APAC Outlook - issue 60

ATOMOS

The future of video production starts here

LINK ALLIANCE

An update on the progress of Auckland’s City Rail Link, the largest infrastructure development project ever undertaken in New Zealand

TOPICAL FOCUS Best-selling author, Creative CEO and empathy advocate, Mimi Nicklin, shares her thoughts on the culture of modern entrepreneurship

“Proud to be Digital”

For over a decade, our portfolio of in-house magazines has been lovingly produced, printed, and distributed to our esteemed subscribers across the globe from our headquarters in the UK.

But now we are moving with the times, adopting a digital-first approach by producing online-only publications. A major factor in this decision is to minimise our environmental footprint, reducing the carbon emissions involved in the logistics of print magazine distribution and the resources required therein.

SUSTAI

Going forward, we will provide print orders of any magazine in-line with the requests of our featured companies, subscribers, and conference & expo partners.

Please get in touch for a print-on-demand quote or visit our website to find out more.

“We always planned that when our digital subscribers consistently accounted for 85% of our total magazine subscribers, we would cease printing our publications in-line with our environmental and sustainability goals.”

– Ben Weaver, CEO, Outlook Publishing Ltd

EDITORIAL

Editorial Director: Phoebe Harper phoebe.harper@outlookpublishing.com

Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com

Editor: Jack Salter jack.salter@outlookpublishing.com

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

Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com

PRODUCTION

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

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

Designer: Sophs Forte sophs.forte@outlookpublishing.com

Junior Designer: Louisa Martin louisa.martin@outlookpublishing.com

Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com

Social Media Executive: Bria Clarke bria.clarke@outlookpublishing.com

Production Assistant: Megan Cooke megan.cooke@outlookpublishing.com

Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com

BUSINESS

CEO: Ben Weaver ben.weaver@outlookpublishing.com

Managing Director: James Mitchell james.mitchell@outlookpublishing.com

Sales Director: Nick Norris nick.norris@outlookpublishing.com

Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com

HEADS OF PROJECTS

Callam Waller callam.waller@outlookpublishing.com

Deane Anderton deane.anderton@outlookpublishing.com

Eddie Clinton eddie.clinton@outlookpublishing.com

Ryan Gray ryan.gray@outlookpublishing.com

BUSINESS DEVELOPMENT DIRECTOR

Thomas Arnold thomas.arnold@outlookpublishing.com

TRAINING & DEVELOPMENT MANAGER

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

PROJECT MANAGERS

Dennis Morales dennis.morales@outlookpublishing.com

Jordan Levey jordan.levey@outlookpublishing.com

Kierron Rose kierron.rose@outlookpublishing.com

Kyle Livingstone kyle.livingstone@outlookpublishing.com

Liam Pye liam.pye@outlookpublishing.com

Nicholas Kernan nicholas.kernan@outlookpublishing.com

Taylor Green taylor.green@outlookpublishing.com

ADMINISTRATION

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

Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com

Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

CONTACT

APAC Outlook

Norvic House, 29-33 Chapelfield Road

Norwich, NR2 1RP, 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

Game-changing Transport

Across the Australasian landscape, titans of transport are joining forces to optimise connectivity through bold new endeavours. Our cover feature foregrounds the consortium of companies taking innovation underground to deliver the largest infrastructure development project ever undertaken in New Zealand.

Delivered by Link Alliance, the City Rail Link (CRL) is a pioneering underground metro system that will bring world-class rail services to Auckland.

“The CRL is a metro project which will be a game-changer for Auckland’s transport network when it opens,” shares Project Director Francois Dudouit, as he provides us with an exclusive update on the mega-project’s progress.

Continuing the subterranean theme, we speak with M Resources Pty Ltd. as an industrial leader in trading, marketing and consulting for metallurgical coal.

In conversation with Founder and President, Matt Latimore, we explore the fraught context of the modern coal industry as it confronts an increasingly negative rhetoric in favour of alternative, sustainable materials.

Channelling a similar emphasis on sustainability and environmental benefits, we showcase the historic packaging specialist Schur, as it works towards a future based on a systematic approach to circular sustainability and end-toend packaging systems.

Meanwhile, we bring you exclusive corporate stories from an eclectic selection of companies across Asia Pacific, from food delivery van operator, Tasty Fresh Food Co, to video production futurists, Atomos.

We hope that you enjoy your read.

Phoebe Harper Editorial Director, Outlook Publishing

20 SHOWCASING LEADING COMPANIES

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

22 Link Alliance

New Zealand’s New Metro

The infrastructure megaproject redefining Auckland’s transport space

4 2 Yarra Trams

The Network that Cares

All aboard at Melbourne’s tram service provider MINING

58 M Resources Pty Ltd.

The Metallurgical Marketeers Trading, consulting and investing in the metallurgical coal industry

70 TerraCom Forging an International Coal-ition Maximising multi-national mining mastery

102 Tasty Fresh Food Co

Five Star on Four Wheels Lunch vans delivering daily to the workplace

110 Burgertory Sinfully Delicious

The burger chain with a devilish play on purgatory

118 Epsilon

126 Atomos Sparking Creative Journeys

84 Schur

Future-Proof Packaging

Innovative and sustainable packaging solutions

92 Pacific Turbine Brisbane

Keeping Turbines Turning Tailored solutions for Australia’s growing aviation industry

98 Pacific Helmets NZ Ltd

At the Helm of Safety Passion, quality and protection for emergency services

ENERGY & UTILITIES

134 TOMRA Collection

Closing the Loop on the Resource Revolution

Reverse vending machines waging the war on waste

CONSTRUCTION

142 Balmain & Co

Diverse Developments Down Under Bespoke residential, commercial and civil construction projects

148 ADCO Constructions Becoming the Builder of Choice Upgrading Australian construction brick by brick

Around Asia Pacific in seven stories…

CHINA TO RESUME CROSSBORDER TRAVEL

CROSS-BORDER TRAVEL BETWEEN mainland China, Hong Kong and Macau will fully resume on 6th February 2023.

Existing quotas and mandatory COVID-19 tests that were required before travelling are to be scrapped, meaning group tours between China and its two special administrative regions will return, whilst the number of customs checkpoints open will also revert to pre-pandemic levels.

The announcement came just a day after a promotion campaign launched by Hong Kong, which includes half a million free flights to try and entice visitors, businesses and investors back to the financial hub whose borders have largely been sealed off for the majority of the past three years due to COVID-19.

STARLINK ON TRACK FOR PHILIPPINES ENTRY

THE SATELLITE INTERNET unit of Elon Musk’s SpaceX is finally set to be introduced to the Philippine market this year.

Starlink’s high-speed, low-latency broadband internet service will be rolled out within the first quarter of 2023, a gamechanger for the Southeast Asian archipelago where broadband coverage is patchy.

Plans to start offering high speed, low latency internet were pushed back in December, following delays in the production and deployment of low earth orbit satellites.

Only seven out of every 100 people have fixed broadband subscriptions in the Philippines, which lags far behind its regional neighbours such as Singapore, Malaysia and Thailand.

INDIA TO BOOST CAPITAL SPENDING

THE INDIAN GOVERNMENT has proposed boosting capital spending by more than a third in the next fiscal year.

As part of its efforts to support the growth of Asia’s third largest economy, the increased spending on infrastructure projects such as roads, ports, and housing will help to create

jobs and grow productivity.

It is the third year in a row that capital expenditure has been steeply increased, with 100 new projects also identified for last mile connectivity.

Job creation is being prioritised by Prime Minister, Narendra Modi, who faces re-election next year and adds that the budget will focus on the youth, women, farmers, and the socially underprivileged.

NEW BANKNOTE HONOURS INDIGENOUS AUSTRALIANS

THE RESERVE BANK has decided to update the AUD$5 banknote to feature a new design, in tribute to the culture and history of the First Australians.

Welcomed by Aboriginal politicians and community leaders, the decision follows consultation with the Australian government.

It will replace the portrait of Her late Majesty Queen Elizabeth II, with the other side of the brand new note, which will take a number of years to be designed and printed, to continue

featuring the Australian Parliament. The current banknote will continue to be issued in the meantime, and will be usable even after the new design is introduced.

NISSAN SHOWCASES SUSTAINABLE MOBILITY INNOVATIONS

AN EVENT IS being held by Nissan to showcase how the Japanese automobile manufacturer is shaping the future of sustainable mobility and innovative design.

Nissan Futures will take place from 4th February to 1st March 2023 at the company’s Global Headquarters Gallery in Yokohama.

A physical concept model of its convertible Max-Out electric vehicle (EV) has been unveiled as part of the Nissan Futures launch and will be on display for the entire occasion, embodying Nissan’s commitment to providing greater access to sustainable and innovative mobility.

The event will feature interactive customer events, panel discussions with experts, and various displays to exhibit Nissan’s sustainable innovations.

MISSING RADIOACTIVE CAPSULE DISCOVERED

MINING A TINY RADIOACTIVE capsule that went missing last month has been found by authorities in Western Australia (WA).

Rio Tinto, the world’s second largest metals and mining corporation, has apologised for losing the device which is used in the mining industry as a density gauge.

The pea-sized capsule was lost whilst being transported along a 1,400 kilometre route across WA, triggering a huge week-long search. It contained a small quantity of Caesium-137, which could have caused serious harm if handled.

A serial number enabled authorities to verify that they had found the right capsule, which measures just six millimetres in diameter and has now been placed into a lead container.

ENERGY & UTILITIES

JAPANESE UTILITIES IMPROVING ENERGY SECURITY

EFFORTS TO CUT thermal coal import costs by switching to lower quality grades and widening import sources are being stepped up by Japanese power utilities.

Coal imports from Russia have been drastically reduced by Japan as a result of the war in Ukraine, which has squeezed global energy supplies and caused a record surge in the price of coal and liquefied natural gas.

Cheaper low-to-mid-grade coal is being burned as a result, and new suppliers are being sought by the world’s third largest importer of coal to fill the void. Japan has subsequently diversified its thermal coal imports to include several sources in Africa and South America.

‘MAKING IT’ AS A WOMAN IN TECH

Running a global software company is arduous, especially during a pandemic. As Chairwoman of FPT Software, an average working day during the past two years has been 14 to 15 hours.

These long hours can make life difficult for women. This is particularly true in Vietnam and Asia for those with caring roles because of the high service culture and the need to work across time zones. At FPT Software and other information technology (IT) outsourcing service providers, both business leaders and employees expect to work round the clock to meet customers’ requirements.

Written by: Chu Thi Thanh Ha, Chairwoman, FPT Software

FPT Software powers the IT of some of the world’s largest companies in automotive, banking and finance, logistics and transportation, and utilities. With more than 700 customers in Asia, North America and Europe, the company’s sales grew by 23 percent in 2021 to more than USD$500 million. My goal is to double that to USD$1 billion by 2023.

Growth needs to be durable and sustainable, looking up to 10 years ahead. The task will demand all the resilience and determination I have shown since joining FPT Corporation, FPT Software’s parent company, as an economics graduate almost three decades ago, after rejecting more typical female careers such as teaching or marketing.

Chu Thi Thanh Ha, Chairwoman of FPT Software, talks about her experiences as a woman in tech, overcoming prejudice and her ambition to create a billion-dollar company

I set a goal for myself to overcome the prejudices of society and my family, to venture into a difficult but attractive field. In FPT, I saw the image of a next-gen organisation where talents are appreciated, and superiors and colleagues will act as teachers to help you grow no matter who you are or your gender.

WOMEN IN IT

In my early days at FPT, IT was not a common career choice for Vietnamese women due to its heavy workloads and low internet penetration rate. However, I was not afraid to knock on every door to market computers and IT equipment. I even crawled under desks to install computers for customers, anxiously waiting for the internet connection signal to the computer.

Back in the early 1990s when I attended a conference in Singapore, there were very few women in the hall. But in recent years, the number of women at such technical events has increased dramatically.

Similarly, at FPT, the share of women is now 39 percent, compared to 36 percent a decade ago. This represents progress in our organisation towards the encouragement and motivation of women in the IT field.

One role I have noticed senior women taking on in new tech is creating sustainable growth for their businesses. This includes environmental protection, reducing CO2 and green manufacturing processes.

Nevertheless, Asian women have fewer opportunities in IT. In North America and Europe, there are more female leaders, and they also hold higher positions.

Compared with other industries, there is now less of a gender divide in IT. In fact, one of FPT Software’s big automotive customers said that it chose to work with FPT Software partly because the company has a

chairwoman. That customer explained that women leaders are better at risk management, which is extremely important during the global crisis. The key to success here is to know where your strengths are, to focus on and nurture them to perform better at work.

DRIVING DIGITAL TRANSFORMATION

The biggest challenge in driving global digital transformation and IT services is understanding complex business processes of different vertical industries such as manufacturing, healthcare or utilities. This is essential to provide tailor-made products and services that solve business pain points.

The fact that FPT Software has applied digital transformation and automated management to its own business processes has reinforced its credibility and has been highly praised by its customers.

The plan is to expand and upskill the company’s current workforce of 20,000 and gain more customers in additional countries and vertical industries. This is to optimise our mix of offshore, nearshore, and on-site delivery models to assist our clients 24/7 with competitive costs.

FPT Software’s female leaders have contributed greatly to this digital transformation and management process. During the COVID-19 phase, they worked extremely hard to maintain the health and safety of other employees through coordinating vaccination campaigns and supporting activities for employees’ families.

Effective leadership depends on setting an example. When you are the head of an organisation, people look at you for guidance, so you must role model the thoughts and actions that you would like to see in others.

I often take on the role of mentor and speak at internal workshops and training programmes such as

‘Pioneering Flag’. This initiative is aimed at improving the capabilities of FPT Software’s project and midlevel managers while enhancing their engagement with the company.

Today there are more opportunities for women to prove their abilities in becoming great leaders, but they might need inspiration and encouragement from others. That’s why I take every chance to participate in inspiring activities and to share my experience and perspective as a female leader with other women.

Leaders should think far ahead, prepare for whatever may come, and navigate their organisations. You also need to care about the people who follow you. Are they capable enough? Are they happy? What problems do they have in life? How do you help them?

Leaders with vision can drive the organisation to go far, while empathy makes sure employees are in it for the long haul. I stick to my goals and promises. No matter how difficult or boring the task is, I never leave it undone and always do my best to fulfil my commitments.

ABOUT THE EXPERT

Chu Thi Thanh Ha is Chairwoman of FPT Software. She has held senior positions across the FPT Group, and became Deputy General Director at FPT Corporation in 2011. In 2019 she was appointed chairwoman at FPT Telecom, before taking on her current role in 2020. In 2015, she was listed among the Top 10 most outstanding businesswomen of the next generation by Forbes Vietnam, and two years later she was named as one of the Top 50 most influential businesswomen in Vietnam.

A VOICE FOR WOMEN IN STEM

Dr Morley Muse is a Chemical, Environmental and Renewable Energy Engineer, a Board Director of Women in STEMM Australia and co-Founder of iSTEM. Co. She discusses shaking up an industry for the benefit of CALD women across the nation

Writer: Phoebe Harper

APAC Outlook (AO): What inspired you to become an advocate for women from diverse backgrounds within STEM?

Dr Morley Muse (MM): As a woman from a minority background working in STEM, I have faced personal and professional challenges whilst in

pursuit of my career aspirations. As a scientist, engineer and passionate advocate for women in the field, I have advocated and worked across various STEM/NFP organisations to create change.

My leadership journey in advocating for the diversity of women in the industry began during my PhD,

when I realised the difficulties of being a woman in a male-dominated field. The underrepresentation of female engineering students led me to co-found the Women in Science and Engineering (WISE) Club at Victoria University to empower and support female STEM students and encourage girls to pursue STEM careers.

Driven by my passion, I began engagements with Women in STEMM Australia (WISA), in 2018 and was appointed to the board as a director in 2019 which I still serve to date. WISA has created a diverse, inclusive network of STEMM professionals at all levels of academia, industry, education, business and government and includes all women in STEMM regardless of their discipline and profession. Through my work with WISE and WISA, I gained a deeper understanding of the barriers women in STEM face, such as gender stereotypes, lack of flexible employment, harassment, caring responsibilities, and recruitment bias. I also realised that the conversations about gender equity often exclude the intersections of gender like race, ethnicity, and disability. I found alarming statistics from Australia’s STEM Workforce Report by the Office of the Chief Scientist (2020), that showed only 29 percent of the STEM workforce identifies as women and 56 percent of university-educated women in STEM were born overseas but experienced four times higher unemployment rates. To address the issue, I partnered with Dr Ruwangi Fernando to co-found iSTEM Co, which aims to promote employment and retention for women in STEM, including women of colour and women from culturally and linguistically diverse (CALD) backgrounds.

AO: Why is it so important that conversations surrounding women in STEM go beyond gender equity to explore the intersections of gender, particularly for CALD women?

MM: The discussion around diversity and inclusion has increased in recent times yet the dial has barely shifted for women in STEM, particularly for women of colour and women from CALD backgrounds. In Australia, it’s been identified that there are more than 200,000 vacant STEM jobs, which has continued to grow by more

than 2.5 percent annually since 2019 and the demand for STEM workers will increase to 1.9 million by 2024. This shows how critical the sector is for our economic growth and global competition.

Whilst the focus on increasing the number of women studying STEM is great, especially with initiatives like the Elevate women in STEM programme by the Australian Academy of Technological Sciences and Engineering, it is equally important to create employment opportunities where these women can apply their learning in real-life environments. They say “you can’t be what you can’t see”.

Having women in STEM workplaces should not only be seen as a good social cause, but also as an economic one. Research shows that the Australian economy will improve by AUD$25 billion if more women are supported into work

Businesses are pushing hard for diversity without proper spaces of inclusion, which will eventually lead to high attrition rates and lack of retention. For us to meet the STEM skills shortage that we currently face, all hands must be on deck. Hence, the necessity of having women from all backgrounds, regardless of race, ethnicity, or disability, contribute their skills to the STEM sector.

AO: How does iSTEM Co. encourage a sustainable, diverse and inclusive way of working in STEM?

MM: Gender bias is a massive contributor to the issues women face in trying to secure a STEM job. iSTEM Co. is a company addressing this issue and was founded out of our own personal struggles and challenges with gaining employment. It is a research, consulting and talent-sourcing company that enables the employment and retention of women in STEM including women of colour and women from CALD backgrounds.

“CONVERSATIONS ABOUT GENDER EQUITY OFTEN EXCLUDE THE INTERSECTIONS OF GENDER LIKE RACE, ETHNICITY, AND DISABILITY”

– DR MORLEY MUSE, CO-FOUNDER AND DIRECTOR, ISTEM CO.

Considering the current demand for more STEM-skilled workers in Australia, iSTEM Co. is well-positioned to address the unemployment and under-employment of women in STEM from an expert and lived experience perspective. This is the core of our mission at iSTEM Co., to create a safe and inclusive recruitment process and enable employment of all women in STEM.

As part of our efforts to improve employment of women in STEM, we are now transitioning to a recruitment-tech platform, DEIR (Diversity, Equity, Inclusion, and Retention), which is a subscription-based platform, aimed at providing women in STEM with job opportunities in a safe and inclusive environment.

Previously, STEM employers have cited insufficient applications from women including women of colour

and CALD women for the lack of diversity in their workplaces. On the other hand, female candidates have cited recruitment bias from their names, career gap, and parenting. For women of colour, the discrimination even extends to their accent, country of origin, ethnicity and cultural identity. We decided to solve the puzzle by creating an inclusive and equitable platform where employers can post jobs and candidates can search for work.

DEIR is set to eliminate recruitment bias women face through its unique features, including anonymous recruitment, job benchmark, ethical job posting, standardised interview process, mentoring retention programme, and an endorsement badge for ethical and inclusive employers. DEIR is already gaining attention and is the winner of the 2022 Lift

women awards under the social impact category. It will be launched in March to celebrate International Womens Day. We are also seeking angel or seed investment funding to build and develop DEIR and welcome any interested parties to contact us directly at morley.muse@istemco.com or via LinkedIn for further discussions. Stay tuned and follow our progress journey

ISTEM CO.

morley.muse@istemco.com

https://istemco.com

WEAVING A FUTURE FOR WOMEN IN BUSINESS

Since Charly Jacobs launched the first Uri Studio (Uri) basket bag collection in the spring of 2021, the company has been a tour de force in the retail industry. Jacobs’ own journey into motherhood was the catalyst for the seed-tostore business, as she was inspired by her daughter to build a legacy and decided to explore her Filipina heritage.

It was in the province of Iloilo on Panay Island where Jacobs discovered she had inherited a fecund plot of land, and with the government’s contribution of 500

Abacá saplings, Uri grew into a viable business model. The product – basket bags made from Abacá, the fibre made from the grown tree - was already at the development stage on paper, and the resources and material soon followed.

“I had an abundance of time whilst breastfeeding my daughter, so, I was able to draw up designs and ideas before the land came into play. I wanted to research a durable, sustainable and regenerative fibre, so I did a tour of the eco farms with the government,” Jacobs shares.

Charly Jacobs, the powerhouse behind handwoven basket bag company Uri Studio, is inspiring women in the retail industry with refined designs, a sustainable supply chain, and a female-led workforce

Writer: Rachel Carr

Charly Jacobs

A RESPONSIBLE RETAIL ENVIRONMENT

Local weaving groups in the Philippines often consist of single mothers who are struggling to gain an income from their craft. The options for work in the province are limited, with women typically planting rice with their children strapped to their backs.

Around six weaving groups currently work for Uri, which champions transparency in the production process as well as the supply chain. The farmers and artisans are paid consistently and above the Fairtrade wage, and the workers are in safe, comfortable environments.

WORLD OF WEAVING

Jacobs’ interest in design began with her career as a clothes designer, but she always had an avid interest in basketry as one of the world’s oldest crafts. This encouraged her to look to her mother’s lineage in the Philippines, as a nation with a rich culture embedded in weaving.

“The Philippines is rich in skills, it has a wealth of lineage in weaving, since weaving fabrics is one of the country’s

main industries,” she comments.

Uri is a cottage industry company which not only designs its own bags and baskets, but grows the fibre, harvests it for the material, and weaves the products.

The brand’s sustainable manufacturing process, practical designs with biodegradable bodies and linings and its 95 percent female workforce represent Uri’s key differentiators.

“Along with wanting to create a sustainable fashion brand, it was important to me to give opportunities to other women, including mothers and grandmothers,” adds Jacobs.

SUPPORTING COMMUNITIES

Jacobs’ understanding of entrepreneurship and motherhood affords women the opportunity to take care of their children and earn

“ALONG WITH WANTING TO CREATE A SUSTAINABLE FASHION BRAND, IT WAS IMPORTANT TO ME TO GIVE OPPORTUNITIES TO OTHER WOMEN”

– CHARLY JACOBS, FOUNDER, URI STUDIO

an income simultaneously. Employing the talents of the local artisans in impoverished matriarchal communities is an important part of the Uri ethos.

“Our main hires are female artisans in the Philippines,” she says. “I wanted to elevate the manufacturing industry in that country, and I have so much respect for the level of craftsmanship shown by the people who work for us.”

Through Uri, Jacobs hopes to inspire and empower the next generation from within the local Filipina community.

“The general consensus is the culture of weaving is for the elders, but I want to incentivise the younger community. My vision for the future is to support education within our communities, particularly the young. Upskilling and providing a future is hugely important to us. We can put a percentage of the revenue from our

bags into a fund which will pay for their education and healthcare.”

Uri already invests in the lives of women in the Philippines, but Jacobs wants that investment to continue down the generations.

“I would love to employ and train within our communities. The younger generation and children inspire me. I hope they see a structure like Uri and think about the whole supply chain, so new brands that come through are sustainable and ethical,” she shares.

The whole process is not without its difficulties: combining remote mountain weaving communities with treacherous terrain and monsoons means meeting deadlines can be challenging, but Jacobs is tenacious, and she remembers her motivation for undertaking the task.

“To be able to creatively collaborate is one of the reasons I do this. I get inspiration from the traditional weaves that the women do, and I work with their skill set and refine it,” she surmises. “I hope that we can continue to evolve our designs as the communities that we work with continue to progress.”

“I keep going so I can inspire another Filipina child to be part of the Uri story.”

Best-selling author, Creative CEO and empathy advocate, Mimi Nicklin, shares her thoughts on the culture of modern entrepreneurship

Writer: Phoebe Harper

APAC Outlook (AO): Reflecting on your own experiences as a female founder, have you encountered many challenges as a result of your gender?

