

14 | APAC Outlook issue 53

APAC Outlook issue 53 | 15

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

Batchfire Resources has told its story.

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2 | APAC Outlook issue 53

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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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Now, why not tell yours? Our bi-monthly magazine APAC Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting Hitachi is also committed to reducing

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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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