Mimi Nicklin (MN): As a female founder of a global marketing agency, we work across a variety of cultures, and that means I can spend a lot of my time as one of the only women in the room. I have often faced the reality of men only

speaking to other men or replying to a man when I have asked the question, so I’ve developed strategies to reclaim my voice and power in these situations. If this happens during a meeting, I recognise the shift and ensure the focus tips back at the right time, and I regain leadership of the meeting as necessary. Inclusion is the core of everything we do as a company, so I try to create a space for wider, positive discussion while staying aware of cultural sensitivities.

AO: In your opinion, what role does empathy play in shaping a successful CEO?

MN: As the environments we work within become ever tougher and sharper edged, especially in the ongoing tumultuous global reality, we are seeing employee productivity and performance dwindle. We have a deep problem at the exact point where humanity meets capitalism, and there is a lack of balance between the two which is impacting the per-

formance, motivation, and capability of team members. This is a problem fuelled by three key parts. First, an ubiquitous obsession with growth at all costs which sees employee wellness drop in importance; second, a never-ending stress cycle which is impacting staff at all levels; and third, a widespread disconnection between our people and corporate culture at an unprecedented scale. Hybrid remote working fuels the complexities of these further. A successful CEO must balance the ability of their employees in delivering whilst committing to their sustainable wellness as people in doing so. The ‘E’ in CEO today would benefit from becoming ‘empathy’ to achieve this.

AO: What led you to write your book, Softening the Edge?

MN: The inspiration, or vision, behind the book comes directly from a desire to overcome the 30 years of declining empathy levels, and the deeply sad realities and contentious events occurring in our world. I have a deep sense that an elevation of the discussion surrounding human empathy and global leadership is a conversation we all need to hold. We only need to look around ourselves to see what that picture looks like. Anxiety levels are on an ever-upward spiral, the great resignation continues to impact

every global market, and we live with the deeply unsettling truth that the second biggest killer of our youth, globally, is suicide.

Empathy is evolutionary and it is a critical skill in connecting and protecting our people, our workplaces, and our teams, and yet we have let years pass with this skillset declining. It is a skillset that is now a new benchmark for any organisation that gathers humans behind a mutual goal. Empathy is innate, but the choice to use it is in each of our hands, and I hope my book encourages more businesses to consider this critical.

AO: Being based in Malaysia, do you find this an enabling or welcoming environment for female entrepreneurs?

MN: I absolutely do. Malaysia is full of welcoming and hard-working, passionate people who have embraced me and my family as we work remotely from here. I take great care to respect their culture and I feel the same back.

AO: Could you tell us more about why you choose to live by the mantra, ‘Life First, Always’ and what role this plays at Freedm?

MN: I believe that work is only one part of our lives and whilst it is critical to our growth and our career trajectory, there are other parts of our lives - our families, friends, pets, commu-

nities – that are a more long-term and rewarding facet of the time we spend on earth. At Freedm we live by this. We believe work should be greatly rewarding and motivating and that the only way to create this is to ensure we place focus on getting our wider living context and health, first. In this form we can be the healthiest and strongest versions of ourselves at home and at work.

AO: Finally, what are some of your key priorities for the year ahead – either with regards to Freedm or other entrepreneurial endeavours?

MN: As we begin this year, I am more inspired than ever with a new book deal, a brand-new podcast launching, a potential radio show…and a whole set of courses coming to the market for the first time! 2023 is going to be a big one for Empathy Everywhere. We’re going to expand our reach even further and spread as many empathy resources across Asia, Africa, and the Middle East as we can. This year is about bringing people together and helping them find their place in the world and workplace - a world where increased empathy is more of a necessity than ever. In 2023 our audience will learn lots more about listening and communicating with others - because my prediction is that this year will be the year Listening Leadership goes mainstream.

“ A SUCCESSFUL CEO MUST BALANCE THE ABILITY OF THEIR EMPLOYEES IN DELIVERING WHILST COMMITTING TO THEIR SUSTAINABLE WELLNESS AS PEOPLE IN DOING SO”

– MIMI NICKLIN, FOUNDER AND CEO, FREEDM

Tell us your story and we’ll tell the world

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

With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of the Asia Pacific region. We reach an audience of 220,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

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

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

NEW ZEALAND’S

NEW METRO

Auckland’s City Rail Link is the largest infrastructure development project ever undertaken in New Zealand’s history. We take a look at Link Alliance, the consortium of companies involved, and speak to Project Director Francois Dudouit about large-scale boring, and an update on the megaproject’s progress

Writer: Marcus Kääpä | Project Manager: Joshua Mann

Transport is constantly evolving to become greener, smarter and more efficient, and therefore requires the infrastructure to match.

In Auckland, New Zealand, City Rail Link (CRL) stands as the largest project of its kind ever to have been undertaken in the country and is set to reshape public transport and interconnect the Auckland region. Link Alliance is a consortium of seven New Zealand-based and international companies, including the client City Rail Link Ltd (CRL Ltd), which is delivering the main stations and tunnels for the CRL project.

The consortium also comprises construction partners Vinci Construction Grands Projects, Downer NZ and Soletanche Bachy International, and design partners WSP, AECOM and Tonkin + Taylor, to which the future owners and operators Auckland Transport and Kiwi Rail are associated.

CITY RAIL LINK

Transport in New Zealand currently relies heavily on roads and to a much lesser extent on air transport. Therefore, there are a lot of opportunities to develop rail infrastructure in a large city like Auckland and across the country, with rail infrastructure seen as one way to decarbonise the economy.

“The CRL is the first underground metro project in New Zealand and can be considered as a pioneer, which is

definitely exciting and motivating,” begins Francois Dudouit, Project Director of Link Alliance.

CRL’s world-class rail system will better connect Auckland’s entire rail network; there will be more trains and journeys will be easier and quicker. The twin 3.45-kilometre (km) tunnels, which have been built up to 42 metres (m) below the Auckland city centre, will connect downtown at Waitematā Station (Britomart) with a re-developed Maungawhau/Mount Eden Station on the Western Line. Two new underground stations will open up central city access: Karangaa-Hape (Karanghape) with entrances at Mercury Lane and Beresford Square, and Te Waihorotiu (Aotea) at Victoria and Wellesley Streets, midtown.

The work will transform the downtown Waitematā Station into a two-way through-station, and once complete, the project will allow the network to run at double rail capacity.

“The CRL is a metro project which will be a game changer for Auckland’s transport network when it opens,” Dudouit continues. “It is a turnkey project which includes the delivery of three stations (two of them being underground), the associated running tunnels, all electrical and mechanical equipment and rail systems, as well as testing and commissioning. It is the first metro project and the largestever transport infrastructure project in New Zealand.”

Honeywell

Honeywell has worked in New Zealand for more than 45 years, supporting key commercial buildings and justice and corrections projects. The company is experienced in critical infrastructure projects such as airports, transport and smart cities.

As a major supplier to Link Alliance, Honeywell will design, supply, test and commission both an Integrated Control System (ICS) and communication system across four CRL stations and tunnels. Honeywell will install its Enterprise Buildings Integrator (EBI) and Building Management System (BMS) solution across the stations to integrate more than 20,000 sensor points in a highly available configuration to provide the CRL operations team with a unified view across all the sub-systems installed in the tunnels and stations.

“We are pleased to expand our work with the CRL team to support this monumental infrastructure project, which will help to transform transportation in New Zealand,” said Michelle Bunting, General Manager, New Zealand Honeywell Building Technologies. “Our team is focused on creating a more seamless control experience for the CRL operations team while also creating a safer passenger experience with more comprehensive communications protocols. We are proud to help Link Alliance deliver New Zealand’s largest transport infrastructure project ever.” Honeywell previously supported upgrades and expansion work at the Britomart Station and has experience with complex subsystem integration projects in New Zealand and across the world.

buildings.honeywell.com

Mount Eden station

FROM OUR BUILDINGS YOU CAN SEE THE FUTURE.

Sustainability

Security

Fire & Life Safety

Building Management Systems

OT Cyber Security Services

Honeywell Building Technologies is transforming the way every building operates to help improve the quality of life. Our software, products and services are in more than 10 million buildings worldwide.

We provide connected building solutions that integrate comfort, security, safety and energy efficiency with easy-to-use dashboards that help turn building data into insights to drive results. We’re an industry leader in fire and life safety systems that improve responses to critical situations, and our integrated security systems provide access control, intrusion detection and video management to keep people safer.

For more information, please visit buildings.honeywell.com

APAC OUTLOOK:

CRL will double the number of people within 30 minutes of central Auckland – New Zealand’s biggest employment hub. When fully operational, 54,000 passengers an hour will use CRL stations at peak times. More than 2,000 people are building CRL; according to Dudouit, this project innovation and complexity is upskilling a workforce to benefit future generations, and an alliance delivery model was selected with due consideration to the size of the project, its complexity, and the risks.

“Delivery of the heavy civil works started mid-2019 and has progressed well in a COVID-19 environment with the project now transitioning to delivery of the architectural and system works,” he reveals.

CARVING A PATH

Large-scale tunnelling is a core operation within the project. The parallel tunnels MC30 and MC20, each with a drilled length of 1.6km, are located in the geological area called East Coast Bays Formation (ECBF). In the past, several tunnels had been dug with a tunnel boring machine (TBM) in the ECBF: Orakei Main Sewer, Rosedale Outfall and Waterview Connection. Based on this experience, an earth pressure balance (EPB) TBM supplied by German tunnelling machine manufacturer Herrenknecht AG was selected with a drilling diameter of 7.15m, a maximum pressure (Pm) of four bar, a cutting wheel equipped with ‘rippers’ and cutters for hard layers, and an opening percentage of 44 percent to overcome possible clogging.

FRANCOIS DUDOUIT, PROJECT DIRECTOR:

“After finishing my engineering studies, in 1986 I started to work on on a tunnel project as part of the Atlantic High-Speed line between Paris and Bordeaux in France. It was my first involvement on a major infrastructure project, and it was very exciting.

“I then started to work internationally in 1990. Since then, I have worked continuously abroad and gained experience on major and challenging infrastructure projects in Denmark, Hong Kong, the Netherlands and Sweden before arriving in New Zealand about five years ago. The great majority of the projects in which I was involved were underground and part of railway infrastructures for metro lines, ‘conventional’ passenger or freight lines or high-speed lines.”

CAN YOU TELL US A BIT ABOUT YOUR EXPERTISE AND EXPERIENCE IN THE FIELD OF INFRASTRUCTURE MANAGEMENT?

The Dame Whina Cooper TBM breakthrough at Aotea Station

Spoil, the soil and rock excavated when tunnelling begins, was transported out of the TBM via a conveyor belt with a capacity of 600 tons-per-hour (Tph) and transport within the tunnel was mainly undertaken by electric vehicles (EVs).

“The tunnel lining consists of precast rings, each 30 centimetres (cm) thick and reinforced with steel fibres, with the exception of special areas where reinforced cages were used,” Dudouit elaborates. “There were multiple primary technical challenges when it came to the bored tunnels.

“The first of these was tunnelling on a downward slope of 3.5 percent, and an alignment with a very tight radius (140m), even when starting the TBM. The TBM and tunnel equipment and the tunnel lining had to be designed specifically for such a small radius.”

A passage was also undertaken beneath the most important motorway junction in the city of Auckland (a 200m wide corridor with 11 lanes of traffic). In this area, the TBM

CRL – A GREENER RAIL NETWORK

Beyond significant technical and engineering challenges and the innovations required to deliver such a project, Link Alliance has developed a unique and inclusive culture which embraces Māori values. The project has also set itself very ambitious environmental and sustainability objectives.

The integration of decarbonisation into decision-making has yielded a projected 60,500 tons of carbon dioxide equivalent (tCO2e) reduction in total carbon footprint over the CRL’s 100-year design lifespan, a 19 percent reduction in the expected carbon payback time once the CRL is operational to under six years. CRL is projected to reduce Auckland’s transport emissions by 28,000 tCO2e, every year.

To ensure decarbonisation was prioritised by all alliance participants, sustainability was formally integrated across the management system so that all decisions, including design, construction, whole-of-life cost, procurement and change management considered the carbon footprint implications.

Industry-leading decarbonisation measures that have contributed to this reduction include lowering the amount of cement in concrete, changing the mined tunnel designs to reduce excavation works, material reuse, using self-adjusting ‘smart’ lighting and ventilation systems to minimise station operational footprints.

progressed very quickly while being in closed mode, and settlements were limited to two millimetres (mm).

SUBTERRANEAN SERVICING

On top of this, there posed the issue of navigating passage regarding the anchors – steel strands cast-in construction supports - of the Aotea Centre, a performing arts and events centre located in the heart of Auckland.

According to Dudouit, these anchors were installed several decades ago during the construction of the Aotea Centre and left in the ground. Investigation work was necessary to ensure the number, position, length, technical characteristics, and that they were no longer under tension. Due to problems of access and utilities diversion, it was hardly feasible to remove the anchors from the surface.

Construction of Karangahape Station

The products, service and skills for everything electrical

Scott Electrical has been helping electricians get the job done right since 1935. Back then, we were just a single store based in Auckland. Today, we’re one of the largest Kiwi owned and operated electrical wholesalers in the country.

We’ve got the upper North Island covered, with 17 branches from Kerikeri to Rotorua.

We’ve got a close working relationship with a network of wholesalers across the country too. So no matter how big your project or where it takes you, you know you can get the electrical gear you need, when you need it. Learn

The remaining solution was therefore to remove these obstructions from the TBM.

“In order to facilitate this task, the TBM cutterhead was designed with knives and the screw conveyor with many access hatches,” Dudouit explains. “The operating instructions of the TBM have been adapted to this area. The passage of the anchors on both TBM drives was carried out without long stops and the TBM was able to progress at a very satisfactory

LINK ALLIANCE – AT A GLANCE

Link Alliance includes New Zealand and international companies with a wealth of experience in delivering large-scale infrastructure projects similar to the CRL project both in New Zealand and overseas.

Three of the companies in Link Alliance will focus on the design side of CRL and the other three on construction.

Several of the companies already have some involvement with the CRL.

Link Alliance comprises of:

• City Rail Link Ltd

• Vinci Construction Grands Projets S.A.S

• Downer NZ Ltd

• Soletanche Bachy International NZ Limited

• WSP New Zealand Limited

• AECOM New Zealand Limited

• Tonkin + Taylor Limited

Link Alliance was selected on the basis of a strong proposal that offered an experienced construction management team, and significant commitment to Link Alliance from the executives of the construction firms involved in efficient construction methodology and innovative engineering ideas.

average rate of 10m a day, validating the technical choices.”

The first TBM drive (on the MC30 tunnel) was completed in December 2021. After the start-up phase, the TBM achieved an average rate of 30 percent better than the 15m a day initially planned.

“The lessons learnt on the first drive enabled us to further improve productivity on the second drive, which was completed in September 2022. The TBM and the associated equipment are now fully dismantled,” Dudouit states.

ALLIANCE IN AUCKLAND

Following the completion of TBMrelated activities at Maungawhau, Link Alliance’s focus shifted to finishing the remaining civil works associated with Maungawhau/Mount Eden Station, namely the station building, train platforms, grade separated structures on the east and west sides, and starting the architectural and systems fit out works.

The North Auckland Line (NAL) works will be completed and both tracks in operation by mid-2023. In previous years, due to the sequencing of the works, trains operated on a single line through the work site. Works will be completed during the block-of-line (BOL), a period when no trains travel on the rail tracks, enabling construction to safely take place unimpeded.

“This was successful thanks to efficient works preparation, the commitment of the team and collaboration with Auckland Transport and KiwiRail,” Dudouit affirms. “To deliver such a complex infrastructure project in a challenging environment, it is key to first invest in people because they deliver the project. It starts by building a culture in which health and safety are at the heart, by investing in wellbeing, training, and developing people’s capabilities and talents.

“We rely on our team to deliver

Gleeson and Cox

Headline to edit mention

Exerum unt et reperehento blandi odit incimendam volupta temolla ccuption consequi inctate mquiae. Itam, ipidi ni quistor epelectatio.

Gleeson Group is a New Zealand owned transport and civil infrastructure business that specialises in excavation, bulk haulage, aggregate supply and managed fill disposal.

Ra comnihillam lacearciur apis enti rehenda perumqui test explandist que namendis re pliquia pratincto vitaspe ditiaerecto beriorro experchit ut omnimpore di dolent id ero et odit omnihiliquas doloreculpa

We provide our customers with quality solutions on even the most complex projects and we always deliver.

We do what we say we’ll do. It’s that simple.

• Peris audia que corepudaes afdksakhbashbas

• eatem autat pliquia voluptat

We are happy to have worked alongside the Link Alliance team on the City Rail Project in Auckland providing bulk haulage and disposal of the TBM spoil. With up to 50 of our trailer units assigned every day, our client was able to achieve their programme deadlines.

• untur reicatur am, cum ad ex et quos experis sae apis et aliquiste denieni mollorro esciam, velest tionemque magnatis sandelest as ex ea in et atur, volupta tiistis qui tem. Ita conseque volent.

www.gleesoncox.co.nz

www.websiteaddress.com

Jackson Formwork

Auckland’s CRL project is a large-scale venture that required our in-depth expertise regarding architectural concrete.

“Jackson [Formwork] has been a valuable partner in the building of Maungawhau/Mount Eden station and ventilation buildings, using its state of the art CNC machining technology to produce complex moulds [for] the external panels on the ventilation building, and the feature waterwall inside the Maungawhau/Mount Eden station building. Together, we’ve brought local history and stories to life, and will leave a legacy long after the CRL project has finished.” Robert Potter, Deputy Construction Manager, CRL (Maungawhau/Mount Eden) 2023. jackson.co.nz/formwork

a very significant part of the work that we self-perform, and on our subcontractors to deliver the rest. It is important to establish strong and trustful relations with our subcontractors and suppliers. They should feel entirely part of Link Alliance and motivated to jointly deliver this project as a team.”

For Dudouit, investment in design and works preparation was made ahead of the start of on-site works, as adoption of state of the art processes and equipment, and promoting innovations, are key to the timely delivery and performance of works in a safe environment to reach the required productivity.

INFRASTRUCTURE EXPERTISE

CRL aims to make a truly national impact on New Zealand, changing the face of Auckland’s transport infrastructure to accommodate an ever-growing and busy region. Sean

Sweeney, CEO of CRL, stands at the helm of the project, overseeing its progress as the largest of its kind in the country’s history.

Sweeney is an experienced executive with a proven history of leadership over large infrastructure projects in New Zealand, Australia, the US, and Europe. He is an engineer with a PhD in construction economics from the University of Melbourne.

“The CRL is now past the halfway mark, with tunnel boring complete and progressing well in the transition from civils to systems and the fit-out of the stations and tunnels,” he tells us.

The logistics for the tunnel fit out include more than 16km of rail track, 816km of signal cables, 247km low voltage cables, 86km traction cables, 74km cable containment, more than 5,100 square metres (m2) of metal cladding and more than 4,000m2 of glazing.

Legacy Construction

Legacy is working with Link Alliance on the Appendix26 civil works portion of the City Rail Link project Britomart Station.

Work involves construction of basebuild infrastructure for redevelopment of Britomart into a two-way through station, working amongst challenging logistics, handling building materials (reinforcing, blockwork, palletised concrete, structural steel) 12m below GL within restricted access areas; upgrading infrastructure to the station roof, housing a new transformer and the complete exterior Heritage Restoration of the Chief Post Office building.

Legacy has established high credibility with key stakeholders delivering high risk infra-development within live environments.

www.legacyconstruction.co.nz

Mechanical Support Systems

Mechanical Support Systems is New Zealand’s only locally owned designer, manufacturer, and installer of cable containment solutions with our factory located right here in Auckland.

We’re proud to work with Link Alliance to deliver smart and effective cable containment solutions that will stand the test of time. With over 17-years’ experience, and an exceptional reputation for delivery, we’re the trusted choice to make cable containment easy.

So, if you’re looking for better cable containment solutions, call the specialists at Mechanical Support Systems.

mechanicalsupport.co.nz

“THE CRL IS A METRO PROJECT WHICH WILL BE A GAME CHANGER FOR AUCKLAND’S TRANSPORT NETWORK”

– FRANCOIS DUDOUIT, PROJECT DIRECTOR, LINK ALLIANCE

For Sweeney, the importance of the CRL to Auckland’s social, commercial, and economic health cannot be overstated. It’s appropriate that public transport and investment in transport infrastructure are issues attracting attention in local and national debates.

“There is a large range of diverse challenges facing Tāmaki Makaurau (Auckland) and many of those are centred around population growth, with Auckland forecast to top two million people by 2033,” Sweeney informs us. “Effective and efficient public transport is the great enabler of great cities.

“It accelerates investment across the commercial and social economies, bolsters the arts, events, retail and

hospitality sectors, and creates new businesses and new jobs. Highly effective, efficient, accessible public transport is a key enabler in any ‘international standard’ city and the CRL will be the catalyst for that important change in Auckland.”

A NATIONAL IMPACT

CRL will deliver a multitude of benefits to the area including a world-class underground rail network capable of coping with up to 54,000 passengers per hour; doubled capacity across the rail network; a train arriving at a CRL station in less than 10 minutes; improved travel options and twice the number of Aucklanders within 30 minutes of the central business district (CBD).

Moddex

Supporting New Zealand’s finest infrastructure!

Moddex NZ is proud to partner with Link Alliance on the CRL project and looks forward to supporting the project as it evolves.

Moddex’s off-site manufacture process and pre-engineered handrail and balustrade systems are proving their worth on this project, with fast and hassle-free installs falling well within block of line timeframes.

Moddex has brought time and cost savings to the table for Link Alliance. Our proprietary systems were an excellent value engineered option to replace the custom designs that were detailed and documented.

www.moddex.com

PFP Systems

PFP Systems has an enviable reputation in providing effective solutions to the most complex challenges in passive fireproofing, industrial precision grouting, pipeline coatings and tank linings. Together with our technical expertise, we’ve become widely recognised as an industry leader in managing difficult to handle materials and complex delivery systems.

PFP Systems are registered to ISO 9001 and ISO 14001 quality and environmental management systems and are active members of the Australasian Corrosion Association and Fire Protection Association of NZ. PFP Systems also maintain the Sitewise Green status.

www.pfpsystems.com

“EFFECTIVE AND EFFICIENT PUBLIC TRANSPORT IS THE GREAT ENABLER OF GREAT CITIES”

– SEAN SWEENEY, CEO, CRL

PFP

Systems –Proven solutions for complex coating challenges.

PFP Systems has been at the forefront of passive fireproofing and protective coatings applications in Australasia for over 20 years. PFP Systems maintain crews and equipment in Australia and New Zealand. The PFP Systems team have successfully completed projects in a variety of industries, namely, Oil and Gas, Infrastructure, Marine and Construction. PFP Systems’ projects include relining culverts, bridge remediation, construction fireproofing, wastewater plant linings, pipe coating, tank lining, bridge pile grouting, compressor base installation and offshore platform fireproofing.

Tray-dec

The current boom in the construction industry places huge demand on the available skills in the market to meet ambitious design, quality, and project timelines.

Finding the right companies and products to achieve these goals is a constant challenge.

Tray-dec NZ and Nelson Stud Welding have serviced the construction sector for over 50 years. Our professional teams consult, manufacture, project manage and install bespoke steel composite flooring solutions.

This iconic project had a specific requirement for ZAM™ steel composite flooring to meet life-cycle costs; Tray-dec met this challenge.

T 09 820 9133

E info@traydec.co.nz

www.traydec.co.nz

“The CRL will also deliver significant economic benefits. A PwC analysis found the CRL will deliver total economic benefits of NZD$11.9 billion in the 60 years from 2022,” Sweeney tells us. “The biggest impact is on travel time for public transport users, which PwC has assessed as delivering NZD$4.543 billion in benefits across the next 60 years.”

Agglomeration benefits worth NZD$4.229 billion are also being delivered via the project. Agglomeration is a broad-based measure that accounts for the additional employment density and business investment which is expected to occur with the CRL. This leads to a corresponding lift in GDP as a result of increased productivity and economic output.

“The significant economic benefits serve to reinforce the importance of the project and more than justifies the public expenditure to complete it,” Sweeney adds.

If you need a lift, call Hi Lift A family owned company established in 1982 with a highly experienced and qualified team, the combined industry knowledge within Hi Lift Cranes cannot be rivalled, so contact us with confidence.

The company has a key group of experienced crane operators and management staff with a vast collective industry knowledge. Our yard is conveniently located in central Manukau City which means we can shift cranes, plant and resources to most locations quickly and efficiently.

TRUST, RESPECT, COLLABORATION

Link Alliance is a truly international organisation with people employed by many different companies from both New Zealand and overseas. Team members are inducted into the alliance from a range of technical disciplines to deliver the overall programme of works for the CRL project.

The alliance’s induction helps team members understand the project scope, who is part of the team, what the project’s core objectives are, how an alliance works, and the

importance of the alliance charter – the document which sets out the project’s overarching mission, values and accepted behaviours for working together as one team. The project’s mission is to ‘transform Auckland with a rail network people love to use’.

Key values include Hui ē tāiki ē (working together as one team where trust, respect, collaboration and inclusion are valued); Pono tauutuutu (holding each other accountable through being reliable, responsible, decisive and committed); Aroha tauutuutu (Caring for each other through wellbeing initiatives,

being supportive, making work enjoyable and being mindful of the wider community), and Marohi te tū (being inspired through passion, empowerment, being courageous and proud of the project they are all delivering).

“The day-to-day operating rhythm of the alliance provides people with opportunities to openly participate in a range of toolboxes, meetings and other team forums,” Dudouit details. “These forums acknowledge people’s individual and collective efforts through Charter Champion awards. Anyone in the team can nominate a

ENGINEERED SWITCHBOARD SOLUTIONS

MGE is an expert in the switchboard industry, redefining the reliability and quality of switchboard products. MGE is an Auckland and Whangarei based switchboard engineering facility. The business caters to all segments of the switchboard manufacturing market with special emphasis on solutions that require high-level engineering such as motor control centres and power distribution switchboards for commercial and industrial applications.

MGE is proud to be part of the LKA CRL project for supplying the LV Switchboards.

LEARN MORE

Experts in Hydro Excavation

Safe for underground services, avoid service strikes, ensure worker safety, work done on time to schedule

www.winstoneaggregates.co.nz

Leaders in the New Zealand quarrying industry, providing sustainable solutions that build the foundations of the communities we live in.

LEARN MORE

person or team for going above and beyond - whether it be living one of the charter values, collaborating with others to achieve a milestone, focusing on a key project objective or delivering a health and safety initiative – and these people are acknowledged and recognised in front of their peers.”

PEOPLE-CENTRIC SUPPORT

CRL is one of New Zealand’s few megaprojects that has the opportunity to significantly contribute to the legacy of the wider construction industry. Training and providing team members with learning opportunities are at the heart of Link Alliance’s recognition efforts to empower team members.

Significant time and energy support people to develop as leaders including leadership coaching and a focus on being constructive, upfront and solutions-driven. A bespoke

training centre gives new team members a hands-on experience to learn about health and safety before they start work on-site. On top of this, upskilling opportunities enable people to progress both within the alliance but also in the future when they move on to other projects and opportunities.

“Our Wellbeing Team focuses on people’s wellbeing across all work sites and champions a supportive workplace for our people as well as building resilience to cope with an ever-changing environment,” Dudouit tells us proudly. “A range of wellbeing

initiatives are undertaken each year to empower people to look after themselves, their work colleagues and their families.

“Examples include diabetes and blood pressure health checks, skin cancer awareness, fundraising for charities, blood donations, family days, touch rugby teams, bike rides, care packages and regular gatherings onsite where people celebrate and enjoy team successes together.”

Information about the alliance’s wide-ranging social outcomes initiatives is available at https://www. cityraillink.co.nz/social-outcomes.

“OUR WELLBEING TEAM FOCUSES ON PEOPLE’S WELLBEING ACROSS ALL WORK SITES AND CHAMPIONS A SUPPORTIVE WORKPLACE FOR OUR PEOPLE”

– FRANCOIS DUDOUIT, PROJECT DIRECTOR, LINK ALLIANCE

Francois Dudouit at the Mount Eden site

At WorkCare New Zealand, we work diligently with you to eliminate drug and alcohol issues in your workplace. This improves your workplace environment, which leads to a more productive business.

EXTENDING NEW ZEALAND’S POTENTIAL

CRL railway works are to be carried out in two distinct environments, the first defined by the newly built structures (“greenfield”) and the second near tracks in circulation of the NAL. The phasing of the works is then dependent on the scheduled block of lines (planned periods without traffic) and takes place within a very strict regulatory framework.

On the sites, heavy civil works are now close to an end, and architectural and systems fit out works have commenced. This transition is an important phase in the life of the project and has required great attention upstream in the design phases of the civil and systems packages, engineering, and preparation of the works, in order to ensure that the integration is successful and that the project progresses as planned.

“Moving to the testing and commissioning phase is another critical transition. This phase is scheduled to start in 2024,” Dudouit explains. “The rail system teams integrated into the project are already working to define the tests, in order to validate the nominal operation subsystem by subsystem in interaction with the other subsystems.

“Although it is the future heart of Auckland’s rail network and will fundamentally change the dynamics of this network towards a metro-type operation, CRL must be primarily considered from a technical perspective as a network extension. In particular, the technology of the main systems, such as signalling, is unchanged. The rolling stock supplied by Auckland Transport is the same, which limits the risks during the testing and start-up phases.”

The establishment of the test plan is done in collaboration with the

future owners and operators of the CRL (two entities that participate in Link Alliance): Auckland Transport for the stations and KiwiRail for the rail infrastructure, in order to secure the testing and commissioning process and the success of handing over the largest transport infrastructure network in New Zealand.

CRL represents a step forward in the nation’s infrastructure transport space, helping connect people across the Auckland region with a greater, greener and more efficient system. Estimated to be capable of transporting tens of thousands of passengers per hour, CRL will be an open and accessible network for all, bettering the lives of commuters and visitors alike.

“It is not about putting people down, it’s about picking people up”

Learn More

THE OPERATOR THAT CARES

Yarra Trams offers a service founded on inclusivity for all Melburnians. Members of the executive team discuss laying the tracks for a culture of diversity at the world’s largest tram network

Writer: Phoebe Harper | Project Manager: Ryan Gray

Since the 1880s, trams have run along the streets of Melbourne as a vital source of transportation for Australia’s secondmost populous city. As it has gradually evolved into a sprawling metropolis, Melbourne has done so around the network of tram tracks that is woven into its very fabric.

Fast forward to 2023, and nearly 200 million passenger trips a year, 250 kilometres of double track, almost 500 trams, and over 3,000 employees combine to create the biggest operating tram system in the world. Enter, Yarra Trams.

“We are proudly the world’s largest tram network, operating out of

nine depots and locations around Melbourne, and serving Australia’s most culturally diverse city,” opens Carla Purcell, Yarra Trams’ newly appointed CEO. Joining Purcell is Chief Development Officer, Adele McCarthy, and Chief People Officer, Peitta Dyball.

In 2009, the operation of the

AllAboard Pride Tram 2023

Yarra Trams network was taken over by Keolis Downer – a joint venture formed between Keolis, internationally recognised operator and integrator of all mobility modes, and Downer – the leading provider of integrated services in Australia and New Zealand with over 100 years’ rail experience.

“We derive great value from this joint expertise and together we have done a lot in a short space of time,” Purcell continues, highlighting ongoing innovations in the network including heightened accessibility and integration of new technologies.

Working closely with the Victorian Department of Transport and Planning, Yarra Trams continues

to deliver as a reliable partner to service major international events in Australia’s sporting and cultural capital, and in delivering significant transport projects across the city.

Alongside fulfilling its practical mandate of connecting the people of Melbourne in a physical sense, Yarra Trams champions a spirit of connection that sets the company apart as a corporate entity founded on a strong culture of diversity and inclusion.

“We want to do more than operate the network,” states Purcell. “We want to enhance the city and bring social, economic, and sustainable environmental benefits while providing a reliable service for Melburnians and visitors alike.”

APAC OUTLOOK: TELL US MORE ABOUT THE LAUNCH OF YOUR PRIDE TRAM AND WHY YOU DECIDED TO INVOLVE THE PUBLIC IN ITS DESIGN?

ADELE MCCARTHY, CHIEF DEVELOPMENT OFFICER: “I’m proud to be the executive sponsor of the Yarra Trams Pride Alliance. We are an active group of employees who want to contribute to making the workplace a great environment for LGBTI people to come and work, while also engaging with the community. We constantly look to promote career opportunities for queer, or marginalised youths, and remain active in the community.

“We have taken a rainbow tram on the Pride March for the past two years, so we saw this as a natural extension to combine our in-house design expertise with the creativity of the community. Coming out of COVID-19, we knew that our arts community had been hit hard by the pandemic, so it offered a nice opportunity to run a competition for local artists. Anyone could submit a design for the tram, and we opened up the voting to decide the winner. We had over 3,500 votes for the winning design, which has proven incredibly popular. We developed it with our key partners, Midsumma and JOY Media. It was in the Pride March in early 2023, and will be around our network for a year afterwards.

“It’s a tangible expression of our key message, which is ‘All Aboard’. Everybody is welcome on board our trams and we want our employees to reflect the diversity of the communities that we serve.”

Heaton Rail

Heaton Rail works locally and internationally with some of the world’s best rail companies that make a positive difference to millions of people’s lives every day.

We help our clients do more, faster, and better by providing them with bright and passionate engineering, management, specialist, and related professionals on demand.

Our team undertakes work ranging from managing high value and complex projects, designing innovative engineering solutions, leading testing and commissioning activities, all the way through to designing and delivering organisational changes.

Heaton Rail is built upon good people, processes, and market leading technology that give us access to a bigger and better talent pool faster than conventional methods.

At Heaton Rail, our people and talent network are truly our most important assets. As our famous saying goes, “a railway is 95 percent people and five percent iron”.

The Importance of our Partnership with Yarra Trams

Yarra Trams is the largest and arguably the most iconic light rail network in one of the world’s most liveable cities. Our tram network is such a quintessential part of Melbourne. Heaton Rail has been providing Yarra Trams with skilled professionals on a short- and long-term basis within their Projects, Rolling Stock, Infrastructure, Engineering, and Asset Management teams.

Being a key partner to Yarra Trams is something that we are extremely proud of as we get to play a part in our tram network’s most important asset, its people.

Your Partner for People in Rail

We’re experts in the provision of engineering, management and specialist talent within the Rail Industry.

Our Services

Consultants and Contractors

Ideal for keeping up with projects, varying workloads, or staff shortages. We provide skilled and vetted contingent professionals for one-off requirements or entire workforce solutions on both shortand long-term assignments.

Specialisations

Permanent Placements

Tailored to helping companies build high performing teams. Our permanent placement services target top passive and active candidates using our extensive network, along with tried and tested tools, technology, and techniques.

On-Demand Platform

Our web-based platform, RoleSpot, vets and aggregates top professionals from every possible source, enabling companies to hire top talent in the fastest way possible, 24/7. Our system handles all admin, contracts, payments, and invoicing.

YARRA TRAMS TRANSPORT

POWERED BY PEOPLE

Yarra Trams drives social benefits by fostering an inclusive workplace that cares for the people behind the network and is intrinsically linked to the community surrounding the company.

As Peitta Dyball affirms, “one of our key aims is to have a workforce that’s as diverse and varied as the communities that we operate within.”

Inver Engineering

Inver Engineering is an Australian owned and operated business with over 30 years of experience in servicing the Australian Rail Industry along with stevedoring, steel, oil and gas, and more.

A SPORTING PARTNER

As the ‘Sporting Capital of Australia’, Melbourne plays host to several major events where fans descend on the city in their thousands. Melbourne’s trams fulfil a unique and critical purpose in servicing major staples of the sporting calendar, including the AFL Grand Final, Australian Open and the Australian Grand Prix.

Event organisers, local government, and all event attendees can rest assured that a successful event begins not when you get to the ticket gate, but when you board the public transport that will take you there with a seamless service.

“In 2022, Melbourne held the first Grand Prix after COVID-19, and it was the biggest one on record. We moved nearly 175,000 people to the racetrack with nearly 2,500 services; it was a phenomenal effort. A lot of planning goes into it, and it’s something that sets us apart because it supports both the government and the event organisers in giving them the confidence that they can run a successful event each year. This year’s Grand Prix sold 120,000 tickets in the space of just three hours, and we are ready to meet the challenge of how we can ensure that people have the best experience possible.”

- CARLA PURCELL, CEO, YARRA TRAMS

From over 1,400 drivers, to engineers, operational and support employees, every member of the Yarra Trams family is made to feel empowered and engaged. This is reflected in a high level of retention, with many employees having been with the company for 40, 50 or even 60 years.

“We are striving to create a culture where all our employees feel like they belong and can thrive in this environment,” she continues.

As part of this, Yarra Trams is always open to opinions and ideas from its people across the company, regardless of their position.

“We have a fantastic culture built around a philosophy of continuous improvement and identifying those ‘one-percenters’ that drive us forward,” says Purcell. “We are constantly looking at ways we can evolve - both the network and any part of the company – and within that, all of our people come up with ideas.”

Purcell goes on to highlight Yarra Trams’ ‘#AllAboard Tram’ as one such idea – the brainchild of a colleague on the media team, which has now become a colourful emblem of the company’s all-encompassing stance on inclusivity. This representation and celebration of a traditionally marginalised community is also furthered by the Yarra Trams’ Pride Alliance, which seeks to promote employment opportunities within the transport sector from typically overlooked areas, as well as provide a support network for current employees.

Inver’s vision is “To be a trusted partner of choice” and believes that satisfied customers and staff are the key to a sustainable future. Inver has built its reputation for high quality, value for money products and services, and constantly builds upon its trusted reputation and ability to deliver innovative, safe and costeffective solutions.

Customer satisfaction is critical to the success of Inver Engineering, and the key to this is communication to clearly understand the needs and expectations of the customer from the very outset, and plan on meeting them safely and cost-effectively.

Inver forms collaborative relationships to understand the customer and develop sustainable solutions for maintenance services. As a result, customers, which include some of the industry’s biggest names, have been coming back to Inver Engineering for more than 30 years.

The state of the art 10,000 square metre facility on a 20,000 square metre site enables adaptable work streams and increases Invers capacity to handle customers’ needs.

By utilising Inver Engineering to maintain your assets, you will benefit from market-leading levels of service and experience that will ultimately provide a superior return on your assets.

To find out how Inver Engineering can service your engineering needs and help with your next project, contact us at admin@inver.com.au or on +61 3 9399 2166 inver.com.au

“We’ve always had a rich culture of cultural and linguistic diversity and promoting jobs for Victorians. It’s important to us to continue to look at those underrepresented segments of our communities and ensure that we’re providing great careers and opportunities for all segments of the workforce,” says Dyball.

In terms of other outward relations with the community, Yarra Trams’ annual Community Partnership Programme has involved collaborations with key community forces such as Fairtrade Australia and New Zealand, and social enterprises, Fitted for Work, Good Cycles, SisterWorks, YMCA ReBuild, and Ability Works, to name a few.

“Every year we identify community organisations that align with our values to promote across our network

and advertise the incredible work that they do. This is extremely well received around the community, and the trams look amazing travelling around the network,” shares Purcell. In many instances this relationship has gone beyond a wrapped tram and advertising, with community partners becoming long-term suppliers to, and partners of, Yarra Trams.

It is through such initiatives that Yarra Trams keeps its ear close to the ground on the needs and demands of the communities it serves – whether within, or outside of the company.

“We continue to ensure that we’re listening to our people and getting feedback from our gender equality working groups, our pride alliance and other employee networks to make sure that we really understand what’s important to them,” Dyball affirms.

DRIVING GENDER EQUITY

Internally, a great source of pride for the executive team, is Keolis Downer’s focus on developing Yarra Trams as a welcoming workplace for women.

“Not that long ago, just nine percent of our workforce was female,” recalls Purcell. “Now, we’re sitting at nearly 30 percent, and that’s not simply by hiring more women, but by making some key structural changes to the way in which we operate.”

Several policies have been instrumental in enacting this change – including introducing part-time working hours (an industry-first), and implementing gender neutral parental leave, whereby a child’s primary caregiver is given 14 weeks paid absence regardless of gender.

Indeed, our conversation with Purcell occurs during her own parental leave – a time that also witnessed her promotion to CEO with McCarthy acting in her stead until her return.

“I think that says a lot about the organisation and its commitment to ensuring the best people are in the right roles,” she says.

HALF page edit

STOKES and BELL Pty Ltd

Exerum unt et reperehento blandi odit incimendam volupta temolla ccuption consequi inctate mquiae. Itam, ipidi ni quistor epelectatio.

STOKES and BELL Pty Ltd has a long association with Yarra Trams.

Trams have operated continuously in Melbourne since 1885. The tram network was privatised in 1999 and is currently operated by Yarra Trams. A predecessor of our company, P.W.W. Newland (founded in 1958), handled the importation of parts for the Melbourne and Metropolitan Tramways Board (MMTB) for many decades. These were for the iconic W. Class trams built in Melbourne between 1923 and 1956, as well as for later classes of trams.

Ra comnihillam lacearciur apis enti rehenda perumqui test explandist que namendis re pliquia pratincto vitaspe ditiaerecto beriorro experchit ut omnimpore di dolent id ero et odit omnihiliquas doloreculpa

Peris audia que corepudaes eatem autat pliquia voluptat untur reicatur am, cum ad ex et quos experis sae apis et aliquiste denieni mollorro esciam, velest eaquam solo tetur, con re non conse omnit et dipitam et latur solorit que veliquis solum volorem eos senturio. Nequam, ut eum aut ut omnia quod et acesto cusantum re lam fuga. run tionemque magnatis sandelest as ex ea in et atur, volupta tiistis qui tem. Ita conseque volent.

The P.W.W. Newland company later merged with Edgar Bell & Co Pty. Ltd. (founded in 1888) and C. Stokes & Co. Pty. Ltd. (founded in 1899) to form STOKES and BELL Pty Ltd.

Our company has been the provider of dedicated, professional customs and freight services to the various Melbourne tramways operators for more than 60 years.

Olores et dolenis alitibusam quis assint.

Equodit quamusanimi, quas quaeces tiistia spiscip ietusanis eos sum sequi ut et milluptae nis autem excepero te parchil imet lis inti rem re pa dipsant. Fictatem accae alitatios eritat.

We take care of the logistics requirements for Yarra Trams in whatever form is requested. This included the major project of the export of W. Class Trams to San Francisco in the 1980’s when Melbourne upgraded our trams.

We currently handle the importation of tram parts, network equipment, including specialised track points and concrete sleepers that are needed for the trams and the tramway system.

We store many of the goods at our warehouse in Altona, which are then delivered to site as needed for maintenance and network refurbishments.

We are proud to support Yarra Trams in proving a modern, world class tram system for the city of Melbourne.

Il in rem cuptia nobis dolupti anderchil id minis eumquat re vellaborum, te dolut quo blatium explaborae. Ventinctam ent officium aut velenitasin et que num et modi odita volenim inctotas sum, sim esti soloris sequi torporum, od min re natur rae lis eossitius dolupit autas porit ipit ea corio blandionsed quatem faccabo. Asite lacium quist unt, unt a cum ea vere, venimil mi, volutem faccus eriorep eribeari ut hariam, eturibusae volori berrovit, con pratem vereriaerum accatio. Equi consecaerum eumquis nonecto qui della dolecuptatem que la dolore est, adit aut maximusdae il ilitem nobis et quia quiandissit, sam voluptaque ne simagnam isto quassitatur?

www.stokesandbell.com.au

www.websiteaddress.com

“ONE OF OUR KEY AIMS IS TO HAVE A WORKFORCE THAT’S AS DIVERSE AND VARIED AS THE COMMUNITIES THAT WE OPERATE WITHIN”

– PEITTA DYBALL, CHIEF PEOPLE OFFICER, YARRA

We are a dynamic freight forwarding company, offering affordable shipping and logistics solutions that will continuously support the growth of your business. Over the years, we have assembled a team of logistics professionals and trade experts who closely monitor the global economic situation and design flexible logistics solutions to match. The combined knowledge of the whole STOKES and BELL team enables us to offer highperformance forwarding and logistics services to a broad range of industries the world over.

Yarra Trams’ decision to become the first network in Australia to offer part time driving jobs was a deliberate move to encourage more female employees. As a result, the company has experienced a step change in the number of women applying for positions.

“The reason we focused so hard on getting enough diverse applicants in our tram driver ranks is because often, they will become our future leaders in the business,” explains Purcell.

By so doing, Yarra Trams creates a sustainable pipeline for diverse leadership starting at the entry level, leveraging company policy to re-shape traditional gender narratives and tap into new avenues of the labour market.

For Dyball, maintaining a genderdiverse senior leadership team is essential in driving the company’s values.

“It makes a huge difference to the decisions that we make and the culture that we drive through the organisation in creating an environment where everyone is welcome - both as passengers on our network but also as employees. We want that real sense of belonging within Yarra Trams because that’s what makes it a great place to work,” she adds.

A TOTAL TRAMSFORMATION

Complementing the positive story of transformation in Yarra Trams’ workforce since Keolis Downer assumed the franchise Yarra Trams’ is also ambitiously undertaking the world’s largest tram refurbishment project.

Yarra Trams is breathing new life into old trams, by stripping them down to the bare bones across their

workshops and re-entering them into the network with new and improved safety and functionality features. Having just reached the 300th tram, the overall project is due for completion in late 2023.

“These are very old trams that we’ve had on the network for more than 40 years in some instances, but they come out of the workshop looking brilliant. It completely refreshes the interior while also extending the tram’s life,” explains Adele McCarthy.

“It’s been an incredibly challenging and complex project, but we’re proud of our results. The project is being completed in collaboration with Downer and we are really utilising their expertise, together with the nearly 15 years’ experience of Keolis Downer operating Yarra Trams” Purcell adds.

The latest safety figures are an affirming testament to the project’s success, with the number of safety incidents falling by 75 percent since the new models have been in operation. Another major advantage to these safety benefits extends to improving working conditions for the drivers.

“One of the most impressive things about this programme is not only how we have extended the life of those assets, but the positive feedback from our drivers who are enjoying a more comfortable, improved driving experience,” says Dyball. “Our passengers also love the refurbished interiors and more comfortable ride.”

“Essentially, this programme is all about making sure that we’re continuing to offer a reliable and comfortable service for all our passengers,” echoes McCarthy.

A CHANGING LANDSCAPE

With passenger service at the core of Yarra Trams’ work, the company was recently confronted with a unique period in its history. What happens when those passengers disappear, and you’re faced with an empty network?

“WE WANT TO DO MORE THAN OPERATE THE NETWORK. WE WANT TO ENHANCE THE CITY AND BRING SOCIAL, ECONOMIC, AND SUSTAINABLE ENVIRONMENTAL BENEFITS WHILE PROVIDING A RELIABLE SERVICE FOR MELBURNIANS AND VISITORS ALIKE”

– CARLA PURCELL, CEO, YARRA TRAMS

E-class coming up Bourke Street

Travel through any city in the world and you can be guaranteed to see Thermo King on the roof of a bus, train, tram or front wall of a refrigerated truck, trailer, van, pharmaceutical, intermodal or marine container. We are regarded as one of the leading Transport Refrigeration and HVAC systems in the world, purchased by public and private businesses that demand superior reliability, longevity, world leading technologies and premium service network.

Thermo King Rail Australia (Division of Southern States Group) is your National Rail HVAC specialist.

For the past 30 years we have evolved through our commitment of listening to your requirements, our ‘can-do’ attitude and ‘quick decision making’ enables us to deliver exceptional HVAC services. Our services include, but are also not limited to, new equipment supply, R&M, system appraisals, minor and major overhauls, technology upgrades, regenerations, obsolescence and conditional reports, fixed contract maintenance, project management, panel replacement, frame duplication/repairs and parts supply.

Our facilities are fully equipped to accommodate any brand or style of HVAC and with some of the industry’s best regarded HVAC personnel, our experiences, knowledge, technical acumen and commitment to deliver your equipment back to you trialled and tested, fully operational for industry best reliability is at the forefront in Australia.

Thermo Rail Australia is extremely proud to support Yarra Trams’ fleet with our services, whether it be through our on-site service vehicles, pick-up and delivery service, in house workshop or our customer service team.

For all enquires, please contact us on 03 8689 7111

www.ssgroup.com.au | thermo-king.com.au

This was the quandary facing Yarra Trams when the COVID-19 pandemic struck, and the city was forced into lengthy periods of lockdown. However, as a critical service for getting essential workers to their jobs across Melbourne, trams had to keep running.

“From a patronage perspective, we got as low as eight per cent, but we continued to operate a full service throughout the pandemic,” outlines Purcell. “The first challenge was to make sure that we had enough staff to deliver that service so that essential workers could get around.”

“It was an incredibly privileged position to be able to continue to operate throughout and fulfil that role,” adds Dyball.

Finding opportunity in adversity, Yarra Trams took advantage of the reduced passenger levels to bring forward scheduled maintenance works with less disruption while also making improvements in customer

service to raise standards for when passengers would inevitably return.

McCarthy highlights the installation of separation kerbs as one such improvement, constructing raised kerbing through busy streets to divide car and tram lanes to minimise the chance of vehicle and tram collisions.

“We installed kerbing on central business district (CBD) streets because these are the worst streets in terms of vehicle to tram collisions,” McCarthy explains.

Aside from these external works, Yarra Trams was recently commended with an award for its internal communications campaign launched during the pandemic, encouraging employees to get vaccinated – named, ‘Your Shot to Win’.

“Our focus during that period was on our people, our passengers and keeping everyone safe. We were very quick to adapt and showed incredible flexibility,” Dyball tells us. “We were putting controls in place in real time to

keep our employees and passengers safe and as a result, we saw almost no workplace transmission until the very latter stages of the pandemic.”

AN OPPORTUNITY FOR INNOVATION

Even with the effects of the COVID19 pandemic fading, Yarra Trams continues to adapt to how the dynamics of public transport have shifted now that passenger levels have recovered to almost 80 percent.

“People have changed and it’s a different landscape compared to pre-COVID-19. We’re looking at what we can do to reflect these new patterns, now that most people tend to be working from home at least two days a week,” says Purcell. “It’s about attracting new passengers and creating new trips to reflect people’s new habits.”

Within this, there has been a major focus on improving the accessibility of the network, installing accessible

D1 tram Swanston St

Safer servicing of tram and train systems & components

With trams representing an important element of public transport networks in our major cities and experiencing increasing demand, safety is the highest priority to ensure systems run efficiently, reliably, safely and within budget.

Dressage Engineering understand this and have

developed servicing procedures to effectively test electrical and braking systems for light rail, trams, buses and metros.

If you have been paying too much for a certain part, we can help to identify what you need by substituting for a sub-supplier part or equivalent with an OEM guarantee.

for your Efficiency

stops and trams to improve the experience for those with mobility issues and adjusting timetabling to ensure that such vehicles are travelling more often.

New technologies have also been incorporated across the network to observe and analyse new passenger behaviours, driving innovation in a post-COVID-19 context.

“Now that people are using the network differently, we’ve been looking at innovative ways to understand those new travel behaviours, including using anonymised mobile phone GPS tracers to really understand the way that people are coming back out to multimodal travel,” observes McCarthy.

In addition, after the world became well-versed with the use of QR codes during the pandemic, Yarra Trams installed QR codes across its roughly 1,700 tram stops, allowing passengers to easily scan and access electronic information on the next scheduled arrival. This innovation was recognised

at the prestigious Global Light Rail Awards in London in late 2022.

Working closely with the Department of Transport and Planning, McCarthy also highlights the rollout of automated passenger counting which will be instrumental in improving the management and operation of the network, staying in tune with the number of people using each service.

“These features will give us greater insight and allow us to respond to how people are using the network,” McCarthy says.

This in turn creates an avenue for improving safety and security aspects when faced with overcrowding, with the potential for technological innovations such as CCTV layered with artificial intelligence (AI).

“We are looking to become more automated and responsive in terms of making sure that people feel safe and that they receive the services they need from the network,” McCarthy says.

Going forward, Yarra Tram’s efforts in the asset management space will centre on utilising data to optimise the network, whilst making major strides within the sustainability sphere. This entails new innovations such as the installation of green rooves on top of tram stops, and using new modular designs built with recycled materials.

“We have research partnerships ongoing with several universities where we’re always looking at what’s next around the corner,” says Purcell. “We maintain a huge focus on how we can build a more sustainable future. It also really helps being part of the global Keolis family and being able to tap into innovation and best practice being driven by other networks across the world.”

INTO THE FUTURE

In laying the tracks for the network’s future, Keolis Downer will continue to focus on growing its ridership numbers as it recovers to full patronage and invests to remain as

relevant in Melbourne’s transport space as it has been since inception.

“If we have the biggest tram network but we can’t get people on it then it starts becoming irrelevant. We need to get trams and public transport back up in respect of the ridership,” affirms Purcell.

Meanwhile, McCarthy will continue to oversee the roll-out of new innovations within the network to further its continual pursuit of improvement and evolution, above all driving accessibility with technological improvements through Yarra Trams’ recently launched Accessibility Action Plan.

“It’s about physically changing the network to improve what’s provided,

and working with our brilliant staff to make sure that they’re fully equipped to offer the best possible experience for everybody,” McCarthy shares. “It’s also about recognising that every passenger has different needs and becoming even more welcoming for people with disabilities.”

Finally, as Chief People Officer, Yarra Trams’ polestar is clear for Dyball.

“Our focus is always going to be on our communities. On my part, the focus is very firmly on our people and how we continue to make Yarra Trams a great place to work.”

A huge part of this, is guaranteeing the sustainable future of the company by securing the next generation of

Yarra Trams’ talent.

“We are focusing on how we continue to recruit the next generation of Yarra Trams employees and drivers that are going to best represent our city, while creating a meaningful impact by fostering an inclusive environment with long-term career paths for all our people,” closes Dyball.

YARRA TRAMS

Tel: 1800 800 007

Yarratrams@yarratrams.com.au

www.yarratrams.com.au

A class tram on La Trobe Street

D1 tram St Kilda Rd

WEBSITE LIVE

Building on the global success of our regional titles – APAC Outlook, Africa Outlook, EME Outlook, and North America Outlook – Outlook Publishing is proud to be launching a dedicated platform for the Mining & Resources sector.

As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector. A multi-channel brand, Mining Outlook will bring you the positive developments driven by organisations across the global mining industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

www.mining-outlook.com

THE METALLURGICAL MARKETEERS

M Resources Pty Ltd. has leveraged its industry expertise and global network to become a leader in coal trading, marketing and consulting for metallurgical coal products. Founder and President, Matt Latimore digs deep into the company today

Writer: Phoebe Harper | Project Manager: Eddie Clinton

As a landmass, Australia boasts some of the largest coal resources in the world. Although an industrial and economic cornerstone, in the context of the ongoing climate crisis and exploration of alternative energy sources, coal has become a contentious issue.

Further to the shift in the global perception of coal, major geopolitical events continue to make seismic waves across the global market. This began with the demand impacts of the COVID-19 pandemic, followed by China’s imposition of a ban on

Australian coal in 2020 and most recently, the trade sanctions resulting from Russia’s invasion of Ukraine.

Regardless, for Matt Latimore, Founder and President of Brisbanebased mining, marketing, trading and investment company, M Resources Pty Ltd. (M Resources), the metallurgical coal industry is currently defined by both optimism and opportunity.

“In recent times, the coal trading industry has been an extremely exciting place,” he says. “Russia was a major supplier of metallurgical coal

to the international market, and it has been a very important role for Australia to step up and fulfil supply to our global trading partners.”

With Australia as the largest supplier of coal to the international seaborne market, M Resources is well-positioned to oversee that this demand is met, as the company markets coal from every port across Queensland, including Gladstone, the Dalrymple Bay Coal Terminal in Mackay, and Abbot Point - home to the deepwater coal port of the North Queensland Export Terminal.

“Of course, there has been a lot of volatility to deal with, but the overall demand and mid-term outlook for metallurgical coal is extremely encouraging,” observes Latimore.

EXPERTS IN THE MARKET

With a broad remit of services, encompassing mining, marketing, trading and investment, M Resources focuses its expertise primarily on the steelmaking raw materials of metallurgical coalcoking, pulverised coal injection (PCI), iron ore and thermal coal. For almost a decade, M Resources has also handled exports of mineral sands including rutile and zircon.

In addition, the company comprises two complementary subsidiaries with MetRes (a 50-50 joint venture (JV)

between M Resources and Stanmore Resources), and M Mining - the operator of the Millennium Mine in Queensland’s upper Bowen Basin.

“We also have mining operations in Queensland near Moranbah,” adds Latimore.

Although its head offices are in Brisbane, M Resources is bolstered by a vast global network. The company’s footprint extends to regional offices in Singapore, the UK, North America and South America, and its expansion shows no sign of slowing. Indeed, 2023 is set to bring two further offices in both Japan and India.

“We have invested heavily in our global network and have strong customer relationships across the world,” shares Latimore.

M RESOURCES – AT A GLANCE

SERVICES:

• Market information and strategy

• Market development

• Technical marketing consulting – coal characterisation, testing and value in use analysis

• Blending

• Specification and development

• Sourcing

• Resource evaluation

• Trading – metallurgical and thermal coal

M Resources has several existing marketing agreements in place including:

• Exclusive marketing for Stanmore Coal

• Exclusive marketing for Bowen Coking Coal

• Exclusive metallurgical coal marketing for Arcem (Mozambique)

• Exclusive marketing and sales for Allegiance Coal New Elk Mine

• Marketing for Magnum Iron Ore and Iron value-add products

• Marketing for AVF Energy hydrogen products

Cartledge Mining and Geotechnics (CM&G)

With an approach grounded in geology and reinforced by technical excellence, Cartledge Mining and Geotechnics (CM&G) delivers practical and innovative solutions to mining companies around the world. Based in Australia, the geotechnical consultancy is developing a global reputation of excellence through its practical yet innovative approach to mining solutions from exploration to mine closure.

CM&G Principal Tim Cartledge said focusing solely on the mining industry allows the team of geotechnical practitioners to develop a deeper understanding of the complexities across the lifecycle of mining projects for all commodity types.

“As mining specialists, the CM&G team have vast operational expertise backed by a high standard of technical knowledge in rock engineering, which means we deliver practical solutions that will keep a mine operating as efficiently and as safely as possible,” he said.

“We work in collaboration with our clients. This partnership means that the problems a mine experiences are our problems to solve.

“When challenges arise, we are there working alongside our clients as a single team to achieve the best possible outcome. We don’t hold ourselves separate from the problems and work hard to maintain safe production.”

Collectively the CM&G team has worked on projects across Great Britain, Europe, North and South America, Africa, Asia and the Pacific, establishing a proven track record for delivering solutions that work for their clients.

This experience has given CM&G’s geotechnical engineers and engineering geologists extensive hands-on experience in identifying ground-related hazards and opportunities to optimise resource extraction value.

Find out more about working with CM&G at cmandg.com.au

On top of this expansive geographic reach and portfolio of expertise, it is the people behind M Resources that are a crucial differentiator in maintaining an astute perspective on the market and responding appropriately to clients’ needs.

“We understand the markets that we cover extremely well,” he continues. “Not only this, but we understand logistics, and the technical aspects of the product we market.

“We have been building the right people around our company to be able to take advantage of identifying good assets and the right kind of companies that we want to be involved in.”

Latimore’s people philosophy is easily summed up – his clear focus is on expertise and excellence, aimed at further increasing customer assurance and confidence in the M brand.

Such entities are integrated into M Resources’ robust customer

networks, with the company adding value to each operation through the application of its unsurpassed market knowledge and industry experience.

“Building on that, we also have a team of mining professionals, meaning that when we partner with mining companies, we already have a solid understanding of the business, and so can market and represent them with a strong background in both the industry and the product,” Latimore explains.

With people as the company’s differentiating asset, M Resources continues to grow its teams, further expanding its Business Development department, and enhancing its logistics and technical capabilities. The company believes it is differentiated by its team, and its ‘go to market’ delivery capability.

DRIVING DEVELOPMENTS

Turning to ongoing projects in development, M Resources and

Atlantic Digital

Atlantic Digital is a leading, Australian owned IT specialist providing expertise in the design, support and maintenance of IT networks throughout Australia and New Zealand.

With over 25 years’ experience in the mining and resources industry, we offer you a reliable partnership that can be trusted to deliver your end-toend technology solutions.

Our company foundations are firmly within the mining and resources sector where we continue to provide innovative solutions using local field personnel. In 2022, we worked closely with M Mining to deliver a rapid deployment of server infrastructure and field communication networks to the Millennium Mine and continue to support the development of their underground operations.

As with M Mining, our experience has been leveraged in modernising operations for mining companies including real-time data flow, unification of IT systems, upgrading process control and automation networks that are used across all critical systems.

Our methodology is flexible and based on the needs of our customers. The breadth of our capability in mining sector IT systems and user support, network engineering, cloud integration, procurement and licensing and cyber security is unparalleled in the industry.

We value strategic partnerships to drive innovation, deliver value, simplify IT platforms and reduce IT overhead in the business. Through the provision of reliable, quality services, our reputation as a trusted partner has grown across the resources sector. Contact us to see how we can deliver value to your business.

www.atlanticdigital.com.au

“WITH THE ENERGY CRISIS AND SUPPLY RESTRICTIONS FROM RUSSIA, WE ARE WORKING HARD ON INCREMENTAL EXPANSION TO MEET CUSTOMER NEEDS”

– MATT LATIMORE, FOUNDER AND PRESIDENT, M RESOURCES TRADING PTY LTD.

CELEBRATING 25 YEARS PROVIDING CORPORATE & FIELD IT SERIVCES TO THE MINING INDUSTRY

Our comprehensive understanding and experience in the mining sector ensures we can support and create value across mining process, applications, methods and challenges. We have locally employed field based staff throughout the Bowen Basin and Hunter Valley to provide an on-site personal approach to IT support.

• Managed IT Services

• Mining Applications & Technology Services

• Technology Roadmap & Planning

• Server Infrastructure & Backup

• Network Engineering

• Field Communications & Design

• Cloud Solutions & Integration

• Procurement & Licensing

• Understanding of Mining Systems & Methods

• Security Consulting

• Vendor Access Solutions

• Local, Field Based Staff

REDUCE VENDOR MANAGEMENT AND LEVERAGE OUR EXPERIENCE TO DELIVER YOUR IT SOLUTIONS AND SUPPORT

We can deliver your entire IT deparment or be part of the team.

its related entities hold strategic investments across some major forces of Australian mining. This includes a five percent equity stake in Stanmore Resources, which owns South Walker Creek, Poitrel and Isaac Plains mines and a 10 percent level of investment in Bowen Coking Coal, where M Resources both markets the coal and is a major shareholder. The latter commenced production from the Bluff Mine just last year, with the first export shipment taking place in June 2022 and Broadmeadow East Mine in January 2023.

In addition, M Mining holds 50 percent investment in the MetRes Millennium Mine and is both JV Manager and Operator. Millennium became the first mine to be operated by M Mining after it was purchased by Peabody in April 2021.

Within just six weeks of completing the mine acquisition, M Resources has been awarded AUD$460 million in contracts for auger, open-cut and underground mining at Millennium.

APAC OUTLOOK: COULD YOU EXPAND ON M RESOURCES’ UPCOMING DEVELOPMENTS ON THE DARTBROOK MINE WITH AUSTRALIAN PACIFIC COAL?

MATT LATIMORE, PRESIDENT AND FOUNDER: “This will be the first investment in NSW and hopefully a beachhead for M Resources’ investments there. We recently concluded 20 percent project-level equity at the Dartbrook Mine in NSW with the Australian-listed entity, Australia Pacific Coal. As owners of the project, we’re progressing a JV with that company to restart those operations and undertake the marketing. We expect that project to be up and running in the final quarter of 2023.”

Its first shipment was exported within five months of taking ownership of the mine, which was in care and maintenance with only three full-time staff.

“The plan was to extract the full economic value from the resource via auger and open-cut mining in a new pit while progressing the underground mine development with our partners PIMS Group from Mackay,” outlines Latimore.

Throughout 2022, M Resources continued to make good progress with its underground development at Millennium and mined approximately 600 thousand tonnes (kt) by open-cut.

“We have been exporting coal out of that operation for over 12 months now, and it is a fantastic achievement that fits with both our underground mining business and our coal marketing business.”

2022 proved to be a major year for the company, coinciding with Stanmore Resources’ acquisition of

MCC Group

MCC Group is dedicated to providing an honest, reliable and quality service to our clients. Our mission is to provide our employees with a safe and supportive work environment, where they each, individually and collectively, can dedicate themselves to providing our clients with outstanding workmanship, extraordinary service, and professional integrity.

Adam Merrick (company director) established Merrick Construction & Concrete in 2017. Within one year, the business rapidly grew into a successful company to address a growing need for proven hands-on construction, and project management of complex and major mining infrastructure including maintenance, smaller commercial, industrial projects, concrete, and civil works. In 2020, MCC Group Pty Ltd was created and took over from Merrick Construction & Concrete Pty Ltd.

Today, MCC Group Pty Ltd has a strong presence in the Australian mining and civil industries. The significant growth is due to our recognised expertise on large projects across multiple sectors.

Our services:

• Production mining

• Fixed and mobile plant maintenance

• Mine site cleaning

• Commercial and industrial construction and maintenance

• Major site access works, boom gate, culverts, intersections, and roadways

• Switchyard construction

• Ventilation fan and underground portal construction including underground concrete works

• All plumbing services

• Coal plant maintenance

• General building maintenance

• Camp maintenance

• Landscaping services

• Roadway slashing

• Polywelding

• Pit-dewatering

MCC GROUP IS A LOCALLY ESTABLISHED CONSTRUCTION AND MAINTENANCE COMPANY SERVICING THE CENTRAL HIGHLANDS REGION.

MCC GROUP

PO BOX 949, Emerald, QLD, Australia

admin@mcc.group

www.mcc.group

the BHP Mitsui coal assets at South Walker Creek, Poitrel, and Wards Well.

“This was a tremendous expansion with very good quality large-scale, low-cost mines which substantially increased production to over 10 million tonnes per annum,” Latimore tells us.

Most recently, a major development is on the horizon for M Resources with the company’s agreement to take 20 percent project interest in the Dartbrook Mine in New South Wales (NSW) with Australian Pacific Coal.

RESOURCING THE FUTURE

With a wealth of projects currently either underway or firmly in the pipeline, M Resources is stepping up to meet the demand expected of Australian coal, evolving and expanding in line with the global market.

“I am expecting further expansions in Queensland with all our affiliated companies. With the energy crisis and supply restrictions from Russia, we are working hard on incremental expansion to meet customer needs,” surmises Latimore.

Continually growing its investments

in mining and infrastructure, across both coal and other commodities, M Resources will direct its investment strategy towards assets and businesses where it can best add value by marketing the products generated. However, for the immediate future, Latimore’s focus for M Resources is crystal clear.

“For the year ahead, we will focus on growing our mining footprint through the Millennium operations and Dartbrook, expanding with our partners Stanmore Resources and Bowen, and increasing our global marketing network to thoroughly service the needs of our customers, partners and stakeholders.”

Drawing to a close, Latimore returns to the predictably unpredictable nature of the global trading industry as something that all companies will have to take in their stride for the years to come.

“Volatility is something that the industry is going to have to deal with even more in the future, but overall, the demand profile for metallurgical coal is strong.”

Indeed, as the Indian Government endeavours to meet its target of 300

Coal Augering Services

This is the fourth time that Coal Augering Services has recovered previously inaccessible coal reserves at Mavis Downs and Millennium since 2007.

Augering has enabled a rapid re-start for M Mining, providing start-up cashflows and supporting the transition to underground mining.

Bret Leisemann, CAS Managing Director said, “we are delighted to support M Mining in successfully re-starting the mine, proud of our achievement of zero harm since starting last September, and we look forward to assisting them again as one of Queensland’s newest producers in the metallurgical coal industry.”

www.coalaugering.com

million tonnes of steel production by 2030, the global market will need to rise to meet that challenge. With Australia currently exporting between 180-185 million tonnes of metallurgical coal a year, the demand is there to be seized.

“There are not many good quality large operations coming into play in the metallurgical coal space currently, so that creates a window for entrepreneurial companies to get involved and take advantage of that opportunity,” he concludes.

About us

Coal Augering Services offers a complete contract auger mining service, employing the highest capacity equipment and most experienced auger mining personnel in the world.

Auger mining is employed to increase reserves, accessing coal lying beyond the economic reach of conventional stripping operations at a low cost/tonne to maximise profitability and facilitate economic mine closure outcomes.

Coal Augering Services’ new generation of coal recovery augers are capable of drilling holes on angles of up to 20 degrees, with diameters ranging from 0.9m up to 1.9m, to a depth of more than 200m and augering up to 2,400 tonnes in a 12-hour operating shift. With three units available in the Bowen Basin, and one unit in Kalimantan, why not maximise your coal recovery (and profits) with highwall auger mining.

Outlook Creative Services

Outlook Publishing’s awardwinning 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.

EXPERIENCED AND CUSTOMER FOCUSED ENGINEERING INNOVATION

Singleton Engineering Solutions provides engineering, drafting and visualisation services, project management and construction management services and operating site support personnel. These services include the disciplines of mechanical, electrical, civil, structural and mining engineering. Our core focus is the mining industry, specifically for mine equipment and infrastructure.

FOR MORE INFORMATION VISIT: www.outlookpublishing.com/creative-services

FORGING AN INTERNATIONAL COAL-ITION

TerraCom is an Australian-based mining resources company encompassing an impressive portfolio of operating assets and exploration projects within the national coal sectors of Australia and South Africa. We learn more about this global operation with a community-centric core from Managing Director, Danny McCarthy

Writer: Ed Budds | Project Manager: Eddie Clinton

Coal is a cornerstone of Australian industry. Built on the efforts of hardworking Australians across regional operations, the sector has a strong future which promises to meet all the requirements of a modern economy.

Despite the ongoing negative rhetoric concerning coal, Danny McCarthy, Managing Director of TerraCom, believes that the resource will remain at the forefront of Australian industry for a long while yet.

“Whilst alternate energy sources are discussed and strategised over, the coal industry will continue to keep the lights on in Australia and indeed around the globe until a like-for-like

APAC OUTLOOK: HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE VALUABLE CONTRIBUTIONS THAT THEY MAKE?

DANNY MCCARTHY, MANAGING DIRECTOR: “At TerraCom, we are focused on motivating and empowering our employees, resulting in higher job satisfaction, improved work performance, and a greater commitment to the company.

“As Managing Director, I am deeply committed to making a positive difference and it is important that our vision, purpose, and values are known, understood, and lived by all employees.

“Our vision sets out what the future will look like, our purpose outlines why we exist, and our values are the fundamental shared beliefs and internal code of conduct which inform and inspire the ethics, behaviour, communication style, and culture within our company.”

energy source can eventually replace it,” he introduces.

Coal mining in Australia is a highly sophisticated and high-tech process. Continuous improvements in mining technology, occupational health and safety and environmental performance have ensured Australia’s standing as an efficient and reliable producer of high-quality, low-cost thermal and metallurgical coal for the domestic and international markets.

Regarding South Africa, TerraCom’s other major operational market, coal mining underpins the nation’s economy and is an important contributor to its success and longevity. Coal usage is integral to South Africa’s energy sector and over the course of the past decade, the nation’s public-owned utility, Eskom, announced the construction of the Medupi and Kusile coal-fired power plants to enable continued electricity supply for its people for decades to come.

Growing up in Central Queensland, McCarthy’s interest in the mining industry commenced at a young age. His father was an underground miner who transitioned to surface mines in the late 1970s, and it was this early exposure to the industry that ultimately led to McCarthy forging his own path within it.

“I was intrigued by the sheer size and complexity of the mining process,” he recalls.

Fast forward through 27 varied years in the mining, minerals processing and resources sector within Australia, and McCarthy started working with TerraCom as Chief Executive Officer in December 2018, as the company was poised to start implementing an improvement agenda focused on long-term sustainability for employees and shareholders.

EXPANDING A GLOBAL REACH

Having grown significantly to now boast a global footprint, TerraCom is

CR Mining

CR Mining has been setting the industry standard for dragline buckets for over 35 years.

Our next-generation Hurricane dragline bucket is proven to increase productivity by up to 16 percent by shortening cycle times, reducing drag energy, and increasing machine availability through robust design.

That dragline expertise has now been applied to dragline chain and rigging.

As a long-time supplier of dragline buckets to Blair Athol mine, we were pleased to expand our relationship with our first rope-to-rope installation of dragline chain and rigging.

We know how critical dragline uptime is for open cut coal mines. That’s why we’ve invested heavily in our strong global supply chain.

The result: we were able to progress from order to installation of chain for Blair Athol within a month.

We’re also known for our legendary service. Site account managers are on site regularly and always available for help and support. From regular inspections to hands-on advice, we put our experience to work for you. The goal is to become embedded in your operations, gaining deep knowledge of your unique site conditions, maintenance practices, and operational goals.

It’s all part of our sustainable business model. We work with our customers to meet both their immediate shortterm needs and plan for the long term.

To boil it down to one question: What else can we do for you?

www.crmining.com

an Australian-based mining resources company, comprising a large portfolio of operating assets in Australia and South Africa with an impressive suite of exploration projects within the vast coal sectors of these two nations.

“We are a renowned low-cost producer focused on delivering exceptional outcomes from our highyielding diversified asset portfolio for investors,” explains McCarthy.

On a combined basis, via both direct and contractor engagement, TerraCom now employs approximately 3,600 people worldwide.

“Our people are our business, and their continued dedication allows us to consistently deliver products to our customers every day of the week, and every day is the chance to better the achievements of yesterday,” he continues.

The Australian business unit of TerraCom comprises the flagship Blair

Athol coal mine located in Clermont, Queensland, as well as a large portfolio of exploration and evaluation assets predominantly located in the Northern Galilee coal region.

The life of the Blair Athol mine is projected at more than eight years at the current run rate of 2.2 million tonnes for export, and TerraCom continues to explore several potential near-mine expansion opportunities which could see the facility utilised as a processing precinct for many decades to come.

In South Africa, TerraCom, via its 100 percent ownership of Universal Coal Plc, holds an interest in a portfolio of producing, development and exploration assets located across the nation’s major coalfields. There are currently three operational mines including the North Block Complex, New Clydesdale Colliery and Ubuntu Colliery.

Position Partners

Supporting TerraCom with operational technology for production and rehab.

To increase safety and productivity in both production and rehab environments, TerraCom has adopted high precision machine guidance technology on its fleet of seven dozers at the Blair Athol site in Central Queensland’s Bowen Basin.

Commissioned and supported by Position Partners, the Carlson Grade solution combines GPS positioning with an in-cab display to efficiently guide operators to work to the design in real time, reducing dependence on surveyors and rework.

In production areas, the technology ensures accurate floor levels and correct grades on ramps. For rehab, the high precision machine guidance technology is used in conjunction with 3D Data Guidance rehab optimisation software to meet all legislative requirements and community expectations.

For managers to effectively analyse and optimise operations, Carlson Command software is used for data management, productivity analysis and full design mapping with live cut, fill and elevation information available on any computer with an internet connection.

To ensure minimal downtime on machines, systems are backed by Position Partners’ comprehensive managed service, which includes full technical support via web-based remote access to machines as well as on-site visits.

www.positionpartners.com.au

“OUR MANTRA IS SIMPLE YET COMPELLING – BE BETTER THAN OUR PEERS, DELIVER RELIABLE AND CONSISTENT PRODUCTS, AND BE COST-CONSCIOUS WITH EVERY DOLLAR SPENT”

– DANNY MCCARTHY, MANAGING DIRECTOR, TERRACOM

High Precision DOZER SOLUTIONS

Give operators and managers the power to mine to the design and reduce downtime. With a simple, user friendly interface that can be used across multiple machine types, Carlson Grade will increase machine productivity and profitability.

• Correct floor elevation

• Up productivity via accurate push strategies

• Reduce idle time

• Easily mine to the design

• Reduce survey cost

• Increase safety with watch and warning zones

• Track materials

• Determine accurate overhaul costs

The South African operations provide domestic quality coal to Eskom, and also supply high quality export coal to customers via the Richards Bay and Maputo coal terminals.

INSPIRATION THROUGH ACCOUNTABILITY

TerraCom currently finds itself in a unique position whereby it does not have the bureaucracy that some larger organisations in the industry have.

“We are flexible and agile, and this allows us to quickly adjust to meet the

changing demands and parameters of the market, internal business requirements and stakeholders,” McCarthy outlines.

The main ethos of the company is “we do what we say”, which is extremely important both within the organisation and when dealing with external stakeholders. TerraCom strives to maintain a high level of leadership and show accountability for everything it does, and this subsequently inspires its entire team to remain committed to goals, be attentive during all tasks, and crucially, never lose sight of

opportunities to grow.

“Our mantra is simple yet compelling – be better than our peers, deliver reliable and consistent products, and be cost-conscious with every dollar spent. There is no ‘done’ or finish line, our sights are continually honed on being better at every turn, with each interaction, every movement and motion, we aim higher and higher and higher and we do it at every chance we get,” he adds.

This is critical in building positive community relationships. Indeed, the strength and success of TerraCom, whilst founded on its people, is underpinned by long-term business partnerships with several key equipment and contracting partners.

“As part of our everyday actions, we strive for continuous improvement. We know there’s always something to learn from what we’ve done; whether that be the way we act, the choices we make, how we live out our cultural values or how we treat each other and the wider community,” McCarthy says.

“OUR PEOPLE ARE OUR BUSINESS, AND THEIR CONTINUED DEDICATION ALLOWS US TO CONSISTENTLY DELIVER PRODUCTS TO OUR CUSTOMERS EVERY DAY OF THE WEEK”

– DANNY MCCARTHY, MANAGING DIRECTOR, TERRACOM

Elsewhere, TerraCom also works cooperatively with local communities to progress its projects both in Australia and internationally, and is committed to a positive programme of engagement in every community in which it operates.

In Australia, the Blair Athol mine plays an integral part in the Clermont community. In addition to providing community group support, TerraCom has recently completed the onboarding of 16 local traineeships and is launching an apprenticeship programme providing careers in mining and skills pathways to further support the future of Clermont and the wider central highlands region.

Further to these communitybuilding initiatives, TerraCom is also a well-regarded supporter of CQ Rescue, a community-funded

rescue helicopter service based in Mackay Queensland. CQ Rescue is an instrumental service across Central and North Queensland, providing the community and stakeholders with a sustainable and supported, worldclass aeromedical and emergency helicopter rescue service available to anyone, anywhere at any time.

For the South African strand

of the business, TerraCom, via its subsidiaries, has identified education as a key area that will change the lives of the youth in the company’s host communities and will therefore continue to offer skills, training programmes, internships and funding for higher education and donations to local schools across its operations.

MAXIMISING AN EFFICIENT SUPPLY NETWORK

TerraCom transports products from its mining facilities to customers by rail, train, truck and ship. The business partners that provide the company’s supply chain services are wellestablished, reputable firms that are deeply engrained in the industry.

It is TerraCom’s preference to always work with local suppliers, in order to promote local community growth and support the availability of skilled labour, goods, and services from stakeholders near its operations in both Australia and South Africa.

The reality is, successful partnerships don’t just happen, and TerraCom recognises the genuine relationships that it has built with its customers and valuable business partners who have supported the company along the way.

“These highly reputable and established relationships emphasise accountability across all areas of our business; focusing on priorities and gauging business metrics to track and measure performance which help us to thrive, creating more value than we otherwise would,” ensures McCarthy.

Of equal importance to TerraCom is protecting the unique environment of the areas in which the company operates and managing social responsibilities with immense sincerity.

“Our commitment is being responsible to minimise our impact, to progressively rehabilitate areas disturbed during our operations, and preserve or restore the longterm health and sustainability of the environment where we operate,” McCarthy tells us.

The advancement of this rehabilitation is being completed progressively at TerraCom’s Blair Athol mine in Clermont and its South African operations, with the aim of significantly reducing rehabilitation activities at the end of the mine’s life.

The mine currently has dedicated rehabilitation equipment and resources to undertake the necessary rehabilitation works with additional support from the production dozer fleet.

PROMISING NEXT STEPS

It is now TerraCom’s immediate focus to continue to ensure dividends flow to shareholders and the company remains open to the right growth opportunities that pass its strict investment criteria.

“Ensuring responsible management of capital within our recently developed framework is a key focus, and our growth agenda is governed by responsible decision making for opportunities that add value to our story,” wraps up McCarthy.

The story of TerraCom is one that looks set to continue unwinding in exciting new directions and promises to deliver a highly satisfying overarching narrative for all characters involved, in line with the company’s relentless ambition for forward progress.

TerraCom’s people are its business, and their continued dedication allows the company to consistently deliver products to its customers

FUTURE-PROOF PACKAGING

Writer: Rachel Carr | Project Manager: Dennis Morales

Schur’s story began 176 years ago in Horsens, Denmark with Johan Wilhelm Schur. Familyfounded and still family-owned, six generations later the company is providing end-to-end packaging solutions through the combination of technology and sustainable materials.

Although still headquartered in its native land, many things have changed since the company’s inception in 1846. Its portfolio has expanded and the technology has advanced, however, its values remain the same.

Schur is an international family of 12 companies operating in five countries including Denmark, Sweden, Germany, the US, and finally,

Australia. The latter is the company’s most recent area of growth with 50 employees. Through its expansive client base, Schur has a global reach.

The company supplies solutions to a variety of industries from fastmoving consumer goods (FMCG) to B2B tools and DIY, to the health and medical industry.

“We are founded on Danish values but with a global footprint and local presence and production,” establishes Paul Quinn, CEO of Schur Star Systems Australia Pty Ltd.

Quinn was drawn to his position at the company with good reason, since Schur’s family values are aligned closely with his own.

“Due to its considerable history, Schur takes a measured long-term approach to business and continues to invest in and support the company in Australia. I am convinced we have

Paul Quinn, CEO, Schur Star Systems Australia Pty Ltd

Schur is one of the oldest family-run packaging companies in the world. We speak to Paul Quinn, CEO of Schur Star Systems Australia Pty Ltd, to unpack the next chapter for the business

a great future and am extremely grateful for the opportunity.”

SUSTAINABLE SOLUTIONS AND STRATEGIES

Sustainability is at the core of Schur, and with its wealth of experience and knowledge, the company is able to offer responsible packaging solutions.

“We always strive to find the best possible solution for the environment, while at the same time also ensuring that we provide the properties necessary to protect the specific product, based on the needs of our customers,” Quinn tells us proudly.

The company is ecologically aware and wants to leave a positive

imprint, and a legacy to be proud of. Quinn informs us that decency and integrity run through Schur’s DNA and define everything the business accomplishes.

“As a member of the Australian Packaging Covenant Organisation (APCO), we are working towards 2024 packaging and recycling targets which will provide better solutions for our customers and consumers in Australia.”

It is clear that sustainability is central to the way Schur does business. By continually moving towards the most sustainable solution while maintaining the requirements for product protection, it advances Schur ahead of the pack.

“In a world where packaging is seen as a problem, we are committed to making packaging part of the solution. We are currently in the process of developing our sustainability strategy towards 2030. Our vision for the future is based on a systematic approach to circular sustainability via end-to-end packaging systems,” states Quinn.

LEADER OF THE PACK

One of Schur’s legacies is innovation, which has played a crucial role in where the company is today. Revolutions in packaging and modern production facilities maintain a competitive advantage and this progressive outlook is evident

throughout Schur’s history.

“From developing an innovative method back in the 1890s for printing on wood, and winning an award at the 1983 World Expo in Chicago, to building one of the most modern and automated production facilities at our factory in Gallin, Germany, in 2016, to continuous innovation in packaging development such as sustainable films for our roll stock business in Australia – innovation is part of our DNA and how we work with

customers to continuously explore new paths to create the best solutions together,” shares Quinn.

Fast forward to today, and in addition to packaging materials, Schur can supply turnkey packaging solutions based around the latest Schur® Star unique technology. It is a combination of premade bags and a versatile packaging machine that matches any product, packing process, segment, or market requirement.

Esko

The latest Esko software makes it easier to automate, connect and accelerate to overcome today’s packaging business challenges.

With today’s brands and packaging suppliers facing a catalog of potentially crippling challenges, Esko develops its software innovations specifically to make it easier for people and processes to connect, to automate operations and to drive operational improvements.

“From the energy crisis and the erosion of margins to material shortages and labour and skills deficits, we know there are many significant challenges for businesses today,” said Scott Thompson, Esko Marketing and Channels Manager, Oceania. “The role of technology and innovation is key in surmounting these. It’s now imperative that companies review their current business operations and identify areas where they can make meaningful improvements and drive operational efficiencies in order that they not only survive but thrive.”

It is in this climate that Esko developed its latest software version, bringing to market new technological developments that will advance the industry, helping businesses form a foundation to identify waste, mitigate risk and optimise opportunity while preparing for the predicted megatrends of 2023.

The latest Esko software release includes a host of new features, including:

• Dynamic subscriptions

• ArtPro+ GMG OpenColor Connector

• Greater flexo automation

• Automated workflow improvements

• New FEFCO standards as parametric tools in ArtiosCAD

• Integrated Tilia Labs Artificial Intelligence

“Our key focus is to deliver technology that makes it easier for packaging companies to connect its people and processes, to access data, automate operations and to drive operational efficiency,” said Scott.

For more information on the range of Esko software solutions, visit our website at the address below. www.esko.com

DUE TO ITS CONSIDERABLE HISTORY, SCHUR TAKES A MEASURED LONG-TERM APPROACH TO BUSINESS AND CONTINUES TO INVEST IN AND SUPPORT THE COMPANY IN AUSTRALIA”

– PAUL QUINN, CEO, SCHUR STAR SYSTEMS AUSTRALIA PTY LTD

In Australia, Schur® Star Systems manufactures quality flexible packaging and pouches for local

SCHUR STATISTICS

• 100 PERCENT of Schur’s companies work with sustainable solutions

• 22 PERCENT female leaders across all companies

• ALL COMPANY cars will be hybrid or electrical by 2030

food, cosmetics, and pharmaceutical customers.

“We have our own laboratory in Thomastown, Victoria, where we constantly seek to develop our material to innovate and make it sustainable. An example of this type of sustainable innovation is our recently developed Schur® Lid,” Quinn informs us.

“The Schur® Lid is a polyolefinbased structure developed locally in our laboratory specifically for the Australian market. It is available in mono and/or multi-layered laminated versions and can be used as a direct

replacement for current polyethylene terephthalate (PET) film lid sealing to PET trays for ready meals and other retail packs that require a recyclable option.”

Schur has made significant investments in its Australian operations to create a world-class facility. This includes the recent heating and cooling of the entire factory, and the addition of several new printing, pouch and slitting machines.

FOCUSING ON THE FUTURE

With 176 years of expertise

“ IN A WORLD WHERE PACKAGING IS SEEN AS A PROBLEM, WE ARE COMMITTED TO MAKING PACKAGING PART OF THE SOLUTION”

– PAUL QUINN, CEO, SCHUR STAR SYSTEMS AUSTRALIA PTY LTD

800 + SOLD

The most preferred CI Flexo printing press in the world

MIRAFLEX

Equipped for PACKAGING 4.0

Experience intelligence with:

EASY-SET – superior impression setting as standard with every press

CHECK-REPEAT – continuous repeat length monitoring

EASY-COL – intelligent colour matching and ink management system

VISION – intelligent, intuitive and integrated web inspection system

TURBOCLEAN – most advanced inking and wash-up system

… and many more!

within packaging, automation, innovation, and hands-on production understanding across a broad spectrum of industries, Schur’s local production and innovation capabilities make it possible to serve customers with locally produced pouch and roll stock material, while being able to bring in the competencies and knowledge of being part of a global organisation.

As Schur prepares for an exciting year ahead, the focus is on its team,

customers and suppliers, and preparing for a new production capacity.

“In the second half of 2023, a new Windmöller & Hölscher 10-colour printing press will be installed at our Melbourne plant. The new press will be the most advanced printing press that Windmöller & Hölscher has delivered into the Australian market to date, and allows for two-side printing, additional gravure coating station and advanced monitoring of

DIC Australia

DIC Operates in more than 60 nations and regions around the globe and is committed to being the world’s best supplier of inks, coatings, systems and services – adding maximum value to our customers’ operations in the areas of visual impact and decoration through colour and technology.

The DIC Group will continue to leverage its competitive advantages, notably its specialised technologies and know-how, to offer specialty solutions that ensure it remains the partner of choice for its global customers whilst creating greater sustainability and using technology to help mankind preserve the natural world.

www.dicanz.com

DIC Operates in more than 60 nations and regions around the globe, adding maximum value to our customers’ operations in the areas of visual impact and decoration through colour and technology.

Learn more

colour matching and print quality. The press will be linked directly to our enterprise resource planning (ERP) system for real-time performance tracking,” says Quinn.

“We are heavily focussed on our internal processes, and on building relationships rather than specific volume targets, although these are also important considerations.”

Schur’s rich heritage and history are an indication of trust and stability, the values it carries are embedded in its genes, and the legacy continues with the company’s commitment to delivering to its customers.

Committed to being the world’s best supplier of inks, coatings, systems and services.

KEEPING TURBINES TURNING

The airline industry is experiencing a rapid period of growth following the COVID-19 pandemic. We take a look at Pacific Turbine Brisbane and speak to company executives about its soaring solutions

Writer: Marcus Kääpä | Project Manager: Kierron Rose

Pacific Turbine Brisbane (PTB), a Precision Aviation Group (PAG) company, is a gas turbine engine workshop and sales facility offering tailored solutions to its customers.

In addition to its large inventory of turbine engines and components, PTB customers benefit from the expertise offered by highly dedicated and experienced engineers, sales, and technical representatives.

In conversation with David Mast, President and CEO of PAG, we take a look at the soaring success of the group’s most recent acquisition.

“Over the past two years, we completed seven acquisitions which expanded our core capabilities in avionics, components, engines, as well as manufacturing, sub-assembly, and designated engineering representative (DER) services for fixed and rotary-wing aircraft,” he says.

“Each acquisition was strategically chosen for its expertise, reputation, and geographical location. Today,

we have 23 locations and 20 FAA and EASA-approved repair stations worldwide. PAG’s focused attention on how to better serve our customers — and attract new customers — is a source of strength and growth for all our companies.”

During the COVID-19 pandemic, PAG continued to expand its service capabilities, repair facilities, and inventories throughout its group of companies worldwide. While the aviation industry has grown each year post-COVID-19, expectations for even higher growth from now through to the end of the decade promise significant opportunities for all PAG companies.

“The last few years were hectic for the entire industry, but for PAG, it was also an exciting time,” Mast tells us. “We emerged from the crisis even stronger. Today, our global presence, customer-focused teams, facilities, and diverse maintenance, repair and overhaul (MRO) capabilities are among the best in the industry.”

“PAG’s global presence will give our customers a much broader platform of support,” adds Peter Cannon, General Manager of PTB. “It’s not just about building or repairing engines - it’s about keeping aircraft flying so that tourists reach their destination on time, miners get to their sites, skydivers get in the air, and agricultural teams get the crops sprayed for the season.”

AIRLINE EXPERTISE

Cannon has spent his life with aircraft. He started his career in 1989 as an aerospace engineer apprentice in the Royal Air Force (RAF) in the UK, and always had a passion for all things aircraft related, reflecting on childhood summer holidays spent at air shows or travelling with the Air Cadets. After seven years as an RAF engineer working on the iconic

PTB AT THE CORE

Principal activities include:

• Specialist repair and overhaul of PT6A and TPE331 turbine engines at its dedicated Brisbane facility.

• Managing the repair and overhaul of engines at third party overhaul shops on behalf of its customers.

• Trading in spare parts for engines and components.

• Long-term engine management contracts for the above activities which provides PTB customers with a guaranteed efficient, expert, and timely service for all their engine and component needs. This also results in significant commercial benefits as customer cashflow is matched to their operational activity, ensuring better working capital management and peace of mind.

• Managing repair/overhaul and trading of non PT6A and TPE331 turbine engines and component parts.

• Short- and long-term aircraft, turbine engine, and turbine engine component rental, leasing, and finance.

• The addition of PAG’s four focused segments of avionics, components, engines, and manufacturing/sub-assembly/DER.

• PAG’s trademarked inventory supported maintenance repair and overhaul (ISMRO) service combines parts distribution with repair station support.

Outlook Creative Services

Harrier jump jets, he joined the Royal Australian Navy (RAN) as a helicopter engineer for a further six years.

In the early 2000s, there was an unprecedented movement of aircraft into the Middle East to support the coalition efforts for troops in Afghanistan, Iraq and Africa. For Cannon the calling was too much to ignore; he went to the Middle East for an initial six-month contract in Kuwait, and returned home 10 years later having run aircraft, passengers, cargo, and helicopters all over Central Asia, the Middle East, and Africa.

“This led me to take a position in Papua New Guinea (PNG) as the CEO of an airline with 35 aircraft, both fixed wing and rotary wing,” he tells us. “Then the dreaded COVID19 pandemic hit, and after enduring six hotel quarantines, I decided to make a change and moved into the maintenance and repair side of the business. I knew that this would give me a much better life balance, and

this is where I was fortunate enough to start with PTB which had been a supplier of aircraft engine support whilst I was in PNG.”

AIR SUPPORT AND SOLUTIONS

One of PTB’s core services is the repair and overhaul of PT6 and 331 engines, which are commonly used in aircraft

with 19 seats or less, and certain types of helicopters. PTB has facilities in Brisbane alongside engine shops in Phoenix, Arizona, and Dallas, Texas.

“All these shops can repair, strip, and test engines. They all have test cells so they can run the engines to simulate them operating on aircraft and measure their performance to

At EXTEX Engineered Products we design, inventory, and supply high-precision certified aftermarket replacement aerospace parts for businesses around the world.

Outlook Publishing’s awardwinning 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.

THE PTB ADVANTAGE

WORKSHOP - PTB’s purposebuilt facility has been fitted out to expertly manage PT6A and TPE331 engine overhauls, component overhauls and repairs.

GLOBAL PRESENCE - Wherever customers are in the world, PTB can provide a wide range of customised services suited to a business’ needs.

TEST CELL - PTB’s recently installed test cell provides its Australasian customers with the latest technology for testing their engines.

PT LEASING - A dedicated aircraft and engine lessor with decades of experience maintaining, overhauling and leasing PT6 and TPE331 engines, PTB can leverage this experience to provide turnkey aircraft and engine leasing solutions.

ensure the highest standards,” Cannon explains. “We have a component shop in Pittsburgh that supports the hot sections of the engines and some additional components. Collectively across our shops, we maintain, repair and operate/overhaul an average of 25 engines per month.”

A second area of PTB’s business is its leasing department. PTB buys aircraft and leases them to operators while providing full customer support.

“The third area is our parts sales, undertaken across two offices,” Cannon added. “Our Brisbane office stocks and sells parts that support the same customers whose engines we look after, as well as the leased aircraft. Our office in Sydney trades a huge array of aircraft parts, from

components to large engines, across the world.”

FLYING HIGH

According to Cannon, PTB’s helicopter business represents substantial promise and opportunity. One of the company’s shops in Phoenix has recently revamped the overhaul and building of its twin-engine pack that is used in Bell utility helicopters all over the world.

“This, coupled with the acquisition of PTB by PAG, which has a long history of helicopter support, will give us access to more inventory, as well as their current customer base who operate helicopters,” he elaborates. “In our recent hiring of business development managers, we onboarded individuals with both

fixed- and rotary-wing experience as we anticipate growth in the industry.”

PTB is also making moves when it comes to its regional expansion. The company has played an integral role in supporting tourism airlines in the Asia-Pacific market, and since the relaxation of restrictions on travel, the airlines have been expanding.

“We currently support over 150 engines in the Asia-Pacific market, along with component support,” Cannon states. “They are continuing to expand flights there with recent record-breaking flying hours.”

Outside of this growth, PTB’s key priorities this year include working with PAG to become fully knowledgeable with all the products and support available to support its customers with tip-to-tail solutions.

“By joining PAG, we are now present across 23 locations in various countries including Australia, Singapore, Brazil, the US, and Canada. The success of PTB is really a reflection of a great team of dedicated people. It’s exciting to see the company continue to rise to new levels,” concludes Cannon.

Tel: +61 7 3637 7000

sales@pacificturbine.com.au

www.pacificturbine.com.au

www.precisionaviationgroup.com

“THE SUCCESS OF PTB IS REALLY A REFLECTION OF A GREAT TEAM OF DEDICATED PEOPLE. IT’S EXCITING TO SEE THE COMPANY CONTINUE TO RISE TO NEW LEVELS”

– PETER CANNON, GENERAL MANAGER, PACIFIC TURBINE BRISBANE

AT THE HELM OF SAFETY

Pacific Helmets NZ Ltd is a leading producer of emergency services PPE. We take a look at the company, its passion for quality and safety, and how its helmet product range stands above and apart as the go-to choice for operators across the APAC region

Writer: Marcus Kääpä | Project Manager: Dennis Morales

In an ever-evolving world, the impact of global warming, rising populations and growing urban areas leads to an increased risk of disasters caused by fires, floods, landslides and more.

Frontline operators such as firefighters and rescue teams require the finest personal protective equipment (PPE) to help them perform critical tasks in order to save lives, prevent disasters and mitigate risks, all while keeping themselves safe from harm.

Pacific Helmets NZ Ltd (Pacific Helmets) is a world leader in the design and manufacture of structural firefighting, wildland firefighting, and technical rescue helmets. The

company has a long and proud tradition of meeting the specific needs of emergency services worldwide. Indeed, Pacific Helmets’ mission is to provide the world’s best safety gear, without compromise.

The company’s range has long been recognised for its safety, innovation, durability, comfort, design, and quality, and Pacific Helmets’ products are certified to all major international standards including EN, NFPA, AS/NZS, and ISO.

UNWAVERING IN THE FACE OF FIRE

Founded in 1982, originally manufacturing motorcycle helmets

for the Australasian market, New Zealand-based Pacific Helmets has since expanded its range of products to include fire, rescue, sports, and allterrain vehicle (ATV) helmets.

With over 36 years of experience in the design and manufacture of premium safety helmets, Pacific Helmets specialises in manufacturing and exporting safety helmet products to the exact design and performance specifications of each customer. Pacific Helmets strives to meet, set (where possible), and exceed the highest international standards for technical safety performance. The Pacific Helmets product range includes helmets compliant with all major standards throughout the world.

Flexible manufacturing processes and innovative design flair result in products which have created new dimensions in helmet safety. Pacific Helmets has an ongoing commitment to the development of new and innovative helmet products and an unwavering focus on safety, quality and comfort.

Over the past 20 years, the company has recruited and trained a highly skilled team of management

and employees. The team, together with consultants when required, has valuable and unsurpassed knowledge in helmet manufacturing.

Today, the ideas and experience gained in developing the present models also facilitate the development of exciting new models and reduce the lead time required to develop new products.

The development of the Pacific Fire Helmet range for the New Zealand Fire Service was an example where a close working relationship between the experienced personnel at the fire service and the design team at Pacific Helmets resulted in a product range that met the brigade’s standards, specifications and price. This has been the case over the years with numerous brigades throughout Australia, Asia, the US, Europe, and the UK.

The senior management team is fully involved in product design, development, testing and marketing. Senior staff also have direct involvement in production and liaise directly with the company’s clients. A strong team environment ensures that all staff at Pacific Helmets have a total commitment to producing the

PACIFIC HELMETS - BENEATH THE VISOR

Passion, expertise and quality are the three pillars of the Pacific Helmets brandPacific Helmets is passionate about safety. The company is dedicated to making the world’s superior emergency service head protection, placing operator safety in the hands of the best.

REGISTERED TRADEMARKS:

• Pacific Fire/Rescue Safety Helmets

• PRO Safety Helmets

Over three decades, Pacific Helmets has developed an inherent understanding of the relevant international standards and the resulting design implications. Pacific Helmets prides itself on the ability to provide helmets that are designed around all three of the following criteria:

• International Standards

• Practical requirements of fire fighters and rescue personnel

• Aesthetics and comfort

Axiam Plastics

In 1982, David Bennett from Pacific Helmets contacted Inztep, a local footwear manufacturer, to make a hinge for a face shield. Inztep was able to adapt one of its processes to make the hinge for Pacific Helmets, beginning a 40-year relationship.

In 2019, Axiam Plastics (Inztep) won the Supreme Award at the Plastics NZ Design Awards for the F15 Chassis and Helmets Components made for Pacific Helmets.

Today, Axiam Plastics and Pacific Helmets continue to grow their relationship, by adapting and innovating with new products and moving into new markets.

www.axiam.co.nz

highest quality products, backed by a full quality assurance programme which is certified to ISO 9001:2015.

VERSATILITY IN THE FIELD

Another advantageous facet of Pacific Helmets’ product range is the customer’s ability to customise orders to suit the needs of their business, agency, service, and practice.

Through flexible manufacturing processes and an innovative design team, Pacific Helmets allows customers to design bespoke helmets to suit their exact requirements and preferences. Customisation is available for orders of all sizes, from as little as one unit upwards.

When it comes to customisation, this may be simply a matter of cosmetic choice. Pacific Helmets offers an almost limitless range of decals and high-quality paint finishes, and works closely with its customers

to ensure the helmet finish is to their exact requirements. It is also possible for customers to request and make complete design changes to the helmet product range. This process is only limited by the requirements of the relevant standard and the customer’s imagination.

Aspects of helmets can be altered or added in order to better suit the needs of unique frontline field tasks. An example of Pacific Helmets’ provision of range and versatility is its F10 MkV, a jet-style structural firefighting helmet that combines safety, comfort, quality and style into a unique and high-end product. With a DuPont™ Kevlar® and fibreglass reinforced composite shell, the F10 MkV is incredibly light and, like all Pacific Helmets products, is designed to last customers a lifetime.

The F10 MkV accommodates a wide range of accessories. The design of the F10 MkV has carefully considered the needs of front line

firefighters and incorporates unique features such as combining the latest technology in Pacific Helmets’ unique co-moulded hinge and liner retaining system. This co-moulded technology ensures the wearers’ head and neck are fully protected from excessive force again emphasising the company’s goal of delivering the world’s best safety helmets - the F10 MkV was awarded Silver at the New Zealand Best Design Awards in 2015.

STANDOUT SAFETY

Of course, customisation would not be complete without a fine range of helmet colours to choose from; each of Pacific Helmets’ products can be ordered in a variety of colours to symbolise their versatility across various industries and services, from rescue blue and signal green to high-visibility fluorescent orange and the classic crimson red. Pacific Helmets’ products are painted with ultra-violet (UV)-resistant paint and

come in a gloss finish. Some colours are available in a satin (matte) finish, and custom colours are available by request.

Pacific Helmets also offers decal options and further customisation allows customers to make their helmets their own, suiting their brand and helping identify team members. Pacific Helmets can make customised rank markings, custom reflector shapes, brigade badges, symbols, and lettering for customers to choose from, either out of existing or bespoke new designs to tailor the products to a certain company, service or field.

From helmets designed to be worn in cases of structural fires, to compact and versatile helmets for wildfire taming, lightweight helmets for USAR teams, paramedics, rescue workers, and ATV users, Pacific Helmet’s products are the best in the market for a multitude of real-world situations.

Axiam offers start to finish production solutions for plastics

and metals.

Axiam’s capabilities cover precision component manufacture in die castings and shell moulding, plastic and foam injection.

131 Somme Parade, PO Box 5101 Whanganui 4542, New Zealand

ON FOUR WHEELS FIVE STAR

Food delivery vans operated by Tasty Fresh Food Co are a convenient and cost-effective way for employees to enjoy a fresh morning tea or lunch at their place of work. Founding Director, Colin Lear, details the journey of Australia’s number one lunch van operator

Writer: Jack Salter | Project Manager: Liam Pye

We’re the number one lunch van operation in Australia and dare I say we’re the largest, and arguably the best, lunch van operation in the world.”

Tasty Fresh Food Co has come a long way since husband-and-wife team Colin and Carly Lear started the company originally known as Foodmobile with a single second hand van back in 1979.

From humble beginnings making sandwiches in a single shopfront and servicing a small group of clients in the eastern suburbs of Melbourne, Tasty Fresh Food Co today has a national fleet of over 180 purposedesigned and built vans operating from six state of the art facilities across Australia.

“We produce pre-packaged, grab-and-go convenience food in our production facilities, load them onto our fleet of lunch vans which then set out and visit the same group of clients at the same time each business day,” outlines Lear. “It’s classic convenience retailing – the Tasty App sends out an alert that the van is about to arrive, our customers head out, grab their choice of product and our Van Sales Manager expedites the transaction.”

The three core pillars of this familyowned and operated company – fresh daily, value for money, and quality product in quantity – were set right from the onset and remain to this day.

Blue collar workers are still the predominant customers for Tasty Fresh Food Co however the quality and wide range of sandwiches, rolls, hot pastries, fried food, sushi, salads, cakes, chocolates, snacks and beverages ensure many office workers also take advantage of the convenience and healthy food selection.

LEAP OF FAITH

Whilst some things have remained the same over the years, Colin and Carly made the unusual decision in 1989 to sell the very cottage-style

Foodmobile business and take the lunch van concept to a more professional level by building on the 10 years of trial and error and starting again from scratch.

Using the proceeds of the Foodmobile sale to purchase a factory in the Melbourne eastern

APAC OUTLOOK: HOW IMPORTANT ARE YOUR VAN SALES MANAGERS?

COLIN LEAR, FOUNDING

DIRECTOR: “The Van Sales Manager (VSM) – the person in the van – is absolutely the key to our success.

“Tasty Fresh Food Co flips the typical corporate org structure on its head and places the customer at the very top. The VSM is next in line as they have the direct connection with the customer and all other Tasty team members are there to support the VSM to concentrate on nothing else but giving the customer the most enjoyable consumer experience.

“It doesn’t matter how good we are at all the other components of our service, the VSM is the vital ingredient in creating the connection between the customer and the brand. Each VSM would have on average 250 of the same customers that come to visit them each day to enjoy the friendly banter and purchase something nice to eat. In many cases it’s the best part of their day.

“When the VSM is about to leave the call before, they also send an alert out on our app which notifies customers that the van is within minutes of arriving at the site.”

industrial area of Bayswater, the company then had enough space to build a commercial kitchen, bakery, administration facilities, along with warehouse space for 10 vans before relaunching as Tasty Trucks in April 1989.

“Everything was securely housed under the one roof which took the business to a whole new level in terms of professionalism,” Lear tells us.

In 1993, having filled the Bayswater depot with 10 modern new vans, Tasty Trucks then took the opportunity to lease an adjoining yoghurt factory when it became available next door.

“We moved our kitchen and admin into the newly acquired space and this gave us the opportunity to automate our sandwich production using conveyors which was very innovative at the time and a significant learning curve,” adds Lear.

It wasn’t long before the freed-up warehouse space was filled with a further 10 vans and the company then began looking further afield for a larger premises to take advantage of the unfolding growth opportunities.

Tasty Trucks took the punt in 1999 and moved to a much larger factory in neighbouring Ferntree Gully, where the head office, production and bakery is still located to this day.

“It was a leap of faith as we had to rebuild all the kitchens and bakery, but it gave us the opportunity to more than doubled our capacity to 50 vans and expand our area of operation,” Lear recalls. “I spent all my time at the new site managing the new build while the Management Team took on the extra management responsibilities which gave them invaluable experience in all areas of the business.”

By 2006 the Ferntree Gully facility had reached its 50-van capacity giving coverage to all eastern and south-eastern industrial areas of Melbourne when the decision was made to establish a distribution centre in Tullamarine. This enabled the

Four’N Twenty

Four’N Twenty, the brand synonymous with Australian culture and famous for the humble meat pie, has been enjoyed by many for generations. Being the creators of iconic Aussie comfort foods, Four’N Twenty has established itself with the Classic Pie, the Traveller, King Size Sausage Roll, and the Meat Free range, which have all captured The Great Australian Taste of locally made products.

Four’N Twenty is part of Patties Foods Group which boasts a proud portfolio of Australian-owned food brands such as Nanna’s, Herbert Adams, and Ruffie Rustic Foods. Patties Foods delivers delicious, convenient snacking and ready-meal solutions across all consumption’s occasions. The Group’s vision is ‘to have famous brands, which consumers love and trust, locally and globally.’

With Australians’ fond memories and emotional attachments to Four’N Twenty, the food brand has continued to cement itself in Australian culture. The positive associations with the Australian-made pie brand have facilitated high demand and rapid growth.

Four’N Twenty’s long-standing partnership with Tasty Trucks has facilitated the distribution of pies throughout Australia, bringing The Great Australian Taste to hundreds of fans. Tasty Trucks is an Australian family-owned and operated business and has been operating since 1979. The business has been delivering over 250,000 Four’N Twenty pies straight from the bakery to workplaces such as manufacturers and offices every year. info@patties.com.au

THE GREAT AUSTRALIAN TASTE

company to service the large western industrial areas of Melbourne and the facility has since been upgraded to accommodate a fleet of 30 vans.

GOING NATIONAL

Tasty Trucks launched its state of the art Tasty Mk II van in 2009; a huge project in which the company converted the Toyota HiAce into a modern, stylish and distinctive Tasty lunch van.

“We then set about replacing our fleet of vehicles, each of which has a 12–14-year life cycle before they are decommissioned,” Lear informs

us. “We want our customers to feel totally confident about buying product from our vans and we work hard to keep our shop front looking modern, meticulously clean and appealing.”

With the audacious goal of becoming a national business, Tasty Trucks put in place an Executive Team in 2011 before making its first inter-state acquisition the following year in Newcastle, New South Wales (NSW); a challenging venture but timely with the company now having full coverage of every industrial area in surrounding Melbourne suburbs.

Goodman Fielder is committed to making everyday food better for everyone and is a proud food partner of Tasty Fresh Food Co.

Goodman Fielder is home to some of the most loved and trusted household brands. Our products and ingredients cover every meal occasion, including breakfast, lunch, dinner and snacks. We produce and market: rice, flour, oil, bakery fats, sugar, bread, milk, margarine, flour, dressings, condiments, mayonnaise, frozen pastry, cake mix, desserts, sauces, vinegar and cooking oils.

Goodman Fielder

“WE’RE THE NUMBER ONE LUNCH VAN OPERATION IN AUSTRALIA AND DARE I SAY WE’RE THE LARGEST, AND ARGUABLY THE BEST, LUNCH VAN OPERATION IN THE WORLD”

–

COLIN LEAR, FOUNDING DIRECTOR, TASTY FRESH FOOD CO

2014 saw Tasty Trucks enter the Sydney market with a new name following a rebrand and a refreshed livery of Maroon and Cream.

“Our branding wasn’t particularly foody looking, so we came up with the Tasty Fresh Food Co name along with a new colour scheme. From the time we launched our new look, our customers have commented on how they love our new gourmet trucks,” explains Lear.

With product being produced and supplied from Newcastle, Tasty Fresh Food Co rolled out as a brand new service from a

Distribution Centre in Wetherill Park, Sydney, before looking further afield and acquiring Street Chef in Perth three years later in 2017. After constructing a brand new, purposebuilt facility right in the hub of the Perth freeway system and rolling out the brand new Tasty Fresh fleet, the Perth acquisition now represents the company’s stand-out business success.

TASTY FRESH FOOD CO

The opportunity to penetrate the Queensland market would soon follow in 2020, as Tasty Fresh Food Co continued its national expansion.

“As with Newcastle and Perth, we acquired an existing Queensland business to give us a starting customer base and set about developing a new facility in Yatala, from where we eventually rolled out our brand-new Tasty fleet of 30 vans in August 2021,” Lear shares.

“Nationally I believe the market has capacity for up to 220 vans Australia wide and we will continue to work hard over the coming years to maximise the growth opportunities.

“Over the journey we’ve developed a highly skilled and dedicated team to continue the growth of the business and of course, because we are unique in the world, there is definitely an

opportunity to test ourselves outside of Australia when the time is right,” he continues.

LATEST DEVELOPMENTS

Tasty Fresh Food Co now comprises 520 team members, 180 vans, six facilities across four states in Australia, and services 35,000 workers each business day at their place of work.

In line with their Continuous Improvement value and as the early Tasty Mk II vans start to approach their end of life, the company has partnered with the Royal Melbourne Institute of Technology (RMIT) University to develop the next generation Tasty Mk III van.

With limited in-house R&D expertise and capabilities, partnering with RMIT University’s large and well-renowned School of Mechanical

Engineering is the ideal way for Tasty Fresh Food Co to access research, design and development expertise to create and test a new and innovative food heating and cooling system.

Funded through a national government programme, the Tasty Mk III project aims to evaluate existing mobile food heating systems, including the one currently used by Tasty Fresh Food Co, and develop an innovative prototype to cater for the very exciting growth years ahead.

“It’s about maintaining our products at a stable, food safe temperature in the mobile environment to produce a first-class eating experience for our valued customers,” emphasises Lear.

Toyota’s latest model HiAce has significantly changed in design and is no longer suitable for conversion to a Tasty van so the company has

use self-checkout kiosks.

“We’ve taken on board the micro market concept as it’s a really good fit for the large administration buildings where the convenience of our vans may not suit the more informal break times of white collar workers and it’s working really well for us,” says Lear.

Having proudly served Australian workers with a delicious selection of food for more than 40 years, the Tasty Fresh Food Co story has only just begun. decided to revert to the original concept of a cab chassis fitted with the catering box while still maintaining the distinctive Tasty van exterior shape.

The Hino 300 Series Hybrid and the Fuso Canter have been identified as the potential vehicles of choice by Tasty Fresh Food Co as it also looks to maximise energy efficiency.

“Whereas the current HiAce is working at maximum power capacity, the Hino 300 and the Fuso Canter would have excess energy to support the innovation in our food heating

and refrigeration systems. That’s a really exciting project for us and it all looks extremely promising in our quest to develop the world’s most technologically advanced lunch van,” Lear notes.

Vans aside, Tasty Fresh Food Co is also about to ramp up its self-serve division, TastyXpress, whose micro market and smart fridge solutions are installed at select client sites.

Micro markets are unattended retail environments where consumers can engage 24 hours a day with products on shelves and in open coolers, and

“IT’S CLASSIC CONVENIENCE RETAILING – THE TASTY APP SENDS OUT AN ALERT THAT THE VAN IS ABOUT TO ARRIVE, OUR CUSTOMERS HEAD OUT, GRAB THEIR CHOICE OF PRODUCT AND OUR VAN SALES MANAGER EXPEDITES THE TRANSACTION”

– COLIN LEAR, FOUNDING DIRECTOR, TASTY FRESH FOOD CO

SINFULLY DELICIOUS

The

Burgertory’s

creations. Hasheam Tayeh, CEO, tells us about the rapidly expanding gourmet burger chain with a devilish play on purgatory

Writer: Jack Salter | Project Manager: Liam Pye

We have created our own version of purgatory, an Australian-owned burger haven where people come to forget their constant battles between good and evil.”

Burgertory welcomes those seeking the best of both worlds, bringing heavenly freshness and quality fit for the gods with a touch of Lucifer’s cheekiness.

Upon opening its doors in 2018, visionary CEO Hasheam Tayeh quickly realised Burgertory had something special that could become more than just a transaction, but a place to seek refuge from average burgers.

The company’s creative play on purgatory, a devilishly unique identity and story, is one of many inspiring and innovative concepts being born each day in the Australian food and beverage industry.

“It’s definitely an exciting space to be in. It’s forever growing at a really fast pace, so you must keep up or be left behind. It comes with many

sleepless nights and constant pressure, but that’s what drives us,” Tayeh says.

“We are disruptive, loud and always try to stay ahead of the curve. From our food to the design of each branch, it is constantly elevated.”

AGGRESSIVE EXPANSION

Burgertory is one of three new and exciting brands recently established by Tayeh, along with Mipasto and Bean Lab.

soul can’t get enough of

sinful

Hasheam Tayeh, CEO, Burgertory

Tayeh, who completed his studies in banking, finance and international trade at Victoria University after attending the Qatar Leadership Academy, attributes his ability to simultaneously operate multiple brands to the support of his talented team.

“Together, they offer customers a captivating experience, renowned customer service, and the highest quality food,” he acclaims.

The three brands have now expanded to more than 35 sites across Victoria, with Burgertory impressively becoming one of the biggest independently owned and operated gourmet burger chains in Australia following the opening of the flagship Box Hill store.

Three more Burgertory branches are set to open in Melbourne within the next two months, and by the end of 2023, the company hopes to have over 50 stores in operation including 10 new restaurants in New South Wales (NSW).

“Expanding to Sydney will be one of the most important milestones for this company. I aspire to continue our growth and expansion across Australia, supporting local communities and creating job opportunities,” Tayeh emphasises.

“Sydney is a very exciting city with a rich culture that appreciates great food. Our plan is to first open up in the west as we think it has the most potential with a dynamic demographic that aligns with our

customer base.”

Burgertory is expanding aggressively across Australia, with Sydney being the first on the hit list, as it seeks to be the country’s very best burger chain.

“We also plan to achieve this ambitious goal by empowering the people we work with and our customers, while our operations team makes sure that we are constantly going back and strengthening the foundations that got us to where we are today,” adds Tayeh.

PACKED WITH FLAVOUR

As well as its devilish image, Burgertory is known for its colourful buns and outlandishly large, flavoursome burgers.

TAYEH’S TIMELINE OF SUCCESS

2007 – Arrived in Australia aged 16, graduated from the Qatar Leadership Academy

2008 – Started Electronics on the Move (sold in 2009)

2011 – Bought a doughnut manufacturer called Creamy Crunchy Donuts (sold in 2013)

2014 – Bought EzyMart convenience stores to Victoria

2015 – Started Hashtag Mobile Accessories

2017 – Started Mipasto

2018 – Started Bean Lab and Burgertory

2022 – Burgertory becomes the largest independently-owned burger chain in Australia

2022 – Launched industry-first incentive scheme for Burgertory workers

THE TRUSTED WHOLESALE FRUIT & VEG SUPPLIER IN MELBOURNE

As one of APAC’s largest fruit and veg wholesalers, Produce A La Carte’s been keeping Melburnians healthy and well fed for over 10 years. Whether you own a restaurant, hotel chain or any other hospitality business, we’re here to help you keep your clientele

satisfied and coming back for more. As the leading fresh fruit and veg supplier in Melbourne, we take immense pride in supporting your business with the very best, freshest produce so that you can keep serving up healthy, moreish dishes and doing what you do best.

www.producealacarte.com.au

FEEDING MELBOURNE THE FRESHEST FRUIT AND VEGETABLES SINCE 2010

–

AUD$30 million worth of burgers, which are handpicked by the chefs and freshly made in-house with locally sourced produce and ingredients, were sold by the company in 2021.

Sinners can choose from a wide variety of premium beef or southern fried chicken burgers that come with fresh vegetables and house-made sauces, whilst saints can now devour Burgertory’s newly-launched plantbased Sinless range.

The launch of Sinless in 2022, which features Simplot’s plant-based proteins and Herman Brot’s lowcarb and vegan buns, came amidst growing demand for alternative proteins in the category.

“We launched the Sinless range at the Richmond branch, where we collaborated with v2food,” Tayeh informs us.

“We have designed the menu in a

way that allows you to change any burger to a plant-based alternative. It’s an exciting collaboration and something we plan to do more of in the future.”

Burgertory’s most popular vegan burger is the Envy, which is made with plant-based Beyond Meat, whilst any burger on the menu can be made with gluten-free buns and house-made vegan mayo.

Meanwhile, the company also recently acquired fellow Melbournebased burger chain, New York Minute, whose 11 physical stores have been rebranded under the Burgertory banner.

Just last month, Burgertory launched a new, affordable menu across the New York Minute chain in which 90 percent of items are priced under AUD$10.

“This is unheard of for a gourmet

“WE HAVE CREATED OUR OWN VERSION OF PURGATORY, AN AUSTRALIAN-OWNED BURGER HAVEN WHERE PEOPLE COME TO FORGET THEIR CONSTANT BATTLES BETWEEN GOOD AND EVIL”

HASHEAM TAYEH, CEO, BURGERTORY

burger chain, and it was featured on Channel 9 news,” shares Tayeh.

BONUS INCENTIVE

In July, Burgertory was excited to announce the roll-out of its pioneering incentive scheme, where 10 percent of the company’s entire profits are shared amongst the company’s 400 members of staff as bonuses.

Everyone from cleaners and cashiers to cooks and managers reaps the rewards, providing they and their store perform to realistic targets.

“We are one big burger family. We’ve implemented a roadmap for our employees on the ground to grow with the business and share the profits with them through our incentive scheme,” Tayeh says.

“These are very achievable targets and could see my staff pocketing up to AUD$50,000 in bonuses each

month – that’s 10 percent of their store’s profits. Now everyone can be rewarded, no matter what their position is within the company.”

Targets aren’t simply tied to the amount of burgers sold, but to hitting cost of goods and labour targets for managers, and customer service, presentation and hygiene for staff.

Never before has a hospitality company as large as Burgertory

given back so much to their team, regardless of their position. For Tayeh, as a proud business owner, there is no better way of giving back to the people that drive the company than giving them a share of the profit.

“Retaining excellent staff and attracting the best people is vitally important right now. That’s why we introduced this industry-first incentive scheme,” he explains.

It’s a long overdue scheme, according to Tayeh, whose fundamental core values of honesty, loyalty, integrity and teamwork are embodied day in, day out by the company’s employees.

There has been an ecstatic reaction from Burgertory’s staff, incentivised by the bonuses to pick up more shifts and do more to hit their targets quicker.

Staff are the backbone of Burgertory and the secret to making

“EXPANDING TO SYDNEY WILL BE ONE OF THE MOST IMPORTANT MILESTONES FOR THIS COMPANY”

– HASHEAM TAYEH, CEO, BURGERTORY

the best burgers, each of which is made and presented with love and effort. In recognition of the scheme, Burgertory was the proud recipient of the quick service restaurant (QSR) incentive award.

“That was a very humbling experience for our team, knowing that we are in the mix with industry leaders such as KFC and Hungry Jack’s,” smiles Tayeh.

SURVIVE AND THRIVE

The bonus initiative is designed to promote a better working culture, greater accountability, an even higher level of customer service quality, and combat staff shortages that are currently crippling the industry.

“It’s an exciting time for all of us at Burgertory, and these changes are being made in order to thrive during a very challenging time for businesses across Australia who are battling inflation, staffing and supply issues,” Tayeh tells us.

Equally, in order for the business to survive and thrive, Burgertory works closely with suppliers, harnessing each other’s strengths.

Some suppliers have even grown with Burgertory throughout the company’s relatively short but successful journey to date.

“Having great relationships along with respect and trust with suppliers is crucial to businesses alike and vital to what we do,” affirms Tayeh.

What Burgertory is looking to do over the coming year is achieve national domination, even with new competition and brands on the rise.

“We must stay focused and make our foundation even stronger in order to withstand any bumps in the road, because I’m sure there will be many.”

BURGERTORY

Tel: (03) 9996 1084

info@burgertory.com.au

www.burgertory.com.au

INTERCONNECTING

INTERCONNECTING

Writer: Marcus Kääpä Project Manager: Dennis Morales

As we grow, we have consistently delivered and evolved pragmatic solutions. That makes us the only few nextgeneration telco provider that can provide a wide spectrum of solutions from data to colocation to voice services.”

This year is the 20th anniversary of Epsilon Telecommunications (Epsilon), a company that evolved from a start-up launched in a coal shed in London, to what is now a global connectivity provider with offices in the UK, Bulgaria, and its headquarters in Singapore, encompassing over 200 employees.

In a time where digital tools and connectivity are necessities for domestic households and businesses, Epsilon is one of the few global providers offering secure connectivity to a large ecosystem of cloud service providers and internet exchanges. To date, Epsilon has the largest pool of cloud providers, including well-known names such as Amazon Web Services (AWS), Azure, IBM and Oracle, to niche providers such as KT Cloud, NHN Cloud and Naver Cloud. This also comprises leading internet exchanges (IX) such as Deutsche Commercial Internet Exchange (DE-CIX), the Amsterdam Internet Exchange (AMS-IX), the London Internet Exchange (LINX), the Singapore

In a technologically evolving age, digital connectivity keeps the world turning. We take a look at Epsilon Telecommunications and speak to Warren Aw, Managing Director of APAC, about the company’s critical mission to link the globe

Internet Exchange (SGIX), the Korea Internet Neutral Exchange (KINX) and more. Few companies in the market can offer their customers the option

LEADING ASIA PACIFIC

Aw joined Epsilon Telecommunications in January 2021 as Managing Director of APAC. His responsibilities include developing and executing the company’s commercial plans and driving further growth in the APAC region. Previously, he was the Country and Corporate Director at Colt Technology Services (Colt), where he led regional sales in Singapore and Hong Kong for its global enterprise, capital markets and service provider businesses. Aw spent over seven years at Colt. Prior to his position at Colt, Aw was a Sales Director at StarHub for over 13 years handling various industry verticals and sales channels.

“I was fascinated and curious about how the internet and email worked in the mid-1990s, and how it connected people from places across different time zones in a cost-effective way. I got a job in the telecommunications industry as a result of that, and the rest is history.”

- Warren Aw, Managing Director of APAC

to connect to as many cloud providers and internet exchanges as Epsilon.

“We offer customers the flexibility to purchase, order and provision the Cloud Connect and IX peering services on-demand via our Infiny network as a service (NaaS) platform, quickly and easily, all from a single point of contact,” says Warren Aw, Managing Director of APAC at Epsilon.

“Infiny is the centrepiece of our business with on-demand connectivity capability. It is an awardwinning NaaS platform that enables customers to instantly buy and deploy dedicated connectivity for digital and cloud-enabled services around the world, cutting out the need to invest in or manage the physical infrastructure.”

Compared to other NaaS platforms, Epsilon’s Infiny offers greater flexibility and customer control features that come with self-service network orchestration and API (application programming interface) integration to the existing systems.

PERPETUAL EVOLUTION

According to Aw, telecom will play a pivotal role in empowering businesses with digital transformation and improving customer experiences.

The first of these trends is a surge in multi-cloud deployment. Cloud technology is entering the era of the multi-cloud with businesses becoming progressively cloud-centric in their operations. Many of them are exploring hosting with various cloud providers to reap the best features of each and enhance workload performance.

“We are seeing a growing number of cloud providers rolling out more availability zones across the region and telco providers providing more secure cloud connectivity services and inter-cloud networking solutions that come with total operational visibilities and control,” Aw informs us. “We believe 2023 and the coming

Cato Networks Cato SASE Cloud with SSE 360

Cato Networks pioneered the convergence of networking and security into the cloud. Aligned with Gartner’s Secure Access Service Edge (SASE) and Security Service Edge (SSE) frameworks, Cato’s vision is to deliver a next-generation secure network architecture that eliminates the complexity, costs, and risks associated with legacy IT approaches based on disjointed point solutions.

Cato’s cloud-native architecture was built from the ground up for high scalability and predictable performance. This unique architecture enables Cato to deliver the industry’s most complete capabilities. This converged architecture delivers all networking and security capabilities from a single software stack. This means that all technologies will more efficiently collaborate to share contextual awareness, enforce consistent global policies, and tighten protection schemes.

With Cato, organisations securely and optimally connect any user to any application anywhere on the globe. Our cloud-native architecture enables Cato to rapidly deploy new capabilities and maintain an optimum security posture without any effort from the IT teams. Cato’s highly scalable architecture enables organisations to scale at the speed of their business and not be restricted by the limitations and inflexibility of existing legacy technologies.

With Cato, your organisation and your business are ready for whatever comes next.

years will shape up to be one of the most transformative periods for the telecom industry.”

On top of this, the past decade has seen an immense transformation in the ‘as a service’ business model, from software as a service (SaaS) to infrastructure as a service (IaaS), to platform as a service (PaaS), and now anything as a service (XaaS). This evolution has also extended to the telecom network, prompting the emergence of NaaS. NaaS essentially allows firms to rapidly adjust their network infrastructure according to changing requirements and optimise their user experience via an on-demand subscription. Infiny, Epsilon’s NaaS platform, was introduced in 2015 to address this growing demand.

“As the world becomes increasingly connected, more and more devices will connect to the Internet of Things (IoT). These include autonomous drones, vehicles and wearables,

all offering numerous benefits for factories, hospitals, cars, homes and cities,” Aw elaborates. “However, this also means that these entities are exposed to greater cyber threats. Traditional perimeter-based security can no longer provide the required protection against these dangers. To facilitate remote access working scenarios and secure business data, applications, and networks, organisations need to revisit their security strategy.

“With this, we believe that telco can play an important role in working with security vendors to offer telcomanaged zero trust networks and secure access service edge (SASE).”

To keep pace with trends and changes, the company foresees that more subsea cables, satellites, cell towers and various forms of data centres will be deployed. Indeed, adaptation and evolution are in Epsilon’s DNA.

MOVING WITH THE TIMES

Over the years, Epsilon has been committed to delivering agile, cloud-based and application-driven network services, offering a wide range of fully managed connectivity and communication services such as cloud connectivity, peering, software-defined wide area network (SD-WAN), SASE, colocation, satellite, voice and many more to businesses around the world. Epsilon enables businesses to interconnect their digital world easily to the cloud, internet exchanges, office buildings and remote users.

“As the market evolves, we’ve adapted our business and explored new ways to deliver innovative solutions to meet our customer’s needs,” explains Aw. “The first service Epsilon delivered was four E1s (European digital line services) from Telehouse East to Madrid in 2003. To further disrupt the market, we launched optical cross connects in

Westcon-Comstor is glad to be part of Epsilon’s journey of success and we look forward to our partnership strengthening further in the years ahead.

#PartnerSuccess

APAC OUTLOOK: HOW IMPORTANT ARE PARTNER RELATIONS TO THE SUCCESS OF YOUR BUSINESS?

WARREN AW, MANAGING DIRECTOR OF APAC:

“We believe in partnering with top companies across different technology sectors. We collaborate with partners such as Westcon, Zscaler, CATO Networks and other best-of-breed technology partners to expand the SD-WAN and SASE solutions to accelerate network transformation and security capabilities and provide in-country support for enterprises.

“The growing consumption of online media and applications is driving the need for an efficient exchange of traffic to deliver exceptional digital experiences. Epsilon has been partnering with many leading IX partners to serve the growing demand for remote peering services in Asia, Europe, the US and the Middle East. One such provider is LINX. We have been working closely with them since 2016 to allow businesses to enter new markets and peer in Europe without the need to deploy physical hardware or invest in their own infrastructure.

“Though we already have a strong ecosystem of cloud providers, networks and IX, and in excess of 300 PoPs in 41 cities globally, we want to grow this further.

“Following our acquisition by KT in 2021, we have extended our coverage in South Korea, adding more cloud and IX partners to our ecosystems such as KT Cloud, NHN Cloud, Naver Cloud and KINX. We can now provide both Epsilon’s and KT’s customers with resilient ethernet and subsea cable connectivity, satellite services and more in and out of Korea.”

London in the mid-2000s, enabling service providers to access the services they needed with a costefficient model.”

Epsilon further expanded its offerings by launching the first colocation facility in 2008 to serve its growing international customer base through deploying a smart international voice and data network. Then, in 2009 and 2010, Epsilon moved to Singapore and established a state of the art interconnection colocation facility and metro network locally. According to Aw, 2015 was an incredible year for the business as Epsilon took a big step into the future with the introduction of the CloudLX Platform, which eventually evolved into its NaaS platform, Infiny.

“Over the years, we have built a foundation for accelerating growth and innovation at Epsilon, and we’re more than ready to push our business to new places,” Aw tells us proudly. “In 2021, Epsilon was successfully acquired by KT Corp (KT), a worldleading telecommunications company. We now have a board and team with deep telecom experience and massive opportunities to serve even more customers across the globe.”

In addition to the milestone achieved, Epsilon has undertaken a tremendous amount of work in terms of customer experience. The company’s net promoter score (NPS) grew to 57 in 2022, greatly surpassing the industry average.

“This is a testament to the hard work and dedication of our team and our continual commitment to pushing our business forward.”

STRONGER TOGETHER

Since KT’s successful acquisition of Epsilon in September 2021, the companies have collaborated to deliver new services to accelerate

digital transformation for customers both locally and internationally, and there have been many successful initiatives accomplished over the course of 2022.

Epsilon launched three points of presence (PoPs) in South Korea. The launch has provided customers with direct access to South Korea’s digital infrastructure and ecosystems spanning data centres, cloud providers and internet service providers. The PoPs are located in MokDong IDC 2, KINX Gasan IDC and KT Hyehwa, all based in the Seoul region. Epsilon customers can now connect on-demand to South Korea’s network, via the Infiny platform, and access ethernet, IP transit, cloud and

direct internet access (DIA) services across the country.

“Through the acquisition, we have also added more cloud partners to our ecosystem,” Aw explains. “Epsilon is one of the few global providers offering connectivity to a variety of local clouds.

“We also offer colocation services at a carrier-neutral facility in Seoul operated by our partner, KT Cloud. This will join our existing portfolio of Epsilon global hubs in London, New York, and Singapore.”

The acquisition has allowed Epsilon to integrate KT Satellite into its offerings, giving customers access to Asia’s largest satellite teleport and five operational satellites,

covering 60 percent of the world’s population. Satellite services add to Epsilon’s connectivity mix and provide customers with a single solution provider for their end-to-end networking needs.

From the sky to the oceans, the company leverages KT’s established infrastructure and added subsea cables to its portfolio of services that enables customers to enjoy secure point-to-point connectivity for their mission-critical applications.

PEOPLE AT THE HEART

It is imperative for Epsilon to move forward with people at the forefront of the company’s focus. To ensure that customers have the support they need throughout every step of their journey with Epsilon, the company has developed dedicated customer service teams and is integrating its support capabilities with KT’s customer service teams.

“Our people make Epsilon what it is. We value everyone’s ideas and will continue to focus on their development to drive both employee and customer satisfaction,” Aw concludes. “Team collaboration is strongly encouraged to make Epsilon even greater, and we will be providing more opportunities for training, personal development, and progression throughout the year.

“Our commercial teams in APAC and EMEA/US are dedicated to staying close to our customers to meet their needs. On top of this, we will continue to closely align our customer experience, product and sales teams, and ensure that our offerings remain compelling, relevant, and always meet our customer’s changing requirements.”

“OUR PEOPLE MAKE EPSILON WHAT IT IS. WE VALUE EVERYONE’S IDEAS AND WILL CONTINUE TO FOCUS ON THEIR DEVELOPMENT TO DRIVE BOTH EMPLOYEE AND CUSTOMER SATISFACTION”

– WARREN AW, MANAGING DIRECTOR OF APAC, EPSILON TELECOMMUNICATIONS

SPARKING JOURNEYS CREATIVE

Atomos has established itself as a vital figurehead in digital imaging creation tools for video professionals and an indispensable asset for digital content creators. We delve behind the screen with CEO, Trevor Elbourne

Writer: Ed Budds | Project Manager: Josh Hyland

Steve Jobs, co-Founder and CEO of Apple, frequently used to discuss the closely woven intersection between the creative arts and technology.

Similar to how so many of Apple’s products are used on a daily basis by highly artistic people across the vast creative space, Atomos also embraces a cross-sectional interest between the advancement of ground-breaking technology and its implementation within all forms of creativity.

“We design technology specifically for creative people. It is really gratifying to observe that combination

of interests meeting and see that technology getting used in a variety of interesting ways by creatives who have completely different professional backgrounds and experiences to us as product creators,” introduces Trevor Elbourne, CEO of Atomos.

It is this successful merger of interests that has led to huge success for the company, which now boasts an impressive portfolio of creative projects and partners. Indeed, Atomos technology has been used on the sets of Hollywood films such as Mission Impossible 7, Black Panther: Wakanda Forever and Black Adam

CEO, Trevor Elbourne

ENHANCING CREATIVE OUTPUT

The world of production is always changing and Atomos provides filmmakers, streamers, and video content producers with an opportunity to embrace new workflows and experience the latest technological advances.

The company’s mandate is to help creative professionals cut through technological barriers by producing easy-to-use, cutting-edge 4K and HD Apple ProRes monitor recorders.

These innovative and gamechanging products allow video and imaging professionals to benefit from faster, higher quality and more affordable production workflows, whether they are involved in creating content for social media, YouTube, television production or cinema.

Showcasing the company’s talent for innovation, Atomos was the first company to successfully implement the professional Apple ProRes RAW format for recording with cinema cameras. Elsewhere, the company

continues to push the boundaries of invention with RAW recording over HDMI, wireless timecode, multicam, asynchronous switching and streaming solutions.

Based in Melbourne, Australia, with offices in the US, Japan, China, the UK and Germany, the entire Atomos product range is now available internationally. With this impressive global reach, Atomos products are now deployed throughout the creative industry, from content creators, vloggers and camera operators, to directors, focus pullers, data wranglers, colourists and editors.

The company specialises in the creation and design of professional monitor recorders that arm video content creators with the latest technology in easy-to-use products that enhance image quality and help to lower production costs. Bypassing compression and recording limitations, Atomos encourages users to record direct from the sensor of the preferred recording device.

APAC OUTLOOK: HOW DID YOU FIRST BECOME INVOLVED IN THE TECHNOLOGY INDUSTRY?

TREVOR ELBOURNE, CEO: “Early on in my career, I took an engineering role with Canon in Sydney where I worked with the engineering team in their research division and was part of a chip design team.

“We were working on JPEG implementation, and this was in the mid to late 1990s, so image processing wasn’t as prevalent as it is today. This was actually the first time the company had done a hardware implementation of any sort of image encoder. That’s what really whetted my appetite for image processing and getting into the broader creative-related industries.

“I left Canon and ended up doing a lot of work in telecommunications. Then, throughout the vast tech boom of the 2000s, there was a lot of work in telecoms and networking going on, so I fell into that for quite a few years, until 12 years ago when I ended up getting in touch with a previous colleague who introduced me to Atomos.

“I’ve gained so much from being one of the very early founding members of the team at the company, and I’ve collected a lot of experience through designing various products and have subsequently got to know the industry closely throughout.”

RunTime

Atomos exists to help creative professionals cut through technology barriers by creating easy to use, cutting-edge 4K and HD Apple ProRes monitor-recorders. These products give video professionals a faster, higher quality and more affordable production system, whether they create for social media, YouTube, TV or cinema.

RunTime is an engineer lead, datadriven agency with engineers in their ranks who love supporting high technology companies across various technology domains to scale their engineering teams.

RunTime’s CEO Lance Harvie’s relationship with Trevor Elbourne, CEO of Atomos, goes back many years, with RunTime championing Atomos products and supporting the growth of Atomos’ engineering teams by providing highly skilled electronics, firmware, software engineers and designers.

RunTime thoroughly enjoys being part of the Atomos story and seeing the company thrive.

Atomos is constantly innovating new features and products, including the recent Atomos Cloud Studio to enable creators to share footage from the Atomos monitor products such as NINJA V and NINJA V+ and the SHOGUN CONNECT with editors across the web.

RunTime gets into the weeds with all the technology companies they partner with to deeply understand their cultures, technology stacks and technical hiring challenges. Being armed with this deep understanding enables RunTime to deliver targeted and highly vented engineers within tight deadlines. As Atomos goes from strength to strength, RunTime will continue to support them with all their technical hiring needs.

RunTime is committed to helping engineering companies in Australia, APAC, US, and Europe attract the best engineers to man their projects.

www.runtimerec.com

DELIVERING INNOVATION

For Atomos, delivering efficient outcomes for its partners and clients is the key to good business.

“Many companies take the approach of building a closed ecosystem where all hardware and software solutions are part of this overarching system, whereas we’ve taken a more open approach whereby our devices work with complementary products from other manufacturers that enable the customer to build the kind of end solution that suits how they want to work,” Elbourne explains.

One of the key factors Atomos has identified within this industry is that there’s no fixed way that creative people like to work. Instead, they like to build their own processes and

equipment. Atomos aims to take this knowledge on board and make sure that the integration between camera and device is as seamless as possible.

The original innovations of Atomos’ Ninja V technology continue to revolutionise the world of video production. This lightweight and compact device has become an essential tool for filmmakers and video content creators everywhere, as this technology offers groundbreaking advantages for high dynamic range (HDR) monitoring and RAW recording, enabling users to fully realise their creative visions. Close partnerships with major camera manufacturers ensure that Ninja V can enhance an ever-widening range of digital cinema, mirrorless, and digital single-lens reflex (DSLR) devices.

The partnership we have built with Atomos traces back to 2017.

Our high calibre of full services span from mechanical, electronic, and firmware design to manufacturing upon Atomos’ requests.

As Atomos’ strategic partner, osee has worked closely with Atomos’ marketing, product and engineering teams.

A number of high-quality products, including the on-camera monitor, have subsequentially been launched and undoubtedly further enhanced the foothold that Atomos has established in global markets.

We have helped to streamline Atomos’ costs, optimise their R&D manpower resourcing, and look forward to working together in the years to come.

www.osee-dig.com

“THE TRAINING ACADEMY IS SOMETHING WE STARTED A COUPLE OF YEARS AGO, AS WE WANTED TO FOSTER A SENSE OF COMMUNITY AMONGST PEOPLE THAT USE OUR PRODUCTS”

– TREVOR ELBOURNE, CEO, ATOMOS

For over two decades, osee has specialised in the R&D and manufacturing of displaying, streaming, video conversion, and video processing equipment. Our products are used in broadcasting, video capturing and production, video and audio system, and much more.

osee can provide dedicated services including:

- Display and video processing algorithm design

- Electronic design

- SOC firmware design

- FPGA design

- Mechanical design

- Supply chain management

- PCB assembly, testing

The osee team includes the project manager, QA engineer, and engineer of a specific technical field who has excellent project progress and quality control capabilities. The team has established great remote communication with its customers’ teams all over the world which ensures product launch time, quality, and on-time delivery.

LEARN MORE

The world of sports media is a great example of where this technology can be truly transformational. In the situation of a freelancer who is attending an event such as the US Tennis Open, the user aims to capture all the highlights to form a montage package or upload onto social media in real time while filming content.

Now, it is possible to seamlessly capture high-quality footage, simultaneously upload it to the cloud, and then onto the computer of an editor who can quickly piece a package together to be posted on social media in near real time. In

this way, Atomos’ technology offers a distinctive, competitive advantage for modern content creators.

LEARN, INSPIRE, CREATE

One of the company’s most valuable assets exists in the form of the Atomos Academy. The inspirational and foundational mantra of this educational online platform is ‘Learn, Inspire, Create’.

The online academy allows users to explore new content from creators, tips from pros and explore Atomos’ latest products and updates. It allows visitors to find out how professionals are using Atomos equipment to

unlock the full potential of their cameras and kit and provides tutorials and expert advice on how to best utilise Atomos technology.

“The academy is something we started a couple of years ago, as we wanted to foster a sense of community amongst people that use our products,” explains Elbourne.

The platform was designed as a forum for people to share their experiences and leverage the collective wisdom of the community that uses Atomos’ products – whether it’s a videographer who has come up with some great new way to shoot HDR content or someone else

“WE WANT OUR USERS TO INCREASINGLY TAKE ADVANTAGE OF THESE CLOUD WORKFLOWS THAT ARE BECOMING CRUCIAL IN MAINTAINING A COMPETITIVE ADVANTAGE IN THE TIME BETWEEN SHOOTING CONTENT AND THE TIME REQUIRED TO EDIT AND THEN DELIVER THAT CONTENT”

– TREVOR ELBOURNE, CEO, ATOMOS

who’s transitioning from being a stills photographer into videography.

“Users can now share some of the lessons they’ve learned along the way within a forum for those on a similar journey. This has has ended up being a very well-regarded and successful programme for the company,” he acclaims.

THRIVING IN THE ERA OF CONNECTIVITY

Moving forward, Elbourne believes that Atomos currently finds itself at a crucial inflexion point.

“We’ve seen recently how the rise of working remotely has changed

the way people operate in a lot of industries. I think we’re at a point now where remote work will become extremely meaningful and crucial in the creative industries and this format will rapidly accelerate across the next few years,” he expands.

Regarding connectivity, as access to technologies such as 5G continues to rise rapidly, people both enjoy and expect internet connectivity when on the move.

“Gearing up for this wave of change is something that’s going to become a large focus for us across the next 12 months and beyond,” Elbourne continues.

“We want our users to increasingly take advantage of these cloud workflows that are becoming crucial in maintaining a competitive advantage in the time between shooting content and the time required to edit and then deliver that content.”

www.atomos.com

A TOMRA RVM deployed at Changi Airport

CLOSING THE LOOP ON THE RESOURCE REVOLUTION

In the face of escalating global populations, waste generation rates are rising to a concerning level, as every year, billions of tonnes of rubbish are sent to landfills. As reported by the World Bank, population growth and urbanisation mean that annual waste generation is expected to increase by 73 percent from 2020 levels to 3.88 billion tonnes by 2050.

Combatting this waste dilemma, is an ever-developing waste collection and recycling industry, seeking to find sophisticated ways to collect, recycle, and repurpose these resources.

Across Asia, there is regional disparity regarding how advanced such systems are, although the industry is generally considered to be less developed compared to western countries.

While North Asian countries, such as Japan, Korea and Taiwan boast some of the most advanced waste collection and recycling systems, Southeast Asia is heavily reliant on informal sectors to support the industry, with an emphasis on selective collection and down-cycling, as opposed to closed-loop recycling.

Although the majority of Asian countries (excluding Japan) are in consideration to allow the use of food-grade rPET – applying recycled plastics in food contact materials

Specialising

reverse

– waste collection and recycling are in an area ripe for further development, improvement, and innovation.

One company well-positioned to answer this demand, is TOMRA Collection (TOMRA).

“Waste collection and recycling is a very exciting sunrise industry, with more and more government regulators exploring legislations to promote sustainability,” opens Bing Zhao, TOMRA’s Vice President and Head of Asia.

Through its effective and efficient collection, sorting and processing systems starting with reverse vending machines (RVMs), TOMRA facilitates the collection of over 45 billion empty cans and bottles around the world every single year.

Indeed, with an installed base of approximately 80,000 machines in over 60 markets, TOMRA is the world’s leading provider of reverse vending solutions.

A COLLABORATIVE EFFORT

Writer: Phoebe Harper

Project Manager: Jordan Levey

As the region awakens to the global waste crisis, legislation is being formed, and a waiting game lies ahead until it is enforced. Simultaneously, a burgeoning consumer conscience in the worldwide shift towards a circular economy is creating heightened demand.

in

vending machines for the collection of used containers, TOMRA Collection is cleaning up across Asia Pacific. We delve into operations with Vice President and Head of Asia, Bing Zhao, and President of Pacific, Ryan Buzzell

Tove Andersen, TOMRA President and CEO

We value transparency and believe it is paramount in our industry

At VDG Services, we are proud to provide property services tailored to the client’s needs with a continued focus on exceeding customer expectations.

TOMRA – AT A GLANCE

TOMRA was founded in 1972, based on the design, manufacturing and sale of reverse vending machines (RVMs) for the automated collection of used beverage containers. Today TOMRA provides technologyled solutions that enable the circular economy with advanced collection and sorting systems, and food processing by employing sensor-based sorting and grading technology.

Altogether TOMRA has over 100,000 installations in over 80 markets worldwide and had total revenues of about 10.9 billion NOK in 2021. TOMRA’s geographic footprint covers all continents, and the solutions provided are increasingly relevant for serving sustainable societies.

The TOMRA Group employs roughly 4,600 people globally and is publicly listed on the Oslo Stock Exchange.

“Consumers are now more conscious as well as demanding –from both a tech-savvy and price sensitive perspective,” shares Zhao. “Brand owners are now beginning to take action, but we would like to see more coordinated efforts to align incentives and ensure effective recycling outcomes.”

Extended producer responsibility (EPR) schemes are critical in this regard, as environmental policy whereby packaging accountability extends beyond the post-consumer stage of a product’s life cycle.

As part of an EPR framework, another major collaboration helping to effect widespread change is TOMRA’s involvement in government return schemes for single-use beverage containers, which has been applied successfully in the Australian market.

Here, working with its partner, Cleanaway, TOMRA has functioned as the sole network operator for the New South Wales (NSW) container deposit scheme since its inception in 2017.

“Through these schemes, TOMRA leverages its world-leading technology to provide a unique consumer return and refund experience,” shares Ryan Buzzell,

President of TOMRA Collection Pacific. This includes the world’s first consumer app in a return scheme, offering various digital payment options.

“TOMRA’s IT ecosystem drives a data-rich scheme, whereby all machines are connected to a cloud-based platform allowing for unparalleled levels of real-time data transparency and scheme integrity,” Buzzell elaborates.

Elsewhere across Australia, TOMRA operates modern collection points throughout the states of both Queensland and Western Australia. This collection point infrastructure is due to expand with new formats aimed at delivering maximum consumer satisfaction.

Some recent developments have included the implementation of smaller RVMs, modelled on machines found throughout Europe, alongside the implementation of point formats designed to cater to a wider variety of commercial premises.

“In the Australian schemes, TOMRA is directly incentivised to increase return rates by establishing the most convenient and consumer-friendly network of collection points possible,” says Buzzell.

The TOMRA Resource Transformation Centre (TRTC)

Participating in a beach clean up event organised by AEPW

VDG Services is a leading Integrated Service Provider (ISP) specialising in cleaning and associated services. As a fast-growing company providing services across Australia, VDG prides itself on providing high quality standards to ensure client satisfaction, while having a strong focus on workplace health and safety, environmental sustainability, and harmonious industrial relations.

VDG’s key mission is to maintain recognition as a respected and dedicated team, leading the way in the delivery of services and solutions, whilst also contributing to an environmentally sustainable future. Their vision is to be the most dependable cleaning and integrated service provider in the evolving industry, with safety, integrity, innovation, and diversity being the core values of the company.

As an ISP, VDG provides the following services to its clients:

• Cleaning

• Stewarding

• Kitchen cleaning

• Hygiene and washroom

• Grounds maintenance

• Pest control management

• Security services

As a well-established company founded in 2000, VDG has since rapidly grown to become a national company providing services to various industries such as transport and logistics, commercial buildings, industrial sites, pharmaceutical companies and government institutions to name a few.

VDG is registered as an endorsed company with SAI Global, is ISO certified and is compliant in all its operations. VDG is also an associate member of the Property Council of Australia, ensuring they stay up to date on all relevant industry information.

Environmental sustainability is an important part of VDG’s operations. Senior Management is committed to complying with relevant environmental legislation that are pertinent to the company’s activities. VDG ensures wherever possible, to utilise renewable energy, renewable resources and minimise the usage of paper and waste.

VDG utilises the latest innovative technology to ensure all services are being completed to the highest standards. For all contracts, VDG uses iQ CheckPoint which is an attendance tracking software, where all staff are required to sign in and out at client sites by simply scanning QR codes. The QR codes are placed at various control points which VDG staff are required to scan. The mobile phone automatically identifies the point, does the identification, and collects all the data about the point which is then uploaded to the cloud for access by VDG and the client with exceptional reporting capabilities.

VDG Services is proud to be in an ongoing partnership with TOMRA. VDG has focused on creating and developing a long-term business relationship with TOMRA and is very thankful and appreciative for the opportunity to provide cleaning services to the Return and Earn Vending Machine kiosks located throughout Australia.

SPOTLIGHT ON SINGAPORE

Another area with significant potential is Singapore, where TOMRA has been operating for the past two years, beginning as a knowledge sharing partner leveraging its significant experience and advising on best practices to establish a localised solution.

As the leading country in Asia to introduce comprehensive legislations on recycling and waste collection, Singapore is something of a frontrunner and a dynamic, receptive market for TOMRA.

“Singapore is often seen as a lighthouse or reference model for many countries in this region. The government is far-sighted and takes a scientific approach to all the policies implemented,” shares Zhao.

The nation’s legislative commitments to achieving sustainability and boost recycling began in 2019 with the introduction

of the Zero Waste Master Plan. This was implemented to address the amount of waste deposited in the country’s only landfill site – Semakau Island – and hopefully extend the site’s lifespan beyond 2035.

on e-waste has been introduced via an ERP system, thereafter, it is the second legislated system – packaging – where TOMRA’s potential is clear, as a specialist in the recycling of singleuse beverage containers.

Singapore’s introduction of a comprehensive deposit refund scheme on beverage containers –expected to be labelled the Beverage Container Return Scheme (BCRS) - is hotly anticipated to be launched by the end of 2024, with TOMRA on standby for further clarification and legislation in the meantime.

“Concurrently, the landmark legislation - Resource Sustainability Act - was introduced to give effect to the regulatory framework. Three main waste streams were identified in this act, including food waste, e-waste and packaging waste,” she outlines. Legislated waste management based

Official opening of TRTC (Guests of Honour: Norwegian Ambassador Eivind Homme and Senior Minister of State for sustainability and the environment, Dr Amy Khor).

“TOMRA aims to contribute to the success of the BCRS through our state of the art Reverse Vending Technology (RVT) and operational excellence,” Zhao continues.

“We are willing to invest in building up a collection network across Singapore under viable commercial conditions, to maximise convenience for the consumers and provide a cost-effective solution for the industry stakeholders.”

Since TOMRA’s core competencies are proven by successfully supporting deposit return schemes in over 40 markets, Zhao is fully optimistic about the positive role the company could play once the new framework comes into action.

“With our expertise and the upcoming BCRS, we believe we could put our core strengths into the best application to drive this unprecedented scheme to great success, setting a role model for the rest of Asia to follow.”

REALISING A CIRCULAR FUTURE

Looking to the years ahead, TOMRA’s Asia operations will continue to focus on how best to shape and deliver a successful BCRS in Singapore, with the aim to commit to a viable business plan and move into the operational stage to prepare for rollout and support green job creation by building up technical capabilities.

Across Asia, TOMRA will be working closely with its joint venture company in China to introduce next-generation RVT based on artificial intelligence (AI).

“For us, it is crucial to identify and execute on projects that are sustainable both for society and for us, where we can provide a clear value proposition,” surmises Zhao, emphasising the spirit of collaboration that is truly required to progress towards a circular economy through the effective management of waste.

“Ultimately, we aim to inspire more markets to find effective ways of tackling their packaging and plastic waste with joint efforts from both public and private sectors across Asia.”

TOMRA

“IN THE AUSTRALIAN SCHEMES, TOMRA IS DIRECTLY INCENTIVISED TO INCREASE RETURN RATES BY ESTABLISHING THE MOST CONVENIENT AND CONSUMER-FRIENDLY NETWORK OF COLLECTION POINTS POSSIBLE”

– RYAN BUZZELL, PRESIDENT, TOMRA COLLECTION, PACIFIC

Group CEO, Tove Andersen visits Singapore. (Interviewed by Channel News Asia)

There is a similar story occurring in all major Australian capital cities and rural areas.

It is a story of caution and risk, that is being driven to a level unlike anything seen before in the construction sector.

A combination of the unknown, conflict in Europe, shipping, labour shortages, and material price increases have

all led to a halt in the industry. Many subcontractors and main contractors have gone under as a result, whilst developers are having to borrow at a higher rate, making many projects unfeasible.

“We have seen over 50 percent of tendered projects not going ahead in Victoria, and even more in Queensland,” notes Jess Jones, Head of Strategy and Business Development at Balmain & Co.

There is a silver lining, however, as Early Contractor Involvement (ECI) projects are now going ahead, which has forced the industry to reassess the importance of contractor expertise and input at the design phase.

“It has been exciting for our team to be working on projects from the

DIVERSE DEVELOPMENTS DOWN UNDER

Of the residential, commercial and civil construction projects delivered by Balmain & Co, social and affordable housing is closest to the heart of Jess Jones, Head of Strategy and Business Development Writer: Jack Salter | Project Manager: Nicholas Kernan

beginning and having genuine design input into the overall outcome of the project,” says Jones, who rejoined the company in June 2020 after spending two years in London.

“Since then, we’ve been able to grow the team and the business, diversify our clients and types of projects, and implement a number of really exciting initiatives.”

DIVERSE PORTFOLIO

Balmain & Co is based in Melbourne, Victoria, where the company develops and builds bespoke, contemporary projects and collaborates with industry-leading developers and consultants on high-end residential and commercial properties.

“In Melbourne, we have around 10 live projects at any given time, ranging from AUD$15-100 million,” reveals Jones.

Nearly two years ago, the company also opened its Queensland office, which is slowly growing and has projects ongoing across the state.

This followed the launch of Balmain & Co Civil in 2019, the civil division of the business focused on council works, small-scale subdivisions, and sports and recreation.

“Having the civil division in-house gives us the opportunity to get well ahead of schedule as we can have both the civil and building teams on site together,” Jones says.

For Balmain & Co, it’s important to have a diverse range of projects in various sizes so that it can organically progress its staff throughout their careers.

Equally, it spreads risk across different sectors, subcontractors and clients, the latter of which range from private (mostly repeat) developers to public and not-for-profit clients in the affordable and social housing space.

“The majority of our projects are under the multi-unit residential banner, however over the last 12 months we have seen a large push for commercial offices as well as

townhouses, which is exciting,” outlines Jones.

Residential projects are of great importance to Balmain & Co and the company’s bread and butter, having long specialised in the multiresidential apartments space.

It comprises the majority of projects completed by Balmain & Co, who has also recently started to undertake commercial projects.

“We are only just starting to see the commercial space really pick up again. Contrary to what a lot of people believe, offices are still hot property in Melbourne and companies are having to create fun, new, innovative workplaces to draw people back into the office; I believe this is why it’s taken off so quickly,” Jones observes.

“A lot of the commercial projects we are seeing are quite innovative with amazing designs, facilities, natural light and ventilation as well as great co-working and social spaces, which I think will draw people back in.”

SOCIAL AND AFFORDABLE HOUSING

Balmain & Co has successfully delivered a number of its own in-house developments over the years, and is always looking for opportunities to grow the development arm of the business.

“We will continue to look for sites, especially over the next 24 months where we are hoping some opportunities arise, whether in Melbourne or Queensland,” informs Jones.

The projects closest to Jones’ heart are the social and affordable houses that Balmain & Co has built over the past 12 to 18 months.

A smaller 12-unit development has nearly been completed for McAuley Community Services for Women, a non-profit organisation that supports women and their children who have experienced domestic violence.

Switch Electrical Group

Switch Electrical Group is an industry leader in all aspects of electrical work, having worked on some of Melbourne’s most luxurious high-end developments.

The success of Switch to date can be mainly attributed to our strong client relationships and dedicated team who work to deliver exceptional results for our clients.

We are proud of the partnership we have with Balmain & Co having had the pleasure of working on a number of their outstanding developments. We pride ourselves on delivering quality and exceeding client expectations with a proven track record of excellence in electrical.

www.switchelectricalgroup.com.au

“We are thrilled to have been part of such a great project, and will be Jess Jones

“IN MELBOURNE, WE HAVE AROUND 10 LIVE PROJECTS AT ANY GIVEN TIME, RANGING FROM AUD$15-100 MILLION”

– JESS JONES, HEAD OF STRATEGY AND BUSINESS DEVELOPMENT, BALMAIN & CO

having volunteer days with all our staff to assist with furnishing these departments,” Jones smiles.

Balmain & Co is also working with the likes of Homes Victoria, Nightingale Housing, Launch Housing, and the Department of Health and Human Services (DHHS) who all provide social and affordable housing to combat homelessness in Melbourne.

“It’s been great to meet with some future residents and really see the impact we can have by providing a safe house for people to live in and really change their lives for the better.”

Creating a long-term positive impact on the local communities that the company builds in is Balmain & Community.

This is a project-specific initiative to come up with various ways to assist the local community. Project teams are asked to meet with all stakeholders and understand how Balmain & Co can best add value whilst on-site.

“It started off quite small, and it was as simple as reducing our carbon footprint, donating excess materials to local schools, and making sure we support local businesses when buying

lunches and coffees instead of going to a chain,” elaborates Jones.

“Since then, it’s grown to raise over AUD$20,000 for various charities through fun runs and triathlons, volunteering at a local soup kitchen, and getting an Indigenous artist to provide a beautiful painting on our hoarding, which will be auctioned off at the end of the project and the proceeds given to a charity of their choice.

“We have a lot of exciting things in store next year with the Balmain & Community initiative, so stay tuned,” she adds.

RETENTION AND RECOGNITION

People are the basis of Balmain & Co’s success, so it is vital that staff are able to thrive in a supportive and nurturing environment.

In order to retain the very best personnel, “you have to reward and recognise achievements without

“THE PROJECTS CLOSEST TO MY HEART ARE THE SOCIAL AND AFFORDABLE HOUSING PROJECTS WE HAVE BEEN ABLE TO BUILD OVER THE PAST 12-18 MONTHS”

– JESS JONES, HEAD OF STRATEGY AND BUSINESS DEVELOPMENT, BALMAIN & CO

them having to ask for it,” Jones emphasises.

Balmain & Co prides itself on staff retention, and has recently implemented loyalty bonuses to recognise employees that have been at the company for a long time.

“Our staff are also recognised for teaching and training those they manage, so it truly is a team-first culture,” affirms Jones.

Big on education and training, Balmain & Co makes available all the lessons learnt from each project so that the business can learn and grow together as one without making the same mistake twice.

What also keeps people coming back to Balmain & Co is the social aspect of the company. One of the challenges with construction is that it is mostly project-based, which limits interaction with other sites.

As such, monthly catch ups are run by Balmain & Co’s social committee, made up of volunteers from right

across the business.

“We also make sure we provide opportunities to everyone’s loved ones by hosting a family day and partners events to say thanks to those that allow our team to do what they do,” Jones shares.

NAVIGATING THE FUTURE

The biggest challenge that currently faces the company, is getting through the projects Balmain & Co signed up to prior to the price increases hitting the construction industry right now.

“It is a priority to ensure we get through and deliver these projects. We are not trying to grow on the same trajectory as we have in the past,” acknowledges Jones.

“The next challenge that we face is choosing the right projects for our pipeline. This means carefully selecting our clients and projects, and only spending time and energy on projects that we see will actually go ahead.”

Nevertheless, the company is on track to return to its original turnover targets, working on social commitments, and encouraging women into the construction industry.

A new parental leave policy has also been recently implemented, providing all primary caregivers with 12 weeks of paid leave including superannuation.

“We are excited to see people take the opportunity to become full-time carers and change the narrative around childcare in the construction industry,” concludes Jones.

Passionate about construction and people, Balmain & Co will continue to achieve quality outcomes and exceed the expectations of clients.

Writer: Ed Budds | Project Manager: Ryan Gray

ow a true force in Australian construction, guided by a ruthlessly effective combination of family values, trust and putting people first, the ADCO Constructions (ADCO) story began back in 1972 and has since witnessed the company transform into a prominent player in the nation’s highly competitive building sector.

These sturdy foundations and a steadfast dedication to fulfilling its values have helped ADCO to build a solid base, enabling it to become one of the top private companies in Australia with a blue-chip client list and an award-winning portfolio of almost 4,000 successfully completed projects and finished buildings. These impressive structures range from a variety of early work packages to expansive, multi-million-dollar projects.

ADCO now boasts a national presence after building its company footprint with offices throughout Australia.

As an established industry leader with an operational shadow now touching every corner of its domestic market, the strength of the company’s award-winning expertise, capabilites and staff is reflected by exceptionally high levels of repeat business projects and long-established client relationships across many key private and institutional corporations, on top of all levels of government.

On an annual basis, ADCO

delivers its projects via early contractor involvement, design, and construction, managing contractor, and traditional construction methods of procurement, across the entirety of Australia.

PERFECT PARTNERS FOR CONSTRUCTION

ADCO aspires to be regarded as the builder of choice for its wide-ranging portfolio of clients, consultants, trade partners, and people.

However, becoming the builder of choice doesn’t just happen overnight, and comes with a variety of hurdles to clear. To successfully navigate this process, ADCO encourages a diverse array of qualities and core beliefs, such as responsibility, teamwork and using a dynamic mindset.

Another key requirement of the ADCO process is being able to consistently deliver on any promises that the company commits to and bringing great energy to every stage of each project, in order to eventually achieve its shared goals.

Elsewhere, being the builder of choice means completing projects on time, on budget and to the highest standards possible for the company. This has more recently been coined ‘the ADCO Way’, and is now embedded in the DNA of the business.

BUILDING FINANCIAL STRENGTH

One of the most critical elements to consider when appointing a construction partner is financial security. In this way, ADCO provides financial guarantees for its clients as well as their financiers.

The company details how, “we maintain a policy of profit reinvestment and working capital management to ensure our balance sheet remains

Dunrite Linings

Dunrite Linings is a partitions, linings and cladding contractor with over 30 years’ experience in the industry. We employ project managers, estimators, designers, drafstmen, site foremen and tradesmen.

We strive to form long-lasting relationships with our clients through consistently supplying the highest quality craftsmanship at competitive prices.

We partner with reputable suppliers and only install certified and approved products, installed to the manufacturer’s standards to ensure peace of mind for ourselves, our builders and their clients.

We aim to deliver safe projects ahead of schedule, under budget and with the highest possible quality every time.

www.dunritelinings.com

commensurate with the size of our business.”

At present, ADCO proudly claims to exceed the financial requirements for licensing in each state and territory, for private and government projects. The company has achieved this by building strong cash and liquid asset reserves and a blue-chip client base, which translates seamlessly into a consistent cash flow and increased profitability for the business on all fronts.

SAFETY FIRST, ALWAYS

It is ADCO’s ongoing commitment to always ask ‘is it safe, or is there a safer choice?’

The ‘Safer by Choice’ mantra is a philosophy through which ADCO targets a genuine company-wide attitude towards ensuring the ultimate level of safety across all operations and projects.

Running deep into the very core of the foundations of the ADCO business, this commitment to safety goes further

PARTITIONS - LININGS - CLADDING - ACOUSTIC - ARCHITECTURAL

Collaborating with world-class builders we bring their visions to life with pristine quality, unparalleled innovation and exceptional craftsmanship.

LEARN MORE

than simply dealing with statistics and instead actively promotes personal responsibility and careful decisionmaking by all members of its team, at all times.

This strategy is underpinned by three vital pillars of commitment: the action of taking responsibility, supporting each other and trying to keep a focus on the positives, and finally, that ‘Safer by Choice’ recognises everyone involved in the design and delivery of a project is a decisionmaker, and therefore everyone can improve safety, for themselves and others, by making good choices.

Establishing a successful and efficient safety culture is a longterm commitment from all ADCO employees, which has been and will continue to be guided, fostered and preserved by the leadership team. Every rung of the business’ hierarchy has a collective responsibility to enact safer practices.

ENHANCING AUSTRALIAN HEALTH INFRASTRUCTURE

Similar to ADCO’s ongoing mission to deliver an enhanced culture of safety, the company simultaneously aims to help build a healthier Australia.

ADCO’s first contract back in 1972 was a brownfield hospital project and more than half a century later it continues to spearhead the market in the provision of high-quality healthcare infrastructure.

The vast level of experience now showcased in ADCO’s portfolio of completed health projects encompasses major ward extensions, greenfield hospitals, specialist, sub-acute and acute services, ICUs, oncology, emergency departments, rehabilitation, and mental health facilities, with over 1,850 hospital beds added and a total of 185 overall projects delivered.

One such example of ADCO’s technical proficiency regarding health

construction projects includes the collaboration with Queensland Health to construct the Adolescent Extended Treatment Facility (AETF) at the Prince Charles Hospital.

Renamed Jacaranda Place, the upgraded facility now boasts a 12-bed residential unit, a 20-place day programme and a selection of integrated vocational and training programmes.

ADCO configured and incorporated these features meticulously into a modern design to deliver the optimal healing environment for Jacaranda Place’s residents and visitors.

It is this legacy of aiding the health industry that best summarises ADCO’s dedication to enhancing Australia’s construction business and benefiting its people.

THE FINAL WORD

What trends do you forecast to impact your industry in 2023?

Danny McCarthy Managing Director, TerraCom

“The average longrun thermal coal price continues to shift higher in the face of reserve depletion, limited new investment, concerns over energy supply security, and a multitude of other supply risks. In the short term, driven by the reduction in Russian gas supply to Europe, two key pipelines have shut down, driving gas prices to 10 times the pre-COVID-19 levels.”

Paul Quinn CEO, Schur Star Systems Australia Pty Ltd

“The great challenge for our industry is to supply sustainable

packaging solutions which still provide the necessary functionality of shelf life and hygiene required by the food industry. At the same time, we must ensure that these developments are commercially viable for our customers. There will be further development of recyclable mono web and common polyethylene-based materials, as well as the use of heat seal and barrier coatings applied to both plastics and papers which will become more prevalent. At Schur, we are well down the track in providing our customers with sustainable options.”

Peter Cannon General Manager, Pacific Turbine Brisbane

“With aviation continuing to grow year on year with high growth

between now and 2030, this will result in airlines and maintenance facilities continuing to see a shortage of skilled people including engineers and pilots as well as spare parts. This will put a lot of pressure on the whole ecosystem across the range of services. This is not just in the business world. It will include tourism, emergency services, government support, and military, and then in the cargo world, this can result in an increase in commodities. The upside of this is that as a career choice and industry it is one that will offer sustainable growth.”

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

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

Outlook Creative Services

Complementing the production of EME Outlook, APAC Outlook, Africa Outlook and North America

Outlook magazines, Outlook Publishing’s awardwinning in-house team is now utilising these same specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit: www.outlookpublishing.com/creative-services

DESIGN:

Stephen Giles +44 (0) 1603 363 634 steve.giles@outlookpublishing.com

Devon Collins +44 (0) 1603 363 656 devon.collins@outlookpublishing.com

EDITORIAL:

Phoebe Harper +44 (0) 1603 363 655 phoebe.harper@outlookpublishing.com

Marcus Kääpä +44 (0) 1603 363 653 marcus.kaapa@outlookpublishing.com